P T

B A N KC E N T R A L

A S I AT B K

Always by Your Side

Live to Empower
2023
S U S TA I N A B I L I T Y R E P O RT

Table of Contents
EXECUTIVE SUMMARY
2

Board of Directors’ Message

10

Performances Highlights in 2023

17

Appreciation of BCA’s Achievement

18

Sustainability Highlights

SUSTAINABILITY IN BCA
24

Sustainability Strategy

25

Company in Brief

26

Scale of Business28

Building a Sustainability Culture

29

Contribution to the Sustainable Development
Goals (SDGs)

32

Sustainability Governance36

Sustainable Finance Action PlanRESPONSIBLE BANKING
40

Economic Performance

42

Responsible Financing

49

Strengthening ESG Risk Management

54

Towards Climate Resilience

57

Digital Innovation for Ease of Transactions

59

Data Security and Customer Privacy

65

Responsible Products and Services

69

Access and Affordability of Banking Products
and Services

CULTURE OF SUSTAINABILITY
74

Ethical Operating Practices

76

Anti-Corruption Practices, Gratification
Control and Anti Fraud

79

Human Rights Practices

81

Talent Management & Empowerment

94

Environmentally Friendly Operation Culture

SOCIAL VALUE CREATION
105

Community Involvement and Development

111

Quality Education to Raise
Competitiveness of the Young Generation

116

Financial Literacy and Inclusion

119

Community Health Promotion

121

Environmental Preservation and Biodiversity

124

Preservation of Indonesian Arts, Culture andTraditions

126

Measuring the Impact of BCA Community
Service Activities

SUSTAINABILITY REPORT IN BRIEF
130

Report Profile

131

Material Topic Management

133

Stakeholder Engagement

137

Approval Page

138

Independent Assurance Statement

143

POJK Number 51/POJK.03/2017 Reference, GRI
Standards, SASB, SUSBA, and ACGS Indicess

153

Feedback Form

Bakti BCA Partner Tourism Village, Saba Budaya Baduy

Live to Empower
BCA is always by your side to offer banking solutions,share added value, and continuously work together
with stakeholders to create a better future. The
stakeholders’ support in BCA’s business activities
has encouraged us to keep improving sustainability
performance, manage risks and opportunities inenvironmental, social and governance (ESG) aspects,
and contribute to the achievement of the Sustainable
Development Goals (SDGs). Therefore, let us
synergize, be empowered and work to create longterm sustainability value.

Forward-looking Statement
PT Bank Central Asia Tbk and/or in this report referred to as “BCA”, engaged in the banking sector, dicloses its
achievements in economic, social, environmental performance and sustainability management in this Sustainability
Report. The Sustainability Report is part of the Annual Report which is published separately. This report contains material
data and information for stakeholders. In general, the contents of the Report originated from internal documents andinformation from reliable sources. Readers need to understand that this report presents a forward-looking statements
containing data and information about future projections and conditions. BCA understands that risk and uncertainty
from various factors can affect operational performance and future business conditions. Therefore, BCA would like toremind readers that the Bank cannot ensure that the data and information regarding future projections stated in thisReport are correct, accurate and can be entirely fulfilled.

2023 Sustainability Report PT Bank Central Asia Tbk

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Board of Directors’ Message

BCA’s commitment tosustainability is the main message
that we conveyed through theyear 2023. We have ignited
this spirit by engaging with all
stakeholders towards fosteringresilient business practices in
the face of global economic
uncertainties, climate change, andall aspects of life. Together with
our stakeholders, we advancein sync and empower eachother (Live to Empower) to growsustainably for a better earth andfuture generations.

Jahja Setiaatmadja
President Director

22023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Respected stakeholders,
We acknowledge that sustainability is essential tocompany’s infrastructure has positively influence thethe future of BCA’s business continuity. We have

ESG aspects. The realization of this framework is thatstarted the ESG journey, therefore we are committed

BCA now has five (5) ESG policies for financing theto implementing sustainability within the company.

palm oil plantation and industry, coal mining, toll road

Our primary focus is on developing the capacity anddevelopment, wood and forest products industry, andcapabilities of BCA’s individuals, constructing andcement and basic steel industry sectors. Subsequently,

strengthening infrastructure, and financing Sustainable

BCA has begun integrating ESG risk assessments into

Business Activities (SBA).

financing for the aforementioned sectors. Furthermore,
BCA is actively participating in the pilot implementation

Since 2019, BCA has established a dedicated team,of the Indonesian Green Taxonomy (THI) ver. 1.0 by

the ESG Sub-Division, as an enabler and collaborator

mapping the top 450 debtors and conducting a bottom-

to apply Sustainable Finance principles within the

up Climate Risk Stress Testing (CRST). Complementing

company. The rapid development of Environmental,

the development of the ESG framework infrastructure,

Social, and Governance (ESG) globally and nationally

BCA continuously refines the Green House Gas (GHG)

demands that we continuously strengthen and enhanceinventory to obtain a comprehensive and accurate

the team members in the ESG Sub-Division. Currently,

emissions database.

the ESG Sub-Division has transformed into the ESG
Group, whose role is to instill a culture of sustainability

In carrying out BCA’s sustainable business, the adoption

throughandof a hybrid banking business model is the best way toevaluation of various sustainability policies, programs,

integrate ESG aspects to strengthen the Bank’s physicaland practices across various BCA units.

and virtual existence, and providing convenient, morecoordination,planning,

monitoring,affordable, and inclusive financial access for all levels of
The future sustainability of BCA relies heavily on skilledsociety, even in remote areas. The number of customers

and high-quality human resources (HR). Throughout

in 2023 increased by 10.3% YoY to 30.7 million

2023, we have developed various training programs

customers, and the number of accounts increased byfor BCA employees, resulting in an increase in average

8.5% YoY to 37.6 million accounts, supported by thetraining hours per employee to 44 hours. BCA has also

opening of 4.7 million online accounts (an increase ofstrengthened leaders’ leadership character through the

11.9% YoY).

BCA Leader+ program with the aim of enhancing theirleading, serving, and coaching roles to build resilient

Digitalization has been proven to deliver significant

teams. A total of 2,822 employees were promoted

advantages in accelerating the growth of online

to new leadership positions this year to continuetransaction

leadership succession and occupy various strategictransformation, the contribution of branch transactions

positions across all BCA offices. Additionally, 4,950

is only 0.3%, while the contribution from digitalnew employees were recruited this year to strengthentransactions has reached 99.7%. Throughout 2023,

various positions in BCA.

digital transactions reached 27,884 million transactions

volumes.

Currently,

withdigital(an increase of 25.5%) with a value of Rp27,138 trillion
Robust infrastructure is necessary to support skilled(an increase of 7.9%) compared to the previous year.

human resources. BCA continues to build and strengthen

The positive impact of digitalization is apparent, notthe ESG framework within the company’s infrastructure,

only increasing financial access for the public but also

including systems, policies, processes, procedures,

reducing the carbon footprint of paper and energy

and risk management. This approach is significant tousage, as well as fuel consumption from customers’

drive the alignment of company performance withtransportation to BCA branch offices.

its sustainability vision and mission, ensuring the2023 Sustainability Report PT Bank Central Asia Tbk

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To strengthen the CASA franchise, BCA continues to

The green financing portfolio reached Rp86.6 trillion,build delivery channel infrastructure, including branch

including sustainability-linked loan (SLL) schemes

offices, mobile & internet banking, POS & merchantwith an outstanding amount of Rp304.8 billion, andapps, CRM & ATMs, and the ‘Halo BCA’ contact center

green bond instruments reaching Rp1.6 trillion. The

to serve the various needs of a wide spectrum ofmajority of green financing was channeled to debtors

consumers (customers, suppliers & principals, as well as

whose business activities involve managing natural

distributors & retailers). This year, BCA launched a new

resources and sustainable land use (78.3%), followed byversion of the myBCA app with more comprehensive

environmentally friendly transportation (9.3%) and eco-features, and has continuously added new features

efficient products (6.2%).

such as Paylater, wealth management, and crossborder QRIS. We are confident that BCA customers will

Most of the financing for natural resources andenjoy an improved experience and the benefits of thesustainable land sectors was allocated to certified

BCA digital ecosystem in accessing various services.

palm oil sector financing, reaching Rp40.4 trillion. The
total number of ISPO and/or RSPO certified debtors

Facing the year 2024, we believe the government

amounted to 63, an increase of 6.8% compared to thewill continue to play a crucial role in addressing theprevious year, a number that represents 72.4% of total

uncertainty of the global landscape and the domestic

financing borrowers in the palm oil sector.

“politicalyear”.

The

Indonesianbanking

sectorcontinues to strive to maintain healthy performance in

Growing awareness of sustainability and environmental

these conditions, with a high Capital Adequacy Ratio

impact among the public has led to an increase in the(CAR) and continued positive growth in third-party

use of electric vehicles. In 2023, BCA’s financing forfunds (DPK) and financing. To support sustainable

electric vehicles saw a significant increase to Rp1,275

economic growth, BCA is optimistically targeting an

billion, growing by 365.8% YoY.

8% increase in Sustainable Business Activities (SBA)
financing with a minimum contribution of 20% from theTo support MSME growth, BCA continues to increase

bank’s portfolio in 2024.

its portion of financing, which in 2023 reached Rp116
trillion, growing by 13.4% YoY. In addition to disbursing

Sustainable Performance Achievements
and the Implementation of Sustainable
Finance

People’s Business Credit (KUR) financing, BCA alsoorganized various programs such as Bangga Lokal,
UMKM Fest, MSME loans for ESG-based businessactivities and women entrepreneurs MSME. The UMKM

Performance of Sustainable Business Financing

Fest 2023 event was conducted in a hybrid format

In supporting the transition to a green economy, BCA

with the theme “Jadi #Andalanlokal” in which ± 1,400

puts significant emphasis on financing Sustainable

sellers participated, generating over 79.7 thousand

Business Activities (SBA). In 2023, sustainable business

transactions. This year’s event also saw the onboarding

financing exceeded the set target of 9%, with aof 1,209 sellers to the online platforms (Grab and Blibli),

portfolio growing by 10.6% YoY to reach Rp202.6

and export training (Go Export) was provided as parttrillion, and contributing 24.8% to the total portfolio.

of BCA’s commitment to continuously support MSME

Sustainable Business Financing consists of financing

to level up. In response to the challenges of mandatory

for Environmentally Friendly Business Activities (green

halal-certified products, BCA facilitated >1,500 MSME

financing) and financing for Micro, Small, and Medium

businesses under its guidance to undergo training andEnterprises (MSME), with a portfolio composition ofself-declared halal certificate registration.

42.7% green financing and 57.3% MSME.

4

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

The participation of women in the MSME sector

impact on the environment but also create positive

improve the quality of women’s lives economically,social impact by providing job opportunities forsocially, and culturally. By increasing women’s accessinformal waste pickers. Additionally, the proceeds

to financing, BCA continues to promote justice andfrom recycled waste, amounting to Rp531 million, wereequality in society. In 2023, the disbursement of women

donated to the Bakti BCA Foundation as educational

entrepreneurs MSME reached Rp14.8 trillion, increasing

funds for the children of BCA employees in need.

by 20.2% YoY with 44,465 debtors.
Through the development and implementation of
We continue to enhance the assessment of ESG

digitalized products and banking solutions, as well as

performance in the loan approval process, in line

digital workplace processes, BCA has successfully

with the principles of responsible banking. Current

reduced total GHG emissions by 1,772 tCO2eq. This

policies include the implementation of an exclusion list,

has become the dynamic at BCA to enhance banking

environmental document requirements, Environmental

services,

Impact Assessment (AMDAL) studies, assessment of thecustomer experience, and be part of the sustainability

Environmental Performance Rating Program (PROPER),

transformation.

optimize

operations,createabetterownership of environmental and social management
certificates, and the implementation of policies

The environmentally friendly building initiative has beenfor sectors potentially at high risk of environmental

carried out by implementing green building features,

damage.

such as installing solar panels, which are estimated toreduce GHG emissions by 360 tCO2eq. Wisma BCA

Bringing positive Impact on the Environment

Foresta has achieved Platinum certification as a green

BCA has undertaken several initiatives to create anbuilding. The achievements of Wisma BCA Foresta as aenvironmentally friendly banking operation. These

green building include winning 1st place in the Subroto

initiatives are focused on four (4) main activities,

Award for Energy Efficiency (PSBE) from the Ministry

includingrecycling,of Energy and Mineral Resources for energy efficiency

digitalization of products and banking solutions,in 2022 and the ASEAN Energy Awards for the Energy

implementation of green building and green lifestyle,

Efficient Building category in 2023. Continuing theas well as environmental conservation and biodiversity

green building program, BCA will submit Wisma BCA BSB

preservation. In 2023, BCA contributed to avoid carbon

Semarang for green building certification to the Greenemissions that was equivalent to 3,021 tCO2eq, marking

Building Council Indonesia. To support the development

a 51.4% increase from the level of avoidance observedof the electric vehicle ecosystem and public interest,in 2022.

BCA has provided two public electric vehicle charging

waste

management

andstation (SPKLU) locations to instill public confidence
Through waste management and recycling activities,

and facilitate the use of electric vehicles.

BCA handles operational waste such as expiredarchives, unused calendars, electronic equipment (ATMContinuing its responsibility to maintain environmental

cartridges, EDC machines, UPS, hard disks), plastics

sustainability, the bank has planted 60 thousand trees in(unused cards, money wrappers), and unused uniforms.

various locations through Bakti BCA. Furthermore, BCA

With this initiative, BCA successfully managed 589 tons

collaborated with external institutions to care for andof waste in collaboration with third parties. Throughmonitor tree growth, as well as calculate the potential

these initiatives, BCA has the potential to reduce

absorption of GHG emissions and carbon storage.

greenhouse gas (GHG) emissions by 844 tCO2eq and

The potential absorption of GHG emissions from trees

support the principles of a circular economy. Waste

planted by BCA and other biodiversity conservation

management and recycling not only have a positive

initiatives in 2023 amounted to 45 tCO2eq.

2023 Sustainability Report PT Bank Central Asia Tbk

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Involving and Providing a Positive Impact onSociety

Another Bakti BCA flagship program is the Business &BCA manages social aspects related to employment,

Engineering Education Program (PPTI). Both programs

customer privacy, and information protection andare non-degree education programs focusing on thecontributions

BCA

banking sector. The PPBP had 265 participants, and theensures equal opportunities for both men and women

PPTI had 307 participants. The total number of alumni

to pursue careers without discrimination. In 2023,

joining BCA as of December 2023 reached 191, or

we recorded that 61.1% of women have occupied

99.5%.

tocommunity

development.

Banking Education Program (PPBP) and the Informatics

managerial positions out of the total managers. BCA
has successfully maintained retention with a recorded

Additionally, BCA has developed the SYNRGY Program,

employee turnover rate 3.6%, lower than the previous

which divided into two activities: the accelerator

year. In managing human resources, we respect humanand the academy. A total of 7 startups qualified to berights and strive to provide work-life balance tonurtured by the SYNRGY Program. By introducing an

employees. BCA provides a grievance system for laboraccelerator program and collaborative platforms likeissues, and in 2023, there were no cases of harassment

SYNRGY, BCA participates in developing digital talentor human rights violations.

potential and strengthening Indonesia in terms of its
digital economy.

Social aspects of management in the banking sector
include the Bank’s ability to address customer issues.

BCA has 14 assisted tourism villages and has been

The presence of the Halo BCA contact center in

entrusted by the Ministry of Tourism and Creative

Semarang aims to improve the quality of service toEconomy to assist 12 partner villages. This reflects

customers. BCA continues to monitor and measure

BCA’s role in community empowerment, supporting

service quality excellence using the results of surveys

local tourism development, and conducting financial

conducted by independent parties, such as Gallup,

literacy and inclusion. BCA indirectly contributes to thewhich in 2023 achieved the score of 4.75 in customer

economy through village assistance programs, which

engagement survey and 4.88 (on a scale of 5) on branch

are synergized with SME financing collaborations as wellservice quality survey.

as the development of digital marketing to enhance thecompetitiveness of the assisted villages.

In 2023, BCA recorded no data breaches. We
strengthened our information and privacy security

Holding strong to BCA’s commitment to build amanagementrisk

meaningful presence in the community, the Bakti BCA

management, to maintain customer trust. We apply

program continues to strengthen its care for, andvarious quality standards (ISO) including 27001:2013

contribution to, community social welfare. This year’s

and most recently additional scope of ISO 9001:2015.

Bakti BCA program awarded scholarships to 900

BCA continuously educates employees and customers

students, conducted financial literacy and inclusion

through BCA’s official social media accounts to remain

programs for 296,022 students/community, provided

cautious in the face of cybercrime threats.

health assistance through affiliated clinics as wellsystems,

as

well

as

cyber

as cataract surgery for 15,735 patients, nutritional
To positively impact the broader community, BCA

interventions for 1,725 toddlers, and implemented

consistently

various cultural programs for the preservation oforganizes

community

engagementand development programs under the Bakti BCA
Program. Bakti BCA activities cover various fields
such as education, health, financial literacy, culturalpreservation,community

empowerment,

andphilanthropy. Throughout 2023, Rp153.2 billion in
Environmental and Social Responsibility (CSR) funds
were distributed through this program.

62023 Sustainability Report PT Bank Central Asia Tbk

Indonesia’s cultural heritage.

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

This year, BCA awarded a certificate of appreciation from the
Ministry of Law and Human Rights of the Republic of Indonesia
for business actors who have fulfilled the protection, respect
and restoration of human rights according to the Business andHuman Rights Risk Assessment (PRISMA) indicator standards.

Building Strong Sustainability Governanceearly awareness among Financial Institutions regarding

Carrying out good corporate governance allows BCA

the impact of climate and environmental risks on banks’

to respond to the challenges faced in the future. Ourfinancial performance, and contribute to the transition

appreciation is expressed for the ratings and awards

towards a low-carbon economy. To support the pilot

bestowed upon BCA, including Asiamoney Asia’s

implementation of CRST, BCA joined the Partnership

Outstanding Companies Poll 2023 for the Best for ESG

for Carbon Accounting Financials (PCAF), using theirin Indonesia category, reflecting BCA’s hard work inmethodology to identify and calculate greenhouse gas

fulfilling our commitment to uphold the company’s(GHG) emissions from financing activities in stages.

principles

andbusinessmanagement

standards

regarding sustainability that positively impact the

The rapid development of technology and digitalization

environment, social, and corporate governance.

must be supported by reliable protection systems, suchas biometric technology, to safeguard personal data

Responding to Challenges in Sustainable
Finance and Strategy for Target
Achievement

privacy. The development of these systems reflects

We greatly appreciate the policies of regulators and thedata of customers, which is also a crucial sustainability

Indonesian government in bringing all business actors,

principle in banking.

BCA’s mission to conduct responsible business,
strengthen cybersecurity, and protect the personal

the financial services sector, and national interests
towards a low-carbon economy. As such, opportunities

In addition, the rapid increase in digital transactions

remain open to expand financing to environmentally(more than 99.7% of customer transactions arefriendly sectors. BCA has supported credit facility

conducted over digital channels) poses its own

expansion for debtors supporting the green economy,challenges for BCA, particularly in terms of identifying

developed sustainability-linked loan financing schemes,

what is useful from the excessive data collected.

and invested in green bonds. Furthermore, we continue

As a result, technology is needed for real-time data

to increase financing for the MSME sector, which is one

acquisition and utilization to enhance BCA’s digitalof the pillar for Indonesian economy.

services. We use open-source confluent technology
to move the data, using modernized infrastructure

As part of climate action efforts, in 2023 OJK issued

to unlock new value from the data and thereby bringguidelines on Climate Risk Stress Testing (CRST) for

together the entire organization towards buildingbanks, including those in the OJK Task Force on Climate-intelligent, real-time applications. Real-time data

Related Financial Risks. The government strives to create

usage for companies contributes to the success of2023 Sustainability Report PT Bank Central Asia Tbk

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Sustainability Aspects
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Sustainability in BCA

Responsible Banking

modern companies, enabling agile and strategic

as government institutions to finance environmentally

decision-making while alleviating pressure on legacy

friendly and sustainable projects.

infrastructure. Additionally, real-time data acquisitionis also key in detecting and analyzing cyber threats

In line with the Sustainable Finance Phase II (2021 - 2025)

as they occur, enabling accurate decision-making toroadmap, in 2022 OJK issued the Indonesian Green

mitigate such risks.

Taxonomy (THI) to encourage sustainable financing.
This year, OJK updated THI to become the Indonesian

It is critical that the Board of Directors takes an active

Sustainable Taxonomy (TBI), focusing on Nationallyrole in integrating sustainability principles into theDetermined Contribution (NDC) related sectors inBank’s policies and business activities. Monitoring andstages. BCA welcomes and understands the importance

implementing sustainable finance are done throughof this document in creating a better understanding andanalyst meetings and board meetings, held regularly at

facilitating banks in classifying green activities whena minimum of four times a year. The Board of Directors

developing products and/or financial service portfolios.

also monitors and evaluates every Key Performance
Indicator (KPI) achievement related to ESG aspects and

The International Sustainability Standards Board (ISSB)

the realization of the Sustainable Finance Action Plan

has issued IFRS S1 and S2 in response to rising demands(SFAP) each year. Overall, the Board assesses that BCA’s

for transparency and accountability in sustainability

sustainability performance in 2023 to be excellent andreporting. BCA is committed to preparing material

an improvement on the previous year’s achievements.

information disclosures regarding all sustainabilityrelated risks and opportunities in the short, medium,

Leveraging Opportunities and Business
Prospects

and long term referring to IFRS S1 and S2.

Amidst uncertain global economic and geopolitical

Challenges in achieving Net Zero Emissions (NZE) willconditions, BCA conducts business with prudence,

impact business prospects. With establishment oftaking into consideration the balance of ESG impacts.

government policies that aim to achieve NZE and a

An in-depth understanding of geopolitical conditions

low-carbon economy, the bank requires support fromand economic dynamics is key to identifying potential

regulators to jointly expand awareness regarding therisks and opportunities. Facing these challenges,

implementation of sustainable finance, green financing,collaboration

circular economy, and the achievement of Sustainable

betweensectorsandstakeholders

has become increasingly significant for sustainable

Development Goals (SDGs).

business operations in the future.
We increasingly observe that ESG activities focus

8

The growing interest of investors and the public in

on environmental and social issues such as climate

sustainable investments has encouraged the banking

change, the environment, labor, human rights, andsector to provide sustainable investment products. This

others. However, in the transition to a green economy,

trend presents an opportunity for the Bank to increase

Indonesia needs policies that can build bridges andgreen financing and collaborate with other banks as wellcompromises that allow business prospects to remain2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

open for all parties, accompanied by the opportunity to

We realize the importance of long-term sustainability

comply with ESG requirements. Therefore, educating

for BCA’s business activities. We continue to instillcustomers and debtors is key to building a sustainable,

a sustainability culture as part of BCA employees’

competitive, and responsible business. BCA plans tolifestyles. BCA is committed to continue deliveringenhance education and awareness among stakeholders

positive impact in line with the existence and aspirations

more aggressively in the coming year.

of BCA and with its business strategy to contribute toeconomic growth in Indonesia by supporting financial

Empowering Each Other

inclusion, maintaining environmental sustainability, andWe express our gratitude and appreciation for theachieving sustainability in the future. We will continue

hard work and collaboration of all BCA Management

to maintain good relationships with stakeholders andand Employees, as well as the support of all othercarry on this year’s sustainability report theme of ‘Live

stakeholders. Thanks to the collaboration that was

to Empower’. We believe that the ultimate goal of every

established, BCA successfully creates added value forbusiness activity should be improvements to human

the common good and contributes to the Sustainable

quality of life and the preservation of the environment,

Development Goals.

both now and in the future.

Let’s protect our planet together, because‘Sustainability is Our Next Life’
On behalf of the entire Board of Directors of BCA,
we express our gratitude.
Jakarta, February 2024

Jahja Setiaatmadja
President Director

2023 Sustainability Report PT Bank Central Asia Tbk

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Performance Highlights in 2023
Economic Aspect
SOLID & POSITIVELY GROWING SUSTAINABLE FINANCING PORTFOLIOCAGR: 12.9%(In trillion Rupiah)

203

YoY:
10.6%

87

7.0%

116

13.4%

183
159
125

128

Green Financing

44

51

MSME

81

77

88

102

Dec 2019

Dec 2020

Dec 2021

Dec 2022

Dec 2023

21.3%

22.2%

24.8%

25.4%

24.8%

% to total portfolio

81

71

I. GREEN FINANCING & INVESTMENT

Green Bonds

8 GreenFinancing
Sectors

Other
environmentallyfriendly
activities

1,635

Environmentallyfriendlytransportation

Green building

Rp

332% YoY

Biological natural
resources andsustainable
land use

RenewableenergyEco-efficient
products

Sustainability-Linked Loan
Disbursement 2023

Energyefficiency

319

Rp

management ofwater & waste
water

Responsible palm oil financing to support
national economic growthbillionTaking part in the development of Indonesia’s
electric vehicle ecosystem

Outstanding

1,275

Rp
2023

2022

ISPO & RSPO certified companies

13

13

ISPO certified companies

28

30

RSPO certified companies

22

16

Total Company

63

59

Renewable Energy Financing
Mini-hydro10billionnearly 5x YoY

Palm Oil Sector Certification
Total Company

billionSustainability Report 2023 PT Bank Central Asia Tbk

Hydro

54%
27%

Solar

9%

Biomass

7%

Biogas

3%

212.8

MW

Outstanding
Rp2.1 trillion

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

II. CONTINUOUSLY SUPPORT MSME AS A PILLAR OF THE NATION’S ECONOMYKUR Disbursement

598.8

Rp

billion25.2% YoY

PROMOTING WOMEN’S EMPOWERMENTWomen MSME debtors

Outstanding

Rp14.8 trillion

44 thousands
24% YoY

20% YoY

UMKM Fest Program• Coaching• Business Solutions• Accessibility & exposure

Bangga Lokal Program

2,161

total merchant±1,400

Rp727 billion

total MSME participated

total sales

Development of MSME Business Actors

963

Halal certification for
MSME

1,521

MSMEs

Training Participants inhalal certification

220

Local inhabitants

MSME workforce inBakti BCA Villages

1,209

MSMEs

Onboarding to online
platform

60

MSMEs

Training Participants inExport-Learning

Sustainability Report 2023 PT Bank Central Asia Tbk

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Responsible Banking

Environmental Aspect
I. MANAGING OUR OPERATIONAL EMISSIONS

Total emission fromoperational activities

309,024

4,840

143,260

160,924

Scope 1

Scope 2

Scope 3

Tons CO2 eq

Tons CO2 eq

Tons CO2 eq

Tons CO2 eq

II. PARTICIPATING IN INDONESIA’S FIRST CARBON TRADE

71,500tCO2eq

Carbon units purchased

III. COMMITMENT TO PROTECT ENVIRONMENT & EFFORT TOWARDS ENVIRONMENTALLY FRIENDLY OPERATION
A Digital Banking
Products & Solutions

1,772

Tons CO2eq

B Waste Management &Recycling Initiatives

844

Estimated Total Reduction of
Carbon Emissions

Tons CO2eq

3,021

Ton CO2eq

C Green Building
Initiatives

A

360

Tons CO2eq

45TonsTons CO2eq

D Biodiversity
Conservation

DIGITAL BANKING OPERATION

99.7%

of total transactionsin 2023 conducted
through digital channels

12

Digital Internal
Administration

2023 Sustainability Report PT Bank Central Asia Tbk

Online Internal
Event

Digital Approval
Mechanism

Work From Hub

Sustainability Culture

B

Social Value Creation

Sustainability Report in Brief

WASTE MANAGEMENT & RECYCLING INITIATIVES

589

530.8

Rp

tons

100% proceeds from internal are donated for
Bakti BCA scholarship funds

Total waste managed

BCA EDC& KeyBCA
Token
Waste

61.7

Card
Waste

13.9

Archival
Waste

425.4

Recycled:
Plastic
seeds & Ironraw material

Tons

2x YoYmillionRecycled:
PavingBlock

Tons

3x YoY

Recycled:
Pulp

Tons

Inorganic
Waste

41.1

Tons

15% YoY

Electronic
Waste

31.1

Uniform
Waste

12.2

2% YoY

Tons

Recycled:
Plastic
seeds, pulp,
etc

recycled:
Plastic Flakes

Tons

Recycled:
Recycled
fabric23 x YoY

Employees involvement in preserving environmentC

3.3 Tons

13.5 tCO2eq

179 users

Total waste
managedPotential emission
reduction

Employees
participation

GREEN BUILDING INITIATIVES

WinnerD

1st Winner

ASEAN Energy Awards

Subroto Awards

Best Energy Efficient
Building in Southeast Asia

Energy Efficient
Building

BIODIVERSITY CONSERVATION

60,000trees

Planted in 2023

7,122

employees

involved in Walk & Bike
for Tree Program

2023 Sustainability Report PT Bank Central Asia Tbk

13

Sustainability Aspects
Highlight

Sustainability in BCA

Responsible Banking

Social Aspect

153.2 Billion

Rp

Environment & Social Responsibility Activity Funds Realization

Bakti BCA Village

Scholarship

14900
Students

BCA Assisted Tourism
Villages

12

6.1

Rp

BillionMinistry of Tourism
and Creative Economy
Assisted Partner Villages

Culture Preservation(since 2012)

18,458
Participants in thepreservation of wayang> 900
Competition of arts,
culture and traditions

Empowerment ofTourism Village

FInancial Literacy

Public Health403
Local workforce absorption

253,623
Students

1,036>263,000

42,399Public

1,971

8.4 Billion

1,120
Volunteers

14,699TouristRp

Revenue from tourism spot

Cataract Surgery Patients

Blood Donor (Bags)

Assisted Clinic Patients

Supporting National Stunting Reduction Program

14

USD 1 Million

1,725Commitment to support
government’s program to accelerate
stunting reduction in 2023 - 2026

Toddlers received nutritional
support in 2023

Sustainability Report 2023 PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

CUSTOMER SERVICE AND EMPLOYMENT

16.7%
Female Directors

61.1%
Female managers of
total managers

60.8%

100%
Employees received Sustainable
Financing training

4.7
Employees
Engagement Score (scale 5)

Female employees of
total employees

3.6%

53.6%

1.4%

New female employeesof total new employees

4.75/5.0
Customer Engagement(CE) Index

Turn over rate

Absentee rate

4.88/5.0
Branch Service Quality(BSQ) Index

RESPECT FOR HUMAN RIGHTSHuman Rights Training
By Foundation for International
Human Rights Reporting Standards(FIHRRST) to all board ofcommissioners & directors of BCA
and subsidiaries.

BCA has met the standard indicatorsof Business Risk Assessment andHuman Rights (PRISMA) indicatorsfrom the Ministry of Law & Human
RightsSustainability Report 2023 PT Bank Central Asia Tbk

15

Sustainability Aspects
Highlight

Sustainability in BCA

Responsible Banking

Sustainability Governance Aspect

ASEAN
Corporate Governance
Scorecard

Data Breach

ASEAN
Asset Class
PLCs

ZERO
EstablishedSpecialize Unit
IT Security Groupto process cyber
resilience in all
business areas

Corruption Incident

ZERO

Establishedspecialized Cyber
Security Risk
Management unit
to implement
risk policies &procedures

ESG RATINGS

MSCIIndonesia Index

Thomson
Reuters - Refinitiv

Dow Jones
Sustainability Index

Top 10 ConstituentsESG Scores

S&P Global CSA

Rating A
Score 87/100

Score 50
Rank percentile 83th

FTSE4GoodASEAN 5 Index
Top 10 Constituents

IT & DATA SECURITY CERTIFICATION

1. ISO 27001:2013
for Enterprise Security

2. ISO 20000-1:2018
for IT service management& data center

4. PCI DSS 3.2.1 Certificationfor BCA data center(global data security)

3. ISO 27001:2013
for data center
network & operation
5. ISO 9001-2015
for data center operations& quality management system

PROACTIVELY CAMPAIGNED ON FINANCIAL FRAUD TO CUSTOMERS

BCA’s campaign won:
• YouTube Works AwardSoutheast Asia 2023
• Marketing ExcellenceAward 2023.

16

Sustainability Report 2023 PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Appreciation of BCA’s
Achievement
World’s Best Bank 2023
#1 in Indonesia

The Asian Banker Leadership
Achievement Award 2023
Bank of the Year in Asia Pacific2023 : Bank Central Asia,
Bapak Jahja Setiaatmadja

Asiamoney Asia’s Outstanding
Companies Poll 2023
Overall Most Outstanding
Company in Indonesia

Stevie Awards for Great Employers
Best Results of a Learning Program

FinanceAsia Award 2023
Best Bank in Indonesia

Qorus Reinvention Awards - APAC 2023
Gold Winner - APAC Innovator of The Year

Newsweek: World’s Most Trustworthy
Companies 2023
No.1 World’s Most Trustworthy
Companies 2023 in Banking Sector

Stellar Workplace Award 2023
Stellar Workplace Recognition in
Employee Satisfaction

Institutional Investor 2023 Asia
Executive Team• Most Honored Company• #1 Best ESG (Sell – side)• #1 Best IR Program (Sell – side)

Asiamoney: Private Banking Award 2023
Best for High Net Worth in Indonesia

Corporate

Gallup Customer Engagement
SurveyCustomer Engagement (CE)
Recognition - CE Score di atasrata-rata global

2023 BrandZ Most Valuable Global
Brand2023 Most Valuable Southeast
Asian Award• Top Most Valuable Brands inIndonesia (Peringkat I)• Top 30 Most Valuable
Southeast Asian Brands 2023
• Top 100 Most Valuable Global
Brands (Peringkat 74)

Product andServices

ESG, CSR&GCG

WOW Brand Festive Day 2023
The Best Digital Lounge-myBCA

Global Contact Center World
Awards Asia Pasific 2023
Company Award - GOLDBest Mega Contact Center

Employee

Asiamoney Asia’s Outstanding
Companies Poll 2023
Best for ESG in Indonesia

Fortune Indonesia:
Change the World Award (Bakti BCA)

Indonesia’s Strongest Brand 2023
AAA+ (92.9) - Rank #1

IICD: The 14th IICD Corporate GovernanceConference and Award
Best Overall

Sustainability Report 2023 PT Bank Central Asia Tbk

17

Sustainability Aspects
Highlight

Sustainability in BCA

Responsible Banking

Sustainability Highlights
Economic [FN-CB-000.A, FN-CB-000.B]
Description

Unit

2023

2022

2021

Internal Performance
Operating income

Rp billion

99,94587,47678,473

Net income

Rp billion

48,65840,756

31,440Loan - Gross 1

Rp billion

810,392

711,262

636,987

Infrastructure financing (including non-cash loan)

Rp billion

58,67956,17954,882

Third Party Funds 2

Rp billion

1,101,673

1,039,718

975,949

Million times

25,58920,07914,361

Rp billion

11,522

9,711

7,401

Total frequency of internet and mobile banking
transactions
Total taxes paid

Economic Performance related to Sustainable FinanceNominal products and/or services that meet
Sustainable Finance (SF) business activities criteria

Rp billion

202,606

183,225

159,486

MSME loan disbursements

Rp billion

116,038

102,316

88,206

KUR disbursements

Rp billion

599

478

206

%

24.8

25.4

24.8

Percentage of total Sustainable Finance businesscategories (SF) financing portfolio to total financing
portfolio

Notes :
1) Including asset related to sharia transaction, consumer financing receivables and finance lease receivables.
2) Including sharia deposits.

182023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Financing for Sustainable Business Activities [FS6, FS8][FN-CB-000.B]
2023

2022

2021

Description
Rp billion
Total Sustainable Financing Portfolio%

Rp billion%

Rp billion%

202,606

100.0

183,225100.0

159,486

100.0

a. Renewable energy

2,057

1.0

2,094

1.1

2,334

1.5

b. Energy Efficiency

74

0.0

-

-

182

0.1

c. Management of biological natural resources andsustainable land use

67,76033.4

66,14636.1

57,91036.3

d. Eco-friendly transportation

8,030

4.0

6,948

3.8

5,987

3.8

e. Sustainable water and wastewater management

1,379

0.7

818

0.4

885

0.6

f. Eco-friendly and Eco-Efficient Products

5,326

2.6

4,448

2.4

3,901

2.4

g. Green buildings that comply with national,
regional, and international standards andcertification

99

0.0

77

0.0

81

0.1

h. Sustainable Business and/or Other Activities

1,843

0.9

379

0.2

-

-

i. MSME activities

116,03857.3

102,31655.8

88,206

55.3

Non-MSME Sustainable Finance Portfolio basedon Segment

86,568100.0

80,909100.0

71,280100.0

Corporate

82,39895.2

78,903

97.5

70,052

98.3

Commercial

1,500

1.7

1,354

1.7

1,208

1.7

Consumer

1,035

1.2

274

0.3

20

0.0

Corporate Green bonds

1,635

1.9

379

0.5

-

-

Infrastructure Financing Portfolio (including noncash loan)

11,090

100.0

9,510

100.0

8,804

100.0

Toll roads

1,233

11.1

1,248

13.1

889

10.1

Electricity

2,764

24.9

2,019

21.2

1,945

22.1

Railroads

2,956

26.7

2,667

28.0

2,318

26.3

Airports and ports

2,757

24.9

2,759

29.0

2,760

31.3

Drinking water and sanitation

1,379

12.4

818

8.6

892

10.1

Note:
The overall financing portfolio by industry sector is presented in the 2023 BCA Annual Report.

2023 Sustainability Report PT Bank Central Asia Tbk

19

Sustainability Aspects
Highlight

Sustainability in BCA

Responsible Banking

Environmental Performance
Description

Unit

2023

2022

2021

Internal Performance
GHG emissions generated (scope 1, 2, 3) ªtCO2 eq309,024

142,783

104,487

172,492,313

156,040,072

118,611,628

kWh/m2

154

139

159

kWh/transaction

0.006

0.007

0.007

kWh/employee

6,408

8,038

6,030

Paper consumption c

Ton

478

296

57

Paper waste reduction

Ton

+182

+239

6

Water consumption dm3

403,748

302,646

47,823

Offices

77

74

71

Environmental responsibility activity funds realization

Rp million

8.1

1.5

1.1

Reintroduction of orangutan in Kalimantan

Individuals

5

5

5

Orangutan rehabilitation

Individuals

5

5

5

60,00024,631

14,700participants

682

939

148

Schools584Offices

864

544

125

kWh

Electricity consumption b
Electricity consumption intensity

Branch offices adopting green officeEnvironmental Responsibility Activities

Tree seeds
Environmental education

Seed

BCA offices’ participation in Earth Hour

Note:a) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). The calculation was
extrapolated on January-October 2023 data.
b) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered Head
Office, Data Center, 120 KCUs, 742 KCPs. 2021 covered Head Office, Data Center, and 603 KCP.
c) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered theHead Office and Main Branch Offices, 2021 covered the Head Office.
d) Data in 2023 covered all of BCA’s Head Office, Data Center, and Branch Offices (KCU, KCP, and KCP Kas). Data in 2022 covered theHead Office and 100 Branch Offices, in 2021 only covered the Head Office.

202023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Social Performance
Description

Unit

2023

2022

2021

Internal Performance
Females occupying director positions

%

16.7

16.7

16.7

Total female employees to total employees

%

61.7

61.4

61.6

1,183,950

950,297

673,040

Number of training hours

Hours

Employee training and education expenses

Rp billion

372.8

263.2

193.4

Number of participants in financial literacy education(CSR)

People296,022

155,769

117,058

Customer Engagement (CE) index

Scale 1-5

4.75

4.73

4.73

Branch Service Quality (BSQ) Index

Scale 1-5

4.88

4.86

4.87

Customer complaint settlement level

%

97.3

98.1

99.5

Percentage of (whistleblowing) complaints
investigated to total complaints received

%

98.2

88.5

91.0

Social responsibility activity funds realization

Rp billion

145.1

143.1

136.2

Number of PPA/PPBP and PPTI education graduatespeople

192

199

174

Number of assisted general clinic patients

people12,802

13,734

16,074

Number of assisted Family Planning clinic patients

people

1,897

1,978

2,040

Number of cataract surgery patients

people

1,036

803

529

Social Responsibility Activities

2023 Sustainability Report PT Bank Central Asia Tbk

21

Sustainability
in BCA

Implementation of the Sustainability Pillar has
become a culture of BCA employees at all levelsof positions and work units as a tangible step toprotect the earth and our lives together

TABLE OF CONTENTS
Sustainability Strategy

24

Company in Brief

25

Scale of Business

26

Building a Sustainability Culture

28

Contribution to the Sustainable Development
Goals (SDGs)

29

Sustainability Governance32

Sustainable Finance Action Plan

36

Employee Welfare in BCA

Sustainability Aspects Highlight

Responsible Banking

Sustainability in BCA

Sustainability Strategy [2-22]
BCA carries out sustainable practices in its business activities to support a low-carbon economy in the future.
BCA’s sustainability strategy encompasses the implementation of Sustainable Finance, Sustainability Pillars,
and other initiatives to support the achievement of the Sustainable Development Goals (SDGs).

Sustainable Finance Vision

Sustainable Finance Mission

To be the Bank of choice and a major
pillar of the Indonesian economy,
that aligns with Indonesia’s
sustainable development.

To align all our corporate
activities with the principles of
Sustainable Finance.

Sustainable Finance Core Values

Customer
Focus

Integrity

Teamwork

Continuous
Pursuit of
Excellence

Sustainability Pillars [2-22]
Sustainable Banking
PillarThis pillar covers the
key material topics forthe bank to conduct
responsible businessand support
sustainable
development
goals achievement.

24

Sustainability
Culture Pillar

This pillar covers theimplementation ofsustainability values
and responsible
operational activities.

2023 Sustainability Report PT Bank Central Asia Tbk

Social Value
Creation

This pillar covers
community
involvement andempowerment
programs through:• Bakti BCA Program• Financial literacy andinclusion programs

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Company in Brief [2-1]
PT Bank Central Asia Tbk or commonly known as BCA, has the legal form of ‘Limited Liability Company’ andwas founded based on Company Establishment Deed No. 38 with the Deed of Notary Raden Mas Soeprapto
dated 10 August 1955, which was approved by the Minister of Justice with Decree No. J.A.5/89/19 dated 10
October 1955. BCA’s main business activity is providing banking solutions. BCA business sector provisions
are stated in Article 3 of the Articles of Association, while a complete description of business activities andbanking support is presented in the 2023 Annual Report and https://www.bca.co.id/en/Individu/produk.
BCA’s operational activities are spread across the regions of Indonesia.

Shareholding Percentage [2-1]
Robert Budi Hartono

Bambang Hartono

51.00%

49.00%(Ultimate Shareholder)(Ultimate Shareholder)

PT Dwimuria Investama
AndalanPublic54.94%

45.06% *Note:Controlling
Controlling Line*As of 31 December 2023, the portion of shares belonging to public shareholders, 2.46% is owned by affiliated parties ofPT Dwimuria Investama Andalan. Commissioners (Independent Commissioner not included) and Board of Directors have 0.14% BCA shares.

Company Name [2-1]Operating Location [2-1]

PT Bank Central Asia Tbk (BCA)

Indonesia

Legal Form [2-1]

Head Office [2-1]

Limited Liability Company

Menara BCA, Grand Indonesia
Jl. M.H. Thamrin No. 1, Jakarta 10310(+62 21) 2358 8000(+62 21) 2358 8300

Deed of Establishment
Deed of Establishment No.38 with Notary Deed madebefore Raden Mas Soeprapto dated August 10, 1955.
Approved by the Minister of Justice through Decree
No. J.A.5/89/19 dated October 10, 1955.

WebsiteLines of Business

Call Center

A commercial bank engaged in banking activities.
BCA’s lines of business are in accordance with Article 3of the Articles of Association as presented in the 2022
Annual Report. The financial products and services canbe accessed athttps://www.bca.co.id/en/Individu/produk.

www.bca.co.id

Halo BCA 1500888+6281 1150 0998 (WhatsApp)
halobca@bca.co.id (e-mail)2023 Sustainability Report PT Bank Central Asia Tbk

25

Sustainability Aspects Highlight

Responsible Banking

Sustainability in BCA

Scale of Business [2-1]
Total
Asset

Total
Liability
2023

2023

1,408.1

Rp

1,165.6

2022

2022
Rp

2021

2021

1,228.3

Rp

1,025.5

Total
Current
Accounts

Total
SavingAccounts

2023

2023

348.5

Rp

2022

2022

323.9

Rp

2021

26,917People2023

2021

24,50823,952People

1,258
OfficesNumber of ATM

2023

19,047

Units

26

2021

16,423

Million times

trillion

Number of office branch(KCU, KCP, Cash KCP)

2022
PeopleMillion times

637.0

Rp

trillion

Total employee
and management2023

22,337

trillion

2021

208.9

Rp

trillion

2022

711.3

Rp

trillion

2021

481.4

Rp

trillion

27,978Million times

trillion

2022

191.8

Rp

trillion

2021

285.6

Rp

2022

524.0

Rp

trillion

2023

810.4

Rp

trillion

2022

2021

1,247

1,242

Offices

OfficesNumber ofaccounts

2022

2023

2021

18,268Units

18,033

Units

2023 Sustainability Report PT Bank Central Asia Tbk

37.6

trillion

Number ofTransactions

2023

217.0

Rp

trillion

78.5

Rp

trillion

Total
Loan Gross2023

trillion

2021

31.4

Rp

trillion

Total
Time
Deposits

536.2

Rp

trillion

87.5

Rp

trillion

2021

202.8

trillion

2022

40.7

Rp

trillionRptrillion

99.9

Rp

trillion

2022

2021

Rp

trillion

48.6

221.2

Rp

trilliontrillion

2023

Rp

trillion

2022

1,093.6

1,314.7

2023

242.5

Rp

trillion

Total
Operating
Revenues

Net
Profit2023

Rp

trillion

Rp

Total
Equity

2022

2021

34.7

28.5

Million Accounts Million Accounts Million Accounts

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Served Markets, Value Chain, and Business Relationships [2-6]BCA is engaged in the banking sector and offers financial solutions for the wider community, including
individuals, institutions/organizations, corporations, commercial, to micro, small and medium enterprises(MSMEs). BCA also serves a number of sectors including the private sector, governments, State-Owned
Enterprises (SOEs), and foreign parties. Information on banking products and services as well as other financial
solutions can be accessed at https://www.bca.co.id/en/Individu.
BCA’s main operating location is Indonesia. As of the end of 2023, BCA operated in 1 Head Office, 138 Main
Branch Offices (KCU), 899 Sub-Branch Offices (KCP), as well as 221 Cash Offices spread across Indonesia.
Even though BCA’s main operational location is in Indonesia, overseas customers can still make financial or non
financial transactions through digital banking solutions.
BCA has 9 subsidiaries with various lines of business. Stakeholders can access information regarding BCA’s
business relationships with subsidiaries via https://www.bca.co.id/en/tentang-bca/korporasi/PerusahaanAnak.
In addition, the presence of BCA and its subsidiaries has contributed to economic development and theSustainable Development Goals (SDGs). BCA also involve local parties in the BCA supply chain. In 2023, BCA
recorded expenditure on local partners at 98% of the total cost of goods and services procurement. BCA also
complied with regulators and participated in financing government projects.

Significant Changes [2-6]BCA noted there were no significant changes, such as those related to branch closures or openings, businessmodels, supply chains and majority shareholder structure.

Association Membership [2-28]
These days, implementing sustainability practices is a strategy for all businesses, with a growing number ofstakeholders paying more attention to ESG practices. Therefore, BCA continues to observe developments insustainability issues by joining associations that support sustainable finance implementation.
Association Membership
No.

Name of Association

1

National Bank Association (PERBANAS)

2ACI Financial Market Association (ACI FMA)

3

Indonesian Payment System Association (ASPI)

4

Communication Forum for Director of Banking Compliance (FKDKP)

5

Sovereign Debt Securities Trader Association (HIMDASUM)

6

Indonesia Contact Center Association (ICCA)

7The Institute of Internal Auditors (IIA)

8

Indonesia Chapter - Indonesia Audit Committee (IKAI)

9Indonesia Sustainable Finance Initiative (IKBI)

10Indonesian Public Listed Companies Association (AEI)

11

Indonesian Chamber of Commerce and Industry (KADIN)

12

Partnership for Carbon Accounting Financials (PCAF)

2023 Sustainability Report PT Bank Central Asia Tbk

27

Sustainability Aspects Highlight

Responsible Banking

Sustainability in BCA

Building a Sustainability Culture [2-22, 2-24]
Commitment
to
implementing
sustainability
practices is outlined in the vision, mission, core values
and pillars of sustainability, to allow BCA personnel
contribute to sustainability target achievement. The
Sustainability Pillar consists of three main focuses,
namely Sustainable Banking; Sustainability Culture;and Social Value Creation.
Implementation of the Sustainability Pillar has
become the culture of BCA personnel at all levelsof positions and work units aiming at optimizing
all potentials to provide a sustainable impact on
stakeholders and the environment. BCA continuallybuild synergy among all employees to carry out thesustainability pillars, one of which is by encouraging
every employee to become an agent of change.

BCA’s efforts to build a sustainability cultureinternally include organizing sustainability campaign
which consists of three phases, namely awareness,engagement and retention such as through the
Sustainability Awareness Month program, Green
Champion Challenge, and dissemination of thesustainability culture is conducted regularly andperiodically through e-learning, BCA’s internal
Instagram account @bcasemuaberes and otherinternal communication media.

BCA employees take part in maintaining sustainability culture as agent of change.

28

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Contribution to the Sustainable
Development Goals (SDGs)
BCA supports and contributes to all SDGs achievements. However, BCA has significant primary support
according to its business lines and capacity.

Primary Support to SDGs
Goal

2023 Achievement

Strategy2024 Target• Zero major workplace accidents• 14,699 people received general
medical & contraceptive services
through BCA assisted clinics• 1,725 toddlers received nutritionintervention through PASTI and ”Ayo
Cegah Stunting” Programs• 1,036 cataract surgery patients• 1,971 blood bags collected at
employee blood donation event• Providing health education
through health campaigns• Conducting social service
activities• Educating the public about
health through seminars or
webinars• Zero major accidents in the workplace• Ensuring all employees have become
members of BPJS and private health systems• Conducting regular health education andcampaigns• Conducting social services for cataract
surgery and assisted clinics• Conducting employee blood donations• 75.9 % employees received training• 94 employees received scholarships
for Bachelor and Master’s degrees• All employees have attended
Sustainable Finance training• 900 students received Bakti BCA
Scholarship• 572 PPBP and PPTI participants• 275 school principals participatedin the Transformational Leadershiptraining dissemination program in 4
cities• 296,022 residents (including students
and college students) received
financial literacy education• 830 students and 272 teachers from268 schools participated in the
Semarak Literasi program• BCA Berbagi Ilmua) 3,103 students at 5 state
universities attended Public
Lecture of the BCA Berbagi Ilmu
programb) 993 students from 18 schools
participated in the Student Banking
Tourc) 39 people with disabilities
participated in the I’m Capable• Developing e-learning
programs, in-class training,and collaborating with othereducational institutions• Organizing selection andawarding scholarships
to qualified students andproviding soft skills training• PPBP strategy: recruiting
and organizing
dissemination to leading
Senior High Schools/
Vocational Schools acrossIndonesia• Organizing intensive training
on blended learning and soft
skills training for teachers
using the competitive
method• Organizing financial literacy
education nationwide
that has a positive impact
in accordance with theOJK Indonesia’s National
Financial Literacy Strategy(SNLKI) by prioritizing
employee volunteer
programs• 20% of BCA employees receiving advanced
SF training• Implementing the BCA Bakti Scholarship
Program• Implementing PPBP and PPTI programs• BCA employees receiving training andeducation programs• Organizing the Cultural Preservation Award
Program regularly• Organizing the annual Indonesia KnowledgeForum2023 Sustainability Report PT Bank Central Asia Tbk

29

Sustainability Aspects Highlight

Goal

30

Sustainability in BCA

Responsible Banking

2023 Achievement

Strategy2024 Target• 61.7% of female employees from total
employees were promoted• 16.7% of women occupied director
positions• 61.1% of female employees occupied
middle-up manager positions• 43 craftswomen received training
and guidance in market accessexpansion through Bakti BCA• Implementing the Preambleof the Collective Labor
Agreement and article
59 paragraph 2 letter iconcerning equal rights andprohibition of discriminationin any form against
employees• Providing equal
opportunities in careeradvancement to managerial
level or higher• Providing training andassignments to women
weavers to improve theirskills and wellbeing• No remuneration gap between female andmale employees• Zero cases of violation of equal rights anddiscrimination against employees• Zero reports of discrimination against
customers• Maintaining a fair percentage of female andmale employees in opportunities to occupy
managerial positions.

• 10.6% average portfolio increasein Sustainable Finance, including
environmentally conscious debtors• 9 BCA buildings use solar panels• Greenhouse gas emission (GHG)
measurements now cover all Head
Offices, Data Centers, and Branch
offices• 77 Branch offices implemented
environmentally friendly building
features• 2 Bakti BCA-supported tourism
villages manage bottle waste fromtourists through reverse vending
machines.

• Mapping out the mitigation
strategy to gradually reduce
CO2 emissions in BCA
Building• Developing adaptive
behavior in smart buildings,
applying environmentallyfriendly technology,
sustainability culture, andeducating employees
through agents of change• Providing loans toenvironmentally friendly
business• Conducting Climate Risk Stress test for 50%
of financing portfolio• 8% increase in Sustainable Financing
portfolio, including non-MSME sector• Replacing R22 to R32 air conditioners inbranches• Installation of solar panels in BCA-ownedbuildings• 4,950 people were recruited as BCA
employees• 403 full and part-time workers in 14
villages• 220 local MSME actors from BaktiBCA assisted villages• The basic salary of BCA’s lowest
level employees is higher than theProvincial Minimum Wage (UMP)
applicable in all branch offices inIndonesia.
• 3,915 interns were recruited throughthe Bakti BCA program• MSME financing increased by 13.4%• Rp599 billion KUR realization• ± 1,400 MSMEs participated in the
UMKM Fest• 23 assisted and partnered tourism
village received 20 trainings onsustainable tourism• More than 1,500 businesses in
Bakti BCA’s community andvillages received trainings on halal
certification, export and increasing
market access• Creating job opportunities
to support BCA digitalization
and relationships• Developing BCA frontliners’roles and capabilities
to provide morecomprehensive solutions tocustomers• Increasing the channelingcooperation with anchors• Providing guidance andassistance for branches in
KUR disbursements• Expanding the line ofbusiness for KUR financing• Mapping the banking
services for unbankablecommunity• Collaborating with village
administrators, local
communities, and local
governments• Recruiting prospective
interns for Bakti BCA• 11% increase in KUR disbursement• 8% increase in MSME financing• Consistent implementation of Occupational
Health and Safety (no major incidents in thework environment)• Recruitment for employees and Bakti BCA
interns• Organizing UMKM Fest 2024

• Branch Service Quality (BSQ) index:
4.88 from a scale of 5
• Customer Engagement index (CE):4.75 from a scale of 5
• 4.7 million new accounts opened
via digital banking bringing the total
accounts to 37.6 million• Financing in infrastructure reached
Rp11.1 trillion• Developing digital
innovations• Implementing machinelearning and artificial
intelligence• Implementing data loss
prevention (DLP) and twofactor authentication forelectronic information
security• Financing infrastructuredevelopment• Educating and disseminating
data security and digitalbanking to customers• Minimum BSQ index 4.50
• Minimum CE Index 4.50
• 5.5 million new account openings throughdigital banking• Zero major frauds• Zero complaints related to data privacy andsecurity

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Goal

Social Value Creation

Sustainability Report in Brief

2023 Achievement

Strategy2024 Target• Meeting compliance indicators, suchas Minimum Capital Adequacy Ratio(CAR), Net Non-Performing Loan
(NPL), Maximum Legal Lending Limit(LLL), Minimum Statutory Reserve
Requirement (SSR) for Rupiah & Forex,
Macroprudential Liquidity Buffer(MLB), Net Open Position (NOP),
Macroprudential Inclusive Financing
Ratio (RPIM), and Liquidity Coverage
Ratio (LCR)• Bank soundness level at 1
• All employees have signed theintegrity pact
• Zero cases of corruption• All employees have signed the codeof ethics• All employees of echelon 5 and above
have signed the annual disclosures• Conducting the business and humanrights risk assessment (PRISMA) of the
Ministry of Law and Human Rights• Evaluating all businessactivities in accordancewith regulations• Effective implementation ofwhistleblowing system• Implementing good
corporate governance• Complying with capital
market laws and regulations• Adopting relevant bestpractice standards• Fulfilling compliance indicators• Zero reports of corruption committed by thecompany• Minimum bank soundness level at 2
• No material and significant legal cases and/or disputes with customers• Conducting business risk and human rights
due diligence with independent parties• Issuing a policy of non-discrimination in theworkplace• Zero corruption cases/reports• Compliance risk at “low to moderate” level• All employees sign an integrity pact andcode of conduct• All employees of echelon 5 and above mustsign an annual disclosure

Contribution to Other SDGs
Goal

Supporting Activities

•
•
•
•

Providing wages/salaries in accordance with government regulations
Providing interest-free loan facilities for a certain nominal amount to BCA workers
Opening job vacancies for worker and internship positions in the Bakti BCA program
Enrolling employees in BPJS Employment• Disbursing financing to people’s agricultural businesses• Supporting the stunting reduction program (Partnership with the government and philanthropic to accelerate thereduction of stunting rates in Indonesia)• Disbursing financing to clean water management and wastewater management businesses• Providing assistance for sanitation• Providing shuttle buses at several locations for employees attending in-class training at the BCA Learning Institute (BLI) Sentul• Assistance for government infrastructure development programs, public and social facilities, as well as BCA assisted
villages• Creating a household waste recycling program for BCA employees• Switching HVS paper use from 80 gsm to 75 gsm• Initiative to turn off lights in work areas during lunch break• Using digital sign and document approval office 365 applications as digital document approval applications to reduce
paper usage• Working with vendors to manage solid waste• Planting a total of 54,500 Multi-Purpose Trees (MPTS) in Tanggamus Regency, Lampung and Buleleng Regency, Bali with a
total area of 87.2 ha• Total planting of 9,000 trees in critical land area totaling 22.5 ha• Planting 5,500 mangrove seedlings in Kertasari Village, West Sumbawa Regency, West Nusa Tenggara Province

•
•
•
•

Collaborating with WWF to learn about opportunities/potentials related to Sustainable FinanceCollaborating with BOSF to protect orangutans, as well as monitoring tree planting
Collaborating with the Nusantara Institute and SENA WANGI for activities to preserve Indonesian art, culture and traditions
Collaborating with SPBK Perdami, Health Agency, Bakti Media Clinic, and North Duri Clinic for community healthpromotion• Collaborating with the Indonesian Natural Dyes Association (WARLAMI) to develop natural dyeing• Collaborating with PCAF (Partnership for Carbon Accounting Financials) for financed emission calculation

2023 Sustainability Report PT Bank Central Asia Tbk

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Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Sustainability Governance [2-13, 2-24]
The implementation of sustainable finance and
ESG management is the responsibility of all work
units and directorates at all levels. BCA involves theBoard of Directors and Board of Commissioners
insustainability
governance,sustainability
performance monitoring and ESG performance
management.
Structurally, BCA sets the Environment Sustainability
Governance (ESG) Group as a group that is separate
from other work units. Under the Planning & FinanceDirectorate, the ESG Group reports to the Senior

2023 Annual General Meeting of Shareholders

32

2023 Sustainability Report PT Bank Central Asia Tbk

Executive Vice President CFO Office. Meanwhile,
the Senior Executive Vice President CFO Office is
responsible for reporting sustainability performanceto the Finance & Corporate Planning Director tofurther submit it to the President Director.
In the Board of Directors’ Key Performance Indicators(KPIs), there are indicators of ESG and Sustainable
Finance performance achievements. Likewise, allrelated work units also have KPIs concerning ESG
and sustainable finance, which are integrated into
every daily work activity.

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Sustainability Governance [2-9]The sustainability governance structure is described as follows:
GENERAL MEETING OF SHAREHOLDERS

BOARD OFCOMMISSIONERSBOARD OF DIRECTORSPRESIDENT DIRECTOR

VICE PRESIDENT
AND OTHER
DIRECTORSBusiness Units:• Corporate
Banking• Commercial &SME Banking• Consumer
Banking• Transaction
Banking

Compliance& RiskManagement
Units:• Credit Risk
Analysis• Risk Management• Compliance• Anti-Fraud

Supporting Units:• HR & Learning
Institute• Complaint &Logistics• Operation
Strategy
• TI

CSR &
Corporate
Communications

Other
Head
Offices

Regional
Offices/
Branches

FINANCE &CORPORATEPLANNING
DIRECTOR
SeniorExecutive
Vice President

ESG
Group

Sustainable
Finance

Coordination Line

Notes:- The coordination line describes the mechanism for reporting progress on Sustainable FinanceComplete information regarding the composition of the highest governance bodies and company committees
can be accessed at https://www.bca.co.id/en/tentang-bca/tata-kelola/Struktur-Organisasi, as well as
performance evaluations of the company’s highest organs can be accessed at https://www.bca.co.id/-/
media/Feature/Report/File/S8/Kebijakan-GCG/20190712-Final-Kebijakan-Self-Assessment-EN.pdf, as well
as being presented in the 2023 Annual Report.

Duties of the Board of Commissioners, Board of Directors and Officers Responsible for
Sustainable Finance Implementation [2-12, 2-24]
The roles of Board of Commissioners as a supervisory body in implementing sustainable finance, are:
• Approve the Sustainable Finance Action Plan (SFAP) and Sustainability Report prepared by the Board of
Directors, to be submitted to the OJK;
• Ensure that the preparation of business strategies and implementation of Bank activities by the Board of
Directors has considered and harmonized economic, environmental, social and governance aspects;• Provide feedback on sustainability and/or Sustainable Finance performance submitted by the Board of
Directors;• Provide advice on the preparation of the SFAP according to the Bank’s business strategy.
The Board of Directors as a management body plays a strategic role in directing and leading the company toachieve Sustainable Finance goals including:• Preparing SFAP and Sustainability Report to be submitted to OJK after obtaining approval from the Boardof Commissioners;• Developing business strategies and implement the Bank’s activities by considering and aligning economic,
environmental, social and governance aspects;• Ensuring the overall sustainability strategy aligns with the Bank’s strategy;• Giving approval to policies on Sustainable Finance;• Implementing SFAP and Sustainable Finance principles according to the scope of the directorate’s duties;• Conducting regular evaluations of Sustainable Finance performance.

2023 Sustainability Report PT Bank Central Asia Tbk

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Sustainability Aspects Highlight

Sustainability in BCA

Meanwhile, the main functions of the ESG Group are:
• Protecting stakeholder interests and increase
compliance with laws and regulations throughimplementing good corporate governance(GCG);• Building a sustainable finance culture andconducting dissemination to all related parties in
the company to achieve sustainable performance(environment, sustainability, governance/ESG).

Risk Identification, Monitoring
and Control Procedures for the
Implementation of Sustainable Finance[2-12, 2-14, 2-23, 2-24] [FS9]In particular, the Director of Planning and Financewhich oversees the ESG group was appointed
as a supervisor, monitor and person in charge of
implementing sustainable finance. The Finance &Corporate Planning Director acts as a coordinatorand has the main responsibilities and duties asfollows:• Building and implementing a sustainable financeculture in various aspects of the organization;• Leading the preparation of the SFAP and
Sustainability Report;• Ensure the application of Sustainable Financeprinciples, implementation of the SFAP,
publication of the Sustainability Report and keep
abreast of Sustainable Finance issues;• Regularly supervise, evaluate and follow up the
implementation of the SFAP;• Supervise and ensure the implementationof Sustainable Finance activities/initiatives/
programs in line with the Bank’s strategy andapplicable regulations.
In implementing sustainable finance, all directors
synergize with each other to achieve KPIs,
coordinated by the Finance & Corporate Planning
Director. The President Director, other membersof the Board of Directors, and senior executives
are also involved in supervising and evaluating
the formulation of policies related to economic,
social and environmental aspects. Monitoring34

2023 Sustainability Report PT Bank Central Asia Tbk

Responsible Banking

and evaluation activities are incidental, which isadjusted to the implementation of related policy
making. Monitoring of the sustainable financeimplementation is carried out every three months
and is presented in analyst meetings taking into
account the achievements of the SFAP.
In managing risks in implementing sustainablefinance, BCA optimize functions related to Risk
Management. ESG risk management in financing
is carried out from the beginning of the screening
process for loan applications by prospective
debtors. BCA has a sectoral credit policy for sectorsthat have potential high risks to the ESG aspect.
The Risk Management Division periodically monitors
the loan portfolio and ensures diversification inaccordance with the Bank’s risk appetite. Monitoring
results are submitted to the Director of Risk
Management and/or the Director of each business
unit. In response to sustainability risks, BCA regularly
conducts short-term and long-term stress testing.
[FN-CB-550a.2]
Management of sustainability risks, sustainability
performance achievement and sustainable financeimplementation are discussed at regular Board of
Directors meetings at least four times a year. At theend of the year, BCA prepares an Annual Report andSustainability Report which are then uploaded to thewebsite that can be accessed by all stakeholders.
Specifically to shareholders, BCA management
presents sustainability performance through analyst
meetings, public exposures, investor calls, GMS, andothers.
At the Annual GMS, BCA’s Directors and Board ofCommissioners will present financial performance,
operational performance, GCG implementation andsustainability performance. BCA does not yet havea specific policy regarding granting voting rights toshareholders to discuss ESG issues at the GMS. This
does not reduce the voting rights of shareholders to
express opinions at the GMS. [FS12]

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Sustainable Finance Competency Development [FS4]
Until the end of 2023, all employees (100%) have received training and dissemination related to sustainablefinance. In the reporting period, BCA has published two mandatory e-learning ESG-related topics,
encompassing Introduction to Climate Change and Green Office & Green Lifestyle. The introduction ofsustainability topics is also part of the learning curriculum in certain promotion preparation programs at BCA.
To improve the competency of BCA personnel, other training methods related to sustainable finance are also
provided, including forums, webinars, FGDs, workshop, sharing sessions and various training media tailoredto needs. The training are carried out online with a variety of topics such as ESG & Climate Change Impact,
Voluntary Carbon Market, Human Rights in Business, and so on. External parties involved to support sustainablefinance related training including experts, practitioners, business actors, consultants, GRI, CDP, IDX, and OJK.
BCA consistently implements ESG and sustainable finance refreshments for the Board of Directors and Boardof Commissioners every year. In addition, refreshment was also given to committee members including all
members of directors/commissioners of BCA Group subsidiaries.
Sustainable Finance Training Data by Level of Position
Level of Position

Number of Participants (people)
2023*

2022

2021

Board of Commissioners

4

1

4

Directors

10

9

11

Senior Manager

1,549

63

171

Middle Manager

8,972

147

4,607

Line Manager

14,988

221

6,847

Staff

25,809561

10,921

Non-staff

19,1100495

70,442

1,002

23,056Total*) Consisting 34,765 Climate Change e-learning participants, 34,936 Green Office & Green Lifestyle e-learning participants, 525
Sustainable Finance e-learning participants, 103 career development program participants, 99 workshop participants, 14 ESG
Refreshment participants.

2023 Sustainability Report PT Bank Central Asia Tbk

35

Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Sustainable Finance Action Plan
In 2023, BCA had completed Phase I of its longterm Sustainable Finance Action Plan (SFAP) for
2019-2023 period with excellent achievement oftargets in the SFAP’s three priority activities. In thefirst priority, Sustainable Financing growth reached
an average of 13%, exceeding the set target of 8%.
On the second priority, internal capacity building,
BCA has conducted training programs related to
Sustainable Finance, including in-person training,
workshops, seminars, FGDs and e-learning for all
permanent employees and management. As forthe third priority, BCA has made adjustments tothe organization, risk management, governance,and standard operating procedures, including theestablishment of the ESG Group in the company’sorganizational structure, the establishment of
BCA’s vision, mission and sustainability governancestructure, adjustments to the risk management
framework, alignment of KPIs and the issuance ofvarious new ESG-related policies.

As a continuation of Sustainable Financeimplementation, BCA has developed the SFAP Phase
II for 2024-2028 period, which includes three mainpriority activities. For the first priority, the plan toprovide sustainable finance, BCA has set targets forthe sustainable financing growth, developing special
programs for MSMEs, exploring the developmentof ESG-based products, and encouraging debtors
or potential debtors to improve ESG practices. For
the second priority, internal capacity building, BCA
plans to provide advanced Sustainable Financetraining to all employees, providing regular ESG
training to all BCA permanent employees, andconducting ESG refreshment training for employees
in managerial level every year. For the third priority,
BCA will continue to adjust its organization, risk
management, governance and standard operatingprocedures to improve the overall effectivenessand efficiency of the organization in implementing
Sustainable Finance.

One of the disbursements of sustainability financing for biomass power generation in PT. Rezeki Perkasa Sejahtera Lestari36

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

BCA has submitted SFAP Phase II which contains achievements for 2019-2023 and a five-year plan (20242028) to the Financial Services Authority (OJK) on 30 November 2023. Periodically, the ESG Group receives
reports and communicates with work units related to sustainable finance as forms of supervision. BCA also
conducts regular audits at least once every three years to ensure that sustainability policies, procedures andperformance are set out in the SFAP.

Challenges and Opportunities in Implementing Sustainable FinanceAs sustainability issues and ESG risks increase, BCA has been observing several challenges and opportunities
for the next few years that need to be managed from now on.

Challenges
•
•
•
•
•
•
•

Increasing cyber attacks.
Acceleration of information technology and competition from the financial technology(fintech) industry.
The importance of complying with green financing policies.
Many rating agencies require ESG implementation with different standards.
Increased environmental risks, especially weather changes that affect debtors’
businesses.
Implementation of climate risk stress testing (CRST).
GHG emission reduction initiatives/projects and contribution to zero carbon
emissions.

Opportunities•••

Increasing attention from the government and investors regarding theimplementation of sustainable business in order to create environmentally friendly
products and projects.
Many businesses are starting to pay attention to environmental aspect in
conducting their business.
Opening of financing opportunities to support a low-carbon economy, including
the new and renewable energy (NRE) sector, electric vehicles and batteries, aswell as waste management.

2023 Sustainability Report PT Bank Central Asia Tbk

37

Responsible
Banking

BCA manages a sustainable financing portfolio,
including green financing and MSMEs, andincreases loan disbursement to environmentallyfriendly sectors with the aim of supporting thecreation of a low-carbon economy

TABLE OF CONTENTS
Economic Performance

40

Responsible Financing

42

Strengthening ESG Risk Management

49

Towards Climate Resilience

54

Digital Innovation for Ease of Transactions

57

Data Security and Customer Privacy

59

Responsible Products and Services

65

Access and Affordability of Banking Products andServices

69

MSME in Kakaskasen Dua, Bakti BCA Partner Tourism Village

Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Economic Performance
In 2023, BCA has recorded solid financial performance and has increased green financing disbursement.

Material Topic Management: Economic Performance [3-3]40

Why it Matters

Economic performance is a material and significant topic for the Bank to manage. It is
supported by the Bank’s commitment to implement sustainable finance practices andsupport the achievement of the SDGs.

Impact Management

BCA implements its strategies based on the Bank Business Plan (RBB) which is made every
year to achieve economic and monetary performance. The bank manages the economic
aspects with a strategic and systematic planning to achieve the optimal working
performance, thus provides a positive impact and an added value.

Commitment andTargetCarry out financial strategies and manage economic aspects in accordance with RBB
targets.

PolicyBCA’s commitment to managing economic aspects and financial performance issupported by the following internal policies:- Board of Directors’ Decree No. 070/SK/DIR/2012 dated 26 April 2012 concerning
Commercial Bank Periodic Reporting;- Board of Directors’ Decree No. 193/SK/DIR/2015 dated 29 December 2015 concerning
the Issuance of Transparency Policy and Publication of Bank Reports;- Circular Letter No. 282/SE/POL/2017 dated 30 November 2017 concerning Mechanisms
for Preparing and Submitting Self-Assessment Reports on the Implementation ofIntegrated Governance;- Circular Letter No. 327/SE/POL/2020 dated 4 December 2020 concerning Integrated
Commercial Bank Reports to Bank Indonesia;- Circular Letter No. 050/SE/POL/2022 dated 7 February 2022 concerning Submissionof Customer-based Deposit Insurance Data Reports;

Evaluation on Material
Topic Management
Effectiveness

BCA carries out financial strategies and manages economic aspects under the directionof the Finance and Corporate Planning Director. The related parties involved in monitoringand evaluating economic performance are the Internal Audit Unit, Audit Committee,
Director and Board of Commissioners. The Bank also audits financial reports by external
auditors from the KAP Tanudiredja, Wibisana, Rintis & Rekan - a member firm of the
PwC global network. Financial statements and economic performance disclosures arepresented in the Annual Report which can be accessed by stakeholders via the BCA
website.

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Economic Performance Achievement vs Target
BCA’s presence in Indonesia has contributed a positive impact to the Indonesia’s economic growth. This is
supported by the upward trend of economic performance compared to last year’s achievements and thetargets set for 2023.
Achievement vs Target 2023
2023
Description

2022

2021

13.9%

11.7%

8.3%

7% - 9%

4.3%

10.4%

19.1%

Net Interest Income

5.5% - 5.6%

5.5%

5.3%

5.1%

Cost to Income (CIR)

36% - 37%

33.8%

33.9%

34.9%

Return on Asset (ROA)

3% - 4%

3.6%

3.2%

2.8%

Return on Equity (ROE)

19% - 22%

23.5%

21.7%

18.3%

2023

2022

2021

Interest Income and Sharia - Net

87,397,774

72,241,191

65,626,976

Other Operating Income

24,816,551

23,486,808

22,337,794

Other Comprehensive Income (Expense)(1,106,209)(3,322,718)

426,906

Total Economic Value Generated

111,108,116

92,405,281

88,391,676Interest Expenses and Sharia

12,268,952

8,251,682

9,491,401

Other Operating Expenses (Manpower Costs and General & Administrative
Expenses)

37,502,567

32,482,665

30,308,200

Allowance for Impairment Losses on Assets

2,263,049

4,526,619

9,323,995

Dividend Payments

26,195,948

19,107,633

13,732,840

Payments to Government

11,521,662

9,711,461

7,401,015

153,156

143,096

136,205

Total Economic Value Distributed

89,905,334

74,223,156

70,393,656

C. Economic Value Retained (A-B)

21,202,782

18,182,125

17,998,020

TargetAchievement

Loan Growth

10% - 12%CASA Growth

Economic Value Generated and Distributed (Rp million) [201-1]
Description

A. Economic Value Generated

B. Economic Value Distributed

Community (Environmental) Investment

2023 Sustainability Report PT Bank Central Asia Tbk

41

Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Responsible Financing
BCA incorporates ESG aspects in its business strategy to support long-term business performance. In line with
this, BCA manages a sustainable financing portfolio, both for green financing and MSMEs. Increasing financing
to environmentally friendly sectors is expected to accelerate the transition to a low-carbon economy.

Material Topic Management: Green Financing Portfolio [3-3]Why It Matters

Impact Management

42

The topic of green financing portfolio is a material and significant topic for the Bank tomanage. This is reinforced by the Bank’s commitment to implement sustainable financepractices and support the achievement of the SDGs.

In managing the green financing portfolio, the Bank reports sustainable financing andcarries out ESG risk mapping. It aims to minimize the Bank’s ESG risks in financing andincrease contributions to financing in environmentally friendly sectors to have a positive
impact on stakeholders and the environment.

Commitment andTargetManaging environmental and social risks in financing and aims to achieve green financing
targets in accordance with SFAP.

PolicyBCA’s commitment to implementing sustainable finance and managing ESG risks infinancing activities is supported by the following internal policies:• Board of Directors’ Decree No. 196/SK/DIR/2019 concerning Sustainable Finance
Provisions;• Board of Directors’ Decree No. 169/SK/DIR/2020 concerning Review of the Basic
Bank Credit Policy (KDPB) of PT. BCA, Tbk;
• Board of Directors’ Decree No.198/SK/DIR/2020 concerning Changes to AMDAL
Provisions and Prohibitions on Providing Credit (exclusion list).
• Board of Directors’ Decree No. 179/SK/DIR/2021 concerning Environmental Policy of
PT Bank Central Asia Tbk;
• Board of Directors’ Decree No. 268/SK/DIR/2021 concerning Financing Policy for
Palm Oil Plantations and Industry;• Board of Directors’ Decree No. 198/SK/DIR/2022 concerning Environmental, Socialand Governance (ESG) Policy for Coal Mining Sector Financing;• Board of Directors’ Decree No. 203/SK/DIR/2022 concerning Environmental, Socialand Governance (ESG) Policies for Financing the Toll Road Development Sector;• Board of Directors’ Decree No. 212/SK/DIR/2022 concerning Environmental, Socialand Governance (ESG) Policies for Financing the Timber and Forest Products Industrial
Sector;• Board of Directors’ Decree No. 213/SK/DIR/2022 concerning Environmental, Socialand Governance (ESG) Policies for Financing the Cement and Basic Steel Industries.

Evaluation on
Material TopicManagement
EffectivenessMonitoring and evaluation of the green financing portfolio is carried out simultaneouslywith supervision of the sustainable finance implementation. Supervision is carried out
every three months through analyst meetings which discuss reports on the results of thesustainable finance implementation in accordance with the SFAP to the Board of Directors
and Board of Commissioners. In particular, the management of the green financing
portfolio is under direct supervision of the Finance & Corporate Planning Director.

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Realization of Sustainable Finance Implementation
A comparison between portfolio targets and performance, financing targets, or investments in financial
instruments or projects that are in line with the implementation of sustainable finance during 2023 is presented
in the following tables:
Sustainable Financing Portfolio
Description

Unit

2023

2022

2021

Number of products meeting the sustainable financing categories
1. Funding

Number of Products

-

-

-

2. Lending*Number of Products

3

2

3

Total earning assets for sustainable business activities
3. Total SF Loans/Financing

Rp billion

202,606

183,225

159,486

4. Total Non-SF Loans/Financing

Rp billion

613,640

536,906

484,856

Total Bank’s Portfolio

Rp billion

816,246

720,131644,342

Percentage of total sustainable loans/financing to total
Bank portfolio

%

24.8

25.4

24.8

*) The product used for channeling SF funds is integrated with existing loan products at BCA.

Composition of Sustainable Financing Portfolio Outstanding By Business Segment [FS6]
Description

Non-MSME sustainable financing
portfolio

2023
Rp billion

2022%

Rp billion

2021%

Rp billion%

86,56842.7

80,90944.2

71,28044.7- Corporate

82,39840.7

78,90343.1

70,05243.9- Commercial

1,500

0.7

1,354

0.7

1,208

0.8

- Consumer

1,035

0.5

274

0.2

20

0

- Green Bonds/Sukuk

1,635

0.8

379

0.2

0

0

MSME sustainable financing
portfolio

116,03857.3

102,31655.8

88,206

55.3

Total Sustainable Financing

202,606

100.0

183,225100.0

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In 2023, BCA recorded a Sustainable Financing portfolio of Rp202.6 trillion or an increase of 10.6% from
Rp183.2 trillion last year. The percentage exceeds the Sustainable Financing target of 9%. Sustainablefinancing portfolio consists of non-MSME (green financing) amounted to 42.7% and MSME amounted to 57.3%.
Total Sustainable Financing portfolio was equivalent to 24.8% of total portfolio in 2023. [FS10]
Non-MSME Sustainable Loan Portfolio based on Business Sector (Rp billion) [FS6, FS8]
Green Business Sector

2023

2022

2021

Renewable energy

2,057

2,094

2,334

Energy Efficiency

74

-

182

Management of Bioresources and Sustainable Land Use

67,76066,146

57,910Eco-friendly Transportation

8,030

6,948

5,987

Sustainable Water and Wastewater Management

1,379

818

885

Products That Can Reduce Use of Resources and Generate Less Pollution(Eco-efficient)

5,326

4,448

3,901

99

77

81

1,843

379

-

86,56880,90971,280

Environmentally Friendly Buildings that Meet National, Regional, orInternational Standards or Certifications
Sustainable Business and/or other Activities
Total

To continue increasing Sustainable Finance portfolio, BCA uses the Sustainability Linked Loan (SLL) scheme. In
the SLL scheme, BCA and the debtor agree on Key Performance Indicators (KPI) and sustainability performancetargets (SPT) which have been aligned with the debtor’s main business sector. With this mechanism, debtors
will receive incentives if they meet a series of agreed SPTs. In 2023, financing with the SLL scheme that has
been disbursed reached IDR 319 billion, and as of December 2023 the outstanding amounted to IDR 304.8
billion.
A complete explanation regarding the financing portfolio divided by business sector and segment (corporate,commercial & SME, and consumer) can be accessed in the 2023 Annual Report. [FN-CB-000.B]

Financing for Renewable Energy Sector [FS8]The government has encouraged the Bank to support a low-carbon economy, including providing financing
to NRE projects. In 2023, BCA recorded disbursement of financing for NRE projects at Rp2.1 trillion. Some ofthe projects that have been funded including solar, water, mini hydro, biogas and biomass power generation
projects.

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Financing for the Sustainable Bioresource Sector
By the end of 2023, one of the largest sustainable financing was for business activities related to thesustainable bioresource and land use management with a total of Rp67.8 trillion. BCA requires certificationsof the Indonesian Sustainable Palm Oil (ISPO) or Roundtable on Sustainable Palm Oil (RSPO) for palm oilcompanies; Forest Stewardship Council (FSC) and Programme for the Endorsement of Forest Certification(PEFC) for timber or forest processing companies; UTZ Certification for coffee and cocoa products.
In particular, the Bank has a policy to supervise and manage financing in the palm oil sector as stated in Boardof Directors’ Decree No. 268/SK/DIR/2021 concerning Financing Policy for Palm Oil Plantations and Industries
to prevent financing to prospective debtors who commit deforestation and human rights violations.
Financing for Certified Palm Oil Industry Companies [FS10]
Certification Status
ISPO & RSPO

2023
Number ofCompanies

2022

Outstanding(Rp billion)

Number ofCompanies

2021

Outstanding(Rp billion)

Number ofCompanies

Outstanding(Rp billion)

ISPO Certified

28

12,56230

11,84625

9,659

RSPO Certified

22

22,405

16

19,84815

19,624ISPO and RSPO Certified

13

5,477

13

7,728

13

6,088

Total

63

40,44459

39,422

53

35,371Note:
All certified companies are corporate debtors, with a total of 63 companies or approximately 72.4% of the total corporate debtors with
65.9% of the total outstanding engaged in the Palm Oil Plantation and Palm Oil Industry sectors. [FS11]

Financing for the Environmentally Friendly Transportation Sector
The second largest distribution of financing in the green portfolio is the environmentally friendly transportation
category. In realizing a sustainable city, the government is promoting electric and battery poweredtransportation projects. In this sector, BCA disbursed financing of Rp8.0 trillion up to the end of 2023.

Financing for Other Environmentally Friendly Projects
In addition to financing in the categories of Renewable Energy, Bioresources and Sustainable Land Management,
and Environmentally Friendly Transportation, in 2023 we also distribute financing in the following categories:- Energy efficiency;- Sustainable water and effluent management;- Eco-efficient products using less resources and causing less pollution;- Green buildings that meet nationally, regionally, or internationally recognized standards or certifications;and- Business activities and/or other green activities.
The total financing in the 5 sectors as of the end of 2023 was Rp8.7 trillion.
BCA has also invested in green bonds/sukuk as a form of sustainable financing diversification since 2022.
Investment in green bonds/sukuk reached Rp1.6 trillion in 2023.

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Financing for Micro, Small and Medium Enterprises (MSME) Sector [FS6, FS7, FS8][FNCB-240a.1]
BCA supports the MSME sector through financing amounted up to Rp116.0 trillion or 57.3% of total financing
in 2023. As compliance with the government, the Bank follows the Macroprudential Inclusive Financing Ratio(RPIM) reference in disbursing financing to the MSME sector. At of the end of 2023, the distribution ratio in the
MSME sector still met the ratio threshold set by the government.

Description

2023
Rp billion

MSME portfolio

2022%

116,038

Rp billion
57.3*

102,3162021%

Rp billion
55.8%

88,206

55.3* Percentage of total sustainable financing

People’s Business Credit [FS6, FS7][FN-CB-240a.1]
People’s Business Credit (KUR) is part of the MSME sector. In 2023, KUR disbursement was recorded at Rp598.8
billion, up 25.2% from Rp478.1 billion in the previous year. KUR disbursement aims to help small and microbusinesses managed by the community. Through KUR, BCA contributes to providing a direct economic impact
on the community. Types of people’s businesses that receive KUR include handicraft, processed agricultural
products, animal husbandry and nurseries.
KUR Disbursements [FS6, FS7][FN-CB-240a.1, FN-CB-240a.2]
Type of KUR

Disbursed Loans(Rp billion)

Number of Debtors

Composition
(%)

Micro

306

25.2

4.2%

Retail

1,830

573.6

95.8%

Total

2,136

598.8

100%

As of the end of 2023, BCA recorded there were arrears from KUR. The value of KUR loans in arrears was Rp0.5 billion. [FN-CB-240a.2]

In disbursing KUR, BCA applies procedures for debtors to meet loan requirements, including screening forthe social and environmental management. BCA supports people’s business actors who have not met loanrequirements through mentoring and training related to business development and ESG management. Whenthey have become assisted partners and are deemed to have met the loan requirements both financially andnon-financially, then the Bank will grant the loan. [FS5]
Currently, BCA KUR applications can be made by visiting the nearest branch or online at the bca.co.id web
form. To make it easier for business actors to apply for KUR, BCA developed a digital application, LOUISE (Loan
Origination Unified System for Enterprise), which is an application that is integrated with the bca.co.id site.
On the other hand, the Bank remains consistent in implementing off-taker and channeling schemes to reachpeople-scale productive businesses and increase the KUR portfolio.

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Support to Increase the Capacity of MSME Players [FS5]Micro, small and medium enterprises (MSMEs) are one of the pillars of Indonesia’s economy. Therefore, thegovernment encourages loan disbursement to the MSME sector to support their business development andcapacity to level up. BCA’s support for the MSME sector is not only through lending, but also various synergies
and collaborations aiming at raising the competitiveness of MSMEs. BCA collaborated with the Ministry of
Cooperatives & SMEs and the Halal Product Assurance Organizing Body to conduct the Halal Certification
workshop, free for all BCA’s assisted MSMEs. Furthermore, together with the Ministry of Trade, BCA has held
the Export Trade Training for MSMEs. BCA consistently organizes Bangga Lokal and UMKM Fest events annually.
In addition, BCA also held various activities throughout 2023 involving a total of ± 1,400 MSME tenants, withmore than 79.7 thousands transactions.
Support for Women in Developing MSMEs [FS5]Aside from supporting MSMEs that run environmentally friendly businesses, BCA also supports the managementof social aspects, including women’s empowerment. The Bank provides special offers for businesses owned,
founded, led and/or developed by women. It aims to support gender equality and women’s capacity in runninga business. Some of the benefits offered include lower interest rates.

Bangga Lokal
To encourage business development and capacity of domestic MSMEs, BCA organizes
Bangga Lokal Program. MSMEs who pass the selection will receive promotional,
marketing, mentoring, even the opportunity to win working capital financing. During thereporting period, there were 681 new MSMEs joining this program.
In 2023, Bangga Lokal held workshops for MSMEs in collaboration with Sekolah Bisnis dan
Manajemen Institut Teknologi Bandung (SBM ITB).
BCA continuously develops Bangga Lokal activities. This year, Bangga Lokal has
designed a business matching scheme to bring together MSMEs who needpartnership and specific products/services, both from the sellers and potential
buyers.

UMKM FestIn 2023, the UMKM Fest was held again with the theme #AndalanLokal. The BCA
UMKM Fest event has been attended by thousands of MSME sellers across Indonesia,
consisted of BCA’s debtors and customers, as well as MSME partners of the Ministryof Cooperatives and SMEs. They sell various types of products ranging from food andbeverages, fashion and beauty, arts and crafts, and hobbies. MSMEs are invited toonboard onto Grab/Blibli platform which aims to educate UMKM Festmerchants, whether or not they have been selling online in the marketplace.
A total of ± 1,400 MSMEs, who are BCA debtors and customers as well as
MSME partners from the ministry were involved in this event.

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UMKM Fest 2023 at Gandaria City Mall, DKI Jakarta

Positive and Negative Impacts of Sustainable Finance Implementation
The implementation of sustainable finance aims to realize a low-carbon economy and support the achievementof the SDGs. To date, BCA has consistently implemented sustainable finance in its business practices bypaying attention to several positive impacts that need to be optimized and negative impacts that need to be
managed, including:
Positive Impact
1. Increased understanding of bank employees and customers about sustainable finance.
2. Development of awareness of environmentally friendly and social practices by debtors and sustainablefinancing disbursement.
3. Business development for marginalized groups, women and people with disabilities.
4. Contribution to the SDGs achievement.
5. Adjustment of governance, procedures and policies to improve management of ESG aspects.
6. The emergence of new banking initiatives, products and services to support the sustainable financeimplementation.
Negative Impact
1. Different levels of understanding on the sustainable finance implementation and many bank employees
still find difficulties in mapping green financing
2. Mapping of the environmental and social risks of the debtor’s business has not yet covered all segments
financed.
3. Implementation of the Indonesian Green Taxonomy is still a challenge.

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Strengthening ESG Risk Management
ESG Risks in Financing Activities [2-23, FS1, FS2, FS3][FN-CB-410a.2]
The scope of ESG risk management at BCA includes risk management in financing activities in all segments(corporate, commercial, and SME). BCA has a set of requirements for credit applications that must be metby (prospective) debtors from all segments (corporate, commercial, and SME), including in fulfilling all
required qualifications that have been determined, all required documents, and every spacial requirementsin accordance with the type of loans product requested. These terms and conditions are part of the risk
assessment of governance aspects, such as legal business licenses, management structure, as well associal aspects, such as ensuring that there is no child labor or forced labor practices. For the Corporate andCommercial segments, BCA will further assess social and environmental aspects using Environmental & Social
Risk Assessment (ESRA) criteria.
In the credit approval process, an escalation mechanism is applied and involves several work units, the credit
committee and the Board of Directors in accordance with the policies and regulations established by BCA.
The involvement of the credit committee is in accordance with one of its main functions, which is to provide
direction in the event of the need for a more in-depth and comprehensive credit analysis, and to provide
decisions or recommendations on proposed credit decisions on large debtors or debtors in specific industries.
Since 2022, BCA has classified its debtors based on their support for environmental protection andmanagement as well as mitigation and adaptation to climate change in accordance with the government’s
Green Taxonomy Indonesia (THI) guidelines. This classification process is carried out in stages in line with the
THI roadmap. As a follow-up to BCA’s concern for industrial sectors with high potential ESG risks, in 2023 BCA
began the pilot of ESRA on limited debtors through the application in the palm oil sector, coal mining, toll road
construction, timber and forest products, cement and basic steel.
BCA also has a Risk Management Division (MRK) with one of the main functions of identifying, measuring,monitoring, controlling and reporting all risks arising from the bank’s business activities or in an integrated
manner according to risk appetite, including credit risk and/or risks related to ESG and climate change to theBoard of Commissioners and Board of Directors.

Establishment of a Solar Drying Dome as a fish cleaning and packaging facility for Bedetan products to support the operations of MSMEs in Bakti BCA Village.

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ESG Risk Management (ESRM) Integration in Financing Activities

Implementation

Duties of Officers in Mitigating Economic Aspects and ESG

Marketing• Conducting due diligence on prospective debtors through Know Your Customer and paying
attention to the AML-CTF principles.
• Providing loans only to individuals and companies that have a healthy business, trustworthy
governance, the ability to repay their loans, and are not in the exclusion list.
• Determining one of the sustainable business activities categories to debtor with sustainablefinancing classification (for SME and small commercial segments).

Credit Analyst

Compliance
Unit

Decision
Maker

Branch/Credit
Unit

Supervision• Analyzing debtor/prospective debtor proposals (corporate and large commercial), related toenvironmental, social and governance (ESG) risks that can affect credit quality.
• Determining the relevant Sustainable Business Activity Categories (KKUB) for debtors(corporate and large commercial) with sustainable financing classification.
• Developing and implementing a credit risk control methodology in the lending process.
• Ensuring that the lending process is in accordance with the applicable credit provisions.
• Take into account the efforts made by the debtor to preserve the environment through theEnvironmental Impact Analysis (AMDAL) document submitted by the debtor and the resultsof the Corporate Performance Rating Program in Environmental Management (PROPER)
assessment issued by the Ministry of Environment, if any.

Ensuring the company’s compliance with the applicable banking laws and regulations including
loan restructuring.

Responsible for making loan decisions, considering both business development and the credit
risk analysis aspects

Monitoring the business, portfolio, loan quality and profitability of customers and establish
anticipatory measures against the decline.

Monitoring and detecting potential non-performing loans at early stages and takes action to
avoid losses. Supervision is carried out by the Internal Audit Division and the Risk Management
Division

BCA always uses a prudential lending approach in analyzing the loan approval process in accordance with theCredit Condition Expert/Manual. ESG risk mitigation activities refer to the ESG Integration Implementation
Guide for Banks issued by OJK in 2015; BCA Basic Bank Credit Policy (KDPB); Law No. 32 of 2009 concerning
Environmental Protection and Management; and other internal policies related to ESG risk management infinancing activities.

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The Bank’s mitigation measures against ESG risks are carried out through thefollowing efforts:
Environment• Taking into account the efforts made by debtors to preserve the environment
through Environmental Impact Analysis (AMDAL) documents, Environmental
Management Efforts and Environmental Monitoring Efforts (UKL-UPL), theresults of the assessment of the Corporate Performance Rating Program in
Environmental Management (PROPER) issued by the Ministry of Environment.
• Requiring submission of AMDAL documents for large-scale and/or high-risk
debtors.
• Requesting follow-up information from debtors if PROPER assessment results
do not meet environmental requirements and monitoring subsequent PROPER
results.
• Monitoring commitments and risk mitigation plans for debtors with significant
risks of climate change, forest destruction, and biodiversity, throughimprovement reports submitted periodically.

Social• Implementing employment policies, at the minimum in accordance with thecompany’s regulation and/or the Collective Labor Agreement (CLA)• No child labour• No forced labour

Governance• Implementing the Three Lines of Defense concept in the internal control system
and risk management, involving all lines of the organization.
• Monitoring all credit quality on a regular basis.
• Implementing an internal credit risk rating/scoring system consisting of eleven risk
rating categories ranging from RR1 to RR10, and the worst (loss).

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Environmental Credit Policy [2-23, FS1, FS2, FS3, FS10, FS11] [FN-CB-410a.2]
In conducting sustainable business, BCA recognizes the importance of compliance with environmental
regulations and standards as a form of corporate social responsibility and sustainability commitment.
Therefore, BCA is committed to pay attention to and manage the environmental impacts of its businessactivities, and to put in efforts into minimizing these negative impacts. To date, BCA has issued several policies,
including policies on environment, responsible financing, and a financing for sectors with potentially high ESG
risks, such as palm oil plantation and industry, coal mining, toll road construction, timber and forest products
industries, as well as cement and basic steel industries.
BCA requires and/or encourages debtors to implement sustainable business practices on various ESG criteria
in financing with high ESG risk potential, including:No

Sector1
Agriculture2
Biodiversity

3
MiningCriteria- Hold complete documents for Industries that utilize and manage wood sources, legality of wood
sources, business activities, as well as environmental and social permit documents in accordance withapplicable laws and regulations.
- Comply with laws, government regulations, and government policies applicable to the (prospective)
debtor, especially those related to occupational health and safety, manpower, the environment, andsocial responsibility.
- Have clear policies and management systems related to environmental management.
- Hold certificates related to environmental aspects, as well as occupational health and safety aspects.
- Prevent and not conducting illegal logging in its business processes, as well as implementing prevention
and control of forest and land fires.
- Manage and improve environmental conditions from industrial activities, either through land
rehabilitation, implementation of sustainable forest management practices, or other efforts.
- Use raw materials from certified sustainable forests.
- Making efforts to reduce the impact of environmental, water, air, and soil pollution by adopting thebest management techniques in managing air emissions, water, solid waste, hazardous materials, andeffluent.
- Respect human rights, the rights of surrounding and/or indigenous communities and ensure all land used
for activities is free from conflict and minimize other social risks in the company’s operating areas.
- Conduct empowerment and development programs for surrounding communities to improve their
quality of life.
- Implement FPIC (Free, Prior, and Informed Consent) with surrounding and/or indigenous communities
before conducting operational activities.
- Requires no clearance by burning.
- Hold complete documents related to readiness criteria, legal documents for land used for business,and relevant environmental and social permit documents, such as Principle License, Location Permit,
Plantation Business Permit (IUP), Environmental Impact Analysis (AMDAL) permit or Environmental
Management and Monitoring Efforts (UPL-UKL) in accordance with applicable laws and regulations.
- Comply with laws and regulations, government regulations, and government policies applicable to(prospective) debtors, especially those related to human rights, manpower, the environment, and social
responsibility.
- Complete the process of obtaining land certificates (Cultivation Right/Right to Build) for uncertified
land.
- Obtain certification (ISPO/RSPO/other similar certifications) in accordance with applicable regulations.
- Adopt the principles of No-Deforestation, No-Peat, No-Exploitation (NDPE) and Free, Prior, and Informed
Consent (FPIC).
- Take into account high conservation value (HCV) and high carbon stock (HCS) in new planting activities.
- Have a Standard Operating Procedure (SPO) for Land Fire Prevention and Handling.
- Implement best practices in peatland and water management, circular economy, low carbon energyuse, climate change adaptation and mitigation efforts.
- Establish good relationships and improve the quality of life of local communities, including througheffective and efficient social and economic empowerment.
- Hold the required documents according to the industry, based on applicable laws.
- Comply with laws and regulations, government regulations, and government policies applicable to the(prospective) debtor, especially those related to occupational health and safety, labor, the environment,
and social responsibility.
- Have clear policies and management systems related to environmental management.
- Hold certifications related to environmental aspects, as well as occupational health and safety aspects.
- Have clear and transparent grievance channels and processes related to ESG aspects.
- Conducting empowerment programs and mentoring for surrounding communities to improve their
quality of life.
- Make efforts to reduce the impact of environmental, water, air, and land pollution in accordance withapplicable laws and regulations.
- Manage and improve environmental conditions from the impact of the company’s business activities,
including through biodiversity conservation or land rehabilitation and other efforts.
- Implement utilization and management practices by minimizing the risk of occupational health andsafety aspects, minimizing and controlling the impact of environmental damage and respecting andprotecting the rights of surrounding and/or indigenous communities and employees.

Note:
Complete information on BCA’s policy on ESG and sustainability can be accessed athttps://www.bca.co.id/en/tentang-bca/keberlanjutan/kebijakan-dan-standar

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BCA’s basic credit policy emphasizes that BCA prohibits the loan provision to businesses that poseenvironmental, social and governance (ESG) risk (exclusion list), including:• Illegal logging, production and trade of timber or other forest products from forests with unsustainable
management.
• Activities involving any form of forced labor or exploitation of minors or human rights violations (such as:prostitution, trafficking, labor smuggling).
• Production, trade, shipping and import of weapons outside of authorized business entities/institutions thathave received special licenses/legality from the government.
• Production, trade of narcotics, psychotropic substances and addictive substances outside of authorizedbusiness entities/institutions that are licensed/legal by the government.
• Activities that affect UNESCO World Heritage Sites or national and/or international protected areas.
• Activities that violate the rights of local communities, such as activities that take over land ownership fromindigenous peoples without their consent.
• Activities of trading wildlife or wildlife products (e.g. ivory, horns, shark fins).
BCA encourages debtors who have complied with basic credit requirements, but have only met the minimum
threshold for ESG aspects, to continue improving their performance through time-bound action plan. Thisaction plan contains the debtor’s commitment to improve and enhance ESG performance within a specifictimeline that has been adjusted to the conditions of each debtor. BCA oversees the implementation of debtor
commitments using established procedures. The credit unit conducts supervision at least once a year in
conjunction with the extension process and/or review of credit facilities.

Credit unit is required to examine carefully the mandatory environmental documents,
and consider environmental management achievements beyond those required, suchas PROPER, ISPO or RSPO certificates for palm oil companies; FSC and PEFC for timberor forest product processing companies; International Sustainability and Carbon
Certification for renewable energy products, including biofuels and bioenergy; UTZ
Certification for coffee and cocoa products; and a Green Building certificate issued
by GBCI.

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Towards Climate Resilience [201-2]
BCA has developed a Climate Strategy to guide our steps in carrying out decarbonization towards climate
resilience. This effort is part of BCA’s support for the government’s target to achieve net zero emission (NZE)
by 2060. The evidence of board-level engagement on climate-related risks, particularly by the Board of
Directors and Board of Commissioners, is carried out by giving approval to the Climate Change Strategy andmonitoring our every action. Discussions on sustainable finance including climate-related risk managementand ESG are presented in the form of quarterly reports.

Material Topic Management: Climate Action [3-3, 201-2]

Why It Matters

The risk of climate change can disrupt business activities in the long term. Therefore,
the Bank needs to mitigate climate risks in financing activities because debtor businessactivities contribute to GHG emissions.

Impact Management

Climate risk assessment is part of credit assessment, especially for sectors that produce
high GHG emissions and encourages debtors to carry out decarbonization. BCA manages
sectors that are vulnerable to the impacts of climate change and seeks to increasefinancing for NRE development projects, producing less pollution, energy efficiency andwaste management.

Commitment andTarget•••Managing GHG emissions
Increasing energy efficiency in bank operational activities
Contribute to achieving SDGs - Goal 13 on Climate Action in 2030 and supporting
Indonesia to achieve Net Zero Emissions by 2060.

PolicyBCA’s commitment to climate risk mitigation is supported by the following policies:• Board of Directors’ Decree No. 179/SK/DIR/2021 dated 22 September 2021 concerning
Environmental Policy of PT Bank Central Asia, Tbk• Board of Directors’ Decree No. 197/SK/DIR/2021 dated 6 October 2021 concerning
Community Empowerment Policy of PT Bank Central Asia, Tbk• Board of Directors’ Decree No. 212/SK/DIR/2022 dated 29 November 2022 concerning
Environmental, Social, and Governance (ESG) Financial Policy for the Timber andForestry Products Industry Sector

Evaluation on
Material TopicManagement
Effectiveness

The Finance and Corporate Planning Director is responsible for leading the integrationof climate action supported by work units involved in implementing sustainablefinance. From the financing aspect, BCA is gradually assessing debtors based on theirenvironmental protection and management efforts as well as mitigation and adaptation
to climate change using the Indonesian Green Taxonomy guidelines. The Bank continues
to increase its green portfolio and consistently implements a green lifestyle, inventorizing
GHG emissions from scopes 1, 2 and 3.

Climate-Related Risk Mitigation [201-2]
Climate-related risk mitigation actions refer to the Climate Change Strategy Roadmap
which has four main parts, namely:• The assessment process is aligned with the Task Force on Climate-related Financial
Disclosures (TCFD).
• Aligning initiatives or programs with aspects of governance, strategy, risk
assessment, as well as metrics and targets.
• Analyzing possible adaptations to transition and physical risks.
• Implementing the Climate Change Strategy Roadmap.

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The adoption of the TCFD framework aims to integrate aspects related to climate change into risk management
and its impact on finance. The following is a description of the implementation of the TCFD framework at BCA:
1. Climate Governance
BCA maps out management responsibilities for assessing climate-related risks. Departments involved inanalysis related to climate change and strategic developments are: GBKF, DBKK, DBKM, DLOG, POL, DCP,
GARK, MRK, and ESG Group. Institutionally, the climate change initiative is under the Director of Planningand Finance, who is tasked with integrating climate change as one of the main aspects of ESG into strategy
and regular reporting.
2. Strategy
BCA identifies and analyzes the actual and potential impact of climate-related risks and opportunities
on its business, business strategy, organizational financial planning; as well as other material aspects.
Management of climate-related risks and opportunities refers to the Climate Change Strategy Roadmap.
BCA’s Climate Change Strategy is also a manifestation of our support for the government’s net zero
emission target.
BCA Climate Change Roadmap
2023-2025:
Strategic Decisions

Form working units related to climatechange and set up ESG KPI targets for
management· Identify relevant strategy· Conduct regular internal communicationand coordination with management· Begin calculating GHG emission
from operative initiative towards
environmentally friendly action· Issue financing exclusion list policy and 5
sector guidelines· Develop climate change policies in linewith the roadmap prepared by regulators· Seek green financing opportunities (NRE,
environmentally friendly transportation,etc.)· Adjust operational and business strategy
based on climate risk assessment andexisting opportunities

RISK
MANAGEMENT

Identify internal stakeholder, capacity
building & working group development

Assess operation and investment risks
within limited scope

METRIC &TARGETSTRATEGY

GOVERNANCE

2021-2022:
Preparation· Inventorize Operational GHG (Scope
1, 2, 3)
· Analyze physical & transitional risksof BCA businesses, along with theimplementation of GHG simulations
based on investments within the limited
scope· Integrate Environment & Social Risk
Assessment (ESRA) and identify
debtors’ risk management against theIndonesia Green Taxonomy· Calculate GHG from investment
activities (scope 3)· Own complete operational GHG
database of scope 1, 2, 3
· Have a neutral carbon roadmap for theoperational activities· Set climate risk priorities from theinvestment activities

2026-2030:
BCA Climate Resilience

Communicate and coordinatetransparent climate change practices
and strategies with stakeholders

Draft and/or amend internal regulations
on climate change

Develop climate change risk
management framework· Own a complete GHG emission
database from banking operation andinvestment (scope 1, 2, 3)· Have a neutral carbon roadmap for theoperational & financing activities

3. Financial Risks of Climate Change Management
BCA has identified and analyzed climate-related risks, both physical and transition risks. Assessments ofthese two risks are conducted in BCA operations and in the financed industrial sector which is vulnerable
to climate change. The next stage, BCA will map the financial risks due to climate change from its credit
portfolio.
From the transition risk analysis, BCA has underlined and gradually analyzed industrial sectors in thefinancing portfolio that are sensitive and vulnerable to changes in government policy, technologicaltransition, market demand and reputation caused by climate change.
4. Metrics and Targets
BCA began identifying transition risks, collecting data and conducting climate scenario analysis, especiallyin industrial sectors that are vulnerable to the impact of changes in climate policy, technology, markets andreputation that support low-carbon development. BCA is projected to be able to update data related to
the risk of climate change transition annually.
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Climate-related Risk Analysis in
Financing Activities [201-2]
The Bank has carried out physical risk analysis
and mapping of the credit portfolio according togeographical areas and business sectors. BCA
conducted a preliminary analysis of high-risk
industrial sectors such as the palm oil industry, coalmining, as well as timber and forestry products.
1. Physical Risk
Increasing temperature has the potential to affectbusinesses in the palm oil plantation sector which
is vulnerable to rising temperatures (triggering
fires and drought) and the coal mining sector isvulnerable to rainfall (landslides and floods).
2. Transition Risk
Preliminary analysis of climate-related risks inthe financed sector is carried out using a sectoral
approach and stress testing. The results of thetransition risk assessment show that the palm
oil plantation and industry will still be able tocompete in the future as long as they meet the
ISPO and/or RSPO certification requirements.

Implementation of Climate Risk Stress
Testing (CRST) [FN-CB-550a.2]
Climate risk mitigation has become the government’s
concern, therefore OJK issued Climate Risk Stress
Testing (CRST) guidelines in 2023 in the initial phaseof bottom-up Climate Risk Stress Testing (CRST)
for 11 banks included in the OJK’s Climate Related
Financial Risk Task Force. In this initial phase, thebanks are expected to submit report of initial bottom
up CRST results. BCA is one of the banks selected tocarry out the initial phase of CRST and has submitted
the results to OJK.

Responsible Banking

BCA uses several simple approaches to simulate thethe climate’s physical and transition risks to the loan
and investment portfolios, while identifying potential
vulnerabilities and taking measures to mitigate themfor a short-term period. CRST implementation for
physical risk (1-year time frame; 2023) on credit risk
is carried out quantitatively on the productive loan
segment portfolio (Corporate, Commercial, and SME)
which is assumed to be affected by drought/forest
fires and consumer loans (KPR) which are assumed
to be affected by floods. Meanwhile, the CRST for
short-term transition risk (3-year time frame; 20232025) is also implemented for productive credit
segments (Corporate, Commercial, and SME) andconsumer loans (KPR).
The method for short-term CRST and the scopeof risk measured is market risk assumed fromthe ownership of corporate bonds on the list of
Corporate credit debtors affected by transition
and/or physical risks. The CRST of transition risk or
physical risk to operational risk is implemented using
a qualitative method. Moreover, we take into accountcomplexity, uncertainty for very long time horizons,and limited resources, for long-term transition risks(2030, 2040, and 2050) is also done qualitatively inthe narrative form. We use the Network for Greening
the Financial System (NGFS) method which includes
orderly, disorderly, and hot house world scenarios
for the long-term of 2030, 2040 and 2050.
BCA has analyzed the impact of climate risk on credit
risk. In general, the Bank’s capitalization under stressconditions, both from transition risk and physical riskin the climate risk stress test, is still adequate as it isstill above the CAR required by OJK. Furthermore,
BCA is developing the framework in line with theroadmap or timeline established by OJK.

BCA Follow-Up in Line with OJK CRST Timeline

56

2024

2025

Continuing risk analysis on property
ownership consumer loans and productiveloans sectors up to 50%.

Analyzing up to 88.7% of the financing
portfolio in the main productive loan sector.

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2026
Analyzing up to 100% of the financing
portfolio.

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Digital Innovation for Ease of
Transactions
Innovation and Development of Digital Banking
The use of the cutting edge technology is believed to make it easier for customers to conduct financial andnon financial transactions. Through innovation and development of digital banking, BCA has not only increases
time efficiency in transactions, but also provides a positive impact on the environment by reducing the use of
paper and mobility in transportation to branch offices.
BCA provides various forms of digital payments such as QRIS, OneKlik, Sakuku, and Virtual Account, so that
customers can still carry out transactions more safely and easier. Financial solutions can also be accessedeasily through e-channels, including KlikBCA, BCA Mobile, MyBCA, and BCA KlikPay. Information regarding
digital banking can be accessed at https://www.bca.co.id/en/Individu/layanan/e-banking.
BCA branch offices are currently equipped with a variety of digital services such as ATMs, CS Digital, eService,
and Video Banking. The customers can make various transactions, including opening accounts, printing
and replacing ATM cards, registering electronic banking products, withdrawing and depositing money, up
to providing solutions. These digital services aim to provide convenience for customers to do self-service
transaction and provide other positive impacts such as reducing the use of printed forms.
In addition to the BCA application and branch visit, innovation in the B2C credit payment system enables
customers to pay through retail stores and post offices, as part of the development of branchless distribution
channels. This partnership not only improves access and convenience for customers, but also supports
financial inclusion and our commitment to sustainable and innovative services.

Mobile & Internet Banking
Transaction Frequency
2023

25,589million2022

20,0792021

14,361

millionmillion2023 Sustainability Report PT Bank Central Asia Tbk

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Responsible Banking

The Role of Information Technology in Digital Banking
Until now, BCA continuously increases its competitiveness by responding to the acceleration of information
technology (IT) and digitalization development. Therefore, the Bank is conducting more reliable, scalable
and flexible digital transformation. Internally, BCA’s digital transformation is supported by involving all BCA
employees through a digital factory-project based program, which encourages employees to deliver ideas,
innovations and develop IT-based programs.

BCA’s efforts in IT and digital banking development, include:
1. Creating innovative digital products.
2. Building capability and capacity of reliable infrastructure and technology
systems.
3. Modernizing legacy system components and supporting devices that areconsidered no longer relevant to current conditions.
4. Recruiting and training expert staff to meet dynamic needs and retaining
reliable human resources.
5. Improving data analytics capabilities to identify diverse customer needs
accurately.
6. Enhancing supervision and security over the entire IT development andmanagement process.
7. Conducting automation of various aspects of work, both at the head officeand branches to increase effectiveness in operational lines.
8. Collaborating with fintech companies in the technology cooperation foreasier customer transactions and getting new customers.

Use of the MyBCA application to support BCA’s digital transformation and make it easier for customers to make transactions through their mobile phones.

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Sustainability Report in Brief

Data Security and Customer Privacy
BCA is committed to maintaining data security and privacy protection for customers in accordance with thebanking code of ethics, internal policies and government regulations. BCA manages data security and privacy
through an adequate information technology (IT) system.

Material Topic Management: Data Security and Customer Privacy[3-3][FN-CB-230a.2]

Why It Matters

Data security and privacy are the rights of every customer, debtor and client of BCA whichmust be fulfilled to maintain stakeholder trust.

Impact Management

Efforts to manage the security of customer data, information and privacy are a form of
BCA’s commitment to respecting human rights. Customer privacy protection includes
personal data, savings data and financial security. The personal data protection policy
applies to all Bank operational activities, including collaboration with business partners/
suppliers/vendors. The implementation of a data security management system aims tominimize the impact of weak systems that have the potential to cause data breach, scams,
fraud, phishing and cybercrime.

Commitment andTarget

BCA always puts effort in preventing data theft, thus the Bank continuously improves its
data security management and IT systems. The Bank’s target is zero data breach.

PolicyBCA’s commitment to maintaining data security and protecting customer privacy refers
to the following internal policies:• Board of Directors’ Decree No. 175/SK/DIR/2017 dated 30 November 2017 on theIssuance of Risk Management Basic Policy Manual in the Use of Information Technology;• Board of Directors’ Decree No. 011/SK/DIR/2019 dated 25 January 2019 concerning
Revision of Head Office Information Security Policy and Regional Office - BranchInformation Security Policy;• Board of Directors’ Decree No. 100/SK/DIR/2022 dated 19 July 2022 concerning
Consumer Protection Provisions;• Board of Directors’ Decree 141/SK/DIR/2022 dated 16 September 2022 concerning
Operational Risk Management Policy;• Board of Directors’ Decree No. 075/SK/DIR/2023 dated 6 April 2023 on Information
Technology Implementation Policy;• Circular Letter No. 257/SE/POL/2015 dated 11 December 2015 on Transparency of
Product Information and Use of Customer Personal Data;• Circular Letter No. 154/SE/POL/2016 concerning Offering Financial Products and/or
Services by Observing Consumer Protection Principles;• Collective Labor Agreement (CLA).
• Code of Ethics.

Evaluation ofMaterial TopicManagement
EffectivenessTo strengthen the management system for data security and customer privacy, BCA
has built a monitoring system at various levels. The function involved in monitoring andevaluating data security and privacy is Information Technology Security Group (ISG)
which has the duty and responsibility to carry out monitoring and report it to the Vice
President Director. During the reporting period, there were no data breach and no reportsof data misuse. The Bank also made sure the effectiveness of the implementation of cybersecurity policies and practices.

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Responsible Banking

Information Security Management System [FN-CB-230a.2]
The Bank realized that the risk of data breach and misuse of customer information is a significant issue in the eraof accelerated technology and digitalization. To prevent data theft and privacy violations, BCA is committed
to complying with OJK Regulation No. 1/POJK.07/2013 concerning Consumer Protection in the Financial
Services Sector and Law No. 27 of 2022 concerning Personal Data Protection. The Bank has implemented
an information and data security management system by adopting international frameworks and standards,
and has been verified by external parties. The assessment is part of the control and audit of the information
security management system. BCA’s certifications have been fully implemented at the head office, including:• ISO/IEC 27001:2013 for network systems, Data Center and Enterprise Security team;• ISO/IEC 27001:2022 for the IT Security Group team;• ISO 9001:2015 to guarantee and improve service quality;• ISO 20000-1:2018 for IT service management system;• Payment Card Industry Data Security Standard (PCI DSS) 3.2.1 for global security standard
Company’s Executive Body Responsible for Data Security and Privacy
Organization Structure Information Technology Security Group (ISG)

Information Technology
Security Group (ISG)

Security ID &Administration

Security
Assurance

Security Protection
A-B

Security Monitoring,
Analytics, &Orchestration

BCA’s policy to maintain data confidentiality and protect customer privacy is applied to all employees at alllevels. In the Collective Labor Agreement (CLA) Chapter 20 Article 58 paragraph 1.e states that employees
are obliged to maintain the confidentiality of the company and customers, which is obtained because of
their position or in their association in the company environment. Referring to the Code of Conduct, BCA
employees must maintain the confidentiality of customer and bank data. Therefore, BCA employees areprohibited from disclosing company secrets, either intentionally or unintentionally, including customer
information, management information systems, company personnel data, supplier/partner information, andinformation on agreements with the government. In accordance with the Code of Conduct, BCA prohibits all
employees from trading/sharing customer data to external parties. If a violation occurs, it can be submitted
to the whistleblowing system and will be received directly by its administrator. The administrator will validate
the report and if it meets the criteria, it will be forwarded to the Anti Fraud Bureau (BAF).

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The Bank has established the Information Technology
Security Group (ISG), a special division that manages
information security management systems related
to operational activities. The information security
management system implementation at BCA is
supported by a strong IT infrastructure. The following
are application of IT systems to secure customer
information and data covering all Branch Offices,
Head Office and Data Centers:
1. Applying Data Loss Prevention (DLP), Database
Activity Monitoring (DAM), data encryption,
databasemasking,
Information
RightsManagement (IRM), and data classification toprotect sensitive information from unauthorizedaccess.
2. Developing network security technology andincreasing web secure gateway capability that
can integrate with DLP, detect and prevent
access to dangerous sites.
3. Utilizing
machinelearning
andartificial
intelligence technology.
4. Improving remote access security starting from
implementing
multi-factor
authentication,
securing the endpoints used, network security,and securing the server being accessed, as
well as securing the data being accessed andmonitoring remote session activity.
5. Implement a one-time password code (One Time
Password/OTP) and two-factor authentication indigital applications to ensure that the application
is used by the rightful account owner/customer.

Sustainability Report in Brief

6. Installing data traffic monitoring devices on the
BCA network to anticipate indications of cyberattacks including the risk of data breaches
and advanced persistent threats and be able
to respond quickly and effectively which ismonitored by a team operating 24/7 at the
Security Monitoring Center (SMC)
7. Employing application security through the useof Obfuscation technology, Web Application
Firewall, API Security, and BOT & anomaly
detection.
8. Securing transaction traffic and data exchange
through end to end encryption with TLS
technology.
9. Implementing data breach monitoring on the dark
web through the use of Cyber Threat Intelligence
technology and follow up by taking down fakeaccounts and blocking e-channel user IDs andcredit cards that have indicators of compromise(IOC).
10. Conducting monitoring compliance security
from the application of information technology
at BCA.
11. Implementing comprehensive security validationand testing before launching new applications orfeatures to customers.
12. Securing employee devices used to access email
and BCA internal applications with Enterprise
Mobility Management.
13. Application of log analysis, event correlation,
User Behavior Analytics (UBA) technology to beable to monitor security anomalies that occur
from employee activities and in the IT system.

Face Biometric Feature
In order to prevent cyber crimes, the Bank has implemented multiple layers of
security to prevent customer information/accounts from changing hands, such as
using one time password (OTP) codes, two-factor authentication, and most recently
the face biometric feature. BCA utilizes the face biometric feature to minimize fraudand cases of scam or misuse of data that occur through social engineering activities
which become an additional authentication factor for new provisioning devices for
the BCA mobile banking application.

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Cyber Risk Management [FN-CB-230a.2]
BCA‘s cyber security governance encompasses cyber security risk management processes and cyber
resilience processes in all areas of its business. BCA also has an internal policy on Cyber Risk Management as areference. The work unit that handles cyber security risk management is the Cyber Security Risk Management(CSM) subdivision which is under the Risk Management Division, while the cyber resilience process is carriedout by the IT Security Group (ISG). CSM’s duties and responsibilities include preparing, reviewing andimplementing cyber security risk management policies and procedures in the Bank’s operational activities,
while for ISG carries out cyber resilience processes which include identification, security, detection, response
and recovery processes. Periodically, the Cyber Security Risk Management subdivision submits the results ofreviews of the cyber security risk management effectiveness to the Head of the Risk Management Divisionand the Board of Directors.
Cyber security governance is the responsibility of all directorates. The implementation of the cyber security
system is also monitored by the Risk Management Committee and Integrated Risk Management Committee
which are under the Board of Directors, as well as the Risk Monitoring Committee and Integrated GovernanceCommittee, which are under the Board of Commissioners. Monitoring and evaluation of cyber security
implementation is discussed in coordination meetings held quarterly. The implementation of cyber risk
management at BCA refers to OJK Circular No. 29/SEOJK.03/2022 concerning Cyber Resilience and Security
for Commercial Banks.

Cyber Resilience and Security Process
As part of the cyber risk management, the IT Security Group team has implemented mitigation controls forresilience management and cyber security at the operational level, including mitigation of potential virus
attacks, malware, vulnerability exploits, as well as internal controls that might cause data breach. As partof implementing controls to mitigate cyber risks, the Bank has procedures for handling information security
incidents, and has established an Information Security Incident Response Team (ISIRT) and a Security Monitoring
Center (SMC) which operates 24 hours.

Post Incident Activity

Preparation

Notifications
Incident Report Finalization
Root Cause Analysis
Corrective Action
Incident Closing

Define critical assets
Protects assets (Application,
Network, Host, Data)
Monitor assets
Vulnerability Assessment,
Penetration Test
Review & Test Incident
Response Procedure

Containment
Eradication &Recovery

Detection & Analysis

Response Strategy
Containment & Remediation
System Assessment
Recovery622023 Sustainability Report PT Bank Central Asia Tbk

Alerts from monitoring tools,
customers, HaloBCA, Contact
SMS, etc.
Incident Identification & impact
Analysis
Incident Declaration
Investigation
Incident Closing

Sustainability Culture

Social Value Creation

Adversarial attack simulation exercise and tabletop exercise programs are regularly carried out
to prepare the IT Security team and the entire
Information Security Incident Response Team (ISIRT)
in handling incidents and emergency situations that
may arise from cyber incidents. The SMC team will
do a threat hunting process to analyze methods,
techniques, tactics, procedures, impacts andtrends of cyber attacks on IT systems. To improve
the security posture of BCA and subsidiaries as awhole, BCA has also provided Security Information
Technology Service Provider (PJTI) services tosubsidiaries so that the entire cybersecurity attack
surface can be protected, monitored and mitigatedto improve the cybersecurity posture holistically for
BCA and the entity.
BCA has carried out a regular information security
strategy and review the process minimum every
three years by bouth internal and external auditors
through collaboration between IT Security and
IT Procurement by conducting cyber security
measures for parties related to information assets
at BCA. To ensure that the information security
system is adequate, BCA has carried out a regular
information security strategy and review process byboth the internal audit team and external auditors.
The external audit of information security systems
in 2023 is carried out by KAP Tanudiredja, Wibisana,
Rintis & Rekan - a member firm of the PwC global
network, with the focus of asset management,
safeguarding of assets, penetration tests andvulnerability scans, access controls, detection
controls, security breaches or incidents, and backup
and recovery.
BCA has also carried out a cybersecurity maturity
level according to OJK standards, both for assessing
the quality of the implementation of risk management
related to cyber security and the quality of
implementing cyber security and resilience withthe result “Strong/Very Adequate”. In addition, BCA
also regularly carries out assessments of information
security involving security consultants to obtain asecurity development roadmap for the next 3 years.
In addition, BCA is also building internal collaboration
involving Operation Strategy & Development Group(POL), Legal Group (GHK), Risk Management Division(MRK), and Information Technology Security Group(ISG) to protect customer personal data.

Sustainability Report in Brief

Developing HR Capacity related to Cyber
Security
All BCA employees, from staff, executive officers, up
to Board of Directors and Board of Commissioners,
regularly receive e-posters on cyber security, suchas how to identify potential cyber threats andknowledge about information security systems via
email and other internal communication media. In
2023, a mandatory e-learning was published withthe main theme of social media’s cyber security.
Every BCA employees are constantly informed
about any updates regarding the upward trend ofcyber security incidents and prevention tips.
To ensure the success of the awareness andknowledge related to cyber security that has been
carried out, BCA also performs tests on all BCA
employees in the form of phishing campaigns
throughout the year and measures the level ofcybersecurity culture of all employees through acybersecurity culture assessment.
BCA also marks the cyber security month, which iscelebrated internationally every October, as thepeak of the cybersecurity awareness program toassess the entire series of awareness activities thathave been carried out throughout the year, as wellas presenting awards to work units and individuals.
This appreciation is part of efforts to encourage theestablishment of cyberculture at BCA.
BCA also provides its cyber security team withvarious forms of certified cyber security training
and encourages the cyber security team to actively
participate in various cyber security competitions tohone the team’s abilities in maintaining BCA’s cyber
resilience and security.
Total Cybersecurity E-Learning Participant
2023

2022

32,62528,2922023 Sustainability Report PT Bank Central Asia Tbk

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Customer Privacy Protection [2-25, 418-1][FN-CB-230a.1]
All BCA employees are required to implement privacy policy to the entire operations, including suppliers inaccordance with the Code of Conduct. BCA also implements an internal policy that prohibits sharing customer
data and/or information to third parties, unless with the customer’s written consent and/or required by laws
and regulations.
Privacy risk is part of the Bank’s operational risks, therefore BCA has established a privacy protection policy
and implemented adequate mitigation efforts. The Bank also has a policy that gives individuals/subscribers/customers the rights in controlling access to their data, correction, and/or submit requests to update data. On
the account opening form, the Bank provides an approval column for the customer’s consent to share theirdata with a third party according to the needs and permission of the relevant party. Meanwhile, the use of BCA
information for a third party’s interest needs to be approved first by the customer concerned.
BCA has a policy related to the provision of archives (hardcopy and softcopy) with storage retention. Softcopy
archives stored in the database of each applications are managed by the application owner in the Strategic
Information Technology Group (GTI) Division; while for hardcopy archives, the management is done bycentralization or non-centralization. For customer’s personal related data, BCA does not erase customer data.
However, the data will still be stored (without archive retention). We guarantee the security of customer data.
The Consumer Data and/or Information Protection Policy can be accessed by the public via
https://www.bca.co.id/-/media/Feature/Report/File/S8/Kebijakan-GCG/20230731-consumer-dataand-privacy-protection-policy.pdf, meanwhile the Privacy Policy can be accessed by the public via
https://www.bca.co.id/en/informasi/Kebijakan. To maintain collective security, BCA regularly educatescustomers to be aware of cyber attacks and data theft through the #AwasModus campaign which is regularly
disseminated through digital media, webinars, social media and other channels that can be accessed freely.
Anyone can report data breach through HaloBCA which is managed by the Contact Center & Digital Services(CDG) work unit and/or submit it through the whistleblowing system managed by the Anti Fraud Bureau (BAF)
work unit. In the reporting period, there were no cases of breach or misuse of customer data and privacy thatwere material and had a significant effect on BCA’s business continuity. In addition, there were no complaints
related to privacy violations and data breach. All reports of privacy breaches will be reviewed by the BAF andreported to the President Director.
If there are employees who commit violations of misusing customer privacy information, they will be processedin accordance with employment provisions, civil law, criminal law and other relevant laws and regulations.
BCA has issued Board of Directors’ Decree No. 021/SK/DIR/2012 concerning Guidelines for Handling Cases
of Violations, which stipulate procedures for handling violations committed by employees, responsibilities
for imposing sanctions, the role of the Personnel Settlement Committee (KPKK), civil lawsuits, and the legal
process for violations that may lead to dismissal, and authority to hand down sanctions. BCA manages reports
on cases of violations by employees through the Operational Risk Management Information System-Loss
Event Database (ORMIS-LED) application for further follow-up in accordance with provisions by the Risk
Management Division (Operational Risk Management Sub-Division). BCA does not tolerate employees who
violate customer privacy, and will give a sanction of termination of employment.
BCA has conducted an audit to assess compliance with its internal privacy policy by the Internal Audit Division,
the which was last conducted in 2023.

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Sustainability Report in Brief

Responsible Products and Services
BCA upholds business ethics and integrity in running its business activities. Every banking solution that will belaunched has gone through a series of evaluation and approval processes from the authorities.

Material Topic Management: Service Excellence [3-3]Why It Matters

Impact Management

BCA provides equal service to all its customers through direct service by frontliners at
branch offices and through digital banking services. We provide service excellence bytaking into account customer convenience in transactions, consultations regardingbanking solutions, and customer satisfaction

Service excellence supported by digital innovation will have a positive impact on customer
convenience in transactions, increase time efficiency and reduce environmental footprint.
The transformation into digital branches is supported by the development of employees
in branch offices to focus more on relationships with customers, in order to provide more
personalized services. Digital branch transformation and improved customer relationships
will be the two main pillars of BCA’s service development at the branch office.
BCA continuously provides comprehensive information and education to all customers
through the introduction of BCA products, services, and fee terms and conditions on the
BCA website and other communication media. To improve customer services in dealing
with customers’ complaints, BCA has guidance on Complaint Handling Monitoring
and complaint handling procedures for all products and services, ensuring that every
complaint can be resolved appropriately and swiftly.

Commitment andTargetBy providing service excellence, BCA is committed to maintaining customer trust andalways being the first choice in banking solutions, with the target of maintaining customer
satisfaction level every year.

PolicyBCA’s commitment to providing service excellence is supported by the following policies:• SMART SOLUTION service standards;• Board of Directors’ Decree No. 080/SK/DIR/2015 dated 18 June 2015 concerning
Publishing Products/Activities and Providing Supporting Information Technology
Systems.
• Circular Letter No. 181/SE/POL/2009 dated 1 December 2009 concerning Guidelines
for Monitoring Complaint Handling;• Circular Letter No. 115/SE/POL/2019 dated 11 June 2019 concerning Handling Customer
Complaints;• Circular Letter No. 328/SE/POL/2023 dated 6 November 2023 concerning Summary of
Product and/or Service Information (RIPLAY).

Evaluation of theMaterial TopicManagement
Effectiveness

BCA employees periodically receive refreshment training in the form of dissemination ofpolicies, procedures, and service standards to customers. BCA measures and maintains
service quality by conducting customer engagement and branch service quality surveys.
Operation Strategy & Development Group (POL) and Contact Center & Digital Services(CDG) are responsible for implementing service excellence, under the supervision of theVice President Director.

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New Product Reviews Procedures
The Banking Transaction Product Development
Division (DPD) and Operation Strategy &Development Group (POL) have the duties andresponsibilities to manage and develop financial
products and/or services. BCA ensures that all
financial products and/or services launched havereceived approval from Bank Indonesia and the
OJK. Product owner evaluates every new financial
product and/or service that will be launched,through a risk assessment process by the Risk
Management Division (MRK), compliance testing by
the Compliance Division (DCP), which is reviewed
and supervised by the Compliance Director. In
addition, the Bank also implements user acceptancetests and certification. To date, no financial products
and/or services have been suspended or withdrawn
after launch.

Discontinued Financial Products and/or
Services [2-6]
In 2023, BCA discontinued BCA BIZZ and BCA KlikPay
as of November 2023. The discontinuation of these
services was based on business considerations.
However, BCA will continue to meet customer needs
through existing services. Information on productand/or service discontinuation can be found on BCA
website and other external communication media.

Fair Advertising Policies/Procedures
Policies governing marketing communications andadvertising are stipulated in the Board of Directors’
Decree No. 100/SK/DIR/2022 concerning Consumer
Protection. The policy states that quantitative andqualitative information on products and/or services
is delivered honestly based on actual information
about benefits, costs, and risks. Referring to thepolicy, the Bank does not convey misleading
information on products and/or services, does notcause differences in interpretation of consumers
and/or the public and the bank on the agreement
provisions.
In addition, all product and/or service information
is expressed to the public in an ethical mannerin accordance with generally accepted ethics
and common decency. During the release ofadvertisements, BCA continues to observe andprotect the interests of customers and the generalpublic to minimize the potential for future disputes
due to matters beyond its control. Materials formarketing banking products and/or services

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through digital media are always adapted to theadvertising code of ethics and based on applicableregulations. In the reporting period there were no
incidents of non-compliance related to marketing
communications.

Innovation and Development of
Sustainable Financial Products and/or
Services
Along with the development of the digital era,the Bank keeps up by continuously developing
innovative solutions to meet customer needs.
Internally, BCA gathers innovative new ideas from
employees through the BCA Innovation Award (BIA)
event. All employees are free to contribute creativeand innovative ideas in developing and refining
various banking solutions that are more efficient,support ease of access, convenience, and areenvironmentally and socially friendly.
Every development of innovation and sustainablefinancial products and/or services will have an
impact on the Bank and its stakeholders. The positive
impact is in the form of reducing the environmental
footprint and increasing added value for the Bankand its stakeholders. Meanwhile, the negative
impact arising from sustainable financial products
and/or services is the community’s unpreparedness
in supporting sustainable financial practices, which
may cause unoptimized performance in achieving
sustainable finance targets. BCA mitigates thenegative impacts by continuing to provide education
about sustainable finance for customers, debtors
and the wider community; approach debtors toencourage them to carry out environmentallyfriendly projects and improve ESG management.

Service Excellence
Every BCA employee is responsible for providing
solutions to customers with service excellence inaccordance with BCA service standards called
SMART SOLUTION, an Indonesian abbreviation for
Alert, Attractive, Enthusiastic, Friendly, Thorough,Attentive, Open-minded, Complete, Prioritizing
customer needs, Telling solutions, Initiative, andon-time follow-up). SMART Solutions is one of
BCA’s efforts to consistently increase customer
trust and satisfaction with BCA services, thus
creating customer engagement between BCA andcustomers. The implementation of SMART Solutions
covers all BCA employees in Branches, Regional
Offices, and Divisions, as an integral and continuousSustainability Culture

Social Value Creation

chain with each other. In addition, BCA applies‘know your customer’ (KYC) to learn about customer
profiles and explore their needs to offer the rightsolutions.
In serving customers, all BCA employees are required
to provide equal service and respect human rights,
which applies to anyone who visit the bank. In orderto improve the service skills of each employee, BCA
equips them with various types of training, including
those related to communication ethics, product andservice knowledge, customer financial protection,and other relevant materials. The Bank regularly holds
refresher training every year to enhance employees’service skills.
BCA recognizes that branch offices, employee
services, and digitalization must go hand in handto deliver the best services to meet various needsof customers. BCA consistently implements the
hybrid banking concept to continue serving its
growing customer base, both in the online andoffline ecosystems. In principle, we believethat branch offices still play an important role inproviding services to customers because not alltransactions can be completely replaced withdigital transactions. Therefore, we continue todevelop frontliners, from those who serve to help
customers with their transactions to security
officers, in providing optimal services to customers.
The transformation into digital branches is supportedby the development of employees in branch offices
to focus more on relationships with customers, inorder to provide more personalized services. Digital
branch transformation and improved customer
relationships will be the two main pillars of BCA’s
service development at the branch office.
The services available at branch offices have been
designed to increase time efficiency in transactions
and queuing. Customers can make reservations via
eBranch to shorten their waiting time. Branch offices
are not only equipped with Cash Recycling Machines(CRM) but also CS Digital for printing cards andreplacing ATM cards. Supported by these facilities
and technology, customers who visit the branch cando self-service transactions. Thus, bank officers
can fulfill their role in building relationships withcustomers and assisting customers if they find any
difficulties with these facilities.

Sustainability Report in Brief

Customer Satisfaction Survey
BCA is committed to providing customers withexcellent service quality by prioritizing service
excellence and customer engagement. According
to a survey conducted by Gallup International, BCA’scustomer engagement has reached above the global
average score or 90th percentile, earning BCA its
third Gallup Global Customer Engagement Award. In
addition, BCA also measures Branch Service Quality(BSQ) in collaboration with an independent third
party.
Branch Service
Quality Survey

Customer
Engagement
Survey

2023

2023

2022

2022

2021

2021

4.88
4.86
4.87

4.75
4.73
4.73
BCA receives customer
excellence recognition
for surpassing global
benchmark 90th percentile
in customer engagement
survey by Gallup
International

Process for Handling Complaints [2-25]
In order to establish good relations and maintaincustomer trust, BCA implements a customer
complaint handling mechanism. Complaints canbe submitted verbally such as through the BCA callcenter (HaloBCA), or other channels available. Eachcomplaint will be handled according to the service
level agreement (SLA) of the type of complaint. BCA
records and follows up on each complaint using the
BCA Customer Relationship Management (CRM)
application. Complaint resolution will be monitored
and evaluated by the customer complaint handlingcoordinator work unit. All complaints followed upby the relevant work units will be monitored andevaluated by the Contact Center & Digital Services(CDG) and under the supervision of the Vice
President Director.

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Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Complaint and Resolution Mechanism
Complaint Recipient & Recording

Customer/Reporter

Verificationof customer
data according
to applicableregulations

Complaint Resolution

Create a receipt for
proof of complaint

Escalation to related
work unit:• HaloBCA• Related Work Units

Customer Complaint Channel :• Telephone/Halo BCA App/
Social Media/e-mail to Halo BCA• Media/e-mail to Corporate
Communication Bureau• Walk in/Call/e-mail to Branch
Office Kantor Cabang

Solutions to
Customers

Complaint Settlement
Year

Number of Complaints(in thousand)Complaints Resolved basedon the SLA (in thousand)

Percentage Resolved
(%)

2023

1,261

1,226

97.3%

2022

1,082

1,061

98.1%

2021

1,772

1,763

99.5%

Throughout 2023, BCA recorded incoming complaints consisted of 6.3% complaints, 44.1% requests, 49.7%
needs for information on banking solutions, and 0.01% suggestions. There were no complaints regarding
privacy violations or data breach. To reduce customer complaints, BCA’s approaches are by improving theservice quality management system and continuously educating and raising customer awareness regarding
the use of banking solutions, along with transaction security tips. BCA continues to encourage customers
to remain alert against banking crimes. Educational tools are provided through BCA’s official social media
channels.

Handling Financial-Related Complaints
BCA submits quarterly reports on the handling of financial-related complaints to Bank Indonesia and the OJK.
The report consists of:• Customer Complaint Handling and Resolution Report (Antasena-BI);• Consumer Complaint Service and Resolution Report (siPeduli-OJK);• Report on Handling Consumer Complaints Regarding Money Deposits and/or Withdrawals (BI).
If there is a case where a customer is dissatisfied with the resolution from BCA, the customer is allowed tomediate with BI or a registered Alternative Dispute Resolution Institution (LAPS). This procedure refers to BCAWork Guide No. 183/SE/POL/2020 concerning Changes to Provisions for Handling Customer Complaints.

68

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Access and Affordability of Banking
Products and Services
BCA supports inclusive finance and is dedicated to opening access to banking products and services for thewider community, both in Indonesia and abroad. Supported by advanced technology and digitalization, digitalbanking is the Bank’s strategy to expand access and reach.

Material Topic Management: Access and Affordability [3-3]Why It Matters

The increasing demand for banking products and services needs to be balanced with aproduct and service access network with a wide coverage.

Impact Management

The positive impact of having access to extensive and affordable banking solutions will
increase customer’s convenience and strengthen the Bank’s advantage in supporting the
economy. However, the Bank needs to manage the negative impacts of the access andconvenience offered, including rampant cases of social engineering fraud, cyber attacks
and other technological crimes.

Commitment andTargetProviding convenience banking solutions and increasing access to financial solutions toreach more customers.

PolicyBCA’s efforts to achieve access and affordability targets for banking solutions aresupported by the implementation of:• Corporate Budget Plan (RKAP),• Bank Business Plan (RBB),

Evaluation ofMaterial TopicManagement
EffectivenessManagement of access to banking solutions at BCA is carried out by various divisions
in an integrated manner. The Banking Transaction Cooperation Solution Development
Division has reported its quarterly RBB targets and realization to the OJK. Meanwhile,
the Operation Strategy & Development Group (POL) and the Network Management &Regional Development Division (DJPW) are responsible for ensuring that BCA solutions canbe accessed and reached by customers and the wider community. In 2023, information
security and cyber attack management systems have been implemented properly under
Strategic Information Technology Group (GTI) to ensure the security of digital banking
access and networks. Management of access and affordability of banking solutions ismonitored by the Vice President Director and Regional & Branch Network Director.

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Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Access to Product and Service Information
Access to information on financial products and services can be found at www.bca.co.id, annual reportpublications, BCA offices, and digital banking applications. BCA provides complete information about
financial products and services regarding product names, types, benefits, requirements, inherent costs,
interest calculations, and the time period of the product and/or services.
The Bank regularly updates on the latest information through its platforms, including social media, Video
Banking on myBCA, and Video Call at main branch offices. For direct interaction, anyone can contact HaloBCA
to get the information. Additionally, in an effort to provide optimal services and solutions for potential BCA
customers, BCA has established Solution Assistance (SOLA), which works under the Contact Center & Digital
Services (CDG).

Branch Office Access and Banking Service Facilities
Access to branch offices, and BCA service facilities is available in cities across Indonesia. BCA has 2 overseas
representative offices in Singapore and Hong Kong. To ensure the safety of customers visiting the Branch
Office, BCA maintains the integrity of building assets and supporting infrastructure. In addition, BCA always
carries out maintenance of supporting assets for customer transactions, such as ATM and EDC machines.

BCA Branch Office Network

138
899
221
Main Branch Offices (KCU) Sub-Branch Offices (KCP)
Cash Offices (KCP Kas)
36
Provinces238
cities/regencies

2
overseas

representative offices

BCA Service Network

19,047ATM
in

70

273 cities

2023 Sustainability Report PT Bank Central Asia Tbk

EDC with cash withdrawal
feature are available
in69 cities

myBCA stores arelocated in

10 cities

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Access for Persons with Disabilities [FS14, FS15]
BCA continues to support people with special needs by providing access to banking services. BCA has
provided talking ATMs for customers with disabilities, especially the visually impaired, to make transactions
using voice features. At present, BCA has 13 talking ATMs, called ATM Wicara, in 6 major cities.

Access for Remote Areas [FS13, FS14]
As a good corporate citizen, BCA supports the Presidential Regulation No. 82 of 2016 concerning National
Financial Inclusive Strategy (SNKI) by launching financial products and/or financial services aimed at reachingunbankable community. The Bank provides banking solutions by expanding and increasing the number of ATMs
in remote areas of the country, in collaboration with ATM Bersama, and develop digital banking.
As of the end of 2023, BCA has operated 20 branch offices in the disadvantaged, outermost, and frontierareas (3T) in Indonesia, including Bondowoso, Pandeglang, Sampang, Ruteng, Waingapu, Sorong, Sambas, etc.
BCA is also able to reach remote areas through partners using BCA EDC, such as Indomaret and Alfamart sothat BCA debit card holders can make payment transactions and cash withdrawals.
In addition, opening a BCA account can be done digitally on the BCA Mobile application and through BCA
partner applications such as Blibli and Fina (BCA Finance).

BCA is committed to be in the service of all Indonesian citizens.

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71

Sustainability
CultureBCA encourages all stakeholders to implementa sustainable culture by thinking and acting
responsibly, ensuring its reflection in our daily
actionsTABLE OF CONTENTS
Ethical Operating Practices

74

Anti-Corruption Practices, Gratification
Control and Anti Fraud

76

Human Rights Practices

79

Talent Management & Empowerment

81

Environmentally Friendly Operation Culture

94

Sustainable Culture in BCA

Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Ethical Operating Practices [2-27]
Ethical operating practices are part of corporatesocial responsibility implementation. The ethicaloperating practices at BCA is reflected in thefollowing policies:• Applying banking code of ethics;• No involvement in in political activites;• Establishing, maintaining and strengthening
governance, including tax payments;• Respecting and supporting the intellectual
property protection;• Implementing fair business practices and nomonopoly;• Enforcing anti-corruption, gratification control
and anti-fraud;• Maintaining sustainability in the value chain
in various fields and formulating policies toaddress issues of data security, human rights andenvironmental conservation.
Throughout the reporting period, BCA receive nosanction or fines that impact on BCA’s business
continuity for non compliance as BCA has compliedwith all policies, regulations, and laws in Indonesia.

Maintaining Business Relationships in the
Supply Chain
BCA continuously builds transparent business
relationships based on mutual agreements tomaintain good business relationships with suppliers
and other partners, which will ease the business value
chain. BCA involves many suppliers and partners/
local parties. These suppliers and partners include
public accounting firms, IT development vendors,
suppliers of goods and services, transportation,building/branch office repair and maintenancecontractors, as well as electronic office equipment
providers.
In implementing sustainability practices, BCA carriesout gradual assessments of social and environmental
aspects of suppliers/vendors. The Bank ensuresthat the suppliers/vendors and other partners arefree from corruption practices and/or gratification;
free from child labor and forced labor; perform
occupational health and safety (OHS) management;
respect human rights; and does not damage theenvironment. BCA requires every collaborating
partner to sign an Integrity Pact and complete a BCA
Partner Compliance Statement, outlining guidelines
for managing ESG aspects.

Anti-corruption and gratification control training poster which is required e-learning for all BCA employees.

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Procurement of Goods and Services in 2023
Type of Supplier/Business Partner
Local
Overseas
Total

Number of Suppliers/
Business Partner

Goods Procurement
Value (Rp billion)

Procurement Value
Service (Rp billion)

Total Procurement
Value (Rp billion)

88,980

4,129

1,742

5,871

94

72

48

120

89,074

4,201

1,790

5,991

Implementation of Anti-Money Laundering, Counter Terrorism Financing, andCounter Proliferation Financing
BCA implements Anti-Money Laundering, Counter Terrorism Financing, and Counter Proliferation Financing(AML-CFT and CPF) in banking operations. All employees, especially frontliners, will periodically receive
dissemination to raise their awareness of AML-CFT and CPF. Further information regarding AML-CFT and CPF
can be accessed via https://www.bca.co.id/en/tentang-bca/tata-kelola/Informasi-Lain/APU-PPT-danPPPSPM.
All employees have received dissemination about AML-CFT and CPF through e-mail blasts and other internal
communication media. BCA also carries out AML-CFT and CPF by monitoring all financial transactions. AMLCFT and CPF practices are part of the internal control of the Bank’s operational activities.
AML-CFT and CPF Training based on Position Level
Position Level

Number of Employees

Senior Officers (including the Board of Commissioners and the Board of Directors)
Manager

2
386

Staff

6,262

Non-staff

10,556

Total

17,206

Increasing employee awareness to AML-CFT and CPF through e-learning

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Sustainability in BCA

Responsible Banking

Anti-Corruption, Gratification
Control, and Anti-fraud Practices
BCA always upholds the principle of trust, therefore BCA does not tolerate all forms of fraud, corruption,collusion and nepotism. The anti-corruption and gratification control policies are implemented based on the
Board of Directors’ Decree No. 269/SK/DIR/2021 dated 31 December 2021 concerning Anti-Corruption andGratification Control Policies, as well as anti-fraud strategy policy at BCA referring to the Board of Directors’
Decree No. 114/SK/DIR/2021 dated 17 June 2021 concerning Adjustment of Anti-fraud Strategy Policy. The
anti-fraud policy is part of BCA’s tribute towards human rights, as BCA is fully committed to preventing fraud
in its business value chain. Policy on Anticorruption and Gratification Control & Anti-fraud can be accessed on
the website: https://www.bca.co.id/en/tentang-bca/tata-kelola/ACGS/Kebijakan-GCG.

Material Topic Management: Anti-Corruption Practices, Gratification Control,and Anti-fraud [3-3]Why It Matters

Trust is the foundation of running a banking business, therefore it is very important to pay
attention to anti-corruption, gratification control and anti-fraud practices.

Impact Management

The management of anti-corruption, gratification control and anti-fraud will have apositive impact on the Bank and stakeholders, particularly the trust in building business
relationships. The Bank needs to enforce anti-corruption and anti-fraud policies with zerotolerance for any offenders, either management, employees or partners.

Commitment andTarget76

Zero fraud and corruption.

PolicyBCA’s commitment to enforcing anti-corruption, gratification control and anti-fraud is
supported by internal policies, including:• Board of Directors’ Decree No. 778/SK/DIR/1995 dated 24 August 1995 concerning the
BCA Banker Code of Ethics;• Board of Directors’ Decree No. 219/SK/DIR/2003 dated 10 October 2003 concerning
Provisions regarding Conflicts of Interest;• Board of Directors’ Decree No. 146/SK/DIR/2017 dated 1 November 2017 concerning
Implementation of the Whistleblowing System at BCA;
• Board of Directors’ Decree No.139/SK/DIR/2020 dated 20 July 2020 concerning AntiFraud Declaration and Integrity Pact;• Board of Directors’ Decree No. 114/SK/DIR/2021 dated 17 June 2021 concerning
Adjustment of Anti-Fraud Strategy Policy;• Board of Directors’ Decree No. 269/SK/DIR/2021 dated 31 December 2021 concerning
Anti-Corruption and Gratification Control Policies;• Board of Directors’ Decree No. 206/SK/DIR/2023 on the Policy of AML-CFT and CPF
Program Implementation;• Collective Labor Agreement (CLA).

Evaluation ofMaterial TopicManagement
Effectiveness

BCA regularly provides dissemination regarding anti-corruption, gratification control
and anti-fraud awareness. In addition, BCA applies a Whistleblowing System (WBS) anda three lines of defense internal control system which includes prevention, investigationand monitoring efforts. Monitoring and evaluation of the effectiveness of anti-corruption,
gratification control and anti-fraud audits are carried out at least once every 3 years. The
results of gratification control and anti-fraud monitoring will be reported to management
periodically.

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Sustainability Culture

Social Value Creation

Implementation of Anti-Corruption andGratification Control [205-1, 205-2]
BCA consistently puts its best effort to improvesinternal anti-corruption culture and gratification
control, including through the following practices:
1. Annual Disclosure
All members of the Board of Commissioners andBoard of Directors, as well as BCA employee
are required to make an Annual Disclosure that
contains all circumstances or situations that may
cause a conflict of interest to arise.
2. Internalization of Anti-Corruption Values andGratification Control
Anti-corruption values and gratification control
are internalized through sharing sessions,dissemination, mandatory e-learning, plasma
TV, and other internal communication media.
Until the end of December 2023, the numberof participants who have attended the AntiCorruption and Gratification Control e-learning
reached 35,282 people consisting of employees,
Bakti BCA interns and trainees.
3. Reporting of Corruption and Gratification
Control
BCA has a Whistleblowing System channel as ameans of violation reporting for BCA’s internaland external parties. During 2023, there were noreports of corruption and/or gratification control
policies received through the Whistleblowing
System channel.
The performance of gratification control issupervised by the Compliance Division as theGratification Control Unit (UPG) which provides
internal reporting facility if gratification occurs.
During 2023, there were 4 reports received
through this facility.

Sustainability Report in Brief

4. Other information
It is BCA’s culture not to accept gifts or rewards
from customers, debtors, vendors, associates,
partners and other third parties for our services.
Every BCA employee must also comply with theCode of Conduct relating to vendors, which is
stipulated in the BCA Governance Guidelines.
In addition, BCA has never offered politicalfunds/contributions or voluntary donations thatlead to acts of corruption or bribery during 2023.
Provisions regarding funds/contributions topolitical or social activities have been regulated
in the Corporate Governance Guidelines sectionof the Company Code of Conduct.

Anti-fraud Enforcement [205-1, 205-2]
Anti-fraud policy encompasses prohibition against
acts of fraud, giving and receiving gratification,and corruption. All BCA employees are required to
enforce anti-fraud. The Board of Commissioners
and Board of Directors have signed the Anti-fraud
Declaration. All BCA employees at all levels of
position, including the Board of Commissioners
and Board of Directors, are required to sign the
Integrity Pact. BCA also mitigates potential fraud
from partners/vendors, by requiring them to fill out
a declaration and contract not to commit corruption
and fraud before collaboration is implemented.
BCA has conducted anti-fraud enforcement efforts,
which are supported by the Anti-Fraud Bureau who
is responsible for monitoring the implementationof anti-fraud policies or strategies bankwide. The
Anti-Fraud Bureau also monitors the effectivenessof prevention, detection, investigation, reporting,evaluation and follow-up activities on fraud cases.
In addition, the Internal Audit Division evaluates
the implementation of anti-fraud strategies
periodically based on the results of risk-based audit

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Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

assessments. All regional offices, branch offices and head office work units have their own internal monitoring
units. Supervision of operational activities is prioritized on functions that have a high risk of fraud and potential
corruption in branch offices, regional offices, or head offices, such as procurement, cash and valuables
storage, and financial transactions directly related to customers. Supervision has been carried out by internal
supervisors in each work unit.
BCA periodically provides training on anti-fraud topics. In 2023, as many as 35,172 employees or around
95.8% of total employees (including Bakti BCA interns) have received the training. Furthermore, the Bank also
regularly provides dissemination of anti-fraud to all employees via e-mail blasts and internal communication
media. [205-2]
Anti-fraud Training and Awareness [205-2]
Number of Employees

Awareness and Training related toAnti-corruption and Anti-fraud

2023

2022

2021

In Class Training

3,446

5,875

3,989

e-Learning

35,172

33,17831,662

Incident Management and Follow-up [205-3][FN-CB-510a.1]
There were 82 cases of internal fraud with a potential loss of Rp3.8 billion. Moreover, there were external
fraud cases with potential losses of Rp85.1 billion. Every incident of fraud and corruption has been followed up
according to procedures on imposing termination of employment sanctions or other sanctions in accordancewith the Collective Labour Agreement (CLA). All incidents have been followed up and BCA recorded no casesof fraud or corruption that had a significant impact on BCA’s business continuity.

Whistleblowing System [FN-CB-510a.2]
As part of Good Corporate Governance (GCG) implementation, BCA applies the whistleblowing system(WBS). Anyone can report violations of ethics, fraud, and corruption, or other violations of the banking code of
ethics via WBS. The whistleblower can submit complaints via the bca.co.id website by attaching clear data/
information in accordance with the What, Who, When, Where and How (4W1H) principles. The report will bereceived directly by the WBS manager for validation. BCA guarantees the confidentiality of the identity of
every whistleblower.
Resolution of Violation Complaint Reports [205-3]
Year

Status

Total

Remarks

2023

In process (open)
Completed (closed)

1
54

Proven (5), not proven (4), incomplete data (25), customer
information/complaints (20)2022

In process (open)
Completed (closed)

026

Proven (4), not proven (3), incomplete data and the whistleblower
did not provide the additional requested data (15), incomplete data(2), customer information/complaints (2)2021

In process (open)
Completed (closed)

022

Proven (3), not proven (2), incomplete data (7), customer information/complaints (10)Note:Complete information regarding the Whistleblowing System (WBS) is presented in the 2023 Annual Report and Whistleblowing Report at
https://www.bca.co.id/en/tentang-bca/tata-kelola/Whistleblowing-System.

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Human Rights Practices
Respecting human rights is one of the implementations of a sustainability culture that is closely embedded inbanking operational activities as it is always in direct contact with people, including customers, employees,
partners, or anyone who visits the bank. BCA implements its Human Rights Commitment in all aspects of its
business processes. The implementation of human rights practices has earned an award from the Ministry of
Law and Human Rights of the Republic of Indonesia for fulfilling the standard indicators of Business and Human
Rights Risk Assessment (PRISMA) in 2023.

Material Topic Management: Human Rights [3-3]Why It Matters

BCA believes human rights are the basic values for all banking activities and maintaining
harmonious relationships with all stakeholders.

Impact Management

BCA implements the Human Rights Policy with discipline, including sanction if violations
occur.

Commitment andTargetZero human rights violations.

PolicyThe commitment to respect human rights is supported by internal policies, including:• Board of Directors’ Decree No. 214/SK/DIR/2021 dated 27 October 2021 concerning
Human Rights Policy;• Board of Directors’ Decree No. 778/SK/DIR/1995 dated 24 August 1995 concerning the
BCA Banker Code of Conduct;• Collective Labor Agreement (CLA).

Evaluation ofMaterial TopicManagement
EffectivenessThe implementation of human rights policies for each scope is coordinated, monitored
and evaluated by the relevant Head Office Work Unit. The performance of the Human
Rights Policy implementation is annually reported by the ESG Group in the Secretariat
and Corporate Communications (DCS) Division to the Board of Directors, Board ofCommissioners and all stakeholders in the Sustainability Report. BCA may ask an external
independent party to objectively assess human rights performance in accordance withcertain standards. In 2023, BCA were not involved in cases of human rights violations.

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Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Human Rights Mitigation & Remediation in BCA Value Chain
As a Service Provider

As a Lender/Creditor

As an Employer

As a Buyer

Area

Banking Service Practices

Business Practices andFinancing

Employment Practices

Supply Chain Management

Issues and
Risks• Privacy and data security• Banking solutions• Disproportionate service• Social risks to debtor’sbusiness (child labor,
forced labor, wages
below the minimum
standard, health facilities)• OHS Implementation• Unclear work and rest
time arrangements• Discrimination at work by
co-workers• Workplace conditions• Freedom of expression andassociation• Conformity in fulfilling thenormative employee rights• Determination of working
conditions• Participation in the National
Social Security System• Social risks to vendor’sbusiness (child labor,
forced labor, wages
below the minimum
standard, healthfacilities)• Product/service quality
control practices

Mitigation
Measures• BCA guarantees data
confidentiality andcustomer privacy byimplementing a reliabledata security system• Accurately explainbanking solutions neededby customer to avoid misselling• Serve fairly• Consider human rights inlending or placement offunds• Conduct an assessmenton the placement of funds
if there is a risk of a humanrights incident• Respond to the negative
impact on debtor if there
is a human rights incident• Exercise Human Rights
Policy and upholding
equality• Provide a complaint channel(whistleblowing system)• Build a healthy andcomfortable work culture• Provide a comfortable,
clean, healthy, and safe
working facility• Support employees for selfdevelopment and express
their talents/interests• No prohibition/intimidation
on employees to form unions• The rights and obligationsof the Company and
Employees as well asworking conditions havebeen included in theCollective Labor Agreement(CLA)• All Employees are enrolled
in BPJS Health and BPJS
Employment• Carry out human rights
due diligence on partners• Conduct human rights
monitoring on partners/
vendors• Encourage eachpartner to apply OHS,
management, ethicalemployment, andrespect for human rights

Human Rights Due Diligence and Assessment
Since 2021, BCA has carried out internal human rights due diligence, in the context of the bank’s social andbusiness responsibilities, including towards vendors. Due diligence for vendors aims to avoid direct or indirect
involvement of the Bank in activities that violate human rights, such as human trafficking, forced labor,
prostitution and labor smuggling.
BCA has conducted human rights due diligence activities since 2021, as a form of its commitment to pay
attention to the company’s business risks concerning human rights violations and makes the utmost effort
to prevent and minimize human rights-related risks that may occur. In 2021, BCA conducted human rights
due diligence on the procurement aspect. As for 2022, due diligence activities were carried out on BCA’s
internal employment aspects by involving permanent, contract or non-permanent employees, outsourced
employees, and BCA management. Based on the human rights due diligence process carried out on BCA’s
procurement and employment processes, the Bank has mitigated human rights-related risks so that theserisks can be minimized.

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Social Value Creation

Sustainability Culture

Sustainability Report in Brief

Talent Management & Empowerment
BCA implements human capital management and empowerment with regards to the human rights principles,
including equal opportunities and non-discrimination. All rights and obligations of the Bank and employees
are stipulated in the CLA that has been registered with the Ministry of Manpower. The rights and obligations
stipulated in the CLA include information, such as equality and fairness in performance appraisal, promotionand education policies, working time and leave procedures, remuneration policies, and freedom of association.
The CLA applies to all permanent and contract employees. Meanwhile, the rights and obligations of outsourced
employees refer to the applicable manpower provisions or regulations.

BCA Employees Profiles [2-7]
All BCA employees are Indonesian citizens from different ethnic groups, as Indonesia is a very diverse nation.
Due to respect for ethnic diversity, BCA does not present employee data based on race, ethnicity, or class.
All BCA employees are full-time workers and there are no part-time workers. Thus, the data we presented arepermanent and non-permanent employees who work full time.
Total Employees and the Management based on Gender and Employment Status
Employee Status

2023
Male

2022
FemaleMale

2021
FemaleMale

FemalePermanent

9,232

14,822

8,506

13,785

8,590

13,937

Non-permanent (contract,
probation, trainee)

1,328

1,535

957

1,260

595

830

10,56016,357

9,463

15,0459,185

14,767

Total based on genderGrand Total

26,91724,50823,952

Total Employees and the Management based on Gender and Position Level
Position Level

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleBoard of Commissioners

5

0

5

0

5

0

Director

10

2

10

2

10

2

Senior Manager

108

94

103

89

104

85

Middle Manager

925

934

872

863

854

811

Line Manager

3,905

6,742

3,786

6,380

3,679

6,136

Staff

5,125

8,071

4,121

7,207

3,869

7,251

Non-staff

482

514

566

504

664

482

10,56016,357

9,463

15,0459,185

14,767

Total based on genderGrand Total

26,91724,50823,9522023 Sustainability Report PT Bank Central Asia Tbk

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Total Employees and the Management based on Gender and Length of Service
Length of Service> 20 Years

2023
Male

2022
FemaleMale

2021
FemaleMale

Female

2,932

4,730

3,369

5,139

3,860

5,537

> 15–20 Years

297

403

239

320

222

372

> 10–15 Years

815

1,446

604

956

467

695

> 5–10 Years

1,986

4,008

2,106

4,492

2,022

4,408

> 1–5 Years

2,493

3,335

1,977

2,721

1,923

2,885

≤ 1 Years

2,037

2,435

1,168

1,417

691

870

Total based on gender

10,56016,357

9,463

15,0459,185

14,767

Grand Total

26,91724,50823,952

Total Employees and the Management based on Gender and Work Area
Work Area

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleGreater Jakarta (including Head
Office)

6,277

8,399

5,527

7,763

5,486

7,853

West Java (excluding Greater Jakarta)

1,118

1,724

892

1,563

535

1,088

Central Java and Yogyakarta

569

1,204

542

1,111

551

1,128

East Java

1,122

2,106

1,090

1,959

1,142

2,010

Sumatra

734

1,402

712

1,257

741

1,296

Kalimantan

247

513

229

476

242

475

Eastern Indonesia

493

1,009

471

916

488

917

10,56016,357

9,463

15,0459,185

14,767

Total based on genderGrand Total

26,91724,50823,952

Total Employees and the Management based on Gender and Education Level
Education Level

Male

2022
FemaleMale

2021
FemaleMale

FemaleDoctoral degree

10

4

10

4

9

3

Master’s degree

589

576

547

504

530

470

Bachelor’s degree

8,586

13,532

7,354

12,2796,824

11,862

Associate degree (Diploma 1-4)

309

861

323

913

374

1,004

High School (and below)

1,066

1,384

1,229

1,345

1,448

1,428

Total based on gender

10,56016,357

9,463

15,0459,185

14,767

Grand Total

82

2023

26,9172023 Sustainability Report PT Bank Central Asia Tbk

24,50823,952

Social Value Creation

Sustainability Culture

Sustainability Report in Brief

Total Employees and the Management based on Gender and Age GroupAge Group

2023
Male

2022
FemaleMale

2021
FemaleMale

Female< 25 Years old

2,312

2,662

1,707

2,033

1,302

1,706

> 25–29 Years old

2,375

3,599

1,949

3,438

1,885

3,696

> 30–34 Years old

1,835

3,730

1,652

3,346

1,462

2,822

> 35–39 Years old

819

1,275

574

861

476

714

> 40–44 Years old

349

650

465

997

605

1,330

> 45–50 Years old

1,023

2,009

1,292

2,383

1,527

2,588

> 50 Years old

1,847

2,432

1,824

1,987

1,928

1,911

10,56016,357

9,463

15,0459,185

14,767

Total based on genderGrand total

26,91724,50823,952

Non-Employee Workers [2-8]
In BCA’s work environment, there are other employees who are not permanent employees, consisted of
2,863 people, which covers contract employees, probationers, and trainees, or equivalent to 10.6% of total
permanent employees. In addition, BCA also employs outsourced workers to support its operational activities,
such as security, cleaning service, sales, and collector personnel.

Recruitment, Talent Attraction & Retention and Turnover Rate [401-1]
By the end of 2023, BCA recorded 866 employees leaving the Bank for various reasons such as resignation,
retirement, or death. On the other hand, BCA hired new employees consisting of 2,296 men and 2,654 women
through a fair and transparent recruitment process without discrimination. With such numbers of incoming andoutgoing employees, BCA recorded a turnover rate of 3.6% for fiscal year 2023, lower than the previous year.

Turnover Rate

3.6%

4.8%

5.1%

2023

2022

2021

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New Employees and the Management based on Gender and Position [401-1]
Position Level

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleBoard of Commissioners

0

0

0

0

0

0

Director

0

0

0

0

1

0

Senior Manager

3

5

3

0

2

4

Middle Manager

11

5

5

3

5

1

Line Manager

34

19

23

17

18

12

2,106

2,368

1,134

1,283

568

669

142

257

91

180

159

255

2,296

2,654

1,256

1,483

753

941

Staff
Non-staff
Total based on genderGrand total

4,950

2,739

1,694

New Employees and the Management based on Gender and Age Group [401-1]
Age Group

2023
Male

2022
FemaleMale

2021
FemaleMale

Female< 30 Years old

2,150

2,467

1,173

1,356

659

798

30–50 Years old

135

175

77

120

89

137

> 50 Years old

11

12

6

7

5

6

2,296

2,654

1,256

1,483

753

941

Total based on genderGrand Total

4,950

2,739

1,694

New Employees and the Management based on Gender and Work Area [401-1]
Position Level

Greater Jakarta (including Head
Office)Male

2022
FemaleMale

2021
FemaleMale

Female

1,323

1,245

755

751

683

787

West Java (excluding Greater Jakarta)

667

735

394

532

10

19

Central Java and Yogyakarta

69

119

18

31

5

22

East Java

101

203

41

67

25

39

Sumatra

59

167

25

33

2

5

Kalimantan

23

59

6

26

21

32

Eastern Indonesia

54

126

17

43

7

37

2,296

2,654

1,256

1,483

753

941

Total based on genderGrand Total

84

2023

4,950

2023 Sustainability Report PT Bank Central Asia Tbk

2,739

1,694

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Employees and the Management Leaving based on Gender and Position Level [401-1]
Position Level

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleBoard of Commissioners

0

0

0

0

0

0

Director

0

0

1

0

2

0

Senior Manager

1

0

2

2

5

5

Middle Manager

10

13

21

14

31

19

Line Manager

97

219

169

279

193

276

205

306

327

445

286

438

15

0

121

157

217

181

328

538

641

897

734

919

Staff
Non-staff
Total based on genderGrand Total

866

1,538

1,653

Employees and the Management Leaving based on Gender and Age Group [401-1]
Rentang Usia

2023
Male

2022
FemaleMale

2021
FemaleMale

Female< 30 Years old

173

242

295

365

229

279

30–50 Years old

80

198

167

367

279

447

> 50 Years old

75

98

179

165

229

193

328

538

641

897

734

919

Total based on genderGrand Total

866

1,538

1,653

Employees and the Management Leaving based on Gender and Placement Area [401-1]
Wilayah Penempatan

Greater Jakarta (including Head
Office)

2023
Male

2022
FemaleMale

2021
FemaleMale

Female

206

312

459

606

462

600

West Java (excluding Greater Jakarta)

61

88

41

69

52

65

Central Java and Yogyakarta

12

16

25

39

42

52

East Java

24

41

62

74

90

79

Sumatra

9

39

38

59

60

85

Kalimantan

5

18

6

22

8

13

Eastern Indonesia

11

24

10

28

20

25

328

538

641

897

734

919

Total based on genderGrand Total

866

1,538

1,653

Performance Evaluation and Appraisal [404-3]
The performance of each individual will contribute to the Bank’s performance. Therefore, BCA annuallyconducts employee evaluations and assessments. There are 2 type of employee assessment methods,
namely Performance Appraisal (PA) and Performance Management (PM) which will be used based on the typeof work or level of employee position. It begins with self-assessment and followed with an assessment fromthe immediate superior, which is then completed by the superior of the employee’s immediate superior. The
purpose of conducting an assessment with these two methods are to ensure the objectivity of the assessment
process as well as to reduce bias and fraud in the assessment process.

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BCA uses the results of performance assessments as recommendations for promotion, transfer, andremuneration adjustments, including bonuses. All eligible employees have received evaluation andperformance assessment in 2023.
Employees and the Management Promoted based on Gender and Region
Region

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleHead Office

605

612

574

614

408

468

Branches and regional Offices

476

1,129

569

1,225

562

1,079

1,081

1,741

1,143

1,839

970

1,547

Total based on genderGrand total

2,822

2,982

2,517

KPI - Performance Reward Cycles

KPI Performance- Reward Cycle

01

Directorate KPI determination

02

Division KPI determination

03

Individual KPI determination

04

Performance Management Implementation Steps
I. Planning
IV. Coaching 2
II. Competency Assessment V. Annual Review
III. Coaching 1

05

Periodic grade promotion suggestions

06

Salary increment & Bonus Suggestions via
Enterprise Compensation Management (ECM)

Employee Engagement
BCA collaborate with Engage Rocket to conduct employee engagement survey every two years. The last
employee engagement survey conducted in 2022 with a result of 4.7 out of a scale of 5. The survey results are
utilized as a basis for enhancing engagement between workers and the company.
BCA believes that one of the keys to success is strong teamwork. BCA develops Team Engagement (TE) to
encourage employees to work together as a cohesive unit. In 2023, BCA launched Team Engagement Action,
Action, Action (TEAAA) an arrangement of activities to improve TE. The TEAAA is divided into two activities,
Drive ONE BCA to improve BCA’s overall TE and Drive Our Team to improve aspects of TE in each work unit.

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

In addition, the Bank provides the BCA Leader+ concept as stated in the Board of Directors’ Decree No. 234/
SK/DIR/2022 to encourage leadership culture in the work environment. The BCA Leader+ concept contains 10
leadership traits that must be possessed by leaders in BCA:

Becoming aRole Model

Empathy &Persuasiveness
Agility &Responsiveness

Collaboration& Personal
Appreciation

Reliable on
Growing People
Drive & Persistence,
yet Patience

Looking Forwardwith a Meaningful
Goal

Enhance Learning
Agility & Invest inYourself

Always Humble &Serve Others

Extra MileIn 2023, BCA held a Leader Sharing Session to provide all employees with an understanding of BCA Leader+.
This activity was carried out involving Division Heads, Work Unit Heads, Service Center Heads, Group Heads,
Regional Office Heads, and Branch Office Heads as resource persons with participants consisting of more than
90% of permanent and probationary employees at the Head Office, Regional Offices, and Branch Offices.

BCA’s internal social media as one of sharing channels from management or between employee teams.

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Human Capital Development
BCA prepares competent talents and empowers all employees to support the achievement of the company’s
vision and mission. Provisions related to human capital development, including the rules for implementing theemployee scholarship program, are regulated in BCA’s internal policies.
The effectiveness of training programs that has been conducted is measured based on Kirkpatrick model. The
Learning and Development Division is responsible for employee competency development and reports to the
Human Capital Director.
Training Realization [404-1]
Description

2023

2022

2021

Training expenses (Rp million)

372,815

263,243

193,417

Total participants*

59,32353,29447,706

Male

24,10021,18019,291

Female35,22332,11428,415

Total training hours per year

1,183,950

950,297

673,040Male

504,320402,624

286,573

Female679,630

547,673

386,467

Average training hours per employee per year

44.0

38.8

28.1

Male

47.8

42.5

31.2

Female

41.5

36.4

26.2

* The training data displayed is participation data, in which one employee is counted as having attended more than one training program.

Employees and the Management Training based on Gender and Position Level
Position Level

2023
Male

2022
FemaleMale

2021
FemaleMale

FemaleBoard of Commissioners

2

0

2

0

0

0

Director

7

2

2

2

2

2

Senior Manager

107

93

100

86

101

81

Middle Manager

2,196

2,785

2,131

2,626

2,099

2,517

Line Manager

2,628

4,886

2,515

4,595

2,427

4,417

Staff

5,117

8,062

3,836

6,871

3,710

7,032

Non-staff

230

52

296

7

396

10

10,287

15,8808,882

14,187

8,735

14,059Total based on genderGrand Total

20,44323,06922,794

The training materials at BCA encompass knowledge of banking products and services, soft skills such as
leadership and good communication, as well as other materials, such as technical skills to run systems used inbanking, information and cyber security, consumer financial protection, sustainable finance implementation,risks and impacts of climate change, as well as the latest materials on ESG aspects, including ESRA and ESG
Integration modules that can be accessed by all employees through BCA e-learning applications.

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Employee competency development activities
are carried out through various methods including
webinars, face-to-face training, e-learning, video
learning, video conference, gamification, andmicro learning, as well as on-the-job coaching. The
monitoring and evaluation of training effectivenessinvolve the Learning and Development Division,
which then periodically reports the evaluation results
to each program owner in their respective bureaus
or work units to be followed up periodically. [404-2]
In addition, BCA also partners with external parties
to provide material in several training activities.
Some of these include experts, business people,
consultants, CDP, IDX, OJK, as well as partners witheducational institutions, such as BINUS and Prasetya
Mulya University. BCA also collaborate with theCenter for Sustainability Studies - Trisakti University,
to deliver material on ESG aspects and sustainability
practices.
In addition, BCA provides educational scholarships
for employees who are interested in pursuing theireducation to undergraduate and postgraduatelevels with specified requirements. A total of 94
employees receiving scholarships were active until
the end of 2023.

Employee Development Program for
Middle Management
In order to improve the capabilities of middle
management staff, BCA holds a leadershipprogram called P2M Madya. This program contains
a series of trainings to provide employees with anunderstanding of the roles and responsibilities of a
Middle Manager. The program includes:
1. Accelerating
Business
Performancetodevelop team skills and create a positive work
environment.
2. System Thinking to understand problems moreaccurately before being followed up.
3. Strategic Thinking to understand the businessin the big picture, discover strategic issues, andfind innovative ideas that can be incorporated
into business improvement or development
strategies.
4. Financial Perspective to analyze the condition of
the work unit or organization in financial aspects.

Sustainability Report in Brief

Training for Retiring Employees [404-2]
BCA has established a policy on retirement at a
maximum age of 55. Employees who are 50 years
old will be able to participate in the Ring the Bell
program and the Beautiful Life program for thoseturning 54. Employees will receive training on health,investment, financial management, or skills todevelop a business.
Despite having the retirement policy put in place,the Bank still values those who are still willing to work
at BCA. BCA offers partnership opportunities, suchas representing BCA in signing credit contracts,
providing mentoring, motivation, and sharing
knowledge to employees who are still actively
working in the branch offices. In addition, retirees
from managerial levels can return to work as expert
staff assisting committees under the Board ofCommissioners. These opportunities are provided
by taking into account their work achievements,
career path at BCA, and the company’s needs.

Remuneration and Employee Support
Programs [401-2]
Employee remuneration is provided based on levelof positions and performance achievements. BCA
also pays attention to the Gender Pay Indicators anddoes not base remuneration on gender, ethnicity,
race, religion, or class. The Bank’s employee
remuneration complies with the minimum wage
provisions applicable in all regions of Indonesia. The
employee remuneration consists of salary, benefits,
cash bonuses, and extra bonuses in BCA shares. The
policy on employee stock ownership plan aims toincrease the employees’ sense of belonging in thecompany.

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Responsible Banking

Benefits Based on Employment Status
Type of Allowance

Permanent Employees

Contract Employees

Trainee

Religious Holiday allowance

√

√

√

Year-end allowance

√

N/A

√

Special Religious Holiday allowance

√

N/A

√

Functional allowance

√

N/A

N/A

Other allowances

√

√

√

Note: No gender pay gap

Salary Comparison between Female and Male Employees (Rp million)
Position Level

Permanent Employees

Contract Employees

Male

Male

FemaleFemale

Staff

10.9

11.2

8.5

8.4

Non-Staff (non-managerial)

9.9

9.7

4.8

4.9

Data coverage (% of total employees)

52.7%

Note: The basic salary for employees at the lowest level at BCA is higher than the Provincial Minimum Wage (UMP) which applies in all
branch office areas in Indonesia.

In addition to providing adequate remuneration, BCA seeks ways to retain employees, by establishingprograms that support work-life balance. The Bank provides platforms to channel employees’ interests andtalents, including communities for photography, handicraft, cycling, wayang enthusiasts, music, mountainclimbing, as well as building a culture of appreciation and recognition among permanent employees.
Other employee support programs for wellbeing and work-life balance include:
1. Flexible working hours policy is applied to all employees at the Head Office from non-operational service
work units.
2. Work from BCA Touchpoint (official work location outside the main office) which applies to employees atthe Head Office from non-operational customer service work units.
3. Recreational facilities are realized in the form of a budget for recreational funds coordinated by each workunit.
4. Partnership with psychological services bureau to provide counseling services for employees’ mental
health support.
5. Facilitating various sports and arts activities managed by the Sports, Arts and Hobbies Coordinating Board(BAKORSENI) to support a balanced lifestyle for employees.
6. Providing tools to support employee wellbeing through the collection of points from employee participationin certain activities at BCA. These points can be redeemed on the MySaku application into goods/services
that can support employee wellbeing.
7. Availability of lactation rooms to provide comfort for employees.

Access to Health Facilities [403-3, 403-4, 403-6]
Health can affect employee productivity, therefore, BCA does its best to provide a decent and safe workplace.
In BCA provides various health facilities in its work environment, such as BPJS health, health insurance,
counselling services with psychologists, online health consultations, and health education. The Human
Capital Management (HCM) Division is responsible for providing healthcare facilities at BCA. Employees andtheir immediate family members also receive health benefits in the form of inpatient care, outpatient care,maternity reimbursement, glasses, dental care, laboratory examinations, periodic medical checks, and pap
smears.

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Sustainability Culture

Social Value Creation

Employees over 40 years of age are entitled to anannual medical check-up (MCU) that can be done
once a year at BCA’s partner hospitals/clinics/
laboratories. In addition to the health facilities thathave been provided, BCA also actively promotes
healthy lifestyle to the employees by joining support
programs managed by the Sports, Arts and Hobbies
Coordinating Board (BAKORSENI).
Every year, BCA also actively holds dissemination on
health awareness, including dissemination on mental
health. In 2023, dissemination of health education
provided to employees included: lung health, eyes,back pain, cancer, stress management, and mental
health in the work environment.

OHS Policy [403-1, 403-4, 403-7]
In order to support effective operational activities
and business relationships, BCA has issued policy
on Occupational Health and Safety (OHS) thatcan be accessed at: https://www.bca.co.id/-/m e d i a / F e a t u r e / R e p o r t / F i l e / S 8 / Ke b i j a k a n GCG/2023/20230727-ohs-policy.pdf. In addition,
to provide a decent and safe work environment,
the employee protection policy is stated in the CLA
Article 42, Article 47, Article 49, Article 57 Paragraph
1, Article 58 Paragraph 2, and Article 59 Paragraph
2, and refers to Law Number 13 Year 2003 Article 86
Paragraph 2 containing information about protecting
the safety of workers/laborers to realize optimal
work productivity.
All BCA branch offices have implemented healthy,
decent and safe work environment standards toprotect the safety of all employees and stakeholders.
Anyone in the BCA work environment, including all
employees, customers, vendors, partners, and otherstakeholders are encouraged to take responsibility
for preventing incidents related to (OHS). The Risk
Management Division is tasked with overseeing
the OHS management system implementation andreporting to the Risk Management Director.
Although OHS risks in the banking industry are low,
BCA continues to implement an OHS management
system to minimize the incidence of workplace
accidents and absenteeism due to illness. BCA

Sustainability Report in Brief

also cooperates with the building management
to ensure that the workplace building is safe fromtechnical damage and has safety facilities, such as
fire extinguishers, available. BCA and the building
management of all Branch Offices regularly holdfire and natural disaster simulation drills. BCA also
equipped office buildings with security facilities,
such as alarms, as early warning devices to increase
alertness and prevent casualties from disasters.
Employees with the tasks as expedition staff/
messengers/couriers
areequipped
withoccupational safety facilities in the form of SNI
standard helmets, jackets, raincoats and bags. In
addition, BCA also provides the employees withfinancing for the fees in making and/or extending
driving licenses.
The OHS management system implementation is
expected to enable the creation of a conducive,
safe, productive work situation and to reduce
employee absenteeism rate.
Absenteeism Rate of
Total Employees
2.4%

2.6%

1.4%

2021

2022

2023

Diversity and Equal Opportunity
The percentage between male and female
employees at BCA is 39.2% for male and 60.8% forfemale employees. BCA also carries out employment
management by respecting the principle of diversity
and equal opportunity without discrimination
against gender, ethnicity, religion, race, or class.
This practice is supported by the non-discrimination
policy as stipulated in BCA Board of Directors’
Decree No. 214/SK/DIR/2021 dated 27 October 2021
concerning Human Rights Policy, BCA’s Code of
Conduct, and CLA.

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BCA also continues to increase the role of women in leadership levels of position at BCA. The composition of
the governance organs reflects the diversity of its members, in terms of gender, education, work experience,
age, and expertise. To maintain the inclusiveness of women, BCA continues to promote gender equality in thework environment and increase the role of women at the Senior Manager and Director levels.
Women’s Representation
Position

2022

2021

Director

16.7%

16.7%

16.7%

Senior Manager

46.5%

46.4%

45.0%

Employment Opportunities for Persons
with Disabilities
Opportunities to work at BCA are open to thosewith physical limitations and people with disabilities.
By the end of 2023, BCA employed 19 people withdisabilities as outsourced workers to become callcenter officers at Contact Center & Digital Services.
It is a manifestation of human rights practices andcompliance with Government Regulation No. 43
of 1998 on Efforts to improve the Social Welfare of
Persons with Disabilities.

Freedom of Association and Collective
Labor Agreement (CLA) [2-30]
BCA management exercises freedom of associationfor employees to organize and assemble, as well as
express their opinions. BCA has seven labor unions,one of which is the single majority Labor Union withmembers account for 51.7% of total employees. The
labor unions together with management review the
CLA contents every 2 years. All provisions regarding
working conditions, rights and obligations of thecompany and employees are stated in the CLA of
BCA.

Minimum Working Age and Working Hours
Policies
BCA ensures that there is no child labor and forcedlabor practices in its work environment. The policy
concerning the minimum age limit to work isregulated in PCA Article 7 paragraph 2 letter b. The
article also explains the absence of forced labor
practices as stated in the explanation related toworking time, rest, and employees’ leave rights. All
BCA employees work full time, from 08.00-17.00
or for offices whose working hours start at 08.30
will end at 17.30, with a 1-hour break, for 5 days aweek. The arrangement of working hours is BCA’s

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2023 Sustainability Report PT Bank Central Asia Tbk

form of commitment to respecting employees’rights. Provisions on working hours, overtime, rest,and leave are stipulated in CLA Article 13, Article 14,
Article 19, Article 20, and Article 21.
With the development of technology anddigitalization, BCA provides BCA Touchpoint forwork flexibility. BCA Touchpoint is a work area
outside the main office that serves as an alternative
work location. Employees who will work from
Hub can download the BCA Touchpoint, which
is an application to register, submit and approveseat reservations, work plan information, arrange
collaboration day, and team member schedule
information.

Retirement Savings Policy [201-3]
One of the retirement savings policies for employees
who have entered into retirement age is a pension
fund program with a contribution scheme paid by
the company and employees. The pension fundprogram applies to all permanent employees of BCA.
The company pays 5% in defined contribution forthe pension program, while employees pay 3%. The
program is managed by a pension fund establishedby BCA. Information related to estimated pension
fund can be found in BCA’s annual report.
BCA also enrolls all employees in the BPJS
Employment for Old Age Security (JHT) and Pension
Security (JP) programs with a monthly payment
scheme, in the form of contribution payment by
the company and employees based on government
regulations. The percentage of BPJS JHT contribution
paid by the company is 3.7%, while employees pay
2%. Meanwhile, BPJS JP contributions paid by thecompany is 2% of and 1% by employees.

Social Value Creation

Sustainability Culture

Sustainability Report in Brief

Parental Leave [401-3]
The CLA regulates the basic rights of all employees including leave of absence. Female employees are entitledto a 3-month maternity leave. Furthermore, for female employees who experience an unintentional miscarriage(abortus provocatus) due to medical reasons are entitled to up to 1.5 months of miscarriage leave. Meanwhile,
male employees who accompany their legal wives to give birth are given permission to be absent from workfor 3 working days without reducing their annual leave. If their wives have a miscarriage, male employees will
be given permission to be absent from work for 4 working days.
Description

2023

2022

2021

Employees entitled to maternity leave

14,347

14,67815,207- Female

9,051

9,164

9,380

- Male

5,296

5,514

5,827

Employees who took maternity leave

1,211

1,267

1,301

- Female

882

897

972

- Male

329

370

329

Employees returning after maternity leave

1,178

1,231

1,268

- Female

853

868

945

- Male

325

363

323

Percentage returning to work

97.3%

97.2%

97.5%

Percentage of employees retained

96.4%

98.9%

96.4%

Communication Channel and Employment Grievance Mechanism
The employment and industrial relations grievances can be submitted to Halo SDM (6690000) which isaccessible through BCA’s internal telephone network or via email to halo_sdm@bca.co.id. In addition,complaints can also be submitted through the whistleblowing system (WBS). BCA guarantees theconfidentiality of the complainant’s information. BCA imposes strict sanctions for all cases of violation as
stipulated in the CLA, including letter of reprimand, demotion, and termination of employment.
BCA prohibits and does not tolerate sexual and/or nonsexual harassment in the work environment. If there are
employees who are harassed and/or intimidated or see behavior that violates the norms of decency, they canreport to their immediate superior or the Human Capital work unit at the regional office/head office. For actsof harassment committed, sanctions will be imposed on the perpetrator under applicable regulations.
Cases related to discrimination, harassment, or other harassing conduct will be resolved through an escalation
mechanism involving the Personnel Advisory Committee (PAC). This committee is under the supervision of theBoard of Directors, chaired by the Head of Human Capital Management Division. The Committee is tasked
with providing independent recommendations to the Board of Directors, regarding the settlement of cases
according to principles of justice and equality, by investigating cases of violations and/or crimes committed
by employees.
As of the end of 2023, there were no reports or cases related to violations of the code of conduct, norms ofdecency, or harassment in the BCA environment. To prevent violations of the code of conduct and acts ofharassment, BCA regularly holds dissemination and education on anti-discrimination and anti-harassment toall BCA employees.

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Responsible Banking

Environmentally Friendly Operation
CultureThe implementation of an environmentally friendly operation culture is one of BCA’s concrete actions for the
Sustainability Culture Pillar which refers to Board of Directors’ Decree No. 179/SK/DIR/2021 on Environmental
Policy. Environmentally friendly operation culture is not only implemented within the Bank, but also involves
stakeholders in BCA’s value chain.

Agent of Change
BCA mobilizes all employees to become Agent of Change (AOC) in implementing a culture of sustainability.
The AOC movement is directed at realizing green offices in Head Office Work Units, Regional Offices, andBranch Offices throughout Indonesia, as well as all BCA subsidiaries.

BCA employees also initiated several sustainability movements as agent of change.

Internal Initiatives to Mitigate Climate Risk
Sustainability culture is a shared responsibility for one earth and all generations. The implementation of a green
office and green lifestyle is a fundamental step to mitigate climate risk. This is done through various initiatives,
including utilizing the Enterprise Backoffice Integration (EBI) application to collect data covering all Branch
Offices and developing dashboards to monitor the management of environmental aspects. BCA believes thatwell-managed data is the first step in estabilishing climate risk mitigation strategies.

Cooling Containment Optimization in Data Center
Electricity efficiency efforts in the Data Center are carried out by setting
the direction of cold air to software and hardware devices and installing
containment. This technique aims to isolate cold air from mixing with hot
air. This effort can maximize the air cooling on IT devices. The averageenergy efficiency in the Data Center is 1.08 kW or 28.4% of the total energy
consumption in the Data Center.

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Sustainability Culture

Sustainability Report in Brief

Green Office dan Green Lifestyle
Initiatives to reduce the GHG emission footprint have been carried out through the
management of environmental aspects, including:
Implementing a digital workplace that optimizes technology and digitalfeatures in the Company’s internal activities, such as work from hub, IT
Hub, sharing desk, digital signature, and reduction of paper use.

Managing energy consumption in the Data Center with electricity
efficiency.

Synergizing with subsidiaries through shared services to improve
services.

Employing a green building concept with environmentally friendly features,such as:• Reducing electricity consumption by using LED lights, scheduling the operation of
air conditioners, lights, elevators, computers, and other electronic devices;• Replacing R22 type air conditioners with more environmentally friendly ones;• Utilizing renewable energy by installing solar panels in office buildings;• Implementing recyclable waste management through collaboration with wastebanks in the vicinity of BCA buildings to promote a circular economy in thesurrounding area;• Using highly efficient water cooled chillers at Wisma BCA Foresta building;• Using potable tap water in some buildings to reduce the use of bottled water;• Providing Public Electric Vehicle Charging Stations in several BCA buildings;• Reusing domestic effluent from Sewage Treatment Plant (STP) and rain harvest
tanks in several BCA buildings to reduce water consumption;• Actively managing energy consumption such as electricity, water, refrigerant andfuel in BCA buildings through preventive and corrective maintenance.

Energy Intensity of Electricity based on Room Size [302-1, 302-3]
Description
Total electricity consumption (kWh)Room size (m2)Intensity of Energy Use (kWh/m )
2

2023

2022

2021

172,492,313

156,040,072

118,611,628

1,122,130

1,121,385

746,672

154

139

159

Note:
There were differences in data coverage for 2021, 2022, and 2023. Data in 2023 covered all head offices, data centers, branch offices(KCU, KCP and KCP Cash). Data in 2022 covered the head office, data center, 120 main branches, and 730 sub-branches. In 2021, it
covered head office, data center, and 603 main branches/sub-branches.

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Responsible Banking

Energy Intensity of Electricity based on Number of Employees [302-1, 302-3]
Description

2023

Total electricity consumption (kWh)

2022

2021

172,492,313

156,040,072

118,611,628

Number of employees

26,917

19,413

19,669Intensity of energy use (kWh/employee)

6,408

8,038

6,030

Energy Intensity of Electricity based on Number of Transactions [302-1, 302-3]
Description

2023

Total electricity consumption (kWh)

2022

2021

172,492,313

156,040,072

118,611,628

Number of transactions (million)

27,97822,337

15,876

Intensity of Energy Use (kWh/transaction)

0.006

0.007

0.007

Electricity consumption in 2023 was higher than in 2022 due to additional data coverage. Measurement ofelectricity consumption covered all Head Offices, data centers, and Branch Offices (KCU, KCP, KCP Kas). The
intensity of electricity consumption per room area was 154 kWh/m2 per year. This figure was still in the ‘Fairly
Efficient’ category according to SNI 03-6196-2000 concerning Energy Consumption Intensity of Indonesian
Buildings.
Solar Panel Installation

9 Solarpanel installedbuildings~300 MWhelectricity generated in
2023

Emission Reduction Potential

3,021
tCO2 eqfrom BCA operational

activities until the end of2023

BCA Operational GHG Emission Inventory [305-1,305-2, 305-3]
BCA’s GHG emission inventory for 2023 was calculated based on the Greenhouse Gas Protocol (GHG Protocol)
methodology, divided into three scopes as follows:
1. Scope 1 emission includes stationary, mobile, and fugitive combustion. Stationary and mobile combustion
were calculated based on BCA’s fuel purchased and consumption that are in accordance with the emission
factor published by DEFRA 2023. Meanwhile, fugitive emission was calculated based on the estimatedunavoidable Freon leakage, aligned with IPCC AR5 references.
2. Scope 2 emission was measured based on BCA’s electricity consumption, utilizing location-based
methodology in accordance with the Ministry of Environment and Forestry’s (MoEF) regulations.
3. Scope 3 emission is calculated based on several methodologies, depending on the categories and scopeof data. These calculations utilized DEFRA 2023, US EPA Supply Chain v 1.2, and MoEF 2019 regulation as
their emission factor references.
BCA implements a regular monitoring system to maintain the quality of public reporting and the establishmentof GHG emission reductions. In 2023, the total emissions generated showed an increase from the previous
year due to the expansion of the scope of emissions calculation and data coverage. The expansion of GHG
emission’s calculation scope in 2023 is a step forward to determine the emissions baseline and as a foundation
to further complete the next year’s emissions measurement.

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

GHG Emission (tCO2 eq)

2023 1)

2022

2021

Scope 1
Stationary combustion

773

416

401

Mobile combustion

7

-

-

Fugitive emissions

4,060

390

-

TOTAL

4,840

806

401

143,260

137,019

102,516

Category 1. Purchased goods and services

62,314--

Category 2. Capital goods

33,282--Category 3. Fuel- and energy-related activities not includedin scope 1 or scope 2

21,006--

Category 5. Waste generated in operations

6,511 3)4112)

382 2)

Category 6. Business travel

12,396 5)

4,547 4)

1,187 4)

Category 8. Upstream leased assets

24,747--

Scope 2
Electricity purchased
Scope 3Category 12. End-of-life treatment of sold products

668

TOTAL

160,924

4,958

1,570

Total GHG Emissions (Scope 1 + 2 + 3)

309,024

142,783

104,487

Notes:
1) There were differences in data coverage in 2023, 2022 and 2021. Data in 2023 covered 100% of branch offices and BCA ATMs. The calculation was
extrapolated on January-October 2023 data. Data in 2022 covered head office, data centers, 120 main branch offices, and 730 sub-branches. In 2021
covered the head office, data centers, and 603 main branches/sub-branches.
2) Data collected from printer pooling usage in 2022 and 2021.
3) Data covered BCA organic and inorganic waste in 2023.
4) Data collected from combined business flights and carpooling in 2022 and 2021.
5) Data collected from air travel by plane, road travel by vehicles owned by BCA’s third-party partners, and hotel stays in 2023.

Furthermore, with the aim to improve the quality and scope of emissions calculation in accordance to the GHG
Protocol, including as a follow-up to the regulator’s program on Climate Risk Stress Test (CRST), in 2023 BCA
has become a signator of the Partnership for Carbon Accounting (PCAF). BCA has inventories and calculated
financial emissions based on PCAF’s methodology and asset class classification.

In 2023, BCA Foresta Building was awarded as The Best Energy Efficient Building in ASEAN.

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Responsible Banking

Our Green Building: Wisma BCA Foresta
Wisma BCA Foresta has used rain harvest tank system, watercooled chiller, BAS, double low-e glass, and has potable tap
water, VVVF lift system, CO & CO2 sensor, daylight optimization,internal stairs, open office space, and EV charging station. Wisma
BCA Foresta is one of the green buildings that earned Platinum
certification from the Green Building Council Indonesia (GBCI).
The management of this green building has won the 1st
Subroto Award for Energy Efficiency (PSBE) from the Ministryof Energy and Mineral Resources for the energy efficiency
category in 2022 and won the best Energy Efficient Building
category in Southeast Asia at the ASEAN Energy Awards in
2023.

Total Paper Used [306-3]
Description

2023*

2022**

2021**

Paper used (tons)

478

296

57

Reduced paper consumption at Head Office (tons)

+182

+239

6

Emission reduction potential through paper reduction at Head Office (tCO2
eq)

+315

+332

21

Notes:* Data in 2023 covered all head and branch offices** Data in 2022 covered 9 Head Office locations and a number of main branches, while in 2021 covered 6 head office locations

Operational Waste Recycling [306-1,306-2, 306-3, 306-4]
In order to move towards environmentally friendly operations, BCA has taken a number of actions to reduce
the environmental impact of its operations, including initiatives to recycle generated operational waste. BCA
gradually expands the scope of waste recycling, starting from the Greater Jakarta area to other regions inIndonesia. Proceeds from various waste management efforts are donated to Yayasan Bakti BCA to provide
scholarships to BCA employees’ children in need.
1. Waste Management of EDC Machines and KeyBCA Tokens
In 2023, BCA has collected and recycled 61.7 tons EDC machines and KeyBCA tokens. Hazardous waste
components from the both machines that cannot be recycled will be further processed by vendors withlicense to manage hazardous waste.
2. ATM Card Waste Management
Throughout 2023, BCA has collected 13.9 tons of card waste to be processed into paving blocks, which arethen paved in BCA parking area. The recycling process is carried out in collaboration with licensed vendors.
3. Uninterruptible Power Supply (UPS) Management
In 2023, BCA has recycled 29.9 tons of Uninterruptible Power Supply (UPS) devices that are broken and nolonger in used. Each components were recycled by a verified vendor, ensuring that all components would
be reused and re-purposed accordingly.

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4. Archival Waste Management
Archive papers from BCA operations that have expired will be processed into paper pulp. In 2023, BCA
collected 425.4 tons of archival waste to be managed by vendors.
5. Inorganic Waste Management from Operational Offices
By the end of 2023, BCA had recycled 41.1 tons of inorganic waste from regular collection at 75 branch
offices. BCA also sorts and manages plastic waste which are 8.1 tons of plastic money wrappers frombranch offices and more than 3,500 plastic bottle waste generated from various BCA activities throughthe provision of Reverse Vending Machines (RVM).
6. Data Center Hard Disk Waste Management
In 2023, BCA collected 1.2 tons of hard disk waste from the data centers, which was then sent to thevendor to be recycled. BCA ensures that all data within each hard disk has been cleared out and cannot be
accessed by any parties prior to the recycling process.
7. Optimization of Asset Use
Since 2018, the Bank has been inventorizing the used cords, including patch cords, patch panels, andterminal adapters, then measured the life of these assets to optimize their usefulness. By optimizing theuseful life of these assets, BCA can reduce the negative impact of cable waste.
8. Used Uniforms Recycling
BCA frontliners’ used uniforms are collected and processed into recycle fabrics to be then utilized as oneof the material for the 2024 BCA Anniversary uniform, which would be worn by all of BCA management
and employees. By involving local craftsmen and encouraging women’s empowerment, the process ofrecycling BCA used uniform realized the concept of circular textile. During 2023, BCA has successfullycollected 12.2 tons used uniform to be recycled.
Positive Impacts of several BCA Waste management Initiatives (Non-Organic Waste, Hard Disks, ATM
Cards, and UPS):

134,753 kWh

102,230 Kg CO2

2,123 Kg CH4

Potential Energy Saving

Emissions Avoidance

Methan emissions reduction> Rp530.8 million
The proceeds from all processed waste
were donated to the Bakti BCA Foundationin the form of scholarships in 2023.

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Green Champion Program [306-1,306-2, 306-3, 306-4]
The Green Champion Program is an initiative created by BCA in collaboration with a third party.
This campaign aims to inspire BCA employees in taking part in preserving the environment
through recycling their own household generated waste. The program was carried out for 4
months, starting in June until September 2023. All BCA employees located in Jakarta (except
the Thousand Islands area) and Tangerang joined this program. As of September 2023, thisprogram has succeeded in providing an environmental impact including:Waste Managed

3,289

kg employee
household waste managed

Preventing

Preventing

13.5K

Kg
emission CO2 emissions
from potentially entering
the atmosphere.

Saving469.8

Kgof CH4 emissions fromentering the atmosphere

65.9K

liters of water use.

Clean Water Consumption and Effluent Management [303-1, 303-2]
The clean water supply used for operational
activities in BCA’s offices is purchased from theRegional Drinking Water Company (PDAM) and otherwater companies in the vicinity of the bank’s officelocations. To maintain the availability of water on
earth, BCA continues to use clean water efficiently,
including by regularly maintaining water installations,using water-efficient faucets, eco-washers,
installing rain harvest tanks, and campaigning watersaving.
The Bank also conducts water conservation efforts
by installing Wastewater Treatment Plants (WWTP) in
several buildings that are self-managed (not rented).
The treated wastewater is used for non-hygienic
needs, such as plant watering and toilet flushing.
Domestic effluent from the Bank’s operational
activities has met the water quality standard and had
no negative impact on the environment as it does
not contain hazardous and toxic compounds. During2023 there were no incidents of effluent, chemicals,or hazardous liquid waste spills in the BCA office
area.

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Total Water Consumption (m3)2023*

403,7482022**

302,6462021***

47,823*

Water consumption data for 2023 covered Head
Office and 122 BCA Branches.
** Water consumption data for 2022 covered the Head
Office building and 10 BCA branches.
*** Water consumption data for 2021 only covered theHead Office building.

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Initiative on the Use of Environmentally Friendly Materials
BCA has not utilized recycled materials for the Bank’s main operational activities. However, BCA uses
environmentally friendly materials, including biodegradable plastics (oxium), the use of LED lighting in mostof BCA’s office buildings, the use of paint products with low volatile organic compound (VOC) values forconstruction or renovation, and the use of environmentally friendly cleaning agents and refrigerants. We arealso gradually replacing desktop PCs with laptops or more power-efficient desktop PCs to reduce electricity
consumption. In addition, we are also implementing the carpooling concept to improve operational efficiency.
Recycled fabric of used uniforms will be worn for BCA’s 67th anniversary attire in 2024 for all BCA personnel.

BCA’s Board of Commisioners wear attire from used uniform recycled fabrics to welcome BCA’s 67th anniversary in 2024.

BCA’s Board of Directors wear attire from used uniform recycled fabrics to welcom BCA’s 67th anniversary in 2024.

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Social Value
Creation

Growing together with the communities is
our hope, as well as stay by the side of all
stakeholders to deliver valuable work andcreating shared value

TABLE OF CONTENTS
Community Involvement and Development

105

Quality Education to Raise Competitiveness of
the Young Generation

111

Financial Literacy and Inclusion

116

Community Health Promotion

119

Environmental Preservation and Biodiversity

121

Preservation of Indonesian Arts, Culture andTraditions

124

Measuring the Impact of BCA Community
Service Activities

126

A traditional ceremony called berkaul adat in Sijunjung Traditional Village, West Sumatra

Sustainability Aspects Highlight

Sustainability in BCA

The ‘Social Value Creation’ pillar is realized througha series of community involvement & development
activities, as well as biodiversity conservation.
Under the umbrella of the Bakti BCA Program, theBank carries out community outreach programs thatencourage self-reliance.

Responsible Banking

BCA also allocates funds for philanthropic (charity)
programs. The Bakti BCA program synergizes
the implementation of financial literacy andinclusion to support government programs on theimplementation of sustainable finance.

Material Topic Management: Community Investment [3-3]Why It Matters

BCA cares and embraces local communities and the general public, therefore in every
BCA’s operational locations, we aim to provide positive value and impact.

Through investment in the community, BCA seeks to contribute to the local economic
growth, contribute to poverty alleviation and national development.

Impact Management

Commitment andTargetBCA seeks to increase investment in activities that encourage development andempowerment, not just philanthropy. This way, the impact for the community will be moresustainable.

Carrying out community development and empowerment activities to support theachievement of the SDGs, especially SDG number 3, 4, 8 and 10.

PolicyBCA’s commitment to provide community investment is supported by the following
policies:• Decree No. 193/SK/DIR/2020 concerning BCA Sustainability Governance;• Decree No. 197/SK/DIR/2021 concerning BCA Community Empowerment Policy.

Evaluation on
Material TopicManagement
EffectivenessThe implementation of community investment programs is under the responsibility of the
Corporate Communication & Social Responsibility (CCR) Group. In 2023, BCA allocateda total of Rp153.2 billion for community investments. Based on the impact measurement
results, the community investments done under the Bakti BCA initiatives, which
includes various mentoring and development programs for Assisted Villages and SMEs,
improvement of education quality, health service assistance, preservation of local artsand culture, as well as conservation and environmental rehabilitation, has made positive
impacts on many parties across nearly all regions in Indonesia.

Tourism Village and MSME assisted by Bakti BCA, demonstrating BCA’s commitment to the community and environmental benefits.

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Sustainability Report in Brief

Social Value Creation

Community Involvement andDevelopment [203-1, FS13]

Tourism Village [203-1, FS13][FN-CB-240a.3]
BCA through Bakti BCA provided mentoring for a total of 26 tourism villages, which consist of 14 assisted
tourism villages and 12 partner tourism villages in collaboration with the Ministry of Tourism and Creative
Economy of the Republic of Indonesia for the Anugerah Desa Wisata Indonesia (ADWI) program in 2022 and2023.

Kampung Melayu BML
Tourism Village
Tigarihit Colorful
Tourism Village

Pecinan Glodok
Coaching & Mentoring
Visitation of 41 influencers Initiationof cultural art performances

Coaching & Mentoring
Renovation of lighting and park
infrastructure

Dayun Tourism
Village

Coaching & Mentoring
Coaching 15 women batik makers
Meet the market with 10 travel agents,
travel operators, and media

Gunung Lumut
Tourism Village

Terong Creative
Tourism Village

Coaching &Mentoring
Meet the market
with 10 travel
agents, travel
operators, and
media

MSMEs
Woven, Honey, Rosella Tea
Coaching & Mentoring
Travel agent online onboarding

Kelubi Tourism
Village

Peramun Hill
Coaching &Mentoring
Digitalinformationroom
maintenance

Malangga Tourism
Village
Coaching & Mentoring
Establishment of 1 decree from
Tolitoli tourism office

Coaching &Mentoring
Travel agent
onlineonboarding

Kakaskasen Dua
Tourism Village

Edelweiss Wonokitri
Tourism Village
Tamansari Tourism
Village

Nagari Silokek
Tourism Village

Gemah Sumilir
Batik Village

Coaching & Mentoring
Plastic bottle waste
management instalment

Nagari Sijunjung
Traditional Village

Doesoen Kopi
Sirap
MSMEs
CoffeeCoaching & Mentoring
Establishment of 1
georafting tourism village
management structure

MSMEs
Batik

MSMEs
SilverCoaching & Mentoring
Travel agent online
onboarding
Travel package onboarding in
BCA Lifestyle

Coaching & Mentoring
Travel agent online onboarding
Travel package onboarding in BCA Lifestyle

Goa Pindul
Tourism Village

Bilebante Tourism
Village
MSMEs
Cassava, Tortillas

Semen Tourism Village
Tebara Prai Ijing
Tourism Village

Pahawang Island
Tourism Village
Pentingsari
Tourism Village

Coaching & Mentoring
Planting of 1000 corals and establishmentof 1 spot of Centra Coral Fam owned
by BUMDes

Taro Tourism
Village

Coaching & Mentoring
Travel agent online onboarding
Travel package onboarding in BCA Lifestyle

MSMEs
Mushrooms
Coaching & Mentoring
Travel package onboarding in BCA Lifestyle
Plastic bottle waste management instalment

Saba Budaya Baduy
MSMEs
Baduy Tenun
Coaching & Mentoring
Structuring of baduy culture preservation
group

Wayang Wukirsari
Tourism Village
MSMEs
Wayang puppets
Coaching & Mentoring
Onboarding Wisata Indonesia di BCA
Lifestyle

Gunung Padang
Cultural Heritage Site
MSMEs
Palm Sugar

Assisted Tourism Village
ADWI Tourism Village 2022

Coaching & Mentoring
15 Homestays re-opened
937 viewers on ATOURIN (Online Travel Agent)

ADWI Tourism Village 2023
Assisted & ADWI Tourism Village

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Responsible Banking

The main objectives of tourism village assistance are to improve the community economic welfare throughincreased income and employment opportunities in the tourism and creative economy sectors.
The tourism village development refers to:
1. Regulation of the Minister of Tourism and Creative Economy No. 9 dated 7 July 2021 concerning Guidelines
for Sustainable Tourism Destinations.
2. Decree of the Minister of Tourism of the Republic of Indonesia, Number KM.143/KD.00/MENPAR/2019,
concerning the Indonesia Sustainable Tourism Council.
3. Global Sustainable Tourism Council (GSTC)
Number of Visitors in Assisted Tourism Villages
In 2023, a total of 263,053 people visited BCA-assisted tourism villages. The three tourism villages with themost visitors in 2023 were Tamansari Tourism Village with 129,756 visitors which equal to 49.3% of the total
visitors, Wirawisata Goa Pindul Village with 37,730 people, and Pentingsari Tourism Village with 25,275 people.
Over the past 5 years, a total of 985,787 people have visited BCA-assisted tourism villages.
Total Workforce in Assited Tourism Villages
BCA-assisted tourism villages have employed 403 local workers, 40% of whom are full-time workers.
Bilebante Tourism Village has absorbed the most workforce of 59 workers, followed by Pentingsari Tourism
Village with 49 local workers.
Total Revenue of Assisted Tourism Villages
In 2023, BCA-assisted tourism villages generated income of Rp8.4 billion or increased by 108.7% from
Rp4 billion in 2022. Over the past 5 years, the income of BCA-assisted tourism villages has reached
Rp22.3 billion.

Total revenue from 2019 to 2023 for the 14 BCA Assisted Tourism Villages(in Rp billion)
8.4
6.9
4.0
1.2
2019

2020

1.8

2021

2022

2023

Achievements of Assisted Tourism Villages
BCA-assisted tourism villages won a total of 13 awards in 2023, both at the national and global level including
Taro and Bilebante Tourism Villages that were announced as part of The Best Tourism Villages Upgrade Program
2023 by United Nation World Tourism Organization (UNWTO). Tamansari Tourism Village, Pentingsari Tourism
Village, and Nagari Silokek earned the Community Based Tourism category award at the ASEAN Tourism Forum
event. In addition, Sijunjung Traditional Village received the MURI record as the longest lined traditional village
in Indonesia. Next to the Sijunjung Traditional Village, Peramun Hill in Belitung also received a MURI record
award as the First Community Based Digital Forest. This award was given for Arsel Community’s innovation in
utilizing digital technology to share knowledge about the various benefits and origins of plants in the Peramun
Hill forest. Arsel Community is a community-based group that manages the operation of Peramun Hill Tourism
Village.

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Sustainability Culture

Social Value Creation

Assisted Tourism Village Development
In 2023, BCA conducted 8 mentoring programs:
1. Human resource mentoring for the managementof the assisted tourism villages
2. Development of attractions and tourism appeal
3. Development of Tourism Promotion & Marketing• BCA Lifestyle Onboarding• Onboarding Online Travel Agent & Partnershipwith Online Travel Agent / Travel Operator
4. Financial Service Mentoring of Assisted Tourism
Villages
5. Development of digitalization & technology
6. Supporting Amenity Assistance
7. Fostering an environmental conscious movement
through managing plastic bottle waste using
reverse vending machine
8. Capacity Building of Local Champion of Assisted
Tourism Village management
Training for ADWI Partner Tourism Villages
Bakti BCA was also actively involved in mentoring
tourism villages that won the Anugerah Desa Wisata
Indonesia (ADWI) award organized by the Ministry of
Tourism and Creative Economy of the Republic ofIndonesia for the 2022 and 2023 periods.
The 2022 ADWI award-winning Partner Tourism
Villages that received special mentoring from Bakti
BCA in 2023, include:
1. Mount Padang Site Tourism Village, Cianjur
District, West Java
2. Saba Budaya Baduy, Lebak District, Banten
3. Pahawang Tourism Village, Pesawaran District,
Lampung

Saba Budaya Baduy, Lebak District, Banten, winner of ADWI 2022.

Sustainability Report in Brief

4. Nagari Silokek, West Sumatra
5. Dayun Tourism Village, Siak Riau
6. Kampung Melayu BML Tourism Village, Pontianak
7. Semen Tourism Village, Blitar
8. Malangga Tourism Village, Tolitoli
9. Tigarihit Colorful Tourism Village, North Sumatera
10. Pecinan Glodok, Jakarta
In the ADWI event in 2023, Bakti BCA partnered
tourism villages managed to bring home 5 awards:
1. Nagari Sijunjung Traditional Village won 1st place- Developing Tourism Village Category.
2. Kakaskasen Dua Tourism Village became therunner up - Tourism Village Institution and CHSE
Category.
3. Edelweiss Wonokitri Tourism Village became therunner-up - Tourism Village Pilot Category.
4. Terong Creative Tourism Village became therunner-up - Advanced Tourism Village Category.
5. Prai Ijing Tebara Tourism Village became therunner-up - Advanced Tourism Village Category.
Results of Tourist Satisfaction Survey
Bakti BCA conducted a tourism village customer
satisfaction survey involving 375 respondents. A
total of 357 respondents (95.2%) were satisfied
with the services provided by the tourism village
management, while 342 respondents (87.2%)
enjoyed the tour packages available.

Nagari Silokek, West Sumatra winner of ADWI 2022

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Bakti BCA Assisted MSMEs
Number of Workforce of Bakti BCA Assisted MSMEs
A total of 220 local residents became Bakti BCA-assisted MSME actors. The majority of MSME actors werebatik craftsmen from Gemah Sumilir Batik Village with a total of 40 people. The next highest labor absorption
was Doesoen Kopi Sirap with 28 coffee farmers and the Timor Tengah Selatan natural dye weaving community
with 28 weavers.
Development of Bakti BCA Assisted MSMEs
To support the sustainability of assisted MSMEs, BCA provides the following mentoring programs:
1. Training for MSMEs
In 2023, more than 1,500 MSMEs received training on halal certification and 60 MSMEs from Semarang andYogyakarta received Go Export curriculum. As of December 2023, a total of 963 halal certificates havebeen issued.

Total Participants

1.521

business actors

BanjarmasinWest Sumatra

Invitees: 100 Participants
Attendees: 95 Participants

Invitees: 500 Participants
Attendees: 430 Participants

963

participantsReceived Halal Certification

96

participantsCertification on Progress

88

participants
Other

Makassar

Lampung

Invitees: 100 Participants
Attendees: 136 Participants

Invitees: 100 Participants
Attendees: 94 Participants

Jabodetabek
Invitees: 150 Participants
Attendees: 85 Participants

SurabayaInvitees: 100 Participants
Attendees: 83 Participants

Tasikmalaya

Invitees: 370 Participants
Attendees: 364 Participants

Invitees: 100 Participants
Attendees: 52 Participants

Solo
Invitees: 100 Participants
Attendees: 98 Participants

LombokTulungagung
Invitees: 100 Participants
Attendees: 84 Participants

HALAL OVERVIEW

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2. Promotion and Market Access Expansion for Bakti BCA Assisted MSMEs
Bakti BCA facilitates MSMEs with promoting and expanding market access by providing pop-up stores/
booths at various events and creating e-flyers for catalog of tourism villages assisted by Bakti BCA.
Assisted MSMEs are present at the BCA Expoversary, Indonesia Knowledge Forum, MSME Festival, Jakarta
Fair, Kangen Market Sudamala Solo, Annual Conference Meeting, and others.
3. Mentoring Program on Natural Dye for Weavers in Timor Tengah Selatan (TTS)
Bakti BCA has provided mentoring in the cultural heritage preservation of traditional woven fabric called
wastra, in Timor Tengah Selatan region. The TTS wastra has the strengths of its uniqueness in decoration,
weaving technique and cultural expression that has its own distinctive cultural expression. In 2023, BCA
collaborated with the Indonesian Natural Color Association (Warlami) to assist 28 women weavers in Timor
Tengah Selatan who originated from autonomous regions (Swapraja) of Amanatun, Amanuban, and Mollo
tribes. BCA helps the market access expansion for natural dyed textile weaving through several activities
such as the BCA Expoversary, BCA Expo and Sabang Merauke with a total of more than 100 pieces of cloth
sold and gained revenues of Rp174.3 million.
Revenue from Promotion Program and Market Access Expansion
At the end of 2023, Bakti BCA Assisted MSMEs managed to generate revenue of Rp1.2 billion with the majorityof revenue generated by MSME Gemah Sumilir. Gemah Sumilir MSME, which managed to reach Rp709.7 million
or around 58.9% of the total revenue. The second largest revenue was generated by MSME Timor Tengah
Selatan at Rp174.3 million.
Collaboration of Bakti BCA Assisted MSMEs
On 18 to 22 October 2023, two Bakti BCA-assisted MSMEs, Gemah Sumilir Batik Village and Doesoen Kopi
Sirap, were involved in the Trade Expo Indonesia event, which was the largest trade exhibition in Indonesia.
In addition, the MSMEs assisted by BCA also participated in the International Batik Day Event. Their participation
was also covered by various social media channels, such as VOA Indonesia and the social media of theIndonesian Embassy in the US, which was expected to expand the market.

Craftsman of silver artistry from Taro Village, Desa Bakti BCA.

Female weaving artisan from Kampung Adat Sijunjung, Desa Bakti BCA.

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Peramun Hill Success Story!
Peramun Hill has a very picturesque landscape, where 90% of it covers with medicinal plants.
The forest at Peramun Hill is a protected forest that became a destination for both local andforeign researchers to study the characteristics of vegetation, geology, and biodiversity
unique to the area.
The village management took the initiative to develop an application that can be accessedby visitors for information about the plants there. Visitors who are unable to follow the trailin person can also explore Peramun Hill through a virtual guide. Peramun Hill has become thefirst community-based digital forest in Indonesia and has been acknowledged by the Museum
Records of Indonesia (MURI).

Gemah Sumilir Batik Village Success Story!
Kampung Gemah Sumilir is a community engaged in community empowerment through culture,
education and socio-economy based on sustainable local wisdom values. The community’s
crafts such as batik, woven fabrics and handicrafts and many other products have been
included in various expo, exhibitions and other events. The capacity building provided toGemah Sumilir crafters has encouraged resilient human resources and economic improvement
as well as good relationships with stakeholders.

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Social Value Creation

Quality Education to Raise
Competitiveness of the Young
Generation

The quality of Indonesia’s education towards the Golden Indonesia of 2045 still faces a number of challenges.
The Program for International Student Assessment (PISA) 2022 research results show that Indonesia’s literacy,
numeracy and science scores are still below the average of countries surveyed by The Organisation for
Economic Co-operation and Development (OECD). In addition, the results of the National Survey of Financial
Literacy and Inclusion (SNLIK) in 2022 showed that Indonesia’s financial literacy index was at 49.7% andIndonesia’s financial inclusion index was at 85.1%. Thus, initiatives and joint efforts from various parties areneeded to lead to positive changes in the quality of education.
Under the Bakti BCA Program, BCA carries out initiative programs that focus on improving the quality andcompetitiveness of Indonesia’s human resources, especially the younger generation through the provision ofknowledge, skills, competency and capacity building for teachers, students, and university students. BCA also
provides programs to improve the financial literacy index through financial literacy activities for students andthe general public.

Bakti BCA Assisted School
BCA has 20 assisted schools spread across several cities in Indonesia, from elementary, junior high to seniorhigh school levels. The Assisted School Program aims to develop and empower the schools community
holistically in order to generate skilled and competitive human resources, as well as supporting government
programs in improving the quality of education in Indonesia.
In 2023, BCA had disseminated the results of Transformational Leadership training attended by 275 school
principals, Learning Innovation Training attended by 65 Teachers and 15 school management, webinars on
career preparation attended by 900 students, as well as infrastructure development support for 20 schools.

20 Schools
Assisted Schools

679 Teachers

10,044 Students

Teachers and Educational
Support Staff

Assisted School Students

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Capacity Building for Teachers in Eastern Indonesia
BCA collaborated with the Education Agency in Jayapura, Kupang, and Soe in a competency development
program for elementary school teachers in Eastern Indonesia. Participants consisted of 111 teachers
from 32 public and private elementary schools. The training used a blended learning method, which is theimplementation of merdeka curriculum in their respective school areas. The program is held for 8 to 10 months,
which expected to improve 4C skills (Critical Thinking, Creativity, Collaboration, & Communication) throughliteracy and meaningful inquiry in innovative and fun learning for students.
Education Partnership in 2023
No

Location

Number of participants

Number of Schools

1

Jayapura

40 teachers

11 schools

2

Kupang & Soe

71 teachers

21 schools

Program Impact:
1. Teacher Training in Kupang and Soe
Providing comprehensive training to teachers had a direct impact on students’ reading literacy skills. There
was an increase in students’ ability to read fluently with comprehension by 17.3% and a decrease in thenumber of students who could not read by 11.8% to 2.6% (lower than the national average of 5.8%).
2. Teacher Training in Jayapura
The Teacher Training Program had a significant impact on changes in teacher behavior patterns. As manyas 80% of the participants in Jayapura applied the training materials in the classroom which resulted
in an increase in student motivation and activeness in the classroom by 80% compared to before theintervention. Moreover, stakeholders synergized in employing 40 BCA-assisted teachers to equalize thequality of education in Jayapura City and Papua Province.

Semarak Literasi
The Semarak Literasi program is a manifestation of BCA’s commitment to improve comprehensionof literacy among Indonesia’s young generation. The program is a platform for young people andeducators to get to know and understand literacy in a more enjoyable way. The program also aims
to celebrate Language Month every October.
830 Students
272 Teachers
268 Schools
5 Cities
15+ Types of fun literacy activities
97 Fun literacy programs at school
32 Journalistic creations
24 Feature creations
28 Microblog creations with 800+ Likes
Books donation in Jayapura
Further information can be accessed athttps://www.bca.co.id/en/tentang-bca/media-riset/pressroom/siaran-pers/
2023/11/14/04/19/kenalkan-literasi-ke-generasi-muda-dengan-lebih-menyenangkan

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Social Value Creation

Bakti BCA Scholarship
By providing scholarships, BCA helps students complete their education at the university level. In addition toproviding assistance in the form of scholarships, BCA also organizes a number of soft skills training that will
be useful in the working environment. By the end of 2023, BCA granted scholarships to 900 students from 19
universities in Indonesia with a total fund of Rp6.1 billion.

Bakti BCA Scholarship
Recipients
870

870

2021

2022

BCA Bakti Scholarship
Nominal (Rp billion)

900
5.7

2023

2021

5.9

2022

6.1

2023

Bakti BCA awardees had an opportunity to join in BCA’s management sharing session through “BCA Berbagi Ilmu” activities.

BCA Berbagi Ilmu
In commemoration of the National Education Day, BCA held a knowledge sharing program entitled “ BCA Berbagi
Ilmu” throughout the month of May 2023. Involving experts, practitioners, and BCA Directors as speakers forvarious fields of knowledge, this event was held in three concepts, which are public lectures at five State
Universities (University of Indonesia, University of North Sumatra, Gadjah Mada University, Airlangga University
and Hasanuddin University), Student Banking Tour conducted at 11 BCA branch locations, and the “I’m Capable”
program for disabilities.
Carrying the spirit of #GenerasiPastiBisa, the BCA Berbagi Ilmu program is a realization of continued commitment
from Bakti BCA for Education in supporting the Sustainable Development Goals (SDGs).

North Sumatera
University

BCA KCUAsla

BCA KCU
Pontianak
BCA KCU
Pematang
Siantar
BCA KCU
Bogor

Airlangga
University

BCA KCU
Bandar Lampung

BCA KCU
Matraman

University ofIndonesia
BCA KCU
Dago

Hasanuddin
University
BCA KCU
MadiunGadjah Mada
University

BCA KCU
Slamet Riyadi

BCA KCU
Singaraja

BCA KCU
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PPBP and PPTIBCA manages non-degree education programs through the Business & Banking Education Program (PPBP previously known as Accounting Education Program/PPA), and the Informatics Engineering Education Program(PPTI). These programs implementation is in collaboration with leading universities. The alumni of PPBP and
PPTI are offered the opportunity to join BCA.
Number of PPBP and PPTI Participants and Alumni

PPBP
Participants*

PPBP
AlumniPPBP Alumni Joining
BCA

2023

265

132

131

2022

308

132

126 (95%)

2021

264

131

130 (99%)

PPTI
PPTI
Participants * Alumni

PPTI Alumni Joining
BCA

2023

307

60

60

2022

267

67

67 (100%)

2021

232

43

43 (100%)(99%)(100%)* The 2023 participants consist of 6 batches PPBP and 9 batches PPTI.

Bakti BCA Internship
BCA provides the Bakti BCA Internship program for high school, vocational school and undergraduate
graduates who have interest in the banking sector. The positions offered in this program are customer service
officer and teller.

Number of New BaktiBCA Interns
6,104

114

9,028

10,266

9,741

2022

2023

3,915

3,634

2021

Number of Active BaktiBCA Interns

2022

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Social Value CreationSYNRGYThe SYNRGY program is a program based on empowerment and education to support the digital economy
in Indonesia by increasing the capacity and competitiveness of start-up companies. SYNRGY consists of 2
types, SYNRGY Accelerator and SYNRGY Academy.
SYNRGY Accelerator
SYNRGY Accelerator aims to drive growth and innovation within the startup ecosystem, specifically thosedeveloping digital ventures. The program offers tailored training to meet the specific needs of each startup,with the primary objective of strengthening the digital ecosystem in Indonesia. Throughout the year 2023,
BCA has successfully provided training to seven startup companies.

SYNRGY Academy
SYNRGY Academy collaborates with Binar Academy in organizing joint training to increase capacity andcompetence in Information and Communications Technology. In 2023, SYNRGY Academy had successfully
trained 231 participants. After attending the academy, BCA will help alumni find jobs and provide opportunities
to work in the BCA group.

BCA Cash Management Academy
BCA Cash Management Academy helps prepare ready to work youths through partnership with various
vocational schools across Indonesia. Referral vocational schools receive practical tools such as dummymoney, money counters, money sorting machines, a set of ATM and CRM machines, and cash delivery vehicles.
In 2023, a total of 2,487 participants attended this program. Of the selected participants, 304 participants will
work at various BCA vendors to do an internship program for 6 months.
Positive Impact of BCA Cash Management Academy 2019 - 2023

8,770

74

Vocational School
In collaboration with BCA

students
participated in this program

1,059

students
have done internships inthe industry

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Financial Literacy and Inclusion[FS13, FS16][FN-CB-240a.4]

Education and Financial Literacy for Students and the Community
Under the Bakti BCA Program, BCA conducted financial literacy education activities to improve early financial
management skills.

Material Topic Management: Financial Literacy [3-3]Why It Matters

Impact Management

Commitment andTargetPolicyEvaluation on
Material TopicManagement
Effectiveness116

To provide education and literacy regarding finance to all people in Indonesia is theobligation and responsibility of all banks, including BCA, in order to long-term support
the development of the national economy.

The impact of financial literacy on the general public is to increase their ability to manage
finances, build business, or organize financial planning for the future. In implementing
the financial literacy program, there are challenges, namely regarding the coverage offinancial literacy recipient areas. Therefore, BCA will gradually expand the target areas
for financial literacy in the future.

Providing financial education and literacy to all levels of society, both individuals
and MSMEs, and gradually increasing the regional coverage of literacy program
implementation.

BCA’s commitment to implementing financial literacy programs is supported by thefollowing policies:• Decree No. 193/SK/DIR/2020 concerning BCA Sustainability Governance;• Decree No. 197/SK/DIR/2021 concerning BCA Community Empowerment Policy.

BCA’s Financial Literacy Program is the responsibility of the Corporate Communicationand Social Responsibility (CCR) Group. During 2023, BCA held more than 1,000 financial
literacy education activities, both online and offline, which reached 296,022 student
participants, migrant workers and the general public in various BCA branch operatingareas. BCA’s performance in providing financial literacy education is also reported to
Bank Indonesia and the OJK.

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Social Value Creation

The Financial Literacy Education Program was carried out nationwide by promoting the voluntary movement of
BCA employees which were conducted offline and online, to students, university students, and the community
including teachers, lecturers, MSMEs, migrant workers and the implementation of Mobile Information Facility
for Financial Literacy and Education, called SiMolek.

253,623

students
participated infinancial literacy
education

42,399>1,000people participatedin financial literacy
education

activities

234

1,120

branches
implementing
financial literacy

employees
volunteered as
financial literacy
educators

Number of Participants Received Financial Literacy
Education in 2014-2023
296,02290%

155,743

90,116107,267

117,058
105,522

97,99373,41428,281
4,310
2014

2015

2016

2017

2018

2019

2020

2021

2022

2023

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For its efforts and initiatives, BCA received an award from the Deposit Insurance Corporation as the Most Active Bank in Financial
Literacy Activities of the KBMI 4 group.

Financial Inclusivity [FN-CB-240a.3]
BCA strives to market products inclusively to all levels of society, one of which are through Student Savings
and BCA Paylater. BCA markets saving products for students called Simpanan Pelajar (“SimPel and SimPel iB”)
to support the implementation of Presidential Regulation No. 82 of 2016 on the National Strategy for Financial
Inclusion (SNKI). By the end of 2023, BCA had 79 thousand SimPel accounts, an increase of more than six times
compared to 2022 (around 11 thousand accounts), with an accumulated balance of Rp3.3 billion. In the same
year, BCA launched the Paylater feature on the myBCA application as a credit facility with practical and fast
QRIS transactions. Repayment can be paid in installments over a period of time according to the customer’s
choice.

Bakti BCA’s financial literacy as one of BCA’s commitment to establish inclusive financial knowledge and access from western to eastern part of Indonesia

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Community Health Promotion

Assistance to Improve Quality Human Capital through Support for the Acceleration of
Stunting Reduction Program
UNICEF and WHO data show that the prevalence of stunting in Indonesia is ranked 27th highest out of 154
countries that have stunting data. Indonesia is also ranked 5th among Asian countries. With the demographic
bonus which is expected to occur in 2030, around 68 percent of Indonesia’s 200 million population will enter
the productive period. However, challenges arise because stunting can result in a generation with low IQ.
Therefore, BCA together with other parties supports the government’s efforts to accelerate the reduction of
stunting rates in Indonesia.

1,725

toddlers received
nutrition intervention

2,165

teenagers received
education on reproduction
health & stunting
prevention

2,366

parents participatedin knowledge sharing
session to support
behavior changes

554

bride-to-be received
counseling on stunting
prevention

Partnership to Accelerate Stunting Reduction in Indonesia (PASTI) Program
BCA, together with philanthropic organizations and other private companies, provide support to the National
Population and Family Planning Agency (BKKBN) by making a Memorandum of Understanding (MoU) committed
to supporting the acceleration of stunting reduction in Indonesia with a four-year program period (2023 to2026). Based on this MoU, BCA participated in PASTI program that intervenes in four provinces which are
Banten, East Java, East Nusa Tenggara, and West Kalimantan. BCA is committed to donating USD 1 million withthe first phase of fund disbursement starting in 2023 amounting to Rp3.95 billion.
”Ayo Cegah Stunting” Action in Banyuwangi
In support of the government’s target to reduce
the stunting rate to below 14% by 2024, BCA held a“Bakti Sehat untuk Balita” and “Stunting Prevention
Education for Teenagers” in Banyuwangi Regency.
A total of 150 babies and 250 teenagers from statesenior high school SMAN 1 Wongsorejo were thebeneficiaries of this program. To ensure that thebenefits of this program are well-targeted, BCA alsocollaborates with the National Population and Family
Planning Agency (BKKBN).

Stunting prevention program including inseminating education andawareness of children nutrition to existing and soon-to-be parents.

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Cataract Surgery Program
Since 2001, BCA has collaborated with the Cataract Blindness Management Division of the Indonesian
Ophthalmologist Association (SPBK-Perdami) to carry out a cataract surgery social service program. In 2023,
BCA recorded 1,036 cataract surgery beneficiaries, bringing the total number of beneficiaries to 8,131 since
the beginning of the program.

1,036

517

Cataract patients
successfully
underwent surgery
in 2023

Number ofpatients aged
15-64 (productive
age)

669

Number ofpatients highly
dependent onothers

The cataract surgery social service in 2023 was carried out in eight provinces across Indonesia, taking into
account the high cataract population, limited number of ophthalmologists, limited surgical equipment, and limited
economic areas. Through the implementation of this program, BCA aims to support the Government’s program in
reducing blindness due to cataracts and support the World Health Organization’s initiative of the Right to Sight.

Assisted Clinics and Free Medical Services
BCA supports health services for the community through its assisted clinics, Duri Utara Clinic in Tambora, West
Jakarta and the Bakti Medika Clinic in South Mangga Dua, Sawah Besar, Central Jakarta.

1,897

patients
received contraceptive
fee waivers in 2023

12,802
patients
received general medical
treatment fee waivers in
2023

BCA also held a social health services in the form of hypertension, diabetes, hypercholesterolemia, andhyperuricemia check-ups as well as eye virus checks and provision of reading glasses for those in need. A
total of 483 residents around the clinic and 30 BCA-assisted village administrators benefited from the free
medical treatment.

Blood Donation
BCA has consistently collaborated with the Indonesian Red Cross (PMI) to conduct a regular Blood Donor
Program since 1990. In 2023, as many as 1,971 blood bags were collected from blood donation events at
Menara BCA Head Office, Main Branch Panakukang, Regional Office V Medan, Main Branch City Tower andRegional Office X Pluit.

Preparation and implementation of BCA’s cataract surgery program for people in need.

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Social Value Creation

Environmental Preservation
and Biodiversity

As a form of social responsibility, BCA aims to have a positive impact on the environment by improving thecarrying capacity of ecosystems and protecting species of flora and fauna.

Tree Planting Program
Critical Land Rehabilitation Program in Samboja Lestari
BCA, in collaboration with the East Kalimantan Natural Resources Conservation Agency (BKSDA), treated andreforested a critical land area in Samboja Lestari, East Kalimantan, which is also an orangutan conservation
area. By the end of 2023, a total of 9,000 trees were planted and have grown well on the land. The tree planting
involves the local community and other stakeholders. BCA also ensures the care and monitoring of the planted
trees using the Carbon Atlas application platform.
Critical Land Rehabilitation Program in Samboja Lestari
Description

Phase 1

Phase 2

Planting and Monitoring Period

December 2021 - December 2026

December 2022 - December 2027

Tree Seedlings

4,000 tree seedlings

5,000 tree seedlings

Planted Area

10 Ha

12.5 Ha

Mangrove Planting and Rehabilitation
In order to support the preservation of mangrove forests with all their benefits, in 2023, BCA planted 5,500
mangrove seedlings in Kertasari Village, West Sumbawa Regency, West Nusa Tenggara Province. The plantingof mangrove seedlings not only improves the marine ecosystem, but also provides economic benefits to thevillage community who largely rely on marine products for their livelihoods.
The location for mangrove planting was selected based on Kertasari Village’s status as a marine tourism villagethat has been established in 2022 and strong support from the West Sumbawa regional government.
Aside from planting, the process of care and monitoring mangroves is carried out consistently, including
replanting 1,000 trees in the coastal area of Takalar Regency, South Sulawesi, which previously failed to growdue to natural conditions.

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Multipurpose Tree Species (MPTS) Planting
In addition to mangrove planting, BCA emphasizes its
commitment to environmental conservation throughplanting 54,500 multipurpose tree species (MPTS).
A total of 16,000 trees were planted in Margomulyo
Village, Lampung, and 38,500 trees in Buleleng
Regency, Bali. The main objective of this programis to increase community involvement in landscapeprotection and offer alternative sources of livelihood
through the maintenance of MPTS plants.
In Margomulyo Village, which is a buffer area for the
Bukit Barisan Selatan National Park, tree planting
aims to increase the water absorption area which is
expected to prevent erosion, landslides and floods.
Meanwhile, the planting in Buleleng Regency is a
response to land conversion which causes a decreasein water volume, with the hope of restoring water
availability for residents. The tree planting activity
was carried out in conjunction with the socializationof the launch of SBSN Green Sukuk Series ST011
by the Indonesian Ministry of Finance, which will
be used exclusively to finance green projects andsupport sustainable national development. It is acommitment for BCA to continuously take care ofand monitor the planted trees using the Carbon Atlas
platform.
This tree planting cannot be separated from theinvolvement of BCA employees. A total of 7,122
employees took part in the ‘Bike for Tree’ and‘Walk for Tree’ programs, which were part of BCA’s
66th anniversary celebrations, contributing to theplanting of 39,481 trees. The distance traveled during
this activity is converted into the number of tree
seedlings planted through the Bakti BCA program.

Activity

122

Participants

Tree Conversion

Bike for Tree

639

7,882

Walk for Tree

6,483

31,599

TOTAL

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Monitoring of BCA Tree Planting
Continuing BCA’s positive activities of tree planting,in 2023 BCA in collaboration with Jejakin conductedcarbon absorption monitoring using the Carbon
Atlas platform. The results showed that there was a
total of 53 ton CO2eq of carbon absorption from thetrees planted by BCA.
BCAMPTS Tree
Planting

Estimated Carbon Absorption (tC02eq)*
2023

2028

2033

2038

2021 - 2022

21

1,328

3,567

5,335

2023

32

2,686

6,147

9,074

TOTAL

53

4,014

9,714

14,409*) Estimation counted based on Carbon Atlas platform per
January 2024

Protected Animal Conservation
Orangutan Rehabilitation and Reintroduction
The survival of the orangutan as a large primate that
only lives on the islands of Sumatra and Kalimantan
has many challenges. Its dwindling population could
threaten the balance of the forest ecosystem.
Recognizing this, BCA has been continuously
supporting orangutan conservation efforts inIndonesia, in collaboration with the East Kalimantan
Natural Resources Conservation Center (BKSDA)
and Borneo Orangutan Survival Foundation (BOSF)
since 2012. The activities include rehabilitating andreintroducing orangutans, participating in longterm nature reserve maintenance and sustainablecommunity development. In addition, educationand dissemination on the importance of orangutanconservation also continues to be actively carriedout at schools through the Orangutan Goes To
School (OGTS) program.

Sustainability Culture

Social Value Creation

Since the program’s inception in 2012, a total of 49
orangutans have been successfully reintroduced totheir natural habitat.

5orangutans
rehabilitated in
2023

5orangutans
reintroduced in
2023

4
5

previous program that was halted due to the COVID
19 Pandemic, sea turtle conservation activities in2023 include planting 100 sea pandanus, which
is a habitat for sea turtle nesting, and releasing
50 sea turtle hatchlings at Santen Island Beach,
Banyuwangi Regency. This program utilizes “IntanBox” technology as turtle eggs incubator that also
protect them from predators and help influence thesex of the hatchlings.

Compost House Building and Composting
Training

pre-release &sanctuary island
improvements
schools
involved in OGTS
program

Sustainability Report in Brief

682

students
participated in OGTS
programSea Turtle Conservation
BCA has been working with the Banyuwangi Sea
Turtle Foundation (BSTF) to support sea turtle
conservation activities since 2016. Continuing the

Bakti BCA has collaborated with the Balikpapan
Forestry Agency-Protected Forest Management Unit
(KPHL) to manage organic waste. This collaboration
is in the form of a program to build compost houses
and train farmer groups at the location to manageorganic waste into compost. This program started at
the end of 2023 and will continue in 2024.

Environmental Complaints [413-2]
BCA’s presence in the community contributes toenvironmental conservation through environmental
responsibility programs. In 2023, the Bank did notreceive any environmental complaints directly
related to BCA’s banking activities.

Environment preservation efforts of Bakti BCA including sea turtle and mangrove conservation support.

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Preservation of Indonesian Arts,
Culture and Traditions

Starting from the wayang puppet art preservation program, BCA has consistently carried out activities aimed
at preserving Indonesian art, culture and traditions under the umbrella of Bakti BCA since 2012. These activities
include training, workshops, competitions, awards, art publications, cultural events and others.

Regional Office II
Regional Office XII
Jakarta

Regional Office VIII
Jakarta

Surakarta
Magelang
Yogyakarta
Semarang
Purwokerto
Kudus
Pati
Banyumas
Karanganyar
Colomadu
JeparaRegional Office XIBanjarmasin

Palembang

Regional Office III

Regional Office VI

SurabayaLamonganJember

Jakarta

Regional Office IV
Bali
Ambon

Regional Office IX
Jakarta

Regional Office X
Bandung

Regional Office I

Tulungagung
BlitarKediriJemberMalangRegional Office VII

Distribution ofIndonesian Art,
Culture andTradition Program
Data Since 2012

BCA’s various forms of contribution in preserving Indonesian art, culture and traditions from 2012 to 2023,
include:18,458 participants
WayangPreservation

124

38

awardees
Appreciation for Art andCulture Activists

11,063 participants 1,400 participants > 900 artworks
Dialogue on IndonesianArts, Culture & Tradition

2023 Sustainability Report PT Bank Central Asia Tbk

Traditional art
competition

Works of art, culture
and tradition

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Preservation of Wayang Art
Wayang for Student
Since 2012, through the Wayang for Student Program, BCA has been committed to support the preservationand introduction of wayang culture (Indonesian traditional puppet culture) for the younger generation,
especially students in Indonesia.
In 2023, BCA’s commitment to the art of wayang preservation was realized through a wayang drama
performance entitled “Hanoman: Ada Apa dengan Shinta” with more than 1,000 spectators. There was also
an exhibition of comic strips created by 10 young comic artists who had previously received coaching from
Marvel Comics and DC Comics artists.
On the same occasion, BCA was recognized by the Indonesian Museum of Records (MURI) as the Company
with the Most Wayang Preservation Activities.
Support for Wayang Art Preservation Activities
In 2023, BCA became the main sponsor for the Union Internationale de la Marionnette (UNIMA) Councillor
Meeting and the 2023 World Puppet Festival. The events were a forum for Interactive Cultural Communication
between relevant stakeholders in the international art and cultural community. The 2023 World Puppet Festival
was attended by around 16 wayang puppet groups from Indonesia as well as 2 puppet groups from China and
Italy, which also gave an opportunity for local puppeteers and puppet artists to perform on the international
stage.

Appreciation for Tradition and Culture Activists
BCA collaborated with the Nusantara Institute to organize the Nusantara Academic Writing Awards (NAWA) in
2023 to recognize the best master’s thesis or doctoral dissertation that addressed issues related to tradition,
culture, religion, and local kingdoms in Indonesia. Amongst the 196 participants for master’s thesis/doctoral
dissertation manuscripts, 7 students were selected as winners of NAWA 2023.

Indonesian Art, Culture and Traditions
In effort to revive the younger generation’s interest in traditional arts, Bakti BCA organized a cultural dialogue
with the theme “Musik Tradisional: Menolak Sunyi di Tengah Deru Modernisasi” which was attended by morethan 300 audiences. Not only that, BCA also collaborated with Titimangsa and Pura Mangkunegaran Solo toorganize “Satu dalam Cita”, a performance that involved hundreds of artists and art activists to present a seriesof Sudamala performances. Through these activities, BCA seeks to promote the preservation of traditionalmusic and art so that it can develop alongside modern art, while supporting economic growth in the local area.

Wayang for Students and Nusantara Academy Writing Awards of Bakti BCA in 2023.

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Responsible Banking

Measuring the Impact of BCA
Community Service Activities
Program Evaluation and Impact Measurement [413-1]
BCA evaluates and measures the impact of the Bakti BCA program using the Contribution Analysis method
conducted by experts. The evaluation results are in the form of contribution value of the Bakti BCA program,which is obtained through focus group discussions (FGDs) with representatives of relevant parties. FGD
participants are asked to identify and rate factors/actors that contribute to the achievement of predetermined
program outcomes.
Based on the evaluation of several program under the Bakti Cerdas, Bakti BCA’s interventions are consideredsuccessful in contributing to improving the quality and competitiveness of human resources. The results ofthe evaluation and measurement of program impact on this pillar are presented in the table below:

ProgramAssisted
SchoolSample of Study

Outcome

WeightedContribution(out of 10)

Teachers at SMAN
1 Karangmojo,
Gunungkidul Regency

Improvement in student
learning outcomes in
the last 5 years

1.8• Provide activities that are notfacilitated by other parties/funding
sources• Provide high-quality training

Students at SMAN
1 Karangmojo,
Gunungkidul Regency

Improvement in student
learning outcomes in
the last 1-2 years

4• Support the completion of thelearning infrastructure, making it more
appropriate

PPBP (formerly PPA)
alumni echelon X*
PPBP
PPBP (formerly PPA)
alumni echelon Y*

Readiness ofparticipants to enter theworkforce in the last 5
years

4.7

3.6

Bakti BCA’s contribution• Familiarize alumni with the rhythm of
the world of work
• Equipping hard skills and soft skills
needed at work
• Trigger learning motivation due to thehigh GPA standard (2.75)• Offering internships, practicums, andjobs at BCA*) Level echelon X is higher than echelon Y

Based on the evaluation of several program under the Bakti Kesehatan and Bakti Lingkungan, the Bakti BCA
intervention is considered as one of the factors that contribute to supporting the social welfare of thecommunities involved. The results of the evaluation and measurement of program impact on this pillar are
outlined in the following table:

ProgramAssisted
Clinic126

Sample of Study

Community around Duri
Utara Clinic in Duri Utara
Urban Village, West
Jakarta

Outcome

Improved community
access to basic healthservices in the last 10
years

2023 Sustainability Report PT Bank Central Asia Tbk

WeightedContribution(out of 10)

Bakti BCA’s contribution

6.7• Providing easy access to healthservices, especially for underprivileged
residents, by providing subsidized
treatment costs at a clinic withstrategic location, in the middle ofresidential areas• Optimal health services withquality medicine and friendly andconscientious health workers

Sustainability Culture

Program

Tree
Plantation
aroundSamboja
Lestari
ForestSample of Study

Farmers and laborersin Village 1 around theSamboja Lestari Forest,
Kutai Kartanegara
Regency
Farmers and laborersin Village 2 around theSamboja Lestari Forest,
Kutai Kartanegara
Regency

Sustainability Report in Brief

Social Value Creation

OutcomeIncrease in income ofcommunity groups
involved in orangutanconservation and tree
planting in the last 5
years*

WeightedContribution(out of 10)

0.7

1.5

Bakti BCA’s contribution• Employment opportunities for people
living around the Samboja Lestari
Forest• Provide equipment that helps improve
work efficiency• The large planting location that is close
to residential areas/easy access toresidents, making it easier for residents
to actively participate*) Exclude the ecological impact of preserving orangutans and their habitat

Based on the evaluation of several program under the Bakti Solusi Bisnis Unggul, Bakti BCA’s development andempowerment interventions are considered to be one of the contributing factors in increasing the incomeof village communities. Bakti BCA is considered capable of providing sustainable tourism village/community
development programs in accordance with the needs of business actors, as well as providing a broader
marketing platform through various promotional opportunities.
The results of the evaluation and measurement are shown in the following table:

Program

Sample of Study

OutcomeWorkers, businesses,
and the general publicin Air Selumar Village,
Belitung Regency

Tourism
Villages

Workers, businesspeople, farmers/
ranchers, andentrepreneurs in Gemah
Sumilir Tourism Village,
Pekalongan Regency

Workers, businesspeople, and the generalpublic in Pentingsari
Tourism Village, Sleman
Regency

Increase in village
community income inthe last 5 years

WeightedContribution(out of 10)

Bakti BCA’s contribution

1.1• Supporting Arsel Community to receive
training on tourism services• Tourism service training has an impact
on the confidence of tourism workers
when serving visitors• Support the increase in tourist arrivals,
thereby increasing the income of local
communities

2• Increased batik sales throughpromotional assistance, expos, etc.
• Members of the Gemah Sumilir
Community gain increased skills
through various trainings that are
carried out• Community members have an
understanding of batik productmarketing and tourism community
management, especially in making
batik educational tour packages andhow to serve guests

3.2• An increase in community skills
through homestay excellent service
training activities accompanied by
the provision of homestay equipment
assistance, training of tourism actors,
and tourism infrastructure assistance(gates, wayfinding boards, signboards)• An increase in the selling value of
tourist villages because it is supported
by continuous training/assistance/
infrastructure improvements

The results of the evaluation serve as a learning tool for BCA to strategize on how to increase targeted
contributions to support sustainability goals for the community and its surroundings.

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127

Sustainability
Report in
Brief

TABLE OF CONTENTS
Report Profile

130

Material Topic Management

131

Stakeholder Engagement

133

Approval Page

137

Independent Assurance Statement

138

POJK Number 51/POJK.03/2017 Reference,GRI Standards, SASB, SUSBA and ACGS Indices143

Feedback Form

153

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Responsible Banking

Report Profile [2-2, 2-3, 2-4, 2-5]
The Sustainability Report of PT Bank Central Asia Tbk(BCA) for 2023 has been prepared on an annual basis
and is a continuation of the previous report published
on February 16, 2023. The sustainability report
guidelines and standards are made in reference to:• Financial Services Authority Regulation (POJK)
No. 51/POJK.03/2017 on Sustainable Finance;• Global Reporting Initiatives (GRI) Standards 2021,
option: in accordance with the GRI Standards;• GRI-G4 Sector Disclosures: Financial Sector
Supplement Disclosures (FSSS);• Sustainability Accounting Standards Board(SASB) Commercial Banks category;• Sustainable
Banking
Assessment(SUSBA)
Environmental, Social, and Governance (ESG)
Integration Pillars of the World Wide Fund for
Nature (WWF); and• Early adoption of the International Financial
Reporting Standard (IFRS) Sustainability from theInternational Sustainability Standard Board (ISSB)
Standard 2 (S2).

Assurance verification was conducted by SR Asia
Indonesia using the AA1000 AS Standard (V3), TypeII, with a moderate level. The assurance process
involved verification and confirmation from all data
contributors, as well as high-level officers fromrelevant functions. This report includes the results ofan independent statement on the assurance process.

The report covers data and information fromJanuary 1 to December 31, 2023. Data andinformation were collected from BCA’s operational
activities, while financial data was collected fromthe consolidated financial statements covering
BCA and all subsidiaries, including PT BCA Finance,
BCA Finance Limited, PT Bank BCA Syariah, PT BCA
Sekuritas, PT BCA Multi Finance, PT Asuransi Umum
BCA (BCA Insurance), PT Asuransi Jiwa BCA (BCA
Life), PT Central Capital Ventura (CCV), and PT Bank
Digital BCA (BCA Digital). There are data from theprevious year that have been restated. All data andinformation has been reviewed and validated by theworking units and has been approved by the Boardof Directors and Board of Commissioners, as the
final stage before the report is published.

Contact Information [2-3]BCA management appointed an independent party
that has the competence to perform assuranceon sustainability reports and understands thesustainability context of the banking sector. BCA
ensures that there is no conflict of interest during
the verification process and the selection of thevendor is done independently. The appointment of
an independent party is monitored and approved by
the Finance and Corporate Planning Director.

130

2023 Sustainability Report PT Bank Central Asia Tbk

Response to Feedback on Previous Year’s
Report
BCA regularly receives reviews and input on its
sustainability performance from investors, rating
agencies, regulators and other stakeholders. Some of
the feedback concerning increasing green financing,strategy and implementation of climate-related
financial risk mitigation, disclosure of GHG emissions
from financing, and the Bank’s commitment tosupport a low carbon economy. Management has
responded and followed up on the stakeholders’concerns in stages. The responses are also presented
in this sustainability report.

Company Website:www.bca.co.id
www.klikbca.com
Call Center:Hallo BCA 1500888
Corporate Communication,
Investor Relations, ESG• Corporate Communication• Investor Relations• Environment Sustainabillity Governance
Menara BCA, 20th Floor
Grand Indonesia
Jl. M.H. Thamrin No.1
Jakarta 10310, Indonesia
Tel. (62-21) 2358 8000
Fax. (62-21) 2358 8300
E-mail: corcom_bca@bca.co.id;
investor_relations@bca.co.id
esg_group@bca.co.id

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Material Topic Management [2-14, 3-1, 3-2]
Materiality Analysis and Material Topic Determination
In determining material topics, BCA reviews the previous year’s material topics to be readjusted. The review
process considers significant issues encountered in the current year, actual and potential future impacts
related to ESG, economics, human rights, and their influence on business strategy and stakeholder decisionmaking.
Material Topic Determination Process
Identification of Significant Issues

Materiality Assessment

BCA identified issues relevantto the sustainability context inthe banking industry and theirimpact on the Bank’s strategy.
In addition, BCA also considers
input from work units and theneeds of stakeholders.

BCA management assessed theresults of the identification ofsignificant issues in 2023 andreviewed last year’s material topics
to determine the priority of material
topics this year. Internally, theprioritization of topics emphasized
the impact on the economic, social,environmental, and performance
aspects of the Bank. Externally,
management assesses the impact ofeach topic on stakeholder decisionmaking.

(For more information, please
read stakeholder engagementon the page 133).

Materiality assessment is conducted
once a year.
Involving input from external experts
and considering standard references
for the banking sector.

Integration of Material Topic
Prioritization
BCA management integrated
significant issues and the resultsof material topic prioritization
with the implementationof the Bank’s strategy. In
addition, management also
integrated the results of themateriality assessment with
ESG risk management and theBank’s performance targets.
BCA aimed to disclose themanagement of material topics
to increase positive impact andcreate value, while mitigating
associated risks.
Integration of impact, risk, andtarget management is deliveredin the discussion of each TopicManagement Material.

The material topic prioritization
process involves oversight from the
ESG Group officer and approval fromthe Finance & Corporate Planning
Director.

Material Topic Priority
No.

Material Topics

Significant Issues

1Green Portfolio• Sustainable loan classification and green financing portfolio
improvement• Loan sector policies to support eco-friendly businesses• Policies to assess eco-friendly businesses• ESG risk management

2

Data Security andCustomer Privacy• Security system implementation• Cybersecurity and cybercrime mitigation• Ethics to protect customer privacy

3

Economic Performance• Economic performance• Implication, risk, and/or opportunities related to climate

SDGs

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Responsible Banking

No.

Material Topics

Significant Issues

4Anti-corruption and Antifraud

•
•
•
•

5

Service Excellence• Implementation of reliable and secure digital services• Increased engagement with customers at branch offices• Increased digital transactions and reduced physical transactions at
branch offices

6

Access and Affordability• Availability of banking facilities and accessible areas• Services to unbankable areas• Increased digital banking access

7

Financial Literacy• Increased coverage area of financial literacy implementation• Development of innovations to support financial literacy activities• Cooperation with external institutions

8

Climate Action

•
•
•
•
•

9

Human Rights Practices• Implementation of human rights practices in the value chain• Human rights due diligence

10

Community Investment• Community involvement and development• Enhancement and development of local potential• Measurement of positive social investment impact

SDGs

Anti-corruption and anti-fraud training and dissemination
Operating areas/work units assessed concerning corruption
Complaint mechanism for corruption and fraud cases
Sanctions for corruption and fraud violations

Calculating GHG emissions scope 3 from operational activities
Management of climate-related financial risk
GHG emissions inventory
GHG emissions reduction initiatives
Environmental footprints reduction

There is a change in material topics this year from last year due to the consideration that the topic of productand service responsibility is an obligation of the Bank that still needs to be disclosed. Meanwhile, the supply
chain management is also no longer a material topic because there are no significant issues that have an
impact on the Bank’s business continuity, but we still provide adequate disclosure. In 2023, there are newpriority material topics due to new area of concerns from stakeholders and the Bank, specifically in Service
Excellence; Financial Literacy; and Community Investment.

132

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Stakeholder Engagement
The role of stakeholders has a significant impact on the management of the Bank’s business. BCA has
identified key stakeholders, who have a direct relationship with operations and have the ability to influence
the company’s sustainability. The identification of stakeholder groups takes into account dependency,
responsibility, tension, and influence.
BCA engages with stakeholders to explore issues that are considered significant and of concern to them.
BCA follows up and responds to manage the impact of these significant topics and issues. Stakeholder
management is an indicator that BCA values their input and concerns for the holistic sustainability of BCA’s
business, as well as the management of ESG and economic aspects.
BCA’s Approach to Stakeholder Engagement [2-29]
Stakeholder

Engagement and Frequency

Key Concerns

BCA Response

Regulator• All compliance reports,
including evidence ofannouncements of the Annualand Extraordinary General
Meetings of Shareholders(AGMS and EGMS), andsummary of Consolidated
Financial Statements.
• All reports are presented atleast once a year or incidentallywhenever necessary.

• Compliance andimplementation of prudential
and governance principles• ESG risk analysis for lending• Anti-corruption and antifraud, Anti-Money Laundering/Counter-Terrorism Financing(AML-CFT)• Lending to sustainable businessactivities and MSMEs• Payment of taxes and otherobligations• Comply with applicable laws andregulations, capital market, banking
regulations and other relevant
regulations• Ensure the implementation of
corporate governance• Develop an ESG Group to monitor
the implementation of the SFAP and
improve the quality of Sustainable
Finance implementation• Pay taxes in accordance withobligations and on time
• Increase MSME financing• Meet regulatory thresholds

Investors andShareholders• GMS once a year, EGMS
incidentally• Analyst meeting andpublication of quarterly
financial reports• Annual Report andSustainability Report once ayear• Financial performance• Financing to the green sector• Improved information on
environment, social andgovernance (ESG) performance• Support for climate change
mitigation actions• The values of shares that areconsidered premium by the
public• More comprehensive disclosure of
ESG performance information in the
Sustainability Report and analyst
meeting• Follow up on ESG aspectrecommendations from rating
agencies and observers• Formulate strategies and climate
action roadmap• Increase investment and dividend
value.

Employees• Internal communication media,
periodically.
• Internal meetings based on theneeds of the related divisions,at least once a year
• Periodic gatherings• Training, knowledge sharing,and competency development• Career path
• Employees’ comprehension on
supporting application from HR
management• Freedom of association• Work Life Balance• Welfare, equality, health, safety
and security of workers andretirees• Availability of internal
communication means, includinginternal media, gatherings, sharing
sessions, and Halo SDM• Whistleblowing system• Offline and online internal andexternal training• Performance appraisal andpromotion system• Adequate work facilities• The existence of a labor union• Guarantee employees’ rights
according to the Collective Labor
Agreement (CLA)

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Sustainability Aspects Highlight

Stakeholder

Sustainability in BCA

Responsible Banking

Engagement and Frequency

Key Concerns

BCA Response

Customers• Banking activities at branch
offices, call centers, and otherdigital banking solutions, any
time and/or as needed• Other meetings, any timeneeded• Confidentiality of customer
data and privacy• Fraud prevention• Availability of adequate
information on financial
products and services• Financial service excellence• Competitive lending rates• Product innovation and digitalbanking• Banking access• Maintain the confidentiality ofcustomer data and privacy• Manage Security Monitoring
Center (SMC) and Data Loss
Prevention (DLP), as well as improve
technological innovation system toanticipate cyber crime• Update product and service
information on the company
website• Implement service excellence
based on the SMART SOLUTION
principle• Provide loan benchmark andcompetitive interest rates• Conduct regular customer surveys• Implement financial inclusion andliteracy• Digital finance education

Business Partners/
Suppliers/Vendors• Interaction through various
means of communication at any
time• Vendor code of conduct• Dissemination of the terms ofprocurement of goods andservices, once a year

• Transparency in building
cooperation• Clear tender procedures• Smooth communication• Sustainable cooperation• Timely payment• Provide the required information• Conduct fair and proper partner
selection according to the rules• Disseminate procurement
procedure policies• Ensure healthy and safe working
conditions• Payment system according to work
contract• Vendor performance appraisal

General Public• General seminars or training,held regularly• Community development
activities• UMKM Fest, Bangga Lokal, andother events• Assistance for Bakti BCA
program• Education and training• Workforce absorption and/orinternship• Financial inclusion and literacy• Bakti BCA Program• Internships and provision of job
opportunities, as needed• Financial literacy and inclusion
programs

Media• Banking information,
periodically or incidentally.
• Media coverage (print andelectronic)• Schedule of meetings during
press conferences• Clarity of the material to bereported• Shared perception andknowledge about ESG tofacilitate reporting• Provide materials for press releases• Develop communication facilities
including press conferences,pressroom on BCA website, email:corcom_bca@bca.co.id• Update banking solutions orcompany performance information
on BCA website www.bca.co.id

Furthermore, BCA conducts a materiality analysis to identify and assess the positive/negative impact of eachmaterial topic on external stakeholders related to business operations, products/services, and influence on
the supply chain.

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Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Approach to Managing Material Topic Impacts on Stakeholders
No.
1

Material Topics
Green Portfolio
Affected stakeholders:
Employees, Customers,
Regulators, Investors/
Shareholders

2

Data Security and Customer
Privacy
Affected stakeholders:
Employees, Customers,
Regulators

3

Economic Performance
Affected stakeholders:
Employees, Customers,
Business Partners/Suppliers/
Vendors, Regulators,
Investors/ Shareholders,
Media

4

Anti-corruption and Antifraud
Affected stakeholders:
Employees, Customers,
Business Partners/Suppliers/
Vendors, Regulators,
Investors/ Shareholders

5Service Excellence
Affected stakeholders:
Employees, Customers,
General Public

6

Access and Affordability
Affected stakeholders:Customers, Regulators,
General Public

Positive and/or Negative Impacts to the Stakeholders
Positive:Green portfolio management will support the realization of a green economy, achieving thegovernment’s target of realizing NZE targets in the future. Green portfolio management will also
increase opportunities for other clean and green energy projects to emerge.
Negative:
Potential errors in categorizing environmentally friendly businesses, therefore the Bank needs
to improve human resources competency in this aspect. On the other hand, green financing
requires a substantial investment, which poses a risk to the rate of return and bad debts that may
affect the Bank’s financial performance.
Positive:
Managing data security and protecting customer privacy will increase customer confidence
in the Bank. The availability of a strong data security system and the implementation of
cybersecurity management are expected to prevent cyber-attacks, technology crimes, anddata breach that are of concern to stakeholders.
Negative:
The Bank has identified negative impacts from the development of digital banking services,
including cyber threats and data theft. Therefore, BCA management is concerned and involved
in monitoring the implementation of data security management systems and the protection ofcustomer privacy.
Positive:
Economic performance achievement, including financial and operational performance, will be adriver for the Bank’s business continuity and can provide added value to all stakeholders.
Negative:
Failure to achieve performance targets will affect shareholders and investors’ decision making,and can affect the Bank’s reputation and assessment. Therefore, Bank management tries its best
to implement business and sustainability strategies to achieve positive performance.
Positive:
The implementation of anti-corruption and anti-fraud policies is a form of Bank’s transparency,
as well as a commitment to conduct an ethical business to maintain stakeholder trust.
Negative:
Corruption and fraud can harm the Bank and the stakeholders involved. Therefore, BCA
implements anti-corruption and anti-fraud policies throughout its business value chain.
Positive:
Service excellence will increase the number of customers which can then boost operational andfinancial performance.
Negative:
There is competition with competitors, both in terms of physical services through frontliners anddigital banking services. Therefore, BCA continues to innovate in digital banking and develops
the customer experience officer (CXO) function to give the best experience to customers.
Positive:
Access to banking facilities, products/services supported by digital technology will make iteasier and expand customer reach. Apart from that, it also has a positive impact on customer
convenience in transactions and strengthens the benefits of the Bank’s existence in supporting
the digital economy.
Negative:
There is a gap between the coverage of physical access such as branch offices, ATMs, EDCs,
and digital banking services, because banks need to continue to increase the coverage ofphysical and digital access.

7

Financial Literacy
Affected stakeholders:
General Public, Regulators

Positive:
Financial literacy is expected to be disseminated to the community from all walks of lifeand regions in Indonesia, to improve their skills in managing finances and contribute to theGovernment’s efforts to equally distribute economic development.
Negative:
There is still a gap among the public in understanding financial literacy material, thus the Bank
needs to continuously improve the material and develop new approach methods.

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Sustainability Aspects HighlightNo.

Material Topics
Climate Action

8

Affected stakeholders:
Employees, Customers,
Business Partners/Suppliers/
Vendors, Investors/
Shareholders, Regulators

Human Rights Practices

9

Affected stakeholders:
Employees, Customers,
Business Partners/Suppliers/
Vendors

10

Community Investment
Affected stakeholders:
General Public, Regulators

136

Sustainability in BCA

Responsible Banking

Positive and/or Negative Impacts to the Stakeholders
Positive:
The series of decarbonization efforts that BCA has implemented as climate action are expected
to be able to achieve absolute results in reducing GHG emissions, strengthening climate
resilience, and contributing to the Government’s NZE target.
Negative:
The negative impacts of not managing climate risks, including natural disasters, seasonal
imbalances which can affect several sectors of debtor’s business, as well as climate-related
financial risks which impact the business activities of the Bank, debtors and other stakeholders.
Therefore, BCA seeks to synergize with stakeholders in pursuing climate resilience in its businessvalue chain.
Positive:
Respecting human rights and carrying out human rights practices is a manifestation of ethicalbusiness practices and can guarantee business continuity in the long term.
Negative:
Potential human rights violations, both direct and indirect, can be prevented by implementing
human rights practices across the value chain. Therefore, BCA has a human rights policy andcarries out human rights due diligence on employees and business partners/suppliers/vendors.
Positive:
By investing in the community, BCA can expand both social and economic impact of its
presence in the community.
Negative:
The distribution of investments for social purposes and community empowerment needs to beproperly planned in order to be well-targeted, optimize positive impacts and minimize negative
impacts such as social jealousy, potential corruption/fraud from the implementation team, andproblems with indigenous peoples.

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Approval Sheet of the Board of Commissioner and the Board of Director
on the 2023 Sustainability Report of PT Bank Central Asia Tbk
We, the undersigned, hereby declare that all information in the Sustainability Report of PT Bank Central Asia
Tbk for the year 2023 has been presented in its entirety, and that we assume full responsibility for the accuracyof the contents of this Sustainability Report in compliance with POJK No. 51/POJK.03/2017.
This statement is duly made in all integrity.
Jakarta, February 2024

Members of the Board of Commissioners

Djohan Emir Setijoso
President Commissioner

Tonny Kusnadi

Cyrillus Harinowo

Raden Pardede

Sumantri Slamet

Commissioner

Independent Commissioner

Independent Commissioner

Independent Commissioner

Members of the Board of Directors

Jahja Setiaatmadja

Armand Wahyudi Hartono

Gregory Hendra Lembong

President Director

Deputy President Director

Deputy President Director

Subur Tan

Rudy SusantoLianawaty Suwono

Director

Director

Director

SantosoVera Eve Lim

Haryanto Tiara Budiman

Director

Director

Director

Frengky Chandra Kusuma

John Kosasih

Antonius Widodo Mulyono

Director

Director

Director

2023 Sustainability Report PT Bank Central Asia Tbk137/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚdŚĞϮϬϮϯ^ƵƐƚĂŝŶĂďŝůŝƚǇZĞƉŽƌƚŽĨWdĂŶŬĞŶƚƌĂůƐŝĂdďŬEƵŵďĞƌƐƐƵƌĂŶĐĞ͗ϬϭͬϬϬϬͲϭϳϰͬ//ͬϮϬϮϰͬ^ZͲƐŝĂͬ/ŶĚŽŶĞƐŝĂ͗dǇƉĞϭ ĂŶĚdǇƉĞϮĨŽƌƚŚĞƐƉĞĐŝĨŝĐƚŽƉŝĐŽĨĐŽŶŽŵŝĐWĞƌĨŽƌŵĂŶĐĞ͕'ƌĞĞŶWŽƌƚĨŽůŝŽ͕ĂƚĂ^ĞĐƵƌŝƚǇĂŶĚƵƐƚŽŵĞƌWƌŝǀĂĐǇ͕ĂŶĚŽŵŵƵŶŝƚǇ/ŶǀĞƐƚŵĞŶƚƐƐƵƌĂŶĐĞ>ĞǀĞů͗DŽĚĞƌĂƚĞZĞƉŽƌƚŝŶŐ^ƚĂŶĚĂƌĚƐ ͗'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚϮϬϮϭŽŶƐŽůŝĚĂƚĞĚ͕'Z/&ŝŶĂŶĐŝĂů^ĞƌǀŝĐĞƐ^ĞĐƚŽƌ^ƵƉƉůĞŵĞŶƚ͕^ƵƐƚĂŝŶĂďŝůŝƚǇĐĐŽƵŶƚŝŶŐ^ƚĂŶĚĂƌĚŽĂƌĚ;^^Ϳ&ŝŶĂŶĐŝĂů^ĞĐƚŽƌŽŵŵĞƌĐŝĂůĂŶŬƐ͕ĂŶĚ^ƵƐƚĂŝŶĂďůĞĂŶŬŝŶŐƐƐĞƐƐŵĞŶƚ;^h^ͿZĞƉŽƌƚŝŶŐZĞŐƵůĂƚŝŽŶ ͗&ŝŶĂŶĐŝĂů^ĞƌǀŝĐĞƐƵƚŚŽƌŝƚǇZĞŐƵůĂƚŝŽŶ;WK:<ͿEƵŵďĞƌϱϭͬWK:<͘ϬϯͬϮϬϭϳĂŶĚ^K:<EŽ͘ϭϲͬ^K:<͘ϬϰͬϮϬϮϭĞĂƌƐƚĂŬĞŚŽůĚĞƌƐ͕WdĂŶŬĞŶƚƌĂůƐŝĂdďŬ(“ƚŚĞĂŶŬ”) has developed and issued a Sustainability Report (“the Report”)ĨŽƌƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚŽĨ:ĂŶƵĂƌǇϭƐƚƚŽĞĐĞŵďĞƌϯϭƐƚ͕ϮϬϮϯ͘dŚĞĂŶŬŝƐĂůŽĐĂůĐŽŵŵĞƌĐŝĂůďĂŶŬŝŶ/ŶĚŽŶĞƐŝĂůŽĐĂƚĞĚŝŶ:ĂŬĂƌƚĂ͘ƐĂƉƵďůŝĐůǇůŝƐƚĞĚĐŽŵƉĂŶǇŝŶƚŚĞ/ŶĚŽŶĞƐŝĂ^ƚŽĐŬǆĐŚĂŶŐĞ;/yͿĂŶĚŝŶůŝŶĞǁŝƚŚŝƚƐĐŽŵŵŝƚŵĞŶƚƚŽƐƵƐƚĂŝŶĂďŝůŝƚǇ͕ƚŚĞĂŶŬǁŽƵůĚůŝŬĞƚŽŚĂǀĞƚŚĞZĞƉŽƌƚĂĚŚĞƌĞƚŽƚŚĞƌĞƉŽƌƚŝŶŐ ƌĞŐƵůĂƚŝŽŶ͕ ĂƐ ǁĞůů ĂƐ ĨŽůůŽǁƐ ƚŚĞ ŐůŽďĂů ƌĞƉŽƌƚŝŶŐ ƐƚĂŶĚĂƌĚƐ ĂŶĚ ďĞƐƚ ƉƌĂĐƚŝĐĞƐ͘ &Žƌ ƚŚĂƚƌĞĂƐŽŶ͕ƚŚĞĂŶŬĞŶŐĂŐĞĚǁŝƚŚ^ŽĐŝĂůZĞƐƉŽŶsibility Asia (“SR Asia”) as an AA1000 licensed assurance
provider to assess the Report content and come up with this Independent Assurance Statement (“theStatement”)͘
/ŶƚĞŶĚĞĚhƐĞƌĂŶĚWƵƌƉŽƐĞ/Ŷ ƚŚŝƐ ^ƚĂƚĞŵĞŶƚ͕ ǁĞ ĚŝƐĐůŽƐĞ ŽƵƌ ŽƉŝŶŝŽŶƐ ĂŐĂŝŶƐƚ ƚŚĞ ϭϬϬϬ ƐƚĂŶĚĂƌĚ͕ ĨŝŶĚŝŶŐƐ͕ ĂŶĚrecommendations to the stakeholders regarding the Report content, especially the Bank’sƐƵƐƚĂŝŶĂďŝůŝƚǇĐŽŵŵŝƚŵĞŶƚƐ͕ŐŽǀĞƌŶĂŶĐĞ͕ƐƚƌĂƚĞŐŝĞƐ͕ĂŶĚĂĐŚŝĞǀĞŵĞŶƚƐĚƵƌŝŶŐƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͘^Z
ƐŝĂĐĂƌƌŝĞĚŽƵƚƚŚĞĂƐƐƵƌĂŶĐĞǁŽƌŬĨŽůůŽǁŝŶŐƉĂƌƚŝĐƵůĂƌƐĐŽƉĞ͕ŵĞĐŚĂŶŝƐŵ͕ĂŶĚƉƌŽĐĞĚƵƌĞƐĂƐĂŐƌĞĞĚďǇƚŚĞDĂŶĂŐĞŵĞŶƚ͘ƵĞƚŽƐŽŵĞůŝŵŝƚĂƚŝŽŶƐ͕ĞǆĐĞƉƚĨŽƌƚŚĞĂƌĞĂƐĐŽǀĞƌĞĚŝŶƚŚĞƐĐŽƉĞŽĨĂƐƐƵƌĂŶĐĞǁŽƌŬ͕ƚŚŝƐ^ƚĂƚĞŵĞŶƚŽƌƚŚĞZĞƉŽƌƚŝƐŶŽƚŝŶƚĞŶĚĞĚƚŽďĞƵƐĞĚĞǆĐůƵƐŝǀĞůǇĂƐĂďĂƐŝƐĨŽƌŝŶƚĞƌƉƌĞƚŝŶŐƚŚĞƐƵƐƚĂŝŶĂďŝůŝƚǇŽƌƚŚĞǁŚŽůĞƉĞƌĨŽƌŵĂŶĐĞŽĨƚŚĞĂŶŬ͘ZĞƐƉŽŶƐŝďŝůŝƚŝĞƐKƵƌƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐƚŽƚŚĞDĂŶĂŐĞŵĞŶƚĂƌĞƚŽĞǀĂůƵĂƚĞƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͕ĐŽŵĞƵƉǁŝƚŚĨŝŶĚŝŶŐƐĂŶĚƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐ͕ĂŶĚŝƐƐƵĞƚŚĞ^ƚĂƚĞŵĞŶƚ͘^ZƐŝĂŽŶůǇĞǀĂůƵĂƚĞĚĨŽƌƚŚĞůĂƚĞƐƚƌĞĐĞŝǀĞĚĞĚŝƚŽƌŝĂůĂŶĚĚĂƚĂŽŶƚŚĞĨŝŶĂůĚƌĂĨƚĂƐŽĨ:ĂŶƵĂƌǇϯϬƚŚ͕ϮϬϮϰ͘tĞĂƌĞŽŶůǇƌĞƐƉŽŶƐŝďůĞƚŽĚĞůŝǀĞƌĂƐƐƵƌĂŶĐĞǁŽƌŬ͕
EKdĂŶĂƵĚŝƚ͕ďǇĨŽůůŽǁŝŶŐƚŚĞ EŽŶͲŝƐĐůŽƐƵƌĞ ŐƌĞĞŵĞŶƚ͕ƚŚĞƐƐƵƌĂŶĐĞ ŶŐĂŐĞŵĞŶƚ ŐƌĞĞŵĞŶƚ͕ZĞƉƌĞƐĞŶƚĂƚŝŽŶ>ĞƚƚĞƌ͕ĂŶĚ^ƵďƐĞƋƵĞŶƚǀĞŶƚdĞƐƚŝŶŐ͘ǆĐĞƉƚĨŽƌƚŚĞDĂŶĂŐĞŵĞŶƚ͕ǁĞĂƐƐƵŵĞŚĂǀŝŶŐEK ƌĞƐƉŽŶƐŝďŝůŝƚŝĞƐ Žƌ ĂĐĐŽƵŶƚĂďŝůŝƚŝĞƐ ĨŽƌ ĂŶǇ ĐůĂŝŵƐƚŽ ĂŶǇ ŽƚŚĞƌ ŝŶĚŝǀŝĚƵĂůƐŽƌ ŽƌŐĂŶŝǌĂƚŝŽŶƐ͘dŚĞDĂŶĂŐĞŵĞŶƚ ŝƐ ƐŽůĞůǇ ƌĞƐƉŽŶƐŝďůĞ ĨŽƌ ƉƌĞƐĞŶƚŝŶŐ ĚĂƚĂ͕ ŝŶĨŽƌŵĂƚŝŽŶ͕ ĂŶĚ ĚŝƐĐůŽƐƵƌĞƐ ŝŶ ƚŚĞ ZĞƉŽƌƚĐŽŶƚĞŶƚ͘dŚĞƌĞĨŽƌĞ͕ĂŶǇƉĂƌƚŝĞƐǁŚŽĚĞƉĞŶĚŽŶƚŚĞZĞƉŽƌƚĂŶĚƚŚŝƐ^ƚĂƚĞŵĞŶƚƐŚĂůůďĞĂƌĂŶĚŵĂŶĂŐĞƚŚĞŝƌƌŝƐŬƐ͘/ŶĚĞƉĞŶĚĞŶĐĞ͕/ŵƉĂƌƚŝĂůŝƚǇ͕ĂŶĚŽŵƉĞƚĞŶĐǇ^ZƐŝĂĂƉƉůŝĞƐĂƐƐƵƌĂŶĐĞŵĞĐŚĂŶŝƐŵƐĂŶĚƉƌŽĐĞĚƵƌĞƐďĂƐĞĚŽŶĂƉƌŽĨĞƐƐŝŽŶĂůĐŽĚĞŽĨĐŽŶĚƵĐƚƚŚĂƚŵĂŶĚĂƚĞƐĂůůǁŽƌŬƐĂƌĞƉĞƌĨŽƌŵĞĚŝŶĂŶŽďũĞĐƚŝǀĞĂŶĚƚƌƵƚŚĨƵůŵĂŶŶĞƌ͘dŚĞƌĞĂƌĞŶŽŵĞŵďĞƌƐŽĨƚŚĞ

^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϭŽĨϱ

138

2023 Sustainability Report PT Bank Central Asia TbkĂƐƐƵƌĂŶĐĞƚĞĂŵƚŚĂƚŚĂƐƌĞůĂƚŝŽŶƐŚŝƉƐǁŝƚŚƚŚĞĂŶŬƚŚĂƚĐĂŶƉƌĞǀĞŶƚƚŚĞŵƚŽƉƌŽǀŝĚĞĂŶŝŶĚĞƉĞŶĚĞŶƚĂŶĚ ŝŵƉĂƌƚŝĂů ƐƚĂƚĞŵĞŶƚ͘ ^Z ƐŝĂ ĂůƐŽ ĐŽŶĨŝƌŵƐ ƚŚĂƚ ƚŚĞ ĂƉƉŽŝŶƚĞĚ ĂƐƐƵƌĂŶĐĞ ƚĞĂŵ ŵĞŵďĞƌƐ ŚĂǀĞĂĚĞƋƵĂƚĞƐŬŝůůƐĂŶĚĞǆƉĞƌƚŝƐĞŝŶƌĞǀŝĞǁŝŶŐƐƵƐƚĂŝŶĂďŝůŝƚǇƌĞƉŽƌƚƐŽĨŽƌŐĂŶŝǌĂƚŝŽŶƐŝŶǀĂƌŝŽƵƐŝŶĚƵƐƚƌŝĂůƐĞĐƚŽƌƐ ĂƐǁĞůů ĂƐŬŶŽǁůĞĚŐĞ ŽĨ /^K ϮϲϬϬϬ͕ ƚŚĞ ƉƌŝŶĐŝƉůĞƐ ĂŶĚ ƐƚĂŶĚĂƌĚƐ ŽĨ ϭϬϬϬ ĐĐŽƵŶƚďŝůŝƚǇƐƚĂŶĚĂƌĚƐĂŶĚƉƌŝŶĐŝƉůĞƐ͕ǀĂƌŝŽƵƐƌĞƉŽƌƚŝŶŐƌĞŐƵůĂƚŝŽŶƐ͕ƐƚĂŶĚĂƌĚƐ͕ĂŶĚƉƌŝŶĐŝƉůĞƐ͘dǇƉĞĂŶĚ>ĞǀĞůŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞϭ͘ dǇƉĞϭĂƐƐƵƌĂŶĐĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘Ϯ͘ dǇƉĞϮĂƐƐƵƌĂŶĐĞŽŶĐŽŶŽŵŝĐWĞƌĨŽƌŵĂŶĐĞ͕'ƌĞĞŶWŽƌƚĨŽůŝŽ͕ĂƚĂ^ĞĐƵƌŝƚǇĂŶĚƵƐƚŽŵĞƌWƌŝǀĂĐǇ͕ĂŶĚŽŵŵƵŶŝƚǇ/ŶǀĞƐƚŵĞŶƚ͘ϯ͘ ŵŽĚĞƌĂƚĞůĞǀĞůŽĨĂƐƐƵƌĂŶĐĞƚŽƚŚĞƉƌŽĐĞĚƵƌĞŽŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂŶĚĞǀŝĚĞŶĐĞ͕ǁŚĞƌĞƚŚĞƌŝƐŬƐŽĨŝŶĨŽƌŵĂƚŝŽŶĂŶĚĐŽŶĐůƵƐŝŽŶƐŽĨƚŚĞZĞƉŽƌƚďĞŝŶŐĞƌƌŽƌŝƐƌĞĚƵĐĞĚ͕ŶŽƚƚŽǀĞƌǇůŽǁ͕ďƵƚŶŽƚǌĞƌŽ͘

^ĐŽƉĞĂŶĚ>ŝŵŝƚĂƚŝŽŶŽĨƐƐƵƌĂŶĐĞ^ĞƌǀŝĐĞϭ͘ ĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶŝŶƚŚĞZĞƉŽƌƚĨŽƌƚŚĞƉĞƌŝŽĚŽĨ:ĂŶƵĂƌǇϭƚŽĞĐĞŵďĞƌϯϭ͕ϮϬϮϯ͘Ϯ͘ ǀĂůƵĂƚŝŽŶ ŽĨ ƉƵďůŝĐůǇ ĚŝƐĐůŽƐĞĚ ŝŶĨŽƌŵĂƚŝŽŶ͕ ƐǇƐƚĞŵ͕ ĂŶĚ ƉƌŽĐĞƐƐ ŽĨ ƚŚĞ ŽŵƉĂŶǇ ƚŽ ĞŶƐƵƌĞĂĚŚĞƌĞŶĐĞŽĨƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚƚŽƚŚĞZĞƉŽƌƚŝŶŐƉƌŝŶĐŝƉůĞƐ͘ϯ͘ ^Z ƐŝĂ ĚŽĞƐ EKd ŝŶĐůƵĚĞ ĨŝŶĂŶĐŝĂů ĚĂƚĂ͕ ŝŶĨŽƌŵĂƚŝŽŶ͕ ĂŶĚ ĨŝŐƵƌĞƐ ŝŶ ƚŚĞ ZĞƉŽƌƚ ĐŽŶƚĞŶƚ͘ tĞĂƐƐƵŵĞĚƚŚĂƚƚŚĞŽŵƉĂŶǇ͕ŝŶĚĞƉĞŶĚĞŶƚƉĂƌƚŝĞƐ͕ŽƌŽƚŚĞƌƉĂƌƚŝĞƐĂƐƐŽĐŝĂƚĞĚǁŝƚŚƚŚĞŽŵƉĂŶǇŚĂǀĞǀĞƌŝĨŝĞĚĂŶĚͬŽƌĂƵĚŝƚĞĚĨŝŶĂŶĐŝĂůƐƚĂƚĞŵĞŶƚƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶ͘ϰ͘ ĚŚĞƌĞŶĐĞƚŽƚŚĞĨŽůůŽǁŝŶŐƌĞƉŽƌƚŝŶŐƉƌŝŶĐŝƉůĞƐ͕ƐƚĂŶĚĂƌĚƐ͕ĂŶĚƌĞŐƵůĂƚŝŽŶƐ͗ĂͿ ZĞŐƵůĂƚŝŽŶ ŽĨ /ŶĚŽŶĞƐŝĂ &ŝŶĂŶĐŝĂů ^ĞƌǀŝĐĞ ƵƚŚŽƌŝƚǇ EŽ͘ϱϭͬWK:<͘ϬϯͬϮϬϭϳ ĂŶĚ ^K:< EŽ͘ϭϲͬ^K:<͘ϬϰͬϮϬϮϭďͿ ŽŶƐŽůŝĚĂƚĞĚƐĞƚŽĨ'Z/^ƵƐƚĂŝŶĂďŝůŝƚǇZĞƉŽƌƚŝŶŐ^ƚĂŶĚĂƌĚƐϮϬϮϭ;'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚͿĂŶĚ
'Z/'ϰ&ŝŶĂŶĐŝĂů^ĞƌǀŝĐĞƐ^ĞĐƚŽƌŝƐĐůŽƐƵƌĞ;'Z/Ͳ'ϰ&^ͿŝƐƐƵĞĚďǇƚŚĞ'ůŽďĂůZĞƉŽƌƚŝŶŐ/ŶŝƚŝĂƚŝǀĞĐͿ ^ƵƐƚĂŝŶĂďŝůŝƚǇĐĐŽƵŶƚŝŶŐ^ƚĂŶĚĂƌĚŽĂƌĚ&ŝŶĂŶĐŝĂů^ĞĐƚŽƌ–ŽŵŵĞƌĐŝĂůĂŶŬƐĚͿ ^ƵƐƚĂŝŶĂďůĞĂŶŬŝŶŐƐƐĞƐƐŵĞŶƚ;^h^ͿtŽƌůĚtŝĚĞ&ƵŶĚĨŽƌEĂƚƵƌĞ;tt&ͿǆĐůƵƐŝŽŶϭ͘ dŚĞĞǆƉƌĞƐƐŝŽŶŽĨŽƉŝŶŝŽŶ͕ďĞůŝĞĨ͕ĞǆƉĞĐƚĂƚŝŽŶ͕ĂĚǀĞƌƚŝƐĞŵĞŶƚ͕ ĂŶĚĨŽƌǁĂƌĚͲůŽŽŬŝŶŐƐƚĂƚĞŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐĨƵƚƵƌĞƉůĂŶŶŝŶŐŽĨƚŚĞŽŵƉĂŶǇĂƐƐƉĞĐŝĨŝĞĚŝŶƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚ͘Ϯ͘ ŶĂůǇƐŝƐŽƌĂƐƐĞƐƐŵĞŶƚĂŐĂŝŶƐƚƌĞŐƵůĂƚŝŽŶƐ͕ƉƌŝŶĐŝƉůĞƐ͕ƐƚĂŶĚĂƌĚƐ͕ŐƵŝĚĞůŝŶĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽƚŚĞƌƚŚĂŶƚŚŽƐĞŝŶĚŝĐĂƚĞĚŝŶƚŚĞ^ƚĂƚĞŵĞŶƚ͘ϯ͘ dŽƉŝĐƐ͕ĚĂƚĂ͕ĂŶĚŝŶĨŽƌŵĂƚŝŽŶŽƵƚƐŝĚĞƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͕ŽƌŝŶƚŚĞƉƵďůŝĐĚŽŵĂŝŶŶŽƚĐŽǀĞƌĞĚŝŶƚŚĞƌĞƉŽƌƚŝŶŐƉĞƌŝŽĚ͘ϰ͘ Financial performance data and information as presented in the Company’s financial statementsĂŶĚĚŽĐƵŵĞŶƚƐ͕ŝŶĐůƵĚŝŶŐŵĞŶƚŝŽŶĞĚŝŶƚŚŝƐZĞƉŽƌƚ͘DĞƚŚŽĚŽůŽŐǇĂŶĚ^ŽƵƌĐĞŝƐĐůŽƐƵƌĞϭ͘ &ŽƌŵĂŶĂƐƐƵƌŽƌƚĞĂŵǁŚŽƐĞŵĞŵďĞƌƐĂƌĞĐĂƉĂďůĞŝŶƐƵƐƚĂŝŶĂďŝůŝƚǇ͕ĂŶĚƐƵƐƚĂŝŶĂďŝůŝƚǇƌĞƉŽƌƚŝŶŐĚĞǀĞůŽƉŵĞŶƚĂŶĚĂƐƐƵƌĂŶĐĞ͘Ϯ͘ WĞƌĨŽƌŵƚŚĞƉƌĞͲĞŶŐĂŐĞŵĞŶƚƉŚĂƐĞƚŽĞŶƐƵƌĞƚŚĞŝŶĚĞƉĞŶĚĞŶĐĞĂŶĚŝŵƉĂƌƚŝĂůŝƚǇŽĨƚŚĞĂƐƐƵƌŽƌƚĞĂŵ͘
ϯ͘ ,ŽůĚĂŬŝĐŬͲŽĨĨŵĞĞƚŝŶŐĂŶĚŝŶŝƚŝĂůĂŶĂůǇƐŝƐŽĨƚŚĞZĞƉŽƌƚĚƌĂĨƚďĂƐĞĚŽŶƚŚĞ^ZƐŝĂWƌŽƚŽĐŽůŽŶƐƐƵƌĂŶĐĞŶĂůǇƐŝƐƌĞĨĞƌƐƚŽƚŚĞƐƚĂŶĚĂƌĚƐ͕ƉƌŝŶĐŝƉůĞƐ͕ĂŶĚŝŶĚŝĐĂƚŽƌƐŽĨϭϬϬϬ^ǀϯ͕ϭϬϬϬW^;ϮϬϭϴͿ͕ĂŶĚƐƚĂŶĚĂƌĚƐͬƌĞŐƵůĂƚŝŽŶƐƵƐĞĚŝŶƚŚĞZĞƉŽƌƚ͘ϰ͘ ŝƐĐƵƐƐŽŶůŝŶĞƚŚĞƌĞƐƵůƚƐŽĨƚŚĞĂŶĂůǇƐŝƐǁŝƚŚƚŚĞDĂŶĂŐĞŵĞŶƚĂŶĚĚĂƚĂĐŽŶƚƌŝďƵƚŽƌƐ͘^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϮŽĨϱ
2023 Sustainability Report PT Bank Central Asia Tbk

139ϱ͘ sĞƌŝĨǇĞǀŝĚĞŶĐĞĂŶĚƚƌĂĐĞĚĂƚĂĂŶĚŝŶĨŽƌŵĂƚŝŽŶĂƐĐŽǀĞƌĞĚŝŶƚŚĞZĞƉŽƌƚ͘ϲ͘ dŚĞŽŵƉĂŶǇŝŶĐŽƌƉŽƌĂƚĞĚŽƵƌƌĞĐŽŵŵĞŶĚĂƚŝŽŶƐŝŶƚŚĞĚƌĂĨƚZĞƉŽƌƚĂŶĚƌĞůĞĂƐĞƚŚĞĨŝŶĂůZĞƉŽƌƚĐŽŶƚĞŶƚ͘ϳ͘ WƌĞƉĂƌĞƚŚĞ ^ƚĂƚĞŵĞŶƚ ĂŶĚƐĞŶĚŝƚƚŽ^ZƐŝĂ/ŶƚĞƌŶĂƚŝŽŶĂůŝƌĞĐƚŽƌĨŽƌƌĞǀŝĞǁƚŽŐĞƚĂƉƉƌŽǀĂůďĞĨŽƌĞƐƵďŵŝƚƚŝŶŐŝƚƚŽƚŚĞŽŵƉĂŶǇ͘ϴ͘ WƌĞƉĂƌĞ Ă DĂŶĂŐĞŵĞŶƚ >ĞƚƚĞƌ ĚĞƚĂŝůŝŶŐ Ăůů ĂƐƉĞĐƚƐ ƐĞĞŶ͕ ƌĞĐŽƌĚĞĚ͕ ĂŶĚ ŽďƐĞƌǀĞĚ ĚƵƌŝŶŐ ƚŚĞĂƐƐƵƌĂŶĐĞ ǁŽƌŬ ƚŽ ƚŚĞ DĂŶĂŐĞŵĞŶƚŽĨƚŚĞŽŵƉĂŶǇ ĨŽƌ ĨƵƌƚŚĞƌ ŝŵƉƌŽǀĞŵĞŶƚ ŽĨ ƐƵƐƚĂŝŶĂďŝůŝƚǇƉƌŽĐĞƐƐĞƐ͘ĚŚĞƌĞŶĐĞƚŽϭϬϬϬW;ϮϬϭϴͿĂŶĚ'Z/hŶŝǀĞƌƐĂů^ƚĂŶĚĂƌĚƐ/ŶĐůƵƐŝǀŝƚǇ–dŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĚĞƐĐƌŝďĞƐƚŚĞŝƌĞĨĨŽƌƚƐƚŽĞŶŐĂŐĞǁŝƚŚƐƚĂŬĞŚŽůĚĞƌƐ͕ďǇĞŶĂďůŝŶŐƚŚĞŝƌ
participation in establishing the Bank’s material sustainability topics, such as involving communitiesƚŚƌŽƵŐŚ ĨŝŶĂŶĐŝĂů ůŝƚĞƌĂĐǇ ĂŶĚ ŝŶĐůƵƐŝŽŶ ƉƌŽŐƌĂŵƐ͕ ŝŶĐƌĞĂƐŝŶŐ D^D ĨŝŶĂŶĐŝŶŐ ĂŶĚ ĨŽƌŵƵůĂƚŝŶŐƐƚƌĂƚĞŐŝĞƐĂŶĚĐůŝŵĂƚĞĂĐƚŝŽŶƌŽĂĚŵĂƉ͘^ƚĂŬĞŚŽůĚĞƌƐŚĂǀĞďĞĞŶŝĚĞŶƚŝĨŝĞĚƉƌŽƉĞƌůǇďǇƚŚĞĂŶŬ͕ĂůŽŶŐwith their expectations and viewpoints. Overall, the Report content shows the Bank’s adherencĞƚŽƚŚĞŝŶĐůƵƐŝŽŶƉƌŝŶĐŝƉůĞ͘DĂƚĞƌŝĂůŝƚǇ–We appreciate the Bank's approach in identifying the Report’s material topics for currentƌĞƉŽƌƚŝŶŐ ƉĞƌŝŽĚ͕ ǁŚŝĐŚ ƚĂŬĞƐ ĐŽŶƐŝĚĞƌĂƚŝŽŶ ŽĨ ŝŶƉƵƚ ĨƌŽŵ ĂĐƌŽƐƐ ŝŶƚĞƌŶĂů ĚŝǀŝƐŝŽŶƐ ĂƐ ǁĞůů ĂƐ ƚŚĞŝƌĞǆƚĞƌŶĂů ƐƚĂŬĞŚŽůĚĞƌ ŶĞĞĚƐ͘ tĞ ĐŽŶĐůƵĚĞ ƚŚĂƚ ƚŚĞ ƚĞŶ ŵĂƚĞƌŝĂů ƚŽƉŝĐƐ ĂƌĞ ƌĞůĞǀĂŶƚ ĂŶĚ ƚŚĞ ƌĞǀŝĞǁƉƌŽĐĞƐƐŚĂƐƵŶĚĞƌŐŽŶĞĂƐƐĞƐƐŵĞŶƚƐŽŶĂĐƚƵĂůĂŶĚƉŽƚĞŶƚŝĂůŝŵƉĂĐƚƐƌĞůĂƚĞĚƚŽ^'ƚŚĂƚŵĂǇŝŶĨůƵĞŶĐĞƚŚĞŝƌďƵƐŝŶĞƐƐƐƚƌĂƚĞŐǇĂƐĚĞƚĂŝůĞĚŝŶƚŚĞZĞƉŽƌƚ͘ZĞƐƉŽŶƐŝǀĞŶĞƐƐ – dŚĞ ĂŶŬ ŚĂƐ ĞƐƚĂďůŝƐŚĞĚ ƉƌŽƉĞƌ ƉŽůŝĐŝĞƐ ǁŚĞƌĞ ĂŶǇŽŶĞ ĐĂŶ ƌĞƉŽƌƚ ǀŝŽůĂƚŝŽŶƐ ŽĨĞƚŚŝĐƐ͕ ĨƌĂƵĚ͕ ĂŶĚ ĐŽƌƌƵƉƚŝŽŶ͕ Žƌ ŽƚŚĞƌ ǀŝŽůĂƚŝŽŶƐ ŽĨ ƚŚĞ ďĂŶŬŝŶŐ ĐŽĚĞ ŽĨ ĞƚŚŝĐƐ ǀŝĂ ǁŚŝƐƚůĞďůŽǁŝŶŐƐǇƐƚĞŵ͘dŚĞ Bank’s ǁŚŝƐƚůĞďůŽǁŝŶŐ ƐǇƐƚĞŵ ŵĂŶĂŐĞĚ ďǇ ƚŚĞ ŶƚŝͲĨƌĂƵĚ ƵƌĞĂƵ;&Ϳ ǁŽƌŬ ƵŶŝƚ ĂŶĚƌĞƉŽƌƚĞĚ ƚŽ WƌĞƐŝĚĞŶƚ ŝƌĞĐƚŽƌ͘ We also appreciate the Bank’s improvement ŽĨ ǁŚŝƐƚůĞďůŽǁŝŶŐĐŽŵƉůĂŝŶƚƐŝŶǀĞƐƚŝŐĂƚĞĚƚŽƚŽƚĂůĐŽŵƉůĂŝŶƚƐƌĞĐĞŝǀĞĚǁŚŝĐŚŝŶĐƌĞĂƐĞƐŝŶĐƵƌƌĞŶƚǇĞĂƌĐŽŵƉĂƌĞĚƚŽƉƌŝŽƌǇĞĂƌ͘dŚĞĂŶŬĂůƐŽŚĂƐ,ĂůŽ͕ǁŚĞƌĞĞĂĐŚĐŽŵƉůĂŝŶƚǁŝůůďĞŚĂŶĚůĞĚĂĐĐŽƌĚŝŶŐƚŽƚŚĞƐĞƌǀŝĐĞůĞǀĞůĂŐƌĞĞŵĞŶƚ ;^>Ϳ͕ ƐŚŽǁŝŶŐƚŚĞŝƌ ĐŽŵŵŝƚŵĞŶƚ ŝŶ ĞƐƚĂďůŝƐŚŝŶŐ ŐŽŽĚ ƌĞůĂƚŝŽŶƐ ĂŶĚ ŵĂŝŶƚĂŝŶ ĐƵƐƚŽŵĞƌƚƌƵƐƚ͘
/ŵƉĂĐƚ–The Bank’s commitment in contributing to the Government's efforts to equally distribute
economic development are shown in their financial literacy program, aiming to improve community’sƐŬŝůůƐŝŶŵĂŶĂŐŝŶŐĨŝŶĂŶĐĞ͘ĐĐĞƐƐƚŽďĂŶŬŝŶŐĨĂĐŝůŝƚŝĞƐƚŽďĞĐŽŵĞĞĂƐŝůǇĂĐĐĞƐƐŝďůĞƚŽƚŚĞƉƵďůŝĐĂůƐŽƐŚŽǁƐƚŚĞďĞŶĞĨŝƚƐŽĨƚŚĞĂŶŬΖƐĞǆŝƐƚĞŶĐĞŝŶƐƵƉƉŽƌƚŝŶŐƚŚĞĞĐŽŶŽŵǇ͕ǁŚŝĐŚƐƵƉƉŽƌƚƐ^'ϭϬ;ZĞĚƵĐĞ/ŶĞƋƵĂůŝƚŝĞƐͿ͘/ŶƐƵƉƉŽƌƚƚŽǁĂƌĚƐƚŚĞ/ŶĚŽŶĞƐŝĂŶŐŽǀĞƌŶŵĞŶƚƉŽůŝĐǇŽĨůŽǁͲĐĂƌďŽŶĞĐŽŶŽŵǇ͕ƚŚĞĂŶŬĞŵƉŚĂƐŝƐĞƐ ƚŚĞŝƌ ĨŝŶĂŶĐŝŶŐ ŽŶ ^ƵƐƚĂŝŶĂďůĞ ƵƐŝŶĞƐƐ ĐƚŝǀŝƚŝĞƐ ;^Ϳ͕ ĞƐƉĞĐŝĂůůǇ ĨŽƌ ŶǀŝƌŽŶŵĞŶƚĂůůǇ&ƌŝĞŶĚůǇƵƐŝŶĞƐƐĐƚŝǀŝƚŝĞƐ;ŐƌĞĞŶĨŝŶĂŶĐŝŶŐͿĂŶĚĨŝŶĂŶĐŝŶŐĨŽƌDŝĐƌŽ͕^ŵĂůů͕ĂŶĚDĞĚŝƵŵŶƚĞƌƉƌŝƐĞƐ;D^DͿ͘ dŚĞ Bank’s ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ƉŽƌƚĨŽůŝŽ͕ ŝŶĐůƵĚŝŶŐ ƐƵƐƚĂŝŶĂďŝůŝƚǇͲůŝŶŬĞĚ ůŽĂŶ ;^>>Ϳ ƐĐŚĞŵĞƐ͕ĐŽŶƐŝƐƚŽĨĚĞďƚŽƌƐǁŚŽƐĞďƵƐŝŶĞƐƐĂĐƚŝǀŝƚŝĞƐŝŶǀŽůǀĞŵĂŶĂŐŝŶŐŶĂƚƵƌĂůƌĞƐŽƵƌĐĞƐĂŶĚƐƵƐƚĂŝŶĂďůĞůĂŶĚƵƐĞ͕ ĨŽůůŽǁĞĚ ďǇ ĞŶǀŝƌŽŶŵĞŶƚĂůůǇ ĨƌŝĞŶĚůǇ ƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ĂŶĚ ĞĐŽͲĞĨĨŝĐŝĞŶƚ ƉƌŽĚƵĐƚƐ͘ dŚĞ ĂŶŬŵĂǆŝŵŝǌĞƐ ƚŚŝƐ ŽƉƉŽƌƚƵŶŝƚǇ ƚŽ ŝŶĐƌĞĂƐĞ ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ĂŶĚ ĞǆƉĂŶĚ ĂǁĂƌĞŶĞƐƐ ƌĞŐĂƌĚŝŶŐ ƚŚĞŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨ ƐƵƐƚĂŝŶĂďůĞ ĨŝŶĂŶĐĞ͕ ŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ͕ ĐŝƌĐƵůĂƌ ĞĐŽŶŽŵǇ͕ ĂŶĚƚŚĞ ĂĐŚŝĞǀĞŵĞŶƚ ŽĨ^ƵƐƚĂŝŶĂďůĞ ĞǀĞůŽƉŵĞŶƚ 'ŽĂůƐ ;^'ƐͿ͘ dŚĞ ŝŵƉůĞŵĞŶƚĂƚŝŽŶ ŽĨ ĐŽŵŵƵŶŝƚǇ ŝŶǀĞƐƚŵĞŶƚ ŚĂƐ ĂůƐŽŝŵƉĂĐƚĞĚ ǀĂƌŝŽƵƐ ďĞŶĞĨŝĐŝĂƌŝĞƐ ŝŶ ƐĞǀĞƌĂů ƌĞŐŝŽŶƐ ǁŝƚŚŝŶ ƚŚĞ ĐŽƵŶƚƌǇ͘ /Ŷ ŐŽǀĞƌŶĂŶĐĞ ĂƐƉĞĐƚ͕ ǁĞ
conclude that the Bank has achieved zero data breach. the Bank’s strong data security system and the^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϯŽĨϱ

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2023 Sustainability Report PT Bank Central Asia TbkŝŵƉůĞŵĞŶƚĂƚŝŽŶŽĨĐǇďĞƌƐĞĐƵƌŝƚǇŵĂŶĂŐĞŵĞŶƚĂƌĞǁĞůůͲŵĂŶĂŐĞĚƚŽƉƌĞǀĞŶƚĐǇďĞƌͲĂƚƚĂĐŬƐ͕ƚĞĐŚŶŽůŽŐǇĐƌŝŵĞƐ͕ĂŶĚĚĂƚĂůĞĂŬƐ͘^ƚĂƚĞŵĞŶƚŽĨhƐĞ͗“/ŶĐĐŽƌĚĂŶĐĞƚŽthe GRI Standards”–tĞĞǀĂůƵĂƚĞĚƚŚĞZĞƉŽƌƚĐŽŶƚĞŶƚĂŐĂŝŶƐƚƚŚĞ 'Z/ hŶŝǀĞƌƐĂů ^ƚĂŶĚĂƌĚƐ ƉƌŝŶĐŝƉůĞƐ͕ ĚŝƐĐůŽƐƵƌĞƐ͕ ĂŶĚ ƌĞƋƵŝƌĞŵĞŶƚƐ ĨŽƌ ƌĞƉŽƌƚŝŶŐ͘ dŚĞ ĂŶŬ ŚĂƐĐŽŵƉůŝĞĚ ǁŝƚŚ ŶŝŶĞ ƌĞƋƵŝƌĞŵĞŶƚƐ͗ ĂƉƉůǇ ƚŚĞ ƌĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ͕ ƌĞƉŽƌƚ ƚŚĞ ĚŝƐĐůŽƐƵƌĞƐ ŝŶ 'Z/ Ϯ͗'ĞŶĞƌĂůŝƐĐůŽƐƵƌĞƐϮϬϮϭ͕ĚĞƚĞƌŵŝŶĞŵĂƚĞƌŝĂůƚŽƉŝĐƐ͕ƌĞƉŽƌƚƚŚĞĚŝƐĐůŽƐƵƌĞƐŝŶ'Z/ϯ͗DĂƚĞƌŝĂůdŽƉŝĐƐϮϬϮϭ͕ ƌĞƉŽƌƚ ĚŝƐĐůŽƐƵƌĞƐ ĨƌŽŵ ƚŚĞ 'Z/dŽƉŝĐ ^ƚĂŶĚĂƌĚƐ ĨŽƌĞĂĐŚŵĂƚĞƌŝĂů ƚŽƉŝĐ͕ ƉƌŽǀŝĚĞ ƌĞĂƐŽŶƐ ĨŽƌŽŵŝƐƐŝŽŶĨŽƌĚŝƐĐůŽƐƵƌĞƐĂŶĚƌĞƋƵŝƌĞŵĞŶƚƐƚŚĂƚƚŚĞŽƌŐĂŶŝǌĂƚŝŽŶĐĂŶŶŽƚĐŽŵƉůǇǁŝƚŚ͕ƉƵďůŝƐŚĂ'Z/
ĐŽŶƚĞŶƚŝŶĚĞǆ͕ƉƌŽǀŝĚĞĂƐƚĂƚĞŵĞŶƚŽĨƵƐĞ͕ĂŶĚŶŽƚŝĨǇ'Z/͘
'Z/ ^ƚĂŶĚĂƌĚƐ WƌŝŶĐŝƉůĞƐ – Ɛ ƚŚĞ ĂƐƐƵƌĂŶĐĞ ǁŽƌŬ ǁĂƐ ƚĂŬĞŶ͕ ƚŚĞ ZĞƉŽƌƚ ĐŽŶƚĞŶƚ ŝŶĚŝĐĂƚĞƐ ŝƚƐĂĚŚĞƌĞŶĐĞ ƚŽ ƚŚĞ ZĞƉŽƌƚŝŶŐ ƉƌŝŶĐŝƉůĞƐ ;ĂĐĐƵƌĂĐǇ͕ ďĂůĂŶĐĞ͕ ĐůĂƌŝƚǇ͕ ĐŽŵƉĂƌĂďŝůŝƚǇ͕ ĐŽŵƉůĞƚĞŶĞƐƐ͕ƐƵƐƚĂŝŶĂďŝůŝƚǇ ĐŽŶƚĞǆƚ͕ ƚŝŵĞůŝŶĞƐƐ͕ ĂŶĚ ǀĞƌŝĨŝĂďŝůŝƚǇͿ͘ dŚĞ DĂŶĂŐĞŵĞŶƚ ƉƌŽǀŝĚĞĚ ĂĚĞƋƵĂƚĞ ƐƵƉƉŽƌƚĚƵƌŝŶŐƚŚĞĂƐƐƵƌĂŶĐĞǁŽƌŬďǇƐƵďŵŝƚƚŝŶŐĞǀŝĚĞŶĐĞͬĚŽĐƵŵĞŶƚƐĂƐƌĞƋƵĞƐƚĞĚ͘dǇƉĞϮƐƐƵƌĂŶĐĞ–dŚĞĂŶŬŚĂƐďĞĞŶŝŵƉůĞŵĞŶƚŝŶŐƐƵƐƚĂŝŶĂďůĞĨŝŶĂŶĐĞƉƌĂĐƚŝĐĞƐŝŶƉƵƌƉŽƐĞƚŽƉƌŽǀŝĚĞƐŝŐŶŝĨŝĐĂŶƚŝŵƉĂĐƚƐ͕ďŽƚŚƉŽƐŝƚŝǀĞĂŶĚŶĞŐĂƚŝǀĞĨŽƌƚŚĞĂŶŬĂŶĚŝƚƐƐƚĂŬĞŚŽůĚĞƌƐ͘^ƚƌĂƚĞŐŝĞƐĂƌĞ ĐĂƌƌŝĞĚ ŽƵƚ ĂĐƌŽƐƐ ĚŝǀŝƐŝŽŶƐ ǁŚŽ ĂƌĞ ŝŶǀŽůǀĞĚ ŝŶ ŵŽŶŝƚŽƌŝŶŐ ĂŶĚ ĞǀĂůƵĂƚŝŶŐ ĞĐŽŶŽŵŝĐƉĞƌĨŽƌŵĂŶĐĞ͕ƐƵĐŚĂƐ/ŶƚĞƌŶĂůƵĚŝƚhŶŝƚ͕ƵĚŝƚŽŵŵŝƚƚĞĞ͕ŝƌĞĐƚŽƌĂŶĚŽĂƌĚŽĨŽŵŵŝƐƐŝŽŶĞƌƐ͘dŚĞ ĂŶŬ ŚĂƐ ĂůƐŽ ĐŽŵŵŝƚƚĞĚ ŝŶ ŝŶĐƌĞĂƐŝŶŐ ƚŚĞ ĨŝŶĂŶĐŝŶŐ ƚŽ ĞŶǀŝƌŽŶŵĞŶƚĂůůǇ ĨƌŝĞŶĚůǇ ƐĞĐƚŽƌƐ ŝƐĞǆƉĞĐƚĞĚƚŽĂĐĐĞůĞƌĂƚĞƚŚĞƚƌĂŶƐŝƚŝŽŶƚŽĂůŽǁͲĐĂƌďŽŶĞĐŽŶŽŵǇƚŚƌŽƵŐŚŽƵƚƚŚĞŝƌŵĂŶĂŐĞŵĞŶƚŽĨŐƌĞĞŶ ĨŝŶĂŶĐŝŶŐ ƉŽƌƚĨŽůŝŽ͘ &Žƌ ƚŚĞŝƌ ĐƵƐƚŽŵĞƌƐ͕ ƚŚĞ ĂŶŬ ĞŶƐƵƌĞƐ ƚŚĂƚ ƚŚĞ ŝŶĨŽƌŵĂƚŝŽŶ ƐĞĐƵƌŝƚǇƐǇƐƚĞŵŝƐĂĚĞƋƵĂƚĞďǇƌĞŐƵůĂƌůǇĐŽŶĚƵĐƚŝŶŐĂƌĞǀŝĞǁƉƌŽĐĞƐƐďǇďŽƚŚƚŚĞŝŶƚĞƌŶĂůĂƵĚŝƚƚĞĂŵĂŶĚĞǆƚĞƌŶĂů ĂƵĚŝƚŽƌƐ ǁŝƚŚ ƚŚĞ ĨŽĐƵƐ ĂƌĞĂ ŽĨ ĂƐƐĞƚ ŵĂŶĂŐĞŵĞŶƚ͕ ƐĂĨĞŐƵĂƌĚŝŶŐ ŽĨ ĂƐƐĞƚƐ͕ ƉĞŶĞƚƌĂƚŝŽŶƚĞƐƚƐĂŶĚǀƵůŶĞƌĂďŝůŝƚǇƐĐĂŶƐ͕ĂĐĐĞƐƐĐŽŶƚƌŽůƐ͕ĚĞƚĞĐƚŝŽŶĐŽŶƚƌŽůƐ͕ƐĞĐƵƌŝƚǇďƌĞĂĐŚĞƐŽƌŝŶĐŝĚĞŶƚƐ͕ĂŶĚďĂĐŬƵƉĂŶĚƌĞĐŽǀĞƌǇ͘ZĞĐŽŵŵĞŶĚĂƚŝŽŶϭ͘ dŽĐŽŶĚƵĐƚƚŽƉŝĐŵĂƚĞƌŝĂůŝƚǇƚĞƐƚŝŶŐƚŚƌŽƵŐŚƐƚĂŬĞŚŽůĚĞƌĞŶŐĂŐĞŵĞŶƚ͘Ϯ͘ dŽĐŽŶĚƵĐƚĂƚŚŽƌŽƵŐŚĂƐƐĞƐƐŵĞŶƚŽĨĐŽŵŵƵŶŝƚǇŶĞĞĚƐĂŶĚƉŽƚĞŶƚŝĂů ĐŽŵŵƵŶŝƚǇŝŶǀŽůǀĞŵĞŶƚĂŶĚĚĞǀĞůŽƉŵĞŶƚ;/ͿƉƌŽŐƌĂŵŝŵƉĂĐƚ͘^ZƐŝĂ/ŶĚĞƉĞŶĚĞŶƚƐƐƵƌĂŶĐĞ^ƚĂƚĞŵĞŶƚ͕ǀĞƌƐŝŽŶϮϬϮϯ͕ƉĂŐĞϰŽĨϱ
2023 Sustainability Report PT Bank Central Asia Tbk

141

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>ŝŵ,ĞŶĚƌĂŽƵŶƚƌǇŝƌĞĐƚŽƌĨŽƌ/ŶĚŽŶĞƐŝĂ^ŽĐŝĂůZĞƐƉŽŶƐŝďŝůŝƚǇƐŝĂŝƌĞŶĚƌĂZĂƚƵƌŝ/ŶƚĞƌŶĂƚŝŽŶĂůŝƌĞĐƚŽƌ^ŽĐŝĂůZĞƐƉŽŶƐŝďŝůŝƚǇƐŝĂ^ŽĐŝĂůZĞƐƉŽŶƐŝďŝůŝƚǇƐŝĂ;^ZƐŝĂͿ/ŶƚĞƌŶĂƚŝŽŶĂůϰ&Ͳ^ͲϮϱ͕ŶƐĂůWůĂǌĂ͕sĂŝƐŚĂůŝ͕'ŚĂǌŝĂďĂĚ;EZZĞŐŝŽŶĞůŚŝͿ͕hƚƚĂƌWƌĂĚĞƐŚϮϬϭϬϭϬ͕/E/>ĂŶĚůŝŶĞͬDŽďŝůĞ͗нϵϭͲϭϮϬͲϰϭϬϯϬϮϯ͖нϵϭͲϭϮϬͲϲϰϱϮϬϮϬͬнϵϭͲϵϴϭϬϬϱϵϭϬϵͲŵĂŝů͗ŝŶĨŽΛƐƌͲĂƐŝĂ͘ŽƌŐ͕tĞďƐŝƚĞ͗ǁǁǁ͘ƐƌͲĂƐŝĂ͘ŽƌŐ/ŶĚŽŶĞƐŝĂWd^ĞũĂŚƚĞƌĂZĂŵďĂŚƐŝĂ͕:ů͘dĞďĞƚĂƌĂƚĂůĂŵs///EŽ͘Ϯϱ͕:ĂŬĂƌƚĂϭϮϴϭϬ͕/EKE^/>ĂŶĚůŝŶĞ͗нϲϮͲϮϭͲϱϬϭϬϭϱϬϰ͕ͲŵĂŝů͗ƐĞƌǀŝĐĞƐΛƐƌĂƐŝĂͲŝŶĚŽ͘ĐŽŵ͕tĞďƐŝƚĞ͗ǁǁǁ͘ƐƌĂƐŝĂͲŝŶĚŽ͘ĐŽŵ

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142

2023 Sustainability Report PT Bank Central Asia Tbk

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

POJK Number 51/POJK.03/2017
Reference, GRI Standards, SASB, and
SUSBA IndicesFinancial Services Authority Regulation (POJK) Number 51/
POJK.03/2017 - Financial Services Authority Circular Letter(SEOJK) Number 16/SEOJK.04/2021
Index Number

Index Name

Page (s)Sustainability Strategy
A.1

Explanation of Sustainability Strategy

24

Performance Overview on Sustainability Aspects
B.1

Economic Aspects

18-19

B.2

Environmental Aspects

20

B.3

Social Aspects

21

Company Profile
C.1

Vision, Mission and Values of Sustainability

24

C.2

Company Address

25

C.3

Business Scale

26

C.4

Products, Services, and Business Activity

25, 27

C.5

Membership of Association

27

C.6

Significant Changes

27

Board of Director Statement
D.1

Board of Director Statement

2-9

Sustainability GovernanceE.1

Responsible Party related to Sustainable Finance Implemention

E.2

Competency Development related to Sustainable Finance

E.3

Risk Assessment for the Application of Sustainable Finance

E.4

Stakeholder Engagement

E.5

Problems Encountered on Sustainable Finance

32-34
35
34
133-136
37

Sustainability Performance
F.1

Building a Sustainability Culture

F.2

Comparison of Targets and Production Performance, Portfolio, Financing Targets, or Investments,
Income as Well as Profit and Loss

41

F.3

Comparison of Target and Portfolio Performance, Financing Targets, or Investments in Financial
Instruments or Projects That are in line with the Implementation of Sustainable Finance

43-47

28

Economic Performance

Environmental Performance
General Aspects
F.4

Environmental Costs

20

Material Aspects
F.5

Usage of Environmentally Friendly Materials

1012023 Sustainability Report PT Bank Central Asia Tbk

143

Sustainability Aspects Highlight

Sustainability in BCA

Index Number

Responsible Banking

Index Name

Page (s)Energy Aspects
F.6

Amount and Intensity of Energy Consumed

95-96

F.7

Efforts and Achievement for Energy Efficiency and Renewable Energy Usage

94-96

Water Aspects
F.8

Water Usage

100

Biodiversity Aspects
F.9
F.10

Impacts from Operational Areas that are Near or Located in Conservation Areas or Have Biodiversity
Biodiversity Conservation Efforts

123
121-123

Emission Aspects
F.11

Amount and Intensity of Emissions Generated by Type

96-97

F.12

Efforts and Achievements Made for Emission Reduction

94-96, 99100, 122

Waste and Effluent Aspects
F.13

Amount of Waste and Effluent Generated by Type98-101

F.14

Waste and Effluent Management Mechanism

98-101

F.15

Occurring Spills (if any)101

Complaints Related to the Environment Aspects
F.16

Amount and Material of Environmental Complaints Received and Resolved

123

Social Performance
F.17

Commitment to Provide Services on Equal Products and/or Services to Consumers

65, 67

Employment Aspects
F.18

Equal Employment Opportunities

81, 91-92

F.19

Child Labor And Forced Labor74, 92

F.20

Regional Minimum Wage

89-90

F.21

A Decent and Safe Work Environment

F.22

Training and Development of Employee Skills

91
35, 88-89

Community Aspects
F.23

Operations Impacts on Surrounding Communities

126-127

F.24

Community Complaints

67-68

Corporate Social Responsibility (CSR) Activities

104-125

F.25

Responsibility for Sustainable Product/Service Development
F.26

Innovation and Development of Sustainable Finance Products/Services

57-58, 66

F.27

Products and Services that the Safety have been Evaluated for Customers

F.28

Products/Services Impacts

F.29

The Number of Products Withdrawn

66

F.30

Customer Satisfaction Survey of Sustainable Finance Products and/or Services

67

66
48, 57, 66

Others144

G.1

Written Verification from Independent Parties (if any)

G.2

Feedback Form

G.3

Responses to Previous Year’s Sustainability Report Feedback

G.4

List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017
concerning Implementation of Sustainable Finance for Financial Services Institutions, Issuers, andPublic Companies

2023 Sustainability Report PT Bank Central Asia Tbk

138-142153
130
143-144

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

GRI Content Index
Statement of use

PT Bank Central Asia Tbk has reported the information cited in this GRI content index for theperiod January 1 to December 31, 2023 with reference to the GRI Standards.

GRI 1 used

GRI 1: Foundation 2021

Applicable GRI Sector Standard(s)N/AOmission
GRI Standard

Disclosure

Location

Requirement(s)OmittedReasonExplanation

Reducing
repetitive
Informationin the Annual
ReportThis
information
is disclosed
in the Annual
ReportReducing
repetitive
Informationin the Annual
ReportThis
information
is disclosed
in the Annual
ReportGRI Sector
Standard

General Disclosures
GRI 2: General
Disclosures
2021

2-1

Organizational details

25-26

2-2

Entities included in theorganization’s sustainability
reporting

130

2-3

Reporting period, frequency
and contact point

130

2-4

Restatements of information

130

2-5

External assurance

130

2-6

Activities, value chain andother business relationships

27, 66

2-7

Employees

81-93

2-8

Workers who are not
employees

83

2-9

Governance structure andcomposition

33

2-10

Nomination and selection of
the highest governance body

N/A

2-11

Chair of the highest
governance body

N/A

2-12

Role of the highest governancebody in overseeing themanagement of impacts

33-34

2-13

Delegation of responsibility for
managing impacts

32

2-14

Role of the highest governance 33-34, 131body in sustainability reporting

2-15​​Conflicts of interest

N/A

Conflict ofinterest

2-16

Communication of criticalconcerns

N/A

Communicationof criticalconcerns

2-17

Collective knowledge of thehighest governance body

N/A

Collective
knowledgeof the highest
governance body

2-18

Evaluation of the performanceof the highest governance
body

N/A

Evaluation of theperformanceof the highest
governance body

2-19

Remuneration policies

N/A

Remuneration
policies

2-20

Process to determine
remuneration

N/A

Process todetermine
remuneration

2-21

Annual total compensation
ratio

N/A

Annual totalcompensation
ratio

Nominationand selectionof members of
the Board of
Directors
Chair ofthe highest
governance body2023 Sustainability Report PT Bank Central Asia Tbk

145

Sustainability Aspects Highlight

Sustainability in BCA

Responsible Banking

Omission
GRI Standard

Disclosure

2-22Statement on sustainable
development strategy

Location

2-23

Policy commitments

34, 49-53

2-24

Embedding policy
commitments

28, 32-34

2-25

Processes to remediate
negative impacts

64, 672-26

Mechanisms for seeking
advice and raising concerns

N/A

2-27

Compliance with laws andregulations

74

2-28

Membership associations

27

2-29

Approach to stakeholder
engagement131-132

2-30

Collective bargaining
agreements

92

3-1

Process to determine material
topics131

3-2

List of material topics

131-132

Material Topic: Economic Performance
GRI 3: Material
Topic 2021

3-3Management of material
topics40

GRI 201:
Economic
Performance
2016

201-1

Direct economic value
generated and distributed

41

201-3

Defined benefit plan
obligations and otherretirement plans

92

Material Topic: Green Portfolio
GRI 3: Material
Topic 2021

3-3Management of material
topics42

Material Topic : Climate Action
GRI 3: Material
Topic 2021

3-3Management of material
topicsGRI 201:
Economic
Performance
2016

201-2

​​
Financial
implications due toclimate change

54, 56

GRI 305:
Emission 2016

305-1

Direct (Scope 1) GHG
emissions

96-97

305-2 Energy indirect (Scope 2) GHG
emissions

96-97

305-3 Other indirect (Scope 3) GHG
emissions

96-97

54

Material Topic: Data Security and Customer Privacy
GRI 3: Material
Topic 2021

3-3Management of material
topics59

GR1 418:
CustomerPrivacy 2016

418-1

Substantiated complaints
concerning breaches ofcustomer privacy and losses ofcustomer data

64

Material Topic: Service Excellence
GRI 3: Material
Topic 2021

146

3-3

ReasonExplanation

Reducing
repetitive
Informationin the Annual
ReportThis
information
is disclosed
in the Annual
Report24, 28Material TopicGRI 3: Material
Topic 2021

Requirement(s)OmittedManagement of material
topics2023 Sustainability Report PT Bank Central Asia Tbk

65

Mechanisms forseeking advice
and raisingconcerns

GRI Sector
Standard

Sustainability Culture

Social Value Creation

Sustainability Report in Brief

Omission
GRI Standard

Disclosure

Location

Requirement(s)OmittedReasonExplanation

GRI Sector
Standard

Material Topic: Access and Affordability
GRI 3: Material
Topic 2021

3-3Management of material
topics69

Material Topic: Anti-Corruption, Gratification Control, and Anti-fraud
GRI 3: Material
Topic 2021

3-3Management of material
topics76

Anticorruption
2016

205-1

Operations assessed for risks
related to corruption

77

205-2 Communication and training
about anti-corruption policies
and procedures

77-78

205-3 Confirmed incidents ofcorruption and actions taken

78

Material Topic: Human Rights
GRI 3: Material
Topic 2021

3-3Management of material
topics79

Material Topic: Community Investment
GRI 3: Material
Topic 2021

3-3Management of material
topics104

GRI 203:
Indirect
Economic
Impacts 2016

203-1

Infrastructure investments andservices supported

105

413-1

Operations with local
community engagement,
impact assessments, anddevelopment programs

126

413-2

Operations with significant
actual and potential negative
impacts on local communities

123

GRI 413: Local
Communities
2016

Material Topic: Financial Literacy
GRI 3: Material
Topic 2021

3-3Management of material
topics302-1

Energy consumption within theorganization

116

EnergyGRI 302:
Energy 2016302-3 Energy intensity

95-96
95-96

Water and EffluentsGRI 303: Water 303-1 Interactions with water as aand Effluents
shared resource2018
303-2 Management of water
discharge-related impacts

100
100

Waste
GRI 306:
Waste 2020

306-1

Waste generation andsignificant waste-related
impacts

98-100306-2 Management of significant
waste-related impacts

98-100306-3 Waste generated

98-100306-4 Waste diverted from disposal

98-100401-1

New employee hires andemployee turnover

83-85

401-2

Benefits provided to fulltime employees that are notprovided to temporary or parttime employees

89-90

401-3

Parental leave

Employment
GRI 403:
Employment
2016

93

2023 Sustainability Report PT Bank Central Asia Tbk

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Omission
GRI Standard

GRI 403:
Occupational
Health and
Safety 2018

Disclosure

403-1

Location

Occupational health andsafety management system

ReasonExplanation

GRI Sector
Standard

91403-3 Occupational health service

90-91

403-4 Worker participation,
consultation, andcommunication on
occupational health and safety

90-91

403-6 Increasing the quality of
employees’ health90-91

403-7 Prevention and mitigation ofoccupational health and safety
impacts directly linked bybusiness relationships

91

GRI 404:404-1 Average hours of training per
Training andyear per employee
Education 2016404-2 Programs for upgrading
employee skills and transition
assistance programs
404-3 Percentage of employees
receiving regular performanceand career development
reviews

Requirement(s)Omitted

88
89

85-86

GRI Financial Services
Indicator

148

AspectAspectFS1

Policies with specific environmental and social components applied to business lines

49-53

FS2

Procedures for assessing and screening environmental and social risks in business lines

49-53

FS3

Processes for monitoring clients’ implementation of and compliance with environmental and social
requirements included in agreements or transactions

49-53

FS4

Process(es) for improving staff competency to implement the environmental and social policies andprocedures as applied to business lines

35

FS5

Interactions with clients/ investees/business partners regarding environmental and social risks andopportunities

46-47

FS6

Percentage of the portfolio for business lines by specific region, size (e.g. micro/SME/large) and bysector19, 43-44, 46

FS7

Monetary value of products and services designed to deliver a specific social benefit for each businessline broken down by purpose

46

FS8

Monetary value of products and services designed to deliver a specific environmental benefit for eachbusiness line broken down by purpose

19, 44, 46

FS9

Coverage and frequencies of audits to assess implementation of environmental and social policies andrisk assessment procedures

34

FS10

Percentage and number of companies held in the institution’s portfolio with which the reportingorganization has interacted on environmental or social issues

FS11

The percentage of assets subject to positive and negative environmental or social screening

FS12

Voting policy applied to environmental or social issues

FS13

Access points in low-populated or economically disadvantaged areas by type71, 105-106,
116-118

FS14

Initiatives to improve access to financial services for disadvantaged people

71

FS15

Policies for the fair design and sale of financial products and services

71

FS16

Initiatives to enhance financial literacy by type of beneficiary2023 Sustainability Report PT Bank Central Asia Tbk

44, 45, 52
45, 52
34

116-118

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Sustainability Report in Brief

Sustainability Accounting Standards Board (SASB)
Code

Description

Page

FN-CB-000.A(1) Number and (2) value of checking and savings accounts by segment: (a) personal and (b) small
business

18

FN-CB-000.B(1) Number and (2) value of loans by segment: (a) personal and (b) small business

Activity Metrics

18-19, 44

Data Security
FN-CB-230a.1(1) Number of data breaches, (2) percentage involving personally identifiable information (PII), (3)number of account holders affected

FN-CB-230a.2

Description of approach to identifying and addressing data security risks

64
59-63

Financial Inclusion & Capacity Building		
FN-CB-240a.1(1) Number and (2) amount of loans outstanding qualified to programs designed to promote small
business and community development

46

FN-CB-240a.2(1) Number and (2) amount of past due and nonaccrual loans qualified to programs designed to promotesmall business and community development

46

FN-CB-240a.3

Number of no-cost retail checking accounts provided to previously unbanked or underbanked
customers

105, 118

FN-CB-240a.4

Number of participants in financial literacy initiatives for unbanked, underbanked, or underserved
customers

116-117

Incorporation of Environmental, Social, and Governance Factors in Credit Analysis		
FN-CB-410a.2

Description of approach to incorporation of environmental, social and governance (ESG) factors incredit analysis

49, 52Financed Emissions
FN-CB-410b.1

Absolute gross financed emissions, disaggregated by (1) Scope 1, (2) Scope 2 and (3) Scope 3-

FN-CB-410b.2

Gross exposure for each industry by asset class-

FN-CB-410b.3

Percentage of gross exposure included in the financed emissions calculation-

FN-CB-410b.4

Description of the methodology used to calculate financed emissions-

FN-CB-510a.1

Total amount of monetary losses as a result of legal proceedings associated with fraud, insider trading,anti-trust, anti-competitive behavior, market manipulation, malpractice, or other related financial
industry laws or regulations

78

FN-CB-510a.2

Description of whistleblower policies and procedures

78

Business Ethics

Risk Management System
FN-CB-550a.1

Global Systemically Important Bank (G-SIB) score, by category

FN-CB-550a.2

Description of approach to incorporation of environmental, social, and governance (ESG) factors
in credit analysis into capital adequacy planning, long-term corporate strategy, and other businessactivities

Not relevant
34, 56SUSBA ESG Integration Pillars
No
1

Indicator
Purpose2

Policies

3

Processes

4

PeopleAspectSustainability strategy and stakeholder engagement

Page
24, 133-134

Participation in sustainable finance initiatives and policy advocacy with regulators

27, 135-136

Public statements on specific ESG issues

34, 36-37, 52

Public statements on specific sectors

34, 45, 52-53

Assessing ESG risks in client and transaction approvals

49-53

Client monitoring and engagement

49-50

Responsibilities for ESG

32-34

Staff E&S training and performance evaluation

35, 85-89

5Product

ESG integration in products and services

6

Portfolio

ESG risk assessment and mitigation at portfolio level
Disclosure of ESG risk exposure and targets

43-44
42, 49-51
49-51, 54-56

2023 Sustainability Report PT Bank Central Asia Tbk

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ASEAN Corporate Governance Scorecard (ACGS)No.

Principles and Recommendations

Page

LEVEL 1

150

C

Sustainability and Resilience

C.1

Sustainability-related disclosure should be consistent, comparable and reliable, and include
retrospective and forward-looking material information that a reasonable investor would consider
important in making an investment or voting decision.

C.1.1

Does the company identify/report ESG topics that are material to the organization’s strategy?

131-132

C.1.2

Does the company identify climate change as an issue?

54,132

C.1.3

Does the company adopt an internationally recognized reporting framework or standard forsustainability (i.e. GRI, Integrated Reporting, SASB, IFRS Sustainability Disclosure Standards)?

141-149

C.1.4

Does the company disclose quantitative sustainability target?

29-31

C.1.5

Does the company disclose sustainability-related performance progress in relation to its previously
set targets?

29-31

C.1.6

Does the company confirm that its Sustainability Report / Reporting is reviewed and /or approved by
the Board or Board Committee?

137

C.2

Corporate governance frameworks should allow for dialogue between a company, its shareholders
and stakeholders to exchange views on sustainability matters

C.2.1

Does the company engage internal stakeholders to exchange views and gather feedback onsustainability matters that are material to the business of the company?

133-134

C.2.2

Does the company engage external stakeholders to exchange views and gather feedback onsustainability matters that are material to the business of the company?

131, 133-134

C.3

The corporate governance framework should ensure that boards adequately consider material
sustainability risks and opportunities when fulfilling their key functions in reviewing, monitoring andguiding governance practices, disclosure, strategy, risk management and internal control systems,
including with respect to climate-related physical and transition risks

C.3.1

Does the company disclose that the board reviews on an annual basis that the company's capital anddebt structure is compatible with its strategic goals and its associated risk appetite?

C.4

The corporate governance framework should recognise the rights of stakeholders established bylaw or through mutual agreements and encourage active coroperation between corporations andstakeholders in creating wealth, jobs, and the sustainability of financially sound enterprises.

C.4.1

The existence and scope of the company's efforts to address customers' welfare?

C.4.2

Supplier/contractor selection procedures?

C.4.3

The company's efforts to ensure that its value chain is environmentally friendly or is consistent withpromoting sustainable development?

74

C.4.4

The company's efforts to interact with the communities in which they operate?

104

C.4.5

The company's anti-corruption programmes and procedures?

76-78

C.4.6

How creditors' rights are safeguarded?

C.4.7

Does the company have a separate report/section that discusses its efforts on environment/
economy and social issues?

C.5

Where stakeholder interests are protected by law, stakeholders should have the opportunity toobtain effective redress for violation of their rights.

C.5.1

Does the company provide contact details via the company's website or Annual Report whichstakeholders (e.g. customers, suppliers, general public etc.) can use to voice their concerns and/or
complaints for possible violation of their rights?

2023 Sustainability Report PT Bank Central Asia Tbk

4, 34, 56

4, 57, 60, 65, 69
74, 134

59-61, 64, 66-

25, 68, 78, 130

Sustainability Culture

No.

Social Value Creation

Sustainability Report in Brief

Principles and Recommendations

Page

C.6

Mechanisms for employee participation should be permitted to develop.

C.6.1

Does the company explicitly disclose the policies and practices on health, safety and welfare for its
employees?

91

C.6.2

Does the company explicitly disclose the policies and practices on training and development
programmes for its employees?

35, 88-89

C.6.3

Does the company have a reward/compensation policy that accounts for the performance of thecompany beyond short-term financial measures?

81, 89-90

C.7

Stakeholders including individual employee and their representative bodies, should be able to freely
communicate their concerns about illegal or unethical practices to the board and their rights should
not be compromised for doing this.

C.7.1

Does the company have a whistle blowing policy which includes procedures for complaints byemployees and other stakeholders concerning alleged illegal and unethical behaviour and provide
contact details via the company’s website or annual report?

78, 93

C.7.2

Does the company have a policy or procedures to protect an employee/person who reveals alleged
illegal/unethical behaviour from retaliation?

78, 93

LEVEL 2. BONUS ITEMS(B)C.

Sustainability and Resilience(B)C.1.1

Does the company disclose how it manages climate-related risks and opportunities?

54-56(B)C.1.2

Does the company disclose that its Sustainability Report / Sustainability Reporting is externallyassured?

138-142(B)C.1.3

Does the company disclose the engagement channel with stakeholder groups and how the company
responds to stakeholders’ ESG concerns?

60, 67-68, 78, 93(B)C.1.4

Does the company have a unit / division / committee who is specifically responsible to manage thesustainability matters?

33-34(B)C.1.5

Does the company disclose board of directors/commissioners' oversight of sustainability-relatedrisks and opportunities?

32-33(B)C.1.6

Does the company disclose the linkage between executive directors and senior management
remuneration and sustainability performance for the previous year?

32(B)C.1.7

Is the company’s Whistle Blowing System managed by independent parties / institutions?

-

LEVEL 2. PENALTY(P)C.

Role of stakeholders(P)C.1

The rights of stakeholders that are established by law or through mutual agreements are to berespected.

(P)C.1.1

Have there been any violations of any laws pertaining to labour/employment/ consumer/insolvency/
commercial/competition or environmental issues?

(P)C.2

Where stakeholders participate in the corporate governance process, they should have access torelevant, sufficient and reliable information on a timely and regular basis.

(P)C.2.1

Has the company faced any sanctions by regulators for failure to make announcements within therequisite time period for material events?

74(P)C.2.2

Is there any evidence that the company is engaging in greenwashing activities?

-

74

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Feedback Form
The PT Bank Central Asia Tbk (BCA) 2022 Sustainability Report portrays the financial performance and sustainability.
Upon reading this Sustainability Report, we look forward to your input, criticism and suggestions by sending an e-mail or by
sending this form by mail.

Your Profile
Name (if possible): ...........................................................................................................................................................................................................................

Institution/Company: ...........................................................................................................................................................................................................................

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Public and community
Others. please specify:..........................................................................

Please Select The Appropriate Answers In Response to The Questions Below.
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1.

NO

This report is easily understood.

2. This report is useful for you.
3. Laporan ini sudah memaparkan kinerja keberlanjutan secara jelas.
4. This report already portrays the Company’s performance in sustainable development.

Thank You for Your Participation.
Please Submit and Send This Response to The Following Address:
Corporate Secretary
PT Bank Central Asia Tbk (BCA)
Menara BCA, 20th Floor, Grand Indonesia
Jl. M.H. Thamrin No.1 Jakarta 10310
Tel.
: (62 21) 2358 8000
Fax.
: (62 21) 2358 8300
E-mail : humas@bca.co.id
Website : www.bca.co.id2023 Sustainability Report PT Bank Central Asia Tbk

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2023 Sustainability Report PT Bank Central Asia Tbk

Live to Empower
2 0 2 3 S U S TA I N A B I L I T Y R E P O RT

Kantor Pusat BCA
Menara BCA, Grand Indonesia
Jl. M.H. Thamrin No. 1
Jakarta 10310, Indonesia
TeleponFax: (62 21) 235 88000: (62 21) 235 88300