Annual Report Maybank Indonesia 2025

Annual Report

STRENGTHENING THE CORE, ACCELERATING FORWARD

PT Bank Maybank Indonesia Tbk

Strenghtening the Core, Accelerating Forward

01 / M A I N H I GH L I GH T S

Strenghtening the Core,

Accelerating Forward

Amid liquidity pressures, moderating demand, and intense interest rate competition, Maybank Indonesia closed 2025 with resilient performance. Profit Before Tax (PBT) increased

compared to 2024, the M25+ strategic agenda was completed, the core banking project progressed as planned, and the success of cost efficiency program strengthened Maybank Indonesia's operational and financial foundations to support future growth acceleration.

PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT 1

Theme

Continuity

01 / MAIN HIGHLIGHTS

2021

GROWING WITH YOU

Amidst the challenges, Maybank Indonesia's commitment to grow and benefit all stakeholders has never wavered. Driven by ingenuity, creativity, and resilience, Maybank Indonesia has continued to grow as a business entity together with communities. The growth is founded upon environment, social, and governance principles that are increasingly important for a world that is more equitable, prosperous, and more sustainable

2022

ONE BANK IMPACTING MANY

The theme for the 2022 report reflects Maybank Indonesia's position as a financial institution that continues to create a positive impact on customers, communities and the environment. Efforts that are manifested include through digital banking innovations according to changes in customer preferences, a commitment to implementing

sustainable finance, and a focus on Environmental, Social and Governance (ESG) aspects in banking operations. The theme also represents the spirit of 'One Maybank', an initiative to maximise synergies between Maybank Group entities in Indonesia in order to present

a more comprehensive financial solution service for service users, as a differentiating strategic factor that provides added value to Maybank Indonesia in the long term.

2023

EXCEEDING EXPECTATIONS

"Exceeding Expectations" can be an appropriate expression to describe Maybank Indonesia's presence in the Indonesian banking market and industry to date. The expression manifests itself, for example, when Maybank Indonesia innovates to provide "great" rather than just "good" products and services, or when Maybank Indonesia looks to be a trendsetter and leader in certain fields. "Exceeding Expectations" also describes Maybank Indonesia's commitment to creating added value for shareholders, Maybankers, society, and the community by maintaining excellent levels of growth and financial performance, ensuring work-life balance for Maybankers, and delivering a long-term positive impact for customers, the community, and the environment.

By 'Exceeding Expectations', Maybank Indonesia will be able to remain relevant in the future as one of the leading banks in Indonesia.

2 PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT

Strenghtening the Core, Accelerating Forward

01 / MAIN HIGHLIGHTS

2024

ONE TEAM, ONE DIRECTION, NEW ENERGY

The spirit of Maybank Indonesia's "One Team, One Direction, New Energy" reflects a shared desire to unify our vision, pool our strengths, and instill new motivation and innovation into every aspect of our business. Collaboration is the key to achieving unity and sustainable growth in various fields. With one clear goal, all Maybankers move in one rhythm, allowing us to adapt to market dynamics and the increasingly challenging Indonesian financing industry.

"One Team, One Direction, New Energy" encapsulates the work culture transformation that emphasises togetherness, common goals, and renewed energy. These three pillars are the foundation for growing sustainably and presenting a financial experience where human values always come first. It is the persona that Maybank Indonesia embraces to face future challenges and gain a competitive advantage in the banking industry.

2025

Annual Report

2025

STRENGHTENING THE CORE, ACCELERATING FORWARD

Amid liquidity pressures, moderating demand, and intense interest rate competition, Maybank Indonesia closed 2025 with resilient performance. Profit Before Tax (PBT) increased compared to 2024, the M25+ strategic agenda was completed, the core banking project progressed as planned, and the success

of cost efficiency program strengthened Maybank Indonesia's operational and financial foundations to support future growth acceleration.

PT Bank Maybank Indonesia Tbk

PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT 3

Table of Contents

03

COMPANY PROFILE

01 / MAIN HIGHLIGHTS

2 Theme Continuity

1. Disclaimer and Limitation of Liability

2. Our Competitive Advantage

3. Maybank Group Strategy

10 5 Initiative Programmes Uplift Indonesia

11 5 Pillars Uplift Indonesia

12 Strategic Policies (Strategic Thrust) 'Uplift Indonesia'

14 Key Achievement 2025

18 Overview of Sustainability Performance 2025

01

22 Initiatives and Digital Performance Achievements

MAIN HIGHLIGHTS

26 Financial Highlights

30 Operational Highlights

31 Shares Highlights

33 Bond Highlights

33 Corporate Ratings

34 Event Highlights in 2025

38 Maybank Marathon Sustainability Day 2025

02

40 Awards and Certifications

MANAGEMENT REPORT

1. General Bank Information

   The content structure of the Maybank Indonesia Annual Report refers to the Annual Report writing guidelines and regulations that prevail in Indonesia.

   Referring to the Integrated Report framework recently issued by International Integrated Reporting Council (IIRC), which suggests that an annual report shall refer to 6 (six) capitals namely Financial, Manufactured, Intellectual, Human, Relationship & Social and Natural,

   then principally, Maybank Indonesia's 2025 Annual Report has covered discussion on the referred six capitals.

   Below is Maybank Indonesia Annual Report's content when viewed under the 6-capital scheme suggested by IIRC for an annual report writing.

   
   
   

2. Maybank Indonesia in Brief

3. Brief History

4. Association Membership List of Maybank Indonesia

79 Corporate Logo and Identity

80 Our Journey

82 Organisational Structure

84 Vision, Mission, and Corporate Culture

86 Core Business

88 Products and Services

91 Board of Commissioners Profile

99 Board of Directors Profile

1. Changes in the Composition of Management after Financial Year

2. Senior Management Profile

1. Employee Statistics and Profiles

2. Shareholding Composition

125 Corporate Group Structure

126 Maybank Group Profile

127 Subsidiaries and Joint Ventures

130 Share Listing Chronology

132 Other Securities Listing Chronology

1. Ratings

2. Public Accountant & Public Accountant Firm Services

3. Capital Market Supporting Institutions and Professions

4. Information on Corporate Website

5. Operational Areas

142 Branch Offices Address

04

MANAGEMENT DISCUSSION AND ANALYSIS

4 PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT

217 Dividend Distribution Policy

Strenghtening the Core, Accelerating Forward

01 / MAIN HIGHLIGHTS

Transactions with Affiliated/Related Parties

225 Marketing Aspects

229 Business Prospects

232 Business Continuity Information

234 Business Continuity Management

234 Guidelines and Support of Maybank Group on the 2026 Business Sustainability Plan

05

234 Results and Progress Achieved by Maybank Indonesia in Implementing ESG

FUNCTIONAL REVIEW

238 Human Capital

256 Information Technology

260 Digital Banking

264 Branch Network Development

266 Operations and Customer Service

06

273 Risk Management

GOOD CORPORATE GOVERNANCE

615 Affiliate and Conflict of Interest Transactions in accordance with Financial Services Authority Regulation No. 42/ POJK.04/2020 concerning "Affiliate Transactions and Conflict of Interest Transactions"

617 Bad Corporate Governance Practices

618 Bank Strategic Plan

618 Action Plan and its Implementation

619 Ratio of Highest and Lowest Salary and Variable Remuneration Received by Employees

619 Shares and/or Bank Bond Buy Back

620 Other Information Related to Bank Governance

621 Implementation of OJK Public Company Governance Guidelines

625 General Guidelines for Indonesian Corporate Governance (PUGKI)

642 Implementation of Corporate Governance Aspects and Principles in Accordance with the Guidelines of Corporate Governance Principles for Banks Issued by the Basel Committee in Banking Supervision

644 Integrated Governance Implementation Report

649 Implementation of the ASEAN Corporate Governance (CG) Scorecards

658 Board of Commissioners Approval Sheet Good Corporate Governance (GCG) Implementation Report 2025 PT Bank Maybank Indonesia Tbk

659 Board of Directors Approval Sheet Good Corporate Governance (GCG) Implementation Report 2025 PT Bank Maybank Indonesia Tbk

660 GCG Report Shariah Business Unit 2025

07

442 General Meeting of Shareholders

458 Board of Commissioners

485 Board of Directors

510 Affiliation between Board of Commissioners, Board of Directors and Majority/Controlling Shareholders

511 Board of Commissioners and Directors Diversity Policy

514 Committees of the Board of Commissioners

545 Remuneration Policy

550 Committees of the Board of Directors

568 Corporate Secretary

572 Corporate Security Management

573 Compliance Unit

678

681

1021

1028

CORPORATE SOCIAL RESPONSIBILITY

CONSOLIDATED FINANCIAL STATEMENTS 2025

PARENT COMPANY CONSOLIDATED FINANCIAL STATEMENTS 2025

ANNUAL REPORT 2025 CROSS REFERENCE

575 Administrative Sanctions

576 Implementation of the Anti-Money Laundering Program, Counter-Terrorism Financing, and Prevention of the Financing of Weapons of Mass Destruction Proliferation Program (AML CFT & CPF)

578 Whistleblowing System and Anti Fraud

580 Legal Issues

585 Taxation Management and Control

586 Internal Audit Unit

1028 SEOJK No. 16/SEOJK.04/2021: Annual Report of Public Company

1042 To Financial Services Authority Circular Letter

No. 29/SEOJK.03/2025: Transparency And Publication of Conventional Commercial Bank Reports

1046 Penerapan Integritas Laporan Keuangan Bank berdasarkan POJK 15 Nomor tahun 2024

PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT 5

Disclaimer and

Limitation of Liability

01 / MAIN HIGHLIGHTS

The 2025 Annual Report of PT Bank Maybank Indonesia Tbk discloses the projections, plans, strategies, policies, and objectives of the Bank, which are classified as forward-looking statements in the implementation of the prevailing regulations, except for historical matters.

These statements involve potential risks, uncertainties, and may materially differ in their actual developments from those reported herein.

The prospective statements in this Annual Report are prepared on the basis of various assumptions regarding the current and future conditions of the Bank as well as the business environment in which the Bank conducts its business. The Bank does not guarantee that these documents whose validity have been ascertained will bring expected results.

The annual report contains the words "Bank," "Maybank Indonesia," and "Bank Maybank Indonesia" which are defined as PT Bank Maybank Indonesia Tbk engaged in the business activities of Commercial Banking/Banking Services. Often times the word "the Company" is also used for ease of reference to address PT Bank Maybank Indonesia Tbk in general.

6 PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT

Strenghtening the Core, Accelerating Forward

01 / M A I N H I GH L I GH T S

Our Competitive

Advantage

1. High Quality Services

2. Fast and Efficient Processes

   The bank understands the diverse and evolving needs of commercial, affluent, and Islamic customers, and delivers tailored, need-based solutions through consistently high service standards.

   The bank offers one of the most competitive turnaround times in SME and multi-finance services

3. Product Innovation and

   Comprehensive Solutions

   The bank provides integrated, end-to-end financial solutions by leveraging the full ecosystem of Maybank's subsidiaries and sister companies, including multi-finance, securities, asset management, and insurance.

4. Regional

Connectivity with

Islamic Leadership

Maybank Indonesia is supported by a strong regional brand and extensive ASEAN network, with a distinctive leadership position in Islamic finance and Sharia-compliant wealth solutions.

PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT 7

Maybank Group

Strategy

01 / MAIN HIGHLIGHTS

M25+: FROM GOOD TO GREAT

Maybank Group introduced an extensive suite of solutions, implemented through the 12 Strategic Programs, to help its customers and communities through unprecedented times. The M25+ strategy will direct the Group on a deeper purpose of becoming a "Values-Driven Platform, Powered by a Bionic Workforce that Humanises Financial Services".

Infusing the principles of ethical banking (fairness, inclusivity, preservation of environment and exclusion of harmful activities to mankind) as a differentiator to drive economic value for the Group

Upskilling and equipping Maybankers with the right technological capabilities, further unlocking their potential

"WE ARE A VALUES-DRIVEN PLATFORM, POWERED BY A BIONIC WORKFORCE THAT HUMANISES FINANCIAL SERVICES"

Orchestrating digital ecosystems and integrating customer offerings across the region

Providing customers with hyper-personalised solutions to support them through their life journeys and serving the Community as the Force for Good

Maybank Indonesia's M25+ is based on 5 key strategic thrusts as further articulated in the Uplift Indonesia program into 5 initiatives

KEY STRATEGIC THRUSTS IN MAYBANK INDONESIA'S M25+

Building on the foundation laid by the M25 plan, M25+ will reinforce the push for more meaningful differentiation across five key strategic thrusts and create firmer foundational capabilities for long-term sustainable growth.

01 02 03

Intensify Customer-centricity ull agile and iterative Minimum Viable Product (MVP) approach, through customer journeys and imagining the end-state model

Accelerate Digitalisation and Technology Modernisation End-to-end STP platform that integrates with ecosystems within and beyond banking

Strengthen Maybank's position beyond Malaysia Regionalisation of business and product solutions, and technological platforms and applications, with clear leadership in Malaysia

04 05

Drive Leadership in Sustainability Agenda

Expanded scope to embrace ethical banking principles, deepening social impact and execution of decarbonisation strategy

Achieve True Global Leadership in Islamic Banking

Global Islamic wealth management (IWM), Singapore as hub and Middle East/ASEAN countries as spoke

8 PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT

Strenghtening the Core, Accelerating Forward 01 / M A I N H I GH L I GH T S

12 STRATEGIC PROGRAMMES (SPs)

SP1

SP2

SP3

SP4

Reshape wholesale target operating model

To enhance group-wide coverage model and build deeper sector expertise, offering tailored solutions.

Build a regional transaction banking proposition

Establish cross-country target operating model for regional trade, payments, and financial supply chain and cash management.

Reimagine the consumer banking customer journey

Reimagine customer journey across key growth milestones and beyond banking while orchestrate within select digital ecosystems.

Reimagine the SME banking customer journey

Reimagine SME journey across key growth milestones and beyond banking while orchestrate within select digital ecosystems.

SP5

SP6

SP7

SP8

Build global Islamic banking leadership

Establish global IWM hub in Singapore and Middle East/ASEAN countries as spoke; establish as-a-service offering to expand into new markets.

Become a regional leader in Insurance

Strengthen Life coverage in core markets, scale and expand regionally, and deliver customer-centricity via STPs and analytics.

Uplift Indonesia

Continue to strengthen fundamentals, differentiate and grow through expansion of select key levers.

Redefine our International footprint

Refocus Maybank's global footprint, redesign target operating model for select markets, and optimise investment portfolio.

SP9 SP10 SP11 SP12

Be the Sustainability leader in SEA

Build segment-specific business strategies and develop a sustainability integrated target operating model.

Elevate Maybankers

Initiate strategic workforce planning, reimagine the employee value proposition, enhance performance management and institutionalise Agile@ Scale.

Drive hyper personalisation through advanced analytics

Develop platforms that enable hyper-personalisation experiences for customers.

Build Next-Gen Technology capabilities

Build a digital-ready architecture, implement an operating model that drives seamless collaboration and

prioritisation of initiatives.

PT BANK MAYBANK INDONESIA TBK 2025 ANNUAL REPORT 9

Initiative Programmes Uplift Indonesia

1. Global Banking

   Providing seamless regional financing, tailored client expertise, operational excellence, and innovative regional trade platform to enhance transaction banking services and premium services for top-tier clients.

   
   
   

2. SME

   Empowering SMEs with tailored digital financing, value-added services via integrated platforms, and seamless loan channelling distribution for enhanced growth and operational excellence.

   
   
   

3. Retail Consumer

   Delivering enhanced branch productivity, omni-channel experiences, integrated offerings for NTB acquisition, payroll solutions, and tailored wealth services to engage customers and target affluent segments effectively.

   
   
   

4. Shariah Acceleration

   Providing tailored Shariah wealth solutions, specialised services for Islamic organisations, comprehensive halal ecosystem offerings, and innovative regional Islamic Banking-as-a-Service with Sharia-compliant products.

   
   
   

5. Enablers

Driving growth through ecosystem partnerships, seamless digital integration, streamlined operations, enhanced risk management, data-driven insights, and a unified culture of "One Team, One Direction, New Energy".

Pillars

Uplift Indonesia

In achieving the 'Uplift Indonesia' strategy, the Bank has developed five pillars consisting of 5 strategic pillars, namely Global Banking, SME, Consumer, Sharia Acceleration, and Enablers. These strategic pillars and capabilities position Maybank as a regional bank that continues to grow financially, becoming the customers' first choice for transactions and consistently meeting customer expectations for the finest digital-based experience.

Uplift Indonesia's five strategic pillars and capabilities (enablers) include strengthening current businesses and launching the M25+ transformation strategy, which will assist the Bank in meeting its ambitions for 2025.

Maybank Indonesia: Humanising Financial Services

"A leading regional bank focused on increasing stakeholder value through comprehensive solutions, superior customer experience,

and adherence to prudent principles"

1-Maybank: Integrated financial solution with full suite of products & services

01

GLOBAL BANKING

Utilisation of Regional Client Coverage for Inbound/Outbound ASEAN-ID opportunities

02

SME

Fastest, easy and efficient credit processing services with beyond banking solutions

03

CONSUMER

Comprehensive Wealth Management proposition supported by digital services

04

Shariah Acceleration: Shariah Wealth Management services focus on penetrating the Islamic ecosystem, and offering innovative and comprehensive Shariah product solutions

05

Enabler: Strategic partnerships, operational simplification, effective risk management, balance sheet and cost optimisation, and extensive and productive branch services

Strategic Policies (Strategic Thrust) 'Uplift Indonesia'

STRATEGIC POLICIES AND RESULTS ACHIEVED IN 2025

01 Global Banking

Throughout 2025, the Bank strengthened its Global Banking franchise by delivering more relevant and integrated solutions to corporate clients, including:

• Enhanced client engagement approaches via dedicated client coverage team to foster deeper and more sustainable relationships

• Streamlined supplier financing processes to improve service speed and overall customer experience

• Launched a new trade platform equipped with key services such as Bank Guarantees, Letters of Credit (L/C), and trade financing facilities

02 SME

The Bank continued to expand its support SMEs through digital innovation and strategic collaboration, including:

• Increased the distribution of digital financing to MSMEs through strengthened digital lending solutions

• Launched a one-stop SME microsite to centralise product information, services, and digital tools for easier customer access

• Expanded dealer financing through collaboration with Maybank Finance

• Provided beyond banking solutions such as accounting, human resources, legal, tax, and halal certification services

03 Consumer Retail

To reinforce its presence in Indonesia's retail market, the Bank implemented several customer-centric initiatives, including:

• Introduced tailored customer journey programs for new customers to enhance financial literacy

• Strengthened wealth solutions through regional product offerings and synergies with Maybank Securities Indonesia and Maybank Asset Management Indonesia for affluent customers

• Expanded digital partnership channels through the development of Open API capabilities

• Improved mortgage process to enhance the overall retail customer experience

04 Shariah Acceleration

To reinforce its leadership in Islamic banking, the Bank advanced a range of Sharia initiatives in 2025, including:

• Expanded partnerships with Islamic organisations and community-based institutions

• Launched a waris calculator and Sharia estate-planning consultation services to support customer financial planning

• Strengthened Sharia wealth management engagement and marketing

• Developed community-based financing initiatives in collaboration with mosques and digital donation platforms

• Launched Hajj financing program in collaboration with WOM Finance

• Launched 1st Sharia Restricted Investment Account (SRIA) transaction in Indonesia to strengthen our position in Sharia corporate solution space

05 Enablers

To support business growth and deliver better customer experiences, the Bank continued to strengthen its internal capabilities through:

• Rolled out branch service transformation initiatives to enhance service quality and customer convenience

• Improved sales productivity through the use of digital sales tools and strengthened digital marketing support

STRATEGIC POLICIES FOR 2026 AND IN THE COMING YEARS

For the period from 2026 through the next five years, the Bank has established ROAR30 Strategy with core mission as Humanising Financial Services through: (1) Deliver Exceptional Experience, (2) Impact Society Positively, and (3) Power the Real Economy.

HUMANISING FINANCIAL SERVICES

Deliver Exceptional Experince

Impact Society Positively

Power the Real Economy

• Lead in quality-of-service

  Digital-first omnichannel customer experience

• Personalise solutions and engagements

  Tailor experiences enabled by latest tech and AI

• Advocate transparent & equitable dealings

• Champion for good Greater accessibility for underserved segements

• Enable wellbeing for all

  Elevate wellbeing of communities; deploy next-gen capabilities to broaden inclusion

• Uphold a sustainability-first approach

• Uplift key drivers of real economies Support SMEs which serve as key drivers of the real economy

• Nurture new economies

Foster high-impact and high-value industries

To support the achievement of this mission, the Bank has set five strategic themes:

1. Uphold Sharia values for fair, inclusive, sustainable growth:

   • Expand inclusive Sharia financing and wealth solutions

   • Strengthen partnerships within the halal and community ecosystem

   • Enhance digital access and connectivity for Sharia customers

2. Serve as the regional partner of choice through integrated regional solutions:

   • Deliver integrated and tailored corporate solutions with regional collaboration

   • Expand capital market and investment capabilities

   • Support clients across regional and value chain networks through transaction banking

3. Empower entrepreneurs through integrated wealth and business solutions:

   • Accelerate SME and business growth across priority sectors

   • Provide integrated business and wealth solutions

   • Expand sustainable and mobility financing offerings

4. Deliver the best banking experience through digital, data and AI solutions:

   • Simplify and digitise customer journeys

   • Strengthen mobile and digital banking capabilities for both retail and non-retail

   • Improve operational efficiency and service productivity

5. Enabled through Whole-of-Maybank conglomeration, future-ready talent, and high-performance New Maybank culture

   Key

   Achievement 2025

   2025 marked a year of strengthened profitability and improved fundamentals for the Bank, reflecting disciplined execution of its strategic priorities amid market uncertainty.

   HOW WE USE OUR CAPITAL

   
   
   

   FINANCIAL

   Total Loans and Shariah Financing (Loans)

   Rp123.6 trillion

   Total Equity

   Rp33.1 trillion

   Total Deposits

   Rp116.2 trillion

   • Total loans were recorded at Rp123.6 trillion.

   • Global Banking registered loans of Rp36.5 trillion, down 18.4% due to portfolio rebalancing.

   • Total Community Financial Services (CFS) loans stood at Rp87.2 trillion compared to Rp82.9 trillion in the previous year, growing 5.2%.

   • Total assets of the Shariah Business Unit (UUS) grew 2.7% to Rp44.1 trillion in December 2025. It represented 24.7% of Maybank Indonesia's total assets as of December 2025.

   • Maybank Finance financed approximately 46 thousand car units with total financing of Rp8.5 trillion in 2025, 6.7% higher than Rp7.9 trillion in 2024.

   • WOM Finance financed about 182 thousand motorcycle units with a total financing of Rp6.7 trillion in 2025.

     
     
     

     INTELLECTUAL

     Innovation in Digital Services

     M2U ID offers a comprehensive investment solution through a fully STP online system, enabling customers to seamlessly open and access a wide range of investment products, including Fixed Deposits, Mutual Funds, Bonds & Gold which are available in both Conventional & Sharia. All of which can be managed conveniently through 360 Digital Wealth Feature.

     
     
     

     MANUFACTURED

     Focus on IT Development

     IT Development Funding

     Initiatives in Operational Development

     Office Network

     Channel

     The Bank's IT strategic plan consists of four pillars: Focus on Connectivity, Infrastructure Enhancement through Modernisation & Cyber Defence Capability, Utilisation of Business Processes

     for Productivity and Efficiency, and Improvement of the Working Environment.

     Investment on IT development reached Rp489 billion in 2025 compared to previous year of around Rp600 billion.

     There are a total of 79 initiatives divided into four main categories, namely Productivity Improvement, Strengthening Internal Controls, Enhancement of Services & Business Support, and Regulatory Compliance.

     • 1 Non-Operational Head Office, 10 Regional Offices, 79 Main Branch Offices, 175 Sub-Branch Offices.

     • The Bank has 17 Shariah Branch Offices and 3 Shariah Sub-Branch Offices.

     • For overseas banking services, the Bank also has 1 Branch Office in Mumbai, India.

     • The Bank is also supported by 22 units of KCP Mobile for comprehensive services, especially in remote areas.

   661 ATMs (including 26 Cash Recycle Machines)

   
   
   

   HUMAN

   Employees

   Corporate Culture

   6,635 Employees

   Maybank continues to strengthen its organisational culture to successfully adopt digital transformation of TEAMWORK, INTEGRITY, GROWTH, EXCELLENCE & EFFICIENCY, RELATIONSHIP BUILDING.

   In 2025, the ratio of education funds realised by the Bank in 2025 reached 6.11% of the total gross salary in 2024.

   
   
   

   RELATIONSHIP & SOCIAL

   Cooperation with Government

   CSR

   Programs

   • The Bank's Macroprudential Inclusive Financing Credit (PIM as of 2025 amounted to Rp26.1 trillion or 24.80% of the Bank's total credit (Bank only).

   • In order to support the government and regulators' efforts to increase financial inclusion and drive non-cash payment

     transactions, Maybank Indonesia has been proactive in conducting socialisation while running various promotional programs to increase customer activities in the Digital Banking platform, especially through the Bank's M2U ID App.

     Financial Literacy and Inclusion Activities:

   • Financial literacy and inclusion reaching 40,752 individuals across 16 provinces in Indonesia. The initiatives engaged a broad spectrum of beneficiaries, including students, employees and professionals, communities, teachers, MSMEs, housewives, and the wider public. These numbers represent a doubling compared to 2024. Notably, 52% of total beneficiaries were reached through Shariah financial programmes.

     Community Empowerment Programs:

   • Reach Independence and Sustainable Entrepreneurship (R.I.S.E.), which aims to improve entrepreneurial knowledge, the capabilities of micro-businesses for disabled & marginalised MSMEs, and create an independent society through business development.

     
     
     

     NATURAL

     CSR Initiatives

     Financing for sustainable business initiatives

     Policy initiatives on Green Loans

     • "Jejak Hijau" Desa Sanding Program: Towards a Carbon-Neutral Future is a development of the Eco-Village: Gianyar Maggotpreneur, a community empowerment program through the establishment of organic waste management facilities. This expansion directly benefits 40 operators and indirectly impacts 3,433 residents to accelerate the transition toward environmentally resilient village.

     • The mangrove planting that has been carried out in the Mangrove Arboretum Park, Tanjung Benoa, Bali, is part of the Maybank Marathon Bali 2025 implementation initiative. Since 2023, Maybank Indonesia has planted 4,945 mangroves. The trees are currently growing well, and their progress continues to be monitored to ensure healthy growth.

     • Energy efficiency sector: Rp901 billion

     • Sustainable Management of Living Natural Resources and Land Use Sector: Rp1.8 trillion

     • Green Buildings that Meet National, Regional, or International Standards or Certifications: Rp352 billion

     • Environmentally Friendly Transportation: Rp797 billion

     • Renewable Energy: Rp335 billion

     • MSME activities: Rp17.1 trillion

     • Implementation of POJK 51/2017

     • Implementation of Green Taxonomy Indonesia

     • Implementation of Risk Acceptance Criteria (RAC)

     • Published ESG Risk Management Framework

     • Published Maybank Group's Sustainable Product Framework (SPF)

     • Published Maybank Group's Transition Finance Framework (TFF)

     • Issued ESG Deposit Guidelines

     • Published Sustainability-Linked Loan Product Guidelines

     • Published SOP for the Classification and Validation of Maybank Indonesia's Sustainable Finance

       CUSTOMERS

       Number of Debtors and Depositors

       Number of debtors of 718 thousand customers in 2025 and depositors

       of 1.2 million customers in 2025.

       Responsibility to the Consumer

       The overall customer experience is measured by satisfaction levels

       using the NPS (Net Promoter Score) methodology performed by external parties.

       Service Quality Improvement Program

       • Commitment to Protect Deposits and Customer Data Confidentiality

       • Provision of a Center for Complaints and Customer Complaints Handling

       • Provision of Product and Service Information

       New Products and Activities

       • Digital Credit Card and Personal Loan (KTA) application feature

       • Personal Loan top-up feature for existing Personal Loan customers.

       • M2U QR Pay transaction with Maybank Credit Card funding sources

       • QRIS Without Face-to-Face Transaction

       
       
       
       
       

       INVESTORS

       Market Capitalisation

       Rp15.7 trillion

       • Profit Before Tax (PBT) registered at Rp2.2 trillion, an increase of 38.9% compared to the previous year, supported by continuously decreasing provision costs and better cost management.

       • Net Interest Income (NII) increased by 1.6%, supported by the implementation of disciplined risk-based pricing, as well as a shift towards efficient funding composition.

       • Non-interest income also grew by 8.1%, mainly supported by Global Markets revenue, which improved to Rp441 billion, as well as income contributed from asset recovery and Wealth Management.

         EMPLOYEES

       • In 2025, the ratio of education funds realised by the Bank reached 6.11% of the total gross salary in 2024. This percentage reflects the Bank's commitment to implementing strategic plans in sustainable employee development.

         
         
         

       • Implement talent and successor development programs based on the principle of 70% (experiential-based): 20% (relationship-based): 10% (formal learning) which can be adapted to dynamic business goals

       • Fulfilling human capital competency is focused on fostering a culture of self-learning via a digital learning platform and continually improving Future Ready Skills to ensure the bank's resilience in the digital age.

REGULATORS

The results of the governance self-assessment at the Bank individually and in a consolidated basis (including the subsidiaries of WOM

& Maybank Finance) each resulted in a score of 2 with a rating of "Good". The rating reflects that the Management of the Bank and its Subsidiaries have implemented good corporate governance.

COMMUNITIES

Maybank Indonesia organised the Maybank Cycling Series Il Festino 2025 as part of its support for the values of sportsmanship, sustainability, and community empowerment. This activity was verified by the Indonesia Cycling Federation (ICF), a member of the International Cycling Union.

Inspired by the Giro d'Italia, this event features two race categories: the 137 km Grand Fondo and the 87 km Medio Fondo.

ENVIRONMENT

• The Bank has identified that at least Rp4.2 trillion loans portfolio has met the Environmentally Friendly Business Activities (EFBA) category according to OJK classification.

  
  
  

• Maybank Indonesia implements various efforts in energy efficiency and emission reduction, resulting 30.8% esmission Scope 1 and 2 reduction against 2019 baseline.

• Energy efficiency enhancement through the upgrade of air conditioning (AC) systems to more energy-efficient technologies and the installation of solar panels at branch offices to support the use of renewable energy.

Overview of Sustainability

Performance 2025

Economic Aspect Performance

19.55%

Sustainable Business Activity Category (SBAC) financing to total credit (Bank only)

3.84%

Environmentally Friendly Business Activities (EFBA) financing to total credit (Bank only)

15.70%

Micro Small Medium Enterprises (MSME) category financing to total credit (Bank only)

24.80%

Macroprudential Inclusive Financing Ratio (RPIM)

Rp

8.24

trillion

Mobilising Sustainable Finance Based On Maybank Sustainable Product Framework (SPF)

Environmental Performance

Total trees planted

* Scope 1 GHG Emissions Calculation includes the calculation of emissions from fuel sources of Generator Sets, Fire Extinguishers (APAR), and Refrigerants for Air Conditioners.

Social Aspect Performance

2,225

Reach Independence & Sustainable Entrepreneurship (R.I.S.E.)

Differently Abled Individuals and the Marginalised as beneficiary

Cahaya Kasih - Gerakan Literasi Negeri di Awan (2024 - 2025)

134 Reading Parks 427Schools

Children Parents and Teachers

HERPower

Financial Inclusion and Literacy

40,752 Participants

Governance-related Performance

Obtaining

ISO 37001:2016

Anti-Bribery Management System Certification

Renewal of

ISO 27001:2022

Information Security Management System Certification

2-Good Rating Governance Composite Assessment

99%

Employees

Participated in the Anti-Fraud awareness, Anti-Bribery, and Corruption training and e-learning

Financial Integrity Rating

Very Good Rating

Score above the National Average, Financial Services Provider/Banking

100

%

Employees

Participated in the Code of Conduct training

Maybank Indonesia's Performance towards Maybank Group Sustainability Commitments

COMMITMENT 1

Mobilised Rp17.31 trillion in Sustainable Finance

accumulated since 2021 up to 2025.

COMMITMENT 2

Improved the lives of 400,349 households in Indonesia since 2021 up to 2025.

COMMITMENT 3

Achieved 30.84% emission reduction for Bank's Scope 1

and 2 against 2019 baseline.

COMMITMENT 4

Achieved 388,651 hours on sustainability in

Maybank Indonesia throughout 2025.

Economic Empowerment Training Programme for the People with Disabilities Community: R.I.S.E. (Reach Independence and Sustainable Entrepreneurship)

Winners of the children's painting competition at the Global CR Day event - The Next Chapter of Negeri di Awan: Green Literacy

Initiatives and Digital

02

QR Pay Transaction

Growth

101.2%

YoY

M2U QR Pay & QR Cardless

Withdrawal transaction volume in 2025 and reach more than

Rp1.72 trillion.

01

M2U Transaction Volume (Rp trillion)

3

0

Q4'24 Q1'25 Q2'25 Q3'25 Q4'25

02 M2U Transaction Frequency (million)

8.41

6.83

7.18

7.28

7.76

Q4'24 Q1'25 Q2'25 Q3'25 Q4'25

03 M2E Transaction Frequency (million)

1.18

1.32

1.17

1.24

1.29

Q4'24 Q1'25 Q2'25 Q3'25 Q4'25

03

11.7%

YoY

M2E

Total financial transaction

frequency in 2025 reach more than

5.02 million with current account balance of M2E users in 2025 reached more than Rp35.7 trillion, grow by more than 19.7% YoY.

Performance Achievements

01

11.6%

YoY

M2U's Financial

Transaction volume keeps growing

growth in transaction volume with

more than Rp146.8 trillion in 2025.

23.4%

YoY

M2U financial transaction reached

more than 30.6 million in 2025.

191.5 thousand

saving accounts

More than 191.5 thousand

saving accounts have been opened digitally through M2U in 2025.

ALL IN

M2U ID APP

Digital Wealth in M2U ID App supports customers' long-term

financial aspirations by providing seamless access to Mutual Funds, Bonds, Gold and Bancassurance through a single digital platform, enabling portfolio diversification and efficient wealth management.

Mutual Funds

Mutual funds on M2U ID App allow customers to invest from Rp100,000, including Sharia-compliant options, through a seamless digital experience.

Bonds

Government bonds on M2U ID App provide access to retail and Sharia-compliant securities in Rupiah or foreign currencies, backed by the Government of Indonesia.

Gold

M2U ID App enables customers to buy and manage gold easily and securely anytime, anywhere, enhancing access to gold investment opportunities.

Bancassurance

M2U ID App offers MyProtection Simple & MyProtection Cash insurance, providing reliable coverage for both life and health protection.

Main Highlights

Financial Highlights 26

Operational Highlights 30

Shares Highlights 31

Bond Highlights 33

Corporate Ratings 33

Event Highlights in 2025 34

Maybank Marathon Sustainability Day 2025 38

Awards and Certifications 40

TEMUKAN KEKUATAN BERSAMA KOMUNITAS

Maybank mendukung semua potensi yang Anda miliki.

Financial

Highlights

in million Rupiah

Note:

1) Include consumer financing receivables

Strenghtening the Core, Accelerating Forward

01 / MAIN HIGHLIGHTS

in million Rupiah

Note:

1. Include consumer financing receivables

2. Bank only