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PT Bank Mandiri Taspen
2025
Laporan Keberlanjutan
Sustainability Report
Membangun Dampak Nyata
Melalui Keuangan Berkelanjutan
Creating Meaningful Impact Through Sustainable Finance
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Membangun Dampak Nyata
Melalui Keuangan Berkelanjutan
Creating Meaningful Impact Through
Sustainable Finance
2025 PT Bank Mandiri Taspen (yang selanjutnya disebut Bank Mandiri Taspen) terus berupaya
menghadirkan solusi keuangan yang tidak hanya memenuhi kebutuhan nasabah, tetapi juga
Laporan Keberlanjutan memberikan dampak nyata dan terukur bagi masyarakat dan lingkungan, khususnya bagi para
Sustainability Report pensiunan. Dengan mengintegrasikan prinsip-prinsip keberlanjutan ke dalam setiap aspek
bisnis, Bank Mandiri Taspen berkomitmen untuk meningkatkan kualitas hidup masyarakat,
mendorong pertumbuhan ekonomi yang inklusif, serta meminimalkan dampak lingkungan.
Upaya ini menjadi bagian dari strategi perusahaan dalam menciptakan nilai jangka panjang yang
berkelanjutan bagi seluruh pemangku kepentingan.
Bank Mandiri Taspen senantiasa secara konsisten memberikan dampak positif berupa
peningkatan kesejahteraan pensiunan melalui program pemberdayaan berbasis 3 (tiga) Pilar
Mantap Indonesia yang meliputi Mantap Sehat, Mantap Aktif, dan Mantap Sejahtera. Bank
Mandiri Taspen juga senantiasa mengembangkan produk dan layanan keuangan yang inovatif
dan bertanggung jawab, serta memperkuat sinergi dengan mitra strategis guna memperluas
inklusi keuangan dan memperbesar dampak positif yang dihasilkan. Melalui berbagai inisiatif
tersebut, Bank Mandiri Taspen menegaskan komitmennya dalam menghadirkan kontribusi
yang nyata, terukur, dan berkelanjutan bagi masyarakat dan lingkungan melalui implementasi
keuangan berkelanjutan.
PT Bank Mandiri Taspen (hereinafter referred to as Bank Mandiri Taspen) continued to strive to
deliver financial solutions that not only met customer needs but also generated tangible and
measurable impacts on society and the environment, particularly for retirees. By integrating
sustainability principles into every aspect of its business, the Bank committed to improving
quality of life, fostering inclusive economic growth, and minimizing environmental impact. These
efforts formed an integral part of the Bank’s strategy to create long-term, sustainable value for
all stakeholders.
Bank Mandiri Taspen consistently delivered positive impacts by enhancing the welfare of
retirees through empowerment programs based on the three pillars of Mantap Indonesia,
namely Mantap Sehat (Healthy), Mantap Aktif (Active), and Mantap Sejahtera (Prosperous). The
Bank also continuously developed innovative and responsible financial products and services,
while strengthening synergies with strategic partners to expand financial inclusion and amplify
its positive impact. Through these initiatives, Bank Mandiri Taspen reaffirmed its commitment to
delivering meaningful, measurable, and sustainable contributions to society and the environment
through the implementation of sustainable finance.
2025 Sustainability
Annual ReportReport 3
Page 4
Daftar Isi
Table of Contents
3 Membangun Dampak Nyata Melalui Keuangan 66 Skala Perusahaan /
Enterprise Scale
Berkelanjutan / Creating Meaningful Impact
Through Sustainable Finance 66 Informasi Mengenai Karyawan /
Information on Employees
4 Daftar Isi / Table of Contents
72 Wilayah Operasional dan Pasar yang Dilayani /
Operational Area and Markets Served
75 Rantai Nilai /
Company Scale
75 Produk, Layanan dan Kegiatan Usaha yang Dijalankan /
Tentang Laporan Products, Services, and Operated Business Activities
About Report 76 Rantai Pasok /
Supply Chain
9 Proses Penentuan Topik Material /
Material Topic Determination Processes 77 Entitas Hilir dan Relasi Bisnis Lainnya /
Downstream Entities and Other Business Relationships
13 Manajemen Topik Material /
Material Topic Management 78 Keanggotaan Asosiasi /
Association Memberships
79 Perubahan Perusahaan yang Bersifat Signifikan Pada
Organisasi / Company’s Significant Changes Toward
Organization
Strategi Keberlanjutan
Sustainability Strategy
22 Penjelasan Strategi Keberlanjutan /
Explanation of Sustainability Strategy
Penjelasan Direksi
43 Policy Commitment / Policy Commitment
Director’s Explanation
49 Proses untuk Memulihkan Dampak Negatif /
Recovery Processes for Negative Impacts 92 Tanggung Jawab Laporan Keberlanjutan /
Responsibility for the Sustainability Report
52 Mekanisme Konsultasi dan Penyampaian Masukan /
Consultation and Feedback Submission Mechanism
Tata Kelola Keberlanjutan
Ikhtisar Kinerja Keberlanjutan Sustainability Governance
Sustainability Performance Highlights
96 Struktur dan Komposisi Tata Kelola /
56 Kinerja Aspek Ekonomi / Governance Structure and Composition
Economic Performance Aspects
98 Kode Etik /
58 Kinerja Aspek Lingkungan Hidup / Code of Conduct
Environmental Performance Aspects
98 Benturan Kepentingan /
59 Kinerja Aspek Sosial / Conflict Of Interest
Social Performance Aspect
101 Nominasi dan Seleksi Dewan Komisaris dan Direksi /
Nomination and Selection of The Board of Commissioners
and Directors
102 Penilaian Kinerja Dewan Komisaris dan Direksi /
Performance Assessment of the Board of Commissioners and
Board of Directors
Profil Perusahaan 103 Kebijakan Remunerasi Dewan Komisaris dan Direksi /
Company Profile Remuneration Policy for the Board of Commissioners and
Directors
62 Visi, Misi, dan Nilai Keberlanjutan /
Vision, Mission, and Sustainability Values 106 Rapat Direksi dan Dewan Komisaris / Meetings of the Board
of Directors and the Board of Commissioners
64 Identitas Perusahaan /
Company Identity
4 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
108 Penanggung Jawab Penerapan Keuangan Berkelanjutan / 156 Aspek Material /
Parties Responsible for Sustainable Finance Implementation Material Aspect
108 Peran Badan Tata Kelola Tertinggi dalam Mengawasi 157 Aspek Energi /
Manajemen Dampak / Role of the Highest Governance Body Energy Aspect
In Overseeing Impact Management
161 Aspek Air /
111 Delegasi Tanggung Jawab untuk Mengelola Dampak / Water Aspect
Delegation of Responsibilities for Managing Impacts
162 Aspek Keanekaragaman Hayati /
114 Pengembangan Kompetensi Terkait Keuangan Biodiversity Aspect
Berkelanjutan / Competency Development Related To
Sustainable Finance 162 Aspek Emisi /
Emission Aspect
121 Manajemen Risiko atas Penerapan Keuangan Berkelanjutan
/ Risk Management of Sustainable Finance Implementation 167 Aspek Limbah dan Efluen /
Waste and Effluent Aspects
126 Hubungan dengan Pemangku Kepentingan /
Relationships with Stakeholders 169 Aspek Pengaduan Terkait Lingkungan Hidup /
Environmental Complaint Aspects
126 Permasalahan Terhadap Penerapan Keuangan Berkelanjutan
/ Issues in Sustainable Finance Implementation 170 Kinerja Sosial /
Social Performance
130 Praktik Pengadaan Barang dan Jasa /
Procurement Practices for Goods and Services 170 Komitmen Untuk Memberikan Layanan atas Produk dan/
atau Jasa yang Setara Kepada Konsumen / Commitment to
Providing Equal Products and/or Services to Consumers
174 Aspek Ketenagakerjaan /
Employment Aspect
191 Praktik Keamanan /
Security Practices
Kinerja Keberlanjutan 191 Aspek Masyarakat /
Community Aspect
Sustainability Performance
220 Privasi dan Keamanan Data Nasabah /
134 Kegiatan Membangun Budaya Keberlanjutan / Customer Data Privacy and Security
Activities for Developing Culture of Sustainability
223 Tanggung Jawab Pengembangan Produk dan/atau Jasa
136 Kinerja Ekonomi / Keberlanjutan / Responsibility for Sustainable Product and/or
Economic Performance Service Development
136 Perbandingan Target dan Kinerja Produksi, Portofolio, 223 Inovasi dan Pengembangan Produk/Jasa Keuangan
Target Pembiayaan, atau Investasi, Pendapatan dan Laba Berkelanjutan / Innovation and Development of Sustainable
Rugi / Comparison of Target and Production Performance, Financial Product/Service
Portfolio, Financing Target, or Investment, Revenue and
Profit and Loss 224 Produk/Jasa yang Sudah Dievaluasi Keamanannya Bagi
Nasabah / Products/Services Evaluated for Customer
137 Perbandingan Target dan Kinerja Portofolio, Target Safety
Pembiayaan, atau Investasi pada Instrumen Keuangan atau
Proyek yang Sejalan dengan Keuangan Berkelanjutan / 225 Dampak Produk/Jasa /
Comparison of Target and Portfolio Performance, Financing The Impact of Product/Service
Target, or Investment In Financial Instrument or Project In
Line with Sustainable Finance 225 Jumlah Produk yang Ditarik Kembali /
Number of Withdrawn Products
140 Persentase dari Portofolio Untuk Lini Bisnis Menurut
Wilayah, Ukuran, dan Sektor / Portfolio Percentage for 226 Survei Kepuasan Nasabah Terhadap Produk dan/atau Jasa /
Business Line According to Area, Size, and Sector Customer Satisfaction Survey on Products and/or Services
146 Nilai Ekonomi Langsung yang Dihasilkan dan 228 Verifikasi Tertulis dari Pihak Independen /
Didistribusikan / Direct Economic Values Generated And Written Verification from Independent Party
Distributed 229 Lembar Umpan Balik /
146 Kewajiban Program Pensiun Manfaat Pasti dan Program Feedback Sheet
Pensiun Lainnya / Defined Benefit Plan Obligations and 231 Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan
Other Pension Plans Tahun 2024 / Response to the 2024 Sustainability Report
147 Bantuan Finansial dari Pemerintah / Feedback
Financial Assistance from the Government 232 Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa
147 Dampak Ekonomi Tidak Langsung / Keuangan Nomor 51/POJK.03/2017 / List of Disclosures
Indirect Economic Impacts According to Financial Services Authority Regulation Number
51/POJK.03/2017
151 Anti Korupsi /
Anti-Corruption 236 Indeks Isi Consolidated GRI Standard 2021 /
Consolidated GRI Standards 2021 Content Index
154 Perilaku Anti Persaingan /
Anti-Competitive Behavior 236 Indeks Sustainability Accounting Standards (SASB)
Bank - Commercial Bank
156 Kinerja Lingkungan Hidup /
Environmental Performance 252 Tautan Standar GRI dengan TPB /
GRI Standard Link with SGDs
156 Aspek Umum /
General Aspect
2025 Sustainability Report 5
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Tentang Laporan 6 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
About
Sustainability Report
[GRI 2-2, 2-3, 2-4]
2025 Sustainability Report 7
Page 8
Tentang Laporan
About Report
Laporan Keberlanjutan Bank Mandiri Taspen tahun 2025 Bank Mandiri Taspen 2025 Sustainability Report was prepared
disusun dengan mengacu pada Peraturan Otoritas Jasa in accordance with Financial Services Authority Regulation
Keuangan (POJK) Nomor 51/POJK.03/2017 tentang Penerapan (POJK) No. 51/POJK.03/2017 on the Implementation of
Keuangan Berkelanjutan Bagi Lembaga Jasa Keuangan, Sustainable Finance for Financial Services Institutions, Issuers,
Emiten, dan Perusahaan Publik, Surat Edaran Otoritas Jasa and Public Companies, Financial Services Authority Circular
Keuangan Republik Indonesia 16/POJK.04/2021 tentang Letter No. 16/POJK.04/2021 regarding the Form and Content
Bentuk dan Isi Laporan Tahunan Emiten atau Perusahaan of Annual Reports of Issuers or Public Companies, as well as
Publik, serta Standar Pengungkapan Keberlanjutan 1 dan 2 Sustainability Disclosure Standards (IFRS S1 and IFRS S2).
(IFRS S1 dan IFRS S2). Laporan Keberlanjutan ini juga disusun This Sustainability Report was also prepared in accordance
sesuai dengan (“in accordance to”) standar internasional yaitu with international standards, namely the Consolidated Set
Consolidated Set of GRI Standards, GRI G4 Sector Disclosures of GRI Standards, including the GRI G4 Sector Disclosures
Financial Services. Laporan Keberlanjutan ini juga mengacu for Financial Services. In addition, this report referred to the
pada Sustainability Accounting Standard Board (SASB) Sustainability Accounting Standards Board (SASB) Standards
Standards Financial Services dan Asian Corporate Governance for Financial Services and the Asian Corporate Governance
Scorecard (ACGS). Scorecard (ACGS).
Laporan Keberlanjutan Bank Mandiri Taspen tahun 2025, Bank Mandiri Taspen 2025 Sustainability Report covered
mencakup informasi yang berasal dari seluruh wilayah information from all operational areas of the Bank. As of the
operasional Bank Mandiri Taspen. Sampai dengan akhir end of December 2025, Bank Mandiri Taspen did not have any
Desember 2025, Bank Mandiri Taspen tidak memiliki entitas subsidiaries; therefore, there was no difference in the scope of
anak, sehingga tidak terdapat perbedaan lingkup entitas entities between the Sustainability Report and the Financial
Laporan Keberlanjutan dengan Laporan Keuangan yang diaudit Statements audited by the Public Accounting Firm.
oleh Kantor Akuntan Publik.
Laporan Keberlanjutan Bank Mandiri Taspen diterbitkan The Sustainability Report of Bank Mandiri Taspen was
pada setiap tahunnya bersamaan dengan Laporan Tahunan published annually in conjunction with the Bank’s Annual
Bank. Laporan Keberlanjutan Bank Mandiri Taspen disusun Report. This Sustainability Report was prepared for the period
untuk periode 1 Januari sampai 31 Desember 2025, sesuai from January 1 to December 31, 2025, in line with the Bank’s
dengan periode Laporan Keuangan Bank. Di dalam Laporan financial reporting period. This report did not contain any
Keberlanjutan ini tidak terdapat informasi yang disajikan restated information. The Sustainability Report of Bank Mandiri
kembali. Laporan Keberlanjutan Bank Mandiri Taspen Taspen was published on April 29, 2026.
dipublikasikan pada tanggal 29 April 2026.
Para pemangku kepentingan dapat memperoleh informasi Stakeholders can obtain further information related to this
lebih lanjut terkait dengan Laporan Keberlanjutan ini dengan Sustainability Report through following contact:
menghubungi:
DIVISION HEAD CORPORATE SECRETARY & LEGAL DIVISION HEAD OF CORPORATE SECRETARY & LEGAL
Tulus Parulian Hutabarat Tulus Parulian Hutabarat
PT Bank Mandiri Taspen PT Bank Mandiri Taspen
Kantor Pusat Bank Mandiri Taspen Head Office of Bank Mandiri Taspen
Graha Mantap Graha Mantap
Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng, Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng,
Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320 Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320
Telepon: (62-21) 21231772 Telepon: (62-21) 21231772
Fax: (62-21) 21231984 Fax: (62-21) 21231984
E-mail: corporate.secretary@bankmandiritaspen.co.id E-mail: corporate.secretary@bankmandiritaspen.co.id
8 Laporan Keberlanjutan 2025
Page 9
PT Bank Mandiri Taspen Proses Penentuan Topik Material [GRI 3-1, 3-2, 2-14] Material Topic Determination Processes Pada tahap pertama, dilakukan identifikasi terhadap berbagai Bank Mandiri Taspen conducted the first stage by identifying kegiatan serta hubungan bisnis yang berkaitan dengan isu various activities and business relationships related to keberlanjutan dengan melibatkan berbagai unit di Bank sustainability issues, involving multiple units within the Bank. Mandiri Taspen. Dalam proses identifikasi isu-isu keberlanjutan In the process of identifying these sustainability issues, Bank tersebut, Bank Mandiri Taspen juga telah mempertimbangkan Mandiri Taspen also considered the GRI Sector Standard as GRI Sector Standard sebagai acuan. Selanjutnya, pada a reference. Subsequently, in the second stage, Bank Mandiri tahap kedua, Bank Mandiri Taspen melakukan identifikasi Taspen identified both actual and potential impacts, including terhadap dampak aktual maupun potensial, baik dampak yang those generated by the Bank on its stakeholders (inside-out) ditimbulkan oleh bank kepada para pemangku kepentingan as well as impacts arising from stakeholders affecting the Bank (inside out) maupun dampak yang berasal dari para pemangku (outside-in). kepentingan terhadap bank (outside in). Pada tahap ketiga, setiap dampak dinilai tingkat signifikansinya In the third stage, each impact was assessed for its level of dengan mempertimbangkan kemungkinan terjadinya serta significance by considering the likelihood of occurrence as well tingkat keparahan, skala, dan lingkup dampak tersebut. as the severity, scale, and scope of the impact. In the fourth Selanjutnya, pada tahap keempat dilakukan proses stage, a prioritization process was conducted to determine penentuan prioritas terhadap dampak-dampak signifikan the significant impacts to be disclosed in the Sustainability yang akan diungkapkan dalam laporan keberlanjutan. Proses Report. This prioritization process was carried out through the prioritisasi ini dilakukan melalui penetapan ambang batas establishment of thresholds, validation of material topics with (threshold), pengujian topik material bersama ahli/expert, experts, and obtaining approval from the Board of Directors, serta memperoleh persetujuan atas topik material dari Direksi which also reviewed the overall materiality determination yang juga telah melakukan reviu terhadap keseluruhan proses process. The identification of stakeholders and experts penentuan topik material. Penentuan pemangku kepentingan involved was based on the sustainability issues identified in dan ahli/expert yang dilibatkan didasarkan pada isu-isu the first and second stages. In the materiality determination keberlanjutan yang telah diidentifikasi pada tahap pertama process, Bank Mandiri Taspen also considered input and dan tahap kedua. Dalam proses penentuan topik material, feedback from experts. Based on the materiality determination Bank Mandiri Taspen juga telah mempertimbangkan masukan process, six material topics were identified and disclosed dan pendapat dari para ahli/expert. Berdasarkan proses in 2025, namely Economic Performance, Indirect Economic penentuan topik material, terpilih 6 (enam) topik material yang Impacts, Anti-Corruption, Energy, Training and Education, and disampaikan pada tahun 2025 yaitu Kinerja Ekonomi, Dampak, Customer Privacy. These differed from the material topics in Ekonomi Tidak Langsung, Anti Korupsi, Energi, Pelatihan dan 2024, which included Emissions, Employment, Occupational Pendidikan, dan Privasi Nasabah. Terdapat perbedaan dengan Health and Safety, Diversity and Equal Opportunity, and Non- topik material tahun 2024 yaitu Emisi, Kepegawaian, Kesehatan Discrimination, as these topics were no longer considered dan Keselamatan Kerja, Keberagaman dan Kesempatan Setara, significant in 2025. Nevertheless, although certain issues were serta Non Diskriminasi. Hal ini dikarenakan topik tersebut not prioritized in this report, Bank Mandiri Taspen continued sudah tidak menjadi isu signifikan di tahun 2025. Meskipun to periodically evaluate all issues relevant to its business terdapat sejumlah isu yang tidak menjadi prioritas dalam activities and stakeholders. laporan ini, Bank Mandiri Taspen tetap melaksanakan evaluasi secara berkala terhadap seluruh isu yang relevan dengan kegiatan usaha serta para pemangku kepentingan. 2025 Sustainability Report 9
Page 10
Tentang Laporan
About Report
Proses penentuan topik material telah melewati tahapan- The process of determining material topics has gone through
tahapan yaitu: the following stages:
Identifikasi dampak aktual dan
Penelaahan isu potensial (ekonomi, lingkungan,
sosial termasuk hak asasi
keberlanjutan (ekonomi,
manusia) terkait aktivitas
lingkungan, sosial dan relasi bisnis Bank (inside
termasuk hak asasi out), maupun dampak yang Melakukan Prioritasi
manusia) terhadap aktivitas ditimbulkan oleh eksternal Penilaian Dampak Signifikan dalam
dan relasi bisnis Bank terhadap Bank (outside in)
Signifikansi Dampak Laporan Keberlanjutan
A review of sustainability Identification of actual and
potential impacts (economic, Impact Significance Prioritizing significant
issues (economic,
environmental, and social, Assessment impacts to be reported in
environmental, and social,
including human rights) related to the sustainability report
including human rights)
the Bank’s activities and business
in relation to the Bank’s relationships (inside-out), as
activities and business well as impacts arising from
relationships external factors affecting the Bank
(outside-in).
Tujuan
Pemangku
Pembangunan
Kepentingan
Topik Material Isu Utama Alasan Bersifat Material Berkelanjutan
yang Terdampak
Material Topics Main Issue Material Reasons Sustainable
Affected
Development
Stakeholders
Goals
Kinerja Ekonomi • Nilai ekonomi langsung yang • Pemegang Kinerja ekonomi merupakan
Economic dihasilkan dan didistribusikan oleh Saham isu material bagi Bank Mandiri
Performance Bank Mandiri Taspen • Pemerintah Taspen karena mencerminkan
• Implikasi finansial serta risiko dan • Pegawai kemampuan Bank dalam
peluang lain akibat dari perubahan • Mitra Kerja/ menjaga keberlanjutan usaha,
iklim Pemasok menciptakan nilai tambah,
• Kewajiban program pensiun manfaat serta memberikan manfaat bagi
pasti dan program pensiun lainnya • Shareholders para pemangku kepentingan.
• Bantuan keuangan yang diterima Bank • Governments Pengelolaan kinerja ekonomi
dari Pemerintah • Employees yang baik tercermin dari dampak
• Direct economic value generated and • Work Partners/ aktual positif Bank berupa
Suppliers distributed by Bank Mandiri Suppliers pertumbuhan laba operasional
Taspen Bank dalam lima tahun terakhir
• Financial implications and other risks yang menunjukkan kinerja
and opportunities resulting from positif dan berkelanjutan.
climate change Economic performance was a
• Defined benefit pension plan material issue for Bank Mandiri
obligations and other pension plans Taspen as it reflected the Bank’s
• Financial assistance received by the ability to sustain its business,
Bank from the Government create added value, and deliver
benefits to its stakeholders.
Effective management of
economic performance was
evidenced by the Bank’s
positive actual impact, reflected
in the growth of its operating
profit over the past five years,
demonstrating consistent and
sustainable performance.
10 Laporan Keberlanjutan 2025
Page 11
PT Bank Mandiri Taspen
Tujuan
Pemangku
Pembangunan
Kepentingan
Topik Material Isu Utama Alasan Bersifat Material Berkelanjutan
yang Terdampak
Material Topics Main Issue Material Reasons Sustainable
Affected
Development
Stakeholders
Goals
Dampak Ekonomi • Investasi infrastruktur dan dukungan • Masyarakat Bank Mandiri Taspen berupaya
Tidak Langsung layanan • Nasabah memberikan dampak positif
Dampak Ekonomi • Dampak ekonomi tidak langsung yang • Community bagi nasabah dan masyarakat
Tidak Langsung signifikan • Customers melalui program unggulan 3
• Infrastructure investment and service Pilar Mantap yang dirancang
support untuk mendukung peningkatan
• Significant indirect economic impacts kesejahteraan nasabah.
Program tersebut juga
diharapkan mampu memberikan
manfaat yang lebih luas bagi
masyarakat serta menciptakan
dampak sosial dan ekonomi
yang berkelanjutan.
Bank Mandiri Taspen sought
to deliver positive impacts to
customers and the community
through its flagship 3 Pillars
of Mantap program, which
was designed to support the
improvement of customer
welfare. The program was also
expected to provide broader
benefits to society and create
sustainable social and economic
impacts.
Anti Korupsi • Kegiatan operasional Bank Mandiri • Pegawai Bank Mandiri Taspen memiliki
Anti-Corruption Taspen yang memiliki risiko • Investor komitmen penuh dalam
kecurangan • Pemegang menerapkan budaya anti korupsi
• Sosialisasi dan pelatihan anti korupsi saham di seluruh level organisasi. Hal
• Insiden korupsi yang terbukti serta • Pemerintah ini berdampak positif berupa
langkah nyata yang diambil oleh Bank • Employees tidak adanya insiden korupsi
Mandiri Taspen • Investor yang terbukti selama tahun
• Bank Mandiri Taspen’s operational • Shareholder 2025.
activities have a risk of fraud • Government Bank Mandiri Taspen maintained
• Anti-corruption outreach and training a strong commitment to
• Proven incidents of corruption and implementing an anti-
concrete steps taken by Bank Mandiri corruption culture across all
Taspen levels of the organization. This
resulted in a positive outcome,
with no proven incidents of
corruption recorded throughout
2025.
Energi • Konsumsi energi Bank • Pegawai Pengelolaan energi secara
Energy • Upaya Bank dalam melakukan • Masyarakat efektif di Bank Mandiri
efisiensi energi dan penggunaan • Employees Taspen berdampak positif
energi baru terbarukan • Community pada penurunan penggunaan
• The Company’s energy consumption energi memiliki komitmen
• The Company’s efforts in energy untuk melakukan efisiensi
efficiency and the use of new penggunaan energi. Terdapat
renewable energy penurunan penggunaan energi
di tahun 2025 menjadi sebesar
44.415 gigajoule menurun
dibandingkan tahun 2024 yang
sebesar 100.094 gigajoule
Effective energy management
at Bank Mandiri Taspen
resulted in a positive impact
through reduced energy
consumption, reflecting the
Bank’s commitment to energy
efficiency. Energy usage
decreased to 44,415 gigajoules
in 2025, compared to 100,094
gigajoules in 2024.
2025 Sustainability Report 11
Page 12
Tentang Laporan
About Report
Tujuan
Pemangku
Pembangunan
Kepentingan
Topik Material Isu Utama Alasan Bersifat Material Berkelanjutan
yang Terdampak
Material Topics Main Issue Material Reasons Sustainable
Affected
Development
Stakeholders
Goals
Kepegawaian • Perekrutan pegawai baru dan turnover • Pegawai Di tahun 2025, terdapat
Employment karyawan • Employees peningkatan turnover pegawai
• Tunjangan yang diberikan kepada yang menunjukkan bahwa
pegawai purnawaktu yang tidak terdapat penurunan loyalitas
diberikan kepada karyawan pada pegawai Bank.
kurun waktu tertentu atau paruh In 2025, there was an increase
waktu in employee turnover, indicating
• Cuti melahirkan a decline in employee loyalty
• New hires and employee turnover within the Bank.
• Benefits provided to full-time
employees that are not provided to
part-time employees
• Maternity leave
Pelatihan dan • Informasi terkait rata-rata jam • Pegawai Bank Mandiri Taspen
Pendidikan pelatihan per tahun per karyawan • Nasabah memandang pegawai sebagai
Training and • Program untuk meningkatkan • Masyarakat aset penting yang perlu
Education keterampilan karyawan dan program • Employees dikelola secara optimal untuk
bantuan peralihan menjelang pensiun • Customers mendukung keunggulan
• Persentase karyawan yang menerima • Community kompetitif Bank. Pemberian
tinjauan rutin terhadap kinerja dan kesempatan pelatihan dan
pengembangan karir pendidikan kepada seluruh
• Information on average training hours pegawai secara berkelanjutan
per year per employee berkontribusi pada peningkatan
• Employee upskilling programs and kompetensi yang pada akhirnya
retirement assistance programs berdampak positif terhadap
• Percentage of employees receiving peningkatan pendapatan Bank
regular performance and career Mandiri Taspen.
development reviews Bank Mandiri Taspen regarded
its employees as key assets
that needed to be managed
optimally to support its
competitive advantage. The
provision of continuous training
and education opportunities for
all employees contributed to
enhanced competencies, which
ultimately had a positive impact
on the Bank’s revenue growth.
Privasi Nasabah Privasi nasabah mencakup pengaduan • Nasabah Kemajuan teknologi memiliki
Customer Privacy nasabah yang diakibatkan oleh adanya • Pegawai potensi dampak negatif
pelanggaran privasi dan hilangnya data • Customers terhadap keamanan data
nasabah. • Employees nasabah Bank. Oleh karenanya,
Customer privacy encompassed Bank Mandiri Taspen terus
customer complaints arising from privacy berupaya dalam meningkatkan
breaches and the loss of customer data. tingkat keamanan data nasabah.
Technological advancements
posed potential negative
impacts on the security of
customer data. Therefore, Bank
Mandiri Taspen continued to
enhance the level of customer
data protection.
12 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen Manajemen Topik Material [GRI 3-3] Material Topics Management Kinerja Ekonomi Economic Performance Dalam melaksanakan kegiatan operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen Taspen berkomitmen untuk mempertahankan pertumbuhan was committed to maintaining positive economic performance kinerja ekonomi yang positif. Pengelolaan kinerja ekonomi yang growth. Bank Mandiri Taspen’s economic performance dilakukan oleh Bank Mandiri Taspen tersebut memberikan management has positively contributed to increasing the kontribusi positif terhadap peningkatan nilai perusahaan, company’s value, strengthening the bank’s reputation, and memperkuat reputasi Bank, serta mendorong tumbuhnya fostering trust from all stakeholders. kepercayaan dari seluruh pemangku kepentingan. Komitmen Bank Mandiri Taspen dalam mengelola kinerja The Bank’s commitment to managing economic performance ekonomi dituangkan dalam Standar Prosedur Rencana Kerja was reflected in the Standard Procedure for the Corporate dan Anggaran Perusahaan (RKAP) serta Rencana Bisnis Work Plan and Budget (RKAP) and the Bank Business Plan Bank (RBB) PT Bank Mandiri Taspen Edisi 2 Nomor SP/065/ (RBB) of PT Bank Mandiri Taspen, Edition 2 No. SP/065/ XII/2024 tertanggal 27 Desember 2024, yang disusun secara XII/2024 dated December 27, 2024, which were prepared komprehensif dan realistis dengan mengedepankan prinsip comprehensively and realistically by emphasizing prudential kehati-hatian serta penerapan manajemen risiko. Di dalam principles and the implementation of risk management. The RKAP dan RBB tersebut tercantum berbagai target yang ingin RKAP and RBB outlined various targets to be achieved by the dicapai oleh Bank, baik dalam jangka pendek maupun jangka Bank, both in the short term and long term. The management panjang. Adapun pengelolaan kinerja ekonomi berada di of economic performance was under the responsibility of the bawah tanggung jawab Divisi Keuangan. Finance Division. Berdasarkan RKAP yang telah disusun, Bank Mandiri Taspen Based on the established RKAP, Bank Mandiri Taspen secara konsisten menyampaikan laporan realisasi RKAP consistently submitted RKAP realization reports to shareholders kepada para pemegang saham sebagai bahan pertimbangan as a reference in preparing the RKAP for the following year. dalam penyusunan RKAP pada tahun berikutnya. Sementara Meanwhile, the realization of the RBB was reported to the itu, realisasi RBB dilaporkan kepada OJK guna memperoleh Financial Services Authority (OJK) to obtain input for the masukan yang akan digunakan dalam penyusunan RBB preparation of the RBB in the subsequent period. The Bank pada periode selanjutnya. Bank Mandiri Taspen juga also continuously assessed the level of achievement of the secara berkelanjutan melakukan penilaian terhadap tingkat targets set in the RBB. Any shortfalls in target achievement ketercapaian target yang telah ditetapkan dalam RBB. Adapun were utilized as a basis for continuous improvement. setiap kekurangan dalam pencapaian target dimanfaatkan oleh Bank Mandiri Taspen sebagai dasar untuk melakukan perbaikan secara berkesinambungan (continuous improvement). Atas komitmen Bank Mandiri Taspen dalam mengelola kinerja As a result of the Bank’s commitment to managing economic ekonomi, sepanjang tahun 2025 Bank Mandiri Taspen berhasil performance, throughout 2025, Bank Mandiri Taspen meningkatkan pendapatan bunga bersih menjadi sebesar successfully increased its net interest income to Rp3,665,509 Rp3.665.509 juta meningkat dibandingkan 2024 yang sebesar million, compared to Rp3,441,618 million in 2024. Rp3.441.618 juta. 2025 Sustainability Report 13
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Tentang Laporan
About Report
Dampak Ekonomi Tidak Langsung Indirect Economic Impacts
Bank Mandiri Taspen memiliki komitmen untuk memberikan Bank Mandiri Taspen was committed to delivering positive
dampak positif terhadap masyarakat sekitar Bank. Dampak impacts to the communities surrounding its operations. The
positif yang diberikan Bank Mantap yaitu meningkatkan Bank generated positive impacts by improving the welfare of
kesejahteraan pensiunan melalui program pemberdayaan retirees through empowerment programs based on the three
berbasis 3 Pilar Mantap Indonesia, yaitu: pillars of Mantap Indonesia, namely:
1. Mantap Sehat: Bank Mandiri Taspen mendukung kesehatan 1. Mantap Sehat (Healthy): The Bank supported retirees’
pensiunan agar tetap produktif. health to ensure they remained productive.
2. Mantap Aktif: Bank Mandiri Taspen mendorong aktivitas 2. Mantap Aktif (Active): The Bank encouraged the social and
sosial dan ekonomi pensiunan. economic activities of retirees.
3. Mantap Sejahtera: Bank Mandiri Taspen memperkuat 3. Mantap Sejahtera (Prosperous): The Bank strengthened
kemandirian ekonomi melalui akses pembiayaan dan economic independence through access to financing and
pendampingan usaha. business mentoring.
Di samping itu, Bank Mandiri Taspen juga senantiasa mendorong In addition, the Bank consistently promoted local economic
pertumbuhan ekonomi lokal melalui kegiatan usaha pensiunan growth through the business activities of retirees and
dan UMKM binaan. Meningkatkan literasi dan inklusi keuangan, supported MSMEs. It also enhanced financial literacy and
khususnya bagi segmen pensiunan yang sebelumnya belum inclusion, particularly for the retiree segment that had
optimal terlayani, serta menciptakan multiplier effect ekonomi previously been underserved, and created economic multiplier
melalui keterlibatan vendor dan komunitas lokal dalam effects through the involvement of vendors and local
program-program pemberdayaan. Namun demikian, terdapat communities in empowerment programs. However, there were
potensi dampak negatif berupa ketergantungan pensiunan potential negative impacts, including retirees’ dependency
terhadap pembiayaan apabila tidak diimbangi dengan on financing if not supported by adequate financial literacy,
literasi keuangan yang memadai. Risiko keberlanjutan usaha risks to the sustainability of retirees’ businesses if mentoring
pensiunan apabila program pendampingan tidak berjalan programs were not implemented effectively, and disparities
optimal, serta kesenjangan dampak antar wilayah apabila in impact across regions if program implementation was not
implementasi program belum merata. evenly distributed.
Komitmen Bank Mandiri Taspen dalam memberikan dampak The Bank’s commitment to delivering positive impacts to
positif terhadap masyarakat sejalan dengan pelaksanaan society was aligned with the implementation of its Social and
kegiatan TJSL Bank sesuai dengan ketentuan Undang- Environmental Responsibility (TJSL) programs in accordance
Undang No. 4 Tahun 2007 tentang Perseroan Terbatas serta with Law No. 4 of 2007 on Limited Liability Companies
Peraturan Pemerintah No. 47 Tahun 2012 tentang Tanggung and Government Regulation No. 47 of 2012 on Social and
Jawab Sosial dan Lingkungan Perseroan Terbatas. Bank Environmental Responsibility. The Bank remained committed
Mandiri Taspen berkomitmen untuk menciptakan dampak to creating positive and sustainable indirect economic
ekonomi tidak langsung yang positif dan berkelanjutan melalui impacts through the empowerment of retiree customers and
pemberdayaan nasabah pensiunan dan masyarakat. Komitmen communities. This commitment was realized through the
ini diwujudkan melalui implementasi program 3 Pilar Mantap implementation of the 3 Pillars of Mantap Indonesia, which
Indonesia yang mengintegrasikan aspek kesehatan, sosial, dan integrated health, social, and economic aspects to support
ekonomi dalam mendukung kesejahteraan nasabah secara overall customer welfare.
menyeluruh.
Bank juga berkomitmen untuk mendorong pertumbuhan The Bank also committed to promoting inclusive economic
ekonomi yang inklusif dengan memberikan akses pembiayaan, growth by providing access to financing, business mentoring,
pendampingan usaha, serta peningkatan literasi keuangan, and financial literacy improvement, particularly for supported
khususnya bagi UMKM binaan dan komunitas pensiunan. MSMEs and retiree communities. Furthermore, the Bank
Selain itu, Bank memastikan bahwa setiap inisiatif yang ensured that each initiative delivered added value to society,
dijalankan mampu memberikan nilai tambah bagi masyarakat, strengthened economic independence, and supported long-
memperkuat kemandirian ekonomi, serta mendukung term business sustainability.
keberlanjutan usaha dalam jangka panjang.
Upaya Bank Mandiri Taspen dalam mengelola dampak ekonomi The Bank’s efforts to manage indirect economic impacts were
tidak langsung melalui penerapan terintegrasi program 3 Pilar carried out through the integrated implementation of the 3
14 Laporan Keberlanjutan 2025
Page 15
PT Bank Mandiri Taspen Mantap Indonesia dalam aktivitas bisnis dan TJSL. Inisiatif ini Pillars of Mantap Indonesia within its business activities and diwujudkan melalui penyediaan akses pembiayaan, pelatihan TJSL programs. These initiatives included providing access kewirausahaan, peningkatan literasi keuangan, serta program to financing, entrepreneurship training, financial literacy kesehatan dan sosial bagi pensiunan. Salah satu implementasi enhancement, and health and social programs for retirees. One utamanya adalah Pilar Mantap Sejahtera yang berperan of the key implementations was the Mantap Sejahtera pillar, sebagai wadah bagi nasabah untuk mengembangkan usaha which served as a platform for customers to develop their sekaligus memperoleh pendampingan dalam pengelolaannya. businesses while receiving mentoring support. As part of this Sebagai bagian dari implementasi tersebut, pada tahun 2025 implementation, in 2025 the Bank also delivered TJSL programs Bank Mandiri Taspen juga menyalurkan program TJSL kepada to supported MSMEs through outlet improvement initiatives UMKM binaan melalui kegiatan perbaikan outlet UMKM di in the PIM area. This program aimed to enhance business kawasan PIM. Program ini bertujuan untuk meningkatkan facilities, improve visual appeal and comfort of outlets, and kualitas fasilitas usaha, memperkuat daya tarik visual dan drive increased sales and competitiveness of MSME products. kenyamanan outlet, serta mendorong peningkatan penjualan dan daya saing produk UMKM. Anti Korupsi Anti Corruption Bank Mandiri Taspen memiliki komitmen yang kuat untuk Bank Mandiri Taspen maintained a strong commitment to mencegah segala bentuk tindakan atau perbuatan yang preventing all forms of actions or conduct that could potentially berpotensi menimbulkan konflik kepentingan, korupsi, kolusi, give rise to conflicts of interest, corruption, collusion, or maupun nepotisme. Bank Mandiri Taspen menyadari bahwa nepotism. The Bank recognized that failure to implement an ketidakmampuan dalam menerapkan budaya anti korupsi effective anti-corruption culture could have adverse impacts on dapat memberikan dampak potensial negatif terhadap its reputation. Therefore, the Bank continuously strengthened reputasi Bank. Oleh karena itu, Bank Mandiri Taspen terus the implementation of its anti-corruption culture through memperkuat penerapan budaya anti korupsi melalui berbagai various anti-bribery and gratification awareness initiatives. upaya sosialisasi terkait Anti Penyuapan dan Gratifikasi. These initiatives were carried out through, among others, Sosialisasi tersebut dilakukan, antara lain, melalui penayangan the publication of articles and information on gratification on artikel maupun informasi lainnya mengenai Gratifikasi pada the Bank’s website distributed to all offices, dissemination website Bank yang disampaikan ke seluruh kantor, penyebaran of information via internal media such as the Bank’s portal, informasi melalui media internal seperti portal Bank Mandiri issuance of circular letters to all divisions/units, and distribution Taspen, penerbitan Surat Edaran kepada seluruh Divisi/Satuan/ of materials related to gratification. Unit, serta distribusi leaflet yang berkaitan dengan Gratifikasi. Komitmen Bank Mandiri Taspen dalam menerapkan budaya anti The Bank’s commitment to implementing an anti-bribery and suap dan anti korupsi dituangkan dalam berbagai kebijakan, anti-corruption culture was formalized in various policies, antara lain Petunjuk Teknis Anti Penyuapan dan Gratifikasi including the Anti-Bribery and Gratification Technical Guidelines Petunjuk Teknis Anti Penyuapan dan Gratifikasi Nomor No. PT/118/X/2024 dated October 23, 2024, the Policy PT/118/X/2024 tanggal 23 Oktober 2024, Arsitektur Kebijakan Architecture of PT Bank Mandiri Taspen No. KEB/002/X/2024 PT Bank Mandiri Taspen Nomor KEB/002/X/2024 tanggal dated October 1, 2024, and the Standard Procedures for 1 Oktober 2024, serta Standar Prosedur Manajemen Mutu, Quality Management, Compliance, and Anti-Bribery. These Kepatuhan, dan Anti Penyuapan. Dalam kebijakan-kebijakan policies stipulated that the Bank must consistently uphold tersebut dijelaskan bahwa Bank Mandiri Taspen wajib secara an Anti-Bribery Culture to minimize the risks of bribery and konsisten mewujudkan Budaya Anti Suap guna meminimalkan gratification within the organization. In addition, all employees risiko penyuapan dan gratifikasi di lingkungan Bank. Selain itu, were expected to have a consistent understanding to ensure seluruh jajaran Bank diharapkan memiliki pemahaman yang appropriate actions in accordance with applicable regulations. selaras sehingga mampu mengambil tindakan yang tepat sesuai dengan ketentuan yang berlaku. Bank Mandiri Taspen senantiasa melakukan evaluasi penerapan The Bank also continuously evaluated the implementation sistem manajemen anti korupsi dengan melakukan pertemuan of its anti-corruption management system through meetings dengan seluruh karyawan maupun pemegang saham untuk involving employees and shareholders to discuss its melakukan pembahasan terkait penerapannya. Efektivitas effectiveness. The effectiveness of the system was reflected in 2025 Sustainability Report 15
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Tentang Laporan
About Report
penerapan sistem manajemen anti korupsi tercermin dengan the Bank’s attainment of ISO 37001:2016 certification on Anti-
telah dimilikinya ISO 37001:2016 tentang Sistem Manajemen Bribery Management Systems (ABMS).
Anti Penyuapan (SMAP).
Sebagai wujud komitmen Bank dalam menerapkan sistem As a manifestation of the Bank’s commitment to implementing
manajemen anti korupsi, Bank Mandiri Taspen juga telah an anti-corruption management system, Bank Mandiri Taspen
membentuk Unit Anti Penyuapan dan Gratifikasi yang has also established an Anti-Bribery and Gratification Unit
berperan dalam membangun nilai-nilai tata kelola yang baik that plays a role in building good governance values and
serta menanamkan nilai integritas. Unit ini bertujuan untuk instilling integrity values. This unit aimed to ensure the
memastikan bahwa penerapan kebijakan dapat berjalan secara effective implementation of policies across the Bank, so that
optimal di seluruh insan Bank, sehingga tidak menerima dan/ employees neither accepted nor provided gratification related
atau memberikan gratifikasi yang berkaitan dengan jabatannya to their positions that could conflict with their duties and
serta bertentangan dengan kewajiban atau tugasnya. Selain responsibilities. In addition, the Bank provided a reporting
itu, Bank Mandiri Taspen juga telah menyediakan saluran channel through a whistleblowing system, which was used to
pengaduan berupa whistleblowing system yang digunakan report matters related to ethics, integrity, norms, and alleged
untuk menyampaikan berbagai hal yang berkaitan dengan violations. These measures were implemented to achieve the
etika, integritas, norma, serta dugaan pelanggaran. Hal ini objective of zero corruption across all business activities. Based
dilakukan guna mencapai target tidak adanya tindakan korupsi on evaluation results, in 2025 the Bank continued to strengthen
di seluruh aktivitas bisnis Bank. Berdasarkan hasil evaluasi, preventive measures and early detection, particularly in
tahun 2025 Bank Mandiri Taspen senantiasa meningkatkan enhancing compliance with operational procedures and
penguatan pada aspek pencegahan serta deteksi dini masih the effectiveness of internal supervision. Engagement with
perlu ditingkatkan, khususnya dalam hal kepatuhan terhadap stakeholders, including employees, shareholders, regulators,
prosedur operasional dan efektivitas pelaksanaan pengawasan and other relevant parties, served as the foundation for
internal. Keterlibatan dengan pemangku kepentingan, formulating and reinforcing the Bank’s actions in preventing
termasuk karyawan, pemegang saham, regulator, serta corruption, conflicts of interest, collusion, and nepotism.
pihak terkait lainnya, menjadi dasar dalam perumusan dan
penguatan tindakan Bank Mandiri Taspen dalam pencegahan
korupsi, konflik kepentingan, kolusi, dan nepotisme.
Atas komitmen Bank Mandiri Taspen dalam menerapkan sistem As a result of the Bank’s commitment to implementing its
manajemen anti korupsi, sepanjang tahun 2025 tidak terdapat anti-corruption management system, throughout 2025 there
insiden korupsi pada Bank Mandiri Taspen yang terbukti yang were no proven corruption incidents that resulted in employee
mengakibatkan karyawan diberhentikan atau dihukum, kontrak dismissal or sanctions, termination of contracts with business
dengan mitra bisnis diakhiri serta kasus korupsi yang diajukan partners, or corruption cases filed by the public.
oleh publik.
Energi Energy
Dalam menjalankan kegiatan operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen
Taspen memanfaatkan energi BBM sebagai penunjang utilized fuel energy to support the Bank’s operational vehicles,
kendaraan operasional Bank, energi listrik untuk mendukung electrical energy to support office activities, and energy used
aktivitas perkantoran, serta energi yang digunakan dalam in air transportation as a means of official travel. The Bank
moda transportasi udara sebagai sarana perjalanan dinas. recognized that inefficient energy usage could have potential
Bank Mandiri Taspen menyadari bahwa penggunaan energi negative impacts on the environment, particularly in increasing
yang tidak efisien dapat memberikan dampak potensial negatif greenhouse gas (GHG) emissions. Therefore, the Bank
terhadap lingkungan, khususnya berupa peningkatan emisi committed to implementing various energy efficiency initiatives,
gas rumah kaca (GRK) yang dihasilkan. Oleh karena itu, Bank including the use of LED lighting and electric vehicles.
Mandiri Taspen berkomitmen untuk melakukan berbagai upaya
efisiensi penggunaan energi, antara lain melalui pemanfaatan
lampu LED serta penggunaan kendaraan listrik.
Komitmen Bank Mandiri Taspen dalam melakukan efisiensi The Bank’s commitment to energy efficiency was stipulated
energi tertuang dalam Standar Prosedur Aksi Keuangan in the Sustainable Finance Action Standard Procedure No.
16 Laporan Keberlanjutan 2025
Page 17
PT Bank Mandiri Taspen Berkelanjutan PT Bank Mandiri Taspen Nomor SP/020/XII/2022 SP/020/XII/2022 dated December 16, 2022, and the Policy tanggal 16 Desember 2022 dan Arsitektur Kebijakan PT Bank Architecture of PT Bank Mandiri Taspen No. KEB/002/X/2024 Mandiri Taspen No. KEB/002/X/2024 tanggal 1 Oktober 2024. dated October 1, 2024. These policies required all employees Di dalam kebijakan tersebut disebutkan bahwa seluruh insan to implement efficiency in electricity and fuel consumption. The Bank agar melakukan efisiensi penggunaan listrik maupun Bank also regularly conducted meetings with employees to BBM. Bank Mandiri Taspen senantiasa melakukan pertemuan evaluate the effectiveness of energy efficiency implementation dengan seluruh karyawan Bank untuk membahas efektivitas across business units. In addition, the Bank established energy penerapan efisiensi energi dari masing-masing unit kerja efficiency targets as outlined in the 2025 RAKB, in which one of Bank. Bank Mandiri Taspen telah menetapkan target efisiensi the key performance indicators was the reduction of electricity penggunaan energi yang dituangkan dalam RAKB 2025 yang and fuel consumption. Engagement with internal stakeholders, menyatakan salah satu indikator keberhasilan Bank yaitu particularly employees from various units, was carried out Penurunan konsumsi energi listrik dan BBM. Keterlibatan through regular meetings to assess the effectiveness of dengan pemangku kepentingan internal, khususnya karyawan implementation. dari berbagai unit kerja, dilakukan melalui pertemuan rutin untuk membahas efektivitas implementasi efisiensi energi. Implementasi penggunaan energi senantiasa dijadikan target The implementation of energy usage efficiency was penggunaan energi di tahun selanjutnya. Evaluasi efektivitas continuously used as a benchmark for future energy penerapan efisiensi energi dilihat dengan membandingkan consumption targets. The effectiveness of energy efficiency penggunaan energi tahun 2025 dengan tahun 2024. Atas measures was evaluated by comparing energy consumption in komitmen dalam melakukan efisiensi penggunaan energi, 2025 with that of 2024. As a result of its commitment, total sepanjang tahun 2025 terdapat penurunan penggunaan energi energy consumption decreased to 44,415 gigajoules in 2025, menjadi sebesar 44.415 gigajoule menurun dibandingkan compared to 100,094 gigajoules in 2024. tahun 2024 yang sebesar 100.094 gigajoule. Kepegawaian Employment Bank Mandiri Taspen secara konsisten menunjukkan Bank Mandiri Taspen consistently demonstrated its komitmennya dalam mengelola pegawai secara optimal, commitment to managing employees optimally, based on the dengan keyakinan bahwa pegawai merupakan sumber belief that employees were key resources in supporting the daya yang memegang peranan penting dalam mendukung Bank’s success. Effective employee management contributed pencapaian keberhasilan Bank. Pengelolaan pegawai positively to increased employee productivity. However, in yang efektif tersebut memberikan dampak positif berupa 2025, employee management also had an actual negative peningkatan produktivitas kerja pegawai. Namun demikian, impact, reflected in an increase in employee turnover. di tahun 2025, pengelolaan kepegawaian memiliki dampak aktual negatif berupa adanya peningkatan turnover pegawai. Namun demikian, Bank Mandiri Taspen senantiasa berupaya However, the Bank continuously strived to manage its untuk melakukan pengelolaan pegawai secara efektif. Hal ini workforce effectively. This was stipulated in the Human tertuang dalam Kebijakan Sumber Daya Manusia Edisi 4 Nomor Resources Policy Edition 4 No. KEB/009/X/2024 dated October KEB/009/X/2024 tanggal 1 Oktober 2024, Standar Prosedur 1, 2024, the Human Resources Standard Procedure Edition Sumber Daya Manusia edisi ke 5 perubahan ke-2 Nomor SP/027/ 5 Amendment 2 No. SP/027/XI/2025 dated November 27, XI/2025 tanggal 27 November 2025, dan Petunjuk Teknis Sumber 2025, and the Human Resources Technical Guidelines Edition Daya Manusia Edisi 2 Perubahan 1 Nomor PT/042/V/2025 2 Amendment 1 No. PT/042/V/2025 dated May 22, 2025. tanggal 22 Mei 2025. Dalam kebijakan tersebut menyebutkan These policies stated that the Bank consistently provided bahwa Bank Mandiri Taspen senantiasa memberikan kesempatan equal opportunities for all prospective employees to work yang sama bagi seluruh calon pegawai untuk bekerja di Bank, at the Bank, ensured equal rights to salaries and benefits for memberikan hak atas gaji dan tunjangan yang sama bagi seluruh all employees, and provided maternity leave entitlements. Insan Bank, serta memberikan hak dalam mendapatkan cuti Employee management at Bank Mandiri Taspen was under the melahirkan. Pengelolaan pegawai di Bank Mandiri Taspen berada responsibility of the Human Capital Division. di bawah tanggung jawab Divisi Human Capital. 2025 Sustainability Report 17
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Tentang Laporan
About Report
Pelatihan dan Pendidikan Training and Education
Bank Mandiri Taspen menempatkan pegawai sebagai Bank Mandiri Taspen positioned its employees as key
sumber daya yang memiliki peran penting dalam menjaga resources that played an important role in maintaining the
keberlanjutan bisnis Bank. Bank Mandiri Taspen secara sustainability of its business. The Bank consistently provided
konsisten memberikan kesempatan yang setara kepada equal opportunities for all employees to participate in training
seluruh insan Bank untuk mengikuti pelatihan dan pendidikan. and education programs. These initiatives generated both
Pelatihan dan pendidikan tersebut memberikan dampak positif actual and potential positive impacts, including increased
baik aktual maupun potensial berupa peningkatan produktivitas employee productivity, strengthened competitive advantage,
pegawai, penguatan keunggulan kompetitif, serta peningkatan and enhanced revenue performance.
pendapatan Bank.
Komitmen Bank Mandiri Taspen dalam pelaksanaan program The Bank’s commitment to implementing training and
pelatihan dan pendidikan dituangkan dalam Kebijakan Sumber education programs was stipulated in the Bank Mandiri
Daya Manusia Bank Mandiri Taspen (KSDMBMTP), Standar Taspen Human Resources Policy (KSDMBMTP), the Human
Prosedur Sumber Daya Manusia Edisi ke-5 Perubahan ke-2 Resources Standard Procedure Edition 5 Amendment 2 No.
Nomor SP/027/XI/2025 tanggal 27 November 2025, serta SP/027/XI/2025 dated November 27, 2025, and the Human
Petunjuk Teknis Sumber Daya Manusia Edisi ke-2 Perubahan Resources Technical Guidelines Edition 2 Amendment 1 No.
ke-1 Nomor PT/042/V/2025 tanggal 22 Mei 2025. Dalam PT/042/V/2025 dated May 22, 2025. These policies ensured
kebijakan tersebut, Bank memberikan kesempatan yang setara equal opportunities for all employees to participate in
kepada seluruh pegawai untuk mengikuti program peningkatan competency development programs across all organizational
kompetensi di seluruh level organisasi. Pengembangan levels. Employee competency development included both
kompetensi karyawan yang dilaksanakan mencakup pelatihan internal training (in-house training) and external training
internal (In House Training) maupun pelatihan eksternal (Public (public training).
Training).
Bank Mandiri Taspen secara konsisten melakukan pertemuan Bank Mandiri Taspen consistently conducted meetings with all
dengan seluruh karyawan untuk memperoleh masukan employees to obtain feedback regarding the implementation
terkait pelaksanaan program pelatihan dan pendidikan yang of training and education programs for the subsequent period.
akan dilaksanakan pada periode selanjutnya. Selain itu, Bank In addition, the Bank carried out evaluations of employee
Mandiri Taspen juga melaksanakan evaluasi efektivitas kinerja performance effectiveness to accurately assess skills, strengths,
seluruh karyawan guna menilai keterampilan, kekuatan, and areas for development. The results of these evaluations,
serta area pengembangan secara tepat dan akurat. Hasil dari particularly identified gaps in individual employees, were
evaluasi tersebut, khususnya kekurangan yang ditemukan pada used as the basis for determining appropriate development
setiap pegawai, kemudian dijadikan dasar dalam menentukan programs to enhance employee competencies. Performance
program pengembangan yang sesuai untuk meningkatkan evaluation results also served as the basis for determining
kompetensi pegawai. Hasil evaluasi kinerja menjadi dasar reward and punishment policies. In 2025, the Bank granted
bagi Bank Mandiri Taspen dalam menetapkan reward and promotions to 92 employees.
punishment. Di tahun 2025, Bank Mandiri Taspen memberikan
promosi bagi 92 pegawai.
Privasi Nasabah Customer Privacy
Perkembangan teknologi yang terus meningkat memberikan Bank Mandiri Taspen recognized that ongoing technological
dampak aktual positif berupa kemudahan bagi seluruh nasabah advancements generated positive impacts by facilitating
dalam mengakses informasi perbankan, serta mempermudah customer access to banking information and improving
Bank dalam menyalurkan pembiayaan. Namun demikian, the Bank’s ability to distribute financing. However, rapid
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PT Bank Mandiri Taspen kemajuan teknologi yang pesat juga menimbulkan potensi technological development also created potential negative dampak negatif, yaitu meningkatnya risiko penyalahgunaan impacts, particularly an increased risk of misuse of customers’ informasi data pribadi nasabah oleh pihak yang tidak personal data by unauthorized parties. Therefore, the Bank bertanggung jawab. Oleh karena itu, Bank Mandiri Taspen consistently prioritized the protection of customer data privacy senantiasa mengutamakan perlindungan privasi data nasabah as part of safeguarding human rights from the moment sebagai bagian dari perlindungan hak asasi manusia (HAM) customers opened accounts with the Bank. The protection of sejak nasabah membuka rekening di Bank. Perlindungan customers’ personal information was implemented through informasi pribadi nasabah dilakukan melalui penerapan the application of security measures covering technological, langkah-langkah keamanan yang mencakup aspek teknologi, process and administrative, organizational, and physical proses dan administratif, organisasi, serta fisik. Selain itu, Bank aspects. In addition, the Bank continuously developed its juga secara berkelanjutan mengembangkan kode etik atau code of ethics and business conduct, which set standards for perilaku bisnis yang memuat standar mengenai kewajiban employees’ obligations in protecting customer information. karyawan dalam melindungi informasi nasabah. Komitmen Bank Mandiri Taspen dalam menjaga kerahasiaan The Bank’s commitment to maintaining the confidentiality of data nasabah dituangkan dalam Kebijakan Privasi, Petunjuk customer data was stipulated in its Privacy Policy, the Technical Teknis Pelaksanaan Pelindungan Data Pribadi Edisi 1 PT Bank Guidelines for Personal Data Protection Implementation Edition Mandiri Taspen Nomor PT/092/IX/2025 tanggal 30 Juli 2025, 1 No. PT/092/IX/2025 dated July 30, 2025, the Consumer and Standar Prosedur Perlindungan Konsumen dan Masyarakat Public Protection Standard Procedure No. SP/008/VII/2025 PT Bank Mandiri Taspen Nomor SP/008/VII/2025 tanggal 30 dated July 30, 2025, and the Customer Complaint Handling Juli 2025, serta Standar Prosedur Pengaduan Nasabah Edisi Standard Procedure Edition 7 Amendment 1 No. SP/009/ 7 Perubahan ke-1 PT Bank Mandiri Taspen Nomor SP/009/ VIII/2025 dated August 6, 2025. These policies emphasized VIII/2025 tanggal 06 Agustus 2025. Dalam kebijakan tersebut that the Bank placed the highest priority on the security of dinyatakan bahwa Bank Mandiri Taspen sangat mengutamakan customers’ personal data. All measures undertaken by the keamanan data pribadi nasabah. Seluruh langkah yang Bank in managing personal data were aligned with Law No. 27 dilakukan Bank Mandiri Taspen dalam pengelolaan data of 2022 on Personal Data Protection (“PDP Law”), including pribadi nasabah telah mengacu pada Undang-Undang Nomor its amendments, as well as other applicable and relevant 27 Tahun 2022 tentang Pelindungan Data Pribadi beserta regulations. perubahannya, yang dikenal sebagai “UU PDP”, serta peraturan perundang-undangan lain yang berlaku dan relevan. Bank Mandiri Taspen senantiasa melakukan pertemuan dengan Bank Mandiri Taspen consistently held meetings with nasabah untuk membahas tingkat kenyamanan nasabah customers to assess their level of comfort regarding data terhadap keamanan data dalam menggunakan layanan Bank security in using the Bank’s services. The effectiveness of Mandiri Taspen Efektivitas pengelolaan data nasabah tercermin customer data management was reflected in the Bank’s dengan telah dimilikinya Sertifikasi ISO/IEC 27001:2013 ISO/IEC 27001:2013 certification for Information Security tentang Sistem Manajemen Keamanan Informasi. Evaluasi Management Systems. The effectiveness of data management efektivitas pengelolaan data nasabah juga dilakukan melalui was also evaluated through periodic customer satisfaction survei kepuasan nasabah secara berkala. Atas komitmen yang surveys. As a result of this commitment, throughout 2025 dimiliki, sepanjang tahun 2025 tidak terdapat laporan yang there were no substantiated reports of privacy breaches, data terbukti terkait pelanggaran privasi, kebocoran, pencurian, atau leaks, theft, or loss of customer data, demonstrating the Bank’s kehilangan data nasabah, sebagai hasil dari komitmen Bank consistent efforts in maintaining the security and confidentiality Mandiri Taspen dalam menjaga keamanan dan kerahasiaan of customer information. data nasabah secara konsisten. 2025 Sustainability Report 19
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Strategi Keberlanjutan 20 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Sustainability
Strategy
2025 Sustainability Report 21
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Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan [OJK A.1, GRI 2-22, FS1, FS10, FS11]
Explanation of Sustainability Strategy
Bank Mandiri Taspen senantiasa mengimplementasikan Bank Mandiri Taspen always implemented and integrated
keuangan berkelanjutan dan mengintegrasikannya ke dalam sustainable finance into the Bank’s strategy and business
strategi maupun proses bisnis Bank. Bank Mandiri Taspen telah processes. Bank Mandiri Taspen had sustainability pillars,
memiliki pilar keberlanjutan yang merupakan implementasi atas which were the implementation of the Bank’s vision and
visi dan misi Bank dalam menerapkan keuangan berkelanjutan. mission in implementing sustainable finance. The Sustainability
Pilar Keberlanjutan yang dimiliki meliputi Pilar Sustainable Pillars included the Sustainable Business Pillar, Sustainable
Business, Sustainable Operation, dan Sustainability Beyond Operation, and Sustainability Beyond Banking. Bank Mandiri
Banking. Pilar keberlanjutan Bank Mandiri Taspen senantiasa Taspen’s sustainability pillars were always used by the Bank
digunakan Bank dalam merumuskan strategi keberlanjutan. in formulating sustainability strategies. The integration of
Pengintegrasian prinsip keuangan berkelanjutan ke dalam sustainable finance principles into the Bank’s strategy and
strategi maupun proses bisnis Bank berlandaskan pada prinsip business processes was based on the principles of integrity,
integritas, transparansi, dan akuntabilitas. Pilar keberlanjutan transparency, and accountability. The pillars of sustainability
yang dimiliki Bank Mandiri Taspen sebagai berikut. owned by Bank Mandiri Taspen are as follows.
“ Menjadi Mitra Terbaik dan
Terpercaya dalam Memberdayakan dan Mensejahterakan “
“To Become the Best and Most Trusted Partner in Empowering and Enhancing Welfare”
Vision
PILAR I PILAR II PILAR III
SUSTAINABLE SUSTAINABLE SUSTAINABILITY
BUSINESS OPERATION BEYOND BANKING
Pillars
Lead Indonesia’s Net Zero Emissions Catalyzing Multiple
Transition to Low On Operational by Growth for Social Impact
Carbon Economy 2030 to Achieve SDGs
Penyerapan produk ESG Integration in Society & Community
keuangan berkelanjutan Operational Activities: Empowerent melalui
dengan 6 KKUB pelaksanaan program 3 Pilar
Uptake of sustainable E : GHG Emission Reduction Mantap Indonesia dan CSR
financial products through S : Quality and Diversity Society & Community
the 6 KKUB G : Data Privacy and Security Empowerment through
the implementation of the
3 Pilar Mantap Indonesia
program and Corporate Social
Responsibility (CSR) initiative
Commitment
ENABLER : ESG Governance, Capacity Development, and Disclosure
1 | 6 | 7 | 8 | 9 | 11 | 12 | 13 | 14 | 15 | 17 3 | 4 | 5 | 6 | 7 | 8 | 10 | 11 | 12 | 13 | 16 1 | 2 | 3 | 4 | 5 | 8 | 9 | 10 | 11 | 13 | 17
SDGs
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PT Bank Mandiri Taspen
Pilar I Sustainable Business Pillar I Sustainable Business
Mengintegrasikan aspek ESG ke dalam Proses Bisnis It integrated ESG aspects into the Company’s Business Process
Perusahaan serta mengembangkan produk dan jasa keuangan and developed sustainable financial products and services in
berkelanjutan sesuai POJK 51/2017 tentang Penerapan accordance with POJK 51/2017 concerning the Implementation
Keuangan Berkelanjutan Bagi Lembaga Jasa Keuangan, of Sustainable Finance for Financial Services Institutions,
Emiten, dan Perusahaan Publik. Dalam mengembangkan bisnis Issuers, and Public Companies. In terms of developing
yang berkelanjutan terdapat beberapa faktor yang menjadi sustainable businesses, one of the determining factors
fokus Bank yaitu peningkatan penyaluran pembiayaan ada 6 that were the focus of the Bank was increasing financing
(enam) Kategori Kegiatan Usaha Berkelanjutan (KKUB) yang distribution. There were 6 (six) Sustainable Business Activity
telah diidentifikasi yaitu: Categories (KKUB) that had been identified, as follows:
1. Pengelolaan Sumber Daya Alam Hayati dan Penggunaan 1. Management of Natural Resources and Sustainable Land
Lahan yang Berkelanjutan Use
2. konservasi Keanekaragaman Hayati Darat dan Laut 2. Conservation of Terrestrial and Marine Biodiversity
3. Pengelolaan Air dan Air Limbah yang Berkelanjutan 3. Sustainable Water and Wastewater Management
4. Produk yang dapat Mengurangi Penggunaan Sumber Daya 4. Reducible and Less-Pollution Products of Resource
dan Menghasilkan Lebih Sedikit Polusi (Eco-Efficient) Utilization (Eco-Efficient)
5. kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan 5. Business Activities and/or Other Green Activities
Lingkungan Lainnya
6. Kegiatan UMKM 6. MSME Activities
Pilar II Sustainable Operation Pillar II Sustainable Operation
Upaya menurunkan emisi GRK antara lain melalui aktivitas Some efforts to reduce GHG emissions included energy
energy efficiency, menciptakan lingkungan kerja yang inklusif; efficiency activities, creating an inclusive work environment,
penyelarasan kebijakan terkait privasi dan keamanan data. and aligning policies related to privacy and data security.
Dalam mengukuhkan operasi yang berkelanjutan, Bank Strengthening its sustainable operations, the Bank ensured
memastikan terintegrasinya prinsip ESG di seluruh kegiatan the integration of ESG principles in operational activities,
operasional mencakup aspek awareness, operasional ramah including aspects of awareness, green operations, and the
lingkungan, serta penerapan teknologi yang menjaga application of technology that maintained the protection of
pelindungan data pribadi nasabah. Selain itu, juga mencakup customers’ personal data. In addition, the operational activities
mitigasi risiko atas perubahan iklim hingga pengelolaan also included mitigating risks from climate change to human
sumber daya manusia (SDM) yang memperluas keberagaman resource management (HR) that expanded diversity and
dan kesetaraan (diversity & equality) pada lingkungan kerja. equality in the work environment. Sustainable operations were
Operasional yang berkelanjutan juga direalisasikan Bank realized by the Bank by developing an equal work system
dengan mengembangkan sistem kerja yang setara untuk for employees regardless of ethnicity, religion, gender, race/
pegawai tanpa memandang suku, agama, gender, ras/ ethnicity or physical limitations and every employee had the
suku atau keterbatasan fisik dan setiap pegawai memiliki same opportunity to develop their potential according to their
kesempatan yang sama untuk mengembangkan potensi diri abilities.
sesuai kemampuan yang dimiliki.
Di sisi lain, untuk meningkatkan loyalitas, Bank membuat Meanwhile, to increase loyalty, the Bank had created several
beberapa program, seperti sarana konseling melalui aplikasi programs, such as counseling facilities through the “Naluri”
“Naluri”, yang merupakan tempat bagi pegawai untuk dapat application, which was a place for employees to consult and
berkonsultasi dan menyampaikan berbagai keluhan yang convey various complaints faced such as physical health and
dihadapi seperti kesehatan fisik maupun kesehatan mental. mental health. Another program that the Bank performed for a
Program yang lain, Bank melaksanakan wellbeing series dengan wellbeing series was by presenting quality speakers to motivate
menghadirkan pembicara-pembicara yang berkualitas untuk employees, such as in the health, financial management, and
memotivasi pegawai seperti bidang kesehatan, pengelolaan motivation sectors to develop themselves.
keuangan maupun motivasi untuk mengembangkan diri.
Bank juga telah melakukan pengembangan dan penguatan The Bank had also developed and strengthened information
information technology (IT) untuk perlindungan data pribadi technology (IT) for personal data protection through several
melalui beberapa aktivitas, seperti membentuk Data Protection activities, such as forming a Data Protection Officer (DPO),
Officer (DPO), membangun IT security awareness kepada building IT security awareness for all employees, implementing
seluruh pegawai, menerapkan kebijakan pelindungan informasi a policy to protect customer confidential information, and
rahasia nasabah, hingga mengembangkan sistem penerimaan developing a complaint acceptance system in collaboration
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Strategi Keberlanjutan
Sustainability Strategy
pengaduan bekerja sama dengan pihak ketiga yang independen with independent third parties through the Whistleblowing
melalui saluran Whistleblowing System (WBS). System (WBS) channel.
Sehubungan dengan aktivitas operasional, Bank dituntut untuk In relation to operational activities, the Bank had to anticipate
mengantisipasi dan memitigasi perubahan iklim sehingga and mitigate climate change so that the Bank’s operations could
operasional Bank dapat tetap berjalan dengan baik, sehingga run well and had structured management. The activities taken
Bank harus memiliki pengelolaan manajemen yang terstruktur. by the Bank related to climate change mitigation included:
Adapun kegiatan yang diambil Bank terkait mitigasi perubahan
iklim di antaranya:
a. Memiliki Business Continuity Management (BCM) yang a. Having a Business Continuity Management (BCM) that
rutin menyusun strategi Business Continuity Plan serta routinely prepared Business Continuity Plan strategies
berinteraksi aktif dengan lembaga independen dalam and actively interacted with independent institutions in
analisis iklim untuk mengindentifikasi early action plan, climate analysis to identify early action plans, including
termasuk sosialisasi ke seluruh karyawan untuk menjamin socialization to employees to ensure the continuity of
keberlangsungan operasional bisnis; business operations;
b. Menempatkan data center di beberapa lokasi berbeda b. Positioning data centers in several different sites to reduce
sebagai upaya mengurangi risiko dan mitigasi gangguan risk and mitigate disruption to customer convenience in
kenyaman nasabah dalam bertransaksi serta sebagai transactions and as risk management for data loss caused
manajemen risiko atas kehilangan data yang diakibatkan by climate change.
perubahan iklim.
Pilar III Sustainability Beyond Banking Pillar III Sustainability Beyond Banking
Sebagai penggerak kemajuan masyarakat melalui program It was a driver of community progress through CSR and
CSR dan Empowering Community melalui 3 (tiga) Pilar Empowering Community programs through the 3 (three)
Mantap Indonesia, serta mendorong kebijakan pemerintah Pillars of Mantap Indonesia as well as encouraging government
dan peningkatan kapabilitas terkait aspek ESG. Bank memiliki policies and increasing capabilities related to ESG aspects.
program khusus dalam rangka meningkatkan kesejahteraan The Bank had a special program to improve the welfare of
para nasabah, khususnya pensiunan melalui program 3 customers, mainly retirees through the 3 (three) Pillars of
(tiga) Pilar Mantap Indonesia yaitu Mantap Aktif, Mantap Mantap Indonesia program, such as Mantap Sehat, Mantap
Sehat dan Mantap Sejahtera. Ketiga pilar secara konsisten Aktif and Mantap Sejahtera. The three pillars were consistently
dikembangkan sehingga memberikan manfaat secara optimal developed so it provided optimal benefits to members of the
kepada anggota masyarakat yang telah menjalani purna community, who had retired, and served additional income to
tugas serta memberikan penghasilan tambahan kepada para retirees with business activities that were adjusted to their
pensiunan dengan kegiatan usaha yang disesuaikan dengan abilities.
kemampuannya.
Sejalan dengan itu, sebagai wujud tanggung jawab kepada In line with the CSR program and a form of responsibility to
masyarakat, Bank juga menyalurkan program CSR kepada the community, the Bank also distributed CSR programs to
masyarakat yang dilaksanakan secara selektif agar tepat the community, which were implemented selectively so that
sasaran. Bersamaan dengan itu, dalam upaya meningkatkan they entitled to target. At the same time, to increase public
pengetahuan masyarakat terkait perbankan maupun knowledge regarding banking and awareness regarding
kewaspadaan terkait pinjaman online, judi online maupun online loans, online gambling and investment fraud, the Bank
penipuan investasi, Bank setiap tahun membuat program annually created educational programs in various regions
edukasi di berbagai daerah yang bertujuan untuk meningkatkan aimed at increasing public literacy, mainly retirees.
literasi masyarakat, khususnya para pensiunan.
Pilar keberlanjutan yang dimiliki oleh Bank Mandiri Taspen Bank Mandiri Taspen’s sustainability pillars were, then,
kemudian diintegrasikan ke dalam target keberlanjutan baik integrated into the sustainability targets for both short-term
jangka pendek (1 tahun) maupun jangka panjang (5 tahun) (1 year) and long-term (5 years), where, since 2025-2029, it
sejak tahun 2025-2029 yang telah dituangkan oleh Bank has been outlined by Bank Mandiri Taspen in the RAKB. RAKB
Mandiri Taspen di dalam RAKB. RAKB merupakan bagian dari was part of the Bank’s business plan or strategic planning. The
rencana bisnis atau perencanaan strategis Bank. Di dalam RAKB contained selected programs in accordance with the
RAKB telah berisikan program-program terpilih sesuai dengan principles of sustainable business activities and was included
prinsip kegiatan usaha berkelanjutan dan termasuk ke dalam in the criteria for sustainable projects/ activities/products/
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PT Bank Mandiri Taspen
kriteria proyek/kegiatan/produk/jasa berkelanjutan. Adapun services. The 2025 short-term targets of Bank Mandiri Taspen
Target jangka pendek Bank Mandiri Taspen di tahun 2025 included as follows:
meliputi:
Target Kegiatan Prioritas Indikator Keberhasilan
Priority Activity Targets Achievement Indicators
Penyaluran kredit hijau Pencapaian target pada tahun 2025 sebesar Rp38.975.017 juta
Distribution of green loans Target achievement in 2025 amounted to IDR38,975,017 million.
Peningkatan penerapan green office • Penurunan konsumsi energi listrik, BBM dan kertas
Improvement of green office implementation • Peningkatan penggunaan aplikasi Administrasi Digital (E-Office dan E-Hukum)
• Reduction in electricity, fuel, and paper consumption.
• Increased utilization of Digital Administration applications (E-Office and E-Legal).
Mengoptimalkan program CSR melalui Komunitas Telah diberikan sebanyak 3 (tiga) program CSR kepada Komunitas Mantap Indonesia
Mantap Indonesia (KMI) A total of three (3) CSR programs were delivered to the Komunitas Mantap Indonesia.
Development of CSR distribution through the
Mantap Indonesia Community Program (KMI)
Menyusun dan menerapkan Roadmap Net Zero Bank menerbitkan Roadmap Net Zero Emission tahun 2025-2030 dengan baseline tahun
Emission Bank Mandiri Taspen tahun 2025-2030 2024 beserta target penuruna emisi per tahun serta program-program yang diambil
Developed and implemented the Bank Mandiri untuk mencapai target, termasuk program spesifik tahun 2025.
Taspen Net Zero Emission Roadmap for 2025–2030 The Bank issued the Net Zero Emission Roadmap for 2025–2030, with 2024 as the
baseline, including annual emission reduction targets and programs to achieve these
targets, including specific initiatives for 2025.
Melakukan sosialiasai terkait Undang-Undang No Telah dilakukan sosialisasi terkait implementasi Undang-Undang No 27 Tahun 2022
27 Tahun 2022 tentang Pelindungan Data Pribadi tentang Pelindungan Data Pribadi di lingkungan kerja Bank untuk internal pegawai.
Conducted socialization on Law No. 27 of 2022 Socialization on the implementation of Law No. 27 of 2022 on Personal Data Protection
concerning Personal Data Protection was conducted within the Bank’s working environment for internal employees.
Sedangkan, terkait dengan rencana jangka panjang yang Furthermore, the long-term plans that became Bank Mandiri
menjadi fokus Bank Mandiri Taspen yaitu: Taspen’s priorities are as follows:
Target Kegiatan Prioritas Indikator Keberhasilan
Tahun
Priority Activity Targets Priority Activity Targets
2025 Pengembangan produk dan/atau jasa Keuangan
Berkelanjutan
Development of sustainable finance products and/or
services
Meningkatkan penyaluran kredit hijau Implementasi portofolio berkelanjutan mengalami peningkatan
Increasing green credit distribution sebesar Rp4.123.306 juta atau 12% dari jumlah pembiayaan
berkelanjutan per 31 Desember 2024.
The sustainable portfolio implementation increased by
IDR4,123,306 million, or 12% of total sustainable financing as of
December 31, 2024.
Pengembangan kapasitas intern
Internal capacity development
Melakukan sosialisasi Undang-undang Perlindungan Data Telah dilakukan sosialisasi terkait implementasi UU PDP di
Pribadi (UU PDP) lingkungan kerja Bank untuk internal pegawai.
Conducting socialization of the Personal Data Protection Socialization on the implementation of the PDP Law was
Law (UU PDP) conducted within the Bank’s working environment for internal
employees.
Penyesuaian organisasi, manajemen risiko, tata kelola,
dan/atau standar prosedur operasional (standard
operating procedure)
Adjustment of organizational structure, risk management,
governance, and/or standard operating procedures (SOPs)
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Strategi Keberlanjutan
Sustainability Strategy
Target Kegiatan Prioritas Indikator Keberhasilan
Tahun
Priority Activity Targets Priority Activity Targets
Meningkatkan penerapan green office 1. sebanyak 80% lampu kantor pusat dan kantor cabang sudah
Increasing the implementation of green offices menggunakan lampu LED.
2. Terpasangnya sebanyak minimal 2 (dua) titik lampu panel
surya di kantor-kantor cabang Bank utamanya kantor yang
relokasi maupun pembangunan baru,
3. sebanyak 100% supir di kantor pusat sudah mengikuti
pelatihan eco driving.
4. Mengingkatkan penggunaan aplikasi e-office untuk persuratan
dan e-hukum untuk akses peraturan internal perusahaan,
sehingga penggunaan kertas dapat menurunkan penggunaan
kertas dari tahun sebelumnya.
1. 80% of head office and branch office lights are already using
LED lights.
2. Installation of at least 2 (two) solar panel lights at Bank
branch offices, especially offices that are being relocated or
newly built
3. 100% of drivers at the head office have participated in eco-
driving training.
4. Increasing the use of e-office applications for correspondence
and e-legal for access to internal company regulations, so that
paper use can reduce paper use from the previous year.
Meningkatkan konversi mobil operasional berbahan bakar Melakukan konversi mobil operasional di kantor pusat (berbahan
minyak menjadi mobil listrik bakar minyak) menjadi mobil listrik sebanyak 30 unit.
Increasing the conversion of operational cars using fuel to Converting 30 operational vehicles at the head office (fueled) to
electric cars electric vehicles.
Menyusun Roadmap Net Zero Emission Bank Mandiri Taspen Bank menerbitkan Roadmap Net Zero Emission Bank Mandiri
tahun 2025 – 2030 Taspen tahun 2025 – 2030 dengan baseline 2024 beserta target
Developing Bank Mandiri Taspen's Net Zero Emission penurunan emisi per tahun serta program-program yang diambil
Roadmap for 2025 - 2030 untuk mencapai target, termasuk program spesifik tahun 2025.
The Bank published the Bank Mandiri Taspen Net Zero Emission
Roadmap for 2025–2030, with a baseline of 2024, along with
annual emission reduction targets and programs undertaken to
achieve the targets, including specific programs for 2025.
Menjalankan program carbon offset melalui penanaman Bank melakukan penanaman pohon sebanyak minimal 200 bibit
pohon dan bekerjasama dengan beberapa mitra untuk mengimbangi
Implementation of carbon offset programs through tree emisi karbon yang dihasilkan dalam operasional Bank.
planting The Bank planted at least 200 tree seedlings and collaborated
with several partners to offset carbon emissions generated from
the Bank's operations.
Melakukan kajian untuk penerapan Climate Risk Stress Telah dilakukan kajian dalam mempersiapkan CRST dalam
Testing (CRST) bagi analis kredit analisa penyaluran kredit.
Conducted studies for the implementation of Climate Risk A study was conducted to prepare the CRST for credit
Stress Testing (CRST) for credit analysts distribution analysis.
Kegiatan TJSL
Social and Environmental Responsibility (TJSL) programs
Mengoptimalkan program CSR melalui KMI Bank memberikan sebanyak 3 (tiga) program CSR kepada
Optimization of CSR programs through KMI KMI untuk memberdayakan dan mendukung keberlanjutan
ekonomi masyarakat dengan usaha yang memperhatikan aspek
lingkungan hidup.
The Bank provides 3 (three) CSR programs to KMI to empower
and support the economic sustainability of the community with
businesses that pay attention to environmental aspects.
2026 Penyesuaian organisasi, manajemen risiko, tata kelola,
dan/atau standar prosedur operasional (standard
operating procedure)
Adjustment of organizational structure, risk management,
governance, and/or standard operating procedures (SOPs)
26 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Target Kegiatan Prioritas Indikator Keberhasilan
Tahun
Priority Activity Targets Priority Activity Targets
a. Penyusunan rencana transisi menuju ekonomi rendah Telah dilakukan penyusunan rencana transisi menuju rendah
karbon melalui perencanaan strategis secara internal dan karbon dan melakukan revamp pada aplikasi E-Office untuk
manajemen risiko digitalisasi persuratan pada kantor pusat dan kantor cabang.
b. Digitalisasi persuratan menggunakan E-Office untuk Selain itu, telah dilakukan kajian dan benchmarking untuk
kantor pusat dan kantor cabang menerapkan inisiasi kantor pusat dan kantor cabang yan hasilnya
c. Melakukan kajian terkait penerapan green procurement akan digunakan sebagai pedoman green procurement Bank
a. Development of a transition plan toward a low-carbon Mandiri Taspen.
economy through internal strategic planning and risk A transition plan toward a low-carbon economy was developed,
management and the E-Office application was revamped to support the
b. Digitization of correspondence using E-Office for both digitization of correspondence at both the head office and branch
head office and branch offices offices. In addition, studies and benchmarking were conducted
c. Conducted studies on the implementation of green to implement initiatives at the head office and branch offices, the
procurement results of which will be used as guidelines for green procurement
at Bank Mandiri Taspen.
2027 Pengembangan kapasitas intern
Internal capacity development
a. Sebagian analis kredit telah mengikuti pengembangan Sebanyak 50% analis kredit telah mengikuti pelatihan dalam
kompetensi mengenai pedoman investasi hijau bagi analisis kredit, terutama bagi sektor yang rentan terhadap risiko
industri perbankan dalam rangka mewujudkan ekonomi lingkungan dan sosial serta telah dilakukan implementasi green
ramah lingkungan dan mencegah greenwashing procurement berdasarkan hasi kajian dan benchmarking tahun
a. A portion of credit analysts participated in competency sebelumnya.
development programs on green investment guidelines A total of 50% of credit analysts participated in training on credit
for the banking industry to support an environmentally analysis, particularly for sectors exposed to environmental and
sustainable economy and prevent greenwashing. social risks, and green procurement was implemented based
on the results of studies and benchmarking conducted in the
Penyesuaian organisasi, manajemen risiko, tata kelola, previous year.
dan/atau standar prosedur operasional (standard
operating procedure)
Adjustment of organizational structure, risk management,
governance, and/or standard operating procedures (SOPs)
b. Penerapan green procurement
b. Implementation of green procurement
2028 Pengembangan kapasitas intern
Internal capacity development
Sebagian besar analis kredit telah mengikuti pengembangan Sebanyak 70% analis kredit telah mengikuti pelatihan dalam
kompetensi mengenai pedoman investasi hijau bagi industri analisis kredit, terutama bagi sektor yang rentan terhadap risiko
perbankan dalam rangka mewujudkan ekonomi ramah lingkungan dan sosial.
lingkungan dan mencegah greenwashing A total of 70% of credit analysts participated in training on credit
The majority of credit analysts participated in competency analysis, particularly for sectors exposed to environmental and
development programs on green investment guidelines social risks.
for the banking industry to support an environmentally
sustainable economy and prevent greenwashing.
2029 Pengembangan produk dan/atau jasa Keuangan
Berkelanjutan
Development of sustainable finance products and/or
services
Peningkatan penyaluran portfolio green financing Penyaluran green financing dengan peningkatan kualitas usaha
Increase in green financing portfolio disbursement nasabah yang telah mempertimbangkan risiko lingkungan
berdasarkan hasil dari implementasi CRMS dan CRST
Green financing disbursement with improved customer business
quality, taking into account environmental risks based on the
implementation of CRMS and CRST.
Selain menetapkan program-program prioritas dalam RAKB, In addition to determine priority programs in the RAKB, Bank
Bank Mandiri Taspen telah melakukan penyesuaian klasifikasi Mandiri Taspen had adjusted the classification of business
kegiatan usaha yang dijalankan Bank dengan kriteria dan activities performed by the Company with the Criteria and
Kategori Kegiatan Usaha Berkelanjutan (KKUB). Kegiatan usaha Category of Sustainable Business Activities (KKUB). Business
mencakup proyek/kegiatan/produk/jasa berkelanjutan dengan activities included sustainable projects/activities/products/
mengutamakan upaya efisiensi dan efektivitas penggunaan services by prioritizing efforts for efficiency and effectiveness
sumber daya alam secara berkelanjutan, mencegah/ in the utilization of natural resources in a sustainable manner,
membatasi/mengurangi/memperbaiki kerusakan lingkungan preventing/limiting/reducing/ repairing environmental damage,
2025 Sustainability Report 27
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Strategi Keberlanjutan
Sustainability Strategy
hidup, peningkatan polusi, limbah, kerusakan ekosistem, dan increasing pollution, waste, ecosystem damage, and social
ketidakadilan/kesenjangan sosial atau memberikan solusi injustice/inequality or providing solutions for communities
bagi masyarakat yang menghadapi dampak perubahan iklim. facing the impacts of climate change. The criteria for sustainable
Adapun kriteria proyek berkelanjutan adalah sebagai berikut: projects were as follows:
1. Efisiensi dan efektivitas 1. Efficiency and effectiveness
Mengutamakan upaya efisiensi dan efektivitas penggunaan Prioritizing efforts for efficiency and effectiveness in the
sumber daya alam secara berkelanjutan, termasuk utilization of natural resources in a sustainable manner,
efisiensi penggunaan material input dan penggunaan including efficient utilization of input materials and the
alternatif material input, penggunaan energi bersih secara use of alternative input materials, effective utilization of
efektif, penghematan air dan penggunaan sumber air clean energy, water conservation and the utilization of
inkonvensional unconventional water sources.
2. Mitigasi 2. Mitigation
Mencegah/membatasi/mengurangi/memperbaiki kerusakan Preventing/limiting/reducing/repairing environmental
lingkungan hidup, peningkatan polusi, limbah, kerusakan damage, increased pollution, waste, ecosystem damage,
ekosistem, dan ketidakadilan/kesenjangan sosial, termasuk and social injustice/disparities, including prevention and
pencegahan dan penanganan polusi/limbah, tidak memicu management of pollution/waste, not triggering and having
dan berdampak pada konflik sosial, berdampak pada an impact on social conflict, having an impact on increasing
peningkatan kesejahteraan masyarakat, perlindungan community welfare, environmental protection and low
lingkungan hidup dan proses produksi rendah karbon carbon production processes.
3. Adaptasi 3. Adaptation
Memberikan solusi bagi masyarakat yang menghadapi Providing solutions for communities facing the impacts
dampak perubahan iklim, termasuk pembaruan teknologi of climate change, including upgrading energy-efficient
hemat energi dan rendah emisi, konservasi sumber daya and low-emission technologies, resource conservation,
dan daur ulang, perbaikan kesejahteraan masyarakat yang recycling, and improving the welfare of affected
terdampak; communities.
Berdasarkan target yang telah ditetapkan di dalam RAKB, Based on the targets set in the RAKB, throughout 2025,
sepanjang tahun 2025 Bank Mandiri Taspen berhasil Bank Mandiri Taspen successfully implemented the following
merealisasikan program prioritas sebagai berikut. priority programs.
Pencapaian
Indikator Keberhasilan
No Program Achievement
Achievement Indicators
(%)
1. Meningkatkan penyaluran Implementasi portofolio berkelanjutan mengalami peningkatan sebesar
kredit hijau Rp4.123.306 juta atau 12% dari jumlah pembiayaan berkelanjutan per 31 Desember
Enhanced green lending 2024. 95%
disbursement The implementation of the sustainable portfolio increased by Rp4,123,306 million,
or 12% of total sustainable financing as of December 31, 2024.
2. Mengoptimalkan program Bank memberikan sebanyak 3 (tiga) program CSR kepada KMI untuk
CSR melalui KMI memberdayakan dan mendukung keberlanjutan ekonomi masyarakat dengan usaha
Optimized CSR programs yang memperhatikan aspek lingkungan hidup.
100%
through Komunitas Mantap The Bank delivered three (3) CSR programs to Komunitas Mantap Indonesia (KMI)
Indonesia (KMI) to empower communities and support sustainable economic activities that consider
environmental aspects.
3. Melakukan sosialisasi Telah dilakukan sosialisasi terkait implementasi UU PDP di lingkungan kerja Bank
Undang-undang untuk internal pegawai.
Perlindungan Data Pribadi Socialization on the implementation of the Personal Data Protection Law (PDP Law)
(UU PDP) was conducted within the Bank’s working environment for internal employees. 100%
Conducted socialization
of the Personal Data
Protection Law (UU PDP)
4. Meningkatkan penerapan 1. Sebanyak 80% lampu kantor pusat dan kantor cabang sudah menggunakan lampu
green office LED.
1. 80%
Enhanced the 2. Terpasangnya sebanyak minimal 2 (dua) titik lampu panel surya di kantor-kantor
2. 600%
implementation of green cabang Bank utamanya kantor yang relokasi maupun pembangunan baru,
3. 100%
office practices 3. Sebanyak 100% supir di kantor pusat sudah mengikuti pelatihan eco driving.
4. 58%
4. Mengingkatkan penggunaan aplikasi e-office untuk persuratan dan e-hukum
5. 70%
untuk akses peraturan internal perusahaan, sehingga penggunaan kertas dapat
menurunkan penggunaan kertas dari tahun sebelumnya.
5. Pemanfaatan e-form dan fitur baru Movin untuk aktivitas pembukaan rekening
28 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Pencapaian
Indikator Keberhasilan
No Program Achievement
Achievement Indicators
(%)
1. Approximately 80% of lighting in the head office and branch offices had been
converted to LED lighting.
2. A minimum of two (2) solar panel lighting units had been installed at branch
offices, particularly in relocated or newly constructed offices.
3. A total of 100% of drivers at the head office had completed eco-driving training.
4. The use of e-office applications for correspondence and e-legal platforms for
accessing internal regulations was increased, resulting in reduced paper usage
compared to the previous year.
5. The utilization of e-forms and new features in the Movin application supported
account opening activities.
5. Meningkatkan konversi Melakukan konversi mobil operasional di kantor pusat (berbahan bakar minyak)
mobil operasional berbahan menjadi mobil listrik sebanyak 30 unit.
bakar minyak menjadi mobil Converting 30 operational cars at the head office (fueled by oil) into electric cars.
listrik 33,3%
Increased the conversion
of fuel-based operational
vehicles to electric vehicles
6. Menyusun Roadmap Net Bank menerbitkan Roadmap Net Zero Emission Bank Mandiri Taspen tahun 2025
Zero Emission Bank Mandiri – 2030 dengan baseline 2024 beserta target penurunan emisi per tahun serta
Taspen tahun 2025 – 2031 program-program yang diambil untuk mencapai target, termasuk program spesifik
Developed the Bank tahun 2025. 100%
Mandiri Taspen Net Zero Issued the Bank Mandiri Taspen Net Zero Emission Roadmap for 2025–2030, with
Emission Roadmap for 2024 as the baseline, including annual emission reduction targets and programs to
2025–2031 achieve these targets, including specific initiatives for 2025.
7. Menjalankan program Bank melakukan penanaman pohon sebanyak minimal 200 bibit dan bekerjasama
carbon offset melalui dengan beberapa mitra untuk mengimbangi emisi karbon yang dihasilkan dalam
penanaman pohon operasional Bank.
225%
Implemented carbon offset Planted a minimum of 200 trees in collaboration with several partners to offset
programs through tree carbon emissions generated from the Bank’s operations.
planting
8. Melakukan kajian untuk Telah dilakukan kajian dalam mempersiapkan CRST dalam analisa penyaluran kredit.
penerapan Climate Risk Conducted studies to prepare for the implementation of Climate Risk Stress Testing
Stress Testing (CRST) bagi (CRST) in credit analysis.
analis kredit
100%
Conducted studies for the
implementation of Climate
Risk Stress Testing (CRST)
for credit analysts
Khusus berkaitan penyerapan produk Bank Mandiri Taspen Specifically, related to Bank Mandiri Taspen’s products
yang sesuai dengan keuangan berkelanjutan tahun 2025 engagement that was in accordance with the 2025 sustainable
sebagai berikut. finance is as follows.
Tabel Kategori Kegiatan Usaha Berkelanjutan
Table of Sustainable Business Activity Category (dalam Rupiah Penuh/ in IDR Full)
Uraian Kategori Kegiatan Usaha Berkelanjutan
2025
Descrition Category of Sustainable Business Activity
a. Penghimpunan dana
-
Funds collecting
b. Penyaluran dana
38.345.050.293.226
Funds distribution
Total Aset Produktif Kegiatan Usaha Berkelanjutan
Total Productive Assets of Sustainable Business Activities
a. Total Kredit/Pembiayaan Kegiatan Usaha Berkelanjutan (Dalam Jutaan Rupiah)
38.345.050.293.226
Total Credit/Financing of Sustainable Business Activities (IDR)
b. Total Non- Kredit/Pembiayaan Non-Kegiatan Usaha Berkelanjutan (Rp)
-
Total Non-Credit/Financing of Non-Sustainable Business Activities (IDR)
2025 Sustainability Report 29
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Strategi Keberlanjutan
Sustainability Strategy
Uraian Kategori Kegiatan Usaha Berkelanjutan
2025
Descrition Category of Sustainable Business Activity
Persentasi total kredit/pembiayaan kegiatan usaha berkelanjutan terhadap total kredit/pembiayaan bank (%)
75,88%
Percentage of total sustainable business loans/financing to total bank loans/financing (%)
Jumlah dan kualitas kredit/pembiayaan berdasarkan kategori kegiatan usaha berkelanjutan
n (Rp)
Amount and quality of credit/financing by category of sustainable business activities
a. Energi Terbarukan
-
Renewable Energy
b. Efisiensi Energi
-
Energy Efficiency
c. Pencegahan dan Pengendalian Polusi
-
Pollution Prevention and Control
d. Pengelolaan Sumber Daya Alam Hayati dan Penggunaan Lahan yang Berkelanjutan
5.740.118.689.184
Biodiversity Resources Management and Sustainable Land Usage
e. Konvervasi Keanekaragaman Hayati Darat dan Air
342.028.198.943
Land and Water Biodiversity Conservation
f. Transportasi Ramah Lingkungan
-
Green Transportation
g. Pengelolaan Air dan Air Limbah yang Berkelanjutan
0
Sustainable Water and Wastewater Management
h. Adaptasi Perubahan Iklim
-
Climate Change Adaptation
i. Produk yang Dapat Mengurangi Penggunaan Sumber Daya dan Menghasilkan Lebih Sedikit Polusi (Eco-efficient)
3.341.356.137
Reducible Products of Resources Usage and Eco-Efficient Products
j. Bangunan Berwawasan lingkungan yang Memenuhi Standar atau Sertifikasi yang Diakui Secara Nasional,
Regional atau Internasional -
Green Buildings Satisfying Nationally, Regionally, or Internationally Recognized Certification or Standards
k. Kegiatan Usaha dan/atau Kegiatan Lain yang Berwawasan Lingkungan Lainnya
404.936.121
Other Green Activities or Business Activities
l. Kegiatan UMKM
32.259.157.112.841
MSMEs Activities
Strategi Dalam Pengelolaan Risiko dan Strategy In Risks and Opportunities
Peluang Terkait Keberlanjutan Management Related to Sustainability
[IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC [IFRS S1-STRATEGY, IFRS S2-STRATEGY, IFRS S1-METRIC
AND TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK AND TARGET, IFRS S2-METRIC AND TARGET, IFRS S1-RISK
MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2] MANAGEMENT, IFRS S2-RISK MANAGEMENT, GRI 201-2]
Dalam mengembangkan strategi keberlanjutan, Bank Mandiri Developing its sustainability strategies, Bank Mandiri
Taspen secara konsisten mempertimbangkan berbagai Taspen always considered sustainability risks and
risiko dan peluang keberlanjutan, termasuk yang berkaitan opportunities, including climate change by referring to IFRS
dengan perubahan iklim, dengan mengacu pada standar S1 and S2. Bank Mandiri Taspen realized that sustainability
IFRS S1 dan S2. Bank Mandiri Taspen menyadari bahwa risks, including climate change risks, had always be well-
risiko keberlanjutan, termasuk risiko perubahan iklim, perlu managed through the Bank’s risk management system.
dikelola secara efektif melalui sistem manajemen risiko yang In addition, Bank Mandiri Taspen had a party taking in
dimiliki oleh Bank. Selain itu, Bank Mandiri Taspen juga telah charge for sustainable finance, which was presented in the
menetapkan pihak yang bertanggung jawab atas keuangan Sustainability Governance section. Bank Mandiri Taspen also
berkelanjutan sebagaimana dijelaskan dalam bagian Tata set sustainability metrics and targets, which were presented
Kelola Keberlanjutan. Lebih lanjut, Bank Mandiri Taspen juga in the Bank’s sustainability performance.
telah menetapkan metrik serta target keberlanjutan yang
tercermin dalam kinerja keberlanjutan Bank.
30 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Di tahun 2025, Bank Mandiri Taspen telah melakukan In 2025, Bank Mandiri Taspen identified sustainability risks
identifikasi atas risiko dan peluang keberlanjutan termasuk and opportunities, including climate change. However,
perubahan iklim. Namun demikian, Bank Mandiri Taspen Bank Mandiri Taspen had not measured the financial impact
belum melakukan pengukuran dampak finansial atas risiko dan of sustainability risks and opportunities, including climate
peluang keberlanjutan termasuk perubahan iklim. Perubahan change. Climate change could have negative impacts,
iklim dapat memberikan dampak negatif di antaranya memicu including triggering floods, landslides, forest fires, heat waves
terjadinya banjir, longsor, kebakaran hutan, gelombang angin and others. Nonetheless, until the end of 2025, Bank Mandiri
panas dan lainnya. Namun demikian, sampai dengan akhir Taspen had not measured the impact of climate change on the
tahun 2025 Bank Mandiri Taspen belum mengukur dampak Bank’s business activities, income, or expenses.
atas perubahan iklim terhadap aktivitas bisnis, pendapatan,
maupun pengeluaran Bank.
Bank Mandiri Taspen turut serta dalam berkontribusi dalam Bank Mandiri Taspen also participated in contributing to
penanganan perubahan iklim. Kontribusi tersebut diwujudkan manage climate change. This contribution was realized by
dengan penghematan penggunaan energi, penggunaan saving energy utilization, using electric vehicles, planting trees,
kendaraan listrik, penanaman pohon, serta memiliki produk and having products or distributing financing to green business
atau melakukan penyaluran pembiayaan pada kegiatan usaha activities. The risks and opportunities that had been identified
yang berwawasan lingkungan. Adapun risiko dan peluang are as follows.
yang berhasil diidentifikasi sebagai berikut.
Tabel Risiko Keberlanjutan
Table of Sustainability Risk
Potensi
Dampak Dampak terhadap Rentang
Tipe Deskripsi Finansial Prospek Bisnis Waktu Pengelolaan Risiko
Type Description Potential Impact on Business Time Risk Management
Financial Prospects Horizon
Impact
Ekonomi
Economic
Risiko Kredit Risiko kredit merupakan risiko Penurunan • Penurunan daya Short-Medium Dalam melakukan pengelolaan
Credit Risk yang terjadi akibat kegagalan Pendapatan saing Bank risiko kredit, Bank berfokus
debitur dan/atau pihak lain Bank • Terganggunya target pada beberapa unsur
dalam memenuhi kewajibannya Decrease in pertumbuhan bisnis utama yang meliputi
kepada Bank. the Bank’s jangka menengah sumber daya risiko yang
Credit risk was the risk arising revenue • Decline in the Bank’s sadar risiko, kebijakan dan
from the failure of debtors and/ competitiveness prosedur perkreditan yang
or other parties to fulfill their • Disruption to mengutamakan prinsip kehati-
obligations to the Bank. medium-term hatian, proses persetujuan
business growth kredit yang transparan dan
targets berjenjang oleh Komite Kredit,
kriteria dan alat ukur risiko
yang jelas, penyebaran risiko
yang merata, administrasi dan
dokumentasi yang lengkap
serta pengawasan kredit
secara berkesinambungan
untuk menjaga kualitas kredit
yang diberikan.
In managing credit risk, the
Bank focuses on several key
elements, including risk-aware
risk resources, credit policies
and procedures that prioritize
the principle of prudence, a
transparent and tiered credit
approval process by the
Credit Committee, clear risk
criteria and measuring tools,
equitable risk distribution,
complete administration
and documentation, and
continuous credit monitoring
to maintain the quality of the
credit provided.
2025 Sustainability Report 31
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Strategi Keberlanjutan
Sustainability Strategy
Potensi
Dampak Dampak terhadap Rentang
Tipe Deskripsi Finansial Prospek Bisnis Waktu Pengelolaan Risiko
Type Description Potential Impact on Business Time Risk Management
Financial Prospects Horizon
Impact
Risiko Risiko likuiditas merupakan Peningkatan • Penurunan Medium-Long Pengelolaan risiko likuiditas
Likuiditas risiko akibat ketidakmampuan Biaya kepercayaan antara lain dilakukan melalui
Liquidity Bank untuk memenuhi liabilitas Operasional nasabah upaya peningkatan pelayanan
Risk yang jatuh tempo dari sumber Bank • Gangguan stabilitas kepada nasabah penyimpan
pendanaan arus kas dan/atau Increase in operasional dalam rangka menjaga
dari aset likuid berkualitas the Bank’s • Keterbatasan akses stabilitas dan kontinuitas
tinggi yang dapat diagunkan, operating pendanaan jumlah simpanan, kebijakan
tanpa mengganggu aktivitas expenses • Decrease in penempatan dana pada
dan kondisi keuangan Bank. customer trust instrumen yang aman dan
Liquidity risk was the risk • Disruption to likuid, kebijakan contingency
arising from the Bank’s inability operational stability funding plan, dan
to meet its maturing liabilities • Limited access to pemantauan posisi likuiditas
from cash flow funding sources funding secara harian serta evaluasi
and/or from high-quality posisi likuiditas melalui rapat
liquid assets that could be Asset Liability Committee
pledged, without disrupting the (ALCO) secara rutin.
Bank’s activities and financial Liquidity risk management
condition. was carried out through
efforts to enhance services
to deposit customers in order
to maintain the stability
and continuity of deposits,
the placement of funds in
safe and liquid instruments,
the implementation of a
contingency funding plan,
and daily monitoring of
liquidity positions, as well as
periodic evaluation through
Asset Liability Committee
(ALCO) meetings.
Risiko Pasar Komponen utama kewajiban Peningkatan • Penurunan daya Medium ALCO secara berkala
Market RIsk Bank Mandiri Taspen yang Biaya saing Perusahaan memantau perkembangan
sensitif terhadap pergerakan Operasional • Penurunan Nilai pasar dan menyesuaikan
tingkat suku bunga adalah Bank Aset tingkat suku bunga simpanan
simpanan nasabah serta surat Increase in • Risiko Suku Bunga dan kredit yang diberikan.
berharga yang diterbitkan, the Bank’s terkait Transisi Bank Mandiri Taspen
sedangkan aset Bank Mandiri operating Ekonomi menentukan tingkat suku
Taspen yang sensitif adalah expenses • Decline in the bunga simpanan berdasarkan
surat berharga yang dimiliki, Company’s kondisi pasar dan persaingan
penempatan Bank Lain competitiveness dengan memantau
dan kredit yang diberikan. • Decrease in asset pergerakan tingkat suku
Sampai saat ini faktor yang value bunga acuan dan suku
mempengaruhi tingkat risiko • Interest rate risk bunga yang ditawarkan oleh
pasar adalah suku bunga. related to economic Bank pesaing dalam rangka
Market risk was primarily transition mendukung target bisnis
influenced by interest rate dengan tetap memperhatikan
movements. The main prinsip kehatian-hatian.
components of Bank Mandiri Bank Mandiri Taspen telah
Taspen’s liabilities that were memiliki Pedoman Kebijakan
sensitive to interest rate dan prosedur Treasury. Selain
fluctuations were customer itu agar pengelolaan risiko
deposits and issued securities, pasar berjalan efektif, Bank
while the Bank’s interest Mandiri Taspen berpedoman
rate-sensitive assets included pada Kebijakan dan Prosedur
marketable securities, internal. Bank melakukan
placements with other banks, monitoring secara harian
and loans. terhadap parameter risiko.
32 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Potensi
Dampak Dampak terhadap Rentang
Tipe Deskripsi Finansial Prospek Bisnis Waktu Pengelolaan Risiko
Type Description Potential Impact on Business Time Risk Management
Financial Prospects Horizon
Impact
The ALCO regularly
monitored market
developments and adjusted
interest rates on deposits and
loans. The Bank determined
deposit interest rates based
on market conditions and
competition by monitoring
benchmark rates and
competitor offerings, while
adhering to prudential
principles to support
business targets. The Bank
had established Treasury
policies and procedures, and
to ensure effective market
risk management, it adhered
to internal policies and
procedures. The Bank also
conducted daily monitoring of
risk parameters.
Risiko Risiko reputasi adalah risiko Penurunan • Tekanan regulator Short - Implementasi manajemen
Reputasi akibat menurunnya tingkat Pendapatan dan pengawasan Medium risiko reputasi mengacu
Reputational kepercayaan pemegang saham Bank lebih ketat pada Pedoman Penerapan
Risk yang bersumber dari persepsi Decrease in • Penurunan Manajemen risiko serta
negatif terhadap Bank. the Bank’s kepercayaan kebijakan dan prosedur
Reputational risk was the risk revenue nasabah lainnya. Proses yang
arising from a decline in the • Increased regulatory dilakukan dalam mengelola
level of shareholders’ trust due pressure and tighter risiko reputasi antara lain
to negative perceptions of the supervision melakukan monitoring dan
Bank. • Decrease in evaluasi terhadap keluhan,
customer trust komentar dan masukan
yang berkembang di media
massa dan pemilihan strategi
dalam merespon opini yang
berkembang.
The implementation
of reputational risk
management referred
to the Risk Management
Implementation Guidelines
as well as other related
policies and procedures.
The processes undertaken
in managing reputational
risk included monitoring
and evaluating complaints,
comments, and feedback
circulating in the media,
as well as determining
appropriate strategies to
respond to emerging public
opinions
2025 Sustainability Report 33
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Strategi Keberlanjutan
Sustainability Strategy
Potensi
Dampak Dampak terhadap Rentang
Tipe Deskripsi Finansial Prospek Bisnis Waktu Pengelolaan Risiko
Type Description Potential Impact on Business Time Risk Management
Financial Prospects Horizon
Impact
Lingkungan
Environment
Risiko Fisik Risiko fisik di antranya yaitu Peningkatan • Gangguan Medium- Long 1. Bank Mandiri Taspen
Physical Risk terjadinya banjir sebagai akibat Biaya operasional akibat melakukan pengurangan
hujan terus menerus, cuaca Operasional bencana alam sampah plastik dengan
ekstrim, serta kebakaran Bank • Kerusakan aset fisik Plasticpay
sebagai dampak perubahan Increase in dan infrastruktur 2. Pemeliharaan Mechanical
iklim. the Bank’s • Penurunan kualitas Electrical (ME), hidran,
Physical risks included flooding operating kredit sector usaha alarm tanda bahaya
due to prolonged rainfall, expenses yang terdampak kebakaran dan jaringan
extreme weather conditions, • Operational instalasi listrik, instalasi
and fires as a result of climate disruptions due to telepon, dan grounded
change. natural disasters (penangkal petir) dilakukan
• Damage to pemeliharaan secara rutin
physical assets and dan berkala
infrastructure 1. Bank Mandiri Taspen
• Deterioration in reduced plastic waste
credit quality of through the Plasticpay
affected business program.
sectors 2. Routine and periodic
maintenance was carried
out for Mechanical
Electrical (ME) systems,
hydrants, fire alarm
systems, electrical
installations, telephone
installations, and
grounding (lightning
protection) systems.
Sosial
Social
Risiko Risiko operasional adalah risiko Peningkatan • Gangguan layanan Short - Bank telah meningkatkan
Operasional akibat ketidakcukupan dan/ Biaya operasional Medium fungsi kontrol dalam
Operational atau tidak berfungsinya proses Operasional • Peningkatan biaya pemrosesan transaksi
Risk internal, kesalahan manusia, Bank pemulihan system yang dilakukan dengan
kegagalan sistem, atau adanya Increase in • Penurunan cara antara lain dengan
problem eksternal yang the Bank’s Kepercayaan menerapkan prosedur
mempengaruhi operasional operating nasabah yang menjamin ketepatan
Bank. expenses • Disruption to waktu penyelesaian
Operational risk is the risk operational services transaksi, melakukan
resulting from inadequacy and/ • Increase in system penyesuaian metode
or malfunctioning of internal recovery costs akuntansi sesuai standar
processes, human error, • Decline in customer yang berlaku, memelihara
system failure, or external trust dokumen dan arsip secara
problems that affect the Bank’s tertib, mengamankan
operations. akses terhadap aset dan
data. Selain itu Bank juga
meningkatkan fungsi dari
Satuan Kerja Audit Intern
yang secara regular akan
melakukan pemeriksaan
terhadap kegiatan
operasional perbankan.
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PT Bank Mandiri Taspen
Potensi
Dampak Dampak terhadap Rentang
Tipe Deskripsi Finansial Prospek Bisnis Waktu Pengelolaan Risiko
Type Description Potential Impact on Business Time Risk Management
Financial Prospects Horizon
Impact
Bank Mandiri Taspen
enhanced its control
functions in transaction
processing through various
measures, including
implementing procedures to
ensure the timely completion
of transactions, aligning
accounting methods with
applicable standards,
maintaining orderly
documentation and records,
and securing access to
assets and data. In addition,
the Bank strengthened the
Internal Audit Unit, which
regularly conducted audits
of banking operational
activities.
Risiko Risiko hukum adalah risiko Peningkatan • Kerusakan reputasi Medium Pengelolaan risiko hukum
Hukum akibat tuntutan hukum dan/atau Biaya Perusahaan antara lain dilakukan dengan
Legal Risk kelemahan aspek yuridis. Operasional • Kerugian akibat mendokumentasi, mengelola
Legal risk is the risk resulting Bank gugatan hukum kelengkapan dan keabsahan
from legal claims and/or Increase in • Biaya litigasi dan/ dokumen, meminimalisasi
weaknesses in legal aspects. the Bank’s atau penyelesaian kerugian/biaya yang terkait
operating perkara dengan kasus hukum dan
expenses menghindari pelanggaran
• Damage to the terhadap regulasi perbankan
Company’s dan ketentuan hukum.
reputation Legal risk management was
• Losses arising from carried out through proper
legal claims documentation, ensuring the
• Litigation and/or completeness and validity
dispute settlement of documents, minimizing
costs losses and costs related to
legal cases, and preventing
violations of banking
regulations and applicable
legal provisions.
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Strategi Keberlanjutan
Sustainability Strategy
Tabel Peluang Terkait Perubahan Iklim dan Potensi Dampak Finansial
Table of Opportunities Related to Climate Change and Potential Financial Impact
Peluang Perubahan Iklim Potensi Dampak Finansial
Type
Climate Change Opportunity Potential Financial Impact
Ekonomi
Economic
Pendapatan Peningkatan pendapatan bunga bersih Peningkatan Pendapatan Bank
Revenue Increase in net interest income Increase in Bank Revenue
Laba Tahun Berjalan Peningkatan laba tahun berjalan Peningkatan Pendapatan Bank
Current Year Profit Increase in current year profit Increase in Bank Revenue
Penyaluran Peningkatan penyaluran pembiayaan berdasarkan kategori kegiatan usaha Peningkatan Pendapatan Bank
Pembiayaan berkelanjutan Increase in Bank Revenue
Berdasarkan Kategori Increased financing disbursement in sustainable business activity categories
Kegiatan Usaha
Berkelanjutan
Distribution of
Financing on
Sustainable Business
Activity
Lingkungan
Environment
Efisiensi Sumber Daya Penghematan kertas dan penggunaan kendaraan listrik untuk mengurangi Penurunan Biaya Operasional
Resource Efficiency emisi GRK Reduction in Operating Costs
Use of electric vehicles to reduce GHG emissions
Sumber Energi Memanfaatkan pencahayaan sinar matahari dari jendela gedung kantor dan Penurunan Biaya Operasional
Energy Sources penggunaan lampu LED yang hemat energi Reduction in Operating Costs
Utilization of natural sunlight from office building windows and the use of
energy-efficient LED lighting.
Produk dan Jasa Penyaluran kredit hijau Peningkatan Pendapatan Bank
Products and Services Disbursement of green credit Increase in Bank Revenue
Pasar Penguatan ekosistem layanan bagi nasabah pensiun Peningkatan Pendapatan Bank
Market Strengthening the service ecosystem for pension custom Increase in Bank Revenue
Ketahanan Penggunaan E-Office dan E-Hukum, serta berpartisipasi dalam Penurunan Biaya Operasional
Resilience pengurangan emisi dari daur ulang limbah plastik Reduction in Operating Costs
Use of E-Office and E-Law systems, as well as participation in reducing
emissions through plastic waste recycling.
Sosial
Social
Kepuasan Karyawan Peningkatan indeks kepuasan karyawan Peningkatan Pendapatan Bank
Employee Satisfaction Increase in employee satisfaction index Increase in Bank Revenue
Strategi Kinerja Ekonomi Economic Performance Strategy
Bank senantiasa mengintegrasikan pengelolaan risiko kredit The Bank had continuously integrated credit risk management
sebagai pilar utama dalam menjaga kualitas aset dan stabilitas as a key pillar in maintaining asset quality and financial
kinerja keuangan, melalui penguatan sumber daya manusia performance stability, through the strengthening of human
yang memiliki kesadaran risiko, penerapan kebijakan dan resources with risk awareness, the implementation of prudent
prosedur perkreditan yang mengedepankan prinsip kehati- credit policies and procedures, and the application of a
hatian, serta proses persetujuan kredit yang transparan transparent and tiered credit approval process through the
dan berjenjang melalui Komite Kredit. Selain itu, Bank Credit Committee. In addition, the Bank had established clear
menetapkan kriteria dan alat ukur risiko yang jelas, melakukan risk criteria and measurement tools, conducted measured
diversifikasi portofolio kredit secara terukur, serta memastikan diversification of the credit portfolio, and ensured the
kelengkapan administrasi dan dokumentasi sebagai bagian completeness of administration and documentation as part
dari tata kelola yang baik. Pengawasan kredit dilakukan of good governance practices. Ongoing credit monitoring had
secara berkesinambungan guna menjaga kualitas kredit dan been carried out to maintain credit quality and mitigate potential
36 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
memitigasi potensi penurunan nilai aset, sejalan dengan asset impairment, in line with the principle of expected credit
prinsip pencadangan kerugian kredit ekspektasian. loss provisioning.
Sejalan dengan upaya tersebut, Bank Mandiri Taspen In line with these efforts, Bank Mandiri Taspen had been
berkomitmen untuk mempertahankan pertumbuhan kinerja committed to maintaining positive economic performance
ekonomi yang positif melalui perencanaan strategis yang growth through strategic planning as outlined in the
dituangkan dalam Rencana Kerja dan Anggaran Perusahaan Company Work Plan and Budget (RKAP) and the Bank
(RKAP) serta Rencana Bisnis Bank (RBB). Dokumen Business Plan (RBB). These planning documents had been
perencanaan tersebut disusun secara komprehensif, realistis, prepared comprehensively, realistically, and based on risk
dan berbasis manajemen risiko untuk mendukung penciptaan management principles to support long-term value creation
nilai jangka panjang bagi pemegang saham dan pemangku for shareholders and stakeholders. Strategic & Performance
kepentingan. Divisi Strategic & Performance Management dan Management Division and Accounting Division, with regular
Divisi Accounting, dengan pelaksanaan monitoring dan evaluasi monitoring and evaluation of the achievement of established
secara berkala terhadap realisasi target yang telah ditetapkan. targets. The Bank had consistently submitted RKAP realization
Bank secara konsisten menyampaikan laporan realisasi RKAP reports to shareholders and RBB reports to the Financial
kepada pemegang saham serta laporan RBB kepada Otoritas Services Authority (OJK) as part of the implementation of
Jasa Keuangan sebagai bagian dari penerapan transparansi dan transparency and accountability. Any performance deviations
akuntabilitas. Setiap deviasi kinerja dianalisis secara mendalam had been analyzed in depth and used as a basis for continuous
dan dijadikan dasar untuk perbaikan berkelanjutan (continuous improvement, in order to strengthen financial resilience and
improvement), guna memperkuat ketahanan keuangan dan enhance stakeholder confidence.
meningkatkan kepercayaan pemangku kepentingan.
Strategi Dampak Ekonomi Tidak Langsung Indirect Economic Impact Strategy
Bank Mandiri Taspen memiliki komitmen untuk memberikan Bank Mandiri Taspen had been committed to delivering
dampak ekonomi tidak langsung yang positif dan berkelanjutan positive and sustainable indirect economic impacts to society,
bagi masyarakat, khususnya melalui pemberdayaan nasabah particularly through the empowerment of pension customers
pensiunan dan penguatan ekonomi lokal. Komitmen tersebut and the strengthening of the local economy. This commitment
diwujudkan melalui implementasi program 3 Pilar Mantap had been implemented through the Three Pillars of the Mantap
Indonesia, yaitu Mantap Sehat, Mantap Aktif, dan Mantap Indonesia Program, namely Mantap Sehat, Mantap Aktif, and
Sejahtera, yang mengintegrasikan aspek kesehatan, sosial, Mantap Sejahtera, which integrated health, social, and economic
dan ekonomi dalam mendukung peningkatan kesejahteraan aspects to support the holistic improvement of pensioners’
pensiunan secara holistik. Selain itu, Bank turut mendorong welfare. In addition, the Bank had promoted inclusive economic
pertumbuhan ekonomi inklusif melalui peningkatan literasi growth through the enhancement of financial literacy and
dan inklusi keuangan, penyediaan akses pembiayaan, serta inclusion, the provision of access to financing, and the delivery
pendampingan usaha bagi UMKM binaan dan komunitas lokal. of business assistance to MSME beneficiaries and local
Inisiatif ini juga menciptakan multiplier effect ekonomi melalui communities. These initiatives had also generated a multiplier
keterlibatan vendor dan ekosistem lokal dalam berbagai economic effect through the involvement of vendors and local
program pemberdayaan, termasuk pelaksanaan kegiatan TJSL ecosystems in various empowerment programs, including the
seperti pengembangan fasilitas UMKM guna meningkatkan implementation of Social and Environmental Responsibility
daya saing usaha. (TJSL) activities, such as the development of MSME facilities to
enhance business competitiveness.
Namun demikian, pelaksanaan strategi dampak ekonomi However, the implementation of the indirect economic
tidak langsung tersebut memiliki sejumlah trade-off yang impact strategy had involved several trade-offs that required
perlu dikelola secara berkesinambungan, antara lain potensi continuous management, including the potential dependency
ketergantungan sebagian segmen nasabah pensiunan of certain pension customer segments on financing facilities
terhadap fasilitas pembiayaan apabila tidak diimbangi if not balanced with adequate improvements in financial
dengan peningkatan literasi keuangan yang memadai, serta literacy, as well as the risk of uneven program impact
risiko belum meratanya dampak program di seluruh wilayah across implementation regions. In addition, the success of
implementasi. Selain itu, keberhasilan program pemberdayaan empowerment programs had been highly dependent on
sangat bergantung pada efektivitas pendampingan dan the effectiveness of mentoring and the sustainability of the
keberlanjutan ekosistem usaha yang dibangun. Oleh karena business ecosystems being developed. Therefore, Bank
itu, Bank Mandiri Taspen terus melakukan penguatan desain Mandiri Taspen had continuously strengthened program
program, peningkatan kapasitas pendampingan, serta evaluasi design, enhanced mentoring capacity, and conducted periodic
2025 Sustainability Report 37
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Strategi Keberlanjutan
Sustainability Strategy
berkala untuk memastikan bahwa dampak ekonomi yang evaluations to ensure that the economic impacts generated
dihasilkan tidak hanya bersifat jangka pendek, tetapi juga were not only short-term in nature but also supported
mendukung kemandirian ekonomi dan keberlanjutan usaha economic independence and the long-term sustainability of
masyarakat dalam jangka panjang. community enterprises.
Strategi Anti Korupsi Anti-Corruption Strategy
Bank Mandiri Taspen memiliki komitmen yang kuat dalam Bank Mandiri Taspen had maintained a strong commitment
mencegah segala bentuk tindakan yang berpotensi to preventing all forms of actions that could lead to conflicts
menimbulkan konflik kepentingan, korupsi, kolusi, maupun of interest, corruption, collusion, and nepotism as part of
nepotisme sebagai bagian dari penerapan tata kelola the implementation of Good Corporate Governance. This
perusahaan yang baik. Komitmen ini diwujudkan melalui commitment had been realized through the continuous
penguatan budaya anti korupsi secara berkelanjutan, antara strengthening of an anti-corruption culture, including the
lain melalui sosialisasi Anti Penyuapan dan Gratifikasi kepada socialization of Anti-Bribery and Gratification policies to all
seluruh insan Bank melalui berbagai media komunikasi employees through various internal communication channels,
internal, penerbitan kebijakan, serta peningkatan pemahaman the issuance of relevant policies, and enhanced employee
karyawan. awareness.
Implementasi kebijakan tersebut mengacu pada standar ISO The implementation of these policies had referred to ISO
37001:2016 tentang Sistem Manajemen Anti Penyuapan, 37001:2016 on Anti-Bribery Management Systems, which
yang menegaskan komitmen Bank dalam meminimalkan risiko had reinforced the Bank’s commitment to minimizing bribery
penyuapan dan gratifikasi. Selain itu, Bank Mandiri Taspen and gratification risks. In addition, Bank Mandiri Taspen
telah membentuk Unit Anti Penyuapan dan Gratifikasi serta had established an Anti-Bribery and Gratification Unit and
menyediakan mekanisme whistleblowing system sebagai provided a whistleblowing system mechanism as a reporting
sarana pelaporan pelanggaran, guna memastikan penerapan channel for violations, to ensure that the principles of integrity
prinsip integritas dan transparansi berjalan secara optimal di and transparency were optimally implemented across all
seluruh lini organisasi. Sepanjang tahun 2025, tidak terdapat levels of the organization. Throughout 2025, there had been no
insiden korupsi yang terbukti di lingkungan Bank, yang substantiated corruption incidents within the Bank, reflecting
mencerminkan efektivitas penerapan sistem pengendalian the effectiveness of the internal control system and compliance
internal dan budaya kepatuhan. culture.
Meskipun demikian, penerapan kebijakan anti korupsi dan However, the implementation of anti-corruption policies and
penguatan pengawasan internal memiliki trade-off yang perlu strengthened internal controls had involved certain trade-offs
dikelola secara seimbang, antara lain potensi meningkatnya that needed to be managed in a balanced manner, including
beban operasional, kebutuhan sumber daya tambahan, potential increases in operational burden, additional resource
serta kemungkinan perlambatan dalam proses pengambilan requirements, and possible slower decision-making processes
keputusan akibat penerapan prinsip kehati-hatian yang due to stricter prudential principles. On the other hand, these
lebih ketat. Di sisi lain, langkah tersebut memberikan measures had delivered long-term benefits in the form of
manfaat jangka panjang berupa peningkatan kepercayaan increased stakeholder trust, strengthened corporate reputation,
pemangku kepentingan, penguatan reputasi perusahaan, and more sustainable business continuity. Therefore, Bank
serta keberlanjutan usaha yang lebih terjaga. Oleh karena itu, Mandiri Taspen had continuously conducted evaluations and
Bank Mandiri Taspen secara berkelanjutan melakukan evaluasi system improvements, including strengthening prevention
dan penyempurnaan sistem, termasuk peningkatan aspek and early detection mechanisms, to ensure that the balance
pencegahan dan deteksi dini, guna memastikan keseimbangan between risk control effectiveness and operational efficiency
antara efektivitas pengendalian risiko dan efisiensi operasional was maintained.
tetap terjaga.
Strategi Perubahan Iklim [FN-CB-550a.2] Climate Change Strategy [FN-CB-550a.2]
Roadmap Net Zero Emission merupakan bagian dari roadmap The Net Zero Emission Roadmap had been part of Bank Mandiri
keberlanjutan Bank Mandiri Taspen. Penyusunan Roadmap Taspen’s sustainability roadmap. The preparation of the Net
Net Zero Emission dilakukan dengan mengacu pada data emisi Zero Emission Roadmap had been based on the Bank’s Scope
Gas Rumah Kaca (GRK) Scope 1 dan Scope 2 Bank Mandiri 1 and Scope 2 greenhouse gas (GHG) emission data for 2024
Taspen tahun 2024 sebagai titik awal (baseline). Emisi GRK as the baseline. Scope 1 GHG emissions had originated from
Scope 1 berasal dari penggunaan BBM untuk kendaraan the use of fuel for the Bank’s operational vehicles, while Scope
38 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
operasional Bank. Sedangkan, emisi GRK Scope 2 berasal dari 2 GHG emissions had originated from electricity consumption
penggunaan listrik pada aktivitas operasional Bank. Ruang in the Bank’s operational activities. The scope of this roadmap
lingkup penyusunan roadmap ini diselaraskan dengan cakupan had been aligned with the GHG inventory coverage, which
inventarisasi GRK, yaitu mencakup Kantor Pusat dan seluruh included the Head Office and all branch offices.
Kantor Cabang.
Untuk memperkirakan tren penurunan emisi GRK pada tahun- To estimate the trend of GHG emission reductions in the years
tahun setelah 2025, digunakan perhitungan menurun secara following 2025, a consistent declining calculation approach
konsisten dengan memanfaatkan data emisi periode 2023 dan had been applied, utilizing emission data from the 2023 and
2024. Perhitungan emisi GRK dapat dilihat sebagai berikut: 2024 periods. The GHG emission calculation was presented
as follows:
Tabel Pengukuran Emisi GRK Scope 1 dan Scope 2
Table of Measurement of Scope 1 and Scope 2 GHG Emissions
2024 2023
Keterangan Description
(Ton Co2eq) (Ton Co2eq)
Emisi GRK Scope 1 4.149 3.624 Scope 1 GHG Emissions
Emisi GRK Scope 2 8.480 11.434 Scope 2 GHG Emissions
Total 12.269 15.058 Total
Penurunan Emisi GRK 16% GHG Emissions Reduction
Berdasarkan hasil estimasi perhitungan penurunan emisi GRK, Based on the estimated calculation of greenhouse gas (GHG)
maka di tahun 2030, Bank Mandiri Taspen dapat mencapai emission reductions, Bank Mandiri Taspen was expected to
target penurunan emisi GRK dengan asumsi di tahun 2030 achieve its GHG emission reduction target in 2030, with the
Bank Mandiri Taspen melakukan offset di tahun 2029. Di tahun assumption that the Bank would conduct an offset in 2029.
2029, Bank Mandiri Taspen mengalami penurunan sebesar In 2029, Bank Mandiri Taspen recorded an 80% reduction,
80% yaitu menjadi 2.526 Ton Co2eq dan dilakukan offset reaching 2,526 Ton Co2eq, and carried out an offset of 505 Ton
sebesar 505 Ton Co2eq, sehingga di tahun 2029 besarnya emisi Co2eq. As a result, in 2029, Scope 1 and Scope 2 emissions
cakupan 1 dan 2 menjadi sebesar 2.021 Ton Co2eq. Estimasi amounted to 2,021 Ton Co2eq. The estimated GHG emission
penurunan emisi GRK disajikan sebagai berikut: reduction was presented as follows:
Tabel Pengukuran Net Zero Emission
Table of Net Zero Emission Measurement
Emisi GRK
Tahun Persentase Penurunan Emisi GRK
GHG Emissions
Year Percentage of GHG Emissions Reduction
(Ton Co2eq)
2024 12.629
2025 16% 10.608
2026 32% 8.588
2027 48% 6.567
2028 64% 4.546
2029 84% 2.021
2030 100% 0
2025 Sustainability Report 39
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Strategi Keberlanjutan
Sustainability Strategy
Grafik Net Zero Emission
Net Zero Emission Graph
140000
120000
100000
8000
6000
4000
2000
0
2024 2024 2024 2024 2024 2024 2024
Bank Mandiri Taspen telah menyusun roadmap keberlanjutan Bank Mandiri Taspen had developed a sustainability
dan roadmap keberlanjutan yang memberikan arah strategis roadmap that provided clear strategic direction in integrating
yang jelas dalam mengintegrasikan prinsip keberlanjutan ke sustainability principles across all business lines. Strong
seluruh lini bisnis. Komitmen yang kuat dari manajemen puncak commitment from top management, combined with a business
serta fokus bisnis pada segmen pensiunan memungkinkan focus on the pensioner segment, had enabled the Bank
Bank menjalankan inisiatif sosial yang relevan dan berdampak to implement relevant and high-impact social initiatives.
tinggi. Selain itu, penguatan tata kelola yang tercermin In addition, strengthened governance, as reflected in the
dari penyusunan roadmap meningkatkan transparansi dan development of the roadmap, had enhanced transparency
kepatuhan terhadap regulasi, sekaligus memperkuat reputasi and regulatory compliance, while also reinforcing the Bank’s
Bank sebagai lembaga keuangan yang bertanggung jawab dan reputation as a responsible and competitive financial institution.
berdaya saing.
Strategi Kepegawaian Human Capital Strategy
Bank Mandiri Taspen secara konsisten menunjukkan Bank Mandiri Taspen had consistently demonstrated its
komitmennya dalam mengelola sumber daya manusia secara commitment to the optimal management of human resources,
optimal dengan keyakinan bahwa pegawai merupakan aset based on the belief that employees constituted a strategic asset
strategis dalam mendukung keberhasilan dan keberlanjutan in supporting the Bank’s success and business sustainability.
usaha Bank. Penguatan fungsi kontrol internal turut menjadi The strengthening of internal control functions had also
bagian dari strategi kepegawaian. Pengelolaan pegawai yang formed an integral part of the human capital strategy. Effective
efektif ini berkontribusi terhadap peningkatan produktivitas employee management had contributed to increased work
kerja, meskipun pada tahun 2025 terdapat tantangan berupa productivity; however, in 2025, the Bank had faced challenges
peningkatan tingkat turnover pegawai yang perlu menjadi in the form of rising employee turnover, which required close
perhatian dalam menjaga stabilitas organisasi. attention to maintain organizational stability.
Sebagai respons atas dinamika tersebut, Bank Mandiri Taspen In response to these dynamics, Bank Mandiri Taspen had
terus memperkuat kebijakan dan praktik pengelolaan sumber continued to strengthen its human capital policies and practices
daya manusia yang tertuang dalam Kebijakan Sumber Daya as outlined in its Human Capital Policies, Standard Operating
Manusia, Standar Prosedur, serta Petunjuk Teknis yang berlaku, Procedures, and applicable Technical Guidelines, with emphasis
dengan mengedepankan prinsip kesetaraan kesempatan on equal employment opportunities, fair compensation and
kerja, pemberian kompensasi dan tunjangan yang adil, serta benefits, and the fulfillment of employee rights, including
pemenuhan hak-hak pegawai termasuk cuti melahirkan. maternity leave. All human capital management activities had
Seluruh pengelolaan kepegawaian berada di bawah koordinasi been coordinated under the Human Capital Division, which had
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PT Bank Mandiri Taspen Divisi Human Capital yang bertanggung jawab dalam been responsible for ensuring the effective implementation memastikan implementasi kebijakan berjalan secara efektif. of these policies. In practice, trade-offs had existed between Dalam implementasinya, terdapat trade-off antara upaya strengthening control, compliance, and human resource quality peningkatan kontrol, kepatuhan, dan kualitas SDM dengan and the need for operational efficiency and organizational kebutuhan efisiensi operasional serta fleksibilitas organisasi, flexibility, which in certain circumstances could have affected yang dalam beberapa kondisi dapat memengaruhi kecepatan process speed and employee retention levels. Nevertheless, proses kerja maupun tingkat retensi pegawai. Namun demikian, these strategic measures had delivered long-term benefits langkah strategis ini memberikan manfaat jangka panjang in the form of improved human resource quality, stronger berupa peningkatan kualitas sumber daya manusia, penguatan governance, and more sustainable Bank performance. tata kelola, serta keberlanjutan kinerja Bank yang lebih solid. Strategi Pelatihan dan Pendidikan Training and Education Strategy Bank Mandiri Taspen menempatkan pegawai sebagai aset Bank Mandiri Taspen positioned employees as strategic strategis yang memiliki peran penting dalam menjaga assets that played an important role in maintaining business keberlanjutan bisnis dan peningkatan kinerja ekonomi sustainability and improving the Bank’s financial performance. Bank. Oleh karena itu, Bank secara konsisten memberikan Accordingly, the Bank consistently provided equal opportunities kesempatan yang setara kepada seluruh insan Bank untuk for all employees to participate in training and education mengikuti program pelatihan dan pendidikan sebagai bagian programs as part of continuous competency development. dari pengembangan kompetensi berkelanjutan. Program These programs delivered both actual and potential positive ini memberikan dampak positif, baik secara aktual maupun impacts, including increased work productivity, strengthened potensial, berupa peningkatan produktivitas kerja, penguatan competitive advantage, and contributions to the improvement keunggulan kompetitif, serta kontribusi terhadap peningkatan of the Bank’s performance and income. The implementation kinerja dan pendapatan Bank. Pelaksanaan program pelatihan of training and education programs referred to Human Capital dan pendidikan mengacu pada Kebijakan Sumber Daya Policies, Standard Operating Procedures, and applicable Manusia, Standar Prosedur, serta Petunjuk Teknis yang berlaku, Technical Guidelines, covering development through both in- dengan cakupan pengembangan melalui pelatihan internal (in- house training and external (public) training designed for all house training) maupun pelatihan eksternal (public training) organizational levels. yang dirancang untuk seluruh level organisasi. Dalam implementasinya, Bank Mandiri Taspen secara In its implementation, Bank Mandiri Taspen actively evaluated aktif melakukan evaluasi efektivitas program pelatihan the effectiveness of training programs through periodic melalui penilaian kinerja karyawan secara berkala guna employee performance appraisals to accurately identify mengidentifikasi kebutuhan pengembangan kompetensi competency development needs. The results of these secara tepat. Hasil evaluasi tersebut menjadi dasar dalam evaluations served as the basis for designing subsequent penyusunan program pelatihan berikutnya serta penetapan training programs and for determining reward and punishment reward and punishment, termasuk promosi pegawai sebagai mechanisms, including employee promotions as a form of bentuk apresiasi atas kinerja. Di sisi lain, terdapat trade-off performance recognition. On the other hand, there were trade- yang perlu dikelola, antara lain kebutuhan investasi waktu dan offs that needed to be managed, including the allocation of biaya pelatihan yang berpotensi memengaruhi efisiensi jangka time and training costs, which could have affected short-term pendek, serta potensi peningkatan mobilitas atau turnover efficiency, as well as the potential increase in employee mobility pegawai setelah peningkatan kompetensi. Namun demikian, or turnover following competency enhancement. Nevertheless, strategi ini memberikan manfaat jangka panjang berupa this strategy generated long-term benefits in the form of peningkatan kualitas sumber daya manusia, penguatan sistem improved human resource quality, strengthened internal control pengendalian internal, serta keberlanjutan kinerja Bank yang systems, and more sustainable Bank performance, supported lebih optimal, yang juga didukung oleh peningkatan fungsi by enhanced operational control functions and the role of the kontrol operasional dan peran Satuan Kerja Audit Intern dalam Internal Audit Unit in ensuring effective implementation across memastikan efektivitas implementasi di seluruh lini organisasi. all organizational levels. Strategi Privasi Nasabah Customer Privacy Strategy Perkembangan teknologi yang semakin pesat memberikan Bank Mandiri Taspen had been committed to safeguarding dampak positif berupa kemudahan bagi nasabah dalam customer privacy as an integral part of human rights mengakses layanan perbankan serta meningkatkan efisiensi protection from the outset of the customer relationship. The Bank dalam menyalurkan pembiayaan. Namun demikian, rapid advancement of technology had delivered positive 2025 Sustainability Report 41
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Strategi Keberlanjutan
Sustainability Strategy
kemajuan tersebut juga diiringi dengan meningkatnya impacts, including greater convenience for customers in
risiko penyalahgunaan data pribadi oleh pihak yang tidak accessing banking services and improved efficiency in
bertanggung jawab. Oleh karena itu, Bank Mandiri Taspen financing distribution. However, such developments had
senantiasa mengutamakan perlindungan privasi data nasabah also been accompanied by increased risks of personal data
sebagai bagian dari perlindungan hak asasi manusia (HAM) misuse by unauthorized parties. Accordingly, the Bank had
sejak awal hubungan dengan nasabah. Perlindungan data consistently prioritized the protection of customer data
dilakukan melalui penerapan pengamanan berlapis yang privacy as part of its human rights obligations. Data protection
mencakup aspek teknologi, proses dan administratif, organisasi, had been implemented through a multi-layered security
serta fisik, serta didukung oleh penguatan kode etik dan approach covering technological, process and administrative,
perilaku bisnis yang mewajibkan seluruh karyawan menjaga organizational, and physical aspects. This was further
kerahasiaan informasi nasabah. Komitmen tersebut selaras supported by strengthened codes of ethics and business
dengan standar ISO/IEC 27001:2013 serta ketentuan Undang- conduct requiring all employees to maintain the confidentiality
Undang Nomor 27 Tahun 2022 tentang Pelindungan Data of customer information. This commitment had been aligned
Pribadi, yang menjadi landasan dalam pengelolaan dan with ISO/IEC 27001:2013 standards and Law No. 27 of 2022
perlindungan data pribadi secara menyeluruh. concerning Personal Data Protection, which had served as the
foundation for comprehensive personal data governance and
protection.
Implementasi kebijakan privasi didukung oleh berbagai The implementation of privacy policies had been supported
pedoman internal, termasuk Kebijakan Privasi, Petunjuk by various internal guidelines, including the Privacy Policy,
Teknis Pelindungan Data Pribadi, serta Standar Prosedur Technical Guidelines on Personal Data Protection, and
Perlindungan Konsumen dan Pengaduan Nasabah. Bank juga Standard Operating Procedures on Consumer Protection and
secara berkala melakukan evaluasi efektivitas pengelolaan Customer Complaint Handling. The Bank had also periodically
data melalui survei kepuasan nasabah serta interaksi langsung evaluated the effectiveness of data management through
untuk memastikan tingkat kenyamanan dan kepercayaan customer satisfaction surveys and direct engagement to
terhadap keamanan layanan. Sepanjang tahun 2025, tidak ensure a high level of trust and confidence in service security.
terdapat laporan yang terbukti terkait pelanggaran privasi atau Throughout 2025, there had been no substantiated reports of
kebocoran data nasabah, yang mencerminkan efektivitas sistem privacy violations or customer data breaches, reflecting the
pengendalian yang diterapkan. Di sisi lain, terdapat trade- effectiveness of the implemented control systems. On the other
off antara peningkatan investasi pada sistem keamanan hand, trade-offs had arisen between increased investment
informasi, kepatuhan regulasi, dan penguatan kontrol internal in information security systems, regulatory compliance, and
dengan kebutuhan efisiensi operasional serta kemudahan strengthened internal controls, and the need for operational
akses layanan bagi nasabah. Untuk itu, Bank Mandiri Taspen efficiency and ease of service access for customers. Therefore,
secara berkelanjutan menyeimbangkan aspek keamanan dan Bank Mandiri Taspen had continuously balanced security and
kenyamanan layanan, termasuk melalui pengelolaan risiko service convenience, including through legal risk management
hukum yang dilakukan dengan memastikan kelengkapan dan by ensuring the completeness and validity of documentation,
keabsahan dokumen, meminimalkan potensi kerugian akibat minimizing potential losses arising from legal disputes, and
sengketa hukum, serta menjaga kepatuhan terhadap regulasi maintaining compliance with applicable banking regulations
perbankan dan ketentuan hukum yang berlaku. and legal requirements.
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PT Bank Mandiri Taspen
Policy Commitment [GRI 2-23, GRI 2-24]
Policy Commitment
Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen In conducting its business activities, Bank Mandiri Taspen
senantiasa memastikan bahwa aktivitas operasionalnya consistently ensures that its operational activities comply with
telah sesuai dangan aturan internasional, khususnya terkait international standards, particularly those related to labor
ketenagakerjaan yang dikeluarkan oleh International Labor issued by the International Labour Organization (ILO), which
Organization (ILO) yang telah di adopsi ke dalam undang- have been adopted into the law as follows:
undang sebagai berikut:
1. Undang-Undang Nomor 21 Tahun 1999 tentang 1. Law Number 21 of 1999 concerning the Ratification of
Pengesahan ILO Convention No. 111 Concerning ILO Convention No. 111 Concerning Discrimination in
Discrimination in Respect of Employment and Occupation Respect of Employment and Occupation (ILO Convention
(Konvensi ILO Mengenai Diskriminasi dalam Pekerjaan dan on Discrimination in Employment and Occupation)
Jabatan)
2. Undang-Undang Republik Indonesia Nomor 20 Tahun 1999 2. Republic of Indonesia Law Number 20 of 1999 concerning
tentang Pengesahan ILO Convention No. 138 Concerning the Ratification of ILO Convention No. 138 Concerning
Minimum Age for Admission to Employment (Konvensi ILO Minimum Age for Admission to Employment (ILO
Mengenai Usia Minimum Untuk Diperbolehkan Bekerja) Convention on the Minimum Age for Employment)
3. Undang-Undang Republik Indonesia Nomor 1 Tahun 2000 3. Republic of Indonesia Law Number 1 of 2000 concerning
tentang Pengesahan ILO Convention No. 182 Concerning the Ratification of ILO Convention No. 182 Concerning the
the Prohibition and Immediate Action for The Elimination Prohibition and Immediate Action for The Elimination of
of The Worst Forms of Child Labour (Konvensi ILO No. 182 The Worst Forms of Child Labour (ILO Convention No. 182
Mengenai Pelarangan dan Tindakan Segera Penghapusan on the Worst Forms of Child Labour)
Bentuk-Bentuk Pekerjaan Terburuk untuk Anak)
4. Undang-Undang Republik Indonesia Nomor 19 Tahun 4. Republic of Indonesia Law Number 19 of 1999 concerning
1999 Tentang Pengesahan ILO Convention No.105 the Ratification of ILO Convention No. 105 Concerning
Concerning the Abolition of Forced Labour (Konvensi ILO the Abolition of Forced Labour (ILO Convention on the
Mengenai Penghapusan Kerja Paksa). Abolition of Forced Labour).
Di samping itu, Bank Mandiri Taspen senantiasa mematuhi In addition, Bank Mandiri Taspen consistently complies with
berbagai aturan nasional yang meliputi: various national regulations, which include:
1. Undang-Undang Republik Indonesia No. 10 tahun 1998 1. Law of the Republic of Indonesia No. 10 of 1998 concerning
tentang perubahan atas Undang-Undang No. 7 tahun amendments to law No. 7 of 1992 concerning Banking.
1992 tentang Perbankan.
2. Undang-Undang Republik Indonesia No. 40 tahun 2007 2. Law of the Republic of Indonesia No. 40 of 2007 concerning
tentang Perseroan Terbatas. Limited Liability Companies.
3. Peraturan Otoritas Jasa Keuangan No. 55/POJK.03/2016 3. Financial Services Authority Regulation No. 55/
tentang penerapan Tata Kelola bagi Bank Umum dan Surat POJK.03/2016 concerning the Implementation of
Edaran Otoritas Jasa Keuangan No. 13/SEOJK.03/2017 Governance for Commercial Banks and Financial Services
tentang Penerapan Tata Kelola bagi Bank Umum. Authority Circular Letter No. 13/SEOJK.03/2017 concerning
the Implementation of Governance for Commercial Banks.
4. Peraturan Otoritas Jasa Keuangan No. 17/POJK.03/2014 4. Financial Service Authority Regulation No. 17/
tentang Penerapan Manajemen Risiko Terintegrasi bagi POJK.03/2014 concerning the Implementation of
Konglomerasi Keuangan. Integrated Risk Management for Financial Conglomerates.
5. Peraturan Otoritas Jasa Keuangan No. 18/POJK.03/2014 5. Financial Service Authority Regulation No. 18/
tentang Penerapan Tata Kelola Terintegrasi bagi POJK.03/2014 concerning the Implementation of
Konglomerasi Keuangan. Integrated Governance for Financial Conglomerates.
6. Peraturan Otoritas Jasa Keuangan No. 21/POJK.04/2015 6. Financial Service Authority Regulation No.21/
tentang Penerapan Pedoman Tata Kelola Perusahaan POJK.04/2015 concerning the Implementation of Public
Terbuka. Company Governance Guidelines.
7. Peraturan Otoritas Jasa Keuangan No.4/POJK.03/2016 7. Financial Service Authority Regulation No. 4/POJK.03/2016
tentang Penilaian Tingkat Kesehatan Bank Umum. concerning Health Level Assessment of Commercial Banks.
2025 Sustainability Report 43
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Strategi Keberlanjutan
Sustainability Strategy
8. Peraturan Presiden Republik Indonesia Nomor 59 8. Presidential Regulation of the Republic of Indonesia
tahun 2017 tentang Pelaksanaan Pencapaian Tujuan Number 59 of 2017 concerning Implementation of the
Pembangunan Berkelanjutan Achievement of Sustainable Development Goals
9. Peraturan Presiden Republik Indonesia Nomor 111 9. Presidential Regulation of the Republic of Indonesia
tahun 2022 tentang Pelaksanaan Pencapaian Tujuan Number 111 of 2022 concerning Implementation of the
Pembangunan Berkelanjutan Achievement of Sustainable Development Goals
10. Undang-undang Nomor 32 tahun 2009 tentang 10. Law Number 32 of 2009 concerning Environmental
Perlindungan dan Pengelolaan Lingkungan Hidup Protection and Management
11. Undang-undang Nomor 20 tahun 2008 tentang Usaha 11. Law Number 20 of 2008 concerning Micro, Small and
Mikro, Kecil dan Menengah Medium Enterprises
12. Peraturan Presiden Republik Indonesia Nomor 98 tahun 12. Presidential Regulation of the Republic of Indonesia
2021 tentang Penyelenggaraan Nilai Ekonomi Karbon Number 98 of 2021 concerning Implementation of
untuk Pencapaian Target Kontribusi yang Ditetapkan the Economic Value of Carbon to Achieve Nationally
secara Nasional dan Pengendalian Emisi Gas Rumah Kaca Determined Contribution Targets and Control of
dalam Pembangunan Nasional Greenhouse Gas Emissions in National Development
13. Undang-undang Republik Indonesia Nomor 4 tahun 2023 13. Law of the Republic of Indonesia Number 4 of 2023
tentang Perdagangan Karbon melalui Bursa Karbon concerning Carbon Trading through the Carbon Exchange
14. Surat Edaran Otoritas Jasa Keuangan Republik 14. Circular Letter of the Financial Services Authority of
Indonesia Nomor 12/SEOJKk.04/2023 tentang Tata Cara the Republic of Indonesia Number 12/SEOJKk.04/2023
Penyelenggaraan Perdagangan Melalui Bursa Karbon concerning Procedures for Organizing Trading Through the
Carbon Exchange
15. SEOJK No 16/POJK.04/2021 tentang Bentuk dan Isi 15. SEOJK No 16/POJK.04/2021 concerning Form and Content
Laporan Tahunan Emiten atau Perusahaan Publik. of Annual Reports of Issuers or Public Companies.
Bank Mandiri Taspen juga senantiasa memastikan bahwa Bank Mandiri Taspen also consistently ensures that its
aktivitas operasionalnya telah sesuai dengan standar operational activities comply with international standards, as
internasional yang tercermin dengan telah dimilikinya reflected in the possession of International Organization for
sertifikasi International Standard Organization yang meliputi: Standardization certifications, which include:
1. ISO/IEC 27001:2013 tentang Sistem Manajemen 1. ISO/IEC 27001:2013 Information Security Management
Keamanan Informasi System
2. ISO 37301:2021 tentang Sistem Manajemen Kepatuhan 2. ISO 37301:2021 Compliance Management Systems
3. ISO 37001:2016 tentang Sistem Manajemen Anti 3. ISO 37001:2016 Anti-bribery Management System
Penyuapan
4. ISO 9001:2015 tentang Kualitas Sistem Manajemen 4. ISO 9001:2015 Quality Management System
5. ISO 9001:2015 tentang Kualitas Sistem Manajemen 5. ISO 9001:2015 Quality Management Systems
Dari aturan nasional maupun internasional, kemudian The national and international regulations are further
diturunkan pada kebijakan internal Bank. Kebijakan internal translated into the Bank’s internal policies. Each of the Bank’s
Bank masing-masing telah dilengkapi oleh uji tuntas. Uji internal policies is equipped with due diligence procedures.
tuntas yang melekat pada masing-masing kebijakan bertujuan The purpose of these due diligence processes is to ensure
untuk memastikan bahwa berbagai keputusan bisnis tidak that various business decisions do not cause negative social
memberikan dampak sosial dan lingkungan yang negatif. Uji and environmental impacts. The due diligence procedures that
tuntas yang telah dilaksanakan oleh Bank Mandiri Taspen yaitu: have been implemented by Bank Mandiri Taspen include:
Penanggungjawab
Kebijakan Uji Tuntas Tujuan
Kebijakan
Policy Due Diligence Purpose
Policy Supervisor
Kebijakan ISO 9001:2015 tentang Direktur Finance, Risk Acuan utama dalam pengendalian risiko Bank, mendorong
Manajemen Risiko Kualitas Sistem & Operations peningkatan kesadaran risiko di seluruh organisasi, memastikan
Risk Management Manajemen Finance, Risk, & aktivitas berjalan sesuai prinsip kehati-hatian dan praktik
Policy ISO 9001:2015 Operations Director perbankan yang sehat, serta menetapkan kejelasan wewenang dan
Management System tanggung jawab pengelolaan risiko di setiap level organisasi.
Quality Served as the primary reference in the Bank’s risk management,
fostering risk awareness across the organization, ensuring that all
activities were conducted in accordance with prudential principles
and sound banking practices, and establishing clear authority and
responsibility for risk management at every organizational level.
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PT Bank Mandiri Taspen
Penanggungjawab
Kebijakan Uji Tuntas Tujuan
Kebijakan
Policy Due Diligence Purpose
Policy Supervisor
Kebijakan Evaluasi berkala atas Direktur Finance, Risk Menata sesuai fungsi dan hirarkinya, memberikan kejelasan dalam
Perkreditan efektivitas penerapan & Operations memahami kebijakan serta peraturan perkreditan dengan baik dan
Credit Policy Kebijakan Perkreditan Finance, Risk, & konsisten agar proses pemberian kredit lebih aman dan prudent.
Periodic evaluation Operations Director Structured according to functions and hierarchy, providing clarity
of the effectiveness in understanding credit policies and regulations in a consistent
of the Credit Policy manner to ensure that the credit granting process was conducted
implementation safely and prudently.
Kebijakan Evaluasi berkala atas Direktur Finance, Risk Pedoman bagi seluruh pegawai, baik di Kantor Pusat maupun
Operasional efektivitas penerapan & Operations Kantor Cabang, dalam menjalankan operasional Bank yang bersifat
Operational Policy Kebijakan Operasional Finance, Risk, & high level, strategis, dan jangka panjang, serta mempermudah
Periodic evaluation of Operations Director pemahaman dalam penerapan kebijakan operasional agar tetap
the effectiveness of selaras dengan dinamika industri perbankan.
the Operational Policy Provided guidance for all employees, both at the Head Office and
implementation. Branch Offices, in carrying out the Bank’s operations at a high-
level, strategic, and long-term perspective, while facilitating a
clear understanding of operational policy implementation in line
with the dynamics of the banking industry.
Kebijakan Evaluasi berkala atas Direktur Compliance & Sebagai dasar standardisasi dan konsistensi dalam
Corporate efektivitas penerapan Control penyelenggaraan Aktivitas Tata Kelola Corporate Secretary dalam
Secretary Kebijakan Corporate Compliance & Control rangka pelaksanaan Good Corporate Governance
Corporate Secretary Director Served as the basis for standardization and consistency in the
Secretary Policy Periodic evaluation of implementation of Corporate Secretary governance activities in the
the effectiveness of the context of Good Corporate Governance.
Corporate Secretary
Policy implementation.
Kebijakan Anti Evaluasi berkala atas Direktur Compliance & Memenuhi ketentuan dari Regulator dan Lembaga Pengatur dan
Pencucian Uang efektivitas penerapan Control Pengawas (LPP) Bank terkait Penerapan Program APU, PPT dan
dan Pencegahan Kebijakan APU dan Compliance & Control PPPSPM Bagi Bank Umum; 2. Memberikan kesamaan persepsi
Pendanaan PPT Director dan pemahaman oleh seluruh jajaran Bank tentang pentingnya
Terorisme Periodic evaluation of penerapan program APU, PPT dan PPPSPM; 3. Sebagai pedoman
Anti-Money the effectiveness of the dalam memitigasi risiko seperti risiko legal, risiko reputasi, risiko
Laundering and APU and PPT Policy operasional, dan risiko konsentrasi dengan tetap mendukung bisnis
Counter- Financing implementation Bank.
of Terrorism Policy Ensured compliance with requirements set by regulators and
supervisory authorities regarding the implementation of Anti-
Money Laundering (AML), Counter-Terrorism Financing (CTF),
and Prevention of Proliferation Financing of Weapons of Mass
Destruction (PFWMD) programs for commercial banks; provided
a common understanding across all levels of the Bank regarding
the importance of these programs; and served as a guideline for
mitigating risks such as legal risk, reputational risk, operational
risk, and concentration risk while supporting the Bank’s business
activities.
Kebijakan Evaluasi berkala atas Direktur Finance, Risk Agar tercapainya proses pengadaan barang dan/atau jasa
Procurement efektivitas penerapan & Operations berdasarkan prinsip-prinsip procurement yaitu Efektif, Efisien,
Procurement kebijakan pengadaan Finance, Risk & Kompetitif, Transparan, Adil & Wajar, Terbuka & Akuntabel.
Policy Periodic evaluation of Operations Director To ensure that the procurement of goods and/or services is
the effectiveness of conducted in accordance with procurement principles, namely
the Procurement Policy effectiveness, efficiency, competitiveness, transparency, fairness,
implementation openness, and accountability.
Kebijakan Dana Evaluasi berkala atas Direktur Business Acuan dan arahan dalam mengendalikan risiko serta
dan Jasa efektivitas Penerapan Business Director menumbuhkembangkan kesadaran pengelolaan risiko pada
Funds and Kebijakan Dana dan produk simpanan, penghimpunan dana, dan seluruh layanan jasa
Services Policy Jasa perbankan, sekaligus sebagai dasar pelaksanaan aktivitas yang
Periodic evaluation of sesuai dengan prinsip kehati-hatian dan praktik perbankan yang
the effectiveness of sehat. Selain itu, dokumen ini menetapkan pedoman pembagian
the Funds and Services wewenang dan tanggung jawab di seluruh level organisasi serta
Policy implementation mendukung sinergi kerja sama dengan perusahaan induk dan
entitas anak.
Served as a reference and guideline in controlling risks and
fostering risk awareness in deposit products, fund mobilization,
and all banking service activities, while also serving as a basis for
conducting activities in line with prudential principles and sound
banking practices. In addition, this document established clear
roles and responsibilities across all organizational levels and
supported synergy with the parent company and subsidiaries.
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Strategi Keberlanjutan
Sustainability Strategy
Penanggungjawab
Kebijakan Uji Tuntas Tujuan
Kebijakan
Policy Due Diligence Purpose
Policy Supervisor
Kebijakan Treasury Evaluasi berkala atas Direktur Business Sebagai standar pelaksanaan aktivitas treasury sesuai prinsip
Treasury Policy efektivitas penerapan Business Director kehati-hatian dan praktik perbankan yang sehat, sekaligus
Kebijakan Treasury mendukung bisnis treasury sesuai risk appetite Bank. Selain itu,
Periodic evaluation of dokumen ini mengatur pengelolaan risiko secara menyeluruh pada
the effectiveness of Trading book dan Banking book, termasuk pengukuran kebutuhan
the Treasury Policy modal dan kinerja berbasis risiko.
implementation Served as a standard for the implementation of treasury activities
in accordance with prudential principles and sound banking
practices, while supporting treasury business activities in line with
the Bank’s risk appetite. Furthermore, this document governed
comprehensive risk management for both the trading book and
banking book, including capital requirement measurement and risk-
based performance assessment.
Kebijakan ISO 37301:2021 Direktur Compliance & Pedoman bagi seluruh jajaran Bank dalam menumbuhkan/
Kepatuhan tentang Sistem Control mewujudkan Budaya Kepatuhan sehingga kegiatan usaha Bank
Compliance Policy Manajemen Kepatuhan Compliance & Control senantiasa sejalan dengan ketentuan Otoritas Perbankan,
ISO 37301:2021 Director peraturan perundang-undangan dan ketentuan yang berlaku,
Compliance berlandaskan prinsip kehati-hatian untuk meminimalisir Risiko
Management System Kepatuhan yang mungkin terjadi.
Provided guidance for all Bank personnel in fostering and
implementing a Compliance Culture, ensuring that all business
activities were conducted in accordance with regulations issued
by banking authorities, applicable laws and regulations, and
prudential principles, thereby minimizing potential compliance
risks.
Kebijakan Hukum ISO 37301:2021 Direktur Compliance & Agar dapat memastikan seluruh kegiatan usaha Bank berjalan
Legal Policy tentang Sistem Control sesuai ketentuan hukum yang berlaku melalui pedoman yang jelas,
Manajemen Kepatuhan Compliance & Control konsisten, dan terstandarisasi, sekaligus membangun kesamaan
ISO 37301:2021 Director pemahaman serta budaya taat hukum di seluruh jajaran. Selain
Compliance itu, kebijakan ini bertujuan untuk mencegah dan meminimalisir
Management System berbagai risiko serta memberikan perlindungan hukum bagi Bank.
Ensured that all of the Bank’s business activities were conducted
in compliance with applicable laws through clear, consistent, and
standardized guidelines, while fostering a shared understanding
and a culture of legal compliance across the organization. In
addition, this policy aimed to prevent and minimize various risks
and to provide legal protection for the Bank.
Kebijakan Sumber Kepuasan Karyawan Direktur Utama Pedoman bagi seluruh jajaran Bank Mandiri Taspen yang terlibat
Daya Manusia Employees Satisfaction President Director dalam pengelolaan sumber daya manusia, sehingga mampu
Human Resources mempersiapkan sumber daya manusia menjadi pelaku bisnis yang
Policy kompeten, inovatif, kreatif dan memiliki produktivitas tinggi serta
mampu bersaing dalam industri perbankan.
Provided guidance for all Bank Mandiri Taspen personnel involved
in human capital management to develop competent, innovative,
and creative human resources with high productivity, capable of
competing in the banking industry.
Kebijakan Kepuasan Karyawan Direktur Utama Pedoman bagi seluruh jajaran Bank berdasarkan prinsip tata kelola
Remunerasi Employees Satisfaction President Director pemberian Remunerasi yang sesuai dengan tingkat risiko yang
Remuneration diambil oleh pemegang kewenangan sehingga mampu mencegah
Policy terjadinya moral hazard dan mengutamakan prinsip kehati-hatian
dalam pengelolaan Bank.
Provided guidance for all Bank personnel based on remuneration
governance principles aligned with the level of risk undertaken by
decision-makers, thereby preventing moral hazard and prioritizing
prudential principles in Bank management.
Kebijakan ISO/IEC 27001:2013 Direktur IT & Digital Pedoman bagi seluruh jajaran Bank mengenai bagaimana kebijakan
Teknologi tentang Sistem IT & Digital Director TI terkait manajemen, pengembangan, aktivitas operasional,
Informasi Manajemen Keamanan jaringan komunikasi, pengamanan informasi, business continuity
Informasi Informasi plan, electronic banking, dan penggunaan pihak ketiga penyedia
Information ISO/IEC 27001:2013 jasa TI.
Technology Policy Information Security Provided guidance for all Bank personnel regarding IT policies,
Management System including management, development, operational activities,
communication networks, information security, business continuity
plans, electronic banking, and the use of third-party IT service
providers.
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PT Bank Mandiri Taspen
Penanggungjawab
Kebijakan Uji Tuntas Tujuan
Kebijakan
Policy Due Diligence Purpose
Policy Supervisor
Kebijakan Pelaksanaan Audit Direktur Finance, Risk Pedoman akuntansi yang bersifat high level, strategis, dan jangka
Akuntansi Audit Implementation & Operations panjang bagi Bank dalam pencatatan seluruh kegiatan usaha,
Accounting Policy Finance, Risk, & sekaligus mewujudkan keseragaman dalam penerapan perlakuan
Operations Director akuntansi serta penyusunan dan penyajian laporan keuangan.
Served as a high-level, strategic, and long-term accounting
guideline for the Bank in recording all business activities, while
ensuring consistency in the application of accounting treatments as
well as in the preparation and presentation of financial statements.
Kebijakan Internal Pelaksanaan Audit Direktur Utama Sebagai pedoman bagi Internal Auditor dan seluruh jajaran Bank
Audit Audit Implementation President Director yang terkait dalam rangka pelaksanaan aktivitas Internal Audit
Internal Audit untuk memastikan efektivitas penerapan internal control, risk
Policy management dan governance process.
Served as a guideline for Internal Auditors and all relevant Bank
personnel in carrying out Internal Audit activities to ensure the
effectiveness of internal control, risk management, and governance
processes.
Selain melaksanakan uji tuntas, Bank Mandiri Taspen In addition to conducting due diligence, Bank Mandiri Taspen
secara konsisten menerapkan prinsip kehati-hatian guna had consistently applied the prudential principle to ensure that
memastikan bahwa seluruh aktivitas bisnis yang dijalankan all business activities undertaken did not generate adverse
tidak menimbulkan dampak negatif terhadap aspek ekonomi, impacts on economic, environmental, and social aspects.
lingkungan, dan sosial. Penerapan prinsip tersebut dilakukan The implementation of this principle had been carried out
melalui prosedur yang mencakup identifikasi, pengukuran, through procedures covering risk identification, measurement,
pemantauan, serta pengendalian risiko terkait penerapan monitoring, and control related to the implementation of
keuangan berkelanjutan. Manajemen risiko juga diterapkan sustainable finance. Risk management had also been applied
secara terintegrasi pada setiap tahapan operasional Bank, in an integrated manner across all stages of the Bank’s
termasuk dalam proses peluncuran produk baru. Penjelasan operations, including in the process of launching new products.
mengenai risiko atas setiap produk dituangkan dalam dokumen The explanation of risks associated with each product had
yang wajib ditandatangani oleh nasabah, khususnya dalam been outlined in documents that were required to be signed
kegiatan investasi. Sejalan dengan upaya memperkuat standar by customers, particularly in investment-related activities. In
manajemen risiko terkait keuangan berkelanjutan, pada tahun line with efforts to strengthen risk management standards
2022 Bank Mandiri Taspen telah melakukan pemetaan terhadap related to sustainable finance, in 2022 Bank Mandiri Taspen
regulasi internal serta melakukan kajian untuk penyesuaian had conducted a mapping of internal regulations and carried
kebijakan beserta turunannya. Dalam implementasinya, Bank out reviews for policy adjustments and their derivatives. In
juga mengoptimalkan fungsi pengendalian internal melalui its implementation, the Bank had also optimized the internal
peran Komite Pemantau Risiko, Komite Audit, dan Satuan Kerja control function through the roles of the Risk Monitoring
Audit Internal (SKAI). Selain itu, Bank senantiasa berpegang Committee, the Audit Committee, and the Internal Audit Unit
pada prinsip kehati-hatian dalam dunia perbankan (prudential (SKAI). In addition, the Bank had consistently adhered to the
banking) serta mematuhi seluruh ketentuan dan regulasi yang prudential banking principle and complied with all applicable
berlaku di industri perbankan Indonesia. provisions and regulations within the Indonesian banking
industry.
Selain penerapan prinsip kehati-hatian, Bank Mandiri Taspen In addition to the implementation of the prudential principle,
senantiasa menjunjung penghormatan terhadap hak asasi Bank Mandiri Taspen had consistently upheld respect for
manusia yang tertuang dalam Buku Arsitektur Kebijakan human rights as stipulated in the Policy Architecture Book
PT Bank Mandiri Taspen Nomor KEB/002/X/2024 tanggal 1 of PT Bank Mandiri Taspen No. KEB/002/X/2024 dated
Oktober 2024. Kebijakan yang disusun telah merujuk kepada 1 October 2024. The policy had been developed with
Undang-Undang Nomor 39 tahun 1999 tentang Hak Asasi reference to Law No. 39 of 1999 concerning Human Rights.
Manusia. Hal tersebut menunjukkan komitmen Bank Mandiri This demonstrated Bank Mandiri Taspen’s commitment to
Taspen dalam penegakan Hak Asasi Manusia termasuk di the enforcement of human rights, including the regulation
dalamnya mengatur terkait dengan non diskriminasi dan of non-discrimination principles and the prevention of all
mencegah segala bentuk pelecehan seksual untuk seluruh forms of sexual harassment across all business activities
aktivitas bisnis dan operasionalnya. Sebagai Bank dengan and operations. As a bank with a business focus on pension
fokus bisnis pengelolaan pensiunan, Bank memiliki komitmen management, the Bank had been committed to serving its
untuk melayani para nasabahnya sesuai dengan kebutuhan customers in accordance with their needs. In line with this
2025 Sustainability Report 47
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Strategi Keberlanjutan
Sustainability Strategy
dari para nasabah. Atas komitmen Bank Mandiri Taspen dalam commitment to upholding human rights, during 2025 Bank
menjunjung tinggi hak asasi manusia, selama tahun 2025 Bank Mandiri Taspen had not been involved in any human rights-
Mandiri Taspen tidak terlibat dalam kasus terkai hak asasi related cases.
manusia.
Berbagai kebijakan yang dimiliki oleh Bank Mandiri Taspen, Various policies owned by Bank Mandiri Taspen had been
telah ditandatangani oleh Direksi dan berlaku bagi seluruh approved by the Board of Directors and applied to all
pegawai, mitra bisnis, dan pemangku kepentingan lainnya. employees, business partners, and other stakeholders. Policy
Sosialisasi kebijakan kepada pegawai dilakukan melalui Portal dissemination to employees had been conducted through
Internal Bank Mandiri Taspen yaitu E-Hukum, sedangkan the Bank’s internal portal, E-Hukum, while dissemination
sosialisasi kepada mitra bisnis dilakukan melalui pertemuan to business partners had been carried out through meetings
dengan mitra bisnis serta melalui perjanjian kerja sama antara with business partners and through cooperation agreements
Bank dengan para mitra bisnis. Bank Mandiri Taspen juga between the Bank and its partners. Bank Mandiri Taspen had
telah melakukan sosialisasi atas Kebijakan Manajemen Risiko also conducted socialization of its Risk Management Policy
melalui website resminya yaitu bankmandiritaspen.co.id yang through its official website, bankmandiritaspen.co.id, with
bertujuan untuk memberikan awareness kepada seluruh the aim of increasing awareness among all stakeholders. In
pemangku kepentingan Bank. Bank Mandiri Taspen juga telah addition, the Bank had also conducted policy dissemination
melakukan sosialisasi kebijakan kepada mitra bisnis yang to business partners as part of its ongoing stakeholder
dilakukan. engagement efforts.
Kebijakan-kebijakan yang dimiliki, kemudian diturunkan pada The policies owned by the Bank had been further translated
Standard Operational Procedure (SOP) sebagai pedoman into Standard Operating Procedures (SOPs) as guidelines
bagi seluruh karyawan dalam melaksanakan pekerjaan for all employees in carrying out their duties, which were
yang dikelompokkan ke dalam 3 (tiga) kelompok besar yaitu categorized into three main groups, namely business policies,
kebijakan bisnis, kebijakan operasional dan support, dan operational and support policies, and control policies. In order
kebijakan pengendalian. Agar kebijakan-kebijakan tersebut to ensure the effective implementation of these policies, Bank
dapat dilaksanakan dengan baik, Bank Mandiri Taspen telah Mandiri Taspen had provided training to employees, including
melakukan memberikan pelatihan kepada karyawan, di the following:
antaranya:
1. Kebijakan Manajemen Risiko 1. Risk Management Policy
• Refreshment Sertifikasi Manajemen Risiko Jenjang 7 • Risk Management Certification Refresher Level 7
(BARA) (BARA)
• Seminar Penyelarasan Manajemen Risiko untuk Direksi • Risk Management Alignment Seminar for the Board of
Directors
• Risk Governance Summit 2025 (OJK) • Risk Governance Summit 2025 (OJK)
• Taspen GRC Insight Forum (TGIF) • Taspen GRC Insight Forum (TGIF)
2. Kebijakan Perkreditan 2. Credit Policy
• Manajemen Risiko • Risk Management
• GRC Insight Forum • GRC Insight Forum
3. Kebijakan Operasional 3. Operational Policy
• Sharing Session Penguatan Operasional & Keamanan • Sharing Session on Strengthening Operations and
Transaksi Transaction Security
• Training Digital Banking & Operational Risk • Digital Banking & Operational Risk Training
4. Kebijakan Corporate Secretary 4. Corporate Secretary Policy
• GRC Insight Forum • GRC Insight Forum
5. Kebijakan APU & PPT 5. AML & CFT Policy (Anti-Money Laundering and Counter-
Terrorism Financing)
•Executive Refreshment – Board’s Role in Embedding • Executive Refreshment – Board’s Role in Embedding
AML CFT AML/CFT
• Webinar OJK: Tren Modus Pencucian Uang • OJK Webinar: Trends in Money Laundering Schemes
6. Kebijakan Procurement 6. Procurement Policy
• GRC/Integrity Training • GRC/Integrity Training
7. Kebijakan Dana dan Jasa 7. Funds and Services Policy
• Pembekalan Sertifikasi SK SP • Certification Preparation for SK SP
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PT Bank Mandiri Taspen
8. Kebijakan Treasury 8. Treasury Policy
• Refreshment Sertifikasi Treasury Jenjang 7 (ACI FMA) • Treasury Certification Refresher Level 7 (ACI FMA)
9. Kebijakan Kepatuhan 9. Compliance Policy
• ISO 37301 awareness • ISO 37301 Awareness
• TGIF – ESGRC in Strengthening Integrity • TGIF – ESGRC in Strengthening Integrity
• Webinar OJK & PERBANAS • OJK & PERBANAS Webinar
10. Kebijakan Hukum 10. Legal Policy
• Webinar OJK (penegakan hukum & AML) • OJK Webinar (Law Enforcement & AML)
• ESG & governance forum • ESG and Governance Forum
11. Kebijakan SDM 11. Human Capital Policy
• Leadership Enhancement Acceleration Program (LEAP) • Leadership Enhancement Acceleration Program (LEAP)
• Leading with Well Being Strategy • Leading with Well-Being Strategy
12. Kebijakan Remunerasi 12. Remuneration Policy
• Leadership & governance (fairness, performance • Leadership & Governance (Fairness and Performance
mindset) Mindset)
13. Kebijakan Teknologi Informasi 13. Information Technology Policy
• AI for Executive (Berkeley) • AI for Executives (University of California, Berkeley)
• Webinar Transformasi Generative AI (OJK) • OJK Webinar on Generative AI Transformation
• Cyber Safety – BSSN • Cyber Safety – National Cyber and Crypto Agency
(BSSN)
14. Kebijakan Akuntansi 14. Accounting Policy
• Indonesia Stock Exchange Workshop on IFRS • Indonesia Stock Exchange Workshop on IFRS
Sustainability Standards Sustainability Standards
15. Kebijakan Internal Audit 15. Internal Audit Policy
• Risk Governance Summit • Risk Governance Summit
• GRC Insight Forum • GRC Insight Forum
• ESG & Integrity training • ESG & Integrity Training
Proses untuk Memulihkan Dampak Negatif [GRI 2-25]
Recovery Processes for Negative Impacts
Bank Mandiri Taspen memiliki komitmen untuk senantiasa Bank Mandiri Taspen had been committed to consistently
memberikan dampak positif bagi seluruh pemangku delivering positive impacts to all stakeholders through its
kepentingan melalui kegiatan operasional dan aktivitas operational activities and business operations. Nevertheless,
bisnisnya. Meskipun demikian, dalam pelaksanaannya, aktivitas in its implementation, the Bank’s operational activities had not
operasional Bank juga tidak terlepas dari potensi dampak been free from potential negative impacts, particularly those
negatif, khususnya yang berkaitan dengan aspek keamanan related to customer data security aspects.
data nasabah.
Dalam hal terjadi dampak negatif, Bank berkomitmen untuk In the event of a negative impact, the Bank is committed to
memulihkan dampak negatif dengan cara menyusun rencana mitigating and recovering from such impacts by preparing a
pemulihan (Recovery Plan) serta telah dilaporkan kepada Recovery Plan, which was reported to the Financial Services
Otoritas Jasa Keuangan pada tanggal 24 November 2024 Authority (OJK) on November 24, 2024, through letter Number
dengan surat Nomor DIR/647/2024, yang mencakup hal-hal DIR/647/2024, which includes the following matters:
sebagai berikut:
- Identifikasi Risiko: melakukan analisis menyeluruh - Risk Identification: conducting a comprehensive analysis
terhadap potensi risiko yang dapat mengganggu of potential risks that may disrupt the Bank’s operations,
operasional bank, baik risiko internal (kesalahan manusia, including both internal risks (human error, system failure)
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Sustainability Strategy
kegagalan sistem) maupun eksternal (bencana alam, and external risks (natural disasters, cyberattacks,
serangan siber, krisis ekonomi). economic crises).
- Menyusun Business Impact Analysis (BIA): Identifikasi - Conducting a Business Impact Analysis (BIA): Identifying
proses bisnis kritikal dan dampaknya terhadap operasional critical business processes and assessing their impact
dan keuangan bank jika terjadi gangguan. on the bank’s operations and finances in the event of a
disruption.
- Menyiapkan Strategi Pemulihan: dengan mengembangkan - Developing Recovery Strategies: Establishing clear and
strategi yang jelas dan terukur untuk memulihkan setiap measurable strategies to restore each critical business
proses bisnis kritikal dalam jangka waktu yang ditetapkan process within a predetermined timeframe (Recovery Time
(Recovery Time Objective/RTO). Objective/ RTO).
- Membuat Prosedur Detail: dengan menysusun demi - Establishing Detailed Procedures: Creating step-by-
langkah yang harus diikuti oleh setiap unit kerja dalam step procedures to be followed by each work unit during
situasi darurat. emergencies.
- Membentuk Tim Tanggap Darurat yang terlatih dan - Establishing a Trained Emergency Response Team:
bertanggung jawab untuk melaksanakan rencana Forming a dedicated team responsible for executing the
pemulihan. recovery plan in the event of a crisis.
- Menyusun skema atau flow Komunikasi: mempersiapkan - Developing a Communication Flow or Scheme: Preparing
rencana komunikasi yang efektif untuk memberitahu an effective communication plan to inform employees,
karyawan, nasabah, regulator, dan pihak terkait lainnya customers, regulators, and other relevant stakeholders
mengenai situasi dan langkah-langkah pemulihan yang about the situation and the recovery measures being
diambil. implemented.
- Pengujian dan Pembaruan: Lakukan pengujian rutin - Testing and Updating: Conducting regular tests of the
terhadap rencana pemulihan melalui simulasi dan drill recovery plan through simulations and drills to identify
untuk mengidentifikasi kelemahan dan memastikan weaknesses and ensure its effectiveness. Updating the
efektivitasnya. Perbarui rencana secara berkala sesuai plan periodically to reflect changes in operations and
dengan perubahan operasional dan risiko. emerging risks.
Terhadap dampak negatif yang timbul dari kegiatan bisnis, Bank For adverse impacts arising from business activities, the Bank
melakukan service recovery serta menetralisir pemberitaan had implemented service recovery measures and mitigated
dengan menyampaikan komunikasi resmi terkait keadaan Bank reputational exposure by issuing official communications
serta mempublikasikan berita atau kegiatan yang positif regarding the Bank condition, as well as publishing positive
news and activities related to the Bank.
Untuk mencegah dan menangani terjadinya dampak negatif, To prevent and address such adverse impacts, the Bank had
Bank bekerjasama dengan unit kerja internal dengan collaborated with internal work units in coordination with
berkoordinasi dengan unit pembina sistem pengaduan the unit responsible for customer complaint management
nasabah, Pemegang Saham, Regulator (OJK, BI dan LPS) systems, Shareholders, and Regulators (OJK, Bank Indonesia,
serta melibatkan media untuk publikasi pemberitaan yang and the Indonesia Deposit Insurance Corporation/LPS), as well
positif tentang Bank. Adapun PIC Unit Kerja yang bertugas as engaging the media to disseminate positive information
dalam melayani dan menyelesaikan penanganan pengaduan regarding the Bank.The designated person in charge (PIC)
konsumen adalah Customer Service (CS) dan Kepala Cabang of the work units responsible for handling and resolving
di Kantor Cabang. Selain Kantor Cabang, PIC Unit Kerja yang consumer complaints was the Customer Service (CS) function
berfungsi dalam melayani dan menyelesaikan pengaduan and Branch Managers at branch offices. In addition to branch
yang diajukan oleh konsumen melalui telefon dilakukan oleh offices, the Contact Center unit had also functioned as the PIC
Unit Contact Center. Unit Contact Center juga berfungsi dalam for handling and resolving complaints submitted by customers
menghandle pengaduan yang masuk melalui Whatsapp via telephone. The Contact Center unit had also managed
Banking, Email serta pengaduan melalui media sosial. complaints received through WhatsApp Banking, email, and
social media channels.
Bank melibatkan Divisi yang tergabung dalam unit kerja The Bank had involved several divisions under the reviewer
Reviewer yaitu Divisi Compliance, Divisi Risk Management, function, namely the Compliance Division, Risk Management
Divisi Internal Audit serta Department Legal, dan sebagai Division, Internal Audit Division, and Legal Unit, with the
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PT Bank Mandiri Taspen
penanggung jawab utama yaitu Divisi Operational Excellence Operational Excellence & Customer Experience Division
& Customer Experience untuk merancang, meninjau, serving as the main responsible unit for designing, reviewing,
melaksanakan, dan meningkatkan kualitas mekanisme implementing, and continuously improving the quality of the
pengaduan. complaint handling mechanism.
Apabila terdapat pengaduan, maka proses penanganannya If a complaint was received, the handling process was carried
dilakukan oleh Unit Penyelesaian Pengaduan Nasabah, yaitu out by the Customer Complaint Resolution Unit, namely the
unit kerja terkait yang memiliki kewenangan sesuai dengan relevant work unit authorized in accordance with the nature of
bidang permasalahan yang disampaikan oleh nasabah. Unit the issues raised by the customer. This unit was responsible for
ini bertanggung jawab untuk menyelesaikan pengaduan yang resolving complaints that had been escalated by the Customer
telah diteruskan oleh Unit Penerima Pengaduan Nasabah. Yang Complaint Receiving Unit. The Resolution Unit referred to both
dimaksud dengan Unit Penyelesaian tersebut mencakup Unit Business Units (Divisions under the Business Directorate) and
Bisnis (Divisi yang berada di bawah Direktorat Business) maupun Support Units (Divisions under the Finance, Risk & Operation
Unit Support (Divisi yang berada di bawah Direktorat Finance, Directorate), including the Legal Unit, which directly handled
Risk & Operations), termasuk Unit Legal yang secara langsung issues submitted by customers.
menangani permasalahan yang disampaikan oleh nasabah.
Dampak negatif yang telah terjadi, dilakukan upaya remediasi For adverse impacts that had occurred, remediation efforts
dengan cara melakukan service recovery oleh Unit Kerja had been conducted through service recovery by the Customer
Penerima Pengaduan Nasabah dalam standar penerimaan Complaint Receiving Unit in accordance with the complaint
pengaduan nasabah sebagai berikut: handling standards, as follows:
a. Menyampaikan permintaan maaf, empati dan ucapan a. Conveying an apology, empathy, and appreciation;
terima kasih;
b. Memastikan penyelesaian pengaduan nasabah secara b. Ensuring the complete resolution of customer complaints;
tuntas;
c. Memberikan recovery treatment untuk pengaduan tertentu; c. Providing recovery treatment for specific types of
complaints;
d. Melakukan follow up tingkat kepuasan nasabah d. Conducting follow-up on customer satisfaction levels.
Untuk recovery treatment dilakukan dengan ketentuan sebagai For recovery treatment, the following provisions had been
berikut: applied:
a. Bank dapat memberikan recovery treatment sebagai a. The Bank could provide recovery treatment as an expression
ungkapan empati dan perhatian kepada nasabah serta of empathy and care toward customers, as well as part of
sebagai bagian dari upaya memperbaiki hubungan efforts to restore relationships and customer perception of
dan mengembalikan persepsi nasabah terhadap Bank. the Bank. Accordingly, customers were expected to remain
Dengan demikian, diharapkan nasabah tetap loyal dalam loyal in using the Bank’s products and services. The types
menggunakan produk dan layanan Bank. Jenis recovery of recovery treatment that could be provided included:
treatment yang dapat diberikan adalah sebagai berikut:
1) Recovery Letter yang ditandatangani oleh pejabat 1) A Recovery Letter signed by an authorized official, and/
yang berwenang, dan atau; or;
2) Kompensasi finansial yang terkait dengan pengaduan 2) Financial compensation related to customer complaints,
nasabah, dan atau; and/or;
3) Pemberian produk Bank, merchandise Bank/ gift 3) Provision of bank products, bank merchandise/other
lainnya, dan atau; gifts, and/or;
4) Pemberian layanan khusus, seperti Layanan Kunjungan 4) Provision of special services, such as customer visit
Nasabah dan sebagainya services and so on.
b. Pemberian recovery treatment harus dilakukan dengan b. The provision of recovery treatment had been carried out
memperhatikan prinsip transparansi, kriteria yang jelas, with due consideration to the principles of transparency,
tidak bersifat diskriminatif, dan sejalan dengan ketentuan clear criteria, non-discrimination, and compliance with
yang berlaku applicable regulations.
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Mekanisme penanganan pengaduan senantiasa dievaluasi The complaint handling mechanism had been continuously
oleh Unit Pengelola Pengaduan Nasabah dalam hal ini oleh evaluated by the Customer Complaint Management Unit, in
Divisi Operational Excellence & Customer Experience sebagai this case the Operational Excellence & Customer Experience
pembina sistem Pengelolaan Pengaduan Nasabah dengan Division, as the governing unit of the Customer Complaint
melaksanakan pemantauan, evaluasi, dan pelaporan kinerja Management system. This included monitoring, evaluation, and
terkait Layanan Pengaduan yang disampaikan kepada Direksi performance reporting related to complaint handling services
mengenai proses Layanan Pengaduan, serta memberikan submitted to the Board of Directors, as well as providing
rekomendasi untuk perbaikan dan pengembangan proses recommendations for the improvement and development
Layanan Pengaduan. Unit Pengelola Pengaduan nasabah juga of the complaint handling process. The Customer Complaint
melakukan evaluasi dan review atas implementasi strategi Management Unit had also conducted evaluation and review
penyelesaian pengaduan nasabah di cabang maupun kantor of the implementation of complaint resolution strategies at
pusat agar sejalan dengan budaya (culture) dan citra (brand) both branch and head office levels to ensure alignment with
Bank. the Bank’s culture and brand image.
Mekanisme Konsultasi dan Penyampaian Masukan [GRI 2-26]
Consultation and Feedback Submission Mechanism
Dalam proses penyusunan dan pengembangan kebijakan, In the process of formulating and developing policies, Bank
Bank Mandiri Taspen menerapkan mekanisme konsultasi Mandiri Taspen had implemented a structured and collaborative
internal yang terstruktur dan kolaboratif untuk memastikan internal consultation mechanism to ensure that each policy
setiap kebijakan yang dihasilkan komprehensif, selaras, dan produced was comprehensive, aligned, and effectively
dapat diimplementasikan secara efektif di seluruh organisasi. implementable across the organization. Each work unit had
Setiap unit kerja memiliki kewenangan untuk menginisiasi the authority to initiate policy development in accordance with
penyusunan kebijakan sesuai dengan kebutuhan dan ruang its respective needs and scope of function. In this process, the
lingkup fungsinya. Dalam proses tersebut, unit pengusul wajib proposing unit was required to involve other work units that
melibatkan unit kerja lain yang memiliki keterkaitan langsung had direct or indirect relevance to the substance of the policy,
maupun tidak langsung terhadap substansi kebijakan, guna in order to ensure alignment of business processes and early-
memastikan adanya keselarasan proses bisnis dan mitigasi stage risk mitigation.
potensi risiko sejak tahap awal.
Selanjutnya, setiap rancangan kebijakan akan melalui proses Furthermore, each draft policy had undergone a review process
review oleh unit kerja independen yang mencakup fungsi by independent functions, including legal, compliance, risk
hukum, kepatuhan, manajemen risiko, dan audit internal. Proses management, and internal audit. This review process aimed
review ini bertujuan untuk memastikan bahwa kebijakan telah to ensure that the policy complied with applicable laws and
sesuai dengan ketentuan peraturan perundang-undangan, regulations, adhered to prudential principles, and met the
prinsip kehati-hatian, serta standar tata kelola yang berlaku di Bank’s governance standards. Through this mechanism, the
Bank. Melalui mekanisme ini, Bank memastikan bahwa setiap Bank ensured that every policy established had undergone
kebijakan yang ditetapkan telah melalui proses konsultasi yang adequate consultation, incorporated diverse internal
memadai, mempertimbangkan berbagai perspektif internal, perspectives, and was supported by independent oversight
serta didukung oleh fungsi pengawasan yang independen functions to maintain policy quality and accountability.
guna menjaga kualitas dan akuntabilitas kebijakan.
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PT Bank Mandiri Taspen Bank Mandiri Taspen juga menyediakan mekanisme bagi Bank Mandiri Taspen had provided a mechanism for both individu, baik internal maupun eksternal, untuk menyampaikan internal and external individuals to submit inputs regarding masukan terkait penerapan kebijakan dan praktik organisasi the implementation of organizational policies and practices dalam mewujudkan perilaku bisnis yang bertanggung jawab. in fostering responsible business conduct. This mechanism Mekanisme tersebut memungkinkan pemangku kepentingan enabled stakeholders to provide feedback, suggestions, and untuk memberikan umpan balik, saran, maupun rekomendasi recommendations for improvements related to the Bank’s perbaikan terhadap kebijakan, prosedur, dan pelaksanaan policies, procedures, and operational implementation. operasional Bank. Selain itu, Bank Mandiri Taspen juga menyediakan saluran In addition, Bank Mandiri Taspen had also provided channels for bagi individu untuk menyampaikan perhatian, laporan, atau individuals to raise concerns, reports, or complaints regarding pengaduan terkait dugaan maupun potensi pelanggaran atas suspected or potential violations of business conduct that were perilaku bisnis yang tidak sesuai dengan prinsip tata kelola not in accordance with good governance principles. All inputs yang baik. Seluruh masukan dan pengaduan yang diterima and complaints received had been followed up through the akan ditindaklanjuti melalui mekanisme yang berlaku di Bank Bank’s applicable mechanisms in line with complaint handling sesuai dengan ketentuan penanganan pengaduan dan prinsip procedures and the consistently applied prudential principle. kehati-hatian yang diterapkan secara konsisten. Bank Mandiri Bank Mandiri Taspen had operated a whistleblowing system Taspen menyediakan saluran pengaduan whistleblowing as part of its complaint reporting channels. Stakeholders system. Para pemangku kepentingan dapat menyampaikan were able to report matters related to ethics, integrity, norms, hal-hal yang berkaitan dengan etika, integritas, norma- alleged violations, as well as social and environmental norma, dugaan pelanggaran dan hal-hal terkait isu sosial dan issues within the Bank’s operational areas. Reports could be lingkungan di lingkungan wilayah operasi. Masyarakat dapat submitted in writing via email at ltc@rsm.id or through the melaporkan pengaduan secara tertulis melalui email ltc@rsm. Bank’s official website at https://whistleblowing.tips/wbs/@ id atau dapat disampaikan melalui website resmi Bank yaitu bankmandiritaspen. https://whistleblowing.tips/wbs/@bankmandiritaspen. 2025 Sustainability Report 53
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PT Bank Mandiri Taspen
Sustainability
Performance Highlight
[OJK B]
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Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Kinerja Aspek Ekonomi [OJK B.1]
Economic Performance Aspect
Dana Pihak Ketiga (DPK) Penyaluran Kredit Pendapatan Bunga Bersih
Third-Party Funds (DPK) Loan Distribution Net Interest Income
2025 55.030.573 2025 50.530.716 2025 3.665.509
2024 48.824.547 2024 46.261.415 2024 3.441.586
2023 44.976.616 2023 41.728.370 2023 3.387.481
Dalam Jutaan Rupiah Dalam Jutaan Rupiah Dalam Jutaan Rupiah
In Million Rupiah In Million Rupiah In Million Rupiah
2025 2024
• 10 produk dana • 10 produk dana
10 fund products 10 fund products
• 25 produk kredit • 19 produk kredit
beserta dengan produk beserta dengan produk
Produk dan Jasa turunannya
25 Credit products
turunannya
19 Credit products
Products and Services along with their
derivative products
along with their
derivative products
• 10 jasa layanan • 10 jasa layanan
10 services 10 services
2023
• 8 produk dana
8 fund products
• 13 produk kredit
13 loan products
• 6 jasa layanan
6 services
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PT Bank Mandiri Taspen
Laba Tahun Berjalan Jumlah Pemasok Lokal Return on Equity (ROE)
Current Year Profit Number of Local Suppliers Return on Equity (ROE)
2025 1.581.081 2025 845 2025 18,90
2024 1.577.550 2024 763 2024 22,89
2023 1.409.403 2023 305 2023 25,23
Dalam Jutaan Rupiah Perusahaan/mitra
%
In Million Rupiah Company/partner
Penyaluran Pembiayaan Berdasarkan Jumlah Produk/Jasa Ramah
Kategori Kegiatan Usaha Berkelanjutan Lingkungan*
Distribution of Financing Based Distribution of Financing Based
on Sustainable Business Activity on Sustainable Business Activity
Categories Categories*
2025 38.345.050 2025 1
2024 34.865.077 2024 1
2023 32.239.706 2023 1
Dalam Jutaan Rupiah Kegiatan Usaha
In Million Rupiah Business activities
* Produk ramah lingkungan yaitu Tabungan siMantap Reward (produk tabungan yang
hadiahnya berupa mobil listrik yang dapat mengurangi emisi karbon)
Eco-friendly products are siMantap Reward Savings (savings products of which prizes are
electric cars that can reduce carbon emissions)
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Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Kinerja Aspek Lingkungan Hidup [OJK B.2]
Environmental Performance Aspect
2023 2024 2025
12.241.780 10.734.387 11.159.756 kWh
Penggunaan Energi Listrik
Electricity Usage 44.070 38.643,79 40.175,12 Gigajoule
1.529.084 1.530.597 1.777.775 Liter
Penggunaan BBM
Use of Fuel 52.294 52.346 40.279,9 Gigajoule
Penggunaan Air PDAM 67.209 90.151 66.196 m3
PDAM Water Usage
Emisi GRK Cakupan 1 3.624.390 4.149.248,59 2.845.257,54 Kg CO2eq
Scope 1 GHG Emissions
Emisi GRK Cakupan 2 11.433.822 8.480.166,01 9.708.987,72 Kg CO2eq
Scope 2 GHG Emissions
Emisi GRK Cakupan 3 26.467,6 194.314 160.500 Kg CO2eq
Scope 3 GHG Emissions
Pengurangan Emisi Cakupan 1 dan 2 5.285,71 2.428,59 1.742,65 Ton CO2eq
Scope 1 and 2 Emission Reductions
Pengurangan Limbah - - - Ton
Waste reduction
Penggunaan Kertas 33.672 41.480 38.897 Rim
Paper Use
Pengaduan Lingkungan Nihil Nihil Nihil Kasus
Environmental complaints Nihil Nihil Nihil Case
Pengurangan Intensitas Emisi 1,72 1,18 0,65
Ton CO2eq/Orang
Ton CO2eq/Orang
Cakupan 1 dan 2
Scope 1 and 2 Emission Reduction
Pelestarian Keanekaragaman Hayati Penanaman 220 Pelestarian Penyu Perbaikan fasilitas Program
Biodiversity Conservation Bibit Pohon Kayu dengan Program Pusat Konservasi
Merah di Hutan Budidaya Penyu Penyu Sindu
Panbil, Batam melalui mesin Dwarawati
Planting 220 penetas penyu: intan Improvement of
Redwood Tree & sari box facilities at the
Seedlings in Turtle Conservation Sindu Dwarawati
Panbil Forest, through a Turtle Turtle Conservation
Batam Hatchery Program Center
using turtle
incubator machines:
intan & sari box
58 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Kinerja Aspek Sosial [OJK B.3]
Social Performance Aspect
Dalam menjalankan kegiatan operasionalnya, Bank Mandiri Taspen In carrying out its operational activities, Bank Mandiri Taspen had
senantiasa berupaya memberikan dampak positif kepada seluruh consistently strived to deliver positive impacts to all stakeholders.
pemangku kepentingan. Dampak positif kepada masyarakat diwujudkan Positive impacts on the community had been realized through various
melalui berbagai program tanggung jawab sosial dan lingkungan social and environmental responsibility programs implemented by the
yang dilaksanakan oleh Bank. Selain itu, Bank Mandiri Taspen juga Bank. In addition, Bank Mandiri Taspen had also delivered positive
memberikan dampak positif bagi karyawan melalui pemberian impacts to its employees by providing opportunities to enhance their
kesempatan untuk meningkatkan kompetensinya. competencies.
2023 2024 2025
Biaya TJSL 1.797 2.090 1.346 Juta Rupiah
TJSL Fees In Million Rupiah
Jumlah Pegawai 3.136 3.397 25.295 Orang
Total Number of Employees Employee
Biaya Tenaga Kerja 849.714 872.052 893.689 Juta Rupiah
Labor Cost In Million Rupiah
Biaya Pengembangan Kompetensi 29.588 24.755 25.295 Juta Rupiah
Competency Development Cost In Million Rupiah
Indeks Kepuasan Karyawan 4,2 4,3 3,8 Skala 5
Employee Satisfaction Scale 5
Keterikatan Karyawan 84 85,9 78,3 Persentase
Employee Engagement Percentage
Kepuasan Nasabah 4,26 4,26 4,27 Skala 5
Customer Satisfaction Scale 5
Dampak yang ditimbulkan atas kegiatan operasional Bank Mandiri The impacts arising from Bank Mandiri Taspen’s operational activities
Taspen meliputi transaksi di ATM uang tidak keluar namun rekening included incidents such as ATM transactions where cash was not
terdebet. Upaya penanganan yang dilakukan yaitu dengan melakukan dispensed but the customer’s account was debited. The handling efforts
pemeriksaan kondisi ATM Bank Mandiri Taspen. Sedangkan, terkait undertaken included examining the condition of the Bank’s ATM machines.
transfer di ATM namun rekening terdebet, tidak sampai tujuan, dan In addition, there were cases involving ATM transfers where accounts were
transaksi pembelian gagal melalui mesin EDC namun rekening terdebet, debited but funds were not received by the beneficiary, failed purchase
transaksi gagal melalui melalui Mobile Banking. Upaya mitigasi yang transactions through EDC machines where accounts were debited,
dilakukan Bank Mandiri Taspen yaitu dengan melakukan konfirmasi and failed transactions through mobile banking. Mitigation measures
pada Bank tujuan, serta BI Fast dan melakukan pengecekan dalam undertaken by the Bank included confirming transactions with the receiving
oleh internal Bank. Terdapat pula dampak negatif akibat nasabah tidak bank, coordinating through the BI-FAST system, and conducting internal
memahami terkait karakteristik produk (terkait tabungan dan kredit). verification and reconciliation processes. There were also negative impacts
Adapun mitigasi yang dilakukan adalah petugas di Kantor Cabang arising from customers’ limited understanding of product characteristics
wajib memberikan informasi yang baik terhadap produk bank dan (particularly savings and credit products). To mitigate this, branch office
penyampaian informasi produk melalui sarana sosial media resmi bank staff were required to provide clear and adequate product information,
serta flyer dan iklan di setiap Kantor Cabang. Pengaduan nasabah yang supported by product communication through the Bank’s official social
disampaikan sebagai berikut. media channels, as well as flyers and advertisements at each branch office.
Customer complaints submitted were as follows:
2023 2024 2025
Pengaduan Nasabah
Customer Complaints 5.732 5.994 8.027
Pengaduan Pengaduan Pengaduan
Complaint Complaint Complaint
2025 Sustainability Report 59
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Profil Perusahaan 60 Laporan Keberlanjutan 2025
Page 61
PT Bank Mandiri Taspen
Company
Profile
[OJK C]
2025 Sustainability Report 61
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Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan [OJK C.1]
Vision, Mission, and Sustainability Values
Visi
Keberlanjutan
Sustainability
Vision
Menjadi Mitra Terbaik
dan Terpercaya dalam
Memberdayakan dan
Mensejahterakan.
To be the best and reliable
partner in empowering and
improving the welfare.
Bank Mandiri Taspen
telah memiliki Visi dan
Misi Perusahaan yang
telah selaras dengan
Keberlanjutan.
Bank Mandiri Taspen has
established a company
Vision and Mission that are
aligned with Sustainability.
62 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
MISI Mission
Menciptakan pertumbuhan bisnis dan kesejahteraan melalui produk dan layanan keuangan terbaik.
To create business growth and prosperity through the best financial products and services.
• Peningkatan bisnis pensiun sebagai • Increasing the pension business as an engine of
engine of growth. growth.
• Fokus penghimpunan dana melalui retail funding, • Focusing on raising funds through retail funding,
commercial funding dan priority banking. commercial funding and priority banking.
• Pengembangan Low cost network dan national • Developing Low cost network and national
expansion. expansion.
• Memberikan layanan dan produk-produk yang • Providing competitive services and products.
kompetitif.
Fokus pada kebutuhan UMKM dan Pensiunan dengan menyelaraskan kepentingan ekonomi, sosial dan lingkungan.
Focus on the needs of MSMEs and retirees by aligning economic, social and environmental interests
• End to end layanan pensiun dan peningkatan layanan • End to end retirement services and improvement of
nasabah mikro dan ritel. micro and retail customer service.
• Merekrut, melatih dan mengembangkan sumber • Recruiting, training and developing human resources
daya manusia untuk mendukung bisnis pensiun dan to support pension and MSME businesses.
UMKM.
• Memahami kebutuhan nasabah khususnya segmen • Understanding the needs of customers, especially the
pensiun dan UMKM. pension and MSME segments.
• Menciptakan produk dan layanan keuangan segmen • Creating financial products and services for the
pensiun dan UMKM dengan menyelaraskan pension and MSME segments by aligning economic,
kepentingan ekonomi, sosial dan lingkungan. social and environmental interests.
Nilai-Nilai Keberlanjutan
Vision and Mission Review by Board of Commissioners and Directors
Peran governansi perusahaan diwujudkan melalui penguatan kebijakan, The role of corporate governance had been realized through the
sistem, serta fungsi pengawasan yang dijalankan oleh Dewan Komisaris strengthening of policies, systems, and oversight functions carried out
dan Direksi dalam memastikan bahwa nilai integritas dan keberlanjutan by the Board of Commissioners and the Board of Directors in ensuring
terinternalisasi secara menyeluruh dalam budaya perusahaan. Nilai that the values of integrity and sustainability were comprehensively
tersebut tidak hanya berfungsi sebagai pedoman strategis, tetapi juga internalized within the corporate culture. These values had not only
diintegrasikan ke dalam kode etik, kebijakan sumber daya manusia, served as strategic guidelines but had also been integrated into the
serta standar perilaku seluruh insan Bank. Dengan demikian, governansi code of conduct, human capital policies, and behavioral standards of
perusahaan menjadi fondasi utama dalam membentuk kesadaran all Bank personnel. Accordingly, corporate governance had served as a
kolektif organisasi untuk menjunjung tinggi prinsip integritas dan fundamental foundation in fostering collective organizational awareness
keberlanjutan dalam setiap aspek kegiatan usaha. to uphold the principles of integrity and sustainability across all aspects
of business activities.
Implementasi nilai dan budaya keberlanjutan dilakukan secara The implementation of sustainability values and culture had been
konsisten dalam seluruh proses bisnis dan operasional, antara lain consistently embedded across all business processes and operations,
melalui penerapan prinsip kehati-hatian dalam pengambilan keputusan, including through the application of prudential principles in decision-
kepatuhan terhadap ketentuan internal dan eksternal, serta integrasi making, compliance with internal and external regulations, and the
aspek Lingkungan, Sosial, dan Tata Kelola (LST) dalam aktivitas integration of Environmental, Social, and Governance (ESG) aspects into
operasional Bank. the Bank’s operational activities.
Nilai-nilai keberlanjutan Bank Mandiri Taspen diwujudkan dalam The Bank’s sustainability values had been reflected in its commitment
semangat Bank Mandiri Taspen untuk mengelola keuangan to managing sustainable finance by prioritizing the triple bottom line
berkelanjutan dengan mengedepankan prinsip triple bottom line principles (people, profit, and planet/3P) in its business activities,
(people,profit, dan planet/3P) dalam kegiatan usaha Bank dengan through the alignment of Environmental, Social, and Governance (ESG)
menyeleraskan Lingkungan, Sosial, dan Tata Kelola (LST). aspects.
2025 Sustainability Report 63
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Profil Perusahaan
Company Profile
Identitas Perusahaan [OJK C.2, GRI 2-1, GRI 2-6]
Company Identity
Nama Perusahaan [OJK C.2, GRI 2-1]
Company Name
PT Bank Mandiri Taspen
Nama Singkat Dasar Hukum Pendirian
Branding Name Legal Basis of Establishment
Bank Mandiri Taspen Didirikan berdasarkan Akta No. 4 tanggal
3 November 1992 dihadapan Notaris Ida Bagus Alit
Sudiatmika, SH, dan telah memperoleh keputusan
Bidang Usaha [GRI 2-6] Menteri Kehakiman Republik Indonesia tanggal
Line of Business 2 Juni 1993 No.C2-4581 HT.01.01.TH93
Perbankan / Banking Established pursuant to Deed No. 4 dated November
3, 1992 made before Notary Ida Bagus Alit
Tanggal Pendirian Sudiatmika, SH and has obtained approval of the
Date of Estabilishment Minister of Justice of the Republik Indonesia dated
3 November 1992 / November 3, 1992 June 2, 1993 No. C2-4581 HT.01.01.TH93
Jumlah Pegawai Pencatatan di Bursa Efek Indonesia
Number of Employees Listing on the Indonesia Stock Exchange
orang per 31 Desember 2025 / Perusahaan Tercatat di Bursa Efek Indonesia dengan
3,544 people as of December 31, 2025 menerbitkan obligasi, efektif tanggal 21 Juni 2017
dan Obligasi Berkelanjutan Tahap I, efektif tanggal
Modal Dasar 18 November 2019, serta Obligasi Berkelanjutan
Authorized Capital Tahap II, terbit tanggal 28 April 2021.
Listed Company on the Indonesia Stock Exchange by
Rp
819,650,816,000 issuing bonds, effective June 21, 2017 and Phase I
Continuous Bonds, effective November 18, 2019, as well
Modal Ditempatkan dan Disetor Penuh as Phase II Continuous Bonds, issued April 28, 2021.
Issued and Paid-Up Capital
Kepemilikan [OJK C.3, GRI 2-1]
Rp
819,304,352,500 Ownership
Status Perusahaan
PT Bank Mandiri (Persero) Tbk 51.098%
Company Status PT Taspen (Persero) 48.437%
Perseroan Terbatas Tertutup / State-Owned Enterprises Ida Bagus Made Putra Jandhana 0.465%
Kode Emiten
Issuer Code
BMTP
Data Jaringan Kantor
Office Network Data
1 Kantor Pusat / Headquarter
39 Kantor Cabang / Brach Offices
250 Kantor Cabang Pembantu / Sub-Brach Offices
1 Kantor Fungsional / Functional Offices
64 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Akses Informasi
Information Access
Contact Address Alamat Kantor Pusat
Contact Address Head Office Address
Situs Web: Graha Mantap
https://www.bankmandiritaspen.co.id/ Jl. Proklamasi No. 31
Call Center Kecamatan Menteng, Kota Jakarta Pusat,
Mantap Call 14024 Daerah Khusus Ibukota Jakarta 10320 - Indonesia
Whatsapp Resmi Bank / Bank Official
Whatsapp Sekretaris Perusahaan [OJK C.2]
0811 8857 770
Corporate Secretary
Media Sosial / Social Media: Tulus Parulian Hutabarat
@mandiritaspen
Bank Mandiri Taspen : (021) 21231772
@bank.mandiritaspen
: (021) 21231984
Bank Mandiri Taspen
Bank Mandiri Taspen : corporate.secretary@bankmandiritaspen.co.id
2025 Sustainability Report 65
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Profil Perusahaan
Company Profile
Skala Perusahaan [OJK C.3]
Company Scale
Uraian Satuan
2025 2024 2023
Description Unit
Total Aset [OJK C.3] Dalam Jutaan
Total Assets Rupiah
73.018.566 66.232.344 60.542.415
In Million
Rupiah
Total Liabilitas [OJK C.3] Dalam Jutaan
Total Liabilities Rupiah
63.623.265 58.444.320 54.125.690
In Million
Rupiah
Total Ekuitas [OJK C.3] Dalam Jutaan
Total Equity Rupiah
9.395.301 7.788.024 6.416.725
In Million
Rupiah
Total Kapitalisasi (Liabilitas, Hak Dalam Jutaan
Minoritas, dan Ekuitas) [OJK C.3] Rupiah
73.018.566 66.232.344 60.542.415
Total Capitalization (Liabilities, In Million
Minority Interests and Equity) Rupiah
Jumlah Pegawai [OJK C.3, GRI 2-7] Orang
3.544 3.397 3.136
Number of Employees Employee
Nama Pemegang Saham dan • PT Bank Mandiri • PT Bank Mandiri • PT Bank Mandiri
Persentase [OJK C.3] (Persero) Tbk (Persero) Tbk 51,098% (Persero) Tbk 51,098%
Name of Shareholders and 51,098% • PT Taspen (Persero) • PT Taspen (Persero)
Percentage • PT Taspen (Persero) 48,437% 48,437%
48,437% • Ida Bagus Made Putra • Ida Bagus Made Putra
• Ida Bagus Made Putra Jandhana 0,465% Jandhana 0,465%
Jandhana 0,465% • PT Bank Mandiri • PT Bank Mandiri
• PT Bank Mandiri (Persero) Tbk 51,098% (Persero) Tbk 51,098%
(Persero) Tbk • PT Taspen (Persero) • PT Taspen (Persero)
51,098% 48,437% 48,437%
• PT Taspen (Persero) • Ida Bagus Made Putra • Ida Bagus Made Putra
48,437% Jandhana 0,465% Jandhana 0,465%
• Ida Bagus Made Putra
Jandhana 0,465%
Jumlah produk dan jasa [OJK C.3] Produk/unit • 10 produk dana • 10 produk dana • 8 produk dana
Number of products and services layanan • 25 produk kredit • 19 produk kredit • 13 produk kredit
Products/ beserta dengan beserta dengan produk • 6 jasa layanan
service units produk turunannya turunannya • 8 fund products
• 10 jasa layanan • 10 jasa layanan • 13 loan products
• 10 fund products • 10 fund products • 6 services
• 25 Credit products • 19 Credit products
along with their along with their
derivative products derivative products
• 10 services • 10 services
Informasi Mengenai Karyawan [OJK C.3, GRI Information on Employees [OJK C.3, GRI 2-7,
2-7, 2-8] 2-8]
Sampai dengan 31 Desember 2025, jumlah total pegawai As of 31 December 2025, the total number of employees of
Bank Mandiri Taspen adalah 3.544 orang, yang terdiri atas Bank Mandiri Taspen amounted to 3,544, consisting of 2,744
2.744 orang pegawai tetap dan 800 orang pegawai kontrak. permanent employees and 800 contract employees. Permanent
Pegawai tetap merupakan pegawai yang dipekerjakan untuk employees were those employed for an indefinite period
waktu yang tidak ditentukan, dengan hubungan kerja yang under a permanent employment relationship, while contract
bersifat permanen. Sedangkan, pegawai kontrak merupakan employees were engaged based on fixed-term employment
66 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
pegawai yang dipekerjakan berdasarkan perjanjian kerja agreements. All employees of Bank Mandiri Taspen were full-
dengan jangka waktu tertentu. Seluruh pegawai Bank time employees. The Bank did not categorize employees into
Mandiri Taspen merupakan pegawai penuh waktu. Bank tidak full-time and part-time classifications and did not employ non-
membagi pegawai berdasarkan penuh waktu dan paruh waktu guaranteed hours employees. In addition to permanent and
serta tidak mempekerjakan pegawai non-guaranted hours contract employees, Bank Mandiri Taspen also employed 1,639
employee. Selain pegawai tetap dan kontrak, Bank Mandiri outsourced workers and 123 interns. Outsourced workers
Taspen juga mempekerjakan sebanyak 1.639 orang pekerja were assigned to roles such as security, administration, office
alih daya dan 123 orang pekerja magang. Pekerja alih daya support staff, drivers, call center personnel, and technicians,
ditempatkan pada pekerjaan security, admin, pramubakti, while interns were assigned to frontliner and administrative
driver, call center, dan teknisi. Pekerja magang ditempatkan functions.
pada bagian frontliner dan admin.
Metode penyajian laporan menggunakan in head count The reporting methodology applied a headcount basis at the
pada akhir periode pelaporan. Jumlah pegawai tahun 2025 end of the reporting period. The number of employees in 2025
bertambah 611 orang atau 12% dibanding tahun 2024. Tidak increased by 611 employees, or 12%, compared to 2024. There
terdapat fluktuasi yang signifikan terkait jumlah pegawai were no significant fluctuations in the number of employees
selama periode pelaporan. Posisi jumlah karyawan per 31 during the reporting period. The number of employees as of 31
Desember tahun 2023, 2024, dan 2025. Demografi karyawan December 2023, 2024, and 2025 is presented below. Detailed
selengkapnya disajikan dalam tabel-tabel berikut: employee demographics are presented in the following tables:
Komposisi Pegawai Berdasarkan Jenis Composition of Employees Based on
Kelamin Gender
Tabel Komposisi Pegawai Berdasarkan Jenis Kelamin
Table of Employees Composition Based on Gender (dalam satuan orang/ in units of people)
Jenis Kelamin 2025 2024 2023 Gender
Pria 1.711 1.691 1.694 Male
Wanita 1.833 1.700 1.442 Female
Jumlah 3.544 3.397 3.136 Total
Komposisi Pegawai Berdasarkan Level Composition of Employees Based on the
Organisasi dan Jenis Kelamin Organization Level and Gender
Tabel Komposisi Pegawai Berdasarkan Level Organisasi dan Jenis Kelamin
Table of Employees Composition Based on Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Level Organization
Organisasi Pria Wanita Pria Wanita Pria Wanita Level
Total Total Total
Male Female Male Female Male Female
Non Grade - - - - - - - - - Non-Grade
Grade A 15 1 16 18 1 19 22 1 23 Grade A
Grade PP1-PP3 685 1.215 1.900 776 1 189 1 965 842 1.046 1.888 Grade PP1-PP3
Grade PM1-PM3 203 198 401 109 105 214 51 52 103 Grade PM1-PM3
Grade PS1-PS3 19 13 32 18 13 31 19 13 32 Grade PS1-PS3
Grade D0-D4 705 386 1091 699 372 1.036 694 317 1.011 Grade D0-D4
Grade E1-E3 84 20 102 77 20 97 13 66 79 Grade E1-E3
Jumlah 1.711 1.833 3.544 1.697 1.700 3.397 1.641 1.495 3.136 Total
2025 Sustainability Report 67
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Profil Perusahaan
Company Profile
Komposisi Pegawai Berdasarkan Usia dan Employee Composition Based On Age and
Jenis Kelamin Gender
Tabel Komposisi Pegawai Berdasarkan Usia dan Jenis Kelamin
Table of Employees Composition Based on age Range and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Usia Age
Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
<26 tahun 70 315 385 137 462 599 110 265 375 <26 years old
26 – 30 tahun 547 881 1.428 419 585 1.004 463 604 1.067 26 – 30 years old
31 – 35 tahun 395 348 743 493 409 902 477 339 816 31 – 35 years old
36 – 40 tahun 309 146 455 277 113 390 289 107 396 36 – 40 years old
41 – 45 tahun 190 72 262 208 76 284 198 78 276 41 – 45 years old
46 – 50 tahun 138 53 191 87 35 122 73 30 103 46 – 50 years old
51 – 55 tahun 25 8 33 40 14 54 45 11 56 51 – 55 years old
56 – 60 tahun 22 9 31 35 6 41 34 6 40 56 – 60 years old
>60 tahun 15 1 16 1 0 1 5 2 7 >60 years old
Jumlah 1.711 1.833 3.544 1.697 1.700 3.397 1.694 1.442 3.136 Total
Komposisi Pegawai Berdasarkan Tingkat Composition of Employees Based on
Pendidikan dan Jenis Kelamin Education Level And Gender
Tabel Komposisi Pegawai Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Table of Employees Composition Based on Education Level and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Tingkat
Education Level
Pendidikan Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
SMP 0 1 1 1 1 2 1 1 2 Junior High School
SMA 44 32 76 50 37 87 62 43 105 Senior High School
Diploma 136 197 333 133 184 317 143 160 303 Diploma
Sarjana 1.486 1.576 3.062 1.466 1.442 2.908 1.438 1.211 2.649 Bachelor
Pasca Sarjana 45 27 72 47 36 83 50 27 77 Postgraduate
Jumlah 1.711 1.833 3.544 1.697 1.700 3.397 1.694 1.442 3.136 Total
Komposisi Pegawai Berdasarkan Status Composition of Employees Based On
Kepegawaian dan Jenis Kelamin Employment Status and Gender
Tabel Komposisi Pegawai Berdasarkan Status Kepegawaian dan Jenis Kelamin
Table of Employees Composition Based on Employment Status and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Status Employment
Kepegawaian Pria Wanita Pria Wanita Pria Wanita Status
Total Total Total
Male Female Male Female Male Female
Permanent
Pegawai Tetap 1.445 1.299 2.744 1.450 1.207 2.657 1.361 1.094 2.455
Employee
Non-Permanent
Pegawai Tidak
266 534 800 247 493 740 333 348 681 Employee
Tetap (Kontrak)
(Contract)
Total 1.711 1.833 3.544 1.697 1.700 3.397 1.694 1.442 3.136 Total
68 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Komposisi Pegawai Berdasarkan Wilayah Composition of Employees Based On Work
Kerja dan Jenis Kelamin Area and Gender
Tabel Komposisi Pegawai Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Employees Composition Based on Work Area and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 143 180 323 142 174 316 152 135 287
Distribution 2 123 127 250 117 124 241 125 94 219
Distribution 3 128 157 285 132 143 275 117 117 234
Distribution 4 125 126 251 121 97 218 124 81 205
Distribution 5 152 196 348 152 170 322 156 124 280
Distribution 6 162 176 338 160 163 323 156 143 299
Distribution 7 159 242 401 169 236 405 176 225 401
Distribution 8 97 112 209 105 104 209 113 79 192
Distribution 9 160 212 372 159 194 353 155 182 337
Kantor Pusat 462 30 767 440 295 735 420 262 682
Grand Total 1.711 1.833 3.544 1.697 1.700 3.397 1.694 1.442 3.136
Komposisi Pegawai Tetap Berdasarkan Composition of Permanent Employee
Wilayah Kerja dan Jenis Kelamin Based On Work Area and Gender
Tabel Komposisi Pegawai Tetap Berdasarkan Wilayah Wilayah Kerja dan Jenis Kelamin
Table of Permanent Employee Composition Based on Work Area and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 143 180 323 118 112 20 120 92 212
Distribution 2 123 127 250 99 76 175 98 67 165
Distribution 3 128 157 285 106 91 197 88 77 165
Distribution 4 125 126 251 98 63 161 91 58 149
Distribution 5 152 196 348 124 100 224 126 89 215
Distribution 6 162 176 338 136 121 257 124 110 234
Distribution 7 159 242 401 158 198 356 164 208 372
Distribution 8 97 112 209 77 54 131 77 48 125
Distribution 9 160 212 372 129 135 264 118 128 246
Kantor Pusat
462 30 767 405 257 662 355 217 572
Head Office
Grand Total 1.711 1.833 3.544 1.450 1.207 2.657 1.361 1.094 2.455
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Profil Perusahaan
Company Profile
Komposisi Pegawai Tidak Tetap (Kontrak) Composition of Contract Employee Based
Berdasarkan Wilayah Kerja dan Jenis On Work Area and Gender
Kelamin
Tabel Komposisi Pegawai Tidak Tetap (Kontrak) Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Contract Employee Composition Based on Work Area and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 113 119 232 24 62 86 32 43 75
Distribution 2 106 83 189 18 48 66 27 27 54
Distribution 3 104 113 217 26 52 78 29 40 69
Distribution 4 96 75 171 23 34 57 33 23 56
Distribution 5 129 127 256 28 70 98 30 35 65
Distribution 6 137 117 254 24 42 66 32 33 65
Distribution 7 148 198 346 11 38 49 12 17 29
Distribution 8 75 59 134 28 50 78 36 31 67
Distribution 9 125 132 257 30 59 89 37 54 91
Kantor Pusat
412 276 688 35 38 73 65 45 110
Head Office
Grand Total 1.445 1.299 2.744 247 493 740 333 348 681
Komposisi Karyawan Non Pegawai Composition of Non-Employee (Internship
(Magang dan Alih Daya) Berdasarkan and Outsourcing) Based On Work Area and
Wilayah Kerja dan Jenis Kelamin Gender
Tabel Komposisi Pekerja Magang Berdasarkan Wilayah Kerja dan Jenis Kelamin
Table of Internship Composition based on Work Area and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 3 14 17 3 26 29 4 43 47
Distribution 2 2 7 9 1 13 14 4 29 33
Distribution 3 5 9 14 5 15 20 5 31 36
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PT Bank Mandiri Taspen
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 4 2 15 17 3 26 29 5 36 41
Distribution 5 1 9 10 3 24 27 6 42 48
Distribution 6 3 24 27 4 43 47 5 57 62
Distribution 7 - 3 3 - 7 7 4 21 25
Distribution 8 - 4 4 - 12 12 1 29 30
Distribution 9 4 16 20 5 40 45 5 63 68
Kantor Pusat
1 1 2 1 - 1 1 4 5
Head Office
Grand Total 21 102 123 25 206 231 40 355 395
Tabel Komposisi Pekerja Alih Daya Berdasarkan Wilayah Penempatan dan Jenis Kelamin
Table of Outsourced Worker Composition based on Work Area and Gender (dalam satuan orang/ in units of people)
2025 2024 2023
Wilayah Kerja
Work Area Pria Wanita Pria Wanita Pria Wanita
Total Total Total
Male Female Male Female Male Female
Distribution 1 164 12 176 163 12 175 169 16 185
Distribution 2 126 7 133 127 7 134 127 8 135
Distribution 3 126 8 142 137 7 144 135 8 143
Distribution 4 130 5 135 132 6 138 131 7 138
Distribution 5 183 18 201 184 16 200 187 14 201
Distribution 6 173 10 183 165 14 179 168 12 180
Distribution 7 194 19 213 222 21 243 222 20 242
Distribution 8 108 12 120 110 13 123 106 14 120
Distribution 9 205 7 212 215 6 221 214 5 219
Kantor Pusat
99 25 124 101 32 133 103 25 128
Head Office
Grand Total 1.516 123 1.639 1.556 134 1.690 1.562 129 1.691
2025 Sustainability Report 71
Page 72
Profil Perusahaan
Company Profile
Wilayah Operasional dan Pasar Yang Dilayani [OJK C.2, OJK C.3, GRI 2-1]
Operational Area and Markets Served
Per 31 Desember 2025, Bank Mandiri
Taspen memiliki 1 Kantor Pusat
Operasional, 39 Kantor Cabang, 250
Kantor Cabang Pembantu, dan 12.972
jaringan ATM yang telah tersebar di
seluruh wilayah di Indonesia. Alamat
kantor cabang dan kantor perwakilan
dapat dilihat pada bab Profil Perusahaan
pada Laporan Tahunan.
As of 31 December 2025, Bank Mandiri
Taspen had 1 Operational Head Office,
39 Branch Offices, 250 Sub-Branch
Offices, and 12,972 ATM networks
distributed across all regions of Indonesia.
The addresses of branch offices and
representative offices are presented in the
Company Profile section of the Annual
Report.
Tabel Jaringan Kantor Bank Mandiri Taspen 5 Tahun Terakhir
Table of the Last 5 Years Bank Mandiri Taspen’s Office Network
Jenis Kantor 2025 2024 2023 2022 2021 Office Type
Kantor Pusat Operasional 1 1 1 1 1 Operational Headquarters
Koordinator Wilayah 9 9 9 7 5 Regional Coordinator
Kantor Cabang 39 39 39 40 41 Branch Office
Kantor Cabang Pembantu 250 250 251 247 240 Sub-branch Office
Kantor Kas** - - - - - Cash Office**
Kantor Fungsional 1 1 1 3 3 Functional Office
Kantor Cabang Pembantu Mobile*** - - - 148 148 Mobile Sub-Branch Office***
ATM **** (bukan termasuk jaringan kantor) data
12.972 12.892 15.344 13.068 15.344 ATM**
di Divisi Central Operation
*
Sesuai Peraturan otoritas Jasa Keuangan (POJK) Nomor 12/POJK.03/2021 * In accordance with OJK Regulation Number 12/POJK.03/2021 concerning
tentang Bank Umum, Kantor kas dan Kantor Cabang Pembantu Mobile dicatatkan Commercial Banks, Cash Offices and Mobile Sub-Branch Offices are registered
sebagai KCP. as KCP.
**
Pada tahun 2016 Bank Mandiri Taspen mulai memanfaatkan jaringan ATM Bank ** In 2016 Bank Mandiri Taspen began to utilize the Bank Mandiri ATM network.
Mandiri.
72 Laporan Keberlanjutan 2025
Page 73
PT Bank Mandiri Taspen
Data Jaringan Kantor per Provinsi Tahun 2025
Office Network Data per Province in 2025
Izin Kantor
Provinsi Office Permit
Distribution
Province
KPO KC KCP KF Grand Total
Distribution 1 Nanggroe Aceh Darussalam - - - - -
Sumatera Utara /North Sumatera - 2 14 16
Sumatera Barat / West Sumatera - 1 7 - 8
Riau - 1 6 - 7
Kepulauan Riau / Riau Islands - 1 1 - 2
Distribution 2 Jambi - 1 4 - 5
Bengkulu - 1 4 - 5
Sumatera Selatan / South Sumatera - 1 6 - 7
Bandar Lampung - 1 6 - 6
Bangka Belitung - - 2 - 2
2025 Sustainability Report 73
Page 74
Profil Perusahaan
Company Profile
Izin Kantor
Provinsi Office Permit
Distribution
Province
KPO KC KCP KF Grand Total
Distribution 3 DKI Jakarta (Jabodetabek) 1 1 10 12
Banten - 1 5 - 6
Jawa Barat / West Java - 1 7 - 8
Distribution 4 Jawa Barat / West Java - 3 24 - 27
Distribution 5 Daerah Istiwewa Yogyakarta
- 1 5 - 6
Special Region of Yogyakarta
Jawa Tengah / Central Java - 4 30 - 34
Distribution 6 Jawa Timur / East Java - 4 35 - 39
Distribution 7 Bali - 2 21 1 24
Nusa Tenggara Barat - 1 6 - 7
Nusa Tenggara Timur - 1 7 - 8
Distribution 8 Kalimantan Barat / West Kalimantan - 1 5 - 6
Kalimantan Selatan / South Kalimantan - 1 4 - 5
Kalimantan Tengah / Central Kalimantan - 1 4 - 5
Kalimantan Timur / East Kalimantan - 1 3 - 4
Kalimantan Utara / North Kalimantan - - 2 - 2
Distribution 9 Sulawesi Utara/ North Sulawesi - 1 4 - 5
Gorontalo - - 1 - 1
Sulawesi Barat / West Sulawesi - - 2 - 2
Sulawesi Selatan / South Sulawesi - 1 9 - 10
Sulawesi Tengah/ Central Sulawesi - 1 4 - 5
Sulawesi Tenggara/ Southeast Sulawesi - 1 4 - 5
Maluku - 1 2 - 3
Maluku Utara/ North Maluku - - 1 - 1
Papua Barat Daya/ Southwest Papua - - - - -
Papua Barat / West Papua - 1 1 - 2
Papua - 1 2 - 3
Papua Pegunungan/ Highland Papua - - - - -
Papua Selatan/ South Papua - - 1 - 1
GRAND TOTAL 1 39 250 1 291
Keterangan: Notes:
KPO : Kantor Pusat Operasional KPO : Operational Headquarters
KC : Kantor Cabang KC : Branch Office
KCP : Kantor Cabang Pembantu KCP : Sub-branch Office
KF : Kantor Fungsional KF : Functional Office
74 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Rantai Nilai
Company Scale
Produk, Layanan dan Kegiatan Usaha Products, Services, and Operated
yang Dijalankan [OJK C.4, GRI 2-6] Business Activities [OJK C.4, GRI 2-6]
Bank Mandiri Taspen telah menjalankan kegiatan usahanya Bank Mandiri Taspen has conducted its business activities in
dalam bidang bank umum sesuai dengan pasal 3 Anggaran the field of commercial banking in accordance with Article 3
Dasar. Seluruh kegiatan usaha menurut Anggaran Dasar telah of its Articles of Association. All business activities stipulated
dijalankan oleh Bank Mandiri Taspen. Informasi mengenai in the Articles of Association have been carried out by Bank
kegiatan usaha Bank sesuai Anggaran Dasar telah disajikan Mandiri Taspen. Detailed information regarding the Bank’s
secara lengkap pada Bagian Profil Perusahaan Laporan business activities as stated in the Articles of Association is
Tahunan. presented in the Company Profile section of the Annual Report.
Produk dan jasa yang dimiliki oleh Bank Mandiri Taspen terdiri The products and services offered by Bank Mandiri Taspen
atas: consist of:
Jenis Produk Nama Produk
Product Type Product Name
Produk Dana • Tabungan siMantap • siMantap Saving
Fund Products • Tabungan siMantap Pensiun • siMantap Pension Savings
• Tabungan siMantap Berjangka (TSB) • siMantap Term Deposits (TSB)
• Tabungan siMantap Reward (SMARD) • siMantap Reward Savings (SMARD)
• TabunganKu • TabunganKu
• Deposito • Deposito
• Deposito Pro • Deposito Pro
• Giro • Current Account
Produk Kredit • Kredit Mantap Pensiun (KMP) • Mantap Pension Loan (KMP)
Loan Products • Kredit Mantap Pensiun Platinum (KMP Platinum) • Mantap Pension Platinum Loan (KMP Platinum)
• Kredit Mantap Pensiun Platinum Plus (KMP Platinum • Mantap Pension Platinum Plus Loan (KMP Platinum
Plus) Plus)
• Kredit Mantap Pensiun Ekstra (KMP Ekstra) • Mantap Pension Extra Loan (KMP Extra)
• Kredit Mantap Usaha Pensiun (KMUP) • Mantap Pension Business Loan (KMUP)
• Kredit Mantap Usaha Pensiun Ekstra (KMUP Ekstra) • Mantap Pension Business Extra Loan (KMUP Extra)
• Kredit Mantap Pra Pensiun (KMPP) • Mantap Pre-Retirement Loan (KMPP)
• Kredit Mantap Pra Pensiun Fleksi (KMPP Fleksi) • Mantap Pre-Retirement Flexible Loan (KMPP Flexi)
• Kredit Mantap Pra Pensiun THT (KMPP THT) • Mantap Pre-Retirement THT Loan (KMPP THT)
• Kredit Mantap Pra Pensiun THT Diskonto (KMPP THT • Mantap Pre-Retirement THT Discounted Loan (KMPP
Diskonto) THT Discount)
• Kredit Mantap Pra Pensiun Ekstra (KMPP Ekstra) • Mantap Pre-Retirement Extra Loan (KMPP Extra)
• New Kredit Mantap Pra Pensiun (KMPP Ekstra) • New Mantap Pre-Retirement Loan (KMPP Extra)
• New Kredit Mantap Pra Pensiun (New KMPP) • New Mantap Pre-Retirement Loan (New KMPP)
• Kredit Mantap Pra Pensiun Usaha (KMPP Usaha) • Mantap Pre-Retirement Business Loan (KMPP
Business)
• Kredit Mantap Pra Pensiun Fleksi Usaha (KMPP Fleksi • Mantap Pre-Retirement Flexible Business Loan
Usaha) (KMPP Flexi Business)
• Kredit Mantap Pra Pensiun THT Usaha (KMPP THT • Mantap Pre-Retirement THT Business Loan (KMPP
Usaha) THT Business)
• Kredit Mantap Pra Pensiun Ekstra Usaha (KMPP • Mantap Pre-Retirement Extra Business Loan (KMPP
Ekstra Usaha) Extra Business)
• New Kredit Mantap Pra Pensiun Usaha (New KMPP • New Mantap Pre-Retirement Business Loan (New
Usaha) KMPP Business)
• Kredit Mantap Pra Pensiun Hybrid (KMPP Hybrid) • Mantap Pre-Retirement Hybrid Loan (KMPP Hybrid)
• Kredit Mantap Pra Pensiun Fleksi Hybrid (KMPP • Mantap Pre-Retirement Flexible Hybrid Loan (KMPP
Fleksi Hybrid) Flexi Hybrid)
2025 Sustainability Report 75
Page 76
Profil Perusahaan
Company Profile
Jenis Produk Nama Produk
Product Type Product Name
• Kredit Mantap Pra Pensiun Usaha Hybrid (KMPP • Mantap Pre-Retirement Business Hybrid Loan (KMPP
Usaha Hybrid) Business Hybrid)
• Kredit Mantap Pra Pensiun Fleksi Usaha Hybrid • Mantap Pre-Retirement Flexible Business Hybrid
(KMPP Fleksi Usaha Hybrid) Loan (KMPP Flexi Business Hybrid)
• Kredit Modal Kerja Retail Mantap (KMK-RM) • Mantap Retail Working Capital Loan (KMK-RM)
• Kredit Modal Kerja Wajib Agunan • Collateralized Working Capital Loan
• Kredit Investasi Retail Mantap (KI-RM) • Mantap Retail Investment Loan (KI-RM)
• Kredit Konsumtif Retail Mantap (KK-RM) • Mantap Retail Consumer Loan (KK-RM)
• Kredit Konsumtif Retail Mantap (KKRM) • Mantap Retail Consumer Loan (KKRM)
• Kredit Serbaguna Mantap (KSM) • Mantap Multipurpose Loan (KSM)
• Kredit Serbaguna Mantap Perjanjian Kerja Waktu • Mantap Multipurpose Loan for Fixed-Term
Tertentu (KSM-PKWT) Employment (KSM-PKWT)
• Kredit Usaha Mantap (KUM) • Mantap Business Loan (KUM)
• Kredit Komunitas Mantap (KKM) • Mantap Community Loan (KKM)
• Kredit Mantap Sejahtera (KMS) • Mantap Prosperity Loan (KMS)
• Kredit Usaha Rakyat (KUR) Mikro • Micro People’s Business Credit (KUR Micro)
• Kredit Agunan Tunai • Cash-Collateralized Loan
• Kredit Tanpa Agunan Pegawai Tetap Aktif • Unsecured Loan for Active Permanent Employees
• Kredit Tanpa Agunan Pegawai Kontra Aktif • Unsecured Loan for Active Contract Employees
• Kredit Kendaraan Bermotor Joint Financing • Motor Vehicle Loan (Joint Financing)
Jasa Layanan • Mantap Cash Management • Mantap Cash Management
Services • Movin by Bank Mandiri Taspen • Movin by Bank Mandiri Taspen
• Referensi Bank • Bank’s Reference
• Transfer • Transfer
• Layanan Pembayaran (Online Payment) • Online Payment
• Inkaso • Inkaso
• Agen Penjual Efek Reksa Dana • Mutual Fund Selling Agent
• QRIS Acquirer • QRIS Acquirer
• Virtual Account • Virtual Account
• WhatsApp Banking • WhatsApp Banking
Rantai Pasok [GRI 2-6] Supply Chain [GRI 2-6]
Dalam menjalankan operasional usaha, Bank Mandiri Taspen In carrying out its business operations, Bank Mandiri Taspen
melibatkan beberapa pemasok barang dan jasa untuk had engaged various suppliers of goods and services to
memenuhi kebutuhannya. Bank Mandiri Taspen berusaha support its operational needs. The Bank had sought to
menggunakan pemasok lokal yang lokasinya dekat dengan prioritize local suppliers located near its operational offices.
kantor operasional bank. Selain akan memberdayakan pemasok In addition to empowering local suppliers and stimulating the
lokal, sekaligus menggerakkan roda ekonomi setempat, Bank local economy, this approach had enabled the Bank to obtain
akan bisa mendapat harga yang lebih terjangkau karena lokasi more competitive pricing due to closer geographical proximity.
pemasok secara geografis lebih dekat. Lebih dari itu, dengan Furthermore, by partnering with local suppliers, the Bank had
menggandeng pemasok lokal, maka Bank akan mengurangi reduced its carbon footprint, defined as the volume of emissions
jejak karbon, yaitu jumlah emisi atau gas rumah kaca (termasuk or greenhouse gases (including carbon dioxide) generated from
karbondioksida) yang dihasilkan dari kegiatan para pemasok supplier activities in fulfilling the Bank’s procurement needs.
saat memenuhi kebutuhan barang/jasa yang diperlukan Bank.
Dalam laporan ini, pemasok lokal adalah mereka yang For the purpose of this report, local suppliers referred to
berdomisili dan menjalankan usahanya di Indonesia. those domiciled and operating within Indonesia. Suppliers
Selanjutnya, jika pemasok tersebut berdomisili dan domiciled and operating outside Indonesia were classified as
menjalankan usahanya di luar Indonesia, Bank memasukkannya foreign suppliers. Based on this categorization, the number of
dalam kategori pemasok luar negeri. Dengan kategorisasi suppliers and the value of contracts over the past three years
seperti itu, jumlah pemasok dan nilai kontraknya pada tahun were as follows:
selama 3 (tiga) tahun terakhir sebagai berikut.
76 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Tabel Pemasok Barang dan Jasa tahun 2023-2025
Table of Suppliers of Goods and Services for 2023-2025
Jumlah Pemasok Nilai Kontrak (Dalam Jutaan Rupiah)
Number of Suppliers Contract Value (In Million Rupiah)
Keterangan Description
2025 2024 2023 2025 2024 2023
Pemasok Lokal 845 763 305 299.279 388.740 535.907 Local Suppliers
Pemasok Luar Overseas
2 2 0 0 1.787 0
Negeri Suppliers
Jumlah 847 765 305 299.279 390.527 535.907 Total
Tabel Jenis Pemasok
Table of Supplier Type
Jumlah Pemasok
Number of Suppliers
Keterangan Description
2025 2024 2023
IT 334 306 268 IT
Non-IT 394 349 295 Non-IT
Konstruksi 119 110 102 Construction
Jumlah 847 765 665 Total
Pada tahun 2025, Bank Mandiri Taspen telah melakukan survei In 2025, Bank Mandiri Taspen had conducted a vendor/supplier
kepuasan vendor/pemasok untuk tahun 2025 yang bertujuan satisfaction survey to assess the level of satisfaction with the
untuk mengetahui tingkat kepuasan pemasok/vendor terhadap existing partnership. The results of the supplier satisfaction
kerja sama yang terjalin. Adapun hasil survei kepuasan survey in 2025 recorded a score of 103.4, which fell within the
pemasok di tahun 2025 yaitu sebesar 103,4 atau masuk ke “Strong” category.
dalam kategori “Strong”.
Entitas Hilir dan Relasi Bisnis Lainnya Downstream Entities and Other
[GRI 2-6] Business Relationships [GRI 2-6]
Sampai dengan 31 Desember 2025, Bank Mandiri Taspen tidak As of 31 December 2025, Bank Mandiri Taspen did not
memiliki entitas anak dan juga tidak menjalin hubungan usaha have any subsidiaries and had not entered into any business
dalam bentuk kerja sama joint venture dengan pihak manapun. relationships in the form of joint venture arrangements with
any parties.
Selain dengan berbagai pemasok, Bank Mandiri Taspen In addition to engaging with various suppliers, Bank Mandiri
menjalin kerja sama dengan PT ASABRI yang merupakan Taspen had established cooperation with PT ASABRI (Persero),
BUMN pengelola asuransi dan pembayaran pensiun khusus a state-owned enterprise responsible for insurance and
untuk Prajurit TNI, Anggota Polri, PNS Kementerian Pertahanan pension payment management for members of the Indonesian
Republik Indonesia dan POLRI. Di samping itu, Bank Mandiri National Armed Forces (TNI), the Indonesian National Police
Taspen juga menjalin kerja sama dengan Dapen BUMN (POLRI), and civil servants within the Ministry of Defense
sebagai institusi pengelola pembayaran manfaat pensiun and the POLRI. Furthermore, Bank Mandiri Taspen had also
untuk pensiunan pegawai BUMN. established cooperation with Dapen BUMN as institutions
responsible for managing pension benefit payments for retired
employees of state-owned enterprises (BUMN).
2025 Sustainability Report 77
Page 78
Profil Perusahaan
Company Profile
Keanggotaan Asosiasi [OJK C.5, GRI 2-28]
Association Memberships
Sebagai lembaga jasa keuangan, Bank Mandiri Taspen turut As a financial services institution, Bank Mandiri Taspen is a
bergabung dan aktif dalam berbagai asosiasi atau lembaga member of and actively participates in various associations
yang relevan dengan bidang usaha utama perusahaan. Dengan or organizations relevant to the company’s core business.
keanggotaan ini, Bank dapat mengikuti perkembangan terkini, Through this membership, the Bank is able to stay up to date
isu atau topik yang sedang hangat, serta saling berbagi with current developments, trending issues or topics, as well
informasi dan memberikan saran atau masukan demi kemajuan as exchange information and provide input or suggestions for
bersama. Sepanjang tahun 2025, Bank Mandiri Taspen mutual advancement. Throughout 2025, Bank Mandiri Taspen
terdaftar dalam asosiasi, perhimpunan, atau lembaga nasional was registered with the following national associations,
berikut: organizations, or institutions:
Nama Asosiasi Cakupan Asosiasi
Status
Association Name Association Coverage
BMPD (Badan Musyawarah Perbankan Daerah) Bali Nasional Anggota
BMPD (Regional Banking Consultative Body) Bali National Member
Perbanas Nasional Anggota
Perbanas National Member
Ikatan Bankir Indonesia (IBI) Nasional Anggota
Indonesian Bankers Association (IBI) National Member
Badan Musyawarah Perbankan Daerah (BMPD) Nasional Anggota
Regional Banking Consultative Body (BMPD) National Member
Forum Komunikasi Lembaga Jasa Keuangan (FKLJK) Nasional Anggota
Communication Forum for Financial Services Institution (FKLJK) National Member
Lembaga Alterntif Pernyelesaian Sangketa Perbankan Indonesia (LAPSI) Nasional Anggota
Alternative Indonesian Banking Dispute Resolution Institution (LAPSI) National Member
Asosiasi Sistim Pembayaran Indonesia (ASPI) Nasional Anggota
Indonesian Payment System Association (ASPI) National Member
Himpunan Pedagang Surat Utang Negara (Himdasun) Nasional Anggota
Association of Government Securities Traders (Himdasun) National Member
Forum Komunikasi Direktur Kepatuhan Perbankan (FKDKP) Nasional Anggota
Banking Compliance Director Communication Forum (FKDKP) National Member
Forum Komunikasi Direktur Operasional Perbankan (FKDOP) Nasional Anggota
Banking Operations Director Communication Forum (FKDOP) National Member
Ikatan Akuntan Indonesia (IAI) Nasional Anggota
Indonesian Accountants Association (IAI) National Member
Association Cambiste Internationale (ACI) Nasional Anggota
Association Cambiste Internationale (ACI) National Member
78 Laporan Keberlanjutan 2025
Page 79
PT Bank Mandiri Taspen Perubahan Perusahaan yang Bersifat Signifikan Pada Organisasi [OJK C.6, GRI 2-6] Company’s Significant Changes Toward Organization Sampai dengan akhir periode pelaporan, tidak terdapat As of the end of the reporting period, there had been no perubahan yang bersifat signifikan. significant changes. 2025 Sustainability Report 79
Page 80
Penjelasan Direksi 80 Laporan Keberlanjutan 2025
Page 81
PT Bank Mandiri Taspen
Directors’s
Explanation
[OJK D.1, GRI 2-22]
2025 Sustainability Report 81
Page 82
Penjelasan Direksi
Director’s Explanation
Penjelasan Direksi [OJK D.1, GRI 2-22]
Directors’s Explanation
Puji dan syukur kami panjatkan ke hadirat
Tuhan Yang Maha Esa atas limpahan
rahmat dan karunia-Nya, sehingga Bank
Mandiri Taspen dapat melalui tahun 2025
dengan baik.
We express our highest gratitude to Almighty God
for His blessings and grace, which enabled Bank
Mandiri Taspen to successfully navigate the year
2025. .
Panji Irawan
Direktur Utama
President Director
82 Laporan Keberlanjutan 2025
Page 83
PT Bank Mandiri Taspen Sepanjang periode tersebut, Bank Mandiri Taspen mencatatkan Throughout the year, Bank Mandiri Taspen recorded various berbagai capaian dan kinerja keberlanjutan yang positif, yang positive achievements and sustainability performance, which merupakan hasil dari kepercayaan para pemangku kepentingan were the result of the trust of our stakeholders as well as the serta komitmen dan kerja keras seluruh insan Bank. commitment and dedication of all Bank personnel. Pada kesempatan ini, izinkan kami menyampaikan kebijakan On this occasion, we would like to present the policies yang kami implementasikan untuk merespon tantangan dalam implemented in response to challenges in fulfilling the pemenuhan strategi keberlanjutan, penerapan keuangan sustainability strategy, the implementation of sustainable berkelanjutan, dan strategi pencapaian target Bank Mandiri finance, and the strategy to achieve Bank Mandiri Taspen’s Taspen selama tahun 2025. targets throughout 2025. Kebijakan untuk Merespon Tantangan Policies In Response to Challenges In dalam Pemenuhan Strategi Achieving the Sustainability Strategy Keberlanjutan Bank Mandiri Taspen secara konsisten menerapkan nilai- Bank Mandiri Taspen consistently implemented sustainability nilai keberlanjutan pada seluruh tingkatan organisasi. Nilai- values across all levels of the organization. These values were nilai keberlanjutan Bank Mandiri Taspen diwujudkan dalam reflected in the Bank’s commitment to managing sustainable semangat Bank Mandiri Taspen untuk mengelola keuangan finance by prioritizing the triple bottom line principles (people, berkelanjutan dengan mengedepankan prinsip triple bottom profit, and planet/3P) in its business activities, in alignment line (people,profit, dan planet/3P) dalam kegiatan usaha Bank with Environmental, Social, and Governance (ESG) aspects. dengan menyeleraskan Lingkungan, Sosial, dan Tata Kelola (LST). Nilai-nilai keberlanjutan yang dimiliki Bank mandiri Taspen The sustainability values upheld by Bank Mandiri Taspen senantiasa dikembangkan dan diimplementasikan oleh seluruh continued to be developed and implemented by all Bank insan Bank. Bentuk komitmen Bank Mandiri Taspen dalam personnel. The Bank’s commitment to implementing these menerapkan nilai-nilai keberlanjutan tertuang dalam RAKB sustainability values was embodied in the Sustainable Finance yang telah ditandatangani oleh Dewan Komisaris Bank Mandiri Action Plan (RAKB), which has been endorsed by the Board of Taspen. Commissioners of Bank Mandiri Taspen. Dalam mengimplementasikan nilai-nilai keberlanjutan, Bank In implementing these sustainability values, Bank Mandiri Mandiri Taspen masih menghadapi isu yang berkaitan dengan Taspen continued to face issues related to social and governance aspek sosial dan tata kelola, khususnya terkait keamanan dan aspects, particularly concerning the security and confidentiality kerahasiaan data nasabah di tengah meningkatnya digitalisasi of customer data amid the increasing digitalization of financial layanan keuangan. Perkembangan teknologi dan transaksi services. The rapid advancement of technology and the digital yang semakin masif meningkatkan potensi risiko growing volume of digital transactions have heightened seperti kebocoran data, serangan siber, serta penyalahgunaan potential risks, such as data breaches, cyberattacks, and informasi nasabah yang dapat berdampak pada kepercayaan misuse of customer information, which may impact public trust publik dan reputasi Bank Mandiri Taspen. Untuk merespons and Bank Mandiri Taspen reputation. To address these issues, isu tersebut, Bank Mandiri Taspen telah menerapkan langkah- Bank Mandiri Taspen has implemented comprehensive data langkah pengamanan data yang komprehensif, antara lain protection measures, including risk identification, preparation dengan melakukan identifikasi risiko, menyusun Business of a Business Impact Analysis (BIA), development of recovery Impact Analysis (BIA), menyiapkan strategi pemulihan, strategies, establishment of detailed procedures, formation membuat prosedur detail, membentuk tim tanggap darurat, of emergency response teams, preparation of communication menyusun skema atau flow komunikasi, serta pengujian dan flow schemes, as well as regular testing and updates. The pembaruan. Bank Mandiri Taspen juga senantiasa memastikan Bank also continuously ensured compliance with applicable kepatuhan terhadap peraturan yang berlaku serta menerapkan regulations and applied the prudential principle in managing prinsip kehati-hatian dalam pengelolaan data nasabah guna customer data to maintain trust and business sustainability. menjaga kepercayaan dan keberlanjutan usaha. 2025 Sustainability Report 83
Page 84
Penjelasan Direksi
Director’s Explanation
Bank Mandiri Taspen menegaskan bahwa penerapan keuangan Bank Mandiri Taspen reaffirmed that the implementation of
berkelanjutan merupakan bagian integral dari strategi bisnis sustainable finance constitutes an integral part of its long-
jangka panjang yang berfokus pada penciptaan nilai bagi term business strategy, which focuses on creating value for
seluruh pemangku kepentingan. Komitmen ini tercermin dalam all stakeholders. This commitment was reflected in the policy
arah kebijakan dan keputusan strategis yang mengintegrasikan direction and strategic decisions that integrate Environmental,
aspek lingkungan, sosial, dan tata kelola (ESG) dalam setiap Social, and Governance (ESG) aspects across all operational
lini operasional Bank. Komitmen Bank Mandiri Taspen dalam lines of the Bank. The Bank’s commitment to implementing
menerapkan nilai keberlanjutan tercermin dengan berbagai sustainability values was also demonstrated through its
kontribusi Bank terhadap Tujuan Pembangunan Berkelanjutan various contributions to the Sustainable Development Goals
(TPB). (SDGs).
Bank Mandiri Taspen senantiasa mendukung TPB 3 Good Bank Mandiri Taspen continuously supported SDG 3: Good
Health and Well-Being melalui penerapan Program 3 Health and Well-Being through the implementation of the
Pilar Mantap Indonesia yaitu Mantap Sehat, Mantap Aktif, Mantap Indonesia 3-Pillar Program, namely Mantap Sehat,
dan Mantap Sejahtera. Bank Mandiri Taspen senantiasa Mantap Aktif, and Mantap Sejahtera. The Bank also consistently
mendukung TPB 4 Quality Education melalui program supported SDG 4: Quality Education through training programs
pelatihan dan pemberian sertifikasi kepada karyawan Bank. and certification for employees. Furthermore, Bank Mandiri
Bank Mandiri Taspen senantiasa mendukung TPB 5 Gender Taspen supported SDG 5: Gender Equality by providing equal
Equality dengan pemberian gaji dan remunerasi yang setara salaries and remuneration for male and female employees
antara karyawan pria dan wanita tanpa membedakan kategori without distinction in job categories or operational locations.
jabatan maupun lokasi operasional. Bank Mandiri Taspen juga In addition, the Bank continued to support other SDGs through
senantiasa mendukung tujuan pembangunan berkelanjutan its business activities and the implementation of various Social
lainnya melalui berbagai aktivitas bisnis yang dijalankan serta and Environmental Responsibility (TJSL) programs.
berbagai program TJSL yang dijalankan.
Atas komitmen Bank Mandiri Taspen dalam menerapkan As a result of its commitment to implementing sustainable
keuangan berkelanjutan, Bank Mandiri Taspen berhasil finance, Bank Mandiri Taspen recorded various performance
mencatatkan berbagai capaian kinerja yang mencerminkan achievements that reflect the integration of sustainability
integrasi aspek keberlanjutan dalam kegiatan usaha. Capaian aspects into its business activities. These achievements serve
tersebut menjadi bukti konsistensi Bank dalam mendorong as evidence of the Bank’s consistency in promoting responsible
praktik bisnis yang bertanggung jawab dan berkelanjutan. and sustainable business practices.
Di tahun 2025, Bank mandiri Taspen berhasil meningkatkan In 2025, Bank Mandiri Taspen successfully increased its loan
penyaluran kredit menjadi sebesar Rp50.530.716 juta, disbursement to IDR 50,530,716 million, compared to IDR
meningkat dibandingkan tahun 2024 yang sebesar 46,261,415 million in 2024. The Bank also recorded an increase
Rp46.261.415 juta. Bank Mandiri Taspen berhasil in net interest income to IDR 3,665,509 million, up from IDR
meningkatkan pendapatan bunga bersih menjadi sebesar 3,441,586 million in 2024. Profit for the year increased to
Rp3.665.509 juta meningkat dibandingkan tahun 2024 IDR 1,581,081 million, compared to IDR 1,577,550 million in
yang sebesar Rp3.441.586 juta. Bank Mandiri Taspen the previous year. In addition, financing disbursement under
berhasil meningkatkan laba tahun berjalan menjadi sebesar sustainable business activity categories rose to IDR 38,345,050
Rp1.581.081 juta, meningkat dibandingkan tahun 2024 million, compared to IDR 34,345,050 million in 2024.
yang sebesar 1.577.550 juta. Bank Mandiri Taspen berhasil
meningkatkan penyaluran pembiayaan berdasarkan kategori
kegiatan usaha berkelanjutan menjadi sebesar Rp38.345.050
juta, meningkat dibandingkan tahun 2024 yang sebesar
Rp34.345.050 juta.
Di tahun 2025, Bank mandiri Taspen berhasil menurunkan In 2025, Bank Mandiri Taspen reduced water consumption
penggunaan air menjadi sebesar 66.196 m3 menurun to 66,196 m³, lower than 90,151 m³ in 2024. Bank Mandiri
dibandingkan tahun 2024 yang sebesar 90.151 m3. Bank Taspen succeeded in reducing the resulting GHG emissions
Mandiri Taspen berhasil menurunkan emisi GRK cakupan yang to 2,845,257.54 Kg CO2eq, down compared to 2024
dihasilkan menjadi sebesar 2.845.257,54 Kg CO2eq menurun which was 4,149,248.59 Kg CO2eq. Meanwhile, customer
dibandingkan tahun 2024 yang sebesar 4.149.248,59 satisfaction increased to 4.27 (on a scale of 5), compared to
Kg CO2eq. Bank Mandiri Taspen berhasil meningkatkan 4.26 in 2024.
kepuasan nasabah menjadi sebesar 4,27 (skala 5) meningkat
dibandingkan tahun 2024 yang sebesa 4,26 (skala 5).
84 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen Dalam menerapkan keuangan berkelanjutan, di tahun 2025 In implementing sustainable finance, Bank Mandiri Taspen Bank Mandiri Taspen masih menghadapi sejumlah tantangan continued to face several challenges in 2025 that may affect yang dapat memengaruhi pencapaian target jangka pendek, the achievement of short-, medium-, and long-term targets. menengah, maupun jangka panjang. Salah satu tantangan One of the main challenges was the suboptimal level of utama adalah belum optimalnya tingkat pemahaman understanding of sustainable finance across all levels of terkait keuangan berkelanjutan di seluruh lapisan pegawai. employees. To address this, the Bank continuously enhanced Untuk mengatasi hal tersebut, Bank Mandiri Taspen secara capacity and competencies through self-learning programs and berkelanjutan meningkatkan kapasitas dan kompetensi melalui collaboration with external parties to deepen understanding program pembelajaran mandiri serta kolaborasi dengan pihak of sustainability aspects. In addition, the characteristics of the eksternal guna memperdalam pemahaman terkait aspek financing portfolio, which focuses on MSMEs and pensioners keberlanjutan. Selain itu, karakteristik portofolio pembiayaan with relatively small business scales, resulted in environmental yang berfokus pada segmen UMKM dan pensiunan dengan issues not yet becoming a primary concern for debtors. skala usaha relatif kecil menyebabkan isu lingkungan belum Therefore, Bank Mandiri Taspen sought to encourage a shift in menjadi prioritas utama bagi debitur. Oleh karena itu, Bank business mindset through the active role of human resources Mandiri Taspen berupaya mendorong perubahan pola pikir as facilitators of education, enabling Environmental, Social, pelaku usaha melalui peran aktif sumber daya manusia sebagai and Governance (ESG) aspects to be gradually integrated into fasilitator edukasi, sehingga aspek lingkungan, sosial, dan customers’ business activities and supporting the achievement tata kelola (ESG) dapat secara bertahap diintegrasikan dalam of sustainable finance targets. aktivitas usaha nasabah dan mendukung pencapaian target keuangan berkelanjutan. Penerapan Keuangan Berkelanjutan Implementation of Sustainable Finance Pencapaian kinerja penerapan keberlanjutan mencerminkan The achievement of sustainability implementation performance komitmen Bank Mandiri Taspen dalam mengintegrasikan reflects Bank Mandiri Taspen’s commitment to integrating prinsip keberlanjutan ke dalam kegiatan operasional dan sustainability principles into its operational activities and strategi bisnis. Sepanjang periode pelaporan, Bank Mandiri business strategy. Throughout the reporting period, Bank Taspen terus memantau dan mengevaluasi implementasi Mandiri Taspen continuously monitored and evaluated the program keberlanjutan untuk memastikan efektivitasnya implementation of sustainability programs to ensure their dalam menciptakan nilai jangka panjang. Di tahun 2025, Bank effectiveness in creating long-term value. In 2025, Bank Mandiri Mandiri Taspen berhasil mencapai target dana pihak ketiga Taspen achieved 104.7% of its third-party funds target. The sebesar 104,7%. Bank Mandiri Taspen berhasil meningkatkan Bank also increased green loan disbursement, achieving 95% penyaluran kredit hijau dengan ketercapaian targetnya sebesar of its target. In addition, the Bank achieved 100% of its target 95%. Bank Mandiri Taspen berhasil mencapai target 100% related to the optimization of CSR programs through KMI. terkait pengoptimalan program CSR melalui KMI. Bank Mandiri Taspen berhasil mencapai target 100% terkait Bank Mandiri Taspen achieved 100% of its target for the pelaksanaan sosialisasi Undang-undang Perlindungan Data dissemination of the Personal Data Protection Law (UU PDP). Pribadi (UU PDP). Bank Mandiri Taspen berhasil mencapai The Bank also achieved 100% of its target for the preparation target 100% atas penyusunan Roadmap Net Zero Emission of the Bank Mandiri Taspen Net Zero Emission Roadmap for Bank Mandiri Taspen tahun 2025 – 2031. Bank Mandiri Taspen 2025–2031. Furthermore, the Bank achieved 98% of its target berhasil mencapai target implementasi pengurangan emisi GRK for the implementation of greenhouse gas (GHG) emission sebesar 98% dari target penurunan emisi GRK dalam mencapai reduction as part of its net zero emission efforts. The Bank also net zero emisson. Bank Mandiri Taspen berhasil mencapai exceeded its target by achieving 225% in the implementation target 225% atas pelaksanaan program carbon offset melalui of carbon offset programs through tree planting. In addition, penanaman pohon. Bank Mandiri Taspen berhasil mencapai the Bank achieved 100% of its target for conducting studies on target 100% atas pelaksanaan kajian untuk penerapan Climate the implementation of Climate Risk Stress Testing (CRST) for Risk Stress Testing (CRST) bagi analis kredit. credit analysts. Komitmen Bank Mandiri Taspen dalam menerapkan prinsip Bank Mandiri Taspen’s commitment to implementing keberlanjutan tercermin melalui berbagai pencapaian dan sustainability principles was also reflected in the various penghargaan yang diraih sepanjang periode pelaporan. achievements and awards received throughout the reporting Pengakuan tersebut menjadi bukti atas konsistensi perusahaan period. These recognitions serve as evidence of the Company’s dalam mengintegrasikan aspek ESG ke dalam strategi dan consistency in integrating ESG aspects into its business 2025 Sustainability Report 85
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Penjelasan Direksi
Director’s Explanation
operasional bisnis. Penghargaan yang berhasil dicapai Bank strategy and operations. The awards received by Bank Mandiri
Mandiri Taspen selama tahun 2025 meliputi: Taspen in 2025 include:
1. Elmamber Petamu Sinaga as Best 50 CEO pada acara 6th 1. Elmamber Petamu Sinaga as Best 50 CEO at the 6th
Indonesia Best 50 CEO Awards 2025 yang diselenggarakan Indonesia Best 50 CEO Awards 2025 organized by The
oleh The Icononomics Iconomics
2. Pilar Lingkungan Gold 4 Star pada acara TJSL & CSR 2. Environmental Pillar Gold 4 Star at the TJSL & CSR Awards
Awards 2025 yang diselenggarakan oleh BUMN Track 2025 organized by BUMN Track
3. Penghargaan Kolaborasi Program Sosial Kemanusiaan 3. Social and Humanitarian Program Collaboration Award at
pada acara Public Expose 2025 yang diselenggarakan oleh the Public Expose 2025 organized by Mandiri Amal Insani
Mandiri Amal Insani Foundation Foundation
4. Errinto S.P. Pardede as 50 Popular PR Person Awards 4. Errinto S.P. Pardede as 50 Popular PR Person at the 6th
pada acara 6th Indonesia Best 50 CEO Awards 2025 yang Indonesia Best 50 CEO Awards 2025 organized by The
diselenggarakan oleh The Icononomics Iconomics
5. PR Public Company pada acara 6th Indonesia Best 50 CEO 5. PR Public Company at the 6th Indonesia Best 50 CEO
Awards 2025 yang diselenggarakan oleh The Icononomics Awards 2025 organized by The Iconomics
6. The Excellent Performance Bank – KBMI 2 (Asset Class 6. The Excellent Performance Bank – KBMI 2 (Asset Class
IDR50 to under 100 Trilion) pada acara 30th Infobank IDR 50 to under 100 trillion) at the 30th Infobank Award
Award 2025 yang diselenggarakan oleh Infobank 2025 organized by Infobank
7. Bank with Consistent Excellent Performance for 10 7. Bank with Consistent Excellent Performance for 10
Consecutive Years (2015-2024) pada acara 30th Infobank Consecutive Years (2015–2024) at the 30th Infobank
Award 2025 yang diselenggarakan oleh Infobank Award 2025 organized by Infobank
8. The Best Performance Bank – KBMI 2 (Asset Class IDR50 8. The Best Performance Bank – KBMI 2 (Asset Class IDR
to under 100 Trilion) pada acara Rating 105 Bank 2025 50 to under 100 trillion) at the Rating 105 Bank 2025
yang diselenggarakan oleh Infobank organized by Infobank
Strategi Pencapaian Target Target Achievement Strategies
Dalam menerapkan keuangan berkelanjutan, Bank Mandiri In implementing sustainable finance, Bank Mandiri Taspen
Taspen senantiasa menghadapi berbagai risiko yang perlu continuously faced various risks that require effective
dikelola. Sepanjang tahun 2025, Bank Mandiri Taspen management. Throughout 2025, the Bank identified these risks
telah melakukan identifikasi terhadap risiko-risiko tersebut along with the corresponding mitigation measures undertaken.
beserta upaya mitigasi yang dijalankan. Penerapan keuangan The implementation of sustainable finance is inherently
berkelanjutan tidak terlepas dari berbagai risiko yang mencakup exposed to risks encompassing economic, environmental, and
aspek ekonomi, lingkungan hidup, dan sosial, sehingga social aspects, thereby requiring integrated and continuous
memerlukan pengelolaan yang terintegrasi dan berkelanjutan. management.
Dalam hal risiko kredit, Bank Mandiri Taspen menerapkan With regard to credit risk, Bank Mandiri Taspen applied the
prinsip kehati-hatian melalui kebijakan dan prosedur prudential principle through comprehensive credit policies and
perkreditan yang komprehensif, proses persetujuan kredit yang procedures, a transparent and tiered credit approval process
transparan dan berjenjang melalui Komite Kredit, penggunaan through the Credit Committee, the use of measurable risk
parameter risiko yang terukur, serta pengawasan kualitas kredit parameters, as well as continuous monitoring of credit quality.
secara berkesinambungan. Untuk risiko likuiditas, Bank Mandiri For liquidity risk, Bank Mandiri Taspen maintained funding
Taspen menjaga stabilitas pendanaan melalui peningkatan stability through enhanced customer services, placement
layanan kepada nasabah, penempatan dana pada instrumen of funds in safe and liquid instruments, implementation of a
yang aman dan likuid, penerapan contingency funding plan, contingency funding plan, and daily monitoring of liquidity
serta pemantauan posisi likuiditas secara harian dan evaluasi positions along with regular evaluations through the Asset
rutin melalui Asset Liability Committee (ALCO). Sementara itu, Liability Committee (ALCO). Meanwhile, market risk was
risiko pasar dikelola melalui penyesuaian suku bunga secara managed through adaptive interest rate adjustments in line
adaptif berdasarkan kondisi pasar, didukung kebijakan dan with market conditions, supported by adequate treasury
prosedur treasury yang memadai serta pemantauan harian policies and procedures as well as daily monitoring of risk
terhadap parameter risiko. parameters.
86 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Bank Mandiri Taspen juga menaruh perhatian pada risiko Bank Mandiri Taspen also paid close attention to reputational,
reputasi, operasional, dan hukum. Risiko reputasi dikelola operational, and legal risks. Reputational risk was managed
melalui pemantauan aktif terhadap opini publik dan respons through active monitoring of public opinion and appropriate
yang tepat atas masukan dari pemangku kepentingan. Risiko responses to stakeholder feedback. Operational risk was
operasional dimitigasi melalui penguatan sistem pengendalian mitigated through strengthening internal control systems,
internal, peningkatan kualitas proses dan dokumentasi, improving process quality and documentation, safeguarding
pengamanan aset dan data, serta peran aktif fungsi audit assets and data, as well as the active role of the internal audit
internal dalam melakukan pengawasan berkala. Adapun function in conducting periodic supervision. Legal risk was
risiko hukum dikelola melalui mendokumentasi kelengkapan managed through ensuring the completeness and validity
dan keabsahan dokumen, kepatuhan terhadap peraturan of documentation, compliance with prevailing laws and
perundang-undangan, serta upaya mitigasi terhadap potensi regulations, and mitigation of potential losses arising from
kerugian akibat kasus hukum. legal cases.
Selain itu, dalam mendukung aspek lingkungan hidup, Bank In addition, in supporting environmental aspects, Bank Mandiri
mandiri Taspen mengidentifikasi risiko fisik. Langkah mitigasi Taspen identified physical risks. Mitigation measures included
di antaranya dilakukan melalui pemeliharaan rutin terhadap routine maintenance of supporting facilities such as electrical
fasilitas pendukung seperti instalasi listrik, sistem proteksi installations, fire protection systems, and other infrastructure to
kebakaran, dan infrastruktur lainnya untuk memastikan ensure operational safety and sustainability. Overall, the Board
keamanan dan keberlanjutan operasional. Secara keseluruhan, of Directors ensured that all risks related to the implementation
Direksi memastikan bahwa seluruh risiko yang terkait dengan of sustainable finance were managed in a prudent, measurable,
penerapan keuangan berkelanjutan dikelola secara prudent, and integrated manner, thereby supporting the long-term
terukur, dan terintegrasi, sehingga mampu mendukung sustainability of the Bank’s business.
keberlanjutan usaha Bank dalam jangka panjang.
Bank Mandiri Taspen secara berkelanjutan berupaya Bank Mandiri Taspen continuously sought to identify and
mengidentifikasi dan memanfaatkan berbagai peluang serta capitalize on various opportunities and business prospects
prospek usaha yang muncul dari dinamika kondisi ekonomi, arising from economic dynamics, industry developments,
perkembangan industri, dan perubahan kebutuhan pasar. Hal and evolving market needs. This was undertaken to support
ini dilakukan untuk mendukung pertumbuhan bisnis yang sustainable business growth and enhance value creation for
berkelanjutan serta meningkatkan nilai tambah bagi seluruh all stakeholders. The opportunities identified by Bank Mandiri
pemangku kepentingan. Peluang yang dimiliki Bank Mandiri Taspen include the following:
Taspen antara lain sebagai berikut:
1. Bank Mandiri Taspen berpeluang masuk ke new business 1. Opportunity to enter new business in pension funds (Dana
Dana Pensiun (Dapen) BUMN dan swasta yang mempunyai Pensiun/Dapen) of state-owned enterprises and private
karakteristik seperti segmen ASN dan pensiunan. institutions with characteristics similar to the civil servant
and pensioner segments.
2. Branding mulai dikenal dan dilirik oleh pencari kerja baik 2. Increasing brand recognition among job seekers, both fresh
fresh graduate maupun yang telah berpengalaman. graduates and experienced professionals.
3. Segmen pembiayaan kredit mikro, Usaha Mikro Kecil 3. Significant market potential in microcredit, Micro, Small
Menengah (UMKM), pra pensiun dan pensiunan di and Medium Enterprises (MSMEs), pre-retirement, and
Indonesia yang masih memiliki potensi pasar yang besar. pensioner segments in Indonesia.
4. Untuk meningkatkan komposisi funding retail, Bank 4. Opportunity to optimize the retail funding composition by
Mandiri Taspen juga berpeluang untuk mengoptimalkan targeting the senior citizen segment aged above 40 years.
potensi segmen senior citizen usia > 40 tahun.
5. Segmen pembiayaan kredit pensiunan yang lebih 5. Pensioner loan segment, which is relatively more resilient
resistance terhadap dampak lesunya perekonomian. to economic downturns.
6. Peluang memberikan layanan perbankan yang lebih baik 6. Opportunity to expand banking services to remote areas
hingga ke berbagai pelosok daerah melalui pemanfaatan through leveraging the parent entities’ network.
jaringan yang dimiliki entitas induk.
7. Sources pegawai dari kalangan millennial akan membantu 7. Recruitment of millennial employees to support the Bank
bank dalam mengantisipasi perubahan ke arah digitalisasi. in anticipating digital transformation.
8. Pada sisi teknologi, tren AI and machine learning, open 8. On the technology front, trends such as artificial intelligence
banking, dan integrasi API menyediakan peluang bagi and machine learning, open banking, and API integration
Bank Mantap untuk menyederhanakan proses bisnis, provide opportunities for Bank Mantap to streamline
meningkatkan efisiensi operasional, serta memperkuat business processes, enhance operational efficiency, and
layanan digital bagi nasabah. strengthen digital services for customers.
2025 Sustainability Report 87
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Penjelasan Direksi
Director’s Explanation
Kekuatan Bank Mandiri Taspen khususnya adalah memiliki The key strengths of Bank Mandiri Taspen lie particularly in
entitas induk dengan keunggulannya masing-masing yang its parent entities, each with its respective advantages that
berfungsi untuk mengembangkan bisnis Bank Mandiri Taspen. support the Bank’s business development. These strengths
Adapun kekuatan Bank Mandiri Taspen antara lain diuraikan include:
sebagai berikut:
1. Bank Mandiri Taspen memiliki entitas induk dengan 1. Parent entities with strong capabilities that support the
keunggulannya masing-masing yang berfungsi untuk growth of Bank Mandiri Taspen, namely:
mengembangkan bisnis Bank Mandiri Taspen yaitu:
a. Bank Mandiri sebagai bank terbesar di Indonesia yang a. Bank Mandiri, as the largest bank in Indonesia, with
memiliki expertise dalam pengelolaan operasional dan expertise in banking operations and services.
layanan bank.
b. PT Taspen memiliki akses kepada captive market b. PT Taspen, which has access to a captive pensioner
pensiunan sehingga dapat menambah database calon market, thereby expanding the database of prospective
debitur pensiunan. pensioner debtors.
c. Dukungan pendanaan dari grup Pemegang Saham. c. Funding support from the shareholder group.
2. Kerjasama dengan PT ASABRI yang merupakan BUMN 2. Cooperation with PT ASABRI, a state-owned enterprise
pengelola asuransi dan pembayaran pensiun khusus untuk providing insurance and pension payment management
Prajurit TNI, Anggota Polri, PNS Kementerian Pertahanan for Indonesian National Armed Forces personnel, National
Republik Indonesia dan Polri. Police members, and civil servants of the Ministry of
3. Kerjasama dengan Dapen BUMN sebagai institusi Defense and the Indonesian National Police.
pengelola pembayaran pensiun pensiunan pegawai 3. Cooperation with pension funds of state-owned enterprises
BUMN. (Dapen BUMN) as institutions managing pension payments
for SOE retirees.
4. Risiko pembiayaan kredit segmen pensiunan relatif lebih 4. Lower credit risk in the pensioner segment, as loan
rendah karena sumber utama pembayaran angsuran kredit repayments are primarily sourced from pension benefits
adalah dari manfaat pensiun debitur yang dipotong secara directly deducted from debtors.
langsung.
5. Dalam aspek teknologi, Bank Mantap telah menerapkan 5. In terms of technology, Bank Mantap has implemented
standarisasi Risk Assessment Criteria (RAC) yang comprehensive Risk Assessment Criteria (RAC) supported
komprehensif yang didukung oleh tools teknologi yang by robust technological tools, including health verification
memumpuni, termasuk verifikasi kesehatan calon nasabah of prospective customers to minimize mortality risk. In
guna meminimalkan risiko mortalitas. Selain itu, Bank addition, the Bank utilizes the Maestro core banking
Mantap telah menggunakan sistem core banking Maestro system, which has capabilities comparable to those used
yang memiliki kapabilitas setara dengan sistem yang by KBMI 4 banks, thereby supporting operational efficiency
digunakan oleh bank-bank KBMI 4, sehingga mendukung and business scalability.
efisiensi operasional dan skalabilitas bisnis.
6. Budaya kerja Bank Mandiri Taspen yang kuat. 6. Strong corporate culture of Bank Mandiri Taspen.
7. Branding yang mencerminkan keunggulan masing-masing 7. Branding that reflects the strengths of its parent entities
induk dan founder Bank Mandiri Taspen. and founders.
8. Mengutamakan SDM berasal dari wilayah setempat, 8. Prioritization of local human resources, enabling better
sehingga penguasaan wilayah lebih optimal. regional understanding.
9. Mengembangkan pendidikan calon pegawai yang 9. Development of future talent through structured education
dipersiapkan sebagai suksesor dalam jangka panjang. programs for prospective employees as long-term
successors.
10. Produk unggulan 3 Pilar Mantap Indonesia (Mantap Sehat, 10. Flagship products under the three pillars of Mantap
Mantap Aktif dan Wirausaha Mantap Sejahtera) sebagai (Mantap Sehat, Mantap Aktif, and Wirausaha Mantap
unique value proposition Bank Mandiri Taspen dibanding Sejahtera) as a unique value proposition compared to
kompetitor. competitors.
Bank Mandiri Taspen tetap harus waspada dan mawas diri Bank Mandiri Taspen must remain vigilant and prudent, as
karena di tahun 2026-2028 masih akan dipenuhi berbagai the period of 2026–2028 will continue to present various
tantangan yang challenging, khususnya dari aspek pencapaian challenges, particularly in terms of market share achievement,
88 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
market share, profitabilitas dan nilai kapitalisasi pasar. profitability, and market capitalization value. To sustain positive
Selanjutnya untuk terus dapat memberikan pertumbuhan growth, the Bank must continuously create added value
positif, Bank Mandiri Taspen harus dapat menciptakan nilai across both business units and supporting units, with a strong
tambah secara berkesinambungan, baik dari segi business orientation toward profit achievement, sustainable business
unit maupun supporting unit, yaitu dengan selalu berorientasi growth, and productivity enhancement through Management
kepada pencapaian laba perusahaan dan pertumbuhan bisnis Policies in 2026, which include the following:
secara berkelanjutan serta peningkatan produktivitas melalui
Kebijakan Manajemen di tahun 2026, yang meliputi sebagai
berikut:
1. Pertumbuhan Kredit, Dengan Portfolio Kredit Pensiunan 1. Credit Growth with Increasing Pension Loan Portfolio
Yang Meningkat Overall credit growth is aligned with the target to
Secara keseluruhan target pertumbuhan kredit Bank continuously increase market share, alongside efforts to
Mandiri sesuai dengan target untuk terus menaikkan improve the composition of the pensioner loan segment.
pangsa pasar kredit, serta upaya untuk meningkatkan
komposisi kredit segmen pensiunan.
2. Pengelolaan Sumber Pendapatan 2. Revenue Source Management
Sumber pendapatan utama di tahun 2026 masih berupa The main source of revenue in 2026 will remain interest
pendapatan bunga kredit. Kontribusi pendapatan lain income from loans. Additional income will be derived
bersumber dari fee based income seperti admin deposit, from fee-based income, including deposit administration,
payment point, rebate asuransi, administrasi kredit, fee payment points, insurance rebates, credit administration,
e-channel dan jasa layanan bank lainnya. e-channel fees, and other banking services.
3. Pengendalian Kualitas Aktiva Produktif 3. Productive Asset Quality Control
Pengendalian kualitas aktiva produktif dilaksanakan Productive asset quality control is implemented through
melalui beberapa tahapan untuk memastikan risk several stages to ensure that risk exposure is identified,
exposure senantiasa teridentifikasi, terukur, termonitor, measured, monitored, and mitigated. These stages include
dan termitigasi. Tahapan-tahapan tersebut mulai dari the application of effective and prudent business process
penerapan pendekatan proses bisnis yang efektif dan approaches (four eyes principle and committee meetings),
prudent (four eyes principle dan Rapat Komite), variasi the use of appropriate tools, professional and effective
tools yang tepat guna, sumber daya profesional dan efektif, human resources, monitoring and review processes, and
monitoring dan review dan ditekankan pada penguatan an emphasis on strengthening collection activities. Bank
aktivitas collection. Bank Mandiri Taspen akan sangat Mandiri Taspen will remain highly selective in maintaining
selektif dalam menjaga pertumbuhan, khususnya kredit di growth, particularly in credit distribution in Bali Province,
Provinsi Bali serta akan fokus pada pengembangan kredit and will focus on developing the pensioner segment.
di segmen pensiunan.
4. Pertumbuhan Dana 4. Fund Growth
Pertumbuhan dana sebesar 4,5% untuk mempertahankan Fund growth is targeted at 4.5% to maintain the Loan
Loan to Funding Ratio (LFR) pada level 86%-92% yang to Funding Ratio (LFR) within the range of 86%–92%,
didorong dari peningkatan Dana Pihak Ketiga (DPK), driven by the increase in Third Party Funds (DPK), existing
adanya obligasi existing, kerja sama bilateral loan serta bond instruments, bilateral loan cooperation, as well as
alternatif pendanaan maupun dukungan pendanaan dari alternative funding sources and funding support from the
grup usaha. business group.
Di sisi lain, dalam menjalankan kegiatan usahanya, Bank Mandiri On the other hand, in conducting its business activities, Bank
Taspen menghadapi berbagai dinamika kondisi eksternal yang Mandiri Taspen faced various external dynamics encompassing
mencakup aspek ekonomi, lingkungan hidup, dan sosial, yang economic, environmental, and social aspects, which may affect
berpotensi memengaruhi keberlanjutan kinerja perusahaan. the sustainability of its performance. Changes in global and
Perubahan kondisi eksternal global dan domestik, baik dari domestic external conditions, across economic, environmental,
sisi ekonomi, lingkungan hidup, maupun sosial, menjadi and social dimensions, constituted key factors influencing the
faktor penting yang memengaruhi keberlanjutan usaha Bank sustainability of the Bank’s business and required adaptive
serta memerlukan respons yang adaptif dan terukur. Kondisi and measured responses. In 2025, global external conditions
eksternal global pada tahun 2025 masih diwarnai oleh remained marked by high uncertainty driven by geopolitical
ketidakpastian yang tinggi akibat ketegangan geopolitik dan tensions and rising trade protectionism, including the Russia–
2025 Sustainability Report 89
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Penjelasan Direksi
Director’s Explanation
meningkatnya proteksionisme perdagangan, termasuk konflik Ukraine conflict, escalation in the Middle East, and import tariff
Rusia–Ukraina, eskalasi di Timur Tengah, serta kebijakan policies by the United States. These conditions contributed
tarif impor oleh Amerika Serikat. Situasi ini berdampak pada to a slowdown in global economic growth, disruptions in
perlambatan pertumbuhan ekonomi global, gangguan rantai supply chains, as well as increasing inflationary pressures
pasok, serta meningkatnya tekanan inflasi dan fragmentasi and fragmentation of international trade. In addition, elevated
perdagangan antarnegara. Selain itu, tingginya utang global, global debt levels, vulnerabilities in financial markets, and the
kerentanan pasar keuangan, serta perkembangan aset digital development of digital assets further increased systemic risks
turut meningkatkan risiko sistemik yang dapat memengaruhi that may affect economic stability. These conditions may exert
stabilitas ekonomi. Kondisi tersebut berpotensi memberikan pressure on the Bank’s sustainability, particularly through
tekanan terhadap keberlanjutan Bank, terutama melalui market volatility, rising operational costs, and uncertainty in
volatilitas pasar, peningkatan biaya operasional, serta global economic activities.
ketidakpastian aktivitas ekonomi global.
Di tengah dinamika global tersebut, perekonomian Indonesia Amid these global dynamics, Indonesia’s economy continued
tetap menunjukkan ketahanan yang baik, didukung oleh to demonstrate strong resilience, supported by macroeconomic
stabilitas makroekonomi, sinergi kebijakan fiskal dan moneter, stability, synergy between fiscal and monetary policies,
serta penguatan transformasi ekonomi melalui hilirisasi dan and the strengthening of economic transformation through
peningkatan investasi. Pertumbuhan ekonomi nasional yang downstreaming and increased investment. Solid national
tetap solid, ditopang oleh konsumsi domestik dan investasi, economic growth, driven by domestic consumption and
memberikan peluang bagi Bank Mandiri Taspen untuk menjaga investment, provided opportunities for Bank Mandiri Taspen
kinerja dan keberlanjutan usaha. Namun demikian, Bank to maintain its performance and business sustainability.
Mandiri Taspen tetap perlu mewaspadai risiko eksternal seperti Nevertheless, Bank Mandiri Taspen remained vigilant
fluktuasi permintaan global, tekanan inflasi, serta dinamika toward external risks such as fluctuations in global demand,
daya beli masyarakat yang dapat memengaruhi aktivitas bisnis. inflationary pressures, and changes in purchasing power that
may affect business activities.
Sementara itu, industri perbankan nasional menunjukkan Meanwhile, the national banking industry demonstrated strong
kinerja yang kuat dengan permodalan yang solid, risiko kredit performance, supported by solid capital, well-managed credit
yang terkendali, serta likuiditas yang memadai. Pertumbuhan risk, and adequate liquidity. Positive credit growth and the rapid
kredit yang positif dan pesatnya perkembangan transaksi expansion of digital financial transactions further strengthened
keuangan digital turut memperkuat ekosistem keuangan. the financial ecosystem. These conditions supported the Bank’s
Kondisi ini memberikan dukungan bagi keberlanjutan Bank, sustainability, particularly in driving operational efficiency
khususnya dalam mendorong efisiensi operasional dan and service innovation. However, Bank Mandiri Taspen
inovasi layanan. Meski demikian, Bank Mandiri Taspen tetap remained attentive to risks arising from financial technology
perlu mengantisipasi risiko yang muncul dari perkembangan developments, changes in consumer behavior, and regulatory
teknologi keuangan, perubahan perilaku konsumen, serta dynamics within the financial sector.
dinamika regulasi di sektor keuangan.
Manajemen secara rutin melakukan evaluasi dan assessment Management regularly conducted evaluations and assessments
terkait dengan kemampuan dan pencapaian target kinerja dari of the capability and achievement of performance targets across
seluruh unit sesuai dengan rencana bisnis bank yang telah all units in accordance with the established Bank Business
disusun. Evaluasi dilakukan secara berkala untuk setiap level Plan. These evaluations were carried out periodically at each
meliputi produktivitas, profitabilitas serta indikator-indikator level, covering productivity, profitability, and key indicators as
utama yang tertuang dalam Key Performance Indicator (KPI) outlined in the Key Performance Indicators (KPIs) of each work
unit kerja. Berdasarkan hasil penilaian dan evaluasi yang rutin unit. Based on the results of these regular assessments and
dilakukan secara berkala, Manajemen Bank berkeyakinan evaluations, Management believes that the Bank has adequate
bahwa Bank memiliki sumber daya untuk melakukan resources to continue its business activities in the future. The
kegiatan usaha dimasa mendatang. Bank tidak memiliki Bank does not have any material uncertainties that may cast
ketidakpastian material yang dapat menimbulkan keraguan significant doubt on Bank Mandiri Taspen’s ability to continue
yang signifikan terhadap kemampuan Bank Mandiri Taspen as a going concern.
untuk mempertahankan kelangsungan usaha.
90 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Apresiasi Appreciation
Berbagai capaian dan prestasi keberlanjutan yang diraih Bank The various sustainability achievements and accomplishments
Mandiri Taspen sepanjang tahun 2025 merupakan wujud attained by Bank Mandiri Taspen throughout 2025 represent
nyata dari komitmen Bank serta dukungan seluruh pemangku a tangible manifestation of the Bank’s commitment and the
kepentingan. Bank Mandiri Taspen senantiasa mengharapkan support of all stakeholders. Bank Mandiri Taspen continues
keberlanjutan dukungan dan kepercayaan dari seluruh to expect sustained support and trust from all stakeholders to
pemangku kepentingan agar dapat terus bertumbuh secara enable the Bank to grow sustainably.
berkelanjutan.
Atas nama jajaran Direksi, kami menyampaikan apresiasi dan On behalf of the Board of Directors, we would like to express our
terima kasih yang sebesar-besarnya kepada seluruh pemangku highest appreciation and sincere gratitude to all stakeholders
kepentingan atas dukungan yang telah diberikan kepada Bank for their continued support to Bank Mandiri Taspen.
Mandiri Taspen.
Jakarta, 29 April 2026
Jakarta, April 29, 2026
Panji Irawan
Direktur Utama
President Director
2025 Sustainability Report 91
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Penjelasan Direksi
Director’s Explanation
Tanggung Jawab Laporan Keberlanjutan Tahun Buku 2025 [GRI 2-14]
Responsibility for the Sustainability Report of the 2025 Fiscal Year
Kami yang bertandatangan dibawah ini telah melakukan peninjauan dan menyetujui berbagai informasi yang dilaporkan
dalam Laporan Keberlanjutan PT Bank Mandiri Taspen Tahun 2025, termasuk di dalamnya mencakup informasi topik material
Bank. Kami bertanggung jawab penuh atas kebenaran isi laporan yang telah sesuai dengan Peraturan Otoritas Jasa Keuangan
No. 51.POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa keuangan, Emiten dan Perusahaan
Publik.
Jakarta, 29 April 2026
DIREKSI
Directors
Panji Irawan Rudi As Aturridha*
Direktur Utama Wakil Direktur Utama
President Director Vice President Director
Rio Lanasier Henrisa Yunan Lubis* Rima Cahyani
Direktur Compliance & Human Resource Direktur IT & Digital Direktur Keuangan & Risk
Director of Compliance & Human Resources Director of IT & Digital Director of Finance & Risk
Mahrauza Purnaditya* Rizky Olyvia Nasution* Noer Fajrieansyah*
Direktur Bisnis Direktur Funding (Retail & Network) Direktur Transformasi
Director of Business Director of Funding (Retail & Network) & Pengembangan Usaha
Director of Transformation
& Business Development
* Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal 04 Desember 2025 dan masih dalam proses Penilaian Kemampuan & Kepatutan oleh Otoritas Jasa
Keuangan / Appointed based on the Circular Resolution of the Shareholders dated December 4, 2025 and is currently in the process of the Fit and Proper Test conducted by
Otoritas Jasa Keuangan.
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PT Bank Mandiri Taspen
We, the undersigned, have reviewed and approved the information presented in the 2025 Sustainability Report of PT Bank
Mandiri Taspen, including material topic disclosures of the Bank. We assume full responsibility for the accuracy of the content
in this report, which complies with the OJK Regulation No. 51/POJK.03/2017 concerning the Implementation of Sustainable
Finance for Financial Service Institutions, Issuers, and Public Companies.
Jakarta, April 29, 2026
DEWAN KOMISARIS
Board of Commissioners
Junaidi Hisom
Komisaris Utama Independen
Independent President Commissioner
Boedi Armanto Suhajar Diantoro* Prasetio
Komisaris Independen Komisaris Komisaris Independen
Independent Commissioner Commissioner Independent Commissioner
Marjana* Suwartini Edi Eko Cahyono*
Komisaris Independen Komisaris Independen Komisaris
Independent Commissioner Independent Commissioner Commissioner
* Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal 04 Desember 2025 dan masih dalam proses Penilaian Kemampuan & Kepatutan oleh Otoritas Jasa
Keuangan / Appointed based on the Circular Resolution of the Shareholders dated December 4, 2025 and is currently in the process of the Fit and Proper Test conducted by
Otoritas Jasa Keuangan.
2025 Sustainability Report 93
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Tata Kelola Keberlanjutan 94 Laporan Keberlanjutan 2025
Page 95
PT Bank Mandiri Taspen
Sustainability
Governance
[OJK E]
2025 Sustainability Report 95
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Tata Kelola Keberlanjutan
Sustainability Governance
Struktur dan Komposisi Tata Kelola [GRI 2-9, GRI 2-11]
Governance Structure and Composition
Sesuai dengan Undang-Undang Republik Indonesia Nomor In accordance with Law of the Republic of Indonesia No. 40
40 tahun 2007 tentang Perseroan Terbatas (UU PT), Organ of 2007 concerning Limited Liability Companies (Company
Perseroan terdiri dari Rapat Umum Pemegang Saham (RUPS), Law), the Company’s organs consisted of the General Meeting
Dewan Komisaris dan Direksi. Sistem kepengurusan menganut of Shareholders (GMS), the Board of Commissioners, and the
sistem 2 (dua) badan (two tier system), yaitu Dewan Komisaris Board of Directors. The governance structure adopted a two-tier
dan Direksi, yang memiliki wewenang dan tanggung jawab system, comprising the Board of Commissioners and the Board
yang jelas sesuai fungsinya masing-masing sebagaimana of Directors, each of which had clearly defined authorities and
diamanahkan dalam anggaran dasar dan peraturan perundang- responsibilities in accordance with their respective functions as
undangan. Bank juga memiliki organ penunjang baik di bawah mandated by the Articles of Association and applicable laws
Dewan Komisaris dan Direksi dalam rangka mendukung and regulations. The Bank also had supporting organs under
efektivitas tugas dan tanggung jawab Organ Utama. both the Board of Commissioners and the Board of Directors to
enhance the effectiveness of the duties and responsibilities of
the main governing bodies.
Dalam menjalankan tugasnya, Dewan Komisaris dibantu oleh In performing its duties, the Board of Commissioners had been
organ penunjang meliputi Komite Audit, Komite Pemantau supported by committees, including the Audit Committee,
Risiko, serta Komite Remunerasi dan Nominasi. Sedangkan, the Risk Monitoring Committee, and the Remuneration and
Direksi dibantu oleh Sekretaris Perusahaan, Satuan Kerja Nomination Committee. Meanwhile, the Board of Directors had
Kepatuhan, Satuan Kerja Manajemen Risiko, Satuan Kerja Audit been supported by the Corporate Secretary, the Compliance
Internal dan Komite-Komite di bawah Direksi yang meliputi Unit, the Risk Management Unit, the Internal Audit Unit, and
Komite Manajemen Risiko, Komite Assets and Liabilities committees under the Board of Directors, including the Risk
Committee (ALCO), Komite Information Technology (IT), Komite Management Committee, the Asset and Liability Committee
Kredit, dan Komite Kebijakan Perkreditan. Dewan Komisaris (ALCO), the Information Technology (IT) Committee, the Credit
dan Direksi merupakan ketua badan tata kelola tertinggi dan Committee, and the Credit Policy Committee. The Board of
bukan merupakan pejabat eksekutif. Commissioners and the Board of Directors served as the
highest governing bodies and were not part of the executive
officers.
96 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Struktur Organ Bank Mandiri Taspen disajikan dalam bagan di The organizational structure of Bank Mandiri Taspen is
bawah ini. presented in the following chart.
RUPS
Transparency GMS
Check and
Balance
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Accountability
Komite Audit Sekretaris Perusahaan
Audit Committee Corporate Secretary
Komite Pemantau Risiko
Responsibility Risk Monitoring Committee
Komite Remunerasi & Nominasi
Remuneration and Nomination
Committee
Independency
Satuan Kerja Kepatuhan Komite Manajemen Risiko
Compliance Work Unit Risk Management Committee
Satuan Kerja Manajemen Risiko ALCO
Risk Management Work Unit
Komite IT
Satuan Kerja Audit Internal
Fairness Internal Audit
IT Committee
Komite Kredit
Credit Committee
Komite Kebijakan Perkreditan
Credit Policy Committee
PEGAWAI / KARYAWAN NASABAH/PELANGGAN KOMUNITAS/MASYARAKAT
EMPLOYEES CUSTOMER COMMUNITY/SOCIETY
Informasi terkait Profil Dewan Komisaris dan Direksi mencakup Information regarding the profiles of the Board of
komposisi badan tata kelola tertinggi termasuk Komisaris Commissioners and the Board of Directors, including the
Independen, rangkap jabatan, masa jabatan, jenis kelamin composition of the highest governance body, Independent
telah disajikan pada bab Profil Perusahaan Laporan Tahunan Commissioners, concurrent positions, tenure, and gender,
Bank Mandiri Taspen. Sedangkan, profil komite-komite serta had been presented in the Company Profile section of Bank
tugas dan tanggung jawab badan tata kelola disampaikan Mandiri Taspen’s Annual Report. Meanwhile, the profiles of
pada bab Tata Kelola Perusahaan Laporan Tahunan Bank the committees, as well as the duties and responsibilities of
Mandiri Taspen. the governance bodies, had been disclosed in the Corporate
Governance section of the Bank Mandiri Taspen Annual Report.
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Tata Kelola Keberlanjutan
Sustainability Governance
Kode Etik
Code of Conduct
Kode Etik (Code of Conduct) merupakan pedoman perilaku The Code of Conduct serves as a guideline for the behavior
Jajaran Bank Mandiri Taspen dalam menjalankan tugas dan of Bank Mandiri Taspen personnel in carrying out their daily
kedinasan sehari-hari serta dalam melakukan hubungan bisnis duties and official responsibilities, as well as in conducting
dengan para nasabah, rekanan maupun rekan sekerja. Kode business relationships with customers, business partners,
Etik Bank terdapat dalam Arsitektur Kebijakan Bank Mandiri and colleagues. The Bank’s Code of Conduct is stipulated in
Taspen No. KEB/001/IV/2022 tanggal 18 April 2022 atas the Policy Architecture of Bank Mandiri Taspen No. KEB/001/
perubahan pertama Arsitektur Kebijakan No. KEB/010/2019 IV/2022 dated 18 April 2022, as the first amendment to Policy
tanggal 16 September 2019. Architecture No. KEB/010/2019 dated 16 September 2019.
Kode Etik Bank Mandiri Taspen mengatur tentang pedoman The Code of Conduct governs behavioral guidelines related to
perilaku yang berkaitan dengan Benturan Kepentingan, conflicts of interest, confidentiality, abuse of authority, insider
Kerahasiaan, Penyalahgunaan Jabatan, Perilaku Insiders, conduct, integrity and accuracy of Bank data, as well as the
Integritas dan Akurasi Data Bank serta Integritas Sistem integrity of the banking system. More detailed information
Perbankan. Penjelasan lebih rinci terkait Kode Etik telah regarding the Code of Conduct has been presented in the
disampaikan pada bagian Tata Kelola Perusahaan di Laporan Corporate Governance section of the Bank Mandiri Taspen
Tahunan Bank Mandiri Taspen tahun 2025. 2025 Annual Report.
Benturan Kepentingan [GRI 2-15]
Conflicts of Interest
Bank Mandiri Taspen senantiasa berkomitmen untuk Bank Mandiri Taspen remains committed to avoiding any
menghindari segala benturan kepentingan yang terjadi. conflict of interest. The Bank ensures that every decision made
Bank memastikan bahwa setiap keputusan yang diambil is always based on the principles of transparency, integrity,
selalu berlandaskan pada prinsip transparansi, integritas, and objectivity, in the best interest of the company and its
dan objektivitas, demi kepentingan terbaik perusahaan dan stakeholders. This commitment is outlined in the Corporate
para pemangku kepentingannya. Komitmen tersebut telah Governance Standard Operating Procedure Edition III Number
tercantum dalam Standar Prosedur Tata Kelola Perusahaan SP/044/X/2024 dated October 28, 2024. In managing conflicts
Edisi III Nomor SP/044/X/2024 Tanggal 28 Oktober 2024. of interest within the Board of Commissioners, Bank Mandiri
Dalam mengelola benturan kepentingan Dewan Komisaris, Taspen has established the following provisions:
Bank Mandiri Taspen telah menetapkan ketentuan sebagai
berikut:
1. Setiap Komisaris berkewajiban menjaga dan melindungi 1. Each Board of Commissioners is obliged to maintain and
segala informasi yang menjadi kerahasiaan Bank dan tidak protect all information that is confidential of the bank
mengungkapkannya kepada pihak ketiga tanpa kuasa and not disclose it to third parties without the authority
dari Dewan Komisaris, demikian pula hasil kebijakan/ of the Board of Commissioners, as well as the results of
keputusan rapat internal Dewan Komisaris dan Komite policies and resolutions of internal meetings of the Board
dibawah Dewan Komisaris dan hal-hal lain yang patut Commissioners and Commissioners under the Board of
dirahasiakan berdasarkan peraturan perundang-undangan Commissioners and other matters that should be kept
yang berlaku. confidential based on applicable laws and regulations.
2. Selama belum ditetapkan sebagai informasi atau fakta 2. As long as it has not been determined as open information
yang terbuka atau selama belum diumumkan oleh or facts or as long as it has not been announced by the
Dewan Komisaris, semua pihak yang terlibat wajib untuk Board of Commissioners, all parties involved are obliged to
merahasiakan informasi tersebut. keep the information confidential.
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PT Bank Mandiri Taspen
3. Setiap anggota Dewan Komisaris berkewajiban: 3. Each member of the Board of Commissioners shall:
a. Mengungkapkan kepemilikan sahamnya yang a. Disclose its share ownership of 5% (five percent) or
mencapai 5% (lima persen) atau lebih, baik pada Bank more, both in the bank concerned and other banks
yang bersangkutan maupun bank dan perusahaan lain and companies domiciled at home and abroad, as
yang berkedudukan di dalam dan di luar negeri, serta well as financial relationships and family relationships
hubungan keuangan serta hubungan keluarga dengan with other members of the Board of Commissioners,
anggota Dewan Komisaris lainnya, anggota Direksi members of the Board of Directors and/or Controlling
dan/atau Pemegang Saham Pengendali Bank. Shareholders of the Bank.
b. Tidak memanfaatkan Bank untuk kepentingan b. Not utilize the Bank for his personal interests, including
pribadinya, termasuk untuk kepentingan keluarga dan/ for the benefit of family and/or other parties who harm
atau pihak pihak lain yang merugikan atau mengurangi or reduce the Bank’s profits.
keuntungan Bank.
c. Tidak mengambil dan/atau menerima keuntungan pribadi c. Not take and/or receive personal benefits from the Bank
dari Bank selain remunerasi dan fasilitas lainnya yang other than remuneration and other facilities determined
ditetapkan RUPS sesuai dengan ketentuan yang berlaku. by the GMS in accordance with applicable regulations.
d. Mengungkapkan remunerasi dan fasilitas yang d. Disclose the remuneration and facilities received in the
diterima dalam Laporan Tata Kelola Perusahaan yang Good Corporate Governance Report (Good Corporate
Baik (Good Corporate Governance). Governance).
4. Setiap Komisaris dilarang menggunakan informasi Bank 4. Each Board of Commissioners is prohibited from using
untuk kepentingan pribadi yang dapat menimbulkan benturan Bank information for personal interests that may cause a
kepentingan baik secara langsung maupun tidak langsung. conflict of interest either directly or indirectly.
5. Setiap Komisaris dilarang terlibat dalam pengambilan
keputusan kegiatan operasional atau melakukan intervensi 5. Each Board of Commissioners is prohibited from being
terhadap transaksi-transaksi operasional perbankan involved in making decisions on operational activities or
berdasarkan peraturan perundang-undangan dan interfering in banking operational transactions based on
ketentuan yang berlaku. applicable laws and regulations.
6. Setiap Komisaris dilarang menjadi sponsor rekanan 6. Each Board of Commissioners is prohibited from sponsoring
Bank, calon nasabah atau nasabah Bank yang dapat the Bank’s partners, prospective customers or, customers
menimbulkan benturan kepentingan. of the Bank that may cause a conflict of interest.
7. Setiap Komisaris dilarang merekomendasikan seseorang 7. Each Board of Commissioners is prohibited from
untuk menjadi pejabat Bank, diluar ketentuan yang berlaku. recommending a person to become an officer of the Bank,
outside of applicable provisions.
8. Setiap Dewan Komisaris dilarang memanfaatkan Bank 8. Each Board of Commissioners is prohibited from utilizing
untuk kepentingan pribadi, keluarga, perusahaan atau the Bank for personal, family, corporate, or business group
kelompok usahanya dengan cara yang bertentangan interests in a manner that is contrary to the laws and
dengan peraturan perundang-undangan dan kewajaran regulations and fairness in the banking sector.
dibidang perbankan.
9. Pencatatan administrasi, dokumentasi dan pengungkapan 9. Administrative records, documentation, and disclosure of
benturan kepentingan dengan menuangkan dalam Surat conflicts of interest by stating in the Annual Statement
Pernyataan Tahunan. Letter.
Sedangkan, Pengelolaan benturan kepentingan bagi Direksi Meanwhile, management of conflicts of interest for the Board
yang dilakukan Bank Mandiri Taspen sebagai berikut: of Directors is carried out by Bank Mandiri Taspen as follows:
1. Direksi memiliki komitmen untuk menghindari segala 1. The Board of Directors is committed to avoiding all forms
bentuk benturan kepentingan (conflict of interest) of conflict of interest (conflict of interest).
2. Dalam hal anggota Direksi secara pribadi mempunyai 2. In the event that a member of the Board of Directors
kepentingan dalam suatu transaksi, kontrak atau kontrak personally has an interest in transactions, contract, or
yang diusulkan dalam mana Bank menjadi salah satu proposed contract to which the Bank is a party, it shall be
pihak, maka harus dinyatakan sifat kepentingannya dalam stated the nature of his interest at the Meeting of the Board
Rapat Direksi dan anggota Direksi yang bersangkutan of Directors and the member of the Board of Directors
tidak berhak untuk mengambil suara concerned shall not be entitled to vote.
3. Secara berkala sekurang-kurangnya 1 (satu) tahun 3. Periodically at least once every 1 (one) year, each member
sekali, setiap anggota Direksi wajib membuat pernyataan of the Board of Directors must make a statement regarding
mengenai ada atau tidaknya conflict of interest dengan the presence or absence of conflict of interest with the
aktivitas Bank yang dilakukannya Bank’s activities carried out by him.
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Tata Kelola Keberlanjutan
Sustainability Governance
4. Anggota Direksi tidak boleh merangkap jabatan 4. Members of the Board of Directors may not hold concurrent
sebagaimana diatur dalam peraturan yang berlaku positions as stipulated in applicable regulations to protect
untuk melindungi kepentingan Pemegang Saham, Bank the interests of Shareholders, the Bank has regulated
telah mengatur mengenai benturan kepentingan dalam conflicts of interest in internal policies, namely:
kebijakan intern yaitu:
a. Pengaturan mengenai penanganan benturan a. Regulations regarding the handling of conflicts of
kepentingan yang mengikat setiap pengurus dan interest that bind every manager and employee of
pengawai Bank Mandiri Taspen yang dituangkan Bank Mandiri Taspen as outlined in the Provisions of
dalam Ketentuan Arsitektur Kebijakan PT Bank Mandiri the Policy Architecture of PT Bank Mandiri Taspen and
Taspen dan Standar Prosedur Tata Kelola Perusahaan the Standard Procedures for Corporate Governance of
PT Bank Mandiri Taspen Perubahan Ketiga Nomor PT Bank Mandiri Taspen, Third Amendment Number
SP/044/X/2024 Tanggal 28 Oktober 2024. SP/044/X/2024 Dated October 28, 2024.
b. Pencatatan administrasi, dokumentasi dan b. Administrative records, documentation, and disclosure
pengungkapan benturan kepentingan dengan of conflicts of interest by stating in the Annual
menuangkan dalam Surat Pernyataan Tahunan. Statement Letter.
Informasi terkait pengelolan benturan kepentingan Dewan Information regarding the management of conflicts of
Komisaris dan Direksi telah disampaikan secara rinci pada interest involving the Board of Commissioners and the Board
bagian Tata Kelola Perusahaan di Laporan Tahunan Bank of Directors had been disclosed in detail in the Corporate
Mandiri Taspen tahun 2025. Governance section of the Bank Mandiri Taspen 2025 Annual
Report.
Hingga akhir tahun 2025, tidak terdapat hubungan afiliasi As of the end of 2025, there had been no affiliated relationships
berupa hubungan keuangan, keluarga, dan kepengurusan in the form of financial, family, or management relationships
antara Dewan Komisaris dengan anggota Dewan Komisaris among members of the Board of Commissioners, between
lainnya dan Direksi, maupun Direksi dengan Direksi lainnya the Board of Commissioners and the Board of Directors,
dan Dewan Komisaris serta pemegang saham pengendali. nor among members of the Board of Directors, including
Seluruh anggota Dewan Komisaris dan Direksi tidak memiliki with the controlling shareholder. All members of the Board
hubungan kepengurusan pada perusahaan lain termasuk of Commissioners and the Board of Directors did not hold
pemasok. Pemegang saham pengendali Bank Mandiri Taspen management positions in other companies, including suppliers.
adalah PT Bank Mandiri (Persero) Tbk dengan persentase The controlling shareholder of Bank Mandiri Taspen is PT
kepemiliki sebesar 51,098%. Dengan demikian, tidak terdapat Bank Mandiri (Persero) Tbk, with an ownership of 51.098%.
pemegang saham pengendali individu baik langsung maupun Accordingly, there had been no individual controlling
tidak langsung. Informasi terkait hubungan kepemilikan saham shareholder, either directly or indirectly. Information regarding
Dewan Komisaris dan Direksi telah disajikan secara rinci pada share ownership relationships of the Board of Commissioners
Laporan Tahunan bagian Tata Kelola Perusahaan. and the Board of Directors had been disclosed in detail in the
Corporate Governance section of the Annual Report.
Selain itu, seluruh Dewan Komisaris dan Direksi tidak memiliki Furthermore, all members of the Board of Commissioners and
saham pada Bank, Bank Lain, Lembaga Keuangan Non Bank, the Board of Directors did not own shares in the Bank, other
maupun Perusahaan lain. Informasi kepemilikan saham banks, non-bank financial institutions, or other companies.
Dewan Komisaris dan Direksi telah disajikan secara rinci pada Information regarding share ownership of the Board of
Laporan Tahunan bagian Tata Kelola Perusahaan. Pada tahun Commissioners and the Board of Directors had been disclosed
2025, tidak terdapat transaksi yang mengandung benturan in detail in the Corporate Governance section of the Annual
kepentingan. Informasi terkait transaksi benturan kepentingan Report. In 2025, there had been no transactions involving
telah disampaikan secara rinci pada Laporan Tahunan bagian conflicts of interest. Information regarding such transactions
Analisis dan Pembahasan Manajemen. had been disclosed in detail in the Management Discussion
and Analysis section of the Annual Report.
100 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Nominasi dan Seleksi Dewan Komisaris dan Direksi [GRI 2-10]
Nomination and Selection of The Board of Commissioners and Directors
Kebijakan nominasi Dewan Komisaris dan Direksi dalam The Nomination Policy of the Board of Commissioners
ketentuan internal Bank Mandiri Taspen mengacu pada and Board of Directors on internal provisions refer to Bank
Anggaran Dasar Bank, Standar Prosedur Tata Kelola Mandiri Taspen’s Articles of Association, Standard Corporate
Perusahaan, serta Piagam Komite Remunerasi dan Nominasi. Governance procedures, and the Remuneration and Nomination
Calon anggota Dewan Komisaris dan Direksi yang diajukan Committee Charter. Nominated candidates for the Board of
harus memenuhi persyaratan yang telah ditetapkan dalam Directors must meet the requirements specified in the Bank’s
Anggaran Dasar Bank serta ketentuan peraturan perundang- articles of association and applicable laws and regulations by
undangan yang berlaku, melalui proses seleksi sesuai making selections in accordance with those required by these
dengan persyaratan tersebut. Selain itu, proses nominasi juga regulations. In addition, the nomination process also considers
memperhatikan masukan dari para pemangku kepentingan, the views of stakeholders (including shareholders), diversity,
termasuk pemegang saham, serta mempertimbangkan aspek independence and relevant competencies.
keberagaman, independensi, dan kompetensi yang relevan.
Prosedur nominasi Dewan Komisaris dan Direksi dilakukan The nomination procedure for the Board of Commissioners and
sebagai berikut: Board of Directors is carried out as follows:
1. Komite remunerasi dan Nominasi mengidentifikasi calon 1. The Remuneration and Nomination Committee identifies
yang memenuhi kriteria. candidates who meet the criteria.
2. Dewan Komisaris atas dasar saran dari Komite Remunerasi 2. The Board of Commissioners on the basis of advice from
dan Nominasi menyampaikan usulan calon kepada the Remuneration and Nomination Committee submits
Pemegang Saham. candidate proposals to the Shareholders.
3. Pelaksanaan seleksi dilaksanakan sebelum masa jabatan 3. The selection is carried out before the end of the term of
berakhir atau diminta Dewan Komisaris. office or requested by the Board of Commissioners.
4. Calon yang direkomendasikan oleh Komite remunerasi 4. Candidates recommended by the Remuneration and
& Nominasi kepada Dewan Komsisaris setelah ditelaah Nomination Committee to the Board of Commissioners
kemudian diusulkan kepada pemegang saham untuk after review are then proposed to shareholders to be
diangkat atau ditetepkan dalam RUPS. appointed or determined at the GMS.
Sementara itu, prosedur nominasi dan seleksi Komite- Meanwhile, the nomination and selection procedures for
komite di bawah Dewan Komisaris dilaksanakan melalui Committees under the Board of Commissioners are carried out
Rapat Dewan Komisaris. Proses tersebut dilakukan dengan through the Board of Commissioners’ Meeting. The nomination
mempertimbangkan rekomendasi dari Komite Remunerasi and selection procedures are carried out by taking into account
dan Nominasi, khususnya untuk keanggotaan Komite yang the recommendations of the Remuneration and Nomination
berasal dari unsur pihak independen. Terhadap calon anggota Committee, for Committee membership from the element
komite yang telah memperoleh persetujuan Dewan Komisaris, of membership of avn Independent Party. For prospective
selanjutnya diajukan kepada Direksi untuk diangkat dan committee members who have been approved by the Board
ditetapkan melalui Keputusan Direksi. Adapun untuk prosedur of Commissioners, then submitted to the Board of Directors
nominasi dan seleksi komite di bawah Direksi, dilakukan melalui to be appointed and determined in a Directors Decree. While
pembahasan pada masing-masing komite guna menentukan the nomination and selection procedures for committees under
komposisi keanggotaan komite tersebut. Selanjutnya, calon the Board of Directors are carried out through discussions in
anggota komite yang telah disetujui akan direkomendasikan the respective committees to determine the membership of
kepada Direksi untuk kemudian diangkat dan ditetapkan the committee. Furthermore, the candidates for committee
melalui Keputusan Direksi. members who have been approved are recommended to
the Board of Directors to be appointed and determined in a
Directors Decree.
Informasi terkait nominasi dan seleksi Dewan Komisaris dan Information regarding the nomination and selection of the
Direksi telah dijelaskan secara rinci pada bagian Tata Kelola Board of Commissioners and the Board of Directors had been
Perusahaan Laporan Tahunan Bank Mandiri Taspen tahun disclosed in detail in the Corporate Governance section of the
2025. Bank Mandiri Taspen 2025 Annual Report.
2025 Sustainability Report 101
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Tata Kelola Keberlanjutan
Sustainability Governance
Penilaian Kinerja Dewan Komisaris dan Direksi [GRI 2-18]
Performance Assessment of the Board of Commissioners and Board of Directors
Bank Mandiri Taspen telah menetapkan sistem penilaian Bank Mandiri Taspen had established a performance evaluation
kinerja bagi Dewan Komisaris dan Direksi. Penilaian kinerja system for the Board of Commissioners and the Board of
Dewan Komisaris dilakukan oleh Pemegang Saham melalui Directors. The performance of the Board of Commissioners
Rapat Umum Pemegang Saham (RUPS) Tahunan, yang had been assessed by the Shareholders through the Annual
dilaksanakan pada saat penyampaian laporan pelaksanaan General Meeting of Shareholders (AGMS), conducted during
tugas pengawasan oleh Dewan Komisaris. Berdasarkan the presentation of the supervisory report by the Board of
laporan tersebut, RUPS kemudian menyatakan serta Commissioners. Based on this report, the GMS had resolved
memberikan pembebasan tanggung jawab sepenuhnya (acquit to grant full release and discharge (acquit et de charge) to the
et de charge) kepada Dewan Komisaris atas pelaksanaan tugas Board of Commissioners for the performance of its supervisory
pengawasan yang telah dilakukan selama Tahun Buku yang duties during the financial year ended. The performance of
berakhir pada akhir tahun. Kinerja Dewan Komisaris tercermin the Board of Commissioners had been reflected in the level
dari tingkat pencapaian realisasi Program Kerja atau Rencana of achievement of its Work Program or Annual Work Plan,
Kerja Tahunan Dewan Komisaris yang seluruhnya telah which had been fully implemented. One of the performance
berhasil dilaksanakan. Salah satu kriteria penilaian kinerja assessment criteria for the Board of Commissioners included
Dewan Komisaris adalah pelaksanaan reviu dan tanggapan the review and response to the Bank Business Plan (RBB),
Rencana Bisnis Bank (RBB) yang didalamnya terdapat Rencana which encompassed the Sustainable Finance Action Plan,
Aksi Keuangan Berkelanjutan yang dapat memberikan dampak thereby contributing to impacts on economic, environmental,
pada aspek ekonomi, lingkungan dan sosial. and social aspects.
Bank juga melakukan pengukuran atas pencapaian target The Bank had also measured the achievement of performance
kinerja yang telah dilaksanakan oleh Direksi. Bank Mandiri targets carried out by the Board of Directors. Bank Mandiri
Taspen melakukan penilaian terhadap Direksi secara kolektif Taspen had conducted performance evaluations of the Board
maupun masing-masing anggota Direksi. Penilaian bagi of Directors both collectively and individually. Individual
Direksi secara individu, dinilai setiap tahun untuk melihat assessments were conducted annually to evaluate the
kinerja masing-masing anggota Direksi dalam pelaksanaan performance of each member of the Board of Directors in
tugas dan tanggungjawabnya. Penilaian tersebut dilaksanakan fulfilling their duties and responsibilities. Such evaluations
berdasarkan target yang ditetapkan dalam Key Performace had been carried out based on targets set in the agreed Key
Indicator (KPI) yang telah disepakati bersama dari awal tahun Performance Indicators (KPIs) at the beginning of the year, in
sesuai pembidangannya masing-masing. Salah satu indikator accordance with each respective area of responsibility. One of
KPI adalah ketercapaian Rencana Aksi Keuangan Berkelanjutan the KPI indicators included the achievement of the Sustainable
(RAKB) yang merupakan bagian dari Rencana Bisnis Bank Finance Action Plan (RAKB), which formed part of the Bank
(RBB). Business Plan (RBB).
Proses evaluasi penilaian kinerja Dewan Komisaris dan The performance evaluation process for both the Board of
Direksi dilaksanakan secara berkala dan independen dengan Commissioners and the Board of Directors had been conducted
penetapan akhir melalui mekanisme RUPS Tahunan, untuk periodically and independently, with final determination
memastikan bahwa Bank memberikan manfaat terhadap made through the Annual General Meeting of Shareholders
aspek ekonomi, lingkungan, dan sosial. Hasil evaluasi terhadap (AGMS), to ensure that the Bank delivered value across
kinerja Dewan Komisaris dan Direksi secara keseluruhan dan economic, environmental, and social aspects. The results of the
kinerja masing-masing anggota Dewan Komisaris dan Direksi performance evaluations of both the Board of Commissioners
secara individu merupakan bagian tak terpisahkan dalam skema and the Board of Directors, both collectively and individually,
kompensasi atau pemberian insentif bagi Dewan Komisaris constituted an integral part of the compensation and incentive
dan Direksi serta dasar pertimbangan bagi pemegang saham scheme, as well as a basis for shareholders in considering the
untuk memberhentikan dan/atau menunjuk kembali Dewan dismissal and/or reappointment of the respective members
Komisaris dan Direksi yang bersangkutan. Pembahasan terkait of the Board of Commissioners and the Board of Directors.
penilaian kinerja Dewan Komisaris dan Direksi telah disajikan Further details regarding the performance evaluation of the
secara rinci pada bagian Tata Kelola Perusahaan Laporan Board of Commissioners and the Board of Directors had been
Tahunan Bank Mandiri Taspen. disclosed in the Corporate Governance section of the Bank
Mandiri Taspen Annual Report.
102 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Kebijakan Remunerasi Dewan Komisaris
dan Direksi [GRI 2-19, GRI 2-20, GRI 2-21]
Remuneration Policy for the Board of Commissioners and Directors
Kebijakan remunerasi Dewan Komisaris dan Direksi Bank The remuneration policy for the Board of Commissioners and
Mandiri Taspen mengacu pada Peraturan Otoritas Jasa the Board of Directors of Bank Mandiri Taspen had referred
Keuangan Nomor 17 Tahun 2023 tentang Penerapan Tata to Financial Services Authority Regulation No. 17 of 2023
Kelola dalam Pemberian Remunerasi bagi Bank Umum serta concerning the Implementation of Governance in Remuneration
Peraturan Peraturan Menteri Badan Usaha Milik Negara for Commercial Banks, as well as the Regulation of the Minister
Republik Indonesia Nomor PER-13/MBU/09/2021 Tentang of State-Owned Enterprises of the Republic of Indonesia No.
Perubahan Keenam Atas Peraturan Menteri Badan Usaha PER-13/MBU/09/2021 regarding the Sixth Amendment to
Milik Negara Nomor PER-04/MBU/2014 Tentang Pedoman Ministerial Regulation No. PER-04/MBU/2014 on Guidelines
Penetapan Penghasilan Direksi, Dewan Komisaris, dan Dewan for Determining the Remuneration of the Board of Directors,
Pengawas Badan Usaha Milik Negara yang juga diberlakukan Board of Commissioners, and Supervisory Board of State-
untuk perusahaan anak BUMN. Owned Enterprises, which was also applicable to subsidiaries
of state-owned enterprises.
Dalam penetapan remunerasi bagi karyawan, Pejabat In determining remuneration for employees, Executive Officers,
Eksekutif, Direksi dan Dewan Komisaris, Komite Remunerasi Directors and the Board of Commissioners, the Remuneration
mempertimbangkan beberapa hal, antara lain: Committee considers several things, including:
1. Hasil benchmarking remunerasi karyawan, pejabat 1. Benchmarking results of employee remuneration, executive
eksekutif, anggota Direksi dan anggota Dewan Komisaris officers, members of the Board of Directors, and members
dengan industri sejenis (peer group). of the Board of Commissioners with similar industries (peer
group).
2. Kompleksitas dari operasi perusahaan. 2. The complexity of the company’s operations.
3. Remunerasi terdiri dari gaji atau honorarium dan benefit 3. Remuneration consists of salary or honorarium and benefits
yang bisa distandarisasi yaitu Tunjangan Hari Raya Cuti that can be standardized, namely Holiday Allowance
Tahunan (THR), Rumah Dinas, Kendaraan Dinas, Fasilitas (THR), Official House, Official Vehicle, Health facilities
Kesehatan dan Utilities serta benefit lainnya. Sedangkan and Utilities and other benefits. Meanwhile, performance-
remunerasi yang berdasarkan kinerja adalah bonus/insentif based remuneration is a bonus/incentive for employees
untuk karyawan dan tantiem untuk Direksi dan Dewan and bonuses for the Board of Directors and the Board of
Komisaris. Commissioners.
Selain itu, penetapan remunerasi Dewan Komisaris dan Additionally, the determination of remuneration for the Board
Direksi mempertimbangkan kinerja penerapan keuangan of Commissioners and the Board of Directors considers the
berkelanjutan yang tercermin pada ketercapaian Rencana Aksi performance in implementing sustainable finance, as reflected
Keuangan Berkelanjutan (RAKB) yang merupakan bagian dari in the achievement of the Sustainable Finance Action Plan
Rencana Bisnis Bank (RBB). (RAKB), which is part of the Bank’s Business Plan (RBB).
Penetapan remunerasi Dewan Komisaris dan Direksi dilakukan The determination of remuneration for the Board of
dengan tata cara sebagai berikut: Commissioners and Board of Directors is carried out in the
following procedures:
1. Komite Remunerasi dan Nominasi melakukan kajian 1. The Remuneration and Nomination Committee conducts
remunerasi bagi anggota Dewan Komisaris dan Direksi. a remuneration review for members of the Board of
Commissioners and Board of Directors.
2. Komite Remunerasi dan Nominasi melakukan koordinasi 2. The Remuneration and Nomination Committee coordinates
dengan Direktur dan Pejabat yang membidangi Human with the Director and Officer in charge of Human Capital
Capital serta unit kerja terkait dalam rangka menyusun and related work units in order to prepare Remuneration
usulan Remunerasi. proposals.
3. Dalam menetapkan kebijakan remunerasi paling kurang 3. In determining the remuneration policy, pay at least
memperhatikan: attention on :
a. Kinerja keuangan dan pemenuhan cadangan. a. Financial performance and reverse fulfillment
b. Prestasi kerja individual. b. Individual work performance
2025 Sustainability Report 103
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Tata Kelola Keberlanjutan
Sustainability Governance
c. Kewajaran dengan peer division. c. Fairness with peer division
d. Pertimbangan sasaran dan strategi jangka panjang d. Consideration of the bank’s long-term goals and
bank. strategies
4. Komite Remunerasi dan Nominasi berdasarkan kajian 4. The Remuneration and Nomination Committee based on
menyusun rekomendasi remunerasi dan kemudian the study prepares remuneration recommendations and
disampaikan kepada Dewan Komisaris dan Direksi. then submits them to the Board of Commissioners and
Board of Directors.
5. Dewan Komisaris menyampaikan usulan dan rekomendasi 5. The Board of Commissioners submits proposals and
atas dasar kajian Komite Remunerasi dan Nominasi kepada recommendations based on the review of the Remuneration
RUPS untuk memperoleh persetujuan. and Nomination Committee to the GMS for approval.
6. Usulan dan rekomendasi Dewan Komisaris kepada RUPS 6. Proposals and recommendations of the Board of
dapat berupa: Commissioners to the GMS may be in the form of:
a. Persetujuan mengenai bentuk dan besaran remunerasi. a. Agreement on the form and amount of remuneration
b. Persetujuan untuk diberikan kewenangan kepada b. Approval to be authorized to the Board of
Dewan Komisaris dalam menetapkan bentuk dan Commissioners in determining the form and amount of
besaran remunerasi. remuneration
Pemberian Remunerasi pada Dewan Komisaris dan Direksi In addition, in providing remuneration for the Board of
juga memperhatikan pada ketentuan remunerasi yang berlaku, Commissioners and Board of Directors, the Bank pays attention
yaitu dalam bentuk: to the applicable remuneration provisions, namely in the form
of:
1. Remunerasi yang bersifat tetap, yaitu remunerasi yang 1. Fixed remuneration, namely remuneration that is linked
tidak dikaitkan dengan kinerja dan risiko, antara lain gaji/ to performance and risk, including salary/ honorarium,
honorarium, fasilitas, tunjangan perumahan, tunjangan facilities, housing allowance, health allowance, education
kesehatan, tunjangan pendidikan, tunjangan hari raya dan allowance, holiday allowance, and retirement benefit.
santunan purna jabatan. Remunerasi yang berupa Gaji/ Remuneration in the form of Salary/ Honorarium, Facilities,
Honorarium, Fasilitas, Tunjangan dan santunan purna Allowances, and retirement compensation is given in cash,
jabatan diberikan dalam bentuk tunai
2. Remunerasi yang bersifat variabel, yaitu remunerasi 2. Variable remuneration, which is remuneration associated
yang dikaitkan dengan kinerja dan risiko, antara lain with performance and risk, including Bonus, bonuses/
Bonus, Tantiem/Insentif Kinerja atau bentuk lainnya Performance Incentive, or other forms likened to it.
yang dipersamakan dengan itu. Remunerasi yang berupa Remuneration in the form of Bonuses, and Incentives
Bonus, Tantiem, Insentif dapat diberikan dalam bentuk can be given in cash, shares or share-based instruments
tunai, saham, atau instrumen yang berbasis saham issued by the Bank with special provisions for the Board
yang diterbitkan oleh Bank dengan ketentuan khusus of Commissioners to be given in cash to avoid elements of
untuk Dewan Komisaris diberikan dalam bentuk tunai conflict of interest in carrying out supervision.
untuk menghindari unsur benturan kepentingan dalam
menjalankan pengawasan.
Details regarding the remuneration determination structure
Rincian mengenai struktur penetapan remunerasi Dewan of the Board of Commissioners and Board of Directors are
Komisaris dan Direksi di sampaikan pada tabel di bawah ini. described in the table below.
Tabel Struktur Remunerasi Dewan Komisaris dan Direksi
Table of Remuneration Stucture of the Board of Commissioners and Directors
Ketentuan
Provisions
Jenis Pengasilan
No
Type of Income
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
1 Honorarium/Gaji Besarnya faktor jabatan Wakil Direktur Utama 90% dari Direktur
Honorarium or Salary Komisaris Utama 43% dari Direktur Utama Utama
Komisaris 90% dari Komisaris Utama Direksi Lainnya 85% dari Direktur Utama
The size of the position factor President The Vice President Director’s remuneration
Commissioner 43% of President Director was set at 90% of that of the President
Commissioner 90% of President Commissioner Director.
Other Directors 85% of the President
Director
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PT Bank Mandiri Taspen
Ketentuan
Provisions
Jenis Pengasilan
No
Type of Income
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
2 Tunjangan
Allowances
Tunjangan Hari Raya Keagamaan 1 (satu) kali honorarium 1 (satu) kali gaji
Religious holiday allowance 1 (one) time honorarium 1 (one) time salary
Tunjangan tansportasi Sebesar 20% dari honorarium Tidak diberikan
Transportation allowance 20% of the honorarium Not given
Tunjangan Cuti Tahunan Tdak diberikan Tidak diberikan
Annual Leave Allowance Not given Not given
Santunan Purna Jabaran Premi asuransi maksimal 20% dari Premi asuransi maksimal 20% dari gaji/tahun
After-Service Compensation honorarium/tahun Insurance premium of up to 20% of annual
Insurance premium of up to 20% of annual salary
honorarium
Tunjangan Perumahan Tidak diberikan Diberikan secara bulanan sebesar maksimal
Housing Allowance Not given 40% dari gaji
Granted on a monthly basis of up to a
maximum of 40% of salary
Tunjangan Pakaian Dinas Tidak diberikan Tidak diberikan
Service Dress Allowance Not given Not given
3 Fasilitas
Facilities
Fasilitas Kendaraan Dinas Diberikan dalam bentuk tunjangan Diberikan 1 (satu) kendaraan dinas yang
Official Vehicle Facilities transportasi sebesar 20% dari honorarium diberikan dalam bentuk sewa sesuai kriteria
Granted in the form of a transportation allowance yang telah ditetapkan
amounting to 20% of honorarium Granted one (1) official vehicle provided on
a lease basis in accordance with established
criteria
Fasilitas Kesehatan Diberikan dalam bentuk asuransi kesehatan Diberikan dalam bentuk asuransi kesehatan
Medical Facility Granted in the form of health insurance Granted in the form of health insurance
Fasilitas Perkumpulan Profesi Tidak diberikan Maksimum 2 (dua) keanggotaan
Professional Association Not given Maximum of two (2) memberships
Facilities
Fasilitas Bantuan Hukum Diberikan merujuk pada ketentuan tentang bantuan Diberikan merujuk pada ketentuan tentang
Legal Aid Facilities hukum bagi perusahaan BUMN sebagaimana diatur bantuan hukum bagi perusahaan BUMN
dalam Peraturan menteri BUMN sebagaimana diatur dalam Peraturan menteri
Granted in accordance with provisions on legal BUMN
assistance for state-owned enterprises as Granted in accordance with provisions on
stipulated in the Regulation of the Minister of legal assistance for state-owned enterprises
State-Owned Enterprises. as stipulated in the Regulation of the Minister
of State-Owned Enterprises
Fasilitas Komunikasi At Cost At Cost
Communication Facilities At Cost At Cost
Selain itu, Bank Mandiri Taspen juga melaporkan rasio total gaji In addition, Bank Mandiri Taspen had reported the ratio
karyawan dengan level tertinggi (Kepala Divisi) terhadap total of the total remuneration of the highest-level employee
gaji tahunan rata-rata untuk semua karyawan. Selain itu, Bank (Division Head) to the average total annual remuneration
Mandiri Taspen juga melaporkan rasio persentase kenaikan of all employees. The Bank had also disclosed the ratio of
total gaji tahunan untuk karyawan dengan level tertinggi the percentage increase in total annual remuneration for the
terhadap rasio peningkatan persentase median total gaji untuk highest-level employee compared to the percentage increase
semua karyawan. Adapun rincian disajikan sebagai berikut. in the median total remuneration of all employees. The details
were presented as follows:
2025 Sustainability Report 105
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Tata Kelola Keberlanjutan
Sustainability Governance
Uraian Rasio
Description Ratio
Rasio total gaji karyawan dengan level tertinggi terhadap total gaji tahunan rata-rata untuk semua karyawan
1:13
Ratio of the total remuneration of the highest-level employee to the average total annual remuneration of all employees
Rasio persentase kenaikan total gaji tahunan untuk karyawan dengan level tertinggi terhadap rasio peningkatan
persentase median total gaji untuk semua karyawan
0,80
Ratio of the percentage increase in total annual remuneration of the highest-level employee to the percentage increase in
the median total remuneration of all employees
Rapat Direksi dan Dewan Komisaris
Meetings of the Board of Directors and the Board of Commissioners
Tabel Frekuensi dan Kehadiran Rapat Direksi
Table of Frequency and Attendance of Board of Directors Meetings
Rapat Gabungan Direksi dengan Dewan
Rapat Direksi Komisaris
Board of Directors Meetings Joint Meetings of the Board of Directors and
the Board of Commissioners
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendance Meetings Attendance
Panji Irawan* Direktur Utama
- - - - - -
President Director
Rudi As Wakil Direktur Utama
- - - - - -
Aturridha** Vice President Director
Rio Lanasier* Direktur Compliance &
Human Resource
- - - - - -
Director of Compliance &
Human Resource
Henrisa Direktur IT & Digital
- - - - - -
Yunan Lubis** Director of IT & Digital
Rima Direktur Keuangan & Risk
- - - - - -
Cahyani* Director of Finance & Risk
Mahrauza Direktur Bisnis
- - - - - -
Purnaditya** Director of Business
Rizky Olyvia Direktur Funding
- - - - - -
Nasution** Director of Funding
Noer Direktur Transformasi dan
Fajrieansyah** Pengembangan Usaha
- - - - - -
Director of Transformation
and Business Development
Elmamber
Direktur Utama
Petamu 35 33 94 5 5 100
President Director
Sinaga***
Maswar Direktur Business
62 61 98 5 5 100
Purnama**** Director of Business
Widi Direktur IT & Digital
62 62 100 5 5 100
Nugroho**** Director of IT & Digital
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PT Bank Mandiri Taspen
Rapat Gabungan Direksi dengan Dewan
Rapat Direksi Komisaris
Board of Directors Meetings Joint Meetings of the Board of Directors and
the Board of Commissioners
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendance Meetings Attendance
Putu Direktur Finance, Risk &
Apriyanto**** Operations
62 61 98 5 5 100
Director of Finance, Risk &
Operations
Resi Lora**** Direktur Compliance &
Control
62 60 97 5 5 100
Director of Compliance &
Control
Keterangan: Notes:
*) Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal *) Appointed based on the Circular Resolution of the Shareholders dated
4 Desember 2025 dan telah lulus Penilaian Kemampuan & Kepatutan oleh December 4, 2025 and has passed the Fit and Proper Test conducted by
Otoritas Jasa Keuangan Otoritas Jasa Keuangan.
**) Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal **) Honorably appointed based on the Circular Resolution of the Shareholders
4 Desember 2025 dan masih dalam proses Penilaian Kemampuan & dated December 4, 2025 and is currently in the process of the Fit and
Kepatutan oleh Otoritas Jasa Keuangan Proper Test conducted by Otoritas Jasa Keuangan.
***) Telah mengundurkan diri efektif pada tanggal 27 Juni 2025 dan telah ***) Resigned effective June 27, 2025 and has been resolved at the
ditetapkan dalam RUPSLB tanggal. 25 September 2025 Extraordinary General Meeting of Shareholders (EGMS) held on
September 25, 2025.
****) Telah diberhentikan dengan hormat berdasarkan keputusan sirkuler ****) Honorably dismissed based on the Circular Resolution of the Shareholders
Pemegang Saham tanggal 04 Desember 2025 yang diaktakan dengan dated December 4, 2025, as stipulated in Notarial Deed No. 25 dated
Akta Notaris Nomor 25 Tanggal 18 Desember 2025 December 18, 2025.
Tabel Frekuensi dan Kehadiran Rapat Dewan Komisaris
Table of Frequency and Attendance of Board of
Commissioners Meetings
Rapat Gabungan Dewan Komisaris dengan
Rapat Dewan Komisaris Direksi
Board of Commissioners Meetings Joint Meetings of the Board of
Commissioners and the Board of Directors
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendance Meetings Attendance
Junaidi Hisom** Komisaris Utama
merangkap Komisaris
Independen
- - - - - -
President Commissioner
concurrently serving as
Independent Commissioner
Boedi Armanto Komisaris Independen
14 14 100% 5 5 100%
Independent Commissioner
Suhajar Diantoro* Komisaris
- - - - - -
Commissioner
Prasetio** Komisaris Independen
- - - - - -
Independent Commissioner
Marjana*** Komisaris Independen
- - - - - -
Independent Commissioner
Suwartini** Komisaris Independen
- - - - - -
Independent Commissioner
Edi Eko Cahyono*** Komisaris
- - - - - -
Commissioner
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Tata Kelola Keberlanjutan
Sustainability Governance
Rapat Gabungan Dewan Komisaris dengan
Rapat Dewan Komisaris Direksi
Board of Commissioners Meetings Joint Meetings of the Board of
Commissioners and the Board of Directors
Nama Jabatan Jumlah dan Persentase Kehadiran Jumlah dan Persentase Kehadiran
Name Position Number and Percentage of Attendance Number and Percentage of Attendance
Jumlah Jumlah Jumlah Jumlah
Rapat Kehadiran Persentase Rapat Kehadiran Persentase
Number of Number of Percentage Number of Number of Percentage
Meetings Attendance Meetings Attendance
Mustaslimah**** Komisaris Utama
13 13 100% 5 100%
President Commissioner
Hendrika Nora Komisaris
11 11 100% 3 100%
Osloi Sinaga***** Commissioner
Keterangan: Notes:
*) Dialihkan tugas dari Komisaris Independen menjadi Komisaris *) Reassigned from Independent Commissioner to Non-Independent
Non Independen yang ditetapkan berdasarkan Keputusan Sirkuler Commissioner based on the Circular Resolution of Shareholders
Pemegang Saham tertanggal 27 Juni 2024 dan efektif menjabat dated June 27, 2024, and effective upon passing the fit and proper
setelah lulus fit & proper oleh Otoritas Jasa Keuangan test by the Financial Services Authority.
**) Telah diangkat berdasarkan Keputusan Sirkuler Pemegang Saham **) Appointed based on the Circular Resolution of Shareholders dated
tanggal 4 Desember 2025 dan telah lulus Penilaian Kemampuan & December 4, 2025, and has passed the Fit and Proper Test conducted
Kepatutan oleh Otoritas Jasa Keuangan by the Financial Services Authority.
***) Telah diangkat berdasarkan Keputusan Sirkuler Pemegang Saham ***) Appointed based on the Circular Resolution of Shareholders dated
tanggal 4 Desember 2025 dan masih dalam proses Penilaian December 4, 2025, and currently undergoing the Fit and Proper Test
Kemampuan & Kepatutan oleh Otoritas Jasa Keuangan conducted by the Financial Services Authority.
****) Telah diberhentikan berdasarkan Keputusan Sirkuler Pemegang ****) Dismissed based on the Circular Resolution of Shareholders dated
Saham tanggal 04 Desember 2025 yang diaktakan dengan Akta December 4, 2025, as notarized under Notarial Deed No. 25 dated
Notaris Nomor 25 Tanggal 18 Desember 2025 December 18, 2025.
*****) Telah diberhentikan dengan hormat berdasarkan Keputusan Sirkuler *****) Honorably dismissed based on the Circular Resolution of
Pemegang Saham tanggal 25 September 2025 yang diaktakan Shareholders dated September 25, 2025, as notarized under Notarial
dengan Akta Notaris 25 September 2025 Deed dated September 25, 2025.
Penanggung Jawab Penerapan Keuangan Berkelanjutan
[OJK E.1 FRS S1-GOVERNANCE, IFRS S2- GOVERNANCE]
Parties Responsible for Sustainable Finance Implementation
Peran Badan Tata Kelola Tertinggi Role of the Highest Governance Body In
dalam Mengawasi Manajemen Dampak Overseeing Impact Management
[OJK E.1, GRI 2-9, 2-12, 2-14, FS12] [OJK E.1, GRI 2-9, 2-12, 2-14, FS12]
Bank Mandiri Taspen senantiasa mengintegrasikan prinsip Bank Mandiri Taspen had consistently integrated the principles
integritas dan keberlanjutan ke dalam proses perumusan of integrity and sustainability into its long-term strategic
strategi jangka panjang yang mempertimbangkan aspek planning process, taking into account Environmental, Social,
Environmental, Social, and Governance (ESG) dalam setiap and Governance (ESG) aspects in every strategic decision-
pengambilan keputusan strategis. Integrasi ini dilakukan making process. This integration had been carried out by
dengan memastikan bahwa seluruh inisiatif bisnis, ensuring that all business initiatives, product development,
pengembangan produk, serta ekspansi usaha telah melalui and business expansion had undergone comprehensive
proses identifikasi dan pengelolaan risiko serta peluang identification and management of sustainability-related risks
keberlanjutan secara komprehensif. Selain itu, Bank secara and opportunities. In addition, the Bank had actively aligned its
aktif menyelaraskan indikator kinerja utama (Key Performance Key Performance Indicators (KPIs) with sustainability targets
Indicators/KPI) dengan target keberlanjutan sebagaimana as outlined in the Sustainable Finance Action Plan (RAKB),
tertuang dalam RAKB guna memastikan bahwa pencapaian to ensure that performance achievements were not solely
kinerja tidak hanya berorientasi pada aspek finansial, tetapi focused on financial aspects but also on the creation of long-
juga pada penciptaan nilai jangka panjang yang berkelanjutan. term sustainable value.
108 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Di sisi lain, Bank Mandiri Taspen juga memperkuat budaya On the other hand, Bank Mandiri Taspen had also strengthened
integritas melalui internalisasi nilai-nilai tata kelola yang a culture of integrity through the internalization of good
baik di seluruh jenjang organisasi, termasuk melalui governance values across all organizational levels, including
penguatan fungsi pengawasan, peningkatan transparansi, through the enhancement of oversight functions, increased
serta keterlibatan aktif pemangku kepentingan dalam proses transparency, and active stakeholder engagement in the
evaluasi strategi. Pendekatan ini memungkinkan Bank untuk strategic evaluation process. This approach had enabled the
meningkatkan ketahanan usaha, memperkuat kepercayaan Bank to enhance business resilience, strengthen stakeholder
pemangku kepentingan, serta memastikan kemampuan trust, and ensure continuous adaptability to dynamic changes
adaptasi terhadap perubahan lingkungan bisnis yang dinamis in the business environment.
secara berkelanjutan.
Dalam rangka meningkatkan penerapan Aksi Keuangan In order to enhance the implementation of Sustainable Finance
Berkelanjutan, sesuai dengan keputusan Rapat Direksi yang Actions, in accordance with the resolution of the Board of
tertuang dalam Risalah Rapat Direksi Nomor RR.DIR/052/2023, Directors Meeting as stipulated in the Minutes of Meeting No.
Bank Mandiri Taspen telah membentuk ESG Governance RR.DIR/052/2023, Bank Mandiri Taspen had established an ESG
Structure pada level Komisaris dan Direksi serta working group Governance Structure at the levels of the Board of Commissioners
pada level Divisi. Direksi menunjuk Division Head Corporate and the Board of Directors, as well as a working group at the
Secretary & Legal sebagai ketua yang bertanggungjawab divisional level. The Board of Directors had appointed the Division
kepada Direktur Compliance & Control. Head of Corporate Secretary & Legal as the chairperson, reporting
to the Director of Compliance & Control.
Direksi dan Komisaris memiliki tugas dan tanggung jawab The Board of Directors and the Board of Commissioners had the
dalam menetapkan arah Sustainability Bank Mandiri Taspen duties and responsibilities to set the direction of Bank Mandiri
(Framework, Commitment, Strategy, Inisiatif, Roadmap), Taspen’s sustainability (including framework, commitment,
mengawasi implementasi ESG/Sustainability, pemenuhan strategy, initiatives, and roadmap), oversee the implementation
target dan inisiatif sustainability berjalan dengan baik, serta of ESG/sustainability, ensure the achievement of sustainability
mengawasi tata kelola dan SOP Bank yang terintegrasi targets and initiatives, and supervise governance and
implementasi Sustainability di Bank Mandiri Taspen termasuk standard operating procedures integrated with sustainability
meninjau efektivitas proses pengelolaan dampak serta implementation at Bank Mandiri Taspen. This also included
pengawasan terhadap risiko dan peluang keberlanjutan. reviewing the effectiveness of impact management processes, as
well as overseeing sustainability-related risks and opportunities.
Di samping itu, Direksi dan Dewan Komisaris senantiasa In addition, the Board of Directors and the Board of
memastikan kesiapan Bank Mandiri Taspen dalam memenuhi Commissioners had consistently ensured the readiness of Bank
kewajiban pengungkapan keberlanjutan sesuai Standar Mandiri Taspen to fulfill sustainability disclosure obligations
Pengungkapan Keberlanjutan (SPK 1 dan SPK 2), penguatan in accordance with the Sustainability Disclosure Standards
tata kelola keberlanjutan, serta penetapan tanggung jawab (SPK 1 and SPK 2), strengthen sustainability governance,
yang jelas dalam struktur tata kelola keberlanjutan. Direksi and establish clear responsibilities within the sustainability
dan Dewan Komisaris berperan dalam memastikan bahwa governance structure. The Board of Directors and the Board
pemahaman terkait standar pengungkapan keberlanjutan of Commissioners had played a key role in ensuring that the
telah terinternalisasi di seluruh unit kerja, termasuk kesiapan understanding of sustainability disclosure standards was fully
prosedur, pengendalian internal, serta sistem informasi yang internalized across all work units, including the readiness of
mendukung pengumpulan, validasi, dan pelaporan data procedures, internal controls, and information systems that
keberlanjutan secara konsisten dan terukur. Hal ini diperkuat support the consistent and measurable collection, validation,
dengan adanya pengembangan kompetensi yang dilakukan and reporting of sustainability data. This was further supported
terkait dengan keberlanjutan sebagaimana disampaikan by competency development initiatives related to sustainability,
pada bagian Pengembangan Kompetensi Terkait Keuangan as outlined in the section on Competency Development Related
Berkelanjutan pada Laporan Keberlanjutan ini. to Sustainable Finance in this Sustainability Report.
Kesiapan tersebut telah terinternalisasi dalam proses pelaporan Such readiness had been embedded in the sustainability
keberlanjutan berdasarkan empat pilar utama, yaitu Governance, reporting process based on four main pillars, namely
Strategy, Risk Management, serta Metrics and Targets. Pada Governance, Strategy, Risk Management, and Metrics and
pilar Governance, telah ditetapkan struktur dan peran yang jelas Targets. Under the Governance pillar, clear structures and
dalam pengelolaan keberlanjutan. Pada pilar Strategy, aspek roles in sustainability management had been established.
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Tata Kelola Keberlanjutan
Sustainability Governance
keberlanjutan termasuk risiko dan peluang, seperti perubahan Under the Strategy pillar, sustainability aspects, including
iklim, telah diintegrasikan dalam perencanaan strategis Bank risks and opportunities such as climate change, had been
dengan mengacu pada standar IFRS S1 dan S2. Pada pilar integrated into the Bank’s strategic planning in reference
Risk Management, Bank telah melakukan identifikasi risiko to IFRS S1 and S2 standards. Under the Risk Management
keberlanjutan yang relevan, meskipun pengukuran dampak pillar, the Bank had identified relevant sustainability risks,
finansial masih dalam tahap pengembangan. Sementara pada although the measurement of financial impacts was still under
pilar Metrics and Targets, Bank telah menetapkan indikator development. Meanwhile, under the Metrics and Targets pillar,
dan target keberlanjutan yang digunakan untuk memantau the Bank had established sustainability indicators and targets
kinerja secara berkala. Dengan demikian, proses pengungkapan used to monitor performance on a regular basis. Accordingly,
keberlanjutan tidak hanya bersifat kepatuhan, tetapi telah menjadi the sustainability disclosure process had not only served as a
bagian dari sistem manajemen dan pelaporan yang terintegrasi di compliance requirement but had also become an integral part
seluruh lini organisasi. of an organization-wide management and reporting system.
Pengambilan keputusan dan pengawasan terkait penerapan Decision-making and oversight related to the implementation
keberlanjutan yang meliputi aspek ekonomi, lingkungan, dan of sustainability, covering economic, environmental, and social
sosial direncanakan melalui RAKB. RAKB dikoordinasikan oleh aspects, had been planned through the Sustainable Finance
Divisi Corporate Secretary & Legal, yang bertanggungjawab Action Plan (RAKB). The RAKB had been coordinated by the
kepada Direktur Compliance & Control yang memiliki Corporate Secretary & Legal Division, which reported to the
wewenang dalam mengembangkan, menyetujui, dan Director of Compliance & Control, who had the authority to
memutakhirkan tujuan, visi, dan misi keberlanjutan, serta develop, approve, and update sustainability objectives, vision, and
mengawasi penerapannya dengan melibatkan para pemangku mission, as well as to oversee their implementation by involving
kepentingan internal Bank. Divisi Corporate Secretary & Legal internal stakeholders of the Bank. As the party responsible for
sebagai penanggungjawab pelaksanaan program prioritas the implementation of the Bank’s RAKB priority programs, the
RAKB Bank Mandiri Taspen melakukan monitoring dan evaluasi Corporate Secretary & Legal Division had conducted periodic
secara berkala yaitu setiap semester. monitoring and evaluation on a semi-annual basis.
Adapun struktur ESG Governance Structure, sebagai berikut. The ESG Governance Structure was as follows:
BOD & BOC LEVEL
ESG WORKING GROUP
Ketua / Chairman
Kepala Divisi Corporate Secretary & Legal
Head of Corporate Secretary & Legal Division
Wakil Ketua / Vice Chairman
- Kepala Divisi Risk Management
Head of Risk Management Division
Kepala Divisi SPM & Accounting
Head of Strategy and Performance Management & Accounting Division
Sekreterais / Secretary
Unit Sustainaiblity & Assurance
ESG CONTRIBUTING MEMBER
• Strategy and Performance Management • Compliance
• Risk Management • Human Capital
• Internal Audit • IT (IT Operation & IT Development)
• Business (Consumer Business and Pension Business) • CISO
• Risk Business Control • Distribution & Portfolio Management
• Procurement & Asset Management • Network Development
• Unit kerja lainnya sesuai kebutuhan/Other work units as
needed
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PT Bank Mandiri Taspen
Terkait dengan mekanisme pemungutan suara yang berkaitan The voting mechanism related to environmental and social
dengan isu lingkungan dan sosial dilaksanakan dengan issues had been conducted in accordance with the same
prosedur yang sama seperti pemungutan suara untuk agenda procedures applied to other agenda items in management
lainnya dalam rapat pimpinan maupun RUPS. Informasi meetings and the General Meeting of Shareholders (GMS).
lebih lanjut mengenai ketentuan kuorum, hak suara, serta Further information regarding quorum requirements, voting
pengambilan keputusan dalam RUPS disajikan pada Bab Tata rights, and decision-making processes in the GMS had been
Kelola Perusahaan dalam Laporan Tahunan Bank Mandiri disclosed in the Corporate Governance section of the Bank
Taspen tahun 2025. Mandiri Taspen 2025 Annual Report.
Delegasi Tanggung Jawab untuk Delegation of Responsibilities for
Mengelola Dampak [OJK E.1, GRI 2-13, IFRS S1- Managing Impacts [OJK E.1, GRI 2-13, IFRS S1-
GOVERNANCE] GOVERNANCE]
Direksi menunjuk Division Head Corporate Secretary & Legal The Board of Directors had appointed the Division Head of
sebagai ketua yang bertanggungjawab kepada Direktur Corporate Secretary & Legal as the Chair, reporting to the
Compliance & Control untuk menjalankan peran sebagai Director of Compliance & Control, to serve as the person in
penanggungjawab ESG Bank Mandiri Taspen. Penerapan charge of ESG at Bank Mandiri Taspen. The implementation
keuangan berkelanjutan dan program keberlanjutan telah of sustainable finance and sustainability programs had been
tertuang dalam RAKB. Dokumen RAKB ditetapkan setelah outlined in the Sustainable Finance Action Plan (RAKB).
memperoleh persetujuan Dewan Komisaris dan dilaporkan The RAKB document had been established upon obtaining
kepada Otoritas Jasa Keuangan sesuai dengan batas waktu approval from the Board of Commissioners and had been
yang berlaku, yaitu bersamaan dengan penyampaian laporan submitted to the Otoritas Jasa Keuangan within the stipulated
Rencana Bisnis Bank. timeline, namely concurrently with the submission of the Bank
Business Plan.
Dalam melaksanakan tugasnya, Division Head Corporate In carrying out its duties, the Division Head of Corporate
Secretary & Legal dibantu oleh unit kerja lainnya meliputi Secretary & Legal had been supported by various work
Strategy and Performance Management and Accounting, units, including Strategy and Performance Management
Risk Management, Micro & Retail Business, Pension Business and Accounting, Risk Management, Micro & Retail Business,
Compliance, Human Capital, Information Technology (IT), Pension Business Compliance, Human Capital, Information
CISO, dan Distribution and Portofolio Management. Adapun Technology (IT), CISO, as well as Distribution and Portfolio
tugas dan tanggung jawab ESG Working Group adalah sebagai Management. The duties and responsibilities of the ESG
berikut. Working Group were as follows.
Tugas dan tanggung jawab Direksi dan Komisaris terkait ESG: Responsibilities of the Board of Directors and Commissioners
related to ESG:
• Menetapkan arah Sustainability Bank Mandiri Taspen • Establishing the direction of Bank Mandiri Taspen’s
(Framework, Commitment, Strategy, Inisiatif, Roadmap). Sustainability (Framework, Commitment, Strategy,
Initiatives, Roadmap)
• Mengawasi implementasi ESG/Sustainability, pemenuhan • Overseeing the implementation of ESG/Sustainability,
target dan inisiatif sustainability berjalan dengan baik. ensuring the fulfillment of targets, and monitoring the
progress of sustainability initiatives
• Mengawasi tata kelola dan SOP Bank yang terintegrasi • Supervising governance and SOPs of the Bank integrated
implementasi Sustainability di Bank Mandiri Taspen. with the implementation of Sustainability at Bank Mandiri
Taspen
Tugas dan tanggung jawab Unit Terkait: Responsibilities of Relevant Units:
• Membangun framework, komitmen, roadmap dan target • Building frameworks, commitments, roadmaps, and targets
terkait ESG/Sustainability. related to ESG/Sustainability
• Monitoring Sustainability Portofolio Bank Mandiri Taspen • Monitoring Bank Mandiri Taspen’s Sustainability Portfolio
(sesuai kriteria POJK 51/2017) dan melaporkan Portofolio (in accordance with the criteria of OJK Regulation 51/2017)
Bank Mandiri Taspen sesuai dengan Taksonomi Hijau and reporting Bank Mandiri Taspen’s Portfolio according to
Indonesia. the Indonesian Green Taxonomy
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Tata Kelola Keberlanjutan
Sustainability Governance
• Mendorong pengembangan jasa/produk berkelanjutan. • Encouraging the development of sustainable services/
• Internalisasi ESG awareness kepada seluruh pegawai. products
• Memastikan alignment aspek ESG ke dalam seluruh proses • Internalizing ESG awareness among all employees
bisnis dan ketentuan internal. • Ensuring alignment of ESG aspects into all business
• Mengembangkan sistem IT yang diperlukan untuk processes and internal regulations
mendukung sustainability. • Developing necessary IT systems to support sustainability
Selain tugas dan tanggung jawab secara umum, Bank In addition to their general duties and responsibilities, Bank
Mandiri Taspen senantiasa melibatkan berbagai pihak dalam Mandiri Taspen had consistently involved various parties in the
penyusunan RAKB. Bank Mandiri Taspen melibatkan pihak preparation of the Sustainable Finance Action Plan (RAKB). The
utama yang merupakan unit kerja yang terlibat secara intens Bank had engaged key parties, namely work units that were
dalam merumuskan ide dan program-program RAKB, serta intensively involved in formulating ideas and RAKB programs, as
pihak pendukung yang merupakan seluruh unit kerja. Unit kerja well as supporting parties comprising all work units. These work
tersebut tergabung dalam working group. Adapun unit kerja units had been organized within a working group structure. The
dan perannya adalah sebagai berikut: respective work units and their roles were as follows:
Standar Operasional Prosedur
Unit Kerja (SOP) Tugas dan Wewenang
Work Unit Standard Operating Procedures Tasks and Authorities
(SOP)
Corporate Secretary and • Standar Prosedur Corporate • Mengkoordinasikan penyusunan program keuangan berkelanjutan.
Legal Secretary • Melakukan alokasi dana CSR dan TJSL.
Corporate Secretary and • Standar Prosedur Corporate Social • Menyusun Laporan Rencana Aksi Keuangan Berkelanjutan dan
Legal Responsibility Laporan Keberlanjutan.
• Standar Prosedur Aksi Keuangan • Mengkoordinasikan pengembangan Standar Prosedur dan/atau
Berkelanjutan petunjuk teknis Keuangan Berkelanjutan.
• Corporate Secretary Standard • Mengkomunikasikan Laporan RAKB kepada pemegang saham.
Procedure • Menyampaikan laporan RAKB kepada Otoritas Jasa Keuangan
• Corporate Social Responsibility (OJK).
Standard Procedure • Coordinated the preparation of sustainable finance programs.
• Sustainable Finance Action • Allocated CSR and Social and Environmental Responsibility (TJSL)
Standard Procedures funds.
• Prepared the Sustainable Finance Action Plan (RAKB) and
Sustainability Report.
• Coordinated the development of Standard Operating Procedures
and/or technical guidelines for Sustainable Finance.
• Communicated the RAKB report to shareholders.
• Submitted the RAKB report to the Otoritas Jasa Keuangan.
Strategy and Standar Prosedur Performance • Memastikan rencana strategis yang tertuang dalam RAKB sesuai
Performance Management Corporate Plan.
Management and Performance Management Standard • Melakukan monitoring dan evaluasi implementasi inisiatif-inisiatif
Accounting Procedure yang tertuang dalam RAKB.
Strategy and • Melakukan monitoring pencapaian target kuantitatif portofolio
Performance Keuangan Berkelanjutan.
Management and • Melakukan klasifikasi data realisasi kredit berdasarkan klasifikasi
Accounting usaha berkelanjutan.
• Ensured that the strategic plan outlined in the Sustainable Finance
Action Plan (RAKB) was aligned with the Corporate Plan.
• Conducted monitoring and evaluation of the implementation of
initiatives set out in the RAKB.
• Monitored the achievement of quantitative targets for the
Sustainable Finance portfolio.
• Performed classification of loan realization data based on
sustainable business classifications.
Risk Management Standar Prosedur Penerapan • Mengembangkan dan memonitor metodologi manajemen risiko
Risk Management Manajemen Risiko yang dikembangkan dapat dijalankan dan dapat memitigasi risiko
Risk Management Implementation pelaksanaan Keuangan Berkelanjutan.
Standard Procedure • Mengembangkan analisis kelayakan pembiayaan Keuangan
Berkelanjutan.
• Melaksanakan stress test operasional dan bisnis untuk menilai
ketahanan Bank dalam menghadapi risiko iklim.
• Developed and monitored risk management methodologies to
ensure effective implementation and mitigation of risks related to
Sustainable Finance.
• Developed feasibility analysis for Sustainable Finance financing.
• Conducted operational and business stress tests to assess the
Bank’s resilience in facing climate-related risks.
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PT Bank Mandiri Taspen
Standar Operasional Prosedur
Unit Kerja (SOP) Tugas dan Wewenang
Work Unit Standard Operating Procedures Tasks and Authorities
(SOP)
Micro & Retail Business • Standar Prosedur Kredit Mikro • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Micro & Retail Business • Manual Produk Kredit Mikro Keuangan Berkelanjutan.
• Micro Credit Standard Procedures • Melakukan edukasi pada nasabah.
• Micro Credit Product Manual • Mengidentifikasi kesesuaian kriteria kegiatan usaha risiko.
• Pengembangan Standar Prosedur (SP), Manual Produk (MP) dan/
atau petunjuk teknis pembiayaan Keuangan Berkelanjutan.
• Melakukan sosialisasi SP dan MP dan/atau petunjuk teknis
pembiayaan Keuangan Berkelanjutan kepada petugas Bank yang
terkait dengan proses pembiayaan Keuangan Berkelanjutan.
• Implemented the Sustainable Finance Action Plan (RAKB) related
to the achievement of Sustainable Finance financing targets.
• Conducted customer education initiatives.
• Identified the alignment of business activities with risk criteria.
• Developed Standard Procedures (SP), Product Manuals (PM), and/
or technical guidelines for Sustainable Finance financing.
• Conducted socialization of SP, PM, and/or technical guidelines for
Sustainable Finance financing to Bank personnel involved in the
financing process.
Pension Business • Standar Prosedur Kredit Pensiun • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Pension Business • Manual Produk Kredit Pensiun Keuangan Berkelanjutan.
• Pension Credit Standard • Melakukan edukasi pada nasabah.
Procedure • Mengidentifikasi kesesuaian kriteria kegiatan usaha.
• Pension Credit Product Manual • Pengembangan SP, MP dan/atau petunjuk teknis pembiayaan
Keuangan Berkelanjutan
• Melakukan sosialisasi SP dan MP dan/atau petunjuk teknis
pembiayaan Keuangan Berkelanjutan kepada petugas Bank yang
terkait dengan proses pembiayaan Keuangan Berkelanjutan.
• Implemented the Sustainable Finance Action Plan (RAKB) related
to achieving Sustainable Finance financing targets.
• Conducted customer education initiatives.
• Identified the alignment of business activities with applicable
criteria.
• Developed Standard Procedures (SP), Product Manuals (PM), and/
or technical guidelines for Sustainable Finance financing.
• Conducted dissemination of SP, PM, and/or technical guidelines on
Sustainable Finance financing to Bank personnel involved in the
financing process.
Compliance Standar Prosedur Tata Kelola Melakukan review dan rekomendasi terkait kepatuhan program aksi
Compliance Perusahaan Keuangan Berkelanjutan terhadap regulasi.
Corporate Governance Standard Conducted reviews and provided recommendations regarding the
Procedure compliance of Sustainable Finance action programs with applicable
regulations.
Human Capital Standar Prosedur Sumber Daya • Mengembangkan struktur organisasi (tugas, pokok dan fungsi)
Human Capital Manusia dalam rangka implementasi Keuangan Berkelanjutan
Human Resources Standard Procedure • Melaksanakan program pendidikan maupun workshop dalam
rangka implementasi Keuangan Berkelanjutan.
• Mengelola sumber daya manusia secara bertanggung jawab sesuai
prinsip ESG, termasuk pengelolaan kepegawaian, pengembangan
kompetensi, dan penerapan praktik kerja yang adil serta
berkelanjutan.
• Developed the organizational structure (roles, duties, and
functions) to support the implementation of Sustainable Finance.
• Conducted education programs and workshops in support of
Sustainable Finance implementation.
• Managed human capital responsibly in accordance with ESG
principles, including workforce management, competency
development, and the implementation of fair and sustainable labor
practices.
• Information Standar Prosedur Tekonologi Informasi • Mengembangkan sistem IT yang diperlukan untuk mendukung
Technology (IT) Information Technology Standard pelaksanaan Keuangan Berkelanjutan
• CISO Procedure • Developed IT systems required to support the implementation of
• Information Sustainable Finance.
Technology (IT)
• CISO
2025 Sustainability Report 113
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Tata Kelola Keberlanjutan
Sustainability Governance
Standar Operasional Prosedur
Unit Kerja (SOP) Tugas dan Wewenang
Work Unit Standard Operating Procedures Tasks and Authorities
(SOP)
Distribution and • Standar Prosedur Kredit Pensiun • Mengimplementasikan RAKB terkait pencapaian target pembiayaan
Portofolio Management • Standar Prosedur Kredit Mikro Keuangan Berkelanjutan.
Distribution and Portfolio • Manual Produk Kredit Pensiun • Memastikan kantor cabang berperan aktif dalam program green
Management • Manual Produk Kredit Mikro office.
• Pension Credit Standard • Melakukan edukasi kepada nasaba.
Procedure • Melaksanakan kegiatan WMS.d
• Microcredit Standard Procedure • Implemented the Sustainable Finance Action Plan (RAKB) in
• Pension Credit Product Manual achieving Sustainable Finance financing targets.
• Microcredit Product Manual • Ensured that branch offices actively participated in green office
programs.
• Conducted customer education initiatives.
• Implemented Wealth Management Services (WMS) activities.
Pengambilan keputusan dan pengawasan terkait penerapan Decision-making and oversight related to the implementation
keberlanjutan yang meliputi aspek ekonomi, lingkungan, dan of sustainability, encompassing economic, environmental, and
sosial direncanakan melalui RAKB. RAKB dikoordinasikan oleh social aspects, had been planned through the Sustainable
Divisi Corporate Secretary & Legal, yang bertanggungjawab Finance Action Plan (RAKB). The RAKB had been coordinated
kepada Direktur Compliance & Control yang memiliki by the Corporate Secretary & Legal Division, which reported to
wewenang dalam mengembangkan, menyetujui, dan the Director of Compliance & Control, who had the authority to
memutakhirkan tujuan, visi, dan misi keberlanjutan, serta develop, approve, and update sustainability objectives, vision, and
mengawasi penerapannya dengan melibatkan para pemangku mission, as well as to oversee their implementation by involving
kepentingan internal Bank. Divisi Corporate Secretary & Legal internal stakeholders of the Bank. As the unit responsible for
sebagai penanggungjawab pelaksanaan program prioritas implementing the Bank’s RAKB priority programs, the Corporate
RAKB Bank Mandiri Taspen melakukan monitoring dan evaluasi Secretary & Legal Division had conducted periodic monitoring
secara berkala yaitu setiap semester. Selain bermanfaat untuk and evaluation on a semi-annual basis. In addition to measuring
mengukur tingkat keberhasilan pada setiap unit kerja dalam the level of achievement of each work unit in realizing priority
merealisasikan program-program prioritas, monitoring dan programs, such monitoring and evaluation also served as a
evaluasi tersebut sekaligus menjadi sarana untuk memastikan mechanism to ensure that the processes and implementation of
bahwa proses dan implementasi program prioritas berlangsung priority programs were carried out effectively and in line with the
secara efektif dan sejalan dengan indikator keberhasilan yang established performance indicators. Furthermore, through this
telah ditetapkan. Selain itu, melalui monitoring dan evaluasi monitoring and evaluation process, Bank Mandiri Taspen had
tersebut, Bank Mandiri Taspen dapat merumuskan mitigasi been able to formulate risk mitigation measures and corrective
risiko dan langkah-langkah perbaikan apabila terjadi deviasi di actions in the event of deviations in implementation. The results
lapangan. Selanjutnya, hasil monitoring dan evaluasi tersebut of the monitoring and evaluation had subsequently been reported
dilaporkan kepada Direktur Compliance & Control untuk to the Director of Compliance & Control for further review and
mendapatkan evaluasi dan arahan perbaikan. direction on improvement measures.
Pengembangan Kompetensi Terkait Competency Development Related to
Keuangan Berkelanjutan [OJK E.2, GRI 2-17, FS4] Sustainable Finance [OJK E.2, GRI 2-17, FS4]
Bank Mandiri Taspen menyadari bahwa pengembangan Bank Mandiri Taspen had recognized that competency
kompetensi dalam bidang keuangan berkelanjutan bagi development in the field of sustainable finance for the Board
Dewan Komisaris dan Direksi merupakan hal yang sangat of Commissioners and the Board of Directors was of critical
penting. Sebagai pihak yang berperan sebagai pemimpin importance. As leaders and strategic decision-makers of
sekaligus pengambil keputusan strategis di Bank Mandiri the Bank, both the Board of Commissioners and the Board
Taspen, Dewan Komisaris dan Direksi dituntut untuk memiliki of Directors were required to possess a comprehensive
pemahaman yang mendalam terkait prinsip-prinsip keuangan understanding of sustainable finance principles, as well as the
berkelanjutan, serta kemampuan untuk mengintegrasikan capability to integrate Environmental, Social, and Governance
aspek lingkungan, sosial, dan tata kelola (ESG) ke dalam (ESG) aspects into the Company’s policies and business
kebijakan maupun strategi bisnis perusahaan. Penguasaan strategies. Mastery of these competencies had enabled the
kompetensi tersebut memungkinkan Dewan Komisaris Board of Commissioners and the Board of Directors to formulate
dan Direksi untuk merumuskan kebijakan yang tidak hanya policies that were not only oriented toward achieving long-
114 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
berorientasi pada pencapaian tujuan keuangan jangka panjang, term financial objectives but also capable of delivering positive
tetapi juga mampu memberikan kontribusi positif terhadap contributions to society and the environment.
masyarakat serta lingkungan di sekitarnya.
Dalam rangka mendukung pencapaian tujuan tersebut, Bank In supporting the achievement of these objectives, Bank Mandiri
Mandiri Taspen berkomitmen untuk terus meningkatkan Taspen had been committed to continuously enhancing the
kompetensi Dewan Komisaris dan Direksi melalui pelatihan dan competencies of the Board of Commissioners and the Board of
pengembangan yang berfokus pada keuangan berkelanjutan. Directors through training and development programs focused
Penguasaan kompetensi ini memungkinkan Dewan Komisaris on sustainable finance. These competencies had enabled them
dan Direksi untuk menyusun kebijakan yang tidak hanya to develop policies that supported long-term financial goals
mendukung tujuan keuangan jangka panjang, tetapi juga while also generating positive impacts on society and the
memberikan dampak positif bagi masyarakat dan lingkungan surrounding environment.
sekitar.
Sesuai ketentuan Pedoman dan Tata tertib Kerja Direksi In accordance with the provisions set out in the Board of
PT Bank Mandiri Taspen Bab VIII tentang Pelatihan dan Directors’ Guidelines and Rules of Procedure of PT Bank
Program Orientasi Direksi mewajibkan Anggota Direksi untuk Mandiri Taspen, Chapter VIII concerning Training and
mengikuti pelatihan sekurang-kurangnya 2 (dua) kali dalam Orientation Programs for the Board of Directors, members of
setahun guna menunjang pelaksanaan tugas dan kewajibannya the Board of Directors were required to participate in training
dan dapat mengikuti program pelatihan, maupun seminar di at least twice a year to support the execution of their duties and
dalam maupun luar negeri. responsibilities, and were also encouraged to attend training
programs and seminars both domestically and internationally.
Selama tahun 2025, Bank Mandiri Taspen telah Throughout 2025, Bank Mandiri Taspen had involved the
mengikutsertakan Dewan Komisaris dan Direksi dalam Board of Commissioners and the Board of Directors in various
berbagai pelatihan maupun seminar terkait keuangan training programs and seminars related to sustainable finance.
berkelanjutan. Rincian disampaikan pada tabel di bawah ini. The details are presented in the table below.
Tabel Pengembangan Kompetensi Berkelanjutan bagi Dewan Komisaris
Table of Sustainable Competency Development for the Board of Commissioners
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Time and Place of Organizer
Training Materials Implementation
Junaidi Hisom** Refreshment Sertifikasi
Komisaris Utama merangkap
Manajemen Risiko Perbankan Online, 09 Desember
Komisaris Independen
Kualifikasi 7 2025 Peak Pratama
President Commissioner
Risk Management Certification Online, 09 December
concurrently serving as
Refresher – Banking Qualification 2025
Independent Commissioner
Level 7
Boedi Armanto Komisaris Independen Peran GRC dalam Meningkatkan
Independent Commissioner Kepercayaan Investor dan Online, 25 Februari
Stabilitas Sektor Keuangan 2025
Otoritas Jasa Keuangan
The Role of GRC in Enhancing Online, 25 February
Investor Confidence and Financial 2025
Sector Stability
Risk Management Refresher
Program Online, 23 Mei 2025
BARa
Risk Management Refresher Online, 23 May 2025
Program
Penguatan Operasional,
Keamanan Transaksi, dan Aktivasi
Digital Banking melalui Perspektif
IT & Operasional Jakarta, 28 Mei 2025
Bank Mandiri Taspen
Strengthening Operations, Jakarta, 28 May 2025
Transaction Security, and Digital
Banking Activation from IT &
Operational Perspectives
2025 Sustainability Report 115
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Tata Kelola Keberlanjutan
Sustainability Governance
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Time and Place of Organizer
Training Materials Implementation
Denpasar, 4-5
Risk Beyond 2025 Desember 2025
ERMA
Risk Beyond 2025 Denpasar, 4-5
December 2025
Suhajar Diantoro* Komisaris Risk Management Refresher
Commissioner Program Online, 23 Mei 2025
BARa
Risk Management Refresher Online, 23 May 2025
Program
Prasetio** Komisaris Independen
- - -
Independent Commissioner
Marjana*** Komisaris Independen
- - -
Independent Commissioner
Suwartini** Komisaris Independen
- - -
Independent Commissioner
Edi Eko Cahyono*** Komisaris
- - -
Commissioner
Mustaslimah**** Komisaris Utama Risk Management Refresher
President Commissioner Program Online, 23 Mei 2025
BARa
Risk Management Refresher Online, 23 May 2025
Program
Penguatan Operasional,
Keamanan Transaksi, dan Aktivasi
Digital Banking melalui Perspektif
IT & Operasional Jakarta, 28 Mei 2025
Bank Mandiri Taspen
Strengthening Operations, Jakarta, 28 May 2025
Transaction Security, and Digital
Banking Activation from IT &
Operational Perspectives
Denpasar, 4-5
Risk Beyond 2025 Desember 2025
ERMA
Risk Beyond 2025 Denpasar, 4-5
Desember 2025
Hendrika Nora Komisaris Risk Management Refresher
Osloi Sinaga***** Commissioner Program Online, 23 Mei 2025
BARa
Risk Management Refresher Online, 23 May 2025
Program
Penguatan Operasional,
Keamanan Transaksi, dan Aktivasi
Jakarta,
Digital Banking melalui Perspektif
28 Mei 2025
IT & Operasional
Jakarta, Bank Mandiri Taspen
Strengthening Operations,
28 May 2025
Transaction Security, and Digital
Banking Activation from IT &
Operational Perspectives
Keterangan: Notes:
*) Dialihkan tugas dari Komisaris Independen menjadi Komisaris *) Reassigned from Independent Commissioner to Non-Independent
Non Independen yang ditetapkan berdasarkan Keputusan Sirkuler Commissioner based on the Circular Resolution of Shareholders
Pemegang Saham tertanggal 27 Juni 2024 dan efektif menjabat dated June 27, 2024, and effective upon passing the fit and proper
setelah lulus fit & proper oleh Otoritas Jasa Keuangan test by the Financial Services Authority.
**) Telah diangkat berdasarkan Keputusan Sirkuler Pemegang Saham **) Appointed based on the Circular Resolution of Shareholders dated
tanggal 4 Desember 2025 dan telah lulus Penilaian Kemampuan & December 4, 2025, and has passed the Fit and Proper Test conducted
Kepatutan oleh Otoritas Jasa Keuangan by the Financial Services Authority.
***) Telah diangkat berdasarkan Keputusan Sirkuler Pemegang Saham ***) Appointed based on the Circular Resolution of Shareholders dated
tanggal 4 Desember 2025 dan masih dalam proses Penilaian December 4, 2025, and currently undergoing the Fit and Proper Test
Kemampuan & Kepatutan oleh Otoritas Jasa Keuangan conducted by the Financial Services Authority.
****) Telah diberhentikan berdasarkan Keputusan Sirkuler Pemegang ****) Dismissed based on the Circular Resolution of Shareholders dated
Saham tanggal 04 Desember 2025 yang diaktakan dengan Akta December 4, 2025, as notarized under Notarial Deed No. 25 dated
Notaris Nomor 25 Tanggal 18 Desember 2025 December 18, 2025.
*****) Telah diberhentikan dengan hormat berdasarkan Keputusan Sirkuler *****) Honorably dismissed based on the Circular Resolution of
Pemegang Saham tanggal 25 September 2025 yang diaktakan Shareholders dated September 25, 2025, as notarized under Notarial
dengan Akta Notaris 25 September 2025 Deed dated September 25, 2025.
116 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Tabel Pengembangan Kompetensi Berkelanjutan bagi Direksi
Table of Sustainable Competency Development for the Board of Directors
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Training Time and Place of Organizer
Materials Implementation
Panji Irawan* Direktur Utama Refreshment Sertifikasi Manajemen Risiko Online, 09 Desember Peak Pratama
President Director Perbankan Kualifikasi 7 2025
Risk Management Certification Refresher – Online, 09 December
Banking Qualification Level 7 2025
Rudi As Wakil Direktur Utama Pembekalan Manajemen Risiko Perbankan Jakarta, 19 dan 23 LPPI
Aturridha** Vice President Director Kualifikasi 7 Tanpa Jenjang Desember 2025
Risk Management Briefing – Banking Jakarta, 19 dan 23
Qualification Level 7 (Non-Graded) December 2025
Rio Lanasier* Direktur Compliance & Refreshment Sertifikasi Manajemen Risiko Online, 09 Desember Peak Pratama
Human Resource Perbankan Kualifikasi 7 2025
Director of Compliance & Risk Management Certification Refresher – Online, 09 December
Human Resources Banking Qualification Level 7 2025
Henrisa Yunan Direktur IT & Digital Pembekalan Manajemen Risiko Perbankan Jakarta, 23 Desember LPPI
Lubis** Director of IT & Digital Kualifikasi 7 Tanpa Jenjang 2025
Risk Management Briefing – Banking Jakarta, 23 December
Qualification Level 7 (Non-Graded) 2025
Rima Cahyani* Direktur Keuangan & Risk Pembekalan Manajemen Risiko Perbankan Jakarta, 24 Desember LPPI
Director of Finance & Risk Kualifikasi 7 Tanpa Jenjang 2025
Risk Management Briefing – Banking Jakarta, 24 December
Qualification Level 7 (Non-Graded) 2025
Mahrauza Direktur Bisnis Pembekalan Manajemen Risiko Perbankan Jakarta, 30 Desember LPPI
Purnaditya** Director of Business Kualifikasi 7 Tanpa Jenjang 2025
Risk Management Briefing – Banking Jakarta, 30 December
Qualification Level 7 (Non-Graded) 2025
Rizky Olyvia Direktur Funding Pembekalan Manajemen Risiko Perbankan Jakarta, 23-24 LPPI
Nasution** Director of Funding Kualifikasi 7 Tanpa Jenjang Desember 2025
Risk Management Briefing – Banking Jakarta, 23-24
Qualification Level 7 (Non-Graded) December 2025
Noer Direktur Transformasi dan Pembekalan Manajemen Risiko Perbankan Jakarta, 23-24 LPPI
Fajrieansyah** Pengembangan Usaha Kualifikasi 7 Tanpa Jenjang Desember 2025
Director of Transformation Risk Management Briefing – Banking Jakarta, 23-24
and Business Qualification Level 7 (Non-Graded) December 2025
Development
Elmamber Direktur Utama Mandiri Strategic Thinking Initiatives (MSTI) Jakarta, 13-14 Maret Bank Mandiri
Petamu President Director Mandiri Strategic Thinking Initiatives (MSTI) 2025
Sinaga*** Jakarta, 13-14 March
2025
Penguatan Operasional, Keamanan Jakarta, 28 Mei 2025 Bank Mandiri
Transaksi, dan Aktivasi Digital Banking Jakarta, 28 May 2025 Taspen
melalui Perspektif IT & Operasional
Strengthening Operations, Transaction
Security, and Digital Banking Activation from
IT & Operational Perspectives
Maswar Direktur Business Penguatan Operasional, Keamanan Jakarta, 28 Mei 2025 Bank Mandiri
Purnama**** Director of Business Transaksi, dan Aktivasi Digital Banking Jakarta, 28 May 2025 Taspen
melalui Perspektif IT & Operasional
Strengthening Operations, Transaction
Security, and Digital Banking Activation from
IT & Operational Perspectives
Refreshment Sertifikasi Management Risiko Online, 28 Agustus BARa
Jenjang 7 2025
Risk Management Certification Refresher – Online, 28 August 2025
Level 7
2025 Sustainability Report 117
Page 118
Tata Kelola Keberlanjutan
Sustainability Governance
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Training Time and Place of Organizer
Materials Implementation
Leadership Enchancement Acceleration Jakarta, 30 September PT TASPEN
Program (LEAP): Transformation Leadership 2025 (Persero)
Becoming a Center of Excellence for Taspen Jakarta, 30 September
Sustainability 2025
Leadership Enchancement Acceleration
Program (LEAP): Transformation Leadership
Becoming a Center of Excellence for Taspen
Sustainability
Leading with Well Being A Strategy for Jakarta, 30 September PT TASPEN
Sustainability by PT Taspen (Persero) 2025 (Persero)
Leading with Well Being A Strategy for Jakarta, 30 September
Sustainability by PT Taspen (Persero) 2025
Taspen GRC Insight Forum (TGIF) : ESGRC Jakarta, 01 Oktober PT TASPEN
in Strengthening Integrity and Enhancing 2025 (Persero)
Business Sustainability Jakarta, 01 October
Taspen GRC Insight Forum (TGIF) : ESGRC 2025
in Strengthening Integrity and Enhancing
Business Sustainability
Widi Direktur IT & Digital Penguatan Operasional, Keamanan Jakarta, 28 Mei 2025 Bank Mandiri
Nugroho**** Director of IT & Digital Transaksi, dan Aktivasi Digital Banking Jakarta, 28 May 2025 Taspen
melalui Perspektif IT & Operasional
Strengthening Operations, Transaction
Security, and Digital Banking Activation from
IT & Operational Perspectives
Refreshment Sertifikasi Management Risiko Online, 28 Agustus BARa
Jenjang 7 2025
Risk Management Certification Refresher – Online, 28 August 2025
Level 7
Leadership Enchancement Acceleration Jakarta, 30 September PT TASPEN
Program (LEAP): Transformation Leadership 2025 (Persero)
Becoming a Center of Excellence for Taspen Jakarta, 30 September
Sustainability 2025
Leadership Enchancement Acceleration
Program (LEAP): Transformation Leadership
Becoming a Center of Excellence for Taspen
Sustainability
Leading with Well Being A Strategy for Jakarta, 30 September PT TASPEN
Sustainability by PT Taspen (Persero) 2025 (Persero)
Leading with Well Being A Strategy for Jakarta, 30 September
Sustainability by PT Taspen (Persero) 2025
Taspen GRC Insight Forum (TGIF) : ESGRC Jakarta, 01 Oktober PT TASPEN
in Strengthening Integrity and Enhancing 2025 (Persero)
Business Sustainability Jakarta, 01 October
Taspen GRC Insight Forum (TGIF) : ESGRC 2025
in Strengthening Integrity and Enhancing
Business Sustainability
The 3rd OJK International Research Forum Yogyakarta, 6-7 Oktober OJK
(IRF) 2025 2025
The 3rd OJK International Research Forum Yogyakarta, 6-7 October
(IRF) 2025 2025
AI in Action: Driving Transformation with Jakarta, 30 Oktober Hawlett Packard
Intelligent, Secure, and Sacalable Solutions 2025 Enterprise
AI in Action: Driving Transformation with Jakarta, 30 Oktober
Intelligent, Secure, and Sacalable Solutions 2025
Kolaborasi Industri Keuangan dalam Jakarta, 01 Desember IFFOC
Penguatan Perlindungan Konsumen melalui 2025
Indonesia Anti Scan Center (IASC) Jakarta, 01 December
Financial Industry Collaboration in 2025
Strengthening Consumer Protection through
the Indonesia Anti-Scam Center (IASC)
118 Laporan Keberlanjutan 2025
Page 119
PT Bank Mandiri Taspen
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Training Time and Place of Organizer
Materials Implementation
Putu Direktur Finance, Risk & Pembekalan Sertifikasi SK-SP oleh LPPI (Sub Jakarta, 18 Mei 2025 LPPI
Apriyanto**** Operations Bidang Pengelolaan Transfer Dana) Jakarta, 18 May 2025
Director of Finance, Risk & Certification Preparation Program for SK-SP
Operations by the Lembaga Pengembangan Perbankan
Indonesia (Subsector: Fund Transfer
Management)
Penguatan Operasional, Keamanan Jakarta, 28 Mei 2025 Bank Mandiri
Transaksi, dan Aktivasi Digital Banking Jakarta, 28 May 2025 Taspen
melalui Perspektif IT & Operasional
Strengthening Operations, Transaction
Security, and Digital Banking Activation from
IT & Operational Perspectives
Risk Governance Summit 2025 Online, 19 Agustus OJK
Risk Governance Summit 2025 2025
Online, 19 August 2025
Refreshment Sertifikasi Management Risiko Online, 28 Agustus BARa
Jenjang 7 2025
Risk Management Certification Refresher – Online, 28 August 2025
Level 7
Leadership Enchancement Acceleration Jakarta, 30 September PT TASPEN
Program (LEAP): Transformation Leadership 2025 (Persero)
Becoming a Center of Excellence for Taspen Jakarta, 30 September
Sustainability 2025
Leadership Enchancement Acceleration
Program (LEAP): Transformation Leadership
Becoming a Center of Excellence for Taspen
Sustainability
Leading with Well Being A Strategy for Jakarta, 30 September PT TASPEN
Sustainability by PT Taspen (Persero) 2025 (Persero)
Leading with Well Being A Strategy for Jakarta, 30 September
Sustainability by PT Taspen (Persero) 2025
Taspen GRC Insight Forum (TGIF) : ESGRC Jakarta, 01 Oktober PT TASPEN
in Strengthening Integrity and Enhancing 2025 (Persero)
Business Sustainability Jakarta, 01 October
Taspen GRC Insight Forum (TGIF) : ESGRC 2025
in Strengthening Integrity and Enhancing
Business Sustainability
BI-IILM-IFSB Joint High Level Seminar and Jakarta, 03 Oktober Bank Indonesia
Investor Forum: Enhancing Resilience and 2025
Innovation in Liquidity Management for Jakarta, 03 October
Islamic Financial Services Industry 2025
BI-IILM-IFSB Joint High Level Seminar and
Investor Forum: Enhancing Resilience and
Innovation in Liquidity Management for
Islamic Financial Services Industry
Resi Lora**** Direktur Compliance & Peran GRC dalam Meningkatkan Online, 25 Februari OJK
Control Kepercayaan Investor dan Stabilitas Sektor 2025
Director of Compliance & Keuangan Online, 25 February
Control The Role of GRC in Enhancing Investor 2025
Confidence and Financial Sector Stability
Inspirasi Kartini “Perempuan Cerdas, Berdaya Online, 22 April 2025 OJK
dan Berintegritas Menuju Indonesia Emas” Online, 22 April 2025
Kartini Inspiration: “Smart, Empowered, and
Ethical Women Towards a Golden Indonesia”
Penguatan Operasional, Keamanan Jakarta, 28 Mei 2025 Bank Mandiri
Transaksi, dan Aktivasi Digital Banking Jakarta, 28 May 2025 Taspen
melalui Perspektif IT & Operasional
Strengthening Operations, Transaction
Security, and Digital Banking Activation from
IT & Operational Perspectives
Risk Governance Summit 2025 Online, 19 Agustus OJK
Risk Governance Summit 2025 2025
Online, 19 August 2025
2025 Sustainability Report 119
Page 120
Tata Kelola Keberlanjutan
Sustainability Governance
Materi Pengembangan Waktu dan Tempat
Nama Jabatan Kompetensi /Pelatihan Pelaksanaan Penyelenggara
Name Position Competency Development / Training Time and Place of Organizer
Materials Implementation
GRC Summit : Resilience To Substainability Yogyakarta, 22 Agustus CRMS Indonesia
“Leading Through GRC In The Post Digital 2025
Era” Yogyakarta, 22 August
GRC Summit : Resilience To Substainability 2025
“Leading Through GRC In The Post Digital
Era”
Refreshment Sertifikasi Management Risiko Online, 28 Agustus BARa
Jenjang 7 2025
Refreshment Sertifikasi Management Risk Online, 28 August 2025
Management Certification Refresher – Level
7
Tren Modus dan Skema Pencucian Uang Online, 18 September OJK
Terbaru: Strategi Identifikasi, Mitigasi, dan 2025
Penegakan Hukum Online, 18 September
Latest Trends in Money Laundering Methods 2025
and Schemes: Strategies for Identification,
Mitigation, and Enforcement
Indonesia Stock Exchange Workshop on IFRS Online, 23 September IDX
Sustainability Standards 2025
Indonesia Stock Exchange Workshop on IFRS Online, 23 September
Sustainability Standards 2025
Transformasi Generative AI : Peluang Engine Online, 25 September OJK
Optimization (GEO) dalam Menggeser 2025
Dominasi Search Engine Optimization (SEO) Online, 25 September
Transformasi Generative AI : Peluang Engine 2025
Optimization (GEO) dalam Menggeser
Dominasi Search Engine Optimization (SEO)
Leadership Enchancement Acceleration Jakarta, 30 September PT TASPEN
Program (LEAP): Transformation Leadership 2025 (Persero)
Becoming a Center of Excellence for Taspen Jakarta, 30 September
Sustainability 2025
Leadership Enchancement Acceleration
Program (LEAP): Transformation Leadership
Becoming a Center of Excellence for Taspen
Sustainability
Leading with Well Being A Strategy for Jakarta, 30 September PT TASPEN
Sustainability by PT Taspen (Persero) 2025 (Persero)
Leading with Well Being A Strategy for Jakarta, 30 September
Sustainability by PT Taspen (Persero) 2025
Taspen GRC Insight Forum (TGIF) : ESGRC Jakarta, 01 Oktober PT TASPEN
in Strengthening Integrity and Enhancing 2025 (Persero)
Business Sustainability Jakarta, 01 October
Taspen GRC Insight Forum (TGIF) : ESGRC 2025
in Strengthening Integrity and Enhancing
Business Sustainability
Memahami Pentingnya Integritas dalam Online, 16 Oktober 2025 FKDKP
Pengelolaan Lembaga Keuangan Online, 16 October 2025
Understanding the Importance of Integrity in
Financial Institution Management
Sosialisasi Pernyataan Standar Online, 29 Oktober 2025 IDX
Pengungkapan Keberlanjutan (PSPK 1 dan 2) Online, 29 October 2025
Socialization of Sustainability Disclosure
Standards (PSPK 1 and 2)
Pembekalan Sertifikasi Kepatuhan Jenjang 7 Online, 06 November FKDKP
Compliance Certification Preparation – Level 2025
7 Online, 06 November
2025
Keterangan: Notes:
*) Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal *) Appointed based on the Circular Resolution of the Shareholders dated
4 Desember 2025 dan telah lulus Penilaian Kemampuan & Kepatutan oleh December 4, 2025 and has passed the Fit and Proper Test conducted by
Otoritas Jasa Keuangan Otoritas Jasa Keuangan.
**) Telah diangkat berdasarkan keputusan sirkuler Pemegang Saham tanggal **) Honorably appointed based on the Circular Resolution of the Shareholders
4 Desember 2025 dan masih dalam proses Penilaian Kemampuan & dated December 4, 2025 and is currently in the process of the Fit and
Kepatutan oleh Otoritas Jasa Keuangan Proper Test conducted by Otoritas Jasa Keuangan.
***) Telah mengundurkan diri efektif pada tanggal 27 Juni 2025 dan telah ***) Resigned effective June 27, 2025 and has been resolved at the
ditetapkan dalam RUPSLB tanggal. 25 September 2025 Extraordinary General Meeting of Shareholders (EGMS) held on
September 25, 2025.
****) Telah diberhentikan dengan hormat berdasarkan keputusan sirkuler ****) Honorably dismissed based on the Circular Resolution of the Shareholders
Pemegang Saham tanggal 04 Desember 2025 yang diaktakan dengan dated December 4, 2025, as stipulated in Notarial Deed No. 25 dated
Akta Notaris Nomor 25 Tanggal 18 Desember 2025 December 18, 2025.
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PT Bank Mandiri Taspen
Selain itu, Bank Mandiri Taspen juga telah menyelenggarakan In addition, Bank Mandiri Taspen had also conducted training
pelatihan maupun seminar terkait keuangan berkelanjutan programs and seminars related to sustainable finance for 40
untuk 40 Kepala Cabang dan Pegawai terkait di Kantor Cabang, Branch Managers and relevant branch office employees, as
serta 25 level Kepala Divisi, 81 Kepala Departemen dan 291 well as 25 Division Heads, 81 Department Heads, and 291
Professional Staff dengan jumlah peserta sebanyak 431 orang. Professional Staff, with a total of 431 participants.
Tabel Pengembangan Kompetensi Keuangan Berkelanjutan Tahun 2025
Table of Sustainable Finance Competency Development in 2025
Jumlah
Nama Tema Penyelengara Pegawai Media
Name Theme Organizer Number of Media
Employee
Pelindungan Nasabah dan Integritas Sistem
Know Your Customer Keuangan
Bank Mandiri Taspen 21 Online
Know Your Customer Customer Protection and Financial System
Integrity
Penguatan Perlindungan Data Pribadi dan
Refreshment Awareness PDP Kepatuhan Konsumen
Bank Mandiri Taspen 2622 Online
Refreshment Awareness PDP Strengthening Personal Data Protection and
Consumer Compliance
Standardisasi Kompetensi Tata Kelola dan Keandalan Sistem
Sistem Pembayaran (SK SP) Pembayaran
Bank Mandiri Taspen 1231 Online
Payment System Competency Governance and Reliability of Payment
Standardization (SK SP) Systems
Sertifikasi Manajemen Risiko Kompetensi Manajemen Risiko Perbankan
Bank Mandiri Taspen 540 Online
Risk Management Certification Banking Risk Management Competency
Pencegahan Fraud dan Budaya Integritas
Strategi Anti Fraud Perusahaan
Bank Mandiri Taspen 3346 Online
Anti-Fraud Strategy Fraud Prevention and Corporate Integrity
Culture
Workshop Strategi
Pengukuran & Pengurangan
Pengukuran & Pengurangan Emisi Carbon
Emisi Carbon untuk
untuk Keberlanjutan
Keberlanjutan Bank Mandiri Taspen 14 Offline
Carbon Emission Measurement & Reduction
Workshop on Carbon Emission
for Sustainability
Measurement & Reduction
Strategies for Sustainability
Manajemen Risiko atas Penerapan Risk Management of Sustainable
Keuangan Berkelanjutan [OJK E.3, FS2, IFRS Finance Implementation [OJK E.3, FS2, IFRS
S1-RISK MANAGEMENT, IFRS S2- RISK MANAGEMENT] S1-RISK MANAGEMENT, IFRS S2- RISK MANAGEMENT]
Mengacu pada prinsip kehati-hatian, Bank Mandiri Taspen In line with the prudential principle, Bank Mandiri Taspen
menerapkan prosedur manajemen risiko yang digunakan untuk had implemented risk management procedures to identify,
mengidentifikasi, mengukur, memantau, serta mengendalikan measure, monitor, and control various risks associated with
berbagai risiko yang berkaitan dengan penerapan kegiatan the implementation of sustainable business activities across
usaha berkelanjutan di bidang ekonomi, lingkungan, dan economic, environmental, and social aspects. This risk
sosial. Sistem manajemen risiko tersebut juga diintegrasikan management system had also been integrated into all stages
ke dalam seluruh tahapan operasional bank, termasuk pada of the Bank’s operations, including during the launch of new
saat peluncuran produk baru. Setiap potensi risiko yang products. Any potential risks related to products had been
berhubungan dengan produk telah dicantumkan secara jelas clearly disclosed in documents that were required to be signed
dalam dokumen yang wajib ditandatangani oleh nasabah, by customers, particularly in investment activities.
khususnya dalam aktivitas investasi.
Untuk memperkuat implementasi standar manajemen risiko To strengthen the implementation of risk management
yang berkaitan dengan keuangan berkelanjutan, Bank Mandiri standards related to sustainable finance, Bank Mandiri Taspen
Taspen telah merencanakan berbagai program yang terstruktur. had developed various structured programs. In 2022, the Bank
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Tata Kelola Keberlanjutan
Sustainability Governance
Pada tahun 2022, Bank Mandiri Taspen telah melaksanakan had conducted a mapping of applicable internal regulations
pemetaan terhadap regulasi internal yang berlaku, serta and carried out comprehensive reviews to align policies and
melakukan kajian mendalam guna menyesuaikan kebijakan their derivatives with regulatory requirements and the needs
beserta seluruh turunan kebijakannya agar selaras dengan of sustainability implementation.
ketentuan dan kebutuhan implementasi keberlanjutan.
Bank Mandiri Taspen menyadari bahwa dalam menjalankan Bank Mandiri Taspen realizes that, in carrying out its business
kegiatan usahanya terdapat berbagai potensi risiko baik internal activities, there are various potential risks both internal and
maupun eksternal. Potensi risiko tersebut menghambat kinerja external. Such potential risks hamper the performance and
dan pencapaian target-target yang telah ditetapkan, termasuk achievement of the targets that have been set, including the
target penerapan Keuangan Berkelanjutan yang disampaikan Sustainable Finance implementation targets conveyed in the
dalam RKAB. RAKB.
Melalui kebijakan manajemen risiko, Bank mengelola dan Through risk management policy, the Bank manages and
meminimalkan dampak risiko yang dihadapi terkait 3 (tiga) minimizes the impact of risks faced related to 3 (three) aspects,
aspek yaitu ekonomi, sosial, dan lingkungan. Kebijakan namely economic, social, and environmental. This policy is a
ini menjadi acuan dari kebijakan-kebijakan terkait dengan reference for policies related to risk management made in each
pengelolaan risiko yang dibuat pada masing-masing unit kerja. work unit. The implementation of Bank Mandiri Taspen’s risk
Adapun pelaksanaan manajemen risiko Bank Mandiri Taspen management consists of:
terdiri dari:
1. Identifikasi Risiko 1. Risk Identification
Identifikasi risiko bertujuan untuk mengetahui seluruh Risk identification aims to determine all types of risks
jenis risiko yang melekat pada setiap aktivitas fungsional inherent in each functional activity that has the potential
yang berpotensi merugikan Bank. Identifikasi risiko bersifat to harm the Bank. Risk identification is anticipative rather
anticipative dan bukan reaktif; mencakup seluruh aktivitas than reactive; includes all functional activities (operational
fungsional (kegiatan operasional; menggabungkan dan activities; combining and analyzing risk information from all
menganalisis informasi risiko dari seluruh sumber informasi available information sources; analyzing the probability of
yang tersedia; menganalisa probabilitas timbulnya risiko risk and its consequences).
serta konsekuensinya).
2. Pengukuran Risiko 2. Risk Measurement
a. Pengukuran risiko bertujuan untuk mengetahui a. Risk measurement aims to determine the amount of
besaran risiko yang melekat pada aktivitas Bank untuk risk inherent in the Bank’s activities to be compared
dibandingkan dengan risk appetite Bank, sehingga with the Bank’s risk appetite so that the Bank can take
Bank dapat mengambil tindakan mitigasi risiko dan risk mitigation actions and determine capital to cover
menentukan modal untuk meng-cover risiko. the risk
b. Pengukuran dilakukan secara individual maupun b. Measurements are made individually as well as in a
secara keseluruhan. whole
c. Metode pengukuran risiko dapat dilakukan secara c. Risk measurement methods can be done qualitatively
kualitatif dan atau kuantitatif. and or quantitatively
d. Model yang digunakan dalam pengukuran risiko dapat d. The model used in risk measurement can be understood
dipahami dan diketahui kekuatan, kelemahan, serta and known its strengths, weaknesses, and limitations
limitasinya.
3. Pemantauan Risiko 3. Risk Monitoring
Pemantauan dilakukan dengan membandingkan limit risiko Monitoring is carried out by comparing the risk limit that has
yang telah ditetapkan dengan besaran risiko yang sedang been set with the amount of risk that is being managed.
dikelola.
4. Pengendalian Risiko 4. Risk Control
Pengendalian risiko dilakukan terhadap potensi terjadinya Risk control is carried out against the potential for exceeding
pelampauan atas limit risiko yang telah ditetapkan dan the risk limit that has been determined and can be tolerated
dapat ditolerir oleh Bank Mandiri Taspen. by Bank Mandiri Taspen.
Dewan Komisaris dan Direksi bertanggung jawab atas The Board of Commissioners and Directors played an active
penerapan manajemen risiko dan sistem pengendalian internal role in managing, conducting periodic reviews and reviewing
di Bank Mandiri Taspen. Pengawasan Aktif Dewan Komisaris the effectiveness of the implementation of risk management
Bank Mandiri Taspen tercermin dari persetujuan atas Kebijakan and internal control systems at Bank Mandiri Taspen. Active
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PT Bank Mandiri Taspen
Manajemen Risiko yang disusun oleh Direksi, serta evaluasi supervision carried out by the Board of Commissioners was
pelaksanaan kebijakan manajemen risiko melalui forum rapat reflected in the approval of the Risk Management Policy
Direksi dan Komisaris secara berkala, dalam pelaksanaannya prepared by the Board of Directors, as well as evaluation of the
pengawasan aktif Dewan Komisaris didukung oleh Komite implementation of risk management policies through regular
Pemantau Risiko. Board of Directors and Commissioners meeting forums, in the
implementation of which the active supervision of the Board
of Commissioners was supported by the Risk Monitoring
Committee.
Pengawasan aktif Direksi Bank Mandiri Taspen antara lain Active supervision was performed by the Board of Directors
dilaksanakan melalui penyusunan, penerapan dan evaluasi through the preparation, implementation and evaluation of
atas kebijakan dan prosedur manajemen risiko. Pelaksanaan risk management policies and procedures. In addition, active
pengawasan aktif juga dilakukan melalui forum rapat Direksi dan through meeting forums of the Board of Directors and the Risk
Komite Manajemen Risiko (KMR), Bidang Kebijakan Kredit dan Management Committee (KMR), the Credit Policy Sector and
Bidang Asset and Liability. Sebagai bagian pengawasan aktif the Asset and Liability Sector. As part of the active supervision
Dewan Komisaris dan Direksi, kualitas Sumber Daya Manusia of the Board of Commissioners and Directors, adequate
(SDM) yang memadai merupakan salah satu aspek penting quality of Human Resources (HR) was an important aspect
dalam penerapan manajemen risiko. Pemenuhan kualitas SDM in implementing risk management. Improving the quality of
tersebut antara lain dilakukan melalui pengembangan program human resources was accomplished through, among other
pendidikan dan pelatihan pegawai seperti program Sertifikasi things, the development of employee education and training
Manajemen Risiko serta program pelatihan atau sosialisasi programs such as the Risk Management Certification program
internal dengan materi Manajemen Risiko. as well as internal training or socialization programs with Risk
Management materials.
Penerapan manajemen risiko dan sistem pengendalian internal The implementation of risk management and internal control
Bank Mandiri Taspen mencakup: systems at Bank Mandiri Taspen includes:
1. Pengawasan yang dilakukan oleh Dewan Komisaris 1. Supervision by the Board of Commissioners
Pengawasan yang dilakukan oleh Dewan Komisaris adalah The supervision conducted by the Board of Commissioners
sebagai berikut. is as follows.
• Mengevaluasi kebijakan manajemen risiko dalam hal • Evaluating risk management policies in the event of
terdapat perubahan faktor-faktor yang mempengaruhi changes in factors affecting the Bank’s activities.
kegiatan Bank.
• Mengevaluasi pertanggungjawaban Direksi atas • Evaluating the accountability of the Board of Directors
pelaksanaan kebijakan manajemen risiko. regarding the implementation of risk management
policies.
• Mengevaluasi dan memutuskan permohonan atau • Evaluating and deciding on requests or proposals
usulan Direksi yang berkaitan dengan transaksi from the Board of Directors related to transactions
atau kegiatan usaha yang melampaui kewenangan or business activities that exceed the authority of the
Direksi untuk memutuskannya sehingga memerlukan Board of Directors and require approval from the Board
persetujuan Dewan Komisaris. of Commissioners.
• Mengevaluasi kecukupan kebijakan, prosedur, • Evaluating the adequacy of policies, procedures,
penetapan limit dan kecukupan proses identifikasi, limit setting, and the adequacy of risk identification,
pengukuran, pemantauan, dan pengendalian risiko measurement, monitoring, and control processes, as
serta sistem informasi manajemen risiko. well as risk management information systems.
2. Pengawasan yang Dilakukan Direksi 2. Supervision by the Board of Directors
Pengawasan Direksi dengan wewenang dan tanggung The supervision by the Board of Directors, with its authority
jawab adalah sebagai berikut. and responsibilities, is as follows.
• Bertanggung jawab atas pelaksanaan kebijakan • Being responsible for the implementation of risk
manajemen risiko termasuk mengevaluasi dan management policies, including evaluating and providing
memberikan arahan strategi manajemen risiko strategic risk management directions based on reports
berdasarkan laporan yang disampaikan oleh Satuan submitted by the Risk Management Unit, and reporting
Manajemen Risiko dan menyampaikan laporan to the Board of Commissioners.
pertanggungjawaban kepada Dewan Komisaris.
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Tata Kelola Keberlanjutan
Sustainability Governance
• Mengevaluasi dan memutuskan transaksi yang • Evaluating and deciding on transactions that exceed the
melampaui kewenangan pejabat satu tingkat di bawah authority of officials one level below the Board of Directors
Direksi atau transaksi yang memerlukan persetujuan or transactions that require approval in accordance with
sesuai dengan kebijakan dan prosedur yang berlaku. the applicable policies and procedures.
• Mengembangkan budaya manajemen risiko antara lain • Developing a risk management culture, including
meliputi komunikasi yang memadai kepada seluruh adequate communication across all levels of the
jenjang organisasi tentang pentingnya pengendalian organization regarding the importance of effective
intern yang efektif. internal control.
• Memastikan peningkatan kompetensi sumber daya • Ensuring the improvement of the competencies of
manusia yang terkait dengan penerapan manajemen human resources related to the implementation of risk
risiko antara lain dengan cara program pendidikan management, including through continuous education
dan latihan yang berkesinambungan terutama yang and training programs, particularly related to risk
berkaitan dengan sistem dan proses manajemen risiko. management systems and processes.
• Memastikan bahwa fungsi manajemen risiko • Ensuring that the risk management function is carried out
dilaksanakan secara independen yang dicerminkan independently, reflected by the separation of functions
antara lain adanya pemisahan fungsi antara Satuan between the Risk Management Unit, which identifies,
Kerja Manajemen Risiko yang melakukan identifikasi, measures, monitors, and controls risks, and the unit
pengukuran, pemantauan dan pengendalian responsible for executing and completing transactions.
risiko dengan satuan kerja yang melakukan dan
menyelesaikan transaksi.
• Melakukan identifikasi untuk memastikan bahwa risiko • Conducting identification to ensure that risks from new
dari produk dan aktivitas yang baru telah melalui proses products and activities have gone through a proper risk
pengendalian manajemen risiko yang layak sebelum management control process before being introduced or
diperkenalkan atau dijalankan dan harus disetujui oleh executed, and must be approved by the Board of Directors
Direksi dan direkomendasikan oleh Komite Manajemen and recommended by the Risk Management Committee.
Risiko terlebih dahulu.
• Melakukan pengendalian internal dengan cara • Conducting internal control by performing regular
melakukan penilaian secara berkala, menerapkan assessments, applying guidelines, and implementing
pedoman dan praktek-praktek yang sehat untuk sound practices to control and address risks through a
mengendalikan dan mengatasi risiko melalui series of corrective actions.
serangkaian tindakan korektif.
Saat ini, Bank Mandiri Taspen telah menerapkan kerangka Bank Mandiri Taspen had implemented an internal control
pengendalian internal melalui tiga lini pertahanan (three framework based on the three lines of defence, comprising
lines of defence) yang mencakup lini manajemen bisnis, lini the business management line, the risk management and
manajemen risiko dan kepatuhan, serta lini audit internal dalam compliance line, and the internal audit line in overall risk
pengelolaan risiko secara umum. Kerangka ini mendukung management. This framework supported comprehensive
proses identifikasi, pengukuran, pemantauan, dan mitigasi processes of risk identification, measurement, monitoring, and
risiko secara komprehensif. mitigation.
Seiring dengan perkembangan isu keberlanjutan, termasuk In line with the growing importance of sustainability issues,
perubahan iklim, Bank secara bertahap akan melakukan including climate change, the Bank had gradually strengthened
penguatan dalam mengintegrasikan risiko terkait perubahan the integration of climate-related risks into its existing risk
iklim ke dalam kerangka manajemen risiko yang ada, termasuk management framework, including within the implementation
dalam penerapan three lines of defence. of the three lines of defence.
Bank juga memastikan adanya pembagian peran dan tanggung The Bank had also ensured a clear allocation of roles and
jawab yang jelas pada masing-masing lini pertahanan. responsibilities across each line of defence. Each line performed
Setiap lini menjalankan fungsinya secara independen namun its functions independently while remaining well-coordinated,
tetap terkoordinasi, sehingga mendukung transparansi dan thereby supporting transparency and accountability in risk
akuntabilitas dalam pengelolaan risiko, termasuk dalam management, including in the future development of climate-
pengembangan pengelolaan risiko terkait perubahan iklim ke related risk management.
depan.
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PT Bank Mandiri Taspen
Climate Risk Management and Scenario Climate Risk Management and Scenario
Analysis (CRMS) Analysis (CRMS)
Merujuk pada POJK 51/2017 tentang Penerapan Keuangan Referring to Financial Services Authority Regulation No. 51/
Berkelanjutan serta SEOJK 16/2021 tentang Pengungkapan POJK.03/2017 on the Implementation of Sustainable Finance
Risiko Keberlanjutan, Bank diwajibkan untuk menyusun and Financial Services Authority Circular Letter No. 16/
dan melaporkan Climate Risk Management and Scenario SEOJK.03/2021 on Sustainability Risk Disclosure, the Bank
Analysis (CRMS) sebagai bagian dari implementasi keuangan was required to prepare and report Climate Risk Management
berkelanjutan. and Scenario Analysis (CRMS) as part of its sustainable finance
implementation.
Bank Mandiri Taspen merupakan Bank yang berfokus pada Bank Mandiri Taspen, as a bank focused on the MSME and
segmen UMKM dan pensiunan, dengan komposisi portofolio pension segments, had a pension portfolio composition
pensiunan mencapai lebih dari 90% dari total kredit. Saat ini, accounting for more than 90% of total loans. At present, data
data aktivitas debitur yang dapat digunakan secara langsung on debtor activities that could be directly used to calculate
untuk menghitung emisi Scope 1–3 belum tersedia. Sebagai Scope 1–3 emissions was not yet available. As an alternative,
alternatif, perhitungan emisi yang dibiayai (financed emission) the calculation of financed emissions had been carried out by
dilakukan dengan mengacu pada Partnership for Carbon referring to the Partnership for Carbon Accounting Financials.
Accounting Financials (PCAF). Metodologi ini dipilih karena This methodology had been selected as it represented an
merupakan pendekatan standar internasional yang banyak internationally recognized standard widely used by global
digunakan oleh lembaga keuangan global untuk mengestimasi financial institutions to estimate portfolio-based emissions,
emisi berbasis portofolio, khususnya ketika data primer debitur particularly when primary debtor data was not available. By
belum tersedia. Dengan menggunakan proxy PCAF, Bank applying the PCAF proxy approach, the Bank was expected to
diharapkan dapat menyajikan pengukuran risiko iklim secara present climate risk measurements in a consistent, transparent,
konsisten, transparan, dan dapat diperbandingkan dengan and comparable manner with international best practices.
praktik terbaik internasional.
Data yang digunakan dalam penyusunan CRMS mencakup The data used in the preparation of the CRMS covered
sebesar 58% dari total portofolio Bank atau setara dengan approximately 58% of the Bank’s total portfolio, equivalent to
Rp26,5 triliun per Desember 2024, yang tersebar pada 10 IDR 26.5 trillion as of December 2024, distributed across 10
(sepuluh) sektor ekonomi utama. main economic sectors.
Asumsi Perhitungan CRST CRST Calculation Assumptions
Total outstanding baseline berdasarkan proporsi
terhadap data RBB tahunan
Total outstanding baseline based on the proportion of Asumsi NPL Tahunan dari proksi RBB, mekanisme
the Annual RBB data distribusi dengan menggunakan 5 bucket
Annual NPL assumption based on the RBB proxy,
with a distribution mechanism using five buckets
ATMR yang menggunakan proporsi per sektor
ekonomi terhadap data RBB
Risk-Weighted Assets (RWA) based on the proportion Asumsi kualitas portofolio kredit dengan skenario flat
by economic sector relative to the Annual RBB data NPL
Assumption of credit portfolio quality under a flat
NPL scenario
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Tata Kelola Keberlanjutan
Sustainability Governance
Cakupan dan Frekuensi Audit serta Audit Scope and Frequency and Risk
Prosedur Penilaian Risiko [FS9] Assessment Procedures [FS9]
Bank Mandiri Taspen memiliki Divisi Internal Audit sebagai Bank Mandiri Taspen has an Internal Audit Division as part
bagian dari struktur pengendalian internal (sebagai Third of its internal control structure (as the Third Line of Defense).
Line of Defense). Ruang lingkup pekerjaan internal audit The scope of internal audit work includes the examination and
mencakup pemeriksaan dan penilaian atas kecukupan dan assessment of the adequacy and effectiveness of the Bank’s
efektivitas struktur pengendalian internal Bank serta penilaian internal control structure, as well as performance quality
kualitas kinerja yang bertujuan memberikan keyakinan bahwa assessments aimed at providing assurance that controls have
pengendalian telah berjalan seperti yang ditetapkan. been implemented as specified.
Sampai dengan akhir periode pelaporan, Bank Mandiri Taspen s of the end of the reporting period, Bank Mandiri Taspen had
belum melakukan audit khusus terhadap usaha debitur not conducted a specific audit of debtors’ business activities
untuk menilai dampak usaha tersebut terhadap lingkungan. to assess their environmental impact. However, the Bank had
Namun demikian, Bank Mandiri Taspen telah melakukan audit carried out regular audits under the Annual Audit Plan (AAP)
secara rutin atau Annual Audit Plan (AAP) yang dilakukan conducted by the Internal Audit Division, including assurance
oleh Divisi Internal Audit, salah satunya aktivitas assurance activities, which involved objective examination of evidence
yang merupakan pengujian objektif atas suatu bukti dengan to provide an independent assessment of internal control, risk
tujuan untuk memberikan penilaian yang independen atas management, and governance processes. These assurance
internal control, risk management dan governance process activities had been performed through branch operational
suatu organisasi. Aktivitas assurance tersebut dilakukan audits, including sampling reviews across Distribution Offices
dengan mengaudit operasional cabang dengan melakukan 1 through Distribution 9.
pemeriksaan secara sampling ke kantor Distribution 1 sampai
dengan Distribution 9.
Hubungan dengan Pemangku Relationships with Stakeholders
Kepentingan [OJK E.4, GRI 2-29, FS5] [OJK E.4, GRI 2-29, FS5]
Bagi Bank Mandiri Taspen, pemangku kepentingan adalah For Bank Mandiri Taspen, stakeholders are defined as parties
pihak atau individu yang terdampak oleh kegiatan, produk, or individuals affected by the Company’s activities, products,
serta layanan yang disediakan oleh perusahaan. Keberadaan and services. These stakeholders play a crucial role in
para pemangku kepentingan tersebut memiliki peranan supporting the successful implementation of strategies and
penting dalam mendukung keberhasilan pelaksanaan strategi the achievement of the Company’s objectives. Bank Mandiri
serta pencapaian tujuan perusahaan. Bank Mandiri Taspen Taspen is committed to engaging stakeholders in various
berkomitmen untuk melibatkan pemangku kepentingan dalam activities tailored to the characteristics and needs of each
berbagai aktivitas yang disesuaikan dengan karakteristik group. Through such engagement, the Bank gains insights
serta kebutuhan masing-masing pihak. Melalui keterlibatan into stakeholder priorities, enabling it to formulate appropriate
tersebut, bank dapat memperoleh pemahaman dan wawasan follow-up actions and improvements to enhance future
mengenai hal-hal yang dianggap penting oleh para pemangku performance.
kepentingan, sehingga dapat menyusun langkah tindak lanjut
sekaligus perbaikan yang diperlukan guna meningkatkan
kinerja perusahaan di masa mendatang.
Pelibatan pemangku kepentingan dilakukan dengan tetap Stakeholder engagement is conducted while prioritizing the
mengutamakan kepentingan Bank Mandiri Taspen, serta interests of Bank Mandiri Taspen, taking into account corporate
memperhatikan tanggung jawab sosial perusahaan, kepedulian social responsibility, environmental considerations, and the
terhadap isu lingkungan, serta menyusun prioritas yang tepat appropriate prioritization of communication with strategic
dalam membangun komunikasi dengan mitra strategis. Proses partners. This process aims to ensure that the Bank can meet
ini bertujuan untuk memastikan bahwa Bank Mandiri Taspen stakeholder expectations by utilizing its resources effectively,
dapat memenuhi ekspektasi pemangku kepentingan dengan transparently, and in compliance with applicable regulations.
memanfaatkan sumber daya yang dimiliki, secara efektif,
transparan, dan sesuai dengan peraturan yang berlaku.
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PT Bank Mandiri Taspen
Tabel Pelibatan Pemangku Kepentingan
Table of Stakeholders Engagement
Daftar Pemangku Basis Penetapan/
Kepentingan Identifikasi Metode Pelibatan Frekuensi Topik/Masalah yang Muncul
List of Determination/ Engagement Method Frequency Arising Topics/Issues
Stakeholders Identification Basis
Nasabah Hubungan ekonomi Website dan frontline Setiap saat bila • Keamanan dan kenyaman saat
Customer Economic relations information diperlukan bertransaksi
Website and frontline As needed • Kemudahan mendapatkan kredit
information services • Informasi produk dan layanan
yang jelas dan transparan
Kunjungan langsung Setiap saat bila • Pembahasan terkait isu
Direct visits diperlukan keberlanjutan
As needed • Security and comfort in
conducting transactions
Layanan call center Setiap saat bila • Ease of accessing credit
Call center services diperlukan • Clear and transparent
As needed information on products and
services
• Discussions on sustainability-
related issues
Survei Kepuasan 1 (satu) kali dalam Mendapatkan kepuasan layanan
Nasabah setahun Achieving customer service
Customer satisfaction Once a year satisfaction
surveys
Pemegang Saham/ Hubungan ekonomi, • Pelaporan Kinerja • Setiap kuartal • Kinerja keuangan
Investor kepemilikan dan legal • RUPS • Sekali setahun • Kinerja non-keuangan
Shareholder/Investor Economic, ownership, • Performance • Every quarter • Kinerja sepanjang tahun tentang
and legal relations reporting • Once a year tata kelola, kinerja keuangan,
• GMS non-keuangan, dan lain-lain
• Pembahasan terkait isu
keberlanjutan
• Financial performance
• Non-financial performance
• Annual performance covering
governance, financial and non-
financial performance, and other
aspects
• Discussions on sustainability-
related issues
Pemerintah dan Legal dan kepentingan Pelaporan pelaksanaan Sesuai dengan Informasi tentang kepatuhan
Otoritas Keuangan Lembaga Jasa Keuangan Kepatuhan dan notifikasi ketentuan terhadap ketentuan perundang-
Government and Legal and interest kepada Otoritas Jasa In accordance with undangan yang berlaku
Financial Authorities of Financial Services Keuangan (OJK) provisions Information regarding compliance
Authority Compliance with applicable regulations
implementation
reporting and notification
to Financial Services
Authority (OJK)
Pegawai Legal dan pemangku Media Internal 1 (satu) kali dalam • Sosialisasi kebijakan dan
Employee kepentingan yang Internal media sebulan strategi yang berkaitan dengan
membantu pencapaian Once a month kepegawaian
tujuan perusahaan • Kesetaraan kesempatan
Legal and stakeholders • Pengembangan karir, pelatihan
assisting in the dan lain-lain
Company’s objective • Pembahasan terkait isu
achievement keberlanjutan
• Socialization of policies and
strategies related to human
capital
• Equal opportunity
• Career development, training,
and related programs
• Discussions on sustainability-
related issues
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Tata Kelola Keberlanjutan
Sustainability Governance
Daftar Pemangku Basis Penetapan/
Kepentingan Identifikasi Metode Pelibatan Frekuensi Topik/Masalah yang Muncul
List of Determination/ Engagement Method Frequency Arising Topics/Issues
Stakeholders Identification Basis
Melalui dialog pada saat Sesuai kebutuhan Tingkat kepuasan pegawai,
rapat dengan pimpinan As needed menjaring harapan mereka
Through dialog when Employee satisfaction levels and
meeting with leaders capturing employee expectations
Mitra Kerja/Pemasok Hubungan ekonomi dan • Kontrak kerja Sesuai Kebutuhan • Proses pengadaan yang obyektif
Work Partners/ legal • Mitra investasi As needed • Kerjasama saling
Suppliers Economic and legal • Seminar dan menguntungkan, transparan
relations workshop dan adil
• Work Contract • Pembahasan terkait isu
• Investment Partner keberlanjutan
• Seminars and • Objective procuring process
workshops • Transparent, fair, and mutual
cooperation
• Discussion on sustainability
issues
Organisasi Relasi sosial, lisensi Kerjasama strategis Sesuai Kebutuhan • Jenis program CSR
Kemasyarakat/ sosial, tanggung jawab untuk As needed • Cara mengoptimalkan
Organisasi Sosial/ sosial, serta kedekatan menjalankan program- pencapaian program CSR
Lembaga dengan program • Informasi tentang kegiatan
Swadaya Masyarakat Bank Mandiri Taspen Tanggung Jawab perusahaan
Community Social relation, Sosial Perusahaan, baik • Pembahasan terkait isu
Organization/ Social social license, social di bidang sosial maupun keberlanjutan
Organization/ responsibility, and lingkungan • Type of CSR programs
Non-Government relationship with Bank Strategic cooperation to • Optimizing Procedures of CSR
Organization Mandiri Taspen perform Corporate Social Program Achievement
Responsibility • Information on the Company’s
programs in either social activities
or environment • Discussion on sustainability
issues
Media Relasi sosial, lisensi Press release Sesuai kebutuhan • Kinerja keuangan
Media sosial Press release As needed • Kinerja non-keuangan
Social relation, social • Dampak dan kinerja kegiatan
license sosial dan lingkungan
perusahaan
• Informasi tentang kegiatan
perusahaan
• Informasi terbaru tekait bisnis
perbankan yang perlu diketahui
oleh publik
• Pembahasan terkait isu
keberlanjutan
• Financial performance
• Non-financial performance
• Impact and performance of
the Company’s social and
environmental activities
• Information about the
Company’s activities
• The latest information regarding
the banking business that the
public needs to know
• Discussion on sustainability
issues
128 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen Permasalahan Terhadap Penerapan Issues in Sustainable Finance Keuangan Berkelanjutan [OJK E.5] Implementation [OJK E.5] Dalam penerapan keuangan berkelanjutan, Bank Mandiri In implementing sustainable finance, Bank Mandiri Taspen Taspen masih menghadapi sejumlah tantangan, salah satunya had encountered several challenges, one of which was the adalah belum optimalnya tingkat pemahaman mengenai suboptimal level of understanding of sustainable finance keuangan berkelanjutan di kalangan seluruh pegawai. Kondisi among all employees. This condition had become a concern tersebut menjadi perhatian karena dapat memengaruhi as it could affect the effectiveness of sustainability strategy efektivitas implementasi strategi keberlanjutan di lingkungan implementation within the organization. As a mitigation effort, perusahaan. Sebagai bentuk upaya mitigasi, Bank Mandiri Bank Mandiri Taspen had undertaken various initiatives to Taspen melakukan berbagai langkah untuk meningkatkan continuously enhance capacity and competencies. These kapasitas dan kompetensi secara berkala. Peningkatan improvements had been carried out through self-learning tersebut dilaksanakan melalui program pembelajaran mandiri programs as well as by engaging external institutions or trainers (self learning) serta dengan melibatkan lembaga atau to provide more comprehensive and in-depth understanding of pengajar eksternal guna memberikan pemahaman yang lebih sustainable finance. komprehensif dan mendalam terkait keuangan berkelanjutan. Tantangan lain yang dihadapi Bank Mandiri Taspen yaitu Bank Another challenge faced by Bank Mandiri Taspen was its Mandiri Taspen memiliki sektor pembiayaan yang segmented financing portfolio, which was highly segmented in the yaitu UMKM dan pensiunan dengan usaha produktif yang MSME and pension sectors, where most financed productive dibiayai rata-rata menengah ke bawah, sehingga isu-isu businesses were in the lower to middle segment. As a result, terkait lingkungan belum menjadi prioritas dalam menjalankan environmental issues had not yet become a primary focus usahanya. Upaya mitigasi yang dilakukan oleh Bank Mandiri in their business operations. To mitigate this, Bank Mandiri Taspen yaitu mengubah pola pikir pelaku usaha dengan Taspen had sought to shift the mindset of business actors by memanfaatkan sumber daya manusia yang dimiliki Bank leveraging its human capital as facilitaors to promote greater sebagai fasilitator. awareness and adoption of sustainability practices. 2025 Sustainability Report 129
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Tata Kelola Keberlanjutan
Sustainability Governance
Praktik Pengadaan Barang dan Jasa [GRI 2-6]
Procurement Practices for Goods and Services
Dalam upaya memperoleh barang dan jasa dengan kualitas In its efforts to procure goods and services with optimal quality
optimal sesuai kebutuhan dan spesifikasi yang telah ditetapkan, in accordance with established needs and specifications, all
seluruh pemasok yang menjadi mitra kerja Bank Mandiri Taspen suppliers engaged as partners of Bank Mandiri Taspen were
diwajibkan memenuhi persyaratan serta kebijakan umum yang required to comply with applicable requirements and general
berlaku. Ketentuan tersebut mengacu pada Standar Prosedur policies. These provisions referred to Procurement Standard
Procurement Edisi 5 Nomor SP/060/XII/2024 PT Bank Mandiri Procedures Edition 5 No. SP/060/XII/2024 of PT Bank Mandiri
Taspen. Selain itu, Bank Mandiri Taspen secara konsisten Taspen. In addition, the Bank had consistently ensured that
memastikan bahwa seluruh pemasok mematuhi ketentuan all suppliers complied with prevailing laws and regulations,
peraturan perundang-undangan yang berlaku, termasuk including environmental and social aspects in the conduct
aspek lingkungan dan sosial dalam pelaksanaan kegiatan of their business activities. The provisions also governed the
usahanya. Pada ketentuan tersebut mengatur prinsip – prinsip principles applied in the procurement process. Procurement of
yang diterapkan di dalam proses pengadaan bara Prinsip – goods and/or services was required to adhere to the following
Prinsip Procurement Pengadaan barang dan/atau jasa wajib principles:
menerapkan prinsip-prinsip:
a. Efektif Berarti kegiatan Procurement harus sesuai dengan a. Effective – Procurement activities must align with
kebutuhan/rencana yang telah ditetapkan dan dapat established needs/plans and provide optimal benefits to
memberikan manfaat yang optimal bagi Perusahaan. the Company.
b. Efisien Berarti kegiatan Procurement dilaksanakan untuk b. Efficient – Procurement must achieve the required quality
mencapai kualitas sesuai dengan yang ditetapkan, dengan within the agreed timeframe at the best possible cost.
waktu yang telah disepakati pada tingkat harga yang
terbaik.
c. Kompetitif Berarti pelaksanaan Procurement harus terbuka c. Competitive – Procurement must be open to qualified
bagi Penyedia Barang dan Jasa yang telah memenuhi suppliers and conducted through fair competition among
persyaratan dan dilakukan melalui persaingan yang sehat suppliers, based on clear and transparent requirements
diantara Penyedia Barang dan Jasa dan memenuhi syarat/ and procedures.
kriteria tertentu berdasarkan ketentuan dan prosedur yang
jelas dan transparan.
d. Transparan Berarti semua ketentuan dan informasi d. Transparent – All provisions and information regarding
mengenai pelaksanaan Procurement, termasuk syarat procurement implementation, including technical and
teknis dan administrasi, tata cara evaluasi, hasil evaluasi, administrative requirements, evaluation procedures,
penetapan calon Penyedia Barang dan Jasa harus terbuka. evaluation results, and the selection of suppliers, must be
disclosed openly.
e. Adil & Wajar Berarti memberikan perlakuan yang sama e. Fair and Reasonable – Equal treatment must be provided
bagi semua calon Penyedia Barang dan Jasa dan tidak to all prospective suppliers without favoring any particular
mengarah untuk memberikan keuntungan kepada pihak party for any reason.
tertentu dengan cara dan/atau alasan apapun.
f. Terbuka Berarti pelaksanaan Procurement dapat diikuti f. Open – Procurement processes must be accessible to all
oleh semua Penyedia Barang dan Jasa yang memenuhi suppliers who meet the specified requirements.
syarat.
g. Akuntabel Berarti proses, hasil, dan pembayaran g. Accountable – Procurement processes, results, and
pengadaan harus mencapai sasaran dan dapat payments must be carried out in a responsible manner,
dipertanggungjawabkan sehingga menjauhkan potensi ensuring alignment with objectives and minimizing the risk
penyalahgunaan dan penyimpanganng dan jasa. of misuse or irregularities.
130 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Untuk memastikan proses berjalan sesuai dengan prinsip To ensure that the procurement process was carried out in
tersebut, diterapkan mekanisme pengendalian, antara lain: accordance with these principles, control mechanisms had
been implemented, including:
• Penyusunan dokumen pengadaan yang terstandarisasi, • Preparation of standardized procurement documents
guna menghindari multitafsir serta memastikan kesesuaian to avoid misinterpretation and ensure alignment with
kebutuhan. requirements.
• Berita acara dan dokumentasi setiap tahapan, sebagai • Documentation and minutes of each stage as an auditable
bentuk audit trail yang dapat ditelusuri. trail.
• Persetujuan berjenjang (approval matrix) sesuai • Tiered approvals (approval matrix) in accordance with
kewenangan, untuk menghindari keputusan sepihak. delegated authority to prevent unilateral decision-making.
• Pengawasan internal maupun eksternal, seperti kepatuhan • Internal and external oversight, including regulatory
terhadap regulasi, serta review oleh pihak terkait. compliance and reviews by relevant parties.
• Pemisahan fungsi atau segregation of duties dalam proses • Segregation of duties within the procurement process to
pengadaan untuk menjaga proses pengadaan sesuai ensure adherence to governance principles.
governance.
• Pengkinian ketentuan pengadaan barang dan jasa secara • Periodic updates of procurement policies and procedures.
berkala.
• Dengan penerapan prinsip-prinsip tersebut serta • Through the implementation of these principles, supported
didukung oleh mekanisme pengendalian yang memadai, by adequate control mechanisms, the procurement of
proses pengadaan barang dan jasa dapat berjalan secara goods and services had been carried out in a transparent,
transparan, akuntabel, adil, serta menghasilkan output accountable, fair, and reliable manner, resulting in outputs
yang berkualitas dan sesuai dengan kebutuhan Bank. that met the Bank’s quality standards and operational
needs.
Bank Mandiri Taspen kerja sama dengan berbagai penyedia Bank Mandiri Taspen had collaborated with various providers
barang dan jasa untuk memenuhi kebutuhan operasionalnya. of goods and services to support its operational needs. In its
Dalam pelaksanaannya, Bank mengutamakan penggunaan implementation, the Bank prioritized the use of local suppliers
pemasok lokal yang berada di sekitar wilayah operasional located near its operational areas as part of its commitment
sebagai bentuk dukungan terhadap pemberdayaan pelaku to empowering local businesses, while also fostering regional
usaha setempat, sekaligus mendorong pertumbuhan dan economic growth and circulation.
perputaran ekonomi di daerah.
Proses pemilihan penyedia barang dan jasa dilaksanakan The selection process for goods and service providers had
melalui mekanisme pengadaan yang terstruktur untuk been carried out through a structured procurement mechanism
memastikan perusahaan memperoleh mitra yang kompeten, to ensure that the Bank engaged competent partners with
memiliki legalitas yang sah, serta mampu memenuhi valid legal standing and the capability to fulfill requirements
kebutuhan pekerjaan secara efektif dan efisien. Seluruh effectively and efficiently. All procurement stages had been
tahapan pengadaan dijalankan berdasarkan prinsip efektif, conducted in accordance with the principles of effectiveness,
efisien, kompetitif, transparan, adil dan wajar, terbuka, serta efficiency, competitiveness, transparency, fairness, openness,
akuntabel, dengan melibatkan koordinasi berbagai fungsi unit and accountability, with coordination across various internal
kerja di dalam perusahaan. work units.
Proses diawali dari tahap perencanaan oleh unit pengguna The process began with the planning stage by the user unit,
yang mencakup penyusunan spesifikasi teknis, dokumen which included the preparation of technical specifications,
pengadaan, anggaran, dan jadwal pelaksanaan, yang procurement documents, budgeting, and implementation
kemudian dilanjutkan oleh unit pengadaan melalui proses schedules. This was followed by the procurement unit
kualifikasi penyedia, evaluasi teknis, penyusunan HPS, hingga through supplier qualification processes, technical evaluations,
negosiasi harga secara transparan. Penyedia yang terpilih preparation of Owner’s Estimate (HPS), and transparent price
ditetapkan melalui evaluasi komprehensif dan disetujui negotiations. Selected suppliers were determined based on
oleh pejabat berwenang setelah melalui review kepatuhan, comprehensive evaluation and approval by authorized officials
sebelum akhirnya diterbitkan Surat Perintah Kerja sebagai after compliance review, and subsequently formalized through
dasar pelaksanaan pekerjaan dengan pengawasan oleh unit the issuance of a Work Order as the basis for project execution,
pengguna hingga tahap penyelesaian. with oversight by the user unit until completion.
2025 Sustainability Report 131
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Kinerja Keberlanjutan 132 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Sustainability
Performance
[OJK F ]
2025 Sustainability Report 133
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Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan [OJK F.1]
Activities for Developing Culture of Sustainability
Dalam menjalankan aktivitas operasionalnya, Bank In carrying out its operational activities, Bank Mandiri Taspen is
Mandiri Taspen berkomitmen untuk menerapkan nilai-nilai committed to applying sustainability values at all levels of the
keberlanjutan di seluruh level organisasi. Hal ini dilakukan organization. This is part of the Bank’s efforts to build a culture
sebagai upaya Bank dalam membangun budaya keberlanjutan. of sustainability. Bank Mandiri Taspen’s efforts to build a
Upaya Bank Mandiri Taspen dalam membangun budaya sustainability culture are realized by issuing internal memos to
keberlanjutan diwujudkan dengan memberikan himbauan all employees, encouraging them to be wise in using electricity,
kepada seluruh pegawai melalui Surat Internal untuk bijak electronic equipment, lights, and paper.
dalam menggunakan listrik, peralatan elektronik, lampu dan
kertas.
Di samping itu, Bank Mandiri Taspen senantiasa melakukan In addition, Bank Mandiri Taspen consistently conducts various
berbagai pembinaan di lingkungan kerja melalui pemberian activities in the workplace, such as encouraging energy
himbauan hemat listrik dengan mematikan lampu pada jam conservation by turning off lights during breaks and switching
istirahat dan mematikan perangkat elektronik apabila tidak off electronic devices when not in use. The bank also promotes
digunakan, himbauan hemat air agar menggunakan air dengan water conservation by encouraging employees to use water
bijak, himbauan hemat kertas agar dapat melakukan efisiensi wisely, paper conservation to increase paper usage efficiency
penggunaan kertas dan memaksimalkan E-Office & E-Hukum, and maximize the use of E-Office & E-Law, fuel savings
himbauan hemat BBM dengan melakukan efisiensi penggunaan by optimizing the use of office vehicles and utilizing online
mobil kantor dan memanfaatkan platform online meeting, meeting platforms, making use of natural sunlight when the
melakukan memanfaatkan pencahayaan matahari apabila room is sufficiently bright, and encouraging the use of stairs for
ruangan sudah cukup terang dengan cahaya matahari, maka easily accessible floors to minimize the use of elevators.
lampu sebaiknya dipadamkan, dan memanfaatkan tangga
bagi lantai yang mudah terjangkau, sehingga meminimalisir
penggunaan lift.
Bank Mandiri Taspen juga melakukan efisiensi atas penggunaan Bank Mandiri Taspen had implemented initiatives to improve
kertas. Hal ini dilakukan dengan memanfaatkan teknologi paper usage efficiency by leveraging information technology,
informasi, seperti email, intranet (saluran internet untuk internal such as email and intranet systems, as well as developing an
perusahaan), mengembangkan aplikasi E-Office di Kantor E-Office application at the Head Office to facilitate document
Pusat untuk penciptaan dokumen korespondensi sampai creation, correspondence, and approval processes by authorized
dengan approval oleh pemegang kewenangan, dan sebagainya. personnel. Paper reduction efforts had also been supported
Penghematan kertas juga dilakukan dengan memanfaatkan through digital service channels, including short messaging
teknologi informasi dalam pelayanan, seperti layanan via services, phone banking, internet banking, and other electronic
pesan pendek, phone banking, internet banking, dan lain-lain. platforms. In addition, the Bank had utilized electric vehicles for
Bank Mandiri Taspen juga telah menggunakan mobil listrik operational purposes to help reduce emissions generated from
sebagai mobil operasional kantor untuk mengurangi emisi yang fuel-based vehicles.
dikeluarkan dari penggunaan mobil berbahan bakar minyak.
Bank Mandiri Taspen juga telah memberikan himbauan kepada The Bank had also encouraged all employees to carefully
seluruh karyawannya untuk melakukan pengecekan naskah review documents prior to printing to avoid unnecessary
secara teliti sebelum dicetak sehingga tidak perlu mencetak reprints. Where possible, printing was conducted double-
ulang. Di samping itu, jika memungkinkan, pencetakan kertas sided, and non-essential documents were printed on reused
dibuat bolak-balik untuk pencetakan naskah yang tidak terlalu paper using the blank side. Paper that was no longer usable
penting di kertas bekas (reuse) di sisi kertas yang masih had been handed over to third parties for recycling. Although
kosong. Adapun kertas-kertas yang sudah tidak bisa dipakai, paper is a recyclable material, Bank Mandiri Taspen had not
diserahkan kepada pihak ketiga untuk didaur ulang (recycle). utilized recycled paper in its day-to-day operations.
Walaupun kertas termasuk bahan baku/material yang bisa
didaur ulang, namun Bank Mandiri Taspen tidak menggunakan
hasil daur ulang tersebut dalam operasional sehari-hari.
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PT Bank Mandiri Taspen
Pada tahun 2025, Bank Mandiri Taspen berhasil menurunkan In 2025, Bank Mandiri Taspen successfully reduced paper
penggunaan kertas menjadi 38.897 lembar, dibandingkan usage to 38,897 sheets, compared to 41,480 sheets in 2024.
dengan 41.480 lembar pada tahun 2024. Penurunan ini This reduction reflected the effectiveness of the Bank’s
menunjukkan keberhasilan upaya efisiensi yang dilakukan efficiency initiatives in managing paper consumption while
oleh Bank dalam mengelola penggunaan kertas di tengah maintaining operational activities. The decrease in paper
aktivitas operasional yang tetap berjalan. Pengurangan usage had been driven by various digitalization initiatives and
penggunaan kertas tersebut didorong oleh berbagai inisiatif increased utilization of electronic documents in operational
digitalisasi proses kerja serta peningkatan pemanfaatan processes. The optimization of e-form applications and the use
dokumen elektronik dalam aktivitas operasional. Optimalisasi of digital documents in delivering information to customers had
penggunaan aplikasi e-form dan pemanfaatan dokumen also contributed to reducing the need for physical document
digital dalam penyampaian informasi kepada nasabah turut printing, including Product and Service Information Summaries
berkontribusi dalam mengurangi kebutuhan pencetakan (RIPLAY). In addition, increased internal awareness regarding
dokumen fisik, termasuk dokumen Ringkasan Informasi Produk the importance of resource efficiency had encouraged work
dan Layanan (RIPLAY). Selain itu, peningkatan kesadaran units to be more selective in printing documents. This effort
internal mengenai pentingnya efisiensi sumber daya juga formed part of Bank Mandiri Taspen’s ongoing commitment
mendorong unit kerja untuk lebih selektif dalam melakukan to supporting more efficient and environmentally friendly
pencetakan dokumen. Upaya ini menjadi bagian dari komitmen operational practices.
berkelanjutan Bank Mandiri Taspen dalam mendukung praktik
operasional yang lebih efisien, ramah lingkungan.
Tabel Penggunaan Kertas
Table of Paper Use
2025 2024* 2023*
Uraian
Description Dalam Rp Dalam Rp Dalam Rp
Jumlah Rim Jumlah Rim Jumlah Rim
Penuh Penuh Penuh
Total Rims Total Rims Total Rims
In Full IDR In Full IDR In Full IDR
Kertas
38.897 1.873.888.788 41.480 2.034.575.964 33.672 1.735.145.000
Paper
Laba Tahun Berjalan (dalam Jutaan
Rupiah)
1.581.081 1.577.550 1.409.403
Net Profit for the Year (in IDR
Millions)
Intensitas Penggunaan Kertas/
Pendapatan (Rim/Jutaan Rupiah)
0,025 0,026 0,023
Paper Usage Intensity/Revenue
(Rim/ IDR Millions)
Keterangan:
Notes:
*) Tahun 2023 dan 2024 mencakup penggunaan kertas di Kantor Pusat dan Kantor Cabang
*) The figures for 2023 and 2024 include paper usage at the Head Office and Branch Offices.
ON
OFF
OFF
Mematikan Lampu Mematikan Perangkat Hemat Air Pemanfaatan Teknologi Penggunakan Mobil Mudahnya Paperless
pada Jam Elektronik Apabila Save Water Informasi Listrik Office dengan Aplikasi
Istirahat Tidak Digunakan Utilization of Use of Electric Cars E-Office
Turn off the lights Turn off electronic Information Technology The Ease of Paperless
during break time devices when not in use Office with E-Office
Applications
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Kinerja Keberlanjutan
Sustainability Performance
Kinerja Ekonomi [OJK F.2]
Economic Performance
Perbandingan Target dan Kinerja Comparison of Target and Production
Produksi, Portofolio, Target Performance, Portfolio, Financing
Pembiayaan, atau Investasi, Target, or Investment, Revenue and
Pendapatan dan Laba Rugi [OJK F.2] Profit and Loss [OJK F.2]
Bank Mandiri Taspen telah menetapkan target yang ingin Bank Mandiri Taspen had established targets as outlined
dicapai yang tercantum dalam Rencana Bisnis Bank (RBB) in its 2025 Bank Business Plan (RBB). In 2025, the Bank
tahun 2025. Pada tahun 2025, Bank Mandiri Taspen berhasil successfully exceeded its target for Third Party Funds (DPK),
melampaui target yang ditetapkan untuk Dana Pihak Ketiga achieving 104.7% of the target set.
(DPK) dengan capaian sebesar 104,7%.
Tabel Perbandingan Target dan Realisasi Produksi, Pendapatan dan Laba Rugi
Table of Comparison Production Target and Realization, Income and Profit and Loss
(Dalam Jutaan rupiah)
(In IDR Million)
2025 2024 2023
Uraian
Description Target Realisasi Target Realisasi Target Realisasi
% % %
Target Realization Target Realization Target Realization
Dana Pihak
Ketiga (DPK)
52.556.196 55.030.573 104,7 48.128.400 48.824.547 101,4 44.021.351 44.976.616 102,2
Third Party Funds
(TPF)
Penyaluran Kredit
Loans 52.294.268 50.530.716 96,6 46.543.825 46.261.415 99,4 41.350.787 41.728.370 99,1
Distribution
Pendapatan
Bunga Bersih 3.305.386
3.676.704 3.665.509 99,7 3.457.758 3.441.618 99,5 3.206.545 103,1
Net Interest
Revenue
Laba Tahun
Berjalan
1.683.381 1.581.081 93,9 1.575.280 1.577.550 100,1 1.350.059 1.409.403 104,4
Current Year’s
Profit
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PT Bank Mandiri Taspen
Perbandingan Target dan Kinerja Comparison of Target and Portfolio
Portofolio, Target Pembiayaan, atau Performance, Financing Target, or
Investasi pada Instrumen Keuangan atau Investment In Financial Instrument or
Proyek yang Sejalan dengan Keuangan Project In Line with Sustainable Finance
Berkelanjutan [OJK F.3, FS3, FS7, FS8, FN-CB-410a.2, [OJK F.3, FS3, FS7, FS8, FN-CB-410a.2, FN-CB-240a.1, FN-
FN-CB-240a.1, FN-CB-240a.2] CB-240a.2]
Bank Mandiri Taspen berkomitmen untuk turut serta Bank Mandiri Taspen is committed to contributing to
dalam menjaga kelestarian lingkungan melalui kegiatan environmental sustainability through its operational activities.
operasionalnya. Sepanjang tahun 2025, Bank Mandiri Taspen Throughout 2025, the Bank has invested in sustainable
telah melakukan investasi pada kredit atau pembiayaan finance lending by providing financing for sustainable business
keuangan berkelanjutan berupa pembiayaan pada kegiatan activities. The details are presented in the table below.
usaha berkelanjutan. Adapun rinciannya dapat dilihat pada
tabel di bawah ini.
Tabel Perbandingan Target dan Realisasi Produk Pembiayaan Keuangan Berkelanjutan
Table of Comparison of Target and Realization of Financing Product in Sustainable Finance
(Dalam Jutaan rupiah)
(In IDR Million)
2025 2024 2023
Target 39.464.600 34.863.970 31.503.288 Target
Realisasi 38.345.050 35.629.657 32.239.705 Realization
% 97,2 102 102
Bank Mandiri Taspen melakukan pemetaan ulang terkait Bank Mandiri Taspen had conducted a reassessment of its
pembiayaan keuangan berkelanjutan dengan merujuk pada sustainable finance portfolio by referring to the Technical
Pedoman Teknis bagi Bank Terkait Implementasi POJK Guidelines for Banks on the Implementation of Financial
Nomor 51/POJK.03/2017 tentang Penerapan Keuangan Services Authority Regulation No. 51/POJK.03/2017
Berkelanjutan bagi Lembaga Jasa Keuangan (LJK), Emiten, concerning the Implementation of Sustainable Finance for
dan Perusahaan Publik, yang diterbitkan oleh Departemen Financial Services Institutions, Issuers, and Public Companies,
Penelitian dan Pengaturan Perbankan, Otoritas Jasa Keuangan, issued by the Banking Research and Regulation Department
2018. Sesuai rujukan tersebut, pembiayaan terhadap pelaku of the Financial Services Authority in 2018. In accordance
Usaha Mikro, Kecil dan Menengah (UMKM) termasuk dalam with these guidelines, financing provided to Micro, Small,
Kategori Kegiatan Usaha Berkelanjutan (KKUB), melengkapi and Medium Enterprises (MSMEs) was categorized under
11 Kegiatan Usaha Berwawasan Lingkungan (KUBL) seperti Sustainable Business Activities (KKUB), complementing
diatur dalam Pasal 4, POJK Nomor 60/POJK.04/2017 tentang the 11 Environmentally Friendly Business Activities (KUBL)
Penerbitan dan Persyaratan Efek Bersifat Utang Berwawasan as stipulated in Article 4 of Financial Services Authority
Lingkungan (Green Bond). Kriteria UMKM berpedoman pada Regulation No. 60/POJK.04/2017 concerning the Issuance and
Undang-Undang Nomor 20 Tahun 2008 tentang Usaha Requirements of Green Bonds. The classification of MSMEs
Mikro, Kecil, dan Menengah. Dengan demikian, kategori referred to Law No. 20 of 2008 concerning Micro, Small, and
kegiatan usaha berkelanjutan (KKUB) berjumlah 12 kategori Medium Enterprises. Accordingly, the Sustainable Business
yang digunakan sebagai acuan dalam melakukan pencatatan Activities (KKUB) category comprised a total of 12 categories,
portofolio pembiayaan kredit keuangan berkelanjutan. which served as the reference for recording the Bank’s
sustainable finance lending portfolio.
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Kinerja Keberlanjutan
Sustainability Performance
Tabel Pembiayaan Kredit Keuangan Berkelanjutan Per Desember 2025
Table of Sustainable Finance Lending as of December 2025
(Dalam Jutaan rupiah/ In IDR Million)
Description/
Uraian/Tahun 2025
Year
Jumlah produk yang memenuhi kriteria kegiatan usaha berkelanjutan
Number of products that meet the criteria for sustainable business activities
Jumlah Nominal
Amount Nominal
Target Realisasi Target Realisasi
Target Realization Target Realization
a. Penghimpunan a. Funds
- - - -
Dana Collecting
b. Funds
b. Penyaluran Dana 282.738 274.717 39.464.600.667.462 38.345.050.293.226
Distribution
Total Aset Produktif Kegiatan Usaha Berkelanjutan
Total Earning Assets for Sustainable Business Activities
Target Realisasi
Target Realization
a. Total Kredit/ a. Total Loans/
Pembiayaan Financing for
Kegiatan Usaha 39.464.600.667.462 38.345.050.293.226 Sustainable
Berkelanjutan Business
(IDR) Activities (IDR)
b. Total Non-
b. Total Non-Kredit/
Loan/Financing for
Pembiayaan Non-
- - Non-Sustainable
Kegiatan Usaha
Business
Berkelanjutan
Activities
Percentage of
Persentasi total
total loans/
kredit/pembiayaan
financing for
kegiatan usaha
sustainable
berkelanjutan 75,47% 75,88%
business activities
terhadap total
to total bank
kredit/pembiayaan
loans/financing
bank (%)
(%)
Jumlah dan Kualitas Kredit/Pembiayaan berdasarkan Kategori Kegiatan Usaha Berkelanjutan
Number and Quality of Loans/Financing by Category of Sustainable Business Activities
Jumlah
NPL (%)
Amount
Ketercapaian Target
Target Realisasi (%) Target Realisasi
Target Realization Target Achievement Target Realization
(%)
a. Energi a. Renewable
- - - - -
Terbarukan Energy
b. Energy
b. Efisiensi Energi - - - - -
Efficiency
c. Pencegahan dan c. Pollution
Pengendalian - - - - - Prevention and
Polusi Controlling
d. Pengelolaan
d. Biodiversity
Sumber Daya
Resources
Alam Hayati dan
5.678.990. 697.162 5.740.118.680.184 101,08% 1,00 0,53 Management and
Penggunaan
Sustainable Land
Lahan yang
Usage
Berkelanjutan
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PT Bank Mandiri Taspen
Description/
Uraian/Tahun 2025
Year
e. Konservasi
e. Land and Water
Keanekaragaman
330.317. 846.226 342.028.198.943 103,55% 1,00 0,60 Biodiversity
Hayati Darat dan
Conservation
Air
f. Transportasi
f. Green
Ramah - - - - -
Transportation
Lingkungan
g. Pengelolaan g. Sustainable
Air dan Air Water and
170.926.792 0 0 0,00 0,00
Limbah yang Wastewater
Berkelanjutan Management
h. Adaptasi h. Climate Change
- - - - -
Perubahan Iklim Adaptation
i. Produk
yang Dapat
Mengurangi i. Reducible
Penggunaan Products of
Sumber Daya dan 2.996.257.499 3.341.356.13 11,15% 0,00 0,00 Resources Usage
Menghasilkan and Eco-Efficient
Lebih Sedikit Products
Polusi (Eco-
Efficient)
j. Bangunan
Berwawasan j. Green Buildings
Lingkungan Satisfying
yang Memenuhi Nationally,
Standar atau Regionally, or
- - - - -
Sertifikasi yang Internationally
Diakui secara Recognized
Nasional, Certification or
Regional, atau Standards
Internasional
k. Kegiatan
Usaha dan/
k. Other Green
atau Kegiatan
70.54% Activities
Lain yang 574.026.431 404.936.121 0,00 0,00
or Business
Berwawasan
Activities
Lingkungan
Lainnya
I. MSMEs
I. Kegiatan UMKM 33.451.550.913.353 32.259.157.112.841 96.44% 1,00 0,60
Activities
Total Kredit/ Total Bank Loans
50.530.715.637.159
Pembiayaan Bank or Financing
Jumlah Kredit/ Total Loans/
Pembiayaan yang Financing
- 57.529.295.910 - - 0,59
Termasuk dalam Classified under
Kategori THI the THI Category
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Kinerja Keberlanjutan
Sustainability Performance
Persentase dari Portofolio Untuk Lini Portfolio Percentage for Business Line
Bisnis Menurut Wilayah, Ukuran, dan According to Area, Size, and Sector [FS6]
Sektor [FS6]
Kinerja operasional Bank Mandiri Taspen atas produk dan Bank Mandiri Taspen’s operational performance for products
layanan meliputi produk kredit dan produk simpanan. Produk and services includes credit products and deposit products.
kredit terdiri dari 3 (tiga) jenis yaitu Kredit Mikro, Kredit Retail, Loan products consisting of 3 (three) namely Micro Loans,
dan Kredit Pensiun. Sedangkan, produk simpanan merupakan Retail Loans, and Pension Loans. Meanwhile, savings products
Dana Pihak Ketiga (DPK) yang berhasil dihimpun oleh Bank are Third Party Funds (DPK) which have been successfully
Mandiri Taspen melalui berbagai produk tabungan, giro, dan collected by Bank Mandiri Taspen through various savings,
deposito. demand deposits and deposit products.
Ketiga produk kredit Bank Mandiri Taspen disalurkan ke The three Bank Mandiri Taspen loan products are distributed to
beberapa sektor dan wilayah yang akan disajikan sebagai several sectors and regions which will be presented as follows.
berikut.
Produk Kredit Loan Products
Produk kredit Bank Mandiri Taspen terdiri dari Kredit Mikro, The loan products of Bank Mandiri Taspen consist of Micro
Kredit Retail, dan Kredit Pensiun. Adapun rincian penyaluran Loans, Retail Loans, and Pension Loans. The details of loan
kredit diuraikan dalam tabel berikut. distribution are outlined in the table below.
Tabel Kinerja Produk Kredit
Table of Loan Product Performance
(Dalam Jutaan rupiah/ In IDR Million)
2025 2024 2023
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Mikro 616.606 1,2% 414.851 0,90% 379.814 0,92% Micro
Retail 83.366 0,2% 136.814 0,30% 63.909 0,15% Retail
Pensiun 49.830.744 98,6% 45.709.750 98,80% 40.907.063 98,93% Pension
TOTAL 50.530.716 100,0% 46.261.415 100,00% 41.350.787 100,00% TOTAL
Mikro Micro
Produk kredit mikro terdiri dari Kredit Usaha Mikro (KUM), Microcredit products consist of Micro Business Credit (KUM),
Kredit Serbaguna Mantap (KSM), dan Kredit Komunitas Mantap Mantap Multipurpose Credit (KSM), Mantap Community Credit
(KKM), Channeling, Kredit Usaha Rakyat (KUR), dan Kredit (KKM), Channeling, People’s Business Credit (KUR), and Motor
Kendaraan Bermotor (KKB). Uraian terkait pertumbuhan kinerja Vehicle Credit (KKB). The following describes the performance
produk kredit mikro diuraikan sebagai berikut. growth of microcredit products.
Tabel Kinerja Produk Mikro
Table of Loan Product Performance
(Dalam Jutaan rupiah/ In IDR Million)
2025 2024 Pertumbuhan
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Usaha Mikro Micro Business Loan
7.012 1,1% 23.875 5,64% (16.863) -70,63%
(KUM) (KUM)
Kredit Serbaguna Micro Business Loan
178.136 28,9% 168.834 39,87% 9.302 5,51%
Mantap (KSM) (KUM)
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PT Bank Mandiri Taspen
2025 2024 Pertumbuhan
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Komunitas Micro Business Loan
8.770 1,4% 15.486 3,66% (6.716) -43,37%
Mantap (KKM) (KUM)
Channelling 140.002 22,7% 9.104 2,15% 130.898 1.437,89% Channelling
Kredit Usaha People’s Business Loan
188.886 30,6% 161.285 38,09% 27.601 17,11%
Rakyat (KUR) (KUR)
Kredit Kendaraaan Motor Vehicle Loans
93.799 15,2% 44.883 10,60% 48.917 100,00%
Bermotor (KKB) (KKB)
TOTAL 616.606 100.0% 423.466 100,00% 193.139 45,61% TOTAL
Retail Retail
Berdasarkan jenis penggunaannya, kredit retail terdiri dari Based on the type of its usage, retail loan consists of
Kredit Modal Kerja, Kredit Investasi dan Kredit Konsumtif Working Capital Loan, Investment Loan, and Consumptive
(Multiguna). Uraian terkait pertumbuhan kinerja produk kredit (Multipurpose) Loan. The details related to the growth of retail
retail diuraikan sebagai berikut. loan performance are presented as follows:
Tabel Kinerja Produk Retail
Table of Retail Product Performance
(Dalam Jutaan rupiah/ In IDR Million)
2025 2024 Pertumbuhan
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Modal Kerja Retail Working Capital
13.097 15.71% 67.078 52,32% (53.981) -80,47%
Retail Loans
Kredit Investasi
1.782 2.14% 0 0,00% 1.782 100,00% Retail Invertment Loan
Retail
Kredit Multiguna
68.487 82.15% 61.120 47,68% 7.367 12,05% Retail Multipurpose Loan
Retail
TOTAL 83.366 100.00% 128.198 100,00% (44.833) -34,97% TOTAL
Pensiun Pensions
Informasi Kredit Pensiun disajikan sebagai berikut. Pension Credit Information is presented as follows.
Tabel Kinerja Produk Pensiun
Table of Pension Product Performance
(Dalam Jutaan rupiah/ In IDR Million)
2025 2024 Pertumbuhan
Uraian Description
(Rp) (%) (Rp) (%) (Rp) (%)
Kredit Pensiun 45.709.750 100,00% 40.907.063 98,93% 4.802.687 11,74% Pension Loan
TOTAL 45.709.750 100,00% 40.907.063 98,93% 4.802.687 11,74% TOTAL
Selain produk kredit, Bank Mandiri Taspen memiliki produk In addition to loan products, Bank Mandiri Taspen has a deposit
simpanan yang merupakan DPK yang berhasil dihimpun product which is DPK which has been successfully collected
berbagai produk tabungan, giro, dan deposito. Ketiga produk by various savings, demand deposits and deposit products.
simpanan Bank Mandiri Taspen dan wilayah produktivitasnya The three Bank Mandiri Taspen savings products and their
akan disajikan sebagai berikut. productivity areas are presented as follows.
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Kinerja Keberlanjutan
Sustainability Performance
Produk Simpanan Deposit Products
Produk simpanan merupakan dana pihak ketiga yang berhasil Savings products are third party funds that have been
dihimpun oleh Bank Mandiri Taspen melalui berbagai produk successfully collected by Bank Mandiri Taspen through various
tabungan, giro, dan deposito. savings, checking and deposit products.
Tabel Jumlah Rekening Dana Pihak Ketiga
Table of Number of Third Party Fund Accounts
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan 997.744 91,66% 1.161.610 93,49% 4.802.687 -14,11% Savings
Giro 853 0,08% 626 0,05% 227 36,26% Current Account
Deposito Berjangka 89.968 8,26% 80.295 6,46% 9.673 12,05% Time Deposit
TOTAL 1.088.565 100,00% 1.242.531 100,00% (153.966) -12,39% TOTAL
Tabel Jumlah Dana Pihak Ketiga
Table of Third Party Funds
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan 12.392.749 22,52% 10.372.335 21,24% 2.020.413 19,48% Savings
Giro 434.920 0,79% 1.025.796 2,10% (590.876) -57,60% Current Account
Deposito Berjangka 42.202.904 76,69% 37.426.417 76,65% 4.776.488 12,76% Time Deposit
TOTAL 55.030.573 100,00% 48.824.547 100,00% 6.206.025 12,71% TOTAL
Tabungan Savings
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts
Tabungan. and the amount of funds for Savings Products.
Tabel Jumlah Rekening Produk Tabungan
Table of Total Accounts of Savings Product
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 1.009.732 99,96% 1.146.997 99,98% (137.265) -11,97% Third Party
Pihak Berelasi 436 0,04% 260 0,02% 176 67,69% Related Party
TOTAL 1.010.168 100,00% 1.147.257 100,00% (137.089) -11,95% TOTAL
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PT Bank Mandiri Taspen
Tabel Jumlah Dana Produk Tabungan
Table Total Funds of Savings Product
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 12.374.220 99,85% 10.357.328 99,86% 2.016.892 19,47% Third Party
Pihak Berelasi 18.528 0,15% 15.007 0,14% 3.521 23,46% Related Party
TOTAL 12.392.749 100,00% 10.372.335 100,00% 2.020.413 19,48% TOTAL
Tabungan Berdasarkan Jenis Produk Savings Based on Product Types
Produk tabungan Bank Mandiri Taspen meliputi Tabungan Savings products of Bank Mandiri Taspen consist of SiMantap
SiMantap Gold, Tabungan SiMantap Berjangka Tabunganku, Gold Savings, SiMantap Future Savings of Tabunganku,
Tabungan Mantap Prima, Tabungan SiMantap Pensiun dan Mantap Prima Savings, SiMantap Pension Savings and General
Tabungan Umum. Savings.
Tabel Jumlah Rekening Produk Tabungan Berdasarkan Produk
Table of Number of Savings Accounts by Product
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan SiMantap
796.284 6,43% 823.764 7,94% (27.480) -3.34% SiMantap Gold Savings
Gold
Tabungan SiMantap
93.846 0,76% 100.019 0,96% (6.173) -6.17% SiMantap Gold Savings
Berjangka
Tabunganku 59.954 0,48% 68.168 0,66% (8.214) -12.05% Tabunganku
Tabungan Mantap
254 0,00% 929 0,01% (675) -72.70% Mantap Prima Savings
Prima
Tabungan SiMantap
10.977.433 88,58% 7.954.984 76,69% 3.022.449 37.99% SiMantap Pension Savings
Pensiun
Tabungan Umum 464.978 3,75% 1.424.472 13,73% (959.494) -67.36% General Savings
TOTAL 12.392.749 100,00% 10.372.335 100,00% 2.020.413 19.48% TOTAL
Berikut rincian jumlah dana yang berhasil dihimpun Bank The following table is the details of total funds raised by Bank
Mandiri Taspen yang disajikan dalam bentuk tabel. Mandiri Taspen, presented as follows.
Tabel Jumlah Dana Produk Tabungan Berdasarkan Produk
Table of Savings Product Balances by Product
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan SiMantap
796.284 6,43% 823.764 7,94% (27.480) -3.34% SiMantap Gold Savings
Gold
Tabungan SiMantap
93.846 0,76% 100.019 0,96% (6.173) -6.17% SiMantap Gold Savings
Berjangka
Tabunganku 59.954 0,48% 68.168 0,66% (8.214) -12.05% Tabunganku
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Sustainability Performance
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Tabungan Mantap
254 0,00% 929 0,01% (675) -72.70% Mantap Prima Savings
Prima
Tabungan SiMantap
10.977.433 88,58% 7.954.984 76,69% 3.022.449 37.99% SiMantap Pension Savings
Pensiun
Tabungan Umum 464.978 3,75% 1.424.472 13,73% (959.494) -67.36% General Savings
TOTAL 12.392.749 100,00% 10.372.335 100,00% 2.020.413 19.48% TOTAL
Giro Current Account
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts
Giro. and the amount of funds for Current Account Products.
Tabel Jumlah Rekening Produk Giro
Table of Savings Product Balances by Product
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 651 97,31% 614 98,40% 37 6,03% Third Party
Pihak Berelasi 18 2,69% 10 1,60% 8 80,00% Related Party
TOTAL 669 100,00% 624 100,00% 45 7,21% TOTAL
Tabel Jumlah Dana Produk Giro
Table of Current Account Balances
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
Pihak Ketiga 411,260 94.56% 365,347 35.62% 45,912 12.57% Third Party
Pihak Berelasi 23,660 5.44% 660,449 64.38% (636,788) -96.42% Related Party
TOTAL 434,920 100.00% 1,025,796 100.00% (590,876) -57.60% TOTAL
Deposito Berjangka Time Deposit
Berikut informasi jumlah rekening dan jumlah dana atas Produk The following information contains the number of accounts
Deposito Berjangka. and the amount of funds for Time Deposit Products.
Tabel Jumlah Rekening Produk Deposito Berjangka
Table of Total Time Deposit Accounts
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
1 bulan 61.921 68,83% 52.242 65,06% 9.679 18,53% 1 month
3 bulan 18.964 21,08% 18.295 22,78% 669 3,66% 3 months
6 bulan 7.258 8,07% 8.127 10,21% (869) -10,69% 6 months
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2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
≥ 12 bulan 1,825 2,03% 1.631 2,03% 194 11,89% ≥ 12 months
TOTAL 89,968 100,00% 80.295 100,00% 9.673 12,05% TOTAL
Tabel Jumlah Dana Produk Deposito Berjangka
Table of Total Funds of Time Deposit Products
(Dalam Unit Rekening/ in account units)
2025 2024 Pertumbuhan
Uraian Description
(NoA) (%) (NoA) (%) (NoA) (%)
1 bulan 14.208.315 33,67% 11.878.794 31,74% 2.329.520 19,61% 1 month
3 bulan 19.412.328 46,00% 18.914.989 50,54% 497.339 2,63% 3 months
6 bulan 3.908.984 9,26% 6.031.353 16,12% (2.122.369) -35,19% 6 months
≥ 12 bulan 4.673.278 11,07% 601.280 1,61% 4.071.998 677,22% ≥ 12 months
TOTAL 42.202.904 100,00% 37.426.417 100,00% 4.776.488 12,76% TOTAL
Portofolio Pembiayaan Berdasarkan Kategori Debitur Financing Portfolio by Debtor Category
[FN-CB-000.A, FN-CB-000.B] [FN-CB-000.A, FN-CB-000.B]
Jumlah Rekening
Number of Accounts
Giro Tabungan
Segmen Current Accounts Savings Segment
(Checking Accounts) (Savings Account)
Perorangan 168 996.595 Individual
Small Bisnis 685 1.149 Small Business
Total 853 997.744 Total
Nilai (Outstanding Balance)
Value (Outstanding Balance)
Giro (Rp Miliar)
Tabungan (Rp Miliar)
Segmen Current Accounts Segment
Savings (IDR Billion)
(IDR Billion)
Perorangan 8 11.982 Individual
Small Bisnis 427 411 Small Business
Total 435 12.393 Total
Jumlah Pinjaman
Total Loans
Jumlah Rekening Pinjaman Nilai Persentase dari Total
Segmen Segment
Number of Loan Accounts Amount Percentage of Total
Perorangan 399.627 50.522 99,98% Individual
Small Bisnis 8 8 0,02% Small Business
Korporasi - - - Corporate
Total 399.635 50.531 100,00% Total
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Kinerja Keberlanjutan
Sustainability Performance
Nilai Ekonomi Langsung yang Direct Economic Values Generated And
Dihasilkan dan Didistribusikan [GRI 201-1] Distributed [Gri 201-1]
Nilai ekonomi yang dihasilkan dan distribusikan Bank Mandiri The economic value generated and distributed by Bank Mandiri
Taspen disajikan pada tabel berikut. Taspen is presented in the table below.
Tabel Nilai yang Dihasilkan dan Didistribusikan
Table of the Economic Value Generated and Distributed
(Dalam Jutaan Rupiah/ In IDR Million)
Uraian 2025 2024 2023 Description
Nilai Ekonomi yang Dihasilkan Direct Economic Value Generated
Pendapatan Bunga-Neto 3.665.509 3.441.586 3.387.481 Interest income – net
Pendapatan operasional lainnya 420.696 420.966 384.593 Other operating income
Jumlah Nilai Ekonomi Dihasilkan 4.086.205 3.862.552 3.772.074 Total of Economic Value Generated
Nilai Ekonomi yang Didistribusikan Direct Economic Value Distributed
Total beban operasional lainnya 1.828.257 1.763.998 1.648.306 Total of other operating expenses
Pembentukan cadangan kerugian Establishment of allowance for
214.643 47.299 293.855
penurunan nilai impairment losses
Pendapatan (Beban) non
1.403 11.622 4.738 Non-operating income (expenses)-net
operasional-neto
Beban pajak - neto 460.000 462.083 415.772 Tax expenses – net
Dividen 157.755 140.940 120.611 Dividend
Corporate Social Responsibility (CSR)
Beban Kegiatan Sosial (CSR) 2.173 2.090 1.797
Expenses
Jumlah Nilai Ekonomi Langsung Total of Direct Economic Value
2.664.231 2.428.032 2.485.079
Didistribusikan Distributed
Nilai Ekonomi yang Ditahan 1.421.974 1.434.520 1.286.995 Retained Economic Value
Kewajiban Program Pensiun Manfaat Defined Benefit Plan Obligations and
Pasti dan Program Pensiun Lainnya [GRI Other Pension Plans [GRI 201-3]
201-3]
Bank Mandiri Taspen senantiasa memberikan hak Bank Mandiri Taspen had consistently fulfilled employee rights,
karyawan, termasuk memberikan jaminan hari tua bagi including providing retirement benefits for all employees in
seluruh karyawannya sesuai dengan Undang-Undang yang accordance with applicable laws and regulations. Employees
berlaku. Bagi karyawan yang memasuki masa pensiun, akan entering retirement were entitled to various benefits, including
mendapatkan manfaat pensiun, di antaranya klaim BPJS claims from BPJS Ketenagakerjaan, severance pay, long
Ketenagakerjaan, Uang Pesangon, Uang Penghargaan Masa service awards, compensation of rights, and separation pay in
Kerja, Uang Penggantian Hak dan Uang Pisah sesuai dengan accordance with the Bank’s policies. All employees had been
ketentuan yang berlaku pada Bank. Seluruh karyawan telah registered under the mandatory BPJS Ketenagakerjaan program
terdaftar dalam BPJS Ketenagakerjaan yang merupakan as required by government regulations. This program included
program yang bersifat mandatory berdasarkan peraturan Old Age Security (JHT), Death Benefit (JKM), Work Accident
Pemerintah. Program BPJS Ketenagakerjaan terdiri atas Insurance (JKK), and Pension Security (JP). Contributions to the
Jaminan Hari Tua (JHT), Jaminan Kematian (JKM), Jaminan Pension Security (JP) program were set at 3%, consisting of 2%
Kecelakaan Kerja (JKK) dan Jaminan Pensiun (JP). Besarnya borne by the Company and 1% borne by employees, calculated
iuran program Jaminan Pensiun (JP) dihitung sebesar 3% yang based on basic salary/personal grade.
terdiri dari 2% beban perusahaan dan 1% beban pegawai dari
Gaji Pokok/Personal Grade.
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PT Bank Mandiri Taspen
Di samping itu, Bank juga memiliki program imbalan pasti In addition, the Bank also provided a defined benefit program
untuk pegawai yang pensiun berupa uang pesangon, uang for retiring employees in the form of severance pay, long service
penghargaan masa kerja, dan uang penggantian hak sesuai awards, and compensation of rights, as stipulated in the Human
dengan yang tertuang pada Standar Prosedur Sumber Daya Capital Standard Procedures. The post-employment benefit
Manusia. Liabilitas imbalan pasca kerja tahun 2025 mencapai liabilities in 2025 amounted to IDR 75.5 billion, representing a
Rp75,5 miliar, menurun 6,4% dibandingkan dengan tahun decrease of 6.4% compared to IDR 80.33 billion in 2024.
2024 yang mencapai Rp80,33 miliar.
Jumlah Pegawai yang Diikutsertakan dalam Program Pensiun
Number of Employees Included in the Pension Program
Program 2025 2024 2023 Program
Program Jaminan Hari Tua 3.590 3.346 3.169 Old-Age Security Program
Defined Contribution Pension
Program Pensiun Iuran Pasti 3.574 3.418 3.146
Program
Bantuan Finansial dari Pemerintah Financial Assistance from the
[GRI 201-4] Government [GRI 201-4]
Sepanjang tahun 2025, Bank Mandiri Taspen tidak menerima Throughout 2025, Bank Mandiri Taspen did not receive any
bantuan dari Pemerintah dalam bentuk apapun. form of assistance from the Government.
Dampak Ekonomi Tidak Langsung Indirect Economic Impacts
Investasi Infrastruktur dan Dukungan Infrastructure Investment and Service
Layanan [GRI 203-1] Support [GRI 203-1]
Sepanjang tahun 2025, Bank Mandiri Taspen secara aktif Throughout 2025, Bank Mandiri Taspen had actively
menjalankan berbagai inisiatif tanggung jawab sosial dan implemented various social and environmental responsibility
lingkungan sebagai bagian dari komitmennya terhadap initiatives as part of its commitment to sustainable
pembangunan berkelanjutan. Fokus kegiatan diarahkan development. The programs focused on waste management,
pada pengelolaan limbah, pelestarian lingkungan, serta environmental conservation, and community empowerment
pemberdayaan masyarakat melalui berbagai program yang through initiatives that generated long-term positive impacts.
memberikan dampak positif secara berkelanjutan.
Dalam mendukung pengelolaan sampah berbasis ekonomi In supporting circular economy-based waste management,
sirkular, Bank Mandiri Taspen bekerja sama dengan PlasticPay the Bank had collaborated with PlasticPay by providing two
melalui penyediaan 2 (dua) unit Reverse Vending Machine Reverse Vending Machines (RVMs) for processing plastic
(RVM) untuk pengolahan sampah botol plastik. Inisiatif ini bottle waste. This initiative aimed to raise public awareness
bertujuan untuk meningkatkan kesadaran masyarakat dalam of waste segregation while promoting more systematic plastic
memilah sampah sekaligus mendorong praktik daur ulang recycling practices.
plastik secara lebih sistematis.
Di bidang konservasi lingkungan, Bank turut berkontribusi In the area of environmental conservation, the Bank had
melalui perbaikan Pusat Konservasi Penyu Sindu Dwarawati contributed through the revitalization of the Pusat Konservasi
sebagai bentuk dukungan terhadap pelestarian satwa dan Penyu Sindu Dwarawati as part of its support for wildlife
keberlanjutan ekosistem pesisir. Selain itu, sebagai bagian dari preservation and coastal ecosystem sustainability. In addition,
upaya penghijauan dan pemberdayaan masyarakat, Bank Mandiri as part of reforestation and community empowerment efforts,
Taspen melaksanakan program penanaman sebanyak 450 bibit Bank Mandiri Taspen had implemented a tree-planting program
pohon alpukat. Program ini tidak hanya berkontribusi terhadap involving 450 avocado seedlings. This program not only
peningkatan kualitas lingkungan, tetapi juga memberikan manfaat contributed to environmental improvement but also provided
ekonomi jangka panjang bagi masyarakat sekitar. long-term economic benefits to surrounding communities.
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Secara keseluruhan, rangkaian program ini mencerminkan Overall, these initiatives reflected Bank Mandiri Taspen’s
komitmen Bank Mandiri Taspen dalam menciptakan dampak commitment to creating sustainable social and environmental
sosial dan lingkungan yang berkelanjutan melalui implementasi impact through structured and collaborative programs.
program yang terarah dan kolaboratif.
Dampak Ekonomi Tidak Langsung yang Significant Indirect Economic Impacts [GRI
Signifikan [GRI 203-2] 203-2]
Sesuai dengan bidang usaha yang dijalankan, Bank Mandiri According to the business sector it operates, Bank Mandiri
Taspen memberikan dampak ekonomi tidak langsung melalui Taspen provides an indirect economic impact through the
Program Wirausaha Mantap Sejahtera (WMS). Program WMS Mantap Sejahtera Entrepreneurship Program (WMS). The
merupakan program wirausaha terintegrasi antara pelatihan WMS program is an integrated entrepreneurial program
ide, praktek usaha, pengembangan diri dan mentoring usaha involving idea training, business practices, self-development
berkelanjutan dengan tujuan agar para calon pensiunan atau and sustainable business mentoring with the aim of enabling
pensiunan dapat berkarya membangun usaha dan hidup prospective retirees or retirees to work to build businesses and
sejahtera di masa pensiun. live prosperously in retirement.
Tujuan pelaksanaan program WMS di antaranya: The objectives of implementing the WMS program include:
1. Bentuk dukungan kepada Pemerintah untuk menumbuhkan 1. A form of support for the Government to grow the number
jumlah wirausaha di Indonesia, khususnya dari kalangan of entrepreneurs in Indonesia, especially among retirees.
pensiunan.
2. Mendorong pensiunan untuk bisa mandiri dan tidak 2. Encouraging retirees to be independent and not to depend
bergantung kepada orang lain. on others.
3. Wirausaha dapat menjadi pilihan kegiatan utama untuk 3. Entrepreneurship can be the main choice of activity to
mendukung produktivitas di masa pensiun. support productivity in retirement.
4. Sarana pengembangan diri dan menuangkan ide serta 4. Means of self-development and expressing ideas and
kreativitas untuk menjaga tingkat keaktifan di masa creativity to maintain the level of activity in retirement.
pensiun.
Program WMS bertujuan untuk menciptakan komunitas– The WMS program was able to create entrepreneurial
komunitas wirausaha yang anggotanya adalah para calon communities whose members were prospective retirees or
pensiunan atau pensiunan yang memiliki minat usaha yang pensioners who had the same business interests with the type
sama dengan jenis usaha sesuai dengan potensi lokal daerah of business according to the local potential of the area where
para pensiunan tersebut berada. Dengan mempertimbangkan the retirees located. By considering the physical limitations
keterbatasan fisik para pensiunan, Bank Mandiri Taspen of retirees, Bank Mandiri Taspen created an entrepreneurial
menciptakan program wirausaha yang mudah dilakukan oleh program that was easy for retirees to do by helping provide
para pensiunan dengan membantu memberikan solusi dari hulu solutions from upstream to downstream, from getting
hingga hilir, dari sejak mendapatkan motivasi dan teori usaha motivation and business theory to marketing assistance. To
hingga bantuan pemasaran. Dalam pelaksanaan program implement this program, Bank Mandiri Taspen collaborated
ini, Bank Mandiri Taspen melakukan kerjasama dengan para with selected entrepreneurs who also had the same concern
pengusaha terpilih yang juga memiliki kepedulian yang sama for developing and improving the welfare of retirees.
untuk membina dan mensejahterakan para pensiunan.
Tahun 2024 merupakan tahun kedelapan pelaksanaan program 2025 marked the ninth year of the implementation of the
WMS. Program ini merupakan pilar ke-3 Mantap Indonesia Wealth Management Services (WMS) program. This program
yang sudah diimplementasikan di seluruh Kantor Cabang Bank represents the third pillar of Mantap Indonesia and has been
Mandiri Taspen. Adapun pencapaian program WMS tahun implemented across all Branch Offices of Bank Mandiri Taspen.
2017 sampai dengan tahun 2025 adalah sebagai berikut: The achievements of the WMS program from 2017 to 2025
are as follows:
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Rekap Program WMS
WMS Program Recap
Jumlah KC Pelaksana Jumlah
Pelatihan
Tahun Number of Jumlah WP Peserta Akuisisi Kredit (Rp)
Number of
Years Implementing Branch Number of WP Number of Credit Acquisition (IDR)
Training
Offices Participants
2017 2 2 59 4 Rp2.493.900.000
2018 38 40 1.066 49 Rp13.241.700.000
2019 40 50 1.379 62 Rp17.280.590.000
2020 41 186 2.994 31 Rp32.882.900.000
2021 41 354 6.092 36 Rp49.822.217.877
2022 41 957 9.168 68 Rp65.696.490.000
2023 39 1.437 9.667 75 Rp258.440.642.854
2024 39 1.743 9.938 60 Rp308.940.197.159
2025 39 1.697 7.270 62 Rp217.530.809.772
Total 320 6.466 41.090 447 Rp966.329.447.662
Jumlah Wirausaha Pensiunan 2017-2023
Number of Retired Entrepreneurs 2017-2025
Wirausaha Warung Agen Kurir
Pensiun All WMS Mantap Toko Frozen
Mantap Mantap Mantap Non Mentor
Pension All WMS Cooking Club Mantap
Sejahtera Sejahtera
2017 2 2 - - - - -
2018 40 40 - - - - -
2019 50 50 - - - - -
2020 168 100 7 - - - 61
2021 356 42 63 106 - - 145
2022 957 28 26 230 9 - 671
2023 1.437 17 41 325 10 - 1.045
2024 1.727 5 39 141 10 21 1.611
2025 1.697 2 31 179 1 414 11
Total 6.434 286 207 981 30 435 11
Breakdown Jenis Pelatihan 2017-2025
Breakdown of Training Types in 2017-2025
Jenis Pelatihan 2025 2024 2023 2022 2021 2020 2019 2018 2017 Types of Training
Abon Ikan - - - - 1 1 4 1 - Shredded Fish
Agen Kurir Mantao 3 6 4 - - - - - - Mantap Courier Agent
Amplang - 1 - - - - - 1 - Amplang
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Jenis Pelatihan 2025 2024 2023 2022 2021 2020 2019 2018 2017 Types of Training
Agen Club Mantap 1 - - - - - - - - Mantap Agent Club
Beras Organik - - - - - - - - 1 Organic Rice
Budi Daya Jamur Oyster Mushroom
2 2 7 8 1 3 5 5 -
Tiram Cultivation
Budi Daya Jamur Wood Ear Mushroom
- - - 1 - - - - -
Kuping Cultivation
Budi Daya Lele 2 3 2 2 1 5 8 10 1 Catfish Farming
Budi Daya Lobster 1 1 1 - - - - - - Lobster Farming
Budi Daya Murai Murai Batu (Songbird)
- - - - - 1 - - -
Batu Breeding
Budi Daya Nila 1 2 3 2 2 - - - - Tilapia Farming
Handycraft - - - - - - - 1 1 Handycraft
Hidroponik 5 4 11 19 5 15 36 24 1 Hydroponics
Keripik Sukun - - - - - - 1 - - Breadfruit Chips
Keripik Keladi - - - - - - 1 - - Taro Chips
Kuliner 25 25 31 20 10 - - - - Culinary Business
Lebah Trigona - - 1 - 2 - 1 - - Trigona Bee Farming
Sayur Organik - - - - - - - 2 - Organic Vegetables
Entrepreneurship
Seminar Wirausaha 5 3 5 3 - 2 - - -
Seminar
Poultry Farming
Ternak Ayam - 1 1 3 2 1 3 4 -
(Chicken)
Ternak Bebek - - - - - - - 1 - Duck Farming
Ternak Puyuh - - - - 1 2 2 - - Quail Farming
Ubi Nuabosi - - - - - - 1 - - Nuabosi Cassava
Warung Mantap
4 10 7 10 11 1 - - - Mantap Sejahtera Stall
Sejahtera
Mantapreneur Naik Mantapreneur Upgrading
1 1 2 - - - - - -
Kelas Program
Pengolahan
- 1 - - - - - - - Sago Processing
Lempeng Sagu
Budi Daya Ikan
- 1 - - - - - - - Gourami Fish Farming
Gurami
Total 50 61 75 68 36 31 62 49 4 Total
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PT Bank Mandiri Taspen Anti Korupsi Anti Corruption Operasi-Operasi yang Dinilai Memiliki Operations Assessed for Risks Related to Risiko Terkait Korupsi [GRI 205-1] Corruption [GRI 205-1] Bank Mandiri Taspen menyadari bahwa potensi risiko korupsi Bank Mandiri Taspen had recognized that the potential risk dapat muncul dalam berbagai aktivitas operasional yang of corruption could arise across various operational activities berlangsung di seluruh lini fungsi organisasi. Risiko tersebut throughout all functional lines of the organization. Such risks dapat timbul dari berbagai proses bisnis yang dijalankan could emerge from multiple business processes and therefore perusahaan, sehingga memerlukan perhatian dan pengelolaan required adequate attention and management. Accordingly, yang memadai. Oleh karena itu, pada tahun 2025 Bank in 2025, the Bank conducted a comprehensive identification melakukan identifikasi secara menyeluruh terhadap area- of areas considered more vulnerable to potential corruption area yang dinilai memiliki tingkat kerawanan yang lebih tinggi practices. The results of this assessment indicated two key terhadap potensi terjadinya praktik korupsi. Hasil dari proses focus areas, namely the procurement of goods and services identifikasi tersebut menunjukkan bahwa terdapat dua area involving business partners, and the financial sector related to utama yang menjadi fokus perhatian, yaitu proses pengadaan the potential occurrence of fictitious credit practices. Both areas barang dan jasa yang melibatkan mitra bisnis, serta sektor were deemed to carry higher corruption risks and thus required keuangan yang berkaitan dengan kemungkinan terjadinya stricter oversight and control. praktik kredit fiktif. Kedua area tersebut dipandang memiliki potensi risiko korupsi yang lebih besar sehingga memerlukan pengawasan dan pengendalian yang lebih ketat dalam pelaksanaannya. Sebagai langkah preventif terhadap potensi risiko korupsi yang As a preventive measure against corruption risks involving melibatkan mitra bisnis, Bank Mandiri Taspen mewajibkan business partners, Bank Mandiri Taspen required all partners setiap mitra untuk menandatangani pakta integritas serta to sign an integrity pact and a declaration of compliance with surat pernyataan kesanggupan mematuhi etika dalam ethical standards in procurement processes. Internally, control proses pengadaan. Di sisi internal, penguatan pengendalian strengthening had been implemented through the application dilakukan melalui penerapan mekanisme dual control oleh of dual control mechanisms by direct supervisors, as well as atasan langsung serta penyampaian himbauan secara rutin through regular dissemination of reminders to all employees. kepada seluruh pegawai. Himbauan ini disebarluaskan melalui These reminders were communicated through various internal berbagai saluran komunikasi internal, seperti media sosial, channels, including social media, banners, digital signage banner, digital signage (player), pamflet, maupun email (player), pamphlets, and emails, reaching all work units, yang menjangkau seluruh unit kerja termasuk kantor cabang. including branch offices. In addition, to mitigate the risk of Selain itu, dalam rangka memitigasi risiko penyaluran kredit improper credit disbursement, the Bank consistently applied yang tidak sesuai, Bank Mandiri Taspen secara konsisten prudential principles in the lending process and conducted menerapkan prinsip kehati-hatian dalam proses pemberian periodic monitoring of its credit portfolio. These efforts kredit dan melakukan pemantauan portofolio kredit secara reflected the Bank’s commitment to maintaining operational berkala. Upaya-upaya ini merupakan bagian dari komitmen integrity and supporting the implementation of good corporate Bank untuk menjaga integritas operasional serta mendukung governance. penerapan tata kelola perusahaan yang baik. Terhadap kasus-kasus yang terindikasi mengandung risiko For cases indicating potential corruption risk, Bank Mandiri korupsi, Bank Mandiri Taspen akan menindaklanjutinya melalui Taspen had followed up through an investigation process proses investigasi yang dilakukan oleh unit kerja audit, dengan conducted by the internal audit function, with collaborative dukungan kolaboratif dari fungsi Risk Business Control guna support from the Risk Business Control function to ensure memastikan objektivitas dan ketepatan penanganan. Sebagai objectivity and proper handling. As part of its commitment to bentuk komitmen dalam menciptakan lingkungan kerja yang fostering a transparent and accountable work environment, the transparan dan akuntabel, Bank juga telah menyediakan sarana Bank had also established a reporting mechanism through a pelaporan melalui Whistleblowing System (WBS), yang sejak Whistleblowing System (WBS), which since the end of 2021 akhir tahun 2021 dikelola oleh pihak independen. Pengelolaan had been managed by an independent third party. This external oleh pihak ketiga ini bertujuan untuk menghindari potensi conflict management aimed to prevent potential conflicts of interest of interest serta memberikan rasa aman dan perlindungan kepada and to provide assurance and protection for whistleblowers in pelapor dalam menyampaikan dugaan pelanggaran. reporting suspected violations. 2025 Sustainability Report 151
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Komunikasi dan Pelatihan Tentang Communication and Training About Anti-
Kebijakan dan Prosedur Anti-Korupsi Corruption Policies and Procedures
[GRI 205-2] [GRI 205-2]
Bank Mandiri Taspen telah melaksanakan sosialisasi mengenai Bank Mandiri Taspen had conducted socialization on Anti-
Anti Penyuapan dan Gratifikasi kepada seluruh karyawan Bribery and Gratification to all employees through various
melalui berbagai saluran informasi, seperti artikel dan materi communication channels, including articles and related
terkait yang dipublikasikan di situs web Bank Mandiri Taspen. materials published on the Bank’s website. This socialization
Sosialisasi ini juga dilakukan dengan menyebarkan informasi had also been carried out by disseminating information to
ke seluruh kantor cabang melalui portal internal Bank, Surat all branch offices through the internal portal, circular letters
Edaran yang ditujukan kepada seluruh Divisi/Satuan/Unit, serta addressed to all divisions/units, and distribution of leaflets
penyebaran leaflet yang menjelaskan mengenai Gratifikasi. explaining gratification. The Anti-Bribery and Gratification
Sosialisasi terkait Anti Penyuapan dan Gratifikasi telah socialization initiatives implemented by Bank Mandiri Taspen
dilakukan oleh Bank Mandiri Taspen, sebagai berikut: included:
1. Instagram Bank, 1. Instagram posts via the Bank’s official account,
2. Surat kepada seluruh jajaran Bank yaitu Surat Nomor 2. Circular Letter No. DIR.INT/068/2025 dated 16 December
DIR.INT/068/2025 tanggal 16 Desember 2025 perihal 2025 regarding the Prohibition of Giving, Requesting, and
Larangan Pemberian, Permintaan dan Penerimaan Accepting Gratification during the Christmas and New Year
Gratifikasi dalam Menyambut Hari Raya Natal dan Tahun 2026 period,
Baru 2026
3. Pemasangan wallpaper Desktop, 3. Desktop wallpaper campaigns,
4. Video di Kantor Cabang, 4. Video dissemination at branch offices,
5. Assessment kepada seluruh pegawai dengan rata-rata 5. Employee assessments with an average score of 87.9,
nilai 87,9
6. E-learning melalui aplikasi Greatday 6. E-learning modules through the Greatday application,
7. Sosialisasi di Kantor Cabang pada saat pelaksanaan Onsite 7. Onsite socialization at branch offices during Onsite Review
Review & Monitoring & Monitoring activities.
Tabel Jumlah Dewan Komisaris, Direksi, dan Kepala Divisi yang Telah Mengikuti Sosialisasi Kebijakan dan Prosedur Anti Korupsi
Table of the Number of Board of Commissioners, Directors, and Division Heads Who Have Attended the Socialization of Anti-Corruption
Policies and Procedures
Jumlah Persentase
Wilayah Work Area
Amount Percentage
Board of Commissioners & Board of
Dewan Komisaris & Direksi 7 100%
Directors
Kepala Divisi 23 100% Division Heads
Tabel Jumlah Karyawan yang Telah Mengikuti Sosialisasi Kebijakan dan Pelatihan terkait Anti Korupsi Berdasarkan Wilayah
Kerja
Table of Number of Employees Who Have Participated in Policy Socialization and Training related to Anti-Corruption Based on Work Area
Jumlah Persentase
Wilayah Work Area
Amount Percentage
Distribution 1 342 9,29% Distribution 1
Distribution 2 260 7,06% Distribution 2
Distribution 3 309 8,39% Distribution 3
Distribution 4 266 7,22% Distribution 4
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Jumlah Persentase
Wilayah Work Area
Amount Percentage
Distribution 5 363 9,86% Distribution 5
Distribution 6 362 9,83% Distribution 6
Distribution 7 427 11,60% Distribution 7
Distribution 8 234 6,36% Distribution 8
Distribution 9 395 10,73% Distribution 9
Kantor Pusat 798 21,67% Head Office
Total 3.682 100% Total
Tabel Jumlah Karyawan yang Telah Mengikuti Sosialisasi Kebijakan dan Pelatihan terkait Anti Korupsi Berdasarkan Kategori
Karyawan
Table of Number of Employees Who Have Participated in Policy Socialization and Training related to Anti-Corruption Based on Employee
Category
Jumlah Persentase
Kategori Karyawan Employee Category
Amount Percentage
Pegawai Tetap 2.872 78% Permanent Employee
Non-Permanent Employee
Pegawai Tidak Tetap (Kontrak) 810 22%
(Contract)
Total 3.682 100 Total
Terkait dengan sosialisasi anti korupsi kepada mitra bisnis/ Terkait dengan sosialisasi anti korupsi kepada mitra bisnis/
vendor, Bank melakukan komunikasi kebijakan anti korupsi vendor, Bank melakukan komunikasi kebijakan anti korupsi
kepada Penyedia melalui media: kepada Penyedia melalui media:
a. Dokumen Pakta Integritas yang disetujui oleh Penyedia a. Dokumen Pakta Integritas yang disetujui oleh Penyedia
dalam proses pendaftaran sebagai Rekanan Terseleksi dalam proses pendaftaran sebagai Rekanan Terseleksi
Bank. Pada pakta integritas tersebut Penyedia menyatakan Bank. Pada pakta integritas tersebut Penyedia menyatakan
tidak memberikan, menawarkan dan/atau menerima uang, tidak memberikan, menawarkan dan/atau menerima uang,
barang, rabat (discount), komisi pinjaman tanpa bunga, barang, rabat (discount), komisi pinjaman tanpa bunga,
tiket perjalanan, fasilitas penginapan, perjalanan wisata, tiket perjalanan, fasilitas penginapan, perjalanan wisata,
pengobatan cuma-cuma dan fasilitas lainnya sebagaimana pengobatan cuma-cuma dan fasilitas lainnya sebagaimana
dilarang oleh peratuaran perundang – undangan yang dilarang oleh peratuaran perundang – undangan yang
berlaku, baik yang diterima di dalam negeri maupun di luar berlaku, baik yang diterima di dalam negeri maupun di luar
negeri dan yang dilakukan dengan menggunakan sarana negeri dan yang dilakukan dengan menggunakan sarana
elektronik atau tanpa sarana elektronik, yang diterima elektronik atau tanpa sarana elektronik, yang diterima
secara langsung maupun tidak langsung kepada seluruh secara langsung maupun tidak langsung kepada seluruh
jajaran perusahaan dan pihak lainnya baik terkait dengan jajaran perusahaan dan pihak lainnya baik terkait dengan
hubungan kerjasama secara langsung maupun tidak hubungan kerjasama secara langsung maupun tidak
langsung. langsung.
b. Dokumen Surat Pernyataan tidak melakukan tindakan b. Dokumen Surat Pernyataan tidak melakukan tindakan
suap dan kecurangan dalam proses akreditasi rekanan suap dan kecurangan dalam proses akreditasi rekanan
dan pengadaan barang & jasa yang ditandatangani oleh dan pengadaan barang & jasa yang ditandatangani oleh
Penyedia pada saat mengikuti proses Pengadaan barang Penyedia pada saat mengikuti proses Pengadaan barang
dan jasa. dan jasa.
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Sustainability Performance
c. Dokumen Surat Perintah Kerja (SPK) yang ditanda tangani c. Dokumen Surat Perintah Kerja (SPK) yang ditanda tangani
oleh Pihak perusahaan dan Penyedia. Dimana dalam SPK oleh Pihak perusahaan dan Penyedia. Dimana dalam SPK
terdapat poin Penyedia tidak dibenarkan untuk melakukan terdapat poin Penyedia tidak dibenarkan untuk melakukan
tindakan penyuapan (bribery), memberikan hadiah atau tindakan penyuapan (bribery), memberikan hadiah atau
imbalan dalam arti luas dalam bentuk apapun kepada imbalan dalam arti luas dalam bentuk apapun kepada
seluruh jajaran pegawai PT Bank Mandiri Taspen dan/atau seluruh jajaran pegawai PT Bank Mandiri Taspen dan/atau
tindakan kecurangan (fraudulent practice) dalam proses tindakan kecurangan (fraudulent practice) dalam proses
pengadaan barang/jasa sesuai Surat Perintah Kerja (SPK) pengadaan barang/jasa sesuai Surat Perintah Kerja (SPK)
ini. ini.
d. Dokumen Perjanjian Kerja Sama (PKS) pengadaan barang d. Dokumen Perjanjian Kerja Sama (PKS) pengadaan barang
dan jasa antara Bank dan Penyedia untuk mematuhi klausul dan jasa antara Bank dan Penyedia untuk mematuhi klausul
terkait anti suap, anti korupsi dan anti pencucian uang. terkait anti suap, anti korupsi dan anti pencucian uang.
Tabel Sosialisasi Kebijakan Anti Korupsi Bagi Mitra Kerja Berdasarkan Wilayah Kerja
Table of Anti-Corruption Policy Socialization for Business Partners by Working Area
Mitra Kerja Wilayah Kerja Jumlah Persentase
Business Partners Work Area Amount Percentage
Vendor Kantor Pusat 121 100%
Insiden Korupsi Yang Terbukti dan Confirmed Incidents of Corruption and
Tindakan yang Diambil [GRI 205-3] Actions Taken [GRI 205-3]
Sepanjang tahun 2025, tidak terdapat insiden korupsi yang Throughout 2025, there were no confirmed incidents
terbukti. Capaian ini menunjukkan bahwa Bank Mandiri Taspen of corruption. This achievement reflected Bank Mandiri
memilik komitmen yang tinggi terhadap penerapan prinsip- Taspen’s strong commitment to upholding integrity through
prinsip integritas melalui pelaksanaan Kebijakan Anti Korupsi the consistent implementation of its Anti-Corruption Policy.
secara konsisten. Oleh karenanya, tidak terdapat karyawan Accordingly, there were no employees dismissed or sanctioned
yang diberhentikan atau dihukum karena korupsi, mitra bisnis due to corruption, no business partnerships terminated, and no
yang diakhiri, dan kasus korupsi yang diajukan oleh publik public corruption cases filed against the Bank.
terhadap Bank.
Perilaku Anti Persaingan Anti-Competitive Behavior
Dalam rangka memperkuat dan meningkatkan daya saing In strengthening and enhancing its business competitiveness,
bisnisnya, Bank Mandiri Taspen memiliki komitmen yang Bank Mandiri Taspen had maintained a continuous commitment
berkelanjutan untuk terus melakukan pengembangan terhadap to improving the quality of its products and services offered to
kualitas produk maupun layanan yang ditawarkan kepada customers. These efforts had been carried out while upholding
nasabah. Upaya tersebut dilakukan dengan tetap berpegang business values and principles that promote fair, ethical, and
pada nilai dan prinsip bisnis yang menjunjung tinggi praktik responsible competition. In line with this commitment, the
persaingan usaha yang sehat, adil, dan bertanggung jawab. Bank firmly rejected and opposed all forms of monopolistic
Sejalan dengan komitmen tersebut, Bank Mandiri Taspen practices and any actions that could lead to unfair business
secara tegas menolak serta menentang segala bentuk praktik competition. Furthermore, the Bank applied a zero-tolerance
monopoli maupun tindakan yang dapat mengarah pada policy toward internal behaviors that could potentially result
persaingan usaha yang tidak sehat. Selain itu, Bank juga in collusion with competitors, including bid rigging, customer
menerapkan kebijakan tanpa toleransi terhadap berbagai allocation, supplier allocation, or any agreements that could
bentuk perilaku internal yang berpotensi menimbulkan improperly restrict market competition.
kolusi dengan pihak pesaing, termasuk di antaranya praktik
pengaturan penawaran, pembagian nasabah, pembagian
pemasok, maupun bentuk kesepakatan lain yang dapat
menghambat atau membatasi dinamika persaingan di pasar
secara tidak wajar.
154 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen Bank Mandiri Taspen senantiasa menerapkan prinsip Bank Mandiri Taspen had consistently adhered to the persaingan usaha yang sehat, sejalan dengan ketentuan dalam principles of fair competition in accordance with Law No. 5 Undang-Undang No. 5 Tahun 1999 tentang Larangan Praktik of 1999 concerning the Prohibition of Monopolistic Practices Monopoli dan Persaingan Usaha Tidak Sehat. Komitmen Bank and Unfair Business Competition. The Bank’s commitment dalam mendukung praktik persaingan yang adil, bebas dari to fair competition, free from monopolistic or trust-like monopoli maupun bentuk trust lainnya, tercermin dari tidak practices, was reflected in the absence of any legal actions adanya tindakan hukum maupun sanksi yang dikenakan oleh or sanctions imposed by the Komisi Pengawas Persaingan Komisi Pengawas Persaingan Usaha (KPPU) sepanjang tahun Usaha throughout 2025. This indicated that all of the Bank’s 2025. Hal ini menunjukkan bahwa seluruh kegiatan usaha business activities had been conducted in compliance with fair Bank dijalankan sesuai dengan prinsip persaingan yang sehat competition principles and applicable regulations. dan sesuai regulasi yang berlaku. 2025 Sustainability Report 155
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Kinerja Keberlanjutan
Sustainability Performance
Kinerja Lingkungan Hidup
Environmental Performance
Terkait dengan kinerja lingkungan hidup, pengungkapan pada With respect to environmental performance, disclosures
OJK F.9 sampai dengan F.16 merupakan informasi tambahan under OJK F.9 to F.16 are additional information provided by
yang diberikan oleh Bank Mandiri Taspen. Hal ini diikarenakan Bank Mandiri Taspen. This is because the Bank operates in
Bank Mandiri Taspen bergerak dalam bidang industri keuangan the financial services industry (Islamic banking), where its
(perbankan syariah), sehingga kegiatan operasionalnya tidak operational activities do not have direct interaction with the
bersinggungan langsung dengan lingkungan hidup. environment.
Aspek Umum General Aspect
Biaya Lingkungan Hidup [OJK F.4] Environmental Costs [OJK F.4]
Bank Mandiri Taspen memiliki komitmen untuk berkontribusi Bank Mandiri Taspen is committed to contributing to
dalam memberikan dampak positif terhadap lingkungan hidup. positive environmental impact. In 2025, the Bank allocated
Pada tahun 2025, Bank Mandiri Taspen telah mengalokasikan environmental expenditures amounting to IDR 365,102,000,
biaya lingkungan hidup sebesar Rp365.102.000 meningkat an increase compared to IDR 268,321,020 in 2024. This
dibandingkan tahun 2024 yang sebesar Rp268.321.020 yang allocation was aimed at creating positive environmental impact
ditujukan untuk terus menciptakan dampak positif sekaligus while preventing potential negative impacts that could lead to
mencegah potensi dampak negatif yang dapat menyebabkan environmental degradation. The detailed breakdown of these
kerusakan lingkungan. Adapun rincian alokasi biaya lingkungan environmental expenditures is as follows.
hidup tersebut adalah sebagai berikut.
Tabel Biaya Lingkungan Hidup
Table of Environmental Costs
Kegiatan Biaya (Rp)
Activity Cost (IDR)
Penggunaan 2 (dua) Reverse Vending Machine PlasticPay untuk Pengolahan Sampah Botol Plastik
Rp255.102.000,-
Utilization of 2 (two) Reverse Vending Machines from PlasticPay for plastic bottle waste processing
Perbaikan Pusat Konservasi Penyu Sindu Dwarawati
Rp60.000.000,-
Revitalization of the Pusat Konservasi Penyu Sindu Dwarawati
Penghijauan & Pemberdayaan Masyarakat melalui Program Penanaman Pohon Alpukat sebanyak 450 bibit
Rp50.000.000,-
Reforestation and community empowerment through the planting of 450 avocado tree seedlings
Total Rp365.102.000,-
Aspek Material Material Aspect
Penggunaan Material Yang Ramah The Use of Environmentally-Friendly
Lingkungan [OJK F.5] Materials [OJK F.5]
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen
Taspen berkomitmen untuk tidak memberikan dampak is committed to avoiding negative environmental impact. This
negatif terhadap lingkungan hidup. Hal ini diwujudkan commitment is reflected through the use of environmentally
melalui penggunaan material ramah lingkungan yang friendly materials to support its operations. It has been
digunakan sebagai penunjang aktivitas operasional Bank. outlined in Circular Letter No. CMC.COR/233/2024 regarding
Hal ini telah disampaikan dalam surat himbauan nomor CMC. the Implementation of ESG Programs to promote a Green
COR/233/2024 tentang Himbauan Implementasi Program Business Mindset, as well as guidelines for conducting more
156 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
ESG dalam Rangka Menjalankan Green Business Mindset environmentally friendly activities/events/meetings within
dan Panduan Pelaksanaan Kegiatan/Event/Rapat yang Lebih Bank Mandiri Taspen. Concrete actions taken by the Bank
Ramah Lingkungan di Lingkungan Bank Mandiri Taspen. include maximizing the use of digital technology, implementing
Langkah nyata yang dilakukan oleh Bank diwujudkan dengan E-Office and E-Legal systems, and utilizing online meeting
memaksimalkan penggunaan teknologi digital, penggunaan platforms.
E-Office & E-Hukum, serta memanfaatkan platform online
meeting.
Selain itu, Bank Mandiri Taspen juga telah menggunakan In addition, Bank Mandiri Taspen has adopted LED lighting
lampu LED pada seluruh unit kerja, material yang digunakan across all work units, which is more environmentally friendly
lebih ramah lingkungan dan lebih efisien dari segi biaya. and cost-efficient. LED lights have a longer lifespan compared
Lampu LED memiliki jangka waktu pemakaian lebih lama to conventional or fluorescent lighting and are made from
dibandingkan dengan lampu neon ataupun lampu biasa. materials that can be recycled. The Bank has also introduced
Bahan dasar yang digunakan juga dapat didaur ulang kembali. the use of reusable goodie bags during events to reduce
Selain itu, Bank Mandiri Taspen juga menggunakan goodiebag plastic usage and encourages all employees to bring reusable
sebagai bingkisan pada saat acara juga sudah diterapkan food containers and water bottles to minimize plastic waste.
untuk mengurangi penggunaan plastik, serta memberikan Furthermore, meeting rooms are equipped with refillable
himbauan kepada seluruh pegawai untuk membawa tempat gallon water and environmentally friendly bottled drinking
makan dan botol minum sendiri yang dapat digunakan kembali, water to support waste reduction efforts.
dalam rangka mengurangi sampah plastik dan pada ruangan
rapat menyediakan air galon isi ulang serta air minum dalam
kemasan menggunakan produk botol yang ramah lingkungan.
Membawa tempat makan
Memaksimalkan Menggunakan dan botol minum yang dapat
E-Office & E-hukum Lampu LED Platform digunakan kembali.
Maximizing Using Online Meeting Bring a reusable
E-Office & E-Hukum LED Lights food container and drinking
bottle.
Aspek Energi Energy Aspect
Jumlah dan Intensitas Energi yang The Amount and Intensity of Energy Used
Digunakan [OJK F.6, GRI 302-1, GRI 302-2, GRI 302-3] [OJK F.6, GRI 302-1, GRI 302-2, GRI 302-3]
Dalam menjalankan aktivitas operasionalnya, Bank Mandiri In carrying out its operational activities, Bank Mandiri Taspen
Taspen hanya menggunakan 2 (dua) sumber energi utama utilizes only two main energy sources to support its business
untuk menunjang aktivitas bisnisnya. Oleh karena itu, sepanjang operations. Accordingly, throughout 2025, the Bank did not
tahun 2025, Bank Mandiri Taspen tidak mengkonsumsi dan consume or sell heating, cooling, and steam, nor did it sell
menjual pemanas, pendingin, dan uap, serta tidak menjual electricity.
energi listrik.
Penggunaan energi berasal dari Kantor Pusat dan seluruh Energy usage was derived from the Head Office and all Branch
Kantor Cabang Bank Mandiri Taspen selama tahun 2025. Offices of Bank Mandiri Taspen during 2025. The details of
Adapun rincian penggunaan energi adalah sebagai berikut. energy consumption are as follows.
2025 Sustainability Report 157
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Kinerja Keberlanjutan
Sustainability Performance
Tabel Pemakaian Energi Berdasarkan Wilayah Kerja [GRI 302-1]
Table of Energy Consumption Based on Work Area [GRI 302-1]
2025 2024 2023
Wilayah
Listrik BBM Listrik BBM Listrik BBM Work Area
Kerja
Electricity Fuel Electricity Fuel Electricity Fuel
(kWh) (Liter) (kWh) (Liter) (kWh) (Liter)
Distribution 1 988.827 140.807 1.092.743 293.896 1.126.061 110.956 Distribution 1
Distribution 2 758.262 107.503 820.124 194.622 619.314 134.694 Distribution 2
Distribution 3 1.090.468 130.248 1.161.532 137.097 985.202 134.694 Distribution 3
Distribution 4 859.839 84.673 858.671 94.749 762.233 90.204 Distribution 4
Distribution 5 1.239.491 142.388 1.170.109 175.267 1.774.466 332.113 Distribution 5
Distribution 6 1.092.796 138.210 1.396.574 134.494 2.109.850 162.898 Distribution 6
Distribution 7 1.025.786 143.115 1.276.866 169.528 915.529 167.243 Distribution 7
Distribution 8 686.494 91.208 853.293 374.143 689.599 89.137 Distribution 8
Distribution 9 1.243.571 142.757 1.118.960 130.956 2.559.104 178.779 Distribution 9
Kantor Pusat 2.174.222 56.866 985.515 114.181 700.421,50 128.367,22 Head Office
Total 11.159.756 1.177.775 10.734.387 1.796.795 12.241.780 1.529.085 Total
Keterangan/ Notes:
• Penggunaan listrik diasumsikan pada Golongan P-1/TR, dengan daya listrik sebesar 200 kVA, harga listriknya yaitu Rp1.699,53/kWh di tahun 2023.
• Penggunaan BBM diasumsikan menggunakan bahan bakar jenis Pertalite dengan harga Rp10.000/liter di tahun 2023.
• Electricity consumption is assumed under the P-1/TR tariff group, with a power capacity of 200 kVA and an electricity tariff of IDR 1,699.53/kWh in 2023.
• Fuel consumption is assumed to use Pertalite fuel at a price of IDR 10,000 per liter in 2023
Tabel Pemakaian Energi
Table of Energy Usage
Satuan
Energi 2025 2024 2023 Energy
Unit
BBM Liter 1.177.775 1.796.795 1.529.084 Fuel
Gigajoules 40.279,9 61.450,39 52.294
Listrik kWh 11.159.756 10.734.387 12.241.780 Electricity
Gigajoules 40.175,12 38.643,79 44.070
Total Gigajoules 80.454,99 100.094 96.364 Total
Pegawai
Jumlah Pegawai 3.544 3.397 3.136 Number of Employees
Employees
Dalam Jutaan
Total Pendapatan Bunga Bersih Rupiah 3.665.509 3.441.586 3.387.481 Total Net Interest Income
In IDR million
Gigajoules /
Intensitas Pemakaian Energi/ Pegawai Energy Usage Intensity/
22,7 29 31
Pegawai Gigajoules / Employee
Employee
Gigajoules /Juta
Intensitas Pemakaian Energi/ Rupiah
0,02 0,029 0,028 Energy Intensity/Revenue
Pendapatan Gigajoules / Million
Rupiah
Keterangan/ Notes:
• Convert kWh ke Gigajoule: convertunits.com
• Convert Liter ke Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
• Convert kWh to Gigajoule: convertunits.com
• Convert Liter to Gigajoule: https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule
158 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Bank Mandiri Taspen juga telah melakukan pengukuran Bank Mandiri Taspen has also measured energy usage from
penggunaan energi yang berasal dari perjalanan dinas business travel conducted by airplane. The energy consumption
menggunakan pesawat terbang. Penggunaan energi dihitung is calculated using a carbon emissions calculator issued by
menggunakan kalkulator emisi karbon yang dikeluarkan oleh the International Civil Aviation Organization (ICAO). In 2024
Organisasi Penerbangan Sipil International (International and 2025, business travel was undertaken by the Board
Civil Aviation Organization/ICAO). Di tahun 2024, perjalanan of Commissioners, Board of Directors, and all employees.
dinas dilakukan oleh Dewan Komisaris, Direksi dan seluruh Meanwhile, in 2023, business travel was limited to the Board
karyawan. Sedangkan tahun 2023 dan 2022 hanya perjalanan of Commissioners and Board of Directors. The energy usage
dinas yang dilakukan oleh Dewan Komisaris dan Direksi. related to business travel is presented as follows.
Adapun penggunaan energi dalam melakukan perjalanan
dinas sebagai berikut.
Penggunaan Energi di Luar Perusahaan
Energy Use Outside the Company
Satuan
Keterangan 2025 2024* 2023** Description
Unit
Penggunaan Energi saat melakukan Perjalanan Dinas dengan Pesawat Terbang
Energy Consumption from Business Travel by Airplane
Dewan Komisaris dan Direksi Ton Board of Commissioners and
1.469,29 2.615,13 2.479,92
Directors
Karyawan Ton 2.439,22 8.461,72 - Employees
Total Ton 3.908,429 11.076,851 2.479,92 Total
Gigajoule 16.352,87 46.345,54 10.375,99
Total Karyawan Direksi dan Dewan Total Employees
Komisaris (Orang)
Board of Directors
15 9 9
and Board of
Commissioners
(Person)
Karyawan (Orang)
Employees 3.544 3.397
(Person)
Intensitas Penggunaan Energi Gigajoule/ Orang Intensity of Energy Use of the
Dewan Komisaris dan Direksi Gigajoule/ Person 1.090,19 1.215,74 1.152,89 Board of Commissioners and
Directors
Intensitas Penggunaan Energi Gigajoule/ Orang Intensity of Energy Use of All
4,61 13,64
Seluruh Karyawan Gigajoule/ Person Employees
Keterangan/ Notes:
Convert Ton ke Gigajoule: convertunits.com
*) Perjalanan Dinas Seluruh Karyawan Bank Mandiri Taspen
**) Perjalanan Dinas Dewan Komisaris dan Direksi
Convert Ton ke Gigajoule: convertunits.com
*) Official Travel for All Bank Mandiri Taspen Employees
**) Official Travel of the Board of Commissioners and Directors
Upaya dan Pencapaian Efisiensi Energi dan Attempts and Achievement of Energy
Penggunaan Energi Terbarukan [OJK F.7, F.12, Efficiency and Use of Renewable Energy
GRI 302-4, GRI 302-5] [OJK F.7, F.12, GRI 302-4, GRI 302-5]
Bank Mandiri Taspen senantiasa berkomitmen untuk Bank Mandiri Taspen remains committed to using energy
menggunakan energi secara efektif sebagaimana tertuang efficiently, as outlined in the Sustainable Finance Action
dalam Standar Prosedur Aksi Keuangan Berkelanjutan Nomor Standard Procedure No. SP/022/X/2025 dated 27 October
SP/022/X/2025 tanggal 27 Oktober 2025. Di samping itu, Bank 2025. In addition, the Bank has conducted socialization
Mandiri Taspen juga telah melakukan sosialisasi melalui surat through circular communications distributed to all work units
himbauan yang diberikan kepada seluruh unit kerja di seluruh across Indonesia in accordance with the same procedure,
Indonesia sesuai dengan Standar Prosedur Aksi Keuangan as well as the Bank Mandiri Taspen Policy Architecture No.
2025 Sustainability Report 159
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Kinerja Keberlanjutan
Sustainability Performance
Berkelanjutan PT Bank Mandiri Taspen Nomor SP/022/X/2025 KEB/002/X/2024 dated 1 October 2024. The Bank has also
tanggal 27 Oktober 2025 dan Arsitektur Kebijakan PT Bank conducted sustainability surveys among all employees to
Mandiri Taspen No. KEB/002/X/2024 tanggal 1 Oktober assess their level of awareness regarding energy-saving
2024. Selain itu, Bank juga melakukan survei keberlanjutan practices. Various energy efficiency initiatives implemented
kepada seluruh pegawai untuk mengetahui sejauh mana include:
tingkat kesadaran pegawai terhadap penerapan hemat energi.
Berbagai upaya penghematan energi yang dilakukan, sebagai
berikut:
1. Mematikan lampu dan memanfaatkan pencahayaan sinar 1. Turning off lights and maximizing natural daylight from
matahari dari jendela gedung kantor, terutama pada jam office windows, especially during lunch breaks (12:00–
istirahat (12.00 sd 13.00). 13:00).
2. Mematikan komputer, laptop, dan peralatan elektronik lain 2. Turning off computers, laptops, and other electronic
ketika sudah tidak digunakan devices when not in use.
3. Mengatur suhu AC sesuai dengan suhu ruangan agar lebih 3. Adjusting air conditioning temperatures according to room
hemat. conditions to improve efficiency.
4. Memperbanyak penggunaan lampu LED yang lebih hemat 4. Increasing the use of energy-efficient LED lighting.
energi.
5. Menggunakan tumblr dan peralatan makan pribadi untuk 5. Using reusable tumblers and personal dining utensils to
mengurangi penggunaan plastik. reduce plastic consumption.
6. Penggunaan mobil listrik 6. Utilizing electric vehicles.
7. Mengurangi rapat tatap muka dan menggantikannya 7. Reducing in-person meetings and replacing them with
dengan rapat secara online online meetings.
Bank Mandiri Taspen telah menetapkan baseyear pengukuran Bank Mandiri Taspen has established 2024 as the base year
energi yaitu tahun 2024. Efektivitas upaya efisiensi energi for energy measurement. The effectiveness of energy efficiency
diukur dengan membandingkan penggunaan energi di tahun efforts is assessed by comparing energy usage in 2025 against
2025 dengan tahun 2024 sebagai baseyear. Atas upaya yang the 2024 baseline. As a result of these initiatives, throughout
telah dilakukan, sepanjang tahun 2025, Bank Mandiri Taspen 2025 the Bank successfully reduced total energy consumption
berhasil menurunkan penggunaan energi menjadi sebesar to 80,454.99 gigajoules, down from 100,094 gigajoules in
80.454,99 gigajoule menurun dibandingkan tahun 2024 yang 2024. In addition, the Bank also reduced energy intensity to
sebesar 100.094 gigajoule. Selain itu, Bank Mandiri Taspen 13 gigajoules per employee, compared to 29 gigajoules per
juga berhasil menurunkan intensitas penggunaan energi employee in 2024.
menjadi sebesar 13 gigajoule/pegawai, menurun dibandingkan
tahun 2024 yang sebesar 29 gigajoule/pegawai.
Pada tahun 2025, Bank Mandiri Taspen terus melanjutkan komitmennya
dalam meningkatkan efisiensi energi melalui optimalisasi penggunaan
kendaraan listrik sebagai kendaraan operasional. Inisiatif ini merupakan
bagian dari upaya Bank dalam mengurangi konsumsi bahan bakar minyak
(BBM) sekaligus menekan emisi gas rumah kaca.
Sepanjang tahun 2025, Bank Mandiri Taspen mengoperasikan 11 (sebelas)
unit kendaraan listrik yang terdiri dari 6 (enam) unit Hyundai Ioniq 5, 3
(tiga) unit MG ZS EV, dan 2 (dua) unit BYD M6.
Penggunaan Total penggunaan kendaraan listrik selama tahun 2025 mencapai 286.886
km. Dengan asumsi konsumsi BBM kendaraan konvensional sebesar rata-
Electric Vechicle
rata 12,52 km/liter, penggunaan kendaraan listrik tersebut setara dengan
penghematan sebesar 22.914,22 liter BBM.
Pencapaian ini mencerminkan kontribusi nyata Bank dalam mendukung
Electric Vehicle Utilization transisi menuju energi yang lebih bersih serta peningkatan efisiensi
operasional secara berkelanjutan.
In 2025, Bank Mandiri Taspen continued its commitment to improving
energy efficiency through the optimization of electric vehicles as part of its
operational fleet. This initiative forms part of the Bank’s efforts to reduce
fuel consumption and lower greenhouse gas emissions.
Throughout 2025, the Bank operated a total of 11 electric vehicles,
consisting of 6 units of Hyundai Ioniq 5, 3 units of MG ZS EV, and 2 units
of BYD M6. Total utilization of these electric vehicles reached 286,886
km during the year. Based on an assumed average fuel consumption of
conventional vehicles of 12.52 km per liter, the use of electric vehicles was
equivalent to fuel savings of 22,914.22 liters.
This achievement reflects the Bank’s tangible contribution to supporting
the transition toward cleaner energy while enhancing operational
efficiency in a sustainable manner.
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PT Bank Mandiri Taspen
Aspek Air Water Aspect
Penggunaan Air [OJK F.8] Water Usage [OJK F.8]
Dalam menjalankan seluruh aktivitas operasional dan kegiatan In conducting its operational and business activities, Bank
bisnisnya, Bank Mandiri Taspen menggunakan air sebagai Mandiri Taspen utilized water as a resource that was also
salah satu sumber daya yang juga dimanfaatkan secara luas widely used by the community. The Bank recognized that
oleh masyarakat. Bank Mandiri Taspen memahami bahwa the availability of clean water was limited and needed to be
ketersediaan air bersih memiliki keterbatasan dan perlu preserved to ensure its sustainability for various stakeholders.
dijaga keberlanjutannya agar tetap dapat dimanfaatkan Therefore, Bank Mandiri Taspen undertook initiatives aimed at
oleh berbagai pihak. Oleh karena itu, Bank Mandiri Taspen promoting efficiency and conservation in water usage within
berupaya untuk melakukan berbagai langkah yang bertujuan its working environment. These efforts were implemented
mendorong efisiensi dan penghematan dalam penggunaan through water conservation policies, including encouraging
air di lingkungan kerja. Upaya tersebut diwujudkan melalui all employees to use water responsibly by placing reminders
penerapan kebijakan penghematan air, antara lain dengan and notices in work areas, as well as conducting periodic
memberikan imbauan kepada seluruh karyawan agar inspections of water installations and distribution systems
menggunakan air secara bijaksana melalui pemasangan across operational locations. These inspections were intended
berbagai pengingat atau anjuran di area kerja, serta melakukan to ensure that installations remained in proper condition, so
pemeriksaan secara berkala terhadap instalasi dan jaringan that any leaks or damages could be promptly identified and
air di lingkungan operasional. Pemeriksaan tersebut dilakukan repaired, thereby preventing unnecessary water wastage.
untuk memastikan kondisi instalasi tetap berfungsi dengan
baik sehingga apabila ditemukan kebocoran atau kerusakan
lainnya dapat segera dilakukan perbaikan guna mencegah
terjadinya pemborosan penggunaan air.
Dalam menunjang aktivitas bisnisnya, Bank Mandiri Taspen To support its business activities, Bank Mandiri Taspen utilized
hanya menggunakan air ang berasal dari pihak ketiga (PDAM). water sourced exclusively from third parties (PDAM). The
Air tersebut digunakan untuk kebutuhan toilet, wudhu, mencuci water was used for sanitation facilities, ablution (wudhu),
peralatan dapur dan kegiatan lainnya. Konsumsi air di Bank cleaning kitchen equipment, and other operational needs.
Mandiri Taspen merupakan konsumsi air yang berasal dari Water consumption covered both the Head Office and all
Kantor Pusat dan seluruh Kantor Cabang Bank Mandiri Taspen. Branch Offices of Bank Mandiri Taspen. The details of water
Adapun penggunaan air Bank Mandiri Taspen sebagai berikut. usage were as follows.
Tabel Konsumsi Air
Table of Water Consumption
Pemakaian Air (m3)
Water Consumption (m3)
Sumber 2025 2024 2023 Source
Air dari Pihak Ketiga 65.423 69.137 67.209 Water from Third Parties
Air Bawah Tanah - - - Underground water
Jumlah 65.423 69.137 67.209 Total
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Aspek Keanekaragaman Hayati Biodiversity Aspect
Dampak dari Wilayah Operasional yang Impacts of Operational Sites Adjacent
Dekat atau Berada Di Daerah Konservasi To Protected Areas or Areas of High
atau Memiliki Keanekaragaman Hayati dan Biodiversity [OJK F.9, F.10]
Usaha Konservasi Keanekaragaman Hayati
[OJK F.9, F.10]
Sampai dengan akhir tahun 2025, seluruh kantor operasional As of the end of 2025, none of Bank Mandiri Taspen’s
Bank Mandiri Taspen tidak ada yang berdekatan dengan operational offices were located near protected areas or areas
kawasan lindung dan kawasan dengan nilai keanekaragaman with high biodiversity value. Therefore, the Bank’s operational
hayati tinggi. Oleh karena itu, kegiatan operasional Bank activities did not have any negative impact on biodiversity.
Mandiri Taspen tidak memiliki dampak negatif terhadap
keanekaragaman hayati.
Meskipun demikian, sebagai bagian dari komitmen terhadap Nevertheless, as part of its commitment to sustainability
prinsip keberlanjutan, Bank Mandiri Taspen tetap berupaya principles, Bank Mandiri Taspen continued to contribute to
berkontribusi dalam pelestarian keanekaragaman hayati. biodiversity conservation. This was demonstrated through its
Hal ini diwujudkan melalui dukungan terhadap perbaikan support for the revitalization of the Pusat Konservasi Penyu
fasilitas Pusat Konservasi Penyu Sindu Dwarawati. Inisiatif ini Sindu Dwarawati. This initiative aimed to enhance the quality
bertujuan untuk meningkatkan kualitas sarana konservasi serta of conservation facilities and support the sustainability of
mendukung keberlanjutan ekosistem pesisir dan pelestarian coastal ecosystems as well as the preservation of sea turtle
spesies penyu. species.
Aspek Emisi Emission Aspect
Jumlah Dan Intensitas Emisi Yang Amount And Intensity Of Emissions
Dihasilkan Berdasarkan Jenisnya [Ojk F.11, Fn- Produced Based On The Types [Ojk F.11, Fn-Cb-
Cb-410b.1, Fn-Cb-410b.2, Fn-Cb-410b.3, Fn-Cb-410b.4] 410b.1, Fn-Cb-410b.2, Fn-Cb-410b.3, Fn-Cb-410b.4]
Bank Mandiri Taspen memliki komitmen untuk melakukan Bank Mandiri Taspen had a commitment to manage energy
pengelolaan atas penggunaan energi dalam seluruh aktivitas usage across all of its operational activities. Energy consumption
operasionalnya. Penggunaan energi tidak terlepas dari adanya was inherently associated with the generation of emissions.
emisi yang dihasilkan. Emisi GRK yang disampaikan dalam The greenhouse gas (GHG) emissions disclosed in this report
laporan ini bersumber dari penggunaan BBM (cakupan 1) were derived from fuel consumption (Scope 1), electricity usage
penggunaan listrik (cakupan 2), dan perjalanan dinas yang (Scope 2), and business travel by air transportation (Scope 3).
dilakukan dengan menggunakan pesawat terbang (cakupan Information related to Scope 1 and Scope 2 GHG emissions
3). Informasi terkait emisi GRK cakupan 1 dan cakupan 2 was sourced from the Head Office and all Branch Offices.
yang dihasilkan berasal dari Kantor Pusat dan seluruh Kantor
Cabang.
Dalam menghitung emisi GRK (Cakupan 1) langsung, metode In calculating direct GHG emissions (Scope 1), the method
yang dipakai di Indonesia dan negara-negara non-Annex applied in Indonesia and other non-Annex I countries
1 (negara berkembang) adalah Tier-1, yaitu berdasarkan (developing countries) was the Tier-1 approach, which was
data konsumsi energi dikalikan faktor emisi default IPCC based on energy consumption data multiplied by the default
2019 (Intergovernmental Panel on Climate Change/ emission factors from the Intergovernmental Panel on Climate
Panel Antarpemerintah tentang Perubahan Iklim) dengan Change (IPCC) 2019, using emission factors for gasoline. The
menggunakan faktor emisi untuk bensin, dengan rumus formula is as follows:
sebagai berikut:
Emisi GRK kg Konsumsi Energi TJ Faktor Emisi kg
= =
GHG Emission tahun / year Energy Comsumption tahun / year Emission Factor TJ
162 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Tabel Emisi Cakupan 1
Table of (Scope 1) Emissions
Satuan
Keterangan 2025 2024 2023 Description
Unit
Solar Kg CO2eq 53.862,55 58.663,04 - Solar
Bensin Kg CO2eq 2.791.394,99 4.090.585,55 3.624.390 Gasoline
Emisi yang Dihasilkan Kg CO2eq 2.845.257,54 4.149.248,59 3.624.390 Emissions produced
Untuk emisi gas rumah kaca tidak langsung (Cakupan 2) For indirect greenhouse gas emissions (Scope 2) in 2025, it
di tahun 2025 diperoleh dengan mengalikan mengalikan was obtained by multiplying electricity consumption (in Kwh
konsumsi listrik (dalam Kwh per tahun) dengan nilai faktor per year) by the value of the GHG Emission factor for the
Emisi GRK Sistem Ketenagalistrikan yang diterbitkan oleh Electricity System published by the Ministry of Energy and
Kementrian ESDM (2019) untuk PLN Grid Jamali yaitu sebesar Mineral Resources (2019) for PLN Grid Jamali, which is 0.87
0,87 kgCO2/Kwh, sebagai berikut. kgCO2/Kwh, as follows.
Tabel Emisi Cakupan 2
Table of (Scope 2) Emissions
Satuan
Keterangan 2025 2024 2023 Description
Unit
Listrik KWh 11.159.756 10.734.387 12.241.780 Electricity
Emisi yang Dihasilkan Kg CO2eq 9.708.987,72 8.480.166,01 11.433.822 Emissions produced
Tabel Emisi Cakupan 1 dan 2
Table of (Scope 1) and (Scope 2) Emissions
Satuan
Keterangan 2025 2024 2023 Description
Unit
Emisi Cakupan 1 Kg CO2eq 2.845.257,54 4.149.248,59 3.624.390 Emission Scope 1
Emisi Cakupan 2 Kg CO2eq 9.708.987,72 8.480.166,01 11.433.822 Emission Scope 2
Total Kg CO2eq 12.554.245 12.629.414,60 15.058.212 Total
Ton CO2eq 12.554,25 12.629,41 15.058
Jumlah Pegawai Pegawai 3.544 3.397 3.136 Number of Employee
Jumlah Pendapatan Bunga Dalam Jutaan
3.665.509 3.441.586 3.387.481 Total Net Interest Income
Bersih Rupiah
Intensitas Emisi GRK/ Ton CO2-eq/ Intensity of GHG Emission/
3,54 3,72 4,80
Pegawai Pegawai Employee
Intensitas Emisi GRK/ Ton CO2-eq/ Intensity of GHG Emission /
0,003 0,004 0,004
Pendapatan Juta Rupiah Revenue
Emisi gas rumah kaca tidak langsung lainnya (Cakupan 3) Other indirect greenhouse gas (GHG) emissions (Scope 3)
dihitung dengan kalkulator emisi karbon yang dikeluarkan oleh are calculated using a carbon emissions calculator issued by
Organisasi Penerbangan Sipil International (International Civil the International Civil Aviation Organization. Emissions are
Aviation Organization/ICAO). Emisi dihitung berdasarkan kelas calculated based on the economy class and the travel distance
2025 Sustainability Report 163
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ekonomi dan jarak perjalanan antara bandara keberangkatan between departure and destination airports. The business
dan tujuan. Perjalanan dinas yang dilaporkan merupakan travel reported represents air travel undertaken by the Board
perjalannan dengan menggunakan pesawat terbang yang of Commissioners, the Board of Directors, and all employees,
dilakukan oleh Dewan Komisaris, Direksi dan seluruh karyawan, as follows.
sebagai berikut.
Tabel Emisi Cakupan 3
Table of (Scope 3) Emissions
Satuan
Keterangan 2025* 2024* 2023** Description
Unit
Perjalanan Dinas
Official travel
Dewan Komisaris dan Board of Commissioners
Ton CO2-eq 30,8 45,68 26,47
Direksi and Directors
Karyawan Ton CO2-eq 129,7 148,63 - Employee
Total Ton CO2-eq 160,5 194,31 26,.47 Total
Jumlah Dewan Komisaris Orang Number of Board of
8 9 9
dan Direksi People Commissioners and Directors
Orang
Karyawan 3.544 3.397 Employee
People
Ton CO2-eq/ Intensity of GHG
Intensitas Emisi GRK bagi
People Emission for the Board of
Dewan Komisaris dan 3,85 5,08 2,94
Ton CO2-eq/ Commissioners and
Direksi
Orang Directors
Ton CO2-eq/
Intensitas Emisi GRK People Intensity of GHG Emission
0,05 0,06 -
Karyawan Ton CO2-eq/ for Employee
Orang
Keterangan/ Notes:
*) Perjalanan Dinas Seluruh Karyawan
**) Perjalanan Dinas Dewan Komisaris dan Direksi
*) Business travel of all employees
**) Business travel of the Board of Commissioners and Board of Directors
Tabel Intensitas Emisi Cakupan 1, 2, dan 3
Table of Scope 1, 2, and 3 Emission Intensity
Satuan
Keterangan 2025 2024 2023 Description
Unit
Emisi Cakupan 1 Kg CO2eq 2.845.258 4.149.248,59 3.624.390 Emission Scope 1
Emisi Cakupan 2 Kg CO2eq 9.708.987,72 8.480.166,01 11.433.822 Emission Scope 2
Emisi Cakupan 3 Kg CO2eq 160,5 194.314 26.467,6 Emission Scope 3
Total Kg CO2eq 12.554.406 12.823.728,60 15.084.680 Total
Ton CO2eq 12.554,41 12.824 15.085
Jumlah Pegawai Pegawai 3.544 3.397 3.136 Number of Employee
Jumlah Pendapatan Bunga Dalam Jutaan
3.665.509 3.441.586 3.387.481 Total Net Interest Income
Bersih Rupiah
Intensitas Emisi GRK/ Ton CO2-eq/ Intensity of GHG Emission/
3,54 3,78 4,81
Pegawai Pegawai Employee
Intensitas Emisi GRK/ Ton CO2-eq/ Intensity of GHG Emission /
0,003 0,004 0,004
Pendapatan Juta Rupiah Revenue
164 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Financed Emission Financed Emission
Di tahun 2025, Bank Mandiri Taspen telah melakukan In 2025, Bank Mandiri Taspen conducted an initial calculation
perhitungan financed emission. Namun demikian, Bank Mandiri of financed emissions. However, the Bank had not yet been able
Taspen saat ini belum dapat melakukan perhitungan total to comprehensively calculate total emissions from its financing
emisi dari aktivitas pembiayaan (financed emission) secara activities (financed emissions). This was due to limitations in the
komprehensif. Hal ini disebabkan keterbatasan ketersediaan availability of appropriate methodologies and tools to measure
metode dan tools yang sesuai untuk mengukur emisi, emissions, particularly within the individual loan portfolio in
terutama pada portofolio kredit individu di sektor UMKM yang the MSME sector, which represents the Bank’s core business
merupakan segmen bisnis utama Bank. Berdasarkan kajian segment. Based on the Bank’s assessment, this challenge is
yang kami lakukan, tantangan ini umum dihadapi oleh industri commonly faced across the banking industry, given the limited
perbankan, mengingat keterbatasan data aktivitas debitur, availability of debtor activity data, the diverse characteristics of
variasi karakteristik usaha UMKM, serta belum adanya standar MSME businesses, and the absence of standardized technical
teknis yang seragam untuk penghitungan emisi di level mikro. approaches for emissions calculation at the micro level.
Sebagai upaya awal, Bank telah melakukan estimasi As an initial effort, the Bank estimated financed emissions
financed emission dengan menggunakan pendekatan proxy using a proxy approach based on international methodologies
berdasarkan metodologi internasional yang dikembangkan developed by the Partnership for Carbon Accounting Financials
oleh Partnership for Carbon Accounting Financials (PCAF). (PCAF). Based on calculations using 2024 data, the estimated
Berdasarkan perhitungan untuk data tahun 2024, diperoleh financed emissions amounted to approximately 3.46 million
estimasi financed emission sebesar ~3,46 juta tCO₂eq. Hasil tCO₂eq. While this result has not yet been validated, it provides
ini belum dapat divalidasi namun dapat memberikan gambaran a preliminary indication of the potential financed emissions
awal mengenai potensi financed emission dari portofolio associated with the Bank’s financing portfolio.
pembiayaan Bank.
Asumsi dan Metodologi Assumptions and Methodology
Risiko Skenario Sektor Kebutuhan Data Analisis Transmisi Risiko
Risk Scenario Sector Data Requirements Risk Transmission Analysis
• Banjir • Pertanian, Kehutanan, dan Perikanan. • Data Makroekonomi • Risiko Kredit
• Pertambangan & Penggalian
• Kebakaran • Pengadaan listrik, gas, uap/air panas.
• Data Debitur (data • Risiko Pasar
• Flood dan udara dingin. keuangan, data emisi, • Risiko Operasional
• Fire
• Kontruksi data sectoral spresifik) • Risiko Lainnya
Fisik • Pengangkutan Pergudangan • Data Proxy Emisi melalui
• Industri Pengolahan • Credit Risk
Physic • Pengelolaan air, air Limbah, daur PCAF Web Based • Market Risk
ulang sampah, dan aktivitas remediasi
• Penyediaan Akomodasi dan Makan • Macroeconomic Data • Operational Risk
Minum • Debtor Data (financial • Other Risks
• Perdagangan Besar dan Eceran data, emissions data,
• Real Estate
sector-specific data)
• Agriculture, Forestry, and Fisheries • Emissions Proxy Data
• Mining and Quarrying
• Electricity, Gas, Steam/Hot Water, and through PCAF Web-
• Orderly : Net Zero 2025 Air Conditioning Supply Based Platform
• Disorderly : Delayed • Construction
Transition • Transportation and Warehousing
• Manufacturing
• Hot House : Current Policy • Water Supply, Wastewater
Transisi Management, Waste Recycling, and
Transition Remediation Activities
• Accommodation and Food Service
Activities
• Wholesale and Retail Trade
• Real Estate Activities
Alur Pengerjaan CRMS CRMS Workflow
Sampling Asset Pelaksanaan Analisa Hasil Pelaporan dan
dan Ekuitas Debitur Stress Testing dan Mitigasi Penyusunan Materi
Scenario
Analysis Reporting and
Sampling of Debtor Implementation of Analysis of Results
Preparation of
Assets and Equity Stress Testing and Mitigation Materials
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Asumsi dan Metodologi Model ECL Assumptions and Methodology of the ECL
Model
Scenario Model BMTP Existing Model Method & Parameter
• Regresi linier 1 variabel untuk forecast MeV
Jangka Pendek • Baseline Segmen Pensiun • GDP Growth Single-variable linear regression for MEV forecasting
Short Term • Stress Pension Segment • Salary Index
Data MeV historis Regresi Model Terpilih
Jan-16 s/d Jan-23 Linear Selected Model
• Current Policies
Jangka Panjang Segmen KSM • GDP Growth
• Delayed Transition
Long Term KSM Segment • Unemployee Rate
• Net Zero 2050 • Forecast MeV • Perhitungan ECL
MeV Forecast ECL Calculation
Segmen Non KSM • Inflation Rate Variable
Y
Variable
X
Result Forecast MeV tiap
• Bali Flight Passenger Scenario
Forecast MeV OJK Non-KSM
Ammount
MEV Forecast for Each
Segment Salary
BI Rate FAIL Scenario
Index
* Proxy menggunakan segmen pensiuan PD
• Suku Bunga - BI • Interest Rate – Salary Inflation
Proxy using the pension segment Index Rate
FAIL
LGD
Rate BI Rate
EAD
• Jumlah • Population
Salary GDP
Penduduk Index Growth
FAIL
• Nilai Tukar USD/ • USD/IDR Uji Korelasi / Correlation Testing Perhitungan ECL
IDR Exchange Rate Salary Unemployee ECL Calculation
FAIL
• Inflation Rate • Inflation Rate Index Rate
• GDP Growth • GDP Growth MeV OJK MeV BMTP
• Unemployee • Unemployment
• Dari 144 kombinasi model dijalankan tidak
Rate Rate
• BI Rate terdapat model yang lolos uji (FAIL)
• Harga Batubara • Coal Prices
• Inflation Rate Out of 144 model combinations tested, none of
• Harga Gas • Gas Prices • Salary Index
• GDP Growth the models passed the assessment (all failed).
• Harga Minyak • Oil Prices
• Unemployee Rate
• Data Emisi • Emissions Data
• Sehingga forecast salary index menggunakan
• Harga Karbon • Carbon Price
proxy kenaikan inflasi tahunan
• Energi • Energy
Accordingly, the salary index forecast is derived
using the annual inflation growth as a proxy.
Adapun emisi dari pembiayaan di tahun 2024, sebagai berikut. The financed emissions for 2024 were as follows.
Emisi Pembiayaan 2024
Financed Emissions 2024
Baki Debet Sector Emission Proxy Debitur Emission
Baki Debet (Million Euro) (tCO2e/M. Euro) (tCO2e/M. Euro) Total Proxy
Sektor Ekonomi Scope 1 Scope 2 Sector Emission Proxy Debitur Emission Emission
Economic Sector Outstanding Outstanding (tCO2e/M. Euro) (tCO2e/M. Euro) (tCO2e/M.
Balance Balance Scope Scope Scope Scope Scope Scope Euro)
(Million Euro) 1 2 3 1 2 3
Klasifikasi Sektor Pertanian,
Classification Ekonomi Kehutanan
LBUT dan
LBUT Perikanan
Economic Agriculture,
Sector Forestry, and
Fisheries
Sub Sektor Pertanian
Ekonomi Padi Hibrida
(Antasena) Hybrid Rice
Economic Farming
Sub-Sector
(Antasena) Rp 16.966.479 0,001 4.478 38 384 4,49 0,04 0,38 4,91
PCAF Classification Agriculture,
Level 1 hunting,
Classification forestry &
Level 1 fishing
Agriculture,
hunting,
forestry &
fishing
Classification Paddy Rice
Level 2
Classification
Level 2
166 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen Berdasarkan hasil evaluasi pengukuran CRMS di tahun 2024, Based on the evaluation of the CRMS measurement in Bank Mandiri Taspen mengalami beberapa keterbatasan di 2024, Bank Mandiri Taspen encountered several limitations, antaranya meliputi profil debitur pensiunan, kebutuhan data including the characteristics of its pensioner debtor profile, the yang lebih granular, keterbatasan model analitik, penentuan need for more granular data, limitations in analytical models, skenario iklim, keterbatasan kapasitas SDM, penyesuaian challenges in determining climate scenarios, limited human proses internal, sifat CRST yang relative baru, dan kompleksitas capital capacity, the need for adjustments to internal processes, perhitungan. Pelaporan CRST ini merupakan pengalaman the relatively new nature of CRST, and the complexity of the pertama bagi Bank, Kedepannya dibutuhkan persiapan calculations. This CRST reporting represented the Bank’s yang lebih baik dari sisi persiapan data & metodologi untuk first experience. Going forward, more thorough preparation menghasilkan Laporan yang dapat memberikan added value will be required, particularly in terms of data readiness and terhadap Bank, khususnya dalam menghadapi risiko terkait methodology, to produce reports that provide added value to iklim. the Bank, especially in addressing climate-related risks. Upaya dan Pencapaian Pengurangan Emisi Attempts and Achievements of Emission Yang Dilakukan [OJK F.12] Reduction Conducted [OJK F.12] Bank Mandiri Taspen menyadari bahwa emisi Gas Rumah Kaca Bank Mandiri Taspen recognized that greenhouse gas (GHG) (GRK) yang dihasilkan dari aktivitas operasional perusahaan emissions generated from its operational activities had the berpotensi memberikan kontribusi terhadap peningkatan potential to contribute to rising global temperatures, leading suhu bumi yang memicu terjadinya pemanasan global serta to global warming and climate change. This awareness berdampak pada perubahan iklim. Kesadaran tersebut encouraged the Bank to take responsible measures in mendorong Bank Mandiri Taspen untuk mengambil langkah- managing and reducing emissions arising from its operations. langkah yang bertanggung jawab dalam mengelola dan Accordingly, Bank Mandiri Taspen committed to reducing GHG mengurangi emisi yang dihasilkan dari kegiatan operasionalnya. emissions in line with efforts to improve energy efficiency. This Oleh karenanya, Bank Mandiri Taspen berkomitmen untuk commitment was formally outlined in the Sustainable Finance melakukan reduksi emisi GRK yang dilakukan sejalan dengan Action Standard Procedure No. SP/022/X/2025 dated 27 upaya efisiensi penggunaan energi. Komitmen tersebut juga October 2025, which served as a guideline for implementing telah dituangkan secara formal dalam Standar Prosedur GHG emission management and reduction initiatives within the Aksi Keuangan Berkelanjutan Nomor SP/022/X/2025 yang Bank. ditetapkan pada tanggal 27 Oktober 2025, sebagai pedoman dalam pelaksanaan upaya pengelolaan dan pengurangan emisi GRK di lingkungan Bank Mandiri Taspen. Bank Mandiri Taspen telah menetapkan baseyear emisi GRK yaitu Bank Mandiri Taspen established 2024 as the base year tahun 2024 dengan baseline 12.269 Ton CO2eq. Sepanjang for GHG emissions, with a baseline of 12,269 tons of CO₂ tahun 2025, Bank Mandiri Taspen berhasil mencapai target equivalent (tCO₂eq). Throughout 2025, the Bank achieved sebesar 97,73% dibandingkan dengan target penurunan di tahun 97.73% of its targeted reduction, compared to the 2025 target 2025 yang sebesar 12.554,41 Ton CO2eq. Jika dibandingkan of 12,554.41 Ton CO₂eq. When compared to the baseline, dengan baseline, Bank Mandiri Taspen berhasil menurunkan Bank Mandiri Taspen successfully reduced its emissions by emisi yang dihasilkan sebesar 1.383 Ton CO2eq. 1,383 Ton CO₂eq. Aspek Limbah dan Efluen Waste and Effluent Aspects Jumlah Limbah dan Efluen yang Dihasilkan Amount of Waste and Effluent Produced Berdasarkan Jenis [OJK F.13] Based on Types [OJK F.13] Dalam menjalankan aktivitas bisnisnya, Bank Mandiri Taspen In conducting its business activities, Bank Mandiri Taspen menghasilkan limbah B3 dan Non B3. Limbah B3 yang generated both hazardous (B3) and non-hazardous waste. dihasilkan di antaranya catridge bekas tinta, limbah elektronik, Hazardous waste included used printer cartridges, electronic dan botol bekas pengharum ruangan. Sedangkan limbah Non waste, and used air freshener bottles. Meanwhile, non- B3 yang dihasilkan di antaranya alat tulis kantor bekas pakai, hazardous waste included used office supplies, food waste, sisa makanan, air AC dan air bekas pemakaian toilet. Di tahun air conditioning condensate water, and wastewater from 2025 Sustainability Report 167
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2025 Bank Mandiri Taspen telah menghitung limbah yang sanitation facilities. In 2025, Bank Mandiri Taspen calculated
dihasilkan atas aktivitas operasional Bank yang berasal dari the waste generated from its operational activities at the Head
Kantor Pusat, sebagai berikut. Office, as follows.
(Dalam Ton/in Ton)
Keterangan 2025 2024 Description
Sampah Organik 18,61 8,86 Organic Waste
Sampah Anorganik 14 7,85 Inorganic Waste
Sampah Residu 8,2 7,07 Residual Waste
Sampah B3 0,36 0,05 Hazardous Waste (B3)
Jumlah 41,17 23,82 Total
Mekanisme Pengelolaan Limbah dan Efluen Waste and Effluent Management
[OJK F.14] Mechanism [OJK F.14]
Pada tahun 2025, Bank Mandiri Taspen menerapkan In 2025, Bank Mandiri Taspen implemented a waste
mekanisme pengelolaan limbah yang mengacu pada prinsip management mechanism based on compliance with applicable
kepatuhan terhadap peraturan perundang-undangan serta regulations and responsible environmental practices. The Bank
praktik pengelolaan lingkungan yang bertanggung jawab. collaborated with third-party providers that have integrated
Bank bekerja sama dengan pihak ketiga yang memiliki sistem (circular) waste management systems to handle the collection
pengelolaan limbah terintegrasi (circular waste management) and processing of waste generated from operational activities,
untuk melakukan pengangkutan dan pengolahan limbah yang particularly at the Head Office. All operational waste was
dihasilkan dari kegiatan operasional, khususnya di Kantor Pusat. not managed directly by the Bank but was collected daily by
Seluruh limbah operasional tidak dikelola secara langsung oleh third parties and transported to waste banks. At this stage,
Bank, melainkan diangkut setiap hari oleh pihak ketiga untuk the waste was sorted by type before the final residue was
kemudian dikumpulkan di bank sampah. Pada tahap tersebut, delivered to temporary disposal facilities in accordance with
limbah dilakukan pemilahan berdasarkan jenisnya sebelum prevailing regulations.
residu akhir diserahkan ke tempat penampungan sementara
sesuai ketentuan yang berlaku.
Adapun untuk limbah bahan berbahaya dan beracun (B3), For hazardous and toxic waste (B3), collection was carried out
pengangkutan dilakukan setelah mencapai kapasitas tertentu, after reaching certain capacity thresholds, namely grease waste
yaitu limbah lemak sebesar 100–150 kilogram (kg) dan limbah of 100–150 kilograms and lamp waste of 4–6 drums with a
lampu sebanyak 4–6 drum dengan kapasitas ±200 liter. capacity of approximately 200 liters each. This mechanism
Mekanisme ini memastikan bahwa pengelolaan limbah B3 ensured that B3 waste was managed safely, in a controlled
dilakukan secara aman, terkontrol, dan sesuai dengan standar manner, and in compliance with applicable environmental
lingkungan yang berlaku. standards.
Sebagai bagian dari penguatan pengelolaan limbah, khususnya As part of strengthening waste management, particularly
limbah plastik, Bank Mandiri Taspen juga mengimplementasikan plastic waste, Bank Mandiri Taspen also implemented a circular
inisiatif berbasis ekonomi sirkular melalui penyediaan mesin economy-based initiative through the provision of Reverse
Reverse Vending Machine (RVM) yang bekerja sama dengan Vending Machines (RVM) in collaboration with PlasticPay. As
Plasticpay. Hingga tahun 2025, Bank telah mengoperasikan of 2025, the Bank had operated 2 (two) RVM units that could
2 (dua) unit mesin RVM yang dapat dimanfaatkan oleh be utilized by the public to separately collect used plastic
masyarakat umum untuk mengumpulkan botol plastik bekas bottles from other types of waste.
secara terpisah dari limbah lainnya.
Limbah botol plastik yang terkumpul melalui mesin RVM Plastic bottle waste collected through the RVM machines
selanjutnya dikelola oleh mitra pengelola untuk didaur ulang, was subsequently managed by waste management partners
sehingga tidak tercampur dengan limbah residu dan memiliki for recycling, ensuring that it was not mixed with residual
nilai guna kembali. Sepanjang periode 1 Januari hingga 31 waste and could be reused. Throughout the period from 1
Desember 2025, tercatat pengumpulan botol plastik sebanyak January to 31 December 2025, a total of 90,500 plastic bottles
90.500 botol atau setara dengan 1.692,35 kg. Program ini juga were collected, equivalent to 1,692.35 kg. The program also
mendorong partisipasi 267 orang dengan total 3.059 transaksi encouraged participation from 267 individuals, with a total of
serta menghasilkan distribusi poin sebesar 5.068.045 poin 3,059 transactions and the distribution of 5,068,045 points to
kepada pengguna sebagai insentif perubahan perilaku. users as behavioral incentives.
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Dari sisi dampak lingkungan, inisiatif ini berkontribusi terhadap From an environmental impact perspective, this initiative
pengurangan jejak karbon sebesar 8.959.500 gram CO₂ serta contributed to a reduction in carbon footprint by 8,959,500
penyelamatan lahan sebesar 1.429,90 m². Melalui pendekatan grams of CO₂ and land preservation of 1,429.90 m². Through
ini, Bank Mandiri Taspen tidak hanya memastikan bahwa this approach, Bank Mandiri Taspen not only ensured that all
seluruh proses pengelolaan limbah dilakukan secara aman dan waste management processes were carried out safely and in
sesuai regulasi, tetapi juga secara aktif mendorong penerapan compliance with regulations but also actively promoted the
prinsip reduce, reuse, recycle (3R) serta peningkatan kesadaran implementation of the reduce, reuse, recycle (3R) principles
lingkungan di kalangan pemangku kepentingan. and increased environmental awareness among stakeholders.
Dashboard RVM & Dropbox
in Collecting & Recycling Plastic Bottle
Jan 1, 2025 - Dec 31, 2025
Collection Botol Plastik Terkumpul (kg) Botol Plastik Terkumpul (pcs)
Points Plastic Bottles Collected (kg) Plastic Bottles Collected (pcs)
2 1,692.35 90,500
Jumlah Masyarakat Partisipasi
Jumlah Transaksi Jumlah Poin Terkirim
Number of Participating Number of Transactions Number of Points Sent
Communities
267 3,059 5,068,045
Jejak Karbon yang
Berhasil Dikurangi (gram) Lahan yang Terselamatkan (m3)
Land Saved (m3)
Kementrian
Successfully Reduced
Carbon Footprint (grams) Pekerjaan Umum
1,429.90 Last update Dec 31, 2025
8,959,500
Tumpahan Yang Terjadi [OJK F.15] Significant Spills [OJK F.15]
Sampai dengan akhir tahun 2025, tidak terdapat tumpahan By the end of 2025, there were no spills occurring in Bank
yang terjadi dalam kegiatan operasional Bank Mandiri Taspen. Mandiri Taspen’s operational activities.
Aspek Pengaduan Terkait Lingkungan Environmental Complaint Aspects
Hidup
Jumlah Dan Materi Pengaduan Lingkungan Number Of Material Of Environmental
Hidup Yang Diterima dan Diselesaikan [OJK Complaints Received And Resolved [OJK F.16]
F.16]
Komitmen yang dimiliki oleh Bank Mandiri Taspen dalam menjaga Bank Mandiri Taspen’s commitment to maintaining the
lingkungan sekitar wilayah operasional memberikan hasil environment around its operational areas resulted in no
bahwa sepanjang tahun 2025 tidak terdapat pengaduan terkait environmental-related complaints being received throughout
lingkungan yang diterima oleh Bank Mandiri Taspen, baik di 2025, either at the Head Office or other office locations.
kantor pusat maupun di lokasi kantor lainnya. Maka dari itu, tidak Accordingly, there was no information to report regarding the
terdapat informasi tentang jumlah dan materi pengaduan yang number and substance of complaints received and resolved by
diterima dan diselesaikan oleh Bank Mandiri Taspen. Bank Mandiri Taspen.
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Sustainability Performance
Kinerja Sosial
Social Performance
Komitmen Untuk Memberikan Layanan Commitment to Providing Equal
atas Produk dan/atau Jasa yang Setara Products and/or Services to Consumers
Kepada Konsumen [OJK F.17, FS15] [OJK F.17, FS15]
Bank Mandiri Taspen senantiasa menjunjung tinggi kesetaraan Bank Mandiri Taspen consistently upheld the principle of
termasuk memberikan pelayanan yang setara kepada equality, including providing equal service to all consumers.
konsumen. Bank Mandiri Taspen senantiasa memastikan The Bank ensured that all customers received fair and
bahwa semua konsumen mendapatkan perlakukan yang sama consistent treatment by implementing high service standards.
dengan menetapkan standar pelayanan terbaik. Komitmen This commitment was in line with Law No. 8 of 1999
tersebut sesuai dengan Undang-Undang Nomor 8 Tahun 1999 concerning Consumer Protection (State Gazette of the Republic
tentang Perlindungan Konsumen (Lembaran Negara Republik of Indonesia Year 1999 No. 22, Supplement to State Gazette
Indonesia Tahun 1999 Nomor 22, Tambahan Lembaran Negara No. 3821) and Financial Services Authority Regulation No. 6/
Republik Indonesia Nomor 3821) dan Peraturan Otoritas Jasa POJK.07/2022 concerning Consumer and Public Protection in
Keuangan Nomor 6/POJK.07/2022 tentang Perlindungan the Financial Services Sector.
Konsumen dan Masyarakat di Sektor Jasa Keuangan.
Bank Mandiri Taspen senantiasa berkomitmen untuk Bank Mandiri Taspen remained committed to establishing a
menciptakan sistem perlindungan konsumen yang handal robust consumer protection system and fostering a financial
serta mewujudkan sistem keuangan yang tumbuh secara system that grows sustainably, remains stable, and is capable
berkelanjutan, stabil dan mampu melindungi kepentingan of safeguarding the interests of consumers and the public. As
konsumen dan masyarakat. Sebagai wujud dari komitmen part of this commitment, the Bank established a Consumer &
tersebut Bank Mandiri Taspen telah membentuk Unit Public Protection Unit on 18 October 2022 under the Electronic
Perlindungan Konsumen & Masyarakat pada 18 Oktober 2022 Channel Operations Department, Central Operations Division,
di Departemen Electronic Channel Operations, Divisi Central as mandated by Financial Services Authority Regulation No. 6/
Operation sebagaimana diamanatkan oleh ketentuan POJK POJK.07/2022 concerning Consumer and Public Protection in
No. 6/POJK. 07/2022 tentang Perlindungan Konsumen dan the Financial Services Sector, which has since been updated
Masyarakat di Sektor Jasa Keuangan yang saat ini telah diubah to Financial Services Authority Regulation (POJK) No. 22 of
menjadi Peraturan Otoritas Jasa Keuangan (POJK) Nomor 22 2023. The Consumer Protection Unit was responsible for the
Tahun 2023 tentang Pelindungan Konsumen dan Masyarakat following:
di Sektor Jasa Keuangan. Unit Pelindungan Konsumen
bertanggung jawab dalam beberapa hal sebagai berikut:
1. Memberikan sosialisasi kepada seluruh Pegawai di Pelaku 1. Providing socialization to all employees within Financial
Usaha Jasa Keuangan (PUJK) mengenai Pelindungan Services Business Actors (PUJK) regarding consumer and
Konsumen dan masyarakat; public protection;
2. Mengkoordinasikan proses perencanaan dan pelaksanaan 2. Coordinating the planning and implementation of PUJK
kepatuhan PUJK terhadap ketentuan mengenai compliance with regulations on consumer and public
Pelindungan Konsumen dan masyarakat di sektor jasa protection in the financial services sector;
keuangan;
3. Berkoordinasi dengan unit terkait untuk pemantauan dan 3. Coordinating with relevant units to monitor and evaluate
evaluasi atas pelaksanaan kepatuhan PUJK terhadap the implementation of PUJK compliance with consumer
ketentuan mengenai Pelindungan Konsumen dan and public protection regulations;
masyarakat di sektor jasa keuangan;
4. Melaporkan kepada Direksi mengenai implementasi 4. Reporting to the Board of Directors on the implementation
Pelindungan Konsumen dan masyarakat, serta memberikan of consumer and public protection, and providing
rekomendasi untuk perbaikan dan pengembangan recommendations for improvements and development;
Pelindungan Konsumen dan masyarakat;
5. Mengkoordinasikan penyusunan dan penyampaian laporan 5. Coordinating the preparation and submission of reports
terkait Pelindungan Konsumen dan masyarakat di sektor; related to consumer and public protection in the financial
services sector;
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PT Bank Mandiri Taspen
6. Peraturan perundang-undangan di sektor jasa keuangan; 6. Ensuring compliance with applicable laws and regulations
in the financial services sector;
7. Menerima, menangani dan menyelesaikan Pengaduan 7. Receiving, handling, and resolving complaints submitted
yang disampaikan oleh Konsumen; by consumers;
8. Menyusun materi penanganan Pengaduan yang akan 8. Preparing complaint-handling materials to be included
dicantumkan dalam laporan tahunan, laman (website), in annual reports, websites, and/or other official media
dan/atau media lain yang dikelola secara resmi oleh PUJK; managed by the PUJK;
9. Menjadi penghubung penanganan Pengaduan yang 9. Acting as a liaison in handling complaints submitted by
disampaikan Konsumen kepada Otoritas Jasa Keuangan consumers to the Financial Services Authority and/or other
dan/atau otoritas lainnya; dan authorities; and
10. Tugas lain dalam Pelindungan Konsumen. 10. Performing other duties related to consumer protection.
Pemenuhan ketentuan tersebut dilengkapi dengan Standar Compliance with these provisions was supported by Standard
Prosedur sebagai pedoman pelaksanan aktivitas terkait Procedures as guidelines for implementing activities related
perlindungan konsumen dan masyarakat di Bank Mandiri to consumer and public protection at Bank Mandiri Taspen,
Taspen yang diatur dalam Standar Prosedur Perlindungan as stipulated in the Consumer and Public Protection Standard
Konsumen dan Masyarakat Nomor SP/008/VII/2025 tanggal Procedure No. SP/008/VII/2025 dated 30 July 2025 (Edition
30 Juli 2025 Edisi 2 Perubahan 1 pada prinsip perlindungan 2, Amendment 1). These procedures covered the following
konsumen yang mencakup: consumer protection principles:
a. edukasi yang memadai; a. adequate education;
b. keterbukaan dan transparansi informasi produk dan/atau b. disclosure and transparency of product and/or service
layanan; information;
c. perlakuan yang adil dan perilaku bisnis yang bertanggung c. fair treatment and responsible business conduct;
jawab;
d. pelindungan aset, privasi, dan data Konsumen; d. protection of consumer assets, privacy, and data;
e. penanganan Pengaduan dan penyelesaian Sengketa yang e. effective and efficient complaint handling and dispute
efektif dan efisien; resolution;
f. penegakan kepatuhan; dan f. enforcement of compliance; and
g. persaingan yang sehat. g. fair competition.
Kebijakan Perlindungan Nasabah Customer Protection Policy
Bank Mandiri Taspen terus berupaya dalam melindungi Bank Mandiri Taspen continuously made efforts to protect
kepentingan nasabah dan memberikan yang terbaik pada customer interests and deliver the best in complying with
pemenuhan Peraturan Otoritas Jasa Keuangan (POJK) Nomor 22 Financial Services Authority Regulation (POJK) No. 22 of 2023
Tahun 2023 tentang Pelindungan Konsumen dan Masyarakat concerning Consumer and Public Protection in the Financial
di Sektor Jasa Keuangan, Peraturan Bank Indonesia Nomor 3 Services Sector, Bank Indonesia Regulation No. 3 of 2023
Tahun 2023 tentang Pelindungan Konsumen Bank Indonesia concerning Consumer Protection by Bank Indonesia, and
dan Peraturan Anggota Dewan Gubernur No 20 Tahun 2023 Board of Governors Regulation No. 20 of 2023 concerning
tentang Tata Cara Pelaksanaan Pelindungan Konsumen Bank Procedures for the Implementation of Consumer Protection by
Indonesia. Bank Indonesia.
Bank Mandiri Taspen selalu menempatkan nasabah sebagai Bank Mandiri Taspen consistently placed customers as a top
prioritas utama yang tidak dapat terpisahkan dari kebijakan priority, which was inseparable from its banking policies,
Perbankan sehingga peningkatan kinerja dilakukan untuk thereby driving performance improvements to create a
menciptakan Customer Experience yang baik. Hal ini positive customer experience. This was reflected in the active
diwujudkan dengan adanya peran aktif dari Customer Service role of Customer Service and the Call Center Team, which
dan Tim Call Center yang bertanggung jawab menangani were responsible for handling customer complaints related
pengaduan nasabah atas produk dan jasa Bank. Tim Call to the Bank’s products and services. The Call Center Team
Center secara konsisten melakukan peningkatan kualitas continuously enhanced the quality of complaint resolution
penyelesaian pengaduan nasabah dengan melakukan evaluasi by conducting periodic evaluations to support corrective
berkala untuk tindakan perbaikan dan percepatan penyelesaian actions and accelerate resolution times. Bank Mandiri Taspen
pengaduan nasabah. Bank Mandiri Taspen secara konsisten consistently maintained the quality of customer complaint
terus mempertahankan kualitas penyelesaian pengaduan handling.
nasabah.
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Bank Mandiri Taspen aktif berpartisipasi dalam Working Group The Bank also actively participated in the Banking Mediation
Mediasi Perbankan yang bekerja sama dengan Bank Indonesia Working Group in collaboration with Bank Indonesia, the
dan OJK serta bank-bank lainnya untuk menyelenggarakan Financial Services Authority (OJK), and other banks to conduct
program edukasi nasabah, baik dalam bentuk seminar customer education programs, including banking seminars and
perbankan maupun kegiatan lainnya. other related activities.
Literasi dan Inklusi Keuangan [FS16, FS13, FS14, Financial Literacy and Inclusion [FS16, FS13,
FN-CB-240a.3, FN-CB-240a.4] FS14, FN-CB-240a.3, FN-CB-240a.4]
Dalam rangka menjalankan amanat dari Peraturan Otoritas In order to implement the mandate of Financial Services
Jasa Keuangan Republik Indonesia Nomor 6 /POJK.07/2022 Authority Regulation (POJK) No. 6/POJK.07/2022 concerning
tentang Perlindungan Konsumen dan Masyarakat di Sektor Jasa Consumer and Public Protection in the Financial Services
Keuangan, Bank Mandiri Taspen telah melaksanakan kegiatan Sector, Bank Mandiri Taspen conducted Banking Education
Edukasi Perbankan untuk meningkatkan literasi masyarakat. programs to enhance public financial literacy. The obligation
Kewajiban pelaksanaan edukasi ini juga telah diatur dalam to carry out such education activities was also stipulated in the
Kebijakan dan Standar Prosedur Corporate Secretary Bank Corporate Secretary Policy and Standard Procedures of Bank
Mandiri Taspen. Mandiri Taspen.
Pelaksanaan Edukasi Perbankan merupakan bagian dari bagian The implementation of Banking Education formed part of
dari implementasi kegiatan Aksi Keuangan Berkelanjutan the Bank’s Sustainable Finance Action initiatives aimed at
untuk memenuhi Tujuan Pembangunan Berkelanjutan supporting the Sustainable Development Goals (SDGs),
(TPB), seperti kehidupan yang sehat dan sejahtera serta particularly those related to good health and well-being,
berkurangnya kesenjangan dan tanpa kemiskinan. Kegiatan reduced inequalities, and no poverty. These activities enhanced
ini dapat meningkatkan pengetahuan dan pemahaman public knowledge and understanding of banking products and
masyarakat tentang produk dan jasa perbankan sehingga dapat services, thereby improving individuals’ capabilities, skills,
meningkatkan kemampuan, keterampilan dan rasa percaya diri and confidence in financial planning and management in an
masyarakat dalam melakukan perencanaan dan pengelolaan effective and prudent manner through banking institutions.
keuangan secara efektif dan bijaksana melalui lembaga The education programs specifically targeted civil servants
perbankan Kegiatan edukasi perbankan dilaksanakan dengan approaching retirement, ensuring that the knowledge provided
target segmen peserta ASN yang telah mendekati masa purna would be beneficial in preparing their financial readiness for
bakti sehingga dalam memberikan pemahaman tersebut dapat post-retirement life.
bermanfaat dalam mempersiapkan perekonomian setelah
masa purna bakti.
Selama tahun 2025, Bank Mandiri Taspen telah melakukan Throughout 2025, Bank Mandiri Taspen conducted Banking
kegiatan Edukasi Perbankan kepada masyarakat, khususnya Education programs for the public, particularly for pensioners
para pensiunan dan menjelang pensiunan yang telah dilakukan and pre-retirees, across several regions, as outlined below.
di beberapa wilayah, antara lain sebagai berikut.
Jumlah
Peserta Peserta Wilayah Materi
No.
Participant Number of Area Material
Participant
Social Engineering: Hidup lagi Capek-Capeknya, Rekening
Pensiunan Kota Sidoarjo, Provinsi Jawa Jebol Gara-Gara Soceng!
1 100
Retirees Timur Social Engineering: Life Is Already Tough, Don’t Let Your
Account Be Drained by Scams!
Social Engineering: Hidup lagi Capek-Capeknya, Rekening
Pensiunan Kabupaten Mojokerto, Provinsi Jebol Gara-Gara Soceng!
2 113
Retirees Jawa Timur Social Engineering: Life Is Already Tough, Don’t Let Your
Account Be Drained by Scams!
Pensiunan Kota Pekalongan & Slawi, Siap Pensiun, Siap Siaga dan Tetap Waspada
3 141
Retirees Provinsi Jawa Tengah Ready for Retirement, Stay Prepared and Vigilant
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PT Bank Mandiri Taspen
Jumlah
Peserta Peserta Wilayah Materi
No.
Participant Number of Area Material
Participant
Klik Aman, Uang Aman, Bumi Aman dan Pelindungan
Pensiunan Kota Banjarmasin, Provinsi Konsumen
4 122
Retirees Kalimantan Selatan Click Safely, Secure Your Money, Protect the Planet and
Consumer Protection
Pensiunan Kota Palangkaraya, Provinsi Bijak Kelola Uang, Hati Tenang
5 144
Retirees Kalimantan Tengah Manage Your Money Wisely, Peace of Mind Follows
Uang Aman di Masa Pensiun: Kenali Pajak & Hindari
Kota Manado, Provinsi Penipuan Online
6 Pensiunan 147
Sulawesi Utara Secure Your Finances in Retirement: Understand Taxes &
Avoid Online Fraud
Selain itu, dalam menjangkau penduduk yang berada di In addition, to reach populations in remote areas, Bank Mandiri
daerah terpencil, Bank Mandiri Taspen telah menyediakan Taspen had provided access points through collaboration with
titik akses melalui kerjasama dengan Bank Mandiri melalui Bank Mandiri via Agen Mandiri, enabling banking services in
Agen Mandiri untuk menyediakan layanan Bank pada daerah areas not yet served by Bank Mandiri Taspen branch offices.
yang belum dilayani oleh kantor cabang Bank Mandiri Taspen. The presence of Agen Mandiri in remote regions facilitated
Hadirnya Agen Mandiri di wilayah terpencil juga memberikan pensioners and the general public in accessing basic banking
kemudahan bagi para pensiunan dan masyarakat umum dalam services, such as cash withdrawals, payments, and other
mengakses layanan perbankan dasar, seperti penarikan dana, transactions, without the need to travel long distances to
pembayaran, dan transaksi lainnya tanpa harus melakukan branch offices. This initiative also formed part of the Bank’s
perjalanan jauh ke kantor cabang. Hal ini juga sebagai salah strategy to enhance financial inclusion.
satu strategi Bank dalam meningkatkan inklusi keuangan.
Bank Mandiri Taspen senantiasa meningkatkan akses layanan Bank Mandiri Taspen consistently improved access to financial
keuangan yang dapat dijangkau dengan mudah oleh seluruh services to ensure they were easily accessible to all segments
kalangan masyarakat, termasuk nasabah penyandang of society, including customers with disabilities. The Bank
disabilitas. Bank Mandiri Taspen terus berupaya untuk continued to enhance service accessibility by providing home
memberikan kemudahan layanan dengan menyediakan home service for customers with disabilities, allowing account
service bagi nasabah penyandang disabilitas, yaitu layanan opening services to be conducted directly at the customer’s
pembukaan rekening yang dilakukan secara langsung di residence as part of its commitment to inclusivity and ease of
kediaman nasabah sebagai bentuk komitmen inklusi dan access to banking services.
kemudahan akses terhadap layanan perbankan.
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Pada Kantor Operasional Bank telah dilengkapi fasilitas yang Operational offices were also equipped with disability-friendly
ramah untuk nasabah penyandang disabilitas, diantaranya facilities, including ramps for wheelchair users at all branch
menyediakan jalur landai (ramp) bagi pengguna kursi roda di offices, complete with handrails and non-slip surfaces, as well
seluruh kantor cabang yang dilengkapi pegangan (handrail) as more spacious restrooms with supporting handrails. By
serta permukaan yang tidak licin dan desain toilet yang creating a more accessible environment, the Bank aimed to
lebih luas yang memiliki pegangan. Dengan menghadirkan ensure that all customers, including persons with disabilities,
lingkungan yang lebih mudah diakses, Bank berharap seluruh could experience financial services that were safe, convenient,
nasabah, termasuk penyandang disabilitas, dapat merasakan and equitable.
layanan keuangan yang aman, nyaman, dan setara.
Aspek Ketenagakerjaan Employment Aspects
Kesetaraan Kesempatan Bekerja [Ojk F.18] Equal Employment Opportunity [Ojk F.18]
Bank Mandiri Taspen telah menerapkan kesetaraan Bank Mandiri Taspen applied equal employment opportunity
kesempatan bekerja dalam seluruh proses perekrutan, serta principles across all recruitment processes and provided equal
memberikan peluang yang sama bagi setiap karyawan untuk opportunities for all employees to develop their careers and
mengembangkan karir dan kompetensinya. Bank Mandiri competencies. The Bank continuously expanded its business
Taspen berupaya untuk terus mengembangkan usahanya activities to create broader employment opportunities for the
sehingga dapat menyediakan lapangan kerja yang luas bagi community. In addition, business development efforts also
masyarakat. Selain itu, pengembangan usaha juga akan encouraged collaboration with various parties, which indirectly
mendorong kerja sama dengan berbagai pihak yang secara contributed to job creation for the wider community.
tidak langsung turut membuka lapangan kerja bagi masyarakat.
Dalam Standar Prosedur Sumber Daya Manusia Nomor Under Human Capital Standard Procedure No. SP/027/
SP/027/XI/2025 tanggal 27 November 2025, Bank memiliki XI/2025 dated 27 November 2025, the Bank applied
prinsip dalam rekrutmen calon pegawai yang dilakukan recruitment principles based on merit and competency, without
berdasarkan kompetensi tanpa membedakan keterbatasan discrimination on the basis of physical condition (disability),
fisik (disabilitas), jenis kelamin, golongan, suku, dan ras. Hal gender, class, ethnicity, or race. These principles were also
tersebut juga diterapkan dalam pengembangan karir dan applied in career development and competency enhancement
kompetensi para karyawan. Dengan demikian, Bank Mandiri for employees. Accordingly, Bank Mandiri Taspen was
Taspen berkomitmen tidak menerapkan diskriminasi dalam committed to non-discrimination in its employment policies.
kebijakan ketenagakerjaan. Kebijakan Bank Mandiri Taspen The Bank’s equal employment opportunity policy referred
terkait dengan kesetaraan kesempatan bekerja mengacu pada to Law of the Republic of Indonesia No. 7 of 1984 on the
Undang-Undang Republik Indonesia Nomor 7 Tahun 1984 Ratification of the Convention on the Elimination of All Forms
tentang Pengesahan Konvensi Mengenai Penghapusan Segala of Discrimination Against Women (CEDAW), Law No. 21 of
Bentuk Diskiriminasi terhadap Wanita (Convention On The 1999 on the Ratification of ILO Convention No. 111 concerning
Elimination Of All Forms Of Discrimanation Against Women), Discrimination in Respect of Employment and Occupation,
Undang-Undang Nomor 21 Tahun 1999 tentang Pengesahan and the Guidelines on Equality and Non-Discrimination in the
ILO Convention No. 111 Concerning Discrimination in Respect Workplace in Indonesia issued by the Ministry of Manpower.
of Employment and Occupation (Konvensi ILO Mengenai
Diskriminasi dalam Pekerjaan dan Jabatan), serta Panduan
Kesetaraan dan Non Diskriminasi di Tempat Kerja di Indonesia
(Kementerian Tenaga Kerja dan Transmigrasi RI).
Kebijakan kesetaraan kesempatan bekerja Bank Mandiri The implementation of the Bank’s equal employment
Taspen senantiasa dievaluasi efektivitas pelaksanaannya opportunity policy was regularly evaluated through routine
melalui laporan-laporan rutin terkait kegiatan rekrutmen reports on recruitment and employee development activities.
dan pengembangan karyawan. Sebagai bagian dari evaluasi As part of this evaluation, Bank Mandiri Taspen periodically
penerapan kebijakan ini, Bank Mandiri Taspen secara berkala conducted employee satisfaction and engagement surveys as
mengadakan survei kepuasan dan keterikatan karyawan a channel to gather feedback on human capital policies. The
yang berfungsi sebagai saluran untuk mendapatkan masukan results of these surveys were used as a basis for continuous
mengenai kebijakan SDM yang diterapkan. Hasil dari survei improvement. The survey also served as one of the key
kepuasan karyawan digunakan sebagai dasar untuk perbaikan performance indicators (KPIs) for the Human Capital Division,
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PT Bank Mandiri Taspen
yang berkelanjutan. Survei tersebut juga menjadi salah satu which was accounted for annually. The assessment process
indikator kinerja utama (KPI) bagi Divisi Human Capital yang was conducted in collaboration with third-party experts in
wajib dipertanggungjawabkan setiap tahunnya. Penilaian human resources, ensuring that the evaluation was based on
terhadap survei dilakukan dengan bekerjasama dengan pihak relevant parameters and indices. The principles of equality
ketiga yang ahli di bidang sumber daya manusia, memastikan and non-discrimination were not only implemented internally
bahwa hasil penilaian didasarkan pada parameter dan indeks but also upheld in relationships with external parties. As of
yang relevan. Prinsip kesetaraan dan non-diskriminasi tidak the end of the reporting period, no incidents of discrimination
hanya diterapkan di lingkungan internal perusahaan, tetapi were recorded at Bank Mandiri Taspen; therefore, no corrective
juga dijunjung tinggi dalam hubungan dengan pihak eksternal. actions were required.
Hingga akhir periode pelaporan, tidak ada insiden diskriminasi
yang tercatat di Bank Mandiri Taspen, sehingga tidak ada
tindakan yang perlu diambil untuk menangani masalah
tersebut.
Bank Mandiri Taspen senantiasa memastikan adanya Bank Mandiri Taspen consistently ensured equal employment
kesetaraan kesempatan kerja bagi seluruh karyawan, tanpa opportunities for all employees, regardless of gender. The
memandang gender. Selain itu, Bank Mandiri Taspen terus Bank also remained committed to providing opportunities
berkomitmen untuk memberikan peluang bagi karyawan for female employees to occupy managerial and leadership
wanita agar dapat mengisi posisi manajerial dan kepemimpinan positions on an equal basis. Employee diversity is presented in
yang setara. Keberagaman karyawan disajikan pada tabel- the following tables.
tabel sebagai berikut.
Tabel Keberagaman Karyawan berdasarkan Level Organisasi
Table of Employee Diversity based on Organizational Level
(Dalam Orang/ In units of people)
Jenis Kelamin Kelompok Usia
Level Jabatan Gender Age Group
Level of
Position Pria Wanita
% % Total <30 % 30-50 % >51 % Total
Male Female
Direktur
6 75% 2 25% 8 - - 4 50% 4 50% 8
Director
Senior
Manajemen
25 78% 7 22% 32 0 0% 24 75% 8 25% 32
Senior
Management
Middle
Manajemen
103 81 24 19% 127 2 2% 107 84% 18 14% 127
Middle
Management
Junior
Manajemen
661 64% 375 36% 1.036 385 37% 597 58% 54 5% 1036
Junior
Management
Pelaksana/Staff
907 39% 1.426 61% 2.333 1.426 61% 907 39% 0 0% 2.333
Staff / Officer
Pegawai Dasar
Entry-Level 15 94% 1 6% 16 0 0% 16 100% 0 0% 16
Employee
Jumlah
1.720 48% 1.836 52% 3.556 1.813 51% 1.652 46% 91 3% 3.556
Total
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Perekrutan Karyawan Baru dan Perputaran New Employee Hires and Employee
Karyawan [GRI 401-1] Turnover [GRI 401-1]
Dalam upaya memenuhi kebutuhan sumber daya manusia yang In fulfilling the need for qualified human capital, Bank Mandiri
berkualitas, Bank Mandiri Taspen menyelenggarakan proses Taspen conducted an open recruitment process to attract the
rekrutmen secara terbuka guna menjaring kandidat-kandidat best candidates. This recruitment process was open to all
terbaik. Proses rekrutmen ini ditujukan bagi seluruh warga Indonesian citizens without discrimination based on ethnicity,
negara Indonesia tanpa adanya pembedaan berdasarkan religion, gender, race, political views, or other backgrounds.
suku, agama, jenis kelamin, ras, pandangan politik, maupun Only candidates who fully met the established qualifications
latar belakang lainnya. Hanya kandidat yang benar-benar were declared successful at each stage of the selection process.
memenuhi kualifikasi yang telah ditetapkan yang akan The Bank also maintained a strong commitment to preventing
dinyatakan lolos dalam setiap tahapan seleksi. Bank Mandiri and addressing all forms of unethical practices, including
Taspen juga memiliki komitmen yang kuat untuk mencegah employee recruitment through bribery or undue influence from
dan menanggulangi segala bentuk praktik yang tidak etis, parties with vested interests.
termasuk di antaranya penerimaan karyawan melalui suap
maupun adanya intervensi dari pihak-pihak tertentu yang
memiliki kepentingan pribadi.
The composition of new hires and employee turnover by
Komposisi karyawan baru dan karyawan berhenti bekerja gender, age, and work region is presented in the following
berdasarkan jenis kelamin, usia dan wilayah kerja selengkapnya tables.
disajikan dalam tabel-tabel berikut:
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia
New Employee Recruitment Based on Age Group
Kelompok Usia 2025 2024 2023 Age Group
> 50 Tahun 3 15 15 > 50 years old
30-49 Tahun 96 70 70 30-49 years old
< 30 Tahun 512 609 290 < 30 years old
Total 611 694 375 Total
Komposisi Karyawan Baru Berdasarkan Jenis Kelamin
Composition of New Employees Based on Gender
Jenis Kelamin 2025 2024 2023 Gender
Pria 240 15 15 Male
Wanita 371 609 290 Female
Total 611 694 375 Total
Rekrutmen Karyawan Baru Berdasarkan Wilayah
New Employee Recruitment Based on Work
Wilayah 2025 2024 2023 Working Area
Kantor Pusat 82 15 15 Head Office
Kantor Cabang 529 609 290 Branch Office
Total 611 694 375 Total
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PT Bank Mandiri Taspen
Komposisi Karyawan Berhenti Bekerja Berdasarkan Kelompok Usia
Composition of Employees Leaving Work by Age Group
Kelompok Usia 2025 2024 2023 Age Group
> 50 Tahun 19 32 24 > 50 years old
30-49 Tahun 131 148 137 30-49 years old
< 30 Tahun 314 253 199 < 30 years old
Total 464 433 360 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Jenis Kelamin
Composition of Employees Leaving Work Based on Gender
Jenis Kelamin 2025 2024 2023 Gender
Pria 225 32 24 Male
Wanita 239 148 137 Female
Total 464 433 360 Total
Komposisi Karyawan Berhenti Bekerja Berdasarkan Wilayah Kerja
Composition of Employees Leaving Work Based on Gender
Wilayah 2025 2024 2023 Working Area
Kantor Pusat 54 54 51 Head Office
Kantor Cabang 410 379 309 Branch Office
Total 464 433 360 Total
Berbagai alasan menjadi latar belakang karyawan yang There are various reasons why employees quit their jobs,
berhenti bekerja di antaranya adalah sebagai berikut. details provided as follows.
Latar Belakang Karyawan Berhenti Bekerja
Background of Employees Leaving/Quitting Work
Uraian 2025 2024 2023 Description
Mengundurkan Diri 284 214 167 Resign
Meninggal Dunia 3 3 3 Die
Diberhentikan 156 197 177 Dismissed
Pensiun 21 19 13 Retired
Total 464 433 360 Total
Dalam laporan ini, turnover karyawan diartikan sebagai In this report, employee turnover is defined as the tendency or
kecenderungan atau intensitas individu untuk meninggalkan intensity of individuals to leave an organization (company) for
organisasi (perusahaan) dengan berbagai alasan dan di various reasons, including the desire to get a better job. Thus,
antaranya keinginan untuk mendapatkan pekerjaan yang employees who quit their jobs due to retirement or death are
lebih baik. Dengan demikian, karyawan yang berhenti bekerja not counted as factors in the high or low turnover rate at Bank
karena pensiun atau meninggal tidak dihitung sebagai faktor Mandiri Taspen. The turnover rate or employee turnover rate
tinggi atau rendahnya tingkat turnover di Bank Mandiri Taspen. has been presented as follows.
Tingkat turnover atau angka perputaran karyawan telah
disajikan sebagai berikut.
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Tabel Tingkat Perputaran Karyawan (Turnover)
Table of Employee Turnover Rate
Uraian 2025 2024 2023 Description
Karyawan Baru 611 694 375 New employee
Karyawan meninggalkan Employees left Bank Mandiri
Bank Mandiri Taspen karena 440 214 344 Taspen because of resign and be
mengundurkan diri dan diberhentikan dismissed
Number of employees at the
Jumlah Karyawan Awal Tahun 3.410 3.136 3.121
beginning of the year
Number of employees at the end
Jumlah Karyawan Akhir Tahun 3.544 3.397 3.136
of the year
Tingkat Turnover (Persen) 8,18% 6,64% 0,99 Turnover Rate (Percent)
Turnover Rate Karyawan Berdasarkan Usia (Voluntary Turnover)
Employee Turnover Rate Based on Age (Voluntary Turnover)
Kelompok Usia 2025 2024 2023 Working Area
> 50 Tahun 3,78% 0,91% 2,69% > 50 years old
30-49 Tahun 4,91% 5,14% 4,38% 30-49 years old
< 30 Tahun 11,03% 8,47% 6,46% < 30 years old
Turnover Rate Karyawan Berdasarkan Jenis Kelamin (Voluntary Turnover)
Employee Turnover Rate Based on Gender (Voluntary Turnover)
Uraian 2025 2024 2023 Gender
Pria 7,19% 5,72% 4,94% Male
Wanita 8,78% 7,45% 5,81% Female
Turnover Rate Karyawan Berdasarkan Wilayah Kerja
Turnover Rate Based on Work Area
Wilayah 2025 2024 2023 Working Area
Kantor Pusat 4,43% 3,25% 4,05% Head Office
Kantor Cabang 9,00% 7,47% 5,67% Branch Office
Pelatihan dan Pengembangan Kompetensi Training and Development for Competence
dan Karir [OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3] and Career [OJK F.22, GRI 404-1, GRI 404-2, GRI 404-3]
Bank Mandiri Taspen menyadari bahwa pengembangan sumber Bank Mandiri Taspen recognized that the development of
daya manusia (SDM) yang berkualitas merupakan faktor high-quality human capital was a key factor in supporting the
penting dalam mendukung keberlanjutan serta pertumbuhan Company’s sustainability and growth. Amid globalization and
perusahaan. Di tengah era globalisasi dan tingkat persaingan increasing competition, the Bank ensured that all employees
yang semakin tinggi, Bank perlu memastikan bahwa seluruh possessed competencies that were relevant and aligned with
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PT Bank Mandiri Taspen
karyawan memiliki kompetensi yang relevan serta selaras the evolving demands of the banking industry. Accordingly,
dengan tuntutan industri perbankan yang terus berkembang. Bank Mandiri Taspen was committed to providing equal
Oleh karena itu, Bank Mandiri Taspen berkomitmen untuk opportunities for all employees to enhance their skills and
memberikan kesempatan yang setara kepada seluruh karyawan knowledge through structured and continuous training and
dalam meningkatkan kemampuan dan pengetahuan mereka education programs.
melalui penyelenggaraan program pelatihan dan pendidikan
yang terstruktur dan berkelanjutan.
Bank Mandiri Taspen telah memiliki kebijakan pengembangan The Bank had established an employee competency
kompetensi karyawan yang telah tercantum dalam dalam development policy as outlined in the Human Capital Policy of
Kebijakan Sumber Daya Manusia Bank Mandiri Taspen Bank Mandiri Taspen (KSDMBMTP). Under this policy, the Bank
(KSDMBMTP). Di dalam kebijakan tersebut, Bank memberikan provided equal opportunities for employees at all organizational
kesempatan yang sama kepada para pegawai dalam untuk levels to participate in competency development programs.
mengikuti prorgam kompetensi karyawan di semua level These initiatives included both in-house training and public
organisasi. Pengembangan kompetensi karyawan yang training. Throughout 2025, Bank Mandiri Taspen enrolled its
dilaksanakan meliputi pengembangan kompetensi In House employees in various education and training programs, as
Training dan Public Training. Bank Mandiri Taspen telah detailed below.
mengikutsertakan para karyawan pada berbagai jenis
pendidikan dan pelatihan. Berikut pelatihan dan pendidikan
yang diberikan selama tahun 2025.
Tabel Pelatihan dan Pendidikan
Table of Training and Education
Jumlah Jam Pelatihan dan
Jumlah Karyawan Pendidikan Karyawan
Jenis Pelatihan dan Pendidikan Type of Training and Education
Number of Employees Number of Hours of Employee
Training and Education
Sertifikasi SKKNI 1.153 22.505 SKKNI certification
Sertifikasi Non SKKNI 54 677 Non SKKNI Certification
Peningkatan Kompetensi Lainnya 3.767 70.562 Other Competency Improvements
Non Teknis 603 3.290 Non technical
Leadership 1.009 21.938 Leadership
Bank Mandiri Taspen telah mengalokasikan dana pendidikan Bank Mandiri Taspen allocated a total of IDR 22,356,723,332
dan pelatihan untuk pengembangan kompetensi karyawan for employee education and training in 2025. This amount
selama tahun 2025 tercatat Rp22.356.723.332 jumlah ini decreased compared to 2024 due to adjustments in
mengalami penurunan dibandingkan tahun 2024 dikarenakan development strategies and evolving business dynamics.
adanya penyesuaian strategi pengembangan dan dinamika
bisnis.
Tabel Biaya Pengembangan Kompetensi Karyawan
Table of Employee Competence Development Cost
Uraian Biaya 2025 2024 2023 Peningkatan/Penurunan
Tenaga Kerja (Dalam Rupiah (Dalam Rupiah (Dalam Rupiah Increase/Decrease
Description of Penuh) Penuh) Penuh)
Labor Cost (in Rupiah) (in Rupiah) (in Rupiah) Rupiah %
Pendidikan dan
Kompetensi
25.295.904.518 24.754.625.240 29.588.192.377 -2.397.901.908 -9,69%
Education and
Competence
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Sustainability Performance
Sepanjang tahun 2025, Bank Mandiri Taspen telah Throughout 2025, Bank Mandiri Taspen conducted employee
menyelenggarakan program pengembangan kompetensi competency development programs attended by 3,790
karyawan yang telah diikuti oleh 3.790 karyawan dengan total employees, with a total of 118,972 training hours. The
jam pelatihan sebanyak 118.972 jam. Persentase keikutsertaan employee participation rate in training and education programs
karyawan dalam program pelatihan dan pendidikan yaitu reached 100%. On average, each employee received 31 hours
sebesar 100%. Setiap karyawan rata-rata mendapatkan of training. The breakdown of training by gender and job level
pelatihan sebanyak 31 jam. Adapun rekapitulasi pelatihan is presented as follows.
berdasarkan jenis kelamin dan level jabatan sebagai berikut.
Tabel Rata-Rata Jam Pelatihan Karyawan [GRI 404-1]
Table of Average Employee Training Hours
Jumlah Karyawan yang Rata-rata Jam Pelatihan
Memperoleh Pelatihan Jam Pelatihan Setiap Karyawan
Uraian Number of Employees Training Hours Average Training Hours for
Description Receiving Training Each Employee
2025 2024 2023 2025 2024 2023 2025 2024 2023
Keseluruhan
3.790 3.649 2.995 244.906 173.576 82.049 64 47 27
Overall
Berdasarkan Jenis Kelamin
Based on Gender
Pria
1.830 1.819 1.600 53.926 78.259 39.240 29 43 24,5
Male
Wanita
1.960 1.830 1.395 65.046 95.047 42.809 33 51 30,7
Female
Berdasarkan Kategori Jabatan
Based on the Category of Employee Position
Non Grade
- 817 677 - 42.386 15.462 - 52 22,8
Non Grade
Grade PP1-PP3
2.463 1.694 1.282 63.336 76.078 27.277 25 45 21,3
Grade PP1-PP3
Grade D0-D4
1.187 1.026 961 54.318 49.494 35.084 45 48 36,5
Grade D0-D4
Grade E1-E3
131 102 65 8.157 5.064 3.807 62 50 6
Grade E1-E3
Direksi
5 6 5 67 370 279 13 74 55,8
Board of Directors
Komisaris
4 4 5 56 184 140 14 46 28
Board of Commissioners
Bank Mandiri Taspen secara rutin melakukan evaluasi kinerja Bank Mandiri Taspen conducted regular performance
seluruh karyawan dalam rangka mengevaluasi keterampilan, evaluations for all employees to accurately assess their
kekuatan dan kekurangan karyawan secara tepat dan akurat. skills, strengths, and areas for improvement. Identified gaps
Kekurangan yang ditemukan pada seseorang pegawai kemudian served as a basis for targeted development programs aimed
dapat menjadi acuan dalam pemberian pengembangan yang at enhancing employee competencies. Performance review
tepat untuk meningkatkan kompetensi pegawai. Hasil review results also formed the foundation for determining reward
kinerja menjadi landasan bagi Bank untuk menentukan reward and punishment mechanisms. Performance evaluations were
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PT Bank Mandiri Taspen
and punishment. Review kinerja menggunakan penilaian carried out using Key Performance Indicators (KPIs) to measure
kinerja atau Key Performance Indicator (KPI), untuk mengukur the achievement of targets against actual results. In 2025,
pencapaian antara target yang ditetapkan dengan realisasinya. Bank Mandiri Taspen conducted performance assessments for
Pada tahun 2025, Bank Mandiri Taspen telah melakukan all employees. In addition, 92 employees received promotions,
penilaian kinerja kepada seluruh karyawan. Selain itu, terdapat while 339 employees underwent transfers/rotations.
92 orang karyawan yang telah mendapatkan promosi dan
sebanyak 339 orang karyawan dimutasi/rotasi.
Tabel Tinjauan Rutin Karyawan dan Jenjang Karir [GRI 404-3]
Table of Employee’s Regular Career Development Reviews
Hasil Penilaian dan Relevansi Pengembangan Karier
Jumlah Karyawan yang Mendapatkan Assessment Results and Career Development Relevance
Tahun
Peninjauan
Year
Number of Employees Observed Promosi Mutasi/Rotasi Demosi
Promotion Mutations/ Rotations Demotion
3.544 (200% dari total pegawai)
2025 92 339 1
3.544 (100% of the total employees)
3.397 (100% dari total pegawai)
2024 93 338 -
3.397 (100% of the total employees)
3.136 (100% dari total pegawai)
2023 38 422 -
3.136 (100% of the total employees)
Kebebasan Berserikat [GRI 2-30] Freedom of Association [GRI 2-30]
Bank Mandiri Taspen berkomitmen untuk memberikan hak Bank Mandiri Taspen was committed to upholding the right
kebebasan berserikat kepada seluruh karyawannya. Komitmen to freedom of association for all employees. This commitment
tersebut telah tercantum pada Peraturan Perusahaan dan was stipulated in the Company Regulation and employment
perjanjian kontrak antara karyawan dan perusahaan yang di contracts, which encompassed the fulfillment of employee
dalamnya telah mencakup pemenuhan hak-hak karyawan. rights. As of the end of the reporting period, Bank Mandiri
Hingga akhir periode palaporan, Bank Mandiri Taspen belum Taspen had not yet established a labor union or a Collective
memiliki serikat pekerja maupun Perjanjian Kerja Bersama Labor Agreement governing the rights and obligations between
yang mengatur tentang hak dan kewajiban antara karyawan employees and management. Nevertheless, the Bank actively
dan manajemen Bank Mandiri Taspen. Namun demikian, supported the formation of employee clubs as platforms for
Bank Mandiri Taspen senantiasa mendukung pembentukan creativity and expression of aspirations, such as Sports Clubs,
klub-klub karyawan sebagai wadah untuk berkreasi dan Arts Clubs, Religious Clubs, and Touring Clubs, which were
menyalurkan aspirasi, seperti Klub Olahraga, Klub Kesenian, established to enhance employee engagement and well-being.
Klub Kerohanian, dan Klub Touring, yang telah terbentuk
sebagai bagian dari upaya meningkatkan keterlibatan dan
kesejahteraan karyawan.
Dalam rangka membangun hubungan industrial yang harmonis, To foster harmonious industrial relations, Bank Mandiri
Bank Mandiri Taspen telah membentuk Lembaga Kerjasama Taspen established a Bipartite Cooperation Institution (LKS
(LKS) Bipartit yang terdiri atas perwakilan manajemen dan Bipartit) consisting of representatives from management and
perwakilan karyawan. LKS Bipartit Bank Mandiri Taspen telah employees. The LKS Bipartit of Bank Mandiri Taspen was
tercatat pada Suku Dinas Tenaga Kerja, Transmigrasi dan officially registered with the Sub-Department of Manpower,
Energi LKS Bipartit pada tanggal 26 April 2023 dengan nomor Transmigration, and Energy on 26 April 2023 under
pencatatan 1595 tahun 2023 yang berfungsi sebagai sarana registration number 1595 of 2023. This institution functioned
komunikasi yang membahas terkait perkembangan perusahaan as a communication forum to discuss company developments
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dan ketenagakerjaan termasuk kesejahteraan karyawan serta and employment matters, including employee welfare and
permasalahan yang terjadi pada karyawan. Dalam menangani workplace issues. In addressing employee-related matters,
masalah karyawan, LKS Bipartit melakukan penyelesaian the LKS Bipartit resolved issues through deliberation and
masalah secara musyawarah untuk mencapai mufakat. consensus.
Tenaga Kerja Anak dan Tenaga Kerja Paksa Child Labor and Forced Labor [OJK F.19]
[OJK F.19]
Bank Mandiri Taspen berkomitmen untuk tidak mempekerjakan Bank Mandiri Taspen was committed to not employing
karyawan di bawah umur dan tidak melakukan praktik kerja underage workers and to avoiding any form of forced labor, in
paksa sesuai dengan ketentuan Undang-Undang No. 13 Tahun accordance with Law No. 13 of 2003 concerning Manpower.
2003 tentang Ketenagakerjaan. Komitmen tersebut tercermin This commitment was reflected in the minimum age
pada batas usia minimal proses perekrutan serta penetapan requirement in the recruitment process and the determination
jam kerja karyawan sesuai dengan peraturan pemerintah. of working hours in line with government regulations. In
Dalam proses perekritan, batas usia yang ditetapkan oleh Bank recruitment, the Bank set a minimum age requirement of 21
Mandiri Taspen telah adalah minimal 21 tahun. Selain itu, bank years. In addition, working hours were regulated in accordance
ini juga telah mengatur jam kerja karyawan sesuai dengan with government provisions, namely 8 working hours per day
peraturan pemerintah, yaitu 8 jam kerja dalam sehari dan 40 and 40 working hours per week for a five-day work schedule.
jam kerja dalam seminggu untuk 5 hari kerja.
Penetapan komitmen tersebut telah selaras dengan Undang- This commitment was aligned with Law of the Republic
Undang Republik Indonesia Nomor 20 Tahun 1999 tentang of Indonesia No. 20 of 1999 concerning the Ratification of
Pengesahan ILO Convention No. 138 Concerning Minimum ILO Convention No. 138 on Minimum Age for Admission to
Age for Admission to Employment (Konvensi ILO Mengenai Employment, and Law of the Republic of Indonesia No. 1 of
Usia Minimum Untuk Diperbolehkan Bekerja), dan Undang- 2000 concerning the Ratification of ILO Convention No. 182 on
Undang Republik Indonesia Nomor 1 Tahun 2000 tentang the Prohibition and Immediate Action for the Elimination of the
Pengesahan ILO Convention No. 182 Concerning the Worst Forms of Child Labour. Furthermore, the implementation
Prohibition and Immediate Action for The Elimination of The of clearly defined working hours to prevent forced labor was
Worst Forms of Child Labour (Konvensi ILO No. 182 Mengenai also aligned with Law of the Republic of Indonesia No. 19 of
Pelarangan dan Tindakan Segera Penghapusan Bentuk-Bentuk 1999 concerning the Ratification of ILO Convention No. 105 on
Pekerjaan Terburuk untuk Anak). Di samping itu, terkait dengan the Abolition of Forced Labour.
pemberlakuan jam kerja dengan batasan waktu yang jelas
sehingga tidak terjadi kerja paksa sejalan dengan Undang-
Undang Republik Indonesia Nomor 19 Tahun 1999 Tentang
Pengesahan ILO Convention No. 105 Concerning the Abolition
of Forced Labour (Konvensi ILO Mengenai Penghapusan Kerja
Paksa).
Cuti Melahirkan [GRI 401-3] Maternity Leave [GRI 401-3]
Bank Mandiri Taspen berkomitmen untuk memenuhi hak-hak Bank Mandiri Taspen was committed to fulfilling employee
karyawan termasuk dalam memberikan cuti kepada seluruh rights, including providing leave for employees who gave
karyawan yang akan melahirkan atau mendampingi proses birth or accompanied the childbirth process. The Bank granted
kelahiran anak. Bank memberikan cuti melahirkan pada maternity leave to female employees for a period of 3 (three)
karyawan wanita selama 3 (tiga) bulan dan memberikan months and provided paternity leave to male employees for
cuti untuk karyawan pria yang akan mendampingi istrinya 2 (two) days to accompany their spouses during childbirth.
melahirkan selama 2 (dua) hari. Pemberian cuti ini telah diatur This leave policy was regulated in the Company Regulation,
dalam Peraturan Perusahaan yang disahkan oleh Keputusan as ratified by the Decree of the Director General of Industrial
Direktur Jenderal Pembinaan Hubungan Industrial dan Jaminan Relations Development and Social Security for Workers No.
Sosial Tenaga Kerja Nomor KEP.1035/PHIJSK-PK/PP/VIII/2018. KEP.1035/PHIJSK-PK/PP/VIII/2018.
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PT Bank Mandiri Taspen
Tabel Cuti Melahirkan/Mendampingi Persalinan
Tabel of Maternity Leave
2025 2024 2023
Uraian
Description Wanita Pria Wanita Pria Wanita Pria
Female Male Female Male Female Male
Jumlah karyawan yang berhak cuti melahirkan/
mendampingi persalinan
430 956 388 933 396 983
Employees who are entitled to maternity leave/
accompany childbirth
Jumlah karyawan yang mengambil hak cuti melahirkan/
mendampingi persalinan 129 76 101 98 122 9
Employees who take maternity leave/accompany births
Jumlah karyawan yang kembali setelah cuti melahirkan/
mendampingi persalinan
129 76 100 98 121 9
Employees returning to work after maternity leave/
accompany births
Jumlah karyawan yang tetap bekerja hingga 12 bulan
setelah mengambil cuti
121 75 94 92 113 9
The number of employees who continue to work up to
12 months after taking leave
Return to work rate
100% 100% 99% 100% 99% 100%
Return to work rate
Retention rate
94% 99% 94% 94% 93% 100%
Retention rate
Remunerasi Karyawan [401-2] Employee Renumeration [401-2]
Bank Mandiri Taspen menetapkan kebijakan pemberian Bank Mandiri Taspen established policies to ensure equal
gaji dan remunerasi yang setara antara karyawan pria dan pay and remuneration between male and female employees,
wanita tanpa membedakan kategori jabatan maupun lokasi without distinction based on job category or operational
operasional. Bank juga secara konsisten mendorong seluruh location. The Bank also consistently encouraged all employees
karyawan untuk berorientasi pada pencapaian tujuan jangka to focus on achieving the Company’s long-term objectives
panjang perusahaan dengan tetap mengedepankan prinsip while upholding sustainability principles. In determining
keberlanjutan. Dalam penentuan remunerasi, terdapat remuneration, several factors were considered, including
beberapa faktor yang menjadi pertimbangan, antara the level of job responsibility, target achievement, individual
lain tingkat tanggung jawab jabatan, pencapaian target, competencies, and length of service. The remuneration
kompetensi individu, serta masa kerja karyawan. Remunerasi provided could be in the form of cash and non-cash benefits,
yang diberikan dapat berbentuk tunai (cash) maupun non-tunai which are generally referred to as compensation and benefits.
(non-cash), yang secara umum dikenal sebagai compensation
and benefits.
Berikut paket remunerasi umum yang berlaku di Bank Mandiri The following are the general remuneration packages applied
Taspen: at Bank Mandiri Taspen:
1. Extrinsic Reward/Tangible Reward/Transactional Reward 1. Extrinsic Reward/Tangible Reward/Transactional Reward
Merupakan pemberian imbalan oleh Bank yang bersifat It represents the Bank’s financial reward or as various
finansial atau dapat berupa fasilitas lainya misalnya dalam facilities, for instance in the form of goods. The reward
bentuk barang. Pemberiannya merupakan suatu yang telah has been agreed to the employee and or in the form of
diperjanjikan kepada pegawai dan atau berupa ketentuan conditions set by the Bank.
yang ditetapkan Bank.
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Sustainability Performance
a. Kompensasi a. Compensation
1) Gaji 1) Salary
2) Tunjangan Tetap (Guaranteed Cash) 2) Fixed Allowance (Guaranteed Cash)
● Tunjangan Jabatan (Guaranteed Cash) • Functional Allowance (Guaranteed Cash)
● Tunjangan Hari Raya Keagamaan • Religious Holiday Allowance
● Tunjangan Pelaksanaan Cuti Tahunan • Annual Leave Allowance
● Tunjangan Cuti Besar • Sabbatical Allowance
● Tunjangan Pajak dari Perusahaan • Tax Allowance from the Company
3) Tunjangan Tidak Tetap (Non-Guaranteed Cash) 3) Non-Fixed Allowance (Non-Guaranteed Cash)
● Tunjangan Lokasi • Location Allowance
● Tunjangan Kehadiran • Attendance Allowance
● Tunjangan Teller • Teller Allowance
● Tunjangan Lainya • Other Allowances
4) Bonus 4) Bonus
5) Insentif Perjualan (Sales Incentive) 5) Sales Incentive
6) Lembur 6) Overtime
b. Benefit b. Benefit
1) Perjalanan Dinas 1. Official travel.
2) Hari Cuti Pegawai 1) Employee’s Leave Day.
3) Fasilitas Jabatan 2) Position facilities.
● Rumah Dinas/Rumah Sewa • Official Residences/ Rented houses
● Kendaraan Dinas • Official vehicle
● Fasilitas Utilities • Utilities
● Telepon Genggam • Hand phone
● Pulsa Telepon • Phone credit
4) Pakaian Kerja Pegawai 3) Employee Uniform.
5) Kesehatan Pegawai 4) Employee Health.
6) Kredit Pegawai 5) Employee Credit.
7) Pesangon 6) Pension.
2. Intrinsic Reward/ Intangible/ Relational Reward 2. Intrinsic Reward/ Intangible/ Relational Reward
Merupakan pemberian imbalan oleh Bank tidak dalam It represents the Bank’s reward in the form of nongoods
bentuk barang (tidak kasat mata), dapat berupa pemberian (intangible), such as employee training, employee
pelatihan kepada pegawai, pengembangan pegawai, development, employee recognition, and such, that it is useful
pengakuan kepada pegawai, dan lain-lain, dimana hal to complete transactional reward. In this case, the intrinsic
ini berguna untuk melengkapi transactional reward. reward component is Employee Recognition Programs and
Komponen intrinsic reward yang dibahas dalam hal ini Death Benefit.
adalah Employee Recognition Programs, dan Bantuan
Uang Duka.
a. Pelatihan & Pengembangan (Learning & Development) a. Learning & Development
1) Pelatihan (Training) 1) Training
2) Pengembangan Karir (Career Development) 2) Career Development
b. Work Environment b. Work Environment
1) Employee Recognition 1) Employee Recognition
2) Santuan & bantuan uang duka 2) Employee death benefit.
3) Bantuan dana bagi pegawai yang meninggal 3) Financial aid for a deceased employee or an
dunia atau pegawai yang berhenti bekerja karena employee who resigns due to disability.
mengalami cacat
Bank Mandiri Taspen juga memberikan hak tunjangan yang Bank Mandiri Taspen also provides equal benefits to all
setara kepada seluruh karyawan, baik yang berstatus tetap employees, both permanent and non-permanent. The benefits
maupun tidak tetap. Adapun tunjangan yang hanya diberikan that are only given to permanent employees are 3 (three) yearly
kepada karyawan tetap yaitu tunjangan cuti besar 3 (tiga) long leave allowances. In addition, employees who have not
tahunan. Selain itu, karyawan yang belum 3 (tiga) bulan worked for 3 (three) months until the end of the performance
bekerja sampai dengan akhir tahun penilaian kinerja tidak assessment year do not receive a bonus if there is an annual
mendapatkan bonus apabila dalam rentang waktu tersebut bonus payment during that time period.
ada pembayaran bonus tahunan.
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Pegawai Tetap Pegawai Kontrak
Bentuk Manfaat Form of Benefit
Permanent Employees Contract Employees
Gaji pokok Basic salary
Asuransi jiwa Life insurance
Tunjangan kesehatan Health benefits
Tunjangan disabilitas - - Disability benefits
Tunjangan kelahiran Birth allowance
Tunjangan kecelakaan kerja Work accident benefits
Tunjangan pensiun Pension allowance
Tunjangan hari raya Religious Holiday Allowance
Hak Cuti Holiday allowance
Upah Minimum Regional [OJK F.20] Regional Minimum Wage [OJK F.20]
Dalam menetapkan remunerasi karyawan, Bank Mandiri Taspen In determining employee remuneration, Bank Mandiri Taspen
telah merujuk pada regulasi yang berlaku meliputi Undang- referred to applicable regulations, including Law No. 13 of
Undang No. 13 Tahun 2003 tentang Ketenagakerjaan, yang 2003 concerning Manpower, as amended by Law No. 11 of
disempurnakan dengan Undang-Undang Nomor 11 Tahun 2020 concerning Job Creation, and the Decree of the Minister
2020 tentang Cipta Kerja, dan Keputusan Menteri Tenaga Kerja of Manpower and Transmigration No. 226 of 2000 regarding
dan Transmigrasi No. 226 Tahun 2000 tentang Perubahan Amendments to Articles 1, 3, 4, 8, 11, 20, and 21 of Minister
Pasal 1, Pasal 3, Pasal 4, Pasal 8, Pasal 11, Pasal 20, dan Pasal of Manpower Regulation No. PER-01/MEN/1999 on Minimum
21 Peraturan Menteri Tenaga Kerja No. PER-01/MEN/1999 Wages. In addition, the determination of minimum wages
tentang Upah Minimum. Di sisi lain, pemberian upah minimum for 2023 referred to Government Regulation No. 51 of 2023
untuk tahun 2023 mengacu pada Peraturan Pemerintah No.51 concerning Amendments to Government Regulation No. 36 of
tahun 2023 tentang perubahan atas Peraturan Pemerintah 2021 on Wages.
Nomor 36 tahun 2021 tentang Pengupahan.
Besaran upah minimum yang diberikan mempertimbangkan The minimum wage level was determined by considering
tingkat kebutuhan, inflasi, standar kelayakan hidup, serta factors such as living needs, inflation, decent living standards,
variabel lainnya pada setiap daerah operasional Bank. and other regional variables across the Bank’s operational
Hal ini sejalan dengan komitmen Bank untuk memberikan areas. This was aligned with the Bank’s commitment to
kesejahteraan kepada karyawan. Oleh karena itu, Bank ensuring employee welfare. Accordingly, Bank Mandiri Taspen
Mandiri Taspen memberikan upah bagi karyawan tetap pada provided minimum wages for entry-level permanent employees
level terendah sesuai dengan ketentuan upah minimum yang in accordance with the prevailing minimum wage regulations in
berlaku di setiap provinsi, sebagaimana diuraikan pada tabel each province, as presented in the following table.
berikut.
Imbal Jasa
Upah
Karyawan
Minimum Persentase
Tingkat
Provinsi/ Daerah Provinsi (Rp) (%)
Unit Usaha Terendah (Rp) Business Unit
Province/Area Provincial Persentage
Fees for
Minimum (%)
Lowest Level
Wage (Rp)
Employee (Rp)
Kantor Pusat DKI Jakarta 5.397.000 5.511.707 102% Heard Office
Kota Ambon
Kantor Cabang Ambon 3.186.000 3.186.000 100% Ambon Branch Office
Ambon City
Kota Bandar
Kantor Cabang Bandar Bandar Lampung Branch
Lampung 3.306.000 3.306.000 100%
Lampung Office
Bandar Lampung City
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Sustainability Performance
Imbal Jasa
Upah
Karyawan
Minimum Persentase
Tingkat
Provinsi/ Daerah Provinsi (Rp) (%)
Unit Usaha Terendah (Rp) Business Unit
Province/Area Provincial Persentage
Fees for
Minimum (%)
Lowest Level
Wage (Rp)
Employee (Rp)
Kota Bandung
Kantor Cabang Bandung 4.483.000 4.483.000 100% Bandung Branch Office
Bandung City
Kota Banjarmasin
Kantor Cabang Banjarmasin 3.600.000 3.600.000 100% Banjarmasin Branch Office
Banjarmasin City
Kota Bekasi
Kantor Cabang Bekasi 5.691.000 5.890.200 104% Bekasi Branch Office
Bekasi City
Kota Bengkulu
Kantor Cabang Bengkulu 2.931.000 2.931.000 100% Bengkulu Branch Office
Bengkulu City
Kota Cirebon
Kantor Cabang Cirebon 2.698.000 2.700.000 100% Cirebon Branch Office
Cirebon City
Kota Jakarta
Kantor Cabang Jakarta 5.397.000 5.397.000 100% Jakarta Branch Office
Jakarta City
Kota Jambi
Kantor Cabang Jambi 3.608.000 3.608.000 100% Jambi Branch Office
Jambi City
Kota Jayapura
Kantor Cabang Jayapura 4.286.000 4.286.000 100% Jayapura Branch Office
Jayapura City
Kabupaten Jember
Kantor Cabang Jember 2.839.000 3.500.000 123% Jember Branch Office
Jember Regency
Kota Kediri
Kantor Cabang Kediri 2.573.000 2.700.000 105% Kediri Branch Office
Kediri City
Kota Kendari
Kantor Cabang Kendari 3.315.000 3.315.000 100% Kendari Branch Office
Kendari City
Kabupaten Kupang
Kantor Cabang Kupang 2.397.000 2.397.000 100% Kupang Branch Office
Kupang Regency
Kota Makassar
Kantor Cabang Makassar 3.881.000 4.137.610 107% Makassar Branch Office
Makassar City
Kota Malang
Kantor Cabang Malang 3.508.000 3.508.000 100% Malang Branch Office
Malang City
Kantor Cabang Manado Manado 3.825.000 3.825.000 100% Manado Branch Office
Kantor Cabang Manokwari Manokwari 3.615.000 3.615.000 100% Manokwari Branch Office
Kota Mataram
Kantor Cabang Mataram 2.860.000 2.860.000 100% Mataram Branch Office
Mataram City
Kota Medan
Kantor Cabang Medan 4.015.000 4.015.000 100% Medan Branch Office
Medan City
Kota Denpasar
Kantor Cabang Melati 3.299.000 3.579.415 109% Melati Branch Office
Denpasar City
Kota Padang
Kantor Cabang Padang 2.995.000 3.467.742 116% Padang Branch Office
Padang City
Kantor Cabang Kota Palangkaraya
3.526.000 3.526.000 100% Palangkaraya Branch Office
Palangkaraya Palangkaraya City
Kota Palembang
Kantor Cabang Palembang 3.917.000 3.917.000 100% Palembang Branch Office
Palembang City
Kota Palu
Kantor Cabang Palu 3.387.000 3.387.000 100% Palu Branch Office
Palu City
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Imbal Jasa
Upah
Karyawan
Minimum Persentase
Tingkat
Provinsi/ Daerah Provinsi (Rp) (%)
Unit Usaha Terendah (Rp) Business Unit
Province/Area Provincial Persentage
Fees for
Minimum (%)
Lowest Level
Wage (Rp)
Employee (Rp)
Kota Pekalongan
Kantor Cabang Pekalongan 2.546.000 3.648.750 143% Pekalongan Branch Office
Pekalongan City
Kota Pekanbaru
Kantor Cabang Pekanbaru 3.676.000 3.676.000 100% Pekanbaru Branch Office
Pekanbaru City
Kota
Kantor Cabang Pematangsiantar Branch
Pematangsiantar 2.993.000 3.500.000 117%
Pematangsiantar Office
Pematangsiantar City
Kota Pontianak
Kantor Cabang Pontianak 3.025.000 3.025.000 100% Pontianak Branch Office
Pontianak City
Kota Purwokerto
Kantor Cabang Purwokerto 2.339.000 2.700.000 115% Purwokerto Branch Office
Purwokerto City
Kota Samarinda
Kantor Cabang Samarinda 3.725.000 3.928.088 105% Samarinda Branch Office
Samarinda City
Kota Semarang
Kantor Cabang Semarang 3.455.000 3.455.000 100% Semarang Branch Office
Semarang City
Kota Serang
Kantor Cabang Serang 4.419.000 4.419.000 100% Serang Branch Office
Serang City
Kabupaten Singaraja
Kantor Cabang Singaraja 2.997.000 4.458.954 149% Singaraja Branch Office
Singaraja Regency
Kota Surabaya
Kantor Cabang Surabaya 4.962.000 4.962.000 100% Surabaya Branch Office
Surabaya City
Kota Surakarta
Kantor Cabang Surakarta 2.417.000 2.700.000 112% Surakarta Branch Office
Surakarta City
Kantor Cabang Tanjung Kota Tanjung Pinang Tanjung Pinang Branch
3.624.000 3.624.000 100%
Pinang Tanjung Pinang City Office
Kota Tasikmalaya
Kantor Cabang Tasikmalaya 2.802.000 2.802.000 100% Tasikmalaya Branch Office
Tasikmalaya City
Kota Yogyakarta
Kantor Cabang Yogyakarta 2.656.000 2.656.000 100% Yogyakarta Branch Office
Yogyakarta City
Lingkungan Bekerja yang Layak dan Aman Decent and Safe Work Environment [OJK F.21]
[OJK F.21]
Lingkungan kerja yang layak dan aman merupakan elemen A safe and decent working environment was a fundamental
fundamental dalam menciptakan hubungan industrial yang element in fostering harmonious industrial relations and
harmonis serta meningkatkan produktivitas dan kesejahteraan enhancing employee productivity and well-being. Every
karyawan. Setiap individu berhak untuk bekerja dalam suasana individual had the right to work in an environment that ensured
yang menjamin keselamatan, kesehatan, dan kenyamanan, baik safety, health, and comfort, both physically and psychologically.
secara fisik maupun psikologis. Hal ini sejalan dengan prinsip- This was aligned with human rights principles as well as
prinsip hak asasi manusia serta regulasi ketenagakerjaan applicable labor regulations in Indonesia and international
yang berlaku di Indonesia dan standar internasional. standards. The existence of a safe and decent workplace
Keberadaan lingkungan kerja yang aman dan layak tidak hanya not only reflected compliance with regulations but also
menjadi bentuk kepatuhan terhadap peraturan, tetapi juga demonstrated the Company’s commitment to sustainability,
mencerminkan komitmen perusahaan terhadap keberlanjutan, social responsibility, and good governance. Poorly managed
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Sustainability Performance
tanggung jawab sosial, dan tata kelola yang baik. Risiko kerja occupational risks could lead to workplace accidents, reduced
yang tidak terkelola dengan baik dapat berdampak pada productivity, and even reputational risks for the Company.
terjadinya kecelakaan kerja, penurunan produktivitas, bahkan
gangguan reputasi perusahaan.
Dalam upaya menciptakan lingkungan kerja yang aman, To create a safe, healthy, and productive working environment,
sehat, dan mendukung produktivitas, Bank Mandiri Taspen Bank Mandiri Taspen implemented Occupational Health
menerapkan prinsip-prinsip Kesehatan dan Keselamatan Kerja and Safety (OHS) principles comprehensively. The Bank
(K3) secara menyeluruh. Bank meyakini bahwa penerapan K3 believed that effective OHS implementation was a key
yang efektif merupakan faktor penting dalam membangun factor in establishing a comfortable and efficient workplace,
tempat kerja yang nyaman dan efisien, yang pada akhirnya ultimately contributing to improved corporate performance.
berdampak positif terhadap peningkatan kinerja perusahaan. The implementation of OHS within the Bank referred to various
Implementasi K3 di lingkungan Bank mengacu pada berbagai applicable laws and regulations in Indonesia, including Law
peraturan perundang-undangan yang berlaku di Indonesia, No. 1 of 1970 on Work Safety, Law No. 36 of 2009 on Health
antara lain Undang-Undang Nomor 1 Tahun 1970 tentang as amended by Law No. 20 of 2020 on Job Creation, Law No.
Keselamatan Kerja, Undang-Undang Nomor 36 Tahun 2009 13 of 2003 on Manpower, and Presidential Regulation No.
tentang Kesehatan yang telah disesuaikan melalui Undang- 7 of 2019 on Occupational Diseases. All OHS policies were
Undang Nomor 20 Tahun 2020 tentang Cipta Kerja, Undang- mandatory and applied to 100% of employees across all work
Undang Nomor 13 Tahun 2003 tentang Ketenagakerjaan, serta units and operational areas of Bank Mandiri Taspen.
Peraturan Presiden Republik Indonesia Nomor 7 Tahun 2019
mengenai Penyakit Akibat Kerja. Seluruh kebijakan K3 ini wajib
dipatuhi oleh 100% karyawan di seluruh unit kerja dan wilayah
operasional Bank Mandiri Taspen.
Bank Mandiri Taspen secara proaktif telah melakukan Bank Mandiri Taspen proactively identified potential workplace
identifikasi terhadap potensi risiko kecelakaan kerja serta accident risks and established mitigation measures accordingly.
menetapkan langkah-langkah pengelolaannya. Pengelolaan Risk management was tailored to the characteristics and needs
risiko tersebut disesuaikan dengan karakteristik dan kebutuhan of each work environment, both in office settings and during
masing-masing lingkungan kerja, baik di area perkantoran field assignments. In its implementation, workplace accident
maupun saat menjalankan tugas dinas di lapangan. Dalam risk management was classified into two main categories:
pelaksanaannya, pengelolaan risiko kecelakaan kerja
diklasifikasikan ke dalam dua kategori utama, yaitu:
1. Di dalam Kantor 1. Within Office Premises
• Pelatihan dan pemberian informasi evakuasi dari • Conducted periodic evacuation training and provided
gedung bertingkat secara berkala. information on evacuation procedures in multi-story
buildings.
• Pelatihan dasar penggunaan alat pemadam kebakaran. • Provided basic training on the use of fire extinguishers.
• Pelatihan penyelamatan korban dari dalam gedung. • Conducted training on rescuing victims from within
buildings.
• Perlengkapan fasilitas dengan peralatan dasar • Equipped facilities with adequate and relevant basic
keselamatan yang relevan dan memadai. safety equipment.
2. Di lapangan saat dinas 2. Field Operations
• Peraturan bagi setiap pekerja untuk mengikuti safety • Required all personnel to undergo safety induction
induction. prior to performing duties.
• Pembekalan seluruh pekerja dengan polis asuransi • Provided all personnel with occupational accident
kecelakaan kerja yang mencakup personal accident insurance coverage, including personal accident
dan program Jaminan Kecelakaan Kerja insurance and participation in the Work Accident
Insurance Program.
Dalam upaya menjamin keselamatan kerja dalam setiap In ensuring occupational safety across all banking operational
aktivitas operasional perbankan, Bank Mandiri Taspen telah activities, Bank Mandiri Taspen established and implemented
merancang dan menerapkan Standar Operasional Prosedur Standard Operating Procedures (SOPs) as guidelines for
(SOP) sebagai acuan dalam menjalankan kegiatan operasional. conducting its operations. In addition, the Bank consistently
Selain itu, Bank secara konsisten menyelenggarakan program conducted training and educational programs related to
pelatihan dan edukasi terkait produk, operasional perbankan, products, banking operations, and applicable regulations. To
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PT Bank Mandiri Taspen
serta peraturan perundang-undangan yang berlaku. Guna continuously maintain and enhance occupational safety, Bank
terus menjaga dan meningkatkan aspek keselamatan kerja, Mandiri Taspen also carried out various supporting initiatives
Bank Mandiri Taspen juga melaksanakan berbagai inisiatif dan and activities, including:
kegiatan pendukung, antara lain:
1. Melaksanakan sosialisasi kepada pegawai tentang 1. Conducted employee awareness programs on fire hazard
prosedur menangani bahaya kebakaran. response procedures.
2. Melaksanakan implementasi dan internalisasi prosedur dan 2. Implemented and internalized procedures and training on
pelatihan penggunaan Alat Pemadam Api Ringan (APAR). the use of fire extinguishers (APAR).
3. Melaksanakan simulasi evakuasi dan penanganan bahaya 3. Conducted evacuation drills and fire emergency
kebakaran. simulations.
4. Menyediakan Alat Pemadam Kebakaran Ringan (APAR) di 4. Provided fire extinguishers (APAR) across all office
semua jaringan kantor dan melaksanakan pemeliharaan networks and performed routine maintenance.
secara rutin.
5. Pemeliharaan Mechanical Electrical (ME), hidran, alarm 5. Conducted regular maintenance of mechanical and
tanda bahaya kebakaran dan jaringan instalasi listrik, electrical systems, hydrants, fire alarm systems, electrical
instalasi telepon, dan grounded (penangkal petir) dilakukan installations, telephone installations, and grounding
pemeliharaan secara rutin dan berkala. (lightning protection) systems.
Komitmen Bank Mandiri Taspen untuk mewujudkan rasa aman Bank Mandiri Taspen’s commitment to ensuring a safe working
dalam bekerja, selain mengadakan pelatihan penanganan environment was demonstrated not only through periodic
kebakaran secara berkala, juga dilakukan dengan melakukan fire safety training but also through the routine maintenance
pemeliharaan sarana dan prasarana kerja secara rutin. Hal itu of workplace facilities and infrastructure. This was carried
dilakukan untuk menghindari kerusakan atau tidak berfungsinya out to prevent damage or malfunction of such facilities when
sarana dan prasarana tersebut pada saat dibutuhkan. Selain needed, as well as to avoid potential hazards that could lead to
itu, juga untuk mencegah agar sarana dan prasarana tersebut workplace accidents.
tidak menimbulkan masalah, termasuk kemungkinan memicu
terjadinya kecelakaan kerja bagi penggunanya.
Bank Mandiri Taspen senantiasa berupaya membangun The Bank also continuously fostered communication between
komunikasi antara manajemen dengan karyawan. Hal ini management and employees to enhance synergy and
dimaksudkan guna meningkatkan sinergi dan kesadaran awareness of Occupational Health and Safety (OHS) protocols.
terhadap protokol K3. Melalui komunikasi yang dijalin secara Through active communication, potential OHS issues could be
aktif, diharapkan berbagai potensi permasalahan K3 dapat identified, addressed, and mitigated promptly and effectively.
ditindaklanjuti dan dimitigasi secara cepat dan tepat.
Bank Mandiri Taspen juga memiliki berbagai kebijakan yang In addition, Bank Mandiri Taspen implemented various
berkaitan dengan kesehatan karyawan. Bank menyediakan policies related to employee health. The Bank provided health
fasilitas jaminan kesehatan bagi seluruh pegawai, baik insurance coverage for all employees, both permanent and
yang berstatus tetap maupun tidak tetap. Selain itu, fasilitas non-permanent, including coverage for their family members.
kesehatan juga diberikan kepada anggota keluarga pegawai. In practice, the Bank ensured health protection through
Dalam pelaksanaannya, Bank Mandiri Taspen memberikan participation in the national health insurance program (BPJS
jaminan kesehatan melalui keikutsertaan dalam BPJS Kesehatan) for all employees, their legal spouses, and up to
Kesehatan bagi seluruh karyawan beserta pasangan sah (istri/ three children. To further enhance accessibility and quality
suami) dan maksimal tiga orang anak. Untuk memberikan of healthcare services, Bank Mandiri Taspen also provided
kemudahan serta meningkatkan kualitas layanan kesehatan, additional health insurance coverage through Mandiri Inhealth
Bank Mandiri Taspen juga menyediakan fasilitas tambahan for managerial employees, starting from Division Head to
berupa asuransi kesehatan Inhealth bagi pegawai pimpinan Department Head levels and equivalent, as well as Branch
mulai dari level Division Head hingga Department Head/ Heads.
setingkat serta Kepala Cabang.
Selain itu Bank Mandiri Taspen juga menyediakan fasilitas kerja In addition, Bank Mandiri Taspen provided adequate, clean,
yang layak, bersih dan nyaman seperti toilet, ruang makan, and comfortable workplace facilities, including toilets, dining
ketersediaan ruang laktasi, alat deteksi asap dan fasilitas areas, lactation rooms, smoke detection systems, fire safety
pemadam kebakaran, tempat ibadah, tempat parkir, dan lain equipment, places of worship, parking areas, and other
sebagainya. supporting facilities.
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Sustainability Performance
Atas komitmen dan upaya maksimal yang dilakukan Bank As a result of the Bank’s commitment and continuous efforts
Mandiri Taspen untuk menciptakan lingkungan kerja yang layak to create a safe and conducive working environment, the
dan aman bagi karyawannya, penerapan K3 telah memberikan implementation of Occupational Health and Safety (OHS)
dampak positif bagi Bank Mantap. Sepanjang tahun 2025, practices delivered positive outcomes. Throughout 2025, there
tidak terdapat kecelakaan kerja (zero accident) yang dialami were no workplace accidents (zero accidents) and no cases of
para karyawan serta tidak terdapat karyawan yang mengalami occupational diseases reported among employees. Building on
penyakit akibat kerja. Atas hasil tersebut, Bank Mandiri Taspen this achievement, Bank Mandiri Taspen remained committed to
terus berupaya untuk melanjutkan pencapaian tersebut pada sustaining this performance in the coming years.
tahun-tahun berikutnya.
Survei Keterikatan Karyawan Employee Engagement Survey
Keterikatan karyawan merupakan salah satu faktor penting Employee engagement was recognized as a key factor
yang memengaruhi keberhasilan suatu organisasi. Sebagai influencing organizational success. As a financial services
lembaga jasa keuangan, Bank Mandiri Taspen memahami institution, Bank Mandiri Taspen understood that its
bahwa kinerja perusahaan sangat bergantung pada kualitas performance was highly dependent on the quality of its human
sumber daya manusia yang dimilikinya. Oleh karena itu, capital. Therefore, to ensure employees remained motivated,
untuk memastikan karyawan tetap termotivasi, memiliki demonstrated high morale, and maintained strong loyalty
semangat kerja yang tinggi, serta menunjukkan loyalitas to the Company, the Bank periodically conducted employee
yang kuat terhadap perusahaan, Bank Mandiri Taspen secara engagement surveys.
berkala melaksanakan survei keterikatan karyawan (employee
engagement).
urvei keterikatan karyawan ini bertujuan untuk mengukur The employee engagement survey aimed to measure the extent
sejauh mana karyawan merasa terhubung dengan nilai-nilai to which employees felt connected to the Company’s values
serta tujuan perusahaan, sekaligus menilai sejauh mana and objectives, as well as to assess whether they felt valued
mereka merasa dihargai dan didorong untuk memberikan and encouraged to deliver their best performance. Employees
kinerja terbaik dalam pekerjaannya. Karyawan yang memiliki with a high level of engagement tended to exhibit greater
tingkat keterlibatan yang tinggi cenderung menunjukkan motivation in carrying out their roles and responsibilities,
motivasi yang lebih besar dalam melaksanakan tugas dan which ultimately contributed to improved overall Company
tanggung jawabnya, yang pada akhirnya dapat berkontribusi performance. Through this survey, Bank Mandiri Taspen also
terhadap peningkatan kinerja perusahaan secara menyeluruh. gained deeper insights into employee needs and expectations,
Melalui pelaksanaan survei ini, Bank Mandiri Taspen juga enabling the Company to design appropriate programs to
dapat memperoleh wawasan yang lebih mendalam mengenai strengthen engagement. By maintaining and continuously
kebutuhan serta harapan karyawan, sehingga perusahaan improving engagement levels, the Bank aimed to foster a
mampu merancang berbagai program yang tepat untuk better workplace culture and strengthen mutually beneficial
memperkuat keterikatan tersebut. Dengan menjaga dan terus relationships between the Company and its employees.
meningkatkan tingkat engagement, Bank Mandiri Taspen
berharap dapat membangun budaya kerja yang lebih baik
serta mempererat hubungan yang saling memberikan manfaat
antara perusahaan dan karyawan.
Pada tahun 2025, Bank Mandiri Taspen telah melakukan In 2025, Bank Mandiri Taspen conducted an employee
survei keterikatan karyawan (employee engagementI) dengan engagement survey, achieving an engagement score of 85.9%.
nilai skor employee engagement sebesar 85,9%. Hal ini This result indicated that employees were categorized as
menunjukkan bahwa karyawan Bank Mandiri Taspen masuk “Moderately Engaged,” meaning that the majority of employees
dalam kategori “Moderately Engaged”. Artinya, sebagian besar demonstrated good morale and a fairly strong level of loyalty
karyawan Bank Mandiri Taspen bekerja dengan semangat yang to the Company.
baik dan menunjukkan loyalitas yang cukup kuat terhadap
perusahaan.
Satuan 2025 2024 2023
Uraian Description
Unit
Persentase
Keterikatan Karyawan 78,32 85,9 84 Employee engagement
Percentage
190 Laporan Keberlanjutan 2025
Page 191
PT Bank Mandiri Taspen Praktik Keamanan Security Practices Petugas keamanan memegang peran penting dalam Security personnel played an important role in ensuring smooth memastikan kelancaran operasional Bank dalam suasana Bank operations in a safe and comfortable environment. yang aman dan nyaman. Oleh karena itu, Bank Mandiri Taspen Therefore, Bank Mandiri Taspen consistently equipped its secara konsisten membekali petugas keamanannya dengan security personnel with an understanding of human rights pemahaman mengenai aspek hak asasi manusia, mengingat aspects, given their direct interaction with external parties mereka berinteraksi langsung dengan pihak eksternal yang visiting the Bank. Any issues arising from such interactions datang ke Bank. Setiap permasalahan yang timbul dari were handled prudently without violating human rights interaksi dengan pihak luar diselesaikan secara bijaksana tanpa principles. melanggar prinsip-prinsip hak asasi manusia. Dalam proses rekrutmen, Bank memberikan prioritas kepada In the recruitment process, the Bank prioritized candidates calon petugas keamanan yang telah mengikuti pelatihan resmi who had completed formal training related to human rights. terkait hak asasi manusia. Hal ini ditunjukkan dengan telah This was reflected in the requirement for certifications such as dimilikinya sertifikasi Gada Madya dan Gada Pratama. Sertifikasi Gada Madya and Gada Pratama. These certifications indicated tersebut merupakan bukti bahwa calon petugas keamanan that candidates had undergone recognized security training telah menjalani pelatihan dan memperoleh kompetensi yang and possessed the necessary competencies, including a sound diakui dalam bidang keamanan, serta memahami dengan baik understanding of human rights aspects relevant to their duties. aspek-aspek hak asasi manusia yang berkaitan dengan tugas Accordingly, Bank Mandiri Taspen ensured that recruited mereka. Dengan demikian, Bank Mandiri Taspen memastikan security personnel not only had the required technical skills bahwa petugas keamanan yang direkrut tidak hanya memiliki but also demonstrated strong awareness of the protection and keterampilan teknis yang diperlukan, tetapi juga kesadaran respect for fundamental human rights in the workplace. yang tinggi terhadap perlindungan dan penghormatan terhadap hak-hak dasar individu di lingkungan kerja. Selain itu, Bank juga memberikan pembekalan mengenai In addition, the Bank provided guidance on security practice pedoman praktik keamanan yang berlaku di lingkungan Bank standards applicable within Bank Mandiri Taspen, with a focus Mandiri Taspen, dengan fokus pada pelayanan yang humanis on human-centered service and the prevention of human rights serta pencegahan terhadap pelanggaran hak asasi manusia. violations. Security personnel also regularly participated in Secara rutin, petugas keamanan mengikuti sesi briefing briefing and coordination sessions during morning and night dan koordinasi saat pergantian shift pagi dan malam, guna shift handovers to ensure service continuity and operational memastikan kesinambungan layanan dan kesiapsiagaan. readiness. Performance evaluations of security personnel were Evaluasi terhadap kinerja petugas keamanan dilakukan setiap conducted annually by the Procurement & Asset Management akhir tahun oleh Divisi Procurement & Asset Management Division to ensure the quality and effectiveness of security untuk menjamin kualitas dan efektivitas tugas pengamanan. operations. Aspek Masyarakat Community Aspect Dampak Operasi Terhadap Masyarakat Impact of Operations on the Surrounding Sekitar [OJK F.23] Communities [OJK F.23] Bank Mandiri Taspen senantiasa berkomitmen untuk nk Mandiri Taspen remained committed to delivering memberikan dampak positif dari kegiatan operasional bank positive impacts from its operational activities to kepada masyarakat di sekitarnya. Sebagai bentuk nyata dari surrounding communities. As a tangible manifestation of komitmen tersebut, Bank Mandiri Taspen telah melaksanakan this commitment, the Bank implemented various Corporate berbagai program Tanggung Jawab Sosial dan Lingkungan Social and Environmental Responsibility (TJSL) programs (TJSL) yang berfokus pada pengembangan masyarakat lokal. focused on local community development. Through these Melalui program-program tersebut, Bank Mandiri Taspen turut initiatives, Bank Mandiri Taspen contributed to job creation, berkontribusi dalam penyediaan lapangan kerja, pengenalan introduced skills development programs, and carried out inisiatif pengembangan keterampilan, serta pelaksanaan various social activities that directly improved the quality of berbagai kegiatan sosial yang secara langsung memberikan life of the community. These TJSL activities were expected 2025 Sustainability Report 191
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Kinerja Keberlanjutan
Sustainability Performance
dampak terhadap peningkatan kualitas hidup masyarakat. to stimulate local economic growth while enhancing the
Kegiatan TJSL yang dijalankan diharapkan dapat mendorong quality of human capital, ultimately contributing to overall
pertumbuhan ekonomi di tingkat lokal sekaligus meningkatkan community welfare.
kualitas sumber daya manusia (SDM) di lingkungan
sekitar, yang pada akhirnya berperan dalam meningkatkan
kesejahteraan masyarakat secara keseluruhan.
Setiap tahun, Bank Mandiri Taspen telah menyusun program Each year, Bank Mandiri Taspen prepared TJSL work programs
kerja dan anggaran TJSL yang pencapaiannya dievaluasi secara and budgets, with performance evaluated periodically. The
berkala. Pencapaian target TJSL merupakan salah satu KPI achievement of TJSL targets formed part of the Key Performance
dari Divisi Corporate Secretary & Legal yang pencapaiannya Indicators (KPIs) of the Corporate Secretary & Legal Division
dievaluasi setiap tahun. Pencapaian target CSR dan TJSL ini and was assessed annually. The achievement of CSR and TJSL
juga sebagai salah satu kewajiban yang harus disampaikan targets also constituted one of the responsibilities reported by
oleh Direktur Kepatuhan kepada shareholders. Sampai dengan the Director of Compliance to shareholders. As of the end of
berakhirnya laporan keberlanjutan ini, tidak terdapat dampak this reporting period, no negative impacts had arisen from the
negatif yang ditimbulkan dari kegiatan operasional Bank Bank’s operational activities.
Mandiri Taspen.
Bank Mandiri Taspen telah melakukan berbagai inisiatif Bank Mandiri Taspen carried out various sustainability initiatives
keberlanjutan yang tergabung dalam program Tanggung under its TJSL programs that supported the achievement of the
Jawab Sosial dan Lingkungan (TJSL) yang mendukung Sustainable Development Goals (SDGs). In addition, the Bank
pencapaian Tujuan Pembangunan Berkelanjutan (TPB). Selain implemented a dedicated retention program for pensioners
itu, Bank Mandiri Taspen juga memiliki Program Retention known as the 3 Pillars of Mantap Indonesia Program. This
yang ditujukan khusus untuk para pensiunan, yang dikenal flagship initiative was designed to contribute positively to
dengan nama Program 3 Pilar Mantap Indonesia. Program ini building a more stable and prosperous Indonesian society
merupakan salah satu program unggulan yang diluncurkan and environment. Through the Mantap Indonesia Program,
untuk memberikan kontribusi positif dalam menciptakan the Bank aimed to address various societal challenges while
masyarakat dan lingkungan Indonesia yang lebih stabil dan delivering meaningful economic and social impacts, as well as
sejahtera. Melalui pelaksanaan Program Mantap Indonesia, supporting environmental sustainability. The implementation
Bank Mandiri Taspen bertujuan untuk membantu mengatasi strategy of the Mantap Indonesia Program was based on three
berbagai tantangan yang dihadapi masyarakat, serta (3) key pillars:
memberikan dampak ekonomi dan sosial yang signifikan bagi
kesejahteraan masyarakat dan pelestarian lingkungan. Strategi
pelaksanaan program Mantap Indonesia melalui 3 (tiga) Pilar:
• Mantap Sehat, • Mantap Sehat/ Healthy Mantap
Bertujuan meningkatkan derajat kesehatan dan mutu Aimed at improving the health and quality of life of the
kehidupan masyarakat, khususnya pensiunan untuk community, especially retirees to achieve optimal health
mencapai kondisi sehat optimal. Contoh program ini conditions. Examples of this program are carried out in
dilakukan dalam bentuk senam sehat, olahraga bersama, the form of healthy gymnastics, joint sports, the Mantap
program Klinik Dokter Mantap dalam bentuk cek kesehatan Doctor Clinic program in the form of health checks and free
dan pemberian obat serta vitamin gratis, program vitamin medicine, the AloDokter Mantap program in the
AloDokter Mantap dalam bentuk cek kesehatan online, form of online health checks, the Online Health Seminar
program seminar kesehatan online, program Mantap program and the Mantap melihat program in the form of
Melihat dalam bentuk operasi katarak gratis, dan program free cataract surgery.
Mantap Mendengar dalam bentuk pemberian alat bantu
dengar.
• Mantap Aktif, • Mantap Aktif/Active Mantap
Bertujuan mendukung penciptaan masyarakat, khususnya Aimed at supporting the creation of a society, especially
pensiunan yang aktif, produktif serta tangguh dan retirees who are active, productive, resilient and happy.
bahagia. Contoh program ini dilakukan dalam bentuk An example of this program is carried out in the form of
kegiatan pendukung produktivitas pensiunan dan activities to support retiree productivity and implemented
diimplementasikan melalui kegiatan yang berfokus pada through activities that focus on the social & religious fields
bidang sosial & religi melalui Komunitas Mantap Indonesia through the Mantap Indonesia Community and the Active
dan Program Aktif Bersama Mantap, Buka Puasa Bersama Together with Mantap Program, Breaking Fast Together
dan Mantap Berbagi. and Mantap Sharing.
192 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
• Mantap Sejahtera, • Mantap Sejahtera/ Prosperous Mantap
Bertujuan menciptakan masyarakat, khususnya pensiunan Aimed at creating an independent and prosperous society,
yang mandiri dan sejahtera melalui kewirausahaan Pilar particularly for pensioners, through entrepreneurship, the
Mantap Sejahtera diimplementasikan melalui beberapa Mantap Sejahtera Pillar was implemented through several
program yaitu: programs, as follows:
- Wirausaha Mantap Sejahtera dalam bentuk pelatihan - Wirausaha Mantap Sejahtera, in the form of mentor-
berbasis mentor dengan sistem pendampingan dan based training with a structured mentoring system and
offtaker; offtaker support;
- Mantap Cooking Club merupakan pelatihan wirausaha - Mantap Cooking Club, an entrepreneurship training
bidang kuliner yang memberikan dukungan berupa program in the culinary sector that provided support in
pelatihan, promosi usaha dan bantuan dana atau the form of training, business promotion, and financial
bahan baku, bekerja sama dengan BOLA Deli, SASA or raw material assistance, in collaboration with BOLA
Group ataupun mitra lokal; Deli, SASA Group, and local partners;
- Gerebek Dapur merupakan pelatihan wirausaha - Gerebek Dapur, an online entrepreneurship training
online yang akan memilih nasabah dengan jenis usaha program that selected customers engaged in culinary
Mantapreneur Kuliner sebagai Duta MCC. Selain Mantapreneur businesses as MCC Ambassadors. In
mempromosikan produk pensiunan, Bank Mandiri addition to promoting pensioners’ products, Bank
Taspen dan pihak ke-3 akan memberikan bantuan & Mandiri Taspen and third parties provided business
produk usaha yang bekerjasama dengan BOLA Deli support and products in collaboration with BOLA Deli
dan SASA Group; and SASA Group;
- Pojok Wirausaha merupakan program yang bertujuan - Pojok Wirausaha, a program designed as a platform for
sebagai sarana promosi & berjualan produk usaha promoting and selling customers’ business products
nasabah Bank Mandiri Taspen pada saat pembayaran during pension disbursement activities;
gaji pensiun;
- Program wirausaha kemitraan: - Entrepreneurship Partnership Programs:
a. Warung Mantap Sejahtera, usaha warung a. Warung Mantap Sejahtera, a small retail shop
kelontong yang bekerjasama dengan Indogrosir, business in collaboration with Indogrosir, Lotte
Lotte Grosir, Suryamart, dan BUMNU Mart; Grosir, Suryamart, and BUMNU Mart;
b. Agen Kurir Mantap, usaha jasa ekspedisi yang b. Agen Kurir Mantap, an expedition/courier service
bekerjasama dengan TIKI; business in collaboration with TIKI;
c. Toko Frozen Mantap, usaha reseller frozen food c. Toko Frozen Mantap, a frozen food reseller business
yang bekerjasama dengan PT Charoen Pokphand in collaboration with PT Charoen Pokphand
Indonesia (Fiesta, Champ, Akumo, Asimo, Okey, Indonesia (Fiesta, Champ, Akumo, Asimo, Okey,
Fiesta Ready to Meal, Fiesta Ready to Go); Fiesta Ready to Meal, Fiesta Ready to Go);
d. SiMantap Laundry, usaha jasa laundry (binatu) d. SiMantap Laundry, a laundry service business
yang bekerjasama dengan mitra Laundry Klin (PT in collaboration with Laundry Klin (PT KlikNKlin
KlikNKlin Digital Nusantara); Digital Nusantara);
e. Agen Club Mantap, usaha agen reseller air mineral e. Agen Club Mantap, a bottled mineral water reseller
kemasan yang bekerjasama dengan Indofood business in collaboration with Indofood CLUB (PT
CLUB (PT Tirta Sukses Perkasa). Tirta Sukses Perkasa).
Kegiatan Tanggung Jawab Sosial Environmental Social Responsibility (TJSL)
Lingkungan (TJSL) [OJK F.25] Activities [OJK F.25]
Tanggung Jawab Sosial dan Lingkungan (TJSL) merupakan Corporate Social and Environmental Responsibility (TJSL)
salah satu komponen penting dalam pelaksanaan kegiatan is a key component in the implementation of sustainable
usaha yang berkelanjutan. Bank Mandiri Taspen telah business activities. Bank Mandiri Taspen implemented TJSL
melaksanakan TJSL sesuai dengan ketentuan Undang-Undang in accordance with Law No. 40 of 2007 concerning Limited
No. 4 Tahun 2007 tentang Perseroan Terbatas serta Peraturan Liability Companies and Government Regulation No. 47 of 2012
Pemerintah No. 47 Tahun 2012 tentang Tanggung Jawab Sosial concerning Corporate Social and Environmental Responsibility.
dan Lingkungan Perseroan Terbatas. Dalam laporan ini, TJSL In this report, TJSL is defined as the Company’s commitment
dipahami sebagai bentuk komitmen perusahaan untuk turut to contribute to sustainable economic development, with
serta dalam pembangunan ekonomi yang berkelanjutan, dengan the objective of improving quality of life and environmental
tujuan meningkatkan kualitas kehidupan serta kelestarian sustainability, benefiting the Company, local communities,
2025 Sustainability Report 193
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Kinerja Keberlanjutan
Sustainability Performance
lingkungan yang memberikan manfaat, baik bagi perusahaan and society at large. Bank Mandiri Taspen implemented TJSL
itu sendiri, komunitas setempat, maupun masyarakat secara through its Corporate Social Responsibility (CSR) programs.
umum. Bank Mandiri Taspen mengimplementasikan TJSL
tersebut melalui Program Tanggung Jawab Sosial Perusahaan
(Corporate Social Responsibility/CSR).
Secara khusus, seusai dengan POJK Keuangan Berkelanjutan, In particular, in line with Sustainable Finance regulations
Bank Mandiri Taspen telah mengalokasikan sebagian dana issued by the Financial Services Authority (OJK), Bank Mandiri
TJSL/CSR untuk mendukung kegiatan penerapan keuangan Taspen allocated a portion of its TJSL/CSR funds to support
berkelanjutan. Dukungan disalurkan melalui penyelenggaraan sustainable finance initiatives. These contributions were
berbagai program dengan kualifikasi berikut: channeled through programs with the following criteria:
a. pembangunan sarana dan prasarana untuk meningkatkan a. development of infrastructure and facilities to improve the
kualitas hidup masyarakat sekitar daerah operasi quality of life of communities surrounding the Company’s
perusahaan; operational areas;
b. penyelenggaraan pelatihan untuk usaha kecil dan b. provision of training programs for small and medium
menengah (UKM) terkait bisnis berkelanjutan; enterprises (SMEs) related to sustainable business
practices;
c. kegiatan yang berhubungan dengan aktivitas c. activities related to community empowerment and/or
pemberdayaan masyarakat dan/atau keuangan inklusif; financial inclusion;
d. kegiatan yang memiliki dampak positif pada kondisi sosial d. activities that generate positive social and environmental
dan lingkungan hidup, atau paling tidak dapat menghindari impacts, or at a minimum, avoid negative impacts through
dampak negatif dengan mengimplementasikan aktivitas the implementation of appropriate mitigation measures;
mitigasi bagi target kegiatan tersebut.
e. kegiatan yang dapat berimplikasi pada peningkatan dan e. activities that contribute to enhancing and achieving the
pencapaian makna keuangan berkelanjutan, khususnya di objectives of sustainable finance, particularly in the areas
lokasi kegiatan tersebut dilaksanakan dan secara umum where the programs are implemented and broadly across
di Indonesia. Makna utama implementasi Keuangan Indonesia. The primary objective of sustainable finance
Berkelanjutan di Indonesia adalah dukungan menyeluruh implementation in Indonesia is to ensure comprehensive
dari sektor jasa keuangan untuk menciptakan pertumbuhan support from the financial services sector in achieving
ekonomi berkelanjutan dengan menyelaraskan kepentingan sustainable economic growth by balancing economic,
ekonomi, sosial, dan lingkungan hidup. social, and environmental interests.
Sepanjang tahun 2025, Bank Mandiri Taspen telah Throughout 2025, PT Bank Mandiri Taspen realized TJSL/CSR
merealisasikan dana TJSL/CSR sebesar Rp1.500.329.545. funds amounting to IDR1,500,329,545.
Keterangan 2025 2024 2023 Description
Realisasi Dana TJSL 1.500.329.545 2.089.505.172 1.797.261.850 Realization of TJSL Funds
194 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Tabel Kegiatan TJSL dan Tujuan Pembangunan Berkelanjutan
Table of TJSL Activities and the Sustainable Development Goals
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Pembangunan Pematang 02 Januari Masjid Darul Abrar Bank memberikan Telah disalurkan
Masjid Darul Siantar 2025 Masjid Darul Abrar bantuan dana sosial dana sumbangan
Abrar 02 January untuk pemeliharaan sebesar
Construction 2025 masjid Rp20.000.000,-
of Darul Abrar The Bank provided A donation fund
Mosque social funding distributed of
assistance for mosque Rp20.000.000,-
maintenance
Donasi Jakarta 02 Januari Majelis Taklim Bank memberikan Telah disalurkan
Pelaksanaan 2025 Nurussa’adah bantuan dana sosial dana sumbangan
Isra’ Mi’raj 02 January Majelis Taklim untuk kegiatan agama sebesar
Donation for 2025 Nurussa'adah The Bank provided Rp5.000.000,-
Isra’ Mi’raj social funding support A donation fund
Commemoration for religious activities. distributed of
Rp5.000.000,-
Perbaikan Pusat Bali 09 Januari Sindu Dwarawati Bank memberikan Telah disalurkan
Konservasi 2025 Turtle Conservation bantuan sarana dan dana sumbangan
Penyu Sindu 09 January Center prasarana guna sebesar
Dwarawati 2025 Sindu Dwarawati mendukung upaya Rp60.000.000,-
Revitalization Turtle Conservation pelestarian penyu, A donation fund
of the Sindu Center berupa pembangunan distributed of
Dwarawati sumur air tawar, Rp60.000.000,-
Sea Turtle penyediaan pompa
Conservation air, serta perbaikan
Center gedung.
The Bank provided
facilities and
infrastructure
support for sea
turtle conservation
efforts, including
the construction of
a freshwater well,
provision of a water
pump, and building
renovations.
Tali Asih Ternate 20 Februari Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 20 gugur kepada keluarga sebesar
February almarhum Rp9.000.000,-
2025 The Bank provided A donation fund
compassionate distributed of
assistance to the Rp9.000.000,-
families of fallen
soldiers.
Santunan Anak Jakarta 26 Februari Yayasan Persaudaraan Pemberian bantuan Telah disalurkan
Yatim 2025 Persaudaraan anak yatim dana sumbangan
Support for 26 Foundation The Bank provided sebesar
Orphans February support for orphans. Rp5.000.000,-
(Orphan 2025 A donation fund
Assistance distributed of
Program) Rp5.000.000,-
Sumbangan Jakarta 03 Maret PT TASPEN (Persero) Bank Mandiri Taspen Telah disalurkan
Ramadhan 2025 PT TASPEN (Persero) memberikan bantuan dana sumbangan
PT TASPEN 03 March dana sosial sebesar
(Persero) 2025 Bank Mandiri Taspen Rp50.000.000,-
Ramadan provided social funding
Donation – assistance. A donation fund
PT TASPEN distributed of
(Persero) Rp50.000.000,-
2025 Sustainability Report 195
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Sustainability Performance
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Sumbangan Jakarta 06 Maret SSGR Reborn Bank Mandiri Taspen Telah disalurkan
Buka Puasa 2025 SSGR Reborn memberikan bantuan dana sumbangan
Bersama 06 March dana sosial sebesar
Donation for 2025 Bank Mandiri Taspen Rp3.000.000,-
Iftar Gathering provided social funding A donation fund
(Breaking the assistance. distributed of
Fast Together) Rp3.000.000,-
Sumbangan Jawa 07 Maret Persatuan Wartawan Bank Mandiri Taspen Telah disalurkan
Kegiatan Pers Tengah 2025 Indonesia (PWI) Jawa memberikan bantuan dana sumbangan
PWI 07 March Tengah dana sosial sebesar
Donation for 2025 Persatuan Wartawan Bank Mandiri Taspen Rp5.000.000,-
PWI Press Indonesia (PWI) Jawa provided social funding A donation fund
Activities Tengah assistance. distributed of
Rp5.000.000,-
Sumbangan Serang, 13 Maret Yayasan Sulaimaniyah Bank Mandiri Taspen Telah disalurkan
Ramadhan Banten 2025 Yayasan Sulaimaniyah memberikan bantuan dana sumbangan
Yayasan 13 March dana sosial sebesar
Sulaimaniyah 2025 Bank Mandiri Taspen Rp2.500.000,-
Ramadan provided social funding A donation fund
Donation – assistance. distributed of
Sulaimaniyah Rp2.500.000,-
Foundation
TJSL Banyuwangi 13 Maret CV Langgeng Transjaya Penghijauan dan Telah disalurkan
Penghijauan & 2025 CV Langgeng Transjaya pemberdayaan dana sumbangan
Pemberdayaan 13 March masyarakat Desa sebesar
Masyarakat 2025 Margomulyo Glenmore, Rp50.000.000,-
melalui Program Banyuwangi dengan A donation fund
Penanaman pemberian bibit pohon distributed of
Pohon Alpukat alpukat Rp50.000.000,-
CSR Program: Greening and
Greening & community
Community empowerment program
Empowerment in Desa Margomulyo
through Glenmore through the
Avocado Tree distribution of avocado
Planting tree seedlings.
Berbagi Takjil Jakarta 19 Maret Masyarakat Sekitar Memberikan takjil Telah disalurkan
Takjil 2025 Kantor Pusat Bank kepada masyarakat dana sumbangan
Distribution 19 Maret Mandiri Taspen sekitar sebesar
Program 2025 Local communities Distribution of Rp5.000.000,-
surrounding the Head takjil (iftar meals) A donation fund
Office of Bank Mandiri to surrounding distributed of
Taspen communities. Rp5.000.000,-
Sumbangan Jakarta 21 Maret PT TASPEN (Persero) Bank Mandiri Taspen Telah disalurkan
kegiatan mudik 2025 PT TASPEN (Persero) memberikan bantuan dana sumbangan
bersama 21 March dana sosial untuk sebesar
PT TASPEN 2025 kegiatan mudik Rp292.062.150,-
(Persero) bersama A donation fund
Donation Bank Mandiri Taspen distributed of
for Joint provided social funding Rp292.062.150,-
Homecoming support for joint
(Mudik homecoming (mudik
Bersama) – bersama) activities.
PT TASPEN
(Persero)
196 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Sumbangan Jakarta 26 Maret PT TASPEN (Persero) Bank Mandiri Taspen Telah disalurkan
Sembako 2025 PT TASPEN (Persero) memberikan bantuan dana sumbangan
PT TASPEN 26 March dana sosial untuk sebesar
(Persero) 2025 berbagi sembako Rp29.960.000,-
Basic kepada masyarakat A donation fund
Necessities sekitar distributed of
Donation – Bank Mandiri Taspen Rp29.960.000,-
PT TASPEN provided social
(Persero) funding assistance
for the distribution
of basic necessities
to surrounding
communities.
Tali Asih Kediri, Kediri, 26 Maret Keluarga Almarhum Pemberian tali asih Telah disalurkan
Nganjuk & Nganjuk & 2025 Bereaved Family atas prajurit yang dana sumbangan
Semarang Semarang 26 March gugur kepada keluarga sebesar
Tali Asih Kediri, 2025 almarhum Rp7.500.000,-
Nganjuk & Provision of A donation fund
Semarang compassionate distributed of
assistance to the Rp7.500.000,-
families of fallen
soldiers.
Sumbangan Denpasar 09 April Pura Melati, Denpasar Pemberian dana Telah disalurkan
Renovasi & 2025 Pura Melati, Denpasar sumbangan untuk dana sumbangan
Perbaikan 09 April renovasi Pura Melati sebesar
Rumah Ibadah 2025 Donation for the Rp25.000.000,-
(Pura) renovation of Pura A donation fund
Donation for Melati. distributed of
Renovation & Rp25.000.000,-
Improvement
of Places
of Worship
(Temple)
Tali Asih Jakarta 21 April Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 21 April gugur kepada keluarga sebesar
2025 almarhum Rp3.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp3.000.000,-
families of fallen
soldiers.
Tali Asih Padang 23 April Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih Sidempuan 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 23 April gugur kepada keluarga sebesar
2025 almarhum Rp10.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp10.000.000,-
families of fallen
soldiers.
Tali Asih Ambon 16 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 16 May gugur kepada keluarga sebesar
2025 almarhum Rp10.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp10.000.000,-
families of fallen
soldiers.
2025 Sustainability Report 197
Page 198
Kinerja Keberlanjutan
Sustainability Performance
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Sumbangan Padang 16 Mei Panti Asuhan Koto 11 Pemberian santunan Telah disalurkan
Kegiatan 2025 XI Tarusan dan Panti kepada anak yatim dana sumbangan
Keagamaan 16 May Asuhan Yapem Pessel dalam acara buka sebesar
Donation for 2025 Panti Asuhan Koto 11 puasa bersama Bank Rp80.014.519,-
Religious XI Tarusan and Panti Mandiri Taspen A donation fund
Activities Asuhan Yapem Pessel Provision of support distributed of
for orphans during the Rp80.014.519,-
Bank Mandiri Taspen
iftar (breaking the fast)
event.
Tali Asih Jakarta 17 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 17 May gugur kepada keluarga sebesar
2025 almarhum Rp3.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp3.000.000,-
families of fallen
soldiers.
Tali Asih Bandar 19 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih Lampung 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 19 May gugur kepada keluarga sebesar
2025 almarhum Rp15.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp15.000.000,-
families of fallen
soldiers.
Sumbangan Jambi 19 Mei Kabupaten Sarolangun, Bantuan paket Telah disalurkan
Paket Sembako 2025 Jambi sembako untuk dana sumbangan
untuk Bencana 19 May Kabupaten Sarolangun, masyarakat Jambi yang sebesar
Alam 2025 Jambi terkena bencana alam Rp43.400.000,-
Donation of Distribution of basic A donation fund
Basic Necessity necessity packages to distributed of
Packages for communities in Jambi Rp43.400.000,-
Natural Disaster affected by natural
Relief disasters.
Tali Asih Bandar 20 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih Lampung 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 20 May gugur kepada keluarga sebesar
2025 almarhum Rp5.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp5.000.000,-
families of fallen
soldiers.
Tali Asih Makassar 20 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 20 May gugur kepada keluarga sebesar
2025 almarhum Rp3.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp3.000.000,-
families of fallen
soldiers.
198 Laporan Keberlanjutan 2025
Page 199
PT Bank Mandiri Taspen
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Sumbangan Surakarta 20 Mei Panti Asuhan Yayasan Pemberian santunan Telah disalurkan
Program 2025 Nur Hidayah kepada anak yatim dana sumbangan
Berbagi 20 May Panti Asuhan Yayasan dalam acara buka sebesar
Kebaikan 2025 Nur Hidayah puasa bersama Bank Rp22.788.150,-
Ramadhan Mandiri Taspen A donation fund
Donation for Provision of support distributed of
Ramadan for orphans during the Rp22.788.150,-
Sharing Bank Mandiri Taspen
Program iftar (breaking the fast)
event.
Sumbangan Jakarta 26 Mei TK Tunas Anak Bangsa Pemberian dana Telah disalurkan
TK Tunas Anak 2025 TK Tunas Anak Bangsa sumbangan kepada dana sumbangan
Bangsa 26 May TK Tunas Anak sebesar
Donation to 2025 Bangsa untuk bantuan Rp5.000.000,-
Tunas Anak operasional A donation fund
Bangsa Provision of financial distributed of
Kindergarten assistance to TK Tunas Rp5.000.000,-
Anak Bangsa for
operational support.
Tali Asih Jakarta 23 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 23 May gugur kepada keluarga sebesar
2025 almarhum Rp10.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp10.000.000,-
families of fallen
soldiers.
Tali Asih Bekasi 26 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 26 May gugur kepada keluarga sebesar
2025 almarhum Rp5.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp5.000.000,-
families of fallen
soldiers.
Tali Asih Gorontalo 28 Mei Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 28 May gugur kepada keluarga sebesar
2025 almarhum Rp1.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp1.000.000,-
families of fallen
soldiers.
Sumbangan Seluruh 28 Mei Masyarakat Umum Bantuan dana untuk Telah disalurkan
Berbagi Takjil Jaringan 0925 General Public program berbagi takjil dana sumbangan
Ramadhan Kantor di 28 May kepada masyarakat sebesar
Ramadan Indonesia 0925 sekitar jaringan kantor Rp42.810.900,-
Takjil Sharing All Office Bank Mandiri Taspen A donation fund
Donation Networks Provision of financial distributed of
Across assistance for the Rp42.810.900,-
Indonesia distribution of
takjil (iftar meals)
to communities
surrounding Bank
Mandiri Taspen’s office
network.
2025 Sustainability Report 199
Page 200
Kinerja Keberlanjutan
Sustainability Performance
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
CSR perbaikan Jakarta 28 Mei Mantapreneur Jakarta Perbaikan outlet Telah disalurkan
outlet UMKM 2025 Mantapreneur Jakarta UMKM dan akses dana sumbangan
dan Akses 28 May pemasaran nasabah sebesar
Pemasaran 2025 (Mantapreneur) di Rp29.450.000,-
Mantaprenuer di PIM 2 A donation fund
PIM 2 Improvement of distributed of
CSR Program: MSME outlets and Rp29.450.000,-
Improvement of provision of market
MSME Outlets access for customers
and Market (Mantapreneurs) at
Access for Pondok Indah Mall 2.
Mantapreneurs
at Pondok Indah
Mall 2
Sumbangan Semarang 03 Juni Kantor Cabang Pemberian dana Telah disalurkan
Berbagi Takjil 2025 Semarang sumbangan untuk dana sumbangan
Takjil Sharing 03 June Semarang Branch program berbagi takjil sebesar
Donation 2025 Office kepada masyarakat di Rp1.000.000,-
sekitar Kantor Cabang A donation fund
Semarang Bank distributed of
Mandiri Taspen Rp1.000.000,-
Provision of financial
assistance for
takjil distribution
to communities
surrounding the
Semarang Branch
Office of Bank Mandiri
Taspen.
Sumbangan Jakarta 05 Juni Masjid Pemberian bantuan Telah disalurkan
Kegiatan Idul 2025 Masjid dana untuk kegiatan dana sumbangan
Adha 05 June idul adha. sebesar
Donation for 2025 Provision of financial Rp5.000.000,-
Eid al-Adha assistance for Eid al- A donation fund
Activities Adha activities. distributed of
Rp5.000.000,-
Sumbangan Jakarta 11 Juni Pemberian bantuan Telah disalurkan
Hewan Qurban 2025 dana untuk hewan dana sumbangan
Idul Adha 11 June qurban sebesar
Donation of 2025 Provision of financial Rp47.050.000,-
Qurban Animals assistance for qurban A donation fund
for Eid al-Adha (sacrificial animals). distributed of
Rp47.050.000,-
CSR Bedah Bekasi 11 Juni Nasabah atas nama Ibu Pemberian bantuan Telah disalurkan
Rumah 2025 Sumarliyah dana untuk renovasi dana sumbangan
CSR House 11 June Customer under the rumah. sebesar
Renovation 2025 name of nama Ibu Provision of financial Rp76.737.390,-
Program Sumarliyah assistance for house A donation fund
renovation. distributed of
Rp76.737.390,-
Tali Asih Manado, 12 Juni Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih Surakarta, 2025 Bereaved Family atas prajurit yang dana sumbangan
donation Semarang 12 June gugur kepada keluarga sebesar
2025 almarhum Rp14.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp14.000.000,-
families of fallen
soldiers.
200 Laporan Keberlanjutan 2025
Page 201
PT Bank Mandiri Taspen
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Tali Asih Tuban 62 Juni Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih 2025 Bereaved Family atas prajurit yang dana sumbangan
donation 26 June gugur kepada keluarga sebesar
2025 almarhum Rp3.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp3.000.000,-
families of fallen
soldiers.
Sumbangan Depok 16 Juli Yayasan Al Barokah Pemberian sumbangan Telah tersalurkan
Perbaikan 2025 Yayasan Al Barokah untuk renovasi gedung dana sumbangan
Gedung Sekolah 16 July pendidikan Yayasan Al sebesar
Donation for 2025 Barokah Rp15.000.000,-
School Building Provision of donations A donation fund
Renovation for the renovation of an distributed of
educational facility at Rp15.000.000,-
Yayasan Al Barokah.
Sumbangan Depok 18 Juli Gereja Kristen Pemberian sumbangan Telah tersalurkan
Rumah Ibadah 2025 Protestan Simalungun perbaikan gereja dana sumbangan
GKPS 18 July Gereja Kristen Provision of donations sebesar
Donation 2025 Protestan Simalungun for church renovation. Rp15.000.000,-
for Place of A donation fund
Worship (GKPS) distributed of
Rp15.000.000,-
Tali Asih Medan, 12 Agustus Keluarga Almarhum Pemberian tali asih Telah disalurkan
Tali Asih Jakarta, 2025 Bereaved Family atas prajurit yang dana sumbangan
donation Salatiga, 12 August gugur kepada keluarga sebesar
Banjarmasin 2025 almarhum Rp25.000.000,-
Provision of A donation fund
compassionate distributed of
assistance to the Rp25.000.000,-
families of fallen
soldiers.
TJSL Program Jakarta 21 Agustus PlasticPay Perpanjangan dan Telah tersalurkan
Daur Ulang 2025 PlasticPay penambahan 1 (satu) dana sumbangan
Botol Plastik 21 August mesin RVM daur ulang sebesar
Reverse 2025 botol plastik Rp255.102.000,-
Vending Expansion and addition A donation fund
Machine of 1 (one) Reverse distributed of
TJSL Program: Vending Machine Rp255.102.000,-
Plastic Bottle (RVM) for plastic bottle
Recycling recycling.
through Reverse
Vending
Machine
Sumbangan Kudus 02 Sekolah Alam Nara Pemberian sumbangan Telah tersalurkan
Perbaikan September Mulia renovasi sekolah dana sumbangan
Sekolah 2025 Sekolah Alam Nara Provision of donations sebesar
Donation 02 Mulia for school renovation. Rp5.000.000,-
for School September A donation fund
Improvement 2025 distributed of
Rp5.000.000,-
Sumbangan Riau 04 Musholla Al-Awwal Pemberian sumbangan Telah tersalurkan
Pemeliharaan September Musholla Al-Awwal berupa karpet untuk dana sumbangan
Rumah Ibadah 2025 Musholla sebesar
Donation for 04 Provision of carpet Rp35.000.000,-
Maintenance September donations for a A donation fund
of Places of 2025 musholla (prayer distributed of
Worship room). Rp35.000.000,-
2025 Sustainability Report 201
Page 202
Kinerja Keberlanjutan
Sustainability Performance
Tujuan
Jenis Kegiatan Pembangunan
TJSL Lokasi Tanggal Penerima Penjelasan Capaian Berkelanjutan
TJSL Activity Location Date Recipient Recipient Achievement Sustainable
Types Development
Goals
Sumbangan Kabanjahe 18 Gereja Batak Pemberian bantuan Telah tersalurkan
Perlengkapan September Kabanjahe alat sekolah dana sumbangan
Sekolah 2025 Gereja Batak Provision of school sebesar
Donation of 18 Kabanjahe equipment assistance. Rp6.000.000,-
School Supplies September A donation fund
2025 distributed of
Rp6.000.000,-
TJSL Program Kupang 26 Kelurahan Fatululi Ruangan yang tidak Telah tersalurkan
Ruang Belajar September Kelurahan Fatululi terpakai di Area dana sumbangan
Mantap 2025 Kelurahan Fatululi sebesar
TJSL Program: 26 yang direnovasi Rp60.350.000,-
Ruang Belajar September menjadi ruang belajar A donation fund
Mantap (Mantap 2025 untuk anak prasekolah distributed of
Learning Space) Renovation of an Rp60.350.000,-
unused space in
Kelurahan Fatululi into
a learning space for
preschool children.
Edukasi & Semarang 25 Oktober Nasabah Bank Mandiri Pemberian edukasi Telah tersalurkan
Layanan 2025 Taspen (Mantapreneur) dan CSR pendaftaran dana sumbangan
Pendaftaran 25 October Customers of Bank merek dan hak cipta sebesar
Merek dan 2025 Mandiri Taspen untuk produk UMKM Rp25.300.000,-
Hak Cipta (Mantapreneurs) binaan Bank Mandiri A donation fund
Mantapreneur Taspen (Mantapreneur) distributed of
Education & kepada 19 orang untuk Rp25.300.000,-
Trademark/ 18 merek dan 4 Hak
Copyright Cipta produk
Registration Provision of education
Services for and CSR support
Mantapreneurs for trademark and
copyright registration
for MSME products
(Mantapreneurs),
benefiting 19
participants covering
18 trademarks and 4
copyrighted products.
CSR Bedah Manggarai, 17 Nasabah atas nama Pemberian bantuan Telah tersalurkan
Rumah NTT Desember Rofina Yultin Rayun dana untuk renovasi dana sumbangan
CSR House 2025 Customer under the rumah. sebesar
Renovation 17 name of Rofina Yultin Provision of financial Rp54.304.436,-
Program December Rayun assistance for house A donation fund
2025 renovation. distributed of
Rp54.304.436,-
Total Rp1.500.329.545
202 Laporan Keberlanjutan 2025
Page 203
PT Bank Mandiri Taspen
TALI ASIH
Tali Asih (Compassionate Assistance Program)
Balikpapan Ternate KCP Gorontalo
Tali Asih Kediri & Semarang
Tali Asih Kediri & Semarang
Kediri & Semarang Kediri & Semarang Kediri & Semarang
Sumbangan Tali Asih
SuTali Asih Donation
KC Bandar Lampung KC Bandar Lampung KC Ambon
Sumbangan Tali Asih a.n Slamet Purwanto
Tali Asih Donation on behalf of Slamet Purwanto
KC Makassar KC Kendari KC Bandar Lampung
2025 Sustainability Report 203
Page 204
Kinerja Keberlanjutan
Sustainability Performance
Sumbangan Program Berbagi Kebaikan Ramadhan
Ramadan Sharing Program Donation
Berbagi Takjil Untuk Masyarakat di Sekitar
Distribution of Takjil (Iftar Meals) for Surrounding Communities
Mudik Bersama
Joint Homecoming Program (Mudik Bersama)
Program Penghijauan & Pemberdayaan Masyarakat Melalui Penanaman Bibit Pohon Alpukat
Greening and Community Empowerment Program through the Planting of Avocado Tree Seedlings
204 Laporan Keberlanjutan 2025
Page 205
PT Bank Mandiri Taspen
Program Keanekaragaman Hayati
Melalui Perbaikan & Peningkatan Sarana Konservasi Penyu Sindu Dwarawati
Biodiversity Program Through the Improvement and
Enhancement of the Sindu Dwarawati Sea Turtle Conservation Facilities
Sumbagan Kurban Idul Adha 1446 H
Qurban Donation for Eid al-Adha 1446 H
CSR Bedah Rumah Ibu Sumarliyah
CSR House Renovation Program – Mrs. Sumarliyah
Before: After:
2025 Sustainability Report 205
Page 206
Kinerja Keberlanjutan
Sustainability Performance
Bedah Rumah Ibu Rofina Yultin Rayun Manggarai, NTT
Home Renovation of Mrs. Rofina Yultin Rayun Manggarai, NTT
Before: After:
Mantap Sejahtera Perbaikan Outlet UMKM binaan Pemprov Jakarta &
Penyediaan Akses Pemasaran untuk Mantapreneur
Mantap Sejahtera Program Improvement of MSME Outlets Supported by the Jakarta Provincial
Government & Provision of Market Access for Mantapreneurs
Ruang Belajar Mantap
Mantap Learning Center
206 Laporan Keberlanjutan 2025
Page 207
PT Bank Mandiri Taspen
Mantapreneur Naik Kelas Edukasi & Layanan Pendaftaran
Merek & Hak Cipta
Mantapreneur Upgrade Program (Scaling Up MSMEs)
Education & Registration Services for Trademarks & Copyrights
Carbon Offset Reverse Vending Macine
Carbon Offset Initiative Reverse Vending Machine Program
2025 Sustainability Report 207
Page 208
Kinerja Keberlanjutan
Sustainability Performance
Tanggap Bencana Aceh dan Sumatera Desember 2025
Disaster Response for Aceh and Sumatra – December 2025
Sorkam, Tapanuli Tengah:
Langsa & Pidie Jaya, Aceh:
Agam, Tapanuli Barat:
208 Laporan Keberlanjutan 2025
Page 209
PT Bank Mandiri Taspen Kepatuhan Terhadap Hukum dan Peraturan Compliance With Laws and Regulations [GRI 2-27, FN-CB-510a.1] [GRI 2-27, FN-CB-510a.1] Bank Mandiri Taspen senantiasa berpedoman pada hukum dan Bank Mandiri Taspen consistently adhered to applicable laws peraturan yang berlaku dalam menjalankan kegiatan bisnis. and regulations in conducting its business activities. As of the Sampai dengan akhir Desember 2025, tidak terdapat kasus end of December 2025, there were no cases of non-compliance akibat ketidakpatuhan terhadap undang-undang dan peraturan that resulted in monetary fines or non-monetary sanctions yang menyebabkan denda dikeluarkan dan sanksi non moneter imposed on Bank Mandiri Taspen. dikenakan kepada Bank Mandiri Taspen. Pengaduan Masyarakat [OJK F.24, GRI 2-16, 2-26, Public Complaints [OJK F.24, GRI 2-16, 2-26, FN-CB- FN-CB-510a.2] 510a.2] Bank Mandiri Taspen menyediakan saluran pengaduan Bank Mandiri Taspen provided a whistleblowing system as a whistleblowing system. Para pemangku kepentingan dapat complaint channel. Stakeholders could report matters related menyampaikan hal-hal yang berkaitan dengan etika, integritas, to ethics, integrity, norms, alleged violations, and issues norma-norma, dugaan pelanggaran dan hal-hal terkait isu sosial concerning social and environmental aspects within the Bank’s dan lingkungan di lingkungan wilayah operasi. Masyarakat dapat operational areas. Complaints could be submitted in writing melaporkan pengaduan secara tertulis melalui email ltc@rsm. via email at ltc@rsm.id or through the Bank’s official website id atau dapat disampaikan melalui website resmi Bank yaitu at https://whistleblowing.tips/wbs/@bankmandiritaspen. All https: //whistleblowing.tips/wbs/@bankmandiritaspen. reports of alleged violations (fraud) were treated with strict Semua pengaduan akan dugaan pelanggaran (fraud) yang confidentiality and security by the Bank, and whistleblowers disampaikan akan dijamin kerahasiaan dan keamanannya were guaranteed the right to obtain information regarding the oleh Bank dan pelapor (whistleblower) dijamin haknya untuk status and follow-up of their reports. memperoleh informasi mengenai status tindak lanjut atas laporannya. Seluruh pengaduan yang masuk, dikelola oleh Unit Strategi Anti- All incoming reports were managed by the Anti-Fraud Fraud, selanjutnya Unit Strategi Anti-Fraud akan melakukan Strategy Unit, which subsequently conducted investigations investigasi atas laporan yang diterima. Unit Strategi Anti-Fraud on the reported cases. The Anti-Fraud Strategy Unit operated harus bersifat Netral, Independensi, Profesionalisme dalam with neutrality, independence, and professionalism in handling menerima pengaduan pelanggaran dengan menggunakan reports, applying the principle of Presumption of Innocence, asas Praduga Tak Bersalah atau Presumption of Innocence whereby an individual was considered not guilty until proven yaitu asas dimana seseorang dinyatakan tidak bersalah hingga otherwise. dinyatakan bersalah. 2025 Sustainability Report 209
Page 210
Kinerja Keberlanjutan
Sustainability Performance
Adapun mekanisme pengaduan masyarakat yang dimiliki oleh The complaint handling mechanism implemented by Bank
Bank Mandiri Taspen, adalah sebagai berikut. Mandiri Taspen was as follows.
Pihak Eksternal
Direktur Utama
Whistleblower External Parties
President Directors
(PT RSM Indonesia)
Mulai
Start
Mengirimkan informasi pengaduan
via media WBS (email atau sistem
Menerima
WBS pada website bank)
Informasi Pengaduan
Sending complaint information
Receive Complaint Information
via WBS media (email or WBS
system on the bank website)
Menerima E-Mail bahwa informasi
Melakukan Verifikasi dan
pengaduan tidak lengkap
Validasi Pengaduan
Received an E-Mail that the
Verifying and
complaint information is
Validating Complaints
incomplete
Menerima laporan hasil investigasi
Melakukan Konfirmasi kepada
berupa executive summary
Whistleblower
Receive a report on the results of
Confirming with
the investigation in the form of an
the Wistleblower
executive summary
Memberikan rekomendasi
tindaklanjut secara jelas kepada
PIC WBS untuk ditindaklanjuti dan
berdasarkan verivikasi 4W+1H
Provide clear follow-up
recommendations to the PIC WBS
to be followed up and based on
4W+1H verification
Menerima dokumen summary
tindaklanjut pemeriksaan untuk
Menerima informasi status disampaikan kepada pelapor
pemeriksaan melalui E-mail
Receive inspection status Receive inspection follow-up
information summary documents to be
submitted to the renorter via
e-mail
Selesai
End
210 Laporan Keberlanjutan 2025
Page 211
PT Bank Mandiri Taspen
Divisi Internal Audit
PIC Whistleblowing System Divisi Central Operation
Internal Audit Division
Evaluasi (4W1H) dan
menyampaikan keputusan tindak
lanjut laporan pengaduan
Evaluation (4W1H) and delivering
follow-up decisions on complaint
reports
Melakukan Verifikasi dan validasi
atas rekomendasi dari Pihak
Eksternal
Carrying out verification and
validation of recommendations Proses investigasi oleh IA, atau
from external parties joint investigasi yang dilakukan
dengan Divisi RBC
Investigation process by IA, or
joint investigation carried out with
the RBC Division
Melanjutkan informasi pengaduan Menerima informasi pengaduan
kepada unit terkait sesuai untuk ditindaklanjuti dan diinput
rekomendasi pihak eksternal pada sistem SAHABAR
Continuing complaint information Receive complaint information to
to related units according to be followed up and input into the
recommendations from external SAHABAT system
parties
Summary Tindaklanjut
Laporan hasil investigasi Pemeriksaan
Investigation Report
Summary of Audit Follow-up
Menerima dan meneruskan
Summary Tindaklanjut
Pemeriksaan
Receive and forward the Audit
Follow-up Summary Pemeriksaan
2025 Sustainability Report 211
Page 212
Kinerja Keberlanjutan
Sustainability Performance
Sepanjang tahun 2025, tidak terdapat pengaduan terkait Throughout 2025, there were no fraud-related complaints
dengan fraud. Namun, Bank Mandiri Taspen telah menerima reported. However, Bank Mandiri Taspen received a total of
115 pengaduan yang terdiri dari 2 (satu) pengaduan non- 115 complaints, consisting of 2 (two) non-fraud complaints,
fraud, 74 pengaduan umum, serta 39 pengaduan yang tidak 74 general complaints, and 39 complaints that did not meet
memenuhi unsur pelaporan. Seluruh pengaduan yang diterima the reporting criteria. All complaints received were followed up
telah ditindaklanjut dan dinyatakan selesai. Berikut jumlah and resolved. The following presents the number of complaints
pengaduan dan proses pengaduan yang diterima oleh Bank and the complaint handling process at Bank Mandiri Taspen.
Mandiri Taspen.
Media Penyampaian Kategori Pelaporan
Media of Reporting Reporting Category Tidak Ditindaklanjuti
Laporan
(tidak memenuhi unsur
Dinyatakan
Tahun pelaporan 4W+1H)
Pengaduan Selesai
Year Not Followed Up (does not
Non- Umum Report
Email Website Fraud meet 4W+1H reporting
Fraud General Resolved
elements)
Complaints
2025 38 77 - 2 74 39 115
2024 44 61 - 1 61 43 105
2023 25 56 1 2 58 20 81
Pengaduan Nasabah Customer Complaints
Pengaduan Nasabah Bank Mandiri Taspen melayani atas Bank Mandiri Taspen handled customer complaints related to
keluhan dan pengaduan nasabah terkait kualitas produk dan the quality of its products and services and was committed to
layanan perusahaan dan berkomitmen untuk memberikan solusi providing solutions in accordance with applicable standard
atas pengaduan tersebut sesuai dengan standar operasional operating procedures. The Bank was dedicated to delivering
prosedur yang berlaku. Bank Mandiri Taspen berkomitmen the best service to customers and ensuring that every
untuk memberikan pelayanan yang terbaik kepada nasabah complaint was addressed promptly and effectively. This
dan memastikan bahwa setiap keluhan dan pengaduan commitment represented the implementation of Law No. 8 of
nasabah ditangani dengan cepat dan efektif. Selain merupakan 1999 concerning Consumer Protection, as well as compliance
implementasi Undang-Undang No 8 Tahun 1999 tentang with Financial Services Authority Regulation (POJK) No. 22
Perlindungan Konsumen, komitmen tersebut ditegakkan Bank of 2023 concerning Consumer and Public Protection in the
Mandiri Taspen sebagai bentuk kepatuhan terhadap Peraturan Financial Services Sector, Bank Indonesia Regulation No. 3
Otoritas Jasa Keuangan (POJK) Nomor 22 Tahun 2023 tentang of 2023 concerning Consumer Protection by Bank Indonesia,
Pelindungan Konsumen dan Masyarakat di Sektor Jasa and Board of Governors Regulation No. 20 of 2023 concerning
Keuangan, Peraturan Bank Indonesia Nomor 3 Tahun 2023 Procedures for the Implementation of Consumer Protection
tentang Pelindungan Konsumen Bank Indonesia dan Peraturan by Bank Indonesia. Bank Mandiri Taspen also established
Anggota Dewan Gubernur No 20 Tahun 2023 tentang Tata Customer Service and Complaint Handling Guidelines,
Cara Pelaksanaan Pelindungan Konsumen Bank Indonesia. including the Standard Procedure for Customer Complaint
Bank Mandiri Taspen juga telah memiliki Pedoman Pelayanan Handling and the Standard Procedure for Consumer and Public
dan Penyelesaian Pengaduan Konsumen Bank Mandiri Taspen Protection.
yaitu Standar Prosedur Penanganan Pengaduan Nasabah dan
Standar Prosedur Perlindungan Konsumen dan Masyarakat.
Bank telah memiliki mekanisme penanganan pengaduan yang The Bank implemented a complaint handling mechanism
dibagi dalam beberapa proses dengan melibatkan unit kerja di consisting of several processes involving work units at both the
Kantor Pusat dan Kantor Cabang yaitu: Head Office and Branch Offices, as follows:
1. Unit penerima pengaduan nasabah yaitu merupakan unit 1. Customer Complaint Receiving Unit, which refers to the
kerja yang menerima, menindaklanjuti dan menyelesaikan work units responsible for receiving, following up, and
pengaduan nasabah secara langsung (First Contact resolving customer complaints directly (First Contact
Resolution) serta melaksanakan kebijakan service recovery Resolution) and for implementing service recovery policies
sesuai dengan kewenangannya. Yang dimaksudkan sebagai in accordance with their authority. The receiving units
unit penerima adalah kanal atau saluran pengaduan consist of the following complaint channels:
sebagai berikut:
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PT Bank Mandiri Taspen
a. Layanan kantor cabang, Petugas Kantor Cabang yang a. Branch Office personnel designated as the receiving
difungsikan sebagai unit penerima yang melakukan unit for customer service and complaint resolution are
fungsi pelayanan dan penyelesaian pengaduan the Customer Service (CS) staff and Branch Leadership,
nasabah adalah Customer Service (CS) dan Pimpinan with the following duties and responsibilities:
Kantor, dengan tugas dan tanggung jawab:
• Menerima setiap pengaduan nasabah; • Receiving all customer complaints;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and documenting all data/
dokumen pengaduan nasabah pada sistem documents related to customer complaints in the
pencatatan pengaduan nasabah; Bank’s complaint recording system;
• Menyelesaikan setiap pengaduan nasabah yang • Resolving customer complaints that can be
bisa dilakukan langsung dengan tidak melibatkan handled directly without the involvement of other
unit kerja lainnya, dalam hal ini jika penyelesaian work units, i.e., if the complaint can be resolved
pengaduan dapat diselesaikan sendiri secara independently by the Complaint Receiving Unit;
langsung oleh Unit Kerja Penerima Pengaduan
Nasabah.
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on complaints that cannot be
penyelesaiannya tidak dapat dilakukan langsung, resolved directly, by forwarding them to the
dengan meneruskan pengaduan ke Unit Kerja Complaint Management Unit and/or Customer
Pengelola dan atau Unit Penyelesaian Pengaduan Complaint Resolution Unit when resolution
Nasabah apabila penyelesaian pengaduan requires investigation or review by another unit;
tersebut memerlukan investigasi/ penelitian oleh
unit kerja lain;
• Menyampaikan hasil tindak lanjut penyelesaian • Communicating the results of the complaint
pengaduan nasabah, baik kepada nasabah maupun resolution follow-up to both the customer and the
unit terkait, dan melakukan update status/ respon relevant unit, and updating the complaint status/
pada sistem pencatatan pengaduan nasabah; response in the Bank’s complaint recording system;
• Melaporkan setiap pengaduan nasabah dan hasil • Reporting all customer complaints and their
penyelesaiannya kepada Unit Kerja Pengelola resolution outcomes to the Customer Complaint
Pengaduan Nasabah; Management Unit;
• Terkait pengaduan nasabah yang berkebutuhan • Handling complaints from customers with special
khusus, dapat dilayani di cabang terdekat; needs at the nearest branch office;
• Dalam hal pengaduan nasabah yang diterima • In cases where the branch receives a complaint
cabang melalui surat dari kepolisian, cabang via official correspondence from the police, the
berkoordinasi melalui Divisi Distribution & branch must coordinate through the Distribution &
Portofolio Management kepada Department Legal Portfolio Management Division with the Legal Unit
dan Divisi Risk Business Control (Jika diperlukan) and the Business Control Risk Unit (if required) to
untuk memberikan tindak lanjut atau jawaban. provide an appropriate follow-up or response.
b. Layanan Contact Center, Petugas Call Center yang b. Call Center personnel serving as the receiving unit
difungsikan sebagai unit penerima yang melakukan responsible for customer service and complaint
fungsi pelayanan dan penyelesaian pengaduan resolution are the Call Center Agents and Call Center
nasabah adalah Agent Call Center dan Leader Call Leaders, with the following duties and responsibilities:
Center, dengan tugas dan tanggung jawab antara lain:
• Menerima setiap pengaduan nasabah; • Receiving all customer complaints;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and recording all data/
dokumen pengaduan nasabah pada sistem documents related to customer complaints in the
pencatatan pengaduan nasabah; Bank’s complaint recording system;
• Menyelesaikan setiap pengaduan nasabah yang • Resolving customer complaints that can be handled
bisa dilakukan langsung dengan tidak melibatkan directly without involving other work units, i.e., if
unit kerja lainnya, dalam hal ini jika penyelesaian the complaint can be resolved independently by
pengaduan dapat diselesaikan sendiri secara the Receiving Unit;
langsung oleh Unit Kerja Penerima Pengaduan
Nasabah;
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on customer complaints that cannot
penyelesaiannya tidak dapat dilakukan langsung, be resolved directly by forwarding them to the
dengan meneruskan pengaduan ke Unit Kerja Complaint Management Unit and/or the Customer
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Pengelola dan atau Unit Penyelesaian Pengaduan Complaint Resolution Unit, especially if the
Nasabah apabila penyelesaian pengaduan resolution requires investigation by other work
tersebut memerlukan investigasi/ penelitian oleh units;
unit kerja lain;
• Menyampaikan hasil tindak lanjut penyelesaian • Conveying the results of complaint resolution
pengaduan nasabah, baik kepada nasabah maupun follow- ups to both the customer and relevant
unit terkait, dan melakukan update status/ respon units, and updating the complaint status/response
pada sistem pencatatan pengaduan nasabah; in the system;
• Menerima dan menjawab “Incoming Calls/ • Receiving and responding to incoming calls/
WA/Email/Media Sosial” yang masuk sesuai WhatsApp messages/emails/social media in
standarisasi dan ketentuan yang berlaku; accordance with applicable standards and
procedures;
• Memberikan informasi yang dibutuhkan oleh • Providing required information to customers or
nasabah atau calon nasabah secara cepat, tepat, prospective customers in a prompt, accurate, and
akurat dan menyenangkan; courteous manner;
• Memahami dengan baik semua produk dan • Having a thorough understanding of all Bank
layanan, ketentuan yang ada di Bank termasuk products and services, as well as applicable policies
perubahan-perubahannya, baik melalui Portal and their updates, whether accessed through the
atau informasi langsung yang disampaikan oleh internal portal or communicated directly by the
Pembina System; System Supervisor;
• Bertanggungjawab dalam menjaga service level • Being responsible for maintaining service level
indicator terkait Abandoned Call, layanan dan indicators related to abandoned calls, service
penyelesaian pengaduan nasabah; quality, and customer complaint resolution;
• Bertanggungjawab dalam menjaga data • Being responsible for maintaining the
kerahasiaan Bank dan nasabah confidentiality of Bank and customer data;
• Memonitor secara harian di Media Sosial (Facebook, • Monitoring social media platforms (Facebook,
Instagram, Twitter, Youtube dan lain sebagainya) Instagram, Twitter, YouTube, etc.) daily for potential
dalam hal kemungkinan terjadinya pengaduan complaints made by customers or non-customers
yang dibuat oleh nasabah atau keluhan dari bukan that are not submitted through the Bank’s official
Nasabah yang tidak disampaikan secara langsung social media channels but may pose reputational
melalui Media Sosial resmi Bank yang berpotensi risks;
mengganggu reputasi Bank;
• Menerima setiap pengaduan yang diberikan • Receiving all complaints submitted by customers
nasabah atau pada Website resmi Bank dan via the Bank’s official website and official social
Media Sosial resmi Bank (Facebook, Instagram, X, media platforms (Facebook, Instagram, Twitter,
Youtube dan lain sebagainya) YouTube, etc.);
• Menyelesaikan keluhan (narasi/tone negatif) yang • Resolving complaints (negative narratives/tones)
berpotensi menganggu reputasi Bank dengan that may pose a reputational risk to the Bank using
metodologi komunikasi yang tepat appropriate communication methodologies.
c. Lain – lainnya, yaitu Seluruh unit kerja (Kantor Pusat c. Others, which refers to all work units (Head Office or
atau Cabang) yang menerima pengaduan nasabah Branches) that receive customer complaints through
dari kanal lain-lainnya yaitu di luar kanal sebagaimana alternative channels outside those mentioned in points
huruf a dan b. Adapun koordinator penerima a and b. The designated coordinator for receiving such
pengaduan nasabah yang dimaksud adalah Unit complaints is the Complaint Handling Unit.
Complain Handling.
These alternative channels include complaints submitted
Kanal lainnya meliputi pengaduan yang disampaikan to regulators such as the Financial Services Authority
kepada Regulator yaitu Otoritas Jasa Keuangan, Bank (Otoritas Jasa Keuangan), Bank Indonesia, the Indonesia
Indonesia, Lembaga Penjamin Simpanan, Perusahaan Deposit Insurance Corporation (Lembaga Penjamin
Induk yaitu PT Bank Mandiri (Persero) Tbk & PT TASPEN Simpanan), parent companies such as PT Bank Mandiri
(Persero), penegak hukum seperti Kepolisian, Instansi (Persero) Tbk and PT TASPEN (Persero), law enforcement
Pemerintah seperti Kementerian BUMN, adapaun tugasnya authorities such as the Police, and government institutions
antara lain: such as the Ministry of State-Owned Enterprises. The
responsibilities include:
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• Menerima setiap pengaduan nasabah yang diajukan • Receiving all customer complaints submitted through
melalui kanal lainnya; alternative channels;
• Mengadministrasikan secara tertib setiap data/ • Properly administering and documenting all data/
dokumen pengaduan nasabah pada sistem pencatatan documents related to customer complaints submitted
pengaduan nasabah yang diajukan melalui instansi through external institutions in the Bank’s complaint
lainnya; recording system;
• Menindaklanjuti setiap pengaduan nasabah yang • Following up on all customer complaints received
diajukan melalui kanal lainnya apabila dapat diselesaikan through alternative channels, if they can be resolved
secara langsung dan tidak memiliki risiko hukum, dan directly and do not involve legal risks. If the complaint
apabila penyelesaiannya tidak dapat dilakukan secara cannot be resolved directly or involves legal risks,
langsung atau memiliki risiko hukum, maka pengaduan it must be forwarded to the Customer Complaint
diteruskan ke Unit Penyelesaian Pengaduan Nasabah; Resolution Unit.
2. Unit Pengelola Pengaduan Nasabah, yaitu merupakan unit 2. Customer Complaint Management Unit, which is a work
kerja di Kantor Pusat yang bertindak sebagai koordinator unit at the Head Office that acts as the coordinator for
pengelolaan pengaduan nasabah secara menyeluruh. comprehensive customer complaint management. The
Yang dimaksudkan sebagai Unit Pengelola adalah Unit designated Management Unit refers to the Complaint
Complaint Handling dibawah Divisi Operational Excellence Handling Unit under the Operational Excellence Customer
Customer Experience sebagai Pembina Sistem Pengelola Experience Division, which serves as the supervisor of the
Pengaduan Nasabah, yang bertugas dalam memastikan Bank’s Customer Complaint Management System. This
terlaksananya proses kepada nasabah secara end to end unit is responsible for ensuring the end-to-end execution
terkait penanganan keluhan nasabah, adapun tugasnya of the customer complaint handling process. Its duties
antara lain: include, but are not limited to, the following:
• Menerima, menangani dan menyelesaikan Pengaduan • Receiving, handling, and resolving complaints
yang disampaikan oleh Unit Penerima Pengaduan submitted by the Customer Complaint Receiving Unit
Nasabah dan Unit Penyelesaian Pengaduan Nasabah; and the Customer Complaint Resolution Unit;
• Menetapkan target kinerja, pemantauan, evaluasi, dan • Setting performance targets, monitoring, evaluating,
pelaporan kinerja terkait Layanan Pengaduan; and reporting performance related to Complaint
Services;
• Melaporkan kepada Direksi mengenai proses Layanan • Reporting to the Board of Directors on the Complaint
Pengaduan, serta memberikan rekomendasi untuk Services process and providing recommendations for
perbaikan dan pengembangan proses Layanan improvements and development of the Complaint
Pengaduan; Services process;
• Menyusun dan menyampaikan laporan Layanan • Preparing and submitting Complaint Service reports
Pengaduan kepada Otoritas Jasa Keuangan melalui to the Financial Services Authority (OJK) through the
Direksi; Board of Directors;
• Menyusun materi penanganan Pengaduan dan wajib • Preparing complaint handling materials and ensuring
mempublikasikan penanganan Pengaduan yang that the handling of complaints received by the
diterima oleh Bank yang akan dicantumkan dalam Bank is published in the annual report, on the Bank’s
laporan tahunan, laman (website), dan/ atau media lain official website, and/or other officially managed media
yang dikelola secara resmi oleh Bank; platforms;
• Menjadi penghubung penanganan Pengaduan • Acting as the liaison for handling complaints submitted
yang disampaikan Konsumen dan/atau Perwakilan by Consumers and/or Consumer Representatives to the
Konsumen kepada Otoritas Jasa Keuangan dan/ atau Financial Services Authority and/or other regulatory
otoritas lainnya bodies;
• Melakukan analisa terkait issue pengaduan nasabah • Conducting analysis on trending customer complaint
yang sedang menjadi trend untuk mengurangi potensi issues to reduce the potential for recurring complaints;
pengaduan nasabah berulang
• Melakukan pengembalian dana ke nasabah berupa • Processing refunds to customers by crediting the
bentuk penyelesaian pengkreditan ke rekening customer’s account as a resolution of claims from
nasabah atas jawaban klaim dari switching ATMB, ATM switching networks, Link, or BMRI parent bank.
Link, maupun induk BMRI. Kewenangan dalam The authority to decide on refund settlements as
memutuskan penyelesaian pengembalian dana compensation to customers is subject to approval by
atas ganti rugi kepada nasabah disetujui oleh Dept the Customer Experience Department, Operational
Customer Experience, Divisi Operational Excellence Excellence Customer Experience Division.
Customer Experience.
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Platform pengaduan yang digunakan oleh Bank Mandiri The complaint handling platform utilized by Bank Mandiri
Taspen yaitu Sistem Pengaduan Nasabah Bank Mandiri Taspen Taspen was the Customer Complaint System (SAHABAT).
(SAHABAT). Aplikasi ini yang digunakan sebagai portal This application served as the internal complaint portal for
pengaduan nasabah untuk tim Internal Bank dan seluruh Bank Mandiri Taspen, used by both the internal team and all
Cabang Bank Mandiri Taspen. Seluruh proses pengaduan, branch offices. All complaint processes, mitigation actions,
penanggulangan, dan pencatatan issue/ incident yang and recording of issues/incidents between branches and the
dilakukan antara Cabang dan Pusat menggunakan sistem ini Head Office were managed through this system. Another
sebagai platformnya. Platform lainnya adalah Cisco Finesse. platform used was Cisco Finesse, which supported the Contact
Aplikasi ini digunakan Contact Center untuk penanganan Center in handling complaints through call services and social
complaint handling melalui sarana call dan media social. media channels. The use of this application was carried out in
Penggunaan aplikasi ini bekerjasama dengan Bank Mandiri. collaboration with Bank Mandiri.
Sesuai dengan regulasi yang ada, Pelaku Usaha Jasa Keuangan In accordance with prevailing regulations, Financial Services
(PUJK) wajib segera menindaklanjuti dan menyelesaikan Business Actors (PUJK) were required to follow up and resolve
pengaduan paling lambat 10 (sepuluh) hari kerja setelah complaints no later than 10 (ten) working days from the date of
tanggal penerimaan pengaduan. Dalam hal terdapat receipt. Under certain conditions, the resolution period could be
kondisi tertentu, PUJK dapat memperpanjang penyelesaian extended by an additional 10 (ten) working days. Bank Mandiri
pengaduannya dengan jangka waktu 10 (sepuluh) hari kerja Taspen made every effort to resolve complaints within the
berikutnya. Bank Mandiri Taspen berupaya semaksimal stipulated timeframe.
mungkin agar bisa menyelesaikan pengaduan sebelum tenggat
waktunya habis.
Media Penyampaian Pengaduan Nasabah Customer Complaint Submission Channels
Bank Mandiri Taspen memiliki proses pengaduan nasabah yang Bank Mandiri Taspen has a structured and systematic customer
terstruktur dan sistematis, berikut adalah proses pengaduan complaint handling process. The following outlines the
nasabah di Bank Mandiri Taspen: customer complaint process at Bank Mandiri Taspen:
1. Pengaduan Lisan 1. Verbal Complaints
Pengaduan yang disampaikan kepada Bank melalui tatap Complaints submitted to the Bank through direct
muka langsung dengan petugas cabang atau melalui face-to- face interaction with branch personnel or via
media telepon (Contact Center-Mantap Call) dan dicatat telephone (Contact Center – Mantap Call) are recorded
dalam aplikasi SAHABAT (Sistem Pengaduan Nasabah in the SAHABAT application (Bank Mandiri Taspen’s
Bank Mandiri Taspen), yang disertai dengan bukti nomor Customer Complaint System). A ticket number is provided
tiket yang disampaikan kepada nasabah sebagai bukti to the customer as proof of complaint submission, either
penerimaan pengaduan nasabah baik secara elektronik electronically or non- electronically.
maupun non elektronik.
MEDIA PENYAMPAIAN
Cara Mengajukan Pengaduan Nasabah
Secara Lisan
Hubungi call center Datangi kantor cabang
resmi Bank Mandiri Bank Mandiri Taspen
Taspen
mantapcall
1 14024 2
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Seluruh Pegawai Bank bertanggungjawab untuk
menerima pengaduan lisan dari nasabah serta menjaga All Bank employees are responsible for receiving verbal
nama baik Bank, menjelaskan kepada nasabah dengan complaints from customers while upholding the Bank’s
baik dan santun sesuai dengan pengetahuan pegawai. reputation. Employees must provide clear and courteous
Apabila terdapat pengaduan yang tidak dapat ditangani explanations to customers in accordance with their
oleh pegawai yang dimaksud, wajib mengarahkan ke knowledge. If a complaint cannot be handled by the
kanal Penerimaan Pengaduan, yaitu Customer Service respective employee, the customer must be directed to the
(Pengaduan Lisan Di Cabang) atau Contact Center. SLA official Complaint Reception channels, namely Customer
yang digunakan dalam pengaduan mengacu pada POJK No Service (for verbal complaints at branch offices) or the
18 Tahun 2018 tentang Layanan Pengaduan Konsumen di Contact Center. The Service Level Agreement (SLA) for
Sektor Jasa keuangan yaitu 5 Hari Kerja. handling complaints refers to OJK Regulation No. 18 of
2018 concerning Consumer Complaint Services in the
Financial Services Sector, which stipulates a resolution
period of five (5) working days.
2. Pengaduan Tertulis
Pengaduan secara tertulis yang disampaikan kepada Bank 2. Written Complaints
dicatat dalam aplikasi SAHABAT (Sistem Pengaduan Written complaints submitted to the Bank are recorded
Nasabah Bank Mandiri Taspen) yang disertai dengan in the SAHABAT application (Bank Mandiri Taspen
formulir pengaduan nasabah/ surat pernyataan yang sudah Customer Complaint System), accompanied by a customer
ditandatangani oleh kedua belah pihak sebagai bukti complaint form/statement letter signed by both parties as
penerimaan/ penyelesaian pengaduan nasabah baik secara proof of receipt/settlement of customer complaints, both
elektronik maupun non elektronik, antara lain melalui: electronically and non-electronically, such as:
a. Pegawai Bank (media elektronik dan non elektronik);
a. Bank employees (both electronic and non-electronic
b. Kantor Cabang; platforms);
c. Pihak/ instansi lain dengan tembusan atau disampaikan b. Branch Offices;
kepada Bank: c. Other parties/agencies with copies or submissions
d. Regulator (Otoritas Jasa Keuangan, Bank Indonesia, made to the Bank;
Lembaga Penjamin Simpanan); d. Regulators (Financial Services Authority, Bank
e. Perusahan Induk (Bank Mandiri dan Taspen); Indonesia, Deposit Insurance Corporation);
f. Instansi Pemerintah (misal Kementerian BUMN dst); e. Parent Companies (Bank Mandiri andTaspen);
f. Government Agencies (e.g., Ministry of State-Owned
g. E-mail mantap.care@bankmandiritaspen.co.id; enterprises, etc.);
h. Website Bank www.bankmandiritaspen.co.id dengan g. E-mail: mantap.care@bankmandiritaspen.co.id;
mengisi form Contact Us; h. Website: www.bankmandiritaspen.co.id by filling in
i. Social media Bank: the Contact Us form;
Twitter: (@MandiriTaspen) i. Social Media:
Facebook (Bank Mandiri Taspen) Twitter (@MandiriTaspen)
Whatsapp resmi Bank (0811 8857 770) Facebook (Bank Mandiri Taspen)
Instagram (bank.mandiritaspen); Official WhatsApp (0811 8857 770)
Youtube (Bank Mandiri Taspen); Instagram (bank.mandiritaspen);
Tiktok (Bank Mandiri Taspen); YouTube (Bank Mandiri Taspen);
Appstore (Movin by Mantap Mobile); TikTok (Bank Mandiri Taspen);
Playstore (Movin by Mantap Mobile). App Store (Movin by Mantap Mobile);
j. Media lainnya yang telah secara resmi menjadi media Play Store (Movin by Mantap Mobile).
penyampaian pengaduan nasabah. j. Other media that have officially become platforms for
k. Media komunikasi lainnya di luar website dan submitting customer complaints; and
media sosial Bank atau konten yang terkait dengan k. Other communication media outside the Bank’s
pengaduan nasabah Bank dalam sosial media. website and social media, or content related to the
Bank’s customer complaints found on social media.
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MEDIA PENYAMPAIAN
Cara Mengajukan Pengaduan Nasabah
Secara Tertulis
Kantor Cabang Email WhatsApp Banking X
1 Datangi kantor
cabang terdekat
2 mantap.care@
bankmandiritaspen.co.id
3 +62 811-8857-770 4 @MandiriTaspen
Instagram Official Facebook Official Surat Resmi
5 @bank.mandiritaspen 6 Bank Mandiri Taspen 7
Adapun alur penanganan pengaduan nasabah melalui The procedure for handling customer complaints submitted via
e-channel maupun non e-channel adalah sebagai berikut. electronic and non-electronic channels is as follows.
Flow Penanganan Pengaduan Nasabah E-Channel
E-Channel Customer Complaint Handling Flow
Kategori Pengaduan
Kategori Pengaduan Instant
Non Instant
Instant Complaint Category
Non-Instant Complaint
Category
Selesai
Finish 2
Pengaduan Nasabah Penjelasan oleh Petugas
1 ke Cabang / Contact Center Cabang / Contact Center
Customer Complaints to Setuju / Agree Explanation Provided by
Branches / Contact Center Branch Officer / Contact
Center
3
Proses Klaim
Tidak Setuju
Claim
Disagree
Processing
Agen Call Center Contact
Call Center Agent Center
Monitoring Sahabat: Jawaban Klaim
Sahabat Monitoring: Unit Complaint Claim Response
Handling
1. Jawaban Tiket
2. Bukti Jawaban
3. Pengkreditan / Tolakan
Customer Petugas Cabang
4. Close Tiket
Services Branch Officer
1. Ticket Response
2. Proof of Response
3. Credit Posting / Rejection
3. Ticket Closure
4
Selesai
Finish
Notifikasi Tiket:
Notification Ticket:
Email/SMS/WA
Setuju / Tidak Setuju
Agree/Disagree
Kantor Cabang / Contact Center Kantor Pusat
Switching
Branch Office / Contact Center Head Office
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Flow Penanganan Pengaduan Nasabah Non E-Channel
Non E-Channel Customer Complaint Handling Flow
Kategori Pengaduan Instant Kategori Pengaduan 1. Divisi Terkait di Kantor
“Nasabah menandatangani Surat Pernyataan“ Non Instant Pusat:
Non-Instant Complaint xxx
Instant Complaint Category
Category a. DPM
Selesai “The Customer signs a Declaration Letter”
Finish b. Corsec & Legal
c. Pension Business
d. Credit Operation
Pengaduan Nasabah 2 e. Risk Management
1 ke Cabang / Contact Center f. Digital Banking
Customer Complaints to Setuju / Agree Product
Branches / Contact Center Penjelasan oleh g. Network
Petugas Cabang h. Central Operation
Explanation Provided by Branch
Officer / Contact Center 3 2. Distribution, Kantor
Cabang, KCP
Tidak Setuju 1. Relevant Divisions at
Disagree Head Office:
Agen Call Center a. DPM
Call Center Agent b. Corporate Secretary &
Analisa Permasalahan (WGD)
Issue Analysis (WGD)
Legal
Monitoring Sahabat: c. Pension Business
Petugas Cabang Sahabat Monitoring: Unit Complaint d. Credit Operations
/ Contact Center Handling e. Risk Management
Branch Officer / 1. Jawaban Tiket f. Digital Banking
Contact Center 2. Bukti Jawaban Hasil Analisa (MoM) Product
3. Pengkreditan / Tolakan Analysis Results (MoM) g. Network
Customer 4. Close Tiket h. Central Operations
Services 2. Distribution, Branch
1. Ticket Response
2. Proof of Response Offices, Sub-Branch
3. Credit Posting / Rejection Offices (KCP)
4. Ticket Closure
4
Selesai
Finish
Notifikasi Tiket:
Notification Ticket:
Email/SMS/WA
Setuju / Tidak Setuju
Agree/Disagree
Unit Penerima Pengaduan Unit Pengelola Pengaduan Unit Penyelesaian Pengaduan
Complaint Receiving Unit Complaint Handling Unit Complaint Resolution Unit
Sepanjang tahun 2025, Bank Mandiri Taspen menerima 8.027 Throughout 2025, Bank Mandiri Taspen received a total
pengaduan. Seluruh pengaduan tersebut telah ditindaklanjuti of 8,027 complaints. All complaints were followed up and
dan dinyatakan selesai. successfully resolved.
Tabel Jumlah Pengaduan Tahun 2023-2025
Table of Number of Complaints in 2023-2025
Informasi
2025 2024 2023
Information
Frekuensi Total
8.027 5.994 5.732
Complaints Received
Frekuensi Sudah Selesai
8.027 5.994 5.732
Complaints Resolved
Frekuensi Belum Selesai
0 0 0
Complaints Not Resolved
Persentase Penyelesaian
100% 100% 100%
Resolution Rate (%)
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Tabel Pengaduan Nasabah 2025
Table of Customer Complaints in 2025
Frekuensi Persentase
Frekuensi Total
Penjelasan mengenai Jenis Pengaduan Nasabah Sudah Selesai Penyelesaian
No Complaints
Explanation of Types of Customer Complaints Complaints Resolution Rate
Received
Resolved (%)
Transaksi Gagal di Mesin ATM
1 4.147 4.147 100%
Failed transaction at ATM machines
Transaksi Gagal di Mesin EDC
2 3.541 3.541 100%
Failed transaction at EDC machines
Transaksi Gagal melalui Mobile Banking
3 269 269 100%
Failed transaction via mobile banking
Tidak memahami karakteristik produk (terkait tabungan dan
kredit)
4 62 62 100%
Lack of understanding of product characteristics (related to
savings and loans)
Transaksi BI FAST melalui Teller
5 8 8 100%
BI-FAST transactions through tellers
Total 8.027 8.027
Privasi dan Keamanan Data Nasabah Customer Data Privacy and Security
[418-1, FN-CB-230a.1, FN-CB-230a.2] [418-1, FN-CB-230a.1, FN-CB-230a.2]
Bank Mandiri Taspen menjaga keamanan data nasabah sejak Bank Mandiri Taspen ensured the security of customer data
proses pembukaan rekening. Nasabah diwajibkan untuk starting from the account opening process. Customers were
mengisi dan meninjau persetujuan penggunaan data sesuai required to complete and review consent for data usage in
dengan peraturan yang berlaku, serta memiliki hak untuk accordance with applicable regulations and retained the right
mencabut persetujuan tersebut kapan saja. Dalam hal kerja to withdraw such consent at any time. In cases of cooperation
sama dengan pihak ketiga yang melibatkan data nasabah, Bank with third parties involving customer data, the Bank required
Mandiri Taspen mensyaratkan adanya perjanjian kerahasiaan the execution of a Non-Disclosure Agreement (NDA) and
(Non-Disclosure Agreement/NDA), dan hanya membagikan only shared customer data based on prior consent provided
data nasabah berdasarkan persetujuan yang telah diberikan by the customer. The Bank had established an operational
oleh nasabah. Bank telah memiliki kebijakan operasional yang policy governing customer data management, namely the Data
mengatur tentang pengelolaan data nasabah yaitu Standar Management Standard Procedure No. SP/031/XII/2025 dated 5
Prosedur Manajemen Data Nomor SP/031/XII/2025, tanggal December 2025. This Data Management Standard Procedure
05 Desember 2025. Standar Prosedur Manajemen Data berisi covered the following aspects:
tentang:
a. Ketentuan Umum a. General Provisions
b. Arsitektur Data b. Data Architecture
c. Pelindungan Data Pribadi c. Personal Data Protection
d. Pengelolaan Inisiasi Data d. Data Initiation Management
e. Pengelolaan Kualitas Data e. Data Quality Management
f. Pengembangan Data f. Data Development
g. Pengamanan Data g. Data Security
h. Penyimpanan Dan Operasi Data h. Data Storage and Operations
i. Pengelolaan Backup Data i. Data Backup Management
j. Permodelan Dan Desain Data j. Data Modeling and Design
k. Penyediaan Data k. Data Provision
l. Penghapusan Dan Pemusnahan Data l. Data Deletion and Disposal
m. Integrasi Dan Interoperabilitas Data m. Data Integration and Interoperability
n. Risiko Dalam Pengelolaan Data n. Risks in Data Management
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PT Bank Mandiri Taspen
Seiring dengan diberlakukannya Undang-Undang Nomor 27 Following the enactment of Law No. 27 of 2022 concerning
Tahun 2022 tentang Pelindungan Data Pribadi (UU PDP), Bank Personal Data Protection (PDP Law), Bank Mandiri Taspen, as
Mandiri Taspen selaku Pengendali Data Pribadi dan Prosesor both a Personal Data Controller and Personal Data Processor,
Data Pribadi telah mengimplementasikan UU PDP melalui implemented the PDP Law through the following activities:
aktivitas-aktivitas yang dijelaskan sebagai berikut:
a. Privacy Governance a. Privacy Governance
Merupakan aktivitas yang berkaitan dengan tata kelola Activities related to data protection governance, including
pelindungan data melalui penyusunan ketentuan baru the development of new policies on personal data protection
terkait PDP dan melakukan penyesuaian atas ketentuan and adjustments to impacted internal regulations.
internal terdampak.
b. Lawful Basis for Processing b. Lawful Basis for Processing
Adalah penyesuaian terhadap dasar pemrosesan pribadi Alignment of the legal basis for personal data processing
melalui kebijakan privasi, form consent, atau form lainnya. through privacy policies, consent forms, and other relevant
documentation.
c. Consent Management c. Consent Management
Merupakan strategi untuk mengakuisisi dan mengelola A strategy to obtain and manage consent for personal data
persetujuan (consent) pemrosesan data pribadi yang telah processing granted by data subjects.
diberikan oleh Subjek Data Pribadi.
d. Records of Processing Activity (RoPA) d. Records of Processing Activities (RoPA)
Merupakan perekaman aktivitas yang berkaitan dengan Documentation and recording of activities related to
pemrosesan data pribadi. personal data processing.
e. Training & Awareness e. Training & Awareness
Merupakan aktivitas sosialisasi, training, dan pembentukan Socialization, training, and awareness initiatives for internal
pemberitahuan bagi pegawai internal agar tercipta budaya employees to foster a culture of compliance with the PDP
kepatuhan terhadap UU PDP. Law.
f. Data Subject Request f. Data Subject Requests
Merupakan aktivitas yang berkaitan dengan pengelolaan Activities related to managing and fulfilling data subject
permintaan/akomodasi hak Subjek Data (penghapusan, rights (such as deletion, destruction, correction, etc.).
pemusnahan, perbaikan, dan sebagainya).
g. Data Classification g. Data Classification
Klasifikasi Data Pribadi sesuai jenis Data (umum/spesifik). Classification of personal data based on its type (general/
specific).
h. Third Party Contract Management h. Third Party Contract Management
Penambahan klausul Pelindungan Data Pribadi (PDP) Inclusion of Personal Data Protection clauses in cooperation
pada Perjanjian Kerja Sama dan memastikan rekanan agreements and ensuring that partners have implemented
telah mengimplementasikan PDP dan telah memberikan PDP requirements and obtained necessary consent for
persetujuan pemrosesan data. data processing.
i. Data Protection Impact Assessment (DPIA) i. Data Protection Impact Assessment (DPIA)
Merupakan lanjutan dari RoPA, dimana assessment An extension of RoPA, involving assessments of high-risk
dilakukan kepada pemrosesan Data Pribadi berisiko tinggi personal data processing activities along with mitigation
berikut mitigasinya. measures.
j. Information Security j. Information Security
Merupakan pengamanan Data Pribadi sesuai dengan Protection of personal data in accordance with its
tingkatan dan klasifikasi Data Pribadi. classification and sensitivity level.
k. Data Breach Management k. Data Breach Management
Merupakan aktivitas yang meliputi strategi identifikasi, Activities covering identification, analysis, and reporting
analisis, hingga pelaporan kepada lembaga atau subjek strategies to authorities or data subjects in the event of a
data pribadi apabila terjadi kebocoran data pribadi. personal data breach.
l. Data Retention Restriction l. Data Retention Restriction
Merupakan pengamanan data yang sudah memasuki masa Safeguarding data that has reached its retention period
retensi sebelum dilakukan penghapusan atau pemusnahan. prior to deletion or destruction.
m. Corporate Action m. Corporate Action
Merupakan strategi pengalihan data apabila terjadi aksi Strategies for data transfer in the event of corporate actions
korporasi (merger, akuisisi, dan sebagainya). (such as mergers, acquisitions, etc.).
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Bank Mandiri Taspen menjamin hak nasabah untuk Bank Mandiri Taspen ensured customers’ rights to update and
memperbarui dan mengendalikan data pribadi mereka, yang control their personal data, which could be exercised through all
dapat dilakukan melalui seluruh kantor cabang maupun dengan branch offices or by contacting Mantap Call 14024. In addition,
menghubungi Mantap Call 14024. Selain itu, Bank secara rutin the Bank regularly conducted audits to ensure that all activities
melaksanakan audit untuk memastikan bahwa seluruh aktivitas related to information security—including customer protection,
terkait pengamanan informasi—termasuk perlindungan data privacy, and fraud management—were implemented in
nasabah, privasi data, dan manajemen kecurangan—telah accordance with internal policies and regulatory requirements.
dijalankan sesuai dengan kebijakan internal serta peraturan
yang ditetapkan oleh regulator.
Dewan Komisaris dan Direksi secara rutin melakukan The Board of Commissioners and the Board of Directors
pemantauan terhadap aspek keamanan informasi, khususnya regularly monitored information security aspects, particularly in
apabila terjadi insiden yang berkaitan dengan data dan the event of incidents related to data and information, through
informasi, melalui Komite Pemantau Risiko dan Komite Audit. the Risk Monitoring Committee and the Audit Committee. One
Salah satu agenda yang dibahas dalam rapat komite tersebut of the key agendas discussed in these committee meetings
adalah pelaporan terkait pemenuhan standar keamanan was the reporting on compliance with information security
informasi (security requirement) di Bank Mandiri Taspen. standards (security requirements) within Bank Mandiri Taspen.
Bank Mandiri Taspen juga secara konsisten membangun The Bank also consistently fostered awareness of the
kesadaran akan pentingnya keamanan informasi dalam importance of information security in daily activities, making it
aktivitas sehari-hari, yang kemudian menjadi bagian dari an integral part of the corporate culture. Security awareness
budaya kerja di lingkungan Bank. Kampanye security campaigns were conducted regularly through various
awareness dilakukan secara rutin melalui berbagai saluran, channels, such as newsletters, posters, websites, and phishing
seperti newsletter, poster, situs web, dan simulasi phishing. simulations. The materials covered topics including data
Beberapa materi yang telah disampaikan dalam kampanye protection, maintaining information confidentiality, the latest
tersebut mencakup perlindungan data, menjaga kerahasiaan developments in cyber threats, how to recognize and avoid
informasi, perkembangan terbaru dalam serangan siber, cara phishing, and safe online transaction practices.
mengenali serta menghindari phishing, hingga keamanan
dalam bertransaksi secara daring.
Selain internal, Bank Mandiri Taspen juga aktif meningkatkan In addition to internal initiatives, Bank Mandiri Taspen actively
kesadaran keamanan digital kepada nasabah melalui program enhanced digital security awareness among customers
edukasi yang disampaikan lewat kanal resmi Bank, termasuk through educational programs delivered via the Bank’s official
situs web dan media sosial seperti Instagram, Facebook, channels, including its website and social media platforms such
dan Twitter. Materi edukasi mencakup tautan mengenai as Instagram, Facebook, and Twitter. The educational materials
Keamanan Transaksi Digital yang membahas pentingnya included content on Digital Transaction Security, covering the
menjaga kerahasiaan data pribadi seperti PIN, password, rutin importance of safeguarding personal data such as PINs and
mengganti kata sandi, mengenali praktik rekayasa sosial (social passwords, regularly updating passwords, recognizing social
engineering), dan menghindari email phishing. engineering practices, and avoiding phishing emails.
Hingga akhir tahun 2025, tidak ada laporan yang terbukti As of the end of 2025, there were no confirmed incidents of
terkait pelanggaran privasi, kebocoran, pencurian, atau privacy violations, data breaches, theft, or loss of customer
kehilangan data nasabah, sebagai hasil dari komitmen Bank data, reflecting Bank Mandiri Taspen’s consistent commitment
Mandiri Taspen dalam menjaga keamanan dan kerahasiaan to maintaining the security and confidentiality of customer
data nasabah secara konsisten. information.
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PT Bank Mandiri Taspen Tanggung Jawab Pengembangan Produk dan/atau Jasa Keberlanjutan Responsibility for Sustainable Product and/or Service Development Inovasi dan Pengembangan Produk/Jasa Innovation and Development of Keuangan Berkelanjutan [OJK F.26, FN-CB- Sustainable Financial Product/Service 410a.2] [OJK F.26, FN-CB-410a.2] Sepanjang tahun 2025, Bank Mandiri Taspen terus mendorong Throughout 2025, Bank Mandiri Taspen continuously promoted inovasi dan pengembangan produk serta layanan guna innovation and the development of products and services to meningkatkan kualitas pelayanan dan menjawab kebutuhan enhance service quality and address the increasingly dynamic nasabah yang semakin dinamis. Dalam pengembangan needs of customers. In digital service development, the Bank layanan digital, Bank memperkaya fitur aplikasi MOVIN enriched the features of the MOVIN (mobile banking) application (mobile banking) dengan menghadirkan layanan QRIS, Virtual by introducing QRIS services, Virtual Account (VA), auto debit, Account (VA), auto debit, serta kemudahan aktivasi kartu as well as enabling customers to activate cards and change dan penggantian PIN secara mandiri melalui mobile banking. PINs independently through mobile banking. In addition, the Selain itu, Bank juga telah berperan sebagai QRIS acquirer, Bank acted as a QRIS acquirer, further expanding the digital yang semakin memperluas ekosistem transaksi digital dan transaction ecosystem and providing greater convenience and memberikan kemudahan serta kenyamanan bagi nasabah ease for customers. dalam bertransaksi. Di sisi pengembangan produk, Bank Mandiri Taspen terus On the product development side, Bank Mandiri Taspen memperkuat komitmennya terhadap pemberdayaan pensiunan strengthened its commitment to empowering pensioners melalui program Wirausaha Mantap Indonesia yang bertujuan through the Wirausaha Mantap Indonesia program, which mendukung kemandirian finansial dan peningkatan kualitas aimed to support financial independence and improve quality hidup di masa pensiun. Pada tahun 2025, pengembangan of life during retirement. In 2025, the program was further program semakin diperluas melalui penguatan 3 Pilar Mantap expanded through the strengthening of the three pillars Indonesia yang dirancang secara holistik. Pada pilar Mantap of Mantap Indonesia, designed in a holistic manner. Under Sehat, Bank menghadirkan program Mantap Mendengar the Mantap Sehat pillar, the Bank introduced the Mantap berupa pemberian alat bantu dengar, sebagai bentuk Mendengar program by providing hearing aids, demonstrating kepedulian terhadap kesehatan sekaligus upaya meningkatkan its concern for health while enhancing social interaction and kualitas interaksi sosial dan keseharian pensiunan. Pada pilar daily living quality for pensioners. Under the Mantap Sejahtera Mantap Sejahtera, penambahan program Agen Club Mantap pillar, the addition of the Agen Club Mantap and Tahu Go dan Tahu Go difokuskan untuk membuka peluang usaha baru, programs was focused on creating new business opportunities, memperluas akses ekonomi, serta mendorong produktivitas expanding economic access, and encouraging pensioners to pensiunan agar tetap aktif secara finansial. Sementara remain financially productive. Meanwhile, under the Mantap itu, pada pilar Mantap Aktif, Bank memperluas jangkauan Aktif pillar, the Bank expanded the reach of the Mantap Komunitas Mantap Indonesia dari sebelumnya di 39 kantor Indonesia Community from 39 branch offices to include 40 cabang menjadi mencakup 40 kantor cabang pembantu, sub-branch offices, resulting in approximately 80 communities sehingga secara keseluruhan terdapat sekitar 80 komunitas serving as platforms for pensioners to interact, engage in yang menjadi wadah bagi pensiunan untuk berinteraksi, activities, and support one another. Through these initiatives, berkegiatan, dan saling mendukung. Melalui berbagai inisiatif Bank Mandiri Taspen not only drove economic transformation ini, Bank Mandiri Taspen tidak hanya mendorong transformasi but also strengthened social and health aspects, thereby ekonomi, tetapi juga memperkuat aspek sosial dan kesehatan, creating a more inclusive, sustainable, and impactful ecosystem sehingga tercipta ekosistem pemberdayaan pensiunan yang for pensioner empowerment. lebih inklusif, berkelanjutan, dan berdampak nyata. Sejalan dengan berbagai inisiatif pemberdayaan pensiunan dan In line with various pensioner empowerment initiatives and the penguatan layanan berbasis digital, Bank Mandiri Taspen juga strengthening of digital-based services, Bank Mandiri Taspen menyadari pentingnya peningkatan berkelanjutan (Continuous also recognized the importance of continuous improvement to Improvement) guna mendukung pertumbuhan bisnis dan support business growth and operational efficiency. Given the efisiensi operasional. Mengingat tingginya tingkat persaingan intense competition in the banking industry—across products, 2025 Sustainability Report 223
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dalam industri perbankan—baik dari sisi produk, layanan, services, and pricing—continuous enhancement remained a
maupun tarif sebagai upaya peningkatan secara terus-menerus critical factor in maintaining the Bank’s competitiveness.
menjadi aspek krusial dalam menjaga daya saing Bank.
Dalam rangka memperkuat kapabilitas digital dan To strengthen digital capabilities and improve service quality,
meningkatkan kualitas layanan kepada nasabah, Bank Bank Mandiri Taspen carried out a technology transformation
Mandiri Taspen melakukan transformasi teknologi melalui through the implementation of a new core banking system,
implementasi core banking system terbaru bernama MAESTRO. MAESTRO. This system replaced the previous platform
Sistem ini menggantikan platform sebelumnya (BM-One) (BM-One) and was designed as the primary foundation to
dan dirancang sebagai fondasi utama dalam mendukung support more modern, integrated, and digital-based banking
operasional perbankan yang lebih modern, terintegrasi, dan operations.
berbasis digital.
MAESTRO hadir dengan keunggulan utama berupa arsitektur MAESTRO offered key advantages, including a robust
yang robust, real-time (7x24), dan berbasis open API, sehingga architecture, real-time processing (24/7), and an open
memungkinkan integrasi yang lebih luas dengan berbagai API-based framework, enabling broader integration with
ekosistem layanan keuangan, seperti dana pensiun, investasi, various financial service ecosystems such as pension funds,
asuransi, hingga platform fintech. Dengan kemampuan ini, investments, insurance, and fintech platforms. These
Bank dapat menghadirkan layanan yang lebih cepat, fleksibel, capabilities allowed the Bank to deliver faster, more flexible,
dan seamless bagi nasabah, sekaligus meningkatkan efisiensi and seamless services to customers while improving overall
operasional secara menyeluruh. operational efficiency.
Selain itu, MAESTRO mendukung pengembangan produk In addition, MAESTRO supported more agile development of
dan layanan digital secara lebih agile, sehingga Bank digital products and services, enabling the Bank to respond
dapat lebih responsif terhadap kebutuhan nasabah yang more effectively to evolving customer needs. The system
terus berkembang. Sistem ini juga memperkuat kapabilitas also strengthened data processing and risk management
pengolahan data dan manajemen risiko, sehingga mendukung capabilities, thereby supporting more accurate, data-driven
pengambilan keputusan yang lebih akurat dan berbasis data. decision-making.
Melalui implementasi MAESTRO, Bank Mandiri Taspen tidak Through the implementation of MAESTRO, Bank Mandiri
hanya meningkatkan keandalan infrastruktur teknologi, Taspen not only enhanced the reliability of its technology
tetapi juga memperkuat posisinya dalam membangun infrastructure but also strengthened its position in building
ekosistem layanan keuangan terintegrasi yang berorientasi an integrated financial services ecosystem focused on
pada kemudahan, kecepatan, dan keamanan transaksi. Hal convenience, speed, and transaction security. This initiative
ini menjadi langkah strategis dalam mendorong transformasi represented a strategic step in driving the Bank’s ongoing
digital Bank secara berkelanjutan serta meningkatkan daya digital transformation and improving its competitiveness in the
saing di industri perbankan. banking industry.
Produk/Jasa yang Sudah Dievaluasi Products/Services Evaluated for
Keamanannya Bagi Nasabah [OJK F.27] Customer Safety [OJK F.27]
Bank Mandiri Taspen senantiasa memastikan produk dan jasa Bank Mandiri Taspen consistently ensured that the products
yang ditawarkan merupakan produk dan jasa yang aman bagi and services offered were safe for customers. As a responsible
nasabah. Sebagai lembaga keuangan yang bertanggung jawab, financial institution, the Bank recognized that customer security
Bank Mandiri Taspen memahami bahwa dalam menjalankan and comfort must be prioritized in all operational activities.
operasionalnya, keamanan dan kenyamanan nasabah harus As part of this responsibility to customers and the financial
menjadi prioritas utama. Sebagai bentuk tanggung jawab sector, Bank Mandiri Taspen ensured that all (100%) products
terhadap nasabah dan sektor keuangan, Bank Mandiri Taspen and services had undergone rigorous evaluation and testing
telah memastikan bahwa seluruh (100%) produk dan jasa processes. Each product and service launched not only met the
yang ditawarkan telah melalui proses evaluasi dan pengujian Bank’s internal quality standards but also obtained approval
yang ketat. Setiap produk dan jasa yang diluncurkan tidak from the Financial Services Authority (OJK), the regulator and
hanya memenuhi standar kualitas internal bank, tetapi juga supervisor of the financial services industry in Indonesia. This
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PT Bank Mandiri Taspen mendapatkan persetujuan dari Otoritas Jasa Keuangan (OJK), aimed to provide assurance and build trust, enabling customers yang merupakan lembaga yang mengatur dan mengawasi to use the Bank’s products and services with confidence and industri jasa keuangan di Indonesia. Hal ini bertujuan untuk peace of mind. memberikan rasa aman dan kepercayaan kepada nasabah bahwa nasabah dapat menggunakan produk Bank Mandiri Taspen dengan nyaman dan tanpa khawatir. Selain itu, Bank Mandiri Taspen juga memiliki komitmen untuk In addition, Bank Mandiri Taspen was committed to maintaining transparansi dengan nasabah mengenai risiko yang terkait transparency with customers regarding the risks associated dengan setiap produk dan jasa. Bank ini secara aktif memberikan with each product and service. The Bank actively provided clear informasi yang jelas dan lengkap terkait potensi risiko yang and comprehensive information on potential risks for every ada pada setiap produk yang ditawarkan, dengan tujuan untuk product offered, with the objective of enhancing customer meningkatkan kesadaran nasabah dan membantu mereka awareness and supporting informed decision-making. This dalam pengambilan keputusan yang bijak. Upaya ini dilakukan approach was intended to mitigate potential risks and ensure untuk menekan risiko yang mungkin timbul dan memastikan that customers could benefit from the Bank’s products and bahwa nasabah dapat menikmati manfaat dari produk dan jasa services without concerns over unintended losses. Bank Mandiri Taspen tanpa adanya kekhawatiran mengenai potensi kerugian yang tidak diinginkan. Informasi terkait risiko atas produk dan jasa disampaikan Information regarding product and service risks was melalui berbagai saluran, antara lain, website dan di kantor- communicated through various channels, including the kantor cabang Bank. Informasi terkait risiko atas produk dan Bank’s website and branch offices. Such information was also jasa disampaikan melalui juga disampaikan pada program delivered through financial literacy and financial inclusion kegiatan literasi keuangan dan inklusi keuangan secara programs conducted periodically. This aimed to ensure that berkala. Hal ini bertujuan agar calon nasabah atau nasabah prospective and existing customers had a proper understanding mendapatkan pemahaman yang benar tentang produk/jasa of the products and services offered by the Bank. As a result, yang ditawarkan Bank. Dengan demikian, nasabah akan customers were able to make investment decisions aligned melakukan investasi sesuai kebutuhan dan telah mengetahui with their needs while fully understanding the inherent risk profil risiko yang melekat di dalam produk/jasa tersebut. profile of each product or service. Dampak Produk/Jasa [OJK F.28] The Impact of Product/Service [OJK F.28] Bank Mandiri Taspen selalu mempertimbangkan dampak Bank Mandiri Taspen consistently considered the impacts and dan risiko yang terkait dengan setiap produk dan jasa yang risks associated with every product and service it launched. diluncurkan. Produk dan jasa yang ditawarkan oleh Bank The products and services offered by the Bank had generated Mandiri Taspen telah memberikan dampak positif yang significant positive impacts, particularly in improving signifikan, terutama dalam meningkatkan kesejahteraan community welfare, including for pensioners. In terms of masyarakat, termasuk para pensiunan. Dalam hal produk lending products, Bank Mandiri Taspen consistently upheld kredit, Bank Mandiri Taspen senantiasa mengutamakan prinsip the prudential principle to ensure that disbursed funds were kehati-hatian, dengan tujuan untuk memastikan bahwa dana utilized appropriately and safely by customers. Through this yang disalurkan dapat digunakan secara tepat dan aman oleh approach, the Bank also sought to mitigate potential risks and nasabah. Dengan pendekatan ini, Bank Mandiri Taspen juga prevent negative impacts that could arise, both for the Bank berupaya untuk mencegah potensi risiko dan dampak negatif and for the community. yang mungkin timbul, baik bagi bank maupun bagi masyarakat. Jumlah Produk yang Ditarik Kembali Number of Withdrawn Products [OJK F.29] [OJK F.29] Hingga akhir periode pelaporan, tidak terdapat produk atau As of the end of the reporting period, there were no Bank jasa Bank Mandiri Taspen yang ditarik kembali. Mandiri Taspen products or services that were recalled. 2025 Sustainability Report 225
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Survei Kepuasan Nasabah Terhadap Customer Satisfaction Survey on
Produk dan/atau Jasa [OJK F.30] Products and/or Services [OJK F.30]
Bank Mandiri Taspen sebagai lembaga perbankan yang Bank Mandiri Taspen, as a banking institution providing
bergerak dalam memberikan layanan keuangan kepada financial services to various segments of society, maintained
berbagai lapisan masyarakat, memiliki komitmen kuat untuk a strong commitment to delivering the best possible service
memberikan pelayanan terbaik bagi seluruh nasabahnya. to all customers. In its efforts to continuously improve service
Dalam upaya untuk terus meningkatkan kualitas layanan, Bank quality, the Bank recognized that customer satisfaction was a
Mandiri Taspen menyadari bahwa kepuasan nasabah adalah key factor in determining the success and sustainability of its
salah satu faktor utama yang dapat menentukan keberhasilan operations. Customer satisfaction not only influenced short-
dan keberlanjutan operasional bank. Pentingnya kepuasan term relationships but also played a critical role in sustaining
nasabah tidak hanya berdampak pada hubungan jangka long-term relationships between the Bank and its customers.
pendek tetapi juga pada keberlangsungan jangka panjang dari
hubungan antara Bank dan nasabah.
Oleh karena itu, Bank Mandiri Taspen secara rutin melakukan Accordingly, Bank Mandiri Taspen regularly conducted
survei kepuasan pelanggan untuk mengevaluasi tingkat customer satisfaction surveys to evaluate the level of customer
kepuasan nasabah terhadap kualitas produk dan layanan yang satisfaction with the quality of its products and services. These
telah diberikan. Survei ini bertujuan untuk mengidentifikasi surveys aimed to identify areas requiring improvement while
area yang membutuhkan perbaikan serta mengetahui also recognizing aspects that had performed well, enabling
apa yang sudah baik, sehingga pihak manajemen dapat management to develop strategic initiatives to enhance service
merencanakan langkah-langkah strategis untuk meningkatkan quality in the future. Through periodic customer satisfaction
kualitas layanan di masa depan. Dengan melakukan survei surveys, the Bank obtained valuable feedback from customers
kepuasan pelanggan secara berkala, Bank Mandiri Taspen regarding products, services, and processes. The data collected
dapat memperoleh masukan yang berharga dari nasabah, baik served as a basis for decision-making to improve customer
mengenai produk, pelayanan, maupun proses yang ada. Data experience and maintain service quality in line with expected
yang diperoleh dari survei ini akan digunakan sebagai dasar standards. Through this approach, Bank Mandiri Taspen aimed
dalam pengambilan keputusan yang dapat meningkatkan to further strengthen its position in the banking industry while
pengalaman nasabah dan menjaga kualitas layanan sesuai delivering maximum value to its customers. In 2025, the Bank
dengan standar yang diinginkan. Melalui pendekatan ini, conducted a customer satisfaction survey, achieving a customer
Bank Mandiri Taspen berharap dapat semakin memperkuat satisfaction index score of 4.27.
posisinya di industri perbankan, serta memberikan nilai tambah
yang maksimal bagi para nasabahnya. Pada tahun 2025, Bank
Mandiri Taspen telah melakukan survei kepuasan nasabah
dengan skor indeks kepuasan nasabah sebesar 4,27.
Tabel Survei Kepuasan Nasabah
Table of Customer Satisfaction Survey
Kepuasan Nasabah (Skala Likert)
Keterangan Customer Satisfaction (Likert Scale
Description
2025 2024 2023
Indeks Kepuasan Nasabah 4,27 4,26 4,26
Customer Satisfaction Index (dari skala 5) (Dari skala 5) (Dari skala 5)
226 Laporan Keberlanjutan 2025
Page 227
PT Bank Mandiri Taspen
Lain-Lain
Other
[OJK G]
2025 Sustainability Report 227
Page 228
Verifikasi Tertulis dari Pihak Independen [OJK G.1, GRI 2-5]
Written Verification of Independent Parties
Laporan Keberlanjutan ini belum diverifikasi oleh pihak This Sustainability Report has not been verified by
independen atau penyedia jasa Assurance (Assurance Services independent parties or Assurance Service Provider. However,
Provider). Namun demikian, manajemen Bank Mandiri Taspen the management of Bank Mandiri Taspen has prepared this
telah menyusun laporan ini sesuai dengan standar dan proses report in accordance with the right standards and processes
yang tepat serta menjamin seluruh informasi yang diungkapkan and guarantees that all information disclosed in this report is
dalam laporan ini adalah benar, akurat dan faktual. Bank true, accurate and factual. Bank Mandiri Taspen continues to be
Mandiri Taspen terus berkomitmen untuk meyempurnakan committed to improving the quality of reporting so that it meets
kualitas pelaporan sehingga memenuhi standar best practice best practice standards, namely POJK No. 51/POJK.03/2017
yaitu POJK No. 51/POJK.03/2017 dan GRI Standard 2021. and GRI Standard 2021.
228 Laporan Keberlanjutan 2025
Page 229
PT Bank Mandiri Taspen
Lembar Umpan Balik [OJK G.2 GRI 2-26]
Feedback Sheet
Setelah membaca Laporan Keberlanjutan PT Bank Mandiri After reading the 2025 PT Bank Mandiri Taspen Sustainability
Taspen Tahun 2025 kami mohon kesediaan para pemangku Report, we would like to ask stakeholders to provide feedback
kepentingan untuk memberikan umpan balik dengan mengirim by sending an email or sending this form via fax/post.
email atau mengirim formulir ini melalui fax/pos.
1. Mohon beri tanda ceklis (√) pada kolom setuju atau 1. Please put a tick (√) in the agree or disagree column
tidak setuju
Pertanyaan Setuju Tidak Setuju Setuju Tidak Setuju
Questions Agree Disagree Agree Disagree
Laporan ini telah memberikan informasi yang bermanfaat
mengenai kinerja ekonomi, sosial, dan lingkungan Perusahaan.
This report has provided useful information regarding the
Company’s economic, social and environmental performance.
Data dan informasi yang diungkapkan mudah dipahami, lengkap,
transparan, dan berimbang.
The data and information disclosed is easy to understand,
complete, transparent and balanced.
Data dan informasi yang disajikan berguna dalam pengambilan
keputusan.
The data and information presented is useful in making decisions.
Laporan ini menarik dan mudah dibaca.
This report is attractive and easy to read.
2. Mohon berikan nilai mengenai topik material 2. Please provide a score regarding the aspects contained
yang terdapat dalam laporan Keberlanjutan ini in this report (score 1 = most important, 2 = important,
(nilai 1 = sangat tidak penting, 2 = tidak penting, 3 = not important, 4 = very unimportant)
3 = penting, 4 = sangat penting).
(…..) Kinerja Ekonomi / Economic Performance (…..) Energi / Energy
Dampak Ekonomi Tidak Langsung / Indirect Economic
(…..) (…..) Pelatihan dan Pendidikan / Training and Education
Impact
(…..) Anti Korupsi / Anti-Corruption (…..) Privasi Nasabah / Customer Privacy
3. Mohon berikan komentar/saran/usulan bagi laporan ini. 3. Please provide comments/suggestions/recommendations
for this report.
……………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………………………………………………………………………………………………
……………………………………………………………………………………………………………………………………………………………………………………………………………………
2025 Sustainability Report 229
Page 230
Identitas Pemangku Kepentingan Stakeholder Identity
Nama : …………………………………………………………………………………………………………………............................................................................
Name
Pekerjaan : …………………………………………………………………………………………………………………............................................................................
Job
Institusi/Perusahaan : …………………………………………………………………………………………………………………............................................................................
Institution/Company
Kontak (telepon, email) : …………………………………………………………………………………………………………………............................................................................
Contact(phone, email)
Kategori Pemangku Kepentingan Stakeholder Category
o Pelanggan o Customer
o Pemegang Saham dan Investor o Shareholders and Investors
o Karyawan o Employee
o Pemerintah o Government
o Mitra Kerja o Vendors
o Media Massa o Mass Media
o Masyarakat o Community
o Lain-lain, sebutkan ................. o Others, please specify .....
Saran dan tanggapan yang Anda berikan atas informasi yang Please send the suggestions and responses that you provide
disajikan dalam laporan ini mohon dikirimkan kepada: on the information presented in this report to:
Sekretaris Perusahaan
Corporate Secretary
Kantor Pusat Bank Mandiri Taspen
Head Office of Bank Mandiri Taspen
Graha Mantap
Jl. Proklamasi No.31, RT.11/RW.2, Pegangsaan, Kec. Menteng,
Kota Jakarta Pusat, Daerah Khusus Ibukota Jakarta 10320
Telepon : (62-21) 21231772
Fax : (62-21) 21231984
E-mail : corporate.secretary@bankmandiritaspen.co.id
Untuk memudahkan para pemangku kepentingan dalam
memberikan umpan balik, dapat scan barcode sebagai berikut.
To facilitate stakeholders in providing feedback, please scan
the barcode as follows.
230 Laporan Keberlanjutan 2025
Page 231
PT Bank Mandiri Taspen Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun 2024 [OJK G.3] Response to Feedback on the 2024 Sustainability Report Sepanjang tahun 2025, PT Bank Mandiri Taspen tidak Throughout 2025, PT Bank Mandiri Taspen did not receive mendapat tanggapan dari para pemangku kepentingan setelah feedback from stakeholders following the publication of the diterbitkannya Laporan Keberlanjutan tahun 2024. Oleh karena 2024 Sustainability Report. Therefore, this report does not itu, dalam laporan ini tidak terdapat informasi secara spesifik include specific information regarding follow-up actions taken terkait tindak lanjut yang dilakukan oleh Bank atas tanggapan by the Bank in response to stakeholder feedback. dari pemangku kepentingan. 2025 Sustainability Report 231
Page 232
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa
Keuangan Nomor 51/POJK.03/2017 [OJK G.4]
List of Disclosures According to Financial Services Authority Regulation
Number 51/POJK.03/2017
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
STRATEGI KEBERLANJUTAN
A
SUSTANBILITY STATEGY
Penjelasan Strategi Keberlanjutan
A.1 22-30
Sustainability Strategy Explanation
IKHTISAR KINERJA ASPEK KEBERLANJUTAN
B
SUSTANBILITY PERFORMANCE OVERVIEW
Aspek Ekonomi
B.1 56-57
Economic Aspect
Aspek Lingkungan Hidup
B.2 58
Environmental Aspect
Aspek Sosial
B.3 59
Social Aspect
PROFIL PERUSAHAAN
C
COMPANY PROFILE
Visi, Misi, dan Nilai Keberlanjutan
C.1 62-63, 72-74
Vision, Mission and Sustainability Values
Alamat Perusahaan
C.2 64-65
Company Address
Skala Usaha
C.3 66-74
Business Scale
Produk, Layanan dan Kegiatan Usaha yang Dijalankan
C.4 75-77
Products, Services and Business Activities Operated
Keanggotaan Asosiasi
C.5 78
Membership in Associations
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 79
Significant Changes in Issuers and Public Companies
PENJELASAN DIREKSI
D
DIRECTOR EXPLANATION
Penjelasan Direksi
D.1 81-91
Directors’ Explanation
TATA KELOLA KEBERLANJUTAN
E
SUBTAINABILITY GOVERNANCE
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 108-114
Responsible for the Implementation of Sustainable Finance
Pengembangan Kompetensi terkait Keuangan Berkelanjutan
E.2 114-121
Competency Development related to Sustainable Finance
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan
E.3 121-125
Risk Assessment on the Implementation of Sustainable Finance
232 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
Hubungan dengan Pemangku Kepentingan
E.4 126-128
Stakeholder Relations
Permasalahan terhadap Penerapan Keuangan Berkelanjutan
E.5 129
Problems with the Implementation of Sustainable Finance
KINERJA KEBERLANJUTAN
F
SUSTAINABILITY PERFORMANCE
Kegiatan Membangun Budaya Keberlanjutan
F.1 134-135
Activities Building a Sustainable Culture
Kinerja Ekonomi / Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan
Laba Rugi
F.2 136
Comparison of Production and Performance Target, Portfolio, Target Financing, or investment, income and
Profit Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan
atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 137-139
Comparison of Portfolio and Performance Targets, Financing Targets, of Investment in Financial
Instruments in Financial instruments or Projects Along with Sustainable Finance
Kinerja Lingkungan Hidup / Environmental Performance
Aspek Umum
General Aspect
Biaya Lingkungan Hidup
F.4 156
Environmental Costs
Aspek Material
Aspek Material
Penggunaan Material yang Ramah Lingkungan
F.5 156-157
Use of Environmentally Friendly Materials
Aspek Energi / Aspect of Energy
Jumlah dan Intensitas Energi yang Digunakan
F.6 157-159
Total and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 159-160
Effort and Achievements of Energy Efficiency and Use of Renewable Energy
Aspek Air
Aspect of Water
Penggunaan Air
F.8 161
Water Usage
Aspek Keanekaragaman Hayati / Aspect of Biodiversity
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki
F.9 Keanekaragaman Hayati 162
Impacts from an Operating Areas Near or in Conservation Areas or Areas with Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 162
Biodiversity Conservation Business
Aspek Emisi / Aspect of Emission
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 162-167
Number and Intensity of Emissions Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 159-160, 167
Effort and Achievements of Emission Reduction
2025 Sustainability Report 233
Page 234
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
Aspek Limbah dan Efluen / Aspect of Waste and Effluent
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 167-168
Total Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 168-169
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 169
Happening Spill (If Any)
Aspek Pengaduan Terkait Lingkungan Hidup
Aspect of Complaints Related to the Environment
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 169
Number and Received and Resolved Materials of Environmental Complaints
Kinerja Sosial / Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 170-172
Commitment to Providing Services for Equal Products and/or Services to Customers
Aspek Ketenagakerjaan
Aspect of Employment
Kesetaraan Kesempatan Bekerja
F.18 174-175
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 182
Child Labor and Forced Labor
Upah Minimum Regional
F.20 185-187
Regional Minimum Wages
Lingkungan Bekerja yang Layak dan Aman
F.21 187-191
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 178-181
Employees Training and Education
Aspek Masyarakat / Aspect of Community
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 191-193
Impact of Operations on the Surrounding Communities
Pengaduan Masyarakat
F.24 209-220
Community Complaint
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 193-208
Environmental Social Responsibility Activities (TJSL)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan / Responsibility for Development of
Sustainable Products and/or Services
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 223-224
Sustainable Financial Product/Service Innovation and Development
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Nasabah
F.27 224-225
Safety Evaluated Products/Services for Customers
Dampak Produk/Jasa
F.28 225
Impact of Product or Service
Jumlah Produk yang Ditarik Kembali
F.29 225
Number of Product Returned
Survei Kepuasan Nasabah Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 226
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
234 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
No Indeks
Nama Indeks Halaman
Index
Index Name Page
Number
LAIN-LAIN:
G
OTHERS:
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 228
Written Verification from an Independent (if any)
Lembar Umpan Balik
G.2 229-230
Feedback Sheet
Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 231
Feedback on Previous Year’s Sustainability Report Feedback
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik.
G.4 232-235
List of Disclosures According to the Financial Services Authority Number 51/POJK.03/2017 concerning the
Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies.
*) N/A : Not Applicable
2025 Sustainability Report 235
Page 236
Indeks Isi Consolidated Set of GRI Standard 2021
Consolidated GRI Standards 2021 Content Index
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
Pernyataan PT Bank Madiri Taspen telah melaporkan informasi yang dikutip dalam indeks konten GRI untuk periode 1 Januari 2025
Penggunaan hingga 31 Desember 2025 sesuai dengan (“in accordance to”) pada Consolidated Set of GRI Standard.
Statement of PT Bank Madiri Taspen has reported the information cited in the GRI content index for the period 1 January 2025 to 31
Use December 2025 in accordance with the Consolidated Set of GRI Standards.
GRI GRI 1: LANDASAN 2021
GRI 1: FOUNDATION 2021
Standar Sektor G4 Suplemen Sektor Keuangan
GRI yang G4 Financial Sector Supplement
berlaku
Applicable
GRI Sector
Standards
GRI 2: Organisasi dan Praktik Pelaporan
Pengungkapan Reporting Organization and Practice
Umum 2021
GRI 2: General
Disclosures
2021
GRI 2-1 Detail organisasi 64-65,
Organization details 72-74
GRI 2-2 Entitas yang
termasuk dalam
pelaporan
keberlanjutan 7-8
Entities included
in sustainability
reporting
GRI 2-3 Periode pelaporan,
frekuensi dan titik
kontak
7-8
Reporting period,
frequency and
contact points
GRI 2-4 Informasi tentang
penyajian kembali
7-8
Information about
restatements
GRI 2-5 Jaminan Eksternal
228
External Assurance
Aktivitas dan Pekerja
Activities and Workers
GRI 2-6 Aktivitas, rantai
pasok, dan relasi
64-65,
bisnis lainnya
75-77, 79,
Activities, value chain
130-131
and other business
relationship
236 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI 2-7 Karyawan
66-71
Employees
GRI 2-8 Pekerja yang bukan
karyawan
66-71
Workers who are not
employees
Tata Kelola
Governance
GRI 2-9 Struktur dan
komposisi tata kelola 96-97,
Governance structure 108-110
and composition
GRI Nominasi dan
2-10 pemilihan badan tata
kelola tertinggi
Nomination and 101
election of the
highest governance
body
GRI Ketua badan tata
2-11 kelola tertinggi
96-97
Chair of the highest
governance body
GRI Peran badan tata
2-12 kelola tertinggi
dalam mengawasi
pengelolaan dampak
108-110
The role of the
highest governance
body in overseeing
impact management
GRI Pendelegasian
2-13 tanggung jawab
untuk mengelola
dampak 111-114
Delegation of
responsibility for
managing impacts
GRI Peran badan tata
2-14 kelola tertinggi
dalan pelaporan
9-12,
keberlanjutan
92-93,
Role of the highest
108-110
governance body’s
in sustainability
reporting
GRI Benturan
2-15 kepentingan 98-100
Conflict of interest
GRI Komunikasi hal-hal
2-16 penting
209-220
Communication of
critical concerns
2025 Sustainability Report 237
Page 238
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI Pengetahuan kolektif
2-17 dari badan tata kelola
tertinggi
114-121
Collective knowledge
of the highest
governance body
GRI Evaluasi kinerja
2-18 badan tata kelola
tertinggi
Evaluation of the 102
performance of the
highest governance
body
GRI Kebijakan remunerasi
2-19 Remuneration 103-108
policies
GRI Proses untuk
2-20 menentukan
remunerasi
103-108
Process to
determining
remuneration
GRI Rasio kompensasi
2-21 total tahunan
103-108
Annual total
compensation ratio
Strategi, Kebijakan dan Praktik
Strategy, Policies, and Practices
GRI Pernyataan
2-22 tentang strategi
pembangunan
berkelanjutan 22-30,
Statement on 81-91
sustainable
development
strategy
GRI Komitmen kebijakan
43-49
2-23 Policy commitments
GRI Menanamkan
2-24 komitmen kebijakan
43-49
Embedding policy
commitment
GRI Proses untuk
2-25 memulihkan dampak
negatif 49-52
Process to Remediate
negative impacts
GRI Mekanisme
2-26 pemberian umpan
balik/saran dan
52-53,
menyampaikan
209-220,
kekhawatiran
229-230
Mechanisms for
seeking advice and
raising concerns
238 Laporan Keberlanjutan 2025
Page 239
PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI Kepatuhan terhadap
2-27 hukum dan peraturan
209
Compliance with
laws and regulations
GRI Keanggotaan asosiasi
2-28 Membership 78
Associations
Keterlibatan Pemangku Kepentingan
Stakeholder Engagement
GRI Pendekatan
2-29 keterlibatan
pemangku
kepentingan 126-128
Approach to
Stakeholder
engagement
GRI Perjanjian kerja
2-30 bersama
181-182
Collective bargaining
agreements
GRI 3: TOPIK GRI 3-1 Proses menentukan
MATERIAL 2021 topik material
9-12
GRI 3: Process to determine
MATERIAL material topics
TOPIC 2021
GRI 3-2 Daftar topik material
9-12
List of material topics
GRI 3-3 Manajemen topik
material
13-19
Management of
material topics
Topik Ekonomi
Economic Topics
Kinerja Ekonomi
Economic Performance
GRI 201: Kinerja GRI Nilai ekonomi
Ekonomi 2016 201-1 langsung yang
GRI 201: dihasilkan dan
Economic didistribusikan 146
Performance Direct economic
2016 value generated and
distributed
GRI Implikasi finansial
201-2 serta risiko dan
peluang lain akibat
perubahan iklim
30-36
Financial implications
and other risks and
opportunities from
climate change
GRI Kewajiban program
201-3 pensiun manfaat
pasti dan program
pensiun lainnya 146-147
Defined Benefit Plan
Obligations and
Other Pension Plans
2025 Sustainability Report 239
Page 240
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI Bantuan finansial
201-4 yang diberikan dari
pemerintah
147
Financial assistance
provided by the
government
Dampak Ekonomi Tidak Langsung
Indirect Economic Impacts
GRI 203: GRI Investasi
Dampak 203-1 infrastruktur dan
Ekonomi Tidak dukungan layanan
147-148
Langsung 2016 Infrastructure
GRI 203: Indirect investments and
Economic service supported
Impacts 2016
GRI Dampak ekonomi
203-2 tidak langsung yang
signifikan 148-150
Significant indirect
economic impacts
Anti Korupsi
Anti Corruption
GRI 205: Anti GRI Operasi-operasi yang
Korupsi 2016 205-1 dinilai memiliki risiko
GRI 205: Anti terkait korupsi
151
Corruption 2016 Operations assessed
as having risks
related to corruption
GRI Komunikasi dan
205-2 pelatihan tentang
kebijakan dan
prosedur anti korupsi
152-154
Communication and
training on anti-
corruption policies
and procedures
GRI Insiden korupsi yang
205-3 terbukti dan tindakan
yang diambil
154-155
Confirmed incidents
of corruption and
actions taken
Topik Lingkungan
Environmental Topic
Energi
Energy
GRI 302: Energi GRI Konsumsi energi di
2016 302-1 dalam organisasi
GRI 302: Energy Energy consumption 157-159
2016 within the
organization
GRI Konsumsi energi di
302-2 luar organisasi
Energy consumption 157-159
outside the
organization
240 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI Intensitas energi
157-159
302-3 Energy Intensity
GRI Reduksi konsumsi
302-4 energi
159-160
Reduction of energy
consumption
GRI Pengurangan
302-5 kebutuhan energi dari
produk dan jasa
159-160
Reduction of energy
requirements from
products and services
Topik Sosial
Social Topic
Kepegawaian
Employment
GRI 401: GRI Perekrutan karyawan
Kepegawaian 401-1 baru dan perputaran
2016 karyawan
176-178
GRI 401: New employee
Employment hires and employee
2016 turnover
GRI Tunjangan yang
401-2 diberikan kepada
karyawan tetap
yang tidak diberikan
kepada karyawan
sementara atau
183-185
paruh waktu
Benefits provided to
fulltime employees
that are not provided
to temporary or part-
time employees
GRI Cuti Melahirkan
182-183
401-3 Maternity leave
Pelatihan dan Pendidikan
Training and Education
GRI 404: GRI Rata-rata jam
Pelatihan dan 404-1 pelatihan per tahun
Pendidikan 2016 per karyawan
178-181
GRI 404: Average hours of
Training and training per year per
Education 2016 employee
GRI Program untuk
404-2 meningkatkan
keterampilan
karyawan dan
program bantuan
178-181
peralihan
Programs for
upgrading employee
skills and transition
assistance programs
2025 Sustainability Report 241
Page 242
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
GRI Persentase karyawan
404-3 yang menerima
tinjauan rutin
terhadap kinerja dan
pengembangan karir
178-181
Percentage of
employees receiving
regular performance
and career
development reviews
Privasi Pelanggan
Customer Privacy
GRI 418: Privasi GRI Pengaduan yang
Pelanggan 2016 418-1 berdasar mengenai
GRI 418: pelanggaran
Customer terhadap privasi
Privacy 2016 pelanggan dan
hilangnya data
pelanggan 220-222
Substantiated
complaints
concerning breaches
of customer privacy
and losses of
customer data
G4 Suplemen Sektor Keuangan
G4 Financial Sector Supplements
G4 Suplemen FS1 Kebijakan dengan
Sektor komponen
Keuangan lingkungan dan sosial
G4 Financial yang spesifik yang
Sector diaplikasikan pada
Supplements lini bisnis. 22-30
Policies with certain
environmental and
social components
as applied to lines of
business
FS2 Prosedur untuk
memeriksa dan
menyaring risiko
lingkungan dan sosial
pada lini bisnis.
Procedures 121-125
for assessing
and screening
environmental
and social risks in
business lines.
FS3 Proses untuk
memonitor
implementasi dan
kepatuhan klien
terhadap persyaratan
lingkungan dan
sosial, termasuk
dalam perjanjian atau
transaksi.
Process to monitor 137-139
the implementation
and client
compliance with
environmental and
social requirements,
including those
stipulated in
agreements or
transactions.
242 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
FS4 Proses untuk
meningkatkan
kompetensi staf
untuk menerapkan
kebijakan
dan prosedur
lingkungan dan
sosial sebagaimana 114-121
diterapkan pada lini
bisnis.
Environmental
and social policies
and procedures as
applied to lines of
business
FS5 Interaksi dengan
klien/penanam
modal/mitra bisnis
terkait risiko serta
kesempatan terkait
lingkungan dan
sosial.
126-128
Interactions with
clients/investments/
business partners
regarding
environmental and
social risks and
opportunities
FS6 Persentase dari
portofolio untuk
lini bisnis menurut
wilayah, menurut
ukuran (contoh:
mikro/SME/besar),
140-145
dan menurut sektor.
Portfolio percentage
for business lines by
specific area size (eg
micro/SME/large) and
by sector
FS7 Nilai moneter dari
produk dan layanan
yang dirancang
untuk memberikan
keuntungan sosial
yang spesifik untuk
setiap lini bisnis. 137-139
Monetary value
of products and
services designed to
deliver specific social
benefits for each
business line.
2025 Sustainability Report 243
Page 244
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
FS8 Nilai moneter dari
produk dan layanan
yang dirancang
untuk memberikan
keuntungan
lingkungan yang
spesifik untuk setiap
lini bisnis. 137-139
Monetary value
of products and
services designed
to deliver specific
environmental
benefits across each
business line.
FS9 Cakupan dan
frekuensi audit serta
prosedur penilaian
risiko
126
Scope and frequency
of audits and
risk assessment
procedures
FS10 Persentase dan
jumlah perusahaan
yang terdapat
dalam portofolio
institusi yang telah
berinteraksi dengan
organisasi pelapor
terkait isu lingkungan
atau sosial.
22-30
Percentage
and number of
companies within the
institution’s portfolio
that have engaged
with the reporting
organization on
environmental or
social issues.
FS11 Persentase aset
yang dikenakan
penyaringan
lingkungan atau
sosial positif dan
negatif
Laporkan rincian
nilai total aset yang
dikelola pada akhir
periode pelaporan
dalam bentuk:
• Persentase (%) 22-30
dari total aset
yang dikenakan
penyaringan
lingkungan dan/
atau sosial positif;
• Persentase (%)
dari total aset
yang dikenakan
penyaringan
lingkungan dan/
atau sosial negatif;
244 Laporan Keberlanjutan 2025
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PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
• Persentase (%)
dari total aset
yang dikenakan
kombinasi
penyaringan positif
dan negatif terkait
lingkungan dan/
atau sosial;
• Sertakan definisi
kriteria yang
digunakan oleh
organisasi dalam
melakukan
penyaringan
positif dan
negatif tersebut.
Organisasi juga
harus menyatakan
apakah terdapat
penyaringan
yang diwajibkan
oleh peraturan
perundang-
undangan.
Percentage of
assets subject to
positive and negative
environmental and/
or social screening.
Disclose the
breakdown of the
total value of assets
under management
at the end of the
reporting period in
the form of:
• Percentage (%)
of total assets
subject to positive
environmental
and/or social
screening;
• Percentage (%)
of total assets
subject to negative
environmental
and/or social
screening;
• Percentage (%)
of total assets
subject to a
combination
of positive
and negative
environmental
and/or social
screening;
• Include definitions
of the criteria used
by the organization
in conducting
such positive
and negative
screening. The
organization shall
also disclose
whether any
screening is
mandated by
applicable laws
and regulations.
2025 Sustainability Report 245
Page 246
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
FS12 Kebijakan
Pemungutan Suara
yang diterapkan
terhadap isu
lingkungan atau
sosial atas saham
yang hak suaranya
dimiliki atau
yang pemberian
suaranya diberikan
rekomendasi oleh
organisasi pelapor.
Laporkan hal-hal
berikut:
• Jika terdapat
pedoman untuk
pemungutan
suara terkait isu
lingkungan atau
sosial, jelaskan
aspek utama yang
tercakup serta
kondisi di mana
penyimpangan
signifikan dapat
diperbolehkan;
• Jika pedoman
pemungutan 108-110
suara ini hanya
berlaku untuk anak
perusahaan dalam
organisasi, maka
hal tersebut harus
dinyatakan;
• Lokasi atau tautan
dari pedoman
pemungutan suara
yang tersedia
untuk publik;
• Lokasi atau tautan
dari catatan
pemungutan suara
yang tersedia
untuk publik; dan
• Ringkasan praktik
pemungutan
suara selama
periode pelaporan,
termasuk
penjelasan
mengenai
penyimpangan
signifikan
dari kebijakan
pemungutan suara.
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PT Bank Mandiri Taspen
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
Voting policy applied
to environmental
or social issues for
shares over which
voting rights are held
or for which voting
recommendations
are provided by
the reporting
organization. Disclose
the following:
• Where voting
guidelines related
to environmental
or social issues
exist, describe
the key aspects
covered, as well
as the conditions
under which
significant
deviations may be
permitted;
• If such voting
guidelines apply
only to subsidiaries
within the
organization, this
should be clearly
stated;
• The location or
link to publicly
available voting
guidelines;
• The location or
link to publicly
available voting
records; and
• A summary of
voting practices
during the
reporting period,
including an
explanation of
any significant
deviations from the
voting policy.
2025 Sustainability Report 247
Page 248
Yang Tidak Dicantumkan No. Rujukan
Persyaratan Omitted Information Standar
Indeks Isi yang Tidak Sektor GRI
Standar GRI Pengungkapan Hal
Dicantumkan GRI Sector
GRI Content Disclosure Page
Requirements Alasan Penjelasan Standard
Index Not Disclosed Reference
Reason Explanation
Number
FS13 Titik akses di daerah
berpenduduk
rendah atau kurang
beruntung secara
ekonomi berdasarkan
jenis. 172-174
Access points in
low-population
or economically
disadvantaged areas
by type.
FS14 Inisiatif untuk
meningkatkan akses
ke layanan keuangan
bagi orang-orang
yang kurang
beruntung. 172-174
An initiative to
improve access to
financial services
for disadvantaged
people.
FS15 Kebijakan untuk
rancangan dan
penjualan produk dan
layanan yang adil.
170-172
Policies for the fair
design and sale of
financial products
and services
FS16 Inisiatif untuk
meningkatkan
literasi keuangan
berdasarkan jenis
atau penerima 172-174
manfaat.
Initiatives to improve
financial literacy by
type or beneficiary.
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PT Bank Mandiri Taspen
Indeks Sustainability Accounting Standards (SASB)
Bank - Commercial Bank
Halaman
Topic Metric Index Jawaban
Page
SUSTAINABILITY DISCLOSURE TOPICS & METRICS
Data Security (1) Number of data breaches, (2) Hingga akhir tahun 2025, tidak ada laporan
percentage that are personal data yang terbukti terkait pelanggaran privasi,
breaches, (3) number of account kebocoran, pencurian, atau kehilangan data
holders affected nasabah, sebagai hasil dari komitmen Bank
Mandiri Taspen dalam menjaga keamanan
dan kerahasiaan data nasabah secara
konsisten.
FN-CB-230a.1 220-222
As of the end of 2025, there were no
reported incidents of privacy violations,
data breaches, theft, or loss of customer
data, reflecting Bank Mandiri Taspen’s
consistent commitment to maintaining the
security and confidentiality of customer
information.
Description of approach to identifying Telah disampaikan pada bagian Privasi dan
and addressing data security risks Keamanan Data Nasabah
FN-CB-230a.2 220-222
Disclosed in the Customer Data Privacy and
Security section.
Financial Inclusion & (1) Number and (2) amount of Telah disampaikan pada bagian
Capacity Building loans outstanding that qualify for Perbandingan Target Dan Kinerja
programmes designed to promote Portofolio, Target Pembiayaan, Atau
small business and community Investasi Pada Instrumen Keuangan Atau
development Proyek Yang Sejalan Dengan Keuangan
FN-CB-240a.1 Berkelanjutan 137-139
Disclosed in the Comparison of Portfolio
Targets and Performance, Financing
Targets, or Investments in Financial
Instruments or Projects Aligned with
Sustainable Finance section.
(1) Number and (2) amount of past Telah disampaikan pada bagian
due and nonaccrual loans or loans Perbandingan Target Dan Kinerja
subject to forbearance that qualify Portofolio, Target Pembiayaan, Atau
for programmes designed to promote Investasi Pada Instrumen Keuangan Atau
small business and community Proyek Yang Sejalan Dengan Keuangan
development FN-CB-240a.2 Berkelanjutan 137-139
Disclosed in the Comparison of Portfolio
Targets and Performance, Financing
Targets, or Investments in Financial
Instruments or Projects Aligned with
Sustainable Finance section.
Number of no-cost retail checking Telah dijelaskan pada bagian Literasi dan
accounts provided to previously Inklusi Keuangan
FN-CB-240a.3 172-174
unbanked or underbanked customers Disclosed in the Financial Literacy and
Inclusion section.
Number of participants in financial Telah dijelaskan pada bagian Literasi dan
literacy initiatives for unbanked, Inklusi Keuangan
FN-CB-240a.4 172-174
underbanked, or underserved Disclosed in the Financial Literacy and
customers Inclusion section.
2025 Sustainability Report 249
Page 250
Halaman
Topic Metric Index Jawaban
Page
Incorporation of Description of approach to Telah dijelaskan pada bagian Perbandingan
Environmental, incorporation of environmental, social Target Dan Kinerja Portofolio, Target
Social, and and governance (ESG) factors in credit Pembiayaan, Atau Investasi Pada
Governance Factors analysis Instrumen Keuangan Atau Proyek Yang
in Credit Analysis Sejalan Dengan Keuangan Berkelanjutan 137-139,
FN-CB-410a.2
Disclosed in the Comparison of Portfolio 223-224
Targets and Performance, Financing
Targets, or Investments in Financial
Instruments or Projects Aligned with
Sustainable Finance section.
Financed Emissions Absolute gross financed emissions, Telah dijelaskan pada bagian Aspek Emisi
disaggregated by (1) Scope 1, (2) FN-CB-410b.1 Disclosed in the Financial Literacy and 162-167
Scope 2 and (3) Scope 3 Inclusion section.
Gross exposure for each industry by Telah dijelaskan pada bagian Aspek Emisi
FN-CB-
asset class Disclosed in the Financial Literacy and 162-167
410b.2
Inclusion section.
Percentage of gross exposure included Telah dijelaskan pada bagian Aspek Emisi
FN-CB-
in the financed emissions calculation Disclosed in the Financial Literacy and 162-167
410b.3
Inclusion section.
Description of the methodology used Telah dijelaskan pada bagian Aspek Emisi
to calculate financed emissions FN-CB-410b.4 Disclosed in the Financial Literacy and 162-167
Inclusion section.
Business Ethics Total amount of monetary losses as a Bank Mandiri Taspen senantiasa
result of legal proceedings associated berpedoman pada hukum dan peraturan
with fraud, insider trading, antitrust, yang berlaku dalam menjalankan kegiatan
anticompetitive behaviour, market bisnis. Sampai dengan akhir Desember
manipulation, malpractice, or other 2025, tidak terdapat kasus akibat
related financial industry laws or ketidakpatuhan terhadap undang-undang
regulations dan peraturan yang menyebabkan denda
dikeluarkan dan sanksi non moneter
FN-CB-510a.1 209
dikenakan kepada Bank Mandiri Taspen.
Bank Mandiri Taspen consistently complied
with applicable laws and regulations in
conducting its business activities. As of
the end of December 2025, there were no
cases of non-compliance that resulted in
monetary fines or non-monetary sanctions
imposed on Bank Mandiri Taspen.
Description of whistleblower policies Telah dijelaskan pada bagian Pengaduan
and procedures FN-CB-510a.2 Masyarakat 209-220
Disclosed in the Public Complaints section.
Systemic Risk Global Systemically Important Bank Bank tidak termasuk dalam kategori Global
Management (GSIB) score, by category Systemically Important Bank (G-SIB)
sehingga tidak memiliki GSIB score.
FN-CB-550a.1 -
The Bank is not classified as a Global
Systemically Important Bank (G-SIB);
therefore, it does not have a G-SIB score.
Description of approach to integrate Telah dijelaskan pada bagian Strategi
results of mandatory and voluntary Perubahan Iklim
FN-CB-
stress tests into capital adequacy Disclosed in the Public Complaints section. 38-40
550a.2
planning, longterm corporate strategy,
and other business activities
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PT Bank Mandiri Taspen
Halaman
Topic Metric Index Jawaban
Page
ACTIVITY METRIC
(1) Number and (2) value of checking Telah disampaikan secara rinci pada bagian
and savings accounts by segment: (a) Portofolio Pembiayaan Berdasarkan
personal and (b) small business Kategori Debitur.
FN-CB-000.A 145
It has been presented in detail in the
Financing Portfolio by Debtor Category
section.
(1) Number and (2) value of loans Telah disampaikan secara rinci pada bagian
by segment: (a) personal, (b) small Portofolio Pembiayaan Berdasarkan
business, and (c) corporate Kategori Debitur.
FN-CB-000.B 145
It has been presented in detail in the
Financing Portfolio by Debtor Category
section.
2025 Sustainability Report 251
Page 252
Tautan Standar GRI dengan TPB
GRI Standard Link with SGDs
Bank Mandiri Taspen berkomitmen untuk memberikan Bank Mandiri Taspen is committed to contributing to achieving
kontribusi dalam pencapaian Tujuan Pembangunan the Sustainable Development Goals (SDGs). Bank Mandiri
Berkelanjutan (TPB)/Sustainable Development Goals (SDGs). Taspen’s support is reflected in the link between reporting
Dukungan Bank Mandiri Taspen tercermin pada tautan antara disclosures in accordance with GRI and SDGs, in accordance
pengungkapan pelaporan sesuai GRI dengan SDGs, sesuai with the SDG Compass guidelines published by GRI, the United
panduan SDG Compass yang diterbitkan oleh GRI, United Nations Global Compact, and the World Business Council for
Nations Global Compact, dan World Business Council for Sustainable Development (WBCSD), as follows:
Sustainable Development (WBCSD), sebagai berikut:
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Mengakhiri kemiskinan GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
dalam segala bentuk di Ekonomi Tidak Significant indirect economic impacts
mana pun. Langsung 2016
End poverty in all its GRI 203: Indirect
forms everywhere Economic Impacts
2016
G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut
Keuangan wilayah, menurut ukuran (contoh: mikro/SME/besar),
G4 Financial Sector dan menurut sektor.
Supplements Percentage of portfolio for business lines by region,
size, and sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik
untuk setiap lini bisnis.
The monetary value of products and services designed
to provide specific social benefits for each line of
business.
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS16 Inisiatif untuk meningkatkan literasi keuangan
berdasarkan jenis atau penerima manfaat.
Initiatives to improve financial literacy by type or
beneficiary.
Mengakhiri
kelaparan, mencapai
ketahanan pangan,
memperbaiki nutrisi
dan mempromosikan
pertanian yang
berkelanjutan.
Ending hunger;
achieving food security;
improving nutrition;
and promoting
sustainable agriculture.
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PT Bank Mandiri Taspen
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Menjamin kehidupan GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
yang sehat dan Ekonomi Tidak Significant indirect economic impacts
mendorong Langsung 2016
kesejahteraan bagi GRI 203: Indirect
semua orang di segala Economic Impacts
usia. 2016
Ensuring healthy lives
and promoting well- GRI 401: Kepegawaian 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
being for all people at 2016 tidak diberikan kepada karyawan sementara atau paruh
all ages GRI 401: Employment waktu
2016 Benefits provided to full-time employees that are not
provided to temporary or part-time employees
Menjamin kualitas GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
pendidikan yang Pendidikan 2016 Average hours of training per year per employee
inklusif dan merata GRI 404: Training and
serta meningkatkan Education 2016
kesempatan belajar
sepanjang hayat untuk
semua pada tahun
2030.
Ensuring inclusive
and equitable quality
education and
promoting lifelong
learning opportunities
for all by 2030.
Mencapai kesetaraan GRI 2: Pengungkapan 2-9 Struktur dan komposisi tata kelola
gender dan Umum 2021 Governance structure and composition
memberdayakan semua GRI 2: General
perempuan dan anak Disclosures 2021 2-10 Nominasi dan pemilihan badan tata kelola tertinggi
perempuan. Nomination and selection of the highest governance
Achieving gender body
equality and
empowering all women GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
and girls. Ekonomi Tidak Infrastructure investments and service supported
Langsung 2016
GRI 203: Indirect
Economic Impacts
2016
GRI 401: Kepegawaian 401-1 Perekrutan karyawan baru dan perputaran karyawan
2016 New employee hires and employee turnover
GRI 401: Employment
2016 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
tidak diberikan kepada karyawan sementara atau paruh
waktu
Benefits provided to full-time employees that are not
provided to temporary or part-time employees
401-3 Cuti Melahirkan
Parental leave
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance
and career development reviews
Memastikan GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
masyarakat mencapai Ekonomi Tidak Infrastructure investments and service supported
akses universal air Langsung 2016
bersih dan sanitasi. GRI 203: Indirect
Ensuring communities Economic Impacts
to achieve universal 2016
access to clean water
and sanitation.
2025 Sustainability Report 253
Page 254
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Menjamin akses energi GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
yang terjangkau, andal, GRI 302: Energy 2016 Energy consumption within the organization
berkelanjutan, dan
modern untuk semua 302-2 Konsumsi energi di luar organisasi
lapisan masyarakat. Energy consumption outside the organization
Confirming access to
affordable, reliable, 302-3 Intensitas energi
sustainable and Energy Intensity
modern energy for all
levels of society. 302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
Berusaha GRI 2: Pengungkapan 2-7 Karyawan
meningkatkan Umum 2021 Karyawan
pertumbuhan GRI 2: General
ekonomi yang inklusif Disclosures 2021 2-8 Pekerja yang bukan karyawan
dan berkelanjutan, Workers who not employees
kesempatan kerja
yang produktif dan 2-30 Perjanjian kerja bersama
menyeluruh serta Collective bargaining agreements
pekerjaan yang layak
untuk semua. GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang dihasilkan dan
Seeking to promote Ekonomi 2016 didistribusikan
inclusive and GRI 201: Economic Direct economic value generated and distributed
sustainable economic Performance 2016
growth; comprehensive
and productive GRI 203: Dampak 203-2 Dampak ekonomi tidak langsung yang signifikan
employment Ekonomi Tidak Significant indirect economic impacts
opportunity and decent Langsung 2016
work for all. GRI 203: Indirect
Economic Impacts
2016
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-2 Program untuk meningkatkan keterampilan karyawan
dan program bantuan peralihan
Programs for upgrading employee skills and transition
assistance programs
404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance
and career development reviews
GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
GRI 302: Energy 2016 Energy consumption within the organization
302-2 Konsumsi energi di luar organisasi
Energy consumption outside the organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
254 Laporan Keberlanjutan 2025
Page 255
PT Bank Mandiri Taspen
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
GRI 401: Kepegawaian 401-1 Perekrutan karyawan baru dan perputaran karyawan
2016 New employee hires and employee turnover
GRI 401: Employment
2016 401-2 Tunjangan yang diberikan kepada karyawan tetap yang
tidak diberikan kepada karyawan sementara atau paruh
waktu
Benefits provided to full-time employees that are not
provided to temporary or part-time employees
401-3 Cuti Melahirkan
Parental leave
GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
Ekonomi Tidak Infrastructure investments and service supported
Langsung 2016
GRI 203: Indirect
Economic Impacts
2016
G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut
Keuangan wilayah, ukuran, dan sektor
G4 Supplement to the Percentage of portfolio for business lines by region,
Financial Sector size, and sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik
untuk setiap lini bisnis.
The monetary value of products and services designed
to provide specific social benefits for each line of
business.
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS16 Inisiatif untuk meningkatkan literasi keuangan
berdasarkan jenis atau penerima manfaat..
Initiatives to improve financial literacy by type or
beneficiary.
Membangun GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang dihasilkan dan
infrastruktur yang Ekonomi 2016 didistribusikan
tangguh, meningkatkan GRI 201: Economic Direct economic value generated and distributed
industri inklusif dan Performance 2016
berkelanjutan, serta
mendorong inovasi. GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
Building resilient Ekonomi Tidak Infrastructure investments and service supported
infrastructure; Langsung 2016
promoting inclusive GRI 203: Indirect
and sustainable Economic Impacts
industries; and 2016
encouraging
innovation. G4 Suplemen Sektor FS6 Persentase dari portofolio untuk lini bisnis menurut
Keuangan wilayah, ukuran, dan sektor
G4 Supplement to the Portfolio percentage for business lines by specific area
Financial Sector size (eg micro/SME/large) and by sector
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik
untuk setiap lini bisnis.
The monetary value of products and services designed
to provide specific social benefits for each line of
business.
2025 Sustainability Report 255
Page 256
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Mengurangi GRI 2: Pengungkapan 2-7 Karyawan
Kesenjangan Intra dan Umum 2021 Employee
Antar Negara GRI 2: General
Reducing gaps within Disclosures 2021
and between countries.
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun per karyawan
Pendidikan 2016 Average hours of training per year per employee
GRI 404: Training and
Education 2016 404-3 Persentase karyawan yang menerima tinjauan rutin
terhadap kinerja dan pengembangan karir
Percentage of employees receiving regular performance
and career development reviews
G4 Suplemen Sektor FS1 Kebijakan dengan komponen lingkungan dan sosial
Keuangan yang spesifik yang diaplikasikan pada lini bisnis.
G4 Supplement to Policies with certain environmental and social
the Financial Sector components as applied to lines of business
FS2 Prosedur untuk memeriksa dan menyaring risiko
lingkungan dan sosial pada lini bisnis.
Procedures for assessing and screening environmental
and social risks in business lines.
FS4 Proses untuk meningkatkan kompetensi staf untuk
menerapkan kebijakan dan prosedur lingkungan dan
sosial sebagaimana diterapkan pada lini bisnis.
Environmental and social policies and procedures as
applied to lines of business
FS5 Interaksi dengan klien/penanam modal/mitra bisnis
terkait risiko serta kesempatan terkait lingkungan dan
sosial.
Interactions with clients/investments/business
partners regarding environmental and social risks and
opportunities
FS7 Nilai moneter dari produk dan layanan yang dirancang
untuk memberikan keuntungan sosial yang spesifik
untuk setiap lini bisnis.
The monetary value of products and services designed
to provide specific social benefits for each line of
business.
FS9 Cakupan dan frekuensi audit serta prosedur penilaian
risiko
Scope and frequency of audits and risk assessment
procedures
FS13 Titik akses di daerah berpenduduk rendah atau kurang
beruntung secara ekonomi berdasarkan jenis.
Access points in low-population or economically
disadvantaged areas by type.
FS14 Inisiatif untuk meningkatkan akses ke layanan keuangan
bagi orang-orang yang kurang beruntung.
An initiative to improve access to financial services for
disadvantaged people.
FS15 Kebijakan untuk produk dan layanan keuangan yang adil
Policies for the fair design and sale of financial products
and services
FS16 Inisiatif untuk meningkatkan literasi keuangan
berdasarkan jenis atau penerima manfaat.
Initiatives to improve financial literacy by type or
beneficiary.
256 Laporan Keberlanjutan 2025
Page 257
PT Bank Mandiri Taspen
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Menjadikan kota dan GRI 203: Dampak 203-1 Investasi infrastruktur dan dukungan layanan
pemukiman inklusif, Ekonomi Tidak Infrastructure investments and service supported
aman, tangguh dan Langsung 2016
berkelanjutan GRI 203: Indirect
Making inclusive, Economic Impacts
safe, resilient and 2016
sustainable cities and
settlements.
G4 Suplemen Sektor FS7 Nilai moneter dari produk dan layanan yang dirancang
Keuangan untuk memberikan keuntungan sosial yang spesifik
G4 Supplement to the untuk setiap lini bisnis.
Financial Sector The monetary value of products and services designed
to provide specific social benefits for each line of
business.
Menjamin pola GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
produksi dan GRI 201: Economic Energy consumption within the organization
konsumsi yang Performance 2016
bertanggungjawab
Ensuring responsible
production and
consumption patterns.
302-2 Konsumsi energi di luar organisasi
Energy consumption outside the organization
302-3 Intensitas energi
Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
Mengambil aksi segera GRI 201: Kinerja 201-2 Implikasi finansial serta risiko dan peluang lain akibat
untuk memerangi Ekonomi 2016 perubahan iklim
perubahan iklim dan GRI 201: Economic Financial implications and other risks and opportunities
dampaknya karena Performance 2016 from climate change
perubahan iklim adalah
tantangan global yang GRI 302: Energi 2016 302-1 Konsumsi energi di dalam organisasi
memengaruhi setiap GRI 302: Energy 2016 Energy consumption within the organization
orang.
Taking urgent action to 302-2 Konsumsi energi di luar organisasi
combat climate change Energy consumption outside the organization
and its effects, because
climate change is a
global challenge that 302-3 Intensitas energi
affects everyone. Energy Intensity
302-4 Reduksi konsumsi energi
Reduction of energy consumption
302-5 Pengurangan kebutuhan energi dari produk dan jasa
Reduction of energy requirements from products and
services
Melestarikan dan
memanfaatkan secara
berkelanjutan sumber
daya kelautan dan
samudera untuk
pembangunan
berkelanjutan
Taking urgent action to
combat climate change
and its effects,
because climate
change is a global
challenge that affects
everyone.
2025 Sustainability Report 257
Page 258
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
Melindungi,
Merestorasi dan
Meningkatkan
Pemanfaatan
Berkelanjutan
Ekosistem Daratan,
Mengelola Hutan
Secara Lestari,
Menghentikan
Penggurunan,
Memulihkan
Degradasi lahan,
serta Menghentikan
Kehilangan
Keanekaragaman
Hayati
Protecting, restoring,
and enhancing
sustainable use of
terrestrial ecosystems;
managing forests
sustainably;
terminating
desertification;
restoring land
degradation; and
stopping biodiversity
loss.
Menguatkan GRI 2: Pengungkapan 2-9 Struktur dan komposisi tata kelola
Masyarakat yang Umum 2021 Governance structure and composition
Inklusif dan Damai GRI 2: General
untuk Pembangunan Disclosures 2021
Berkelanjutan,
Menyediakan Akses 2-10 Nominasi dan pemilihan badan tata kelola tertinggi
Keadilan untuk Semua, Nomination and selection of the highest governance
dan Membangun body
Kelembagaan yang
Efektif, Akuntabel, 2-11 Ketua badan tata kelola tertinggi
dan Inklusif di Semua Chairperson of the highest governance body
Tingkatan
Strengthening inclusive 2-12 Peran badan tata kelola tertinggi dalam mengawasi
and peaceful societies pengelolaan dampak
for sustainable Role of the highest governance body in overseeing the
development; providing management of impacts
access to justice for all;
2-15 Benturan kepentingan
and building effective,
Conflict of interest
accountable, and
inclusive institutions at 2-16 Komunikasi hal-hal penting
all levels. Communication of critical concerns
2-23 Komitmen kebijakan
Policy commitments
2-25 Proses untuk memulihkan dampak negatif
Processes to remediate negative impacts
2-26 Mekanisme pemberian umpan balik/saran dan
menyampaikan kekhawatiran
Mechanisms for seeking advice and raising concerns
2-29 Pendekatan keterlibatan pemangku kepentingan
Approach to stakeholder engagement
258 Laporan Keberlanjutan 2025
Page 259
PT Bank Mandiri Taspen
Relevansi GRI
Logo Tujuan Standard Disclosure Judul Indikator
Logo Objectives GRI Standard Disclosure Indicator Title
relevance
GRI 205: Anti Korupsi 205-1 Operasi-operasi yang dinilai memiliki risiko terkait
2016 korupsi
GRI 205: Anti- Operations assessed for risks related to corruption
Corruption 2016
205-2 Komunikasi dan pelatihan tentang kebijakan dan
prosedur anti korupsi
Communication and training about anti-corruption
policies and procedures
205-3 Insiden korupsi yang terbukti dan tindakan yang diambil
Confirmed incidents of corruption and actions taken
GRI 418: Privasi 418-1 Pengaduan yang berdasar mengenai pelanggaran
Pelanggan 2016 terhadap privasi pelanggan dan hilangnya data
GRI 418: Customer pelanggan
Privacy 2016 Substantiated complaints concerning breaches of
customer privacy and losses of customer data
Menguatkan Sarana
Pelaksanaan dan
Merevitalisasi
Kemitraan Global
untuk Pembangunan
Berkelanjutan
Strengthening the
implementation
facilities and
revitalizing the
global partnership
for sustainable
development.
2025 Sustainability Report 259
Page 260
2025 Laporan Keberlanjutan
Sustainability Report
Alamat Kantor Pusat
Head Office Address
Jl. Proklamasi No.31
Kecamatan Menteng, Kota Jakarta Pusat,
Daerah Khusus Ibukota Jakarta 10320
Indonesia
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PT Bank Mandiri Taspen About Sustainability
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PT Bank Mandiri Taspen Kantor Pusat Bank Mandiri
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Bank Mandiri Taspen Graha Mantap
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PT Bank Mandiri Taspen Proses Penentuan Topik Material
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Bank Mandiri Performance
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Bank Mantap
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PT Bank Mandiri Taspen Mantap Indonesia
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PT Bank Mandiri Taspen No. KEB
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PT Bank Mandiri Taspen Berkelanjutan
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Bank Mandiri Daya Manusia Bank Mandiri Taspen
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PT Bank Mandiri Taspen Sustainability Strategy
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Bank Mandiri Banking. Pilar
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Bank Mandiri Taspen Target
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PT Bank Mandiri Taspen Target Kegiatan Prioritas
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Bank Bank Mandiri Taspen
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Bank Undang-undang
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PT Bank Mandiri Taspen Pencapaian Indikator Keberhasilan
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Bank Mandiri Taspen Physical Risk
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Bank Revenue Penyaluran
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Bank Employee Satisfaction
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Bank Mandiri Taspen. Penyusunan Roadmap
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PT Bank Mandiri Taspen Divisi Human Capital
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PT Bank Mandiri Taspen Policy Commitment
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PT Bank Mandiri Taspen Penanggungjawab Kebijakan
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Structured
· Director
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Served
· Director
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Kepuasan Karyawan
· Direktur Utama
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Pedoman
· Direktur Utama
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Indonesia Stock Exchange
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Bank Indonesia
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Indonesia Deposit Insurance Corporation
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PT Bank Mandiri Taspen Bank Mandiri Taspen
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PT Bank Mandiri Taspen Sustainability Performance Highlight
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PT Bank Mandiri Taspen Laba Tahun Berjalan
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PT Bank Mandiri Taspen Kinerja Aspek Sosial
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Bank Mandiri Taspen. Sedangkan
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PT Bank Mandiri Taspen Company Profile
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PT Bank Mandiri Taspen MISI Mission Menciptakan
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PT Bank Mandiri Taspen Nama Singkat
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Ida Bagus Alit Sudiatmika
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Menteri Kehakiman Republik Indonesia
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Sudiatmika
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Minister of Justice
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PT Bank Mandiri Taspen Akses Informasi Information Access
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Bank Official Whatsapp
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PT Bank Mandiri Taspen Komposisi Pegawai Berdasarkan Wilayah
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Bank Mandiri Taspen’s Office Network Jenis Kantor
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Bank Mandiri ATM
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PT Bank Mandiri Taspen Data Jaringan Kantor
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PT Bank Mandiri Taspen Rantai Nilai Company Scale
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Bank Mandiri Taspen. Informasi
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PT Bank Mandiri Taspen Tabel Pemasok Barang
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Kementerian Pertahanan
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Ministry of Defense
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Musyawarah Perbankan Daerah
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Forum Komunikasi
· Direktur
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PT Bank Mandiri Taspen Perubahan Perusahaan
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PT Bank Mandiri Taspen Directors’s Explanation
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Bank Mandiri Bank Mandiri Taspen
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Bank Taspen
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PT Bank Mandiri Taspen Apresiasi
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Bank Mandiri Taspen. Mandiri Taspen.
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PT Bank Mandiri Taspen Tahun
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Vice
· President Director
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Funding
· Direktur Bisnis
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PT Bank Mandiri Taspen Sustainability Governance
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PT Bank Mandiri Taspen Struktur Organ Bank Mandiri
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Bank Mandiri Taspen Annual
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Bank Mandiri Taspen Tahunan Bank Mandiri Taspen
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PT Bank Mandiri Taspen Nominasi
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PT Bank Mandiri Taspen Kebijakan Remunerasi
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Menteri Badan Usaha Milik Negara
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Menteri
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Milik Negara
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Meetings
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Henrisa
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Mahrauza
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Noer
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Maswar
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PT Bank Mandiri Taspen Rapat Gabungan Direksi
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PT Bank Mandiri Taspen Sustainability Performance
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