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2025
Laporan Keberlanjutan
Sustainability Report
Strengthening
Inclusive and
Sustainable
Community
Housing Finance
Memperkuat Pembiayaan
Perumahan Masyarakat yang
Inklusif dan Berkelanjutan
Page 2
2 Laporan Keberlanjutan 2025 Sustainability Report
Page 3
PENJELASAN TEMA
THEME EXPLANATION
2025 2025
Strengthening
Laporan Keberlanjutan Laporan Keberlanjutan
Sustainability Report Sustainability Report
Inclusive and Strengthening Inclusive and Sustainable Community Housing Finance
Sustainable
Community
Housing Finance
Strengthening
Inclusive and
Sustainable
Community
Housing Finance
Memperkuat Pembiayaan Memperkuat Pembiayaan
Perumahan Masyarakat yang
2025
Perumahan Masyarakat yang
Inklusif dan Berkelanjutan
Sustainability Report
Laporan Keberlanjutan
Inklusif dan Berkelanjutan
Tahun 2025 menegaskan komitmen PT Sarana Multigriya The year 2025 reaffirms PT Sarana Multigriya Finansial
Finansial (Persero) dalam mengembangkan pembiayaan (Persero)’s commitment to developing inclusive and sustainable 3
perumahan yang inklusif dan berkelanjutan. Perseroan housing finance. The company views housing finance not only
memandang bahwa pembiayaan perumahan tidak hanya as an economic instrument, but also as a means of equalizing
berperan sebagai instrumen ekonomi, tetapi juga sebagai sarana access to housing for all levels of society. Through innovative
pemerataan akses hunian bagi seluruh lapisan masyarakat. funding, transparent governance, and support for government
PT Sarana Multigriya Finansial (Persero)
Melalui pendanaan yang inovatif, tata kelola yang transparan, fiscal policies, SMF continues to strengthen the housing finance
serta dukungan terhadap kebijakan fiskal pemerintah, SMF ecosystem.
terus memperkuat ekosistem pembiayaan perumahan
Page 4
DAFTAR ISI
TABLE OF CONTENTS
PENJELASAN TEMA
3
THEME EXPLANATION
IKHTISAR KINERJA KEBERLANJUTAN
8
HIGHLIGHTS OF SUSTAINABILITY PERFORMANCE
PENJELASAN DIREKSI
25
STATEMENT FROM THE BOARD OF DIRECTORS
TENTANG LAPORAN INI
34
ABOUT THIS REPORT
KOMITMEN DAN DUKUNGAN TERHADAP PEMBANGUNAN BERKELANJUTAN
42
4
COMMITMENT AND SUPPORT TOWARDS SUSTAINABLE DEVELOPMENT
PROFIL PERUSAHAAN
58
COMPANY PROFILE
Laporan Keberlanjutan 2025 Sustainability Report
TATA KELOLA KEBERLANJUTAN
80
SUSTAINABILITY GOVERNANCE
KINERJA EKONOMI KEBERLANJUTAN
112
SUSTAINABLE ECONOMIC PERFORMANCE
MENGUATKAN PERAN DALAM MEWUJUDKAN LINGKUNGAN
BERKELANJUTAN 130
STRENGTHENING THE ROLE IN CREATING A SUSTAINABLE ENVIRONMENT
Page 5
KONSISTEN MENINGKATKAN KUALITAS SUMBER DAYA MANUSIA UNTUK
KINERJA UNGGUL
154
CONSISTENTLY IMPROVING THE QUALITY OF HUMAN CAPITAL FOR SUPERIOR
PERFORMANCE
MENGUKUHKAN KEUNGGULAN PRODUK DAN LAYANAN BERKELANJUTAN
178
STRENGTHENING SUSTAINABLE PRODUCT AND SERVICE EXCELLENCE
SINERGI BERKELANJUTAN MEMBERDAYAKAN MASYARAKAT
192
SUSTAINABLE SYNERGY TO EMPOWER COMMUNITIES
VERIFIKASI TERTULIS DARI PIHAK INDEPENDEN
218
WRITTEN VERIFICATION BY INDEPENDENT PARTY
LEMBAR UMPAN BALIK
219
FEEDBACK SHEET
TANGGAPAN TERHADAP LEMBAR UMPAN BALIK
221
RESPONSE TO THE FEEDBACK SHEET
DAFTAR PENGUNGKAPAN SESUAI POJK 51/POJK.03/2017
222
LIST OF DISCLOSURES IN ACCORDANCE WITH POJK 51/POJK.03/2017 5
INDEKS KONTEN GRI STANDARD 2021
225
PT Sarana Multigriya Finansial (Persero)
INDEX OF GRI UNIVERSAL STANDARDS 2021 CONTENT
INDEKS INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS)
232
INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) INDEX
Page 6
Laporan Tahunan 2025 Annual Report
2 6
Laporan Keberlanjutan 2025 Sustainability Report
Page 7
PT Sarana Multigriya Finansial (Persero)
3
PT Sarana Multigriya Finansial (Persero)
7
Introduction to Sustainability
KEBERLANJUTAN
PENDAHULUAN
Page 8
IKHTISAR KINERJA KEBERLANJUTAN
HIGHLIGHTS OF SUSTAINABILITY PERFORMANCE
ASPEK EKONOMI [OJK B.1] ECONOMIC ASPECT
Deskripsi Satuan
Description Unit
2025 2024 2023
Pembiayaan yang Disalurkan Rp Miliar 20.876 17.101 13.096
Amount of Financing Disbursed Rp Billion
Sekuritisasi Rp Miliar - - 925
Securitization Rp Billion
Pendanaan Rp Miliar 10.653 13.616 8.924
Funding Rp Billion
Pendapatan Rp Miliar 3.103 2.869 2.086
Revenue Rp Billion
Laba Bersih Rp Miliar 565 540 466
Net Income Rp Billion
Nilai Ekonomi yang Didistribusikan Rp Miliar (2.645) (2.427) (1.686)
Distributed Economic Value Rp Billion
Kinerja Keuangan Berkelanjutan
Sustainable Financial Performance
Penyaluran KPR FLPP Rp Miliar 8.030 4.701 6.602
FLPP Mortgage Distribution Rp Billion
Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan Rp Miliar 1.900 4.700 700
Shelf-Registered Social Bond and Social Sukuk Rp Billion
8 Pembiayaan Homestay Lokasi - - 5
Homestay Funding Location
Program Peningkatan Kualitas Rumah di Daerah Kumuh Rp Miliar 9,37 6,57 6,13
House Quality Improvement Program in Slum Areas Rp Billion
Pelibatan Pihak Lokal
Laporan Keberlanjutan 2025 Sustainability Report
Involvement of Local Parties
Jumlah Pemasok Lokal Pemasok 153 131 160
Number of Local Suppliers Suppliers
Nilai Pengadaan Pemasok Lokal Rp Miliar 57 41 54
Procurement Value of Local Suppliers Rp Billion
Persentase Pemasok Lokal % 99,35% 98,45% 99,38%
Percentage of Local Suppliers
*Disajikan kembali
*Restated
ASPEK LINGKUNGAN [OJK B.2] ENVIRONMENTAL ASPECT
Indikator Satuan
Indicator Unit
2025 2024 2023
Pengelolaan Energi
Energy Management
Penggunaan Kertas Kg 259,90 119,03 115,54
Use of Paper
Penggunaan Energi Gigajoule 2.192 3.001 3.108
Use of Energy
Intensitas penggunaan Energi Gigajoule/Rp Juta 0,00071 0,0010* 0,0015*
Intensity of Energy use Gigajoule/Rp Million
Efisiensi Energi Gigajoule 809 107* 50
Energy Efficiency
Pengelolaan Pengendalian Emisi Gas Rumah Kaca (GRK)
Greenhouse Gas (GHG) Emission Control Management
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Indikator Satuan
Indicator Unit
2025 2024 2023
Emisi GRK (Cakupan 1) Langsung kg CO2eq 45.237 118.803 115.354
Direct GHG Emission (Scope 1)
Penambahan (Pengurangan) Emisi GRK (Cakupan 1) Langsung kg CO2eq (73.566) 3.449* (27.942)
yang dihasilkan
Addition (Reduction) of Direct GHG Emissions (Scope 1)
generated
Emisi GRK (Cakupan 2) Tidak Langsung kg CO2eq 346.903 334.580 375.246
Indirect GHG Emissions (Scope 2)
Intensitas Emisi GRK (Cakupan 2) Tidak Langsung kg CO2eq 3.154 2.860* 3.321*
Indirect GHG Emissions Intensity (Scope 2)
Penambahan (Pengurangan) Emisi GRK (Cakupan 2) Tidak kg CO2eq/ 12.323 (40.666)* (93.554)
Langsung yang dihasilkan karyawan
Addition (Reduction) of Indirect GHG Emissions (Scope 2) kg CO2eq/
generated employee
Emisi GRK (Cakupan 3) Tidak Langsung Lainnya kg CO2eq 76.806 106.146* 98.326*
Other Indirect GHG Emissions (Scope 3)
Penambahan (Pengurangan) Emisi GRK (Cakupan 3) Tidak kg CO2eq (29.340) 7.820* 82.581*
Langsung Lainnya yang dihasilkan
Addition (Reduction) of Other Indirect GHG Emissions (Scope 3)
generated
Pengelolaan Air dan Air Limbah
Water and Wastewater Management
Volume Pengambilan/Penarikan dan Penggunaan Air Megaliter 8,65 3,52 2,07
Volume of Collection/Withdrawal and Use of Water
Penambahan (Pengurangan) Pengambilan/Penarikan dan Megaliter 5,13 1,45* (0,93)
Penggunaan Air
Addition (Reduction) of Collection/Withdrawal and Use of Water
Volume Pembuangan Air (Efluen)*) Megaliter - - -
Water Discharge Volume (Effluent) *)
Penambahan (Pengurangan) Volume Pembuangan Air (Efluen)*) Megaliter - - -
Addition (Reduction) of Water Discharge Volume (Effluent) *)
9
Pengelolaan Limbah
Waste Management
Jumlah Limbah B3 yang Dihasilkan*) Kg - - -
Amount of Hazardous Waste Generated*)
PT Sarana Multigriya Finansial (Persero)
Penambahan (Pengurangan) Limbah B3 yang Dihasilkan *) Kg - - (290)
Addition (Reduction) in Hazardous Waste Generated *)
Jumlah Limbah Non B3 yang Dihasilkan Kg 19.169 13.625 11.962
Amount of Non-Hazardous Waste Generated
Penambahan (Pengurangan) Limbah Non B3 yang Dihasilkan Kg 5.544 1.663* (11.781)
Addition (Reduction) in Non-Hazardous Waste Generated
Biaya Pengelolaan dan Pelestarian Lingkungan
Environmental Management and Preservation Cost
Biaya Pengelolaan dan Pelestarian Lingkungan Rp Juta 211,82 141,60 194,85
Environmental Management and Preservation Cost Rp Million
Page 10
Indikator Satuan
Indicator Unit
2025 2024 2023
Keanekaragaman Hayati Penanaman pohon Penanaman dan Penanaman dan Penanaman dan
Biodiversity Tree planting pemeliharaan pemeliharaan pemeliharaan
pohon di area pohon di area pohon di area
kantor kantor kantor
Planting and Planting and Planting and
maintaining trees maintenance maintenance
in the office area of trees in the of trees in the
office area office area
Kegiatan Penanaman Bantuan Bantuan
Activities kayu damar, kopi tanaman kopi tanaman kopi
arabika, jeruk dan gmelina di dan gmelina di
limau dan alpukat DAS Citarum DAS Citarum
di Desa Cihawuk Assistance Assistance
Kabupaten with coffee with coffee
Bandung (DAS and gmelina and gmelina
Citarum) dan cultivation in the cultivation in the
penanaman pohon Citarum River Citarum River
cokelat di Hutan Basin Basin
Larang Desa
Adat Cikondang, Ekspedisi
Pangalengan, Lwalata
Kabupaten IPB untuk
Bandung perlindungan
Planting of damar sepadan
trees, Arabica danau dan
coffee, lime, habitat Biota
and avocado Endemik Danau
in Cihawuk Maratua
Village, Bandung Lwalata IPB
Regency (Citarum expedition for
River Basin) the protection
and planting of of lakes and
cocoa trees in the habitat of
the Larang Forest endemic biota in
of Cikondang Lake Maratua
10 Traditional Village,
Pangalengan,
Bandung Regency.
*Disajikan kembali
*)SMF belum melakukan pencatatan air limbah yang dibuang ke badan air maupun volume limbah B3
*restated
Laporan Keberlanjutan 2025 Sustainability Report
*)SMF has not yet recorded wastewater discharged into water bodies or the volume of hazardous waste.
ASPEK SOSIAL [OJK B.3] SOCIAL ASPECT
Portofolio Kegiatan Usaha Berkelanjutan Portfolio of Sustainable Business Activities
Deskripsi
Description
2025 2024
Total Pembiayaan & Pendanaan Produk dengan Manfaat Sosial Rp9,99 triliun Rp17,1 triliun
Total Financing & Funding of Products with Social Benefits Rp9.99 trillion Rp17.1 trillion
Penyaluran Dana Hibah Program Pembiayaan Hijau untuk Perumahan Rp117,7 juta USD50.000
Distribution of Grant Funds of Green Financing for Housing Program Rp117.7 million
Page 11
Produk dan Layanan dengan Manfaat Sosial Products and Services with Social Benefits
Total Nilai Pembiayaan/Investasi/
Moneter
(Posisi Desember) (Rp juta)
Produk/Layanan Tujuan Total Financing/Investment/Monetary
Products/Services Objectives Value
(December Position) (Rp million)
2025 2024
Pembiayaan KPR FLPP Menyediakan akses pembiayaan perumahan yang 8.030.689 4.701.629
FLPP Mortgage Financing terjangkau bagi masyarakat berpenghasilan rendah
To provide access to affordable housing financing
for low-income community
Pembiayaan KPR untuk Masyarakat Non- Menyediakan akses pembiayaan perumahan kepada 778 800
Fixed Income/Skema RTO masyarakat dengan pendapatan tidak tetap
Mortgage Financing for Non-Fixed Income To provide access to housing financing for non-
Community fixed income community
Pembiayaan Mikro Perumahan/Kredit Mikro Menyediakan akses pembiayaan perumahan dalam 61.057 269.745
Perumahan skala kecil bagi masyarakat berpenghasilan rendah
Housing Microfinance/Housing Micro Credit To provide access to small-scale housing financing
for low-income community
Social Bonds dan/atau Sukuk untuk Menghimpun dana yang digunakan untuk mendanai 1.900.000 4.700.000
Pendanaan KPR FLPP program KPR FLPP
Social Bonds and/or Sukuk for FLPP To collect funds used to finance FLPP Mortgage
Mortgage Financing program
Achievements of Human Capital Management Program
Capaian Program Pengelolaan Sumber Daya Manusia
Indikator Satuan
Indicator Unit
2025 2024 2023
Sumber Daya Manusia
Human Capital
Jumlah Karyawan Orang 110 117 113
Number of Employees People
Tingkat Rekrutmen Karyawan % 2,64 7,0 8,85
Employee Turnover Rate
Tingkat Turnover Karyawan % 8,81 3,5 5,3
Employee Turnover Rate
Realization of TJSL Distribution
Realisasi Penyaluran TJSL
Indikator Satuan
Indicator Unit
2025 2024 2023
11
Realisasi Penyaluran TJSL Rp Miliar 11,67 9,32 6,73
Realization of TJSL Distribution Rp Billion
Realization of Sustainable Products and Services
PT Sarana Multigriya Finansial (Persero)
Realisasi Produk dan Layanan Berkelanjutan
Indikator Satuan
Indicator Unit
2025 2024 2023
Produk dan Layanan Berkelanjutan
Sustainable Products and Services
Penerbitan Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan Rp Juta 1.900.000 4.700.000 700.000
Issuance of Shelf-Registered Social Bond and Social Sukuk Rp Million
Page 12
PENCAPAIAN KINERJA ASPEK TATA PERFORMANCE ACHIEVEMENTS OF
KELOLA (GOVERNANSI) BERKELANJUTAN SUSTAINABLE GOVERNANCE ASPECT
Program Anti Korupsi Tahun 2025
Anti-Corruption Policy in 2025
1. Sosialisasi melalui pemasangan standing banner ‘Stop Gratifikasi’ di area kantor Perseroan.
2. Sosialisasi Risk Culture : Anti Fraud yang bertujuan untuk meningkatkan kesadaran karyawan terhadap potensi kecurangan, sehingga
menurunkan kemungkinan terjadinya fraud di Perseroan yang dibawakan oleh Mujiyanto, Koordinator Pencegahan Korupsi III pada Deputi
Bidang Investigasi BPKP sebagai narasumber.
1. Dissemination of information through the installation of a “Stop Gratification” standing banner in the company office area.
2. Dissemination of information on Risk Culture: Anti-Fraud, which aims to increase employee awareness of potential fraud, thereby reducing
the possibility of fraud occurring within the company, was presented by Mujiyanto, Coordinator of Corruption Prevention III at the Deputy for
Investigation of the Financial and Development Supervisory Agency (BPKP), as a guest speaker.
Pelaporan Whistleblowing System dan telah selesai ditindaklanjuti
Whistleblowing System reporting and follow-up completed
2025 2024
2 2
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Laporan Keberlanjutan 2025 Sustainability Report
Page 13
PRESTASI DAN REPUTASI TAHUN 2025 ACHIEVEMENTS AND REPUTATION IN 2025
Penghargaan Awards
24 Januari 2025 31 Januari 2025 18 Februari 2025
January 24, 2025 January 31, 2025 February 18, 2025
Indonesian Creativity & Best Leader Award Indonesia CMO Awards 2025 Indonesia Digital Sustainability Awards 2025
PT Sarana Multigriya Finansial (Persero) Heliantopo: Indonesia’s 20 Chief PT Sarana Multigriya Finansial (Persero):
& Ananta Wiyogo, Category: Marketing Officer Award 2025 Indonesia Best Digital Awards 2025 in Financial
The Most Reputable Company of The Year Services Industry for Business Process
The Iconomics Automation and Digital Document Management
Nine Comm System, Category: Financial Services Industry
JAKTV
13
25 Februari 2025 18 Maret 2025 20 Maret 2025
March 20, 2025
PT Sarana Multigriya Finansial (Persero)
February 25, 2025 March 18, 2025
Indonesia Best CFO Awards 2025 Indonesia Best 50 CEO Awards 2025 14th Digital Brand Awards 2025
Bonai Subiakto: Best Chief Financial Officer 2025 Ananta Wiyogo: Ananta Wiyogo: The Most Reputable State Owned
for Supporting the Growth of Housing Loan Market Indonesia Best 50 CEO Awards 2025 Enterprise Under Financial Ministry CEO in Digital
to Minimize Backlog in Special Category "Employees' Choice" Brand 2025
6th Anniversary
Warta Ekonomi Infobank
The Iconomics
Page 14
20 Maret 2025 20 Maret 2025 20 Maret 2025
March 20, 2025 March 20, 2025 March 20, 2025
14th Digital Brand Awards 2025 14th Digital Brand Awards 2025 14th Digital Brand Awards 2025
PT Sarana Multigriya Finansial (Persero): State The 3rd Highest Digital Index in SOE Under The 2nd Best BUMN di bawah Kementerian
Owned Enterprise Under Financial Ministry in Financial Ministry Keuangan 2025 - Aset Rp10 Triliun sd <Rp100
Digital Brand For Consecutive Years (2021-2025) Triliun #2
Infobank The 2nd Best State-Owned Enterprise under the
Infobank Ministry of Finance 2025 - Assets of Rp10 trillion
to <Rp100 trillion #2
Infobank
14
Laporan Keberlanjutan 2025 Sustainability Report
29 April 2025 11 Juni 2025 11 Juni 2025
April 29, 2025 June 11, 2025 June 11, 2025
The Best Corporate Emission Reduction TOP CSR Award TOP CSR Award
Transparency & Awards 2025
PT Sarana Multigriya Finansial (Persero) Bonai Subiakto as TOP Leader on CSR
PT Sarana Multigriya Finansial (Persero): Category in TOP CSR Awards 2025 # Star 4 Commitment 2025
Private Company with Diamond Achievement in
Emission Transparency TOP Business TOP Business
Investortrust
Page 15
25 Juni 2025 25 Juni 2025
June 25, 2025 June 25, 2025
Indonesia Excellence GCG Awards 2025 19th Annual Indonesia Property 26 Juni 2025
& Bank Award 2025 June 26, 2025
PT Sarana Multigriya Finansial (Persero) as
Indonesia Excellence Good Corporate Governance PT Sarana Multigriya Finansial (Persero): Lembaga SPEx2 Award 2025
Ethics in Promoting Sustainable Mortgage Pemerintah Pendukung Pembiayaan Perumahan
PT Sarana Multigriya Finansial (Persero)
Financing with Strong Risk and Compliance Nasional melalui Sekuritisasi Aset
in The Best Execution Winner in
Culture, Category: Financial Services Industry
Media Network Housing Finance Industry
Warta Ekonomi
One GML
15
PT Sarana Multigriya Finansial (Persero)
8 Agustus 2025 8 September 2025 8 September 2025
August 8, 2025 September 8, 2025 September 8, 2025
Indonesia Public Relations Summit 2025 TOP GRC Award 2025 TOP GRC Award
PT Sarana Multigriya Finansial (Persero) as 6th PT Sarana Multigriya Finansial (Persero) Bonai Subiakto as
Corporate Reputation as TOP GRC Awards 2025 # 5 Star The Most Committed GRC Leader 2025
Awards 2025 Special Financing Category
TOP Business TOP Business
The Iconomics
Page 16
9 Oktober 2025 9 Oktober 2025 26 Oktober 2025
October 9, 2025 October 9, 2025 October 26, 2025
7th Indonesia Best Financial Awards 2025 Indonesia 20 Most Innovative CFO Awards 2025 CSR Award
PT Sarana Multigriya Finansial (Persero) as Bonai Subiakto as 3rd Indonesia 20 Most PT Sarana Multigriya Finansial (Persero) as The
Indonesia Best Financial Awards 2025 , Title: Best Innovative CFO Awards 2025 Best Indonesia CSR-SDG-ESG 2025 kategori
Brand Image in Special Financing Category BUMN Keuangan predikat Platinum Award – 5 Star
The Iconomics
The Iconomics Economic Review
16
Laporan Keberlanjutan 2025 Sustainability Report
31 Oktober 2025 4 Desember 2025 4 Desember 2025
October 31, 2025 December 4, 2025 December 4, 2025
Indonesia Best CMO Awards 2025 2025 TOP Digital Awards 2025 TOP Digital Awards 2025
Heliantopo: Best Chief Marketing Officer 2025 in PT Sarana Multigriya Finansial (Persero) Bonai Subiakto as TOP Leader on Digital
Expanding Affordable Housing Access through as TOP DIGITAL Implementation 2025
Strategic Financing Partnerships (Category: Implementation 2025 #Star 4
Financial Services) IT Works
IT Works
Warta Ekonomi
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4 Desember 2025 17 Desember 2025
December 4, 2025 December 17, 2025
TOP Digital Awards 2025 Indonesia Top GCG Awards 2025
Febrina Sri Wahyuni as TOP CIO on Digital PT Sarana Multigriya Finansial (Persero)
Implementation 2025 as Indonesia Top Good Corporate
Governance Awards 2025
IT Works (Category: Financial Services)
The Iconomics.
17
PT Sarana Multigriya Finansial (Persero)
Page 18
Sertifikasi Certification
15 Februari 2023 5 Juni 2023
February 15, 2023 June 5, 2023
Greenship Interior Greenship Interior
V.1.0 (GOLD) V.1.0 (GOLD)
No. 008/RP/IS/II-2023 No. 009/RP/IS/IV-2023
Green Building Council Indonesia Green Building Council Indonesia
15 Februari 2026 5 Juni 2026
February 15, 2026 June 5, 2026
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Peristiwa Penting Keberlanjutan Tahun 2025 Significant Events of Sustainability in 2025
15 Januari 2025 17 Januari 2025 17 Januari 2025
January 15, 2025 January 17, 2025 January 17, 2025
Rapat Kerja Pembiayaan Perumahan Tahun 2025: SMF Housing Finance Outlook 2025: Kegiatan Monitoring dan Evaluasi Program
“Kolaborasi SMF BPD, Satu Langkah, Dua Sinergi, Strengthening the Housing Sector through KPR FLPP & Kredit Mikro Perumahan di
Tiga Juta Rumah”. Diverse Innovative Funding. Makassar
2025 Housing Finance Working Meeting: “SMF SMF Housing Finance Outlook 2025: Monitoring and Evaluation of the FLPP
BPD Collaboration, One Step, Two Synergies, Strengthening the Housing Sector through Mortgage Program & Micro Housing Loans
Three Million Houses”. Diverse Innovative Funding. in Makassar
20 Januari 2025 30 Januari 2025
January 20, 2025 January 30, 2025 13 Maret 2025
March 13, 2025
Penandatanganan Nota Kesepahaman antara Perjanjian Akad Pembiayaan Mudharabah
PT Sarana Multigriya Finansial (Persero) dengan Muqayyadah (Refinancing) Perumahan antara Signing Bipar tit FLPP dengan Bank
Asosiasi Pengembang Perumahan dan Permukiman SMF dengan Bank DKI Syariah sebesar Rp500 Pembangunan Daerah Seluruh Indonesia &
Seluruh Indonesia (Apersi) Tentang Sinergi Miliar. Peluncuran KPR Griya Nusantara.
Signing of the FLPP Bipartite Agreement with
Penyaluran Pembiayaan Perumahan dengan Skema Mudharabah Muqayyadah (Refinancing)
Regional Development Banks throughout
Rent to Own. Housing Financing Agreement between SMF
Indonesia & Launch of the Griya Nusantara
Signing of a Memorandum of Understanding and Bank DKI Syariah amounting to Rp500 Mortgage.
between PT Sarana Multigriya Finansial (Persero) billion.
and the Indonesian Housing and Settlement
Developers Association (Apersi) on Synergy in
Housing Financing Distribution with the Rent to
Own Scheme. 19
PT Sarana Multigriya Finansial (Persero)
29 April 2025
13 Maret 2025 28 April 2025
April 29, 2025
March 13, 2025 April 28, 2025
Penandatanganan MoU Kerjasama
Penandatanganan Perjanjian Kerjasama Griya Focus Group Discussion (FGD): Sosialisasi
Pengembangan Pembiayaan Sewa Beli
Nusantara Tahun 2025 antara PT Sarana Pengembangan Pembiayaan Sewa Beli (Rent
Perumahan ( Rent to Own ) Antara PT
Multigriya Finansial (Persero) dengan PT to Own).
Sarana Multigriya Finansial (Persero), PT
Bank BJB Syariah. Focus Group Discussion (FGD): Dissemination
Adhi Persada Properti (APP), dan PT Adhi
Signing of the 2025 Griya Nusantara of Rent to Own Financing Development.
Commuter Properti Tbk (ADCP).
Cooperation Agreement between PT Sarana
Signing of the Memorandum of Understanding
Multigriya Finansial (Persero) and PT Bank
on Cooperation in the Development of
BJB Syariah.
Rent-to-Own Housing Financing between
PT Sarana Multigriya Finansial (Persero), PT
Adhi Persada Properti (APP), and PT Adhi
Commuter Properti Tbk (ADCP).
Page 20
8 Mei 2025 9 Mei 2025 19-22 Mei 2025
May 8, 2025 May 9, 2025 May 19-22, 2025
Penandatanganan Nota Kesepahaman Focus Group Discussion Pengembangan Secondment Program Bersama Cagamas
Sekuritisasi Aset Perumahan antara SMF Skema Transaksi Sekuritisasi Aset Berhad di kantor SMF yang bertujuan sebagai
dengan Mitra Perbankan Nasional. Perumahan. benchmarking antar institusi dalam bidang
Signing of a Memorandum of Understanding Focus Group Discussion on the Development pembiayaan sekunder perumahan di Malaysia
on Housing Asset Securitization between of a Housing Asset Securitization Transaction dan Indonesia.
SMF and National Banking Partners. Scheme. Joint Secondment Program with Cagamas
Berhad at the SMF office, aimed at
benchmarking between institutions in
secondary housing financing in Malaysia
and Indonesia.
20 28 Mei 2025 1 Juni 2025 16 Juni 2025
May 28, 2025 June 1, 2025 June 16, 2025
Penandatanganan Perjanjian Facility Line Kolaborasi Pembiayaan Mikro Perumahan Public Expose SMF: PUB Obligasi Berkelanjutan
Mikro Perumahan antara PT Sarana Multigriya SMF, PNM, dan Kementerian Perumahan VIII Sarana Multigriya Finansial Tahap I,
Finansial (Persero) dan PT Permodalan Menuju Akses Pembiayaan Aman dan Sukuk Musyarakah Berkelanjutan II
Laporan Keberlanjutan 2025 Sustainability Report
Nasional Madani senilai Rp2 Triliun untuk Terjangkau di Majalengka, Jawa Barat. Sarana Multigriya Finansial Tahap I,
Konvensional dan Syariah. Collaboration between SMF, PNM, and Obligasi Berwawasan Sosial Berkelanjutan
Signing of a Micro Housing Facility Line the Ministry of Housing on Micro Housing II Sarana Multigriya Finansial Tahap I,
Agreement between PT Sarana Multigriya Financing Towards Safe and Affordable dan Sukuk Musyarakah Berwawasan Sosial
Finansial (Persero) and PT Permodalan Financing Access in Majalengka, West Java. Berkelanjutan II Sarana Multigriya Finansial
Nasional Madani worth Rp2 trillion for Tahap I Tahun 2025.
conventional and sharia financing SMF Public Expose: Shelf-Registered Bonds
VIII Sarana Multigriya Finansial Phase I,
Shelf-Registered Musyarakah Sukuk II
Sarana Multigriya Finansial Phase I, Shelf-
Registered Social Bonds II Sarana Multigriya
Finansial Phase I, and Shelf-Registered Social
Musyarakah Sukuk II Sarana Multigriya
Finansial Phase I Year 2025.
24 Juni 2025 24 Juni 2025
June 24, 2025 June 24, 2025
Penandatanganan Addendum Perjanjian Penandatanganan Perjanjian Kerja Sama
Uncommitted Facility Line (Konvensional Pembiayaan antara PT Sarana Multigriya
dan Syariah) antara PT Sarana Multigriya Finansial (Persero) dengan PT BPD Sulawesi
Finansial (Persero) dengan PT Bank Maybank Selatan dan barat Senilai Rp500 miliar.
Indonesia Tbk senilai Rp2,4 triliun. Signing of a Financing Cooperation
Signing of the Addendum to the Uncommitted Agreement between PT Sarana Multigriya
Facility Line Agreement (Conventional and Finansial (Persero) and PT BPD Sulawesi
Sharia) between PT Sarana Multigriya Selatan dan Barat worth Rp500 billion.
Finansial (Persero) and PT Bank Maybank
Indonesia Tbk worth Rp2.4 trillion.
Page 21
7 Agustus 2025 9 Agustus 2025
10-11 Juli 2025
August 7, 2025 August 9, 2025
July 10-11, 2025
BNI dan SMF Integrasikan Layanan Peresmian Joint Program TJSL SMV
Kolaborasi SMF dan Badan Siber Sandi
Pembayaran Digital, Dukung Program 3 Juta Kementerian Keuangan Pembangunan Rumah
Negara (BSSN) melaksanakan kegiatan
Rumah. Layak Huni di Kelurahan Sangkrah, Surakarta.
Information Technology Security Assessment
BNI and SMF Integrate Digital Payment Inauguration of the Joint TJSL SMV Program
(ITSA).
Services to Support the 3 Million Houses of the Ministry of Finance for the Construction
Collaboration between SMF and the National
Program. of Livable Houses in Sangkrah Village,
Cyber and Crypto Agency (BSSN) to carry out
Surakarta..
Information Technology Security Assessment
(ITSA) activities.
27 Agustus 2025 8-9 September 2025 12 September 2025
August 27, 2025 September 8-9, 2025 September 12, 2025
FGD “Membidik Peluang Bisnis Multifinance Sharing Session Sarana Multigriya Finansial SMF Resmikan Pembangunan Rumah Layak
Syariah dalam Program 3 Juta Rumah”. (SMF) dengan Japan Housing Finance (JHF). Huni di Kabupaten Wajo bersama Menteri
FGD “Targeting Sharia Multifinance Business Sharing Session between Sarana Multigriya PKP.
Opportunities in the 3 Million Houses Finansial (SMF) and Japan Housing Finance SMF Inaugurates the Construction of Livable
Program”. (JHF). Houses in Wajo Regency with the Minister of
Housing and Settlement Areas.
21
PT Sarana Multigriya Finansial (Persero)
19 September 2025 13 Oktober 2025
30 September 2025
September 19, 2025 October 13, 2025
September 30, 2025
Kuliah Umum SMF di Universitas Prasetiya SMF Salurkan Bantuan 7 Septic Tank Komunal SMF Dukung Sinergi Pembiayaan Perumahan
Mulya. Literasi keuangan dan edukasi terkait Untuk Kelurahan Kalibata. Syariah di ISEF 2025 dengan Business Deal
Peran Sektor Perumahan dalam Pertumbuhan SMF Distributes 7 Communal Septic Tanks bersama IMFI Syariah dan Adira Syariah.
Ekonomi Indonesia. to Kalibata Village. SMF Supports Synergy in Sharia Housing
SMF Public Lecture at Prasetiya Mulya Financing at ISEF 2025 with a Business Deal
University. Financial literacy and education with IMFI Syariah and Adira Syariah.
related to the Role of the Housing Sector in
Indonesia’s Economic Growth.
Page 22
24 Oktober 2025 07 November 2025
22 Oktober 2025
October 24, 2025 November 7, 2025
October 22, 2025
Penandatanganan Perjanjian Kerja Sama PT Sarana Multigriya Finansial (Persero)
Penandatanganan Memorandum of
Refinancing antara PT Sarana Multigriya melalui program TJSL, berkolaborasi dengan
Understanding (MoU) Antara PT Sarana
Finansial (Persero) dengan PT Bank Kantor Wilayah Direktorat Jenderal Kekayaan
Multigriya Finansial (Persero) dengan National
Pembangunan Daerah Kalimantan Tengah Negara (DJKN) DKI Jakarta melaksanakan
Home Mortgage Finance Corporation
Sebesar Rp300 miliar. kegiatan Bakti Sosial di Pulau Rambut pada
(NHMFC)
Signing of a Refinancing Cooperation 7 November 2025.
Signing MoU SMF-NHMFC (Philippiness).
Agreement between PT Sarana Multigriya PT Sarana Multigriya Finansial (Persero),
Signing of the SMF-NHMFC (Philippines)
F i n a n s i a l ( P e r s e ro) a n d P T B a n k through its TJSL program, collaborated
Memorandum of Understanding.
Pembangunan Daerah Kalimantan Tengah with the DKI Jakarta Regional Office of the
for Rp300 billion. Directorate General of State Assets (DJKN)
to conduct social service activities on Rambut
Island on November 7, 2025.
22
15 November 2025 20 November 2025 27 November 2025
November 15, 2025 November 20, 2025 November 27, 2025
Laporan Keberlanjutan 2025 Sustainability Report
Konferensi Pers PT SMF sebagai Alat Fiskal Repo Surat Utang SMF: Langkah Strategis Investalk Vol. 08 dengan Tania Putri tema
Pemerintah dalam Mendukung Pemenuhan Bank Indonesia Dalam Mendukung “Stronger Strategy, Smarter Financial
Program Tiga Juta Rumah” dan Kunjungan Pertumbuhan Ekonomi Berkelanjutan Melalui Moves 2026”.
Media ke Program Pembangunan Rumah Sektor Perumahan. Investalk Vol. 08 with Tania Putri on
Layak Huni di Sangkrah, Surakarta. SMF Bond Repo: Bank Indonesia’s Strategic the theme “Stronger Strategy, Smarter
Press Conference on PT SMF as a Government Step in Supporting Sustainable Economic Financial Moves 2026”.
Fiscal Tool in Supporting the Fulfillment of the Growth Through the Housing Sector.
Three Million Houses Program and Media Visit
to the Livable House Development Program
in Sangkrah, Surakarta.
28 November 2025 4 Desember 2025
18 Desember 2025
November 28, 2025 December 4, 2025
December 18, 2025
SMF Melakukan Kolaborasi Internasional SMF Fixed Income Securities Outlook
Penandatanganan Perjanjian Refinancing
Pembiayaan Perumahan dalam Asian 2025 di Belitung sebagai bagian dari upaya
Tahun 2025 Sebesar Rp600 miliar dan
Secondary Mortgage Market Association memperkuat komunikasi strategis dan
Pembiayaan dengan Skema Frontloading
(ASMMA) Conference 2025 di Uzbekistan. engagement dengan investor.
Tahun 2026 antara SMF dengan Bank
SMF Collaborates Internationally on Housing SMF Fixed Income Securities Outlook 2025
SulutGo.
Financing at the Asian Secondary Mortgage in Belitung as part of efforts to strengthen
Signing of a 2025 refinancing agreement
Market Association (ASMMA) Conference strategic communication and engagement
worth Rp600 billion and financing with a
2025 in Uzbekistan. with investors.
frontloading scheme for 2026 between SMF
and Bank SulutGo.
Page 23
23 Desember 2025
December 23, 2025
SMF Penandatanganan Perjanjian Kerja Sama
Pembiayaan Uncommitted Facility Line Rp1,25
triliun antara SMF dengan Bank Kalimantan
Barat.
SMF signs a cooperation agreement for an
uncommitted facility line of Rp1.25 trillion
between SMF and Bank Kalimantan Barat.
23
PT Sarana Multigriya Finansial (Persero)
Page 24
24
Laporan Keberlanjutan 2025 Sustainability Report
Ananta
Wiyogo
Direktur Utama
President Director
Page 25
PENJELASAN DIREKSI [GRI 2-22] [OJK D .1]
STATEMENT FROM THE BOARD OF DIRECTORS [GRI 2-22] [OJK D .1]
Pemegang Saham dan Pemangku Kepentingan yang Terhormat,
Dear Distinguished Shareholders and Stakeholders,
Tahun 2025 menjadi periode yang membanggakan The year 2025 marked a proud period for PT Sarana
bagi PT Sarana Multigriya Finansial (Persero). Multigriya Finansial (Persero). The Company recorded
Perseroan mencatat peningkatan kinerja yang solid solid performance growth, as reflected in the growth
tercermin dari pertumbuhan aset, liabilitas, dan of assets, liabilities, and equity compared to 2024.
ekuitas dibandingkan tahun 2024. Total pendapatan, Total revenue, supported by increases in interest
yang didukung oleh kenaikan pendapatan bunga, income, sharia income, and other net income, showed
pendapatan syariah, serta pendapatan lain- a positive trend despite a decline in securitization
lain neto, menunjukkan tren positif meskipun revenue. Overall, total revenue in 2025 continued to
pendapatan sekuritisasi mengalami penurunan. increase and drove better net profit growth compared
Secara keseluruhan, akumulasi pendapatan tahun to the previous year. On the other hand, the increase
2025 tetap meningkat dan mendorong pertumbuhan in interest expenses, general and administrative
laba bersih yang lebih baik dibandingkan tahun expenses, as well as salaries and allowances reflected
sebelumnya. Di sisi lain, kenaikan beban bunga, the expansion of business activities, while the
beban umum dan administrasi, serta gaji dan decrease in income tax expenses also supported the
tunjangan mencerminkan ekspansi aktivitas usaha, optimization of the Company’s financial performance.
sementara penurunan beban pajak penghasilan turut
mendukung optimalisasi kinerja keuangan Perseroan.
Di tengah ketidakpastian ekonomi global, SMF tetap Amid global economic uncertainty, SMF remains
konsisten menjalankan mandatnya sebagai Special consistent in conducting its mandate as a Special
Mission Vehicle (SMV) Kementerian Keuangan Mission Vehicle (SMV) of the Ministry of Finance in
dalam menyediakan pendanaan jangka panjang bagi providing long-term funding to mortgage lenders
perbankan penyalur KPR serta mendukung program and supporting the Housing Financing Liquidity
Fasilitas Likuiditas Pembiayaan Perumahan (FLPP). Facility (FLPP) program. The Company emphasizes
Perseroan menegaskan bahwa pendanaan program that funding for public housing programs, including
perumahan rakyat, termasuk rumah subsidi, tetap subsidized housing, remains secure and sustainable.
terjaga dan berkelanjutan. Sejak 2018, SMF secara Since 2018, SMF has consistently provided 25 percent
konsisten menyediakan porsi pendanaan sebesar 25 of funding in the FLPP mortgage scheme so that 25
persen dalam skema KPR FLPP sehingga masyarakat low-income communities continue to have access to
berpenghasilan rendah tetap memperoleh akses affordable housing financing with fixed interest rates,
pembiayaan rumah dengan suku bunga tetap dan despite adjustments in the financial market dynamics.
terjangkau, meskipun dinamika pasar keuangan
PT Sarana Multigriya Finansial (Persero)
mengalami penyesuaian.
Untuk menjaga keberlanjutan pembiayaan, SMF terus To maintain the sustainability of financing, SMF
mengoptimalkan strategi blended financing melalui continues to optimize its blended financing
penerbitan surat utang dan Efek Beragun Aset (EBA- strategy through the issuance of debt securities
SP), sekaligus memperluas basis investor domestik. and Residential Mortgage Backed Securities
Seluruh langkah tersebut dilaksanakan dengan tetap Participation Certificate (RMBS-PC) while also
mengedepankan prinsip kehati-hatian, manajemen expanding its domestic investor base. All of these
risiko yang kuat, serta tata kelola perusahaan yang steps are carried out while continuing to prioritize
baik. Dengan pertumbuhan ekonomi Indonesia yang the principles of prudence, strong risk management,
tetap terjaga pada 2025, Perseroan memandang and good corporate governance. With Indonesia’s
adanya peluang strategis untuk semakin memperkuat economic growth expected to remain steady in 2025,
peran dalam mengembangkan sektor perumahan the Company believes there is a strategic opportunity
nasional melalui mekanisme pasar pembiayaan to further strengthen its role in developing the national
sekunder yang sehat dan berkelanjutan. housing sector through a healthy and sustainable
secondary financing market mechanism.
Page 26
KEBIJAKAN UNTUK MERESPON POLICIES TO RESPOND TO
TANTANGAN DALAM PEMENUHAN CHALLENGES IN FULFILLING
STRATEGI KEBERLANJUTAN SUSTAINABILITY STRATEGIES
Sepanjang tahun 2025, dinamika ekonomi global dan domestik Throughout 2025, global and domestic economic dynamics
menjadi faktor utama yang memengaruhi pelaksanaan strategi were the main factors influencing the implementation of SMF’s
keberlanjutan SMF. Di tengah ketidakpastian global, Perseroan sustainability strategy. Amid global uncertainty, the Company
tetap mencatat perkembangan yang positif, didukung oleh continued to record positive developments, supported by the
stabilitas sektor keuangan nasional serta kebijakan Pemerintah stability of the national financial sector and government policies
yang berpihak pada sektor perumahan. Kondisi tersebut that favored the housing sector. These conditions allow the
memberikan ruang bagi Perseroan untuk menjalankan Company to carry out its mandate optimally, despite facing
mandatnya secara optimal, meskipun tetap dihadapkan external challenges such as interest rate movements, financial
pada tantangan eksternal seperti pergerakan suku bunga, market volatility, changes in regulations related to state-owned
volatilitas pasar keuangan, perubahan regulasi terkait BUMN, enterprises, and developments in the financing industry that
serta perkembangan industri pembiayaan yang memengaruhi affect business strategy and liquidity management.
strategi bisnis dan pengelolaan likuiditas.
Tantangan terbesar yang memengaruhi kinerja SMF pada The greatest challenges affecting SMF’s performance in 2025
2025 berasal dari kondisi makroekonomi dan sektor perbankan originated from macroeconomic conditions and developments in
nasional. Likuiditas perbankan yang relatif tinggi tercermin the national banking sector. Banking liquidity remained relatively
dari pertumbuhan Dana Pihak Ketiga (DPK) sebesar 11,46% high, as reflected in Third-Party Funds (DPK) growth of 11.46%
(YoY) pada Oktober 2025 dan meningkat menjadi 12,01% (YoY) (YoY) in October 2025, increasing to 12.01% (YoY) in November
pada November 2025. Namun demikian, pertumbuhan kredit 2025. However, credit growth remained relatively stagnant
cenderung stagnan di angka 7,36% pada Oktober 2025 dan at 7.36% in October 2025 and 7.74% in November 2025. The
7,74% pada November 2025 . Ketimpangan antara pertumbuhan imbalance between DPK and credit growth presents both
DPK dan kredit tersebut menjadi tantangan sekaligus peluang a challenge and an opportunity, where banking assets are
di mana aset perbankan diharapkan dapat di-recycling melalui expected to be recycled through securitization mechanisms
mekanisme sekuritisasi guna mendorong pembiayaan yang to encourage more productive financing, particularly in the
lebih produktif, khususnya di sektor perumahan. housing sector.
26
Sebagai Special Mission Vehicle Pemerintah, SMF memaknai As a Special Mission Vehicle of the Government, SMF interprets
mandatnya sebagai tanggung jawab untuk menjaga its mandate as a responsibility to maintain the sustainability
keberlanjutan sistem pembiayaan perumahan nasional sekaligus of the national housing financing system while also playing
berperan dalam menurunkan beban fiskal Pemerintah. Fokus a role in reducing the Government’s fiscal burden. The main
Laporan Keberlanjutan 2025 Sustainability Report
utama diarahkan pada penciptaan pembiayaan perumahan focus is on creating inclusive housing financing, especially
yang inklusif, terutama bagi Masyarakat Berpenghasilan Rendah for low-income communities (MBR). In facing strategic issues
(MBR). Dalam menghadapi isu strategis sepanjang 2025, yakni throughout 2025, namely liquidity management, budget
pengelolaan likuiditas, efisiensi anggaran, dan penguatan efficiency, and strengthening sustainable financing, the Board
pembiayaan berkelanjutan, Direksi memastikan keseimbangan of Directors ensures a balance between public mandate and
antara mandat publik dan keberlanjutan keuangan melalui financial sustainability through measurable business strategies,
strategi bisnis yang terukur, pengelolaan risiko yang prudent, prudent risk management, active synergy with stakeholders,
sinergi aktif dengan pemangku kepentingan, serta penguatan and strengthening the capital structure.
struktur permodalan.
Langkah-langkah tersebut tercermin pada capaian kinerja 2025 These steps are reflected in the 2025 performance
di mana realisasi penyaluran pinjaman mencapai Rp20,88 triliun, achievements, where loan disbursements reached Rp20.88
meningkat sekitar 22,1% dibandingkan realisasi 2024 sebesar trillion, an increase of around 22.1% compared to the 2024
Rp17,10 triliun, serta melampaui target RKAP 2025 sebesar realization of Rp17.10 trillion, and exceeded the 2025 RKAP
Rp20,62 triliun atau terealisasi 101 ,23%. Dari sisi internal, target of Rp20.62 trillion or 101.23%. Internally, strengthening
penguatan manajemen risiko, optimalisasi pendanaan, dan risk management, optimizing funding, and increasing
peningkatan kapasitas organisasi menjadi faktor pendorong organizational capacity are the main driving factors that ensure
utama yang memastikan strategi keberlanjutan dapat dijalankan the sustainability strategy can be implemented consistently and
secara konsisten dan adaptif terhadap dinamika ekonomi serta adaptively to the dynamics of the economy and the financing
industri pembiayaan. industry.
Sejalan dengan pencapaian tersebut, Perseroan juga berhasil In line with these achievements, the Company also succeeded
merealisasikan program-program terpilih dalam Rencana Aksi in realizing selected programs in the 2025 Sustainable Finance
Keuangan Berkelanjutan 2025. Action Plan.
Page 27
Pada program penyaluran dana ke pasar primer perumahan, In the program to channel funds to the primary housing
SMF merealisasikan pembiayaan komersial sebesar Rp12.845 market, SMF realized commercial financing of Rp12,845 billion
miliar atau 100,09% dari target. Untuk program penyaluran or 100.09% of the target. For the FLPP mortgage funding
pembiayaan KPR FLPP, pembiayaan yang disalurkan mencapai distribution program, the financing channeled reached Rp8,031
Rp8.031 miliar atau 103,11% dari target. Sementara itu, untuk billion or 103.11% of the target. Also, for the Micro Housing
program Pembiayaan Mikro Perumahan, Perseroan telah Financing program, the Company has disbursed financing for
menyalurkan pembiayaan untuk 53.142 unit rumah, yang 53,142 housing units, further reinforcing SMF’s commitment
semakin mempertegas komitmen SMF dalam memperluas to expanding access to inclusive and sustainable housing
akses pembiayaan perumahan yang inklusif dan berkelanjutan. financing.
PENERAPAN KEUANGAN BERKELANJUTAN IMPLEMENTATION OF SUSTAINABLE FINANCE
SMF secara konsisten mengintegrasikan prinsip keuangan SMF consistently integrates sustainable finance principles into
berkelanjutan ke dalam kebijakan pembiayaan dan tata its financing policies and corporate governance as part of the
kelola perusahaan sebagai bagian dari komitmen jangka Company’s long-term commitment. This implementation is
panjang Perseroan. Penerapan tersebut diwujudkan melalui realized through the strengthening of social bond and sukuk
penguatan instrumen obligasi dan sukuk berwawasan sosial instruments that support inclusive housing financing, as well
yang mendukung pembiayaan perumahan inklusif, serta mulai as the integration of Environmental, Social, and Governance
terintegrasinya aspek Environmental, Social, and Governance (ESG) aspects into business decision-making and risk
(ESG) dalam proses pengambilan keputusan bisnis dan management processes. The Company believes that SMF’s
manajemen risiko. Perseroan meyakini kontribusi SMF terhadap contribution to sustainable housing development is not merely
pembangunan perumahan berkelanjutan bukan sekadar an annual initiative, but part of its long-term strategic mandate.
inisiatif tahunan, melainkan bagian dari mandat strategis Consistency in the application of these principles is reflected in
jangka panjang. Konsistensi dalam penerapan prinsip tersebut the following economic, social, and environmental performance
tercermin pada capaian kinerja aspek ekonomi, sosial, dan achievements:
lingkungan sebagai berikut:
Kinerja Aspek Ekonomi Economic Performance
Sebagai bagian dari komitmen terhadap pengelolaan usaha yang As part of its commitment to prudent business management,
prudent, SMF secara konsisten merumuskan Rencana Kerja dan SMF consistently formulates a comprehensive and measurable
Anggaran Perusahaan (RKAP) secara komprehensif dan terukur Company Work Plan and Budget (RKAP) by prioritizing the
dengan mengedepankan prinsip kehati-hatian serta manajemen principles of prudence and risk management. The plan contains
risiko. Rencana tersebut memuat arah pengembangan the direction of business development and implementation
usaha beserta strategi implementasi yang dirancang untuk strategies designed to achieve targets according to the
mencapai target sesuai jadwal yang telah ditetapkan. Dalam predetermined schedule. In its preparation, the Company
penyusunannya, Perseroan mempertimbangkan berbagai considers various external and internal factors that have the
faktor eksternal dan internal yang berpotensi memengaruhi potential to affect business continuity while adhering to the
kesinambungan usaha dengan tetap berpegang pada prinsip principles of sound financing and good governance. 27
pembiayaan yang sehat dan tata kelola yang baik.
Komitmen kuat seluruh jajaran manajemen dan karyawan The strong commitment of all management and employees
dalam merealisasikan inisiatif serta kebijakan strategis RKAP in realizing the initiatives and strategic policies of the 2025
PT Sarana Multigriya Finansial (Persero)
tahun 2025 telah menghasilkan capaian kinerja yang positif RKAP has resulted in positive and impressive performance
dan membanggakan. Sepanjang tahun pelaporan, SMF achievements. Throughout the reporting year, SMF showed
menunjukkan konsistensi dalam mendukung sektor perumahan consistency in supporting the national housing sector through
nasional melalui kinerja keuangan dan operasional yang tetap its maintained financial and operational performance. As of
terjaga. Hingga 31 Desember 2025, Perseroan membukukan December 31, 2025, the Company recorded revenue of Rp3.10
pendapatan sebesar Rp3,10 triliun atau mencapai 108,02% trillion, or 108.02% of the set target, an increase of 8.14%
dari target yang ditetapkan, meningkat 8,14% dibandingkan compared to the previous year. This achievement was mainly
tahun sebelumnya. Pencapaian ini terutama ditopang oleh supported by growth in interest income and sharia income,
pertumbuhan pendapatan bunga dan pendapatan syariah yang which were recorded at Rp3.09 trillion, an increase of 8.22%
tercatat sebesar Rp3,09 triliun atau tumbuh 8,22% dibandingkan compared to 2024.
tahun 2024.
Page 28
Sejalan dengan hal tersebut, Perseroan berhasil mencatatkan Likewise, the Company managed to record a net income of
laba bersih sebesar Rp565 miliar atau mencapai 110,46% dari Rp565 billion, reaching 110.46% of the target with an increase of
target dengan peningkatan sebesar 4,73% dibandingkan tahun 4.73% compared to the previous year. This performance reflects
sebelumnya. Kinerja ini mencerminkan efektivitas strategi the effectiveness of the Company’s disciplined funding and
pendanaan dan penyaluran pembiayaan yang dijalankan secara financing strategies, efficient cost management, and disciplined
disiplin, pengelolaan biaya yang efisien, serta penerapan risk management, which enabled the Company to maintain
manajemen risiko yang disiplin sehingga mampu menjaga asset quality and profitability stability amid the dynamics of
kualitas aset dan stabilitas profitabilitas Perseroan di tengah the financial market throughout 2025.
dinamika pasar keuangan sepanjang tahun 2025.
Kinerja Aspek Lingkungan Environmental Performance
Sebagai lembaga pembiayaan sekunder perumahan, SMF tidak As a secondary housing finance institution, SMF has no direct
memiliki dampak lingkungan secara langsung dari aktivitas environmental impact from its main operational activities.
operasional utamanya. Namun demikian, Perseroan tetap However, the Company continues to refer to various provisions
mengacu pada berbagai ketentuan dan regulasi yang mengatur and regulations governing the relationship between the
keterkaitan antara industri pembiayaan dan aspek lingkungan financing industry and environmental aspects. Upholding the
hidup. Dengan menjunjung tinggi prinsip kehati-hatian, SMF principle of prudence, SMF provides products and services in
menyediakan produk dan layanan berupa sekuritisasi serta the form of securitization and conventional and sharia financing
pembiayaan segmen konvensional maupun syariah dengan while paying attention to sustainability aspects in its business
tetap memperhatikan aspek keberlanjutan dalam praktik practices.
bisnisnya.
Seiring dengan itu, Perseroan berkomitmen untuk berkontribusi Moreover, the Company is committed to contributing to climate
dalam pengendalian perubahan iklim melalui penerapan konsep change control through the application of the green building
bangunan hijau (green building). Komitmen ini telah dimulai concept. This commitment began in 2021 through the Greenship
sejak tahun 2021 melalui program Greenship Associates Associates program and was reinforced with the acquisition
dan diperkuat dengan perolehan sertifikasi Green Building of Green Building certification for Grha SMF 1 on February 15,
untuk Grha SMF 1 pada 15 Februari 2023 serta Grha SMF 3 2023, and Grha SMF 3 on June 5, 2023. Both buildings have
28
pada 5 Juni 2023. Kedua gedung tersebut berhasil meraih successfully achieved Greenship Interior Space certification
sertifikasi Greenship Ruang Interior dari Green Building Council from the Green Building Council Indonesia (GBCI) with a Gold
Indonesia (GBCI) dengan peringkat Gold, yang merupakan rating, which represents the highest rating. This achievement
peringkat tertinggi. Pencapaian ini mencerminkan keseriusan reflects the Company’s commitment in integrating sustainability
Perseroan dalam mengintegrasikan prinsip keberlanjutan ke principles into the management of its operational facilities.
Laporan Keberlanjutan 2025 Sustainability Report
dalam pengelolaan fasilitas operasionalnya.
Lebih lanjut, sesuai dengan pengelolaan green building, SMF Furthermore, in line with green building management, SMF
menerapkan prinsip 3R (Reduce, Reuse, Recycle) dalam applies the 3R (Reduce, Reuse, Recycle) principle in the use
penggunaan kertas, energi listrik, bahan bakar minyak, air dan of paper, electricity, fuel oil, water and wastewater, as well
air limbah, serta pengolahan limbah B3 maupun non-B3 sesuai as the processing of hazardous and non-hazardous waste
ketentuan yang berlaku. Berbagai inisiatif efisiensi tersebut in accordance with applicable regulations. These efficiency
antara lain Perseroan berhasil menurunkan penggunaan bahan initiatives include the Company successfully reducing its fuel
bakar minyak dari 50.022 liter pada tahun 2024 menjadi 19.460 consumption from 50,022 liters in 2024 to 19,460 liters in
liter pada tahun 2025, yang berdampak pada penurunan emisi 2025, which resulted in a reduction in Scope 1 greenhouse
gas rumah kaca cakupan 1 dari 118 ton CO2eq menjadi 45 ton gas emissions from 118 tons of CO2eq to 45 tons of CO2eq. In
CO2eq. Selain itu, Perseroan meningkatkan pemanfaatan energi addition, the Company increased its use of new and renewable
baru terbarukan melalui optimalisasi panel surya dari 10.088 energy by optimizing solar panels from 10,088 kWh in 2024
kWh pada tahun 2024 menjadi 10.999 kWh pada tahun 2025. to 10,999 kWh in 2025.
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Dalam mendukung keberlanjutan lingkungan, Perseroan juga In supporting environmental sustainability, the Company
mengeluarkan biaya sebesar Rp212 juta untuk pengelolaan also spent Rp212 million on environmental management, a
lingkungan, naik signifikan dibanding tahun 2024, yang significant increase compared to 2024, which reached Rp141
mencapai Rp141 juta. Biaya termasuk digunakan untuk million. The costs were used for waste management, sanitation
pengelolaan sampah, perbaikan sanitasi, serta pelaksanaan improvements, and the implementation of the SMF-Green
program SMF-Green berupa penanaman tumbuhan cokelat di program in the form of planting cocoa trees in the Larang Forest
Hutan Larang Desa Adat Cikondang dan penanaman tanaman of Cikondang Traditional Village and planting citrus and other
jeruk dan lain-lain di Desa Cihawuk, Daerah Aliran Sungai (DAS) crops in Cihawuk Village, Citarum River Basin (DAS).
Citarum.
Kinerja Aspek Sosial Social Performance
Sebagai wujud komitmen pada aspek sosial, SMF secara As a manifestation of its commitment to social aspects, SMF
konsisten merespons kebutuhan dan ekspektasi para consistently responds to the needs and expectations of both
pemangku kepentingan, baik internal maupun eksternal. internal and external stakeholders. In an effort to improve
Dalam upaya meningkatkan kualitas sumber daya manusia, the quality of human capital, throughout 2025, the Company
sepanjang tahun 2025, Perseroan telah menyelenggarakan has organized 91 competency development programs with a
91 program pengembangan kompetensi dengan total durasi total duration of 10,464 hours. The Company also organized
selama 10.464 jam. Perseroan juga menyelenggarakan program capacity building programs related to ESG and Human Rights.
capacity building terkait ESG dan Hak Asasi Manusia. Investasi Investments for competency development amounted to Rp4.65
untuk pengembangan kompetensi tercatat sebesar Rp4,65 billion. On the other hand, the implementation of OHS continued
miliar. Di sisi lain, penerapan K3 tetap menunjukkan hasil to show positive results with no cases of work accidents or
positif dengan tidak adanya kasus kecelakaan kerja maupun occupational diseases, thus maintaining the same safety
penyakit akibat kerja sehingga capaian kinerja keselamatan performance as the previous year.
dapat dipertahankan seperti tahun sebelumnya.
Berkaitan dengan inovasi produk dan layanan, sebagai In relation to product and service innovation, as part of its
bagian dari komitmen dalam menciptakan dampak positif commitment to creating a positive impact on sustainable
bagi pencapaian pembangunan berkelanjutan, Perseroan development, the Company supports the provision of decent
mendukung penyediaan rumah yang layak dan terjangkau and affordable housing through the issuance of the Shelf-
melalui penerbitan Obligasi Berwawasan Sosial Berkelanjutan Registered Social Bond II Sarana Multigriya Finansial Phase
II Sarana Multigriya Finansial Tahap I Tahun 2025 sebesar I Year 2025 amounting to Rp1,650,000,000,000 (one trillion
Rp1.650.000.000.000 (satu triliun enam ratus lima puluh six hundred fifty billion rupiah) and Shelf-Registered Social
miliar rupiah) dan Sukuk Musyarakah Berwawasan Sosial Musyarakah Sukuk II Sarana Multigriya Finansial Phase I Year
Berkelanjutan II Sarana Multigriya Finansial Tahap I Tahun 2025 amounting to Rp250,000,000,000 (two hundred fifty
2025 sebesar Rp250.000.000.000 (dua ratus lima puluh miliar billion rupiah). The issuance of sustainable social bonds and
rupiah). Penerbitan obligasi maupun sukuk berwawasan sosial sukuk is a breakthrough in the Indonesian capital market as part
berkelanjutan merupakan terobosan di pasar modal Indonesia of the Company’s efforts to expand its investor base, diversify
sebagai upaya Perseroan memperluas basis investor, melakukan its products, and strengthen the integration of ESG aspects in 29
diversifikasi produk, serta memperkuat integrasi aspek ESG accordance with the Government’s mandate.
sesuai dengan amanat Pemerintah.
Adapun kontribusi kepada masyarakat diwujudkan melalui The contribution to the community is achieved through
PT Sarana Multigriya Finansial (Persero)
pelaksanaan berbagai program Tanggung Jawab Sosial the implementation of various Social and Environmental
dan Lingkungan (TJSL). Pada tahun 2025, Perseroan telah Responsibility (TJSL) programs. In 2025, the Company has
menyalurkan dana Program Peningkatan Kapasitas Homestay distributed Rp105.92 million in funds for the Homestay Capacity
sebesar Rp105,92 juta untuk mendukung peningkatan kapasitas Building Program to support capacity building in 3 (three)
di 3 (tiga) lokasi desa wisata prioritas. Selain itu, SMF juga priority tourist villages. In addition, SMF has also implemented
merealisasikan Program RTLH di 6 (enam) lokasi yang tersebar the RTLH Program in six locations spread across various regions
di berbagai wilayah Indonesia dengan total dana yang disalurkan in Indonesia with a total of Rp9.370 billion in funds distributed.
mencapai Rp9,370 miliar. Sementara itu, melalui pilar SMF- At the same time, through the SMF-Care, SMF-Smart, and
Care, SMF-Smart, dan SMF-Green, Perseroan merealisasikan SMF-Green pillars, the Company has organized 63 (sixty-three)
sebanyak 63 (enam puluh tiga) kegiatan dengan total dana yang activities with a total disbursement of Rp2.310 billion. The
disalurkan mencapai Rp2,310miliar. Pelaksanaan TJSL tersebut implementation of TJSL is also SMF’s commitment to achieving
sekaligus merupakan komitmen SMF terhadap pencapaian the Sustainable Development Goals (SDGs) in Indonesia.
Tujuan Pembangunan Berkelanjutan (SDGs) di Tanah Air.
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Atas berbagai penerapan ketiga aspek tersebut, SMF For the implementation of these three aspects, SMF received
mendapatkan apresiasi dan memenangkan berbagai appreciation and won various awards, including Best
penghargaan di antaranya Best Public Relations 2025 in Public Relations 2025 in Promoting Financing Flexibility for
Promoting Financing Flexibility for Homeownership, (Category: Homeownership (Financial Services Category) at the Indonesia
Financial Services) dalam Indonesia Public Relations Awards Public Relations Awards 2025; Indonesia Best Digital Awards
2025; Indonesia Best Digital Awards 2025 in Financial Services 2025 in the Financial Services Industry for Business Process
Industry for Business Process Automation and Digital Document Automation and Digital Document Management System
Management System, category: Financial Services Industry (Financial Services Industry Category) at the Indonesia Digital
dalam Indonesia Digital Sustainability Awards 2025; PT Sarana Sustainability Awards 2025; PT Sarana Multigriya Finansial
Multigriya Finansial (Persero) in Transparency: Kategori (Persero) – Diamond Category in Transparency at The Best
Diamond dalam The Best Corporate Transparency & Emission Corporate Transparency & Emission Reduction Award 2025;
Reduction Award 2025; Ananta Wiyogo: The Most Reputable Ananta Wiyogo as The Most Reputable CEO in Digital Brand
CEO in Digital Brand 2025; PT Sarana Multigriya Finansial 2025; PT Sarana Multigriya Finansial (Persero): The 2nd Best SOE
(Persero): The 2nd Best SOE Under Financial Ministry in Digital under the Ministry of Finance in Digital Brand (Five Consecutive
Brand/5 years in a row/2021-2025 #2, The 3rd Best Overall Years: 2021–2025) at the Digital Brand Appreciation 2025;
BUMN di bawah Kementerian Keuangan 2025 #3, The 2nd Best The 3rd Best Overall SOE under the Ministry of Finance 2025;
BUMN di bawah Kementerian Keuangan 2025 - Aset Rp10 Triliun The 2nd Best SOE under the Ministry of Finance 2025 (Asset
sd <Rp100 Triliun #2 dalam Digital Brand Appreciation 2025; Category: Rp10 Trillion to <Rp100 Trillion) at the Digital Brand
serta The Best Indonesia CSR-SDG-ESG 2025 kategori BUMN Appreciation 2025; The Best Indonesia CSR-SDG-ESG 2025
Keuangan predikat Platinum Award – 5 Star, Bonai Subiakto (Financial SOE Category) – Platinum Award (5-Star Rating);
as The Best Commitment Director for CSR-SDG-ESG 2025 Bonai Subiakto as The Best Commitment Director for CSR-
dengan predikat Platinum Award – 5 Star dalam CSR Award. SDG-ESG 2025, awarded Platinum Award (5-Star Rating) at
the CSR Award.
STRATEGI PENCAPAIAN TARGET STRATEGY FOR ACHIEVING TARGETS
Pada tahun 2025, SMF mengangkat tema strategis “Penguatan In 2025, SMF adopted the strategic theme of “Strengthening
Peran Perseroan sebagai liquidity provider dan SMV the Company’s Role as a Liquidity Provider and SMV Fiscal
Fiscal Tools di Sektor Perumahan”. Tema ini merefleksikan Tools in the Housing Sector.” This theme reflects the Company’s
30
komitmen Perseroan untuk memperkuat fungsi intermediasi commitment to strengthening the secondary intermediation
sekunder perumahan sekaligus mendukung kebijakan fiskal function of housing while supporting the Government’s fiscal
Pemerintah secara lebih terstruktur dan berdampak. Untuk policy in a more structured and impactful manner. To achieve
mewujudkan arah tersebut, strategi yang diterapkan meliputi these goals, the strategies implemented include promoting
dorongan terhadap pembiayaan perumahan berkelanjutan, sustainable housing financing, developing creative funding
Laporan Keberlanjutan 2025 Sustainability Report
pengembangan pendanaan kreatif yang mendukung that supports sustainable development, strengthening the
pembangunan berkelanjutan, penguatan peran sebagai role as a catalyst for fiscal policy in the housing sector, and
katalisator kebijakan fiskal sektor perumahan, serta pengelolaan transparent and accountable corporate management to ensure
perusahaan yang transparan dan akuntabel guna memastikan a sustainable and adaptive business.
bisnis yang sustain dan adaptif.
Dalam mendorong pembiayaan perumahan berkelanjutan, In promoting sustainable housing financing, the Company
Perseroan mengoptimalkan produk eksisting sekaligus optimizes existing products while developing green and
mengembangkan pembiayaan rumah hijau dan berkelanjutan. sustainable housing financing. This strategy is aimed at
Strategi ini diarahkan untuk memperluas akses pembiayaan expanding access to financing while improving the quality
sekaligus meningkatkan kualitas portofolio yang mendukung of portfolios that support sustainability principles. In terms
prinsip keberlanjutan. Dari sisi pendanaan, SMF menerapkan of funding, SMF applies a creative approach by optimizing
pendekatan kreatif dengan mengoptimalkan berbagai sumber various funding sources, including grants (philanthropy), issuing
pendanaan, termasuk hibah (filantropi), penerbitan surat conventional and thematic debt securities, and optimizing the
utang baik konvensional maupun thematic, serta optimalisasi Company’s equity. This diversification aims to maintain the
ekuitas yang dimiliki Perseroan. Diversifikasi ini bertujuan flexibility and resilience of the funding structure in supporting
menjaga fleksibilitas dan ketahanan struktur pendanaan dalam housing finance expansion.
mendukung ekspansi pembiayaan perumahan.
Sebagai instrumen fiskal Pemerintah di sektor perumahan, As a fiscal instrument of the Government in the housing
SMF juga memperkuat perannya melalui kegiatan sekretariat sector, SMF also strengthens its role through the activities of
ekosistem pembiayaan perumahan, penguatan fungsi SMF the housing financing ecosystem secretariat, strengthening
Research Institute (SRI), serta sinergi aktif dengan Kementerian/ the function of the SMF Research Institute (SRI), and active
Lembaga di pusat maupun daerah. Peran ini menempatkan synergy with Ministries/Institutions at the central and regional
Perseroan tidak hanya sebagai penyedia likuiditas, tetapi juga levels. This role positions the Company not only as a liquidity
sebagai mitra strategis dalam perumusan dan pelaksanaan provider, but also as a strategic partner in the formulation and
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kebijakan pembiayaan perumahan. Di saat yang sama, implementation of housing financing policies. At the same
pengelolaan perusahaan dilakukan secara transparan dan time, the Company is managed transparently and accountably
akuntabel melalui penguatan peran Perseroan dalam mendorong by strengthening its role in promoting the housing sector,
sektor perumahan, pengembangan sistem untuk mendukung developing systems to support business and operational
efektivitas bisnis dan operasional, penerapan GRC yang effectiveness, implementing measurable GRC, effective and
terukur, pengelolaan anggaran yang efektif dan transparan, transparent budget management, and strengthening the
serta penguatan learning culture guna mendukung knowledge learning culture to support knowledge management and
management dan kapabilitas SDM yang berkelanjutan. sustainable human resource capabilities.
Untuk memastikan seluruh strategi berjalan sesuai target, To ensure that all strategies are implemented according to
Direksi melakukan monitoring dan evaluasi secara berkala target, the Board of Directors conducts periodic monitoring
atas realisasi rencana kerja melalui Rapat Direksi dan Rapat and evaluation of the realization of work plans through Board
Koordinasi Direksi bersama seluruh Kepala Divisi dan Kepala of Directors Meetings and Board of Directors Coordination
Bagian yang dilaksanakan setiap bulan. Review kinerja Meetings with all Division Heads and Department Heads,
dilakukan secara periodik guna memantau pencapaian target, which are held every month. Performance reviews are
mengidentifikasi gejala penurunan kinerja, serta melakukan conducted periodically to monitor the achievement of targets,
penyesuaian strategi apabila diperlukan. Evaluasi dilaksanakan identify signs of declining performance, and make strategic
berbasis indikator kinerja utama (KPI) dan profil risiko Perseroan, adjustments if necessary. Evaluations are carried out based
dengan memastikan seluruh kebijakan dan implementasi on key performance indicators (KPIs) and the Company’s risk
tetap berada dalam koridor tata kelola perusahaan yang baik, profile, ensuring that all policies and implementations remain
manajemen risiko yang terukur, serta penerapan prinsip kehati- within the corridor of good corporate governance, measurable
hatian yang konsisten. risk management, and consistent application of the principle
of prudence.
PROSPEK DAN PELUANG PROSPECTS AND OPPORTUNITIES
Memasuki tahun 2026, SMF melangkah dengan penuh As we enter the year 2026, SMF is moving forward with
optimisme sejalan dengan kebutuhan perumahan nasional optimism in line with the still very high national housing needs
yang masih sangat tinggi serta proyeksi pemulihan ekonomi and the projection of a continuing economic recovery. The need
yang terus menguat. Kebutuhan akan hunian layak, yang for decent and livable housing, driven by a significant housing
didorong oleh backlog perumahan yang masih signifikan hampir backlog of nearly 9.9 million units, provides sustainable growth
mencapai sekitar 9,9 juta unit, memberikan ruang pertumbuhan in secondary housing financing. National programs such as
berkelanjutan bagi pembiayaan sekunder perumahan. Program the 3 Million Houses Program are also expected to continue
nasional seperti Program 3 Juta Rumah juga diperkirakan terus to be a catalyst for increased demand for financing, especially
menjadi katalis bagi peningkatan permintaan pembiayaan, for low-income communities (MBR), thereby expanding SMF’s
terutama untuk Masyarakat Berpenghasilan Rendah (MBR) opportunities to support more inclusive and sustainable access
sehingga memperluas peluang SMF untuk mendukung akses to financing.
pembiayaan yang lebih inklusif dan berkelanjutan.
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Kondisi makro ekonomi pada 2026 diproyeksikan tetap kondusif Macroeconomic conditions in 2026 are projected to remain
bagi pengembangan sektor perumahan dan pembiayaan conducive to the development of the housing sector and related
terkait. Proyeksi pertumbuhan ekonomi Indonesia pada 2026 financing. Indonesia’s economic growth projection for 2026
di kisaran 5,1–5,6 % menunjukkan bahwa perekonomian telah is in the range of 5.1–5.6%, indicating that the economy has
PT Sarana Multigriya Finansial (Persero)
melewati titik rendah dan memasuki fase pemulihan yang dapat surpassed its lowest point and entered a recovery phase that
memperkuat daya beli masyarakat serta kapasitas pembiayaan could strengthen people’s purchasing power and the financing
sektor properti. Sektor properti diperkirakan tumbuh sekitar capacity of the property sector. The property sector is expected
dua kali lipat dari pertumbuhan ekonomi karena efek growth to grow at around twice the rate of economic growth due to the
elasticity, yang membuka ruang bagi peningkatan permintaan effect of growth elasticity, which opens up opportunities for
kredit perumahan dan pembiayaan sekunder. Perbaikan increased demand for housing loans and secondary financing.
ekonomi ini didukung oleh kebijakan fiskal dan moneter yang This economic improvement is supported by fiscal and monetary
tetap mendukung pembiayaan rumah, termasuk stimulus yang policies that continue to support housing financing, including
diarahkan untuk mempercepat pembangunan rumah layak stimulus measures aimed at accelerating the construction of
bagi masyarakat. affordable and livable housing for the community.
Di tengah peluang tersebut, SMF telah menyusun strategi yang Amid these opportunities, SMF has developed a strategy that
responsif terhadap tantangan dan peluang pada 2026. Stabilitas is responsive to the challenges and opportunities in 2026. The
sektor keuangan nasional yang relatif kuat menjadi faktor relatively strong stability of the national financial sector is a
pendukung utama prospek usaha SMF, sementara dinamika major supporting factor for SMF’s business prospects, while
Page 32
suku bunga dan volatilitas pasar modal tetap menjadi risiko interest rate dynamics and capital market volatility remain
yang perlu diantisipasi secara prudensial. Strategi Perseroan risks that need to be anticipated prudently. The Company’s
mencakup refocusing dan optimalisasi bisnis inti, transformasi strategy includes refocusing and optimizing its core business,
strategi pendanaan, serta optimalisasi peran SMF sebagai transforming its funding strategy, and optimizing SMF’s role
katalisator pembiayaan perumahan. SMF juga akan terus as a catalyst for housing finance. SMF will also continue
memperkuat kapasitas internal agar adaptif terhadap perubahan to strengthen its internal capacity to adapt to changes in
lingkungan bisnis dan mampu berkontribusi signifikan dalam the business environment and contribute significantly to
akselerasi pencapaian target penyediaan rumah, sehingga accelerating the achievement of housing provision targets,
mendukung pertumbuhan usaha yang berkelanjutan di tahun thereby supporting sustainable business growth in 2026.
2026.
PENUTUP CLOSING
Direksi meyakini bahwa pencapaian kinerja optimal SMF pada The Board of Directors believes that SMF’s optimal performance
tahun 2025 merupakan hasil kerja kolektif serta dukungan in 2025 is the result of collective work and strong support
kuat dari seluruh pemangku kepentingan. Kinerja positif ini from all stakeholders. This positive performance reflects the
mencerminkan ketahanan dan konsistensi Perseroan dalam Company’s resilience and consistency in performing its mandate
menjalankan mandat sebagai liquidity provider dan Special as a liquidity provider and Special Mission Vehicle in the housing
Mission Vehicle di sektor perumahan. Keberhasilan tersebut sector. This success is supported by measurable strategic
ditopang oleh arah strategis yang terukur, pengelolaan risiko direction, prudent risk management, and the commitment of all
yang prudent, serta komitmen seluruh insan Perseroan dalam Company personnel in maintaining a balance between financial
menjaga keseimbangan antara keberlanjutan finansial dan sustainability and public responsibility. This achievement is a
tanggung jawab publik. Capaian ini menjadi fondasi yang solid foundation for SMF to continue expanding its contribution
kokoh bagi SMF untuk terus memperluas kontribusinya dalam in strengthening an inclusive and sustainable national housing
memperkuat sistem pembiayaan perumahan nasional yang finance system.
inklusif dan berkelanjutan.
Pada kesempatan ini, Direksi menyampaikan terima kasih On this occasion, the Board of Directors would like to express
dan penghargaan yang setinggi-tingginya kepada Dewan our deepest gratitude and appreciation to the Board of
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Komisaris atas arahan dan pengawasan yang konstruktif, Commissioners for their constructive guidance and supervision,
kepada Pemerintah dan regulator atas dukungan kebijakan to the Government and regulators for their consistent policy
yang konsisten, serta kepada seluruh pemangku kepentingan support, and to all stakeholders for their trust in SMF. We also
atas kepercayaan yang diberikan kepada SMF. Apresiasi yang extend our sincere appreciation to our partners, particularly
tulus juga kami sampaikan kepada para mitra kerja, khususnya banks and multi-finance companies, as well as all employees,
Laporan Keberlanjutan 2025 Sustainability Report
perbankan dan multi-finance, serta seluruh karyawan atas for their dedication, professionalism, and integrity throughout
dedikasi, profesionalisme, dan integritas yang ditunjukkan the year. With continued synergy and collaboration, the Board
sepanjang tahun. Dengan sinergi dan kolaborasi yang terus of Directors is optimistic that SMF will become more adaptable,
diperkuat, Direksi optimistis SMF akan semakin adaptif, sustain, sustainable, and capable of providing greater added value to
dan mampu memberikan nilai tambah yang lebih besar bagi national housing development in the future.
pembangunan perumahan nasional di masa mendatang.
Jakarta, 31 Maret 2026
Jakarta, March 31, 2026
Atas Nama Direksi
PT Sarana Multigriya Finansial (Persero)
On behalf of the Board of Directors
PT Sarana Multigriya Finansial (Persero)
Ananta Wiyogo
Direktur Utama
President Director
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PT Sarana Multigriya Finansial (Persero) 33
Page 34
TENTANG LAPORAN INI
ABOUT THIS REPORT
Laporan Keberlanjutan merupakan sarana bagi PT Sarana The Sustainability Report serves as a means for PT Sarana
Multigriya Finansial (Persero) untuk menunjukkan akuntabilitas Multigriya Finansial (Persero) to demonstrate accountability
dan transparansi dalam menjalankan kegiatan usaha serta and transparency in conducting its business activities and
pengelolaan dampak ekonomi, lingkungan, dan sosial yang managing the resulting economic, environmental, and social
ditimbulkan. Setiap tahun, Perseroan secara konsisten impacts. Each year, the Company consistently publishes a
menerbitkan Laporan Keberlanjutan sebagai bagian yang Sustainability Report as an integral part of its Annual Report.
tidak terpisahkan dari Laporan Tahunan Perseroan. Laporan The 2025 SMF Sustainability Report is the twelfth publication,
Keberlanjutan SMF Tahun 2025 merupakan penerbitan ke-12, while the previous report was published in April 2025.
sementara laporan sebelumnya diterbitkan pada April 2025.
Penerbitan laporan ini merupakan bentuk pemenuhan terhadap The publication of this report is in compliance with Financial
Peraturan Otoritas Jasa Keuangan (POJK) No. 51/POJK.03/2017 Services Authority Regulation (POJK) No. 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa concerning the Implementation of Sustainable Finance for
Keuangan, Emiten, dan Perusahaan Publik, yang mewajibkan Financial Services Institutions, Issuers, and Public Companies,
Perseroan sebagai lembaga pembiayaan sekunder perumahan which allows the Company, as a secondary funding institution,
untuk menerapkan ketentuan tersebut sejak 1 Januari 2020. to implement this policy starting January 1, 2020. Besides
Selain sebagai wujud transparansi atas kinerja dan dampak reflecting the Company’s performance and operational impact,
operasional Perusahaan, laporan ini juga diharapkan mampu this report is also expected to provide stakeholders with
memberikan gambaran bagi para pemangku kepentingan an overview of the Company’s commitment to supporting
mengenai komitmen dan kontribusi Perseroan dalam Sustainable Development (Sustainable Development Goals/
mendukung pencapaian Tujuan Pembangunan Berkelanjutan SDGs).
(Sustainable Development Goals/SDGs).
34
Untuk melihat integrasi antara program keberlanjutan terhadap To demonstrate the integration of the sustainability program
SDGs, Perseroan juga menyertakan tautan laporan ini dengan with the SDGs, the Company also includes this report with
SDGs sesuai dengan SDG Compass, The Guide for Business the SDGs in accordance with the SDG Compass, The Guide
Action on the SDGs, yang disusun oleh GRI, United Nations for Business Action on the SDGs, prepared by GRI, the United
Laporan Keberlanjutan 2025 Sustainability Report
Global Compact, dan the World Business Council for Sustainable Nations Global Compact, and the World Business Council for
Development (WBCSD). Sustainable Development (WBCSD).
Selain edisi cetak, Laporan Keberlanjutan ini dapat In addition to the printed edition, this Sustainability Report can
dilihat dan diunduh di situs resmi Perseroan yaitu be viewed and downloaded on the Company’s official website
https://smf-indonesia.co.id/laporan-keberlanjutan. [GRI 2-3] at https://smf-indonesia.co.id/laporan-keberlanjutan. [GRI 2-3]
DASAR DAN ACUAN REPORT BASIS AND REFERENCES
PENYUSUNAN LAPORAN FOR PREPARATION
Laporan ini disusun dengan mengacu panduan berikut: [GRI 1] This report has been prepared with reference to the following
guidelines: [GRI 1]
• GRI Standards Universal 2021 yang diterbitkan oleh Global • GRI Standards Universal 2021 published by the Global
Sustainability Standards Board (GSBB) Sustainability Standards Board (GSBB)
• GRI G-4: Financial Services Sector Disclosures 2008; • GRI G-4: Financial Services Sector Disclosures 2008;
• Peraturan Otoritas Jasa Keuangan (POJK) Nomor 51/ • Financial Services Authority Regulation (POJK) Number
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan 51/POJK.03/2017 concerning the Implementation of
bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Sustainable Finance for Financial Services Institutions,
Publik; Issuers, and Public Companies;
• Surat Edaran Otoritas Jasa Keuangan Republik Indonesia • Circular Letter of the Financial Services Authority of the
(SEOJK) Nomor 16/SEOJK.04/2021 Tentang Bentuk dan Republic of Indonesia (SEOJK) Number 16/SEOJK.04/2021
Isi Laporan Tahunan Emiten atau Perusahaan Publik; serta concerning the Format and Content of Annual Reports of
Issuers or Public Companies; and
• The International Financial Reporting Standards (IFRS) • International Financial Reporting Standards (IFRS)
Sustainability Disclosure Standards: Sustainability Disclosure Standards:
a. IFRS S1: General Requirements for Disclosure of a. IFRS S1: General Requirements for Disclosure of
Page 35
Sustainability-related Financial Information; Sustainability-related Financial Information;
b. IFRS S2: Climate-related Disclosure. b. IFRS S2: Climate-related Disclosure.
Untuk memudahkan pembaca laporan menelusuri kesesuaian isi To facilitate readers in navigating the report and ensuring
laporan dengan berbagai panduan tersebut, kami menyertakan compliance with these guidelines, special letter and number
penanda khusus berupa huruf dan angka sesuai Lampiran II markers have been included in accordance with Appendix II
POJK No. 51/2017, SEOJK No. 16/2021, serta mencantumkan of POJK No. 51/2017 and SEOJK No. 16/2021. References to
kode pengungkapan GRI dan IFRS S1 dan IFRS S2 pada bagian GRI, IFRS S1, and IFRS S2 are also provided in the relevant
yang relevan. Ringkasan kecocokan isi laporan dengan seluruh sections. A summary of the report content and all references
rujukan disajikan pada bagian akhir laporan ini. is presented at the end of this report.
Seluruh data keuangan dalam laporan ini disajikan dalam All financial data in this report is presented in Rupiah, unless
mata uang Rupiah, kecuali dinyatakan lain, dan disusun otherwise stated, and is prepared in accordance with the
berdasarkan Pernyataan Standar Akuntansi Keuangan (PSAK) Indonesian Financial Accounting Standards (PSAK). If the data
Indonesia. Adapun data keberlanjutan disusun menggunakan is to be compiled, an internationally accepted measurement
metode pengukuran yang berlaku secara internasional. Untuk method is used. To reach a wider readership, this report
menjangkau pembaca yang lebih luas, laporan ini diterbitkan is published in both Indonesian and English. Furthermore,
dalam dua bahasa yaitu Bahasa Indonesia dan Bahasa Inggris. to support analysis of the Company’s performance trends,
Selain itu, guna mendukung analisis tren kinerja Perusahaan, quantitative data is presented using the principle of
data kuantitatif disajikan dengan prinsip daya banding comparability for a minimum of three reporting years.
(comparability) untuk minimal tiga tahun pelaporan.
SIKLUS, PERIODE PELAPORAN DAN REPORTING CYCLE, PERIOD,
PERNYATAAN PENGGUNAAN AND STATEMENT OF USE
Sebagai bagian tak terpisahkan dari Laporan Tahunan As an integral part of the Company’s Annual Report, this report
Perseroan, laporan ini terbit setahun sekali. SMF telah is published annually. SMF has reported information cited in
melaporkan informasi yang dikutip pada indeks konten GRI the GRI content index for the period January 1-December 31,
untuk periode dari 1 Januari-31 Desember 2025 sesuai dengan 2025, in accordance with the GRI Standards. [GRI 2-3]
Standard GRI. [GRI 2-3]
PENGUNGKAPAN IFRS S1 DAN IFRS S2 IFRS S1 AND IFRS S2 DISCLOSURES 35
YANG TELAH DITERAPKAN PERSEROAN IMPLEMENTED BY THE COMPANY
Mulai tahun 2024, SMF secara bertahap menyusun laporan Starting in 2024, SMF has gradually prepared its intended
keberlanjutan dengan mengacu pada pedoman IFRS S1 dan report by referring to the IFRS S1 and IFRS S2 guidelines.
PT Sarana Multigriya Finansial (Persero)
IFRS S2. Pendekatan bertahap ini dilakukan untuk memastikan This was done in stages allowing stakeholders to receive
pemangku kepentingan memperoleh informasi yang jelas clear information regarding the Company’s commitment to
mengenai komitmen Perseroan dalam mengelola risiko dan managing risks and opportunities related to climate change
peluang terkait keberlanjutan serta perubahan iklim. Laporan and its impacts. This report includes disclosures of four core
ini memuat pengungkapan empat pilar inti (core content), yaitu pillars: governance, strategy, risk management, and metrics
tata kelola, strategi, manajemen risiko, serta metrik dan target, and targets, which are detailed as follows:
yang dijabarkan secara rinci sebagai berikut:
Page 36
Tata kelola Strategi Manajemen Risiko Metrik dan Target
Governance Strategy Risk Management Metric and Target
Perseroan telah mengungkapkan Perseroan telah mengungkapkan Pada tahun ini, Perseroan belum Perseroan telah mengungkapkan
informasi mengenai badan tata kelola informasi mengenai risiko dan mengungkapkan terkait proses target dan kinerja Perseroan terkait
atau individu yang bertanggung peluang terkait keberlanjutan ya n g d i g u n a k a n P e r s e ro a n dengan risiko dan peluang terkait
jawab atas pengawasan risiko dan dan iklim yang diperkirakan akan untuk mengidentifikasi, menilai, keberlanjutan dan iklim, seperti
peluang terkait keberlanjutan dan mempengaruhi prospek, strategi memprioritaskan dan memantau mengungkapkan pengukuran emisi
iklim, yang melingkupi tanggung dan pengambilan keputusan. r i s i ko d a n p e l u a n g t e r k a i t gas rumah kaca (GRK) yang selaras
jawab, keterampilan dan kompetensi, The Company has disclosed keberlanjutan dan iklim. Hal ini akan dengan peluang terkait perubahan
frekuensi pemberian informasi, maupun information regarding ditindaklanjuti Perseroan di tahun iklim.
pengawasan terkait risiko dan peluang sustainability and climate-related mendatang. The Company has disclosed its
terkait keberlanjutan dan iklim. risks and opportunities that are This year, the Company has not targets and performance related to
The Company has disclosed information expected to impact its prospects, disclosed the process it uses to sustainability and climate-related
regarding the governance body or strategies and decision-making. identify, assess, prioritize, and risks and opportunities, such as
individual responsible for oversight monitor sustainability and climate- disclosing greenhouse gas (GHG)
of sustainability and climate-related related risks and opportunities. The emission measurements that
risks and opportunities, including Company will follow up on this in the align with climate change-related
responsibilities, skills and competencies, coming year. opportunities.
frequency of information provision, and
oversight of sustainability and climate-
related risks and opportunities.
Implementasi pengungkapan empat pilar IFRS S1 dan IFRS The implementation of disclosures under the four pillars
S2 tercermin di berbagai bagian laporan keberlanjutan ini, of IFRS S1 and IFRS S2 is reflected in various sections of
khususnya pada sub-bab Komitmen dan Strategi Mendukung this sustainability report, particularly in the sub-chapters
Pembangunan Berkelanjutan, Peningkatan Peran dan Kontribusi “Commitment and Strategy to Support Sustainable
dalam Menjaga Keberlanjutan Lingkungan, Peningkatan Peran Development,” “Enhancement of Role and Contribution in
dan Kontribusi dalam Menghadirkan Produk dan Layanan yang Maintaining Environmental Sustainability,” “Enhancement of
Unggul dan Berkelanjutan, serta pada bab Peningkatan Peran Role and Contribution In Presenting Superior and Sustainable
dan Kontribusi dalam Menghadirkan Tata Kelola Keberlanjutan. Products and Services,” and the chapter “Enhancement of
Role and Contribution in Providing Sustainable Governance.”
PRINSIP PENYUSUNAN LAPORAN REPORT PREPARATION PRINCIPLES
36
Untuk menjamin kualitas, ketepatan penyajian, serta keandalan To achieve the quality, accuracy of presentation, and reliability
informasi yang disampaikan, Laporan Keberlanjutan Perseroan of the information presented, this Company’s Sustainability
ini disusun dengan merujuk pada delapan prinsip pelaporan Report is prepared with reference to the eight reporting
sebagaimana ditetapkan dalam GRI 1: Landasan 2021, yaitu principles as set out in GRI 1: Foundation 2021, as follows:
Laporan Keberlanjutan 2025 Sustainability Report
sebagai berikut: [GRI 3-1] [GRI 3-1]
GRI Reporting Principles [GRI 3-1]
Perseroan melaporkan informasi yang benar dan cukup terperinci agar dapat dilakukan penilaian dampak Perseroan.
Akurasi
The Company reports information that is accurate and detailed enough to allow for an assessment of the Company's
Accuracy impact.
Perseroan melaporkan informasi dengan cara netral dan menyediakan gambaran yang seimbang tentang dampak
Keseimbangan negatif dan positif Perseroan.
Balance The Company reports information in a neutral manner and provides a balanced picture of the Company's negative
and positive impacts.
Perseroan menyajikan informasi dengan cara yang jelas dalam 2 (dua) bahasa yang dapat diakses dan dapat
Kejelasan dipahami pemangku kepentingan.
Clarity The Company presents information in a clear manner in 2 (two) languages that are accessible and understandable to
stakeholders.
Perseroan secara konsisten memilih, menyusun, dan melaporkan informasi untuk periode pelaporan 2023–2025
sehingga memungkinkan analisis terhadap perubahan dampak Perseroan seiring waktu, sekaligus menilai
Keterbandingan keterkaitannya dengan dampak yang ditimbulkan oleh perusahaan lain.
Comparability The Company consistently selects, compiles and reports information for the 2023–2025 reporting period to enable
analysis of changes in the Company's impacts over time, while assessing their relationship to the impacts of other
companies.
Perseroan menyediakan informasi yang memadai sesuai pedoman acuan yang digunakan agar penilaian dampak
Kelengkapan Perseroan dapat dilakukan selama periode pelaporan.
Completeness The Company provides adequate information in accordance with the reference guidelines used so that an
assessment of the Company's impact can be conducted during the reporting period.
Perseroan melaporkan informasi tentang dampak Perseroan dalam konteks yang lebih luas dari pembangunan
Konteks Keberlanjutan berkelanjutan dengan melakukan materiality assessment yang melibatkan pemangku kepentingan.
Sustainability Context The Company reports information about the Company's impact in the broader context of sustainable development by
conducting a materiality assessment involving stakeholders.
Page 37
Perseroan melaporkan informasi secara rutin dan menyediakan informasi tersebut secara tepat waktu bagi pengguna
Ketepatan Waktu informasi untuk mengambil keputusan.
Timeliness The Company reports information regularly and provides this information in a timely manner for information users to
make decisions.
Perseroan telah mengumpulkan, mencatat, menyusun dan menganalisis informasi Laporan ini dengan benar sehingga
Keterverifikasian informasi tersebut dapat diteliti untuk menentukan kualitasnya.
Verification The Company has collected, recorded, compiled and analyzed the information in this Report correctly so that the
information can be examined to determine its quality.
Selanjutnya, prinsip-prinsip pelaporan keberlanjutan tersebut Furthermore, the principles of sustainability reporting are
diimplementasikan ke dalam lima tahapan penyusunan laporan implemented in the following five stages of sustainability report
keberlanjutan sebagai berikut: preparation:
Lima Langkah Penyusunan Laporan Keberlanjutan Five Steps for Preparing a Sustainability Report [GRI 3-1]
[GRI 3-1]
1. Menetapkan Prioritas dan Mengembangkan Strategi: 1. Setting Priorities and Developing a Strategy:
Menetapkan strategi pelaporan, melakukan benchmark Determine the reporting strategy, conduct benchmarking,
dan membuat konsep rencana aksi (action plan) dengan and draft an action plan by holding a Kick-Off Meeting on
melakukan Kick off Meeting pada tanggal Rabu, 10 Wednesday, December 10, 2025.
Desember 2025.
2. Membangun Struktur dan Mengumpulkan Data 2. Building Structure and Collecting Data
a. Menentukan topik GRI yang penting bagi Perseroan a. Determine GRI topics that are important to the Company
maupun Pemangku Kepentingan Perseroan. and its Stakeholders.
b. Mengembangkan outline/kerangka laporan. b. Develop a report outline/framework.
3. Mengembangkan dan Merevisi Konten: 3. Developing and Revising Content:
Melakukan pengumpulan data/informasi berdasarkan Collect data/information based on compliance with
pemenuhan disclosures dari topik material yang dipilih, disclosure requirements for the selected material topics,
menyusun draf laporan hingga mendapatkan persetujuan prepare a draft report, and obtain final approval. The 2025
akhir. Laporan tahun 2025 belum dilakukan verifikasi tertulis report has not yet been independently verified. However,
dari pihak independen. Namun demikian, Perseroan telah the Company has conducted an internal review process to
melakukan proses reviu internal untuk meningkatkan enhance credibility and ensure that this report is reliable
kredibilitas serta memastikan bahwa laporan ini dapat and free from material errors. [GRI 2-5] [OJK G.1]
diandalkan dan bebas dari kesalahan yang material.
[GRI 2-5] [OJK G.1]
4. Melakukan Finalisasi dan Mengomunikasikan kepada 4. Finalize and Communicate to Company Stakeholders
Pemangku Kepentingan Perseroan Finalize the report, then publish it and communicate it to the
Memfinalisasi laporan, kemudian mempublikasikannya Company’s stakeholders, while providing a feedback form
serta menyampaikannya kepada pemangku kepentingan that can be used as input for improving the Sustainability
Perseroan, sekaligus menyediakan lembar umpan balik yang Report in the following year.
dapat digunakan sebagai masukan untuk penyempurnaan 37
Laporan Keberlanjutan pada tahun berikutnya.
5. Melakukan Reviu Pembelajaran dan Pengulangan 5. Conduct a Lessons Learned and Iterative Review
Melakukan peninjauan/reviu atas proses pelaporan yang Conduct a review of the reporting process and establish a
telah dilakukan dan menetapkan pendekatan/ rencana long-term reporting approach/plan to further improve the
PT Sarana Multigriya Finansial (Persero)
pelaporan jangka panjang untuk semakin meningkatkan content and quality of future reports.
isi dan kualitas laporan selanjutnya.
PROSES PENENTUAN TOPIK MATERIAL TOPIC DETERMINATION
MATERIAL [GRI 3-1] PROCESS [GRI 3-1]
Seluruh topik material yang disajikan dalam laporan ini All material topics presented in this report reflect relevant
mencerminkan isu keberlanjutan yang relevan dan dijalankan sustainability issues addressed by the Company. In determining
oleh Perseroan. Dalam menentukan topik-topik material these material topics, the Company identified various significant
tersebut, Perseroan mengidentifikasi berbagai isu ESG yang ESG issues, taking into account their impacts on both business
signifikan dengan memperhatikan dampaknya terhadap activities and stakeholders. Moreover, the Company assessed
aktivitas bisnis maupun pemangku kepentingan. Selanjutnya, the significance of the impact of each material topic and
Perseroan menilai signifikansi dampak dari setiap topik material prioritized it to ensure focus on the most important issues in
dan menetapkan skala prioritas untuk memastikan fokus pada this sustainability report.
isu yang paling penting dalam laporan keberlanjutan ini.
Page 38
Proses Penentuan Topik Material
Process of Determination of Material Topics
Mengidentifikasi dan menilai dampak secara
Menentukan topik material untuk pelaporan
berkesinambungan
Define material topics for reporting
Identify and assess impacts on an ongoing basis
Menguji topik material
Melibatkan berbagai Topik Material
dengan pakar dan
pemangku kepentingan Material Topics
pengguna informasi
dan pakar yang relevan
Test material topics with
Engage with relevant
experts and information
stakeholders and experts • Kinerja ekonomi
users
• keberadaan pasar
• Dampak Ekonomi Tidak Langsung
• Energi
1 2 3 4 • Air dan Efluen
• Emisi
• Limbah
• Kepegawaian
Menilai • Pelatihan dan Pendidikan
Memahami Mengidentifikasi Memprioritaskan
signifikansi • Masyarakat Setempat
konteks dampak aktual dampak paling
dampak • Portofolio Produk dan Layanan
organisasi dan potensial signifikansi untuk
Assessing the
Understand the Identify actual and pelaporan Berkelanjutan
significance of the
organizational potential impacts Prioritize the most
impact
context significant impacts • Economic Performance
for reporting • Market Existence
• Indirect Economic Impact
• Energy
• Water and Effluent
• Emmission
Mempertimbangkan
• Waste
Menguji topik material • Employment Affairs
Menggunakan Standar topik dan dampak yang
terhadap topik dalam • Training and Education
Sektor untuk memahami dideskripsikan dalam
Standar Sektor
konteks sektor Standar Sektor
Examine material topics
• Local Community
Using Sector Standards Consider the topics and • Portfolio of Sustainable Products
against topics in the
to understand sector impacts described in and Services
Sector Standards
context the Sector Standards
CAKUPAN DAN BATASAN REPORT SCOPE AND BOUNDARIES
38
(BOUNDARY) LAPORAN
Laporan ini mencakup kegiatan operasional Perseroan di This report covers the Company’s economic, environmental,
bidang ekonomi, lingkungan dan sosial beserta dampak yang and social operational activities and their impacts during the
ditimbulkannya selama periode 1 Januari-31 Desember 2025. period January 1-December 31, 2025. As of the end of 2025,
Laporan Keberlanjutan 2025 Sustainability Report
Hingga akhir tahun 2025, Perseroan yang berkantor di Jakarta the Company, headquartered in Jakarta, had no subsidiaries
tidak memiliki entitas anak ataupun entitas asosiasi. [GRI 2-2] or associated entities. [GRI 2-2]
PERUBAHAN TERKAIT LAPORAN RELATED CHANGES TO THE REPORT
Pada Laporan Keberlanjutan tahun 2025, tidak terdapat The 2025 Sustainability Report contains no changes to material
perubahan topik material dibanding tahun sebelumnya. topics compared to the previous year. This decision was made
Penetapan tersebut dilakukan setelah Perseroan melakukan after the Company reviewed the previous year’s material topics
peninjauan topik material tahun sebelumnya dan melaksanakan and conducted a materiality assessment in accordance with
materiality assessment sesuai panduan GRI Standards Universal the 2021 GRI Standards Universal guidelines. The assessment
2021. Assessment melibatkan pemangku kepentingan internal involved internal (employees and management) and external
(karyawan dan manajemen) dan eksternal, termasuk pemegang stakeholders, including shareholders, underwriters, rating
saham, penjamin pelaksana emisi, lembaga pemeringkat efek, agencies, partners, investors, banks/mortgage lenders, and
mitra, investor, bank/lembaga penyalur KPR, dan konsultan. consultants. The Company continuously identifies and assesses
Perseroan secara berkesinambungan mengidentifikasi dan impacts, ensuring that the material topics presented in this
menilai dampak, sekaligus memastikan bahwa topik material report represent the most significant impacts throughout the
yang disajikan dalam laporan ini mewakili dampak paling reporting year.
signifikan sepanjang tahun pelaporan.
Page 39
Grafik Materialitas Tahun 2025 [GRI 3-2]
Graphic of Materiality of 2025
MATRIKS MATERIALITAS TERPILIH
Selected Materiality Matrix
5.00
4.50
8 3
9 2 7 811 10
4.00 6
1
PENTING BAGI PEMANGKU KEPENTINGAN
3.50
Important for Stakeholders
3.00
Topik
2.50 Topic
2.00
1.50
1.00
0.50
0.00
0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00
PENTING BAGI PERUSAHAAN
Important for The Company
High X & Y >=4
Med X / Y >=2 X/Y<4
Low X&Y<2
MATRIKS MATERIALITAS TERPILIH 39
Selected Materiality Matrix
4.90
PT Sarana Multigriya Finansial (Persero)
PENTING BAGI PEMANGKU KEPENTINGAN
4.70
Important for Stakeholders
4.50
4.30
8 3 Topik
4.10 2 7 5 11 10 Topic
6
3.90 9 1
3.70
3.50
3.50 3.70 3.90 4.10 4.30 4.50 4.70 4.90
PENTING BAGI PERUSAHAAN
Important for The Company
Page 40
Sesuai matrik di atas, ke-11 topik material tahun 2024 yang According to the matrix above, the 11 material topics for
dilakukan materiality assessment untuk laporan tahun 2025 2024 that underwent a materiality assessment for the 2025
mendapatkan skor sedang hingga tinggi, dan Perseroan telah report received medium to high scores, and the Company has
menetapkannya sebagai topik material tahun 2025. Ke-11 topik designated them as material topics for 2025. The 11 material
material yang dilakukan assessment adalah sebagai berikut: topics assessed are as follows:
1. Kinerja Ekonomi 1. Economic Performance
2. Keberadaan Pasar 2. Market Presence
3. Dampak Ekonomi Tidak Langsung 3. Indirect Economic Impact
4. Energi 4. Energy
5. Air dan Efluen 5. Water and Effluent
6. Emisi 6. Emissions
7. Limbah 7. Waste
8. Kepegawaian 8. Personnel
9. Pelatihan dan Pendidikan 9. Training and Education
10. Masyarakat Setempat 10. Local Community
11. Portofolio Produk dan Layanan Berkelanjutan 11. Sustainable Product and Service Portfolio
Hasil materiality assessment antara lain terdapat responden The results of the materiality assessment include respondents
yang mengusulkan pencatatan emisi dari perjalanan dinas proposing to record emissions from the Board of Directors’
Direksi. Oleh karena usulan tersebut merupakan bagian topik business travel. Because this proposal is part of the emissions
emisi –sehingga tidak perlu ada penambahan topik baru, maka topic—and therefore does not require the addition of a new
kami telah melengkapi pengungkapan emisi perjalanan dinas topic—we have completed the disclosure of emissions from
dengan pesawat [cakupan 3] oleh Direksi dan Dewan Komisaris business travel by aircraft [scope 3] by the Board of Directors
selama tiga tahun pelaporan. and the Board of Commissioners for the three reporting years.
Setelah dilakukan materiality assessment, selanjutnya topik Following the materiality assessment, the topics for the 2025
laporan tahun 2025 tersebut diajukan ke Direksi, dan telah report were submitted to the Board of Directors and approved
mendapatkan persetujuan sebagai topik material terpilih. Daftar as selected material topics. The complete list of material topics
topik material dan boundary Laporan Keberlanjutan Perseroan and boundaries for the Company’s 2025 Sustainability Report
40
Tahun 2025 selengkapnya adalah sebagai berikut: [GRI 3-2] is as follows: [GRI 3-2]
Daftar Topik Material dan Boundary Laporan [GRI 2-2, 3-2, 3-3]
List of Material Topics and Boundaries [GRI 2-2, 3-2, 3-3]
Laporan Keberlanjutan 2025 Sustainability Report
Boundary
Topik Material Kenapa Topik Ini Material
Material Topics Why is this topic material Di Luar
SMF
SMF
Kinerja Ekonomi Berdampak signifikan bagi keberlangsungan bisnis Perseroan dan pemangku √ -
Economic Performance kepentingan
Has a significant impact on the sustainability of the Company's business and
stakeholders
Keberadaan Pasar Berdampak signifikan bagi karyawan √ √
Market Existence Significant impact on employees
Dampak Ekonomi Tidak Berdampak signifikan bagi keberlangsungan bisnis Perseroan dan pemangku √ √
Langsung kepentingan
Indirect Economic Impact Has a significant impact on the sustainability of the Company's business and
stakeholders
Energi Berdampak signifikan bagi keberlanjutan lingkungan √ -
Energy Has a significant impact on environmental sustainability
Air dan Efluen Berdampak signifikan bagi keberlanjutan lingkungan dan kesehatan √ √
Water and Effluent Has a significant impact on environmental sustainability and health
Emisi Berdampak signifikan bagi keberlanjutan lingkungan √ -
Emission Has a significant impact on environmental sustainability
Limbah Berdampak signifikan bagi keberlanjutan lingkungan dan kesehatan √ √
Waste Has a significant impact on environmental sustainability and health
Kepegawaian Berdampak signifikan bagi karyawan √ -
Personnel Significant impact on employees
Page 41
Daftar Topik Material dan Boundary Laporan [GRI 2-2, 3-2, 3-3]
List of Material Topics and Boundaries [GRI 2-2, 3-2, 3-3]
Boundary
Topik Material Kenapa Topik Ini Material
Material Topics Why is this topic material Di Luar
SMF
SMF
Pelatihan dan Pendidikan Berdampak signifikan bagi karyawan √ -
Training and Education Significant impact on employees
Masyarakat Setempat Berdampak signifikan bagi masyarakat √ √
Local Community Has a significant impact on society
Portofolio Produk dan Layanan Berdampak signifikan bagi bank/lembaga penyalur KPR dan masyarakat √ √
Berkelanjutan Has a significant impact on banks/mortgage distribution institutions and the
Sustainable Product and Service community
Portfolio
PERNYATAAN ULANG INFORMASI RESTATEMENT OF INFORMATION
Untuk mendukung validitas isi laporan, apabila terdapat To support the validity of the report’s content, if there is a
pernyataan ulang informasi yang diberikan dalam laporan restatement of information provided in a previous report,
sebelumnya, kami memberi tanda *disajikan kembali.” we mark it with a *restatement” marking Restatement of,
Pernyataan ulang antara lain terkait penggunaan energi dan among other things, energy use and energy intensity, as well
intensitas energi, serta emisi gas rumah kaca tidak langsung as other indirect greenhouse gas emissions [Scope 3] from
lainnya [Cakupan 3] dari perjalanan dinas dengan pesawat, business travel by air, in line with adjustments to the Company’s
sejalan dengan adanya penyesuaian metodologi perhitungan calculation methodology. [GRI 2-4]
yang digunakan Perseroan. [GRI 2-4]
AKSESIBILITAS DAN UMPAN BALIK ACCESSIBILITY AND FEEDBACK
Guna meningkatkan kualitas Laporan Keberlanjutan di periode To improve the quality of the Sustainability Report in future
mendatang, seluruh pemangku kepentingan dan pembaca periods, all stakeholders and readers can submit comments,
dapat menyampaikan komentar, ide dan umpan balik melalui ideas, and feedback through the Feedback Form found at the
Lembar Umpan Balik yang dapat ditemukan pada bagian akhir end of this Report or by contacting: [GRI 2-3]
Laporan ini atau dengan menghubungi: [GRI 2-3]
PT Sarana Multigriya Finansial (Persero) PT Sarana Multigriya Finansial (Persero)
Corporate Secretary Corporate Secretary
Grha SMF Grha SMF
Jalan Panglima Polim I No. 1 Melawai Kebayoran Baru, Jakarta Jalan Panglima Polim I No. 1 Melawai Kebayoran Baru, South
Selatan 12160 Jakarta 12160 41
Tel : (021) 2700400 Tel: (021) 2700400
Fax : (021) 2701400 Fax: (021) 2701400
Email : ccorsec[at]smf-indonesia.co.id Email: corsec[at]smf-indonesia.co.id
Situs Web : www.smf-indonesia.co.id Website: www.smf-indonesia.co.id
PT Sarana Multigriya Finansial (Persero)
Page 42
KOMITMEN DAN DUKUNGAN TERHADAP
PEMBANGUNAN BERKELANJUTAN [IFRS S1-33A,
S2-14A]
COMMITMENT AND SUPPORT TOWARDS SUSTAINABLE DEVELOPMENT
[IFRS S1-33a, S2-14a]
PT Sarana Multigriya Finansial (Persero) (SMF) meneguhkan PT Sarana Multigriya Finansial (Persero) (SMF) affirms its
komitmennya dalam mendukung pencapaian Tujuan commitment to supporting the achievement of the Sustainable
Pembangunan Berkelanjutan (TPB/SDGs) sebagai bagian Development Goals (SDGs) as an integral part of the Company’s
integral dari mandat dan strategi jangka panjang Perseroan. mandate and long-term strategy. This commitment is realized
Komitmen ini diwujudkan melalui penyelarasan kebijakan, through the alignment of policies, business processes, and
proses bisnis, serta kegiatan pembiayaan dan operasional financing and operational activities to provide sustainable
agar memberikan kontribusi berkelanjutan bagi aspek ekonomi, contributions to economic, social, and environmental aspects.
sosial, dan lingkungan.
Sebagai special mission vehicle Kementerian Keuangan di As a special mission vehicle of the Ministry of Finance in the
sektor pembiayaan perumahan, Perseroan memegang peran housing finance sector, SMF plays a strategic role in supporting
strategis dalam mendukung pengurangan backlog perumahan the reduction of the national housing backlog. By providing
nasional. Melalui penyediaan pembiayaan jangka menengah medium and long-term financing to mortgage lenders (KPR),
dan panjang kepada lembaga penyalur Kredit Pemilikan Rumah the Company encourages increased public access to decent,
(KPR), Perseroan mendorong peningkatan akses masyarakat affordable, and sustainable housing, in line with SDG Goal 11
terhadap hunian yang layak, terjangkau, dan berkelanjutan, on Sustainable Cities and Settlements.
sejalan dengan TPB Tujuan 11 tentang Kota dan Permukiman
Berkelanjutan.
Untuk memastikan implementasi prinsip keberlanjutan yang To ensure the targeted and measurable implementation of
42
terarah dan terukur, Perseroan menyusun dan melaksanakan sustainability principles, SMF has prepared and implemented a
Rencana Aksi Keuangan Berkelanjutan (RAKB) sebagai kerangka Sustainable Finance Action Plan (RAKB) as the main framework
utama penerapan keuangan berkelanjutan, sebagaimana for implementing sustainable finance, as stipulated in POJK No.
diatur dalam POJK No. 51/POJK.03/2017 tentang Penerapan 51/POJK.03/2017 concerning the Implementation of Sustainable
Keuangan Berkelanjutan Bagi Lembaga Jasa Keuangan (LJK), Finance for Financial Services Institutions (LJK), Issuers, and
Laporan Keberlanjutan 2025 Sustainability Report
Emiten dan Perusahaan Publik (POJK Keuangan Berkelanjutan). Public Companies (POJK Sustainable Finance). The Sustainable
RAKB menjadi instrumen penting dalam mengintegrasikan Finance Action Plan (RAKB) is a crucial instrument for integrating
aspek lingkungan, sosial, dan tata kelola ke dalam pengambilan environmental, social, and governance aspects into the
keputusan bisnis, pengelolaan risiko, serta pengembangan Company’s business decision-making, risk management, and
produk pembiayaan Perseroan. financing product development.
Pelaksanaan RAKB diarahkan untuk memperkuat peran The implementation of the RAKB is aimed at strengthening
Perseroan terhadap TPB prioritas, khususnya dalam mendukung the Company’s role in priority TPBs, particularly in supporting
penyediaan perumahan yang layak. Melalui implementasi program the provision of decent housing. Through the implementation
dan pembiayaan yang dilakukan, Perseroan juga berkontribusi of programs and financing, the Company also contributes
dalam mendorong pengurangan kesenjangan sosial serta to reducing social inequality and strengthening community
memperkuat ketahanan ekonomi masyarakat sebagai dampak economic resilience as a result of increased access to affordable
dari meningkatnya akses terhadap hunian yang terjangkau and quality housing. With this approach, the Company develops
dan berkualitas. Dengan pendekatan tersebut, Perseroan financing that not only focuses on financial performance, but
mengembangkan pembiayaan yang tidak hanya berfokus pada also considers social and environmental impacts in a balanced
kinerja finansial, tetapi juga mempertimbangkan dampak sosial and sustainable manner.
dan lingkungan secara seimbang dan berkelanjutan.
Perseroan menyadari bahwa perubahan iklim merupakan The Company recognizes that climate change is a global
tantangan global yang berpotensi memengaruhi sektor challenge with the potential to impact the housing sector and
perumahan dan stabilitas sistem keuangan. Risiko fisik dan financial system stability. Physical and transition risks resulting
risiko transisi akibat perubahan iklim dapat berdampak pada from climate change may impact asset quality, financing
kualitas aset, keberlanjutan pembiayaan, serta ketahanan sustainability, and community economic resilience. Therefore,
ekonomi masyarakat. Oleh karena itu, Perseroan secara the Company is gradually integrating climate risk considerations
bertahap mengintegrasikan pertimbangan risiko iklim ke dalam into its risk management framework and sustainability policies.
kerangka manajemen risiko dan kebijakan keberlanjutan.
Page 43
Sejalan dengan komitmen Pemerintah Indonesia menuju Net Aligned with the Indonesian Government’s commitment to Net
Zero Emission pada tahun 2060 atau lebih cepat, Perseroan Zero Emissions by 2060 or sooner, SMF supports efforts to
mendukung upaya transisi menuju pembangunan rendah transition to low-carbon development in accordance with its
karbon sesuai dengan peran dan kewenangannya. Perseroan role and authority. The Company promotes energy efficiency
mendorong efisiensi energi dalam operasional serta mendukung in its operations and supports housing financing that takes
pembiayaan perumahan yang memperhatikan aspek lingkungan environmental aspects into account and the responsible use
dan penggunaan sumber daya secara bertanggung jawab. of resources.
Dalam pelaksanaan mandatnya, Perseroan juga menghadapi In performing its mandate, SMF also faces challenges stemming
tantangan yang berasal dari dinamika industri perbankan from the dynamics of the banking industry as a key partner
sebagai mitra utama penyalur pembiayaan perumahan. in housing financing. Pressures on asset quality, adjustments
Tekanan kualitas aset, penyesuaian kebijakan suku bunga, to interest rate policies, and increased risk provisioning
serta peningkatan kebutuhan pencadangan risiko mendorong requirements are pushing banks to be more cautious in
perbankan untuk lebih berhati-hati dalam menyalurkan kredit disbursing long-term loans, potentially impacting the volume
jangka panjang, yang berpotensi memengaruhi volume dan and speed of SMF financing disbursement, particularly to the
kecepatan penyaluran pembiayaan Perseroan, khususnya low-income segment. [OJK E.5]
bagi segmen Masyarakat Berpenghasilan Rendah. [OJK E.5]
Selain itu, meningkatnya tuntutan penerapan prinsip kehati- In addition, increasing demands for the application of ESG-
hatian berbasis ESG dan risiko perubahan iklim menuntut based prudential principles and climate change risks require
kesiapan sistem, data, dan kapasitas internal perbankan yang banking systems, data, and internal capacity that are not yet
belum sepenuhnya merata. Kondisi ini mendorong Perseroan evenly distributed. This situation encourages SMF to take a
untuk mengambil peran lebih aktif dalam penyelarasan more active role in policy alignment, strengthening partner
kebijakan, penguatan kapasitas mitra, serta pengembangan capacity, and developing adaptive financing schemes to obtain
skema pembiayaan yang adaptif, guna memastikan kolaborasi sustainable collaboration in supporting housing access while
yang berkelanjutan dalam mendukung akses perumahan maintaining the resilience of the national financial system.
sekaligus menjaga ketahanan sistem keuangan nasional. [OJK [OJK E.5]
E.5]
43
VISI DAN MISI KEUANGAN SMF SUSTAINABLE FINANCE
BERKELANJUTAN PERSEROAN [OJK C.1] VISION AND MISSION [OJK C.1]
Sesuai dengan komitmen untuk terus meningkatkan perannya In line with its commitment to continuously enhance its
PT Sarana Multigriya Finansial (Persero)
dalam penyediaan dana jangka menengah panjang guna role in providing medium to long-term funding to support
mendukung ketersediaan rumah yang layak dan terjangkau the availability of decent and affordable housing for every
bagi setiap keluarga Indonesia, Perseroan meyakini Visi dan Indonesian family, the Company believes its established Vision
Misi yang telah ditetapkan Perseroan sejalan dengan Visi dan and Mission align with the Sustainable Finance Vision and
Misi Keuangan Berkelanjutan. Visi dan Misi tersebut dapat Mission. This Vision and Mission are outlined as follows.
dijabarkan sebagai berikut.
Visi dalam Implementasi Keuangan Berkelanjutan Vision in Sustainable Finance Implementation
Menjadi salah satu entitas utama dalam ekosistem pembiayaan To become a key entity in the housing finance ecosystem that
perumahan yang mendukung penyediaan, kepemilikan, dan supports the provision, ownership, and occupancy of decent
keterhunian rumah yang layak dan terjangkau bagi seluruh and affordable housing for all Indonesian families.
keluarga Indonesia.
Misi dalam Implementasi Keuangan Berkelanjutan Mission in Sustainable Finance Implementation
• Melaksanakan peran sebagai special mission vehicle • Acting as a special mission vehicle for the Government and
Pemerintah dan agent of development dalam pembiayaan an agent of development in housing finance;
perumahan;
Page 44
• Membangun dan mengembangkan Pasar Pembiayaan • Building and developing a sustainable Secondary Housing
Sekunder Perumahan secara berkelanjutan; Finance Market;
• Menyediakan sumber pendanaan dalam pembiayaan • Providing funding sources for financing home provision
penyediaan dan kepemilikan rumah; and ownership;
• Mendukung Program Sustainable Development Goals • Supporting the Government’s Sustainable Development
Pemerintah; dan Goals Program; and
• Mengembangkan sinergi dengan stakeholder pembiayaan • Developing synergies with housing finance stakeholders
perumahan dan memberikan pelayanan yang unggul dengan and providing superior services with good governance.
tata kelola yang baik.
Tujuan Keuangan Berkelanjutan Perseroan [OJK A.1] SMF Sustainable Finance Objectives [OJK A.1]
Sebagaimana tercantum dalam penjelasan atas POJK No.51/ As stated in the explanation of POJK No. 51/POJK.03/2017,
POJK.03/2017, tujuan penerapan RAKB adalah: the objectives of the The implementation of the Sustainable
Finance Action Plan (RAKB) is:
• Menyediakan sumber pendanaan yang dibutuhkan • Providing adequate funding sources to achieve sustainable
untuk mencapai tujuan pembangunan berkelanjutan dan development goals and climate change-related funding;
pendanaan terkait perubahan iklim dalam jumlah yang
memadai;
• Meningkatkan daya tahan dan daya saing LJK, Emiten, • Improving the resilience and competitiveness of
dan Perusahaan Publik melalui pengelolaan risiko sosial Financial Services Institutions (FSI), Issuers, and Public
dan lingkungan hidup yang lebih baik dengan cara Companies through improved social and environmental
mengembangkan produk dan/atau jasa keuangan yang risk management by developing financial products and/or
menerapkan prinsip keuangan berkelanjutan sehingga services that apply sustainable finance principles, thereby
mampu berkontribusi positif pada stabilitas sistem positively contributing to financial system stability;
keuangan;
• Mengurangi kesenjangan sosial, mengurangi dan mencegah • Reducing social disparities, mitigating and preventing
kerusakan lingkungan hidup, menjaga keanekaragaman environmental damage, preserving biodiversity, and
hayati, dan mendorong efisiensi pemanfaatan energi dan promoting efficient use of energy and natural resources; and
sumber daya alam; dan
44
• Mengembangkan produk dan/atau jasa keuangan yang • Developing financial products and/or services that apply
menerapkan prinsip keuangan berkelanjutan. sustainable finance principles.
PETA JALAN (ROADMAP) RENCANA ROADMAP FOR SMF’S 2024-2028
AKSI KEUANGAN BERKELANJUTAN SUSTAINABLE FINANCE ACTION PLAN
Laporan Keberlanjutan 2025 Sustainability Report
PERSEROAN TAHUN 2024-2028 [OJK [OJK A.1] [IFRS S1-33A, IFRS S2-14A]
A.1] [IFRS S1-33A, IFRS S2-14A]
Sesuai dengan POJK Keuangan Berkelanjutan, Perseroan In accordance with the POJK on Sustainable Finance, the
menyusun RAKB Jangka Panjang (Lima Tahun) dan Jangka Company has prepared a long-term (five-year) and short-term
Pendek (Satu Tahun). Rencana Aksi Jangka Panjang 2024-2028 (one-year) RAKB. The 2024-2028 Long-Term Action Plan was
disusun mengacu pada Rencana Jangka Panjang Perseroan prepared with reference to the Company’s 2022-2026 Long-
(RJPP) 2022-2026. Sebelumnya, Perseroan telah menyusun Term Plan (RJPP). Previously, the Company had prepared the
RAKB SMF Tahun 2020-2023 pada tahun 2020. 2020-2023 SMF Sustainable Finance Action Plan (RAKB) in
2020.
Untuk menyelaraskan RAKB Jangka Panjang dengan RJPP To align the Long-Term RAKB with the next RJPP period (2027-
periode berikutnya (2027-2031), Perseroan akan melakukan 2031), the Company will adjust and resubmit the Long-Term
penyesuaian dan menyampaikan kembali RAKB Jangka Panjang RAKB simultaneously with the submission of the 2027-2031
bersamaan dengan penyampaian RJPP periode 2027-2031 RJPP, which will be prepared in 2026.
yang akan disusun pada tahun 2026.
Rencana Kegiatan Prioritas Perseroan dalam Mewujudkan The Company’s Priority Activity Plan for Achieving
Keuangan Berkelanjutan Tahun 2024 - 2028 Sustainable Finance in 2024-2028
1. Sekuritisasi dan Penyaluran Pembiayaan 1. Securitization and Financing Distribution
2. Penyaluran Pembiayaan KPR FLPP 2. FLPP Mortgage Financing Distribution
3. Penerbitan Social Bonds dan/atau Sukuk untuk Pendanaan 3. Issuance of Social Bonds and/or Sukuk for FLPP Mortgage
KPR FLPP Funding
4. Penyaluran Pembiayaan Mikro Perumahan 4. Housing Microfinance Distribution
Page 45
5. Capacity Building bagi Debitur Pembiayaan Homestay 5. Capacity Building for Homestay Financing Debtors
6. Peningkatan Kualitas Rumah di Daerah Kumuh 6. Improving Housing Quality in Slum Areas
7. Kegiatan Sosial dan Lingkungan 7. Social and Environmental Activities
8. Operasional Kantor Ramah Lingkungan 8. Eco-Friendly Office Operations
9. Capacity Building terkait ESG 9. ESG-Related Capacity Building
10. Sosialisasi Produk dan Peran Perseroan dalam Pembiayaan 10. Product and Role Dissemination of The Company’s Role in
Perumahan Housing Financing
PENCAPAIAN RAKB TAHUN 2025 [OJK A.1] 2025 RAKB ACHIEVEMENTS [OJK A.1]
Tahun 2025 merupakan tahun keenam Perseroan The year 2025 marks the sixth year the Company has
menerapkan prinsip-prinsip keuangan berkelanjutan dengan implemented sustainable finance principles by implementing
mengimplementasikan program prioritas dalam RAKB 2025. priority programs in the 2025 RAKB. The following are the
Berikut pencapaian program prioritas RAKB per 31 Desember achievements of the RAKB priority programs as of December
2025: 31, 2025:
Realisasi
Indikator
Pencapaian
Nama Program Uraian Aktivitas Tujuan Aktivitas Pelaksanaan
No. Keberhasilan
Program Name Activity Description Objective of Activity Realization of
Indicator of Success
Implementation
Achievements
1 Penyaluran Dana Persiapan Transaksi sekuritisasi di • Melakukan persiapan • Terlaksananya • Pada 8-9
ke Pasar Primer internal bank kegiatan sekuritisasi sharing Mei 2025,
Perumahan Preparation of securitization dan meningkatkan session terkait Perseroan telah
Funding Distribution transactions within the bank pemahaman calon sekuritisasi dan melaksanakan
to the Primary Kreditur Asal terkait penandatanganan Focus Group
Housing Market Peningkatan literasi terkait sekuritisasi melalui MoU dengan Discussion (FGD)
sekuritisasi kepada calon Kreditur peningkatan literasi dan beberapa calon bertemakan
Asal, khususnya perbankan sosialisasi Kreditur Asal “Pengembangan
Increasing literacy regarding • Memperkuat ekosistem • Tersalurkannya Sekuritisasi Aset
securitization for prospective perumahan melalui pembiayaan KPR Perumahaan
Original Creditors, especially sinergi dengan komersial sesuai dengan Opsi Non
banking Bank Umum, BPD, dengan target yang True Sale” dan
Marketing kepada Bank Umum, Multi Finance dan ditetapkan penandatanganan
BPD dan Multi Finance melalui stakeholder perumahan • A sharing session MoU dengan
kegiatan sosialisasi termasuk untuk meningkatkan regarding beberapa bank
sinergi dengan stakeholder pertumbuhan securitization was dan lembaga
perumahan volume pembiayaan held and the MoU keuangan
Marketing to General Banks, perumahan yang was signed with • Realisasi
BPD and Multi Finance through berkesinambungan, several potential pembiayaan
dissemination activities including • Prepare for original creditors. komersial tahun
synergy with housing stakeholders securitization activities • Commercial 2025 sebesar 45
and increase potential mortgage financing % dari RKAP 2025
Originator Creditors’ was disbursed in • On May 8-9, 2025,
understanding of accordance with the Company held
securitization through the established a Focus Group
increased literacy and target. Discussion (FGD)
PT Sarana Multigriya Finansial (Persero)
outreach. on “Development
• Strengthen the of Housing Asset
housing ecosystem Securitization
through synergy with Non-True
with Commercial Sale Options” and
Banks, Regional signed MoUs with
Development Banks several banks
(BPD), Multifinance and financial
Companies, and institutions.
housing stakeholders • Commercial
to increase sustainable financing
housing financing realization in 2025
volume growth. amounted to
Rp12,779 billion,
or 104.45% of
the 2025 Work
Plan and Budget
(RKAP).
Page 46
Realisasi
Indikator
Pencapaian
Nama Program Uraian Aktivitas Tujuan Aktivitas Pelaksanaan
No. Keberhasilan
Program Name Activity Description Objective of Activity Realization of
Indicator of Success
Implementation
Achievements
2 Penyaluran Pelaksanaan kerja sama Tripartit Mendukung penyediaan Tersalurkannya Pencapaian sebesar
Pembiayaan KPR dan Bipartit rumah bagi Masyarakat pembiayaan KPR Rp8.031 miliar atau
FLPP Implementation of Tripartite and Berpenghasilan Rendah FLPP sesuai target yang 103,11% dari target
Distribution of FLPP Bipartite Cooperation (MBR) penerima bantuan ditetapkan Perseroan sebesar Rp7.789
Mortgage Financing program tersebut melalui tahun anggaran 2025 miliar .
dana pendamping porsi FLPP mortgage The achievement
25% kepada lembaga financing disbursed was Rp8,031 billion or
keuangan penyalur KPR according to the 103.11% of the target
FLPP Company’s target for of Rp7,789 billion.
Supporting the provision the 2025 fiscal year.
of housing for low-income
communities (MBR)
receiving assistance from
the program through a 25%
matching fund provided
to financial institutions
distributing FLPP
mortgages.
3 Penerbitan Social Melakukan penerbitan surat utang Menyediakan Terbitnya social Sudah terbit Social
Bonds dan/atau dengan kategori sosial pendanaan yang digunakan bonds dan/atau Bond dan Social Sukuk
Social Sukuk untuk Issuing debt securities in the social sebagai leverage atas PMN sukuk sesuai dengan Social Bond and Social
Pendanaan KPR category dalam penyaluran yang direncanaan Sukuk have been
FLPP KPR FLPP Issuance of social issued
Issuance of Social Providing funding used as bonds and/or sukuk as
Bonds and/or Social leverage for State Equity planned
Sukuk for FLPP Participation (PMN) in
Mortgage Funding the distribution of FLPP
mortgages
4 Pembiayaan Mikro Melakukan refinancing atas Memberikan akses Meningkatnya hunian Penyaluran
Perumahan pembiayaan mikro yang telah pembiayaan melalui yang layak dan pembiayaan mikro
46
Housing disalurkan oleh lembaga keuangan lembaga penyalur kepada ketersediaan air bersih perumahan terealisasi
Microfinance Refinancing microfinance disbursed masyarakat dalam hal untuk masyarakat sebanyak 53.142 unit
by financial institutions mendukung keterhunian melalui pembiayaan rumah.
rumah yang layak mikro perumahan. The distribution
dengan membangun atau Increasing decent of micro housing
memperbaiki rumah secara housing and the financing was realized
Laporan Keberlanjutan 2025 Sustainability Report
bertahap (incremental availability of for 53,142 housing
housing), termasuk di clean water for the units.
dalamnya air dan sanitasi. community through
Providing access to micro housing
financing through financing.
distribution institutions to
the community in terms of
supporting decent housing
occupancy by building or
repairing houses in stages
(incremental housing),
including water and
sanitation.
Page 47
Realisasi
Indikator
Pencapaian
Nama Program Uraian Aktivitas Tujuan Aktivitas Pelaksanaan
No. Keberhasilan
Program Name Activity Description Objective of Activity Realization of
Indicator of Success
Implementation
Achievements
5 Peningkatan Survei untuk penentuan lokasi Merenovasi atau Penyaluran dana Perseroan telah
Kualitas Rumah di Survey for location determination membangun agar kepada masyarakat mencairkan bantuan
Daerah Kumuh rumah-rumah yang menempati renovasi dan/atau
Improving the Penentuan lokasi dan capacity tersebut dapat dihuni RTLH pembangunan rumah
Quality of Housing in building pihak pendukung kegiatan dengan layak Distribution of funds to kumuh sebesar Rp9,37
Slum Areas Determining the location and Renovate or build so that residents of RTLH miliar untuk 154 rumah
capacity building of supporting the houses can be lived in pada enam lokasi di
parties for activities properly. mana salah satunya
Penandatanganan perjanjian kerja merupakan kegiatan
sama dengan stakeholder Joint Program.
Signing of cooperation agreement The Company has
with stakeholders disbursed assistance
for the renovation
Penyampaian proposal and/or construction
Submission of proposals of slum houses
amounting to Rp9.37
Pencairan dana billion for 154 houses
Disbursement of funds in six locations, one
of which is a Joint
Program activity.
6 Kegiatan Sosial dan Konservasi lingkungan Memperkuat Terselenggaranya Telah terlaksana
Lingkungan Environmental conservation dukungan terhadap kegiatan pengelolaan kegiatan peningkatan
Social and lingkungan dan lingkungan dan kapasitas homestay
Environmental Pemberdayaan masyarakat/UMKM memberdayakan pemberdayaan di dua desa mitra
Activities Community/MSME empowerment2 UMKM serta masyarakat/ binaan; merealisasikan
Kegiatan sosial masyarakat secara komunitas sesuai Program RTLH di 6
Social activities umum dengan rencana (enam) lokasi yang
Strengthening support Implementation tersebar di berbagai
Pengembangan seni dan budaya for the environment and of environmental wilayah Indonesia;
Development of arts and culture empowering MSMEs and management merealisasikan
the community in general and community sebanyak 63 kegiatan
Kegiatan lain sesuai peluang empowerment activities melalui SMF- Care
kerja sama lanjutan in accordance with the (termasuk SMF
Other activities according to plan Culture), SMF-Smart,
opportunities dan SMF-Green.
continued cooperation Homestay capacity
building activities have
been implemented in
two partner villages;
the RTLH Program has
been implemented in 6
(six) locations spread
across various regions
in Indonesia; and 63 47
activities have been
implemented through
SMF-Care (including
SMF Culture), SMF-
Smart, and SMF-Green.
PT Sarana Multigriya Finansial (Persero)
7 Operasional Kantor Pencatatan penggunaan energi Meningkatkan Penurunan Penggunaan listrik dan
Ramah Lingkungan listrik secara berkala. efisiensi penggunaan penggunaan listrik air tercatat mengalami
Eco-Friendly Office Recording of electrical energy sumber daya dan konsumsi air kenaikan karena pada
Operations usage periodically. Increasing the efficiency of Reduction in electricity tahun pelaporan,
resource use use and water Perseroan melakukan
Pencatatan penggunaan energi air consumption renovasi yang banyak
bersih secara berkala. menggunakan
Regular recording of clean water peralatan listrik dan
energy usage. membutuhkan banyak
air.
Electricity and water
usage were recorded
to have increased
because in the
reporting year, the
Company carried
out renovations that
used a lot of electrical
equipment and
required a lot of water
Page 48
Realisasi
Indikator
Pencapaian
Nama Program Uraian Aktivitas Tujuan Aktivitas Pelaksanaan
No. Keberhasilan
Program Name Activity Description Objective of Activity Realization of
Indicator of Success
Implementation
Achievements
8 Capacity Building Pelaksanaan pelatihan untuk Meningkatkan Peningkatan Dua kali pelaksanaan
terkait ESG meningkatkan awareness, pemahaman pemahaman karyawan pelatihan ESG dengan
ESG-related pengetahuan, dan pemahaman karyawan tentang terkait ESG tema “Carbon and
Capacity Building karyawan terkait ESG dengan ESG dalam konteks Improving employee Clmate Management”
menggunakan berbagai metode industri keuangan understanding of ESG dan “Human Right
pelatihan, di antaranya: Improving employee Awareness.”
1. Pelatihan secara tatap muka understanding of ESG in Two ESG training
seperti sharing session dengan the context of the financial sessions were held
expertise, industry with the themes
2. Online learning melalui learning “Carbon and Climate
management system /LinkedIn Management” and
Learning berupa podcast/ “Human Rights
online course terkait ESG, dan Awareness.”
3. Blended learning yang
disesuaikan dengan kebutuhan
Perseroan.
Training is implemented to increase
employee awareness, knowledge,
and understanding of ESG using
various training methods, including:
1. Face-to-face training, such as
sharing sessions with experts;
2. Online learning through a
learning management system/
LinkedIn Learning;
3. Blended learning tailored to the
Company’s needs.
9 Sosialisasi Pelaksanaan kegiatan dalam rangka Melakukan sosialisasi, Terselenggaranya 4 kali sosialisasi
Produk dan Peran peningkatan literasi dan inklusi seminar, maupun kuliah sosialisasi sebanyak melalui seminar
Perseroan dalam keuangan umum kepada masyarakat 2 kali maupun media
48 Pembiayaan Implementation of activities to umum Outreach was held internal, yang bisa
Perumahan increase financial literacy and Conducting outreach, twice diakses publik via
The Company’s inclusion seminars and public website
Product and Role lectures to the general 4 times outreach
Dissemination in public through seminars and
Housing Finance internal media, which
Laporan Keberlanjutan 2025 Sustainability Report
can be accessed by
the public via the
website
10 Penyusunan Melakukan pemilihan Konsultan • Meningkatkan efisiensi Terbitnya Roadmap Roadmap Environment
Roadmap untuk melaksanakan penyusunan operasional melalui Environment Social – Social – Governance
Environment Social Roadmap pengelolaan sumber Governance Risk and Risk and Compliance
– Governance Risk Conducting Consultant selection to daya yang lebih baik dan Compliance (ES- GRC) (ES- GRC) PT Sarana
and Compliance implement Roadmap preparation proses bisnis yang lebih Publication of the Multigriya Finansial
(ES- GRC) efisien Environmental Social Tahun 2025-2029
Preparation of Melakukan GAP Analysis atas ES- • Meningkatkan reputasi Roadmap – Governance terbit pada Juli 2025
an Environment GRC Perseroan yang sudah ada dan kepercayaan dari Risk and Compliance PT Sarana
Social Roadmap – saat ini berbagai pemangku (ES-GRC) Multigriya Finansial’s
Governance Risk Conduct a GAP Analysis on the kepentingan, termasuk Environment, Social,
and Compliance Company’s existing ES-GRC pelanggan, investor Governance, Risk, and
(ES-GRC) Melakukan penyusunan Roadmap dan masyarakat umum Compliance (ES-GRC)
dan menentukan kegiatan stratejik dengan menunjukkan Roadmap for 2025-
apa saja yang akan dilakukan komitmen Perseroan 2029 was published in
terkait ES-GRC terhadap praktik July 2025.
Conducting the preparation of a berkelanjutan dan
Roadmap and determining what tanggung jawab sosial.
strategic activities will be carried • Improve operational
out related to ES-GRC efficiency through better
resource management
Melakukan FGD dengan seluruh and more efficient
Divisi di Perseroan sebelum business processes.
Roadmap di finalisasi • Enhance the reputation
Having FGD with all Divisions in the and trust of various
Company before the Roadmap is stakeholders, including
finalized customers, investors,
and the general public,
Finalisasi Roadmap dan Sosialisasi by demonstrating the
kepada seluruh pihak yang terlibat Company’s commitment
Finalization of Roadmap and to sustainable practices
Dissemination to all parties involved and social responsibility.
Page 49
REALISASI PENYALURAN DANA PERSEROAN REALIZATION OF SMF’S FUNDS
PADA KATEGORI KEGIATAN USAHA DISTRIBUTION IN THE CATEGORY OF
BERKELANJUTAN SUSTAINABLE BUSINESS ACTIVITIES
Per 31 Desember 2025, Perseroan telah merealisasikan As of December 31, 2025, the Company has realized the
penyaluran dana pada portofolio Kegiatan Usaha Berkelanjutan distribution of funds to the Sustainable Business Activities
(KUB) sebesar Rp8.091.745 juta dengan rincian sebagai berikut: (KUB) portfolio amounting to Rp8,091,745 million with the
[OJK F.3] following details: [OJK F.3]
Realisasi Portofolio KUB (Juta Rp, kecuali dinyatakan lain)
Sustainable Business Activities Portfolio Realization (Rp million, unless otherwise stated)
Uraian
Description
2025 2024 2023
Jumlah Produk yang Memenuhi Kriteria Kegiatan Usaha Berkelanjutan
Number of Products that Fulfil the Criteria for Sustainable Business Activities
1. Penghimpunan Dana (Social Bond dan Social Sukuk) 1.900.000 4.700.000 700.000
Fund Collection (Social Bond and Social Sukuk)
2. Penyaluran Dana (KPR FLPP) 8.030.688 4.700.629 6.602.243
Fund Distribution (KPR FLPP
3. Penyaluran Dana (Kredit Mikro Perumahan) 61.056 269.745 541.285
Fund Distribution (Housing Microcredit)
Total Aset Produktif Kegiatan Usaha Berkelanjutan
Total of Productive Assets of Sustainable Business Activities
1. Total Kredit/Pembiayaan Kegiatan Usaha Berkelanjutan 8.091.745 4.970.374 7.143.527
Total Credit/Financing of Sustainable Business Activities
2. Total Non-Kredit/Pembiayaan Non Kegiatan Usaha Berkelanjutan 12.784.347 12.130.781 5.932.951
Total Non-Credit/Financing of Non-Sustainable Business Activities
Total Kredit/Pembiayaan Perseroan 20.876.092 17.101.155 13.076.478
Total Company Credit/Financing
Persentase total kredit/pembiayaan kegiatan usaha berkelanjutan terhadap total kredit/ 38,76% 29,06% 54,63%
pembiayaan Perseroan (%)
Percentage of Total Credit/Financing for Sustainable Business Activities to the Company’s
Total Credit/Financing (%)
INTEGRASI PROGRAM KEBERLANJUTAN INTEGRATION OF SMF’S SUSTAINABILITY
PERSEROAN PADA TUJUAN PROGRAM ON SDGS
PEMBANGUNAN BERKELANJUTAN
49
Sebagai special mission vehicle Kementerian Keuangan dalam As the Ministry of Finance’s special mission vehicle in supporting
mendukung pendanaan kreatif dan berkelanjutan, Perseroan creative and sustainable financing, the Company is committed
berkomitmen untuk menjalankan peran strategis dalam to playing a strategic role in supporting the achievement of
mendukung pencapaian Tujuan Pembangunan Berkelanjutan the Sustainable Development Goals (SDGs) established by the
PT Sarana Multigriya Finansial (Persero)
(Sustainable Development Goals/SDGs) yang ditetapkan oleh United Nations (UN). This commitment become an integral part
Perserikatan Bangsa-Bangsa (PBB). Komitmen ini menjadi of the Company’s mandate in promoting sustainable economic,
bagian integral dari mandat Perseroan dalam mendorong social and environmental development.
pembangunan ekonomi, sosial, dan lingkungan yang
berkelanjutan.
Komitmen tersebut diwujudkan melalui berbagai inisiatif This Commitment takes form in numerous strategic initiatives,
strategis antara lain menjaga pertumbuhan kinerja ekonomi yang among others by creating a growing and sustainable economic
berkelanjutan, mendistribusikan manfaat ekonomi kepada para performance, distributing economic benefits to stakeholders,
pemangku kepentingan, serta mengelola dampak lingkungan managing environmental impacts (energy, emissions, water,
melalui efisiensi energi, pengendalian emisi, pengelolaan and waste), issuing the first Shelf-Registered Social Bonds
air, dan limbah. Perseroan juga berperan sebagai pelopor and Sukuk in Indonesia, distributing financing designated to
dengan menerbitkan Obligasi dan Sukuk Berwawasan Sosial give direct benefits to the public, and realizing the Indonesia
Berkelanjutan pertama di Indonesia, menyalurkan pembiayaan Green Affordable Housing Program (IGAHP),
yang memberikan manfaat sosial langsung kepada masyarakat,
serta merealisasikan program Indonesia Green Affordable
Housing Program (IGAHP).
Page 50
Selain itu, Perseroan melaksanakan Program Tanggung In addition, the Company carries out Social and Environmental
Jawab Sosial dan Lingkungan (TJSL) yang berfokus pada Responsibility (TJSL), focusing on community empowerment,
pemberdayaan masyarakat, peningkatan kualitas hidup, dan improving life quality, preserving the environment, increasing
pelestarian lingkungan, disertai dengan upaya peningkatan human capital quality, and creating sustainable governance.
kualitas sumber daya manusia dan penguatan praktik tata kelola All of these initiatives are designed to create long-term value
(governansi) berkelanjutan. Seluruh inisiatif tersebut dirancang for the Company and its stakeholders.
untuk menciptakan nilai jangka panjang bagi Perseroan dan
para pemangku kepentingan.
Melalui pelaksanaan berbagai inisiatif tersebut, Perseroan Through the implementation of these initiatives, the Company
berkontribusi dalam memperkuat perekonomian dan sistem contributes to strengthening the national economy and financial
keuangan nasional, menurunkan emisi gas rumah kaca sebagai system, reducing greenhouse gas emissions as part of its
bagian dari respons terhadap perubahan iklim, serta berperan response to climate change, and actively contributing to
aktif dalam pengurangan backlog perumahan dan kemiskinan. reducing the housing backlog and poverty. The Company
Perseroan juga mendukung pemenuhan kebutuhan hunian layak also supports the fulfillment of adequate housing needs for
bagi Masyarakat Berpenghasilan Rendah (MBR), memperkuat Low-Income Communities (MBR), strengthens the resilience
ketahanan sektor perumahan di tengah tantangan ekonomi of the housing sector amidst economic challenges and climate
dan perubahan iklim, serta mempercepat pencapaian tujuan change, and accelerates the achievement of sustainable
pembangunan berkelanjutan di Indonesia. development goals in Indonesia.
Uraian mengenai integrasi program keberlanjutan Perseroan A description of the integration of the Company’s sustainability
terhadap SDGs yang dilaksanakan sepanjang tahun 2025 program with the SDGs implemented throughout 2025 is
disajikan dalam tabel berikut. presented in the following table.
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
50
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Menghadirkan Kontribusi Penciptaan dan • Menghasilkan pendapatan sebesar GRI 201-1
Pada Pembangunan Pendistribusian Nilai Rp3.102.610 juta, meningkat 8,14% dari
Ekonomi yang Inklusif dan Ekonomi Bagi Pemangku tahun 2024
Laporan Keberlanjutan 2025 Sustainability Report
Berkelanjutan di Indonesia Kepentingan • Mendistribusikan nilai ekonomi kepada
Contributing to Inclusive Creation and Distribution pemangku kepentingan sebesar
and Sustainable Economic of Economic Values for Rp2.645.184 juta, meningkat 8,99% dari
Development in Indonesia Stakeholders tahun 2024
• Melakukan pembagian dividen kepada
Pemerintah Republik Indonesia sebesar
Rp107.967 juta
• Generating revenue of Rp3,102,610
million, an increase of 8.14% from 2024
• Distributing economic value to
stakeholders of Rp2,645,184 million, an
increase of 8.99% from 2024
• Distributing dividends to the Government
of the Republic of Indonesia of Rp107,967
million
Page 51
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Menghadirkan Dampak • Menciptakan dampak ekonomi dari GRI 203-1,
Ekonomi Tidak Langsung pembangunan infrastruktur berkelanjutan, 203-2
kepada Pemangku melalui program homestay, Program
Kepentingan Peningkatan Kualitas Rumah di Daerah
Delivering Indirect Kumuh dan pembangunan infrastruktur
Economic Impact to sarana dan prasana masyarakat
Stakeholders • Meningkatkan ekonomi masyarakat
berkelanjutan melalui program
peningkatan kapasitas homestay
• Mengoptimalkan pelibatan pemasok
lokal sebanyak 152 pemasok (99%
dari total pemasok) untuk mendorong
pertumbuhan ekonomi lokal
• Creating economic impact from
sustainable infrastructure development
through the homestay program, the Slum
Housing Improvement Program, and the
development of community infrastructure
and facilities.
• Improving sustainable community
economic growth through the homestay
capacity building program.
• Optimizing the involvement of 152 local
suppliers (99% of the total suppliers) to
encourage local economic growth.
Menghadirkan Kontribusi Penerapan Penghematan • Penggunaan kertas sebanyak 119 rim OJK F.5
Dalam Menjaga Kertas (Paperless) • Implementasi program paperless dengan
Keberlanjutan Lingkungan Implementation of mengoptimalkan penggunaan kertas
Contributing to Paperless Program bekas dokumen yang tidak bersifat
Environmental rahasia untuk digunakan kembali,
Sustainability mengoptimalkan penggunaan media
internet untuk berbagai aktivitas
administrasi kantor, serta melakukan
pengecekan naskah atau surat-surat
secara optimal sebelum dicetak
• Use of 286 reams of paper
• Implementation of a paperless program
by optimizing the reuse of used paper for
non-confidential documents, optimizing
the use of internet media for various
office administration activities, and
thoroughly checking manuscripts or
letters before printing.
51
PT Sarana Multigriya Finansial (Persero)
Page 52
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Pengendalian Perubahan • Penggunaan energi sebesar 2.192 GRI 302-1, 302-
Iklim dengan Upaya gigajoule, turun 26,96% dari tahun 2024 4, 305-1, 305-2,
Efisiensi Energi dan • Efisiensi energi atas penggunaan solar 305-3, OJK F.7,
Pengurangan Emisi Gas panel sebesar 40 Gigajoule, setara F.12
Rumah Kaca (GRK) dengan penghematan sebesar Rp16,2
Control of Climate juta
Changes by Efforts of • Emisi GRK (Cakupan 1) yang dihasilkan
Energy Efficiency and sebesar 45.237 kg CO2-eq, turun 61,92%
Reduction of Greenhouse dibanding tahun 2024.
Emission • Emisi GRK (Cakupan 2) yang dihasilkan
sebesar 346.902, 87 kg CO2-eq
• Emisi GRK (Cakupan 3) yang dihasilkan
sebesar 76.806 kg CO2-eq, turun 27,64%
dibanding tahun 2024.
• Implementasi upaya efisiensi energi dan
reduksi emisi GRK di antaranya dengan
mengatur jadwal mematikan lampu untuk
penggunaan gedung, pengaturan suhu
sistem pendingin udara (AC), mengurangi
perjalanan dinas, memanfaatkan mobil
operasional secara bersama-sama,
melakukan rapat secara daring khusus
jenis rapat tertentu, pemasangan
solar panel di Gedung SMF 1-2, serta
diperolehnya sertifikasi Green Building
• Energy usage of 2,192 gigajoules, a
26.96% decrease compared to 2024.
• Energy efficiency from the use of solar
panels of 40 Gigajoules, equivalent to
savings of Rp16.2 million.
• GHG emissions (Scope 1) produced were
52 45,237 kg CO2-eq, a 61.92% decrease
compared to 2024.
• GHG emissions (Scope 2) produced were
346,902.87 kg CO2-eq.
• GHG emissions (Scope 3) produced were
76,806 kg CO2-eq, a 27.64% decrease
Laporan Keberlanjutan 2025 Sustainability Report
compared to 2024.
• Implementation of energy efficiency and
GHG emission reduction efforts include
scheduling lighting off for building use,
regulating air conditioning (AC) system
temperatures, reducing business travel,
and utilizing shared operational vehicles.
conducting online meetings specifically
for certain types of meetings, installing
solar panels in SMF Building 1-2, and
obtaining Green Building certification
Page 53
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Pengelolaan Air dan Air • Sumber air dari PDAM, tidak mengambil GRI 303-3, 303-4,
Limbah air dari kawasan lindung atau lokasi- 303-5, OJK F.8
Water and Wastewater lokasi water-stressed.
Management • Jumlah pengambilan dan penggunaan air
sebanyak 8,65 megaliter
• Tidak membuang air limbah domestik ke
lokasi-lokasi daerah water-stressed dan
memastikan air limbah domestik yang
dihasilkan tidak mencemari badan air
• Melakukan penghematan penggunaan air
dengan melakukan pengecekan secara
rutin terhadap saluran air, keran atau
valve, dan segera melakukan perbaikan
secepatnya apabila terjadi kebocoran
atau kerusakan. Kemudian, keran/valve
distribusi akan ditutup setelah jam kerja,
memanfaatkan air tampungan untuk
kegiatan rutin non-MCK seperti untuk
penyiraman tanaman, serta melakukan
sosialisi dan imbauan penghematan air
• Water source from PDAM, not taking
water from protected areas or water-
stressed locations.
• Total water withdrawal and use is 8.65
megaliters.
• Not discharging domestic wastewater
into water-stressed areas and ensuring
that the resulting domestic wastewater
does not pollute water bodies.
• Conserving water by regularly checking
water pipes, taps, or valves, and
immediately repairing any leaks or
damage. Distribution taps/valves will be
closed after business hours, utilizing the
stored water for routine non-bathing
activities such as watering plants, and
• conducting outreach and awareness
campaigns on water conservation.
Pengelolaan Limbah • Mengelola limbah non B3 sebanyak GRI 306-3, 306-4,
Waste Management 19.169 kg 306-5 OJK F.13,
• Kerja sama dengan pihak ketiga untuk F.14
mengelola limbah
• Tidak terdapat insiden tumpahan limbah
• Managed 19,169 kg of non-hazardous 53
waste
• Collaborated with third parties to manage
waste
• No waste spill incidents PT Sarana Multigriya Finansial (Persero)
Program Pelestarian • Melakukan program pelestarian dan OJK F.9, F.10
dan Perlindungan perlindungan keanekaragaman hayati
Keanekaragaman Hayati berupa penanaman kayu damar, kopi
Biodiversity arabika, jeruk limau dan alpukat di Desa
Conservation and Cihawuk Kabupaten Bandung (DAS
Protection Program Citarum) dan penanaman pohon cokelat
di Hutan Larang Desa Adat Cikondang,
Pangalengan, Kabupaten Bandung.
• Carrying out a biodiversity conservation
and protection program in the form of
planting damar wood, Arabica coffee,
lime and avocado in Cihawuk Village,
Bandung Regency (Citarum River Basin)
and planting cocoa trees in the Forbidden
Forest of Cikondang Traditional Village,
Pangalengan, Bandung Regency.
Page 54
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Menghadirkan Produk dan Menghadirkan Inovasi • Menerbitkan Obligasi Berwawasan Sosial OJK F.26, GRI G4
Layanan yang Unggul dan Produk/Layanan dan Sukuk Musyarakah Berwawasan FS8
Berkelanjutan Berkelanjutan 2025 Sosial
Providing Superior and Bringing Sustainable • Issuing Social Bonds and Social
Sustainable Products and Product/Service Musyarakah Sukuk
Services Innovation 2025
Menyediakan Produk dan • Pembiayaan KPR FLPP sebesar Rp8.031 GRI G4 FS7, OJK
Layanan dengan Manfaat miliar F.17, F.23, F.26,
Sosial • Pembiayaan KPR untuk Masyarakat Non- F.28
Providing Products and Fixed Income/Skema RTO Rp778 juta
Services with Social • Pembiayaan Mikro Perumahan/Kredit
Benefits Mikro Perumahan Rp61.057 juta
• Penerbitan Obligasi Berwawasan Sosial
dan Sukuk Musyarakah Berwawasan
Sosial Berkelanjutan sebesar Rp1,9 triliun
• FLPP mortgage financing of Rp8,031
billion
• Mortgage financing for non-fixed income
communities/RTO scheme of Rp778
million
• Housing microfinance/Housing
microcredit of Rp61,957 million
• Shelf-Registered Social Bonds and Social
Musyarakah Sukuk issuance of Rp1.9
trillion
Menyediakan Produk dan • Menyalurkan Dana Hibah sebesar GRI 201-2, GRI G4
54 Layanan Berwawasan Program Pembiayaan Hijau untuk FS8, OJK F.26,
Lingkungan Perumahan sebesar Rp117,7 juta. F.28
Providing Green • Distributing Grant Funds for the Green
Products and Services Financing Program for Housing amounting
to Rp117.7 million.
Peningkatan Kapasitas • Membangun pasar primer perumahan GRI G4 FS4
Laporan Keberlanjutan 2025 Sustainability Report
(Capacity Building) yang sehat dan berkelanjutan melalui
program capacity building baik
kegiatan Pelatihan (training) maupun
Pendampingan (Advisory) ke lembaga
penyalur pembiayaan perumahan
• Building a healthy and sustainable
primary housing market through capacity
building programs, including training and
advisory services for housing finance
institutions.
Page 55
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Menghadirkan Sumber Menerapkan Prinsip • Memberikan kesempatan yang sama GRI 2-7, 2-8, 401-
Daya Manusia Berkualitas Kesetaraan dan kepada seluruh karyawan tanpa 1, 404-3 OJK F.18,
Providing Quality Human Keberagaman diskriminasi, memperhatikan aspek Hak F.19
Capital Implementing Principles Asasi Manusia dan kesesuaian dengan
of Equality and Diversity undang-undang yang berlaku terkait
dengan aturan pengelolaan kepegawaian
dalam perekrutan, promosi dan
pengembangan karir
• Menghindari praktik kerja anak dan
mencegah kerja paksa
• Jumlah pegawai laki-laki sebanyak 72
orang dan pegawai perempuan sebanyak
38 orang
• Tingkat rekrutmen pegawai sebesar
2,64%
• Seluruh karyawan (100%) menerima
tinjauan rutin terhadap kinerja
• Memberikan promosi pengembangan
karir kepada 4,17% pegawai laki-laki dan
13,16% perempuan
• Providing equal opportunities to all
employees without discrimination, paying
attention to human rights aspects and
complying with applicable laws related
to personnel management regulations
in recruitment, promotion, and career
development.
• Avoiding child labor practices and
preventing forced labor.
• The number of male employees is 72 and
the number of female employees is 38.
• Employee recruitment rate is 2.64%.
• All employees (100%) receive regular
performance reviews.
• Providing career development promotions
to 4.17% of male employees and 13.16% of
female employees.
Menerapkan Budaya • Sosialisasi dan Edukasi Keberlanjutan OJK F.1
Keberlanjutan • Transformasi Digital dan Efisiensi Sumber
Implementing Daya
Sustainability Culture • Pengelolaan Lingkungan dan
Pengurangan Jejak Karbon
• Tanggung Jawab Sosial dan Keterlibatan
Komunitas 55
• Penerapan Kebijakan Green Office
• Partisipasi dan Inovasi Karyawan dalam
Keberlanjutan
• Sustainability Dissemination and
Education
PT Sarana Multigriya Finansial (Persero)
• Digital Transformation and Resource
Efficiency
• Environmental Management and Carbon
Footprint Reduction
• Social Responsibility and Community
Engagement
• Green Office Policy Implementation
• Employee Participation and Innovation in
Sustainability
Page 56
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Meningkatkan • Menyelenggarakan pelatihan dengan total GRI 404-1, 404-2,
Kompetensi SDM 818,91 jam dengan rata-rata jam pelatihan GRI G4 FS4, OJK
Improving Competencies karyawan laki-laki adalah 61,63 jam/ E.2, F22
of Human Capital tahun, dan karyawan perempuan adalah
55,08 jam/tahun
• Melakukan empat kali program capacity
building terkait ESG
• Menyusun program capacity building
HAM mencakup modul pelatihan
terkait risiko HAM dalam rantai nilai
Perusahaan, serta menyelenggarakan
pelatihan terkait HAM yang diikuti 23
karyawan perwakilan dari Sekretariat
Perusahaan, Divisi Riset Ekonomi, Satuan
Pengawasan Intern, Divisi Strategi dan
Pengembangan Korporasi, Divisi Sumber
Daya Manusia, Divisi Keuangan dan
Penyelesaian Transaksi, Divisi Manajemen
Risiko dan Kepatuhan, Divisi Teknologi
Informasi, Divisi Manajemen Kredit, Divisi
Pembiayaan, Divisi Tresuri dan Hubungan
Investor, Unit Usaha Syariah, dan Divisi
Structured Product, Program Khusus dan
Hukum.
• Conducted a total of 818.91 hours of
training, with an average of 61.63 hours
per year for male employees and 55.08
hours per year for female employees.
• Conducted four ESG capacity building
programs.
• Developed a human rights capacity-
56 building program, including training
modules related to human rights risks
in the Company’s value chain. Human
rights training was also conducted for 23
employees representing the Corporate
Secretariat, Economic Research Division,
Laporan Keberlanjutan 2025 Sustainability Report
Internal Audit Unit, Strategy and
Corporate Development Division, Human
Capital Division, Finance and Transaction
Settlement Division, Risk Management
and Compliance Division, Information
Technology Division, Credit Management
Division, Financing Division, Treasury
and Investor Relations Division, Sharia
Business Unit, Structured Products,
Special Programs, and Legal Division.
Memperhatikan • Memberikan gaji di atas upah minimum GRI 201-3, 202-1,
Kesejahteraan Karyawan pada setiap jenjang jabatan termasuk 404-2, OJK F.20
Paying Attention to posisi entry level
Employee Welfare • Memberikan hak cuti melahirkan
maternity leave dan paternity leave
• Memberikan manfaat pensiun dan
program pembekalan pensiun
• Providing salaries above the minimum
wage at all levels, including entry-level
positions
• Providing maternity and paternity leave
rights
• Providing retirement benefits and
retirement preparation programs
Page 57
Integrasi Program Keberlanjutan Perseroan terhadap TPB/SDGs [OJK F.25]
Integration of SMF Sustainability Programs towards TPB/SDGs [OJK F.25]
Isu dan Strategi Program Inisiatif
GRI
Keberlanjutan Kami Unggulan Capaian Program Tahun 2025
Our Sustainability Issues Flagship Initiative Performance Achieved In 2025
Standards TPB/SDGs
& POJK
and Strategies Program
Menghadirkan Pelaksanaan program • Tidak terdapat insiden pelanggaran yang GRI 203-2, 413-1,
Pemberdayaan Masyarakat Tanggung Jawab Sosial melibatkan hak-hak masyarakat sekitar 413-2 OJK F.23,
Providing Community dan Lingkungan (TJSL) • Melaksanakan program TJSL dengan tiga F.24, F.25
Empowerment Implementation of Social pilar utama yaitu SMFCare, SMF-Smart,
and Environmental dan SMF-Green
Responsibility • Realisasi penyaluran dana program TJSL
sebesar Rp11,67 miliar
• There were no incidents of violations
involving the rights of the surrounding
community.
• Implementing the TJSL program with
three main pillars: SMFCare, SMF-Smart,
and SMF-Green.
• Disbursement of TJSL program funds
amounted to Rp11.67 billion.
Menghadirkan Tata Kelola Penerapan Tata Kelola • Memberlakukan Pedoman Perilaku (Code GRI 2-23, 2-24
Keberlanjutan Keberlanjutan of Conduct)
Providing Sustainable Implementation of • Menerapkan komitmen anti korupsi
Governance Sustainable Governance • Implement a Code of Conduct
• Implement an anti-corruption
commitment
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PT Sarana Multigriya Finansial (Persero)
Page 58
PROFIL PERUSAHAAN
COMPANY PROFILE
Nama Perusahaan [GRI 2-1] Kontak
Company Name Contact
PT Sarana Multigriya Finansial (Persero) *) Sekretaris Perusahaan
Corporate Secretary
corsec[at]smf-indonesia.co.id
021 2700 400
Tanggal Pendirian
Date of Establishment Website
www.smf-indonesia.co.id
22 Juli 2005
July 22, 2005 Layanan Pelanggan
Customer Service
(021) 2700400
Bidang Usaha [GRI 2-6] [OJK C.4] info[at]smf-indonesia.co.id
Line of Business
Media Sosial
Pembiayaan Sekunder Perumahan Social Media
Secondary Mortgage Facility @ptsmfpersero
@smfpersero
58 @PT Sarana Multigriya Finansial (Persero)
@PT Sarana Multigriya Finansial (Persero)
Jumlah Karyawan
Number of Employees
Laporan Keberlanjutan 2025 Sustainability Report
110 orang | people *) Perusahaan tidak pernah melakukan perubahan nama
sejak didirikan.
*) The Company has never changed its name since its
establishment.
Alamat [GRI 2-1] [OJK C.2]
Address
Grha SMF
Jalan Panglima Polim I No. 1 Melawai
Kebayoran Baru, Jakarta Selatan 12160
Telp: 021 2700 400
Fax: 021 2701 400
Page 59
Bentuk Hukum dan Kepemilikan [GRI 1-2] Produk dan Jasa [GRI 6-2] [OJK C.4]
Legal Entity and Ownership Products and Services
1. Peraturan Pemerintah Republik Indonesia Nomor 5 Tahun 2005 tentang Perseroan menawarkan produk dan jasa yang menyasar konsumen
Penyertaan Modal Negara Republik Indonesia untuk Pendirian Perusahaan berbagai segmen, baik korporasi maupun ritel, sebagai berikut:
Perseroan (Persero) di bidang Pembiayaan Pembelian Perumahan, tanggal 1. Sekuritisasi;
7 Februari 2005, yang terakhir diubah dengan Peraturan Pemerintah 2. Penyaluran Pembiayaan;
Republik Indonesia Nomor 57 Tahun 2020 tentang Penyertaan Modal 3. Penerbitan Surat Utang;
Negara Republik Indonesia untuk Pendirian Perusahaan Perseroan
4. Program Penjaminan;
(Persero) di bidang Pembiayaan Pembelian Perumahan.
5. Pelatihan dan Pendampingan.
2. Peraturan Presiden Nomor 19 Tahun 2005, terakhir diubah dengan
Peraturan Presiden Nomor 100 Tahun 2020 tentang Pembiayaan Sekunder
The Company offers a series of products and services targeted at
Perumahan. customers from various segments, both corporate and retail customers,
3. Akta tertanggal 22 Juli 2005 Nomor 59, yang dibuat di hadapan Imas among others:
Fatimah, Sarjana Hukum, Notaris di Jakarta, yang telah mendapat 1. Securitization;
persetujuan dari Menteri Hukum dan Hak Asasi Manusia Republik 2. Financing Distribution;
Indonesia dengan Keputusan Nomor C-20694. HT.01.01.TH.2005 3. Issuance of Debt Securities;
tanggal 26 Juli 2005, dan telah diumumkan dalam Berita Negara Republik 4. Guarantee Program;
Indonesia tertanggal 30 Agustus 2005 Nomor 69, Tambahan Nomor 9263. 5. Training & Advisory.
1. Government Regulation of the Republic of Indonesia No. 5 of 2005 on State
Equity Participation of the Government of the Republic of Indonesia for
the Establishment of Limited Liability Company dated February 7, 2005,
as lastly amended by Government Regulation of the Republic of Indonesia Anak Perusahaan
No. 57 of 2020 on State Equity Participation of the Government of the
Republic of Indonesia for the Establishment of Limited Liability Company
Subsidiaries
in Mortgage Financing.
2. Presidential Regulation No. 19 of 2005, as lastly amended by Presidential Hingga akhir tahun 2025, Perseroan tidak memiliki anak perseroan
Regulation No. 100 of 2020 on Secondary Mortgage.
3. Deed No. 59 dated July 22, 2005, drawn up before Imas Fatimah, S.H., a
Until the end of 2025, the Company has no subsidiaries
Notary in Jakarta, approved by the Minister of Law and Human Rights of
the Republic of Indonesia pursuant to the Decree No. C-20694. HT.01.01.
TH.2005 dated July 26, 2005, and published in the State Gazette of the
Republic of Indonesia No. 69 dated August 30, 2005, Supplement No. 9263.
Wilayah Operasional dan
Jaringan Layanan [GRI 1-2] [OJK C.4]
Area of Operations and Service Network
Kepemilikan Saham [GRI 1-2] [OJK C.3]
Ownership of Shares Perseroan mendukung pembiayaan pembangunan perumahan di
seluruh Indonesia dengan koordinasi kegiatan dukungan pembiayaan
dilakukan melalui kantor pusat di Jakarta.
100% milik Negara Republik Indonesia The Company provides mortgage financing support throughout
Indonesia. Such financing support is coordinated only from the
59
100% owned by the Republic of Indonesia. headquarters in Jakarta.
PT Sarana Multigriya Finansial (Persero)
Status Perseroan
Company Status
Perseroan Terbatas yang merupakan Badan Usaha Milik Negara
(BUMN) di bawah pembinaan dan pengawasan Menteri Keuangan
A Limited Liability Company that is a State-Owned Enterprise (SOE)
under the guidance and supervision of the Minister of Finance
Page 60
RIWAYAT SINGKAT BRIEF HISTORY
PT Sarana Multigriya Finansial (Persero), yang selanjutnya PT Sarana Multigriya Finansial (Persero) which will further
60
disebut dengan “SMF” atau “Perseroan” didirikan pada 22 be named “SMF” or the “Company” which was established
Juli 2005. Pendirian Perseroan merupakan implementasi on July 22, 2005. The establishment of the Company is an
atas wacana pemerintah yang menilai perlu adanya sebuah implementation on the Government discourse which assess the
lembaga pembiayaan sekunder perumahan di antara pemangku need of secondary mortgage financing institution among the
kepentingan industri pembiayaan perumahan. Keberadaan housing stakeholders’ industry. The existence of the institution
Laporan Keberlanjutan 2025 Sustainability Report
lembaga dinilai sangat penting agar kepemilikan rumah menjadi was assessed to be hugely important so that housing ownership
lebih mudah dan terjangkau bagi seluruh keluarga di Indonesia. becomes easier and more affordable for Indonesian citizen
[GRI 102-1] [GRI 102-1].
Wacana yang mulai berkembang pada tahun 1993 kemudian The discourse that started since 1993 which is later followed
ditindaklanjuti dengan diterbitkannya Keputusan Menteri up with the issuance of the Decree of Ministry of Finance
Keuangan Republik Indonesia No. 132/KMK.014/1998 tentang of Republic Indonesia Number 132/KMK.014/1998 on the
Perusahaan Fasilitas Pembiayaan Sekunder Perumahan, yang Secondary Mortgage Financing facility company which opens
membuka jalan bagi berdirinya lembaga pembiayaan sekunder the path for the establishment of secondary mortgage financing
perumahan di Indonesia. Berdasarkan keputusan tersebut, in Indonesia. Based on that decree, on July 22, 2005, SMF was
pada 22 Juli 2005, SMF didirikan sebagai perusahaan pertama established as the first company which focus on secondary
yang fokus pada pembiayaan sekunder khusus perumahan mortgage financing in Indonesia.
di Indonesia.
Selain berfokus pada pembiayaan sekunder perumahan In addition to focusing on conventional secondary mortgage
konvensional, Perseroan juga memperluas cakupan kegiatan financing, the Company also extend its coverage of its activities
dengan menjalankan operasional berdasarkan prinsip syariah by carrying out operation based on Sharia principle since July
sejak 10 Juli 2018. Langkah ini dilakukan setelah diterbitkannya 10, 2018. These steps was carried out after the issuance of
izin unit usaha syariah No. KEP-73/NB.223/2018 dari Otoritas Sharia business unit Number KEP-73/NB.223/2018 from the
Jasa Keuangan (OJK), yang memberikan izin pembukaan Financial Service Authority which gives permission for the
unit usaha syariah untuk perusahaan pembiayaan sekunder opening of sharia business unit for secondary mortgage
perumahan. financing.
Informasi selengkapnya tentang Perseroan bisa diakses melalui Further information about the Company can be accessed
situs web: https://www.smf-indonesia.co.id/ through the web sites: https://www.smf-indonesia.co.id/
Page 61
SKALA USAHA PERSEROAN [OJK C.3] COMPANY BUSINESS SCALE [OJK C.3]
Uraian Satuan
Description Unit
2025 2024 2023
Jumlah Karyawan Tetap dan Tidak Tetap Orang 110 117 113
Number of Permanent and Non-Permanent People
Employees
Total Pendapatan Rp Juta 3.102.610 2.869.117 2.086.305
Amount of Income Rp Million
Jumlah Kantor Unit 1 1 1
Number of Offices
Total Kapitalisasi
Amount of Capitalization
Total Liabilitas dan Dana Syirkah Temporer Rp Juta 39.087.714 37.578.528 27.476.508
Total Liabilities and Temporary Syirkah Fund Rp Million
Total Ekuitas Rp Juta 27.725.931 20.559.960 16.320.507
Total Equity Rp Million
Total Aset Rp Juta 66.813.645 58.138.488 45.707.650
Total Assets Rp Million
Produk
Products
Pembiayaan yang Disalurkan Rp Miliar 20.876 17.101 13.096
Amount of Financing Disbursed Rp Billion
Sekuritisasi Rp Miliar - - 925
Securitization Rp Billion
Pendanaan Rp Miliar 10.653 13.616 8.924
Funding Rp Billion
Kepemilikan Saham
Share ownership
Negara Republik Indonesia Persen 100 100 100
The Country of Republic of Indonesia Percentage
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PT Sarana Multigriya Finansial (Persero)
Page 62
STRUKTUR ORGANISASI COMPANY’S ORGANIZATIONAL
PERSEROAN [GRI 2-6, 2-9] STRUCTURE [GRI 2-6, 2-9]
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris
Komite Pemantau Risiko Board of Commissioners
Risk Monitoring Committee
President Commissioner
Komite Audit Nufransa Wira Sakti
Dewan Pengawas Syariah Audit Committee Independent Commissioner
Sharia Supervisory Board Dedy Supriadi Priatna
Hasanudin Komite Nominasi & Remunerasi Commissioner
Nomination & Remuneration Committee Brahmantio Isdijoso
Direktur Utama
President Director
Direktur Bisnis Ananta Wiyogo
Business Director
Heliantopo
62
Deputi Direktur Pembiayaan
Laporan Keberlanjutan 2025 Sustainability Report
dan Syariah
Deputy Director Financing Komite Pembiayaan Komite Pengembangan Produk
and Sharia Financing Committee Product Development Committee
Vacant
Unit Usaha Pembiayaan Structured Tresuri & Manajemen Riset Strategi &
Syariah Financing Product, Hubungan Kredit Ekonomi Pengembangan
Sharia Program Investor Kredit Economic Korporasi
Business Khusus dan Tresury & Management Research Strategic &
Unit Hukum Investor Corporate
Structured Relation Development
Eka Septiana Soraya Ramly Product, Martin
Special Daniel Aries
Program and Siyaranamual Ridwanshah
Legal
Bhobby Hilman Harya
Akbar Asyrofi Narendra
Page 63
Description
Director
Deputy Director
Division
Coordination Line
Supervision Line
Sekretaris Dewan Komisaris
Secretary of the Board of Commissioner
Adinugroho Dwiutomo
Direktur Keuangan & Manajemen Risiko
Finance & Risk Management Director
Bonai Subiakto
Komite Pengarah TI Komite Manajemen Aset & Liabilitas Komite Manajemen Risiko
Information Technology Steering Committee Asset & Liabilities Management Committee Risk Management Committee
63
Sekretaris Satuan Manajemen Keuangan & Sumber Daya Teknologi Pengadaan &
Perusahaan Pengawasan Risiko & Penyelesaian Manusia Informasi Manajemen
PT Sarana Multigriya Finansial (Persero)
Corporate Intern Kepatuhan Transaksi Human Capital Information Aset
Secretary Internal Auditor Risk Finance & Technology Procurement
Management Settlement & Aset
& Compliance Management
Primasari R. Wisnu Tribudi Heru Asad Febrina Sri Bintar Andhy
Setyaningrum Prihartono Setiawan Abrianta Awami Wahyuni Prabowo
Page 64
VISI, MISI, NILAI DAN BUDAYA COMPANY’S VISION, MISSIONS, VALUES
PERSEROAN [GRI 2-23] [OJK C.1] AND CULTURE [GRI 2-23] [OJK C.1]
Visi Vision
Menjadi salah satu entitas utama dalam ekosistem pembiayaan To become one of the main entities in housing finance ecosystem
perumahan yang mendukung penyediaan, kepemilikan dan that promotes the supply, ownership, and occupancy of decent
keterhunian rumah yang layak dan terjangkau bagi seluruh and affordable housing for all Indonesian families.
keluarga Indonesia.
Penjelasan Visi Perseroan Explanation of the Vision
Visi yang ditetapkan ini menggambarkan komitmen Perseroan The specified vision illustrates the Company’s commitment to
untuk menjadi bagian penting dalam mewujudkan impian being an essential part in achieving the dream of each family
setiap keluarga Indonesia, yaitu memiliki rumah yang layak dan in Indonesia, namely having a decent and affordable house.
terjangkau. Seiring dengan perluasan mandat yang diterima, As the received mandate expands, the Company not only
Perseroan tidak hanya berkontribusi pada penyediaan dana contributes to the provision of funds for mortgage financing,
untuk pembiayaan pemilikan rumah, namun juga menyediakan but also provides funding facilities to improve the habitability
fasilitas pendanaan untuk meningkatkan kelayakhunian serta as well as funding for supplies. By focusing to all families in
pendanaan di sisi supply. Dengan fokus pada seluruh keluarga Indonesia, the Company wishes to make real contributions to
Indonesia, Perseroan ingin memberikan kontribusi nyata dalam improving community welfare by providing decent housings.
meningkatkan kesejahteraan masyarakat melalui penyediaan
perumahan yang layak.
Misi Missions
1. Melaksanakan peran sebagai Special Mission Vehicle 1. To act as the Government’s Special Mission Vehicle and
Pemerintah dan agent of development dalam pembiayaan Agent of Development in housing finance.
perumahan.
2. Membangun dan mengembangkan pasar pembiayaan 2. To promote and develop a sustainable secondary mortgage
sekunder perumahan secara berkelanjutan. market.
3. Menyediakan sumber pendanaan dalam pembiayaan dan 3. To provide a source of funding for home financing and
64
kepemilikan rumah. ownership.
4. Mendukung program Sustainable Development Goals 4. To support the Government’s Sustainable Development
Pemerintah. Goals program.
5. Mengembangkan sinergi dengan stakeholder pembiayaan 5. To develop synergies with housing financing stakeholders
perumahan dan memberikan pelayanan yang unggul dengan and provide superior services with good governance.
Laporan Keberlanjutan 2025 Sustainability Report
tata kelola yang baik.
Perseroan telah melakukan evaluasi dan peninjauan terhadap The Company has conducted evaluations and reviews to
kesesuaian Visi dan Misi dengan perkembangan bisnis terkini determine the relevance of Vision and Missions to current
serta tantangan yang kemungkinan akan dihadapi di masa business development and future business difficulties. Based
mendatang. Berdasarkan hasil peninjauan tersebut, Visi dan on the reviews, the Company’s Vision and Missions remain
Misi Perseroan dinilai masih relevan dengan kondisi bisnis saat relevant to the Company’s current situations and the challenges
ini dan tetap mampu menjawab tantangan di masa depan. that it will take on in the future. This step demonstrates the
Langkah ini menunjukkan komitmen Perseroan untuk terus Company’s commitment to continuously ensuring that the
memastikan bahwa arah strategis yang diambil sejalan dengan strategic direction taken remains consistent with industrial
dinamika industri dan kebutuhan stakeholder. dynamics and stakeholder needs.
Nilai-Nilai Budaya Cultural Values
Integritas Sinergi Maju Terdepan Fokus
Integrity Synergy Moving Forward Focus
Kami menjalankan setiap Kami menjalin hubungan kerja yang Kami memotivasi diri untuk mencapai Kami melakukan yang terbaik
aktivitas dengan berpegang efektif, saling membantu, berbagi hasil terbaik, melampaui standar untuk memastikan tercapainya
pada peraturan dan etika informasi dan memberi nilai tambah kinerja dengan semangat tinggi. kebutuhan dan harapan
bisnis. untuk mencapai tujuan Perusahaan. We motivate ourselves to achieve the pemangku kepentingan.
We conduct every activity by We establish effective working best results, exceeding performance We do our best to ensure
adhering to business rules relationships, help each other, share standards with high morale stakeholder needs and
and ethics information, and add value to achieve expectations are met
company goals
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Integritas Sinergi Maju Terdepan Fokus
Integrity Synergy Moving Forward Focus
• Jujur dan dapat dipercaya • Berkolaborasi untuk tujuan • Berorientasi pada inovasi dan • Berorientasi pada proses
• Rasa kepemilikan dan Bersama digitalisasi • Berfokus pada Solusi
tanggung jawab terhadap • Berkoordinasi untuk performa • Inisiatif, agile, dan adaptif • Membangun hubungan
Perseroan terbaik • Pengembangan berkelanjutan dengan pelanggan
• Disiplin dalam pekerjaan • Peduli, saling menghargai dan • Innovation and digitalization • Memberikan layanan yang
• Bekerja dengan moral solutif dalam pemecahan masalah oriented unggul
yang baik, beretika tinggi • Collaborate for a common goal • Initiative, agile and adaptive • Process-oriented
dan profesional • Coordinate for best performance • Sustainable development • Focused on solution
• Honest and trustworthy • Care, respect each other and give • Building relationships with
• A sense of ownership solutions to problem solving customers
and responsibility to the • Deliver superior service
Company
• Discipline in work
• Work with good morals,
high ethics, and
professionalism
Pilar Strategis Perusahaan Company’s Four Strategic Pillars
Produk Reputasi Sinergi Operasional
Products reputation Synergy Operations
Perseroan mengeluarkan produk- Perseroan fokus dalam Perseroan melakukan sinergi untuk Perseroan berkomitmen untuk
produk yang berkualitas untuk meningkatkan reputasinya di mendorong pertumbuhan sektor meningkatkan kemampuan
melayani pasar pembiayaan primer pasar pembiayaan perumahan. pembiayaan perumahan. Program operasional melalui pengembangan
dan sekunder perumahan sesuai Reputasi yang dimaksud kerja diarahkan untuk menambah organisasi yang utamanya terkait
segmen dan target pasar yang meliputi pembentukan citra jumlah investor jangka panjang, aspek human capital dan teknologi
akan dituju. Tujuannya adalah dan pembinaan hubungan mendukung penyalur KPR dalam informasi. Struktur organisasi
untuk menciptakan produk yang baik dengan stakeholders. membangun unit bisnis KPR dan Perseroan senantiasa disesuaikan
sesuai dengan kebutuhan pasar Peningkatan reputasi perlu pembangunan infrastruktur sistem dengan perkembangan bisnis, di
dan dapat meningkatkan peran dilakukan untuk mendapatkan informasi perumahan yang dapat samping itu pembangunan sistem
Perseroan di pasar pembiayaan insentif dan dukungan regulator dimanfaatkan untuk memantau informasi manajemen ditujukan
primer dan pasar pembiayaan dan pada akhirnya dapat kondisi sektor pembiayaan untuk menciptakan efektivitas dan
sekunder. meningkatkan kedudukan perumahan. efisiensi operasional
The Company launched a variety Perseroan di pasar pembiayaan The Company harnesses Perseroan.
of superior quality products to perumahan. synergies with investors to The Company is committed to
serve the primary and secondary The Company focuses on encourage growth in the improving its operational capabilities
mortgage market according to improving its reputation in the mortgage financing sector. The through organizational development,
the targeted market segments mortgage financing market. Company’s work program is mainly in the human capital and
and targets. This is conducted to Reputation includes brand aimed at increasing the number information technology areas.
enable the Company to generate awareness and development of of long-term investors, supporting Therefore, the organizational
products that are in accordance good relations with stakeholders. mortgage lender institutions structure and management
with the needs of the market, This is conducted to allow the in developing the mortgage information system of the Company
which will ultimately increase the Company to have the incentives business units, and developing continues to be aligned with its
Company’s role in the primary and and support of the regulator, a housing information system business development, allowing it to
secondary mortgage market which will ultimately affect infrastructure that can be utilized run effectively and efficiently.
the Company’s position in the by stakeholders to monitor
mortgage financing market the condition of the mortgage
financing sector.
65
PETA PERSEBARAN WILAYAH [GRI 2-6] REGIONAL DISTRIBUTION MAP [GRI 2-6]
Peta persebaran wilayah operasional SMF mencakup seluruh The regional distributional map of SMF Operations cover all
PT Sarana Multigriya Finansial (Persero)
wilayah Indonesia dengan fokus pada pengembangan Indonesian territory with a focus on development of mortgage
pembiayaan perumahan di berbagai daerah, baik perkotaan financing in many areas, whether it is in the urban or village
maupun perdesaan. Sebagai lembaga pembiayaan sekunder, area. As a secondary mortgage financing institituion together
Perseroan bekerja sama dengan berbagai mitra, termasuk with the partner, including Bank and other financial institution to
bank dan lembaga keuangan lainnya, untuk memastikan akses ensure access equal financing of housing all over in Indonesia.
pembiayaan perumahan yang merata di seluruh Indonesia. Eventhough the coordination and management was carried out
Meskipun kegiatan koordinasi dan pengelolaan dilakukan di in the headquarter in Jakarta, SMF has a very huge coverage
kantor pusat Jakarta, SMF memiliki jaringan yang luas yang covering several provinces to support the equality of affordable
mencakup berbagai provinsi guna mendukung pemerataan housing ownership for all Indonesian people.
kepemilikan rumah yang terjangkau bagi masyarakat Indonesia.
PANGSA PASAR MARKET SHARE
SMF merupakan satu-satunya entitas di Indonesia yang SMF is the only entity in Indonesia that plays a role as a
berperan sebagai perusahaan pembiayaan sekunder perumahan secondary mortgage financing company having its main
dengan fokus utama menyediakan likuiditas bagi lembaga focus on the provision of liquidity for financial institutions that
keuangan yang menyalurkan kredit perumahan. Target pasar extend housing loans. The Company’s target market includes
Page 66
Perseroan mencakup Bank Umum, Bank Pembangunan Daerah Commercial Banks, Regional Development Banks (BPD),
(BPD), Perusahaan Pembiayaan, Bank Perkreditan Rakyat Financing Companies, Rural Banks (BPR), and other financial
(BPR), serta berbagai lembaga keuangan lainnya. Dengan institutions. The Company, having this strategic position,
posisi strategis ini, Perseroan menguasai pangsa pasar 100% is exclusively the only one (100% market share) running in
di industri pembiayaan sekunder perumahan di Indonesia, secondary mortgage financing in Indonesia, which reinforces
memperkuat perannya dalam mendukung keberlanjutan dan its role in supporting the sustainability and growth of national
pertumbuhan sektor perumahan nasional. Adapun pangsa pasar housing sector. The market shares for some products and
untuk produk dan layanan Perseroan adalah sebagai berikut: services of the Company are:
1. Pasar Produk Sekuritisasi 1. Securitization
Penyaluran sekuritisasi telah dilakukan SMF sejak tahun SMF has been distributing securitization since 2009. By the
2009. Sampai dengan akhir tahun 2025, Perseroan telah end of 2025, the Company had conducted 17 securitization
melakukan 17 transaksi sekuritisasi dengan 3 Kreditur Asal, transactions with 3 Originators, namely 15 issuances with
yakni 15 kali penerbitan dengan BTN, dan masing-masing BTN, and one issuance each with Bank Mandiri and Bank
satu kali penerbitan bersama dengan Bank Mandiri dan Bank BSI. The issuance of Sharia RMBS-PC SMF-BRIS01, which is
BSI. Adapun penerbitan EBA Syariah-SP SMF-BRIS01 yang a collaboration between the Company as Arranger and Bank
merupakan kerjasama antara Perseroan sebagai Arranger BSI as Originator, is the first issuance of Sharia Residential
dan Bank BSI sebagai Kreditur Asal merupakan penerbitan Mortgage-Backed Securities in Indonesia. As of December
Efek Beragun Aset Syariah pertama di Indonesia. Per 31 31, 2025, the total securitization disbursed by the Company
Desember 2025, total sekuritisasi yang telah disalurkan was recorded at Rp14.212 trillion.
Perseroan tercatat sebesar Rp14,212 triliun.
2. Pasar Produk Pembiayaan 2. Financing
Sesuai dengan Statistik Perbankan Indonesia (SPI) yang According to the Indonesian Banking Statistics (SPI)
dirilis OJK, outstanding Kredit Kepemilikan Rumah (KPR) per released by the Financial Services Authority (OJK),
31 Desember 2025 tercatat sebesar Rp768,89 triliun dengan outstanding Mortgage (KPR) as of December 31, 2025,
tingkat pertumbuhan tahunan sebesar 6,94% (yoy) Bank were recorded at Rp768.89 trillion, with an annual growth
Himbara masih menjadi lembaga jasa keuangan dengan rate of 6.94% (yoy). Bank Himbara remains the financial
66
pangsa pasar KPR tertinggi dengan porsi sebesar 60,83%, services institution with the highest mortgage market share
diikuti oleh Bank Swasta Nasional sebesar 35,05%, Bank at 60.83%, followed by National Private Banks at 35.05%,
Pembangunan Daerah (BPD) sebesar 4,09%, dan Bank Regional Development Banks (BPD) at 4.09%, and Foreign
Asing sebesar 0,02%. Banks at 0.02%.
Laporan Keberlanjutan 2025 Sustainability Report
Sementara itu, penyaluran pembiayaan Perseroan untuk Meanwhile, the financing distribution by the Company for
segmen konvensional per Desember 2025 mencapai conventional segments as of December 2025 was reached
Rp10,69triliun dengan distribusi sebagai berikut: Rp10.69 trillion, with details as follows:
a. KPR Komersial dengan total pembiayaan Rp1,5 triliun a. Commercial mortgages with a total financing of Rp1.5
disalurkan kepada Bank Pembangunan Daerah. trillion were disbursed to Regional Development Banks.
b. Kredit Mikro Perumahan memiliki total penyaluran b. Micro Housing Loans had a total disbursement of
Rp17,44 miliar, dengan porsi terbesar berasal dari Rp17.44 billion, with the largest portion coming from
Lembaga Keuangan Lainnya. Other Financial Institutions.
c. Kredit Multiguna Perumahan dengan total pembiayaan c. Multipurpose Housing Loans totaled Rp9.17 trillion,
Rp9,17 triliun, yang sebagian besar disalurkan oleh Bank disbursed primarily by commercial banks (Rp500
Umum (Rp500 miliar), Bank Pembangunan Daerah billion), regional development banks (Rp8.57 trillion),
(Rp8,57 triliun), dan Multifinance (Rp100 miliar). and multifinance companies (Rp100 billion).
Apabila dibandingkan dengan total outstanding KPR Compared to the total national mortgage outstanding of
nasional yang mencapai Rp768,89 triliun, porsi pembiayaan Rp768.89 trillion, the Company’s portion of financing disbursed
yang disalurkan Perseroan pada segmen terkait masih relatif to this segment remains relatively small. Nevertheless, the
kecil. Meski demikian, kontribusi Perseroan tetap memiliki Company continues to play a strategic role in maintaining
peran strategis dalam menjaga likuiditas perbankan serta liquidity in banks and other financial institutions, particularly
lembaga keuangan lainnya, khususnya melalui penyaluran by channeling financing to segments not yet fully covered by
pembiayaan ke segmen yang belum sepenuhnya terjangkau conventional banking.
oleh perbankan konvensional.
Page 67
Peran tersebut tercermin dari pola distribusi pembiayaan This role is reflected in the Company’s financing distribution
yang dilakukan Perseroan. Bank Umum masih menjadi pattern. Commercial banks remain the primary contributors, in
kontributor utama, selaras dengan struktur pasar KPR line with the national mortgage market structure. At the same
nasional. Pada saat yang sama, BPR, BPD, dan Perusahaan time, rural banks (BPR), regional development banks (BPD),
Pembiayaan turut memberikan kontribusi yang berarti, and financing companies also make significant contributions,
khususnya pada segmen Kredit Multiguna Perumahan particularly in the Multipurpose Housing Loans and micro-
dan Kredit Mikro Perumahan, yang membutuhkan skema housing loans segments, which require more flexible financing
pembiayaan lebih fleksibel. schemes.
Dengan komposisi tersebut, Perseroan berperan dalam With this composition, the Company plays a role in expanding
memperluas dan mendiversifikasi sumber pembiayaan and diversifying housing financing sources beyond traditional
perumahan di luar skema KPR perbankan tradisional. Secara banking mortgage schemes. Overall, although the Company’s
keseluruhan, meskipun nilai pembiayaan Perseroan masih financing value is still below the national total mortgage,
berada di bawah total KPR nasional, kontribusinya dalam its contribution in expanding access to housing financing,
memperluas akses pembiayaan perumahan terutama pada especially in the Micro Housing Loans and Multipurpose
segmen Kredit Mikro Perumahan dan Kredit Multiguna Housing Loans segments, is an important factor in encouraging
Perumahan menjadi faktor penting dalam mendorong inklusi financial inclusion and supporting the sustainable development
keuangan serta mendukung pengembangan sektor properti of the property sector.
secara berkelanjutan.
3. Pasar Unit Usaha Syariah 3. Sharia Business Unit
Berdasarkan Statistik Perbankan Syariah yang dipublikasikan Based on Sharia Banking Statistics published by the Financial
Otoritas Jasa Keuangan (OJK) per Juni 2025, outstanding Services Authority (OJK) as of June 2025, outstanding
Kredit Kepemilikan Rumah (KPR) Syariah tercatat sebesar Sharia Mortgage (KPR) were recorded at Rp150.1 trillion,
Rp150,1 triliun dengan tingkat pertumbuhan tahunan with an annual growth rate of 7.25% (yoy). The national
mencapai 7,25% (yoy). Struktur pasar KPR Syariah nasional Sharia mortgage market structure is still dominated by
masih didominasi oleh Unit Usaha Syariah (UUS) dengan Sharia Business Units (UUS) with a 58.31% share, while
pangsa sebesar 58,31%, sementara Bank Umum Syariah Sharia Commercial Banks (BUS) account for 41.69%.
(BUS) menguasai porsi sebesar 41,69%.
Sejalan dengan perkembangan tersebut, realisasi In line with these developments, the Company’s financing
penyaluran pembiayaan Perseroan pada segmen syariah disbursement in the Sharia segment reached Rp2.2 trillion by
hingga Desember 2025 mencapai Rp2,2 triliun. Capaian December 2025. This achievement reflects the Company’s
ini mencerminkan kontribusi Perseroan dalam mendukung contribution in supporting the growth of Sharia-based
pertumbuhan pembiayaan perumahan berbasis syariah housing financing through various cooperation schemes
melalui berbagai skema kerja sama dengan lembaga with financial institutions. The distribution of financing in
keuangan. Adapun distribusi pembiayaan pada segmen the Sharia segment is outlined as follows:
syariah diuraikan sebagai berikut: 67
a. Penyaluran pembiayaan berdasarkan segmen : Unit a. Financing distribution by segment: BPDRp982 Billion
Usaha Syariah BPD Rp982 Miliar, Bank Umum Syariah Sharia Business Unit, Rp483 Billion Sharia Commercial
Rp483 Miliar, Multifinance Syariah 392 miliar, BPD Bank, Rp392 Billion Sharia Multifinance, Rp250 Billion
syariah Rp250 miliar, Lembaga keuangan lainnya Rp45,8 Sharia Regional Development Bank, Rp45.8 Billion Other
PT Sarana Multigriya Finansial (Persero)
miliar. Financial Institutions.
b. Penyaluran Pembiayaan berdasarkan produk :PPR b. Financing distribution based on product: PPR 49.19%,
49,19%, PMG Perumahan 48,50%, Pembiayaan Mikro PMG Housing 48.50%, Micro Housing Financing 2.03%,
Perumahan 2,03%, Rent to Own (RTO) 0,04%, dan Griya Rent to Own (RTO) 0.04%, and Griya Nusantara 0.25%.
Nusantara 0,25%.
KOMPOSISI KARYAWAN [GRI EMPLOYEES COMPOSITION [GRI
2-7, 2-8] [OJK C.3, F.18 ] 2-7, 2-8] [OJK C.3, F.18]
Dengan diterapkannya prinsip kesetaraan dan keberagaman With the implementation of equality and diversity principles
di lingkungan kerja, Perseroan didukung oleh karyawan yang within the Company, the Company is supported by employees
berasal dari berbagai latar belakang suku, pendidikan, gender, from various ethnic, educational, gender, and religious
dan agama. Bagi Perseroan, keberagaman bukanlah hambatan, backgrounds. For the Company, diversity is not an obstacle
melainkan keunggulan yang memberikan nilai tambah serta but an advantage that provides added value and opportunities
membuka peluang untuk memperoleh perspektif baru, ide- to gain diverse perspectives, innovative ideas, and competitive
ide inovatif, dan keunggulan kompetitif. Keberagaman ini advantages. This diversity creates a more dynamic collaborative
Page 68
menciptakan ruang kolaborasi yang lebih dinamis, memperkaya space, enriches decision-making, and strengthens the
proses pengambilan keputusan, serta memperkuat kemampuan Company’s ability to respond to business challenges and
Perseroan dalam merespons tantangan dan peluang bisnis opportunities more effectively.
dengan lebih efektif.
Dalam menyajikan data karyawan, Perseroan menggunakan The Company’s employee data is presented using a methodology
metodologi dan asumsi yang melibatkan perhitungan jumlah and assumptions that calculates the total workforce for 2025.
tenaga kerja secara keseluruhan sepanjang tahun 2025. This includes three categories: permanent employees, contract
Perhitungan ini mencakup tiga kategori yaitu karyawan tetap, employees and active outsourced personnel as of December
karyawan tidak tetap, serta karyawan outsource yang aktif 31, 2025. These figures, comprehensively collected, reflect
berdasarkan kondisi akhir pada tanggal 31 Desember 2025, the workforce composition as of December 31, 2025, even if
meskipun tidak bekerja sepanjang tahun. Data ini dikumpulkan they did not work for a full year. This data is comprehensively
secara menyeluruh dan dilaporkan sesuai dengan kondisi per collected and reported based on the final condition as of
31 Desember 2025. [GRI 2-7] December 31, 2025. [GRI 2-7]
Per 31 Desember 2025, Perseroan memiliki karyawan As of December 31, 2025, the Company had 110 employees, a
sebanyak 110 orang karyawan, berkurang 7 orang atau 5,98% decrease of 7 employees or 5.98% compared to the previous
dibandingkan tahun sebelumnya. Oleh karena Perseroan hanya year. Since the Company only has office in Jakarta, employees
memiliki kantor di Jakarta, maka seluruh karyawan bekerja are all located in Jakarta and there is no information about the
di Jakarta dan tidak terdapat informasi mengenai karyawan employee and their working area in this report. The following
dan wilayah kerja dalam laporan ini. Informasi selengkapnya table provides a breakdown of employee’s diversity: [GRI 2-7]
tentang keberagaman karyawan disampaikan dalam tabel [OJK C.3]
berikut: [GRI 2-7] [OJK C.3]
Jumlah Karyawan Berdasarkan Status Kepegawaian dan Jenis Kelamin
Number of Employees by Employment Status and Gender
2025 2024 2023
Status
Kepegawaian Laki- Laki- Laki-
Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
68 Employment Status laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
Karyawan Tetap 69 37 106 77 37 114 75 35 110
Permanent Employee
Karyawan Tidak Tetap 3 1 4 2 1 3 2 1 3
Laporan Keberlanjutan 2025 Sustainability Report
Non-Permanent
Employee
Jumlah 72 38 110 79 38 117 77 36 113
Total
Jumlah Karyawan Berdasarkan Jenis Kelamin dan Tingkat Pendidikan
Number of Employees by Gender and Education Level
Tingkat 2025 2024 2023
Pendidikan Laki- Laki- Laki-
Level of Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Education Male Male
Male
Doktor (S3) 1 0 1 1 - 1 1 - 1
Doctor
Master (S2) 26 12 38 28 12 40 23 11 34
Master
Sarjana (S1)/ 42 24 66 47 25 72 50 24 74
Setara
Bachelor/
Equivalent
Diploma (D3/D4) 2 2 4 1 1 2 1 1 2
Diploma
Page 69
Jumlah Karyawan Berdasarkan Jenis Kelamin dan Tingkat Pendidikan
Number of Employees by Gender and Education Level
Tingkat 2025 2024 2023
Pendidikan Laki- Laki- Laki-
Level of Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Education Male Male
Male
SMU/setara 1 0 1 2 - 2 2 - 2
school/Equivalent
Jumlah 72 38 110 79 38 117 77 36 113
Total
Perseroan menyadari pentingnya memiliki sumber daya manusia The Company realizes the importance of having human
dengan berbagai keahlian di bidang Science, Technology, capital with various kinds of expertise in the fields of Science,
Engineering dan Mathematics (STEM). Dengan keberagaman Technology, Engineering and Mathematics (STEM). With
keahlian ini, Perseroan berhasil menciptakan keunggulan diversity in these fields, the Company has managed to gain
kompetitif melalui peluang inovasi, peningkatan efisiensi competitive advantages through innovation opportunities,
operasional, serta penguatan ketahanan perusahaan dalam increase in operational efficiency, and formation of resilience of
menghadapi perkembangan teknologi dan dinamika industri. the company amidst technological developments and industrial
Berikut komposisi pegawai Perseroan dalam kategori STEM: dynamics. The composition of the Company’s employees in
[GRI 2-7] [OJK C.3] the STEM category is as follows: [GRI 2-7] [OJK C.3]
Jumlah karyawan berdasarkan Kategori STEM dan Jenis Kelamin
Number of employees based on STEM Category and Gender
2025 2024 2023
Keterangan Laki- Laki- Laki-
Description Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
Sains 1 2 3 1 2 3 1 2 3
Science
Teknologi 9 5 14 10 5 15 10 4 14
Technology
Teknik 5 2 7 6 - 6 6 - 6
Engineering
Matematika 0 1 1 - 1 1 - 1 1
Mathematics
Non-STEM 57 28 85 62 30 92 60 29 89
Non Stem
69
Jumlah 72 38 110 79 38 117 77 36 113
Total
PT Sarana Multigriya Finansial (Persero)
Jumlah Karyawan Berdasarkan Asal Daerah dan Jenis Kelamin
Number of Employees Based on Region of Origin and Gender
2025 2024 2023
Asal Daerah Laki- Laki- Laki-
Region of Origin Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
Suku Bali 0 2 2 - 2 2 - 2 2
Balinese Tribe
Suku Batak 6 5 11 6 5 11 6 4 10
Batak Tribe
Suku Betawi 11 7 18 11 8 19 11 8 19
Betawi Tribe
Suku Biak 0 1 1 - 1 1 - 1 1
Biak Tribe
Suku Bugis 0 3 3 - 4 4 - 3 3
Bugis Tribe
Page 70
Jumlah Karyawan Berdasarkan Asal Daerah dan Jenis Kelamin
Number of Employees Based on Region of Origin and Gender
2025 2024 2023
Asal Daerah Laki- Laki- Laki-
Region of Origin Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
Suku Jawa 30 16 46 33 15 48 32 15 47
Javanese Tribe
Suku Melayu 1 1 1 - 1 1 - 1
melayu Tribe
Suku Minangkabau 6 1 7 8 1 9 8 1 9
Minangkabau Tribe
Suku Sunda 16 2 18 17 2 19 16 2 18
Sunda Tribe
Suku Lainnya 2 1 3 3 - 3 3 - 3
Other Tribe
Jumlah 72 38 110 79 38 117 77 36 113
Total
Jumlah Karyawan Berdasarkan Jenis Kelamin dan Kelompok Usia
Number of Employees by Gender and Age
2025 2024 2023
Rentang
Usia Laki- Laki- Laki-
Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
Age laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
23-30 tahun 11 11 22 15 12 27 - - -
23- 30 years
70 old (yo)
31-35 tahun 26 13 39 31 13 44 2 1 3
31-35 yo
36-40 tahun 15 8 23 13 7 20 5 1 6
36-40 yo
Laporan Keberlanjutan 2025 Sustainability Report
41-45 tahun 10 3 13 13 4 17 12 3 15
41-45 yo
46-50 tahun 8 2 10 5 1 6 11 5 16
46-50 yo
51-55 tahun 2 1 3 2 1 3 29 11 40
51-55 yo
>50 tahun 0 0 0 - - - 18 15 33
>50 yo
Jumlah 72 38 110 79 38 117 77 36 113
Total
Komposisi Pegawai Berdasarkan Gender, Kelompok Umur, dan Level Jabatan 2025
Employee Composition by Gender and Age Group and Position Level in 2025
Level jabatan
Position Level
Rentang
Sr.
Usia Assistant Sr.
Senior Vice Vice Assistant Senior Assistant
Age Vice Manager Associate &
President President Vice Manager Manager
Group President Associate
President
L P L P L P L P L P L P L P L P
18-24 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
25-34 0 0 0 0 0 0 3 1 3 0 12 5 13 13 2 3
35-44 0 0 5 3 0 1 5 2 7 0 7 4 3 2 1 0
45-54 3 0 3 1 3 0 0 0 2 2 0 1 0 0 0 0
Page 71
Komposisi Pegawai Berdasarkan Gender, Kelompok Umur, dan Level Jabatan 2025
Employee Composition by Gender and Age Group and Position Level in 2025
Level jabatan
Position Level
Rentang
Sr.
Usia Assistant Sr.
Senior Vice Vice Assistant Senior Assistant
Age Vice Manager Associate &
President President Vice Manager Manager
Group President Associate
President
L P L P L P L P L P L P L P L P
>55 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Jumlah 3 0 8 4 3 1 8 3 12 2 19 10 16 15 3 3
Total
Komposisi Pegawai Berdasarkan Gender, Kelompok Umur, dan Level Jabatan 2024
Employee Composition by Gender and Age Group and Position Level in 2024
Level jabatan
Position Level
Rentang Usia Sr. Assistant Assistant
Senior Vice Vice Senior Assistant Sr. Associate
Age Group Vice Vice Manager
President President Manager Manager & Associate
President President
L P L P L P L P L P L P L P L P
18-24 - - - - - - - - - - - - - 1 -
25-34 - - - - 1 - 2 - 3 - 10 4 20 17 2 2
35-44 - - 4 4 1 1 5 2 7 1 5 3 4 1 1 -
45-54 3 - 3 - 3 - - - 2 2 - 1 - - 1 -
>55 - - - - - - - - - - 1 - - - - -
Jumlah 3 - 7 4 5 1 7 2 12 3 16 8 24 18 5 2
Total
Komposisi Pegawai Berdasarkan Gender, Kelompok Umur, dan Level Jabatan 2023
Employee Composition by Gender and Age Group and Position Level in 2023
Level jabatan
Position Level
Rentang
Usia Senior Vice Vice Assistant Vice Senior Assistant Senior
Manager Associate
Age Group President President President Manager Manager Associate 71
L P L P L P L P L P L P L P L P
18 – 24 - - - - - - - - - - 1 - - - - -
25 – 34 - - - - 2 2 - 9 4 23 18 1 - 1 1
PT Sarana Multigriya Finansial (Persero)
35 – 44 - - 4 4 5 2 5 2 8 3 4 1 - - 1
45 – 54 3 - 3 3 2 2 - 1 - - - - 1
> 55 - - - - - - - - 1 - - - - - - -
Jumlah 3 - 7 4 10 2 9 4 18 8 28 19 1 - 3 1
Total
Dalam mendukung pengambilan keputusan dan pengawasan Regarding the importance of decision-making and operational
operasional Perseroan, Perseroan didukung oleh sebanyak 15 supervision of the Company, the Company is also supported
orang manajemen senior pada pangkat Senior Vice President & by 15 senior management personnel at the Senior Vice
Vice President yang mewakili 13,64% dari total 110 karyawan. President & Vice President level, representing 13.64% of the
Seluruh manajemen senior tersebut merupakan Warga Negara total 110 employees. All these senior management personnel
Indonesia (WNI) yang berdomisili di wilayah Jabodetabek. are Indonesian citizens (WNI) residing in Jabodetabek area.
[GRI 202-2] [GRI 202-2]
Page 72
Jumlah komposisi Karyawan Berdasarkan Jenis Kelamin dan Level Jabatan
Employee Composition by Gender and Position Level
[GRI 2-7] [OJK C.3]
2025 2024 2023
Keterangan Laki- Laki- Laki-
Description Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Male Male Male
Senior Vice 3 0 3 3 - 3 3 - 3
President
Vice President 8 4 12 7 4 11 7 4 11
Senior AVP 3 1 4 5 1 6 - - -
Assistant Vice 8 3 11 7 2 9 10 2 12
President (AVP)
Senior Manager 12 2 14 12 3 15 10 4 14
Manager 19 10 29 16 8 24 18 9 27
Assisstant 16 15 31 24 18 42 25 16 41
Manager
Senior Associate 3 3 6 5 2 7 4 1 5
& Associate
Jumlah 72 38 110 79 38 117 77 36 113
Total
Catatan: Terdapat perubahan kategori level jabatan pada tahun 2024, yang posisi Associate tidak ada lagi di tahun 2024 dan terdapat tambahan level Senior AVP.
Note: There were several changes to the category of position level in 2024 in which the position of Associate is no longer used in 2024 and there was an addition of the position of
Senior AVP
Berdasarkan tabel di atas, keberagaman karyawan Perseroan Based on the table above, the diversity of the Company’s
pada tahun 2025 dapat dilihat dari jumlah karyawan berdasarkan employees in 2025 can be seen from the number of employees
level jabatan di mana pada level Senior Vice President diduduki based on job level where at the Senior Vice President level it
72
oleh 100% karyawan laki-laki, level jabatan Vice President is occupied by 100% male employees, the Vice President level
diduduki oleh 66,67% laki-laki dan 33,33% perempuan, level is occupied by 66.67% male and 33.33% female, the senior
jabatan senior AVP diduduki oleh 75,00% laki-laki dan 25,00% AVP level is occupied by 75.00% male and 25.00% female,
perempuan, level jabatan assistant vice president diduduki the assistant vice president level is occupied by 72.73% male
oleh 72,73% laki-laki dan 27,27% perempuan, level jabatan and 27.27% female, the senior manager level is occupied by
Laporan Keberlanjutan 2025 Sustainability Report
senior manager diduduki oleh 85,71% laki-laki dan 14,29% 85.71% male and 14.29% female, the manager level is occupied
perempuan, level jabatan manager diduduki oleh 65,52% laki- by 65.52% male and 34.48% female, the assistant manager
laki dan 34,48% perempuan, level jabatan assistant manager level is occupied by 51.61% male and 48.39% female and the
diduduki oleh 51,61% laki-laki dan 48,39% perempuan serta senior associate and associate levels are occupied by 50.00%
level jabatan senior associate dan associate diduduki oleh male and 50.00% female.
50,00% laki-laki dan 50,00% perempuan.
Jumlah Badan Tata Kelola Berdasarkan Usia dan Level Jabatan
Number of Governance Body Members by Age and Position
[OJK C.3]
2025 2024 2023
30 30 30
<30 >50 <30 >50 <30 >50
Keterangan – 50 – 50 – 50
tahun tahun Jumlah
tahun
tahun
tahun
Jumlah
tahun
tahun
tahun
Jumlah
Description
<30
tahun >50 <30 >50 <30 >50
30-50 Total 30-50 Total 30-50 Total
years years years years years years
years years years
old old old old old old
old old old
Dewan - - 3 3 - - 3 3 - - 3 3
Komisaris
Board of
Commissioners
Direksi - - 3 3 - - 3 3 - - 3 3
Board of
Directors
Page 73
Jumlah Badan Tata Kelola Berdasarkan Usia dan Level Jabatan
Number of Governance Body Members by Age and Position
[OJK C.3]
2025 2024 2023
30 30 30
<30 >50 <30 >50 <30 >50
Keterangan – 50 – 50 – 50
tahun tahun Jumlah
tahun
tahun
tahun
Jumlah
tahun
tahun
tahun
Jumlah
Description
<30
tahun >50 <30 >50 <30 >50
30-50 Total 30-50 Total 30-50 Total
years years years years years years
years years years
old old old old old old
old old old
Dewan - - 1 1 - 2 3 5 - 3 3 6
Pengawas
Syariah
Sharia
Supervisory
Boar
Sekretaris - 1 1 1 - - 1 1 - - 1 1
Dewan
Komisaris
Secretary to
the BoC
Jumlah - 1 7 8 - 2 10 12 - 3 10 13
Total
Jumlah Karyawan Bukan Pekerja Langsung Perseroan
Number of Indirect Employees of the Company
[GRI 2-7, 2-8] [OJK C.3]
Status 2025 2024 2023
Kepegawaian Laki- Laki- Laki-
Employment Perempuan Jumlah Perempuan Jumlah Perempuan Jumlah
laki Female Total
laki
Female Total
laki
Female Total
Status Male Male
Male
Magang 5 1 6 3 7 10 3 5 8
Internship
Alih Daya 47 24 71 49 27 76 51 27 78
Outsourced
Jumlah 52 25 77 52 34 86 54 32 86
Total
73
PT Sarana Multigriya Finansial (Persero)
Page 74
Jenis dan Ruang Lingkup Pekerjaan Pekerja Bukan Pekerja Langsung
Type and Scope of Work of the Company’s Indirect Employees
[GRI 2-8] [OJK C.3]
Status Kepegawaian Jenis Pekerjaan Ruang lingkup Pekerjaan
Employment Status Type of Work Scope of Work
Magang Administrasi dan Mendukung kegiatan administrasi dan korespondensi di unit kerja terkait
Internship korespondensi Supporting administration and correspondence activities in the relevant working unit
Administratuion and
Correspondence
Alih Daya Driver Mengemudikan kendaraan perusahaan untuk mengantar dan menjemput sesuai
Outsourced kebutuhan operasional, serta memastikan kendaraan dalam kondisi baik dan aman.
Driving vehicles of the Company to drop and pick up in accordance with operational
needs, and ensuring that the vehicles are in good and safe condition
Office Boy Membantu operasional kantor dengan mendistribusikan makanan atau minuman.
Assisting with the office operations by distributing food or drinks
Cleaning Service Melakukan pembersihan dan perawatan kebersihan lingkungan kerja untuk memastikan
kenyamanan dan kebersihan area kantor.
Cleaning and maintaining the cleanliness of the work environment to ensure comfort and
hygiene of the office area
Kurir Mengantarkan dan mengambil dokumen atau barang sesuai dengan jadwal dan lokasi
Courier yang ditentukan secara tepat waktu dan aman.
Deliver and pick up documents or goods according to the specified schedule and
location in a timely and safe manner
Resepsionis Menyambut tamu, menerima telepon, serta mengelola administrasi penerimaan untuk
Receptionist memastikan kelancaran komunikasi, melakukan layanan di area depan kantor termasuk
pengelolaan ruang rapat.
Welcoming guests, answering phone calls, and managing reception administration to
ensure smooth communication, providing services in the front office area including
managing meeting rooms
Security Menjaga keamanan lingkungan kerja dengan melakukan pengawasan, pemeriksaan, dan
tindakan pencegahan terhadap potensi gangguan.
Maintaining a safe work environment by conducting supervision, inspections and
74
preventive measures against potential disturbances
Sekretaris Direksi Mendukung Direksi dalam administrasi, pengelolaan jadwal, serta koordinasi informasi
Secretary to the Board of untuk memastikan efektivitas kerja pimpinan.
Director Supporting the Board of Directors in administration, schedule management, and
information coordination to ensure the effectiveness of work of the management
Laporan Keberlanjutan 2025 Sustainability Report
Staf Melaksanakan tugas administratif dan operasional atau fungsi tertentu yang dapat dialih
Staff dayakan sesuai dengan bidangnya guna mendukung kelancaran bisnis perusahaan.
Performing administrative and operational tasks or certain functions that can be
outsourced according to their field to support the smooth running of the company’s
business
Teknisi Melakukan perawatan, perbaikan, dan instalasi peralatan atau sistem teknis untuk
Technician memastikan kelancaran operasional perusahaan.
Performing maintenance, repair, and equipment installation
RANTAI PASOKAN SUPPLY CHAIN
Untuk memenuhi kebutuhan dan mendukung kegiatan usaha, To meet the needs and to support the business activities, the
SMF menjalin kerja sama dengan berbagai jenis pemasok Company collaborates with various kinds of suppliers with
dengan durasi kerja sama yang bervariasi, mulai dari jangka short-term and long-term cooperation. In selecting vendors,
pendek hingga jangka panjang. Dalam pemilihan pemasok, the Company prioritizes domestic (local) suppliers as a part
Perseroan memberikan prioritas kepada pemasok dalam negeri of efforts to support their advancement and empowerment,
(lokal) sebagai bagian dari upaya mendukung kemajuan dan while ensuring that the quality and specifications required by
pemberdayaan mereka dengan tetap memastikan bahwa the Company are fulfilled. Such domestic suppliers include
kualitas dan spesifikasi yang dibutuhkan oleh Perseroan various kinds of business actors, starting from SOEs, private
terpenuhi. Pemasok dalam negeri yang dimaksud mencakup employees, up to Micro, Small, and Medium Enterprises
berbagai jenis pelaku usaha, mulai dari BUMN, perusahaan (MSMEs) originating from Indonesia. Through this approach,
swasta, hingga Usaha Mikro, Kecil, dan Menengah (UMKM) it is expected that domestic suppliers may continuously develop
yang berasal dari Indonesia. Dengan pendekatan ini, diharapkan so as to contribute to the reinforcement of Indonesian economy.
pemasok lokal dapat terus berkembang dan berkontribusi pada However, if domestic suppliers are deemed unable to meet
penguatan perekonomian Indonesia. Namun, jika pemasok the needs of required goods and services, or there are certain
dalam negeri tidak dapat memenuhi kebutuhan barang dan considerations, the Company also creates opportunities for
Page 75
jasa yang diperlukan atau terdapat pertimbangan tertentu, collaboration with foreign suppliers that operate and are based
Perseroan juga membuka peluang kerja sama dengan pemasok outside Indonesia.
luar negeri yang beroperasi di luar Indonesia.
Berdasarkan kriteria di atas, per 31 Desember 2025, Perseroan Based on the criteria, As of December 31, 2025, the Company
menjalin kerja sama dengan 153 pemasok dengan total nilai collaborated with 153 suppliers with procurement value of
pengadaan sebesar Rp58.068 juta. Nilai ini mengalami kenaikan Rp58.068 million. This value is smaller/bigger compared to
dibandingkan tahun 2024 dengan pemasok sebanyak 133 that in 2024, namely 133 suppliers with procurement value
pemasok dan nilai pengadaan sebesar Rp41.153 juta. Secara of Rp41.153 million. The percentage of domestic supplier
persentase, pelibatan pemasok dalam negeri tahun 2025 involvement in 2025 is recorded at 99%, an increase compared
tercatat sebesar 99%, naik dibandingkan tahun 2024, yang to 2024, which was recorded at 98.50%. The value of domestic
tercatat sebesar 98,50%. Adapun nilai kontrak pemasok dalam supplier contracts in the reporting year was Rp56,997 million,
negeri pada tahun pelaporan terbilang sebesar Rp56.997 juta, an increase compared to 2024, which reached Rp40,772 million.
naik dibandingkan tahun 2024, yang mencapai Rp40.772 juta. Although there was an increase in the value of domestic supplier
Walau terjadi kenaikan nilai kontrak pemasok dalam negeri, contracts, the percentage decreased from 99.07% in 2024 to
namun persentasenya turun dari 99,07% pada tahun 2024 98.15% in 2025.
menjadi 98,15% pada tahun 2025.
Rantai Pasokan Barang dan Jasa Perseroan
Company’s Goods and Service Supply Chain
[GRI 2-6]
Jenis 2025 2024 2023
Hubungan
Bisnis Nilai
Lokasi Kontrak
Jenis Jenis dengan Jumlah Nilai Kontrak Jumlah
Penyedia Jumlah Nilai Kontrak (Rp
Penyedia Aktivitas Penyedia Penyedia (Rp Juta) Penyedia
Location
Type of Type of Types of Penyedia (Rp Juta) Number Contract Number
Juta)
of Contract
Suppliers Activities business Number of Contract Value of Value (Rp. of
Suppliers Value
relationship suppliers (Rp. Million suppliers Million suppliers
with (Rp.
suppliers Million
Penyedia Indonesia Produksi, Jangka 39 15.145 30 6.648 26 4.706
Barang Barang Jadi pendek,
Suppliers Finished jangka
of Goods Products menengah
atau jangka
panjang.
Short,
medium and
long term
services
Penyedia Indonesia Layanan Jangka 113 41.851 101 34.124 133 48.385
Jasa Konsultansi, pendek, 75
Service renovasi, jangka
providers pelatihan, menengah
asuransi, atau jangka
KAP, panjang.
PT Sarana Multigriya Finansial (Persero)
maintenance, Short,
EO dan MCU. medium and
Consultation, long term
renovation, services
training,
insurance
, public
accounting,
maintenance.
Eo, and MCU
services
Page 76
Rantai Pasokan Barang dan Jasa Perseroan
Company’s Goods and Service Supply Chain
[GRI 2-6]
Jenis 2025 2024 2023
Hubungan
Bisnis Nilai
Lokasi Kontrak
Jenis Jenis dengan Jumlah Nilai Kontrak Jumlah
Penyedia Jumlah Nilai Kontrak (Rp
Penyedia Aktivitas Penyedia Penyedia (Rp Juta) Penyedia
Location
Type of Type of Types of Penyedia (Rp Juta) Number Contract Number
Juta)
of Contract
Suppliers Activities business Number of Contract Value of Value (Rp. of
Suppliers Value
relationship suppliers (Rp. Million suppliers Million suppliers
with (Rp.
suppliers Million
Penyedia Luar negeri Layanan Jangka 1 1.072 2 381 1 450
Jasa (Singapura konsultasi pendek,
Service & Filipina) Consultation jangka
providers Foreign services menengah
(Singapore atau jangka
and panjang.
Phillipines) Short,
medium and
long term
services
Jumlah Total 153 58.068 133 41.153 160 53.541
Total Number
PERUBAHAN YANG BERSIFAT SIGNIFICANT CHANGES
SIGNIFIKAN [GRI 2-6] [OJK C.6] [GRI 2-6] [OJK C.6]
Pada tahun pelaporan terdapat perubahan yang bersifat During the reporting year, there was a significant change in
signifikan yaitu Perseroan menggunakan gedung baru yaitu that the Company began using a new building, namely the
gedung SMF 4. Selain itu, juga tidak terdapat perubahan dalam SMF 4 building. In addition, there were also no changes in the
76
struktur rantai pasokan. Namun demikian, terdapat perubahan structure of the supply chain. However, there were changes
dari aspek lokasi geografis pemasok yaitu bertambahnya in the aspect of geographical locations of the suppliers which
pemasok dalam negeri dibanding tahun 2024, yang diikuti was the Increasing of domestic suppliers in 2024 which was
dengan kenaikan nilai kontrak dibandingkan tahun sebelumnya. followed with the increase of contract value compared to the
previous year.
Laporan Keberlanjutan 2025 Sustainability Report
KEANGGOTAAN ASOSIASI ASSOCIATION MEMBERSHIP
[GRI 2-28] [OJK C.5] [GRI 2-28] [OJK C.5]
Sebagai bagian dari upaya memperkuat kolaborasi dan As a part of the efforts to reinforce collaboration and expand
memperluas wawasan di industri, Perseroan aktif terlibat industrial insights, the Company actively participates in various
dalam berbagai asosiasi profesional yang relevan. Keanggotaan relevant professional associations. This membership not only
ini tidak hanya memungkinkan Perseroan untuk mengikuti allows the Company to keep up with current developments in
perkembangan terbaru di sektor pembiayaan perumahan, the mortgage financing sector, but also creates opportunities to
tetapi juga memberikan kesempatan untuk berkontribusi dalam contribute to joint initiative that sustainably supports industrial
inisiatif bersama yang mendukung pertumbuhan industri secara growths. As of the end of 2025, the Company is a member of
berkelanjutan. Hingga akhir tahun 2025, Perseroan terdaftar the following associations:
dalam keanggotaan asosiasi berikut:
Keanggotaan Asosiasi Perseroan
Company’s Association Membership
Nama Organisasi Status Keanggotaan Lingkup
Name of Organization Membership Status Coverage
The Association of Asian Secondary Mortgage Organisation (ASMMA) Anggota Internasional
Member International
ISMMA-International Secondary Mortgage Market Association Anggota Internasional
Member International
International Union for Housing Finance (IUHF) Anggota Internasional
Member International
Page 77
PT Sarana Multigriya Finansial (Persero) 77
Page 78
Laporan Tahunan 2025 Annual Report
10 78
Laporan Keberlanjutan 2025 Sustainability Report
Page 79
PT Sarana Multigriya Finansial (Persero)
79 11
PT Sarana Multigriya Finansial (Persero)
Sustainability Governance
TATA KELOLA
KEBERLANJUTAN
Page 80
TATA KELOLA KEBERLANJUTAN
SUSTAINABILITY GOVERNANCE
SMF Secara konsisten menerapkan prinsip-prinsip Tata Kelola Consistently, SMF implement the principle of Good Corporate
Perusahaan yang Baik (Good Corporate Governance/GCG) Governance as the foundation of its growth and business
sebagai fondasi pertumbuhan dan keberlanjutan usahanya. sustainability. This commitment ensures that the Company
Komitmen ini memastikan Perseroan menjalankan operasional operates in a transparent, accountable, and ethical manner
secara transparan, akuntabel, dan beretika sehingga so as the reinforce the trust of all stakeholders. A strong
memperkuat kepercayaan seluruh pemangku kepentingan. governance also helps in maintaining the harmony of business
Tata kelola yang kuat juga membantu menjaga keselarasan activities with public expectation, increase positive image, and
aktivitas bisnis dengan ekspektasi publik, meningkatkan citra build a credible corporate reputation
positif, dan membangun reputasi perusahaan yang kredibel.
Implementasi GCG turut mendorong efisiensi operasional dan GCG implementation also encourage the efficiency of
perbaikan kinerja keuangan melalui mekanisme pengawasan operations and improvement in financial performance through
internal yang ketat, serta pemanfaatan sumber daya menjadi strict internal supervision mechanism as well as effective usage
lebih efektif. Selain itu, proses pengambilan keputusan yang of the resources. In addition, the process of decision making
transparan dan terstruktur memungkinkan setiap langkah which is transparent and structured enables every strategic
strategis didasarkan pada analisis yang komprehensif sehingga steps taken are based on comprehensive analysis so as to
berkontribusi pada peningkatan profitabilitas perusahaan. contribute to improved profitability of the company.
Perseroan juga memanfaatkan penerapan GCG untuk The Company also make use of GCG implementation to
memperkuat pelaksanaan tanggung jawab sosial dan strengthen the implementation of social and environmental
lingkungan secara berkelanjutan. Selain mengejar kinerja responsibility sustainably. In addition to pursue financial
finansial, Perseroan memastikan bahwa setiap kebijakan performance, the Company also ensures that the policy and
80
dan aktivitas operasional mempertimbangkan dampak sosial operational activities by the Company consider the social and
dan lingkungan sehingga mendukung pencapaian tujuan environmental impact so as to support the achievement of
pembangunan berkelanjutan. sustainable development.
Dalam menjalankan GCG secara optimal, SMF berpedoman In implementing GCG optimally, SMF adheres to GCG-related
Laporan Keberlanjutan 2025 Sustainability Report
pada regulasi terkait GCG antara lain Peraturan Menteri regulations, including Minister of Finance Regulation (PMK)
Keuangan (PMK) Nomor 88/PMK.06/2015 tentang Penerapan Number 88/PMK.06/2015 concerning the Implementation
Tata Kelola Perusahaan yang Baik pada Perusahaan Perseroan of Good Corporate Governance in State-Owned Enterprises
(Persero) di Bawah Pembinaan Dan Pengawasan Menteri (Persero) under the Guidance and Supervision of the Minister
Keuangan dan Keputusan Menteri Keuangan (KMK) Nomor 505/ of Finance and Minister of Finance Decree (KMK) Number
KMK.06/2020 tentang Pedoman Penilaian dan Evaluasi atas 505/KMK. 06/2020 concerning Guidelines for Assessment
Penerapan Tata Kelola Perusahaan yang Baik pada Perusahaan and Evaluation of the Implementation of Good Corporate
Perseroan (Persero) di Bawah Pembinaan dan Pengawasan Governance in State-Owned Enterprises (Persero) under the
Menteri Keuangan. Guidance and Supervision of the Minister of Finance.
STRUKTUR TATA KELOLA CORPORATE GOVERNANCE
PERSEROAN [GRI 2-9] STRUCTURE [GRI 2-9]
Struktur tata kelola Perseroan terdiri atas organ utama yaitu The corporate governance structure of the Company consists of
Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, main organs, namely General Meeting of Shareholders (GMS),
dan Direksi. Dalam upaya mendukung efektivitas pelaksanaan Board of Commissioners, and Board of Directors. The Company
tugas dan tanggung jawab Dewan Komisaris dan Direksi, also establishes supporting organs to assist the performance
Perseroan membentuk organ pendukung. Organ pendukung of duties and responsibilities of the Board of Commissioners
Dewan Komisaris meliputi Komite Audit, Komite Nominasi and the Board of Directors. The Supporting Organs of the
dan Remunerasi, serta Komite Pemantau Risiko. Adapun Board of Commissioners are Audit Committee, Nomination
organ pendukung Direksi terdiri atas Satuan Pengawasan and Remuneration Committee, and Risk Monitoring Committee.
Intern, Sekretariat Perusahaan, Divisi Manajemen Risiko dan Meanwhile, the supporting organs of the Board of Directors
Kepatuhan, serta unit kerja lainnya sesuai dengan kebutuhan are Internal Audit Unit, Corporate Secretary, Risk Management
Perseroan. and Compliance Division, and other working units.
Page 81
Struktur Tata Kelola
Governance Structure
RUPS
GMS
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komite di Bawah Direksi
Komite Audit Supporting Committees of
Audit Committee the Board of Directors
Komite Nominasi dan Remunerasi Hubungan Antar Organ Perseroan
Nomination and Inter-Organ Relations of the Company
Remuneration Committee
Komite Pemantau Risiko
Risk Monitoring Committee
Rapat Umum Pemegang Saham (RUPS) merupakan organ GMS is an organ having the highest power in the Company
Perseroan yang memegang kewenangan tertinggi dan memiliki and holding any authority which is not granted to the Board
segala wewenang yang tidak didelegasikan kepada Direksi of Directors or the Board of Commissioners. The Board of 81
maupun Dewan Komisaris. Dewan Komisaris merupakan organ Commissioners is an organ whose duty is to supervise the
yang bertugas melakukan pengawasan atas kebijakan dan policy and the operation of the Company and to give advice to
jalannya pengurusan Perseroan serta memberikan nasihat the Board of Directors pursuant to the Articles of Association.
kepada Direksi sesuai dengan ketentuan Anggaran Dasar. Meanwhile, the Board of Directors is an organ authorized to
PT Sarana Multigriya Finansial (Persero)
Sementara itu, Direksi adalah organ Perseroan yang berwenang and fully responsible for the management of the Company in
dan bertanggung jawab penuh atas pengurusan Perseroan favour of the Company and in accordance with the purposes
untuk kepentingan dan tujuan Perseroan, serta mewakili and objectives of the Company, and representing the Company,
Perseroan, baik di dalam maupun di luar pengadilan, sesuai either in or out of a court pursuant to the provisions of the
dengan ketentuan Anggaran Dasar. [GRI 2-11] Articles of Association. [GRI 2-11]
KEBERAGAMAN DAN INDEPENDENSI DIVERSITY AND INDEPENDENCY OF
DALAM STRUKTUR TATA KELOLA THE GOVERNANCE STRUCTURE
SMF menerapkan prinsip keberagaman dan independensi dalam SMF implements diversity and independency principle in its
struktur tata kelola sebagai bagian dari upaya memperkuat governance structure as a part of the effort to strengthen
kualitas pengambilan keputusan dan akuntabilitas pengelolaan the quality of decision making and accountability of the
usaha. Keberagaman dalam jajaran manajemen dan organ tata management of the Company. Diversity in its management
kelola tercermin dari latar belakang profesional, kompetensi, composition and governance organs are reflected through
pengalaman, serta keahlian yang beragam, sehingga professional background, competency, experience as well
memungkinkan pertimbangan yang komprehensif terhadap as the diversity in expertise so as enabling a comprehensive
aspek keuangan, risiko, keberlanjutan, dan kepentingan considerations on financial aspects, risk, sustainability and
Page 82
pemangku kepentingan. Sementara itu, prinsip independensi the interest of the stakeholders. Meanwhile, the principle of
dijaga melalui pemisahan fungsi pengawasan dan pengurusan, independency is maintained through separation of supervisory
penerapan mekanisme pengambilan keputusan yang objektif, function with management function, implementation of
serta keberadaan anggota Dewan Komisaris yang independen. objective decision making mechanism as well as the existence
Penerapan keberagaman dan independensi ini mendukung of independent board of commissioner. The implementation of
penerapan tata kelola perusahaan yang baik, meningkatkan this diversity and independency support the implementation
transparansi, serta memastikan bahwa setiap kebijakan dan of good corporate governance, improve transparency as well
keputusan strategis Perseroan diambil secara profesional, as ensuring that every policy and strategic decisions of the
bertanggung jawab, dan bebas dari benturan kepentingan. Company was taken in a professional and responsible manner,
and free from conflict of interest.
Dewan Komisaris merupakan organ Perseroan yang bertugas The Board of Commissioners is an organ responsible for
melakukan pengawasan atas pengelolaan Perseroan, baik supervising the management of the Company, either generally
secara umum maupun khusus, sesuai dengan ketentuan and/or specifically pursuant to the Articles of Associations and
Anggaran Dasar, serta memberikan saran, nasihat, dan giving suggestions, advice, and recommendations to the Board
rekomendasi kepada Direksi dalam menjalankan pengurusan of Directors in performing the management of the Company.
Perseroan. Anggota Dewan Komisaris diangkat dan The Board of Commissioners is appointed and dismissed
diberhentikan oleh Rapat Umum Pemegang Saham (RUPS) by GMS by considering the aspects of adequate integrity,
dengan mempertimbangkan aspek integritas, kompetensi, competence, and reputation in accordance with the needs
dan reputasi yang memadai sesuai dengan kebutuhan dan and complexity of the Company’s business.
kompleksitas usaha Perseroan.
Sepanjang tahun 2025, tidak terdapat perubahan komposisi Throughout 2025, there were no changes in the composition
maupun jumlah anggota Dewan Komisaris, sehingga komposisi or number of members of the Board of Commissioners,
Dewan Komisaris Perseroan masih berjumlah 3 (tiga) orang so that the composition of the Company’s Board of
yang terdiri dari 1 orang Komisaris Utama, 1 orang Komisaris Commissioners remained 3 (three) people consisting of 1
Independen, dan 1 orang Komisaris dengan komposisi sebagai President Commissioner, 1 Independent Commissioner, and
berikut: 1 Commissioner with the following composition:
82
Komposisi Dewan Komisaris Periode 1 Januari 2025 - 31 Desember 2025
Composition of the Board of Commissioners as of January 1, 2025 – December 31, 2025
[GRI 2-9, 2-10] [IFRS S1-27a.2, IFRS S2-6a.2]
Kompetensi
Laporan Keberlanjutan 2025 Sustainability Report
Relevan terkait
Penugasan
Dampak Perwakilan
Masa Khusus/
Jenis Organisasi Pemangku
Nama
Kelamin
Jabatan Jabatan Independensi Jabatan Lain
Relevant Kepentingan
Name Position Term of Independency Specific
Gender Competence Representative
Office Assignment/
related to of Stakeholders
Other Position
Organizational
Effect
Nufransa Wira Laki-laki Komisaris 2022-2027 - Anggota Komite Komputer, Kementerian
Sakti Male Utama Nominasi dan Komunikasi, Keuangan sebagai
President Remunerasi Ekonomi, Staf Ahli Bidang
Commissioner Member of Sosial & Budaya, Pengawasan
Nomination and Pajak Perpajakan
Remuneration dan Bisnis Ministry of
Committee Computer, Finance as Expert
Communication, Staff for Tax
Economics, Supervision
Social & Culture,
Tax and Business
Brahmantio Laki-laki Komisaris 2023-2027 - Ketua Komite Keuangan dan Direktur
Isdijoso Male Commissioner Pemantau Risiko Ekonomi, Risiko Pengelolaan
Head of Risk Finance and Dukungan
Monitoring Economics, Risk Pemerintah
Committee dan Pembiayaan
Infrastruktur,
DJPPR *)
Director of
Management of
Governmental
Support and
Funding of
Infrastructure,
DJPPR *)
Page 83
Komposisi Dewan Komisaris Periode 1 Januari 2025 - 31 Desember 2025
Composition of the Board of Commissioners as of January 1, 2025 – December 31, 2025
[GRI 2-9, 2-10] [IFRS S1-27a.2, IFRS S2-6a.2]
Kompetensi
Relevan terkait
Penugasan
Dampak Perwakilan
Masa Khusus/
Jenis Organisasi Pemangku
Nama
Kelamin
Jabatan Jabatan Independensi Jabatan Lain
Relevant Kepentingan
Name Position Term of Independency Specific
Gender Competence Representative
Office Assignment/
related to of Stakeholders
Other Position
Organizational
Effect
Dedy Laki-laki Komisaris 2022-2027 √ • Ketua Komite Keuangan, Tidak ada
Supriadi Male Independen Audit Ekonomi, None
Priatna Independent • Ketua Komite Teknik Elektro
Commissioner Nominasi dan
dan SDM
Remunerasi Finance,
• Head Economics,
of Audit Electrical
Committee Engineering, HR
• Head of
Nomination
and
Remuneration
Committee
*)posisi saat pengangkatan sebagai anggota Dewan Komisaris tahun 2023
*) position at the time of appointment as a member of the Board of Commissioners in 2023
Direksi merupakan organ Perseroan yang bertanggung jawab The Board of Directors is an organ of the Company fully
penuh atas pengurusan Perseroan untuk kepentingan dan responsible for the management of the Company for the interest
tujuan Perusahaan sesuai dengan ketentuan Anggaran Dasar. and objective of the Company pursuant to the provisions of
Dalam pengelolaan Perseroan, Direksi merumuskan strategi the Articles of Association. In managing the Company, the
yang merefleksikan visi dan misi Perseroan dan menetapkan Board of Directors formulates strategies that reflect the
kebijakan untuk pelaksanaannya. Anggota Direksi bertanggung vision and missions of the Company and stipulates policies
jawab secara kolegial atas pengelolaan Perseroan untuk for their implementation. Members of the Board of Directors are
kepentingan Perseroan sesuai dengan maksud dan tujuan collectively responsible for managing the Company in favour of
Perseroan, Anggaran Dasar, undang-undang dan peraturan the Company in accordance with the purposes and objectives
yang berlaku serta prinsip-prinsip keberlanjutan dan tata kelola of the Company, the Articles of Association, applicable laws
perusahaan yang baik. and regulations as well as the principles of sustainability and
good corporate governance.
Sepanjang tahun 2025 tidak terdapat perubahan komposisi Throughout 2025, there was no change in the composition and
maupun jumlah Direksi sehingga komposisi Direksi SMF masih the number of the Board of Directors of the Company, thus, the 83
berjumlah 3 (tiga) orang yang terdiri dari 1 (satu) Direktur Utama composition of the Board of Directors of the Company remains
dan 2 (dua) anggota Direksi dengan komposisi sebagai berikut: consisting of 3 (three) people, being 1 (one) President Director
and 2 (two) members of the Board of Directors as follows: PT Sarana Multigriya Finansial (Persero)
Page 84
Komposisi Direksi Periode 1 Januari 2025 - 31 Desember 2025
Composition of Board of Directors’ Members for the Period of January 1, 2025 - December 31, 2025
Penugasan Kompetensi Relevan Perwakilan
Masa Khusus/ terkait Dampak Pemangku
Jenis
Nama
Kelamin
Jabatan Jabatan Independensi Jabatan Lain Organisasi Kepentingan
Name Position Term of Independency Specific Relevant Competence Representative
Gender
Office Assignment/ related to of
Other Position Organizational Effect Stakeholders
Ananta Laki-laki Direktur Utama 5 tahun √ Tidak ada Manajemen, Keuangan, Tidak ada
Wiyogo Male President (2021-2026) None Pembiayaan, Riset dan None
Director 5 years Pengembangan, Audit,
(2021-2026) Marketing, Operasi dan
Bisnis
Management, Finance,
Funding, Research and
Development, Audit,
Marketing, Operations,
and Business
Bonai Laki-laki Direktur 5 tahun √ Tidak ada Keuangan, Manajemen, Tidak ada
Subiakto Male Keuangan dan (2022- None Komunikasi, Akuntansi None
Manajemen 2027) Finance, Management,
Risiko 5 years Communication,
Finance (2022- Accounting
and Risk 2027)
Management
Director
Heliantopo Laki-laki Direktur Bisnis 5 tahun √ Tidak ada Keuangan, Komunikasi Tidak ada
Male Director of (2021-2026) None dan Investasi, Audit, None
Business 5 years Manajemen Risiko
(2021-2026 Finance, Communication
and Investment, Audit,
Risk Management
PERAN BADAN TATA KELOLA TERTINGGI THE ROLE OF THE HIGHEST GOVERNANCE
84
DALAM PELAPORAN KEBERLANJUTAN BODY IN SUSTAINABILITY REPORTING
Direksi bertanggung jawab untuk melakukan peninjauan dan The Board of Directors is responsible for reviewing and
memberikan persetujuan atas informasi yang diungkapkan, approving the information disclosed, including material topics
termasuk topik material dalam Laporan Keberlanjutan. Adapun in the Sustainability Report. The Board of Commissioners
Laporan Keberlanjutan 2025 Sustainability Report
Dewan Komisaris menjalankan fungsi pengawasan antara performs its supervisory function by reviewing the
lain melalui penelaahan atas Rencana Kerja dan Anggaran Company’s Work Plan and Budget, Sustainable Finance
Perusahaan, Rencana Aksi Keuangan Berkelanjutan, dan Action Plan, and Social and Environmental Responsibility
program Tanggung Jawab Sosial dan Lingkungan (TJSL) di (TJSL) program, and the results of these reviews form
mana hasil telaah tersebut merupakan materi pokok dalam the main content of the Company’s Sustainability Report.
Laporan Keberlanjutan Perseroan.
Setelah peninjauan selesai, Direksi dan Dewan Komisaris Upon completion of the review, the Board of Directors and the
memberikan persetujuan secara resmi melalui penandatanganan Board of Commissioners formally approve the report by signing
pernyataan laporan yang menegaskan akuntabilitas serta a statement affirming their accountability and full support of
dukungan penuh atas isi laporan. Proses peninjauan dan its contents. This review and approval process not only serves
persetujuan tersebut tidak hanya berfungsi sebagai mekanisme as a verification mechanism but also reflects the Company
verifikasi, tetapi juga mencerminkan komitmen Perseroan and management’s commitment to implementing sustainable,
dan manajemen dalam menerapkan praktik bisnis yang transparent, and responsible business practices. [GRI 2-14]
berkelanjutan, transparan, dan bertanggung jawab. [GRI 2-14]
KEHADIRAN DIREKSI DAN ATTENDANCE OF BOARD OF DIRECTORS
KOMISARIS KE RAPAT DEWAN AND BOARD OF COMMISSIONERS
AT BOARD’S MEETING
Ketentuan mengenai penyelenggaraan rapat Direksi diatur The policy regarding the convening of a Board of Directors’
dalam Board Manual. Berdasarkan ketentuan tersebut, Direksi meeting is set out in the Board Manual. Based on such policy,
menyelenggarakan rapat secara berkala paling sedikit satu a Board of Directors’ meeting is convened at least once a
Page 85
kali dalam setiap bulan, baik dalam bentuk rapat internal month, either an internal meeting or a joint meeting (the
Direksi maupun rapat gabungan antara Direksi dan Dewan Board of Directors and the Board of Commissioners), with
Komisaris, dengan agenda pembahasan yang berkaitan dengan the discussion agenda related to the interest and management
kepentingan dan pengelolaan Perseroan. of the Company.
Sepanjang tahun 2025, Direksi telah menyelenggarakan rapat In 2025, the Board of Directors convened 12 Internal meetings
internal sebanyak 12 kali serta rapat gabungan Direksi dan and 14 Joint Meetings of the Board of Directors and the Board
Dewan Komisaris sebanyak 14 kali. Tingkat kehadiran anggota of Commissioners, with the attendance rate of the Board of
Direksi dalam rapat-rapat tersebut adalah sebagai berikut: Directors at the meeting as follows:
Frekuensi dan Tingkat Kehadiran Direksi dalam Rapat 2025
Frequency and Attendance Rate of Board of Directors at 2025 Meetings
Kehadiran Direksi dalam Rapat Internal Kehadiran Direksi dalam Rapat Gabungan
Direksi (Direksi dan Dewan Komisaris)
Attendance of the Board of Directors at the Attendance of Board of Directors at Joint
Nama Jabatan Board of Directors’ Internal Meetings Meetings (BoD and Boc)
Name Position Jumlah Jumlah Tingkat Jumlah Jumlah Tingkat
Rapat Kehadiran Kehadiran Rapat Kehadiran Kehadiran
Number of Number of Attendance Number of Number of Attendance
Meetings Attendance Rate Meetings Attendance Rate
Ananta Wiyogo Direktur Utama 12 12 100% 14 13 93%
President Director
Bonai Subiakto Direktur Keuangan 12 12 100% 14 14 100%
dan Manajemen
Risiko
Finance and Risk
Management
Director
Heliantopo Direktur Bisnis 12 12 100% 14 13 93%
Director of
Business
Rata-Rata Tingkat Kehadiran Direksi 100% 95%
Average Attendance Rate of BoD
Ketentuan mengenai penyelenggaraan rapat Dewan Komisaris Provisions regarding the holding of Board of Commissioners
diatur dalam Board Manual Perseroan. Berdasarkan ketentuan meetings are stipulated in the Company’s Board Manual. Based
tersebut, rapat Dewan Komisaris diselenggarakan secara on these provisions, Board of Commissioners meetings are held
berkala paling sedikit satu kali dalam setiap bulan, serta periodically at least once a month and may be held at any time
dapat dilaksanakan sewaktu-waktu apabila dianggap perlu deemed necessary by the President Commissioner, upon the 85
oleh Komisaris Utama, atas usulan sekurang-kurangnya proposal of at least one-third of the Board of Commissioners,
sepertiga dari jumlah anggota Dewan Komisaris, atau or upon a written request from a shareholder, specifying the
berdasarkan permintaan tertulis dari pemegang saham dengan agenda for discussion.
mencantumkan agenda pembahasan yang akan dibahas.
PT Sarana Multigriya Finansial (Persero)
Selain itu, anggota Dewan Komisaris dapat menghadiri Rapat In addition, members of the Board of Commissioners may
Konsultasi yang diselenggarakan oleh Direksi. Rapat Konsultasi attend Consultation Meetings held by the Board of Directors.
tersebut merupakan rapat Direksi yang dihadiri oleh Dewan These Consultation Meetings are Board of Directors meetings
Komisaris untuk membahas berbagai aspek operasional dan attended by the Board of Commissioners to discuss various
pengelolaan keuangan Perseroan sebagai bagian dari fungsi aspects of the Company’s operations and financial management
pengawasan dan pemberian nasihat. as part of their supervisory and advisory functions.
Sepanjang tahun 2025, Dewan Komisaris telah melaksanakan Throughout 2025, the Board of Commissioners held four internal
rapat internal sebanyak 4 kali serta rapat gabungan (Dewan meetings and 14 joint meetings (Board of Commissioners and
Komisaris bersama Direksi) sebanyak 14 kali dengan tingkat Board of Directors), with the following attendance levels:
kehadiran Dewan Komisaris sebagai berikut:
Page 86
Frekuensi dan Tingkat Kehadiran Dewan Komisaris dalam Rapat 2025
Frequency and Attendance Rate of the Board of Commissioners at 2025 Meetings
Kehadiran Dewan Komisaris dalam Rapat
Kehadiran Dewan Komisaris dalam Rapat
Internal Dewan Komisaris
Gabungan (Dewan Komisaris dan Direksi)
Attendance of the Board of Commissioners
Attendance of Board of Commissioners at
at the Board of Commissioners’ Internal
Nama Jabatan Joint Meetings (BoD and Boc)
Meetings
Name Position
Jumlah Jumlah Tingkat Jumlah Jumlah Tingkat
Rapat Kehadiran Kehadiran Rapat Kehadiran Kehadiran
Number of Number of Attendance Number of Number of Attendance
Meetings Attendance Rate Meetings Attendance Rate
Nufransa Wira Komisaris Utama 4 3 75% 14 14 100%
Sakti President
Commissioner
Brahmantio Komisaris 4 4 100% 14 14 100%
Isdijoso Commissioner
Dedy Supriadi Komisaris 4 4 100% 14 14 100%
Priatna Independen
Independent
Commissioner
Rata-Rata Tingkat Kehadiran Dewan Komisaris 92% 100%
Average Attendance Rate of BoC
PENCALONAN DAN PEMILIHAN DEWAN NOMINATION AND ELECTION OF
KOMISARIS DAN DIREKSI [GRI 2-10] BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS [GRI 2-10]
Pengangkatan, pemberhentian, serta penetapan besaran The appointment, dismissal, and determination of remuneration
remunerasi anggota Dewan Komisaris dan Direksi merupakan for the Board of Commissioners and the Board of Directors
kewenangan pemegang saham yang diputuskan melalui are shareholders’ rights, resolved through the GMS
86
Rapat Umum Pemegang Saham (RUPS). Dalam pengambilan mechanism. That resolution is adopted upon consideration
keputusan tersebut, pemegang saham mempertimbangkan of the recommendation of the Nomination and Remuneration
rekomendasi Komite Nominasi dan Remunerasi yang Committee, submitted by the Board of Commissioners.
disampaikan melalui Dewan Komisaris.
Laporan Keberlanjutan 2025 Sustainability Report
Proses nominasi anggota Dewan Komisaris dan Direksi The nomination process for the Board of Directors and Board
dilaksanakan melalui tahapan yang terstruktur meliputi of Commissioners is conducted through a series of steps,
penjaringan, penilaian, dan penetapan calon, guna memastikan including filtering, assessment, and the determination of
terpenuhinya aspek integritas, kompetensi, dan kesesuaian candidates for members of the Board of Directors and Board
dengan kebutuhan Perseroan. Suksesi Direksi merupakan of Commissioners. The Board of Directors’ succession is part
bagian dari pelaksanaan fungsi nominasi pada tingkat of the implementation of the nomination function at the highest
manajerial tertinggi, yang bertujuan untuk mempersiapkan managerial level, aiming to prepare leadership regeneration to
regenerasi kepemimpinan serta menjaga kesinambungan dan ensure the Company’s continuity and sustainability.
keberlanjutan pengelolaan Perseroan.
Perseroan menerapkan perencanaan suksesi bagi anggota The Company implements succession plans for the members
Dewan Komisaris dan Direksi sesuai dengan ketentuan of the Board of Directors and the Board of Commissioners, in
peraturan perundang-undangan yang berlaku dan Anggaran line with the provisions of the laws and regulations and the
Dasar Perseroan. Kebijakan nominasi dan suksesi tersebut Articles of Association. The policy of succession or nomination
mengacu pada Undang-Undang Nomor 40 Tahun 2007 of the Board of Directors and Board of Commissioners refers
tentang Perseroan Terbatas, Peraturan Menteri Keuangan to several regulations, namely: Law No. 40 of 2007 on Limited
Nomor 197/PMK.06/2019 tentang Tata Cara Pengangkatan Liability Company; PMK No. 197/PMK.06/2019 on Procedure
dan Pemberhentian Anggota Dewan Komisaris, Peraturan for Appointing and Dismissing the Board of Commissioners’
Menteri Keuangan Nomor 78/PMK.06/2015 tentang Tata Cara Members; PMK No. 78/PMK.06/2015 on Procedure for
Pengangkatan dan Pemberhentian Anggota Direksi, serta Appointing and Dismissing the Board of Directors’ Members;
Anggaran Dasar Perseroan. the Company’s Articles of Association.
Page 87
Mekanisme Pencalonan
Nomination Mechanism
Usulan Pembahasan Pengajuan Persetujuan
Proposal Discussion Submission Approval
Pemegang Saham
Pengendali
Controlling Shareholder
Komite Nominasi dan
Remunerasi Dewan Komisaris RUPS
Nomination and Board of Commissioners GMS
Remuneration Committee
Sumber Lain
Other Sources
SMF merupakan Badan Usaha Milik Negara (BUMN) yang SMF is a State-Owned Enterprise whose shares are entirely
seluruh sahamnya dimiliki oleh Kementerian Keuangan Republik owned by the Ministry of Finance of the Republic of Indonesia.
Indonesia. Dengan struktur kepemilikan tersebut, Kementerian Therefore, the Ministry of Finance of the Republic of Indonesia,
Keuangan Republik Indonesia selaku Rapat Umum Pemegang as the GMS, has the authority to appoint and dismiss the
Saham (RUPS) memiliki kewenangan untuk melakukan members of the Board of Commissioners.
pengangkatan dan pemberhentian anggota Dewan Komisaris
Proses pengangkatan dan pemberhentian anggota Dewan The appointment and dismissal of the members of the Board
Komisaris dan Direksi dilaksanakan dengan mengedepankan of Commissioners and the Board of Directors are performed
prinsip profesionalisme dan tata kelola perusahaan yang baik, based on the professionalism principles and good corporate
serta memenuhi persyaratan yang ditetapkan bagi anggota governance in accordance with the requirements of the
Dewan Komisaris dan Direksi. Penetapan anggota Dewan members of the Board of Commissioners and the Board of
Komisaris dan Direksi dilakukan dengan memperhatikan Directors. The determination of the Board Commissioners
komposisi keanggotaan yang berimbang, mencakup and the Board of Directors of the Company is made with a
latar belakang profesional, pendidikan, pengalaman, balanced membership composition in terms of background,
kewarganegaraan, dan jenis kelamin. Selain itu, keahlian dan professionalism, education, experience, nationality, and
pengalaman calon anggota organ tata kelola yang relevan gender. In addition, the expertise and experience of
dengan aspek ekonomi, lingkungan, dan sosial turut menjadi prospective members of the governance body relevant to
pertimbangan dalam proses tersebut. economic, environmental, and social aspects are also taken
into consideration in the process.
Sepanjang tahun 2025, tidak terdapat pengangkatan maupun Throughout 2025, there was no appointment or dismissal
pemberhentian anggota Dewan Komisaris dan Direksi. Dengan of members of the Board of Commissioners and Board of 87
demikian, Perseroan tidak menggunakan jasa profesional pihak Directors. Therefore, there is no information related to the
ketiga dalam proses pencarian dan seleksi kandidat anggota use of professional service by the Company in looking for a
Dewan Komisaris maupun Direksi. candidate for the Board of Directors or Board of Commissioners. PT Sarana Multigriya Finansial (Persero)
PERAN DAN TANGGUNG JAWAB DEWAN ROLES AND RESPONSIBILITIES OF
KOMISARIS DAN DIREKSI DALAM BOARD OF COMMISSIONERS AND
PENGAWASAN RISIKO DAN PELUANG BOARD OF DIRECTORS IN SUPERVISION
TERKAIT KEBERLANJUTAN [GRI 2-13] OF RISK AND OPPORTUNITY RELATED
[S1-27A.1, S1-27A.2, S1-27B.1, S1- TO SUSTAINABILITY [GRI 2-13] [S1-
27B.2] [ S2-6A.1, S2-6B.1, S2-6B.2] 27A.1, S1-27A.2, S1-27B.1, S1-27B.2]
[ S2-6A.1, S2-6B.1, S2-6B.2]
Dewan Komisaris dan Direksi Perseroan memegang peran The Board of Commissioners and the Board of Directors of
strategis dalam pengawasan serta pengelolaan risiko dan the Company have an important role in the supervision of
peluang yang berkaitan dengan topik keberlanjutan. Kedua risk and opportunity related to the sustainability topics. Both
organ tata kelola ini bertanggung jawab untuk memastikan organs are responsible for ensuring that the Company not only
kepatuhan Perseroan terhadap ketentuan peraturan perundang- fulfills the legal obligations and regulations, but also adopts
undangan sekaligus mendorong penerapan praktik terbaik tata the best practices in the sustainability governance having
kelola keberlanjutan yang memberikan nilai tambah terhadap positive effect for ESG.
kinerja ESG.
Page 88
Dewan Komisaris menjalankan fungsi pengawasan atas strategi, The Board of Commissioners is responsible for the general
kebijakan, dan kinerja Perseroan, termasuk pengelolaan supervision of strategy, policy, and performance of the
risiko dan peluang keberlanjutan. Tanggung jawab ini Company, including the management of risk and opportunity
mencakup pemastian tersedianya sistem manajemen risiko related to the sustainability and for ensuring that the
yang efektif, mulai dari proses identifikasi, evaluasi, mitigasi, Company has an effective risk management covering the risk
hingga pemantauan risiko. Dalam melaksanakan tugasnya, identification, evaluation, mitigation, and supervision. In carrying
Dewan Komisaris juga memberikan arahan strategis agar out its supervisory function, the Board of Commissioners also
pertumbuhan Perseroan senantiasa selaras dengan prinsip- provides strategic direction so that the Company can continue
prinsip keberlanjutan to develop by prioritizing the principles of sustainability.
Di sisi lain, Direksi bertanggung jawab atas pelaksanaan Meanwhile, the Board of Directors has a direct role in executing
kebijakan yang telah ditetapkan Perseroan, termasuk kebijakan the policies and strategies that have been set. The Board
dan strategi pengelolaan risiko dan peluang perubahan iklim, of Directors is responsible for implementing sustainability
dengan memastikan implementasi strategi keberlanjutan strategies that have been approved by the Board of
mencakup upaya mitigasi dan adaptasi perubahan iklim Commissioners and ensuring that environmental and social
terintegrasi secara konsisten dalam perencanaan bisnis, aspects are integral parts of every business decision-making. In
pengelolaan risiko, dan pengambilan keputusan operasional. completing this role, the Board of Directors refers to Indonesia’s
Dalam menjalankan peran tersebut, Direksi mengacu pada commitment to the Paris Agreement as stated in Indonesia’s
komitmen Indonesia terhadap Perjanjian Paris sebagaimana Nationally Determined Contribution (NDC) and the target
tertuang dalam Nationally Determined Contribution (NDC) of achieving Net Zero Emissions (NZE) by 2060 or sooner,
Indonesia serta target pencapaian Net Zero Emission (NZE) which serves as the basis for policy formulation, portfolio
pada tahun 2060 atau lebih cepat, yang menjadi dasar management, and development of the Company’s business
dalam perumusan kebijakan, pengelolaan portofolio, dan activities to support the transition towards low-carbon and
pengembangan kegiatan usaha Perseroan guna mendukung sustainable development.
transisi menuju pembangunan rendah karbon dan berkelanjutan.
Untuk langkah awal dalam mendukung strategi keberlanjutan, As a first step in supporting the sustainability strategy, the
Direksi menerbitkan Surat Keputusan Direksi Nomor S-443/ Board of Directors issued Board of Directors Decree Number
SKD/DIR/SMF/VII/2025 tertanggal 9 Juli 2025 tentang S-443/SKD/DIR/SMF/VII/2025 dated July 9, 2025, concerning
88
Penyesuaian Struktur Organisasi Tahun 2025, yang di Adjustments to the Organizational Structure for 2025, which
dalamnya terdapat penyesuaian fungsi dan kegiatan Divisi includes adjustments to the functions and activities of the
Strategi dan Pengembangan Korporasi untuk mempersiapkan Strategy and Corporate Development Division to prepare for
rencana implementasi ESG Perseroan. Dalam menjalankan the implementation of the Company’s ESG plan. In performing
tugasnya, divisi ini bekerja sama dengan seluruh Fungsi/Divisi its duties, this division collaborates with all Functions/Divisions
Laporan Keberlanjutan 2025 Sustainability Report
di Perseroan. [OJK E.1] within the Company. [OJK E.1]
KEBIJAKAN PELATIHAN DAN POLICY OF TRAINING AND COMPETENCY
PENGEMBANGAN KOMPETENSI DEWAN DEVELOPMENT OF BOARD OF
KOMISARIS, DIREKSI DAN DIVISI COMMISSIONERS AND BOARD OF
STRATEGI DAN PENGEMBANGAN DIRECTORS AND CORPORATE STRATEGY
KORPORASI TERKAIT KEBERLANJUTAN AND DEVELOPMENT DIVISION RELATED TO
[GRI 2-17] [OJK E.2] [S1-27A.2] SUSTAINABILITY [GRI 2-17] [OJK E.2] [S1-27A.2]
Perseroan memberikan keleluasaan kepada Dewan Komisaris, The Company grants discretion to the Board of Commissioners,
Direksi, serta Divisi Strategi dan Pengembangan Korporasi the Board of Directors, and the Strategy and Corporate
menjalankan fungsi sebagai penanggung jawab penerapan Development Division to perform their functions as the entities
strategi keberlanjutan untuk meningkatkan kompetensi melalui responsible for implementing sustainability strategies to
berbagai pendidikan dan pelatihan. Pengembangan kompetensi enhance competencies through various education and training
selengkapnya sepanjang tahun 2025 disajikan pada tabel programs. The comprehensive competency development plan
berikut. for the year 2025 is presented in the following table.
Page 89
Dewan Komisaris
Board of Commissioners
No.
Nama Jabatan Pelatihan Penyelenggara
Name Position Training Organizers
1 Nufransa Wira Sakti Komisaris Utama Sertifikasi Manajemen Risiko Perbankan 4 Lembaga Sertifikasi Profesional
President Commissioner Banking Risk Management Certification 4 Perbankan (LSPP)
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 5 Lembaga Sertifikasi Profesional
Banking Risk Management Certification 5 Perbankan (LSPP)
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 6 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 6 (BSMR)
Risk Management Certification Agency
(BMSR)
Sertifikasi Manajemen Risiko Perbankan 7 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 7 (BSMR)
Risk Management Certification Agency
(BMSR)
2 Brahmantio Isdijoso Komisaris Sertifikasi Manajemen Risiko Perbankan 4 Lembaga Sertifikasi Profesional
Banking Risk Management Certification 4 Perbankan (LSPP)
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 5 Lembaga Sertifikasi Profesional
Banking Risk Management Certification 5 Perbankan (LSPP)
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 6 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 6 (BSMR)
Risk Management Certification Agency
(BMSR)
Sertifikasi Manajemen Risiko Perbankan 7 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 7 (BSMR)
Risk Management Certification Agency
(BMSR)
3 Dedy Supriadi Komisaris Sertifikasi Manajemen Risiko Perbankan 4 Lembaga Sertifikasi Profesional
Priatna Independen Banking Risk Management Certification 4 Perbankan (LSPP)
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 5 Lembaga Sertifikasi Profesional
Banking Risk Management Certification 5 Perbankan (LSPP) 89
Banking Professional Certification
Institute (LSPP)
Sertifikasi Manajemen Risiko Perbankan 6 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 6 (BSMR)
PT Sarana Multigriya Finansial (Persero)
Risk Management Certification Agency
(BMSR)
Sertifikasi Manajemen Risiko Perbankan 7 Badan Sertifikasi Manajemen Risiko
Banking Risk Management Certification 7 (BSMR)
Risk Management Certification Agency
(BMSR)
Page 90
Direksi
Board of Directors
Nama Jabatan Judul Pelatihan Tanggal Penyelenggara
Name Position Title of Training Date Organizer
Ananta Wiyogo Direktur Utama Konferensi Auditor Internal 2 Februari 2025 Yayasan Pendidikan Internal
President Director Internal Auditor Conference February 2, 2025 Audit (YPIA)
Internal Audit Education
Foundation (YPIA)
BSMR Jenjang 4 17 Maret 2025 PT Garda Multi Talenta
BSMR Level 4 March 17, 2025
Business Model Innovation in the Age of AI 9 Mei 2025 The Wharton School of
May 9, 2025 University of Pennsylvania
BSMR Jenjang 5 23 Juni 2025 PT Garda Multi Talenta
BSMR Level 5 June 23, 2025
BSMR Jenjang 6 16 Juli 2025 PT Garda Multi Talenta
BSMR Level 6 July 16, 2025
BSMR Jenjang 7 28 Agustus 2025 PT Garda Multi Talenta
BSMR Level 7 August 28, 2025
Bonai Direktur Keuangan 11th Indonesia HR Director Summit 20 Februari 2025 Intipesan
Subiakto dan Manajemen Risiko February 20, 2025
Director of Finance
and Risk Management Certified Governance, Risk, and 20 Februari 2025 BPPK Kementerian Keuangan
Compliance For Executive (GRCE) February 20, 2025 RI
Financial Education and
Training Agency, Ministry of
Finance of the Republic of
Indonesia
AGLP: Leadership Excellence; Harnessing 19 Mei 2025 SRW & Co.
The Power of Technology and Fine Arts May 19, 2025
GRC Summit 2025 ; Resilience to 21 Agustus 2025 CRMS
Sustainability ; Leading Through GRC in the August 21, 2025
Post-Digital Era
90
The 9th Asia Pacific HR Forum 27 Agustus 2025 Intipesan
August 27, 2025
Workshop Internal Control over Financial 15 Desember 2025 Abdiansyah Prahasto
Reporting (ICOFR) December 15, 2025
Laporan Keberlanjutan 2025 Sustainability Report
Internal Control over Financial Reporting
Workshop
Heliantopo Direktur Bisnis AGLP: Leadership Excellence; Harnessing 19 Mei 2025 SRW & Co.
Director of Business The Power of Technology and Fine Arts May 19, 2025
SAK Bootcamp 18 November 2025 Ikatan Akuntan Indonesia
November 18, 2025 Indonesian Institute of
Accountants
Page 91
Divisi Strategi dan Perkembangan Korporasi
Corporate Strategy and Development Division
Nama
No
Karyawan
Jabatan Judul Pelatihan Mulai Selesai Metode Penyelenggara
1 Aries Ridwanshah Kepala Expansive Leadership 20/02/2025 21/02/2025 Offline PT Mediatama Sinergi Emas (MSE)
Divisi Program
Division
Head Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Penerapan AI & Transformasi
Digital di Jasa Keuangan
Getting High Performance 28/08/2025 28/08/2025 Offline PT OTI Transformasi Lintas
Using Office Of Strategy Internasional
Management
BSMR Jenjang 5 23/08/2025 23/08/2025 Offline PT Garda Multi Talenta
Workshop Internal Control 12/15/2025 12/15/2025 Offline Abdiansyah Prahasto
over Financial Reporting
(ICOFR)
BSMR Jenjang 6 12/17/2025 12/18/2025 Offline PT Garda Multi Talenta
Executive Coaching Program 1/1/2025 6/1/2025 Online PT Cipta Adhi Potensia
2 Aryo Bagas Staf Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Syahardianto Staff Penerapan AI & Transformasi
Digital di Jasa Keuangan
Climate Change 11/18/2025 11/18/2025 Offline PT Surveyor Indonesia
Pelindungan Konsumen 12/11/2025 12/11/2025 Offline PT Infobank Institusi Keuangan
Sesuai POJK 22 Tahun 2023 Indonesia
Emisi Scope 3 12/12/2025 12/12/2025 Offline PT BATS International Group
BSMR Jenjang 4 12/22/2025 12/23/2025 Offline PT Arfaidhams Secret
Secondment Cagamas 10 - 12/10/2025 12/11/2025 Online Cagamas Berhad
11 Desember 2025
3 Bambang Kepala Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Chrissantoro Bagian Penerapan AI & Transformasi
Department Digital di Jasa Keuangan
Head
Asset Liability Management 12/8/2025 12/9/2025 Offline PT Garda Multi Talenta
(ALM)
BSMR Jenjang 5 12/23/2025 12/24/2025 Offline PT Garda Multi Talenta
4 Hutami Kumala Kepala Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Berbhuwana Bagian Penerapan AI & Transformasi
Department Digital di Jasa Keuangan
Head
Project Management 12/15/2025 12/19/2025 Offline PT Lifelong Learning
Professional (PMP) 91
Sosialisasi Risk Culture; Anti 12/23/2025 12/23/2025 Offline BPKP
Fraud
BSMR Jenjang 5 12/23/2025 12/24/2025 Offline PT Garda Multi Talenta
PT Sarana Multigriya Finansial (Persero)
Secondment Cagamas 10 - 12/10/2025 12/11/2025 Online Cagamas Berhad
11 Desember 2025
5 I Gusti Ayu Putu Staf Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Shita Pangestuti Staff Penerapan AI & Transformasi
Digital di Jasa Keuangan
Hak Asasi Manusia 11/17/2025 11/17/2025 Offline PT Surveyor Indonesia
BSMR Jenjang 4 11/12/2025 11/13/2025 Offline PT Garda Multi Talenta
Secondment Cagamas 12/10/2025 12/11/2025 Online Cagamas Berhad
Page 92
Divisi Strategi dan Perkembangan Korporasi
Corporate Strategy and Development Division
Nama
No
Karyawan
Jabatan Judul Pelatihan Mulai Selesai Metode Penyelenggara
6 Muhammad Staf Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Ridho Ar robi Staff Penerapan AI & Transformasi
Digital di Jasa Keuangan
Professional Financial 16/08/2025 13/09/2025 Offline PT Rajawali Consulting
Modeling (PFM)
Getting High Performance 28/08/2025 28/08/2025 Offline PT OTI Transformasi Lintas
Using Office Of Strategy Internasional
Management
BSMR Jenjang 4 12/22/2025 12/23/2025 Offline PT Arfaidhams Secret
7 Rendy Irawan Staf Artificial Intelligence (AI) for 17/02/2025 18/02/2025 Offline BPPK Kementerian Keuangan RI
Staff Strategic Scenario Planning
BSMR Jenjang 4 12/22/2025 12/23/2025 Offline PT Arfaidhams Secret
8 Satyadi Staf BSMR Jenjang 4 22/07/2025 23/07/2025 Offline PT Arfaidhams Secret
Kusumandaru Staff
Hak Asasi Manusia 11/17/2025 11/17/2025 Offline PT Surveyor Indonesia
Climate Change 11/18/2025 11/18/2025 Offline PT Surveyor Indonesia
Certified Data Analyst (CDA) 12/8/2025 12/12/2025 Offline PT Pustaka Binaman Pressindo
Sosialisasi Risk Culture; Anti 12/23/2025 12/23/2025 Offline BPKP
Fraud
9 Syifa Salsabila Staf Unlocking The Future; 26/06/2025 26/06/2025 Hybrid PT Bisa Artifisial Indonesia
Staff Penerapan AI & Transformasi
Digital di Jasa Keuangan
Microsoft Power BI 1/19/2025 1/20/2025 Offline PT Tharwa Trans Indoteknologi
Secondment Cagamas 12/10/2025 12/11/2025 Online Cagamas Berhad
92 Sosialisasi Risk Culture & Anti 12/23/2025 12/23/2025 Offline BPKP
Fraud
KEBIJAKAN DAN PROSES PENETAPAN POLICY AND PROCESS TO DETERMINE
REMUNERASI DEWAN KOMISARIS REMUNERATION FOR BOARD OF
Laporan Keberlanjutan 2025 Sustainability Report
DAN DIREKSI [GRI 2-19, 2-20] COMMISSIONERS AND BOARD OF
DIRECTORS [GRI 2-19, 2-20]
Perseroan menerapkan kebijakan remunerasi bagi Dewan The Company implements a remuneration policy for the Board
Komisaris dan Direksi yang disusun dan dilaksanakan sesuai of Commissioners and Board of Directors, which is formulated
dengan ketentuan peraturan perundang-undangan yang and implemented in accordance with applicable laws and
berlaku serta prinsip GCG. Kebijakan remunerasi tersebut regulations and GCG principles. The remuneration policy is
ditetapkan dengan mempertimbangkan tugas, tanggung jawab, established by considering the duties, responsibilities, and
dan kinerja masing-masing organ Perseroan, serta menjaga performance of each Company organ, while maintaining
keseimbangan antara kepentingan Perseroan dan pemangku a balance between the interests of the Company and its
kepentingan. Dalam pelaksanaannya, kebijakan remunerasi stakeholders. In its implementation, the remuneration policy
dirancang untuk mendorong kinerja yang berkelanjutan, is designed to encourage sustainable performance, strengthen
memperkuat akuntabilitas, serta mendukung pencapaian tujuan accountability, and support the achievement of the Company’s
jangka panjang Perseroan. long-term goals.
Ketentuan remunerasi Direksi dan Dewan Komisaris Perseroan The remuneration provisions of the Board of Directors and
mengacu pada berbagai kebijakan di antaranya: the Board of Commissioners of the Company refers to many
policies, among others:
1. Undang-Undang Nomor 40 Tahun 2007 tentang Perseroan 1. Law No. 40 of 2007 on Limited Liability Company;
Terbatas;
2. PMK No.200/PMK.06/2018 tentang Pedoman Penetapan 2. PMK No. 200/PMK/06/2018 on Procedure for Determining
Penghasilan Direksi dan Dewan Komisaris Income of the Board of Directors and the Board of
Commissioners
3. Anggaran Dasar Perseroan 3. The Company’s Articles of Association
4. Keputusan Menteri Keuangan Nomor 262/MK/KN/2025 4. Decree of Minister of Finance Number 262/MK/KN/2025
tanggal 16 Juli 2025 tentang Persetujuan Pembayaran dated July 16, 2025 on Approval for Bonus Payment for
Page 93
Tantiem Tahun Buku 2024 dan Penetapan Gaji Direksi, 2024 Financial Year and Determination of the Board of
Honorarium Dewan Komisaris, Tunjangan, dan Fasilitas Directors’ Salary, the Board of Commissioners’ Honorarium,
yang Diberikan Kepada Direksi dan Dewan Komisaris untuk Allowance, and Facility Provided to the Board of Directors
Tahun Buku 2025. and the Board of Commissioners for 2025 Financial Year.
5. Anggaran Dasar Perseroan. 5. The Company’s Articles of Association.
Besaran remunerasi Dewan Komisaris dan Direksi ditetapkan The remuneration amount of the Board of Commissioners
oleh Pemegang Saham melalui mekanisme Rapat Umum and the Board of Directors is stipulated by the Shareholders
Pemegang Saham (RUPS) dengan memperhatikan ketentuan through the GMS mechanism by considering the provisions of
Anggaran Dasar Perseroan serta peraturan perundang- Articles of Association and laws and regulations. The Board of
undangan yang berlaku. Dalam proses tersebut, Dewan Commissioners will request for approval from the Shareholders
Komisaris mengajukan usulan remunerasi untuk memperoleh at the General Meeting of Shareholders.
persetujuan Pemegang Saham dalam RUPS.
Penetapan struktur remunerasi Dewan Komisaris dan Direksi The determination of the remuneration structure of the Board of
mengacu pada Peraturan Menteri Keuangan Republik Indonesia Commissioners and Board of Directors refers to the Regulation
Nomor 200/PMK.06/2018 tentang Pedoman Penetapan of the Minister of Finance of the Republic of Indonesia Number
Penghasilan Direksi dan Dewan Komisaris Perusahaan 200/PMK.06/2018 concerning Guidelines for Determining the
Perseroan (Persero) di Bawah Pembinaan dan Pengawasan Income of Directors and Board of Commissioners of Limited
Menteri Keuangan, khususnya Pasal 5, serta Keputusan Liability Companies (Persero) Under the Guidance and
Menteri Keuangan Nomor 262/MK/KN/2025 tanggal 16 Juli Supervision of the Minister of Finance, specifically Article
2025 tentang Persetujuan Pembayaran Tantiem Tahun Buku 5, as well as the Decree of the Minister of Finance Number
2024 dan Penetapan Gaji Direksi, Honorarium Dewan Komisaris, 262/MK/KN/2025 dated July 16, 2025 concerning Approval of
Tunjangan, dan Fasilitas yang Diberikan Kepada Direksi dan Tantiem Payment for the 2024 Financial Year and Determination
Dewan Komisaris untuk Tahun Buku 2025. Berdasarkan of Directors’ Salaries, Board of Commissioners’ Honorarium,
ketentuan tersebut, struktur remunerasi Dewan Komisaris Allowances, and Facilities Provided to Directors and Board
dan Direksi adalah sebagai berikut: of Commissioners for the 2025 Financial Year. Based on
these provisions, the remuneration structure of the Board of
Commissioners and Board of Directors is as follows:
Jenis Penghasilan Direksi Dewan Komisaris
Type of Income BoD BoC
Jangka Pendek
Short term
Gaji dan/atau Honorarium Direktur Utama sebesar 100% Komisaris Utama 45% dari gaji Direktur Utama
Salary and/or Honorarium Direksi 90% dari gaji Direktur Utama Komisaris 90% dari honorarium Komisaris Utama
President Director is 100% President Commissioner is 45% from the salary of
Other Director is 90% of the salary of President Director President Director and Other Commissioner is 90%
of the honorarium of President Commissioner
Tunjangan Hari Raya Diberikan sebesar 1 (satu) kali gaji Diberikan sebesar 1 (satu) kali honorarium 93
Religious Holiday Allowance Given as 1 (one) time salary Given as 1 (one) time honorarium
Tunjangan Transportasi - Diberikan sebesar 20% dari honorarium
Transportation Allowance Given 20% of the honorarium
Tunjangan Purna-Jabatan Diberikan selama menjabat premi asuransi 25% dari gaji Diberikan selama menjabat premi asuransi 25% dari
PT Sarana Multigriya Finansial (Persero)
Post-employment Benefit dalam satu tahun honorarium dalam satu tahun
Given during the term of office, insurance premium by 25% Given during the term of office, insurance premium
of one-year salary by 25% of one-year honorarium
Tunjangan Cuti Tahunan Anggota Direksi berhak mendapatkan cuti tahunan sebanyak -
Annual Leave Allowance 12 hari Kerja tanpa diberikan tunjangan cuti tahunan minimal
masa kerja 12 bulan berturut-turut
The Board of Directors is entitled to obtain annual leave of
12 Business days without any annual leave allowance, the
minimum term of office is consecutive 12 months.
Fasilitas Kesehatan Rawat Jalan dan Obat, Rawat Inap dan Obat, dan 1 x setahun untuk medical check up di dalam negeri. Diberikan
Healthcare Facility dalam bentuk asuransi kesehatan dan atau penggantian biaya pengobatan bagi Direksi beserta seorang Istri/suami
dan maksimal 3 (tiga) orang anak yang tidak atau belum pernah menikah, tidak mempunyai penghasilan sendiri, dan
atau belum berusia 21 tahun.
Outpatient care and medication, inpatient care and medication, and one medical check-up per year within the
country. Provided in the form of health insurance and/or reimbursement of medical expenses for directors and their
spouses and a maximum of three children who are unmarried, have no income of their own, and/or are under the
age of 21.
Page 94
Jenis Penghasilan Direksi Dewan Komisaris
Type of Income BoD BoC
Bantuan Hukum Diberikan dalam bentuk pembiayaan jasa pengacara/Konsultan hukum atau asuransi Bantuan Hukum dalam hal
Legal Assistance terjadi tindakan atau perbuatan untuk dan atas nama jabatannya yang berkaitan dengan maksud dan tujuan serta
kegiatan usaha Persero.
Given in the form of lawyer/legal Consultant service fee or Legal Assistance insurance in the event of action or
measure for and behalf of his/her position related to the purposes and objectives as well as business activities of
the Company.
Kendaraan Dinas Mobil dengan Kapasitas mesin paling tinggi 2500cc. Fasilitas -
Official Vehicle kendaraan termasuk di dalamnya biaya pemeliharaan dan
operasional, diberikan dengan memperhatikan Keuangan
Persero.
A car with 2500 cc engine Capacity, Vehicle facility includes
the maintenance and operational fee, given by considering
the Company’s Finance.
Tantiem Penetapan tantiem diberikan dalam bentuk tunai dengan mempertimbangkan faktor kinerja, kenaikan laba
Bonus Perseroan dan kemampuan Perseroan. Berdasarkan keputusan RUPS.
A bonus is provided in the form of cash by considering the performance factor, the Company’s profit increase and
ability, based on the GMS resolutions.
Jangka Panjang
Long term
Remunerasi/Kompensasi Pada tahun 2025, Perseroan belum menerapkan skema Pada tahun 2025, Perseroan belum menerapkan
Remuneration/ Compensation remunerasi/kompensasi kepada Direksi Perseroan dalam skema remunerasi/kompensasi kepada Dewan
jangka panjang. Komisaris Perseroan dalam jangka panjang.
Throughout 2025, SMF had not yet applied a long-term Throughout 2025, SMF had not yet applied a long-
scheme of Remuneration/ Compensation for the Board of term scheme of Remuneration/ Compensation for
Directors. the Board of Commissioners.
PENCEGAHAN KONFLIK PREVENTION OF CONFLICT
KEPENTINGAN [GRI 2-15] OF INTEREST [GRI 2-15]
Kebijakan mengenai independensi dan pencegahan benturan The policy on the independence and conflict of interest of
94
kepentingan Dewan Komisaris dan Direksi diatur dalam the Board of Commissioners and the Board of Directors is
Kebijakan Umum Perseroan Nomor 002/KEB/KU/SMF/VIII/2025 stipulated as set out in the Company’s General Policy Number
tentang Tata Kelola Kerja Dewan Komisaris, Dewan Pengawas 002/KEB/KU/SMF/VIII/2025 on Board Manual for Board of
Syariah dan Direksi (Board Manual) PT Sarana Multigriya Commissioners, Sharia Supervision Board, and Board of
Finansial (Persero). Sejalan dengan kebijakan tersebut, anggota Directors of PT Sarana Multigriya Finansial (Persero). In line
Laporan Keberlanjutan 2025 Sustainability Report
Dewan Komisaris dan Direksi dilarang melakukan tindakan with the policy, the members of the Board of Commissioners
yang menimbulkan benturan kepentingan serta mengambil and Board of Directors are prohibited from performing any act
keuntungan pribadi atas setiap pengambilan keputusan dan/ having conflict of interest and gaining personal benefit from
atau pelaksanaan kegiatan Perseroan. Selain itu, antara anggota the decision-making and/or the Company’s performance. In
Direksi dan anggota Dewan Komisaris tidak terdapat hubungan addition, members of the Board of Directors and members of
keluarga sampai dengan derajat ketiga, baik menurut garis lurus the Board of Commissioners shall have no family relationship
maupun garis ke samping, termasuk hubungan yang timbul to third degree, either from vertical or horizontal lines, including
karena perkawinan. Anggota Direksi juga tidak merangkap the relationship arising from marriage, and members of the
jabatan lain yang dapat memengaruhi kemampuannya untuk Board of Directors shall not have concurrent positions, which
bertindak secara independen. may affect their ability to act independently.
Sepanjang tahun 2025, tidak terdapat situasi yang Throughout 2025, there was no potential conflict of interest
mengindikasikan adanya potensi benturan kepentingan yang faced by members of the Board of Commissioners and Board
dihadapi oleh anggota Dewan Komisaris dan Direksi dalam of Directors in making decision for the Company.
proses pengambilan keputusan Perseroan .
Sejalan dengan kebijakan tersebut, anggota Dewan Komisaris In line with this policy, members of the Board of Commissioners
dan Direksi dilarang melakukan tindakan yang mempunyai and the Board of Directors are prohibited from taking actions
benturan kepentingan dan mengambil keuntungan pribadi that have a conflict of interest and from taking personal
dari pengambilan keputusan dan/atau pelaksanaan kegiatan advantage from decision-making and/or implementing the
Perseroan. Selain itu, antara anggota Direksi dengan anggota Company’s activities. In addition, members of the Board of
Dewan Komisaris tidak memiliki hubungan keluarga sampai Directors and members of the Board of Commissioners must
derajat ketiga baik menurut garis lurus maupun garis ke not have family relationships up to the third degree, either
samping, termasuk hubungan yang timbul karena perkawinan vertically or horizontally, including relationships arising from
serta anggota Direksi tidak memangku jabatan rangkap yang marriage, and members of the Board of Directors must not
dapat mempengaruhi kemampuannya bertindak secara hold concurrent positions that could affect their ability to act
independen. independently.
Page 95
KEBIJAKAN PENILAIAN DAN EVALUASI POLICY OF ASSESSMENT AND
KINERJA DEWAN KOMISARIS EVALUATION OF PERFORMANCE OF
DAN DIREKSI [GRI 2-18] BOARD OF COMMISSIONERS AND
BOARD OF DIRECTORS [GRI 2-18]
SMF secara berkala melakukan evaluasi atas kinerja Dewan SMF periodically evaluates the performance of the Board of
Komisaris dan Direksi sebagai badan tata kelola tertinggi Commissioners and Board of Directors, the Company’s highest
Perseroan. Evaluasi tersebut dilaksanakan untuk menilai governance bodies. These evaluations are conducted to assess
efektivitas pelaksanaan fungsi pengawasan, pengurusan, the effectiveness of their supervisory, management, strategic
pengambilan keputusan strategis, serta penerapan prinsip decision-making, and GCG principles. The evaluation results
GCG. Hasil evaluasi menjadi dasar bagi perbaikan berkelanjutan serve as the basis for continuous improvement of governance,
atas tata kelola, peningkatan kinerja organ Perseroan, serta enhancing the performance of the Company’s organs, and
penguatan pengelolaan risiko dan keberlanjutan usaha sesuai strengthening risk management and business sustainability
dengan ketentuan peraturan perundang-undangan yang in accordance with applicable laws and regulations.
berlaku.
Penilaian kinerja Dewan Komisaris Perseroan dilakukan melalui The performance assessment of the Company’s Board of
pelaksanaan asesmen Good Corporate Governance (GCG) Commissioners is done through the implementation of the
tahun 2025 dengan mengacu pada standar yang ditetapkan 2025 Good Corporate Governance (GCG) assessment with
dalam Keputusan Menteri Keuangan Republik Indonesia Nomor reference to the standards stipulated in the Decree of the
505/KMK.06/2020 tanggal 9 November 2020 tentang Pedoman Minister of Finance of the Republic of Indonesia Number 505/
Penilaian dan Evaluasi atas Penerapan Tata Kelola Perusahaan KMK.06/2020 dated November 9, 2020 concerning Guidelines
yang Baik (Good Corporate Governance). for Assessment and Evaluation of the Implementation of Good
Corporate Governance.
Hasil Penilaian Kinerja Dewan Komisaris
Board of Commissioners’ Performance Assessment Results
Skor Pencapaian KPI Kolegial 105,89% dari target 100%
Dewan Komisaris
Collective KPI Achievement Score of
the Board of Directors
Skor GCG Aspek Dewan Komisaris 93,65% dengan klasifikasi Sangat Baik. Skor tersebut mengalami peningkatan dari tahun sebelumnya
GCG Score Aspect of the Board of yaitu 92,52%
Commissioners 93.65%, classified as “Very Good.” This score represents an increase from the previous year’s 92.52%
Kebijakan penilaian kinerja Direksi diatur dalam Board Manual The Board of Directors’ performance assessment policy is
Perseroan. Sejalan dengan kebijakan tersebut, salah satu stipulated in the Company’s Board Manual. In line with this
tugas dan tanggung jawab Dewan Komisaris adalah melakukan policy, one of the duties and responsibilities of the Board of
penilaian atas kinerja Direksi. Penilaian ini mencakup berbagai Commissioners is to assess the Board of Directors’ performance. 95
kriteria, termasuk aspek sosial dan lingkungan, seperti target This assessment encompasses various criteria, including social
penyaluran unit rumah baru KPR FLPP, persentase penyaluran and environmental aspects, such as the target for new housing
KPR FLPP terhadap porsi bank penyalur, serta persentase units disbursed under the FLPP mortgage program (KPR FLPP),
dampak ekonomi dari penyaluran KPR FLPP oleh Perseroan. the percentage of FLPP mortgage disbursement relative to the
PT Sarana Multigriya Finansial (Persero)
portion of the distributing bank, and the percentage of economic
impact of the Company’s FLPP mortgage disbursement.
Penilaian kinerja Direksi dilakukan oleh Dewan Komisaris dengan The Board of Directors’ performance assessment is conducted
dukungan Komite Nominasi dan Remunerasi. Evaluasi kinerja by the Board of Commissioners with support from the
Direksi dilaksanakan secara berkala setiap tahun dengan Nomination and Remuneration Committee. The Board of
mengacu pada kriteria penilaian sebagai berikut: Directors’ performance evaluation is conducted annually, based
on the following assessment criteria:
Page 96
1. Pencapaian atas Key Performance Indicator (KPI) 2025 1. Achievement of the 2025 Key Performance Indicators
baik kolegial maupun individu; (KPIs), both collegial and individual;
2. Pencapaian assessment penerapan GCG pada aspek 2. Achievement of the GCG implementation assessment for
Direksi. the Board of Directors.
Skor Pencapaian KPI Kolegial 107,84% dari target 100%
Direksi
Collective KPI Achievement
Score of the Board of Directors
Tingkat Pencapaian
Nama Jabatan Target KPI KPI
Name Position KPI Target KPI Achievement
Rate
Skor Pencapaian KPI Masing-
Masing Direksi Ananta Wiyogo Direktur Utama 100% 108,60%
Individual KPI Achievement President Director
Score of the Board of Directors Bonai Subiakto Direktur Keuangan dan Manajemen Risiko 100% 108,60%
Director of Finance and Risk Management
Heliantopo Direktur Bisnis 100% 107,54%
Director of Business
Skor GCG Aspek Direksi 92,94% dengan klasifikasi Sangat Baik. Skor tersebut mengalami penurunan dari tahun sebelumnya yaitu
GCG Score Aspect of the Board 93,67%
of Directors 92.94%, classified as “Very Good.” This score represents a decrease from the previous year’s 93.67%
Hasil evaluasi penilaian kinerja Dewan Komisaris dan Direksi The performance assessment result of the Board of
menjadi dasar dalam pengambilan berbagai keputusan Commissioners and the Board of Directors become the basis for
strategis antara lain perbaikan dan pengembangan kompetensi, several decision-making, such as the competency improvement
penyesuaian strategi dan kebijakan, peningkatan sistem and development, adjustment to strategy and policy, increase
pengawasan, serta penambahan atau perubahan komposisi in supervision system, addition to or change in governance
organ tata kelola guna meningkatkan efektivitas dan efisiensi body, and implementation of new organizational practice to
96
operasional Perseroan. Perubahan terhadap komposisi dan increase operational effectiveness and efficiency. The change
praktik organisasi tersebut dapat mencakup restrukturisasi in the organizational composition and practice may be in the
organ tata kelola, penguatan fungsi komite-komite, penerapan form of restructuring the governance body, strengthening
teknologi dan inovasi, serta pengembangan budaya perusahaan committee functions, adopting technology and innovation,
[GRI 2-18] and developing Company’s culture. [GRI 2-18]
Laporan Keberlanjutan 2025 Sustainability Report
KODE ETIK PERUSAHAAN [GRI 2-23, 2-24] COMPANY’S CODE OF
CONDUCT [GRI 2-23, 2-24]
Perseroan telah menetapkan Pedoman Kode Etik Perusahaan The Company has stipulated a Guideline on the its code of
yang mengacu pada Kebijakan Umum Perseroan Nomor 042/ conduct based on the Company’s General Policy No. 042/KEB/
KEB/KU/SMF/XI/2022 tentang Penerapan Nilai, Etika, dan KU/SMF/XI/2022 on the Implementation of Value, Ethics, and
Pedoman Perilaku PT Sarana Multigriya Finansial (Persero). Behavioral Conduct of PT Sarana Multigriya Finansial (Persero).
Standar etika Perseroan dievaluasi secara berkala dan The Ethics Standard of the Company is evaluated regularly
apabila dipandang perlu dapat dilakukan pemutakhiran guna and if deemed necessary an update may be made to maintain
memastikan relevansinya dengan perkembangan kondisi the relevance against the Company’s ever-evolving business,
bisnis serta dinamika lingkungan dan sosial Perseroan yang environmental, and social conditions. Each individual of the
terus berkembang. Setiap insan Perseroan dan Stakeholders Company and Stakeholders may access the Company’s Code
dapat mengakses Kode Etik Perusahaan melalui website of Conduct via website at: https://www.smf-indonesia.co.id/
Perseroan: https://www.smf-indonesia.co.id/kebijakan pada kebijakan on “About Us > Policy > General Policy of Ethics,
Menu “Tentang Kami > Kebijakan > Kebijakan Umum Etika, Value, and Rule of Conduct” Menu”.
Nilai dan Pedoman Perilaku.”
Pokok Muatan Standar Etik Perusahaan
Main Principles of Company’s Ethics Standard
Latar Belakang Menjelaskan latar belakang keberadaan dan pemberlakuan kode etik
Background Explains the background of the existence and enforcement of the code of conduct
Ketentuan Umum Menjelaskan ketentuan umum berkenaan dengan pemberlakuan kode etik
General Terms Explains the general terms related to the enforcement of the code of conduct
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Ruang Lingkup Memuat ruang lingkup pemberlakuan kode etik
Scope Contains the scope of enforcement of the code of conduct
Tujuan Menjelaskan tujuan keberadaan dan pemberlakuan kode etik
Objectives Explains the purposes of existence and enforcement of the code of conduct
Dasar Hukum Memaparkan dasar hukum sebagai landasan penerapan kode etik
Legal Basis Describes the legal basis as the basis of enforcement of the code of conduct
Penerapan Nilai-Nilai Memuat penjelasan terkait penerapan nilai-nilai yang terkandung di dalam kode etik
Implementation of Values Contains a description related to the implementation of values contained in the code of conduct
Menjelaskan tanggung jawab dan kewenangan organ, sebagai dukungan bagi penerapan kode etik
Tanggung Jawab & Kewenangan
Perserroan
Responsibility and Authority Explains the responsibility and authority of the organs, as a support for enacting the code of conduct
Etika Usaha Perseroan Memaparkan standar etika yang berlaku terhadap interaksi berkenaan dengan aktivitas usaha
Company’s Business Ethics Describes the standard of ethics applicable to interaction related to the business activities
Etika dan Perilaku Personil Memaparkan etika dan perilaku yang berlaku pada interaksi dengan pemangku kepentingan bagi
Perseroan personil
Ethics and Conduct of Company’s Describes the ethics and conduct applicable to interaction with the stakeholders for personnel
Personnel
Pengawasan dan Penegakan Etika Menjelaskan ketentuan terkait mekanisme pengawasan dan penegakan kode etik di lingkungan
Supervision and Enforcement of Explains the terms related to the mechanism of supervision and enactment of the code of conduct
Ethics within the environment
Memaparkan standar perilaku yang berlaku pada interaksi antara insan Perseroan dengan pemangku
Perilaku Usaha Perseroan kepentingan
Company’s Business Conduct Describes the standard of conduct applicable to interaction between the individual of the Company and
stakeholders
Penegakan Etika dan Perilaku Menjelaskan prosedur penegakan etika dan perilaku yang berlaku di lingkungan Perseroan
Perusahaan Explains the procedure for enforcing the ethics and conduct applicable within the Company’s
Enforcement of Company’s Ethics environment
and Conduct
Penutup Memuat narasi penutup
Conclusion Contains conclusion
Informasi dan pemahaman mengenai Kode Etik Perseroan The information and knowledge about the Company’s code
telah menjadi bagian dari materi Pelatihan Dasar Karyawan of conduct are included in the materials for Employees Basic
bagi karyawan yang baru bergabung. Selain itu, seluruh jajaran Training for the newly hired employees. Furthermore, all
manajemen, Direksi, serta pejabat struktural pada masing- management levels, the Board of Directors, and the structural
masing unit kerja diwajibkan untuk memberikan pemahaman officers at each working unit are also required to provide deep
yang komprehensif mengenai pokok-pokok Kode Etik Perseroan understanding of the Company’s Code of Conduct principles
kepada seluruh staf yang berada di bawah koordinasinya. to all of their subordinates.
Perseroan juga melakukan upaya penyebarluasan informasi The Company also takes the effort to circulate the information 97
terkait Kode Etik melalui berbagai media dan mekanisme antara on the code of conduct in many ways, among others:
lain:
1. Website Perseroan; 1. The Company’s website;
2. E-mail administrator yang disampaikan kepada seluruh 2. The administrator email sent to all employees of the
PT Sarana Multigriya Finansial (Persero)
karyawan Perseroan; Company;
3. Standing banner, flyer dan media-media advertising lain 3. Standing banner, flyer and other advertising media placed
yang ditempatkan di area kantor Perseroan; at the Company’s office area;
4. Melalui aplikasi Knowledge Management System; 4. Via Knowledge Management System Application;
5. Membagikan Buku Pedoman Kode Etik, baik kepada 5. By distributing the Code of Conduct Handbook, to the
karyawan yang baru bergabung di Perseroan ataupun yang newly hired employees and existing employees;
telah lama bekerja;
6. Penandatanganan pernyataan kepatuhan terhadap 6. The execution of a statement of compliance with the Code
Kode Etik setiap tahun oleh Dewan Komisaris, Direksi, of Conduct annually by the Board of Commissioners, Board
Dewan Komisaris, Organ Dewan Komisaris dan seluruh of Directors, Organs of the Board of Commissioners, and all
Karyawan Perseroan. Pada tahun 2025, seluruh Direksi, Employees of the Company. In 2025, All Board of Directors,
Dewan Komisaris, Organ Dewan Komisaris dan seluruh Board of Commissioners, Organ of Board of Commissioners,
Karyawan Perseroan telah melakukan penandatanganan and all Employees of the Company executed the statement
surat pernyataan kepatuhan terhadap Pedoman Perilaku of compliance with the Code of Conduct.
dan Etika Bisnis.
Page 98
Per 31 Desember 2025, tidak terdapat pegawai yang melakukan As of December 31, 2025, no employees had violated the Code
pelanggaran Kode Etik. Dengan demikian, Perseroan tidak of Ethics. Therefore, the Company did not take any follow-up
melakukan tindak lanjut apapun atau menjatuhkan sanksi action or impose any sanctions on any employee, ranging from
kepada karyawan baik Peringatan 1 hingga Pemutusan a first warning to termination of employment (PHK).
Hubungan Kerja (PHK).
MANAJEMEN RISIKO SUSTAINABILITY RISK
KEBERLANJUTAN [OJK E.3] MANAGEMENT [OJK E.3]
Manajemen risiko Perseroan didukung oleh seperangkat The Company’s risk management has been equipped with
kebijakan yang disusun dengan mengacu pada standar ISO a policy referring to the standard of ISO 31000:2018 (Risk
31000:2018 (Risk Management-Guidelines) dan Peraturan management – Guidelines) and Financial Services Authority
Otoritas Jasa Keuangan Nomor 42 tahun 2024 tentang Regulation No. 42 of 2024 concerning the Implementation of
Penerapan Manajemen Risiko bagi Lembaga Pembiayaan, Risk Management for Financing Institutions, Venture Capital
Perusahaan Modal Ventura, Lembaga Keuangan Mikro dan Companies, Microfinance Institutions, and Other Financial
Lembaga Jasa Keuangan Lainnya. Perangkat kebijakan Services Institutions. The Risk Management Policy tools
Manajemen Risiko Perseroan meliputi Kebijakan Umum are, among others, the Company’s General Policy on Risk
Perseroan tentang Manajemen Risiko, Kebijakan Perseroan Management, the Company’s Policy on Risk Management
tentang Pedoman Manajemen Risiko, Kebijakan Perseroan Guideline, the Company’s Policy on Early Warning of Exposure,
tentang Pedoman Peringatan Dini atas Eksposur, Kebijakan the Company’s Policy on Counterparty Limit Guideline, the
Perseroan tentang Pedoman Counterparty Limit, Kebijakan Company’s Policy on Internal Rating Guideline, and the
Perseroan tentang Pedoman Pemeringkatan Internal dan Company’s Policy on Business Continuity Management System
Kebijakan Perseroan tentang Pedoman Sistem Manajemen Guideline, along with any technical direction derived from
Keberlangsungan Usaha beserta petunjuk teknis sebagai each guideline.
turunan dari masing-masing pedoman tersebut.
Perseroan secara berkala melakukan peninjauan dan apabila The Company regularly reviews and, if deemed necessary
dipandang perlu akan melakukan pemutakhiran atas perangkat updates the Risk Management Policy tools pursuant to the
kebijakan Manajemen Risiko guna memastikan kesesuaian applicable regulations and the dynamics of the risks faced
98
dengan ketentuan peraturan perundang-undangan yang berlaku by the Company. Throughout 2025, the Company managed
serta dinamika risiko yang dihadapi Perseroan. Sepanjang tahun risks classified into eight categories: Credit, Market, Liquidity,
2025, Perseroan melakukan pengelolaan terhadap risiko-risiko Strategic, Compliance, Legal, Operational, and Reputation for
yang diklasifikasikan menjadi 8 (delapan) risiko yaitu Kredit, overall/combined and risks. The complete implementation of
Pasar, Likuiditas, Strategik, Kepatuhan, Hukum, Operasional, risk management is presented in the table:
Laporan Keberlanjutan 2025 Sustainability Report
dan Reputasi untuk risiko keseluruhan/gabungan. Implementasi
manajemen risiko selengkapnya disampaikan dalam tabel:
Page 99
Klasifikasi/Tipologi Risiko Implementasi Mitigasi Risiko
Risk typology/classification Implementation Risk mitigation
Risiko Kredit Bekerjasama dengan calon debitur/debitur 1. Menetapkan kriteria debitur (Lembaga Jasa
Risiko yang timbul karena adanya gagal yang memiliki profil tingkat risiko yang terukur Keuangan) yang dapat bekerjasama dengan
bayar debitur atas kewajiban dalam berdasarkan Jenis Lembaga Jasa keuangan, Perseroan;
pembayaran bunga maupun pokok Kinerja Keuangan, dan Rating Internal/ 2. Menjaga konsentrasi penyaluran pembiayaan
Credit Risk Eksternal yang menyebabkan tingkat risiko tidak kurang dari 70% pada Bank Umum/Bank
A risk arising from a debtor’s default in the kredit pada tahun 2025 masih berada pada Pembangunan Daerah baik konvensional maupun
obligation to pay interest or principal level aman yaitu level rendah. syariah;
Collaborating with prospective debtors/ 3. Menjaga konsentrasi penyaluran pembiayaan
debtors who have a measurable risk level tidak kurang dari 70% pada Lembaga Jasa
profile based on the Type of Financial Keuangan yang memiliki rating internal AAA
Services Institution, Financial Performance, sampai dengan A-;
and Internal/External Rating which causes the 4. Melakukan monitoring dan evaluasi atas kinerja
credit risk level in 2025 to remain at a safe debitur (Lembaga Jasa Keuangan) secara
level, a low level. berkala.
1. Determining the criteria of debtor (Financial
Services Institution) that may cooperate with the
Company;
2. Maintaining the concentration of financing
distribution to be no less than 70% in Commercial
Banks/Regional Development Banks, both
conventional and sharia;
3. Maintaining the concentration of financing
distribution to be not less than 70% in Financial
Services Institutions that have internal rating of
AAA to A-;
4. Performing regular monitoring and evaluation
of performance of debtor (Financial Services
Institution).
Risiko Pasar Pada tahun 2025 tingkat risiko pasar masih 1. Melakukan evaluasi harga bunga (repricing)
Risiko yang timbul karena terjadi terjaga di level sedang rendah atas eksposur secara triwulanan dan transparan diukur nilai
perubahan pada kondisi pasar, termasuk Efek Beragun Aset dan Surat Utang Negara pasarnya (mark-to-market) sesuai dengan harga
di antaranya: risiko perubahan harga, yang dimiliki Perseroan. pasar;
risiko suku bunga, risiko nilai tukar, risiko In 2025, the market risk level was remain at 2. Melakukan early warning dengan mengukur
komoditas, dan risiko ekuitas a moderately low level for the Company's sensitivitas pendapatan bunga bersih atas
Market Risk exposure to Asset-Backed Securities and pergerakan suku bunga.
A risk arising from changes in market Government Bonds.
conditions, including: price change risk, 1. Performing interest price evaluation (repricing)
interest rate risk, exchange rate risk, quarterly and transparently, measured from
commodity risk and equity risk market price (mark-to-market) in accordance with
market price;
2. Giving early warning by measuring the sensitivity
of net interest revenue from interest rate
movement.
Risiko Likuiditas Sepanjang tahun 2025, Perseroan dapat 1. Menetapkan penyediaan likuiditas minimum;
Risiko yang dapat timbul sewaktu-waktu menjaga tingkat likuiditasnya melalui 2. Melakukan pengelolaan asset liability
akibat ketidakmampuan Perseroan dalam penyiapan sumber likuiditas eksternal seperti management dengan memperhatikan jangka
99
memenuhi kewajiban yang sudah jatuh pinjaman perbankan, penerbitan obligasi waktu sehingga matching antara pendanaan dan
tempo dan sukuk. Adapun tingkat risiko likuiditas pembiayaan;
Liquidity Risk Perseroan pada tahun 2025 masih berada 3. Menjaga current ratio tidak kurang dari ketentuan
A risk that may arise at any time due pada level aman yaitu level sedang rendah. regulasi;
to the Company's inability to fulfill due Throughout 2025, the Company was able 4. Memiliki ketersediaan line fasilitas pembiayaan
PT Sarana Multigriya Finansial (Persero)
obligations to maintain its liquidity levels by preparing dari Lembaga Jasa Keuangan lainnya sebagai
external liquidity sources such as bank loans, sumber pendanaan Perseroan yang dapat ditarik
bond and sukuk issuances. The Company's sebagaimana kebutuhan.
liquidity risk level in 2025 remains at a safe
level, at medium to low. 1. Determining the provision of minimum liquidity;
2. Performing asset liability management by
observing the term so as to match the funding
and the financing;
3. Maintaining current ratio to not be lower than the
provisions of regulations;
4. Having the availability of lines of financing
facilities from other Financial Services Institutions
as a source of funding for the Company that may
be withdrawn as necessary.
Page 100
Klasifikasi/Tipologi Risiko Implementasi Mitigasi Risiko
Risk typology/classification Implementation Risk mitigation
Risiko SKHOR Risiko lain yang dihadapi Perseroan sampai Perseroan telah melakukan mitigasi untuk menjaga
Mencakup Risiko Stratejik, Risiko dengan akhir tahun 2025 belum melewati profil risiko SKHOR pada tingkat yang baik, seperti
Kepatuhan, Risiko Hukum, Risiko risk appetite kecuali risiko operasional yang melakukan meliputi:
Operasional, dan Risiko Reputasi. berada di level sedang. Meski demikian, 1. Penguatan kompetensi dan refreshment risk
SKHOR Risk risiko operasional masih belum melewati risk owner dalam hal melakukan identifikasi risiko
Includes Strategic risk, Compliance tolerance. pada unit/fungsi masing-masing melalui risk
risk, Legal risk, Operational risk, and Other risks faced by the Company until register yang dilakukan secara triwulanan
Reputation risk. the end of 2025 have not exceeded its risk sehingga mendukung pengendalian dan mitigasi
appetite, except for operational risks, which risiko SKHOR yang relevan mengikuti kondisi
are at a moderate level. However, operational terbaru Perseroan;
risks have not yet exceeded its risk tolerance. 2. Pengembangan sistem teknologi informasi
dalam mendukung proses operasional untuk
meminimalisir human error;
3. Melakukan standardisasi dokumen hukum
dengan mengacu kepada ketentuan peraturan
perundangan yang berlaku, serta memperhatikan
kepentingan aspek yuridis.
The Company has carried out mitigation to maintain
SKHOR risk profile at a good level, such as by, among
others:
1. Strengthening the competency and refreshment
of risk owners in terms of identifying risks in their
respective units/functions through a risk register
conducted quarterly so as to support the control
and mitigation of relevant SKHORF risks following
the latest conditions of the Company;
2. Developing an information technology system
in supporting operational process to minimize
human error;
3. Performing legal document standardization by
referring to the provisions of applicable laws and
regulations, as well as paying attention to the
interest of juridical aspect.
100
Dalam delapan risiko di atas, Perseroan telah mengidentifikasi Out of the eight risks above, the Company has identified
terkait emisi scope 3, perubahan iklim (banjir, suhu ekstrem dan those related to scope 3 emissions, climate change (floods,
curah hujan tinggi), efisiensi energi dan pengurangan plastik extreme temperatures, and high rainfall), energy efficiency
serta hak asasi manusia. Untuk menghadapi risiko tersebut, and plastic reduction, as well as human rights. To address
Perseroan telah menetapkan mitigasi antara lain perawatan these risks, the Company has established mitigation measures,
Laporan Keberlanjutan 2025 Sustainability Report
sarana dan prasarana perkantoran, sertifikasi green building, including maintenance of office facilities and infrastructure,
asuransi aset fisik, kampanye hemat energi dan pengurangan green building certification, physical asset insurance, energy
plastik, serta pelatihan peningkatan pemahaman tentang hak conservation and plastic reduction campaigns, and training to
asasi manusia. increase understanding of human rights.
Pengelolaan risiko Perseroan dilaksanakan oleh Divisi The Company’s risk management is performed by the Risk
Manajemen Risiko dan Kepatuhan yang secara berkala Management and Compliance Division, which regularly
melakukan evaluasi atas efektivitas manajemen risiko korporat evaluates the effectiveness of corporate risk management
melalui pengawasan dan pemantauan pergerakan tingkat risiko through supervising and monitoring risk level fluctuation in the
dalam profil risiko Perseroan. Berdasarkan hasil pemantauan Company’s risk profile. Based on the supervision result, the
tersebut, Perseroan melakukan analisis terhadap efektivitas Company then analyzes the effectiveness of risk management
perencanaan pengelolaan risiko yang telah dirumuskan dan planning, which has been formulated and implemented. The
diterapkan. Laporan profil risiko selanjutnya disampaikan result of risk profile report is then submitted to the Board of
kepada Direksi dan Dewan Komisaris secara berkala sebagai Directors and the Board of Commissioners regularly as the
dasar pengambilan keputusan. basis of decision making.
Untuk memperkuat fungsi pengawasan, Dewan Komisaris telah The Board of Commissioners has also established the
membentuk Komite Pemantau Risiko yang bertugas membantu Risk Monitoring Committee, aiming at assisting the Board
Dewan Komisaris dalam mengawasi penerapan manajemen of Commissioners in supervising the risk management
risiko serta memberikan masukan dan rekomendasi terkait implementation and providing input and advice related to
efektivitas pelaksanaannya di Perseroan. Secara berkala, rapat the effectiveness of risk management in the Company. Then,
dan diskusi diselenggarakan antara Divisi Manajemen Risiko dan meeting and discussion are convened regularly with the
Kepatuhan dengan Komite Pemantau Risiko untuk membahas Risk Management and Compliance Division to discuss the
penerapan, program kerja manajemen risiko, serta tindak lanjut implementation and work program of risk management and
atas masukan dan rekomendasi yang disampaikan. [GRI 2-12] follow-up on any input submitted. [GRI 2-12]
Page 101
Pada tahun 2025, Perseroan telah menyusun Roadmap In 2025, the Company developed an Environmental, Social,
Environmental, Social, Governance, Risk and Compliance Governance, Risk, and Compliance (ES-GRC) Roadmap as a
(ES-GRC) sebagai fondasi untuk melakukan penilaian risiko foundation for assessing sustainability risks, both related to
keberlanjutan, baik yang terkait dengan aspek sosial maupun social and environmental aspects, in the future. Throughout the
lingkungan, di masa mendatang. Sepanjang tahun pelaporan, reporting year, the Company implemented several programs
Perseroan telah melaksanakan sejumlah program sesuai dengan in accordance with the roadmap, which are presented in this
roadmap tersebut dan disampaikan dalam laporan ini. Informasi report. More complete information regarding the Company’s risk
yang lebih lengkap mengenai manajemen risiko Perseroan management is outlined in the Company’s 2025 Annual Report,
diuraikan dalam Laporan Tahunan Perseroan Tahun 2025, Corporate Governance Chapter, under the Risk Management
Bab Tata Kelola Perusahaan, pada bagian Manajemen Risiko. section.
KOMUNIKASI TENTANG MASALAH- COMMUNICATION OF CRITICAL
MASALAH KRITIS [GRI 2-16] ISSUES [GRI 2-16]
Sesuai dengan prinsip GCG, Perseroan memiliki mekanisme In accordance with GCG principles, the Company has a
komunikasi dan eskalasi masalah kritis kepada Dewan Komisaris mechanism for communicating and escalating critical issues
dan Direksi melalui berbagai kanal formal yang telah ditetapkan. to the Board of Commissioners and Board of Directors through
Kanal tersebut meliputi rapat Dewan Komisaris dan Direksi, various established formal channels. These channels include
rapat komite di bawah Dewan Komisaris, laporan manajemen meetings of the Board of Commissioners and Board of Directors,
dan laporan risiko berkala, serta mekanisme pelaporan khusus meetings of committees under the Board of Commissioners,
apabila terdapat isu signifikan yang memerlukan perhatian periodic management reports and risk reports, and a special
segera. Melalui kanal-kanal tersebut, setiap masalah kritis reporting mechanism for significant issues requiring immediate
yang berpotensi menimbulkan risiko strategis, kepatuhan, attention. Through these channels, any critical issues that
operasional, reputasi, maupun dampak ekonomi, sosial, dan could potentially pose strategic, compliance, operational,
lingkungan dapat dikomunikasikan secara tepat waktu untuk reputational, or economic, social, or environmental risks can be
memperoleh arahan, pengawasan, dan keputusan strategis communicated in a timely manner to obtain direction, oversight,
dari badan tata kelola tertinggi, guna menjaga keberlanjutan and strategic decisions from the highest governance body, in
dan ketahanan bisnis. order to maintain business sustainability and resilience.
Sepanjang tahun 2025, Perseroan tidak menghadapi masalah Throughout 2025, the Company did not encounter any critical
kritis yang dibahas dalam rapat Dewan Komisaris dan Direksi issues discussed in meetings of the Board of Commissioners
maupun komite di bawah Dewan Komisaris. and Board of Directors or committees under the Board of
Commissioners.
KEBIJAKAN ANTI-KORUPSI ANTI-CORRUPTION POLICY
[GRI 2-23, 2-24] [GRI 2-23, 2-24]
Perseroan berkomitmen penuh untuk mendukung upaya The Company fully supports the government effort in combating 101
Pemerintah dalam pemberantasan korupsi. Perseroan corruption. We are aware that corruption practice is an illegal
menyadari bahwa praktik korupsi merupakan tindakan ilegal practice which has a negative effect to the business operation
yang dapat berdampak negatif terhadap operasional bisnis and causes both material and immaterial loss for the Company
serta menimbulkan kerugian material maupun nonmaterial bagi in the future. Therefore, the Company has implemented an
PT Sarana Multigriya Finansial (Persero)
Perseroan di masa mendatang. Oleh karena itu, Perseroan telah anti-corruption policy consisting of:
menetapkan kebijakan anti-korupsi sebagai berikut:
1. Kebijakan Umum Penerapan Strategi Anti Fraud 1. General Policy on the Implementation of Anti-Fraud Strategies
Kebijakan ini tertuang dalam Kebijakan Umum Perseroan This policy is contained in the Company’s General Policy
Nomor 003/KEB/KU/SM/IX/2025 tentang Penerapan Fraud No. 003/KEB/KU/SM/IX/2025 on the Implementation of
Control System, yang menjadi dasar dalam pengendalian Fraud Control System, which is the basis of handling fraud
praktik fraud pada seluruh proses bisnis di PT Sarana throughout the business process in PT Sarana Multigriya
Multigriya Finansial. Satuan Pengawasan Intern bertanggung Finansial. The Internal Audit Unit is responsible for the
jawab atas penerapan strategi anti-fraud, yang langsung implementation of anti-fraud strategy, which directly reports
melapor kepada Direktur Utama dan Dewan Komisaris. to the President Director and the Board of Commissioners.
Selama tahun 2025, tidak terdapat penyimpangan atau Throughout 2025, there was no deviation or internal fraud.
kecurangan internal.
2. Pedoman Pengendalian Gratifikasi 2. Gratuity Control Guideline
Perseroan telah menetapkan Pedoman Pengendalian The Company also stipulated Gratuity Control Guideline
Gratifikasi melalui Nomor 027/KEB/PED/SMF/VIII/2021 under No. 027/KEB/PED/ SMF/VIII/2021 issued on August
yang diterbitkan pada 2 Agustus 2021. Pedoman ini 2, 2021. This guideline aims at developing an awareness
bertujuan untuk menumbuhkan kesadaran seluruh jajaran among all management levels regarding the importance
Page 102
manajemen mengenai pentingnya pengendalian gratifikasi of gratuity control and the taking of firm stance against
dan pengambilan sikap tegas terhadap tindakan tersebut. such action. This guideline refers to the provisions of
Pedoman ini mengacu pada ketentuan perundang-undangan applicable laws and regulations, such as Law No. 31 of
yang berlaku, seperti Undang-Undang Nomor 31 Tahun 1999 as amended by Law No. 20 of 2001 on the Eradication
1999 yang diubah dengan Undang-Undang Nomor 20 of Criminal Acts of Corruption, as well as Law No. 30 of
Tahun 2001 tentang Pemberantasan Tindak Pidana Korupsi, 2002 on the Corruption Eradication Commission. The
serta Undang-Undang Nomor 30 Tahun 2002 tentang Gratuity Control Policy may further be accessed via the
Komisi Pemberantasan Tindak Pidana Korupsi. Kebijakan Company’s official website at https://www.smf-indonesia.
Pengendalian Gratifikasi lebih lanjut dapat diakses melalui co.id/ kebijakan.
website resmi Perseroan di https://www.smf-indonesia.
co.id/kebijakan
3. Pedoman Penerapan Strategi Anti-Fraud dan Pengelolaan 3. Guidelines for Implementing Anti-Fraud Strategies and
Rekam Jejak Pelaku Melalui Sistem Informasi di Sektor Managing Perpetrator Records Through Information
Jasa Keuangan Systems in the Financial Services Sector
Perseroan menerbitkan Pedoman Penerapan Strategi Anti- The Company issued Guidelines for Implementing Anti-
Fraud dan Pengelolaan Rekam Jejak Pelaku Melalui Sistem Fraud Strategies and Managing Perpetrator Records
Informasi di Sektor Jasa Keuangan dengan Nomor 027/ Through Information Systems in the Financial Services
KEB/PED/SMF/X/2025, yang diterbitkan pada 28 Oktober Sector with Number 027/KEB/PED/SMF/X/2025, published
2025. Pedoman ini mengatur kebijakan, tanggung jawab dan on October 28, 2025. These guidelines regulate policies,
langkah strategis dalam mencegah, mendeteksi, menyelidiki, responsibilities, and strategic measures in preventing,
serta menindaklanjuti setiap bentuk kecurangan (fraud) detecting, investigating, and following up on any form of
yang berpotensi menimbulkan kerugian bagi Perseroan, fraud that could potentially cause losses to the Company,
konsumen maupun pihak lain. consumers, or other parties.
4. Surat Keputusan Direksi terkait Pelaporan LHKPN 4. Board of Directors Decree regarding LHKPN Reporting
Berdasarkan SKD Nomor S-036/SKD/DIR/SMF/I/2019 Pursuant to SKD No. S-036/SKD/DIR/SMF/I/2019 on the
tentang kewajiban menyampaikan laporan harta kekayaan, obligation to submit a wealth report, the Company has
Perseroan memiliki Tim LHKPN yang melaksanakan an LHKPN Team that oversees the submission of LHKPN
pengawasan atas Pelaporan LHKPN di Perseroan reports within the Company
102
Sosialisasi dan Penyebarluasan Informasi Socialization and Dissemination of Information
Perseroan secara aktif melakukan penyebarluasan informasi The Company actively disseminates information on its anti-
mengenai kebijakan anti-korupsi, anti-gratifikasi, dan Kode Etik corruption, anti-gratification, and Code of Conduct policies
melalui berbagai saluran antara lain sosialisasi berkala kepada through various channels, including regular dissemination to
Laporan Keberlanjutan 2025 Sustainability Report
pihak internal dan eksternal, penandatanganan Pakta Integritas, internal and external parties, the signing of Integrity Pacts, the
pendistribusian Buku Pedoman Kode Etik, serta pemasangan distribution of Code of Conduct manuals, and the installation of
media informasi di area perkantoran. Upaya tersebut bertujuan information media in office areas. These efforts aim to foster
untuk membangun iklim kerja yang sehat, profesional, dan a healthy, professional, and integrity-based work environment
berintegritas, yang berlandaskan pada prinsip-prinsip Good grounded in the principles of Good Corporate Governance
Corporate Governance (GCG). (GCG).
Program Anti Korupsi Tahun 2025 Anti-Corruption Program 2025
1. Sosialisasi melalui pemasangan standing banner ‘Stop 1. Socialization through the installation of ‘Stop Gratification’
Gratifikasi’ di area kantor perseroan. standing banners in the company office area.
2. Sosialisasi Risk Culture : Anti Fraud yang bertujuan untuk 2. Socialization of Risk Culture: Anti-Fraud, which aims to
meningkatkan kesadaran karyawan terhadap potensi increase employee awareness of potential fraud, thereby
kecurangan, sehingga menurunkan kemungkinan terjadinya reducing the possibility of fraud occurring in the company,
fraud secara di perseroan yang dibawakan oleh Mujiyanto, presented by Mujiyanto, Coordinator of Corruption Prevention
Koordinator Pencegahan Korupsi III pada Deputi Bidang III at the Deputy for Investigation of the Financial and
Investigasi BPKP sebagai narasumber. Development Supervisory Agency (BPKP) as a guest speaker.
Insiden Korupsi dan Tindak Lanjut Corruption Incidents and Follow-Up
Sepanjang tahun 2025, Perseroan tidak menemukan adanya Throughout 2025, the Company did not encounter any
insiden korupsi yang melibatkan manajemen, pegawai, maupun corruption incidents involving management, employees, or
mitra kerja Perseroan. Oleh karena itu, tidak terdapat pegawai business partners. Consequently, no employees were dismissed
yang diberhentikan atau dikenakan sanksi akibat pelanggaran or sanctioned for corruption-related violations, and no contracts
terkait korupsi, serta tidak terdapat kontrak dengan mitra bisnis with business partners were terminated or not renewed for
Page 103
yang diakhiri atau tidak diperpanjang karena alasan tersebut. such reasons. Furthermore, the Company also recorded no
Selain itu, Perseroan juga mencatat tidak adanya perkara hukum corruption-related legal cases filed by the public against the
terkait korupsi yang diajukan oleh publik terhadap Perseroan Company or its employees during the reporting period. This
maupun pegawainya selama periode pelaporan. Kondisi ini indicates that the Company’s anti-corruption policies, efforts,
menunjukkan bahwa kebijakan, upaya, dan program anti- and programs have been effective in mitigating the risks of
korupsi yang diterapkan Perseroan telah berjalan secara efektif corruption and bribery within the Company.
dalam memitigasi risiko korupsi dan penyuapan di lingkungan
Perseroan.
KEBIJAKAN PERLAKUAN ADIL POLICY ON FAIR TREATMENT
TERHADAP PEMEGANG SAHAM TOWARDS SHAREHOLDERS
Perseroan menerapkan Kebijakan Perlakuan Adil terhadap The Company implements a Fair Treatment Policy for
Pemegang Saham dengan mengacu pada prinsip transparansi, Shareholders, adhering to the principles of transparency,
akuntabilitas, dan kepatuhan terhadap ketentuan peraturan accountability, and compliance with applicable laws and
perundang-undangan yang berlaku. Seluruh saham Perseroan regulations. All of the Company’s shares are owned by
dimiliki oleh Pemerintah Republik Indonesia sehingga tidak the Government of the Republic of Indonesia, ensuring no
terdapat pembedaan antara pemegang saham mayoritas dan distinction between majority and minority shareholders. In this
minoritas. Dalam konteks tersebut, Perseroan memastikan context, the Company ensures that the rights and interests of
bahwa hak dan kepentingan Pemegang Saham dilindungi secara Shareholders are optimally protected through the provision of
optimal melalui penyampaian informasi yang akurat, transparan, accurate, transparent, and timely information, as well as through
dan tepat waktu, serta melalui mekanisme pengambilan a decision-making mechanism that complies with the Articles
keputusan yang dilakukan sesuai dengan Anggaran Dasar of Association and the provisions of the General Meeting of
dan ketentuan Rapat Umum Pemegang Saham (RUPS). Shareholders (GMS).
Meskipun kepemilikan saham berada sepenuhnya pada Although share ownership rests entirely with the Government
Pemerintah Indonesia, Perseroan tetap mengedepankan of Indonesia, the Company prioritizes the implementation of
penerapan praktik tata kelola perusahaan yang baik (Good good corporate governance (GCG) practices in all strategic
Corporate Governance/GCG) dalam setiap pengambilan decision-making. The Company provides adequate space for
keputusan strategis. Perseroan memberikan ruang partisipasi Shareholder participation through the GMS, the Company’s
yang memadai kepada Pemegang Saham melalui forum highest organ, including in the determination of strategic
RUPS sebagai organ tertinggi Perseroan, termasuk dalam policies and the appointment and dismissal of members of
penetapan kebijakan strategis serta pengangkatan dan the Board of Commissioners and Board of Directors. This
pemberhentian anggota Dewan Komisaris dan Direksi. commitment reflects the Company’s efforts to maintain the
Komitmen ini mencerminkan upaya Perseroan untuk menjaga integrity of the governance process, enhance accountability,
integritas proses tata kelola, meningkatkan akuntabilitas, serta and ensure business sustainability in line with the Government’s
memastikan keberlanjutan usaha yang sejalan dengan mandat mandate as a Shareholder.
Pemerintah sebagai Pemegang Saham.
103
PELIBATAN PEMANGKU KEPENTINGAN STAKEHOLDERS ENGAGEMENT
[GRI 2-29] [OJK E.4] [GRI 2-29] [OJK E.4]
Dalam upaya meningkatkan efektivitas pengelolaan perusahaan, In an effort to increase the effectiveness of Company
PT Sarana Multigriya Finansial (Persero)
Perseroan berkomitmen untuk membangun hubungan dua arah management, the Company is committed to build a two-way
melalui komunikasi yang aktif dan berkelanjutan dengan seluruh relationship by opening an active communication by involving
pemangku kepentingan. Perseroan telah mengidentifikasi all stakeholders. The Company has identified the category
kategori pemangku kepentingan yang memiliki pengaruh of stakeholders having effect on and being affected by the
terhadap dan/atau terdampak oleh aktivitas bisnis Perseroan. business activities of the Company. The stakeholders groups
Kelompok pemangku kepentingan tersebut meliputi Pemegang include Shareholders, the Government or Regulator, Investors,
Saham, Pemerintah atau Regulator, Investor, Karyawan, Bank Employees, Bank/Lending Agencies, Mortgage, Media, and
atau Lembaga Penyalur KPR, Media, serta Masyarakat. the Community.
Dalam menjalin hubungan dengan para pemangku kepentingan, In maintaining relationship with stakeholders, the Company
Perseroan secara konsisten melakukan pendekatan dan dialog always takes the approach and has a dialog with each
dengan masing-masing kelompok untuk memahami harapan, stakeholder aiming at understanding the expectations, issues,
mengidentifikasi isu, serta menggali topik-topik yang relevan and topics relevant to the stakeholders.
sebagai dasar dalam perumusan kebijakan dan pengambilan
keputusan Perseroan.
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Pendekatan Keterlibatan Pemangku Kepentingan
Approach to Stakeholders Engagement
[GRI 2-29] [OJK E.4]
Kategori
Topik dan Isu Utama Frekuensi
Pemangku
Kepentingan
Basis Penetapan/Identifikasi Kepentingan Pendekatan Pelibatan
Basis for Determination/ Identification Topic and Main Issue of Approach Engagement
Stakeholder
Interest Frequency
Category
Pemegang Saham • Ketergantungan • Pelaporan pencapaian Rapat Umum Pemegang 1 tahun sekali
Shareholders • Pengaruh kinerja Perseroan Saham (RUPS) Kinerja Tahunan Once a year
• Tanggung Jawab • Persetujuan rencana General Meeting of
• Perbedaan Pendapat kerja dan anggaran Shareholders (GMS) on Annual
• Perbedaan Kepentingan Tahunan Performance
• Perhatian • Persetujuan rencana
• Dependence kerja dan anggaran RUPS Rencana Kerja 1 tahun sekali
• Influence TJSL GMS on Work Plan Once a year
• Responsibility • Penetapan anggota RUPS Luar Biasa Sesuai
• Different Opinion Dewan Komisaris dan Extraordinary GMS kebutuhan
• Different Interest Direksi As necessary
• Concern • Rencana stratejik
pengembangan
Perseroan dalam
5 (lima) tahun
mendatang
• Reporting on
the Company’s
performance
• Approval for Annual
work plan and budget
• Approval for work plan
and budget of TJSL
• Determination of
members of the Board
of Commissioners and
104 the Board of Directors
• Strategic plan of
the Company’s
development in the
next 5 (five) years
Pemerintah atau • Tanggung Jawab • Program Perseroan • Koordinasi terkait Regulasi Sesuai
Laporan Keberlanjutan 2025 Sustainability Report
Regulator • Perbedaan Pendapat berjalan dengan • Pelaporan Kinerja kebutuhan
Government or • Pengaruh baik dan sesuai • Memenuhi undangan As necessary
Regulator • Responsibility dengan regulasi yang sosialisasi yang diadakan
• Different Opinion ditetapkan Pemerintah oleh regulator
• Influence • The Company’s • Coordination related to
program has operated Regulations
well and in accordance • Performance Reporting
with the regulations • Fulfilment of invitation to
stipulated by the dissemination held by the
Government regulator
Investor • Ketergantungan • Sosialisasi program • Temu investor, sesuai Sesuai
Investors • Tanggung Jawab Perseroan Kebutuhan kebutuhan
• Pengaruh • Sosialisasi produk • Temu Analis (meeting & As necessary
• Dependence • Dissemination of the courtesy call)
• Responsibility Company’s program • Meeting with investors, as
• Influence • Dissemination of necessary
products • Analyst Meeting (meeting
& courtesy call)
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Pendekatan Keterlibatan Pemangku Kepentingan
Approach to Stakeholders Engagement
[GRI 2-29] [OJK E.4]
Kategori
Topik dan Isu Utama Frekuensi
Pemangku
Kepentingan
Basis Penetapan/Identifikasi Kepentingan Pendekatan Pelibatan
Basis for Determination/ Identification Topic and Main Issue of Approach Engagement
Stakeholder
Interest Frequency
Category
Karyawan • Ketergantungan • Update kegiatan Pertemuan Bulanan Karyawan Sesuai
Employees • Tanggung Jawab Perseroan dengan Direksi kebutuhan
• Pengaruh • Meningkatkan Monthly Meeting between As necessary
• Dependence dukungan dan Employees and the Board of
• Responsibility apresiasi kepada Directors
• Influence keluarga besar
Perseroan Pertemuan Karyawan Tahunan
• Meningkatkan Employees’ Meeting Annual
solidaritas dan kerja Media penyampaian aspirasi Setiap waktu
sama antar karyawan dan sharing melalui program At any time
• Sharing gagasan, KMS (Knowledge Management
pengetahuan dan System)
informasi dari dan A media to convey aspiration
untuk karyawan and sharing through KMS
• Update of the (Knowledge Management
Company’s activity System) program
• Increasing the support
and appreciation
throughout the
Company
• Enhancing solidarity
and cooperation
among employees
• Sharing idea,
knowledge, and
information from and
for employees
Bank/Lembaga • Ketergantungan • Sosialisasi dan Pertemuan dengan Bank/ Tahunan
Penyalur KPR • Tanggung Jawab updating produk Lembaga Penyalur KPR Annual
Bank/ Mortgage • Perbedaan Kepentingan Perseroan Meeting with Bank/Mortgage
Lending Agencies • Pengaruh • Masukan dan penilaian Lending Agencies
• Dependence terhadap produk/
• Responsibility kegiatan usaha
• Different Interest Perseroan
• Influence • Dissemination
and update of the
Company's product
• Input and assessment
of products/ business
activities of the
Company 105
Media • Ketergantungan • Pemaparan pencapaian Konferensi Pers Sesuai
• Tanggung Jawab dan rencana kerja Press Conference kebutuhan
• Pengaruh Perseroan As necessary
• Dependence
PT Sarana Multigriya Finansial (Persero)
• Responsibility • Silaturahmi dan Kunjungan Media Sesuai
• Influence pemaparan program Media Visit kebutuhan
kerja Perseroan As necessary
• Terjalinnya hubungan Pertemuan media Tahunan
baik serta sinergi Media meeting Annual
antara Perseroan
dengan media massa
• Explanation on
achievement and work
plan of the Company
• Gathering and
explanation on work
program of the
Company
• Establishment of
good relationship and
synergy between the
Company and mass
media
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Pendekatan Keterlibatan Pemangku Kepentingan
Approach to Stakeholders Engagement
[GRI 2-29] [OJK E.4]
Kategori
Topik dan Isu Utama Frekuensi
Pemangku
Kepentingan
Basis Penetapan/Identifikasi Kepentingan Pendekatan Pelibatan
Basis for Determination/ Identification Topic and Main Issue of Approach Engagement
Stakeholder
Interest Frequency
Category
Masyarakat • Ketergantungan • Terjalinnya hubungan • Pelaksanaan Tanggung Sesuai
Community • Tanggung Jawab saling memberi jawab sosial/TJSL kebutuhan
• Perbedaan Pendapat manfaat, harmonis dan • Kuliah umum, magang, As necessary
• Pengaruh berkelanjutan seminar, dan pameran
• Dependence • Pemberdayaan • Fulfillment of social
• Responsibility masyarakat secara Obligation/TJSL
• Different Opinion Berkelanjutan • Public lecture, internship,
• Influence • Sosialisasi dan edukasi seminar, and exhibition
tentang kegiatan usaha
Perseroan dan hal lain
yang terkait
• Establishment of
mutual benefit,
harmonic, and
sustainable relationship
• Sustainable
empowerment of
community
• Dissemination and
education concerning
the business activities
of the Company and
related matters
KEPATUHAN TERHADAP HUKUM COMPLIANCE WITH LAWS AND
DAN PERATURAN [GRI 2-27] REGULATIONS [GRI 2-27]
106
Sebagai perusahaan yang menjunjung tinggi kepatuhan terhadap As a company prioritizing compliance with laws and regulations,
peraturan perundang-undangan yang berlaku, Perseroan secara the Company attempts to avoid any legal violation in its
konsisten berupaya mencegah terjadinya pelanggaran hukum operational process. Throughout 2025, the Company did not
dalam seluruh kegiatan operasional. Sepanjang tahun 2025, face any legal issues, particularly those related to sustainability,
Perseroan tidak menghadapi permasalahan hukum, terkhusus so there were no disclosures regarding the subject matter,
Laporan Keberlanjutan 2025 Sustainability Report
berkaitan dengan isu keberlanjutan, sehingga tidak terdapat status of resolution, impact on the Company, or the value of
pengungkapan terkait pokok perkara, status penyelesaian, claims and administrative sanctions imposed on the Company.
dampak terhadap Perseroan, maupun nilai tuntutan dan sanksi
administrasi yang dikenakan kepada Perseroan.
WHISTLEBLOWING SYSTEM WHISTLEBLOWING SYSTEM
[GRI 2-25, 2-26] [GRI 2-25, 2-26]
Sistem Pelaporan Pelanggaran (Whistleblowing System/WBS) Whistleblowing System (WBS) is a reporting management
merupakan sarana bagi Perseroan dalam mengelola pelaporan facility on alleged violation occurring within the environment
atas dugaan pelanggaran yang terjadi di lingkungan Perseroan or involving the internal parties of the Company. Each violation
dan/atau yang melibatkan pihak internal Perseroan. Setiap report performed obtains a guarantee of identity confidentiality
laporan pelanggaran yang disampaikan memperoleh jaminan and the rights of Whistleblower. To support the effectiveness
kerahasiaan identitas serta perlindungan atas hak-hak Pelapor. of the WBS, the Company conducted dissemination to both
Untuk mendukung efektivitas WBS, Perseroan melakukan internal and external stakeholders. Dissemination to the
sosialisasi baik kepada pemangku kepentingan internal maupun Company’s internal stakeholders was conducted through a
eksternal. Sosialisasi kepada pemangku kepentingan internal townhall meeting attended by all employees and the Board of
Perseroan dilakukan melalui townhall meeting yang diikuti Directors on February 11, 2025.
seluruh karyawan dan Direksi pada tanggal 11 Februari 2025.
Dalam upaya mendukung transparansi dan akuntabilitas To support the transparency and accountability of corporate
penerapan tata kelola perusahaan yang baik, Direksi PT Sarana governance, the Board of Directors of PT Sarana Multigriya
Multigriya Finansial (Persero) telah menetapkan Pedoman Finansial (Persero) has established the Whistleblowing System
Whistleblowing System (WBS). Pedoman tersebut mengatur (WBS) Guideline. This guideline sets out the procedure for
tata cara penyampaian laporan pelanggaran serta mekanisme reporting any violation and its handling mechanism in the
penanganannya di lingkungan Perseroan. Informasi lengkap Company. The complete policy on WBS is available on the
Page 107
mengenai kebijakan WBS dapat diakses melalui situs web resmi Company’s official website: https://www.smf-indonesia.
Perseroan. Pelaporan dugaan pelanggaran dapat disampaikan co.id/sistem-pelaporan-pelanggaran. Alleged violation can
melalui media pelaporan WBS sebagai berikut: be reported via WBS Reporting channels as follows:
Menyampaikan surat elektronik yang ditujukan kepada Website WBS PT Sarana Multigriya Finansial (Persero) dengan
Pengelola WBS dengan alamat: tautan laman:
Deliver an electronic mail addressed to the WBS Manager at: WBS Website of PT Sarana Multigriya Finansial (Persero) at:
wbs@smf-indonesia.co.id wbs.smf-indonesia.co.id
Setiap laporan dugaan pelanggaran yang diterima akan Each report on a violation received will be verified. If proven true,
melalui proses verifikasi untuk memastikan kebenarannya. the Company will follow up in accordance with the applicable
Apabila laporan tersebut terbukti benar, Perseroan akan regulations. However, if the report is proven wrong, the
menindaklanjuti penanganan pelanggaran sesuai dengan Company will impose sanctions on the whistleblower to prevent
ketentuan dan peraturan yang berlaku. Sebaliknya, apabila defamation or any intention to harm the person reported.
laporan dinyatakan tidak terbukti, Perseroan dapat mengenakan
sanksi kepada Pelapor guna mencegah penyalahgunaan
mekanisme pelaporan, termasuk upaya pencemaran nama baik
atau tindakan lain yang berpotensi merugikan pihak Terlapor.
107
PT Sarana Multigriya Finansial (Persero)
Page 108
Mekanisme Pelaporan dan Penanganan Laporan
Reporting Mechanism and Report Handling
[GRI 2-16, 2-26]
Pelapor mengajukan laporan Pengelola WBS menerima dan
Penetapan kelengkapan alat bukti
pelanggaran melalui media WBS menganalisa laporan pelanggaran
Determination of Completeness of
The reporter submits a violation report The WBS manager receives and
evidence
via WBS media analyzes the violation report
Kurang Lengkap Lengkap
Incomplete Complete
Petugas menghubungi pelapor jika alat
bukti tidak lengkap untuk melengkapi
alat bukti
The officer contacts the reporter, if
evidence is incomplete, to complete the
evidence
Pelapor tidak bisa melengkapi alat
bukti Pelapor melengkapi alat bukti
The reporter is unable to complete Incomplete
the evidence
Alat bukti lengkap, lanjut investigasi
Dokumentasi laporan dan hentikan Lengkap The evidence is complete, proceed with the
investigasi Complete investigation
108 Document the report and stop the
investigation
Penunjukkan tim investigasi (jika diperlukan)
Appointment of an investigation team (if necessary)
Laporan Keberlanjutan 2025 Sustainability Report
Pelaksanaan Investigasi (wawancara & analisis dokumen)
Performance of investigation (interview & document analysis)
Penyusunan laporan hasil investigasi
Preparation of investigation result report
Alat bukti lengkap, lanjut investigasi
The evidence is complete, proceed with the investigation
Tidak Terbukti Terbukti
Not Proven Proven
Selesai Berikan sanksi sesuai ketentuan
Finish Laporan diarsipkan
Impose sanction in accordance with the
The report is archived
provisions
Page 109
Per 31 Desember 2025, pengaduan yang masuk melalui As of December 31, 2025, 21 complaints had been received
saluran WBS tercatat sebanyak 21 pengaduan. Dari jumlah through the WBS channel. Of these, two complaints were
itu, pengaduan yang masuk ke tahap tindak lanjut berdasarkan processed for follow-up based on verification results. The
hasil verifikasi sebanyak 2 laporan pengaduan. Penanganan handling of reports processed for follow-up is as follows:
pelaporan yang masuk ke tahap tindak lanjut adalah sebagai
berikut:
Penanganan Pelaporan Tahap Tindak Lanjut
Handling of Follow-Up Reports
Status Tindak Lanjut Sanksi
Follow-Up Status (Pengaduan
Jumlah Laporan yang Pengaduan yang Sah
Kategori Pelapor Terbukti)
Diterima dan Ditindaklanjuti
No. Whistleblower Tidak Sanction
Number of Reports Valid and Followed-Up Terbukti
Category Terbukti (Complaint is
Received Complaints Proven
Not proven proven to be
true)
1 Perorangan 21 2 2 0 0
Individual
PERMASALAHAN DAN TANTANGAN PROBLEMS AND CHALLENGES OF THE
TERHADAP PENERAPAN BISNIS/ IMPLEMENTATION OF SUSTAINABLE
KEUANGAN BERKELANJUTAN [OJK E.5] BUSINESS/ FINANCE [OJK E.5]
Dalam menerapkan keuangan berkelanjutan, Perusahaan in implementing sustainable finance, the Company has faced
menghadapi tantangan di antaranya: the following challenges:
1. Ketertarikan bank terhadap aktivitas penghimpunan 1. Banks’ interest in raising funds through asset securitization
dana melalui sekuritisasi aset masih rendah, bank lebih remains low, as banks tend to rely on third-party funds as a
cenderung mengandalkan Dana Pihak Ketiga sebagai salah source of financing, which is considered relatively cheaper.
satu sumber pendanaan, yang dinilai relatif lebih murah;
2. Bank cenderung enggan melepas portofolio KPR dari 2. Banks tend to be reluctant to release their mortgage
pembukuannya untuk disekuritisasi; portfolios from their books for securitization.
3. Likuiditas perbankan yang tinggi dan struktur permodalan 3. High banking liquidity and a capital structure that remains
yang masih cukup kuat, diiringi enggannya perbankan untuk quite strong, accompanied by the reluctance of banks to
menyalurkan pembiayaan perumahan kepada segmen MBR channel housing financing to the informal income segment.
informal income.
Untuk mengatasi tantangan tersebut, Perusahaan melakukan To overcome these challenges, the Company has undertaken
inisiatif di antaranya: initiatives including:
• Melakukan penawaran kerja sama kepada bank yang • Offering cooperation to banks with large mortgage 109
memiliki portofolio KPR besar dengan menawarkan struktur portfolios by offering transaction structures that can meet
transaksi yang dapat memenuhi kebutuhan dari perbankan; the needs of banks;
• Melakukan penguatan Pasar Pembiayaan Primer dengan • Strengthening the Primary Financing Market by encouraging
mendorong standardisasi SOP KPR serta kegiatan the standardization of mortgage SOPs and mortgage
PT Sarana Multigriya Finansial (Persero)
pendidikan & pelatihan KPR; education & training activities;
• Melakukan perluasan mitra penyalur Perseroan seperti • Expanding the Company’s distribution partners, such as
BPR dan LKNB untuk bersinergi menyalurkan pembiayaan BPR and LKNB, to synergize the distribution of housing
perumahan bagi MBR berbasis komunitas; financing for community-based MBR;
• Menciptakan produk pembiayaan yang sesuai dengan • Creating financing products that suit the needs of financial
kebutuhan mitra lembaga keuangan. institution partners.
Page 110
Laporan Tahunan 2025 Annual Report
Laporan Keberlanjutan 2025 Sustainability Report
4 110
Page 111
PENINGKATAN 111 5
PERAN DAN
KONTRIBUSI PADA
PT Sarana Multigriya Finansial (Persero)
PT Sarana Multigriya Finansial (Persero)
PEMBANGUNAN
EKONOMI
BERKELANJUTAN
Improvement of Role and Contribution
in Sustainable Economic Development
Page 112
KINERJA EKONOMI KEBERLANJUTAN
SUSTAINABLE ECONOMIC PERFORMANCE
PENDEKATAN MANAJEMEN [GRI 3-3] MANAGEMENT APPROACH [GRI 3-3]
Sebagai perusahaan pembiayaan sekunder perumahan, SMF As a secondary housing finance company, SMF plays a strategic
memegang peran strategis dalam mendukung pertumbuhan role in supporting national economic growth. The Company
ekonomi nasional. Perseroan meyakini bahwa fokus pada believes that focusing on economic performance and indirect
kinerja ekonomi serta dampak ekonomi tidak langsung economic impact is part of its responsibility to expand public
merupakan bagian dari tanggung jawab untuk memperluas access to decent housing. By strengthening the housing
akses masyarakat terhadap perumahan yang layak. Melalui finance market, particularly through the provision of long-
penguatan pasar pembiayaan perumahan, khususnya dengan term funding and securitization, the Company contributes to
penyediaan pendanaan jangka panjang dan pelaksanaan increasing housing market liquidity, encouraging job creation,
sekuritisasi, Perseroan berkontribusi dalam meningkatkan and supporting increased community income.
likuiditas pasar perumahan, mendorong penciptaan lapangan
kerja, serta mendukung peningkatan pendapatan masyarakat.
Sejalan dengan komitmen terhadap kinerja ekonomi yang In line with its commitment to sustainable economic
berkelanjutan, Perseroan terus meningkatkan profitabilitas performance, the Company continues to increase profitability
melalui pengembangan inovasi produk dan layanan. Pendekatan through the development of innovative products and services.
ini memungkinkan Perseroan menjangkau segmen masyarakat This approach enables the Company to reach a wider segment
yang lebih luas sekaligus memperkuat kinerja pendapatan. of the population while strengthening revenue performance.
Dengan demikian, fokus Perseroan pada kinerja ekonomi Thus, the Company’s focus on economic performance and
dan dampak ekonomi tidak langsung tidak hanya diarahkan indirect economic impact is not only directed at achieving
pada pencapaian tujuan bisnis, tetapi juga pada kontribusi business objectives but also at making a tangible contribution to
112
nyata terhadap pembangunan ekonomi yang inklusif dan inclusive and sustainable economic development in Indonesia.
berkelanjutan di Indonesia.
PENGELOLAAN DAMPAK IMPACT MANAGEMENT
Laporan Keberlanjutan 2025 Sustainability Report
Perseroan secara konsisten mengelola dampak kinerja The Company consistently manages the impacts of economic
ekonomi dan dampak ekonomi tidak langsung melalui performance and indirect economic impact through business
pengembangan kegiatan usaha, penguatan pendanaan, serta activity development, strengthening funding, and enhancing
peningkatan koordinasi, kolaborasi, dan komunikasi dengan coordination, collaboration, and communication with
para pemangku kepentingan. Upaya tersebut didukung oleh stakeholders. These efforts are supported by optimizing the
optimalisasi penggunaan produk dalam negeri, penguatan use of domestic products, strengthening synergies between
sinergi antar BUMN, serta peningkatan kapasitas internal State-Owned Enterprises (SOEs), and enhancing the Company’s
Perseroan. Pengelolaan dampak ini mendorong terciptanya internal capacity. This impact management encourages the
nilai tambah yang berkelanjutan, antara lain melalui peningkatan creation of sustainable added value, including through improved
kinerja keuangan, pencapaian target kinerja, dan terjaganya financial performance, achievement of performance targets,
keberlangsungan usaha Perseroan. and maintaining the Company’s business continuity.
Selain itu, Perseroan turut memberikan manfaat berkelanjutan Furthermore, the Company also provides sustainable benefits
bagi para pemangku kepentingan, berkontribusi terhadap to stakeholders, contributes to national development, and
pembangunan nasional, serta mendukung pencapaian visi supports the achievement of its vision, “To become one of the
Perseroan “Menjadi salah satu entitas utama dalam ekosistem main entities in housing finance ecosystem that promotes the
pembiayaan perumahan yang mendukung penyediaan, supply, ownership, and occupancy of decent and affordable
kepemilikan dan keterhunian rumah yang layak dan terjangkau housing for all Indonesian families.” The implementation of this
bagi seluruh keluarga Indonesia”. Penerapan pengelolaan impact management also plays a role in minimizing potential
dampak ini juga berperan dalam meminimalkan potensi negative impacts, particularly the risk of declining performance
dampak negatif, khususnya risiko penurunan kinerja yang dapat that could impact the Company’s business continuity. [GRI 3-3]
memengaruhi keberlangsungan usaha Perseroan. [GRI 3-3]
Page 113
KEBIJAKAN YANG TELAH POLICIES THAT HAVE BEEN
DIKEMBANGKAN SECARA KHUSUS DEVELOPED SPECIFICALLY
Kebijakan Perseroan Corporate Policies
• Rencana Bisnis SMF Tahun 2025 • SMF Business Plan 2025
• Rencana Kerja dan Anggaran Perusahaan (RKAP) tahun • Corporate Work Plan and Budget (RKAP) 2025
2025
• Rencana Jangka Panjang Perusahaan (RJPP) tahun 2022- • Corporate Long-Term Plan (RJPP) 2022-2026
2026
• Rencana Aksi Keuangan Berkelanjutan (RAKB) Tahun 2024- • Sustainable Finance Action Plan (RAKB) 2024-2028
2028
• Kebijakan Perseroan No. 030/KEB/PED/SMF/XII/2024 • Corporate Policy No. 030/KEB/PED/SMF/XII/2024
tentang Pedoman Tanggung Jawab Sosial dan Lingkungan concerning Guidelines for Social and Environmental
PT Sarana Multigriya Finansial (Persero) Responsibility of PT Sarana Multigriya Finansial (Persero)
Ketentuan Umum General Provisions
• Master Plan Sektor Jasa Keuangan Indonesia 2021-2025 • Indonesian Financial Services Sector Master Plan 2021-
2025
• Peraturan Otoritas Jasa Keuangan Nomor 51 /POJK.03/2017 • Financial Services Authority Regulation Number 51/
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga POJK.03/2017 concerning the Implementation of
Jasa Keuangan, Emiten, dan Perusahaan Publik Sustainable Finance for Financial Services Institutions,
Issuers, and Public Companies
• Undang-Undang (UU) Nomor 40 Tahun 2007 tentang • Law Number 40 of 2007 concerning Limited Liability
Perseroan Terbatas Companies
• Peraturan Menteri Keuangan RI Nomor 176 Tahun 2023 • Regulation of the Minister of Finance of the Republic of
tentang Program Tanggung Jawab Sosial dan Lingkungan Indonesia Number 176 of 2023 concerning the Social and
Perusahaan Perseroan (Persero) di Bawah Pembinaan dan Environmental Responsibility Program of Limited Liability
Pengawasan Menteri Keuangan Company (Persero) Under the Guidance and Supervision
of the Minister of Finance
• Peraturan Menteri Keuangan RI Nomor 88/PMK.06/2015 • Regulation of the Minister of Finance of the Republic
tentang Penerapan Tata Kelola Perusahaan yang Baik of Indonesia Number 88/PMK.06/2015 concerning the
pada Perusahaan Perseroan di Bawah Pembinaan dan Implementation of Good Corporate Governance in Limited 113
Pengawasan Menteri Keuangan Liability Companies Under the Guidance and Supervision
of the Minister of Finance
Komitmen Commitment
PT Sarana Multigriya Finansial (Persero)
• Mewujudkan pendanaan kreatif, berkelanjutan serta • Realizing creative, sustainable funding that has an impact
memiliki impact dalam membangun negeri dan mengubah on building the nation and transforming people’s lives
kehidupan masyarakat
• Menerapkan keuangan berkelanjutan secara tidak langsung • Implementing sustainable finance which indirectly
telah mendukung pembangunan berkelanjutan supported sustainable development
• Mendukung pemenuhan tempat tinggal yang layak bagi • Supporting the provision of decent housing for every
setiap keluarga Indonesia Indonesian family
• Mendukung program Pemerintah mengurangi daerah • Supporting the government’s program to reduce slum areas
permukiman kumuh
• Membangun dan/atau memperbaiki rumah tidak layak huni • Building and/or repairing uninhabitable houses (RTLH)
(RTLH)
• Meningkatkan kualitas hidup masyarakat berpenghasilan • Improving the quality of life for low-income communities
rendah (MBR) (MBR)
• Meningkatkan perekonomian nasional melalui penggunaan • Improving the national economy through the use of
produk dan jasa dalam negeri serta sinergi antar BUMN domestic products and services and synergy between
state-owned enterprises (SOEs)
Page 114
• Memberikan kontribusi pada perekonomian keuangan • Contributing to the state’s financial economy through
negara melalui pembagian dividen dividend distribution
Target dan Realisasi [IFRS S1-51 ] Targets and Realization [IFRS S1-51 ]
• Target Pendapatan Rp2.872 miliar dengan realisasi Rp3.103 • Revenue Target: Rp2,872 billion with realization of Rp3,103
miliar (tercapai 108,02% dari target RKAP) billion (achieving 108.02% of the RKAP target)
• Target Pembiayaan yang Disalurkan Rp20.623 miliar dengan • Amount of Financing Disbursed Target: Rp20,623 billion
realisasi Rp20.876 miliar (tercapai 101,23% dari target with realization of Rp20,876 billion (achieved 101.23% of
RKAP) the RKAP target)
• Target Pendanaan Rp12.148 miliar dengan realisasi miliar • Funding Target: Rp12,148 billion with realization of Rp10,653
Rp10.653 miliar (tercapai 87,69% dari target RKAP) billion (achieved 87.69% of the RKAP target)
• Target Laba Bersih Rp512 miliar dengan realisasi Rp565 • Net Income Target of Rp530 billion with realization of Rp512
miliar (tercapai 110,46% dari target RKAP) billion with a realization of Rp565 billion (achieving 110.46%
of the RKAP target)
• Target Penyaluran KPR FLPP Rp7.789 miliar dengan realisasi • FLPP Mortgage Distribution Target of Rp8,031 billion which
Rp8.031 miliar (tercapai 103,11% dari target RKAP) dengan achieved 103.11% of the RKAP target of Rp7,789 billion)
194.612 unit rumah. with 194,612 house units
• Target Penyaluran Dana Peningkatan Kualitas Rumah di • Target for Fund Distribution for Housing Quality Improvement
Daerah Kumuh Rp10 miliar dengan realisasi Rp9,37 miliar in Slum Areas of Rp10 billion with a realization of Rp9.37
(tercapai 93,7 % dari target RKAP). billion (achieving 93.7% of the RKAP target).
Evaluasi dan Efektivitas Tindakan untuk Mengelola Evaluation and Effectiveness of Impact Management
Dampak Actions
Kinerja keuangan dan operasional Perseroan dievaluasi secara The Company’s financial and operational performance is
berkala melalui rapat koordinasi bulanan antara Kepala Divisi evaluated periodically through monthly coordination meetings
dan Kepala Bagian dengan Direksi, serta Rapat Gabungan between Division Heads and Department Heads with the
Direksi dan Dewan Komisaris. Selain itu, evaluasi kinerja Board of Directors, as well as Joint Meetings of the Board
keuangan dan operasional juga dilakukan secara triwulanan oleh of Directors and the Board of Commissioners. In addition,
Pemegang Saham sebagai bagian dari mekanisme pengawasan financial and operational performance evaluations were also
114
dan pengendalian kinerja Perseroan. conducted quarterly by Shareholders as part of the Company’s
performance monitoring and control mechanism.
Penanggung Jawab Persons in Charge
• Kepala Divisi Keuangan & Penyelesaian Transaksi • Head of Finance & Transaction Settlement Division
Laporan Keberlanjutan 2025 Sustainability Report
• Kepala Divisi Strategi dan Pengembangan Korporasi • Head of Corporate Strategy and Development Division
• Kepala Divisi Pembiayaan • Head of Financing Division
• Kepala Divisi Structured Product, Program Khusus dan • Head of Structured Product, Special Programs and Legal
Hukum (DSPPKH) Division (DSPPKH)
• Kepala Divisi Pengadaan & Manajemen Aset • Head of Procurement & Asset Management Division
• Sekretariat Perusahaan • Corporate Secretary
Alokasi Anggaran untuk Mengelola Dampak Topik Ini Budget Allocation to Manage the Impact of This Topic
Perseroan telah mendistribusikan nilai/manfaat ekonomi kepada The Company has distributed economic value/benefits to the
pemangku kepentingan Perseroan sebesar Rp2,65 triliun. Company’s stakeholders amounting to Rp2.65 trillion.
KETERLIBATAN PEMANGKU KEPENTINGAN INVOLVEMENT OF STAKEHOLDERS
DALAM PENGELOLAAN DAMPAK IN MANAGEMENT OF IMPACTS
Regulator Regulators
• Menerbitkan peraturan dan kebijakan terhadap seluruh • Issue regulations and policies for all of the Company’s
kegiatan Perseroan di sektor jasa keuangan activities in the financial services sector
• Melakukan pengawasan, pemeriksaan, penyidikan, • Conduct supervision, inspections, investigations, consumer
perlindungan konsumen dan tindakan lainnya protection, and other actions
• Sinergi dan kerja sama dalam membangun ekosistem • Synergy and collaboration in building a housing finance
pembiayaan perumahan ecosystem
Page 115
Pemegang Saham Shareholders
• Menyetujui strategi jangka pendek dan jangka panjang • Approve the Company’s short-term and long-term strategies
Perseroan
• Memberikan arahan atas perkembangan dan kebijakan • Provide guidance on the Company’s strategic developments
strategis Perseroan and policies
Manajemen Management
• Merumuskan strategi Perseroan • Formulate the Company’s strategy
• Menetapkan target kinerja keuangan dan operasional • Set the Company’s financial and operational performance
Perseroan targets
Bank/Lembaga Penyalur KPR Banks/Mortgage Lending Institutions
• Koordinasi, kolaborasi dan komunikasi untuk mendukung • Coordinate, collaborate, and communicate to support the
pemerintah dalam meningkatkan tempat tinggal yang layak government in improving decent housing for the community
bagi masyarakat
Karyawan Employees
• Berpartisipasi secara aktif dalam mencapai target kinerja • Actively participate in achieving performance targets in
sesuai RKAP accordance with the RKAP
Masyarakat Community
• Mendukung program peningkatan ekonomi masyarakat • Supporting the Company’s community economic
yang dilakukan Perseroan improvement programs
• Pemasok • Suppliers
• Kerja sama dalam menerapkan pengadaan berkelanjutan • Collaborate in implementing sustainable procurement
Badan Usaha Milik Desa (BUMDes) Village-Owned Enterprises (BUMDes)
• Menjadi mitra pelaksana teknis di lapangan dan menjadi • Serve as technical implementation partners in the field and
jembatan penghubung antara Perseroan dengan masyarakat act as a liaison Between the Company and the community
yang merupakan para mitra penerima manfaat Program which are the beneficiaries of the Homestay Financing
Pembiayaan Homestay Program
Kelompok Sadar Wisata (Pokdarwis) Tourism Awareness Group (Pokdarwis)
• Memberikan penyuluhan dan sosialisasi ke masyarakat • Provides education and outreach to beneficiary communities
penerima manfaat serta melakukan seleksi kelayakan calon and conducts eligibility screening for prospective
penerima manfaat Program Pembiayaan Homestay beneficiaries of the Homestay Financing Program
PERBANDINGAN TARGET DAN REALISASI COMPARISON OF FINANCIAL AND
KINERJA KEUANGAN DAN OPERASIONAL OPERATIONAL PERFORMANCE 115
TARGETS AND REALIZATION
Sepanjang tahun 2025, SMF menunjukkan komitmen Throughout 2025, SMF has demonstrated its ongoing
berkelanjutan dalam mendukung sektor perumahan nasional commitment to supporting the national housing sector by
PT Sarana Multigriya Finansial (Persero)
melalui pencapaian kinerja keuangan dan operasional yang achieving stable financial and operational performance. As
terjaga. Hingga 31 Desember 2025, Perseroan membukukan of December 31, 2025, the Company recorded revenue of
pendapatan sebesar Rp3.102,61 miliar atau mencapai 108,02% Rp3,102.61 billion, reaching 108.02% of the target, representing
dari target yang ditetapkan, dengan peningkatan sebesar an 8.14% increase compared to the previous year. This
8,14% dibandingkan tahun sebelumnya. Capaian tersebut achievement was primarily supported by an increase in interest
terutama ditopang oleh peningkatan pendapatan bunga dan income and sharia income, which reached Rp3,093.13 billion,
pendapatan syariah yang tercatat sebesar Rp3.093,13 miliar, an 8.21% increase compared to 2024. In line with this, the
tumbuh 8,21% dibandingkan tahun 2024. Sejalan dengan hal Company successfully recorded a net profit of Rp565.39 billion,
tersebut, Perseroan berhasil mencatatkan laba bersih sebesar reaching 110.46% of the target, representing an increase of
Rp565,39 miliar atau mencapai 110,46% dari target, dengan 4.73% compared to the previous year. This performance reflects
peningkatan sebesar 4,73% dibandingkan tahun sebelumnya. the Company’s success in operating its business efficiently.
Kinerja ini mencerminkan Perseroan berhasil melaksanakan [OJK F.2]
bisnisnya secara efisien. [OJK F.2]
Selaras dengan kinerja keuangan, kinerja operasional Perseroan In line with financial performance, the Company’s operational
juga menunjukkan pencapaian yang optimal sampai akhir tahun performance also demonstrated optimal achievement. By the
2025, sehingga jumlah pembiayaan yang disalurkan Perseroan end of 2025, the Company’s amount of financing disbursed
Page 116
tercatat sebesar Rp20.876 miliar, tercapai 101,23% dari target, were recorded at Rp20,876 billion, reaching 101.23% of the
meningkat 22,07% dari tahun sebelumnya. Perseroan juga target, a 22.07% increase from the previous year. The Company
telah mengoptimalkan pendanaan sebesar Rp10.653 miliar, also optimized funding of Rp10,653 billion, reaching 87.69% of
tercapai 87,69% dari target, menurun 21,76% dibanding tahun the target, a 21.76% decrease from the previous year, which
sebelumnya, yang berasal dari penerbitan Surat Utang, Sukuk, came from the issuance of Debentures, Sukuk, and Term Loans.
dan Term Loan.
Perbandingan Target dan Realisasi Kinerja Keuangan dan Operasional Perseroan [OJK F.2 ]
Comparison of Target and Realization of the Company’s Financial and Operational Performance
2025 2024 2023
Target Target
Realisasi Realisasi
Uraian Target (Rp (Rp Realisasi (Rp
(Rp Pencapaian Pencapaian (Rp Pencapaian
Description Miliar) Miliar) (Rp Miliar)
Achievement
Miliar)
Miliar) Achievement
Target (Rp
Miliar) Achievement
Target Realization Target
Realization (%) (%) Realization (%)
Billion) (Rp (Rp Billion) (Rp
(Rp Billion) (Rp Billion)
Billion) Billion)
Pembiayaan yang 20.623 20.876 101,23 14.436 17.101 118,46% 10.397 13.096 125,96%
Disalurkan
Amount of
Financing
Disbursed
Sekuritisasi Tidak ada Tidak ada - 1.000 0 0% 750 925 123,33%
Securitization target realisasi
nominal transaksi
transaksi There
sekuritisasi was no
There was realization
no nominal of
target for transaction
securitization
transactions
116 Pendanaan 12.148 10.653 87,69% 6.679 13.616 203,86% 5.300 8.924 168,38%
Funding
Pendapatan 2.872 3.103 108,02% 2.444 2.869 117,39% 2.017 2.086 103,42%
Income
Laba Bersih 530 565 110,46% 472 540 114,41% 430 466 108,37%
Laporan Keberlanjutan 2025 Sustainability Report
Net Income
Selanjutnya, sebagai bagian dari pelaksanaan aksi keuangan Furthermore, as part of its sustainable finance initiatives aligned
berkelanjutan yang selaras dengan upaya pengentasan backlog with efforts to alleviate the national housing backlog and the
perumahan nasional serta peran SMF sebagai fiscal tools role of the SMF as a government fiscal tool, the Company has
Pemerintah, Perseroan telah menyalurkan pembiayaan KPR FLPP disbursed Rp8,031 billion in mortgage financing (KPR FLPP),
sebesar Rp8.031 miliar atau mencapai 103,11% dari target yang reaching 103.11% of the established target. Furthermore, the
ditetapkan. Selain itu, Perseroan secara konsisten melanjutkan Company consistently continues various programs supporting
berbagai program dukungan terhadap kebijakan Pemerintah antara government policies, including the Slum Area Housing
lain melalui Program Peningkatan Kualitas Rumah di Daerah Kumuh, Improvement Program, which aims to reduce one of the seven
yang bertujuan untuk menurunkan salah satu dari tujuh indikator indicators of slum conditions as stipulated by the Ministry of
kekumuhan sebagaimana ditetapkan oleh Kementerian PUPR. Public Works and Housing.
Program tersebut dilaksanakan dengan memanfaatkan dana This program utilizes grant-based community development
bina lingkungan yang bersifat hibah sebagai katalis dalam funds as a catalyst to encourage community participation in
mendorong terwujudnya perencanaan partisipatif masyarakat planning and prioritizing activities by the Village Government/
serta penetapan prioritas penanganan kegiatan oleh Pemerintah BKM. By the end of 2025, the Company had disbursed
Kelurahan/BKM. Hingga akhir tahun 2025, Perseroan telah Rp9,370million in funds for the Slum Area Housing Improvement
menyalurkan dana Program Peningkatan Kualitas Rumah di Program, an increase of 42.58% compared to the previous year.
Daerah Kumuh sebesar Rp9.370 juta, meningkat sebesar
42,58% dibandingkan tahun sebelumnya.
Dalam upaya mendorong pertumbuhan ekonomi yang In an effort to encourage sustainable economic growth, the
berkelanjutan, Perseroan juga melaksanakan Program Company has also implemented a Homestay Program. Since
Homestay. Sejak tahun 2024, program ini difokuskan pada 2024, this program was focused on increasing capacity building
peningkatan capacity building bagi sejumlah debitur dengan for a number of borrowers with the aim of increasing the added
Page 117
tujuan meningkatkan nilai tambah dan daya saing homestay value and competitiveness of homestays offered to tourists.
yang ditawarkan kepada wisatawan.
Perbandingan antara target dan kinerja portofolio, target The comparison between targets and portfolio performance,
pembiayaan, atau investasi pada instrumen keuangan atau financing targets, or investments in financial instruments or
proyek yang sejalan dengan penerapan keuangan berkelanjutan projects that are in line with the implementation of sustainable
disampaikan dalam tabel berikut: [OJK F.3] finance is presented in the following table: [OJK F.3]
Perbandingan Target dan Realisasi Kinerja Keuangan Berkelanjutan Perseroan
Comparison of Target and Realization of Sustainable Financial Performance of the Company
2025 2024 2023
Target Target Realisasi
Target
Uraian (Rp Pencapaian (Rp Realisasi Pencapaian (Rp Pencapaian
Realisasi (Rp
Description Miliar) (%) Miliar) (Rp Miliar) (%) Miliar) (%)
Realization Miliar)
Target Achievement Target Realization Achievement Realization Achievement
(Rp Billion) Target (Rp
(Rp (%) (Rp (Rp Billion) (%) (Rp (%)
Billion)
Billion) Billion) Billion)
Penyaluran KPR FLPP (Rp 7.789 8.031 103,11% 4.107 4.701 114,46% 5.320 6.602 124,10%
Miliar)
FLPP Mortgage
Distribution (Rp Billion)
Social Bond and Sukuk - 1.900 100% - 4.700 100% - 700 100%
(Rp Miliar*)
Social Bond and Sukuk
(Rp Billion*)
Pembiayaan Homestay - - - - - - 5 5 100%
(lokasi**)
Homestay Financing
(location**)
Peningkatan Kualitas 10 9,37 93,7 8,20 6,57 80,12% 8,11 6,13 75,59%
Rumah di Daerah Kumuh
(Rp Miliar)
House Quality
Improvement in Slum
Areas (Rp Billion)
*) Social Bond and Sukuk mulai diterbitkan pada tahun 2023 dan tidak terdapat target penerbitannya setiap tahun.
**) Untuk pembiayaan homestay tidak terdapat target nominal penyaluran, melainkan target lokasi.
*) The issuance of Social Bond and Sukuk began in 2023 and there was no annual issuance target.
**) For homestay financing, there was no nominal disbursement target, but rather a location target.
Ke depan, Perseroan akan terus memperkuat kolaborasi dengan As we move forward, the Company will keep reinforcing the
berbagai pemangku kepentingan guna membangun ekosistem collaboration with various parties to create an inclusive and 117
pembiayaan perumahan yang inklusif dan berkelanjutan. Upaya sustainable mortgage financing ecosystem. This effort is
ini diarahkan untuk mendorong pertumbuhan penyaluran aimed at encouraging sustainable growth in housing financing
pembiayaan perumahan secara berkelanjutan sekaligus distribution while supporting government programs, particularly
mendukung program Pemerintah, khususnya KPR FLPP, the FLPP mortgage program (KPR FLPP), as part of efforts to
PT Sarana Multigriya Finansial (Persero)
sebagai bagian dari upaya pengentasan backlog perumahan alleviate the national housing backlog. Through this role, the
nasional. Melalui peran tersebut, Perseroan berkomitmen untuk Company is committed to contributing to improving public
berkontribusi dalam meningkatkan kesejahteraan masyarakat welfare by providing access to decent and affordable home
melalui penyediaan akses kepemilikan rumah yang layak dan ownership.
terjangkau.
Pencapaian kinerja ekonomi di atas merupakan cerminan The above economic performance achievement reflects the
atas ketepatan kebijakan dan inisiatif strategis yang disusun accuracy of the strategic policies and initiatives formulated and
dan ditetapkan SMF sebagaimana disampaikan dalam RKAP established by the SMF, as stated in the 2025 SMF RKAP and
dan RAKB SMF tahun 2025. Kebijakan dan inisiatif tersebut RAKB. These policies and initiatives are as follows:
adalah sebagai berikut:
1. Pengembangan kegiatan usaha yang sejalan dengan 1. Developing business activities to be in line with the
perluasan mandat; expanded mandate;
2. Menjaga likuiditas keberlangsungan usaha Perseroan, 2. Maintaining liquidity for the Company’s business continuity,
perluasan akses terhadap sumber dana jangka panjang expanding access to long-term and low-cost funding
dan murah serta peran Perseroan sebagai fiscal tools; sources, and enhancing the Company’s role as a fiscal tool;
Page 118
3. Meningkatkan sinergi dalam rangka pengembangan usaha 3. Increasing synergy for business development and assisting
dan membantu Pemerintah; the Government;
4. Melakukan penguatan SDM dan struktur organisasi untuk 4. Strengthening human capital and organizational structures
meningkatkan sinergi dan mendukung kinerja Perseroan; to enhance synergy and support the Company’s
5. Optimalisasi penggunaan IT dalam mendukung proses performance;
bisnis Perseroan; 5. Optimizing the use of IT to support the Company’s business
6. Menjaga efisiensi biaya dan anggaran perpajakan; processes;
7. Monitoring ALMA serta pelaporan secara akurat; 6. Maintaining cost and tax budget efficiency;
8. Memperkuat penerapan manajemen risiko; 7. Monitoring and accurately reporting ALMA;
9. Meningkatkan budaya risk awareness pada seluruh fungsi 8. Strengthening the implementation of risk management;
di Perseroan untuk mewujudkan penerapan tata kelola 9. Enhancing a culture of risk awareness across all functions
yang baik. within the Company to achieve good governance.
Program strategis yang menjadi fokus di tahun 2025, di Strategic programs focused on in 2025 include:
antaranya:
1. Mendorong pembiayaan perumahan melalui optimalisasi 1. Encouraging housing financing by optimizing existing
produk eksisting dan pembiayaan produk rumah hijau dan products and financing green and sustainable housing
berkelanjutan. products.
2. Pendanaan kreatif yang mendukung pembangunan berkelanjutan 2. Creative financing that supports sustainable development
dengan mengoptimalkan sumber pendanaan dari jenis hibah by optimizing funding sources from grants (philanthropy),
(filantropi), surat utang baik yang bersifat konvensional maupun conventional and thematic debt securities, and optimizing
tematik dan optimalisasi ekuitas yang dimiliki Perseroan. the Company’s equity.
3. Menjadi Instrumen bagi Pemerintah sebagai fiscal tools 3. Serve as a fiscal tool for the government through the
dari Pemerintah melalui kegiatan sekretariat ekosistem housing finance ecosystem secretariat, the SMF Research
pembiayaan perumahan, SMF Research Institute (SRI) Institute (SRI), and synergies with regional ministries and
maupun sinergi dengan Kementerian/Lembaga di daerah institutions related to the housing sector.
terkait dengan sektor perumahan.
4. Mengelola perusahaan yang transparan dan akuntabel 4. Manage a transparent and accountable company by
melalui Penguatan Peran SMF dalam mendorong sektor strengthening the role of the SMF in promoting the housing
118
perumahan, Pengembangan sistem dalam mendukung sector, developing systems to support the effectiveness
efektivitas bisnis dan kegiatan Operasional Perseroan, of the Company’s business and operational activities,
Penerapan GRC yang baik dan terukur, Pengelolaan implementing sound and measurable GRC, managing
anggaran yang efektif, efisien dan transparan serta budgets effectively, efficiently, and transparently, and
Penguatan learning culture untuk mendukung knowledge strengthening a learning culture to support knowledge
Laporan Keberlanjutan 2025 Sustainability Report
management dan kapabilitas SDM yang berkelanjutan. management and sustainable human capital capabilities.
PENCIPTAAN DAN PENDISTRIBUSIAN CREATION AND DISTRIBUTION
NILAI EKONOMI OF ECONOMIC VALUES
Dalam Laporan Keberlanjutan ini, Perseroan mengungkapkan In this Sustainability Report, the Company discloses its
kinerja ekonomi melalui perhitungan penciptaan dan economic performance through calculations of the creation
pendistribusian nilai ekonomi kepada para pemangku and distribution of economic value to stakeholders. The
kepentingan. Data yang digunakan bersumber dari laporan data used are sourced from the Company’s audited financial
keuangan Perseroan yang telah diaudit. Perhitungan tersebut statements. The calculation includes three main components:
mencakup tiga komponen utama yaitu nilai ekonomi langsung direct economic value generated, distributed economic value,
yang dihasilkan, nilai ekonomi yang didistribusikan, serta nilai and retained economic value. Direct economic value generated
ekonomi yang ditahan. Nilai ekonomi langsung yang dihasilkan reflects the economic benefits obtained by the Company in
mencerminkan manfaat ekonomi yang diperoleh Perseroan carrying out its business activities, including interest income,
dalam menjalankan kegiatan usaha, antara lain pendapatan securitization income, and other net income. Meanwhile,
bunga, pendapatan sekuritisasi, dan pendapatan lain-lain neto. distributed economic value represents the economic benefits
Sementara itu, nilai ekonomi yang didistribusikan merupakan distributed to stakeholders, including employee salaries and
manfaat ekonomi yang disalurkan kepada para pemangku benefits, tax payments, dividend distributions, payments to
kepentingan, meliputi pembayaran gaji dan tunjangan pegawai, suppliers, and the realization of funds for the community
pembayaran pajak, pembagian dividen, pembayaran kepada through the Social and Environmental Responsibility (TJSL)
pemasok, serta realisasi dana bagi masyarakat melalui program. Retained economic value is the difference between
program Tanggung Jawab Sosial dan Lingkungan (TJSL). the direct economic value generated and the distributed
Adapun nilai ekonomi yang ditahan merupakan selisih antara economic value, which is then used to support the development
nilai ekonomi langsung yang dihasilkan dan nilai ekonomi and sustainability of the Company’s business.
yang didistribusikan, yang selanjutnya dimanfaatkan untuk
mendukung pengembangan dan keberlanjutan usaha Perseroan.
Page 119
Pada tahun 2025, SMF berhasil mempertahankan kinerja In 2025, the Company successfully created positive economic
ekonomi yang positif, yang tercermin dari nilai ekonomi langsung performance, which was observable from the amount of direct
yang dihasilkan sebesar Rp3.102.610 juta, meningkat 8,14% economic value generated of Rp3,102,610 million, an increase
dibandingkan tahun 2024 yang tercatat sebesar Rp2.869.117 of 8.14% from year 2024, which was Rp2,869,117 million. From
juta. Dari nilai tersebut, Perseroan mendistribusikan nilai ekonomi the economic value generated, the Company distributed the
kepada para pemangku kepentingan sebesar Rp2.645.184 juta, economic value to the stakeholders of the Company amounting
meningkat 8,99% dibandingkan tahun 2024 yang sebesar to Rp2,645,184 million, an increase of 8.99% from 2024, which
Rp2.427.066 juta. Nilai ekonomi yang didistribusikan tersebut was Rp2.427.066 million. The economic value distributed was,
antara lain dialokasikan untuk pelaksanaan program TJSL, among others, to pay the costs of implementation of TJSL
pembayaran gaji dan tunjangan pegawai, pembagian dividen program, to pay salaries and allowances to employees, to
kepada pemegang saham, serta pembayaran pajak kepada distribute dividends to the shareholders and to pay taxes to
Negara. Adapun nilai ekonomi yang ditahan pada tahun the State. The economic value retained in 2025 was Rp457,426
2025 tercatat sebesar Rp457.426 juta, meningkat 3,48% million, an increase of 3.48% from year 2024, which was
dibandingkan tahun 2024 yang mencapai Rp442.051 juta. Rp442,051 million. [GRI 201-1]
[GRI 201-1]
Nilai Ekonomi Perseroan (Rp Juta)
Company’s Economic Value (Rp Million)
Uraian
Description
2025 2024 2023
Nilai Ekonomi Langsung yang Dihasilkan
Direct Economic Value Generated
Pendapatan Bunga dan Pendapatan Syariah 3.093.125 2.858.374 2.077.260
Interest Revenue and Sharia Revenue
Pendapatan sekuritisasi 1.633 2.089 5.794
Securitization revenue
Keuntungan yang belum direalisasi atas perubahan nilai wajar aset keuangan yang (39) 3.136 (812)
diklasifikasikan pada nilai wajar melalui laba rugi
Unrealized profits on changes in fair value of financial assets classified into fair
value through profit or loss
Keuntungan/(kerugian) dari penjualan aset keuangan yang diukur pada nilai wajar 67 262 490
melalui penghasilan komprehensif lain
Profit/(loss) from sale of financial assets measured at fair value through other
comprehensive incomes
Keuntungan/(Kerugian) dari instrumen keuangan diperdagangkan - - -
Profit/(loss) from traded financial instruments
Pendapatan lain-lain neto 7.824 5.256 3.573
Other net revenues 119
Jumlah Nilai Ekonomi Langsung yang Dihasilkan 3.102.610 2.869.117 2.086.305
Total Direct Economic Value Generated
Nilai Ekonomi yang Didistribusikan
PT Sarana Multigriya Finansial (Persero)
Distributed Economic Value
Beban Umum dan Administrasi (termasuk Program TJSL) (124.615) (115.785) (111.651)
General and Administrative Expenses (including TJSL Program)
Gaji dan tunjangan (108.366) (95.003) (87.078)
Salary and allowance
Cadangan kerugian penurunan nilai 25.030 4.279 (9.204)
Impairment loss allowance
Pembayaran kepada penyandang dana:
Payment to financiers:
Pemegang saham (Dividen) (107.967) (97.780) (83.537)
Shareholders (Dividends)
Beban Bunga dan Bagi Hasil (2.178.140) (1.995.296) (1.299.842)
Interest Expenses and Profit Sharing
Page 120
Nilai Ekonomi Perseroan (Rp Juta)
Company’s Economic Value (Rp Million)
Uraian
Description
2025 2024 2023
Beban pajak final (127.634) (96.839) (44.281)
Final tax payable
Beban pajak penghasilan (23.492) (30.642) (68.630)
Income tax payable
Jumlah Nilai Ekonomi yang Didistribusikan (2.645.184) (2.427.066) (1.685.815)
Total Economic Value Distributed
Jumlah Nilai Ekonomi yang Ditahan 457.426 442.051 400.490
Total Economic Value Retained
PENGUNGKAPAN KERANGKA DISCLOSURE OF GOVERNANCE
GOVERNANSI, PENGELOLAAN DAN FRAMEWORK, MANAGEMENT, AND
PENGENDALIAN ASPEK PERPAJAKAN CONTROL OF TAX ASPECTS
SMF menerapkan pendekatan perpajakan yang bertanggung SMF implements a responsible tax approach as part of good
jawab sebagai bagian dari tata kelola perusahaan yang baik. corporate governance. Within the Company, tax management
Di Perseroan, pengelolaan pajak dilaksanakan oleh Divisi is carried out by the Finance and Transaction Settlement
Keuangan & Penyelesaian Transaksi di bawah koordinasi Division under the coordination of the Director of Finance and
Direktur Keuangan & Manajemen Risiko, yang sekaligus menjadi Risk Management, who is also the highest governance body
organ tata kelola tertinggi yang berwenang meninjau dan authorized to review and approve the Company’s tax strategy.
menyetujui strategi perpajakan Perseroan. Sebagai bagian dari As part of tax planning, the Finance and Transaction Settlement
perencanaan pajak, Divisi Keuangan & Penyelesaian Transaksi Division regularly conducts tax outreach within the Company.
secara berkala melakukan sosialisasi perpajakan di lingkungan
Perseroan.
Pedoman perpajakan Perseroan ditetapkan melalui kebijakan The Company’s tax guidelines are established through internal
120
internal yang selaras dengan peraturan perpajakan nasional, policies that align with national tax regulations, the principle
prinsip kehati-hatian, dan etika bisnis yang transparan. Seluruh of prudence, and transparent business ethics. All tax-related
keputusan terkait pajak ditinjau secara berkala oleh Direksi decisions are periodically reviewed by the Board of Directors
dan didukung Divisi Keuangan & Penyelesaian Transaksi and supported by the Finance and Transaction Settlement
untuk memastikan kesesuaian dengan peraturan terbaru, Division to ensure compliance with the latest regulations,
Laporan Keberlanjutan 2025 Sustainability Report
termasuk kewajiban pemotongan, penyetoran, serta pelaporan. including withholding, payment, and reporting obligations.
Pendekatan ini tidak hanya ditujukan untuk meminimalkan risiko This approach aims not only to minimize legal and financial
hukum dan finansial, tetapi juga untuk memastikan kontribusi risks but also to ensure the Company’s optimal contribution
optimal Perseroan terhadap penerimaan negara. to state revenue.
Pengelolaan risiko perpajakan di SMF dilaksanakan melalui Tax risk management at SMF is implemented through an internal
sistem pengendalian internal yang terintegrasi dengan proses control system integrated with the corporate risk management
manajemen risiko korporasi. Prosedur pengawasan mencakup process. Oversight procedures include segregation of
pemisahan tugas, audit internal berkala, serta pemantauan duties, periodic internal audits, and compliance monitoring
kepatuhan atas seluruh aktivitas yang berpotensi menimbulkan of all activities with potential tax implications. Overall, this
implikasi pajak. Secara keseluruhan, tata kelola ini membantu governance helps the Company proactively identify, evaluate,
Perseroan mengidentifikasi, mengevaluasi, dan memitigasi and mitigate tax risks and uphold a culture of compliance at
risiko perpajakan secara proaktif serta menegakkan budaya all levels of the organization.
kepatuhan di seluruh tingkatan organisasi.
SMF menjaga hubungan yang konstruktif dan terbuka SMF maintains a constructive and open relationship with the
dengan otoritas pajak melalui konsultasi rutin, kepatuhan atas tax authorities through regular consultations, compliance
permintaan klarifikasi, serta penyampaian informasi yang jujur with clarification requests, and the provision of honest and
dan akurat. Bila terdapat interpretasi aturan yang memerlukan accurate information. When regulatory interpretations require
klarifikasi, Perseroan senantiasa mengedepankan dialog dengan clarification, the Company consistently prioritizes dialogue with
otoritas terkait agar tercapai pemahaman yang selaras dan the relevant authorities to achieve a consistent and compliant
sesuai ketentuan. Pendekatan ini memastikan Perseroan understanding. This approach ensures that the Company
menjalankan praktik perpajakan yang kredibel, profesional, maintains credible and professional tax practices, reflecting
serta mencerminkan komitmen pada keberlanjutan fiskal its commitment to national fiscal sustainability.
nasional.
Page 121
Sebagai perusahaan yang beroperasi sepenuhnya di Indonesia, As a company operating entirely in Indonesia, SMF reports all
SMF melaporkan seluruh aktivitas usaha, pendapatan, laba business activities, revenue, profit before tax, tax payments,
sebelum pajak, pembayaran pajak, dan kewajiban pajak and deferred tax liabilities in a single jurisdiction. The Company
tangguhan dalam satu yurisdiksi. Perseroan menyampaikan submits complete tax reports to the Directorate General of
laporan pajak secara lengkap kepada Direktorat Jenderal Pajak Taxes in accordance with applicable regulations, including
sesuai ketentuan yang berlaku, termasuk laporan SPT Tahunan Annual Tax Returns and fiscal reconciliations. All tax payments
serta rekonsiliasi fiskal. Seluruh pembayaran pajak dilakukan are made on time and recorded in the audited financial
tepat waktu dan tercatat dalam sistem pelaporan keuangan statement system. Through this information transparency,
yang telah diaudit. Melalui transparansi informasi ini, SMF SMF ensures a tangible contribution to the Indonesian economy
memastikan kontribusi nyata terhadap perekonomian Indonesia and creates verifiable public accountability.
serta menciptakan akuntabilitas publik yang dapat diverifikasi.
Pada tahun 2025, kegiatan sosialisasi tersebut dilaksanakan In 2025, these outreach activities were carried out through
melalui pertemuan insidental dengan seluruh divisi tentang incidental meetings with all divisions regarding the payment
sistem pembayaran terkait transaksi pembayaran baik system related to payment transactions, both to internal and
kepada pihak internal maupun eksternal yang mengandung external parties, that involved taxation. As of December 31,
unsur perpajakan. Per 31 Desember 2025, Perseroan telah 2025, the Company had realized tax payments of Rp327,371
merealisasikan pembayaran pajak sebesar Rp327.371 million, an increase compared to 2024, which was recorded at
juta, meningkat dibandingkan tahun 2024 yang tercatat Rp289,042 million. The increase was in line with the increase
sebesar Rp289.042 juta. Peningkatan terjadi sejalan dengan in final income tax, income tax 21, income tax 23, 22 and 4
bertambahnya pembayaran PPh Final, PPh 21, PPh 23, 22 paragraph 2 payments.
dan 4 ayat 2.
Kontribusi kepada Negara (Rp Juta) [GRI 201-1]
Contributions to the State (Rp million)
Uraian
Description
2025 2024* 2023
PPh Final 127.634 96.836 44.281
Final Income Tax
PPh 21 13.998 12.393 14.715
Income Tax 21
PPh 23, 22 dan 4 ayat 2 - - 1.066
Income Tax 23, 22 and 24 paragraph 2
PPh Pasal 23, Pasal 22, Pasal 26 dan Pasal 4 ayat 2 49.632 46.256 -
Income Tax Articles 23, 22, 26 and Article 4 paragraph 2
PPh Pasal 25/Pasal 29 3.486 32.556 -
Income Tax Article 25/Article 29
PPh 25 - - 68.348
Income Tax 25
121
PPh 29 - - 1.982
Income Tax 29
PPn 5.949 7.350 6.177
VAT PT Sarana Multigriya Finansial (Persero)
Jumlah 200.699 195.391 136.569
Total
*Disajikan kembali
*Restated
Perseroan merupakan Badan Usaha Milik Negara (BUMN) The Company is a State-Owned Enterprise (SOE) with 100%
dengan kepemilikan saham sebesar 100% oleh Pemerintah shares owned by the Government of the Republic of Indonesia.
Republik Indonesia. Dengan struktur kepemilikan tersebut, Therefore, the Government of the Republic of Indonesia is fully
seluruh pembagian dividen menjadi hak Pemerintah Republik entitled to the distribution of dividends. In 2025, the Company
Indonesia selaku pemegang saham. Pada tahun 2025, distributed dividends pursuant to the resolutions of Annual
Perseroan melaksanakan pembagian dividen berdasarkan GMS, in which the shareholders approved the utilization of net
keputusan Rapat Umum Pemegang Saham (RUPS) Tahunan profits of 2024 as dividends amounting to Rp107.97billion and
di mana pemegang saham menyetujui penggunaan laba bersih the remaining as retained earnings. [GRI 201-1]
tahun buku 2024 sebesar Rp107,97 miliar untuk dibagikan
sebagai dividen, sedangkan sisanya ditetapkan sebagai laba
ditahan. [GRI 201-1]
Page 122
Uraian
Description
2025 2024 2023
Pembagian Dividen [GRI 201-1] 107.967 97.780 83.537
Distribution of Dividends
Sejak tahun 2010, Pemerintah memberikan perhatian khusus Since 2010, the government has given special attention to
kepada BUMN melalui alokasi Penyertaan Modal Negara state-owned enterprises (SOEs) through the allocation of
(PMN) guna memperkuat peran BUMN sebagai penggerak State Capital Participation (PMN) to strengthen their role as
perekonomian nasional. Pada tahun 2025, Komisi XI DPR RI drivers of the national economy. In 2025, Commission XI of
resmi menyetujui pencairan Penyertaan Modal Negara (PMN) the Indonesian House of Representatives (DPR RI) officially
tunai dalam APBN 2025 dengan total nilai mencapai Rp11,5 approved the disbursement of State Capital Participation (PMN)
triliun. Dana ini dialokasikan kepada empat BUMN strategis in cash in the 2025 State Budget, totaling Rp11.5 trillion. These
untuk memperkuat layanan publik, meningkatkan daya saing funds are allocated to four strategic SOEs to strengthen public
industri nasional, dan mendukung agenda pembangunan services, increase the competitiveness of national industry,
ekonomi jangka panjang. and support the long-term economic development agenda.
Salah satu BUMN yang menerima dana PMN tahun 2025 adalah One of the state-owned enterprises receiving PMN funds in
SMF yaitu sebesar Rp6,68 triliun. PMN yang diterima tersebut 2025 is SMF, amounting to Rp6.68 trillion. The PMN received
dilakukan blended financing dengan dana dari surat utang was carried out through blended financing with funds from
yang diterbitkan Perseroan. Selanjutnya seluruh dana tersebut bonds issued by the Company. Furthermore, all of these funds
dimanfaatkan Perseroan untuk mendukung pemenuhan porsi were used by the Company to support the fulfillment of the
pendanaan 25% KPR FLPP Pemerintah bagi Masyarakat 25% FLPP Government Mortgage portion for Low-Income
Berpenghasilan Rendah (MBR). [GRI 201-4] Communities (MBR). [GRI 201-4]
IMPLIKASI FINANSIAL SERTA RISIKO FINANCIAL IMPLICATIONS AND OTHER
DAN PELUANG LAIN AKIBAT DARI RISKS AND OPPORTUNITIES DUE TO
PERUBAHAN IKLIM [GRI 201-2][IFRS IFRS CLIMATE CHANGE [GRI 201-2][IFRS
S1.29, IFRS S2.9, IFRS S2.15, IFRS S2.16] S1.29, IFRS S2.9, IFRS S2.15, IFRS S2.16]
122
Perubahan iklim dan pemanasan global merupakan masalah Climate change and global warming are major issues currently
besar yang saat ini dihadapi warga dunia, termasuk Indonesia, facing the world, including Indonesia, and they requires a
dan menuntut kontribusi bersama dalam menanganinya. collective contribution to address. Mitigation and anticipation
Penanganan dan antisipasi semakin mendesak untuk dilakukan are increasingly urgent because the negative impacts are
karena dampak negatifnya kian terasa. Dampak yang terjadi increasingly being felt. These impacts include extreme
Laporan Keberlanjutan 2025 Sustainability Report
antara lain cuaca ekstrem, suhu udara lebih panas dibanding weather, hotter temperatures than before, heavier rainfall with
sebelumnya, hujan turun lebih deras dan waktunya kian increasingly unpredictable durations; conversely, when the dry
sulit ditebak; sebaliknya, saat musim kemarau datang maka season arrives, it lasts longer than usual, triggering crop failures
waktunya lebih lama dari biasanya sehingga memicu gagal and so on. Climate change not only causes environmental
panen dan sebagainya. Tak hanya menimbulkan bencana disasters but also negatively impacts human life and other
lingkungan, perubahan iklim juga berdampak negatif terhadap living things. [GRI 3-3]
kehidupan manusia dan makhluk hidup lainnya. [GRI 3-3]
Sebagai entitas yang bergerak di bidang pembiayaan As an entity engaged in secondary housing finance, SMF faces
sekunder perumahan, SMF menghadapi dampak perubahan the impacts of climate change primarily through increased
iklim terutama melalui peningkatan risiko fisik dan risiko physical risks and transition risks that impact asset quality and
transisi yang memengaruhi kualitas aset dan keberlanjutan financing sustainability. The increasing frequency and intensity
pembiayaan. Peningkatan frekuensi dan intensitas kejadian of extreme weather events, such as flooding and sea level rise,
cuaca ekstrem, seperti banjir dan kenaikan muka air laut, have the potential to reduce the value of housing collateral in
berpotensi menurunkan nilai agunan perumahan di wilayah vulnerable areas and increase the risk of default by affected
rentan serta meningkatkan risiko gagal bayar debitur yang borrowers, which could ultimately impact the risk profile of
terdampak, yang pada akhirnya dapat memengaruhi profil SMF’s financing portfolio. On the other hand, the transition to a
risiko portofolio pembiayaan SMF. Di sisi lain, transisi menuju low-carbon economy is driving changes in policies, regulations,
ekonomi rendah karbon mendorong perubahan kebijakan, and market preferences that require the integration of climate
regulasi, dan preferensi pasar yang menuntut integrasi aspek resilience and energy efficiency aspects into housing financing.
ketahanan iklim dan efisiensi energi dalam pembiayaan This situation requires SMF to strengthen its environmental
perumahan. Kondisi ini menuntut SMF untuk memperkuat and social risk management, including by promoting housing
pengelolaan risiko lingkungan dan sosial, termasuk dengan financing that is more adaptive to climate change, to maintain
mendorong pembiayaan perumahan yang lebih adaptif terhadap stable financial performance and support the resilience of the
perubahan iklim, guna menjaga stabilitas kinerja keuangan national housing sector.
sekaligus mendukung ketahanan sektor perumahan nasional.
Page 123
Namun demikian, hingga saat ini, SMF belum secara spesifik However, to date, SMF has not specifically formulated policies
merumuskan kebijakan yang mengatur implikasi finansial addressing the financial implications of climate change,
akibat perubahan iklim, termasuk pengintegrasian risiko iklim including comprehensively integrating climate risk into its
secara komprehensif ke dalam kebijakan pembiayaan dan financing and financial risk management policies. The Company
manajemen risiko keuangan. Perseroan masih berada pada is still in the early stages of identifying and understanding the
tahap awal dalam mengidentifikasi dan memahami potensi potential impacts of climate change on its financial performance
dampak perubahan iklim terhadap kinerja keuangan dan and business sustainability.
keberlanjutan usaha.
MENGELOLA DAMPAK EKONOMI MANAGING INDIRECT
TIDAK LANGSUNG ECONOMIC IMPACTS
Pembangunan Infrastruktur Berkelanjutan Sustainable Infrastructure Development
Sebagai Special Mission Vehicle (SMV) Kementerian Keuangan, As a Special Mission Vehicle (SMV) of the Ministry of
SMF berperan aktif dalam mendukung investasi infrastruktur Finance, SMF plays an active role in supporting national
nasional melalui penyediaan pembiayaan sekunder perumahan infrastructure investment by providing sustainable secondary
yang berkelanjutan. Meskipun tidak terlibat langsung dalam housing financing. Although not directly involved in physical
pembangunan infrastruktur fisik, kegiatan usaha SMF infrastructure development, SMF’s business activities have
memberikan dampak tidak langsung yang signifikan terhadap a significant indirect impact on increasing public access to
peningkatan akses masyarakat terhadap hunian yang layak, decent, affordable, and sustainable housing. Infrastructure
terjangkau, dan berkelanjutan. Investasi infrastruktur yang investments facilitated through mortgage financing, housing
difasilitasi melalui pembiayaan KPR, sekuritisasi aset perumahan, asset securitization, and support for government programs such
serta dukungan terhadap program Pemerintah seperti KPR as the FLPP mortgage program contribute to strengthening the
FLPP berkontribusi pada penguatan ekosistem pembiayaan national housing finance ecosystem and equitable development.
perumahan nasional dan pemerataan pembangunan.
Selain itu, SMF juga menyalurkan dukungan layanan kepada In addition, SMF also provides support services to the
masyarakat melalui program Tanggung Jawab Sosial dan community through its Social and Environmental Responsibility
Lingkungan (TJSL), termasuk bantuan peningkatan kualitas (TJSL) program, including assistance with housing quality
rumah dan penyediaan fasilitas sosial, yang dirancang untuk improvements and the provision of social facilities, designed
memberikan manfaat sosial jangka panjang dan meningkatkan to provide long-term social benefits and improve community
kesejahteraan masyarakat. Seluruh investasi dan dukungan welfare. All investments and support services are implemented
layanan tersebut dilaksanakan dengan mempertimbangkan with consideration of sustainability principles, risk management,
prinsip keberlanjutan, manajemen risiko, serta dampak sosial and social and economic impacts for stakeholders. [GRI 3-3]
dan ekonomi bagi pemangku kepentingan.[GRI 3-3]
Pembangunan infrastruktur dan layanan yang dilakukan The Company’s infrastructure and service development
Perseroan sepanjang tahun 2025 adalah sebagai berikut: throughout 2025 is as follows: [GRI 203-1] 123
[GRI 203-1]
Pembangunan Infrastruktur Perseroan Tahun 2025
Development of Company Infrastructure in 2025
PT Sarana Multigriya Finansial (Persero)
Nilai Investasi (Rp
No.
Pembangunan Infrastruktur Lokasi Juta) Sifat Dampak atau Manfaat
Infrastructure Development Locations Investment Value Classification Impact or benefit
(Rp million)
1 Program Homestay: Desa Sukajaya, Rp35,09 juta Bantuan Penerima manfaat dapat
Bantuan perbaikan homestay Sumedang Rp35.09 million Aid memasarkan hunian
Homestay Program: Sukajaya Village, homestay dan membantu
Homestay repair assistance Sumedang peningkatan kapasitas
ekonomi
Beneficiaries can market
homestay accommodation
and help increase economic
capacity.
Page 124
Pembangunan Infrastruktur Perseroan Tahun 2025
Development of Company Infrastructure in 2025
Nilai Investasi (Rp
No.
Pembangunan Infrastruktur Lokasi Juta) Sifat Dampak atau Manfaat
Infrastructure Development Locations Investment Value Classification Impact or benefit
(Rp million)
2 Peningkatan Kualitas Rumah di Surakarta, Bolaang Rp9.370 juta Bantuan • Mengentaskan wilayah
Daerah Kumuh Mangondow Selatan, Rp9,370 billion Aid kumuh
Improving Housing Quality in Slum Areas Gresik, Langsa, Wajo, • Mengurangi kesenjangan
dan Hulu Sungai Selatan infrastruktur perumahan
Surakarta, South • Memberikan dampak
Bolaang Mangondow, sosial yang
Gresik, Langsa, Wajo, signifikan, seperti
and South River kelayakan sanitasi, serta
Upstream peningkatan kualitas
hidup secara keseluruhan
• Eliminate slum areas
• Reduce the housing
infrastructure gap
• Provide significant
social impacts, such as
improved sanitation,
and improved overall
quality of life
3 Pembangunan/Renovasi Sarana Cakung Jakarta Timur, Rp105 juta Bantuan Terpenuhinya keperluan dan
Ibadah (Masjid) Tanggerang, Bandung Rp105 million Aid kesempurnaan kegiatan
Construction/Renovation of Worship Barat, Bogor dan ibadah dan
Facilities (Mosques) Cirebon belajar mengajar
Cakung, East Jakarta, Fulfillment of needs and
Tangerang, West perfection of worship,
Bandung, Bogor and teaching and learning
Cirebon activities
4 Pembangunan dan Renovasi Sarana Cirebon Rp15 juta Bantuan • Terbangunnya fasilitas
Pendidikan Rp15 million Aid belajar mengajar yang
Construction and Renovation of baik.
124 Educational Facilities • Meningkatkan kualitas
pembelajaran.
• Establishing good
teaching and learning
facilities.
• Improving the quality of
Laporan Keberlanjutan 2025 Sustainability Report
learning.
5 Pengelolaan Sampah dan Perbaikan Desa Nagrak, Kab. Rp131,82 juta Bantuan Warga mampu melakukan
Sanitasi di daerah Bandung (DAS Citarum) Rp131.82 million Aid pengelolaan sampah untuk
Waste Management and Sanitation Nagrak Village, Bandung mendapatkan penghasilan
Improvement in the Region Regency (Citarum River tambahan melalui
Basin) keberadaan Bank Sampah
di lokasi.
Revitalisasi sumber air untuk
dapat digunakan sebagai
kebutuhan MCK dan
pengairan pertanian atau
perkebunan warga
Residents are able to
manage waste to generate
additional income through
the presence of a Waste
Bank on-site.
Revitalizing water sources
to be used as toilets and
irrigation for residents’
agriculture or plantations.
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Pembangunan Infrastruktur Perseroan Tahun 2025
Development of Company Infrastructure in 2025
Nilai Investasi (Rp
No.
Pembangunan Infrastruktur Lokasi Juta) Sifat Dampak atau Manfaat
Infrastructure Development Locations Investment Value Classification Impact or benefit
(Rp million)
6 Pembangunan Rumah Adat Budaya di Kawasan Adat Rp30 juta Bantuan Warga memiliki ruang
Kawasan Desa Adar Cikondang, Desa Rp30 million Aid beribadah dan berkumpul
Construction of Traditional Cultural Lamajang Kecamatan tamu atau wisatawan
Houses in Traditional Village Areas Pangalengan Kabupaten dengan bentuk rumah adat.
Bandung
Cikondang Traditional Mengurangi beban dari
Area, Lamajang Village, rumah adat utama yang saat
Pangalengan District, ini hanya terdapat 1 unit
Bandung Regency rumah di lokasi
Residents have a place
to worship and gather for
guests or tourists in the
form of a traditional house.
This reduces the burden
on the main traditional
house, which currently only
consists of one unit at the
site.
7 Renovasi dan Sarana Ruang pintar Purwokerto Rp30 juta Bantuan Membantu peningkatan
Smart Space Renovation and Facilities Rp30 million Aid edukasi warga melalui
pendidikan non formal.
Tumbuhnya kesadaran
warga atas pendidikan yang
layak.
Helping improve community
education through non-
formal education
Growing community
awareness of adequate
education
8 Pembuatan Sanitasi Berbasis Kalibata Jakarta Selatan Rp31,73 juta Bantuan • Tersedianya fasilitas
Masyarakat Kalibata, South Jakarta Rp31.73 million Aid septic tank komunal
Community-Based Sanitation yang layak
Development bagi masyarakat
• Mendorong pola hidup
bersih dan sehat
• Provision of adequate
communal septic
tank facilities for the
community 125
• Encouragement of clean
and healthy lifestyles
PROGRAM PENINGKATAN EKONOMI SUSTAINABLE COMMUNITY ECONOMIC
PT Sarana Multigriya Finansial (Persero)
MASYARAKAT BERKELANJUTAN DEVELOPMENT PROGRAM
Perseroan berkomitmen untuk menciptakan nilai bersama The Company is committed to creating shared value (CSV)
(Creating Shared Value/CSV) melalui program Tanggung Jawab through its Social and Environmental Responsibility (TJSL)
Sosial dan Lingkungan (TJSL) yang mendorong pembangunan program, which encourages economic development through
ekonomi melalui pemberdayaan masyarakat. Komitmen tersebut community empowerment. This commitment is realized
diwujudkan melalui pelaksanaan program peningkatan ekonomi through the implementation of sustainable community
masyarakat berkelanjutan di wilayah sekitar unit bisnis inti economic improvement programs in areas surrounding the
Perseroan. Kegiatan serupa juga pernah diterapkan kepada Company’s core business units. Similar activities have also been
masyarakat di desa-desa yang menerima program pembiayaan implemented for communities in villages that receive homestay
homestay melalui Program Peningkatan Kapasitas Homestay. financing through the Homestay Capacity Building Program.
Pada tahun 2025 program CSV Perseroan berupa Pelatihan In 2025, the Company’s CSV program included Entrepreneurship
Kewirausahaan bagi debitur SMF Home yang diselenggarakan Training for SMF Home borrowers, held in West Bandung
di Kabupaten Bandung Barat. Debitur SMF Home tersebut Regency. These SMF Home borrowers are small business
merupakan pelaku usaha kecil yang membutuhkan pengetahuan owners who need practical knowledge to manage their
praktis untuk mengelola usaha secara lebih profesional, businesses more professionally, productively, and sustainably.
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produktif dan berkelanjutan yang fokus pada penguatan This program focuses on strengthening skills in business
kemampuan dalam perencanaan usaha, pengelolaan keuangan planning, simple financial management, marketing strategies,
sederhana, strategi pemasaran, serta pengembangan produk and product development tailored to market needs. The positive
sesuai kebutuhan pasar. Dampak positif dari kegiatan ini adalah impact of this activity is increased borrower profitability, which
peningkatan profitabilitas debitur sehingga diharapkan mampu is expected to facilitate smooth SMF Home loan installment
membantu kelancaran pembayaran angsuran pinjaman SMF payments and create opportunities to increase the number
Home dan peluang penambahan jumlah debitur SMF Home of SMF Home borrowers in Bandung Regency and West
di Kabupaten Bandung dan Kabupaten Bandung Barat yang Bandung Regency, directly related to the Company’s business
terkait langsung dengan keberlanjutan bisnis Perseroan. sustainability.
Pelaksanaan program yang mengintegrasikan masalah sosial The implementation of this program, which simultaneously
dan lingkungan ke dalam strategi bisnis inti secara bersamaan integrates social and environmental issues into its core
ini merupakan wujud nyata upaya pemberdayaan masyarakat business strategy, is a concrete manifestation of community
sekaligus kontribusi Perseroan dalam mendukung pencapaian empowerment efforts and the Company’s contribution to
Tujuan Pembangunan Berkelanjutan (Sustainable Development supporting the achievement of the Sustainable Development
Goals/SDGs), sejalan dengan prinsip penyediaan pekerjaan Goals (SDGs), in line with the principles of providing decent
layak dan pertumbuhan ekonomi melalui penekanan pada work and economic growth through an emphasis on capacity
aspek peningkatan kapasitas, pemberdayaan komunitas, dan building, community empowerment, and sustainability. [GRI
keberlanjutan. [GRI 203-2] 203-2]
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127
PT Sarana Multigriya Finansial (Persero)
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MENGUATKAN 129 7
PERAN DALAM PT Sarana Multigriya Finansial (Persero)
MEWUJUDKAN
PT Sarana Multigriya Finansial (Persero)
LINGKUNGAN
BERKELANJUTAN
Strengthening the Role in Creating a
Sustainable Environment
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MENGUATKAN PERAN DALAM MEWUJUDKAN
LINGKUNGAN BERKELANJUTAN
STRENGTHENING THE ROLE IN CREATING A SUSTAINABLE
ENVIRONMENT
PENDEKATAN MANAJEMEN [GRI 3-3] MANAGEMENT APPROACH [GRI 3-3]
SMF menetapkan aspek lingkungan, yaitu energi, air dan air SMF has designated environmental aspects, namely energy,
limbah, emisi, serta limbah, sebagai topik material karena water and wastewater, emissions, and waste, as material
Perseroan menyadari pentingnya isu-isu lingkungan dalam topics because the Company recognizes the importance of
mendukung keberlanjutan jangka panjang, baik dari sisi environmental issues in supporting long-term sustainability,
operasional maupun dampak sosial yang ditimbulkan. Sebagai both in terms of operations and social impact. As part of
bagian dari komitmen untuk mendukung pembangunan yang its commitment to supporting environmentally-friendly
berwawasan lingkungan, Perseroan berupaya memastikan development, the Company strives to ensure that all processes
bahwa seluruh proses dan kegiatan tidak hanya berfokus pada and activities focus not only on business growth, but also on
pertumbuhan bisnis, tetapi juga pada efisiensi penggunaan the efficient use of natural resources and the responsible
sumber daya alam serta pengelolaan emisi dan limbah secara management of emissions and waste. By paying attention
bertanggung jawab. Melalui perhatian pada isu-isu tersebut, to these issues, SMF aims to strengthen its position as a
SMF ingin memperkuat posisinya sebagai perusahaan yang responsible company, contribute to the achievement of
bertanggung jawab, berkontribusi pada pencapaian tujuan sustainable development goals, and reduce its negative impact
pembangunan berkelanjutan, dan mengurangi dampak negatif on the environment.
terhadap lingkungan.
PENGELOLAAN DAMPAK IMPACT MANAGEMENT
Perseroan secara konsisten mengelola dampak terkait The Company consistently manages environmental impacts
130
aspek pengelolaan lingkungan melalui berbagai upaya through various efforts, including material management, energy
seperti pengelolaan penggunaan material, efisiensi energi, efficiency, greenhouse gas (GHG) emission control, water
pengendalian emisi gas rumah kaca (GRK), pengelolaan use and efficiency management, and waste management.
penggunaan dan efisiensi air, serta pengelolaan limbah. Selain Furthermore, the Company undertakes pro-environmental
itu, Perseroan juga melakukan aksi pro-lingkungan, mematuhi actions, complies with applicable laws and regulations, as well
Laporan Keberlanjutan 2025 Sustainability Report
peraturan dan undang-undang yang berlaku, serta memperkuat as strengthens partnerships with stakeholders.
kemitraan dengan pemangku kepentingan.
Upaya pengelolaan dampak ini membantu meminimalkan These impact management efforts help minimize potential
potensi dampak negatif seperti penurunan kualitas udara negative impacts, such as reduced air and water quality,
dan air, perubahan iklim, ancaman sanksi administratif karena climate change, the threat of administrative sanctions for non-
ketidakpatuhan terhadap peraturan lingkungan, serta risiko compliance with environmental regulations, as well as public
kesehatan masyarakat dan hubungan yang tidak harmonis health risks and strained relationships with the community.
dengan masyarakat.
Melalui penerapan pengelolaan dampak ini, Perseroan juga Through this impact management implementation, the Company
dapat mengukuhkan manfaat positif seperti mengurangi can also consolidate positive benefits, such as reducing
polusi udara, menurunkan emisi GRK yang sangat penting air pollution, reducing GHG emissions, which are crucial in
dalam mengatasi perubahan iklim, dan mendukung pelestarian addressing climate change, and supporting environmental
lingkungan untuk menjaga keberlanjutan alam demi pencapaian conservation to maintain natural sustainability and achieve
tujuan pembangunan berkelanjutan. [GRI 3-3] sustainable development goals. [GRI 3-3]
KEBIJAKAN YANG TELAH POLICIES THAT HAVE BEEN
DIKEMBANGKAN SECARA KHUSUS DEVELOPED SPECIFICALLY
Kebijakan Perseroan Corporate Policies
• Kebijakan Perseroan Nomor 030/KEB/PED/SMF/XII/2024 • Corporate Policy No. 030/KEB/PED/SMF/XII/2024
tentang Pedoman Tanggung Jawab Sosial dan Lingkungan concerning Guidelines for Social and Environmental
(Terkait SMF Green) Responsibility (Regarding SMF Green)
• Kebijakan Perseroan Nomor 020/KEB/PED/SMF/X/2024 • Company Policy Number 020/KEB/PED/SMF/X/2024
tentang Pedoman Pengelolaan Gedung concerning Building Management Guidelines
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Ketentuan Umum General Provisions
• Undang-Undang No.32 Tahun 2009 tentang Perlindungan • Law No. 32 of 2009 concerning Environmental Protection
dan Pengelolaan Lingkungan Hidup serta Perubahannya and Management and its Amendments, Law No. 6 of 2023
Undang-Undang No. 6 Tahun 2023 tentang Penetapan concerning the Stipulation of Government Regulation in
Peraturan Pemerintah Pengganti Undang-Undang Nomor Lieu of Law No. 2 of 2022 concerning Job Creation as Law
2 Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang
• Undang-Undang Republik Indonesia No. 30 Tahun 2007 • Law of the Republic of Indonesia No. 30 of 2007 concerning
tentang Energi Energy
• Peraturan Pemerintah No. 22 Tahun 2021 tentang • Government Regulation No. 22 of 2021 concerning
Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan the Implementation of Environmental Protection and
Hidup Management
• Peraturan Pemerintah No. 74 Tahun 2001 tentang • Government Regulation No. 74 of 2001 concerning the
Pengelolaan Bahan Berbahaya dan Beracun Management of Hazardous and Toxic Materials
• Keputusan Menteri Negara Lingkungan Hidup No. 111 Tahun • Regulation of the Minister of State for the Environment No.
2003 tentang Pedoman Mengenai Syarat dan Tata Cara 111 of 2003 concerning Guidelines Regarding Licensing
Perizinan serta Pedoman Kajian Pembuangan Air Limbah Requirements and Procedures, and Guidelines for the Study
ke Air atau Sumber Air of Wastewater Discharge into Water or Water Sources
• Peraturan Menteri Negara Lingkungan Hidup No. 01 Tahun • Regulation of the Minister of Environment No. 01 of 2010
2010 tentang Tata Laksana Pengendalian Pencemaran Air concerning Procedures for Water Pollution Control
• Peraturan Menteri Energi dan Sumber Daya Mineral Republik • Regulation of the Minister of Energy and Mineral Resources
Indonesia No. 13 Tahun 2012 tentang Penghematan of the Republic of Indonesia No. 13 of 2012 concerning
Pemakaian Tenaga Listrik serta Perubahannya Permen Saving Electricity Consumption and Its Amendments,
ESDM No. 9 Tahun 2018 tentang Pencabutan Peraturan Regulation of the Minister of Energy and Mineral Resources
Menteri Energi dan Sumber Daya Mineral Terkait Kegiatan No. 9 of 2018 concerning the Revocation of the Regulation
di bidang Energi Baru, Terbarukan, dan Konservasi Energi of the Minister of Energy and Mineral Resources Concerning
Activities in the Field of New, Renewable Energy, and Energy
Conservation
• Instruksi Presiden Republik Indonesia No. 13 Tahun 2011 • Presidential Instruction of the Republic of Indonesia No. 13
tentang Penghematan Energi dan Air of 2011 concerning Energy and Water Conservation
• Peraturan Otoritas Jasa Keuangan (POJK) No. 51/ • Financial Services Authority Regulation (POJK) No.
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan 51/ POJK.03/2017 concerning the Implementation of 131
bagi Lembaga Jasa Keuangan, Emiten dan Perusahaan Sustainable Finance for Financial Services Institutions,
Publik (POJK Keuangan Berkelanjutan) Issuers, and Public Companies (POJK Sustainable Finance)
Komitmen Commitment
PT Sarana Multigriya Finansial (Persero)
• Memberikan perlakuan khusus terhadap limbah seperti • Providing special treatment for waste, such as pre-treating
diolah terlebih dahulu sebelum dibuang agar tidak it before disposal to prevent environmental pollution.
mencemari lingkungan
• Penanaman pohon pada lahan-lahan yang kritis, tandus • Planting trees on critical, barren, and deforested land, and
dan gundul, serta meminimalkan penebangan pohon agar minimizing tree cutting to preserve forests, catchment
kelestarian hutan, daerah serapan dan sumber air serta areas, water sources, and the fauna within them.
fauna yang ada di dalamnya dapat terjaga
• Menggunakan barang-barang hasil industri yang ramah • Using environmentally friendly industrial products.
lingkungan
• Menghemat penggunaan kertas dan pensil • Conserving paper and pencils.
• Memilah dan membuang sampah sesuai jenisnya (organik • Sorting and disposing of waste according to type (organic
dan anorganik) and inorganic).
• Memanfaatkan barang-barang hasil daur ulang • Utilizing recycled materials.
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• Menghemat penggunaan listrik, air, dan bahan bakar minyak • Conserving electricity, water, and fuel.
(BBM)
• Menanam dan merawat pohon di sekitar lingkungan kantor • Planting and maintaining trees around the operational office
operasional environment
Target dan Realisasi [IFRS S1-51] Targets and Realization [IFRS S1-51]
• Efisiensi penggunaan energi listrik dan bahan bakar minyak • Efficiency of use of electrical energy and fuel oil in office
(BBM) dalam kegiatan operasional kantor sebesar 809 operational activities amounted to 809 Gigajoules.
Gigajoule.
Evaluasi dan Efektivitas Tindakan untuk Mengelola Evaluation and Effectiveness of Actions to Manage
Dampak Impacts
• SMF melakukan evaluasi pengelolaan lingkungan secara • SMF conducts periodic annual environmental management
berkala setiap tahunnya untuk memastikan kesesuaian evaluations to obtain compliance with established plans and
dengan rencana dan target yang ditetapkan, dengan targets. This is done by measuring the success indicators
mengukur indikator keberhasilan program pengelolaan for waste, energy, and water management programs,
sampah, energi, air, termasuk memetakan gap setiap including mapping gaps in each program and the next
program beserta langkah lanjutan yang perlu diambil steps that need to be taken if the program does not fully
apabila program belum sepenuhnya memenuhi indikator meet the success indicators. As part of the evaluation, SMF
keberhasilan. Sebagai bagian dari evaluasi, SMF juga also continuously calculates electricity usage and clean
senantiasa melakukan perhitungan penggunaan listrik water volume based on installed flow meters.
dan volume air bersih berdasarkan flow meter terpasang.
• Setiap tahun, Tim Community Development (TJSL) • Each year, the Company’s Community Development Team
Perseroan melakukan evaluasi program SMF Green dengan (TJSL) evaluates the SMF Green program by:
cara:
a. Penetapan tujuan dan indikator keberhasilan kinerja, a. Establishing performance goals and success indicators,
seperti pengurangan emisi karbon dengan melakukan such as reducing carbon emissions by planting trees.
penanaman sejumlah pohon di lokasi tertentu. The number of trees in a specific location.
b. Pengukuran dampak lingkungan, seperti apakah setelah b. Environmental impact measurement, such as how much
132
dibantu Perseroan berapa banyak karbon yang terserap carbon is absorbed by the planted plants/trees after the
oleh tanaman/pohon yang ditanam serta adakah Company’s assistance and whether there is an increase
peningkatan keberagaman spesies flora & fauna lokal in the diversity of local flora and fauna species in the
di lokasi yang dihijaukan. reforested area.
c. Evaluasi dari Stakeholder, seperti melakukan survey c. Stakeholder evaluation, such as conducting surveys and
Laporan Keberlanjutan 2025 Sustainability Report
dan wawancara atas tanggapan masyarakat lokal, interviews to obtain feedback from local communities,
tokoh masyarakat, pemerintah daerah dan organisasi community leaders, local government, and local
lingkungan setempat berkenaan manfaat yang mereka environmental organizations regarding the benefits
rasakan dengan adanya program dari Perseroan. they experience from the Company’s programs.
d. Monitoring, dilakukan setidaknya enam bulan d. Monitoring, conducted at least every six months to
sekali untuk menilai kelangsungan hidup tanaman, assess the survival of the plants, the development of
perkembangan area hijau dan dampak sosial ekonomi green areas, and the socio-economic impact on the
masyarakat lokal. local community.
e. Laporan & Transparansi, isi laporan biasanya hasil e. Reporting & Transparency: The report usually contains
berupa evaluasi efektifitas dan keberlanjutan program an evaluation of the effectiveness and sustainability
serta dipastikan transparan untuk dikomunikasikan of the program and transparency for communication
kepada semua pemangku kepentingan, termasuk to all stakeholders, including those directly involved in
masyarakat yang terlibat langsung di dalam pelaksanaan program implementation.
program.
Penanggung Jawab Persons in Charge
• Kepala Divisi Pengelolaan Manajemen & Aset • Head of the Procurement & Asset Management Division
• Kepala Divisi Perencanaan Strategis dan Manajemen • Head of the Strategic and Corporate Development Division
Perubahan
• Sekretaris Perusahaan • Corporate Secretary
Alokasi Anggaran untuk Mengelola Dampak Topik Ini Budget Allocation To Manage the Impact of This Topic
Perseroan merealisasikan biaya pengelolaan lingkungan The Company has allocated Rp211,818,566,- for environmental
sebesar Rp211.818.566,- management.
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KETERLIBATAN PEMANGKU KEPENTINGAN INVOLVEMENT OF STAKEHOLDERS
DALAM PENGELOLAAN DAMPAK IN MANAGEMENT OF IMPACTS
Regulator Regulators
Membuat peraturan perundang-undangan terkait pengelolaan Create laws and regulations related to environmental
lingkungan yang kemudian dijadikan pedoman oleh Perseroan management, which the Company then uses as guidelines
untuk membuat pedoman dan kebijakan lingkungan. for developing environmental policies and guidelines.
Pemegang Saham Shareholders
Memberikan arahan kepada Perseroan untuk melakukan upaya Provide guidance to the Company to implement pro-
pro lingkungan. environmental efforts.
Manajemen Management
• Menetapkan himbauan penghematan energi, kertas dan air. • Establish recommendations for energy, paper, and water
conservation.
Karyawan Employees
• Berpartisipasi dalam penghematan energi, kertas dan air. • Participate in energy, paper, and water conservation.
Masyarakat Community
Berpartisipasi dalam kegiatan pelestarian lingkungan Perseroan Participate in the Company’s environmental conservation
(SMF-Green). activities (SMF-Green).
Jasa Pengelolaan Sampah Waste Management Services
Melakukan kerja sama dalam melakukan pengangkutan, Cooperate in transporting, sorting, and managing the
pemilahan dan pengelolaan sampah Perseroan. Company’s waste.
BIAYA PENGELOLAAN DAN ENVIRONMENTAL MANAGEMENT
PELESTARIAN LINGKUNGAN AND CONSERVATION COSTS
Dalam menjalankan peran dan kontribusinya untuk menjaga To fulfill its role and contribute to environmental sustainability,
keberlanjutan lingkungan, Perseroan mengalokasikan anggaran the Company allocates an annual budget for environmental
setiap tahun untuk pengelolaan dan pelestarian lingkungan. management and conservation. In 2025, the Company has
Pada tahun 2025, Perseroan mengeluarkan biaya sebesar spent Rp211.82 million for environmental management, which
Rp211,82 juta untuk pengelolaan lingkungan yang mencakup includes the costs of waste management and sanitation
biaya pengelolaan sampah dan perbaikan sanitasi serta improvements as well as the implementation of the SMF-Green
pelaksanaan program SMF-Green, yaitu program penanaman program, namely the cocoa planting program in the Forbidden
tumbuhan cokelat di Hutan Larang Desa Adat Cikondang dan Forest of Cikondang Traditional Village and the planting of citrus
penanaman tanaman jeruk dll di Desa Cihawuk Daerah Aliran plants and other plants in Cihawuk Village, Citarum River Basin 133
Sungai (DAS) Citarum. [OJK F.4] Area (DAS). [OJK F.4]
PT Sarana Multigriya Finansial (Persero)
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Hijau di Hulu Citarum, Cuan di Hutan Larangan
Di tengah kepungan beton Jakarta, PT Sarana Multigriya Finansial (SMF) mencoba tetap membumi. Sebagai Special Mission Vehicle (SMV)
Kementerian Keuangan, SMF sadar bahwa tanggung jawab perusahaan tak melulu soal angka dan likuiditas perumahan sekunder. Ada ekosistem
yang harus dijaga agar tak sekadar menjadi catatan kaki dalam laporan keberlanjutan.
Hingga tutup tahun 2025, operasional SMF sejatinya terhitung "aman" dari sisi dampak langsung. Berkantor tunggal di jantung Jakarta, aktivitas
perusahaan jauh dari kawasan lindung maupun zona dengan biodiversitas tinggi. Tak ada habitat yang terusir, tak ada spesies yang terancam punah
akibat aktivitas kantor. Namun, absennya dampak negatif tak membuat SMF berpangku tangan.
Melalui bendera SMF-Green, Perusahaan melakukan penetrasi ke wilayah hulu. Pada 2025, fokus tertuju ke Kabupaten Bandung. Di Desa Cihawuk,
yang menjadi bagian krusial dari Daerah Aliran Sungai (DAS) Citarum, SMF menanam ribuan bibit mulai dari kayu damar, kopi arabika, jeruk limau,
hingga alpukat. Misi di Cihawuk bukan sekadar penghijauan seremonial. Di sana, pohon-pohon tersebut memikul tugas berat:
• Benteng alam:
Mencegah erosi dan merehabilitasi lahan kritis di sepanjang aliran Citarum.
• Paru-paru mikro:
Menyerap karbon dioksida guna meredam laju perubahan iklim.
• Mesin ekonomi:
Memberi celah pendapatan baru bagi warga melalui hasil perkebunan yang bisa dipanen.
Langkah SMF berlanjut ke Hutan Larang di Desa Adat Cikondang, Pangalengan, Jawa Barat. Di lahan adat seluas 0,75 hektare itu, pendekatan yang
diambil lebih personal dan kultural. Mengikuti petuah Sunda Kuno tentang rotasi tanaman dan kesuburan tanah, SMF memilih pohon cokelat/kakao
sebagai komoditas utama.
Pemilihan kakao ini adalah strategi "sekali dayung, dua-tiga pulau terlampaui". Secara ekologis, hutan tetap lestari; secara ekonomi, harga biji
cokelat yang stabil diharapkan mampu menyokong sirkular ekonomi desa. Targetnya ambisius namun realistis: warga tak hanya menjual bahan
134 mentah, tapi kelak mampu mengolahnya menjadi bubuk kakao atau cokelat hitam yang bernilai jual tinggi.
Di internal sendiri, SMF memulai langkah kecil dengan memperbanyak tanaman di area kantor Jakarta. Sebuah upaya sederhana untuk menyaring
polusi udara Ibu Kota, sekaligus membuktikan bahwa meski bergerak di sektor finansial, SMF tidak lupa caranya menapak tanah.***
Greenery in the Upstream Citarum, Profit in the Forbidden Forest
Laporan Keberlanjutan 2025 Sustainability Report
Amidst the concrete encirclement of Jakarta, PT Sarana Multigriya Finansial (SMF) tries to stay grounded. As a Special Mission Vehicle (SMV) of
the Ministry of Finance, SMF recognizes that corporate responsibility extends beyond the numbers and liquidity of secondary housing. There is an
ecosystem that must be preserved so it doesn’t become a mere footnote in sustainability reports.
Until the end of 2025, SMF’s operations are considered “safe” in terms of direct impact. With its sole office located in the heart of Jakarta, the
company’s activities are far from protected areas or zones with high biodiversity. No habitats have been displaced, and no species are threatened
with extinction as a result of the office’s activities. However, the absence of negative impacts does not mean that SMF is sitting idly by.
Under the SMF-Green banner, the Company is penetrating upstream areas. In 2025, the focus was on Bandung Regency. In Cihawuk Village, a
crucial part of the Citarum River Basin (DAS), SMF planted thousands of seedlings, including damar wood, Arabica coffee, lime, and avocado. The
mission in Cihawuk is not merely ceremonial reforestation. There, the trees carry out significant tasks:
• Natural fortress:
Preventing erosion and rehabilitating critical land along the Citarum River.
• Micro lungs:
Absorbing carbon dioxide to mitigate climate change.
• Economic engine:
Providing new income opportunities for residents through harvestable plantation products.
SMF’s efforts continue in the Forbidden Forest in the Cikondang Traditional Village, Pangalengan, West Java. On this 0.75-hectare customary land,
the approach taken is more personal and cultural. Following ancient Sundanese wisdom about crop rotation and soil fertility, SMF chose cacao trees
as its primary commodity.
This choice of cacao represents a “kill two birds with one stone” strategy. Ecologically, the forest remains sustainable; economically, the stable price
of cacao beans is expected to support the village’s circular economy. The goal is ambitious yet realistic: residents will not only sell raw materials, but
will also be able to process them into high-value cocoa powder or dark chocolate.
Internally, SMF has taken small steps by increasing the number of plants in its Jakarta office. This is a simple effort to filter air pollution in the capital
city, while also proving that even though it operates in the financial sector, SMF has not forgotten its roots.***
Page 135
Biaya Pengelolaan dan Pelestarian Lingkungan (Rp Juta)
Environmental Management and Preservation Cost (Rp million)
Tahun Jumlah
Year Total
2025 211,82
2024 141,60
2023 194,85
MENGELOLA OPERASIONAL MANAGING GREEN OFFICE OPERATIONS
KANTOR RAMAH LINGKUNGAN
Perseroan berkomitmen untuk menjalankan kegiatan The Company is committed to operating in compliance with
operasional yang mematuhi berbagai regulasi lingkungan dan various environmental regulations and creating sustainable
menciptakan inovasi berkelanjutan guna mencegah dampak innovations to prevent negative impacts on the environment
negatif terhadap lingkungan serta mendukung keberlanjutan and support environmental sustainability. Throughout 2025, the
lingkungan. Sepanjang tahun 2025, Perseroan telah mengelola Company has managed material use (raw materials), conserved
penggunaan material (bahan baku), menghemat energi, energy, controlled emissions, managed waste, water, and
mengendalikan emisi, mengelola limbah, air dan air limbah, wastewater, and preserved and protected biodiversity.
serta melakukan pelestarian dan perlindungan keanekaragaman
hayati.
Green Building Green Building
Perubahan iklim global yang semakin intensif belakangan ini The intensive global climate change lately is the result of the
merupakan hasil dari akumulasi berbagai aktivitas manusia. accumulation of various human activities. The increase in
Peningkatan emisi gas rumah kaca akibat penggunaan greenhouse gas emission caused by the use of fossil fuel,
bahan bakar fosil, konsumsi energi listrik yang berlebihan, excessive use of electricity, as well as waste production, mainly
serta produksi limbah, terutama plastik, menjadi faktor utama plastic waste, become the main contributors. Given that the
penyebabnya. Mengingat dampak perubahan iklim yang climate change impact is real, all stakeholders are demanded
semakin nyata, seluruh pemangku kepentingan diharapkan to actively play a role in the mitigation and adaptation. Not
untuk berperan aktif dalam upaya mitigasi dan adaptasi. only the government, but also the corporation, private sector,
Tidak hanya pemerintah, tetapi juga korporasi, sektor swasta, academics, civil community, mass media, and all community
akademisi, masyarakat sipil, media massa, dan seluruh lapisan layers have the same responsibility.
masyarakat lainnya memiliki tanggung jawab yang besar.
Sebagai bagian dari korporasi yang beroperasi di Indonesia, As a part of the corporation operating in Indonesia, SMF is
SMF berkomitmen untuk berkontribusi dalam pengendalian committed to contribute to the climate change management
perubahan iklim. Salah satu langkah konkret yang telah diambil effort. One of the concrete steps taken is by the implementing
adalah dengan menerapkan konsep bangunan hijau (green green building concept. This initiative is in line with the 135
building). Inisiatif ini sejalan dengan komitmen Perseroan untuk Company’s commitment to implementing sustainability
menerapkan prinsip-prinsip keberlanjutan, yang telah dimulai principles, which started in 2021 through Greenship Associates
sejak tahun 2021 melalui program Greenship Associates. program, and is strengthened with the achievement of Green
Komitmen ini diperkuat dengan diperolehnya sertifikasi Green Building certification on February 15, 2023 for Grha SMF 1 and
PT Sarana Multigriya Finansial (Persero)
Building pada 15 Februari 2023 untuk Grha SMF 1 dan pada 5 June 5, 2023 for Grha SMF3.
Juni 2023 untuk Grha SMF 3.
Gedung Grha SMF 1 dan SMF 3 berhasil mencapai sertifikasi Grha SMF 1 and SMF 3 buildings have successfully achieved
Green Building dengan tipe sertifikasi Greenship Ruang Interior the Green Building certification from the Green Building Council
dari Green Building Council Indonesia (GBCI) pada peringkat Indonesia (GBCI) at Gold (highest) rating.
Gold (tertinggi).
Page 136
Tahun 2023
Year
Building Type Commercial Office
Building Type
Rating System Greenship Interior Space
Peringkat Gold
Ranking
Masa Berlaku 2026
Validity
Lembaga Pemberi Green Building Council Indonesia (GBCI)
Issuing Agency
Kategori dan kriteria yang dilakukan penilaian adalah Tepat The category and criteria assessed are Appropriate Site
Guna Lahan (Appropriate Site Development), Efisiensi dan Development, Energy Efficiency and Conservation, Water
Konservasi Energi (Energy Efficiency and Conservation), Conservation, Material Resources and Cycle, Indoor Health
Konservasi Air (Water Conservation), Sumber dan Siklus Material and Comfort, as well as Building Environment Management.
(Material Resources and Cycle), Kesehatan dan Kenyamanan
dalam Ruang (Indoor Health and Comfort), serta Manajemen
136
Lingkungan Bangunan (Building Environment Management).
Upaya yang dilakukan Perseroan dalam memenuhi kategori The efforts made by the Company in fulfilling the Green Building
dan kriteria Green Building di antaranya: category and criteria are, among others, as follows:
• Adanya surat pernyataan yang memuat komitmen dari • There is a statement letter containing the commitment of
Laporan Keberlanjutan 2025 Sustainability Report
manajemen puncak atau pihak eksekutif untuk mendorong the highest managements of executive parties to drive
pengurangan pemakaian kendaraan bermotor pribadi, the decrease in the use of personal motor vehicles, the
memprioritaskan pengadaan material dan produk yang prioritization of eco-friendly material and products, and the
ramah lingkungan, serta menetapkan ruangan bebas asap determination of smoke-free room as well as not providing
rokok dan tidak menyediakan tempat khusus merokok di smoking rooms throughout the room used;
seluruh area dalam ruangan yang digunakan;
• Adanya usaha berupa kampanye yang mendorong pengurangan • There is an effort in the form of campaign which drives the
pemakaian kendaraan bermotor pribadi, penghematan energi, decrease in the use of personal motor vehicles, energy
konservasi air, penghematan penggunaan produk-produk dan saving, water conservation, product usage saving, and
pemilahan jenis sampah secara terpisah, serta kampanye yang sorting of type of waste separately, and other campaign
bertuliskan dilarang merokok, antara lain menggunakan media using several media to ban smoking (sticker, poster, e-mail);
(stiker, poster, e-mail);
• Lokasi gedung yang digunakan pengguna menjangkau • The location of building used by the users reaches at
minimum 7 jenis fasilitas umum dalam jarak pencapaian minimum 7 public facilities within 1,500 m of the main road;
jalan utama sejauh 1.500 m dari tapak;
• Adanya upaya mendukung gerakan bersepeda berupa • There is an effort to support the cycling transportation in
pemberian insentif bagi karyawan yang bersepeda ke the form of provision of incentive for the employees who
kantor; cycle to the office;
• Menyediakan parkir sepeda yang aman dalam jangkauan • Providing a safe bicycle parking area within 200 m of
200 m dari pintu masuk utama gedung, 1 parkir untuk setiap the main entrance of the building, 1 parking area for 20
20 karyawan (maksimal 20 unit parkir sepeda); employees (maximum 20 units of bicycle parking area);
• Bangunan yang disewa berada di dekat halte atau stasiun • The building rented is near a bus station or public
transportasi umum dengan jangkauan maksimal 300 m dari transportation station within maximum 300 m of the gate
gerbang lokasi bangunan; of the building location;
• Tidak melakukan reservasi lot parkir untuk kendaraan • No reservation of the parking lot for private vehicle is
bermotor pribadi; allowed;
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• Menyediakan tanaman di teras/balkon dinding luar • Providing plants in the terrace/balcony of the outer wall
bangunan halaman seluas minimum 10% dari luas total of the courtyard building within minimum 10% of the total
teras balkon dinding luar bangunan halaman dan juga area of terrace/balcony of the outer wall of the courtyard
menempatkan tanaman di dalam ruang; building and placing some plants indoor;
• Adanya kebijakan berupa penunjukan pembentukan tim • There is a policy in the form of appointment of the
gugus tugas atau personel yang bertanggung jawab atas establishment of task forces or personnel responsible for
penghematan energi dan konservasi air yang disertai saving the energy and conserving the water along with
dengan deskripsi kerja; their job description;
• Memilih gedung yang menggunakan sistem Air Conditioning • Choosing a building with maximum efficiency of Air
(AC) dengan standar efisiensi maksimum; Conditioning (AC) system;
• Melakukan penghematan dengan sistem pencahayaan • Saving the energy by using the lighting systems which have
yang memiliki daya pencahayaan lebih hemat 40% dari lighting power that is 40% efficient than the total lighting
total seluruh daya pencahayaan, yang tercantum dalam power, which is listed in SNI 03 6197 2000, about Energy
SNI 03 6197 2000, tentang Konservasi Energi pada Sistem Conservation in Lighting Systems;
Pencahayaan;
• Adanya pencatatan rutin bulanan hasil pantau dan koleksi • There is a monthly recording of the result in the monitoring
data pada kWh meter; and collection of data on kWh meter;
• Menggunakan peralatan elektrik yang berlabel hemat energi • Using electronic equipment marking with energy saving at
minimum sebanyak 75% dari total daya (Watt) peralatan minimum of 75% of the total power (Watt) of the electronic
elektrik; equipment;
• Adanya meteran air di area yang digunakan sehingga • There is water gauge within the area used so the
pihak manajemen dapat mengetahui nilai konsumsi air management may know the water consumption value used;
yang digunakan;
• Adanya sistem pemeriksaan dan pemeliharaan termasuk • There is an inspection and maintenance system including
pemantauan secara berkala untuk mencegah terjadinya a regular maintenance to prevent any leakage and waste
kebocoran dan pemborosan dengan menunjukkan konsumsi by showing the water consumption;
air;
• Menyediakan pengolahan air minum dengan proses • Providing drinking water treatment by water purification
pemurnian air, untuk memenuhi kebutuhan air minum process to fulfill the employees’ drinking water need within
karyawan di area yang digunakan dengan kualitas sesuai the area used with the quality pursuant to Regulation
Permenkes No. 492/MENKES/PER/IV/2010 tentang of Minister of Health No. 492/MENKES/PER/IV/2010 on
Persyaratan Kualitas Air Minum; Drinking Water Quality Requirement;
• Memilih sistem pendingin dengan refrigerant yang tidak • Choosing a cooling system with refrigerant which has no
memiliki potensi merusak lapisan ozon (ODP); ozone depletion potential (ODP);
• Tersedianya fasilitas pembuangan dan pengumpulan • Providing a separate waste disposal and collection facility
sampah terpisah antara sampah organik, sampah anorganik between organic waste, inorganic waste, and hazardous
dan sampah B3; and toxic (B3) waste;
• Melakukan pengelolaan sampah organik baik secara mandiri • Managing the organic waste either individually or in
maupun bekerja sama dengan pihak ketiga; cooperation with third party; 137
• Melakukan pengelolaan sampah B3 dengan bekerja sama • Managing the hazardous (B3) waste in cooperation with
dengan pihak ketiga; third party;
• Untuk seluruh ruangan yang digunakan dilengkapi dengan • All rooms used are installed with carbon dioxide (CO2) gas
instalasi sensor gas karbon dioksida (CO2) sehingga sensor, so the CO2 concentration in the room is not more
PT Sarana Multigriya Finansial (Persero)
konsentrasi CO2 di dalam ruangan tidak lebih dari 1.000 ppm; than 1,000 ppm;
• Menyediakan sistem pencegah terhadap partikel polutan • Providing a deterrent system against pollutant particles
dari luar ruangan; from outdoors;
• 75 % dari luas lantai yang digunakan menghadap langsung • 75% of space used directly faces to the outside view
ke pemandangan luar secara horizontal yang dibatasi horizontally which is surrounded by transparent wall;
dinding transparan;
• Merencanakan dan mengatur pengkondisian suhu ruangan • Planning and setting the room temperature condition
secara umum; generally;
• Memiliki dan menerapkan dalam bentuk laporan Standar • Having and implementing the pest and disease control
Prosedur Operasi (SPO) pengendalian terhadap hama regularly in the form of Standard Operating Procedure
penyakit secara berkala; (SOP);
• Merencanakan atau telah melakukan pelatihan dalam • Planning or performing a training to change into an
rangka mengubah perilaku yang ramah lingkungan; environmentally friendly behavior;
• Penggunaan renewable energy (solar cell); • Using renewable energy (solar cell);
• Memiliki kegiatan rutin dan aktivitas sebagai upaya untuk • Having routine activity as an effort to introduce or increase
memperkenalkan atau meningkatkan kepedulian lingkungan the employees’ environmental awareness;
karyawan;
Page 138
• Perseroan mengoptimalkan penggunaan tumbler, pitcher, • The company optimizes the use of tumblers, pitchers, and
dan gelas kaca untuk menggantikan penggunaan air minum glass cups to replace the use of bottled water;
dalam kemasan (AMDK);
• Mengoptimalkan sistem E-Office pada kegiatan • Optimizes the E-Office system in secretarial activities,
kesekretariatan, sistem informasi pembayaran, dan sistem payment information systems, and financing administration
administrasi pembiayaan sehingga mengurangi penggunaan systems to reduce paper usage.
kertas.
PENGGUNAAN MATERIAL YANG THE USE OF ENVIRONMENTALLY-
RAMAH LINGKUNGAN [OJK F.5] FRIENDLY MATERIALS (RAW MATERIALS)
Sebagai bagian dari komitmennya terhadap keberlanjutan As part of its commitment to sustainability and environmental
dan pengelolaan dampak lingkungan, SMF telah mengadopsi impact management, SMF has adopted solar panels as a
penggunaan panel surya sebagai sumber energi terbarukan renewable energy source for office operations. This measure
untuk operasional kantor. Langkah ini bertujuan untuk aims to reduce reliance on fossil fuels and lower greenhouse
mengurangi ketergantungan pada energi fosil dan menurunkan gas emissions. The use of solar panels supports the Company’s
emisi gas rumah kaca. Penggunaan panel surya mendukung efforts to create a more environmentally friendly work
upaya perusahaan dalam menciptakan lingkungan kerja environment while also contributing to a reduced carbon
yang lebih ramah lingkungan, sekaligus berkontribusi pada footprint. By implementing this renewable energy solution,
pengurangan jejak karbon. Dengan mengimplementasikan SMF demonstrates its commitment to maintaining operational
solusi energi terbarukan ini, SMF menunjukkan komitmennya sustainability and having a positive impact on the environment.
dalam menjaga keberlanjutan operasional dan memberikan
dampak positif bagi lingkungan.
Di sisi lain, meskipun kegiatan usaha SMF di bidang pembiayaan Furthermore, although SMF’s secondary housing financing
sekunder perumahan tidak menggunakan bahan baku business does not use direct raw materials in its operations,
langsung (material) dalam operasionalnya, namun Perseroan the Company does use paper for various administrative needs,
menggunakan kertas untuk berbagai kebutuhan administrasi, such as correspondence, drafting work contracts, agreements
seperti surat-menyurat, penyusunan kontrak kerja, perjanjian with partners, and other administrative activities. The paper
138
dengan mitra, dan kegiatan administratif lainnya. Kertas yang used is obtained from external suppliers, not from natural
digunakan diperoleh dari pemasok eksternal, bukan bahan baku sources. In 2025, total paper usage was recorded at 119
yang langsung berasal dari alam (raw material). Pada tahun rims, a 117.95% increase compared to 54.6 rims in 2024. The
2025, jumlah penggunaan kertas tercatat sebanyak 119 rim, increase in paper usage coincided with the Company’s growing
naik sebesar 117,95% dibandingkan tahun 2024 yang mencapai operational activities, as evidenced by the need for physical
Laporan Keberlanjutan 2025 Sustainability Report
54,6 rim. Kenaikan penggunaan kertas terjadi seiring dengan archival documentation, the rise in the number of approval
meningkatnya aktivitas operasional Perseroan, yang ditunjukkan documents requiring wet signatures, and the printing of annual
melalui kebutuhan dokumentasi arsip fisik, bertambahnya documents to serve as supporting materials for the annual
dokumen persetujuan yang memerlukan tanda tangan basah, meeting.
serta pencetakan dokumen tahunan sebagai bahan pendukung
dalam pelaksanaan rapat tahunan.
Penggunaan Kertas Tahun 2023-2025
Use of Paper in 2023-2025
Satuan
Tahun Unit
Year Rim
Kg
Ream
2025 119 259,90
2024 54,6 119,03
2023 53 115,54
Sebagai bagian dari upaya implementasi tindakan pro- As part of its pro-environmental efforts, the Company has
lingkungan, Perseroan melakukan berbagai langkah implemented various paper-saving measures (paperless)
penghematan penggunaan kertas (paperless) melalui berbagai through the following efforts:
upaya sebagai berikut:
• Mengoptimalkan penggunaan kertas bekas dokumen yang • Optimizing the use of used paper for non-confidential
tidak bersifat rahasia untuk digunakan kembali pada sisi documents and reusing the blank side for internal purposes;
lainnya yang masih kosong untuk keperluan internal;
Page 139
• Menerapkan konsep paperless office dengan • Implementing a paperless office concept by optimizing
mengoptimalkan penggunaan media internet untuk berbagai the use of the internet for various office administration
aktivitas administrasi kantor; activities;
• Melakukan pengecekan naskah atau surat-surat secara • Thoroughly checking manuscripts and letters before printing
optimal sebelum dicetak sehingga dapat menghindari cetak to avoid reprinting due to typos or spelling errors;
ulang karena salah ketik atau salah ejaan;
• Mengoptimalkan penggunaan aplikasi e-Office dalam • Optimizing the use of e-Office applications in managing
pengelolaan surat menyurat baik untuk internal maupun correspondence for both internal and external use;
untuk eksternal;
• Melakukan pembatasan kuota bulanan setiap masing- • Limiting the monthly quota for each division according to
masing Divisi sesuai dengan kebutuhan aktivitas operasional the needs of its operational activities.
divisinya.
PENGELOLAAN ENERGI ENERGY MANAGEMENT
Perseroan memanfaatkan bahan bakar minyak (BBM) dan listrik The Company utilizes fuel oil (BBM) and electricity purchased
yang dibeli dari pihak ketiga, serta energi baru terbarukan from third parties, as well as renewable energy in the form of
berupa panel surya (solar cell), sebagai sumber energi untuk solar panels, as energy sources to operate its business. Fuel oil
menjalankan usaha. BBM digunakan sebagai sumber energi is used to power office operational vehicles and generators as
kendaraan operasional kantor dan genset sebagai sumber a backup energy source in the event of disruptions or blackouts
energi cadangan apabila pasokan listrik dari PT PLN (Persero) in the electricity supply from PT PLN (Persero). Electricity and
mengalami gangguan atau terjadi pemadaman. Adapun solar panels are used for lighting and operating various office
listrik dan panel surya digunakan untuk penerangan dan electronic devices, such as computers, laptops, elevators,
pengoperasian berbagai perangkat elektronik kantor, seperti photocopiers, and other devices.
komputer, laptop, lift, mesin fotokopi, dan perangkat lainnya.
Penggunaan Energi dan Intensitas Energi Tahun 2023-2025 [GRI 302-1, 302-3] [OJK F.6]
Use of energy and Energy Intensity in 2023-2025
Jumlah (Satuan) Jumlah (Gigajoule)
Jenis Energi Satuan Total (Unit) Total (Gigajoule)
Types of Energy Unit
2025 2024 2023 2025 2024 2023
Listrik kWh 423.979 358.223 401.762 1.526 1.290 1.446
Electricity
Energi Fosil kWh 412.980 348.135 387.809 1.487 1.254 1.396
Fossil Energy
Energi Terbarukan (Solar kWh 10.999 10.088 13.953 40 36 50
Panel)*
Renewable Energy (Solar
Panel)* 139
Bahan Bakar Minyak Liter 19.460 50.022 48.606 666 1.711 1.662
(BBM)
Fuel Oil
Bensin Liter 18.391 48.618 47.524 629 1.663 1.625
PT Sarana Multigriya Finansial (Persero)
Gasoline
Solar Liter 1.069 1.404 1.082 37 48 37
Diesel Fuel
Jumlah Penggunaan Energi (Gigajoule) 2.192 3.001 3.108
Total Energy Use (Gigajoule)
Jumlah Karyawan Perseroan (Orang) 110 117 113
Total Employees of the Company
Intensitas Penggunaan Energi/Karyawan (Gigajoule/orang) 19,93 25,65* 27,50*
Intensity of Energy Use/Employee (Gigajoule/person)
Jumlah Pendapatan (Rp juta) 3.102.610 2.869.117 2.086.305
Total Income (Rp million)
Intensitas Penggunaan Energi/Pendapatan (Gigajoule/Rp Juta) 0,00071 0,0010 0,0015
Energy Intensity/Income (Gigajoules/Rp Million)
Page 140
Penggunaan Energi dan Intensitas Energi Tahun 2023-2025 [GRI 302-1, 302-3] [OJK F.6]
Use of energy and Energy Intensity in 2023-2025
Jumlah (Satuan) Jumlah (Gigajoule)
Jenis Energi Satuan Total (Unit) Total (Gigajoule)
Types of Energy Unit
2025 2024 2023 2025 2024 2023
*disajikan kembali / Restated
Catatan:
• Dalam melakukan perhitungan penggunaan energi, Perseroan menggunakan metodologi perhitungan yaitu dengan cara menghitung jumlah konsumsi energi fosil yaitu energi listrik
menggunakan meteran listrik dan BBM menggunakan pendekatan pencatatan pengisian BBM. Selanjutnya dari satuan energi masing-masing, Perseroan konversi ke dalam satuan
gigajoule
• Faktor konversi:
a. Konversi listrik yaitu kWh ke gigajoule menggunakan General Converter for Energy dari International Energy Agency (IEA), dengan nilai 1 kWh = 0,0036 gigajoule
b. Konversi BBM yaitu liter ke gigajoule menggunakan https://hextobinary.com/unit/energy/from/gasoline/to/gigajoule, dengan nilai 1 liter = 0,0342 gigajoule
• Pengukuran intensitas penggunaan energi dilakukan dengan cara membagi total penggunaan energi dengan jumlah karyawan dan jumlah pendapatan
Note:
• In calculating energy usage, the Company uses a calculation methodology that calculates the amount of fossil fuel consumption, namely electricity using an electricity meter and
fuel consumption using a fuel filling recording approach. The Company then converts each energy unit into gigajoules.
• Conversion factors:
a. Convert electricity, i.e., kWh to gigajoules, using the International Energy Agency’s (IEA) General Converter for Energy, with a value of 1 kWh = 0.0036 gigajoules.
b. Convert fuel, i.e., liters to gigajoules, using https://hextobinary.com/unit/energy/from/gasoline/to/gigajoules, with a value of 1 liter = 0.0342 gigajoules.
• Energy intensity is measured by dividing total energy usage by the number of employees and total revenue.
Berdasarkan tabel di atas, jumlah penggunaan energi tahun Based on the table above, total energy use in 2025 is recorded
2025 tercatat mengalami kenaikan dibandingkan tahun 2024. as increasing/decreasing compared to 2024. The increase
Kenaikan terjadi karena pada tahun pelaporan, Perseroan occurred because in the reporting year, the Company carried
melakukan renovasi bangunan dan banyak menggunakan out building renovations and used a lot of electrical equipment.
peralatan listrik. Adapun intensitas energi per karyawan The energy intensity per employee decreased compared to
menurun dibandingkan tahun sebelumnya, sejalan dengan the previous year. The decrease is in line with reduced fuel
pengurangan penggunaan BBM. Hal tersebut menunjukkan consumption. This indicates that employee energy use has
penggunaan energi karyawan menjadi lebih efisien. become more efficient.
Secara spesifik, Perseroan telah mengukur intensitas konsumsi Specifically, the Company has measured the intensity of
energi (IKE) listrik sebagaimana tabel di bawah: [OJK F.6] electricity energy consumption (IKE) as shown in the table
140
below: [OJK F.6]
Penggunaan Listrik dan Intensitas Listrik Tahun 2023-2025
Electricity Usage and Electricity Intensity in 2023-2025
Jumlah (Satuan)
Laporan Keberlanjutan 2025 Sustainability Report
Jenis Energi Satuan Total (Unit)
Types of Energy Unit
2025 2024 2023
Listrik kWh 423.979 358.223 401.762
Electricity
Energi Fosil kWh 412.980 348.135 387.809
Fossil Energy
Energi Terbarukan (Solar Panel) kWh 10.999 10.088 13.953
Renewable Energy (Solar Panel)
Jumlah Luas Kantor Perseroan M2 2.484*) 2.167 2.167
Total Area of Company Offices
Intensitas Penggunaan Listrik kWh/m2 170,68 165 185
Intensity of Electricity Usage
*) Ada penambahan penggunaan kantor SMF 4 seluas 317 m2
*) There is an additional use of the SMF 4 office with an area of 317 m2
Sesuai tabel di atas, IKE listrik tahun pelaporan mengalami According to the Table above, the IKE electricity in the reporting
kenaikan dibandingkan tahun sebelumnya. Selanjutnya, year experienced an increase when compared to the previous
intensitas tersebut dibandingkan dengan tabel nilai IKE standard year. Furthermore, the intensity, when compared to the table
bangunan gedung perkantoran pemerintah sebagai berikut: of IKE value of the standard of government office building is
as follow:
Page 141
Tabel Nilai IKE Standard di Bangunan Gedung Perkantoran Pemerintah Berdasarkan Permen ESDM No. 13/2012
Table of Standard Energy Use Intensity Values in Government Office Buildings Based on ESDM Ministerial Regulation No. 13/2012
Ber-AC Tanpa AC
Kriteria With AC Without AC
Criteria kWh/m2/bulan kWh/m2/tahun* kWh/m2/bulan kWh/m2/tahun*
kWh/m2/month kWh/m2/year* kWh/m2/month kWh/m2/year*
Sangat efisien <8,5 <120 <3,4 <40,8
Very efficient
Efisien 8,5-14 120-168 3,4-5,6 40,8-67,2
Efficient
Cukup Efisien 14-18,5 168-222 5,6-7,4 67,2-88,8
Quite efficient
Boros >18,5 >222 >7,4 >88,8
Not efficient
Sumber: Permen ESDM No. 13/2012 tentang Penghematan Pemakaian Tenaga Listrik
*konversi dalam setahun
Source: ESDM Ministerial Regulation No. 13/2012 concerning Electricity Conservatives
*Conversion within one year
Merujuk perhitungan intensitas penggunaan listrik dan tabel Referring to the calculation of electricity usage intensity and the
nilai IKE, maka penggunaan listrik tahun 2025 yaitu sebesar IKE value table, electricity usage in 2025, which is 170,68 kWh/
170,68 kWh/m2 masuk kategori “Cukup Efisien.” Pencapaian m2, falls into the “Quite Efficient” category. This achievement
ini menurun dibandingkan tahun 2024 dengan IKE sebesar represents a decrease compared to 2024, with an IKE of 165.30,
165,30 dengan kategori “Efisien.” Hal itu sejalan dengan adanya which was categorized as “Efficient.” This is in line with the
peningkatan penggunaan listrik karena Perseroan melakukan increase in electricity usage because the Company has done
renovasi bangunan pada tahun 2025 dan menggunakan banyak building renovations in 2025 and used a lot of electricity-based
peralatan berbasis listrik, serta Perseroan menggunakan equipment, and the Company is using a new building, namely
gedung baru yaitu gedung SMF 4. the SMF 4 building.
Perseroan menyadari bahwa BBM merupakan energi tak The Company recognizes that fuel is a fossil-based non-
terbarukan berbasis fosil, sedangkan listrik di Indonesia renewable energy source, while electricity in Indonesia is
sebagian besar masih menggunakan batu bara sebagai largely generated using coal, which is also a non-renewable
sumber pembangkit, yang notabene juga termasuk energi energy source with limited availability. This factual condition
tak terbarukan yang ketersediaannya terbatas. Kondisi faktual encourages the Company to take steps to improve efficiency
tersebut mendorong Perseroan untuk melakukan langkah- or to save fuel and electricity usage, in addition to continuing
langkah efisiensi atau penghematan penggunaan BBM dan to optimize the use of solar panels.
listrik, selain terus mengoptimalkan penggunaan panel surya.
Program Efisiensi Energi Perseroan [OJK F.7] 141
Company’s Energy Efficiency Program
Penghematan listrik • Pemasangan solar panel di Gedung SMF 1-2
Electricity Saving • Mengatur jadwal mematikan lampu untuk penggunaan gedung (pagi dan malam)
• Mengimbau seluruh karyawan agar mematikan lampu dan peralatan listrik lainnya (komputer, charger)
PT Sarana Multigriya Finansial (Persero)
setiap meninggalkan ruang kerja, mematikan lampu toilet setelah digunakan, serta menggunakan
lampu penerangan secukupnya pada siang hari di ruangan-ruangan dengan panel kaca yang
mendapat pancaran sinar matahari
• Pengaturan suhu sistem pendingin udara (AC) dibatasi, suhu paling rendah 20 derajat Celsius untuk
semua ruang kerja dan ruang rapat yang sedang digunakan, kecuali ada kebutuhan temperatur
tertentu seperti pada ruang server. Saat istirahat, sistem AC dimatikan.
• Installation of solar panel in SMF 1-2 buildings
• Arranging light-off schedule for building use (morning and night)
• Ordering all employees to turn the lamps and other electrical tools (computer, charger) off each
time they leave the working space, turn the toilet lamps off after being used, and use the lighting
sufficiently on the day time in the rooms with glass panel which gets the sunlight
• The air conditioning (AC) temperature setting is limited to a minimum of 20 degrees Celsius for all
workspaces and meeting rooms in use, unless a specific temperature is required, such as in the
server room. The AC is turned off during breaks.
Penghematan BBM • Mengurangi perjalanan dinas
Fuel Oil Saving • Memanfaatkan mobil operasional secara bersama-sama
• Melakukan rapat secara daring, khusus jenis rapat tertentu
• Mengganti kendaraan operasional berbasis BBM menjadi kendaraan hybrid dan listrik
• Reducing the number of business trips
• Jointly utilizing operational cars
• Holding meetings online, especially for certain types of meeting
• Replacing fuel-based operational vehicles with hybrid and electric vehicles
Page 142
Selama tahun 2025, Perseroan berhasil melakukan efisiensi In 2025, the Company successfully implemented energy
energi atas penggunaan solar panel sebesar 10.999,17 kWh efficiency improvements in the use of solar panels amounting
(± 39,60 Gigajoule) atau Rp15,89 juta. Pencapaian ini naik to 10.999,17 kWh (+/- 39.60 Gigajoule) or Rp15.89 million. This
dibandingkan tahun 2024 dengan efisiensi sebesar 10.088 kWh achievement increased compared to 2024 with an efficiency
(36 gigajoule) atau Rp14,58 juta. [GRI 302-4, 302-5] [OJK F.7] of 10,088 kWh (36 gigajoule) or Rp14.58 million. [GRI 302-4,
302-5] [OJK F.7]
Program dan Jumlah Efisiensi Energi Tahun 2023-2025
Energy Efficiency Programs and Amounts for 2023-2025
Nilai Efisiensi Energi (Gigajoule)
Program Efisiensi Energi Jenis Energi Energy Efficiency Value (Gigajoule)
Energy Efficiency Programs Type of Energy
2025 2024 2023
Pemasangan solar panel di Gedung SMF 1-2 Solar panel 39,60 36 50
Installation of solar panels in SMF Building
1-2
Jumlah Efisiensi Energi 39,60 36 50
Total Energy Efficiency
Sementara itu, untuk konsumsi energi di luar organisasi Meanwhile, for energy consumption outside the organization,
termasuk energi yang digunakan oleh pemasok dalam rantai including energy used by suppliers in the supply chain, the
pasokan, Perseroan belum dapat menyajikan datanya karena Company has not been able to present the data because
perjanjian kerja sama dengan para pemasok tidak memuat the cooperation agreements with suppliers do not contain
klausul mengenai pencatatan volume energi yang mereka clauses regarding the recording of the volume of energy they
gunakan. Meski demikian, sesuai Standar Akuntansi dan use. However, in accordance with the Corporate Value Chain
Pelaporan Rantai Nilai Korporat (Cakupan 3) dalam Protokol Accounting and Reporting Standards (Scope 3) in the GHG
GRK, Perseroan tetap melakukan identifikasi atas konsumsi Protocol, the Company continues to identify relevant energy
energi relevan di luar organisasi, khususnya pada kategori consumption outside the organization, particularly in the
hulu berupa perjalanan dinas menggunakan pesawat terbang. upstream category in the form of business trip by aircraft.
142
Dalam konteks laporan ini, perjalanan tersebut merujuk pada In the context of this report, such travel refers to travel by
perjalanan Dewan Komisaris, Direksi dan karyawan. Estimasi the Board of Commissioners, Directors and employees. The
energi atau bahan bakar yang dikonsumsi dari perjalanan estimated energy or fuel consumed from air travel is calculated
udara dihitung menggunakan kalkulator emisi karbon ICAO using the ICAO (International Civil Aviation Organization) carbon
(International Civil Aviation Organization). Penggunaan energi emission calculator. Energy use from business trip by aircraft
Laporan Keberlanjutan 2025 Sustainability Report
dari perjalanan dinas dengan pesawat tidak dimasukkan dalam is not included in the energy intensity component because the
komponen intensitas energi karena cakupan penggunanya scope of its users is limited/selected.
terbatas/terseleksi.
Berdasarkan perhitungan kalkulator karbon tersebut, pada Based on the carbon calculator calculations, in 2025, the
tahun 2025, Dewan Komisaris dan Direksi melakukan perjalanan Board of Commissioners and Directors had 924 business trips,
dinas sebanyak 924 kali konsumsi energi sebesar 218.715 consuming 218,715 Gigajoules of energy, a decrease compared
Gigajoules, turun dibandingkan tahun sebelumnya. Hal itu to the previous year. This is in line with the reduction in business
sejalan dengan berkurangnya perjalanan dinas yang dilakukan travel undertaken by the Board of Commissioners, Directors,
Dewan Komisaris, Direksi, dan karyawan. [GRI 302-2] [OJK F.6] and employees. [GRI 302-2] [OJK F.6]
Konsumsi Energi dari Perjalanan Dinas dengan Pesawat oleh Dewan Komisaris, Direksi, dan Karyawan Tahun 2023-2025
Energy Consumption from Business Travel by Aircraft by the Board of Commissioners, Directors, and Employees in 2023-2025
Total BBM Total Energi
Tahun Total Perjalanan Total Jarak (KM) Total BBM (KG) Total Fuel Total Energy
Year Total Trips Total Distance (KM) Total Fuel (KG)
Liter Kiloliter (GJ)
2025 924 820.655 4.352.957 5.441.196 5.441 218.715
2024 1.398 1.098.000 5.990.521 7.488.151 7.488 301.000
2023 1.117 1.065.326 5.648.767 7.060.959 7.061 283.835
Konversi kilogram ke liter: https://iataops,com/conversion/
Konversi liter ke Gigajoule:https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-Gigajoule.htm
Convert kilograms to liters: https://iataops.com/conversion/
Convert liters to gigajoules: https://www.unitconverters.net/energy/fuel-oil-equivalent-kiloliter-to-gigajoule.html
Page 143
Merujuk tabel di atas, konsumsi energi dari perjalanan dinas Referring to the table above, energy consumption from business
dengan pesawat tahun 2025 turun dibandingkan tahun trip by plane in 2025 decreased compared to the previous
sebelumnya. Hal itu sejalan dengan berkurangnya perjalanan year. This is in line with the decrease in business trips by the
dinas yang dilakukan Dewan Komisaris, Direksi dan karyawan. Board of Commissioners, Directors, and employees. [GRI 302-
[GRI 302-2] [OJK F.6] 2] [OJK F.6]
PENGELOLAAN EMISI [IFRS S2-29A] EMISSION MANAGEMENT [IFRS S2-29A]
SMF berkomitmen untuk terus berkontribusi dalam mendukung SMF is committed to continuously contributing to supporting
upaya pemerintah dalam mengatasi tantangan perubahan the government’s efforts to address the challenges of climate
iklim, termasuk mewujudkan Net Zero Emission (NZE) change, including achieving Net Zero Emissions (NZE) by 2060
pada tahun 2060 atau lebih cepat. Dari sisi operasional, or sooner. Operationally, this commitment is demonstrated
komitmen ini diwujudkan dengan secara konsisten melakukan by consistently calculating greenhouse gas (GHG) emissions
perhitungan inventarisasi emisi gas rumah kaca (GRK) dan inventories and implementing GHG emission reduction efforts.
upaya pengurangan atau reduksi emisi GRK. Dalam laporan In this report, the Company discloses direct GHG emissions
ini, Perseroan mengungkapkan emisi GRK langsung (Cakupan (Scope 1) from fossil fuel consumption, indirect GHG emissions
1) yang berasal dari konsumsi bahan bakar fosil (BBM, emisi (Scope 2) from purchased electricity, and other indirect GHG
GRK tidak langsung (Cakupan 2) dari penggunaan listrik yang emissions (Scope 3) from business trip by aircraft. The most
dibeli, serta emisi GRK tidak langsung lainnya (Cakupan 3) dominant type of emission across all scopes is carbon dioxide
yang berasal dari perjalanan dinas menggunakan pesawat. (CO₂).
Jenis emisi yang paling dominan pada seluruh cakupan adalah
karbon dioksida (CO₂).
Untuk mengukur dan mengetahui emisi gas rumah kaca yang To measure and determine its greenhouse gas emissions, the
dihasilkan, Perseroan melakukan perhitungan emisi GRK Company calculates GHG emissions for scopes 1, 2, and 3. The
cakupan 1, 2 dan 3. Penghitungan emisi GRK (Cakupan 1) calculation of GHG emissions (Scope 1) is carried out using the
dilakukan menggunakan metode Tier-1 yang lazim digunakan Tier-1 method commonly used by Indonesia and non-Annex I
Indonesia dan negara-negara non-Annex I, yaitu dengan countries, namely by multiplying energy consumption data by
mengalikan data konsumsi energi dengan faktor emisi default the default emission factor of the IPCC 2006 (Intergovernmental
IPCC 2006 (Intergovernmental Panel on Climate Change). Panel on Climate Change).
Emisi Hasil Pembakaran Bahan Bakar
Fuel Combustion Emissions
Kg TJ Kg
Emisi GRK Kg Konsumsi Energi TJ Faktor Emisi Kg
GHG Emissions tahun Energy Consumption tahun Emission Factor TJ
year year TJ
Berdasarkan rumus tersebut, emisi gas rumah kaca cakupan Based on this formula, scope 1 greenhouse gas emissions are 143
1 disampaikan pada tabel berikut: [GRI 305-1] presented in the following table: [GRI 305-1]
Tabel Emisi Gas Rumah Kaca Langsung (Cakupan 1) Tahun 2023-2025
Direct Greenhouse Gas Emissions Table (Scope 1) 2023-2025
PT Sarana Multigriya Finansial (Persero)
[GRI 305-1] [OJK F.11] [IFRS S2-29a]
Total Emisi CO2 yang Dihasilkan
Konsumsi BBM FE Default
Jenis Total CO2 Emissions Produced
Fuel Consumption IPCC 2006
BBM (kg)
CO2 (Kg/TJ)
Types of
Liter Terajoule CO2 (Kg/TJ)
Fuel 2025 2024 2023
2025 2024 2023 2025 2024 2023
Bensin 18.391 48.618 47.524 0,61 1,663 1,625 69.300 42.273 115.246 112.613
Fuel
Solar 1.069 1.404 1.082 0,04 0,048 0,037 74.100 2.964 3.557 2.742
Diesel
Fuel
Total 19.460 50.022 48.606 0,65 1,711 1,662 45.237 118.803 115.354
Sumber: Diolah dari Pedoman Penyelenggaraan Inventarisasi Gas Rumah Kaca Nasional Kementerian Lingkungan Hidup 2012
- Perseroan belum melakukan perhitungan Emisi GRK (Cakupan 1) Langsung berdasarkan jenis gas CH4 dan N2O
- Perseroan belum menambahkan refrigeran AC sebagai sumber aktivitas emisi scope 1 (fugitive emissions)
Source: Adapted from the 2012 Guidelines for Implementing the National Greenhouse Gas Inventory of the Ministry of Environment
- The Company has not yet calculated Direct GHG Emissions (Scope 1) based on CH4 and N2O gases.
- The Company has not yet included AC refrigerant as a source of Scope 1 emissions (fugitive emissions).
Page 144
Sesuai tabel di atas, emisi cakupan 1 tahun 2025 mengalami According to the table above, Scope 1 emissions in 2025
penurunan dibandingkan tahun sebelumnya. Hal itu terjadi represents a decrease compared to the previous year. This was
karena terdapat perubahan cakupan data. Pada tahun 2025, due to changes in data coverage. In 2025, the data included
data mencakup kendaraan operasional Direksi dan kendaraan operational vehicles for Directors and operational vehicles, while
operasional, sedangkan tahun 2024 dan 2023 mencakup in 2024 and 2023, it included vehicles for Directors, Division
kendaraan Direksi, Kepala Divisi, dan kendaraan operasional Heads, and company operational vehicles.
perusahaan.
Sementara itu, untuk emisi GRK tidak langsung (Cakupan 2) Meanwhile, indirect GHG emissions (Scope 2) from electricity
dari penggunaan listrik diperoleh melalui perkalian konsumsi use are obtained by multiplying electricity consumption by the
listrik dengan Faktor Emisi Jamali (Banten, DKI Jakarta, Jawa Jamali Emission Factor (Banten, DKI Jakarta, West Java, Central
Barat, Jawa Tengah, DIY dan Jawa Timur) yaitu 0,84 kg CO2/ Java, Yogyakarta, and East Java), which is 0.84 kg CO2/kWh, as
kWh, sebagaimana diatur dalam Keputusan Menteri Energi stipulated in the Decree of the Minister of Energy and Mineral
Dan Sumber Daya Mineral Republik Indonesia Nomor: 163. Resources of the Republic of Indonesia Number: 163.K/HK.02/
K/HK.02/MEM.S/2021 tentang Penetapan Faktor Emisi Gas MEM.S/2021 concerning the Determination of the Green House
Rumaн Каса Sistem Ketenagalistrikan. Dasar perhitungan ini Gas Emission Factor for the Electricity System. This calculation
berbeda dengan tahun 2024 dan 2023 yang menggunakan basis differs from the calculations for 2024 and 2023, which
average grid emission factor yang dikeluarkan Kementerian used the average grid emission factor issued by the Ministry
ESDM merujuk RUPTL PLN 2015-2024 yaitu sebesar 0,934 of Energy and Mineral Resources, referring to the 2015-2024
kgCO2/Kwh (2017). PLN RUPTL, which is 0.934 kg CO2/kWh (2017).
Tabel Emisi Gas Rumah Kaca Tidak Langsung [Cakupan 2] Tahun 2023-2025
Indirect Greenhouse Gas Emissions Table [Scope 2] 2023-2025
Tahun (kWh) Emisi CO2 yang Dihasilkan (Ton)
Jenis Energi Year (kWh) CO2 Emissions Generated (Tons)
Type of Energy
2025 2024 2023 2025 2024 2023
Listrik 412.979,61 358.223 401.762 346.902,87 334.580,28 375.245,71
Electricity
144
Sesuai tabel di atas, emisi GRK (Cakupan 2) tidak langsung According to the table above, the Company’s indirect GHG
yang dihasilkan Perseroan dari penggunaan listrik tahun 2025 (Scope 2) emissions from electricity use in 2025 increased
mengalami kenaikan terjadi karena pada tahun pelaporan, and it occurred because in the reporting year, the Company
Perseroan melakukan renovasi dan banyak menggunakan undertook renovations and used a lot of electrical equipment.
Laporan Keberlanjutan 2025 Sustainability Report
peralatan yang menggunakan listrik. [OJK F.11] [IFRS S2-29a] [OJK F.11] [IFRS S2-29a]
Tabel Emisi Gas Rumah Kaca Tidak Langsung Lainnya [Cakupan 3] dari Perjalanan Dinas dengan Pesawat Tahun 2023-2025
Other Indirect Greenhouse Gas Emissions [Scope 3] from Business Trips by Aircraft 2023-2025
Jumlah Penggunaan Pesawat Emisi CO2 yang Dihasilkan (Kg CO2eq)
Sumber Emisi GRK Total Usage of Airplane CO2 Emissions Generated (Kg CO2eq)
GHG Emission Source
2025 2024 2023 2025 2024 2023
Perjalanan dinas dengan 924 1.398* 1.117* 76.806 106.146* 98.326*
pesawat
Business trip by plane
*Disajikan kembali / Restated
Catatan: Perseroan belum melakukan perhitungan Emisi GRK (Cakupan 3) Tidak Langsung Lainnya berdasarkan jenis gas CH4 dan N2O
Note: The Company has not yet calculated Other Indirect GHG Emissions (Scope 3) based on CH4 and N2O gas types.
Berdasarkan tabel di atas, emisi GRK tidak langsung lainnya Based on the table above, other indirect GHG emissions (Scope
(Cakupan 3) dari perjalanan dinas dengan pesawat tahun 2025 3) from business trip by air in 2025 decreased compared to
mengalami penurunan dibandingkan tahun sebelumnya. Hal itu the previous year. This is in line with the decrease in business
sejalan dengan berkurangnya perjalanan dinas yang dilakukan trips by the Board of Commissioners, Directors, and employees.
Dewan Komisaris, Direksi dan karyawan. [GRI 305-3] [OJK [GRI 305-3] [OJK F.11] [IFRS S2-29a]
F.11] [IFRS S2-29a]
Berdasarkan perhitungan emisi gas rumah kaca di atas, Based on the greenhouse gas emission calculations above, the
berikut rekapitulasi emisi dan intensitas emisi gas rumah kaca following is a complete summary of greenhouse gas emissions
selengkapnya: and emission intensity:
Page 145
Emisi yang Dihasilkan [OJK F.11][GRI 305-2, 305-3, 305-4, 305-6, 305-7]
Emission Generated
Uraian Satuan
Description Unit
2025 2024 2023
Emisi GRK Cakupan 1 Kg CO2eq 45.237 118.803 115.354
GHG Emission Coverage 1
Emisi GRK Cakupan 2 Kg CO2eq 346.902,87 334.580,28 375.245,71
GHG Emission Coverage 2
Emisi GRK Cakupan 1 dan 2 Kg CO2eq 392.139,87 453.383,28 490.599,71
GHG Emission Coverage 1 and 2
Jumlah Karyawan Orang 110 117 113
Total Employees Person
Intensitas Emisi GRK/Karyawan Ton CO2eq/ 3,56 3,88 4,34
GHG Emission Intensity/Employee Orang
Tons of CO2eq/
person
Jumlah Pendapatan Rp Juta 3.102.610 2.869.117 2.086.305
Total revenue Rp million
Intensitas Emisi GRK/Pendapatan Kg CO2eq/ 0,126 0,158 0,235
GHG Emission Intensity/Revenue Rp Juta
Kg CO2eq/
Rp million
Catatan: Penggunaan energi dari perjalanan dinas dengan pesawat tidak dimasukkan dalam komponen intensitas energi karena cakupan penggunanya terbatas/terseleksi.
Note: Energy use from business trip by plane is not included in the energy intensity component because the scope of its users is limited/selected
Sesuai tabel di atas, intensitas emisi per karyawan tahun 2025 According to the table above, the emission intensity per
mengalami penurunan dibandingkan tahun 2024. Hal itu selaras employee in 2025 decrease compared to 2024. This is in
dengan berkurangnya emisi cakupan 1 dari penggunaan BBM. line with the reduction in scope 1 emissions from fuel use. A
Penurunan juga terjadi pada intensitas energi per pendapatan, decrease also occurred in energy intensity per revenue, which
yang menunjukkan bahwa Perseroan semakin efisien dalam indicates that the Company became more efficient in using
menggunakan energi untuk menghasilkan pendapatan selama energy to generate revenue during the reporting year.
tahun pelaporan.
Sebagai bentuk komitmen Perseroan dalam mengendalikan As a manifestation of the Company’s commitment to controlling
perubahan iklim dan mendukung target Pemerintah untuk climate change and supporting the Government’s target
mencapai tujuan pembangunan berkelanjutan serta emisi of achieving sustainable development goals and Net Zero
nol karbon atau Net Zero Emission (NZE) pada tahun 2060, Emissions (NZE) by 2060, the Company has taken pro-
Perseroan telah mengambil langkah-langkah pro-lingkungan environmental steps to reduce GHG emissions as follows:
untuk mengurangi emisi GRK sebagai berikut: [OJK F.12] [GRI [OJK F.12] [GRI 305-5]
305-5] 145
• Mengoptimalkan efisiensi penggunaan energi, baik listrik • Optimizing the efficiency of energy use, both electricity
maupun bahan bakar fosil(BBM); and fossil fuels (BBM);
• Pemasangan panel surya di Gedung SMF 1-2; serta • Installing solar panels in Building SMF 1-2; and
• Mendapatkan sertifikasi Green Building. • Obtaining Green Building certification.
PT Sarana Multigriya Finansial (Persero)
Perseroan juga telah mengambil langkah-langkah untuk The Company has also taken steps to control other emission
mengendalikan sumber emisi lain yang berkontribusi sources that contribute to ozone layer damage. Ozone layer
terhadap kerusakan lapisan ozon. Penipisan lapisan ozon depletion can be caused by the use of Ozone-Depleting
dapat disebabkan oleh penggunaan Bahan Perusak Ozon Substances (ODS). Sources of ODS emissions include the
(BPO) atau Ozone-Depleting Substances (ODS). Sumber emisi use of refrigerants in air conditioners (ACs) and freezers that
BPO antara lain berasal dari penggunaan refrigeran pada use chlorofluorocarbon (CFC) or hydrochlorofluorocarbon
pendingin ruangan (AC) dan lemari pendingin (freezer) yang (HCFC)-based freon, as well as portable fire extinguishers
menggunakan freon berbahan klorofluorokarbon (CFC) atau (APAR) that use halon.
hidroklorofluorokarbon (HCFC), serta alat pemadam api ringan
(APAR) yang menggunakan halon.
Sebagai upaya pengendalian terhadap emisi BPO, sejak tahun As an effort to control ODS emissions, since 2019, the Company
2019, Perseroan tidak lagi menggunakan AC atau kulkas has stopped using air conditioners and refrigerators with
dengan refrigeran R22 yang berbahaya bagi lingkungan, dan environmentally harmful R22 refrigerant and replaced them with
menggantinya dengan refrigeran yang lebih ramah lingkungan, more environmentally friendly refrigerants such as R410, R407,
seperti R410, R407, dan R32. Hingga tahun 2025, Perseroan and R32. By 2025, the Company has used 56 air conditioning
Page 146
telah menggunakan 56 unit AC dengan refrigeran R410 , 6 units with R410 refrigerant, 6 air conditioning units with R407
unit AC dengan refrigeran R407, 12 unit AC dengan refrigeran refrigerant, 12 air conditioning units with R32 refrigerant, and
R32, dan 6 unit kulkas dengan refrigeran R134A. Selain itu, 6 refrigerator units with R134A refrigerant. In addition, the
Perseroan juga telah mengubah penggunaan APAR yang Company has also changed its fire extinguisher (APAR) from
sebelumnya menggunakan halon menjadi 34 unit APAR tipe previously using halon to 34 environmentally friendly ABC type
ABC yang ramah lingkungan. Langkah-langkah tersebut fire extinguisher. These steps demonstrate the Company’s
menunjukkan komitmen nyata Perseroan dalam menjaga commitment to maintaining environmental sustainability
keberlanjutan lingkungan dan mendukung upaya Pemerintah and supporting the Government’s efforts to eliminate ODS
dalam menghapuskan BPO sesuai dengan Peraturan Presiden in accordance with Presidential Regulation Number 129 of
Nomor 129 Tahun 2022 tentang Pengesahan Amendment to 2022 concerning the Ratification of Amendments to the
the Montreal Protocol on Substances that Deplete the Ozone Montreal Protocol on Substances that Deplete the Ozone Layer,
Layer, Kigali, 2016. Di sisi lain, sesuai dengan bidang usaha Kigali, 2016. Furthermore, in accordance with the Company’s
Perseroan yaitu pembiayaan sekunder perumahan, maka SMF business field, namely secondary housing finance, SMF does
tidak memproduksi, mengimpor atau mengekspor ODS.[GRI not produce, import, or export ODS. [GRI 305-6] [OJK F.5, F.12]
305-6] [OJK F.5, F.12]
Kegiatan usaha utama SMF di bidang pembiayaan sekunder SMF’s primary business activities in secondary housing finance
perumahan tidak menghasilkan emisi udara dalam jumlah do not generate significant air emissions. However, supporting
signifikan. Namun demikian, kegiatan pendukung seperti activities such as the use of operational vehicles still generate
penggunaan kendaraan operasional tetap menghasilkan Nitrogen Oxide (NOx), Sulfur Oxide (SOx), and other air
emisi Nitrogen Oksida (NOx), Sulfur Oksida (SOx) dan emisi emissions. Therefore, the Company is committed to reducing
udara lainnya. Oleh karena itu, Perseroan berkomitmen air emissions from operational vehicle use by conducting
untuk mengurangi emisi udara dari penggunaan kendaraan routine maintenance, using environmentally friendly fuels,
operasional dengan melakukan pemeliharaan rutin, penggunaan and conducting regular emission tests. [GRI 305-5, 305-7]
bahan bakar ramah lingkungan, serta melakukan uji emisi secara
berkala. [GRI 305-5, 305-7]
PENGELOLAAN AIR DAN AIR LIMBAH WATER AND WASTEWATER MANAGEMENT
146
Akses terhadap air bersih merupakan kebutuhan mendasar Access to clean water is a fundamental human need and
bagi kehidupan manusia dan telah diakui Perserikatan Bangsa- has been recognized by the United Nations (UN) as a human
Bangsa (PBB) sebagai hak asasi manusia. Sejalan dengan Tujuan right. In line with Sustainable Development Goal (SDG) 6 on
Pembangunan Berkelanjutan (TPB) ke-6 mengenai ketersediaan the availability and sustainable management of water and
dan pengelolaan air serta sanitasi yang berkelanjutan, Perseroan sanitation, the Company is committed to managing water use
Laporan Keberlanjutan 2025 Sustainability Report
berkomitmen mengelola penggunaan air secara bertanggung responsibly to avoid negative impacts on the environment and
jawab agar tidak menimbulkan dampak negatif bagi lingkungan surrounding communities. [GRI 3-3, 303-1]
maupun masyarakat sekitar. [GRI 3-3, 303-1]
Perseroan menggunakan air bersih atau air tawar (≤1.000 mg/l The Company uses clean or fresh water (≤1,000 mg/l Total
Total Padatan Terlarut) untuk berbagai keperluan domestik Dissolved Solids) for various domestic office needs such as
perkantoran seperti keperluan dapur, MCK, wudhu, menyiram cooking, toilets, ablutions, watering plants, washing vehicles,
tanaman, mencuci kendaraan dan sebagainya. Pasokan air and so on. Water supplies are obtained from the Regional
diperoleh dari Perusahaan Daerah Air Minum (PDAM) dan air Drinking Water Company (PDAM) and groundwater. The
tanah. Perseroan tidak mengambil jenis air lain di luar kategori Company does not source water other than fresh water (>1,000
air tawar (>1.000 mg/l TDS). mg/l TDS).
Volume Pengambilan/Penarikan dan Penggunaan Air Berdasarkan Sumber [GRI 303-3] [OJK F.8]
Water Withdrawal and Usage Volume by Source
Sumber Air Volume (M3) Volume (Megaliter)
Water Source 2025 2024 2023 2025 2024 2023
Air PDAM 6.655 1.497 2.077 6,66 1,50 2,07
PDAM Water
Freshwater (≤1000 mg/L TDS) 6.655 1.497 2.077 6,66 1,50 2,07
Other Water (>1000 mg/L TDS) - - - - - -
Air Tanah 1.995 2.023 - 2,00 2,02 -
Land water
Freshwater (≤1000 mg/L TDS) 1.995 2.023 - 2,00 2,02 -
Other Water (>1000 mg/L TDS) - - - - - -
Page 147
Volume Pengambilan/Penarikan dan Penggunaan Air Berdasarkan Sumber [GRI 303-3] [OJK F.8]
Water Withdrawal and Usage Volume by Source
Sumber Air Volume (M3) Volume (Megaliter)
Water Source 2025 2024 2023 2025 2024 2023
Total 8.650 3.520 2.077 8,65 3,52 2,07
Catatan: Perseroan melakukan pengukuran dan perhitungan pengambilan/penarikan air PDAM dengan menggunakan metode pencatatan invoice pembayaran kepada PDAM kemudian
dikalibrasikan ke dalam m3, sedangkan perhitungan pengambilan/penarikan air tanah dengan menggunakan metode penarikan data dari flow meter.
Catatan: Perseroan melakukan pengukuran dan perhitungan pengambilan/penarikan air PDAM dengan menggunakan metode pencatatan invoice pembayaran kepada PDAM kemudian
dikalibrasikan ke dalam m3, sedangkan perhitungan pengambilan/penarikan air tanah dengan menggunakan metode penarikan data dari flow meter.
Sesuai tabel di atas, total pengambilan air pada tahun 2025 According to the table above, total water withdrawals in 2025
mengalami kenaikan dibandingkan tahun 2024. Hal itu terjadi increased compared to 2024. This occurred because in the
karena pada tahun pelaporan, Perseroan melakukan renovasi reporting year, the Company carried out building renovations
bangunan dan memerlukan banyak kebutuhan air dalam proses and required a lot of water in the process, and the Company
tersebut, serta Perseroan menggunakan gedung baru yaitu uses a new building, namely the SMF 4 building.
gedung SMF 4.
Untuk menjaga keberlanjutan pasokan air, Perseroan mengelola To maintain the sustainability of water supply, the Company
sumber daya air melalui kebijakan berikut: [GRI 303-1, 303-2] manages water resources through the following policies: [GRI
[OJK F.8] 303-1, 303-2] [OJK F.8]
• Tidak menggunakan air yang bersumber atau diambil dari • Not using water sourced or taken from water bodies located
badan air yang berada di kawasan lindung dan badan air in protected areas and water bodies located in water-
yang berada di lokasi-lokasi daerah water-stressed area stressed areas (areas where water demand exceeds the
(daerah-daerah di mana permintaan air melebihi jumlah available supply), but instead using water sourced or taken
yang tersedia), melainkan air yang digunakan bersumber from the Regional Drinking Water Company (PDAM);
atau diambil dari air Perusahaan Daerah Air Minum (air
PDAM);
• Tidak membuang air limbah domestik ke lokasi-lokasi • Not discharging domestic wastewater into water-
daerah water-stressed area, tetapi memastikan bahwa air stressed areas, but ensuring that the Company’s domestic
limbah domestik yang dihasilkan Perseroan tidak mencemari wastewater does not pollute water bodies because it has
badan air karena telah dikelola dengan baik sesuai dengan been properly managed in accordance with applicable
peraturan yang berlaku; regulations;
• Melakukan penghematan penggunaan air dengan • Conserving water use by regularly checking water pipes,
melakukan pengecekan secara rutin terhadap saluran taps, or valves, and immediately repairing any leaks
air, keran atau valve, dan segera melakukan perbaikan or damage. Then, the distribution taps/valves will be
secepatnya apabila terjadi kebocoran atau kerusakan. closed after business hours, utilizing the stored water for
Kemudian, keran/valve distribusi akan ditutup setelah routine non-bathing activities such as watering plants,
jam kerja, memanfaatkan air tampungan untuk kegiatan and conducting outreach and awareness campaigns to 147
rutin non-MCK seperti untuk penyiraman tanaman, serta conserve water.
melakukan sosialisi dan imbauan penghematan air.
Penggunaan air oleh Perseroan menghasilkan air limbah The Company’s water use produces wastewater (effluent),
PT Sarana Multigriya Finansial (Persero)
(efluen) yang kualitasnya menurun setelah digunakan untuk the quality of which decreases after being used for various
berbagai keperluan seperti wudhu, mandi, mencuci peralatan purposes such as ablution, bathing, washing kitchen utensils,
dapur, atau mencuci kendaraan bermotor. Terkait air limbah or washing motor vehicles. The Company has not performed
tersebut, Perseroan belum melakukan treatment khusus any special treatment on this wastewater before discharging
sebelum dibuang ke badan air. Selain tidak memiliki fasilitas it into water bodies. In addition to not having wastewater
pengolahan air limbah, volume air limbah yang dihasilkan juga treatment facilities, the volume of wastewater produced is also
relatif kecil sehingga Perseroan tidak melakukan pencatatan relatively small, so the Company does not record the volume
volume pembuangan air limbah tersebut . Dengan demikian, of wastewater discharge. Therefore, the Company cannot
Perseroan belum bisa menyampaikan volume konsumsi air disclose the volume of water consumption in this report. [GRI
dalam laporan ini. [GRI 303-4, 303-5] [OJK F.14] 303-4, 303-5] [OJK F.14]
PENGELOLAAN LIMBAH WASTE MANAGEMENT
Kegiatan operasional Perseroan menghasilkan limbah yang The Company’s operational activities generate waste that has
berpotensi menimbulkan dampak negatif terhadap lingkungan the potential to negatively impact the environment and human
dan kesehatan manusia jika tidak dikelola dengan baik. Limbah health if not managed properly. Waste generated from the
Page 148
yang dihasilkan dari kegiatan operasional Perseroan terdiri dari Company’s operational activities consists of hazardous and
limbah bahan berbahaya dan beracun (B3) maupun limbah toxic waste (B3) and non-B3 waste, both liquid and solid.
non B3, cair maupun padat. Adapun dampak negatif yang Potential negative impacts related to waste include water, air,
potensial terjadi terkait limbah antara lain pencemaran air, and soil pollution, disruption to the balance of the ecosystem,
udara, dan tanah, gangguan terhadap keseimbangan ekosistem, contribution to climate change, and the potential to cause
kontribusi terhadap perubahan iklim, potensi menyebabkan chronic diseases, creating an uncomfortable environment for
penyakit kronis, menciptakan lingkungan yang tidak nyaman the community, even potentially triggering social conflict, and
bagi masyarakat, bahkan berpotensi memicu konflik sosial, impacting large costs due to sanctions and waste handling
serta berdampak pada pengeluaran biaya yang besar akibat costs. Therefore, the Company continues to be committed
sanksi dan biaya penanganan limbah. Oleh karena itu, to managing waste wisely to prevent and reduce waste
Perseroan terus berkomitmen untuk mengelola limbah dengan generation, while contributing to the achievement of the
bijaksana guna mencegah dan mengurangi timbulan limbah, Sustainable Development Goals, especially SDG 12, namely
sekaligus berkontribusi pada pencapaian Tujuan Pembangunan Ensuring Sustainable Production and Consumption Patterns.
Berkelanjutan, khususnya tujuan nomor 12, yaitu Menjamin Waste management in accordance with applicable regulations
Pola Produksi dan Konsumsi yang Berkelanjutan. Pengelolaan has produced positive results with no significant spill incidents
limbah sesuai dengan regulasi yang berlaku membuahkan hasil in the Company’s operations [GRI 306-1, 306-2] [OJK F.15]
positif dengan tidak adanya insiden tumpahan yang signifikan
dalam operasional Perseroan [GRI 306-1, 306-2] [OJK F.15]
Adapun metode pengelolaan limbah yang dilakukan Perseroan The waste management methods used by the Company are
adalah sebagai berikut: [GRI 306-2] as follows: [GRI 306-2]
• Aki bekas: Ditukar dengan aki baru karena pembelian dilakukan dengan cara trade-in
• Oli bekas: Oli bekas kendaraan operasional diserahkan pengelolaannya kepada pihak ketiga/bengkel, sedangkan oli
bekas genset sebagian dimanfaatkan untuk pelumas rel lift
• Lampu bekas: Diserahkan kepada pihak ketiga
• Catridge printer bekas: Diserahkan kepada pihak ketiga
• Limbah perangkat elektronik: ekonomi, Perseroan akan menjualnya dengan cara melelang dan hasilnya disetorkan ke
Limbah B3 rekening Perseroan sebagai pendapatan lain-lain
Hazardous Waste • Used Batteries: Being traded into new batteries because the purchase is made by trade-in
• Used Oil: The management of used oil from operational vehicles is assigned to a third party/workshop, while used oil
from generators is partly utilized for elevator rail lubricant
148 • Used Lamp: Delivered to a third party
• Cartridge Printer: Delivered to a third party
• Electronic Device Waste: economically, the Company will sell it by making auction of it and the proceeds are
deposited to the Company’s account as other incomes
• Kertas: Menggunakan mesin penghancur kertas sebelum diserahkan kepada pihak ketiga
Laporan Keberlanjutan 2025 Sustainability Report
• Organik dan Anorganik lainnya: bekerja sama dengan pihak ketiga yang akan membuang sampah tersebut ke tempat
Limbah Non B3
pembuangan akhir (TPA)
Hazardous Waste • Paper: Using paper shredder before being delivered to a third party
• Other Organic and Inorganic Waste: cooperating with a third party which will dispose the waste to landfill
Sementara itu, volume limbah non-B3 yang dihasilkan Perseroan Meanwhile, the volume of Non-hazardous waste generated by
adalah sebagai berikut: [GRI 306-1, 306-3, 306-4, 306-5] [OJK the Company is as follows: [GRI 306-1, 306-3, 306-4, 306-5]
F.13, F.14] [OJK F.13, F.14]
Volume Limbah Non-B3 (kg)
Volume of Non-Hazardous Waste (kg)
Jumlah Limbah Non B3 yang
Jumlah Limbah Non B3 yang Dialihkan dari Pembuangan Jumlah Limbah Non B3 yang
Jenis limbah Dihasilkan Akhir (Dimanfaatkan) Dikirimkan ke Pembuangan Akhir
Non-B3 Types of Non-Hazardous Waste Amount of Non-Hazardous Amount of Non-Hazardous Waste
Types of Non- Generated Waste Diverted from Final Sent to Landfill
Hazardous Waste Disposal (Utilized)
2025* 2024 2023 2025 2024 2023 2025 2024 2023
Organik 6.477,00 3.728 2.322 - - - 6.477,00 3.728 2.322
Organic
Anorganik 12.692,00 9.897 9.640 - - - 12.692,00 9.897 9.640
Non-organic
Total 19.169,00 13.625 11.962 - - - 19.169,00 13.625 11.962
*Per Agustus mencakup gedung SMF 1, SMF 2, SMF 3, SMF 4 dan Melawai X. Sementara data sebelumnya mencakup hanya SMF 1 dan SMF 2
*As of August, it covers buildings SMF 1, SMF 2, SMF 3, SMF 4 and Melawai X. While previous data covered only SMF 1 and SMF 2
Page 149
Di sisi lain, operasional Perseroan menghasillkan limbah B3, On the other hand, the Company’s operations produce
seperti limbah elektronik, namun volumenya tidak signifikan B3 waste, such as electronic waste, but the volume is not
sehingga tidak disampaikan dalam laporan ini. significant so it is not reported in this report.
PELESTARIAN DAN PERLINDUNGAN BIODIVERSITY PRESERVATION
KEANEKARAGAMAN HAYATI AND PROTECTION
Sebagai bagian dari Special Mission Vehicle (SMV) Kementerian As part of the Ministry of Finance’s Special Mission Vehicle
Keuangan, Perseroan berperan aktif dalam upaya pelestarian (SMV), the Company plays an active role in biodiversity
dan perlindungan keanekaragaman hayati. Hingga akhir tahun conservation and protection. By the end of 2025, the Company
2025, Perseroan hanya memiliki satu kantor di Jakarta, dan only have one office in Jakarta, and its location is not near or
lokasinya tidak berada di dekat atau berada di kawasan lindung within a protected area or area with high biodiversity value.
atau kawasan dengan nilai keanekaragaman hayati tinggi. Therefore, no habitats or species will be impacted or threatened
Dengan demikian, tidak terdapat habitat dan spesies yang by the Company’s business activities. As a contribution to
terkena dampak atau terancam populasinya akibat kegiatan biodiversity conservation and support for the Sustainable
usaha Perseroan. Sebagai kontribusi dalam pelestarian Development Goals, the Company plants and maintains trees in
keanekaragaman hayati dan mendukung Tujuan Pembangunan the office area, which reduce air pollution, improve soil quality,
Berkelanjutan, Perseroan melaksanakan penanaman dan and create a beautiful work environment. [OJK F.9]
pemeliharaan pohon di area kantor yang bermanfaat untuk
mengurangi polusi udara, meningkatkan kualitas tanah, dan
menciptakan lingkungan kerja yang asri. [OJK F.9]
Kontribusi lain terhadap lingkungan direalisasikan SMF melalui Another contribution to the environment is realized through
SMF-Green. Pada tahun 2025, Perseroan melakukan berbagai SMF-Green. In 2025, the Company undertook various activities,
kegiatan di antaranya penanaman kayu damar, kopi arabika, including Planting of damar wood, Arabica coffee, lime and
jeruk limau dan alpukat di Desa Cihawuk Kabupaten Bandung avocado in Cihawuk Village, Bandung Regency (Citarum River
(DAS Citarum) dan penanaman pohon cokelat di Hutan Larang Basin) and planting of cocoa trees in the Forbidden Forest of
Desa Adat Cikondang, Pangalengan, Kabupaten Bandung . Cikondang Traditional Village, Pangalengan, Bandung Regency
[OJK F.10] [OJK F.10]
Kegiatan penanaman berbagai jenis pohon di Desa Cihawuk The tree planting activity in Cihawuk Village aims to reduce
tersebut bertujuan untuk mengurangi lahan-lahan kritis yang critical land within the Citarum River Basin (DAS), absorb carbon
berada di Daerah Aliran Sungai (DAS) Citarum, penyerapan dioxide and greenhouse gases, which are the main causes of
karbon dioksida & gas rumah kaca penyebab utama perubahan climate change, maintain ecosystem balance, prevent erosion,
iklim, menyediakan keseimbangan ekosistem, mencegah provide water sources, and provide plantation land to be used
erosi dan menyediakan sumber air dan menyediakan lahan as a source of economic capacity for the local community.
perkebunan untuk dimanfaatkan sebagai salah satu sumber
peningkatan kapasitas ekonomi masyarakat di lokasi.
149
Sementara penanaman pohon cokelat di Desa Adat Cikondang Meanwhile, the cocoa tree planting in Cikondang Traditional
memiliki tujuan untuk konservasi alam di lokasi Hutan Larang Village aims to conserve nature in the Forbidden Forest area of
Desa Adat Cikondang, di mana sesuai falsafah Sunda Kuno, Cikondang Traditional Village. According to ancient Sundanese
lahan Hutan Adat seluas 0,75 hektar tersebut hanya boleh philosophy, the 0.75-hectare area of the
customary forest may
PT Sarana Multigriya Finansial (Persero)
ditanami tumbuhan palawija untuk mempermudah rotasi only be planted with secondary crops to facilitate crop rotation
tanaman dan menjaga kesuburan lahan; dampak ekonomi and maintain soil fertility. The expected economic impacts
yang diharapkan antara lain: harga jual biji tanaman cokelat include: the selling price of cocoa beans remains relatively high,
masih terhitung cukup tinggi sehingga dapat membantu which can help increase residents’ incomes and establish a
menambah penghasilan warga dan membentuk sirkuler sustainable circular economy by enabling residents to process,
ekonomi berkelanjutan dengan adanya kemungkinan warga produce, and market cocoa derivative products, such as cocoa
mampu mengolah, melakukan produksi dan memasarkan powder and dark chocolate. [OJK F.10]
produk turunan tanaman cokelat, seperti bubuk kakao dan
cokelat hitam. [OJK F.10]
PENGADUAN LINGKUNGAN ENVIRONMENTAL COMPLAINT
[GRI 2-27, 3-3] [OJK F.16] [GRI 2-27, 3-3] [OJK F.16]
Sebagai bagian dari penerapan tata kelola keberlanjutan As part of its responsible implementation of sustainable
yang bertanggung jawab, SMF menyediakan mekanisme governance, SMF provides an environmental complaint
pengaduan lingkungan bagi masyarakat dan seluruh pemangku mechanism for the public and all stakeholders to submit
kepentingan untuk menyampaikan keluhan, masukan, maupun complaints, feedback, and potential environmental impacts
Page 150
potensi dampak lingkungan yang terkait dengan kegiatan usaha related to the Company’s business activities. This mechanism
Perseroan. Mekanisme ini dapat diakses melalui Helpdesk is accessible through the PMA Helpdesk and is managed in
PMA dan dikelola secara terstruktur oleh Tim Manajemen a structured manner by the Company’s Building Management
Gedung Perseroan. Setiap pengaduan yang diterima dicatat, Team. Every complaint received is recorded, verified, and
diverifikasi, dan ditindaklanjuti sesuai dengan prosedur internal followed up in accordance with applicable internal procedures,
yang berlaku, dengan prinsip responsif, transparan, dan adhering to the principles of responsiveness, transparency,
akuntabel. Perseroan memastikan adanya pemantauan atas and accountability. The Company ensures monitoring of the
proses penyelesaian pengaduan guna menjamin efektivitas complaint resolution process to achieve effective handling and
penanganan serta mencegah terulangnya potensi dampak prevent the recurrence of potential environmental impacts in
lingkungan di kemudian hari. the future.
Sepanjang tahun 2025, Perseroan tidak menerima pengaduan Throughout 2025, the Company received no environmental
lingkungan dari pemangku kepentingan. Sejalan dengan hal complaints from stakeholders. Consistently, the Company
tersebut, Perseroan tidak menerima denda maupun sanksi received no fines or non-monetary sanctions related to
non-moneter yang berkaitan dengan ketidakpatuhan terhadap non-compliance with environmental laws and regulations.
peraturan perundang-undangan di bidang lingkungan hidup. This achievement reflects SMF’s consistency in managing
Capaian ini mencerminkan konsistensi SMF dalam mengelola environmental risks preventively, maintaining regulatory
risiko lingkungan secara preventif, menjaga kepatuhan regulasi, compliance, and building trustworthy relationships with
serta membangun hubungan yang saling tepercaya dengan stakeholders.
para pemangku kepentingan.
150
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PT Sarana Multigriya Finansial (Persero)
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153 9
KONSISTEN
PT Sarana Multigriya Finansial (Persero)
PT Sarana Multigriya Finansial (Persero)
MENINGKATKAN
KUALITAS SUMBER
DAYA MANUSIA UNTUK
KINERJA UNGGUL
Consistently Improving the Quality of
Human Capital for Superior Performance
Page 154
KONSISTEN MENINGKATKAN KUALITAS SUMBER
DAYA MANUSIA UNTUK KINERJA UNGGUL
CONSISTENTLY IMPROVING THE QUALITY OF HUMAN CAPITAL FOR
SUPERIOR PERFORMANCE
PENDEKATAN MANAJEMEN [GRI 3-3] MANAGEMENT APPROACH [GRI 3-3]
Perseroan menerapkan pendekatan manajemen terpadu dalam The Company implements an integrated management approach
pengelolaan Sumber Daya Manusia (SDM), yang menekankan to human capital management, emphasizing competency
pengembangan kompetensi, kesejahteraan karyawan, serta development, employee well-being, and the creation of a safe,
penciptaan lingkungan kerja yang aman, nyaman, dan inklusif. comfortable, and inclusive work environment. The Company
Perseroan secara sistematis mengintegrasikan kebijakan, systematically integrates policies, procedures, and training
prosedur, dan program pelatihan untuk meningkatkan programs to enhance human capital capabilities while also
kapabilitas SDM, sambil memastikan kepatuhan terhadap comply with occupational health and safety standards. This
standar keselamatan dan kesehatan kerja. Pendekatan ini approach aims not only to increase employee productivity and
bertujuan tidak hanya untuk meningkatkan produktivitas dan motivation but also to build a positive and sustainable work
motivasi karyawan, tetapi juga membangun budaya kerja yang culture which align with corporate values and
good governance
positif dan berkelanjutan, selaras dengan nilai-nilai perusahaan practices.
dan praktik tata kelola yang baik.
Pengelolaan Dampak Impact Management
Perseroan melalui Divisi Sumber Daya Manusia (SDM) The Company, through its Human Capital (HC) Division, is
berkomitmen untuk memenuhi hak-hak normatif karyawan committed to fulfilling employee rights in accordance with labor
sesuai ketentuan perundang-undangan ketenagakerjaan, laws and regulations, including remuneration, benefits, leave,
termasuk remunerasi, tunjangan, cuti, pengaturan jam working hours, and improving the quality of its Human Capital
kerja, serta peningkatan kualitas SDM melalui pelatihan dan through training and development. The Company also maintains
154
pengembangan. Perseroan juga memastikan lingkungan kerja a safe, healthy, and comfortable work environment in accordance
yang aman, sehat, dan nyaman sesuai kaidah Kesehatan dan with Occupational Health and Safety (OHS) principles to
Keselamatan Kerja (K3) sehingga risiko kecelakaan kerja dan minimize the risk of workplace accidents and occupational
penyakit akibat kerja dapat diminimalkan. Pengelolaan SDM diseases. This HC management aims to improve employee
ini bertujuan meningkatkan produktivitas, kesejahteraan, dan productivity, well-being, and competence, while supporting
Laporan Keberlanjutan 2025 Sustainability Report
kompetensi karyawan, sekaligus mendukung pencapaian target the achievement of the Company’s targets. By implementing
Perseroan. Dengan penerapan manajemen ketenagakerjaan effective labor management and OHS, the Company is able to
dan K3 yang efektif, Perseroan mampu meminimalkan risiko minimize the risk of regulatory non-compliance, inappropriate
ketidakpatuhan regulasi, remunerasi yang tidak tepat, potensi remuneration, potential discrimination, and ensure higher
diskriminasi, serta memastikan keterlibatan karyawan yang employee engagement. [GRI 3-3]
lebih tinggi. [GRI 3-3]
Kebijakan yang Telah Dikembangkan Secara Khusus Specifically Developed Policies
Kebijakan Perseroan terkait Ketenagakerjaan Company Policies related to Employment
• Kebijakan Umum Perseroan No. 042/KEB/KU/SMF/XI/2022 • General Company Policy No. 042/KEB/KU/SMF/XI/2022
tentang Penerapan Nilai, Etika dan Pedoman Perilaku PT concerning the Implementation of Values, Ethics, and Code
Sarana Multigriya Finansial of Conduct of PT Sarana Multigriya Finansial
• Peraturan Perusahaan Tahun 2025-2027 • Company Regulations in 2025-2027
• Pedoman SDM terkait Human Resources Operation, • HC Guidelines related to Human Resources Operations,
Organization Development, Talent Acquisition, Talent Organization Development, Talent Acquisition, Talent
Management & Development, Compentation & Benefit, Management & Development, Compentation & Benefits,
Industrial Relations. Industrial Relations
Kebijakan Perseroan terkait Ketenagakerjaan mengacu The Company’s Employment Policy refers to the General
pada Ketentuan Umum Provisions
• Undang-Undang No. 1 Tahun 1970 tentang Keselamatan • Law No. 1 of 1970 concerning Occupational Safety;
Kerja;
• Undang-Undang No. 21 Tahun 1999 tentang Pengesahan • Law No. 21 of 1999 concerning the Ratification of ILO
ILO Convention No. 111 Concerning Discrimination in Convention No. 111 Concerning Discrimination in Respect
Respect of Employment and Occupation (Konvensi ILO of Employment and Occupation;
Mengenai Diskriminasi dalam Pekerjaan dan Jabatan;
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• Undang-Undang Republik Indonesia No. 19 Tahun 1999 • Law of the Republic of Indonesia No. 19 of 1999 concerning
tentang Pengesahan ILO Convention No. 105 Concerning Ratification of ILO Convention No. 105 Concerning the
The Abolition of Forced Labour (Konvensi ILO Mengenai Abolition of Forced Labor;
Penghapusan Kerja Paksa);
• Undang-Undang Republik Indonesia No. 20 Tahun 1999 • Law of the Republic of Indonesia No. 20 of 1999 concerning
tentang Pengesahan ILO Convention No. 138 Concerning Ratification of ILO Convention No. 138 Concerning Minimum
Minimum Age for Admission to Employment (Konvensi ILO Age for Admission to Employment;
Mengenai Usia Minimum untuk Diperbolehkan Bekerja);
• Undang-Undang Republik Indonesia No. 1 Tahun 2000 • Law of the Republic of Indonesia No. 1 of 2000 concerning
tentang Pengesahan ILO Convention No. 182 Concerning Ratification of ILO Convention No. 182 Concerning the
The Prohibition And Immediate Action for The Elimination Prohibition and Immediate Action for the Elimination of the
of The Worst Forms of Child Labour (Konvensi ILO No. 182 Worst Forms of Child Labor;
Mengenai Pelarangan dan Tindakan Segera Penghapusan
Bentuk-Bentuk Pekerjaan Terburuk untuk Anak);
• Undang-Undang No. 13 Tahun 2003 tentang • Law No. 13 of 2003 concerning Manpower;
Ketenagakerjaan;
• Undang-Undang Republik Indonesia Nomor 24 Tahun 2011 • Law of the Republic of Indonesia No. 24 of 2011 concerning
tentang Badan Penyelenggara Jaminan Sosial; the Social Security Administration Agency;
• Undang-Undang Presiden Republik Indonesia No. 11 Tahun • Presidential Law of the Republic of Indonesia No. 11 of 1992
1992 tentang Dana Pensiun; concerning Pension Funds;
• Undang-Undang Nomor 6 Tahun 2023 tentang Penetapan • Law No. 6 of 2023 concerning the Stipulation of Government
Peraturan Pemerintah Pengganti Undang-Undang Nomor 2 Regulation in Lieu of Law No. 2 of 2022 concerning Job
Tahun 2022 tentang Cipta Kerja menjadi Undang-Undang; Creation into Law;
• Undang-Undang Nomor 17 Tahun 2023 tentang Kesehatan; • Law No. 17 of 2023 concerning Health;
• Peraturan Pemerintah Nomor 50 Tahun 2012 tentang • Government Regulation No. 50 of 2012 concerning the
Penerapan Sistem Manajemen Keselamatan dan Kesehatan Implementation of the Occupational Safety and Health
Kerja; Management System;
• Peraturan Pemerintah Republik Indonesia No. 35 Tahun • Government Regulation of the Republic of Indonesia No. 35
2021 tentang Perjanjian Kerja Waktu Tertentu, Alih Daya, of 2021 concerning Fixed-Term Employment Agreements,
Waktu Kerja dan Waktu Istirahat, dan Pemutusan Hubungan Outsourcing, Working Hours and Rest Periods, and
Kerja; Termination of Employment;
• Peraturan Pemerintah Republik Indonesia Nomor 36 Tahun • Government Regulation of the Republic of Indonesia No. 155
2021 tentang Pengupahan; 36 of 2021 concerning Wages
• Peraturan Menteri Ketenagakerjaan Nomor 16 Tahun 2024 • Minister of Manpower Regulation Number 16 of 2024
tentang Penetapan Upah Minimum Tahun 2025. concerning the Determination of the 2025 Minimum Wage. PT Sarana Multigriya Finansial (Persero)
Komitmen Commitment
• Melakukan pengelolaan SDM sesuai dengan ketentuan • Managing Human Capital in accordance with prevailing
perundang-undangan terkait ketenagakerjaan. labor laws and regulations.
• Menciptakan budaya kerja yang positif di lingkungan • Creating a positive work culture within the Company.
Perseroan.
• Menyediakan lingkungan kerja yang aman, inklusif dan • Providing a safe, inclusive, and healthy work environment
sehat serta program kesehatan karyawan sehingga tercapai and employee wellness programs to achieve optimal
kondisi karyawan yang optimal. employee performance.
• Memastikan terpenuhinya kompetensi karyawan melalui • Ensuring employee competency through training and skills
program pelatihan dan pengembangan keterampilan, development programs, both hard and soft skills, and
hardskill maupun softskill serta mendorong sertifikasi encouraging professional certification to support employee
profesional dalam mendukung kinerja karyawan dan and Company performance.
Perseroan.
• Menyediakan jalur karir dan program suksesi bagi karyawan • Providing career paths and succession programs for
potensial. potential employees.
• Menciptakan lingkungan kerja yang menghargai perbedaan, • Creating a work environment that values diversity,
provides
memberikan kesempatan yang setara, dan memastikan equal opportunities, and acknowledges that every individual
Page 156
setiap individu merasa dihormati, didukung, serta memiliki feels respected, supported, and has the space to develop
ruang untuk berkembang secara adil dan inklusif. fairly and inclusively.
Target dan Realisasi [IFRS S1-51] Targets and Realization [IFRS S1-51]
Perseroan percaya bahwa pencapaian kinerja berasal dari The Company believes that performance achievement
fondasi organisasi yang sehat. Untuk memastikan keberlanjutan stems from a healthy organizational foundation. To ensure
di masa yang akan datang, diperlukan “pemeriksaan kesehatan” future sustainability, a “health check” is necessary through
melalui pengukuran Organization Health Index (OHI). Pengukuran the Organization Health Index (OHI) measurement. The
OHI ditujukan untuk mengukur tingkat kemampuan organisasi OHI measurement aims to gauge the organization’s ability
dalam menyelaraskan, mengeksekusi, dan memperbaharui to align, execute, and renew, thereby maintaining long-term
organisasi, sehingga dapat mempertahankan kinerja dalam performance.
jangka panjang.
Pengukuran dilakukan melalui metode survey kepada seluruh The measurement was conducted through a survey of all
karyawan di Perseroan. Pengukuran OHI merupakan salah satu Company employees. The OHI measurement is one of the
Indikator Kinerja Utama Perseroan Tahun 2025. Dalam survey Company’s Key Performance Indicators for 2025. In the 2025
tahun 2025 ini, Perseroan berhasil mempertahankan tren positif survey, the Company successfully maintained its positive
kesehatan organisasi dengan meraih skor OHI tercapai sebesar organizational health trend by achieving an OHI score of 80.64
80,64 (able). Capaian tahun 2025 ini lebih tinggi dibandingkan (able). This 2025 achievement exceeded the Company’s target
target Perseroan, yaitu 80 serta lebih tinggi dibandingkan of 80 and exceeded the 2024 achievement of 80.49 (able).
capaian tahun 2024 sebesar 80,49 (able).
Evaluasi dan Efektivitas Tindakan untuk Mengelola Evaluation and Effectiveness of Actions to Manage
Dampak Impacts
1. Penilaian kinerja dengan penerapan metode Balanced 1. Performance assessment using the Balanced Scorecard
Scorecard (BSC) dan Indikator Kinerja Individu (IKU). (BSC) and Individual Performance Indicators (IKU) methods.
2. Pengukuran Human Capital Maturity dengan kategori 2. Human Capital Maturity measurement using available,
tersedia, terkinikan dan terimplementasikan. updated, and implemented categories.
3. Tidak terdapat kejadian kecelakaan kerja dan penyakit 3. No workplace accidents or occupational diseases occurred
156
akibat kerja di lingkungan Perseroan. within the Company.
4. Pengukuran terhadap tingkat kelulusan karyawan pada 4. Measurement of employee completion rates for each
setiap program pelatihan yang diselenggarakan untuk training program conducted to evaluate the quality and
mengevaluasi kualitas dan relevansi materi pelatihan relevance of the training material to the Company’s needs.
terhadap kebutuhan Perseroan.
Laporan Keberlanjutan 2025 Sustainability Report
5. Pelaksanaan dan pengukuran survei keterikatan 5. Implementation and measurement of employee engagement
( engagement survey ) dan pengalaman karyawan and experience surveys as part of the human resources
( experience survey ) sebagai bagian dari evaluasi (HR) management evaluation.
pengelolaan sumber daya manusia (SDM).
6. Penyelesaian perselisihan hubungan kerja Karyawan sesuai 6. Resolution of employee’s employment disputes in
dengan ketentuan yang berlaku. accordance with applicable regulations.
Penanggung Jawab Person in Charge
Divisi Sumber Daya Manusia HC Division
Divisi Pengelolaan Manajemen dan Aset Assets and Management Organization Division
Alokasi Anggaran untuk Mengelola Dampak Topik Ini Budget Allocation for Managing the Impacts of This
Topic
Pada tahun 2025, Perseroan merealisasikan investasi untuk In 2025, the Company realized investments to organize
menyelenggarakan program pendidikan dan pelatihan sebesar education and training programs amounting to Rp5,258,135,033
Rp5.258.135.033 atau 4,42% dari total Biaya Tenaga Kerja or 4.42% of the total Labor Costs in 2025.
tahun 2025.
Keterlibatan Pemangku Kepentingan dalam Pengelolaan Stakeholder Involvement in Impact Management
Dampak
Pemerintah Government
• Membuat kebijakan terkait dengan ketenagakerjaan sebagai • Creates employment policies as a reference in determining
acuan dalam penetapan sistem kepegawaian yang akan the personnel system to be used in institutions/agencies/
digunakan di lembaga/instansi/Perseroan Divisi SDM the Company’s. Human Capital Division
• Melakukan reviu dan perbaikan terkait dengan kebijakan • Conducts reviews and improvements related to personnel
pengelolaan kepegawaian di Perseroan management policies at the Company
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• Melakukan reviu, analisa dan perbaikan terhadap sistem • Conducts reviews, analyses, and improvements to the
yang berjalan Karyawan Perseroan Company’s existing employee systems
• Memberikan masukan dan feedback melalui media atau • Provides input and feedback through communication and
wadah komunikasi dan konsultasi antara perwakilan consultation channels between company representatives
perseroan dan Karyawan (LKS Bipartit Survei evaluasi and employees (LKS Bipartit activity evaluation surveys)
kegiatan) terkait dengan pengelolaan kepegawaian di regarding personnel management at the Company
Perseroan
Divisi SDM Human Capital Division
• Melakukan reviu dan perbaikan terkait dengan kebijakan • Conducts reviews and improvements related to personnel
pengelolaan kepegawaian di Perseroan management policies at the Company
• Melakukan reviu, analisa dan perbaikan terhadap sistem • Conducts reviews, analyses, and improvements to the
yang Berjalan existing system
Karyawan Perseroan Company Employees
• Memberikan masukan dan feedback melalui media atau • Provides input and feedback through communication and
wadah komunikasi dan konsultasi antara perwakilan consultation channels between company representatives
perseroan dan Karyawan (LKS Bipartit, Survei evaluasi and employees (LKS Bipartit, activity evaluation surveys)
kegiatan) terkait dengan pengelolaan kepegawaian di regarding personnel management at the Company
Perseroan
Regulator Regulators
• Melakukan pengawasan terhadap pelaksanaan regulasi • Supervises the implementation of regulations on
ketenagakerjaan Employment
• Menegakkan hukum jika terjadi pelanggaran ketenagakerjaan • Enforcing the law in the event of labor violations
• Memberikan panduan atau bimbingan kepada perusahaan • Providing guidance or counseling to the company and
dan karyawan employees
Pemegang Saham & Dewan Komisaris Shareholders & Board of Commissioners
• Memastikan kebijakan ketenagakerjaan sejalan dengan • Ensuring employment policies align with business objectives
tujuan bisnis
• Mengawasi kepatuhan perusahaan terhadap regulasi yang • Monitoring the company’s compliance with prevailing
berlaku regulations
• Memastikan keseimbangan antara profitabilitas dan • Obtaining a balance between profitability and employee
kesejahteraan karyawan welfare
MENERAPKAN BUDAYA IMPLEMENTING A CULTURE OF
KEBERLANJUTAN [OJK F.1] SUSTAINABILITY [OJK F.1]
157
Sebagai bagian dari komitmen terhadap keberlanjutan, As part of its commitment to sustainability, the Company instills
Perseroan menanamkan budaya perusahaan kepada seluruh a corporate culture in all employees through the core values
karyawan melalui nilai-nilai inti: Integrity, Synergy, Moving of Integrity, Synergy, and Moving Forward and Focus. Within
Forward dan Focus. Dalam konteks keberlanjutan, setiap the context of sustainability, every employee in the Company
PT Sarana Multigriya Finansial (Persero)
insan Perseroan diarahkan untuk menerapkan perilaku ramah is encouraged to adopt environmentally friendly behaviors.
lingkungan. Perseroan mendorong inisiatif hemat energi dengan The Company encourages energy-saving initiatives through
penggunaan listrik yang efisien serta kebijakan pengurangan efficient electricity use and a policy of reducing paper waste in
limbah kertas di lingkungan kerja. Kesadaran akan praktik ramah the workplace. Awareness of environmentally friendly practices
lingkungan juga dibangun secara proaktif melalui sosialisasi, is also proactively built through dissemination, flyers, and
flyer, dan himbauan kepada seluruh karyawan, sehingga encourage all employees to contributing to a greener and more
tercipta kontribusi bersama dalam menciptakan lingkungan sustainable work environment.
kerja yang lebih hijau dan berkelanjutan.
Untuk mengukuhkan budaya keberlanjutan ini, sepanjang tahun To strengthen this culture of sustainability, the Company has
2025, Perseroan melaksanakan kegiatan sebagai berikut : carried out the following activities throughout 2025:
• Sosialisasi dan Edukasi Keberlanjutan • Sustainability Dissemination and Education
Perseroan secara aktif melakukan kampanye keberlanjutan The Company actively conducts sustainability campaigns
melalui sosialisasi internal, pelatihan, serta distribusi materi through internal dissemination, training, and distribution of
edukatif guna meningkatkan kesadaran dan partisipasi educational materials to increase employee awareness and
karyawan dalam praktik bisnis yang berkelanjutan. participation in sustainable business practices.
Page 158
• Transformasi Digital dan Efisiensi Sumber Daya • Digital Transformation and Resource Efficiency
Implementasi digitalisasi dalam berbagai proses operasional The implementation of digitalization in various operational
terus diperkuat untuk mengurangi penggunaan kertas serta processes continues to be strengthened to reduce paper
meningkatkan efisiensi dan efektivitas kerja. use and improve work efficiency and effectiveness.
• Pengelolaan Lingkungan dan Pengurangan Jejak Karbon • Environmental Management and Carbon Footprint Reduction
Perseroan menerapkan kebijakan pengelolaan lingkungan The Company implements environmental management
dengan optimalisasi penggunaan energi, air dan mendukung policies by optimizing energy and water use and supporting
program daur ulang di lingkungan kerja. recycling programs in the workplace.
• Tanggung Jawab Sosial dan Keterlibatan Komunitas • Social Responsibility and Community Engagement
Sebagai bagian dari komitmen keberlanjutan, Perseroan As part of its sustainability commitment, the Company
menjalankan program tanggung jawab sosial yang implements social responsibility programs that support
mendukung pengembangan komunitas dan inisiatif community development and environmental initiatives,
lingkungan, termasuk program berbasis keberlanjutan yang including sustainability-based programs involving various
melibatkan berbagai pemangku kepentingan. stakeholders.
• Penerapan Kebijakan Green Office • Implementation of the Green Office Policy
Penerapan prinsip kantor ramah lingkungan terus dilakukan The implementation of environmentally friendly office
melalui optimalisasi penggunaan sumber daya, pengurangan principles continues through optimizing resource use,
limbah, serta kebijakan operasional yang mendukung praktik reducing waste, and implementing operational policies
bisnis berkelanjutan. that support sustainable business practices.
• Partisipasi dan Inovasi Karyawan dalam Keberlanjutan • Employee Participation and Innovation in Sustainability
Perseroan mendorong keterlibatan aktif karyawan dalam The Company encourages active employee involvement in
program keberlanjutan dengan memberikan ruang bagi sustainability programs by providing space for innovation
inovasi dan inisiatif yang dapat berkontribusi terhadap and initiatives that can contribute to achieving the
pencapaian tujuan keberlanjutan perusahaan. company’s sustainability goals.
MENERAPKAN PRINSIP KESETARAAN IMPLEMENTING THE PRINCIPLES OF
DAN KEBERAGAMAN [OJK F.18, F.19] EQUALITY AND DIVERSITY [OJK F.18, F.19]
Perseroan berkomitmen menerapkan prinsip kesetaraan dan The Company is committed to implementing the principles
158
keberagaman dalam pengelolaan SDM untuk menciptakan of equality and diversity in human capital management to
lingkungan kerja yang inklusif, adil, dan harmonis. Prinsip ini create an inclusive, fair, and harmonious work environment.
diwujudkan melalui pemberian kesempatan yang setara kepada This principle is realized by providing equal opportunities to all
seluruh karyawan tanpa diskriminasi berdasarkan gender, suku, employees without discrimination based on gender, ethnicity,
agama, ras, atau golongan, dengan tetap menghormati Hak religion, race, or social class, while respecting human rights and
Laporan Keberlanjutan 2025 Sustainability Report
Asasi Manusia dan mematuhi peraturan ketenagakerjaan yang complying with applicable employment regulations. All decisions
berlaku. Setiap keputusan terkait perekrutan, promosi, dan regarding recruitment, promotion, and career development are
pengembangan karir sepenuhnya didasarkan pada kompetensi, based entirely on competency, qualifications, and performance.
kualifikasi, dan kinerja. [OJK F.18] [OJK F.18]
Berdasarkan prinsip tersebut, Perseroan menetapkan Peraturan Based on these principles, the The Company has established
Perusahaan yang mengatur usia minimal karyawan, yaitu 21 a Company Regulation governing the minimum employee age,
tahun atau minimal lulusan Strata Satu, baik untuk karyawan which is 21 years old or at least a Bachelor’s degree, for both
tetap maupun kontrak, guna mencegah praktik kerja anak. permanent and contract employees, this is to prevent child labor
Waktu kerja normal mengikuti ketentuan Pasal 77 Undang- practices. Normal working hours comply with Article 77 of Law
Undang No. 13 Tahun 2003 tentang Ketenagakerjaan yaitu No. 13 of 2003 concerning Manpower, which is 8 hours per
8 jam per hari atau 40 jam per minggu untuk 5 hari kerja. day or 40 hours per week for 5 working days. If work requires
Apabila pekerjaan membutuhkan waktu di luar jam kerja normal, time outside normal working hours, the Company provides fair
Perseroan memberikan kompensasi yang adil sehingga tidak compensation so that no party is disadvantaged or forced to
ada pihak yang dirugikan atau dipaksa bekerja. [OJK F.19] work. [OJK F.19]
Langkah-langkah strategis di atas tidak hanya meningkatkan The strategic steps above not only improve employee welfare
kesejahteraan karyawan, tetapi juga memperkuat daya saing but also strengthen the Company’s competitiveness by creating
Perseroan dengan menciptakan lingkungan kerja yang produktif, a productive, innovative work environment that aligns with the
inovatif, dan selaras dengan nilai-nilai keberlanjutan serta values of sustainability and social responsibility.
tanggung jawab sosial.
Page 159
INKLUSIVITAS DALAM REKRUTMEN INCLUSIVITY IN EMPLOYEE RECRUITMENT
DAN PERGANTIAN (TURNOVER) AND TURNOVER [OJK F.18, F.19]
KARYAWAN [OJK F.18, F.19]
Di tengah dinamika pasar yang terus berubah, tujuan utama Amidst constantly changing market dynamics, the Company’s
rekrutmen Perseroan adalah membangun organisasi yang primary recruitment objective is to build an adaptive and
adaptif dan berkelanjutan. Kami memprioritaskan rekrutmen sustainable organization. We prioritize competency-based
berbasis kompetensi guna mendukung transformasi bisnis recruitment to support business transformation and ongoing
dan inovasi berkelanjutan. Proses rekrutmen dilakukan secara innovation. The recruitment process is conducted openly,
terbuka dengan memberikan kesempatan yang setara bagi providing equal opportunities to all qualified candidates. To
semua kandidat yang memenuhi kualifikasi. Untuk mendukung support career development, the Company also offers internal
pengembangan karier, Perseroan juga membuka peluang hiring opportunities for employees to fill vacant positions. If
melalui internal hiring bagi karyawan untuk mengisi posisi yang human resource needs are not met internally, recruitment
kosong. Apabila kebutuhan SDM tidak terpenuhi secara internal, is conducted externally through various methods, including
rekrutmen dilakukan secara eksternal melalui berbagai metode, collaboration with recruitment vendors, referrals, and posting
termasuk kerja sama dengan vendor rekrutmen, referensi, serta vacancies on the official website and social media.
publikasi lowongan di situs resmi dan media sosial.
Sepanjang tahun 2025, Perseroan merekrut 3 (tiga) karyawan Throughout 2025, the Company recruited three new employees,
baru, sedangkan 10 karyawan meninggalkan Perseroan. Selain while 10 employees left the Company. In addition to ending
mengakhiri masa kerja melalui pengunduran diri dengan alasan their employment through resignation due to continuing their
melanjutkan studi, mengejar peluang karier yang lebih sesuai studies, pursuing career opportunities that better align with
dengan aspirasi profesional, pertimbangan kebutuhan dan their professional aspirations, or considering family needs
prioritas keluarga, terdapat pula karyawan yang meninggalkan and priorities, some employees also left the Company due to
Perseroan akibat berakhirnya masa kerja (pensiun). [GRI 401-1] the end of their employment period (retirement). [GRI 401-1]
Dalam pengelolaan karyawan, Perseroan menerapkan In managing employee, the Company implements an approach
pendekatan yang menekankan keterlibatan dan kesejahteraan that emphasizes employee engagement and well-being to
karyawan untuk meminimalkan turnover yang tidak diinginkan. minimize unwanted turnover. The Company ensures that every
Perseroan memastikan setiap karyawan merasa dihargai employee feels valued and has the opportunity to develop,
dan memiliki kesempatan berkembang, selain itu dengan in addition, by creating an inclusive work environment to
menciptakan lingkungan kerja inklusif guna mendukung retensi support talent retention. Employee turnover is strategically
talenta. Pergantian karyawan dikelola secara strategis melalui managed through data analysis and in-depth evaluations to
analisis data dan evaluasi mendalam sehingga proses transisi ensure a smooth transition without disrupting the Company’s
berjalan lancar tanpa mengganggu kinerja Perseroan. Pada performance.In this report, the Company does not provide
laporan ini, Perseroan tidak menyampaikan informasi tentang information about recruitment and employees leaving the
rekrutmen dan karyawan yang meninggalkan perusahaan company based on work area because SMF only has offices
berdasarkan wilayah kerja karena SMF hanya berkantor di in Jakarta.
Jakarta. 159
Jumlah dan Tingkat Rekrutmen dan Turnover Karyawan Baru Perseroan [GRI 401-1]
Number of the Company’s New Employee Recruitment and Turnover Rate PT Sarana Multigriya Finansial (Persero)
2025 2024 2023
Keterangan Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Description Rekrutmen Turnover Rekrutmen Turnover Rekrutmen Turnover
Number of Number of Number of Number of Number of Number of
Recruitment Turnover Recruitment Turnover Recruitment Turnover
Jenis Kelamin
Gender
Laki-laki 1 7 5 3 6 6
Male
Perempuan 2 3 3 1 4 4
Female
Jumlah 3 10 8 4 10 10
Total
Usia
Age
20-30 tahun 2 2 4 1 3 3
23-30 years old
Page 160
Jumlah dan Tingkat Rekrutmen dan Turnover Karyawan Baru Perseroan [GRI 401-1]
Number of the Company’s New Employee Recruitment and Turnover Rate
2025 2024 2023
Keterangan Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Description Rekrutmen Turnover Rekrutmen Turnover Rekrutmen Turnover
Number of Number of Number of Number of Number of Number of
Recruitment Turnover Recruitment Turnover Recruitment Turnover
31-35 tahun 1 2 2 1 6 4
31-35 years old
36-40 tahun - 2 2 1 - 1
36-40 years old
41-45 tahun - 2 - 1 - -
41-45 years old
46-50 tahun - 2 - - - -
46-50 years old
51-55 tahun - - - - - -
51-55 years old
>55 tahun - - - - - 2
>55 years old
Jumlah 3 10 8 4 10 10
Total
Catatan: Angka turnover di atas termasuk dengan data karyawan yang meninggal dunia.
Note:The above turnover number includes employee who passed away
Tingkat Rekrutmen dan Turnover Karyawan [GRI 401-1]
Employee Recruitment and Turnover Rates
Uraian
Description
2025 2024 2023
Jumlah karyawan meninggalkan Perseroan akibat mengundurkan diri 10 2 6
Number of employees resigning from the Company
160
Jumlah karyawan baru 3 8 10
Number of new hires
Jumlah karyawan awal tahun 117 113 113
Number of employees at the beginning of the year
Laporan Keberlanjutan 2025 Sustainability Report
Jumlah karyawan akhir tahun 110 117 113
Number of employees at the End of the year
Tingkat Rekrutmen 2,64% 6,96%* 8,85%
Recruitment Rates
Tingkat Turnover 8,81% 1,74%* 5,31%
Turnover Rates
*disajikan kembali
*Restatement
Penyebab Karyawan meninggalkan Perseroan [GRI 401-1]
Reasons of Employees Leaving the Company
Keterangan
Description
2025 2024 2023
Pensiun alami 1 - 2
Normal retirement
Pensiun dini 2 - -
Early retirement
Meninggal dunia 0 1 1
Passed Away
Mengundurkan diri 8 2 6
Resignation
Selesai masa kerja 0 1 1
End of contract
Jumlah 11 4 10
Total
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Internal Hiring Internal Hiring
Internal hiring adalah proses perekrutan yang sumber Internal hiring is a recruitment process carried out within the
kandidatnya berasal dari karyawan yang ada di Perseroan. Company by seeking candidates from existing employees. The
Proses ini dimulai dengan identifikasi kebutuhan posisi internal hiring process in the Company starts with identifying
kosong, yang kemudian diumumkan melalui flyer, dikirim ke the needs of vacant positions, which are then announced
kanal komunikasi internal, seperti email dan grup WhatsApp. through flyers, sent through internal communication channels
Karyawan yang berminat dapat melamar dengan mengajukan such as email and WhatsApp groups. Interested employees are
CV terbaru serta surat persetujuan dari atasan langsung. given the opportunity to apply by submitting their latest CV
Selanjutnya, Divisi SDM melakukan seleksi secara objektif and a letter of approval from their direct superior. After that,
berdasarkan kesesuaian kualifikasi, rekam jejak pengalaman, the HC Division carries out an objective selection process,
serta hasil wawancara atau asesmen. Kandidat yang lolos referring to the suitability of qualifications, track record of
akan menjalani proses administrasi mutasi atau promosi sesuai experience, and results of the interview or assessment. If
ketentuan yang berlaku. the candidate is declared passed, the administrative process
related to transfer or promotion will be carried out in accordance
with the applicable regulations.
Pada tahun 2025, mekanisme internal hiring berhasil In 2025, the internal hiring mechanism was successfully
dilaksanakan untuk mengisi 3 posisi, yaitu Staff Facility implemented to fill 3 positions, namely Facility Management
Management, Staff GCG & Internal Policy, dan Staff Business staff, GCG & Internal Policy staff, and Business Manager staff.
Manager.
Biaya Internal Hiring Perseroan
Internal Hiring Cost of the Company
Tahun Jumlah Internal Hiring Biaya yang dikeluarkan untuk Internal Hiring
Year Number of Internal Hiring Costs incurred for Internal Hiring
2025 3 Rp24.207.300
2024 2 Rp6.108.000
2023 2 Rp10.224.000
Inklusivitas Pengembangan Karier Karyawan Inclusivity in Employee Career Development
Pemberian kesempatan setara bagi karyawan untuk The Company strategically provides equal career advancement
mengembangkan karier merupakan langkah strategis Perseroan opportunities, fostering a work environment that supports both
dalam menciptakan lingkungan kerja yang mendukung individual and organizational growth. The company provides
pertumbuhan individu sekaligus organisasi. Perseroan clear and open career paths, allowing employees to plan their
menyediakan jalur karier yang jelas dan terbuka, memungkinkan long-term career development through promotions, employee
karyawan merencanakan pengembangan karier jangka panjang transfers, and rotations.
melalui promosi, mutasi, dan rotasi. 161
Proses pengembangan karier didasarkan pada penilaian The career development process is based on the performance
kinerja setiap karyawan menggunakan metode capaian IKU assessment of each employee using individual KPI achievements
individu dan hasil asesmen. Hasil kinerja individu merupakan and assessment results. method. Individual performance is a
PT Sarana Multigriya Finansial (Persero)
perbandingan antara target yang ditetapkan dengan capaian comparison of set targets with actual achievements, making it
aktual sehingga menjadi salah satu faktor dalam menentukan one of the factors in determining career paths and remuneration,
jenjang karier dan remunerasi serta mengidentifikasi karyawan as well as identifying employees who are eligible for promotion.
yang layak dipromosikan.
Secara rutin, Direksi melakukan rapat koordinasi dengan The Board of Directors regularly holds coordination meetings
Kepala Divisi, Kepala Bagian/Koordinator, dan Senior Staf with Division Heads, Section Heads/Coordinators, and Senior
untuk memantau pencapaian target BSC korporasi, membahas Staff to monitor the achievement of corporate BSC targets,
kendala, dan mencari solusi. Pelaporan realisasi BSC Divisi discuss obstacles, and seek solutions. Division BSC realization
dilakukan setiap enam bulan, sedangkan setiap individu, dari reports are submitted every six months, while each individual,
Kepala Divisi hingga Staf, memiliki Indikator Kinerja Utama from Division Heads to Staff, has Individual Key Performance
Individual (IKU). Peninjauan IKU dilakukan secara periodik, Indicators (IKU). KPI reviews are performed periodically for
untuk Kepala Divisi dan Kepala Bagian dilakukan setiap enam Division Heads and Section Heads are conducted every six
bulan, sementara untuk level Staf dilakukan setiap tiga bulan. months, while Staff level reviews are conducted every three
Penilaian kinerja dilakukan oleh Kepala Divisi untuk Kepala months. Division Heads conduct performance assessments for
Bagian dan Staf, sedangkan untuk Kepala Divisi dilakukan oleh Department Heads and Staff, while assessments for Division
masing-masing Direktur Bidang. [GRI 404-3] Heads are conducted by each respective Director. [GRI 404-3]
Page 162
Persentase Pegawai yang Menerima Promosi Pengembangan Karir berdasarkan Jenis Kelamin dan Kategori Pegawai [GRI 404-3]
Percentage of Employees Receiving Career Development Promotion by Gender and Employee Category
2025 2024 2023
Persentase
Persentase
Karyawan
Jumlah Jumlah Jumlah Karyawan
yang Persentase
Karyawan Karyawan Karyawan yang
Jumlah Mendapat Jumlah Karyawan Jumlah
yang yang yang Mendapat
Total Promosi Total yang Total
Mendapat Mendapat Mendapat Promosi
Uraian Karyawan Jabatan Karyawan Mendapat Karyawan
Promosi Promosi Promosi Jabatan (%)
Description (orang) (%) (orang) Promosi (orang)
Jabatan Jabatan Jabatan Percentage
Total Percentage Total Jabatan (%) Total
(orang) (orang) (orang) of
number of of number of Percentage number of
Number of Number of Number of Employees
employees Employees employees of Employees employees
Employees Employees Employees who
(people) who (people) who Received (people)
Promoted Promoted Promoted Received
Received Promotion (%)
(people) (people) (people) Promotion
Promotion
(%)
(%)
Jenis Kelamin
Gender
Laki-laki 3 72 4,17 5 79 6,33 32 77 41,56
Male
Perempuan 5 38 13,16 2 38 5,26 11 36 30,56
Female
Jumlah 8 110 7,27 7 117 5,98 43 113 38,05
Total
Kategori karyawan
Employee Category
Senior Vice - 3 - - 3 - 1 3 33,33
President
Vice President 3 12 25 - 11 - 8 11 72,73
162 Sr. Assistant 1 4 25 - 6 - - - -
Vice President
Assistant Vice 3 11 27,27 4 9 44,44 9 12 75,00
President
Senior Manager 1 14 7,14 2 15 13,33 8 14 57,14
Laporan Keberlanjutan 2025 Sustainability Report
Manager - 29 - 1 24 4,17 10 27 37,04
Assisstant - 31 - - 42 - 7 41 17,07
Manager
Senior - 6 - - 7 - - 5 -
Associate &
Associate
Jumlah 8 110 7,27 7 117 5,98 43 113 38,05
Total
Persentase Pegawai yang Menerima Rotasi Pengembangan Karir berdasarkan Jenis Kelamin dan Kategori Pegawai [GRI 404-3]
Percentage of Employees Receiving Career Development Rotation by Gender and Employee Category
2025 2024 2023
Jumlah Jumlah Persentase
Karyawan Persentase Karyawan Karyawan
Jumlah Persentase
yang Karyawan yang yang
Karyawan yang Karyawan
Mendapat Jumlah yang Jumlah Mendapat Jumlah Mendapat
Mendapat yang
Rotasi Total Mendapat Total Rotasi Total Rotasi
Rotasi Jabatan Mendapat
Uraian Jabatan Karyawan Rotasi Karyawan Jabatan Karyawan Jabatan
(orang) Rotasi
Description (orang) (orang) Jabatan (%) (orang) (orang) (orang) (%)
Number of Jabatan (%)
Number of Total Percentage Total Number of Total Percentage
Employees Percentage
Employees number of of number of Employees number of of
who Received of Employees
who employees Employees employees who employees Employees
Position who Got
Received (people) who Got (people) Received (people) who Got
Rotation Position
Position Position Position Position
(people) Rotation (%)
Rotation Rotation (%) Rotation Rotation
(people) (people) (%)
Jenis Kelamin
Gender
Page 163
Persentase Pegawai yang Menerima Rotasi Pengembangan Karir berdasarkan Jenis Kelamin dan Kategori Pegawai [GRI 404-3]
Percentage of Employees Receiving Career Development Rotation by Gender and Employee Category
2025 2024 2023
Jumlah Jumlah Persentase
Karyawan Persentase Karyawan Karyawan
Jumlah Persentase
yang Karyawan yang yang
Karyawan yang Karyawan
Mendapat Jumlah yang Jumlah Mendapat Jumlah Mendapat
Mendapat yang
Rotasi Total Mendapat Total Rotasi Total Rotasi
Rotasi Jabatan Mendapat
Uraian Jabatan Karyawan Rotasi Karyawan Jabatan Karyawan Jabatan
(orang) Rotasi
Description (orang) (orang) Jabatan (%) (orang) (orang) (orang) (%)
Number of Jabatan (%)
Number of Total Percentage Total Number of Total Percentage
Employees Percentage
Employees number of of number of Employees number of of
who Received of Employees
who employees Employees employees who employees Employees
Position who Got
Received (people) who Got (people) Received (people) who Got
Rotation Position
Position Position Position Position
(people) Rotation (%)
Rotation Rotation (%) Rotation Rotation
(people) (people) (%)
Laki-laki 3 72 11,11 18 79 22,78 11 77 14,29%
Male
Perempuan 2 38 5,26 8 38 21,05 4 36 11,11%
Female
Jumlah 5 110 4,55 26 117 22,22 15 113 13,27%
Total
Kategori karyawan
Employee Category
Senior Vice - 3 - - 3 - - 3 -
President
Vice President - 12 - - 11 - - 11 -
Sr. Assistant - 4 - 1 6 16,67 3 - -
Vice President
Assistant Vice - 11 - 1 9 11,11 2 12 16,67%
President
Senior 1 14 7,14 1 15 6,67 - 14 -
Manager
Manager 3 29 10,34 10 24 41,67 5 27 18,52%
Assisstant 1 31 3,23 11 42 26,19 3 41 7,32%
Manager
Senior - 6 - 2 7 28,57 - 5 -
Associate
Associate - - - - - - 2 - -
Jumlah 5 110 4,55 26 117 22,22 15 113 13,27%
Total 163
MENINGKATKAN KOMPETENSI SDM IMPROVING HUMAN CAPITAL
[GRI 404-2] [GRI G4 FS4] [OJK F.22] COMPETENCY [GRI 404-2]
PT Sarana Multigriya Finansial (Persero)
[GRI G4 FS4] [OJK F.22]
Perseroan memberikan kesempatan kepada setiap karyawan The Company provides opportunities for all employees to
untuk mengembangkan keterampilan dan kualifikasinya enhance their skills and qualifications through training
melalui program pelatihan dan pengembangan, yang tidak and development programs, which not only support the
hanya mendukung pencapaian potensi maksimal individu, achievement of individual maximum potential but also
tetapi juga memperkuat kapabilitas Perseroan dalam strengthen the Company’s capabilities in facing challenges
menghadapi tantangan dan perubahan di industri pembiayaan and changes in the secondary housing finance industry. This
sekunder perumahan. Program ini mencakup coaching untuk program includes coaching to improve soft skills and encourage
meningkatkan soft skill dan mendorong pengembangan diri. self-development. To develop technical skills, the Company
Untuk pengembangan keterampilan teknis, Perseroan bekerja collaborates with credible and qualified training institutions.
sama dengan lembaga pelatihan kredibel dan berkualitas. Training is provided both internally (in-house) and externally
Pelatihan diselenggarakan secara internal (in-house) maupun (public courses), with every employee having the opportunity
eksternal (public course) dengan kesempatan bagi setiap to attend public courses up to twice a year.
karyawan untuk mengikuti public course hingga dua kali dalam
setahun.
Page 164
Anggaran dan Realisasi Program Pengembangan Kompetensi Karyawan
Budget and Realization of the Company’s Employee Competency Development Program
Tahun Anggaran Pelatihan Realisasi Biaya Pelatihan
Year Training Budget Training Cost Realization
2025 Rp5.705.960.000 Rp5.258.135.033
2024 Rp4.192.000.000 Rp3.858.957.265
2023 Rp4.900.000.000 Rp4.698.892.956
Catatan: Nilai realisasi sebesar Rp5.258.135.033 pada tahun 2024, merupakan biaya yang dikeluarkan SMF termasuk pada kegiatan benchmark, beasiswa dan pembelian buku terkait
dengan anggaran pelatihan.
Note: The realized value of Rp3,858,957,265 in 2024 represents costs incurred by SMF, including benchmarking activities, scholarships, and book purchases related to the training
budget.
Merujuk anggaran di atas, Perseroan mengalokasikan investasi Referring to the budget above, the Company allocates an
sebesar Rp5,258 miliar untuk karyawan untuk mengikuti investment of Rp5.258 billion per employee to participate in
pelatihan dan pengembangan kompetensi. Program ini training and competency development. This program provides
memberikan kesempatan bagi karyawan untuk meningkatkan opportunities for employees to improve technical and soft
keterampilan teknis maupun soft skill, memperluas wawasan, skills, broaden their horizons, and prepare themselves to face
dan mempersiapkan diri menghadapi tantangan profesional. professional challenges. The benefits of this investment are
Manfaat dari investasi tersebut dirasakan secara langsung directly felt by individuals in the form of increased abilities,
oleh individu berupa peningkatan kemampuan, motivasi, dan motivation, and job satisfaction, while also contributing to
kepuasan kerja, sekaligus berkontribusi pada kinerja Perseroan the Company’s performance by building a more competent,
dengan membangun tim yang lebih kompeten, inovatif, dan siap innovative team that is ready to support the achievement of
mendukung pencapaian target jangka panjang perusahaan. the company’s long-term targets.
Program Pengembangan Kompetensi Karyawan Tahun 2025
Competency Development Programs for Employees in 2025
Keterangan Jumlah Kegiatan Pelatihan
Total Peserta
Total Participants
164 In House Training 18 426
Pelatihan Eksternal 60 196
Pelatihan Terkait Topik Keberlanjutan Tahun 2025 [OJK F.22]
Laporan Keberlanjutan 2025 Sustainability Report
Training on Sustainability Topics in 2025
No.
Topik Pelatihan Jumlah Peserta
Training Topics Total Participants
1 Anti Pencucian Uang, Pencegahan Pendanaan Terorisme, dan Pencegahan Pendanaan Proliferasi Senjata 23
Pemusnah Massal (APU, PPT, dan PPPSPM)
Anti-Money Laundering, Counter-Terrorism Financing, and Counter-Proliferation of Weapons of Mass
Destruction (AML, CFT, and PPPSPM)
2 Climate Change 24
3 Effective Leadership 1
4 Emisi Scope 3 18
Scope 3 Emissions
5 GRC Summit 2025 ; Resilience to Sustainability ; Leading Throuht GRC in The Post - Digital Era 1
6 Hak Asasi Manusia 23
Human Rights
7 Pelindungan Konsumen 19
Consumer Protection
8 Sustainable Finance Forum; Banking on Change; A Roadmap for a Climate-Aligned Future for Financial 1
Institutions
9 The 20th IRSA International Conference 2025 - Localizing Smart Economy and Infrastructure for Inclusive 3
Growth and Sustainability
Untuk total jumlah peserta pelatihan pada masing-masing The total number of training participants in each training
program pelatihan dapat dilihat pada Laporan Tahunan PT program is available in the Annual Report of PT Sarana
Sarana Multigriya Finansial (Persero) tahun 2025, pada bab Multigriya Finansial (Persero) in 2025, in the Business Support
Fungsi Penunjang Bisnis bagian Pengembangan Kompetensi. Function chapter, Competency Development sub-chapter.
[GRI 404-1] [GRI G4 FS4] [GRI 404-1] [GRI G4 FS4]
Page 165
Sepanjang tahun 2025, Perseroan menyelenggarakan pelatihan In 2025, the Company provided a total of 818.91 hours of
dengan total 818,91 jam dengan rata-rata durasi pelatihan per training, with an average training duration of 1,325 hours per
karyawan laki-laki sebesar 1.325 jam/tahun dan karyawan year for male employees and 564 hours per year for female
perempuan sebesar 564 jam/tahun. Rata-rata jam pelatihan employees. The average training hours by employee category
selengkapnya, termasuk berdasarkan kategori pegawai, are as follows: [GRI 404-1] [GRI G4 FS4]
disampaikan dalam tabel berikut: [GRI 404-1] [GRI G4 FS4]
Rata-rata Jam Pelatihan Karyawan Berdasarkan Kategori Karyawan [GRI 404-1] [OJK F.22]
Average Employee Training Hours based on Employee Category
2025 2024 2023
Rata-rata Rata-rata Rata-rata
Jam Jam Jam
Pelatihan Pelatihan Pelatihan
Jumlah Jumlah Jumlah
Jumlah per Jumlah per Jumlah per
Jam Jam Jam
Karyawan Karyawan Karyawan Karyawan Karyawan Karyawan
Uraian Pelatihan Pelatihan Pelatihan
(Orang) (Jam/ (Orang) (Jam/ (Orang) (Jam/
Description (Jam) (Jam) (Jam)
Number Orang) Number Orang) Number Orang)
Total Total Total
of Average of Average of Average
Training Training Training
Employees Training Employees Training Employees Training
Hours Hours Hours
(Person) Hours per (Person) Hours per (Person) Hours per
(Hours) (Hours) (Hours)
Employee Employee Employee
(Hours/ (Hours/ (Hours/
Person) Person) Person)
Jenis Kelamin
Gender
Laki-laki 72 4.437 61,63 78 28.520 365,64 77 30.048 390,23
Male
Perempuan 38 2.093 55,08 39 11.176 286,56 36 12.704 352,89
Female
Jumlah 110 6.530,25 59,37 117 39.696 339,28 113 42.752 378,34
Total
Kategori Karyawan*
Employee Category*
Senior Vice 3 124,5 41,5 3 448 149,33 3 464 154,67
President
Vice President 12 988,75 82,40 11 8.408 764,36 11 10.264 933,09
Sr. Assistant 4 207,5 51,88 6 6.888 1148,00 - - -
Vice President
Assistant Vice 11 654,5 59,50 10 10.392 1039,20 12 13.944 1162,00 165
President
Senior Manager 14 846 60,43 15 4.024 268,27 14 7.112 508,00
Manager 29 1.645 56,72 25 3.512 140,48 27 5.608 207,70
PT Sarana Multigriya Finansial (Persero)
Assisstant 31 1.712 55,23 41 5.448 132,88 41 5.184 126,44
Manager
Sr. Associate 6 352 58,67 6 576 96,00 - - -
Associate - - - - - - 5 176 35,20
Jumlah 110 6.530,25 59,37 117 39.696 339,28 113 42.752 378,34
Total
* Informasi rata-rata jam pelatihan tahun 2023 pada kategori berdasarkan jenis kelamin dihitung di luar pelatihan yang diikuti oleh karyawan (Manajemen & Alih Daya)
*Information on average training hours in 2023 in categories based on gender is calculated excluding training attended by employees (Management & Outsourcing)
Perseroan tidak hanya menyelenggarakan berbagai pelatihan The Company not only organizes various training to increase
untuk meningkatkan kompetensi karyawan, tetapi juga employee competency, but also provides scholarships to
mendukung pengembangan pendidikan formal melalui program employees to continue their formal education through the
beasiswa S2. Pada tahun 2025, sebanyak 1 (satu) karyawan Master’s degree scholarship program. As for 2025, 1 (one)
memperoleh kesempatan untuk melanjutkan pendidikan ke employees were given the opportunity to continue their
jenjang Strata 2 (S2). education to the Master’s degree level.
Page 166
CAPACITY BUILDING TERKAIT ESG ESG-RELATED CAPACITY BUILDING
[GRI 404-2] [GRI G4 FS4] [OJK F.22] [GRI 404-2] [GRI G4 FS4] [OJK F.22]
Perseroan menyadari pentingnya mengintegrasikan prinsip- The Company acknowledges the importance of integrating
prinsip ESG ke seluruh aspek operasional. Oleh karena itu, ESG principles into all of its core operations. ESG capacity-
program capacity building ESG bagi SDM internal menjadi building programs for internal HC are mandatory to ensure
langkah penting untuk memastikan seluruh karyawan that all employees understand and are able to implement
memahami dan mampu menerapkan prinsip ESG dalam ESG principles in their duties. This aligns with the Company’s
menjalankan tugasnya. Langkah ini sejalan dengan komitmen commitment to sustainable development and long-term value
Perseroan terhadap pembangunan berkelanjutan sekaligus creation. By enhancing ESG expertise among its Human Capital,
meningkatkan nilai perusahaan jangka panjang. Peningkatan the Company can effectively identify and manage potential
kapasitas SDM dalam ESG juga memungkinkan Perseroan ESG risks and capitalize on business opportunities that align
mengidentifikasi dan mengelola risiko ESG potensial serta with market trends that increasingly prioritize sustainability.
memanfaatkan peluang bisnis yang selaras dengan tren pasar
yang semakin mengutamakan keberlanjutan.
Sepanjang tahun 2025, Perseroan telah menyelenggarakan Throughout 2025, the Company has implemented ESG capacity
program capacity building ESG sebagaimana tabel berikut: building programs as shown in the following table:
Daftar Pelatihan Terkait ESG Tahun 2025
ESG Training List for 2025
Durasi Jumlah
No
Judul Pelatihan Metode Mulai Selesai Penyelenggara (Jam) Peserta
Training Title Methods Start Finish Organizer Duration Number of
(hours) Participants
1 Climate Change Offline 18 November 2025 18 November 2025 PT Surveyor Indonesia 8 24
November 18, 2025 November 18, 2025
166 2 Emisi Scope 3 Offline 12 Desember 2025 12 Desember 2025 PT BATS International 8 18
Scope 3 Emissions December 12, 2025 December 12, 2025 Group
3 Hak Asasi Manusia Offline 17 November 2025 17 November 2025 PT Surveyor Indonesia 8 23
Human rights November 17, 2025 November 17, 2025
Laporan Keberlanjutan 2025 Sustainability Report
4 Sustainable Finance Forum; Offline 19 Juni 2025 19 Juni 2025 Kadin Indonesia 8 1
Banking on Change; A June 19, 2025 June 19, 2025
Roadmap for a Climate-
Aligned Future for Financial
Institutions
CAPACITY BUILDING TERKAIT CAPACITY BUILDING RELATED
HAK ASASI MANUSIA TO HUMAN RIGHTS [DW1.1]
Sebagai bagian dari upaya penguatan tata kelola dan As part of its efforts to strengthen governance and risk
manajemen risiko terkait Hak Asasi Manusia (HAM), pada management related to human rights (HAM), in 2025, the
tahun 2025, Perseroan telah menyusun program capacity Company has developed a human rights capacity building
building HAM yang mencakup modul pelatihan terkait risiko program that includes training modules related to human rights
HAM dalam rantai nilai perusahaan, termasuk kegiatan Due risks in the company’s value chain, including Due Diligence and
Diligence dan Human Rights Due Diligence (HRDD). Program ini Human Rights Due Diligence (HRDD) activities. This program
menargetkan 50–80% karyawan dari Divisi Manajemen Risiko targets 50–80% of employees from the Risk Management and
dan Human Capital untuk mengikuti pelatihan sehingga setiap Human Capital Divisions to participate in the training so that
peserta dapat memahami risiko HAM yang mungkin muncul dan each participant understands potential human rights risks and
langkah mitigasinya. Selain itu, Perseroan menyelenggarakan their mitigation measures. In addition, the Company conducted
sesi pelatihan bagi seluruh karyawan yang relevan, serta training sessions for all relevant employees and strengthened
memperkuat kampanye internal untuk implementasi HAM, internal campaigns for human rights implementation, with a
dengan fokus pada prinsip anti-diskriminasi dan pencegahan focus on anti-discrimination principles and the prevention of
kekerasan di lingkungan kerja. violence in the workplace.
Melalui program ini, Perseroan menargetkan agar lebih dari 50% Through this program, the Company targets more than 50% of
peserta pelatihan mampu menunjukkan pemahaman yang baik training participants to demonstrate a good understanding of
terkait HAM sehingga output-nya berupa peningkatan kapasitas human rights, resulting in increased capacity and understanding
Page 167
dan pemahaman karyawan, khususnya di Divisi Manajemen of human rights issues among employees, particularly in the
Risiko dan Human Capital, terhadap isu-isu HAM. Dengan Risk Management and Human Capital Divisions. Thus, the
demikian, program capacity building HAM tidak hanya menjadi human rights capacity building program not only serves as an
sarana edukasi, tetapi juga mendukung penciptaan budaya educational tool but also supports the creation of a corporate
perusahaan yang menghormati hak asasi manusia, mencegah culture that respects human rights, prevents potential violations,
potensi pelanggaran, dan memperkuat komitmen Perseroan and strengthens the Company’s commitment to responsible
terhadap praktik keberlanjutan yang bertanggung jawab. sustainability practices.
Pada tahun 2025, Perseroan telah menyelenggarakan pelatihan In 2025, the Company conducted human rights training
terkait HAM yang diikuti oleh 23 karyawan yang merupakan attended by 23 employees representing the Corporate
perwakilan dari Sekretariat Perusahaan, Divisi Riset Ekonomi, Secretariat, Economic Research Division, Internal Audit Unit,
Satuan Pengawasan Intern, Divisi Strategi dan Pengembangan Strategy and Corporate Development Division, Human Capital
Korporasi, Divisi Sumber Daya Manusia, Divisi Keuangan Division, Finance and Transaction Settlement Division, Risk
dan Penyelesaian Transaksi, Divisi Manajemen Risiko dan Management and Compliance Division, Information Technology
Kepatuhan, Divisi Teknologi Informasi, Divisi Manajemen Kredit, Division, Credit Management Division, Financing Division,
Divisi Pembiayaan, Divisi Tresuri dan Hubungan Investor, Unit Treasury and Investor Relations Division, Sharia Business
Usaha Syariah, dan Divisi Structured Product, Program Khusus Unit, and Structured Product, Special Programs, and Legal
dan Hukum. Selepas pelatihan, Perseroan melakukan evaluasi Divisions. Following the training, the Company evaluated the
mengenai pelaksanaan pelatihan, termasuk di dalamnya materi training implementation, including the training materials, with
pelatihan, dengan nilai 4 (dari 5). a score of 4 out of 5.
INKLUSIVITAS DAN BUDAYA KERJA YANG INCLUSIVITY AND A WORK CULTURE
MENDUKUNG KEBERAGAMAN GENDER THAT SUPPORTS GENDER DIVERSITY
Sebagai bagian dari upaya capacity building terkait Hak Asasi As part of its capacity building efforts related to human
Manusia (HAM), Perseroan menekankan pentingnya inklusi rights, the Company emphasizes the importance of inclusion
dan budaya kerja yang mendukung keberagaman, khususnya and a work culture that supports diversity, particularly for
gender perempuan. Untuk itu, Perseroan menyusun dan women. Therefore, the Company has developed and published
mempublikasikan komitmen serta kebijakan yang mendukung commitments and policies that support diversity and inclusion,
keberagaman dan inklusi, sekaligus menetapkan target while also setting targets for diversity representation at every
representasi keberagaman di setiap level jabatan perusahaan. level of the company’s position. This approach also includes
Pendekatan ini juga mencakup penyusunan formula developing calculation formulas and measurement mechanisms
perhitungan dan mekanisme pengukuran pencapaian target, for target achievement, both based on total employees at the
baik berdasarkan total karyawan di level manajemen maupun management level and all employees at the Company so that
seluruh karyawan Perseroan sehingga implementasinya dapat implementation can be monitored objectively and continuously.
dipantau secara objektif dan berkelanjutan.
Melalui langkah-langkah tersebut, Perseroan memiliki Through these steps, the Company has female representation
keterwakilan perempuan di level jabatan tertentu, serta at certain levels and ensures publicly accessible DEI (Diversity, 167
memastikan kebijakan DEI (Diversity, Equity, Inclusion) Equity, and Inclusion) policies. As of December 31, 2025, the
dapat diakses secara publik. Per 31 Desember 2025, jumlah number of women at the Division Head level was recorded at
perempuan di level jabatan Kepala Divisi tercatat sebanyak four, or 28.57% of the total Division Heads at the Company.
4 (empat) orang atau 28,57% dari total keseluruhan Kepala
PT Sarana Multigriya Finansial (Persero)
Divisi di Perseroan.
INKLUSIVITAS PROGRAM INCLUSIVITY OF EMPLOYEE
KESEJAHTERAAN KARYAWAN WELFARE PROGRAMS
Remunerasi Remuneration
Perseroan memberikan remunerasi yang adil kepada seluruh The Company provides fair remuneration to all employees,
karyawan dengan mempertimbangkan kompetensi, kinerja, taking into account competency, performance, job classification,
golongan jabatan, masa kerja, dan beban kerja. Hal ini tercermin length of service, and workload. This is reflected in the 1:1 basic
pada rasio basic salary 1:1 di mana seluruh karyawan, baik salary ratio, in which all employees, both male and female, in
pria maupun wanita, pada setiap kategori pegawai menerima every employee category receive equal remuneration.
remunerasi yang setara.
Dalam upaya memenuhi ketentuan yang berlaku, Perseroan In an effort to comply with applicable regulations, the
menetapkan kebijakan upah minimum untuk menjamin standar Company has established a minimum wage policy to achieve
hidup yang layak bagi karyawan. Penetapan upah minimum a decent standard of living for employees. The minimum
memperhitungkan harga kebutuhan pokok, tingkat inflasi, wage is determined taking into account the price of basic
Page 168
standar kelayakan hidup, dan faktor relevan lainnya. Sebagai necessities, the inflation rate, the standard of living, and
bagian dari komitmen meningkatkan kesejahteraan karyawan, other relevant factors. As part of its commitment to improving
Perseroan menetapkan upah karyawan tetap golongan terendah employee welfare, the Company has set the entry-level wage
(entry level) sedikit lebih tinggi dari Upah Minimum Provinsi for permanent employees slightly higher than the 2025 DKI
DKI Jakarta 2025 guna memastikan karyawan memperoleh Jakarta Provincial Minimum Wage to ensure employees receive
kompensasi yang memadai dan mendukung kualitas hidup adequate compensation and support their quality of life. [GRI
mereka. [GRI 202-1] [OJK F.20] 202-1] [OJK F.20]
Perbandingan Gaji Karyawan Golongan Terendah Dengan Upah Minimum
Comparison of Entry-Level Employee Wages to Minimum Wage
Wilayah Operasi Gaji Karyawan Golongan Upah Minimum Rasio Gaji Karyawan Golongan Terendah/
Tahun Perseroan Terendah/Entry Level (Rp) DKI Jakarta Entry Level Dibandingkan Upah Minimum
Year Company’s Entry-Level Employee Wages Minimum Wage Ratio of Entry-Level Employee Wage to
Operational Area (Rp) DKI Jakarta Minimum Wage
2025 DKI Jakarta 6.246.000 5.396.791 15,74%
Note: Gaji terendah sesuai dengan struktur skala upah yang berlaku di Perseroan
Note: The lowest salary is in accordance with the wage scale structure applicable in the Company
Selain upah, Perseroan memberikan tunjangan berdasarkan In addition to wages, the Company provides benefits based
status karyawan sebagaimana tabel berikut: on employee status as per the following table:
Perbedaan Komponen Tunjangan Berdasarkan Status Kepegawaian [GRI 401-2]
Differences in Allowance Based on Employee Status
Status Kepegawaian
Employee Status
Komponen
Component Karyawan Tetap
Karyawan Tidak Tetap Alih Daya
Permanent
Contract Employee Outsourcing
Employee
168
Gaji Pokok √ √ √
Basic Salary
Asuransi Rawat Inap & Rawat lahir √ √ √
Inpatient & Maternity Insurance
Laporan Keberlanjutan 2025 Sustainability Report
BPJS Kesehatan Social √ √ √
Social Security for Health
BPJS Ketenagakerjaan √ √ √
Social Security for Employment
Tunjangan rawat jalan termasuk rawat gigi dan kaca mata √ √ -
Outpatient allowance including dental and optical allowance
Penghargaan masa bakti √ - -
Appreciation for term of service
Tunjangan kinerja √ √ -
Performance allowance
Tunjangan jabatan (untuk karyawan tertentu) √ √ √
Functional allowance (for certain employees)
Beasiswa √ - -
Scholarship
Fasilitas makan siang √ √ √
Lunch allowance
Pendidikan dan Pelatihan √ √ √
Education and Training
Tunjangan hari raya √ √ √
Religious holiday allowance
Tunjangan cuti tahunan √ √ √
Annual leave allowance
Tunjangan cuti besar √ - -
Sabbatical leave allowance
Tunjangan transportasi √ √ -
Transportation allowance
Page 169
Perbedaan Komponen Tunjangan Berdasarkan Status Kepegawaian [GRI 401-2]
Differences in Allowance Based on Employee Status
Status Kepegawaian
Employee Status
Komponen
Component Karyawan Tetap
Karyawan Tidak Tetap Alih Daya
Permanent
Contract Employee Outsourcing
Employee
Bonus Kinerja Tahunan √ √ √
Annual Performance Bonus
Sales Insentive √ √ -
Alat komunikasi (untuk karyawan tertentu) dan penunjang kerja √ √ -
Communication device (for certain employees) and work support
DPLK √ √ -
Financial Institution Pension Fund
Medical Check Up √ - -
Perlindungan Asuransi Jiwa dan Penyakit Kritis √ √ -
Insurance for Life and Critical Illness Protection
Seragam Karyawan √ √ -
Employee Uniforms
Kendaraan Operasional √ √ -
Operational Vehicles
Bantuan Kesehatan (Vaksin & Booster Vitamin) √ √ √
Medical Aid (Vaccination & Vitamin C)
Bagi peserta magang, Perseroan memberikan uang saku For interns, the Company provides allowances and insurance
serta jaminan asuransi melalui BPJS sebagai bentuk apresiasi coverage through BPJS as a form of appreciation and support
sekaligus dukungan terhadap kesejahteraan mereka selama for their welfare during the internship program. This also
program magang. Langkah ini mencerminkan komitmen reflects the Company’s commitment to creating an inclusive
Perseroan menciptakan lingkungan kerja inklusif dan work environment and providing a professional and beneficial
memberikan pengalaman profesional yang bermanfaat untuk work experience for skill development of the interns.
pengembangan keterampilan peserta magang.
RASIO KOMPENSASI TOTAL TAHUNAN TOTAL ANNUAL COMPENSATION RATIO
Rasio kompensasi total tahunan Perseroan digunakan untuk The annual total compensation ratio of the Company is a
membandingkan gaji dan tunjangan yang diterima oleh senior measurement unit used to compare the salary and benefits
manajemen yaitu Deputi Direktur dengan gaji tertinggi terhadap received by senior management, in this case the Deputy 169
nilai tengah total kompensasi tahunan seluruh karyawan (tidak Director, with the median value of the total annual compensation
termasuk individu dengan bayaran tertinggi). Perseroan paid by the Company to all employees (excluding the highest
berkomitmen memastikan kompensasi diberikan secara paid individual). The Company is committed to at all times
proporsional dengan kinerja dan adil, mencerminkan kontribusi ensuring that compensation is always provided in proportion
PT Sarana Multigriya Finansial (Persero)
setiap karyawan terhadap pencapaian kinerja Perseroan. with performance and fairness, reflecting the contribution
of each employee to achieving the Company’s performance
Pada tahun 2025, perbandingan pendapatan tertinggi Deputi In 2025, by comparing the highest income, namely Deputy
Direktur dengan rata-rata pendapatan seluruh karyawan Director and the average income of all employees, the ratio
menghasilkan rasio kompensasi total tahunan sebesar 4,38 : of total annual compensation of employees was 4.38 : 1.
1. Perbandingan dengan tahun sebelumnya tidak bisa dilakukan Comparison with the previous year cannot be made because
karena pada tahun 2024, penerima gaji dan tunjangan senior in 2024, the highest senior management salary and allowance
manajamen tertinggi merujuk pada Kepala Divisi. [GRI 2-21] recipient refers to the Head of Division. [GRI 2-21]
CUTI MELAHIRKAN MATERNITY LEAVE
Perseroan menerapkan kebijakan cuti melahirkan untuk The Company implements a maternity leave policy to support
mendukung kesejahteraan karyawan perempuan selama the welfare of female employees during pregnancy and
masa kehamilan dan pasca-persalinan. Sesuai peraturan yang postpartum. In accordance with applicable regulations, female
berlaku, karyawan perempuan berhak atas cuti selama 3 bulan employees are entitled to 3 months or 90 days of maternity
(90 hari) untuk pemulihan fisik dan perawatan anak. Selain itu, leave for physical recovery and taking care of their children.
Page 170
Perseroan memberikan paternity leave selama dua hari bagi In addition, the Company also provides two days of paternity
karyawan laki-laki yang menemani istri selama persalinan. Jika leave to male employees to accompany their wives during
terdapat karyawan perempuan dengan kondisi medis khusus childbirth. Furthermore, if an employee experiences medical
selama masa melahirkan, Perseroan memberikan tambahan complications during the maternity phase, the Company gives
cuti selama 1,5 bulan. Selama cuti, Perseroan menjamin hak additional leave for 1.5 months. During leave, the Company
karyawan dengan tetap memberikan gaji dan tunjangan sesuai guarantees employee rights by continuing to provide salaries
ketentuan, serta memastikan karyawan dapat kembali bekerja and benefits according to regulations, and that employees
setelah masa cuti berakhir. [GRI 401-3] can return to work after the leave period ends. [GRI 401-3]
Realisasi Maternity dan Paternity Leave Tahun 2024-2025 [GRI 401-3]
Realization of Maternity and Paternity Leave in 2024-2025
2025 2024
Uraian Perempuan Laki-laki
Perempuan Laki-laki
Description Female Male
Female Male
(Maternity (Paternity (Maternity Leave) (Paternity leave)
Leave) leave)
Jumlah karyawan yang berhak mendapatkan hak cuti 5 3 5 8
Number of employees entitled to leave rights
Jumlah karyawan yang menggunakan hak cuti 5 3 5 8
Number of employees exercising the leave rights
Jumlah karyawan yang kembali bekerja setelah masa 5 3 5 8
cuti berakhir
Number of employees who return to work after the
leave period ends
Jumlah karyawan yang kembali bekerja setelah masa 5 7 5 8
cuti berakhir, yang masih dipekerjakan kembali 12
bulan setelah kembali bekerja
Number of employees who return to work after the
leave period ends and are still employed 12 months
after their return
170
Tingkat karyawan yang menggunakan hak cuti 100% 100% 100% 100%
yang kembali bekerja (%)
Percentage of employees who exercised leave rights
and returned to work
Tingkat karyawan yang kembali setelah masa 100% 87,5% 100% 100%
Laporan Keberlanjutan 2025 Sustainability Report
cuti berakhir, yang masih dipekerjakan kembali
12 bulan setelah kembali bekerja
Percentage of employees who return after their
leave period ends and are still employed 12 months
after their return
PROGRAM PENSIUN RETIREMENT PROGRAM
Untuk mempersiapkan karyawan menghadapi masa pensiun, To prepare employees for retirement, the Company enrolls its
Perseroan melibatkan karyawan dalam program Dana Pensiun employees in the Financial Institution Pension Fund (DPLK) and
Lembaga Keuangan (DPLK) dan Program Jaminan Pensiun (JP) the Pension Guarantee Program (JP) from the Social Security
dari BPJS Ketenagakerjaan. Dengan demikian, karyawan yang Agency (BPJS Ketenagakerjaan). This way, employees reaching
memasuki usia pensiun akan memperoleh manfaat pensiun retirement age will receive pension benefits that can be used
yang dapat dimanfaatkan sebagai modal untuk berwirausaha as capital for starting a business or pursuing other productive
atau menjalani aktivitas produktif lainnya. [GRI 3-3] activities. [GRI 3-3]
Sesuai Peraturan Pemerintah No. 45 Tahun 2015 Pasal 15 dan In accordance with Government Regulation No. 45 of 2015, Article
Keputusan Kepala Dinas Tenaga Kerja dan Transmigrasi Provinsi 15, and Decree of the Head of the Jakarta Provincial Manpower
DKI Jakarta No. 446/PP/L/VI/SS/2017 tanggal 22 Juni 2017 Pasal and Transmigration Office No. 446/PP/L/VI/SS/2017, dated June
8, Perseroan memberikan imbalan kerja bagi karyawan yang 22, 2017, Article 8, the Company provides employee benefits
mencapai usia pensiun, yaitu 56 tahun. Perseroan menerapkan for employees who reach retirement age, which is 56 years
kebijakan kontribusi sebesar 7% dari gaji pokok setiap bulan old. The Company implements a policy of contributing 7% of
ke DPLK, yang merupakan program pensiun imbalan pasti, basic salary each month to the DPLK, which is a defined benefit
sepenuhnya dibiayai oleh Perseroan. Akumulasi saldo DPLK pension program, fully funded by the Company. The accumulated
ini dapat digunakan untuk membiayai imbalan pensiun normal DPLK balance can be used to finance normal pension benefits in
sesuai Undang-Undang Ketenagakerjaan. [GRI 201-3] accordance with the Manpower Law. [GRI 201-3]
Page 171
Menjaga Hubungan Industrial Maintaining Industrial Relations
Perseroan berkomitmen membangun dan memelihara hubungan The Company is committed to building and maintaining
industrial yang harmonis, kondusif, dan saling menguntungkan harmonious, conducive, and mutually beneficial industrial
melalui penciptaan lingkungan kerja yang mendorong relations by creating a work environment that encourages
komunikasi jujur dan terbuka antara manajemen dan karyawan. honest and open communication between management and
Perseroan juga melaksanakan dialog rutin untuk menampung employees. The Company also conducts regular dialogues
dan membahas aspirasi karyawan, serta menerapkan kebijakan to accommodate and discuss employee aspirations, and
ketenagakerjaan yang adil dan sesuai ketentuan hukum. Hak- implements fair and legally compliant employment policies.
hak karyawan, termasuk kebebasan menyampaikan pendapat Employee rights, including freedom of expression and ethical
dan berserikat secara etis, tetap dijamin. association, is guaranteed.
Untuk menjaga keharmonisan, Perseroan memiliki LKS Bipartit, To maintain harmony, the Company has a Bipartite LKS, which
yang berfungsi sebagai wadah komunikasi dan konsultasi serves as a forum for communication and consultation between
antara manajemen dan karyawan. LKS Bipartit ini menggantikan management and employees. This Bipartite LKS replaces the
peran Serikat Pekerja yang belum ada di Perseroan. role of the Workers’ Union which does not yet exist in the
Company.
Pada tahun 2025, Perseroan menyelenggarakan berbagai In 2025, the Company held various activities as part of its
kegiatan sebagai bagian dari pengelolaan hubungan industrial industrial relations management, including discussions on
di antaranya pembahasan pembaruan Peraturan Perusahaan updates to the 2025 Company Regulations.
Tahun 2025.
Meskipun Perseroan belum memiliki Perjanjian Kerja Bersama Although the Company does not yet have a Collective Labor
(PKB), Perseroan telah menyusun Peraturan Perusahaan (PP) Agreement (PKB), the Company has prepared a Company
yang disahkan oleh Dinas Tenaga Kerja dan Transmigrasi Regulation (PP) which was approved by the DKI Jakarta
Provinsi DKI Jakarta pada 23 Juni 2023. PP ini mencakup hak Provincial Manpower and Transmigration Office on October 20,
dan kewajiban karyawan, termasuk mekanisme penyelesaian 2025. This PP covers employee rights and obligations, including
perselisihan atau sengketa, dan melindungi seluruh karyawan dispute resolution mechanisms, and protects all employees
(100%). Penyusunan PP dilakukan melalui pembahasan dan (100%). The PP was prepared through discussions and mutual
kesepakatan bersama dengan perwakilan karyawan, sesuai agreements with employee representatives, in accordance with
ketentuan dalam Bab XII Komunikasi dan Penutup Pasal 47 the provisions in Chapter XI Article 44 concerning Employee
mengenai Komunikasi, Keluhan, dan Pengaduan Karyawan. Communication, Grievances, and Complaints. [GRI 2-30]
[GRI 2-30]
MENJAGA KESELAMATAN DAN MAINTAINING EMPLOYEES HEALTH
KESEHATAN KARYAWAN [OJK F.21] AND SAFETY [OJK F.21]
Perseroan berkomitmen mengelola keselamatan dan kesehatan The Company is committed to managing employee safety and
karyawan melalui kebijakan yang mendukung terciptanya health through the implementation of policies that support a 171
lingkungan kerja aman dan sehat. Perseroan secara rutin safe and healthy work environment. The Company regularly
melakukan evaluasi risiko K3, serta menyediakan fasilitas dan conducts health and safety risk assessments in the workplace
pelatihan untuk mencegah kecelakaan kerja . and provides facilities and training that support the prevention
of workplace accidents.
PT Sarana Multigriya Finansial (Persero)
Dalam pelaksanaannya, Perseroan menerapkan Sistem The Company implements occupational safety, health, and work
Manajemen Keselamatan dan Kesehatan Kerja Perkantoran environment standards, namely the Office Occupational Health
(SMK3 Perkantoran), turunan dari Peraturan Pemerintah and Safety Management System, hereinafter referred to as
No. 50 Tahun 2012 tentang Penerapan SMK3. Sistem ini Office OHSMS. This system, which is derived from Government
menjadi bagian dari manajemen gedung perkantoran secara Regulation of the Republic of Indonesia No. 50 of 2012 on the
keseluruhan, dengan tujuan mengendalikan risiko kegiatan Implementation of Occupational Health and Safety Management
kerja serta menciptakan tempat kerja yang aman, efisien, System (OHSMS), is part of the overall office building management
dan produktif. Penerapan SMK3 Perkantoran sejalan dengan system for controlling risks associated with work activities in
Kebijakan Umum Perseroan No. 042/KEB/KU/SMF/XI/2022 order to create a safe, efficient, and productive workplace. The
tentang Penerapan Nilai, Etika dan Pedoman Perilaku Perseroan Company implements Office OHSMS in line with the commitment
PT Sarana Multigriya Finansial (Persero). stated in General Policy of the Company No. 042/KEB/KU/SMF/
XI/2022 on the Implementation of Values, Ethics, and Code of
Conduct of PT Sarana Multigriya Finansial (Persero).
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Target dan Rencana Aksi Prioritas K3 Perseroan
OHS Targets and Priority Action Plan of the Company
Target K3 Rencana Aksi Prioritas K3
OHS Target OHS Priority Action Plan
1. Zero Accident: Mencapai nihil kecelakaan kerja di lingkungan 1. Penyusunan Kebijakan K3
perusahaan • Menyusun dan memperbarui dokumen kebijakan K3 sesuai
2. Kepatuhan Regulasi: Memastikan semua operasional sesuai dengan regulasi terbaru
peraturan K3 Nasional (Peraturan Menteri Ketenagakerjaan Republik • Melakukan sosialisasi kebijakan kepada seluruh karyawan
Indonesia dan SMK3) 2. Pelatihan dan Sertifikasi K3
3. Peningkatan Kesadaran K3: Meningkatkan pemahaman dan partisipasi • Mengadakan pelatihan bagi karyawan terkait keselamatan
karyawan dalam budaya keselamatan kerja kerja (APAR, P3K, penggunaan APD, dll.)
4. Pengurangan Risiko: Menurunkan angka kejadian near-miss dan • Mewajibkan sertifikasi K3 bagi personil yang bekerja di
insiden kerja sebesar 20% setiap tahun lingkungan berisiko tinggi
5. Pengelolaan Kesehatan Kerja: Meningkatkan akses terhadap 3. Audit dan Inspeksi Rutin
perlengkapan dan atau layanan kesehatan bagi karyawan untuk • Melakukan inspeksi K3 setiap bulan untuk memastikan
mengurangi kepatuhan terhadap standar keselamatan
• Menyusun laporan hasil audit dan tindak lanjut perbaikan
1. Zero Accidents: Achieving zero work accidents within the Company 4. Penyediaan APD dan Sarana Keselamatan
2. Compliance with Regulations: Ensuring that all operations are in • Memastikan ketersediaan dan penggunaan APD (helm, sarung
accordance with National OHS regulations (Regulation of Minister of tangan, masker, sepatu safety)
Manpower of the Republic of Indonesia and SMK3) • Menyediakan jalur evakuasi dan alat pemadam kebakaran
3. Increase of Awareness of OHS: Increasing the understanding and yang sesuai standar
participation of employees in work safety culture 5. Peningkatan Manajemen Risiko K3
4. Reduction of Risk: Decreasing the number of near-miss and work • Mengembangkan sistem pelaporan near-miss dan tindakan
incidents by 20% each year korektif secara digital
5. Management of Occupational Health: Improving access to health • Mengimplementasikan sistem kerja berbasis ergonomi untuk
equipment and/or healthcare for employees to reduce diseases due mengurangi risiko penyakit akibat kerja
to working
1. Development of OHS Policy
• Preparing and updating OHS policy documents in accordance
with the latest regulations
• Disseminating the policy to all employees
2. OHS Training and Certification
• Organizing trainings for employees on work safety (Portable
Fire Extinguisher, First Aid, use of PPE, etc.)
172 • Requiring OHS certification for personnel working in a high-
risk environment
3. Regular Audit and Inspection
• Performing OHS inspection every month in compliance with
safety standards
• Preparing a report on audit results and improvement follow up
Laporan Keberlanjutan 2025 Sustainability Report
4. Provision of PPE and Safety Means
• Ensuring the availability and use of PPE (helmets, gloves,
masks, safety shoes)
• Providing evacuation routes and fire extinguishers in
accordance with standards
5. Improvement of OHS Risk Management
• Developing a digital system for reporting on near-miss and
corrective actions
• Implementing an ergonomic working system to reduce the risk
of diseases due to working
Tim Pengelola K3 OHS Management Team
Sebagai bagian dari penerapan Sistem Manajemen Keselamatan As part of the implementation of OHSMS, the Company
dan Kesehatan Kerja (SMK3), Perseroan membentuk Tim Panitia established an Occupational Safety and Health Steering (P2K3)
Pembina Keselamatan dan Kesehatan Kerja (P2K3) melalui SKD Team, which was formed under SKD No. 017/SKD/DIR/IX/2021,
No. 017/SKD/DIR/IX/2021, yang terdiri atas Pembina, Ketua, which consists of Advisor, Head, Secretary, and Members. This
Sekretaris, dan Anggota. Kebijakan ini kemudian diperbarui policy was subsequently updated with SKD No. 013/SKD/DIR/
melalui SKD No. 013/SKD/DIR/VII/2023 untuk menyesuaikan VII/2023 based on abilities that match the personnel placement.
kompetensi dan penempatan personel. Tim P2K3 bertanggung The P2K3 Team is responsible for preparing program plans,
jawab merancang program kerja, mengoordinasikan coordinating implementation, evaluating, and reporting the
pelaksanaan kegiatan, melakukan evaluasi, dan melaporkan results to management.
hasilnya kepada manajemen.
Struktur Tim P2K3 Perseroan
Structure of P2K3 Team of the Company
Pembina Direktur Keuangan & Manajemen Risiko
Advisor Finance and Operations Director
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Struktur Tim P2K3 Perseroan
Structure of P2K3 Team of the Company
Ketua Kepala Divisi Pengadaan & Manajemen Aset
Head Head of Procurement and Asset Management Division
Sekretaris Kepala/Koordinator dan/atau Staff Bagian Manajemen Aset yang memiliki sertifikasi Ahli K3 Umum
Secretary Head/Coordinator and/or Staff of Asset Management Section with General OHS Expert Certification
Anggota Karyawan yang Mewakili Divisi atau Bagian
Members Staff as Representative of Division or Section
Tim P2K3 memiliki tugas dan fungsi sebagai berikut: The P2K3 Team’s duties and functions are as follows:
1. Mempertanggungjawabkan program K3 dan pelaksanaannya 1. Responsible for the OHS program and its implementation
kepada Pembina P2K3 dan Direksi; to the P2K3 Team Advisor and the Board of Directors;
2. Mengusulkan langkah dan kebijakan pelaksanaan program 2. Propose measures and policies for the Company’s OHS
K3 di Perseroan; program implementation;
3. Secara berkala membuat laporan hasil inspeksi pelaksanaan 3. Prepare periodic reports on the results of the implementation
K3; of OHS inspection;
4. Mengawasi dan melakukan evaluasi pelaksanaan program 4. Supervise and evaluate the implementation of the
K3 di Perseroan; Company’s OHS program;
5. Melakukan supervisi secara langsung kepada staf/ pejabat 5. Carry out direct supervision of staff/officers in the public
yang berada di wilayah ruang kerja/area publik kantor workspace/area of the Company’s office.
Perseroan.
Program Pengelolaan dan Kesehatan Kerja Karyawan Perseroan tahun 2025
Program of Management and Employees Occupational Health of the Company in 2025
Program Pengelolaan Keselamatan Kerja Pegawai Program Pengelolaan Kesehatan Kerja Pegawai
Employees Occupational Safety Management Program Employees Occupational Health Management Program
1. Pelaksanaan riksa uji berkala peralatan operasional gedung guna 1. Pelaksanaan Medical Check Up (MCU) kepada seluruh karyawan
memastikan peralatan memenuhi persyaratan K3 dan laik operasi 2. Pelaksanaan Healthtalk
2. Pelaksanaan inspeksi teknis berkala oleh teknisi gedung 3. Pelaksanaan Vaksinasi & Booster untuk Kesehatan Karyawan
3. Pelaksanaan preventive maintenance oleh vendor spesialis secara 1. Implementation of Medical Check-Ups (MCU) for all employees
periodik 2. Implementation of Healthtalk
1. Implementation of periodic inspections of building operational equipment 3. Implementation of Vaccinations and Boosters for Employee Health
to ensure it meets OHS requirements and is operationally fit
2. Implementation of periodic technical inspections by building technicians
3. Implementation of preventive maintenance by specialist vendors on a
periodic basis
Audit Kepatuhan terhadap Standar Keselamatan dan Compliance Audit on Safety and Security Standards
Keamanan
Komitmen Perseroan menciptakan lingkungan kerja yang The Company’s commitment to creating an optimal work 173
optimal diwujudkan melalui penyediaan sarana dan prasarana environment is achieved through the provision of occupational
yang mendukung kesehatan dan keselamatan karyawan. facilities and infrastructure that support employee health and
Perseroan memastikan seluruh fasilitas berfungsi dengan baik, safety. The Company acknowledges that such facilities function
termasuk untuk menghadapi situasi darurat terkait K3, dengan properly, including for handling emergency situations related
PT Sarana Multigriya Finansial (Persero)
melaksanakan audit tahunan sarana dan prasarana K3. Fokus to OHS, by routinely conducting annual audits of OHS facilities
utama audit ini adalah memastikan kepatuhan terhadap standar and infrastructure. A primary focus of these audit is to ensure
keselamatan dan keamanan di gedung kantor. the Company’s compliance with safety and security standards
in the office building.
Berdasarkan kebijakan kepatuhan yang diperbarui pada 3 Based on the compliance policy updated on August 3, 2015,
Agustus 2015, Divisi Manajemen Risiko & Kepatuhan telah the Risk Management & Compliance Division has conducted
melaksanakan pemeriksaan kepatuhan untuk periode Januari– compliance inspections for the January-December 2025 period,
Desember 2025, dengan rincian hasil pemeriksaan sebagai with the following detailed inspection results:
berikut:
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Hasil Penilaian terkait Audit Kepatuhan Standar Keselamatan dan Keamanan
Assessment Results of Compliance Audit on Safety and Security Standards
Aspek Kepatuhan Memenuhi syarat K3 dan layak dipergunakan
Compliance Aspect Meets OHS requirements and is fit for use
Instalasi fire alarm system Memenuhi syarat K3 dan layak dipergunakan
Installation of fire alarm system Meets OHS requirements and is fit for use
Pesawat tenaga dan produksi (motor diesel Memenuhi syarat K3 dan layak dipergunakan
penggerak pompa hydrant) Meets OHS requirements and is fit for use
Power and production instrument/device (diesel
motorhydrant pump driver
Instalasi listrik di tempat kerja Memenuhi syarat K3 dan layak dipergunakan
Electrical installation at work Meets OHS requirements and is fit for use
Pesawat elevator Memenuhi syarat K3 dan layak dipergunakan
Elevator device Meets OHS requirements and is fit for use
Instalasi penyalur petir Memenuhi syarat K3 dan layak dipergunakan
Installation of lightning conduit Meets OHS requirements and is fit for use
Instalasi fire hydrant Memenuhi syarat K3 dan layak dipergunakan
Installation of fire hydrant Meets OHS requirements and is fit for use
Instalasi fire alarm Memenuhi syarat K3 dan layak dipergunakan
Installation of fire alarm Meets OHS requirements and is fit for use
Kelayakan operasi sistem pemadam kebakaran Memenuhi syarat K3 dan layak dipergunakan
Feasibility of fire extinguisher system Meets OHS requirements and is fit for use
Hingga akhir tahun 2025, Perseroan belum menyelenggarakan Until the end of 2025, the Company had not conducted any
audit eksternal K3 maupun menetapkan prosedur investigasi external audit related to OHS nor established any specific
K3 secara khusus. Meski demikian, Perseroan telah melakukan OHS investigation procedure. However, the Company has
uji riksa aktivitas K3 melalui pihak independen sebagai bentuk conducted inspection and examination of OHS activities through
evaluasi kepatuhan, sekaligus memperkuat komitmen terhadap independent parties as a form of compliance evaluation, as well
174
keselamatan dan kesehatan kerja melalui penerapan kebijakan as strengthening its commitment to the aspects of occupational
pedoman Sistem Manajemen K3 yang berlaku di lingkungan safety and health through the implementation of guidelines
Perseroan. for OHS management system that apply within the Company.
Kinerja K3 OHS Performance
Laporan Keberlanjutan 2025 Sustainability Report
Sebagai bentuk komitmen menciptakan lingkungan kerja As a form of commitment to creating a safe, healthy and
yang aman, sehat, dan produktif, Perseroan secara konsisten productive work environment, the Company consistently
menerapkan prinsip-prinsip K3 di seluruh lini operasional. prioritizes the implementation of OHS principles in every
Sepanjang tahun, Perseroan berhasil mempertahankan kinerja operational line. Throughout the year, the Company has
K3 dengan baik, tercermin dari tidaknya insiden kecelakaan successfully maintained good OHS performance, as reflected
kerja serta tidak tercatat adanya penyakit akibat kerja. Rincian in the absence of work accidents and and there were no
kinerja K3 selengkapnya adalah sebagai berikut: recorded occupational diseases. In detail, the Company’s OHS
performance is as follows:
Jumlah Kecelakaan Kerja
Number of Work Accidents
Jenis
Type
2025 2024 2023
Ringan 0 0 0
Light
Sedang 0 0 0
Medium
Berat 0 0 0
Heavy
Jumlah 0 0 0
Total
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Lost Time Injury Frequency Rate (LTIFR)
Tahun
Year
LTIFR
2025 0
2024 0
2023 0
Kinerja K3 Karyawan dan Mitra Perseroan
OHS Performance of Employees and Partners of the Company
Number of High- Rate of High-
Number of
Rate of Fatalities as Consequence Consequence Work- Number of Rate of Recordable
Fatalities as a
Keterangan a Result of Work- Work-Related Related Injuries Recordable Work- Work-Related Severity Rate
Result of Work-
Description Related Injury Injuries (Excluding (Excluding Fatalities) Related Injuries Injuries
Related Injury
Fatalities) or Frequency Rate
2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023 2025 2024 2023
Karyawan 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Employees
Mitra 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Partners
Jumlah 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total
Keterangan:
• Rate of Fatalities as a Result of Work-Related Injury atau Tingkat Kematian Akibat Cedera Terkait Pekerjaan = (Jumlah Kematian Akibat Cedera Terkait Pekerjaan / Jumlah Jam Kerja)
* 1.000.000
• Rate of High-Consequence Work-Related Injuries (Excluding Fatalities) or Frequency Rate atau Tingkat Cedera Akibat Kerja Yang Tinggi (Tidak Termasuk Kematian) = (Jumlah
Cedera Akibat Kerja Yang Tinggi, Tidak Termasuk Kematian / Jumlah Jam Kerja) * 1.000.000
• Rate of Recordable Work-Related Injuries atau Tingkat Cedera Terkait Pekerjaan yang Dapat Dicatat = (Jumlah Cedera Terkait Pekerjaan yang Dapat Dicatat / Jumlah Jam Kerja) *
1.000.000
• Severity Rate atau Tingkat Keparahan Cidera = (Jumlah hari kerja hilang * 1.000.000) / Jumlah Jam Kerja Orang
• Absenteeism Rate atau Tingkat Ketidakhadiran = Total Hari Kerja yang Hilang karena Pegawai yang Mangkir / Total Hari Kerja
Information:
• Rate of Fatalities as a Result of Work-Related Injury = (Number of Fatalities as a Result of Work-Related Injuries / Total Working Hours) * 1,000,000
• Rate of High-Consequence Work-Related Injuries (Excluding Fatalities) or Frequency Rate = (Number of High- Consequence Work-Related Injuries, Excluding Fatalities / Total
Working Hours) * 1,000,000
• Rate of Recordable Work-Related Injuries = (Number of Recordable Work-Related Injuries / Total Working Hours) * 1,000,000
• Severity Rate = (Number of work days lost * 1,000,000) / Total Working Hours
• Absenteeism Rate = Total Work Days Lost Due to Absent Employees / Total Workdays
SURVEI KETERIKATAN KARYAWAN EMPLOYEE ENGAGEMENT SURVEY
Survei keterikatan karyawan memberikan manfaat strategis The employee engagement survey provides strategic benefits
bagi Perseroan dengan memberikan gambaran menyeluruh for the Company by providing a comprehensive overview of
mengenai tingkat kepuasan, motivasi, dan loyalitas karyawan employee satisfaction, motivation, and loyalty to the Company.
terhadap perusahaan. Hasil survei ini membantu manajemen The survey results help management understand the factors 175
memahami faktor-faktor yang mendorong keterlibatan maupun that drive engagement and the barriers that impact productivity,
hambatan yang memengaruhi produktivitas sehingga dapat enabling them to formulate more targeted HC development
dirumuskan strategi pengembangan SDM yang lebih tepat strategies. Furthermore, the survey supports the creation of
sasaran. Selain itu, survei ini mendukung penciptaan lingkungan an inclusive and conducive work environment, strengthens
PT Sarana Multigriya Finansial (Persero)
kerja yang inklusif dan kondusif, memperkuat retensi talenta, talent retention, and that every employee feels valued and
serta memastikan bahwa setiap karyawan merasa dihargai motivated to contribute to the achievement of the Company’s
dan termotivasi untuk berkontribusi pada pencapaian tujuan long-term goals.
jangka panjang Perseroan.
Hasil survei keterikatan karyawan tahun 2025 menunjukkan The results of the 2025 employee engagement survey indicate
bahwa tingkat keterikatan karyawan di Perseroan berada pada that the employee engagement level at the Company is in the
skor 77,67%. Survei yang diselenggarakan dua tahun sekali ini score of 77.67%. This biennial survey highlights positive aspects
menyoroti aspek positif seperti kepuasan terhadap manajemen, such as satisfaction with management, career development
kesempatan pengembangan karier, dan lingkungan kerja yang opportunities, and a work environment that supports
mendukung kolaborasi. Capaian skor menjadi dasar bagi collaboration. The achieved scores serve as the basis for the
Perseroan untuk meningkatkan program pengembangan SDM, Company to improve its Human Capital development programs,
komunikasi internal, dan menyesuaikan kebijakan kesejahteraan internal communications, and adjust its welfare policies to
guna memastikan setiap karyawan merasa dihargai, termotivasi, ensure that every employee feels valued, motivated, and
dan tetap berkontribusi secara optimal terhadap pencapaian continues to contribute optimally to achieving the Company’s
tujuan jangka panjang Perseroan. long-term goals.
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Selain survei keterikatan karyawan, pada tahun 2025, Perseroan In addition to the employee engagement survey, in 2025,
juga melakukan Survey Employee Experience (EX) sebagai the Company also conducted an Employee Experience (EX)
bagian dari upaya berkelanjutan perusahaan dalam mengukur Survey as part of the Company’s ongoing efforts to measure
dan meningkatkan kualitas pengalaman karyawan. Survei ini and improve the quality of the employee experience. This
bertujuan untuk menilai tingkat kesediaan karyawan dalam survey aims to assess employees’ willingness to recommend
merekomendasikan perusahaan sebagai tempat bekerja kepada the Company to others, as measured by the Employee Net
pihak lain, yang diukur melalui indikator Employee Net Promoter Promoter Score (eNPS) indicator, with a score of 24, which
Score (eNPS) dengan skor 24, yang berada dalam kategori falls within the Good Zone.
Good Zone.
Lebih dari itu, Divisi SDM juga melakukan penilaian terhadap Furthermore, the Human Capital Division also assessed various
berbagai aspek pengalaman karyawan melalui EX, yang aspects of the employee experience through the EX, which
diperoleh skor sebesar 82,6. Hasil tersebut menunjukan bahwa achieved a score of 82.6. These results indicate that employees
karyawan menilai pengalaman bekerja di perusahaan secara positively assess their work experience at the Company.
positif.
EVALUASI PENGELOLAAN SDM DAN HC MANAGEMENT EVALUATION AND
PENANGANAN PENGADUAN [GRI 2-27] COMPLAINT HANDLING [GRI 2-27]
Divisi SDM secara berkala melakukan Human Capital The Human Capital Division regularly conducts a Human
Maturity Assessment (HC Maturity) untuk mengevaluasi Capital Maturity Assessment to evaluate the maturity level
tingkat kematangan praktik dan sistem pengelolaan SDM. of Human Capital management practices and systems. This
Penilaian ini mencakup aspek tata kelola SDM, pengembangan assessment covers aspects of Human Capital governance,
talenta, manajemen kinerja, budaya organisasi, hingga sistem talent development, performance management, organizational
pendukung berbasis data. culture, and data-driven support systems.
Hasil asesmen memberikan gambaran mengenai posisi The assessment results provide an overview of the Company’s
kematangan pengelolaan SDM Perseroan saat ini serta area current Human Capital management maturity level and
176
perbaikan yang perlu diprioritaskan. Temuan tersebut menjadi prioritized areas for improvement. These findings serve as
dasar dalam penyusunan roadmap pengembangan SDM yang the basis for developing a more structured, measurable Human
lebih terstruktur, terukur, dan selaras dengan strategi bisnis Capital development roadmap aligned with long-term business
jangka panjang. Atas perbaikan yang dilakukan SDM bersumber strategy. The improvements made by Human Capital based on
dari hasil asesmen tersebut, skor HC maturity mengalami these assessments have resulted in an increase in the Human
Laporan Keberlanjutan 2025 Sustainability Report
peningkatan. Capital maturity score.
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Sebagai upaya optimalisasi pengelolaan kepegawaian To optimize employee management and create a positive
dan menciptakan lingkungan kerja yang positif, Perseroan environment, the Company provides complaint channels
menyediakan saluran pengaduan bagi karyawan untuk for its employees to submit complaints related to the work
menyampaikan permasalahan terkait lingkungan kerja, kebijakan environment, company policies, or issues impacting comfort
perusahaan, atau hal-hal yang memengaruhi kenyamanan dan and productivity.
produktivitas.
Karyawan dapat menggunakan tiga saluran pengaduan yaitu There are three complaint channels that employees can use,
melalui whistleblowing system untuk kasus pelanggaran seperti namely through the Whistleblowing System for complaints of
fraud, penggelapan, pemalsuan, atau penyalahgunaan sumber violations such as fraud, embezzlement, forgery, or misuse of
daya; serta melalui email. resources, as well as through email.
Saluran Pengaduan Pelanggaran untuk Karyawan Perseroan
Complaint Reporting Channel for Employees of the Company
Web https://wbs.smf-indonesia.co.id/pengaduan/
Surel sdm[at]smf-indonesia.co.id
Sepanjang tahun 2025, Perseroan tidak menerima laporan Throughout 2025, the Company did not receive any reports
dari karyawan mengenai pelanggaran terhadap hukum atau from employees regarding violations of laws or regulations
peraturan yang berkaitan dengan pengelolaan ketenagakerjaan. relating to employment management.
177
PT Sarana Multigriya Finansial (Persero)
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MENGUKUHKAN KEUNGGULAN PRODUK DAN
LAYANAN BERKELANJUTAN
STRENGTHENING SUSTAINABLE PRODUCT AND SERVICE EXCELLENCE
PENDEKATAN MANAJEMEN MANAGEMENT APPROACH
Perseroan meyakini bahwa keunggulan produk dan layanan The Company believes that product and service excellence
harus dibangun berlandaskan prinsip keberlanjutan dengan must be built on the principles of sustainability, taking into
memperhatikan dampaknya terhadap masyarakat dan account their impact on society and the environment. By
lingkungan. Melalui integrasi aspek keberlanjutan dalam integrating sustainability aspects into product development,
pengembangan produk, Perseroan berkomitmen untuk the Company is committed to expanding public access to
memperluas akses masyarakat terhadap perumahan yang layak, decent housing, while promoting carbon emission reduction and
sekaligus mendorong pengurangan emisi karbon serta efisiensi resource efficiency. This commitment reflects the Company’s
penggunaan sumber daya. Komitmen ini mencerminkan peran role as a pioneer in responsible and sustainable secondary
Perseroan sebagai pelopor pembiayaan sekunder perumahan housing financing, as well as its efforts to create long-term
yang bertanggung jawab dan berkelanjutan, serta sebagai value for all stakeholders.
upaya menciptakan nilai jangka panjang bagi seluruh pemangku
kepentingan.
PENGELOLAAN DAMPAK IMPACT MANAGEMENT
Perseroan secara konsisten mengelola dampak pengembangan The Company consistently manages the impact of sustainable
produk dan layanan berkelanjutan dengan memastikan product and service development by ensuring that each initiative
setiap inisiatif memberikan manfaat sosial, lingkungan, dan provides optimal social, environmental, and economic benefits,
ekonomi secara optimal, sekaligus mengidentifikasi serta while identifying and mitigating any potential negative impacts
178
memitigasi potensi dampak negatif yang mungkin timbul. that may arise. This impact management aims to minimize
Pengelolaan dampak ini bertujuan untuk meminimalkan risks such as environmental degradation, social inequality, and
risiko seperti degradasi lingkungan, ketimpangan sosial, economic imbalance that may arise from housing development
dan ketidakseimbangan ekonomi yang dapat muncul dari that is not environmentally friendly or affordable. Through
pembangunan perumahan yang tidak ramah lingkungan atau the implementation of integrated impact management, the
Laporan Keberlanjutan 2025 Sustainability Report
tidak terjangkau. Melalui penerapan pengelolaan dampak Company contributes to promoting environmentally friendly
yang terintegrasi, Perseroan berkontribusi dalam mendorong housing, improving the welfare of low-income communities,
terciptanya perumahan yang berwawasan lingkungan, reducing poverty, and supporting inclusive and sustainable
meningkatkan kesejahteraan masyarakat berpenghasilan economic growth through community empowerment and the
rendah, mengurangi kemiskinan, serta mendukung pertumbuhan MSME sector. [OJK F.28]
ekonomi yang inklusif dan berkelanjutan melalui pemberdayaan
masyarakat dan sektor UMKM. [OJK F.28]
Kebijakan yang Telah Dikembangkan Secara Khusus Custom-Developed Policy
Kebijakan Perseroan Company’s Policies
• Kebijakan Umum Perseroan Nomor 002/KEB/KU/SMF/ • General Company Policy Number 002/KEB/KU/SMF/VI/2024
VI/2024 tentang Tata Kelola Perusahaan; concerning Corporate Governance;
• Kebijakan Perseroan Nomor 017/KEB/PED/SMF/VIII/2023 • Company Policy Number 017/KEB/PED/SMF/VIII/2023
tentang Pedoman Lingkungan Hidup dan Sosial; concerning Environmental and Social Guidelines;
• Kebijakan Perseroan Nomor 032/KEB/PED/SMF/XI/2025 • Company Policy Number 032/KEB/PED/SMF/XI/2025
tentang Pedoman Penyaluran Pembiayaan; concerning Financing Distribution Guidelines;
• Manual produk atas setiap produk yang dimiliki Perseroan. • Product manuals for each of the Company’s products.
Ketentuan Umum General Provisions
• Undang-Undang Nomor 32 Tahun 2009 tentang • Law Number 32 of 2009 concerning Environmental
Perlindungan dan Pengelolaan Lingkungan Hidup; Protection and Management;
• Undang-Undang Nomor 8 Tahun 1999 tentang Perlindungan • Law Number 8 of 1999 concerning Consumer Protection;
Konsumen
• Undang-Undang Republik Indonesia Nomor 27 Tahun 2022 • Law of the Republic of Indonesia Number 27 of 2022
tentang Pelindungan Data Pribadi concerning Personal Data Protection;
• Peraturan Pemerintah Nomor 22 Tahun 2021 tentang • Government Regulation Number 22 of 2021 concerning
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Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan the Implementation of Environmental Protection and
Hidup; Management;
• Peraturan Pemerintah Nomor 57 Tahun 2020 tentang • Government Regulation Number 57 of 2020 concerning
Penyertaan Modal Negara Republik Indonesia untuk State Capital Participation of the Republic of Indonesia for
Pendirian Perusahaan Perseroan (Persero) di bidang the Establishment of a Limited Liability Company (Persero)
Pembiayaan Pembelian Perumahan; in Housing Purchase Financing;
• Peraturan Presiden Republik Indonesia Nomor 19 • Presidential Regulation of the Republic of Indonesia Number
Tahun 2005 tentang Pembiayaan Sekunder Perumahan 19 of 2005 concerning Secondary Housing Financing,
sebagaimana telah mengalami beberapa kali perubahan as amended several times, most recently Presidential
dengan perubahan terakhir pada Peraturan Presiden Nomor Regulation Number 100 of 2020;
100 tahun 2020;
• Peraturan Menteri Pekerjaan Umum dan Perumahan • Regulation of the Minister of Public Works and Public
Rakyat (PUPR) No.21 Tahun 2021 tentang Penilaian Kinerja Housing (PUPR) No. 21 of 2021 concerning the Assessment
Bangunan Gedung Hijau; of Green Building Performance;
• Peraturan Menteri Lingkungan Hidup dan Kehutanan No. • Regulation of the Minister of Environment and Forestry
P.106 Tahun 2018 tentang Perubahan Kedua Atas Peraturan No. Regulation No. P.106 of 2018 concerning the Second
Menteri Lingkungan Hidup dan Kehutanan Nomor P.20 Amendment to Regulation of the Minister of Environment
Tahun 2018 tentang Jenis Tumbuhan dan Satwa yang and Forestry No. P.20 of 2018 concerning Protected Plant
Dilindungi; and Animal Species;
• Peraturan Otoritas Jasa Keuangan Nomor 12/POJK.05/2022 • Financial Services Authority Regulation No. 12/
tentang Perubahan atas Peraturan Otoritas Jasa Keuangan POJK.05/2022 concerning Amendments to Regulation No.
Nomor 4/POJK.05/2018 tentang Perusahaan Pembiayaan 4/POJK.05/2018 concerning Secondary Housing Financing
Sekunder Perumahan; Companies;
• Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 • Financial Services Authority Regulation No. 51/POJK.03/2017
tentang Penerapan Laporan Keuangan Berkelanjutan bagi concerning the Implementation of Sustainable Financial
Lembaga Jasa Keuangan, Emiten dan Perusahaan Publik; Reports for Financial Services Institutions, Issuers, and
Public Companies;
• Peraturan Otoritas Jasa Keuangan Nomor 60/POJK.04/2017 • Financial Services Authority Regulation Number 60/
tentang Penerbitan dan Persyaratan Efek Bersifat Utang POJK.04/2017 concerning the Issuance and Requirements
Berwawasan Lingkungan (Green Bond); of Environmentally Friendly Debt Securities (Green Bonds);
• Peraturan Otoritas Jasa Keuangan Nomor 6/POJK.07/2022 • Financial Services Authority Regulation No. 6/POJK.07/2022 179
tentang Perlindungan Konsumen dan Masyarakat Sektor concerning Consumer and Community Protection in the
Jasa Keuangan; Financial Services Sector;
• Standard Nasional dan Internasional yang relevan terkait • Relevant National and International Standards related to
dengan lingkungan dan sosial; environmental and social issues;
PT Sarana Multigriya Finansial (Persero)
• Surat Edaran Kementerian Pekerjaan Umum dan Perumahan • Circular Letter of the Ministry of Public Works and Public
Rakyat Nomor 03/SE/DC/2023 tentang Petunjuk Teknis Housing Number 03/SE/DC/2023 concerning Technical
Penilaian Kinerja Bangunan Gedung Hijau Untuk Kelas Instructions for Green Building Performance Assessment
Bangunan 1a; for Building Class 1a;
• Peraturan Otoritas Jasa Keuangan Republik Indonesia • Regulation of the Financial Services Authority of the
Nomor 18 Tahun 2023 Tentang Penerbitan dan Persyaratan Republic of Indonesia Number 18 of 2023 concerning the
Efek Bersifat Utang dan Sukuk Berlandaskan Keberlanjutan. Issuance and Requirements of Debt Securities and Sukuk
Based on Sustainability.
Komitmen Commitments
• Mendukung pengembangan pembiayaan perumahan yang • Supporting the development of affordable and sustainable
terjangkau dan berkelanjutan; housing finance;
• Mendukung pengembangan ekonomi nasional dan • Supporting national economic development and reducing
mengurangi ketimpangan sosial; social inequality;
• Mendukung keberlanjutan lingkungan dan pengurangan • Supporting environmental sustainability and mitigating the
dampak perubahan iklim. impacts of climate change.
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EVALUASI DAN EFEKTIVITAS TINDAKAN EVALUATION AND EFFECTIVENESS
UNTUK MENGELOLA DAMPAK OF ACTIONS TO MANAGE IMPACTS
Perseroan secara berkala melaksanakan audit internal dan The Company regularly conducts internal and external audits
eksternal guna memastikan bahwa kebijakan pengembangan to ensure that sustainable product and service development
produk dan layanan berkelanjutan telah dilaksanakan sesuai policies are implemented in accordance with prevailing laws
dengan ketentuan peraturan perundang-undangan yang and regulations. The effectiveness of these policies and
berlaku. Efektivitas penerapan kebijakan dan prosedur procedures is evaluated through regular reporting mechanisms
tersebut dievaluasi melalui mekanisme pelaporan berkala serta and feedback from stakeholders.
pemanfaatan umpan balik dari para pemangku kepentingan.
Penanggung Jawab Person in Charge
• Divisi Pembiayaan • Financing Division
• Divisi Structured Product, Program Khusus dan Hukum • Structured Product & Special and Legal Programs Division
• Divisi Strategi dan Pengembangan Korporasi • Strategic and Corporate Development Division
• Unit Usaha Syariah • Sharia Business Unit
• Tresuri & Hubungan Investor • Treasury & Investor Relations
• Manajemen Kredit • Credit Management
• Divisi Manajemen Risiko • Risk Management Division
Alokasi Anggaran untuk Mengelola Dampak Topik Ini Budget Allocation to Manage Impact on this Topic
Sepanjang tahun 2025, Perseroan telah menyalurkan Throughout 2025, the Company has disbursed financing and
pembiayaan melalui produk dengan manfaat sosial berupa collected funds through products with social benefits in the
KPR FLPP dengan total nilai sebesar Rp8.031 miliar. Pembiayaan form of FLPP mortgages with a total value of Rp8,031 billion.
tersebut mendukung pencapaian SDGs/TPB ke-11. This financing supports the achievement of the SDG 11.
Keterlibatan Pemangku Kepentingan Dalam Pengelolaan Stakeholders Engagement in Managing Impact
Dampak
Pemerintah (Pusat dan Daerah): Government (Central and Regional):
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• Menyediakan kebijakan dan regulasi yang mendukung • Providing policies and regulations that support the
keberlanjutan program pembiayaan perumahan; sustainability of housing financing programs;
• Menyusun kebijakan terkait pengelolaan lingkungan dan • Developing policies related to environmental management
pengembangan perumahan yang ramah lingkungan; and the development of environmentally friendly housing;
• Bekerja sama dengan Perseroan dalam memastikan • Collaborating with the Company to ensure targeted
Laporan Keberlanjutan 2025 Sustainability Report
distribusi pembiayaan yang tepat sasaran. financing distribution.
Bank dan Lembaga Keuangan: Banks and Financial Institutions:
• Menyediakan dukungan finansial untuk produk pembiayaan • Provide financial support for the Company’s financing
Perseroan, khususnya dalam aspek likuiditas; products, particularly in terms of liquidity;
• Memastikan pembiayaan sesuai dengan standar • Ensure financing complies with social, economic, and
keberlanjutan sosial, ekonomi, dan lingkungan. environmental sustainability standards.
INOVASI PRODUK/LAYANAN SUSTAINABLE PRODUCT/SERVICE
BERKELANJUTAN [OJK F.26] INNOVATION [OJK F.26]
Perseroan terus memperkuat perannya dalam ekosistem The Company continues to strengthen its role in the housing
perumahan nasional melalui pengembangan produk-produk ecosystem through the development of innovative products
inovatif yang dirancang sebagai solusi untuk mencapai that are able to be solutions in achieving the Company’s
tujuan strategis Perseroan. Strategi tersebut diarahkan untuk goals. The strategies formulated by the Company include
mendorong pembiayaan sektor perumahan yang berkelanjutan, efforts to encourage sustainable housing sector financing and
sekaligus mengembangkan skema pendanaan yang kreatif dan the development of creative funding schemes that support
adaptif dalam mendukung pembangunan berkelanjutan. Pada sustainable development. In 2025, the Company realize
tahun 2025, Perseroan merealisasikan penyediaan porsi 25% provision of a 25% portion of funding distribution Mortgage
pendanaan Kredit Pemilikan Rumah (KPR) Program Fasilitas (KPR) for the Housing Financing Liquidity Facility (FLPP)
Likuiditas Pembiayaan Perumahan (FLPP) sebesar Rp8.031 program of Rp8,031 billion or equivalent to 194,612 houses units.
miliar atau setara dengan 194.612 unit rumah.
Sebagai bagian dari komitmen dalam menciptakan dampak As part of its commitment to creating a positive impact on
positif bagi pencapaian pembangunan berkelanjutan, Perseroan achieving sustainable development, the Company supports
mendukung penyediaan rumah yang layak dan terjangkau the provision of decent and affordable housing through the
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melalui penerbitan Obligasi Berwawasan Sosial Berkelanjutan issuance of Shelf-Registered Social Bond II Sarana Multigriya
II Sarana Multigriya Finansial Tahap I Tahun 2025 sebesar Finansial Phase I Year 2025 amounting to Rp1,650,000,000,000
Rp1.650.000.000.000 (satu triliun enam ratus lima puluh (one trillion six hundred fifty billion rupiah) and Shelf-Registered
miliar rupiah) dan Sukuk Musyarakah Berwawasan Sosial Social Musyarakah Sukuk II Sarana Multigriya Finansial Phase
Berkelanjutan II Sarana Multigriya Finansial Tahap I Tahun 2025 I Year 2025 amounting to Rp250,000,000,000 (two hundred
sebesar Rp250.000.000.000 (dua ratus lima puluh miliar rupiah). fifty billion rupiah). Previously, in Year 2024 the Company
Sebelumnya, pada tahun 2024, Perseroan telah menerbitkan had issued (1) Shelf-Registered Social Bonds I Phase II Year
(1) Obligasi Berwawasan Sosial Berkelanjutan I Tahap II Tahun 2024 amounting to Rp1.5 trillion, (2) Shelf-Registered Social
2024 sebesar Rp1,5 triliun, (2) Obligasi Berwawasan Sosial Bonds I Phase III Year 2024 amounting to Rp2 trillion, and (3)
Berkelanjutan I Tahap III Tahun 2024 sebesar Rp2 triliun, dan Shelf-Registered Social Bonds I Phase IV Year 2024 amounting
(3) Obligasi Berwawasan Sosial Berkelanjutan I Tahap IV Tahun to Rp1.2 trillion. Social bond and social sukuk issuance is a
2024 sebesar Rp1,2 triliun. Penerbitan obligasi maupun sukuk breakthrough in the Indonesian capital market as part of the
berwawasan sosial berkelanjutan merupakan terobosan di pasar Company’s efforts to expand its investor base, diversify its
modal Indonesia sebagai upaya Perseroan memperluas basis products, and strengthen ESG integration in line with the
investor, melakukan diversifikasi produk, serta memperkuat Government’s mandate.
integrasi aspek ESG sesuai dengan amanat Pemerintah.
Perseroan berkomitmen untuk menyediakan layanan atas The Company is committed to providing services for products
produk dan/atau jasa yang setara bagi seluruh lapisan and/or services that are equivalent for all levels of society,
masyarakat, termasuk masyarakat berpenghasilan rendah including low-income communities (MBR), by providing inclusive
(MBR), dengan memastikan akses pembiayaan perumahan and equitable access to housing finance. The Company’s
yang inklusif dan berkeadilan. Produk-produk Perseroan products are designed to address the diverse needs of the
dirancang untuk menjawab beragam kebutuhan masyarakat, community, ranging from the availability of affordable housing,
mulai dari ketersediaan hunian yang terjangkau, kemudahan ease of access to financing, to flexible financing schemes that
akses pembiayaan, hingga skema pembiayaan yang fleksibel are responsive to socio-economic conditions. This approach not
dan responsif terhadap kondisi sosial ekonomi. Pendekatan ini only expands the Company’s service reach, but also ensures
tidak hanya memperluas jangkauan layanan Perseroan, tetapi equal opportunities for every individual to obtain decent,
juga memastikan kesempatan yang setara bagi setiap individu safe, and comfortable housing, in line with the principles of
untuk memperoleh hunian yang layak, aman, dan nyaman, sustainable development. [OJK F.17]
selaras dengan prinsip pembangunan berkelanjutan. [OJK F.17]
PORTOFOLIO KEGIATAN USAHA PORTFOLIO OF SUSTAINABLE BUSINESS
BERKELANJUTAN [OJK F.26, F.27] ACTIVITIES [OJK F.26, F.27]
Pada tahun 2025, Perseroan mencatat total penyaluran In 2025, the total financing distributed by the Company reached
pembiayaan sebesar Rp20.876 miliar yang mencakup Rp20.876 billion, which includes commercial financing, FLPP
pembiayaan komersial, Kredit Pemilikan Rumah (KPR) FLPP, Mortgage, Housing Microcredit, and the Rent-to-Own scheme.
Kredit Mikro Perumahan, hingga skema Rent to Own. Melalui Through these various financing schemes, the Company is
beragam skema pembiayaan tersebut, Perseroan berupaya committed to creating stable liquidity for the housing sector 181
menjaga ketersediaan likuiditas yang berkelanjutan bagi and increasing public access to decent and affordable housing.
sektor perumahan sekaligus memperluas akses masyarakat With this initiative, the Company not only supports the provision
terhadap hunian yang layak dan terjangkau. Inisiatif ini tidak of more inclusive housing, but also plays an active role in
hanya mendukung terwujudnya perumahan yang inklusif, tetapi alleviating backlogs and alleviating poverty in Indonesia.
PT Sarana Multigriya Finansial (Persero)
juga memperkuat peran Perseroan dalam upaya pengurangan
backlog perumahan serta pengentasan kemiskinan di Indonesia.
PRODUK DAN LAYANAN DENGAN PRODUCTS AND SERVICES WITH
MANFAAT SOSIAL [GRI G4 FS7] SOCIAL BENEFITS [GRI G4 FS7]
Perseroan berkomitmen mendukung implementasi keuangan The Company is committed to supporting the implementation
berkelanjutan melalui pengembangan berbagai produk of sustainable finance through various financing products
pembiayaan yang memberikan manfaat sosial secara langsung designed to provide direct social benefits to the community.
kepada masyarakat. Produk-produk tersebut meliputi Program These products include the Housing Financing Liquidity Facility
Kredit Pemilikan Rumah (KPR) Fasilitas Likuiditas Pembiayaan (FLPP) Mortgage Distribution Program which provides access
Perumahan (FLPP) yang memperluas akses pembiayaan to affordable mortgage financing for low-income communities,
hunian terjangkau bagi masyarakat berpenghasilan rendah, Mortgage Financing for Non-Fixed Income Communities which
pembiayaan KPR bagi masyarakat dengan pendapatan tidak supports those with non-fixed incomes to own a home, and
tetap (non-fixed income) untuk mendukung kepemilikan rumah, Housing Microfinance/Housing Microcredit which enables
serta pembiayaan Mikro Perumahan/Kredit Mikro Perumahan low-income groups to obtain a home more easily.
yang mempermudah kelompok berpenghasilan rendah dalam
Page 182
memperoleh hunian.
Selain itu, Perseroan berperan aktif dalam penerbitan Obligasi Furthermore, the Company also plays a role in the issuance
dan Sukuk Berwawasan Sosial Berkelanjutan (Shelf-Registered of Shelf-Registered Social Bonds and Social Sukuk for FLPP
Social Bonds and Social Sukuk) sebagai sumber pendanaan Mortgage funding, which combines financial aspects with
KPR FLPP, yang mengintegrasikan tujuan finansial dengan social objectives to support sustainable programs. Through
dampak sosial. Melalui pengembangan produk-produk these products, the Company not only focuses on providing
tersebut, Perseroan tidak hanya memperluas akses pembiayaan access to housing, but also seeks to support inclusive and
perumahan, tetapi juga berkontribusi dalam mendorong sustainable development for all levels of society.
pembangunan yang inklusif dan berkelanjutan bagi seluruh
lapisan masyarakat.
Realisasi Pembiayaan/Investasi/Moneter Dengan Dampak Sosial (Rp juta)
Realization of Financing/Investment/Monetary Funds with Social Impact (Rp million)
[GRI G4 FS7]
Produk/Layanan Tujuan Penerima Manfaat
Products/Services Objectives Beneficiaries
2025 2024
Pembiayaan KPR FLPP Menyediakan akses pembiayaan perumahan MBR Rp8.030.689 Rp4.701.629
FLPP Mortgage Financing yang terjangkau bagi masyarakat low-income communities
berpenghasilan rendah
Providing access to affordable mortgage
financing for low-income community
Pembiayaan KPR untuk Masyarakat Menyediakan akses pembiayaan perumahan MBR dan Pekerja Informal Rp778 Rp800
Non-Fixed Income/Skema RTO kepada masyarakat dengan pendapatan tidak Low-income communities
Mortgage Financing for Non-Fixed tetap and Informal Workers
Income Community/RTO Scheme Providing access to mortgage financing for
the non-fixed-income community
Pembiayaan Mikro Perumahan/ Menyediakan akses pembiayaan perumahan MBR, pekerja informal, Rp61.057 Rp269.745
Kredit Mikro Perumahan dalam skala kecil bagi masyarakat UMKM Perempuan
Housing Microfinance/ Housing berpenghasilan rendah Low-income
Microcredit Providing access to mortgage financing in communities, informal
182 small scale for the low-income community workers, Women-Owned
MSMEs
Social Bonds dan/atau Sukuk untuk Menghimpun dana yang digunakan untuk MBR 1.900.000 Rp4.700.000
Pendanaan KPR FLPP mendanai program KPR FLPP Low-income communities
Social Bonds and/or Sukuk for Collecting funds used to fund FLPP Mortgage
Laporan Keberlanjutan 2025 Sustainability Report
FLPP Mortgage Funding program
Program Pembiayaan KPR Fasilitas Likuiditas Pembiayaan Total Pembiayaan KPR FLPP Hingga Desember 2025 sebesar
Perumahan (FLPP) Rp8.030.689 juta
Housing Financing Liquidity Facility (FLPP) Mortgage Financing Total amount of FLPP Mortgage Financing until December 2025
Program Rp8.030.689 million
Program Pembiayaan KPR Fasilitas Likuiditas Pembiayaan The FLPP Mortgage Financing Program is a tangible
Perumahan (FLPP) merupakan wujud nyata dukungan Perseroan manifestation of the Company’s support for the Government’s
terhadap kebijakan Pemerintah dalam mengurangi backlog policy to reduce the housing backlog and increase the availability
perumahan serta meningkatkan ketersediaan hunian yang layak of decent and affordable housing for low-income communities
dan terjangkau bagi masyarakat berpenghasilan rendah (MBR). (MBR). As a Special Mission Vehicle (SMV) under the Ministry
Sebagai Special Mission Vehicle (SMV) di bawah naungan of Finance of the Republic of Indonesia, the Company plays a
Kementerian Keuangan Republik Indonesia, Perseroan memiliki strategic role in channeling financing through a matching fund
peran strategis dalam menyalurkan pembiayaan melalui skema scheme for FLPP Sejahtera mortgage products, by providing
dana pendampingan untuk produk KPR Sejahtera FLPP, dengan 25% of the financing to FLPP Mortgage Lending Banks.
menyediakan pembiayaan atas porsi perbankan sebesar 25%
kepada Bank Penyalur KPR FLPP.
Page 183
PMN Diterima untuk Penyaluran KPR FLPP Rp17,90 triliun / trillion
PMN Received for FLPP Mortgage Distribution
Dana yang Disalurkan untuk Pembiayaan KPR FLPP Rp34,37 triliun / trillion
Funds Distributed for FLPP Mortgage Financing
Leveraging oleh Perseroan Rp16,47triliun / trillion
Leveraging by SMF
Unit Rumah 904.568
Housing Units
Perbandingan Total Penyaluran dengan PMN 1,92x Multiplier
Comparison between Total Distribution and PMN
Hingga akhir tahun 2025, Perseroan berhasil menyalurkan By the end of 2025, the Company successfully distributed FLPP
pembiayaan KPR FLPP dengan total nilai mencapai Rp34,37 Mortgages with a total value of Rp34.37 trillion, which includes
triliun, yang mencakup lebih dari 900 ribu unit rumah bagi more than 900 thousand housing units for the community, both
masyarakat melalui skema pembiayaan konvensional maupun through conventional and sharia financing. This program is in
syariah. Program ini sejalan dengan upaya Pemerintah dalam line with the government’s efforts to realize the One Million
merealisasikan Program Sejuta Rumah yang telah berjalan sejak Houses Program, which has been ongoing since 2015, and is
tahun 2015 dan dilanjutkan dengan Program 3 Juta Rumah yang followed by the Three Million Houses Program, which has been
berjalan sejak 2025 dengan melibatkan berbagai mitra penyalur ongoing since 2025, involving various mortgage distribution
KPR baik Bank Umum maupun sejumlah Bank Pembangunan partners, both commercial banks and a number of Regional
Daerah (BPD) di berbagai wilayah Indonesia. Development Banks (BPD) in various regions of Indonesia.
PEMBIAYAAN KPR UNTUK MORTGAGE FINANCING FOR NON-
MASYARAKAT NON-FIXED INCOME FIXED INCOME COMMUNITY
Sejak tahun 2023, Perseroan telah memulai piloting penyaluran In 2023, the Company started piloting the distribution of
pembiayaan perumahan dengan skema sewa beli (rent to housing financing with a rent-to-own (RTO) scheme for informal
own/RTO) yang ditujukan bagi pekerja sektor informal. workers. This RTO scheme was initiated to facilitate segments
Skema RTO ini dirancang untuk mempermudah masyarakat of community with non-fixed income or informal income to own
dengan penghasilan tidak tetap (non-fixed income) dalam a home. In its implementation, the Company collaborates with
mengakses kepemilikan rumah. Dalam implementasinya, aggregators and financial institutions to expand the reach and
Perseroan menggandeng agregator dan lembaga keuangan ensure the sustainability of this program. This collaboration
guna memperluas jangkauan layanan serta memastikan aims to provide affordable housing financing solutions that are
keberlanjutan program. Kerja sama ini bertujuan menghadirkan in line with the needs of this segment. In 2025, the Company
solusi pembiayaan perumahan yang terjangkau dan selaras collaborated with Bank Nagari Syariah to distribute rent-to-
dengan kebutuhan segmen tersebut. Pada tahun 2025, own financing amounting to Rp778 million.
Perseroan bekerja sama dengan Bank Nagari Syariah dalam
menyalurkan pembiayaan rent to own sebesar Rp778 juta.
183
Refinancing Kredit Mikro Perumahan Total Pembiayaan Mikro Perumahan hingga Desember 2025:
Housing Microcredit Refinancing Rp1.007 miliar.
Total Housing Microfinance until December 2025: Rp1.007 billion PT Sarana Multigriya Finansial (Persero)
Program pembiayaan/kredit mikro perumahan dirancang The microfinance/microcredit program aims to provide access
untuk memperluas akses pembiayaan hunian yang terjangkau to affordable mortgage financing for low-income communities,
bagi masyarakat berpenghasilan rendah, khususnya bagi especially those who do not have access to conventional
kelompok yang belum memiliki akses terhadap pembiayaan mortgage financing. This microcredit includes financing to build
perumahan konvensional. Pembiayaan ini mencakup dukungan or repair houses in stages (incremental housing), which may be
terhadap pembangunan dan perbaikan rumah secara bertahap in the form of purchasing land plots, making land certificates,
(incremental housing) antara lain untuk pembelian kaveling fencing, building construction, home repairs, home expansion,
tanah, sertifikasi lahan, pemagaran, konstruksi bangunan, and others as long as they are for the benefits of the house.
renovasi, serta perluasan rumah sepanjang diperuntukkan
bagi kebutuhan hunian.
Hingga akhir tahun 2025, Perseroan telah menyalurkan By the end of 2025, the Company had distributed refinancing
pembiayaan refinancing kredit mikro perumahan dengan total of housing microcredit totaling Rp1.007 billion to Financial
nilai sebesar Rp1.007 miliar kepada lembaga keuangan mitra. Institutions. This collaboration is not only a financial
Kerja sama ini tidak hanya mencerminkan capaian finansial achievement, but also a joint commitment to improve the
Perseroan, tetapi juga merupakan wujud komitmen bersama quality of housing, social welfare, and economic resilience of
dalam meningkatkan kualitas hunian, kesejahteraan sosial, the community.
serta ketahanan ekonomi masyarakat.
Page 184
Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan Total Penerbitan Social Bonds dan Social Sukuk pada Tahun 2025:
Shelf-Registered Social Bonds and Sukuk Rp1,9 triliun
Total Issuance of Social Bonds and Social Sukuk in 2025: Rp1.9
trillion
Penerbitan Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan The issuance of Social Bonds and Sukuk by the Company is
oleh Perseroan merupakan langkah inovatif dalam memperkuat an innovative step in supporting sustainable funding for the
pendanaan berkelanjutan bagi sektor perumahan di Indonesia. housing sector in Indonesia. The issuance of Shelf-Registered
Instrumen ini secara resmi diluncurkan pada Desember 2023 Social Bonds and Social Sukuk Musyarakah was inaugurated
dengan fokus utama pada penciptaan dampak sosial positif, in December 2023. The issuance of these bonds and sukuk
khususnya dalam meningkatkan ketersediaan perumahan focuses on positive social impacts, especially in increasing the
yang layak dan terjangkau bagi masyarakat berpenghasilan availability of affordable housing for Low-Income Communities
rendah (MBR). Selain berkontribusi terhadap pengembangan (MBR). This product not only aims to expand the Indonesian
pasar modal nasional, penerbitan obligasi dan sukuk ini juga capital market, but is also in line with the implementation of
mencerminkan penerapan prinsip Environmental, Social, and Environmental, Social, and Governance (ESG) principles as
Governance (ESG) sesuai dengan amanat Pemerintah. mandated by the government.
Seluruh dana yang dihimpun melalui penerbitan Obligasi dan All funds raised through the issuance of Social Bonds and
Sukuk Berwawasan Sosial Berkelanjutan dialokasikan untuk Social Sukuk are allocated to refinance the Housing Credit
mendanai kembali Program Kredit Pemilikan Rumah (KPR) Program (KPR) Housing Financing Liquidity Facility (FLPP), in
Fasilitas Likuiditas Pembiayaan Perumahan (FLPP), guna order to accelerate the provision of housing for low-income
mempercepat penyediaan hunian bagi masyarakat MBR. Inisiatif communities. This initiative is in line with Financial Services
ini sejalan dengan Peraturan Otoritas Jasa Keuangan (POJK) Authority Regulation (POJK) Number 18 of 2023 concerning
Nomor 18 Tahun 2023 tentang Penerbitan dan Persyaratan Efek the Issuance and Requirements of Debt Securities and Sukuk
Bersifat Utang dan Sukuk Berlandaskan Keberlanjutan, yang Based on Sustainability, which stipulates that financing for
menetapkan bahwa pembiayaan kegiatan usaha berwawasan social activities, including the provision of affordable housing,
sosial, termasuk penyediaan perumahan yang terjangkau, must be formalized through sustainable investment instruments.
dapat diformalkan melalui instrumen investasi berkelanjutan.
184
Penerbitan Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan Tahun 2023 – 2025
Issuance of Shelf-Registered Social Bond and Social Sukuk 2023-2025
Kupon/
Tanggal Imbal Jumlah
Jangka
Laporan Keberlanjutan 2025 Sustainability Report
Instrumen Seri Terbit
Waktu
Hasil Peringkat (Rp juta)
Instruments Series Date of Coupon/ Rating Amount
Tenor
Issuance Equivalent (in million rupiah)
Rate
Tahun 2023
2023
Obligasi Berwawasan Sosial Berkelanjutan I Sarana Non Seri 22 Desember 5 tahun 6,90% idAAA 500.000
Multigriya Finansial Tahap I Tahun 2023 Non- 2023 5 years 6.90%
Shelf-Registered Social Bonds I Sarana Multigriya Series December
Finansial Phase I Year 2023 22, 2023
Sukuk Musyarakah Berwawasan Sosial Berkelanjutan I Non Seri 22 Desember 5 tahun 6,90% idAAA(sy) 200.000
Sarana Multigriya Finansial Tahap I Tahun 2023 Non- 2023 5 years 6.90%
Shelf-Registered Social Musyarakah Sukuk I Sarana Series December
Multigriya Finansial Phase I Year 2023 22, 2023
Total Penerbitan Tahun 2023 700.000
Total Issuance in 2023
Tahun 2024
2024
Obligasi Berwawasan Sosial Berkelanjutan I Sarana Non Seri 27 Maret 5 tahun 6,75% idAAA 1.500.000
Multigriya Finansial Tahap II Tahun 2024 Non- 2024 5 years 6.75%
Shelf-Registered Social Bonds I Sarana Multigriya Series March 27,
Finansial Phase II Year 2024 2024
Obligasi Berwawasan Sosial Berkelanjutan I Sarana Non Seri 26 Juni 2024 5 tahun 7,15% idAAA 2.000.000
Multigriya Finansial Tahap III Tahun 2024 Non- June 26, 5 years 7.15%
Shelf-Registered Social Bonds I Sarana Multigriya Series 2024
Finansial Phase III Year 2024
Page 185
Penerbitan Obligasi dan Sukuk Berwawasan Sosial Berkelanjutan Tahun 2023 – 2025
Issuance of Shelf-Registered Social Bond and Social Sukuk 2023-2025
Kupon/
Tanggal Imbal Jumlah
Jangka
Instrumen Seri Terbit
Waktu
Hasil Peringkat (Rp juta)
Instruments Series Date of Coupon/ Rating Amount
Tenor
Issuance Equivalent (in million rupiah)
Rate
Obligasi Berwawasan Sosial Berkelanjutan I Sarana Non Seri 26 5 tahun 7,00% idAAA 1.200.000
Multigriya Finansial Tahap IV Tahun 2024 Non- November 5 years 7.00%
Shelf-Registered Social Bonds I Sarana Multigriya Series 2024
Finansial Phase IV Year 2024 November
26, 2024
Total Penerbitan Tahun 2024 4.700.000
Total Issuance in 2024
Tahun 2025
2025
Obligasi Berwawasan Sosial Berkelanjutan II Sarana Seri A 8 Juli 2025 5 tahun 6,95% idAAA 1.650.000
Multigriya Finansial Tahap I Tahun 2025 A Series July 8, 2025 5 years 6.95%
Shelf-Registered Social Bonds II Sarana Multigriya
Finansial Phase I Year 2025
Sukuk Musyarakah Berwawasan Sosial Berkelanjutan II Non Seri 8 Juli 2025 5 tahun 6,95% idAAA(sy) 250.000
Sarana Multigriya Finansial Tahap I Tahun 2025 Non July 8, 2025 5 year 6.95%
Shelf-Registered Social Musyarakah Sukuk II Sarana Series
Multigriya Finansial Phase I Year 2025
Total Penerbitan Tahun 2025 1.900.000
Total Issuance in 2025
PRODUK DAN LAYANAN BERWAWASAN GREEN PRODUCTS AND SERVICES
LINGKUNGAN [GRI 201-2] [GRI G4 FS8] [GRI 201-2] [GRI G4 FS8]
Pembiayaan Hijau untuk Perumahan (Green Affordable Housing) Penyaluran Pembiayaan untuk program IGAHP Rp117,7 juta
[GRI G4 FS8] Distribution of grant funds for IGAHP program Rp117.7 million
Green Affordable Housing
Perseroan mendorong realisasi program Indonesia Green The Company encourages the realization of Indonesia Green
Affordable Housing Program (IGAHP) atau rumah subsidi hijau. Affordable Housing Program (IGAHP) or green subsidized
IGAHP adalah program inisiatif Kementerian PUPR dengan housing. IGAHP is an program initiated by the Ministry of PUPR
tujuan mendorong keterjangkauan perumahan hijau di Indonesia with the aim of promoting the affordability of green housing in
bagi MBR. Program ini menggabungkan prinsip keberlanjutan Indonesia for Low-Income Communities (MBR). This program 185
lingkungan dengan penggunaan bahan bangunan yang ramah combines the principles of environmental sustainability with
lingkungan, desain yang efisien energi, tahan perubahan the use of environmentally friendly building materials, energy
iklim dan bencana, serta akses pembiayaan dengan skema efficient design that is resistance to climate change and
yang tepat bagi MBR. Pembangunan perumahan yang ramah disasters, and access to financing with the right scheme for
PT Sarana Multigriya Finansial (Persero)
lingkungan ini merupakan salah satu upaya yang dilakukan MBR. The development of environmentally friendly housing is
pemerintah dalam hal mengurangi emisi gas rumah kaca dan one of the government’s efforts in reducing greenhouse gas
juga mengurangi dampak dari perubahan iklim. emissions and also reducing the impact of climate change.
Proses penyaluran Dana Hibah dilakukan secara bertahap The process of distributing the Grant Funds is carried out in
sesuai dengan pemenuhan kelengkapan dan kesesuaian data stages according to the fulfillment of the completeness and
pengajuan yang diterima, masing-masing di tanggal 30 April, suitability of the application data received, respectively on April
28 Mei dan 25 Agustus 2025. Total pembiayaan hijau yang 30, May 28 and August 25, 2025. The total green financing
disalurkan SMF melalui bank rekanan (BPRS Patriot, BPR disbursed by SMF through partner banks (BPRS Patriot, BPR
Nusamba Cepiring, dan Bank Jateng) adalah sebesar Rp 117,7 Nusamba Cepiring, and Bank Jateng) amounted to Rp117.7
juta yang kemudian yang disalurkan kepada masyarakat. million, which was then distributed to the community.
Page 186
KEGIATAN PELATIHAN (TRAINING) TRAINING AND ADVISORY TO IMPROVE
DAN PENDAMPINGAN (ADVISORY) CAPACITY (CAPACITY BUILDING)
DALAM RANGKA PENINGKATAN
KAPASITAS (CAPACITY BUILDING)
Sebagai Perusahaan Pembiayaan Sekunder Perumahan (PPSP), As a Secondary Housing Financing Company (PPSP), the
Perseroan menjalankan perannya dalam membangun pasar Company plays its role in developing a healthy and sustainable
primer perumahan yang sehat dan berkelanjutan melalui primary housing market through the Capacity Building Program,
Program Capacity Building, yang mencakup kegiatan Pelatihan which includes Training and Advisory activities for housing
(Training) dan Pendampingan (Advisory) bagi lembaga finance institutions. This program is designed to support,
penyalur pembiayaan perumahan. Program ini dirancang prepare, and develop the business capabilities of distribution
untuk mendukung, mempersiapkan, dan mengembangkan institutions so that they can improve the quality, quantity, and
kemampuan bisnis lembaga penyalur sehingga dapat effectiveness of the housing financing process. The ultimate
meningkatkan kualitas, kuantitas, dan efektivitas proses goal is to ensure that the housing financing products produced
pembiayaan perumahan. Tujuan akhirnya adalah memastikan meet quality standards and can be financed or refinanced by
produk pembiayaan perumahan yang dihasilkan memenuhi the Company.
standar kualitas dan dapat dibiayai atau di-refinancing oleh
Perseroan.
Kegiatan Pelatihan (Training) ditujukan untuk meningkatkan Training activities are aimed at increasing the capacity of the
kapasitas SDM lembaga penyalur dalam menyalurkan berbagai distribution agency’s human resources in distributing various
produk pembiayaan antara lain Kredit Modal Kerja-Konstruksi financing products, including Working Capital Loans -Housing
Perumahan (KMK-KP), Kredit Pemilikan Rumah (KPR) untuk Construction (KMK-KP), Mortgages (KPR) for ready-to-occupy
rumah siap huni, rumah usaha, rumah indent, renovasi, take homes, business homes, indent homes, renovations, take
over non top up, pembangunan rumah di atas lahan milik sendiri, over non top up, construction of homes on owned land, as
serta Pembiayaan Mikro Perumahan dan Pembiayaan Sewa well as Micro Housing Financing and Rent to Own Financing.
Beli (Rent to Own). Pelatihan ini menghadirkan narasumber This training features speakers with more than 10 years of
berpengalaman lebih dari 10 tahun di industri pembiayaan experience in the housing finance industry.
perumahan.
186
Sementara itu, kegiatan Pendampingan (Advisory) membantu On the other hand, Advisory activities help the Company’s
lembaga penyalur mitra Perseroan dalam menyiapkan dan partner distribution institutions in preparing and operating
menjalankan bisnis pembiayaan perumahan melalui penyusunan housing finance businesses through the preparation or
atau penyesuaian Standar Operasional Prosedur (SOP), adjustment of Standard Operating Procedures (SOPs), the
Laporan Keberlanjutan 2025 Sustainability Report
implementasi produk baru, serta peningkatan penyaluran implementation of new products, and the improvement of
pembiayaan. Pendampingan ini memastikan kualitas financing distribution. This advisory service ensures that the
pembiayaan yang disalurkan tetap terjaga dan sesuai ketentuan financing quality is maintained and complies with regulatory
regulator. requirements.
Sepanjang tahun 2025, Perseroan telah merealisasikan program Throughout 2025, the Company has implemented a capacity
capacity building melalui 13 kali kegiatan pelatihan dengan tema building program through 13 training activities with the following
sebagai berikut Mortgage Produk Development, Aspek Legal themes: Mortgage Product Development, Legal Aspects of
Produk Kredit Pemilikan Rumah, Analisa Agunan Pembiayaan Home Ownership Credit Products, Home Financing Collateral
Rumah, Analisa Risiko dan Monitoring Kredit Modal Kerja Analysis, Risk Analysis and Monitoring of Housing Construction
Konstruksi Perumahan, Pembiayaan Modal Kerja Konstruksi Working Capital Credit, Housing Construction Working Capital
Perumahan, Pendidikan Dasar Penilaian (PDP) 1 Properti, Ujian Financing, Basic Assessment Education (PDP) 1 Property, HER
HER Pendidikan Dasar Penilaian (PDP) 1 Properti, Pembiayaan Exam Basic Assessment Education (PDP) 1 Property, Home
Pemilikan Rumah, Pembiayaan Multiguna Perumahan, Ownership Financing, Multipurpose Housing Financing, Housing
Pembiayaan Mikro Perumahan, Sanitasi Air, dan Bersih. Microfinance, Water and Clean Sanitation.
Per 31 Desember 2025, Perseroan telah melaksanakan Program As of December 31, 2025, the Company has implemented
Capacity Building melalui kegiatan Pelatihan (Training) & the Capacity Building Program through Training & Advisory
Pendampingan (Advisory) sebagai berikut: activities as follows:
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Jumlah
No
Tema Pelatihan/Pendampingan Peserta Peserta Kategori Waktu Pelaksanaan
Theme of Training or Assistance Participants Number of Category Period of Implementation
Participants
1 Mortgage Product Development BPD DKI 5 Inhouse Training 07 - 08 Maret 2025
March 7-8, 2025
2 Aspek Legal Produk Kredit Pemilikan BPD Kalimantan Barat 12 Inhouse Training 17 - 18 Maret 2025
Rumah BPD West Kalimantan March 17-18, 2025
Legal Aspects of Home Ownership
Credit Products
3 Analisa Agunan Pembiayaan BPD Jateng Syariah 31 Inhouse Training 10 - 11 April 2025
Perumahan April 10-11, 2025
Housing Financing Collateral Analysis
4 Analisa Risiko dan Monitoring Kredit BPD DKI 15 Public Training 16 April 2025
Modal Kerja Konstruksi Perumahan April 16, 2025
Risk Analysis and Monitoring of Bank BJB Syariah 2
Housing Construction Working Capital
Credit
5 Pembiayaan Modal Kerja Konstruksi Bank BJB Syariah 16 Inhouse Training 21 April 2025
Perumahan April 21, 2025
Housing Construction Working Capital
Financing
6 Pendidikan Dasar Penilaian (PDP) 1 Bank KB Indonesia 2 Sertifikasi 15 - 19, 22 - 23
Properti Certification September 2025
Basic Property Assessment Education BPRS HIK 1 September 15-19, 22-23
(PDP) 1 Parahyangan
Bank Mandiri Taspen 2
BPR Syariah HIK 1
Cibitung
BPD Jawa Barat dan 2
Banten
BPR Hariarta Sedana 2
BPD Sulawesi Tengah 1
BPD Bengkulu 4
7 Ujian HER Pendidikan Dasar Penilaian Bank KB Indonesia 2 Sertifikasi 3 November 2025
(PDP) 1 Properti Certification November 3, 2025
HER Basic Education Assessment (PDP) BPRS HIK 1
1 Property Test Parahyangan
8 Pembiayaan Pemilikan Rumah Forum Komunikasi 58 Inhouse Training Selasa - Rabu
Home Ownership Financing Pembiayaan 02 - 03 Desember 2025
Perumahan Syariah Tuesday –
9 Pembiayaan Multiguna Perumahan Sharia Housing Wednesday,December 2-3, 187
Multipurpose Housing Financing Finance 2025
10 Pembiayaan Mikro Perumahan Communication
Housing Microfinance Forum
11 Sanitasi dan Air Bersih
PT Sarana Multigriya Finansial (Persero)
Sanitation and Clean Water
12 Kredit Modal Kerja Konstruksi Bank BJB 30 Inhouse Training 16 Desember 2025
Perumahan December 16, 2025
Housing Construction Venture Capital
Loan
13 Sanitasi dan Air Bersih Bank BJB 30 Inhouse Training 16 Desember 2025
Sanitation and Clean Water December 16, 2025
217
Page 188
Berdasarkan tabel di atas, kegiatan Pelatihan dan Pendampingan Based on the table above, the Training and Advisory activities
yang telah dilaksanakan Perseroan secara luring () dan daring that have been organized by the Company offline and online
(online) selama tahun pelaporan adalah sebagai berikut: during the reporting year are as follows:
1. Pelatihan umum (Public Training) diselenggarakan sebanyak 1. Public Training was held 13 times;
13 kali;
2. In-house training diselenggarakan sebanyak 7 kali; 2. In-house training was held 7 times;
3. Total peserta pelatihan (training) tercatat sebanyak 217 3. The total number of training participants was recorded at 217
orang, yang terdiri dari utusan Bank Umum, BPD dan BPD people, consisting of representatives from Commercial Banks,
Syariah, BPR dan BPR Syariah, serta Multifinance; BPD and BPD Syariah, BPR and BPR Syariah, and Multifinance;
4. Pendampingan implementasi produk baru dan ataupun 4. Advisory for the implementation of new products and/or
peningkatan penyaluran pembiayaan perumahan KPR griya increasing the distribution of mortgage financing for Griya
Nusantara kepada BPD Nusa Tenggara Barat Syariah dan Nusantara Mortgage to BPD West Nusa Tenggara Syariah
BPD Sulawesi Selatan dan Sulawesi Barat. and BPD South Sulawesi dan West Sulawesi.
SMF RESEARCH INSTITUTE [GRI G4 FS16] SMF RESEARCH INSTITUTE [GRI G4 FS16]
Sebagai bagian dari inisiatif strategis, Perseroan mendirikan As one of the Company’s strategic initiatives, SMF Research
SMF Research Institute, yang secara resmi diresmikan oleh Institute was established on July 31, 2025 by the Minister of
Menteri Keuangan Republik Indonesia pada 31 Juli 2025. Finance of the Republic of Indonesia. The establishment of
Pendirian institusi ini dilatarbelakangi oleh keterbatasan SMF Research Institute was motivated by the limited data/
data dan informasi yang dapat diakses bersama oleh seluruh information that may be used together by all stakeholders in
pemangku kepentingan di sektor perumahan, minimnya the housing sector, the lack of evaluation processes for various
evaluasi terhadap berbagai kebijakan publik, serta terbatasnya public policies in the housing sector, and the limited credible
kajian berbasis bukti yang kredibel mengenai kebijakan, evidence-based studies related to policies in the housing
pengembangan pasar, dan pembiayaan perumahan di sector, housing market development and mortgage financing in
Indonesia. Sebagai unit riset PT Sarana Multigriya Finansial Indonesia. As a research unit of PT Sarana Multigriya Finansial
(Persero), SMF Research Institute berperan mendukung (Persero), the SMF Research Institute plays a role in supporting
penguatan ekosistem pembiayaan perumahan yang inklusif the strengthening of an inclusive and sustainable housing
dan berkelanjutan, sekaligus memperdalam pengembangan finance ecosystem, while also intensifying the development
188
pasar pembiayaan sekunder perumahan. of the secondary housing finance market.
SMF Research Institute bertujuan menghasilkan kajian yang The studies produced by SMF Research Institute are expected
mendukung penguatan kebijakan berbasis bukti, mengevaluasi to be able to support the strengthening of evidence based
efektivitas kebijakan publik, dan memberikan rekomendasi policies, evaluate various public policies, and be able to
Laporan Keberlanjutan 2025 Sustainability Report
perbaikan yang diperlukan. Sepanjang tahun 2025, institusi ini recommend improvements that are needed. Various outputs
telah menghasilkan berbagai output sebagai berikut: have been produced by the SMF Research Institute in 2025,
among others, as follows:
1. Kajian Nowcasting dan Forecasting Indikator Makroekonomi. 1. Study of Nowcasting and Forecasting Macroeconomic
Indicators.
2. Kajian Optimalisasi Dana Pensiun dan Dana Asuransi untuk 2. Study of Optimizing Pension Funds and Insurance Funds
Pembiayaan Sektor Perumahan. for Housing Sector Financing.
3. Naskah Kebijakan mengenai Rekomendasi Kebijakan 3. Policy Paper on Policy Recommendations for Secondary
Pengembangan Pasar Sekunder Perumahan untuk Housing Market Development to Support the 3 Million
Mendukung Program 3 Juta Rumah. Homes Program.
4. Naskah Kebijakan mengenai Lanskap Penerima Manfaat 4. Policy Paper on the Beneficiary Landscape of the Housing
Program Fasilitas Likuiditas Pembiayaan Perumahan. Finance Liquidity Facility Program.
5. Artikel media mengenai Repo Bank Indonesia untuk Surat 5. Media article on Bank Indonesia’s Repo for SMF Bonds as
Utang SMF Adalah “Booster” yang Dibutuhkan Pasar a Much-Needed “Booster” for the Housing Market.
Perumahan.
6. Partisipasi dalam Konferensi Tahunan Indonesia 6. Participation in the 20th Annual Conference of the
Regional Science Association (IRSA) ke-20, dengan Indonesia Regional Science Association (IRSA), presenting
mempresentasikan kajian ilmiah berjudul "Building Better a scientific paper entitled “Building Better Lives: Exploring
Lives: Exploring the Link Between Housing Quality and the Link Between Housing Quality and Mental Well-being
Mental Well-being in Indonesia.” in Indonesia.”
7. Penjajakan dan kolaborasi riset bersama dengan Cagamas 7. Exploration and collaborative research with Cagamas
terkait dengan tema A Comparative Snapshot of the related to the theme “A Comparative Snapshot of the
Housing Sectors in Indonesia and Malaysia. Housing Sectors in Indonesia and Malaysia.”
8. Laporan periodik dua mingguan terkait ekonomi dan market 8. Biweekly periodic reports on economic and market updates.
update.
Page 189
9. Keterlibatan aktif dalam kegiatan ekosistem pembiayaan 9. Active involvement in housing finance ecosystem activities
perumahan selama 2025. through 2025.
JUMLAH PRODUK YANG DITARIK VOLUME OF RECALLED
KEMBALI [OJK F.29] PRODUCTS [OJK F.29]
Selama tahun 2025, tidak terdapat produk dan jasa Perseroan In 2025, none of the Company’s products and services were
yang dilarang atau ditarik kembali dari pasar. banned or withdrawn from the market.
SURVEI PENGUKURAN PEMAHAMAN SURVEY OF MEASUREMENT OF PRODUCT
PRODUK DAN KEPUASAN UNDERSTANDING AND SATISFACTION
STAKEHOLDERS [OJK F.30] OF STAKEHOLDERS [OJK F.30]
Perseroan terus berupaya meningkatkan kualitas layanan The Company continues to strive to improve service quality
dengan mengukur tingkat kepuasan para pemangku by measuring the level of satisfaction of stakeholders with the
kepentingan terhadap produk dan layanan yang diberikan. products and services provided. One way to do this is through
Salah satu pendekatan yang diterapkan adalah melalui survei a stakeholder satisfaction survey, which aims to understand
kepuasan stakeholder yang bertujuan memahami penerimaan the acceptance and understanding of products and measure
dan pemahaman terhadap produk serta menilai tingkat the level of satisfaction of stakeholders (Customer Satisfaction
kepuasan stakeholders (Customer Satisfaction Index/CSI). Index/CSI).
Pada tahun 2025, Perseroan melaksanakan survei tersebut In 2025, the Company conducted a stakeholder satisfaction
dengan melibatkan konsultan independen, yang berlangsung survey involving independent consultants, which was
dari tanggal 8 Desember 2025-6 Februari 2026. Survei ini conducted from December 8, 2025–February 6, 2026. This
mengombinasikan metode kuantitatif dan kualitatif serta survey combines quantitative and qualitative methods, involving
melibatkan 60 responden dari berbagai pihak, termasuk 60 respondents from various parties such as service users,
pengguna layanan, pemegang saham, regulator, instansi shareholders, regulators, sharia institutions, event participants,
syariah, peserta event, vendor, BUMDes, BKM/LKM, dan media. vendors, Bumdes, BKM/LKM, and media. The results of the
Hasil survei memperoleh nilai sebesar 87,01 dari target skor 80. survey conducted in 2025 obtained a score of 87.01 from the
Temuan dan tindak lanjut dari survei ini memberikan wawasan target score of 80. These results provide important insights
penting mengenai persepsi stakeholders terhadap produk regarding perceptions of the stakeholders of the services and
dan layanan Perseroan, yang selanjutnya dapat digunakan products offered by the Company, so that this information can
sebagai dasar perbaikan dan pengembangan layanan di masa be used to improve and develop services in the future.
mendatang.
189
PT Sarana Multigriya Finansial (Persero)
Page 190
Pengguna Produk Investasi 92,90 Metode: Average dari Skala 1-6 yang dikali dengan
Investment Product Users
bobot, dinormalisasi dengan jumlah responden,
Pengguna Produk Pembiayaan 91,04
kemudian dikonversi menjadi skor 0-100
Financing Products Users Method: The average of a 1–6 scale multiplied by a
weight, normalized by the number of respondents, and
Partner Kerjasama Sekuritisasi 88,59 then converted to a score on a scale of 0–100
Securitization Partner
Regulator 84,93
Regulator
Sangat
Sangat Tidak Kurang Cukup
Instansi Syariah 95,03 Tidak Puas Puas Puas Puas Puas
Puas
Very
Sharia Institution Nilai CSI Very Not Less Quite Satisfied
Satisfied
Dissatisfied Satisfied satisfied Satisfied
PT SMF 2025
Instansi Pemerintah
87,01
84,33
Government Agency 1 2 3 4 5 6
Pemegang Saham 0 20 40 60 80 100
87,06
Shareholders
Vendor 80,67
Vendor
Media PRODUCT 33%
75,84
Media PROCESS 33%
Pelatihan dan Advisory 79,00 PEOPLE 33%
Training and Consulting
PROCESS-EVENT 50%
Partner KPR Subsidi & Komersil
Subsidized and Commercial 78,86 PEOPLE-EVENT 50%
Mortgage Partners
Perseroan berhasil mencapai nilai CSI sebesar 87,01 tersebut The Company successfully achieved a CSI score of 87.01,
mencakup aspek product, people, dan process. Penilaian which covers the aspects of product, people, and process. The
190
diperoleh dari pengguna berbagai produk pembiayaan assessment was obtained from users of various financing and
dan investasi, termasuk Pembiayaan, Pembiayaan Syariah, investment products, including Financing, Sharia Financing,
Sekuritisasi, Pelatihan, EBA-SP Korporat, Surat Utang/Obligasi, Securitization, Training, Corporate RMBS-PC, Debt Securities/
serta EBA-SP Ritel. Hasil survei ini menjadi dasar bagi Perseroan Bonds, and Retail RMBS-PC. The results of this survey form
untuk terus meningkatkan kualitas produk dan layanan, agar the basis for the Company to continue improving the quality
Laporan Keberlanjutan 2025 Sustainability Report
lebih relevan dengan kebutuhan pasar dan mendukung of its products and services, so that they are more relevant to
pencapaian tujuan jangka panjang dalam membangun market needs and support the achievement of long-term goals
ekosistem perumahan yang inklusif dan berkelanjutan. in building an inclusive and sustainable housing ecosystem.
Selain secara rutin melaksanakan survei kepuasan pemangku In addition to regularly conducting stakeholder satisfaction
kepentingan serta pengukuran Customer Satisfaction Index surveys and measuring the Customer Satisfaction Index (CSI)
(CSI) pada tahun 2025, Perseroan juga menindaklanjuti in 2025, the Company also followed up on the results of the
hasil survei tahun 2024, khususnya terhadap indikator yang 2024 survey, particularly on indicators that were deemed not to
dinilai belum sepenuhnya memenuhi harapan stakeholder. have fully met stakeholder expectations. Based on the 2024 CSI
Berdasarkan hasil penilaian CSI tahun 2024, terdapat 30 saran assessment results, there were 30 improvement suggestions
perbaikan yang disampaikan oleh para pemangku kepentingan. submitted by stakeholders. All of these suggestions have
Seluruh saran tersebut telah ditindaklanjuti oleh Perseroan been followed up by the Company as a form of commitment
sebagai bentuk komitmen dalam memperkuat hubungan yang to strengthening good and sustainable relationships with
baik dan berkelanjutan dengan para pemangku kepentingan. stakeholders.
SARANA KOMUNIKASI PELANGGAN CUSTOMER COMMUNICATION CHANNEL
Dalam upaya menjaga kualitas pelayanan kepada nasabah In order to maintain the service provided to customers/
dan mitra kerja, Perseroan menyediakan saluran komunikasi partners to remain excellent, the Company provides a formal
formal untuk menyampaikan kritik, saran, atau masukan terkait communication forum to submit criticisms/inputs related to the
produk dan/atau jasa yang diberikan. Perseroan senantiasa Company’s products and/or services. The Company is always
bersikap terbuka terhadap seluruh masukan sebagai feedback open to any criticism/input given, as positive feedback for the
konstruktif untuk mendukung peningkatan kinerja dan achievement of the Company’s performance and business
pengembangan usaha. development.
Page 191
Setiap kritik atau masukan yang diterima akan ditindaklanjuti Any criticism/input received will be followed up by the Corporate
oleh Sekretaris Perusahaan dan diteruskan kepada pihak Secretary, to be forwarded to the relevant parties to be resolved
terkait agar dapat diselesaikan sesuai dengan prosedur dan immediately in accordance with the procedures and policies
kebijakan Perseroan. Perseroan menyediakan kanal pengaduan applicable in the Company. the Company provides a formal
formal yang dapat digunakan oleh nasabah atau mitra kerja complaint channels that may be utilized by customers/partners
untuk mengajukan pertanyaan, memperoleh informasi, atau to ask questions, obtain information or submit complaints
menyampaikan keluhan terkait produk dan/atau jasa Perseroan related to the Company’s products and/or services, as follows:
sebagai berikut:
(021) 2700400
info[at]smf-indonesia.co.id
@ptsmfpersero
@smfpersero
PT Sarana Multigriya Finansial (Persero)
Sepanjang tahun 2025, Perseroan tidak menerima pengaduan In 2025, the Company did not receive any complaints or
ataupun keluhan apa pun dari pelanggan atas produk dan/atau grievances from customers regarding the products and/or
jasa yang diberikan . services provided
191
PT Sarana Multigriya Finansial (Persero)
Page 192
SINERGI BERKELANJUTAN MEMBERDAYAKAN
MASYARAKAT
SUSTAINABLE SYNERGY TO EMPOWER COMMUNITIES
PENDEKATAN MANAJEMEN [GRI 3-3] MANAGEMENT APPROACH [GRI 3-3]
Perseroan menempatkan isu masyarakat lokal sebagai fokus The Company places local community issues as a key
keberlanjutan penting dengan tujuan memperkuat dukungan sustainability focus, aiming to strengthen support for the
terhadap lingkungan serta mendorong perkembangan UMKM environment and encourage the development of MSMEs and
dan komunitas sekitar. Inisiatif ini bertujuan menstimulasi surrounding communities. This initiative aims to stimulate
pertumbuhan ekonomi lokal sambil tetap menjaga prinsip local economic growth while upholding the principles of
keberlanjutan alam dan pemberdayaan manusia. Dengan environmental sustainability and human empowerment.
pendekatan ini, Perseroan berkomitmen untuk menyeimbangkan With this approach, the Company is committed to balancing
pertumbuhan ekonomi, keberlanjutan lingkungan, dan economic growth, environmental sustainability, and social
pembangunan sosial masyarakat. development.
PENGELOLAAN DAMPAK IMPACT MANAGEMENT
Melalui pelaksanaan program Tanggung Jawab Sosial dan Through its Social and Environmental Responsibility (TJSL)
Lingkungan (TJSL), Perseroan memberikan dampak positif bagi program, the Company has a positive impact on the community.
masyarakat. Keberadaan Perseroan dirasakan secara langsung This impact is directly felt through various initiatives designed
melalui berbagai inisiatif yang dirancang untuk meningkatkan to improve the well-being and quality of life of the community.
kesejahteraan dan kualitas hidup komunitas. Program TJSL TJSL programs include Capacity Building Homestays for
mencakup Capacity Building Homestay untuk Mitra Binaan, Assisted Partners, Improving the Quality of Housing in Slum
Peningkatan Kualitas Rumah di Daerah Kumuh, serta Program Areas, and Social and Community Development Programs.
192
Sosial dan Community Development. [GRI 413-2] [OJK F.23] [GRI 413-2] [OJK F.23]
KEBIJAKAN YANG TELAH POLICIES THAT HAVE BEEN
DIKEMBANGKAN SECARA KHUSUS DEVELOPED SPECIFICALLY
Laporan Keberlanjutan 2025 Sustainability Report
Kebijakan Perusahaan tentang TJSL Corporate Policies on TJSL
• Surat Keputusan Direksi No. 012/SKD/DIR/III/2025 tanggal • Board of Directors’ Decree No. 012/SKD/DIR/III/2025 dated
24 Maret 2025 perihal Penetapan Struktur Organisasi Tim March 24, 2025 on Stipulation of Organizational Structure
Tanggung Jawab Sosial dan Lingkungan (TJSL) Perseroan; of Social and Environmental Responsibility (TJSL) Team
of the Company;
• Kebijakan Umum Perseroan Nomor 002/KEB/KU/SMF/ • Company General Policy No. 002/KEB/KU/SMF/VI/2024 on
VI/2024 tentang Tata Kelola Perusahaan; Corporate Governance;
• Kebijakan Perseroan Nomor 030/KEB/PED/SMF/XII/2024 • Company Policy No. 030/KEB/PED/SMF/XII/2024 on
tentang Pedoman Tanggung Jawab Sosial dan Lingkungan. Guidelines for Social and Environmental Responsibility.
Ketentuan Umum yang menjadi Acuan General Policy for References
• Undang-Undang Republik Indonesia No. 40 Tahun 2007 • Law of the Republic of Indonesia No. 40 of 2007 concerning
tentang Perseroan Terbatas; Limited Liability Companies;
• Undang-Undang Republik Indonesia No. 19 Tahun 2003 • Law of the Republic of Indonesia No. 19 of 2003 concerning
tentang BUMN; State-Owned Enterprises;
• Peraturan Presiden Nomor 11/2022 tentang Pelaksanaan • Presidential Regulation Number 11/2022 concerning
Pencapaian Tujuan Pembangunan Berkelanjutan the Implementation of the Achievement of Sustainable
Development Goals
• Peraturan Menteri Keuangan Republik Indonesia Nomor 88/ • Regulation of the Minister of Finance of the Republic
PMK.06/2015 tentang Penerapan Tata Kelola Perusahaan of Indonesia No. 88/PMK.06/2015 concerning the
yang Baik pada Perusahaan Perseroan (Persero) di Bawah Implementation of Good Corporate Governance in Limited
Pembinaan dan Pengawasan Menteri Keuangan; Liability Companies (Persero) Under the Guidance and
Supervision of the Minister of Finance;
• Keputusan Menteri Keuangan Republik Indonesia Nomor • Decree of the Minister of Finance of the Republic of
505/KMK.06/2020 tentang Pedoman Penilaian dan Evaluasi Indonesia Number 505/KMK.06/2020 concerning Guidelines
Atas Penerapan Tata Kelola Perusahaan yang Baik pada for the Assessment and Evaluation of the Implementation of
Page 193
Perusahaan Perseroan (Persero) di Bawah Pembinaan dan Good Corporate Governance in Limited Liability Company
Pengawasan Menteri Keuangan. (Persero) Under the Guidance and Supervision of the
Minister of Finance
• Peraturan Menteri Keuangan Republik Indonesia Nomor • Regulation of the Minister of Finance of the Republic of
176 Tahun 2023 tentang Tanggung Jawab Sosial dan Indonesia Number 176 of 2023 concerning Corporate
Lingkungan Perusahaan Perseroan (Persero) di Bawah (Persero) Social and Environmental Responsibility Under
Pembinaan dan Pengawasan Menteri Keuangan; the Guidance and Supervision of the Minister of Finance;
• Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 • Regulation of the Financial Services Authority Number
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga 51/POJK.03/2017 concerning the Implementation of
Jasa Keuangan, Emiten, dan Perusahaan Publik. Sustainable Finance for Financial Services Institutions,
Issuers, and Public Companies.
• ISO 26000 Panduan Tanggung Jawab Sosial • ISO 26000 on Social Responsibility Guidelines
Komitmen Commitment
• Mendukung pengembangan pariwisata lokal melalui • Supporting the development of local tourism through
program peningkatan kapasitas homestay; homestay capacity building program;
• Meningkatkan kualitas hidup masyarakat melalui bantuan • Upgrading communities’ life quality through capacity
peningkatan kapasitas rumah tidak layak huni di daerah building of uninhabitable houses in slum areas;
kumuh;
• Mendukung pemberdayaan komunitas lokal melalui • Supporting local communities’ empowerment through the
program-program pengembangan masyarakat, peningkatan programs of community development, as well as economic,
kapasitas ekonomi dan sosial/budaya. social and cultural enhancement.
TARGET DAN REALISASI TARGET AND REALIZATION
Target Target
• Lima lokasi peningkatan kualitas rumah di daerah kumuh. • Improving housing quality in five slum locations.
• Joint Program TJSL SMV Kemenkeu 2025. • Joint Program for Social and Environmental Sustainability
(TJSL) of SMV and the Ministry of Finance’s in 2025.
• Pengelolaan Sampah dan Perbaikan Sanitasi. • Waste Management and Sanitation Improvement.
• Program Ketahanan Pangan dan Pemberdayaan Masyarakat. • Food Security and Community Empowerment Program.
• Revitalisasi Rumah Adat. • Revitalization of Traditional Houses. 193
• Pemberdayaan UMKM. • Empowerment of MSMEs.
• Corporate Shared Value (CSV). • Corporate Shared Value (CSV).
Realisasi Realization
PT Sarana Multigriya Finansial (Persero)
• Enam lokasi peningkatan kualitas rumah di daerah kumuh • The six locations for improving housing quality in slum areas
yaitu Bolaang Mangondow Selatan, Gresik, Langsa, Wajo, are: South Bolaang Mangondow, Gresik, Langsa, Wajo,
Hulu Sungai Selatan, dan lokasi Joint Program TJSL SMV South Hulu Sungai, and the Ministry of Finance’s and SMV
Kemenkeu 2025 yaitu Surakarta. 2025 Joint Social and Environmental Management (TJSL)
Program in Surakarta.
• Pengelolaan Sampah dan Perbaikan Sanitasi di Desa • Waste Management and Sanitation Improvement in Nagrak
Nagrak, DAS Citarum, Kab. Bandung. Village, Citarum River Basin, Bandung Regency.
• Dukungan Peternakan dan Produksi Susu Kambing Olahan • Support for Livestock and Processed Goat Milk Production
di Desa Wisata Pagerharjo, Kulonprogo. in Pagerharjo Tourism Village, Kulonprogo.
• Pembuatan Replika Rumah Adat dan Penanaman • Construction of Traditional Houses Replica and Planting
Pohon Cokelat Hutan Larang di Desa Adat Cikondang, of Hutan Larang’s Cacao Trees in Cikondang Traditional
Pangalengan, Kab. Bandung. Village, Pangalengan, Bandung Regency.
• Dukungan Penggunaan Geothermal Direct Use untuk Kolam • Support for Direct Use Geothermal Energy for Freshwater
Ikan Air Tawar di Patuha, Kab. Bandung. Fish Ponds in Patuha, Bandung Regency.
• Pelatihan Kewirausahaan dalam Program Corporate Shared • Entrepreneurship Training under the Corporate Shared
Value (CSV) untuk Debitur SMF Home di Kab. Bandung Value (CSV) Program for SMF Home Debtors in West
Barat. Bandung Regency.
Page 194
EVALUASI DAN EFEKTIVITAS TINDAKAN EVALUATION AND EFFECTIVENESS OF
UNTUK MENGELOLA DAMPAK IMPACT MANAGEMENT ACTIONS
Perseroan secara berkala mengukur dampak sosial dan The Company periodically measures the social and economic
ekonomi dari setiap program TJSL yang dijalankan. Pengukuran impacts of the TJSL program implemented. The measurement
ini dilakukan melalui pelaporan rutin untuk masing-masing is done by periodic reporting of each program.
program.
PENANGGUNG JAWAB PERSONS IN CHARGE
Divisi Sekretariat Perusahaan, yang berada di bawah Direktur Division of Corporate Secretary, directly under the President
Utama, berkoordinasi dengan Koordinator TJSL. Di bawah Director, conducts coordination with TJSL coordinator. TJSL
Koordinator TJSL, terdapat beberapa bidang, yaitu Bidang coordinator leads several divisions, namely Homestay Financing
Pembiayaan Homestay, Bidang Peningkatan Kualitas Rumah di Division, House Quality Improvement in Slum Area Division,
Daerah Kumuh, Bidang Sosial, Bidang Community Development, Social Division, Community Development Division, and Financial
serta Bidang Administrasi Keuangan dan TJSL. and TJSL Administrative Division.
Alokasi Anggaran untuk Mengelola Dampak Topik Ini Budget Allocation To Manage the Impacts of this Topic
Per 31 Desember 2025, Perseroan menetapkan anggaran As of December 31, 2025, the Company has set a budget for the
program TJSL sebesar Rp Rp13,033 miliar dengan realisasi TJSL program of Rp13.033 billion with realization until the end
hingga akhir tahun pelaporan sebesar Rp11,67 miliar atau of the reporting year of Rp11.67 billion or 89.54% of the budget.
89,54% terhadap anggaran.
KETERLIBATAN PEMANGKU KEPENTINGAN INVOLVEMENT OF STAKEHOLDERS
DALAM PENGELOLAAN DAMPAK IN MANAGEMENT OF IMPACTS
Pemerintah Government
• Menyediakan regulasi dan kebijakan yang mendukung • Provides supporting regulations and policies;
• Memfasilitasi kerja sama antara Perseroan dan komunitas • Facilitates cooperation between the Company and local
194
lokal communities;
• Memberikan izin dan dukungan terhadap pelaksanaan • Grants permits and supports for implementing TJSL
program TJSL program.
Masyarakat Lokal Local Communities
Laporan Keberlanjutan 2025 Sustainability Report
• Memberikan masukan dan aspirasi terkait kebutuhan dan • Provides suggestion and aspiration related to necessities
prioritas program TJSL yang dilaksanakan and priorities of TJSL programs;
• Berpartisipasi dalam program dan inisiatif Perusahaan • Participates in the Company’s programs and initiatives.
Pegawai Employee
• Mengimplementasikan program TJSL di masyarakat • Implements TJSL programs within the community;
• Menjalin hubungan baik dengan pemerintah daerah dan • Establishes good relationship with regional government
komunitas lokal and local communities;
• Berpartisipasi dalam berbagai kegiatan TJSL Perusahaan • Participates in various Company’s TJSL activities.
DAMPAK OPERASI TERHADAP IMPACT OF OPERATIONS ON
MASYARAKAT SEKITAR LOCAL COMMUNITIES
Dalam menjalankan kegiatan operasionalnya, Perseroan In fulfiling its operational activities, the Company tries to give
berupaya memberikan dampak positif yang berkelanjutan positive and sustainable impacts for the local communities
bagi masyarakat di sekitar wilayah operasional, salah satunya around the operational area, one of which is through the
melalui program Tanggung Jawab Sosial dan Lingkungan implementation of the Social and Environmental Responsibility
(TJSL). Program TJSL dirancang sesuai dengan kebutuhan (TJSL) program. This program is prepared based on the needs
dan potensi masyarakat dengan tujuan memberikan manfaat and potential of the local communities, with the aim of providing
sosial, ekonomi, dan lingkungan secara nyata. Perseroan concrete social, economic, and environmental benefits. The
berkomitmen untuk mengelola dan memitigasi dampak yang Company is committed to managing and mitigating impacts,
timbul dari aktivitas operasional, baik positif maupun negatif, both positive and negative, which may arise from operational
melalui pendekatan yang transparan dan berkelanjutan. Seiring activities, through a transparent and sustainable approach.
dengan itu, untuk membangun hubungan yang baik dengan Along with that, to build good relations with the community,
masyarakat, Perseroan menyediakan sarana komunikasi sebagai the Company provides communication facilities as a channel
jalur pengaduan dan masukan terkait dampak operasional, yang for complaints and input regarding operational impacts, which
Page 195
akan ditindaklanjuti secara sistematis. will be followed up systematically.
Perseroan juga menyadari potensi dampak negatif, seperti risiko The Company is also aware of the potential negative impacts,
pencemaran lingkungan akibat pengelolaan limbah yang kurang such as the risk of environmental pollution due to suboptimal
optimal, serta perubahan sosial dari program Peningkatan waste management, as well as social changes from the Slum
Kualitas Rumah di Daerah Kumuh dan pembangunan homestay, Housing Improvement Program and Homestay development,
termasuk potensi gentrifikasi atau ketidaksetaraan akses including the potential for gentrification or unequal access to
terhadap manfaat program. Untuk memitigasi dampak tersebut, program benefits. To mitigate these impacts, the Company
Perseroan menerapkan pengelolaan limbah yang efektif sesuai implements effective waste management in accordance with
standar lingkungan, melibatkan masyarakat dalam perencanaan environmental standards, involving the community in program
dan pelaksanaan program, serta melakukan pemantauan dan planning and implementation, and conducts regular monitoring
evaluasi rutin terhadap dampak sosial dan lingkungan. Dengan and evaluation of social and environmental impacts. With this
pendekatan ini, program TJSL dapat berjalan dengan baik, approach, the TJSL program can operate properly, provide
memberikan manfaat berkelanjutan, dan menjaga keseimbangan sustainable benefits, and maintain social and environmental
sosial serta lingkungan. Pencapaian tersebut membawa hasil balance. This achievement has resulted in no incidents of
dengan tidak adanya insiden pelanggaran terkait dengan hak- violations related to the rights of local communities throughout
hak masyarakat lokal di sepanjang tahun 2025. 2025.
PERENCANAAN DAN PELAKSANAAN PLANNING AND IMPLEMENTATION OF
PROGRAM TJSL [GRI 413-1, 413-2] TJSL PROGRAM [GRI 413-1, 413-2]
Perencanaan program TJSL Perseroan dilakukan dengan The Company’s TJSL program planning is organized using an
pendekatan berbasis kebutuhan dan potensi masyarakat approach based on the needs and potential of the surrounding
sekitar, sekaligus selaras dengan tujuan keberlanjutan community, while also aligning with the Company’s sustainability
perusahaan. Proses perencanaan dimulai dengan identifikasi goals. The planning process begins with identifying relevant
isu sosial, ekonomi, dan lingkungan yang relevan di setiap social, economic, and environmental issues at each operational
lokasi operasional. Perseroan bekerja sama dengan berbagai location. The Company collaborates with various stakeholders,
pemangku kepentingan, termasuk pemerintah, masyarakat including the government, local communities, and other
lokal, dan mitra lainnya, untuk memastikan program yang partners, to ensure that the programs implemented have a
dijalankan memberikan dampak positif yang nyata dan real and sustainable positive impact.
berkelanjutan.
Setiap program dirancang untuk mendukung pencapaian Each program is designed to support SDGs achievement,
tujuan SDGs dengan fokus pada pemberdayaan masyarakat, focusing on empowering community, improving quality of
peningkatan kualitas hidup, dan pelestarian lingkungan. life, and preserving the environment. The programs not only
Program-program tersebut tidak hanya mempertimbangkan consider short-term benefits, but also consider their long-
manfaat jangka pendek, tetapi juga dampak jangka panjang term impact, which may strengthen the social and economic
yang dapat memperkuat ketahanan sosial dan ekonomi resilience of the community while maintaining ecosystem
masyarakat serta menjaga keseimbangan ekosistem. balance. 195
Pelaksanaan program TJSL Perseroan bertujuan memberikan The Company’s TJSL program aims to provide broad benefits to
manfaat yang luas bagi lingkungan operasional, masyarakat, the operational environment, communities, and stakeholders.
dan pemangku kepentingan. Program ini difokuskan pada tiga The program focuses on three main pillars: SMF-Care, SMF-
PT Sarana Multigriya Finansial (Persero)
pilar utama yaitu SMF-Care, SMF-Smart, dan SMF-Green, Smart, and SMF-Green, each with specific objectives and
yang masing-masing memiliki tujuan dan pendekatan spesifik approaches as follows:
sebagai berikut:
Pilar Program TJSL SMF
Pillars of the Company’s TJSL Program
People, Planet, Profit
SMF-CARE SMF-SMART SMF-GREEN
Komitmen Perseroan terhadap berbagai Komitmen Perseroan dalam Komitmen Perseroan dalam menjaga
isu sosial-kemasyarakatan, mencakup pengembangan kapasitas manusia lingkungan hidup (planet) agar tetap layak
berkenaan dengan bencana, perbaikan (people), mencakup berkenaan dengan huni, khususnya bagi generasi mendatang.
infrastruktur, dan bantuan sosial lainnya. pelatihan yang mendukung serta bantuan The Company’s commitment is to preserve
The Company is committed to addressing sarana dan prasarana yang terkait di planet to be habitable, especially for future
various social-community issues, including dalamnya. generations.
those related to disaster, infrastructure The Company’s commitment to developing
renovation, and other social aids. people’s capacity includes supporting
training and related facilities and
infrastructures relevant to it.
Page 196
Selain itu, Perseroan juga melakukan program TJSL yang terkait The Company also organized the TJSL program related directly
langsung dengan kegiatan usaha sebagaimana tertuang dalam to the Company’s business activities, as set forth in Resolution
Surat Keputusan Direksi No. 010/SKD/DIR/V/2023 yaitu Program off Board of Directors 010/SKD/DIR/V/2023, namely the House
Peningkatan Kualitas Rumah di Daerah Kumuh dan Program Quality Improvement Program in Slum Areas and the Homestay
Pembiayaan Homestay. Program Peningkatan Kapasitas Financing Program. Previously, the Homestay Capacity Building
Homestay pada Mitra Binaan sebelumnya merupakan program Program was a homestay financing program. The business,
pembiayaan homestay, namun Perseroan memutuskan untuk however, made the decision to transform it into a social program
mengubah menjadi program sosial yang fokus pada peningkatan that focuses on capacity building in the homestay location. This
kapasitas di lokasi homestay. Program ini mencerminkan program reflects the Company’s commitment to supporting
komitmen Perseroan dalam mendukung pengembangan tourism development, especially in super-priority tourism
pariwisata, khususnya di destinasi wisata prioritas yang telah destinations specified by the government. This program is
ditetapkan pemerintah. Program ini juga merupakan hasil a collaboration between the Company and the Ministry of
kolaborasi antara Perseroan dan Kementerian Pariwisata dan Tourism and Creative Economy with the aim of empowering
Ekonomi Kreatif dengan tujuan memberdayakan masyarakat local communities to obtain optimal economic benefits from
setempat agar dapat memperoleh manfaat ekonomi yang the growth of the tourism sector in their region.
optimal dari pertumbuhan sektor pariwisata di wilayahnya.
Sementara itu, Program Peningkatan Kualitas Rumah di Daerah At the same time, the Slum Housing Quality Improvement
Kumuh dilaksanakan sebagai bagian dari kegiatan Bantuan dan/ Program is implemented as part of the Assistance and/
atau Kegiatan Lain melalui Program Sosial. Program direalisasikan or Other Activities through Social Programs. This program
melalui pengembangan rumah kumuh melalui penyalur yang is implemented through the development of slum housing
bertanggung jawab atas penilaian kelayakan, penyaluran through distributors responsible for feasibility assessments, aid
bantuan, dan hal-hal lain berkaitan dengan kegiatan operasional distribution, and other matters related to program operations.
program. Dana dialokasikan kepada penyalur sesuai Perjanjian Funds are allocated to distributors in accordance with a
Kerja Sama (PKS) yang ditandatangani oleh seluruh pihak Cooperation Agreement (PKS) signed by all relevant parties,
terkait, untuk memastikan pembangunan rumah berjalan sesuai ensuring that housing construction is implemented according
ketentuan dan memberikan manfaat nyata bagi masyarakat. to regulations and provides tangible benefits to the community.
STRUKTUR PENGELOLA TJSL TJSL MANAGEMENT STRUCTURE
196
Sesuai dengan Surat Keputusan Direksi Nomor 012/SKD/DIR/ According to Board of Directors’ Decree No. 012/SKD/ DIR/
III/2025 tanggal 24 Maret 2025, struktur dan susunan personel III/2025 dated March 24, 2025, the structure and composition
pengelola Program TJSL Perseroan adalah sebagai berikut : of management personnel of the Company’s TJSL Program
are as follows:
Laporan Keberlanjutan 2025 Sustainability Report
Struktur Pengelola TJSL
TJSL Management Structure
Direktur Keuangan & Operasional*
Finance & Operation Director*
Pembina dan Pengarah
Advisors and Supervisors
Bonai Subiakto
Kepala Divisi Sekretariat Perusahaan
Head of Corporate Secretary Division
*Perubahan Nomenklatur dari Direktur Keuangan
& Operasional menjadi Direktur Keuangan dan
Ketua TJSL Manajemen Risiko efektif per 9 Juli 2025
Head of TJSL
*The change in nomenclature from Director of
Primasari Setyaningrum Finance & Operations to Director of Finance and Risk
Management is effective as of July 9, 2025
Kepala Bagian CA & Comdev
Head of CA & Community Development Section
Koordinator TJSL
TJSL Coordinator
Arief Hidayat
Program Pembiayaan Bidang Peningkatan Administrasi Keuangan &
Kualitas Rumah di Daerah
Homestay TJSL Bidang Sosial Community Development TJSL
Kumuh
Homestay Financing Social Sector TJSL Community Development Finance & TJSL
Slum Area Housing Quality
Program Improvement Division Administration
• David Nugroho • Forandra Rachman • Sahrul Haetamy • Achmadsyah • Qusnul Khotimah
• Gumanti Simbolon • Ahmad Mahyudin Ananto Abdurrahman Melana Putri
• Rahma Pandita • Eko Ardy Prasetyo • Ikhbal Mega • Claudia Meliana
• IGAP Shita Wasesa Putri
Pangestuti • Naradipatya
Pratanjana
• Aryo Bagas
Syahardianto
Page 197
REALISASI PROGRAM TJSL REALIZATION OF LEADING TJSL
UNGGULAN TAHUN 2025 [GRI 203- PROGRAM IN 2025 [GRI 203-2,
2, 413-1, 413-2] [OJK F.23, F.25] 413-1, 413-2] [OJK F.23, F.25]
Total Realisasi Penyaluran Penerima Manfaat Program Penerima Manfaat
Dana Program TJSL Peningkatan RTLH di Daerah Peningkatan kapasitas Desa
Total Realization of TJSL Kumuh Binaan di lokasi Homestay
Program Fund Disbursement Beneficiaries of the Beneficiaries of the Assisted
Improvement of RTLH Village Capacity Building in
Program in Slum Area Homestay Location
Rp 11,67 miliar 6 lokasi 3 lokasi
Rp11.67 billion 6 Locations 3 Locations
Pada tahun 2025, Perseroan melaksanakan berbagai program In 2025, the Company has implemented various TJSL programs
TJSL yang mendukung pencapaian SDGs meliputi Program that support the achievement of the SDGs, including the
Peningkatan Kapasitas Homestay pada Mitra Binaan, Program Homestay Capacity Building Program for Assisted Partners,
Peningkatan Kualitas Rumah di Daerah Kumuh, serta program the Housing Quality Improvement Program in Slum Areas, and
sosial yang dijalankan melalui pilar SMF-Care, SMF-Smart, dan social programs implemented through the SMF-Care, SMF-
SMF-Green. Program-program yang dilaksanakan Perseroan Smart, and SMF-Green pillars. The programs implemented by
sepanjang tahun 2025 adalah sebagai berikut: the Company throughout 2025 are as follows:
PROGRAM PENINGKATAN KAPASITAS HOMESTAY CAPACITY IMPROVEMENT
HOMESTAY PADA MITRA BINAAN [GRI PROGRAM FOR ASSISTED PARTNERS
203-2, 413-1, 413-2] [OJK F.25] [GRI 203-2, 413-1, 413-2] [OJK F.25]
Program Peningkatan Kapasitas Homestay pada Mitra Binaan The Homestay Capacity Building Program for the Company’s
Perseroan merupakan kelanjutan dari Program Pembiayaan fostered partners is a continuation program of the Homestay
Homestay yang telah berjalan sejak 2019. Program ini Financing Program that has been rolling since 2019. The purpose
bertujuan memaksimalkan pengembangan pariwisata di of this program is to further maximize tourism development 197
destinasi unggulan yang telah didukung Perseroan, sekaligus in the best tourist destinations that have been assisted by
memberdayakan masyarakat setempat agar memperoleh the Company, while empowering local communities to obtain
manfaat ekonomi yang optimal dari pertumbuhan sektor optimal economic benefits from the growth of the tourism
pariwisata di wilayahnya. sector in their region.
PT Sarana Multigriya Finansial (Persero)
Sebelumnya, program pembiayaan homestay dijalankan Previously, the homestay financing program was implemented
bekerja sama dengan Badan Usaha Milik Desa (BUMDes) in collaboration with Village-Owned Enterprises (BUMDes)
melalui Perjanjian Kerja Sama (PKS) untuk mengatur berbagai through a Cooperation Agreement (PKS) to regulate various
aspek, termasuk penilaian kelayakan, penyaluran pinjaman, aspects, including feasibility assessments, loan disbursement,
dan kegiatan operasional lainnya. Dalam perkembangannya, and other operational activities. As the program evolved, in
pada tahun 2024, Perseroan memutuskan untuk memfokuskan 2024, the Company decided to focus the program on increasing
program pada peningkatan kapasitas di lokasi homestay. capacity at homestay locations.
Dalam pelaksanaannya, Program Peningkatan Kapasitas Practically, the Homestay Capacity Building Program for
Homestay melibatkan kerja sama dengan berbagai pihak antara Assisted Partners involves several parties cooperating,
lain Kementerian Pariwisata dan Ekonomi Kreatif melalui Asisten including the Ministry of Tourism and Creative Economy through
Deputi Bidang Industri dan Investasi, BUMDes, Pokdarwis Deputy for Industry and Investment, BUMDes, Pokdarwis
(Kelompok Sadar Wisata), serta masyarakat setempat. Pola (Tourism Awareness Group), and local communities. As for
kerja sama kelembagaan untuk program ini adalah sebagai the institutional cooperation pattern for this program, it is as
berikut: follows:
Page 198
SURVEY ANALISA BUMDes MOU CAPACITY BUILDING PKS INSTALL SISTEM PKS & PEMBIAYAAN
Village-Owned & SOSIALISASI Corporate VERIFIKASI DATA Financing
enterprise Analysis Capacity Building & Agreement (PKS) Install Cooperation
Socialization Agreement (PKS) & Data
Verification System
Survei lokasi Analisa Kesiapan MOU antara pihak Capacity Building PKS antara SMF dan Sistem virtual Penyaluran dana
aktivitas untuk BUMDes & SMF dengan untuk BUMDes BUMDesa secara account dan SMF ke masyarakat
pembangunan/ POKDARWIS BUMDes dan masyarakat notaril penyimpanan melalui BUMDes
Perbaikan Village-Owned MoU between dalam program Cooperation dokumen The Company’s
Homestay Enterprise & the Company and pembiayaan Agreement (PKS) persyaratan funds distribution
Survey the location Pokdarwis Village-Owned Homestay between the Virtual Account to the community
of activities Readiness Analysis Enterprise Capacity Building Company and system and through Village-
for homestay for Village-Owned Village-Owned submission of Owned Enterprise
construction/ Enterprise and the Enterprise by required documents
renovation Community and Notary
Homestay Financing
Program
Analisa Validasi Kelengkapan
198
Analysis Dokumen
Completeness of
Documents validation
Laporan Keberlanjutan 2025 Sustainability Report
Rekomendasi Permohonan Transfer
Recommendation Transfer Request
POKDAWIS
Badan Usaha Milik Desa (BUMDes)
Financing
Village-Owned Enterprise
Permohonan Pembiayaan
Persetujuan Transfer Dana
Financing Proposal
Approval for Fund Transfer
Pembiayaan Angsuran
Installment Payment
Virtual Account Bank Joint Operation
(JO) BUMDes & SMF dan/atau Aplikasi
Keuangan elektronik lainnya
Bank Virtual Account Joint Operation
(JO) of Village-Owned Enterprise and
Pemilik Homestay Pencairan/Transfer Dana dari the Company and/or other electronic Transfer Dana ke REkening JO
Homestay Owners BUMDes ke Pemilik Homestay financial applications BUMDes & SMF
Withdrawal/Fund Transfer from Fund Transfer to a Joint Operation
Village-Owned Enterprise to Account of Village-Owned
Homestay Owner Enterprise and The Company
Page 199
Adapun peran pokok para pihak dalam program ini adalah sebagai The main roles of the parties in this program are as follows:
berikut:
Role of Ministry of Tourism and
Capacity SOP, Sistem dan Pelatihan ke BUMDes Capacity SOP, Sistem dan Pelatihan ke BUMDes
Peran Kemenparekraf
Building SOP, BUMDes System and Training Building SOP, BUMDes System and Training
Creative Economy
Role of SMF
Peran SMF
Penyedia Provision Perjanjian Kerja Sama, Pencairan Usulan Lokasi, Data & Informasi
Dana Dana dan Monitoring ke BUMDes Rekomendasi BUMDes ke SMF BUMDes
Fund Cooperation Agreement, Fund Withdrawals, Recomendation Usulan Lokasi, Data & Informasi
Provision and Monitoring of BUMDes BUMDes ke SMF BUMDes
Per 31 Desember 2025, Perseroan telah menyalurkan dana As of December 31, 2025, the Company has disbursed
Program Peningkatan Kapasitas dan Perbaikan Homestay Rp105.92 million in funds for the Homestay Capacity Building
sebesar Rp105,92 juta. Dana yang bersumber dari TJSL sosial and Improvement Program. The funds, which come from social
tersebut digunakan untuk mendukung peningkatan kapasitas TJSL, are used to support capacity building in three priority
di 3 (tiga) lokasi desa wisata prioritas dengan rincian realisasi tourist villages, with the following details:
sebagai berikut:
Realisasi Program Peningkatan Kapasitas dan Perbaikan Homestay pada Mitra Binaan Tahun 2025*
Realization of the Capacity Building and Homestay Improvement Program for Partner Institutions in 2025*
Nama Desa Wisata Lembaga Penyalur Realisasi Biaya (Rp) Penerima Manfaat
Pagerharjo Kulonprogo BUMDes Pagerharjo 45 juta Peternak Kambing Desa Pagerharjo
Village-Owned Enterprises 45 million Goat Breeders in Pagerharjo Village
Pagerharjo
Desa Sukajaya, Sumedang BUMDes Simpati Wargi 35,09 juta Bantuan perbaikan homestay
Sukajaya Village, Sumedang Village-Owned Enterprises 35.085 million Homestay repair assistance
Simpati Wargi
Hilisimaetano, Nias BUMDes Batu Ofulo 25,83 juta Bantuan perbaikan homestay
Village-Owned Enterprises Batu 25.83 million Homestay repair assistance
Ofulo
Tabel Realisasi Program Penyaluran Pembiayaan Mitra Binaan Homestay pada Mitra Binaan s.d. Desember 2024
Table of Realization of Financing Distribution of Homestay Assisted Partners until December 2024 199
Capaian
Tahun Anggaran (Rp) Jumlah Anggaran (Rp) Januari – Desember (Rp)
Achievement
Sisa Saldo (Rp)
Year Budget (Rp) Total Budget (Rp) January – December (Rp) Remaining Balance
(%) PT Sarana Multigriya Finansial (Persero)
2019 10.300.000.000 14.576.000.000 2.234.000.000 22% 8.066.000.000
2020 6.510.000.000 17.074.000.000 1.362.000.000 9% 13.214.000.000
2021 3.860.000.000 13.738.000.000 3.336.000.000 20% 13.738.000.000
2022 0 14.576.000.000 5.510.000.000 40% 8.228.000.000
2023 0 8.228.000.000 1.155.000.000 14% 7.073.000.000
2024 0 3.193.000.000 *) 735.000.000 **) 23% 2.458.000.000
*) Angka didapat dari anggaran sebesar Rp3.880.000.000 di pindah bukukan ke anggaran TPRK (1.380.000.000) dan Sosial (2.500.000.000)
**) Tahun 2024 tidak ada penyaluran pembiayaan homestay melainkan peningkatan kapasitas homestay.
*) The figure was obtained from a budget of Rp3,880,000,000 transferred to the TPRK budget (Rp1,380,000,000) and Social budget (Rp2,500,000,000).
**) In 2024, there was no distribution of homestay financing, but rather an increase in homestay capacity.
Page 200
Dampak dan Pencapaian Program
Impacts and Achievements of the Program
Manfaat bagi Masyarakat Dampak Sosial
Benefits for Community Social Impacts
1. Akses ke Sumber Daya Keuangan: Perseroan memberikan 1. Peningkatan Kesempatan Kerja: Dengan pengembangan usaha
kredit lunak kepada nasabah yang memiliki homestay, sehingga homestay, Perseroan dapat membantu meningkatkan kesempatan kerja
mereka dapat mengembangkan usahanya. bagi masyarakat lokal.
2. Peningkatan Pendapatan: 2. Peningkatan Kualitas Lingkungan: Perseroan juga berfokus pada
Dengan kredit lunak dari Perseroan, nasabah dapat pengembangan usaha yang berkelanjutan, sehingga dapat membantu
meningkatkan pendapatannya melalui pengembangan usaha meningkatkan kualitas lingkungan, kebersihan lingkungan meningkat.
homestay. 3. Peningkatan Kesadaran Masyarakat: Perseroan dapat membantu
3. Peningkatan Kualitas Hidup: Perseroan juga memberikan meningkatkan kesadaran masyarakat tentang pentingnya
pelatihan dan pendampingan kepada nasabah untuk pengembangan usaha yang berkelanjutan. Terutama di bidang layanan
meningkatkan kualitas hidup mereka. pariwisata dan kuliner.
4. Pengembangan UMKM: Perseroan berfokus pada 1. Increase of Job Opportunities: By developing homestay business, the
pengembangan UMKM, sehingga dapat membantu Company can help increase job opportunities for local communities.
meningkatkan perekonomian lokal. 2. Improvement of Environmental Quality: The Company also focuses
1. Access to Financial Resources: The Company provides soft on sustainable business development, so that it can help improve
loans to customers who own homestays, so that they can environmental quality and environmental cleanliness.
develop their businesses. 3. Increase of Public Awareness: The Company can help increase public
2. Increase of Income: With soft credits from the Company, awareness about the importance of sustainable business development.
customers can increase their income by developing their Especially in the field of tourism and culinary services.
homestay business.
3. Improvement of Quality of Life: The Company also provides
training & advisory to customers to improve the quality of their
life.
4. MSME Development: The Company focuses on MSME
development, so that it can help improve the local economy.
PENINGKATAN KUALITAS RUMAH HOUSE QUALITY IMPROVEMENT
DI DAERAH KUMUH [GRI 203- PROGRAM IN SLUM AREAS [GRI
2, 413-1, 413-2] [OJK F.25] 203-2, 413-1, 413-2] [OJK F.25]
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Laporan Keberlanjutan 2025 Sustainability Report
Perseroan melaksanakan Program Peningkatan Kualitas Rumah The Company implements the Slum Housing Improvement
di Daerah Kumuh dengan melibatkan penyalur dalam berbagai Program by involving distributors in various stages of the
tahapan kegiatan, termasuk penilaian kelayakan, penyaluran program, including feasibility assessments, aid distribution,
bantuan, dan operasional program. Sesuai regulasi terbaru and program operations. In accordance with the latest 2022
tahun 2022, fokus program adalah bantuan dan/atau kegiatan regulations, the program focuses on assistance and/or other
lain yang mendukung peningkatan kualitas rumah di daerah activities that support housing improvement in slum areas, with
kumuh, dengan penyalur bertugas memastikan kelancaran distributors responsible for ensuring the a seamless process.
seluruh proses. Dana disalurkan kepada penyalur sebagai Funds are disbursed to distributors, who implement the housing
pelaksana pembangunan rumah, berdasarkan Perjanjian Kerja construction, based on a Cooperation Agreement (PKS) that
Sama (PKS) yang mengikat seluruh pihak terkait. binds all relevant parties.
Supaya program tepat sasaran, Program RTLH Perseroan For programs to be on target, the Company’s RTLH Program
mengacu pada kriteria kekumuhan yang ditetapkan oleh refers to the slum criteria set by the Ministry of Public Works
Kementerian PUPR melalui Permen PUPR No. 14 PRT/M/2018 and Public Housing through PUPR Ministerial Regulation No. 14
tentang Pencegahan dan Peningkatan Kualitas terhadap PRT/M/2018 concerning Prevention and Quality Improvement of
Perumahan dan Permukiman Kumuh, yang mencakup tujuh Housing and Slum Settlements, which includes seven criteria.
kriteria. Dalam pelaksanaan program, Perseroan hanya In implementing the program, the Company only considers one
mempertimbangkan satu aspek yang relevan dengan kegiatan aspect relevant to its operational activities, namely Aspect No.
operasionalnya yaitu Aspek No. 1: Kondisi Bangunan. 1: Building Condition
Page 201
Seluruh kriteria tersebut secara ringkas diuraikan pada tabel All of those criteria are summarized in the following table:
berikut:
BKM
RTLH
Daerah Kumuh Penerima Manfaat Community Self
Uninhabitable Houses
Slum Area Beneficiaries Reliance Bodies
(RTLH)
(BKM)
• Masuk dalam SK Kumuh Walikota • RTLH benar-benar memang • Masyarakat penerima manfaat • Termasuk BKM
• Termasuk dalam Skala Kawasan yang membutuhkan perbaikan menerima untuk rumahnya dalam kategori
menjadi Sasaran Pengembangan Kawasan • Tanah tempat RTLH masuk dalam program sehat
Permukiman (PKP) Direktorat Jenderal berstatus legal • Siap bekerja sama dengan • Included as BKM
Cipta Karya (DJCK) • The RTLH certainly requires BKM dan Faskel KOTAKU (Kota under Sound
• Included in the Mayor’s Decree concerning improvement Tanpa Kumuh) category
Slums • The RTLH’s land has legal • The beneficiary community
• Included in the Area, which is the Target status receiving assistance for their
of the Development of Settlement Areas housing needs is included in
(PKP) of the Directorate General of Human the program
Settlement (DJCK) • Ready to work with BKM and
Faskel KOTAKU (National Slum
Upgrading Program)
Dalam pelaksanaannya, Program RTLH melibatkan berbagai In its implementation, the RTLH Program involves various
pemangku kepentingan dengan peran dan tanggung jawab yang stakeholders with different roles and responsibilities according
berbeda sesuai dengan kewenangan masing-masing. Perseroan to their respective authorities. The Company acts as the initiator
berperan sebagai pemrakarsa dan penyedia pendanaan dengan and funding provider, focusing on designing the program to
fokus pada perancangan program agar selaras dengan tujuan align with the Company’s objectives and provide optimal
Perseroan serta memberikan manfaat optimal bagi penerima benefits to beneficiaries and the surrounding environment.
manfaat dan lingkungan sekitarnya. Pembagian peran antar The division of roles among related parties is illustrated in the
pihak terkait digambarkan dalam diagram berikut. following diagram.
Skema Pelaksanaan Program dan Peran Para Pihak
Program Implementation Scheme and Roles of the Parties
[GRI G4 FS1]
1 2 3 4
Persiapan Program Pemberian Dana Bantuan dan/atau Kegiatan Pemberdayagunaan BKM sebagai Penyusunan Kajian untuk
yang berkualitas untuk Lainnya kepada sebagai Dana Bergulir (di BKM) pengelola Dana Bergulir, juga bagi memastikan peningkatan taraf
memastikan ketetapan dalam pembangunan/perbaikan rumah. masyarakat penerima manfaat. Sosial Ekonomi & Lingkungan
sasaran Program. Provision of Assistance Funds and/or Other Empowerment of Community Self- (SEL) Masyarakat untuk
Quality Program Activities to BKM to be used as a Revolving Reliance Agency as manager of peningkatan kualitas program.
preparation to ensure Fund (at BKM) in house construction/ repairs Revolving Funds, also for beneficiary Preparation of a study
the determination of communities. to ensure an increase in
Program targets. the Socio-Economic &
Environmental (SEL) level of
the community to improve the
quality of the program. 201
PT Sarana Multigriya Finansial (Persero)
TJSL Dana Bantuan dan/atau Kegiatan Lainnya
TJSL Assistance Funds and/or Other Activities
Page 202
Tahapan Pelaksanaan Program RTLH di Daerah Kumuh
Stages of RTLH Program Implementation in Slum Areas
[GRI G4 FS2]
Perjanjian Kerja sama Perjanjian POK (Pedoman Pencairan Tahap II
tiga pihak antara PKP - DJCK Operasional Pencairan kepada
PUPR (Perumahan dan Kawasan Kegiatan) Dilengkapi BKM sebesar 30%
Permukiman-Direktorat Jenderal dengan POK sebagai untuk penyelesaian
Penentuan RLTH petunjuk teknis pembangunan
kolaborasi Pemkot Cipta Karya Kementerian Pekerjaan
Umum dan Perumahan Rakyat), POK (Operational Disbursement Phase
KOTAKU dan Dinas Activity Guidelines) II Disbursement to
Terkait Pemkot dan Perseroan.
Cooperation Agreement Three party Complemented by BKM by 30% for the
Collaboration between the POK as Technical completion of the
the City Government, Agreement between PKP-DJCK
PUPR, the City Government, and the Guidelines development
KOTAKU, and the
Company
1 3 5 7
Relevant Agencies
Pembuatan Detail
Engineering Design
(DED) oleh Konsultan
yang ditunjuk
Perseroan
Proposal BKM Pencairan Tahap I
Preparation of DED By
menyampaikan Pencairan kepada
Consultants appointed
proposal kepada BKM sebesar 70%
by the Company
Perseroan dan dimulainya
Proposal BKM submits pembangunan
the proposal to the Disbursement Phase
Company I Disbursement to
BKM by 70% and the
commencement of
2 4 6
development
Keterlibatan Pemangku Kepentingan dalam Pelaksanaan Program
Stakeholder Involvement in the program Implementation
202
[GRI G4 FS5]
Pemangku Kepentingan Peran
Stakeholder Roles
Perseroan • Persiapan program
Laporan Keberlanjutan 2025 Sustainability Report
Company • Penyediaan Dana Bina Lingkungan
• Pemberian Pelatihan untuk Masyarakat Penerima Manfaat
• Kajian peningkatan taraf sosial ekonomi & lingkungan
• Program preparation
• Provision of Environmental Development Funds
• Provision of Training for Beneficiary Communities
• Study on enhancing the social, economic, and environmental benefit of the program
Page 203
Keterlibatan Pemangku Kepentingan dalam Pelaksanaan Program
Stakeholder Involvement in the program Implementation
[GRI G4 FS5]
Pemangku Kepentingan Peran
Stakeholder Roles
KOTAKU • Arahan Kebijakan
• Usulan Pemilihan dan Penetapan Lokasi
• Usulan Pemilihan BKM
• Fasilitas KOTAKU melakukan penyiapan dan pendampingan masyarakat dan BKM, serta
pengawasan program
• Policy Directives
• Proposal for Selection and Determination of Location
• Proposal for BKM Selection
• KOTAKU facility prepares and assists the community and BKM, as well as monitors the Program
Badan Keswadayaan Masyarakat (BKM) • Penyiapan Masyarakat
Community Self-Reliance Bodies (BKM) • Penyusunan RAB/DED dibantu Konsultan Ahli
• Pelaksanaan perbaikan dan pembangunan, dengan memberdayakan KSM dan/atau Kontraktor
• Pendampingan dan pengawasan
• Pengelola Dana Bergulir
• Pendampingan dan pengawasan BKM dan Masyarakat
• Preparation of the Community
• Preparation of RAB/DED assisted by Expert Consultants
• Implementation of renovation and construction by empowering KSM and/or Contractors
• Assistance and supervision
• Management of Revolving Funds
• Assistance and supervision of BKM and the Community
Pada tahun 2025, Perseroan merealisasikan Program RTLH di In 2025, the Company implemented the RTLH Program in
6 (enam) lokasi yang tersebar di berbagai wilayah Indonesia. several regions, specifically in 6 locations. The total funds
Total dana yang disalurkan mencapai Rp9,370 miliar atau disbursed for the RTLH program implementation reached
sebesar 93,7% dari total anggaran Rp10 miliar. Realisasi Rp9.370 billion or 93.7% of the Rp10 billion total budget,
tersebut mengalami peningkatan dibandingkan tahun 2024, increasing compared to 2024 amounting to Rp6.57billion or
yang tercatat sebesar Rp6,57 miliar atau 93,92% dari total 93.92% of the Rp7 billion total budget.
anggaran Rp7 miliar.
Realisasi Pembangunan RLH Tahun 2025
Realization of RLTH Development in 2025
Rincian
Lokasi
Total Detail
Provinsi Anggaran (Rp) Rumah Bangun
Program No
Kelurahan/Desa Kota/Kabupaten Provinces Budget (Rp) Total Baru Renovasi
Villages Cities/Regencies House New Renovation
Building 203
RLH 1 Matondoi Selatan Bolaang Mongondow Selatan Sulawesi 1.357.000.000 20 20 -
South Matondoi South Bolaang Mongondow Utara
North
Sulawesi
PT Sarana Multigriya Finansial (Persero)
2 Pulopancikan Gresik Jawa Timur 1.282.993.000 35 - 35
East Java
3 Tempe Wajo Sulawesi 1.325.000.000 24 24 -
Selatan
South
Sulawesi
4 Sidorejo Kota Langsa Nangroe 1.225.000.000 18 8 10
Aceh
Darussalam
5 Sungai Raya Kab Hulu Sungai Selatan Kalimantan 1.190.320.000 20 20 -
Selatan Selatan
South
Kalimantan
Joint 6 Sangkrah Surakarta Jawa 2.990.000.000 37 37 -
Program Tengah
SMV Central Java
Total 9.370.313.000 154 109 45
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Tabel Realisasi Penyaluran Program Peningkatan Kualitas Rumah di Daerah Kumuh s.d. Desember 2025
Table of Distribution Realization for House Quality Improvement Program in Slum Areas until December 2025
Tahun Anggaran (Rp) Jumlah Anggaran (Rp) Januari – Desember (Rp)
Capaian (%) Sisa Saldo (Rp)
Achievement Remaining Balance
Year Budget (Rp) Total Budget (Rp) January – December (Rp)
(%) (Rp)
2018 1.000.000.000 1.000.000.000 1.000.000.000 100% -
2019 7.000.000.000 7.000.000.000 3.235.125.500 46,22% 3.764.874.500
2020 9.300.000.000 13.064.874.500 4.711.308.500 50,66% 8.353.566.000
2021 6.360.000.000 14.713.566.000 6.986.956.200 109,86% 7.726.609.800
2022 3.993.591.265 11.720.201.065 10.081.984.800 252,45% 1.638.216.265
2023 7.500.000.000 9.138.216.265 7.494.096.000 99.92% 1.644.120.265
2024 8.200.000.000 9.844.120.265 6.571.848.000 66,68% 3.272.272.265
2025 7.533.000.000 10.805.272.265 9.370.313.000 93,7 % 629.687.000
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Page 205
Rasanya Seperti Mimpi
Di bantaran Sungai Bengawan Solo, perubahan itu mula-mula terdengar seperti kabar angin. Kawasan Sangkrah, yang dulu identik dengan gang sempit,
sanitasi buruk, dan rumah berdiri tanpa arah, perlahan menanggalkan label kumuhnya. Data Pemerintah Kota Surakarta, Jawa Tengah, mencatat luas
kawasan kumuh yang pada 2014 mencapai 467,62 hektare, menyusut menjadi 63,27 hektare pada 2024. Di dokumen resmi, itu disebut pencapaian.
Namun bagi warga, maknanya jauh lebih sederhana: hidup yang dulu terasa sempit dan penuh waswas, kini mulai terasa lebih lapang.
Sudirman, Ketua RW 11 Sangkrah, masih mengingat masa ketika kawasan itu tumbuh tanpa rencana. “Kalau dulu ditanya kapan tepatnya mulai kumuh,
saya juga bingung jawabnya,” katanya. Rumah-rumah berdiri satu per satu, saling berhimpitan, hingga ruang terbuka lenyap tanpa terasa. “Tahu-tahu
muncul banyak masalah.”
Masalah itu bukan cuma soal pemandangan yang semrawut. Air limbah tak tertangani, sanitasi minim, dan penyakit mudah datang. Banjir menjadi
langganan saban musim hujan. Untuk mengantisipasi, warga punya kebiasaan meninggikan lantai rumah 30 hingga 50 sentimeter agar air tak langsung
masuk ketika Bengawan Solo meluap. Bertahun-tahun mereka hidup dalam kewaspadaan yang melelahkan.
Kini nada bicara Sudirman berbeda. “Saya bersyukur banget. Banyak warga akhirnya punya rumah baru yang layak, gratis, dan legal,” ujarnya. Matanya
berbinar. Jalanan yang dulu becek telah dibeton dengan cone block. Drainase diperbaiki, selokan dibuka dan dialirkan dengan rapi. WC umum yang
kumuh tinggal cerita karena sudah disulap menjadi fasilitas yang bersih dan sehat. Ancaman banjir pun hilang dengan adanya parapet atau dinding
penahan banjir yang dibangun di tepi kali Bengawan Solo.
“Rasanya kayak ngimpi, tapi ini nyata,” kata Akmal, penerima Manfaat Program RLH, Segmen 4 Sangkrah, yang juga terlibat sebagai pekerja konstruksi di
program yang sama. Ia benar-benar tak bisa menyembunyikan rasa bahagianya. Dulu, rumah-rumah hadapannya kacau. Ada yang pintunya menghadap
belakang rumah tetangga. Jalanan becek, sempit, motor pun susah lewat. WC umum dipakai ramai-ramai, bergantian. “Kalau pagi antre kayak mau beli
tiket konser,” kata Akmal, “Seru sih, tapi enggak nyaman.” Kini, kondisinya sudah berubah total. WC ada di setiap rumah. “Itu nikmat yang dulu enggak
kepikiran bisa punya.”
Kebahagiaan serupa datang dari Wardi. Dulu, bersama tiga anaknya, warga Sangkrah ini tinggal di rumah satu petak, tanpa kamar mandi dan kamar
tidur layak. Semua aktivitas dilakukan di satu ruang yang sama: makan, tidur, bahkan mencuci. Untuk buang air, mereka harus antre di WC umum. “Kami
bikin bilik kecil di pojok, tapi tetap nggak nyaman,” ujarnya.
Berbeda dengan kondisi sebelumnya, saat ini, Wardi menempati rumah bertingkat di atas lahan yang sama. Ruang-ruang dipisahkan, kamar mandi
tersedia di dalam. “Rumah sepetak menjelma jadi rumah bertingkat,” ucapnya, nyaris tak percaya.
Perubahan kawasan Sangkrah tentu tak hadir seketika. Berdasarkan Surat Keputusan Wali Kota Surakarta 2024, seluas 6,19 hektare di Sangkrah ditetapkan
sebagai kawasan prioritas dalam penataan permukiman kumuh. Penanganan ini merupakan kelanjutan dari program peningkatan kualitas rumah yang
sebelumnya telah berhasil dilaksanakan di RW 1 Mojo, Surakarta, dengan membangun 47 unit RLH hasil kolaborasi bersama SMF. Pengalaman tersebut
memberikan landasan teknis dan kelembagaan untuk mengembangkan model penataan baru di Sangkrah, yakni melalui konsep hunian vertikal dua
lantai yang adaptif terhadap keterbatasan
lahan.
Program peningkatan kualitas rumah di daerah kumuh di Surakarta berjalan dengan dukungan berbagai pihak, termasuk PT Sarana Multigriya Finansial
(SMF) melalui dana TJSL Bina Lingkungan. Sejak 2019 hingga 2025, SMF telah membangun atau merenovasi 747 unit rumah di 33 kota/kabupaten,
tersebar dari Aceh hingga Papua Barat, dengan total dana sebesar Rp49,18 miliar.
Bonai Subiakto, Direktur Keuangan dan Manajemen Risiko PT SMF, sekaligus Pembina Program TJSL, menegaskan pendekatan TJSL berbeda dengan
program korporasi umumnya. Fokusnya sangat spesifik: sektor perumahan dan permukiman. “Itu mandat kami. SMF enggak masuk ke sektor lain,”
ujarnya. Prinsip dasarnya, SMF menyediakan hunian yang layak dan sehat bagi Masyarakat Berpenghasilan Rendah (MBR), terutama mereka yang
selama ini tinggal di Rumah Tidak Layak Huni (RTLH). “Rumah itu bukan cuma bangunan, tapi fondasi kesejahteraan,” kata Bonai, “Dari rumah yang
layak, tumbuh keluarga yang sehat dan produktif.”
Hingga akhir Februari 2026, menurut Cornelius Tri Cahyo, Koordinator TA Penanganan Kumuh Kota Surakarta, dari 56 KK penerima manfaat, tercatat
sebanyak 37 KK sudah menempati rumah baru di Sangkrah. Setelah rumah baru ditempati, pihaknya masih melakukan monitoring dan evaluasi yang
tergabung dalam kelembagaan POKJA PKP (Kelompok Kerja Perumahan dan Kawasan Permukiman) Kota Surakarta. “Di masyarakat juga ada kelembagaan
KPP (Kelompok Pemanfaat dan Pemelihara) yang melakukan monitoring dan evaluasi serta pemeliharaan,” katanya.
Dari Solo, kisah suka cita itu bergerak ke timur, ke Mattirotappareng, Kabupaten Wajo, Sulawesi Selatan. Jika Sangkrah berhadapan dengan kepadatan 205
dan krisis lahan, Mattirotappareng akrab dengan banjir yang datang hampir setiap tahun. Maklum, kawasan ini berbatasan dengan Danau Tempe dan
Sungai Radi A Ghani, yang merupakan outlet (aliran air keluar dari Danau Tempe) yang rentan terhadap bencana banjir. Tak tanggung-tanggung, banjir
bisa merendam kawasan ini selama tiga hingga enam bulan.
Berdasarkan kondisi itulah, maka rumah yang dibangun di Wajo berbentuk panggung khas Bugis, menjulang sekitar 2,5 meter dari tanah. Kayu dipilih
PT Sarana Multigriya Finansial (Persero)
sebagai struktur utama karena lebih tahan terhadap rendaman air. Material kayu didatangkan dari Sulawesi Tenggara dan Morowali. Keterlambatan
pengiriman kayu selama sebulan sempat membuat target tahap awal meleset, dari 12 rumah, baru lima yang rampung tepat waktu. Selepas itu, percepatan
pembangunan dilakukan tanpa mengorbankan mutu.
Begitu pembangunan fisik mencapai 100 persen dan listrik tersambung, warga langsung menempati rumah mereka, meski peresmian formal belum
digelar. Rumah itu adalah satu-satunya hunian yang mereka miliki. Selama proses pembangunan, sebagian warga menumpang di rumah tetangga,
bahkan di kolong rumah panggung, atau ke rumah kerabat.
“Kami sangat mengapresiasi kesabaran 24 keluarga di Mattirotappareng,” kata Mustaqim, pengawas RLH Wajo. Selama beberapa bulan, mereka rela
bersempit-sempitan menumpang di rumah tetangga atau kerabat demi tegaknya rumah layak huni ini. “Inilah bukti bahwa rumah hasil program RLH
bukan sekadar bantuan, tapi hasil perjuangan dan kesabaran seluruh pihak,” katanya.
Sebagaimana di Solo, di Mattirotappareng, warga juga dilibatkan sejak awal. Tradisi mappatettong bola (mendirikan rumah) yang membutuhkan banyak
tenaga dan saling bantu kembali dihidupkan. Walhasil, dari Solo hingga Wajo, pola yang sama terlihat: ketika warga menjadi mitra, bukan sekadar
penerima, rumah yang berdiri membawa makna yang lebih dalam.
Angka nasional tentang jutaan rumah tak layak huni mungkin masih besar. Namun di gang sempit Sangkrah dan tepian Danau Tempe, perubahan itu
kini punya wajah. Wajah Wardi yang tak lagi makan, tidur, dan mencuci di ruangan yang sama; Wajah Akmal yang tak lagi antre di WC umum seperti mau
beli tiket konser; serta wajah keluarga di Wajo yang tak lagi cemas setiap musim hujan. Rasanya seperti mimpi. Bedanya, kali ini mereka terbangun di
rumah yang benar-benar milik mereka, rumah yang tertata rapi dan layak huni.***
Page 206
It Feels Like a Dream
On the banks of the Bengawan Solo River, the changes initially sounded like rumors. The Sangkrah area, once synonymous with narrow alleys, poor
sanitation, and houses standing aimlessly, is slowly shedding its slum label. Data from the Surakarta City Government, Central Java, records that the
slum area, which reached 467.62 hectares in 2014, shrank to 63.27 hectares in 2024. In official documents, this is considered an achievement. But for
residents, the meaning is much simpler: life, which once felt cramped and full of anxiety, is now starting to feel more spacious.
Sudirman, Head of Neighborhood Association (RW) 11 Sangkrah, still remembers the time when the area grew without a plan. “When I was asked
exactly when the slums started to become, I was at a loss for an answer,” he said. Houses stood one after another, crowded together, until open space
disappeared without a trace. “Suddenly, many problems emerged.”
The problem wasn’t just the chaotic landscape. Wastewater is untreated, sanitation is minimal, and disease is easily present. Flooding is a regular
occurrence every rainy season. To anticipate this, residents have a habit of raising the floors of their houses 30 to 50 centimeters to prevent water from
rushing in when the Bengawan Solo River overflows. For years, they have lived in a state of exhausting vigilance.
Now, Sudirman’s tone is different. “I’m so grateful. Many residents finally have new, decent, free, and legal homes,” he said. His eyes are sparkling. The
once muddy streets have been concreted with cone blocks. Drainage has been repaired, gutters opened and drained neatly. Dirty public toilets are
now a thing of the past, transformed into clean and sanitary facilities. The threat of flooding has been eliminated by the parapet, or flood retaining wall,
built along the banks of the Bengawan Solo River.
“It feels like a dream, but it’s real,” said Akmal, a beneficiary of the RLH Program, Segment 4 Sangkrah, who is also involved as a construction worker in
the same program. He truly cannot hide his joy. In the past, the houses were in disarray. Some had doors facing the back of their neighbors’ houses. The
roads were muddy and narrow, making it difficult for even motorbikes to get through. Public toilets were shared by many, taking turns. “In the morning,
the queues were like buying concert tickets,” said Akmal. “It was fun, but it wasn’t comfortable.” Now, conditions have completely changed. There are
toilets in every home. “That’s a blessing I never imagined I’d have.”
Wardi shares a similar joy. Previously, he and his three children lived in a single-room house, without a bathroom or proper bedroom. Everything took
place in the same room: eating, sleeping, even washing. To relieve themselves, they had to queue at the public toilet. “We built a small cubicle in the
corner, but it was still uncomfortable,” he said.
In contrast to the previous situation, Wardi now lives in a multi-story house on the same plot of land. The rooms are separated, and the bathroom is
located inside. “A single-room house has become a multi-story house,” he said, almost in disbelief.
The changes in the Sangkrah area certainly didn’t happen overnight. Based on the 2024 Surakarta Mayoral Decree, 6.19 hectares of land in Sangkrah
was designated as a priority area for slum improvement. This effort is a continuation of the housing improvement program previously successfully
implemented in RW 1 Mojo, Surakarta, which involved the construction of 47 housing units in collaboration with SMF. This experience provided the
technical and institutional foundation for developing a new development model in Sangkrah, namely a two-story vertical housing concept that adapts
to land limitations.
The housing improvement program in Surakarta’s slums is supported by various parties, including PT Sarana Multigriya Finansial (SMF) through its
Community Service and Environmental Development (TJSL) funds. From 2019 to 2024, SMF has built or renovated 593 housing units in 27 cities/
206 regencies, from Aceh to West Papua, with a total budget of Rp40.3 billion.
The housing improvement program in slum areas in Surakarta is running with the support of various parties, including PT Sarana Multigriya Finansial
(SMF) through TJSL Bina Lingkungan funds. From 2019 to 2025, SMF has built or renovated 747 housing units in 33 cities/regencies, spread from Aceh
to West Papua, with a total fund of Rp49.18 billion.
Bonai Subiakto, Director of Finance and Risk Management at PT SMF and the Supervisor of the Community and Housing Development Program (TJSL),
Laporan Keberlanjutan 2025 Sustainability Report
emphasized that the TJSL approach differs from typical corporate programs. Its focus is very specific: the housing and settlement sector. “That’s
our mandate. SMF doesn’t intervene in other sectors,” he said. The basic principle is that SMF provides decent and healthy housing for Low-Income
Communities (MBR), especially those who have been living in Uninhabitable Housing (RTLH). “A house is not just a building, but the foundation of well-
being,” Bonai said. “From a decent home, a healthy and productive family grows.”
By the end of February 2026, according to Cornelius Tri Cahyo, Coordinator of the Surakarta City Slum Management TA, 37 of the 56 beneficiary families
had moved into new homes in Sangkrah. Following the occupancy of the new homes, his team, under the Surakarta City Housing and Settlement Area
Working Group (PKJA PKP), will continue to conduct monitoring and evaluation. “In society there is also the KPP (The benefit and maintenance team)
which carries out monitoring, evaluation, and maintenance,” he said.
From Solo, the joyous story moves east to Mattirotappareng, Wajo Regency, South Sulawesi. While Sangkrah faces density and a land crisis, Mattirotappareng
is familiar with flooding, which occurs almost every year. Understandably, this area borders Lake Tempe and the Radi A Ghani River, which are outlets
(water flows out of Lake Tempe) and are prone to flooding. Floods can inundate the area for three to six months.
Based on these conditions, the houses built in Wajo are built on Bugis-style stilts, rising about 2.5 meters above the ground. Wood was chosen for the
main structure because it is more resistant to water submersion. The wood was imported from Southeast Sulawesi and Morowali. A month-long delay
in wood delivery caused the initial target to be missed; of the 12 houses, only five were completed on time. After that, construction was accelerated
without sacrificing quality.
Once the physical construction reached 100 percent completion and electricity was connected, residents immediately moved into their homes. Even
though the formal inauguration has not yet taken place, the house is their only residence. During the construction process, some residents lived in
neighbors’ homes, even under stilt houses, or with relatives.
“We really appreciate the patience of the 24 families in Mattirotappareng,” said Mustaqim, the supervisor of the Wajo RLH. For several months, they
were willing to live in cramped conditions with neighbors or relatives to build this habitable house. “This is proof that the houses resulting from the RLH
program are not just aid, but the result of the struggle and patience of everyone,” he said.
As in Solo, in Mattirotappareng, residents were involved from the start. The tradition of mappatettong bola (building a house), which requires a lot of
effort and mutual support, was revived. As a result, from Solo to Wajo, the same pattern is evident: when residents become partners, not just recipients,
the houses they build carry a deeper meaning.
The national figure of millions of uninhabitable houses may still be high. But in the narrow alleys of Sangkrah and the shores of Lake Tempe, that change
has now had a profound impact. Wardi is no longer eating, sleeping, and washing in the same room; Akmal is no longer queuing at the public restroom
as if to buy concert tickets; and the faces of the families in Wajo, are no longer anxious during the rainy season. It felt like a dream. The difference was,
this time, they woke up in a house that was truly theirs, a house that was neat and livable.***
Page 207
PROGRAM BANTUAN SOSIAL [GRI SOCIAL ASSISTANCE PROGRAM [GRI
203-2, 413-1, 413-2] [OJK F.25] 203-2, 413-1, 413-2] [OJK F.25]
Selain program peningkatan kapasitas homestay dan In addition to the homestay capacity building and House Quality
Peningkatan Kualitas Rumah di Daerah Kumuh, sepanjang tahun Improvement Program in Slum Areas, during the reporting year,
pelaporan, Perseroan juga melaksanakan berbagai program the Company organized several Social Programs based on the
sosial yang berada dalam pilar SMF-Care, SMF-Smart, dan pillar of SMF-Care, SMF-Smart, SMF-Green and SMF-Culture.
SMF-Green. Secara keseluruhan, Perseroan merealisasikan The activities were in total of 63 activities with total of fund
sebanyak 63 (enam puluh tiga) kegiatan dengan total dana disbursed up to Rp2.310 Billion.
yang disalurkan mencapai Rp2,310 miliar.
Total Penyaluran Dana Program
Total of Funds Disbursement
SMF-Care*) SMF-Smart SMF-Green
Rp1.317.535.300 Rp780.892.200 Rp211.818.566
*)termasuk SMF Culture sebesar Rp50.000.000
*)including SMF Culture amounting to Rp50.000.000
Rincian Kegiatan: Detail of Activities:
SMF-Care
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
1 Promosi Kesehatan Pelaksanaan Donor Darah dan Pemeriksaan Kesehatan Sinergi Dengan PMI Jakarta Selatan 40.000.000
Health Promotion dan Mitra - Tahap I
Implementation of Blood Donation and Medical Check-ups in Synergy with the South Jakarta
PMI and Partners - Phase I
2 Sosial Kemasyarakatan Bantuan Pengadaan Bibit Ternak Babi bagi Masyarakat di Kabupaten Nabire, Provinsi Papua 15.000.000
Social Community Tengah
Pig Seed Procurement Assistance for Communities in Nabire Regency, Central Papua Province
3 Sosial Kemasyarakatan Bantuan Penggantian Karpet Masjid Al Amanah GKN Medan 15.000.000 207
Social Community Assistance for the replacement of the Al Amanah Mosque Carpet at GKN Medan
4 Sosial Kemasyarakatan Bantuan paket sembako Ramadhan Probolinggo 45.000.000
Social Community Probolinggo Ramadan basic food package assistance PT Sarana Multigriya Finansial (Persero)
5 Sosial Kemasyarakatan Bantuan Pembangunan Perluasan Mushola Al Muhajirin Cakung 20.000.000
Social Community Assistance for the Construction of the Expansion of the Al Muhajirin Cakung Prayer Room
6 Sosial Kemasyarakatan Program SMF Care Bantuan untuk Lansia dan Kegiatan Pesantren Kilat Anak Yatim Yayasan 10.000.000
Social Community Generasi Peduli Indonesia di Kota Bekasi
SMF Care Program Assistance for the Elderly and Activities of the Generasi Peduli Indonesia
Foundation's Orphanage Flash Islamic Boarding School in Bekasi City
7 Sosial Kemasyarakatan Pembangunan Masjid Ummuh Cendrawasih Tangerang 15.000.000
Social Community Construction of the Ummuh Cendrawasih Mosque in Tangerang
8 Sosial Kemasyarakatan Bantuan Kebencanaan Banjir untuk Masyarakat Kabupaten Purwakarta 35.000.000
Social Community Flood Disaster Assistance for the Community of Purwakarta Regency
9 Sosial Kemasyarakatan Bantuan operasional untuk UMKM mitra binaan TJSL SMF untuk mengikuti Dhawa Fest 2025 20.000.000
Social Community Operational assistance for SME partners under TJSL SMF to participate in Dhawa Fest 2025
10 Sosial Kemasyarakatan SMF Berbagi Senyum dengan Memberdayakan UMKM Setempat 37.200.000
Social Community SMF Shares Smiles by Empowering Local MSMEs
11 Sosial Kemasyarakatan Bantuan Kegiatan Ramadhan 1446 H Masjid Al Amin Kementerian Keuangan 25.000.000
Social Community Assistance for Ramadhan 1446 H Activities at Al Amin Mosque, Ministry of Finance
Page 208
SMF-Care
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
12 Sosial Kemasyarakatan Bantuan Karpet Masjid Nurul Amal di Cianjur 10.000.000
Social Community Assistance for Nurul Amal Mosque Carpets in Cianjur
13 Sosial Kemasyarakatan Bantuan Pembangunan Fasilitas Sanitasi Masyarakat Masjid Nurul Qolbi Kampung Cihaliwung 20.000.000
Social Community Bandung
Assistance for the Construction of Community Sanitation Facilities for the Nurul Qolbi Mosque,
Cihaliwung Village, Bandung
14 Pendidikan & Pelatihan Bantuan Sarana Prasarana Masjid Al Mukaromah Jasinga 10.000.000
Education & Training Assistance for Infrastructure of Al Mukaromah Jasinga Mosque
15 Sosial Kemasyarakatan Bantuan pelatihan Kolam Biofox, Rejomulyo Semarang 22.000.000
Social Community Biofox Pool training assistance, Rejomulyo Semarang
16 Sosial Kemasyarakatan Partisipasi Penyaluran Hewan Kurban di Lingkungan 51.600.000
Social Community Kantor Pusat Kemenkeu Tahun 1446 H
Participation in the Distribution of Sacrificial Animals at the Ministry of Finance Headquarters
in 1446 H
17 Sosial Kemasyarakatan Program Bantuan Hewan Qurban Idul Adha 40.000.000
Social Community Eid al-Adha Sacrificial Animal Assistance Program
18 Sosial Kemasyarakatan Pelaksanaan Donor Darah dan Pemeriksaan Kesehatan Sinergi Dengan PMI Jakarta Selatan 40.000.000
Social Community dan Mitra - Tahap II
Implementation of Blood Donation and Medical Check-ups in Synergy with the South Jakarta
PMI and Partners - Phase II
19 Sosial Kemasyarakatan Bantuan Hewan Qurban Idul Adha di kemen PKP 37.424.500
Social Community Eid al-Adha Sacrificial Animal Assistance at the Ministry of PKP
20 Sosial Kemasyarakatan Partisipasi Kegiatan Sosial untuk Korban Kebakaran Jakarta Utara 20.000.000
Social Community Participation in Social Activities for North Jakarta Fire Victims
21 Sosial Kemasyarakatan Pembangunan Gedung Belajar Santri Pon Pes Miftahul Ulum Hilaliyah Cirebon 40.000.000
Social Community Construction of the Student Learning Building for the Miftahul Ulum Hilaliyah Islamic Boarding
School in Cirebon
208 22 Sosial Kemasyarakatan Bantuan Pengembangan Seni dan Budaya di Sekolah Seni Tubaba, Lampung` 50.000.000
Social Community Assistance for Arts and Culture Development Program at Tubaba Arts School, Lampung
23 Sosial Kemasyarakatan Pembuatan Sanitasi Berbasis Masyarakat di Kelurahan Kalibata, Jakarta Selatan 31.725.000
Social Community Community-Based Sanitation Development in Kalibata Subdistrict, South Jakarta
Laporan Keberlanjutan 2025 Sustainability Report
24 Sosial Kemasyarakatan Bantuan Pipanisasi Toren Asrama Politeknik Pertanian dan Peternakan Mapena di Tuban 40.000.000
Social Community Assistance for Piping Towers at the Mapena Agricultural and Animal Husbandry Polytechnic
Dormitory in Tuban
25 Sosial Kemasyarakatan Usulan Bantuan Edukasi dan Pemeriksaan Kesehatan Gigi dalam Rangka Memperingati HUT RI 17.500.000
Social Community Ke 80 Yayasan Inspirasi Anak Bangsa
Proposal for Assistance for the Dental Health Education and Examination Agenda in
Commemoration of the 80th Anniversary of the Republic of Indonesia, Inspirasi Anak Bangsa
Foundation
26 Promosi Kesehatan Pelaksanaan Donor Darah dan Pemeriksaan Kesehatan Sinergi Dengan PMI Jakarta Selatan 40.000.000
Health Promotion dan Mitra - Tahap III
Implementation of Blood Donation and Medical Check-ups in Synergy with the South Jakarta
PMI and Partners - Phase III
27 Sosial Kemasyarakatan Dukungan Kegiatan Vokasi SLB Negeri Kabupaten Karawang 25.000.000
Support for Vocational Activities at the Karawang Regency State Special Needs School
28 Sosial Kemasyarakatan Bantuan Bulan dana PMI 2025 15.000.000
Assistance Indonesian Red Cross Fundraising Month 2025
29 Sosial Kemasyarakatan Kontribusi dan Dukungan Pembuatan Replika Rumah Adat dan Konservasi Tanaman Cokelat di 50.000.000
Social Community Desa Cikondang Kabupaten Bandung
Contribution and Support for the Creation of Replicas of Traditional Houses and Conservation
of Cocoa Plants in Cikondang Village, Bandung Regency
30 Sosial Kemasyarakatan Dukungan Pemenuhan Gizi dan Nutrisi Masyarakat 41.547.800
Social Community Support for Community Nutrition and Nutrition Fulfillment
31 Sosial Kemasyarakatan Dukungan Layanan Pendidikan Penyandang Disabilitas Fisik bersama Yayasan Pembinaan 20.000.000
Social Community Anak Cacat (YPAC)
Support for Educational Services for Persons with Physical Disabilities with the Foundation for
the Development of Disabled Children (YPAC)
32 Sosial Kemasyarakatan Pencairan Bantuan Perbaikan Homestay Desa Sukajaya, Sumedang An Yuda 35.085.800
Social Community Disbursement of Assistance for Homestay Repairs in Sukajaya Village, Sumedang An Yuda
Page 209
SMF-Care
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
33 Sosial Kemasyarakatan Bantuan Sosial Banjir bandang dan Longsor Pulau Sumatra bersama BLU dan SMV dalam 100.000.000
Social Community program Kemenkeu Peduli
Social Assistance for Flash Floods and Landslides on Sumatra Island with BLU and SMV in the
Ministry of Finance Care program
34 Sosial Kemasyarakatan Bantuan Sosial Banjir bandang dan Longsor Pulau Sumatra bersama Human Initiative di 45.000.000
Social Community lokasi wilayah TPRK Langsa
Social Assistance for Flash Floods and Landslides on Sumatra Island with the Human Initiative
at the Langsa TPRK area
35 Sosial Kemasyarakatan Bantuan Dukungan Kegiatan Sosial Natal 2025 di Flores Timur 50.000.000
Social Community Assistance to Support Christmas Social Activities 2025 in East Flores
36 Sosial Kemasyarakatan Dukungan Kegiatan Sosial Pembagian Sembako bersama Yayasan Bandung Cinta Damai 50.000.000
Social Community (BCDF)
Support for Social Activities in the Distribution of Basic Food Packages with the Bandung
Cinta Damai Foundation (BCDF)
37 Sosial Kemasyarakatan Bantuan Sosial Banjir bandang dan Longsor Pulau Sumatra bersama Tapera 100.000.000
Social Community Social Assistance for Flash Floods and Landslides on Sumatra Island with Tapera
38 Sosial Kemasyarakatan Bantuan Penguatan Sarana Pertolongan Pertama kolaborasi PMI Kota Jakarta Selatan 30.000.000
Social Community Assistance for Strengthening First Aid Facilities in Collaboration with the South Jakarta PMI
39 Sosial Kemasyarakatan Bantuan Dukungan Kegiatan Sosial Natal 2025 di Larantuka 50.000.000
Social Community 2025 Christmas Social Activity Support Assistance in Larantuka
Jumlah 1.267.535.300
Total
209
PT Sarana Multigriya Finansial (Persero)
Page 210
Laporan Keberlanjutan 2025 Sustainability Report
210
Page 211
Kanvas Setara dari Tubaba
Di Sekolah Seni Tubaba (SST), Suvi Wahyudianto tidak memulai segalanya dengan khotbah tentang presisi garis atau kerumitan mencampur warna.
Padahal, urusan teknis adalah makanan sehari-harinya. Sebagai peraih 2018 dan penerima Prince Claus Seed Award 2024, Suvi punya segudang
alasan untuk menjadi instruktur yang kaku. Namun, ia justru memilih jalan sebaliknya: sebuah laku pembebasan.
Alih-alih mendikte bidang dan volume, pria yang juga peraih UOB Southeast Asian Painting of The Year Award 2018 itu mengajak para peserta didik,
anak-anak disabilitas yang sering kali dipandang sebelah mata oleh sistem formal, untuk menggali sumur ingatan masing-masing. Di atas kertas,
pensil-pensil itu menari tanpa beban. Muncul figur ibu, ayah, guru, hingga seliweran gajah dan bola. Ada kekhusyukan yang mengharukan di sana;
sebuah momen di mana mencipta bukan lagi soal hasil akhir, melainkan proses menemukan diri.
Eksperimen Suvi berlanjut ke sejumlah kanvas yang lebih luas, berukuran 80 x 100 sentimeter, secara berkelompok, mereka menerjemahkan objek-
objek visual secara bebas. Di sini, ego individu melebur dalam kerja kelompok. Tanpa sekat "atas" atau "bawah", anak-anak ini menerjemahkan objek
visual dengan liar. Hasilnya adalah sebuah lukisan non-hierarkis: kode-kode visual saling mengisi ruang kosong, menciptakan komposisi yang jujur
dan setara.
Dari rangkaian workshop ini, lahir 12 karya akrilik dan sekitar 100 sketsa pensil. Lebih dari sekadar coretan, karya-karya ini adalah potret "eksotopi"
budaya—sebuah istilah untuk melihat hubungan antara diri sang individu dengan lingkungan sosial tempat mereka berpijak. Seluruh gairah itu
dirangkum dalam pameran bertajuk SETARA yang berlangsung sepanjang Oktober hingga November lalu.
Pameran ini bukan sekadar panggung pamer bakat. Ia adalah pernyataan politik kebudayaan. Bahwa anak-anak disabilitas bukanlah objek yang
patut dikasihani, melainkan subjek utama yang membangun fondasi kebudayaan sebuah kota. Melalui karya mereka, kita dipaksa bercermin: bahwa
standar estetika yang selama ini diagungkan sering kali hanyalah ilusi yang membatasi fitrah manusia.
Ada misi besar yang dipancangkan di balik sapuan kuas ini:
• Ruang Aman:
Menciptakan ekosistem kreatif yang berkualitas bagi penyandang disabilitas.
• Literasi Ekonomi:
Mengenalkan seni bukan hanya sebagai hobi, tapi sebagai bagian dari ekosistem ekonomi kreatif.
• Generasi Baru:
Menyiapkan mereka sebagai motor kebudayaan Lampung di masa depan.
• Kampanye Kesetaraan:
Mempromosikan hak sosial dan kreatif secara luas kepada publik.
Pameran SETARA telah melibatkan sedikitnya 65 peserta dan menyedot perhatian sekitar 1.000 pengunjung. Melalui dokumentasi digital yang
diterbitkan, pesan dari Tubaba ini diharapkan terus bergema bahwa seni adalah alat untuk meningkatkan intelegensia publik, dan di depan kanvas,
semua manusia memiliki hak yang sama untuk bermimpi***
Equivalent Canvas from Tubaba
At the Tubaba Art School (SST), Suvi Wahyudianto doesn’t begin with a lecture on precise lines or the intricacies of color mixing. In fact, technical
matters are his daily bread. As a 2018 winner and recipient of the 2024 Prince Claus Seed Award, Suvi has many reasons to be a rigid instructor.
However, he chooses the opposite path: a liberating practice.
Rather than dictating planes and volumes, the man who also received the 2018 UOB Southeast Asian Painting of the Year Award invites his
students, children with disabilities often overlooked by the formal system, to dig into the wells of their own memories. On the paper, the pencils
dance effortlessly. Figures of mothers, fathers, teachers, and even elephants and balls appear. There is a moving solemnity there; a moment where
creating is no longer about the end result, but the process of self-discovery.
Suvi’s experiments continued on a larger canvas, measuring 80 x 100 centimeters. Working in groups, they freely interpreted visual objects. Here,
individual egos melted away in the group work. Without boundaries of “above” and “below,” the children wildly interpreted visual objects. The result
was a non-hierarchical painting: visual codes filled the empty spaces, creating an honest and equal composition. 211
This series of workshops resulted in the creation of 12 acrylic works and approximately 100 pencil sketches. More than mere doodles, these works
are portraits of cultural “exotopies”—a term for examining the relationship between the individual and the social environment in which they live. All
of this passion was encapsulated in the exhibition titled SETARA, which held from October to November. PT Sarana Multigriya Finansial (Persero)
This exhibition was more than just a showcase of talent. It was a cultural political statement. It emphasized that children with disabilities are not
objects to be pitied, but rather key subjects who build the foundation of a city’s culture. Through their work, we are forced to reflect: that the
aesthetic standards we have long cherished are often mere illusions that limit human nature.
There is a grand mission behind these brushstrokes:
• Safe Space:
Creating a quality creative ecosystem for people with disabilities.
• Economic Literacy:
Introducing art not just as a hobby, but as part of the creative economy ecosystem.
• New Generation:
Preparing them to be the driving force of Lampung’s culture in the future.
• Equality Campaign:
Promoting social and creative rights broadly to the public.
The SETARA exhibition involved at least 65 participants and attracted around 1,000 visitors. Through published digital documentation, it is hoped
that Tubaba’s message will continue to resonate: art is a tool to increase public intelligence, and that, in front of a canvas, all humans have the same
right to dream.***
Page 212
SMF-Smart
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
1 Pendidikan & Pelatihan Beasiswa periode I tahun 2025 untuk anak karyawan Outsource Perseroan 105.900.000
Education & Training Scholarship period I in 2025 for children of the Company's Outsourced employees
2 Pendidikan & Pelatihan Seminar Literasi Keuangan: Membangun Kesadaran Literasi Keuangan Bagi 45.000.000
Education & Training Generasi Muda Kota Depok
Financial Literacy Seminar: Building Financial Literacy Awareness for the Young
Generation of Depok City
3 Pendidikan & Pelatihan Pelatihan UKM : “Manajemen Keuangan Bisnis dan Strategi Halal Branding untuk 45.000.000
Education & Training Akselerasi UKM Daerah” Oku Timur
SME Training: "Business Financial Management and Halal Branding Strategy for
Regional SME Acceleration" East Oku
4 Pendidikan & Pelatihan SMF-Smart Agenda Sekolah Alam Indonesia Program Young Explorer Kepulauan 5.000.000
Education & Training Riau
SMF-Smart Agenda Indonesian Nature School Young Explorer Program Riau
Islands
5 Pendidikan & Pelatihan SMF-Smart dan Partisipasi Perseroan Sebagai Narasumber pada Sosialisasi dan 40.000.000
Education & Training Edukasi Peran dan Fungsi SMF dalam Pembiayaan Perumahan Home Syariah Bagi
Pelaku UMKM
SMF-Smart and the Company's Participation as a Resource Person in the
Dissemination and Education of the Role and Function of SMF in Home Sharia
Housing Financing for MSMEs
6 Pendidikan & Pelatihan Bantuan SMF-Smart Agenda Lomba Essay Islami oleh DPP HEBITREN Indonesia 45.000.000
Education & Training Bondowoso
SMF-Smart Islamic Essay Competition Agenda Assistance by DPP HEBITREN
Indonesia Bondowoso
7 Pendidikan & Pelatihan Beasiswa periode II tahun 2025 untuk anak karyawan Outsource Perseroan 105.900.000
Education & Training Scholarship period II in 2025 for children of the Company's Outsourced employees
8 Pendidikan & Pelatihan Bantuan Support Operasional Anak-Anak Disabilitas Mengikuti Event Leopin Cup 10.000.000
Education & Training Jepang 2025
Operational Support Assistance for Children with Disabilities Participating in the
212
2025 Leopin Cup Japan Event
9 Pendidikan & Pelatihan Pembangunan dan Renovasi Ruang Kelas YPI Al Ikhlas Astanajapura 15.000.000
Education & Training Construction and Renovation of YPI Al Ikhlas Astanajapura Classrooms
10 Sosial Kemasyarakatan Dukungan Program Ketahanan Pangan dan Pemberdayaan Masyarakat Desa 45.000.000
Laporan Keberlanjutan 2025 Sustainability Report
Social Community Wisata Pagerharjo, Kulon Progo bersama PT SMI (Persero) dan LPEI
Support for the Food Security and Community Empowerment Program in
Pagerharjo Tourism Village, Kulon Progo with PT SMI (Persero) and LPEI
11 Pendidikan & Pelatihan Dukungan di Kegiatan Kemenkeu Mengajar 10 (KM10) Tahun 2025 50.000.000
Education & Training Support for the Ministry of Finance Teaching 10 (KM10) Program in 2025
12 Pendidikan & Pelatihan Dukungan renovasi dan sarana ruang pintar Purwokerto Kolaborasi dengan PNM 30.000.000
Education & Training Support for renovation and facilities for Purwokerto's smart space in collaboration
with PNM
13 Pendidikan & Pelatihan Dukungan pelatihan membatik bagi warga binaan program homestay desa 25.830.000
Education & Training Hiisimaetane, Nias
Support for batik training for residents of the Hiisimaetane village homestay
program, Nias
14 Pendidikan & Pelatihan Dukungan kegiatan hari disabilitas Internasional 2025 20.000.000
Education & Training Support for International Day of Disability 2025 activities
15 Pendidikan & Pelatihan Dukungan layanan pendidikan rumah belajar sabilulungan Bandung 20.000.000
Education & Training Support for educational services at Sabilulungan Bandung's home learning center
16 Pendidikan & Pelatihan Dukungan Pelaksanaan Desa Ekosistem Keuangan Inklusi (EKI) di Desa 50.000.000
Education & Training Panembangan Banyumas
Support for the Implementation of the Inclusive Financial Ecosystem (EKI) Village in
Panembangan Village, Banyumas
17 Pendidikan & Pelatihan Kolaborasi dengan Geodipa Patuha dalam Program "Geothermal Direct Use For 75.000.000
Education & Training welfare
Collaboration with Geodipa Patuha in the "Geothermal Direct Use For Welfare"
Program
18 Pendidikan & Pelatihan SMF-Care Berkolaborasi dengan DJPb Kanwil Maluku, Pemberian Bantuan Laptop 3.262.200
Education & Training Bekas untuk Sarana Belajar Siswa SMA Siwalima Ambon
The SMF-Care in collaboration with the Maluku Regional Office of the Directorate
General of Taxes (DGT), providing used laptops as learning resources for Siwalima
High School students in Ambon.
Page 213
SMF-Smart
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
19 Pendidikan & Pelatihan Dukungan Kolaborasi Corporate Shared Value (CSV) 35.000.000
Education & Training TJSL Perseroan dengan PT PNM kepada Debitur SMF
Home
Corporate Shared Value (CSV) Collaborative Support
The Company's Corporate Social Responsibility (TJSL) with PT PNM for SMF
Debtors
Home
20 Pendidikan & Pelatihan Partisipasi Kegiatan Ajang Prestasi Generasi Qur’ani Indonesia (APRESIASI) 10.000.000
Education & Training bersama SDTQ Jabal Rahmah Cireundeu
Participation in the Indonesian Qur'anic Generation Achievement Event
(APRESIASI) with SDTQ Jabal Rahmah Cireundeu
Jumlah Rp780.892.200
Total
SMF-Green
No.
Jenis Kegiatan Nama Program Realisasi
Type of Activities Program Name Realization
1 Sosial Kemasyarakatan Pengelolaan Sampah dan Perbaikan Sanitasi di Desa Nagrak, Kab. Bandung (DAS 105.878.367
Social Community Citarum) tahap 1
Waste Management and Sanitation Improvement in Nagrak Village, Bandung Regency
(Citarum Watershed) Phase 1
2 Sosial Kemasyarakatan Penanaman Pohon Kolaborasi dengan PT SMI (Persero) di Desa Cihawuk 50.000.000
Social Community Tree Planting Collaboration with PT SMI (Persero) in Cihawuk Village
3 Sosial Kemasyarakatan SMF Green Bhakti Sosial di Kepulauan Seribu Kolaborasi Bersama DJKN Kanwil DKI 30.000.000
Social Community Jakarta
SMF Green Community Service in the Seribu Islands in Collaboration with the DJKN
Regional Office of DKI Jakarta
4 Sosial Kemasyarakatan Pengelolaan Sampah dan Perbaikan Sanitasi di Desa Nagrak, Kab. Bandung (DAS 25.940.199
Social Community Citarum) tahap 2
Waste Management and Sanitation Improvement in Nagrak Village, Bandung Regency
(Citarum Watershed) Phase 2
Jumlah Rp211.818.566
Total
213
PT Sarana Multigriya Finansial (Persero)
Page 214
EVALUASI PELAKSANAAN PROGRAM PROGRAM IMPLEMENTATION EVALUATION
Perseroan secara berkala melakukan pengukuran dampak sosial The Company periodically measures the social and economic
dan ekonomi atas pelaksanaan program TJSL. Pengukuran impacts of the TJSL program implemented. The measurement
tersebut dilakukan melalui mekanisme pelaporan berkala untuk is done by periodic reporting of each program to obtain
setiap program guna memastikan efektivitas, akuntabilitas, effectiveness, accountability, and achievement of established
serta pencapaian tujuan yang telah ditetapkan. goals.
PENANGANAN PENGADUAN PUBLIC COMPLAINT HANDLING
MASYARAKAT [GRI 2-27, 413-1] [OJK F.24] [GRI 2-27, 413-1] [OJK F.24]
Sebagai BUMN, Perseroan secara konsisten menjalankan As a state-owned enterprise (SOE), the Company consistently
komitmennya untuk mematuhi seluruh peraturan perundang- upholds its commitment to comply with all applicable laws
undangan yang berlaku, sekaligus berupaya memberikan and regulations, while striving to provide added value and
nilai tambah dan manfaat yang berkelanjutan bagi seluruh sustainable benefits to all stakeholders, including the public.
pemangku kepentingan, termasuk masyarakat. Perseroan The Company also provides an open platform for the public
juga menyediakan ruang keterbukaan bagi masyarakat and other stakeholders to submit complaints regarding any
dan pemangku kepentingan lainnya untuk menyampaikan negative impacts or potential losses arising from the Company’s
pengaduan apabila terdapat dampak negatif atau potensi operations.
kerugian yang ditimbulkan dari kegiatan operasional Perseroan.
Sepanjang tahun 2025, Perseroan tidak menerima pengaduan In 2025, the Company did not receive any complaints from
dari masyarakat terkait dampak operasional, baik dari aspek the public regarding operational impacts, whether economic,
ekonomi, lingkungan, maupun sosial. Sejalan dengan hal environmental, or social. Accordingly, the Company was not
tersebut, Perseroan tidak dikenakan sanksi maupun denda subject to any sanctions or fines related to complaints regarding
yang berkaitan dengan pengaduan atas kegiatan operasional its operational activities.
Perseroan.
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215
PT Sarana Multigriya Finansial (Persero)
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Laporan Keberlanjutan 2025 Sustainability Report
21612
Laporan Tahunan 2025 Annual Report
Page 217
PT Sarana Multigriya Finansial (Persero)
21713
PT Sarana Multigriya Finansial (Persero)
Apendix
LAMPIRAN
Page 218
VERIFIKASI TERTULIS DARI PIHAK INDEPENDEN
[OJK G.1]
WRITTEN VERIFICATION BY INDEPENDENT PARTY
Laporan Keberlanjutan PT Sarana Multigriya Finansial (Persero) The 2025 Sustainability Report of PT Sarana Multigriya Finansial
Tahun 2025 belum dilakukan verifikasi oleh Penyedia Jasa (Persero) has not been verified by an independent Assurance
Assurance (Assurance Services Provider) independen). Namun Service Provider. However, the Company guarantees that all
demikian, Perseroan menjamin bahwa seluruh informasi yang information disclosed in this report is true, accurate, and factual.
diungkapkan dalam laporan ini adalah benar, akurat, dan faktual.
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Page 219
LEMBAR UMPAN BALIK [OJK G.2]
FEEDBACK SHEET
Terima kasih atas kesediaan Bapak/Ibu/Saudara untuk membaca Thank you for your willingness to read the 2025 Sustainability
Laporan Keberlanjutan PT Sarana Multigriya Finansial (Persero) Report of PT Sarana Multigriya Finansial (Persero). To improve
tahun 2025. Untuk meningkatkan kualitas dan transparansi the quality and transparency of sustainability performance and
kinerja keberlanjutan serta sebagai masukan untuk penyusunan as input for the preparation of the 2026 Sustainability Report,
Laporan Keberlanjutan Tahun 2026, kami berharap Bapak/ we hope that you can fill out the Feedback Sheet that has been
Ibu/Saudara dapat mengisi Lembar Umpan Balik yang telah prepared and send it back to us.
disiapkan dan mengirimkannya kembali kepada kami.
Profil Pengguna Laporan Report Users Profile
Nama Lengkap :
Full Name
Nama Institusi/Perusahaan :
Institution/Company Name
Email :
Identifikasi Kelompok Pemangku Kepentingan (Beri Tanda Identification of Stakeholders (Put a cross where appropriate
Silang yang Sesuai)
Pemegang Saham
Shareholders
Pemerintah atau Regulator
Government or Regulator
Investor
Investor
Karyawan
Employee
Bank/Lembaga Penyalur KPR
Mortgage Distributing Institution/Bank
Media
Media
Masyarakat Lokal 219
Local Community3
Lain-lain, mohon sebutkan:
Others, please write down: PT Sarana Multigriya Finansial (Persero)
Berikan penilaian dengan memberi tanda silang yang sesuai: Provide scoring by putting a cross where appropriate:
1. Laporan Keberlanjutan ini mudah dimengerti 1. This Sustainability Report is easy to understand
Tidak Setuju Do not agree
Netral Neutral
Setuju Agree
2. Laporan ini sudah menggambarkan informasi aspek material 2. This report provides information on material aspects of the
Perseroan, baik dari sisi positif dan negatif Company, whether positively or negatively
Tidak Setuju Do not agree
Netral Neutral
Setuju Agree
3. Topik Material apa yang paling penting bagi Anda (Nilai 1 3. Which Material Topics are the most important to you? (1
= Paling Tidak Penting s/d 5 = Paling Penting) being the least important and 5 being the most important)
Kinerja Ekonomi Economic Performance
Keberadaan Pasar Market Existence
Page 220
Dampak Ekonomi Tidak Langsung Indirect Economic Impact
Energi Energy
Air dan Efluen Water and Effluent
Emisi Emission
Limbah Waste
Kepegawaian Personnel
Pelatihan dan Pendidikan Training and Education
Masyarakat Setempat Local Community
Portofolio Produk dan Layanan Berkelanjutan Product Portfolio and Sustainability Service
Mohon berikan saran/usul/komentar Bapak/Ibu/Saudara atas Please provide suggestions/comments on this report:
laporan ini:
......................................................................................................... .........................................................................................................
......................................................................................................... .........................................................................................................
............................................................ ............................................................
Mohon kirimkan kembali lembar umpan balik ini kepada: Please send this feedback sheet to:
PT Sarana Multigriya Finansial (Persero) PT Sarana Multigriya Finansial (Persero)
Grha SMF Grha SMF
Jalan Panglima Polim I No. 1, Melawai Kebayoran Baru, Jalan Panglima Polim I No. 1, Melawai Kebayoran Baru,
Jakarta Selatan 12160 Jakarta Selatan 12160
Tel : (021) 2700400 Tel : (021) 2700400
Faks : (021) 2701400 Faks : (021) 2701400
Email : corsec@smf-indonesia.co.id Email : corsec@smf-indonesia.co.id
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TANGGAPAN TERHADAP LEMBAR UMPAN BALIK
[OJK G.3]
RESPONSE TO THE FEEDBACK SHEET
Perseroan tidak mendapat tanggapan dari para pemangku The Company did not receive any feedback from stakeholders
kepentingan setelah diterbitkannya Laporan Keberlanjutan 2024. following the publication of the 2024 Sustainability Report.
Dengan demikian, dalam laporan ini tidak terdapat informasi Therefore, this report does not contain specific information
secara spesifik tentang tindak lanjut yang diambil Perseroan regarding the Company’s follow-up actions on stakeholder
atas tanggapan dari pemangku kepentingan tahun sebelumnya. feedback from the previous year. However, the Company
Namun demikian, Perseroan terus menyempurnakan isi laporan continues to refine the report’s content in accordance with
sesuai dengan panduan yang digunakan yaitu GRI Standards the guidelines used, namely GRI Standards Universal 2021,
Universal 2021, GRI G-4: Finansial Services Sector Disclosures GRI G-4: Financial Services Sector Disclosures 2008, and
2008, Peraturan Otoritas Jasa Keuangan (POJK) Nomor 51/ Financial Services Authority Regulation (POJK) Number
POJK.03/2017, Surat Edaran Otoritas Jasa Keuangan Republik 51/POJK.03/2017, Circular Letter of the Financial Services
Indonesia (SEOJK) Nomor 16/SEOJK.04/2021, serta The Authority of the Republic of Indonesia (SEOJK) Number 16/
International Financial Reporting Standards (IFRS) S1 dan SEOJK.04/2021, and The International Financial Reporting
IFRS S2. Standards (IFRS) S1 and IFRS S2.
221
PT Sarana Multigriya Finansial (Persero)
Page 222
DAFTAR PENGUNGKAPAN SESUAI POJK 51/
POJK.03/2017 [OJK G.4]
LIST OF DISCLOSURES IN ACCORDANCE WITH POJK 51/POJK.03/2017
No.
Indeks Nama Indeks Hal.
Index Index Name Pg.
Number
Strategi Keberlanjutan
Sustainable Strategies
A.1 Penjelasan Strategi Keberlanjutan 44, 45
About the Sustainability Strategy
Ikhtisar Kinerja Aspek Keberlanjutan
Sustainability Aspect Performance Overview
B.1 Aspek Ekonomi 8
Economic Aspects
B.2 Aspek Lingkungan Hidup 8
Environmental Aspects
B.3 Aspek Sosial 10
Social Aspects
Profil Perusahaan
Company Profile
C.1 Visi, Misi, dan Nilai Keberlanjutan 43, 64
Vision, Missions, and Sustainability Values
C.2 Alamat Perusahaan 58
222 Company’s Address
C.3 Skala Usaha 59, 61, 67,
Business Scale 68, 69,
72, 73, 74
C.4 Produk, Layanan, dan Kegiatan Usaha yang Dijalankan 58, 59
Laporan Keberlanjutan 2025 Sustainability Report
Products. Services and Business Activities
C.5 Keanggotaan pada Asosiasi 76
Membership in the Association
C.6 Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan 76
Significant Changes in Issuers and Public Companies
Penjelasan Direksi
Statement from Board of Directors
D.1 Penjelasan Direksi 25
Statement from Board of Directors
Tata Kelola Keberlanjutan
Sustainability Governance
E.1 Penanggung Jawab Penerapan Keuangan berkelanjutan 88
Person in Charge of Practicing Sustainable Finance
E.2 Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 88
Competency Development Related to Sustainable Finance
E.3 Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 98
Risk Assessment of Sustainable Finance Implementation
E.4 Hubungan dengan Pemangku Kepentingan 103, 104,
Stakeholder Relationship 105, 106
E.5 Permasalahan terhadap Penerapan Keuangan Berkelanjutan 43, 109
Issues Related to Practicing Sustainable Finance
Kinerja Keberlanjutan
Sustainability Performance
F.1 Kegiatan Membangun Budaya Keberlanjutan 157
Developing a Sustainability Culture
Page 223
No.
Indeks Nama Indeks Hal.
Index Index Name Pg.
Number
Kinerja Ekonomi
Economic Performance
F.2 Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba Rugi 115, 116
Comparison of Target and Performance on Production, Portfolio, Financing, Investment, Revenue and Profit-Loss
F.3 Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi Pada Instrumen Keuangan atau Proyek yang 49, 117
Sejalan dengan Penerapan Keuangan Berkelanjutan
Comparison of Target and Performance on Portfolio, Financing and Investment on Financial Instruments or Projects Aligned
with Sustainable Finance Practices
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspects
F.4 Biaya Lingkungan Hidup 133
Environmental Costs
Aspek Material
Material Aspects
F.5 Penggunaan Material yang Ramah Lingkungan 138, 146
Use of Environmentally-Friendly Materials
Aspek Energi
Energy Aspects
F.6 Jumlah dan Intensitas Energi yang Digunakan 139, 140,
Volume and Intensity of Energy Use 142, 143
F.7 Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan 141, 142
Efforts to Achieving Energy Efficiency and the Use of Renewable Energy
Aspek Air
Water Aspects
F.8 Penggunaan Air 146, 147
Water Usage
223
Aspek Keanekaragaman Hayati
Biodiversity Aspects
F.9 Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki Keanekaragaman Hayati 149
Impacts of Operational Areas Near or Located in Conservation Areas or Biodiversity Areas
PT Sarana Multigriya Finansial (Persero)
F.10 Usaha Konservasi Keanekaragaman Hayati 149
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspects
F.11 Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 143, 144,
Volume and Intensity of Emission Based on Type 145
F.12 Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 145, 146
Emission Reduction Efforts and Realization
Aspek Limbah Dan Efluen
Waste and Effluent Aspects
F.13 Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis 148
Volume of Waste and Effluent Based on Type
F.14 Mekanisme Pengelolaan Limbah dan Efluen 147, 148
Waste and Effluent Management Methods
F.15 Tumpahan yang Terjadi (Jika Ada) 148
Spills (if any)
Page 224
No.
Indeks Nama Indeks Hal.
Index Index Name Pg.
Number
Aspek Pengaduan Terkait Lingkungan Hidup
Environmental Complaints Aspects
F.16 Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan 149
Number and Content of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Performance
F.17 Komitmen LJK, Emiten, atau Perusahaan Publik untuk Memberikan Layanan Atas Produk dan/atau Jasa yang Setara Kepada 181
Konsumen
Commitment of Financial Services Institutions, Issuers, or Public Companies to Provide Equivalent Products and/or Services
to Consumers
Aspek Ketenagakerjaan
Employment Aspects
F.18 Kesetaraan Kesempatan Bekerja 67, 158,
Equal Employment Opportunity 159
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa 158, 159
Child and Forced Labor
F.20 Upah Minimum Regional 168
Regional Minimum Wage
F.21 Lingkungan Bekerja yang Layak Dan Aman 171
Decent and Safe Working Environment
F.22 Pelatihan dan Pengembangan Kemampuan Pegawai 163, 164,
Employee Training and Skill Development 165, 166
Aspek Masyarakat
Community Aspects
F.23 Dampak Operasi Terhadap Masyarakat Sekitar 192, 197
224 Impact of Operations on the Surrounding Community
F.24 Pengaduan Masyarakat 214
Public Complaints
F.25 Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 197, 200,
Environmental Social Responsibility (TJSL) Activities 207
Laporan Keberlanjutan 2025 Sustainability Report
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility for Sustainable Product/Service Development
F.26 Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan 180, 181
Innovation and Development of Sustainable Financial Products/Services
F.27 Produk/Jasa Yang Sudah Dievaluasi Keamanannya Bagi Pelanggan 181
Products/Services That Have Been Evaluated for Safety for Customers
F.28 Dampak Produk/Jasa 178
Product/Service Impact
F.29 Jumlah Produk yang Ditarik Kembali 189
Number of Products Recalled
F.30 Survei Kepuasan Pelanggan terhadap Produk dan/atau Jasa Keuangan Berkelanjutan 189
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
Lain-lain
Others
G.1 Verifikasi Tertulis dari Pihak Independen (jika Ada) 37, 218
Written Verification By Independent Party (if Any)
G.2 Lembar Umpan Balik 219
Feedback Sheet
G.3 Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 221
Response to Feedback on the Previous Year's Sustainability Report
G.4 Daftar Pengungkapan Sesuai POJK 51/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, 222
Emiten dan Perusahaan Publik
Disclosure List in Accordance with Financial Services Authority’s Regulation No. 51/ POJK.03/2017 on the Implementation of
Sustainable Finance for Financial Service Institutions and Listed and Public Companies
Page 225
INDEKS KONTEN GRI STANDARD 2021
INDEX OF GRI UNIVERSAL STANDARDS 2021 CONTENT
PT Sarana Multigriya Finansial (Persero) telah melaporkan informasi yang dikutip dalam indeks
Pernyataan penggunaan konten GRI ini untuk periode 1 Januari 2025-31 Desember 2025 sesuai dengan Standard GRI.
Statement of Use PT Sarana Multigriya Finansial (Persero) has reported the information cited in this GRI content index
for the period 1 January 2025-31 December 2025 in accordance with the GRI Standards.
GRI 1: Landasan 2021
GRI 1
GRI 1: Foundation 2021
GRI Sektor Standards GRI G4: Suplemen Pengungkapan Sektor Jasa Keuangan 2008
GRI Standards Sector GRI G4: Financial Services Sector Disclosure Supplement 2008
Pengecualian
Exception
Standard GRI PENGUNGKAPAN Halaman Persyaratan
GRI Standards DISCLOSURE Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanations
Excluded
Requirements
GRI Pengungkapan 2-1 Detail Organisasi 58
Umum 2021 Organization Detail
GRI General Disclosures
2021 2-2 Entitas yang tercakup dalam pelaporan 38, 40, 41
keberlanjutan organisasi
Entities included in the organization’s
sustainability reporting
2-3 Periode pelaporan, frekuensi dan titik kontak 34, 35, 41
Reporting period, frequency, and contact
points
2-4 Pernyataan ulang informasi 41
Restatement of information
2-5 Penjaminan eksternal 37
External assurance
2-6 Kegiatan, rantai nilai, dan hubungan bisnis 58, 62, 65,
lainnya 75, 76
Activities, value chains, and other business
relationships
225
2-7 Karyawan 67, 68, 69,
Employees 72, 73
2-8 Pekerja yang Bukan Pekerja Langsung 67, 73, 74
Workers who are not employees
PT Sarana Multigriya Finansial (Persero)
2-9 Struktur dan komposisi tata kelola 62, 80, 82,
Governance structure and composition 83
2-10 Nominasi dan seleksi untuk badan tata kelola 82, 83, 86
tertinggi
Nomination and selection of the highest
governance body
2-11 Pejabat tata kelola tertinggi 81
Chair of the Highest Governance Body
2-12 Peran pejabat tata kelola tertinggi dalam 100
memantau dampak manajemen
Role of the highest governance body in
overseeing the management of impacts
2-13 Pendelegasian tanggung jawab untuk 87
mengelola dampak
Delegation of responsibility for managing
impacts
Page 226
Pengecualian
Exception
Standard GRI PENGUNGKAPAN Halaman Persyaratan
GRI Standards DISCLOSURE Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanations
Excluded
Requirements
2-14 Peran badan tata kelola tertinggi dalam 84
pelaporan keberlanjutan
Role of the highest governance body in
sustainability reporting
2-15 Konflik kepentingan 97
Conflict of interest
2-16 Komunikasi keprihatinan kritis 101, 108
Communication of critical concerns
2-17 Pengetahuan kolektif badan tata kelola 88
tertinggi
Collective knowledge of the highest
governance body
2-18 Evaluasi kinerja badan tata kelola tertinggi 95, 96
Evaluation of the performance of the highest
governance body
2-19 Kebijakan Remunerasi 92
226
Remuneration Policy
2-20 Proses penentuan remunerasi 92
Process to determine remuneration
2-21 Rasio kompensasi total tahunan 169
Annual total compensation ratio
Laporan Keberlanjutan 2025 Sustainability Report
2-22 Pernyataan tentang strategi pembangunan 25
berkelanjutan
Statement on sustainable development
strategy
2-23 Komitmen kebijakan 64, 96, 101
Policy commitments
2-24 Komitmen dalam menanamkan kebijakan 96, 101
Embedding policy commitments
2-25 Proses untuk memulihkan dampak negatif 106
Processes to remediate negative impacts
2-26 Mekanisme untuk mencari nasihat dan 106, 108
menyampaikan kekhawatiran
Mechanisms for seeking advice and raising
concerns
2-27 Kepatuhan terhadap hukum dan peraturan 106, 149,
Compliance with laws and regulations 176, 214
2-28 Keanggotaan asosiasi 76
Membership associations
2-29 Pendekatan terhadap keterlibatan pemangku 103, 104,
kepentingan 105, 106
Approach to stakeholder engagement
2-30 Perjanjian perundingan kolektif 171
Collective bargaining agreements
Page 227
Pengecualian
Exception
Topik Material Pengungkapan Halaman Persyaratan
Material Topics Disclosure Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanation
Excluded
Requirements
GRI 3: 3-1 Proses untuk menentukan topik 36, 37
Topik Material 2021 material
Material Topics 2021 The process for determining
material topics
3-2 Daftar topik material 39, 40, 41
List of material topics
PENGUNGKAPAN STANDAR KHUSUS
SPECIFIC STANDARD DISCLOSURES
TOPIK EKONOMI
ECONOMIC TOPICS
KINERJA EKONOMI
ECONOMIC PERFORMANCE
GRI 3: 3-3 Manajemen topik material 40, 112,
Topik Material 2021 Management of material topics 122, 170
Material Topics 2021
GRI 201: Kinerja Ekonomi 201-1 Nilai ekonomi langsung yang 119, 121,
2016 dihasilkan dan didistribusikan 122
Economic Performance Direct economic value generated
2016 and distributed
201-2 Implikasi finansial serta risiko dan 122, 185
peluang lain akibat dari perubahan
iklim
Financial implications and other
risks and opportunities due to
climate change
201-3 Kewajiban program pensiun 170
manfaat pasti dan program
pensiun lainnya
Defined benefit plan obligations
and other retirement plans
201-4 Bantuan finansial yang diterima 122
dari pemerintah
Financial assistance received from
the government
KEBERADAAN PASAR
Market existence 227
GRI 3: 3-3 Manajemen topik material 40, 154
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 202: Keberadaan Pasar 202-1 Rasio standar upah karyawan 168
PT Sarana Multigriya Finansial (Persero)
2016 entry-level berdasarkan jenis
Market Presence 2016 kelamin terhadap upah minimum
regional
Ratios of standard entry level
wage by gender compared to local
minimum wage
202-2 Proporsi manajemen senior yang 71
berasal dari masyarakat lokal
Proportion of senior management
hired from the local community
DAMPAK EKONOMI TIDAK LANGSUNG
INDIRECT ECONOMIC IMPACT
GRI 3: 3-3 Manajemen topik material 40, 123
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 203: Dampak Ekonomi 203-1 Investasi infrastruktur dan 123
Tidak Langsung dukungan layanan
Indirect Economic Impact Infrastructure investment and
service support
Page 228
Pengecualian
Exception
Topik Material Pengungkapan Halaman Persyaratan
Material Topics Disclosure Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanation
Excluded
Requirements
203-2 Dampak ekonomi tidak langsung 126, 197,
yang signifikan 200, 207
Significant indirect economic
impact
TOPIK LINGKUNGAN
Environmental Topics
ENERGI
Energy
GRI 3: 3-3 Manajemen topik material 40, 130,
Topik Material 2021 Management of material topics 149
Material Topics 2021
GRI 302: Energi 2016 302-1 Konsumsi energi dalam organisasi 139, 140
Energy 2016 Energy consumption within the
organization
302-2 Konsumsi energi di luar organisasi 142, 143
Energy consumption outside the
organization
302-3 Intensitas energi 139, 140
Energy intensity
302-4 Pengurangan konsumsi energi 142
Reduction of energy consumption
302-5 Pengurangan pada energi yang 142
dibutuhkan untuk produk dan jasa.
Reduction in the energy required
228
for products and services.
AIR DAN EFLUEN
Water and Effluent
GRI 3: 3-3 Manajemen topik material 40, 130,
Laporan Keberlanjutan 2025 Sustainability Report
Topik Material 2021 Management of material topics 146, 149
Material Topics 2021
GRI 303: Air dan Efluen 303-1 Interaksi dengan air sebagai 146, 147
2018 sumber daya bersama
Water and effluent 2018 Interaction with water as a shared
resource
303-2 Manajemen dampak yang 147
berkaitan dengan pembuangan air
Management of water discharge-
related impacts
303-3 Pengambilan air 146, 147
Water withdrawal
303-4 Pembuangan air 147
Water discharge
303-5 Konsumsi air 147
Water consumption
EMISI
Emission
GRI 3: 3-3 Manajemen topik material 40, 130,
Topik Material 2021 Management of material topics 149
Material Topics 2021
Page 229
Pengecualian
Exception
Topik Material Pengungkapan Halaman Persyaratan
Material Topics Disclosure Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanation
Excluded
Requirements
GRI 305: Emisi 2016 305-1 Emisi GRK (Cakupan 1) langsung 143
Emission 2016 Direct (Scope 1) GHG emissions
305-2 Emisi energi GRK (Cakupan 2) 145
tidak langsung
Energy indirect (Scope 2) GHG
emissions
305-3 Emisi GRK (Cakupan 3) tidak 144, 145
langsung lainnya
Other indirect (Scope 3) GHG
emissions
305-4 Intensitas emisi GRK 145
GHG emission intensity
305-5 Pengurangan emisi GRK 145, 146
Reduction of GHG emissions
305-6 Emisi zat perusak ozon (ODS) 145, 146
Emissions of ozone-depleting
substances (ODS)
305-7 Nitrogen Oksida (NOX), sulfur 145, 149
oksida (SOX), dan emisi udara
signifikan lainnya
Nitrogen Oxides (NOX), sulfur
oxides (SOX), and other significant
air emissions
LIMBAH
Waste
GRI 3: 3-3 Manajemen topik material 40, 130,
Topik Material 2021 Management of material topics 149
Material Topics 2021
GRI 306: Limbah 2020 306-1 Timbulan limbah dan dampak 148
Waste 2020 signifikan terkait limbah
Waste generation and significant
impacts related to waste
306-2 Pengelolaan dampak yang 148
signifikan terkait limbah
Management of significant
impacts related to waste
229
306-3 Timbulan limbah 148
Waste generated
306-4 Limbah yang dialihkan dari 148
pembuangan akhir
PT Sarana Multigriya Finansial (Persero)
Waste diverted from final disposal
306-5 Limbah yang dikirimkan ke 148
pembuangan akhir
Waste directed to disposal
TOPIK SOSIAL
Social Topics
KEPEGAWAIAN
EMPLOYMENT
GRI 3: 3-3 Manajemen topik material 40, 154
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 401: Kepegawaian 2016 401-1 Perekrutan karyawan baru dan 159, 160
Employment 2016 pergantian karyawan
New employee hires and
employee turnover
Page 230
Pengecualian
Exception
Topik Material Pengungkapan Halaman Persyaratan
Material Topics Disclosure Page yang
Alasan Penjelasan
Dikecualikan
Reasons Explanation
Excluded
Requirements
401-2 Tunjangan yang diberikan 168, 169
kepada karyawan purnawaktu
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 170
Parental leave
PELATIHAN DAN PENDIDIKAN
Training and Education
GRI 3: 3-3 Manajemen topik material 41, 154
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 404: Pelatihan dan 404-1 Rata-rata jam pelatihan per tahun 164, 165
Pendidikan 2016 per karyawan
Education and Training Average hours of training per year
2016 per employee
404-2 Program untuk meningkatkan 163, 166
keterampilan karyawan
dan program bantuan peralihan
Programs for upgrading employee
skills and transition assistance
programs
230
404-3 Persentase karyawan 161, 162,
yang menerima tinjauan 163
rutin terhadap kinerja dan
pengembangan karier
Percentage of employees
receiving regular performance and
Laporan Keberlanjutan 2025 Sustainability Report
career development reviews
MASYARAKAT LOKAL
Local Community
GRI 3: 3-3 Manajemen topik material 41, 192
Topik Material 2021 Management of material topics
Material Topics 2021
GRI 413: 413-1 Operasi dengan keterlibatan 195, 197,
Masyarakat Lokal 2016 masyarakat lokal, penilaian 200, 207,
Local Community 2016 dampak, dan program 214
pengembangan
Operations with local community
engagement, impact assessments,
and development programs
413-2 Operasi yang secara aktual dan 192, 195,
yang berpotensi memiliki dampak 197, 200,
negatif signifikan terhadap 207
masyarakat lokal
Operations with significant actual
and potential negative impacts on
local communities
Page 231
Pengungkapan Praktik Pelaporan Hlm.
Disclosure Reporting Practice Pg.
FS1 Kebijakan Khusus Penerapan Aspek Lingkungan dan Sosial dalam Kegiatan Usaha 201
Special Policy on the Implementation of Environmental and Social Aspects in Business Activities
FS2 Prosedur Penilaian Risiko Lingkungan dan Sosial dalam Kegiatan Usaha 202
Environmental and Social Risk Assessment Procedures in Business Activities
FS4 Proses Peningkatan Kompetensi Karyawan untuk Menerapkan Aturan/Perundangan terkait Sosial dan 163, 164,
Lingkungan yang Berlaku 165, 166
Employee Competency Improvement Process to Implement Applicable Social and Environmental Regulations/
Legislation
FS5 Interaksi/Kerjasama dengan Debitur/Investor/Partner Bisnis dalam Mengatasi Dampak/Peluang Aspek Sosial 202
dan Lingkungan
Interaction/Collaboration with Debtors/Investors/Business Partners in Addressing Social and Environmental
Impacts/Opportunities
FS7 Nilai Portofolio Produk dan Jasa yang Dirancang untuk Mendukung Kegiatan Sosial Dibagi Menurut Segmen 181, 182
Bisnis
Value of Product and Service Portfolio Designed to Support Social Activities Divided by Business Segment
FS8 Jumlah Produk dan Jasa Pembiayaan yang Dialokasikan untuk Mendukung Pembiayaan terkait Lingkungan 185
yang Spesifik
Number of Financing Products and Services Allocated to Support Specific Environmentally Related Financing
FS16 Inisiatif meningkatkan literasi keuangan menurut jenis penerima 188
Initiatives to improve financial literacy by recipient type
231
PT Sarana Multigriya Finansial (Persero)
Page 232
INDEKS INTERNATIONAL FINANCIAL REPORTING
STANDARDS (IFRS)
INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS) INDEX
Indeks IFRS S1: General Requirements for Disclosure of Sustainability-related Financial Information
IFRS Index S1: General Requirements for Disclosure of Sustainability-related Financial Information
Indeks Pengungkapan Halaman
Index Disclosure Page
Tata Kelola
Governance
S1-27a Badan tata atau individu yang bertanggung jawab atas pengawasan risiko dan peluang terkait keberlanjutan
The governing body or individual responsible for oversight of sustainability-related risks and opportunities
S1-27a.1 Tanggung jawab atas risiko dan peluang terkait keberlanjutan 87
Responsibility for sustainability-related risks and opportunities
S1-27a.2 Keterampilan dan kompetensi untuk merespons risiko dan peluang terkait keberlanjutan 82, 83, 87, 88
Skills and competencies to respond to sustainability-related risks and opportunities
S1-27b Peran manajemen dalam proses tata kelola, kontrol, dan prosedur untuk memantau, mengelola, dan mengawasi risiko
dan peluang terkait keberlanjutan
Management's role in governance processes, controls, and procedures to monitor, manage, and oversee sustainability-related
risks and opportunities
S1-27b.1 Delegasi peran kepada posisi tingkat manajemen 87
Delegation of roles to management-level positions
S1-27b.2 Kontrol dan prosedur untuk mendukung pengawasan risiko dan peluang terkait 87
keberlanjutan
Controls and procedures to support oversight of sustainability-related risks and
opportunities
232 Strategi
Strategy
S1-29c Dampak dari risiko dan peluang terkait keberlanjutan terhadap strategi dan pengambilan keputusan
The impact of sustainability-related risks and opportunities on strategy and decision-making
Laporan Keberlanjutan 2025 Sustainability Report
S1-33a Menanggapi risiko dan peluang terkait keberlanjutan dalam strategi dan pengambilan 42, 44
keputusan
Responding to sustainability-related risks and opportunities in strategy and decision-
making
Metrik dan Target
Metrics and Targets
S1-51 Menjelaskan target yang digunakan 114, 132, 156
Explain the targets used
Page 233
Indeks IFRS S2: Climate-related Disclosures
IFRS Index S2: Climate-related Disclosures
Indeks Pengungkapan Halaman
Index Disclosure Page
Tata Kelola
Governance
S2-6a Badan tata atau individu yang bertanggung jawab atas pengawasan risiko dan peluang terkait iklim
The governing body or individual responsible for overseeing climate-related risks and opportunities
S2-6a.1 Tanggung jawab atas risiko dan peluang terkait iklim 87
Responsibility for climate-related risks and opportunities
S2-6a.2 Keterampilan dan kompetensi untuk merespons risiko dan peluang terkait iklim 82, 83
Skills and competencies to respond to climate-related risks and opportunities
S2-6b Peran manajemen dalam proses tata kelola, kontrol, dan prosedur untuk memantau, mengelola, dan mengawasi risiko dan
peluang terkait iklim
The role of management in governance processes, controls, and procedures to monitor, manage, and oversee climate-related
risks and opportunities
S2-6b.1 Delegasi peran kepada posisi tingkat manajemen 87
Delegation of roles to management-level positions
S2-6b.2 Kontrol dan prosedur untuk mendukung pengawasan risiko dan peluang terkait iklim 87
Controls and procedures to support oversight of climate-related risks and opportunities
Strategi
Strategy
S2-9c Dampak dari risiko dan peluang terkait iklim terhadap strategi dan pengambilan keputusan
The impact of climate-related risks and opportunities on strategy and decision-making
S2-14a Menanggapi risiko dan peluang terkait iklim dalam strategi dan pengambilan keputusan 42, 44
Responding to climate-related risks and opportunities in strategy and decision-making
Metrik dan Target
Metrics and Targets
S2-29a Mengungkapkan pengukuran emisi gas rumah kaca 143, 144
Disclosing greenhouse gas emission measurements
233
PT Sarana Multigriya Finansial (Persero)
Page 234
2025
Laporan Keberlanjutan
Sustainability Report
234
Laporan Keberlanjutan 2025 Sustainability Report
Kantor Pusat:
Jl. Panglima Polim I No 1 Melawai
Kebayoran Baru
Jakarta 12160
Telepon : 021 - 2700400
Faksimili : 021 – 2701400
E-mail : corsec@smf-indonesia.co.id
Names mentioned 104 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Sarana Multigriya
p.3 ×8
unresolved
org
Kementerian Owned Enterprise Under Financial Ministry
p.14
unresolved
org
Ministry of Finance
p.14 ×9
unresolved
org
Bank Award
p.15
unresolved
org
Bank Asosiasi Pengembang Perumahan
p.19
unresolved
org
Bank DKI Syariah
p.19 ×2
unresolved
org
PT Sarana
p.19 ×5
unresolved
org
PT Multigriya Finansial (Persero)
p.19
unresolved
org
PT Bank BJB Syariah.
p.19
unresolved
org
Own Financing Development. Commuter Properti Tbk
p.19
unresolved
org
PT Sarana Signing
p.19
unresolved
org
PT Adhi Persada Properti
p.19
unresolved
org
Kementerian Perumahan
p.20
unresolved
org
Ministry of Housing
p.20
unresolved
org
PT BPD Sulawesi Finansial (Persero)
p.20
unresolved
org
Indonesia Tbk
p.20
unresolved
org
PT Sarana Multigriya Facility Line Agreement
p.20
unresolved
org
PT BPD Sulawesi Sharia
p.20
unresolved
org
Siber Sandi Pembayaran Digital
p.21
unresolved
org
Kementerian Keuangan Pembangunan Rumah Negara
p.21
unresolved
org
Menteri FGD
p.21
unresolved
org
Minister of Housing and Settlement Areas.
p.21
unresolved
org
PT Sarana Finansial (Persero)
p.22
unresolved
org
Direktorat Jenderal Kekayaan Multigriya Finansial
p.22
unresolved
org
Home Mortgage Finance Corporation
p.22
unresolved
org
Directorate General of State Assets
p.22
unresolved
org
Bank Indonesia
p.22 ×2
unresolved
org
Bank Indonesia’s Strategic
p.22
unresolved
org
Bank SMF Collaborates Internationally
p.22
unresolved
org
Bank SulutGo.
p.22
unresolved
org
Bank Kalimantan Barat. SMF
p.23
unresolved
org
Bank Kalimantan Barat.
p.23
unresolved
org
Kementerian Keuangan
p.25 ×5
unresolved
org
Financial Services Authority
p.34 ×3
unresolved
org
Otoritas Jasa Keuangan Republik Indonesia
p.34
unresolved
org
PT Sarana Social Roadmap
p.48
unresolved
org
Ministry of Finance’s
p.49
unresolved
org
Government of the Republic of Indonesia
p.50 ×3
unresolved
org
Menteri Hukum dan Hak Asasi Manusia Republik
p.59
unresolved
person
Imas Fatimah
p.59
unresolved
org
Minister of Law and Human Rights
p.59
unresolved
org
Milik Negara
p.59 ×2
unresolved
org
Menteri Keuangan A Limited Liability
p.59
unresolved
org
Menteri Keuangan A Limited
p.59
unresolved
org
Minister of Finance
p.59
unresolved
org
Ministry of Finance Keuangan Republik Indonesia
p.60
unresolved
person
Ananta Wiyogo
· Direktur Bisnis
p.62 ×2
unresolved
person
Deputi
· Direktur
p.62
unresolved
org
Bank Perkreditan Rakyat
p.66
unresolved
org
Bank BSI
p.66
unresolved
org
Bank Himbara
p.66
unresolved
org
Bank Umum Syariah
p.67 ×2
unresolved
org
Tata Kelola Berdasarkan Usia dan Level
p.72
unresolved
org
Minister of Finance Regulation
p.80
unresolved
org
Menteri Keuangan
p.80 ×4
unresolved
org
Minister of Finance Decree
p.80
unresolved
org
Minister of Finance. STRUKTUR TATA KELOLA
p.80
unresolved
person
Laki-laki
· Komisaris
p.82 ×6
unresolved
org
Kementerian Sakti
p.82
unresolved
org
Ministry of Committee
p.82
unresolved
person
Pemantau Risiko
· Commissioner
p.82
unresolved
—
Priatna
· Independent
p.83 ×3
unresolved
person
Nominasi
· Commissioner
p.83
unresolved
—
Wiyogo
· Male
p.84
unresolved
—
Subiakto
· Male
p.84
unresolved
person
Bonai Subiakto
· Direktur
p.85
unresolved
person
Heliantopo
· Direktur
p.85
unresolved
—
Sakti
· President
p.86
unresolved
person
Brahmantio
· Komisaris
p.86
unresolved
—
Isdijoso
· Commissioner
p.86
unresolved
person
Dedy Supriadi
· Komisaris
p.86 ×2
unresolved
person
Rata-Rata Tingkat Kehadiran
· Komisaris
p.86
unresolved
—
PENCALONAN DAN PEMILIHAN
· NOMINATION AND ELECTION OF
p.86
unresolved
—
rekomendasi Komite Nominasi dan Remunerasi
· Committee, submitted by the Board of Commissioners.
p.86
unresolved
—
Proses nominasi
· The nomination process for the Board of Directors and Board
p.86
unresolved
—
dilaksanakan melalui tahapan yang terstruktur meliputi
· of Commissioners is conducted through a series of steps,
p.86
unresolved
—
penjaringan, penilaian, dan penetapan calon, guna memastikan
· including filtering, assessment, and the determination of
p.86
unresolved
—
terpenuhinya aspek integritas, kompetensi, dan kesesuaian
· candidates for members of the Board of Directors and Board
p.86
unresolved
—
kebutuhan Perseroan. Suksesi Direksi merupakan
· of Commissioners. The Board of Directors’ succession is part
p.86
unresolved
—
bagian dari pelaksanaan fungsi nominasi pada tingkat
· of the implementation of the nomination function at the highest
p.86
unresolved
—
manajerial tertinggi, yang bertujuan untuk mempersiapkan
· managerial level, aiming to prepare leadership regeneration to
p.86
unresolved
—
regenerasi kepemimpinan serta menjaga kesinambungan
· ensure the Company’s continuity and sustainability.
p.86
unresolved
—
menerapkan perencanaan suksesi bagi
· The Company implements succession plans for the members
p.86
unresolved
—
perundang-undangan yang berlaku dan Anggaran
· line with the provisions of the laws and regulations and the
p.86
unresolved
—
Dasar Perseroan. Kebijakan nominasi dan suksesi tersebut
· Articles of Association. The policy of succession or nomination
p.86
unresolved
—
mengacu pada Undang-Undang Nomor 40 Tahun 2007
· of the Board of Directors and Board of Commissioners refers
p.86
unresolved
—
tentang Perseroan Terbatas, Peraturan Menteri
· to several regulations, namely: Law No. 40 of 2007 on Limited
p.86
unresolved
—
197/PMK.06/2019 tentang Tata Cara Pengangkatan
· Liability Company; PMK No. 197/PMK.06/2019 on Procedure
p.86
unresolved
—
Menteri Keuangan Nomor 78/PMK.06/2015 tentang Tata Cara
· Members; PMK No. 78/PMK.06/2015 on Procedure for
p.86
unresolved
org
Kementerian Keuangan Republik
p.87
unresolved
person
Nufransa Wira Sakti
· Komisaris Utama
p.89 ×2
unresolved
org
Sertifikasi Manajemen Risiko Perbankan
· Komisaris Utama
p.89 ×3
unresolved
org
Banking Risk Management Certification
· President Commissioner
p.89 ×2
unresolved
org
Sertifikasi Manajemen Risiko Banking Risk Management Certification
p.89 ×6
unresolved
person
Brahmantio Isdijoso
· Komisaris
p.89
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