BANK BUKOPIN OVERVIEW As of December 2012 BANK BUKOPIN
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BANK BUKOPIN
OVERVIEW
As of December 2012
BANK BUKOPIN
Disclaimer
IMPORTANT: The following forms part of, and should be read in conjunction with, this presentation.
This report is prepared by PT. Bank Bukopin Tbk independently and is circulated for the purpose of general information only. It is not intended to the specific person who may receive this report. No warranty (expressed or implied) is made to the accuracy or completeness of the information. Some of the statements contained in this document contain “forward looking” statements with respect to the financial conditions, results of operations and businesses, and related plans and objectives. These Statements do not directly or exclusively relate to historical facts and reflect the Company’s current intentions, plans, expectations, assumptions and beliefs about future events. The Statements involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those in the statements as originally made. Such statements are not, and should not be construed as a representation to future performance of the Company. Readers are urged to view all forward-looking statements contained herein with caution.
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Table of Contents
Overview
Business Activity
Competitive Strengths
Financial Summary
Strategic Plan
3
Overview
4
Financial Highlight
2012 2011
Time Deposit Savings Current Account
40.7
2012 2011
R:250 G:250 B:0
R:0 G:111 B:192
R:63 G:173 B:92
Total Assets (Rp. Tn)
Total Loans (Rp. Tn)
Total Third Party Deposits (Rp. Tn)
Earning (Rp. Bn)
57.2
2012 2011
65.7
45.5
47.9
11.1
8.0
28.8
13.8
54.0
8.4
31.8
Earning After Tax
2012 2011
940.4
738.2
*
* Audited, Consolidated
** Unaudited
*
*
*
5
Earning Before Tax 1,059.4
830.5
Shareholders Structure as of 31 December 2012
Koperasi Pegawai Bulog Seluruh
Indonesia (KOPELINDO)/ Cooperative of
Bulog Employees
Public
Koperasi Perkayuan
APKINDO MPI (KOPKAPINDO)/ Cooperative of
Indonesia Timber
Government of
Republic of Indonesia
PT Bank Syariah Bukopin PT Bukopin Finance
31.73% 13.04% 9.40% 5.05% 40.78%
88.26% 77.57%
Yayasan Bina Sejahtera Warga
Bulog (YABINSTRA)/ Foundation of
Bulog Employees
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Industry Position
In billion Rp
Source: Bank’s Publication as of Sept 2012, Bank Only 7
Deposit Rank 13th
Asset Rank 15th
Loan Rank 13th
50,277
56,483
57,899
58,626
58,646
59,193
63,161
65,107
71,436
98,756
101,018
115,053
127,609
133,714
186,743
299,705
421,093
469,018
519,572
STANCHART
BTPN
CITIBANK
UOB INDONESIA
BUKOPIN
MEGA
HSBC
BANK JABAR BANTEN
OCBC NISP
BTN
BII
PERMATA
DANAMON
PANIN
NIAGA
BNI
BCA
BRI
MANDIRI
26,120
39,787
42,583
42,785
46,938
47,166
47,756
50,485
53,618
69,331
79,940
88,531
92,328
99,632
140,723
231,516
357,822
373,137
386,335
STANCHART
CITIBANK
BTPN
HSBC
UOB INDONESIA
MEGA
BUKOPIN
BANK JABAR BANTEN
OCBC NISP
BTN
BII
DANAMON
PERMATA
PANIN
NIAGA
BNI
BCA
BRI
MANDIRI
29,278
30,628
32,525
32,790
36,620
37,085
39,460
43,722
50,365
71,355
76,566
88,307
89,559
92,192
129,238
177,844
237,653
318,007
319,154
MEGA
CITIBANK
STANCHART
BANK JABAR BANTEN
HSBC
BTPN
BUKOPIN
UOB INDONESIA
OCBC NISP
BII
BTN
PANIN
PERMATA
DANAMON
NIAGA
BNI
BCA
BRI
MANDIRI
History and Key Milestone
1989 1993 2003 2006 2008 2009 2011 1970 2012
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Business Activity
9
Core Business
Supported by Treasury Business, International Banking and Fee-Based Services
Objective:
To become a top bank through focusing on value
CONSUMER
“To be a Preferred Partner for Mass, Mass Affluent Customers and
Business Owners ”
SME
“To be a key player in SME Banking”
COMMERCIAL
“Sustain Current Market Position”
MAIN BUSINESS PILLARS
MICRO
“To be a market leader in business to business
Micro and a prime player for Rural Micro Banking”
Bank Bukopin’s business activities of lending and funding includes four pillars which are Small and Medium Enterprises (SME), Micro Business, Consumer Business and Commercial Business.
10
Competitive Strenghts
11
Positioned for Growth
Leading Sophisticated
Mid-Sized Bank
Experienced and
Competent in SMEs and
Micro Business
Strategic Partnerships
Satisfying and Compatible
Services
Extensive Branch and Electronic Network
Established Control and
Risk Management
Experienced Management
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Strategic Partnerships
Bukopin’s Strategic Partners
BULOG
• National Food Logistic Agency
Perusahaan Listrik Negara (PLN)
• Indonesia state-owned electricity company
Swamitra
• Community-based cooperative
Jamsostek
• State-owned social security company for private sector workers
Pertamina
• Indonesia state-owned oil extraction company
Taspen
• State-owned pension company for civil servants
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• Responsible for the maintenance of rice security, rice distribution and price control.
• Bank Bukopin is the major bank (60%) in financing Bulog and the other banks are BRI (35%) and Mandiri (5%).
• Bank Bukopin has a long-standing partnership with Bulog. Around 33.7 % of Bank Bukopin’s SME loan portfolio comprises loans to Bulog.
• Bank Bukopin provides financing to Bulog’s food distribution supply chain from end-to-end.
• Bank Bukopin also assists Bulog with logistics information and accounting system management
• Bank Bukopin provides full serviced financing to 6 areas of regional division of Perum Bulog : West Java, East Java, DKI Jakarta, Bali, South Sulawesi & South Kalimantan
• Since the late 1990s, Bank Bukopin has developed Swamitra model. We provide Management Assistance, System and Procedure and IT System.
• Today, Bank Bukopin partners with around 625 Swamitra with more than 457.000 members across Indonesia. Cooperative members are mostly in the micro-business segment.
• Bank Bukopin provides loans to Swamitra, which then channels the loan to its members (two step loan).
• In Swamitra lending, members of the cooperative keep an eye on one another, to ensure repayments so as to protect the profitability of the cooperative. This leads to a low NPL ratio for Swamitra loans.
Savings and loan cooperative
Strategic Partnership
Bulog’s network:
26 Regional Divisions
101 Sub-Regional Divisions
30 Logistic Offices
463 Warehouses
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• Jamsostek manages social security for over 40 million private sector workers, of which over 11 million are active members, with total assets of over Rp. 137 trillion (US$ 14.1 Tn).
• Bank Bukopin has 34 outlets co-located at Jamsostek’s offices. These outlets enable the deposit of contributions by and payment of Jamsostek claims to its members.
• Jamsostek owns a 6.14% stake in PT Bank Syariah Bukopin, in which Bank Bukopin controls 77.57% (the remaining shareholders are local funds).
• In line with Jamsostek’s ongoing transformation – from providing merely financial benefit to “total benefit” for its members (including housing and health benefits) – Bank Bukopin is collaborating with Jamsostek to provide financing and cash management for the housing.
Social security for private sector workers
Pension scheme for civil servants
• Appointed as one of 16 institutions as pension fund payment agent.
• Bank Bukopin implemented personal financing to Taspen pensioners in 2Q 2010, under its micro financing segment.
• Repayments are through deduction from pension payments.
• Outstanding loans under the Taspen program have grown, to around Rp.1.54 trillion by December 2012.
Strategic Partnership
15
• Bank Bukopin is one of 5 banks given exclusive right by Pertamina to receive payment for Pertamina’s products (fuel and non-fuel). This arrangement commenced in April 2009.
• Bank Bukopin provides banking facilities (letters-of-credit/trade financing) and cash management services for Pertamina’s operations.
• Pertamina-related transactions via Bank Bukopin currently average Rp.2.3 trillion per month.
State-owned oil extraction company
Strategic Partnership
• Bank Bukopin currently serves 13 million out of 42 million PLN customers who pay their bills through around 56 banks.
• Bank Bukopin was the first commercial bank in Indonesia to establish the Payment Point On-line Bukopin (PPOB) over 3 years ago. It now has more than 15.000 PPOBs across Indonesia.
• PPOBs can provide services to PLN customers such as billing payment, new PLN installation and PLN prepaid card for electricity.
• The PLN partnership has provided a boost to Bank Bukopin’s fee-based income, cash management services, CASA accumulation and loan portfolio (note: As of 31 Dec 2012 fee-based income contributes around 8.11 % of Bank Bukopin’s total income).
State-owned electricity company
16
Satisfying and Compatible Services
Providing arrays of products and services to fulfill customer needs
Using technology as a strategic means to deliver services
Improving human resources competencies as a key factor
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Extensive Branch and Electronic Network
Lampung
Nanggroe Aceh Darussalam
Riau
Jambi
South Sumatera
West Sumatera
West Kalimantan
East Kalimantan
South Kalimantan
Banten
North Sulawesi
South Sulawesi
Bali
West Nusa Tenggara
East Nusa Tenggara
East Java
West Java
D.I.Yogyakarta
DKI Jakarta
Central Java
North Sumatera
Riau Island
As of Dec 31, 2012
Branches 36
Sub Branches 107
Cash Offices 140
Micro-Service Offices 87
Payment Point 42
Pickup Service 8
Total outlet 420
ATMs 381
Mini ATMs 923
• Bank Bukopin’s network is in 22 out of 33 provinces in Indonesia.
• Bank Bukopin’s ATM card gives its holder access to all major ATM networks in Indonesia (including ATM BCA Prima, ATM Bersama and ATM Plus), comprising more than 30.000 ATMs.
• Bank Bukopin’s 15.000 PPOB outlets across Indonesia reaches out to the urban and rural population.
• Our IT system provides real-time monitoring of each branch’s transactions and positions.
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Established Controls and Risk Management
• Implementation of risk management in Bank Bukopin covered 8 main risks
* credit risk * legal risk
* market risk * reputational risk
* liquidity risk * strategic risk
* operational risk * compliance risk
• Bank Bukopin has developed models and systems for risk management
• Bank Bukopin also regularly conduct stress testing, to forecast the impact of any external shock to the Bank’s performance
• The Risk Management Division is independent from risk taking units
• Beside the internal audit activity, there’s also internal control units embedded to the risk taking units and an independent unit of compliance, all to establish comprehensive internal control system
Active observation by Boards through
Committee
• Risk Management Systems is executed
according to internal and external rules
• All transactional execution had to go through checker and approval system.
• There’s also clear segregation between business and operational units
Risk management executed by each related
unit (risk taking units)
Bank-wide risk management by Risk
Management Division
Internal control process
• Bank Bukopin has set and continously
review various internal policies and guidance for controlling all risks faced
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Experienced Management Glen Glenardi,
President Director
Agus Hernawan, Services & Distribution Director
Tri Joko Prihanto, Finance & Planning Director
Sunaryono, Risk Management, Compliance and Human Resources Development Director
Sulistyohadi DS, SME and Cooperatives Director
Lamira S. Parwedi, Consumer Director
Mikrowa Kirana, Commercial Director
26 years of experience Past experience includes: - Director of Micro and SME (2000-2005) - Director of Cooperatives and Small Enterprises (1999) - Head of Credit for Cooperatives and Small Enterprises (1992-1999) - Head of Cirebon Branch (1989-1992)
26 years of experience Past experience includes: - Director of Operations (2000-2006) - Corporate Secretary (1996-2000) - Group Business Head (1995-1996) - Head of Human Resources (1993-1995) - Head of Business Development for Cooperatives (1991-1993)
26 years of experience Past experience includes: - Director of Consumer Banking (2000-2006) - Group Business Head (1997-2000) - Head of Bukopin branches (1988-1997
24 years of experience Past experience includes: - Director of Risk Management and Compliance (2003-2006) - Head of Business Development for Cooperatives and Small Enterprises (2000-2003) - Group Head of Central Java Province (1997-2000) - Head of Commercial Branches Supervision (1996-1997)
24 years of experience Past experience includes: - Group Head for Institutional Business (1999-2005) - Some positions within Bank Bukopin since 1988
26 years of experience Past experience includes: - Group Head for Commercial Business (2000-2006) - Group Business Head (1995-2000) - Head of Commercial Business Segment (1993-1995)
26 years of experience Past experience includes: - Group Head for Commercial Business (2001-2006) - Group Head for Commercial Business in West and Central Java (2000-2001) - Group Business Head (1997-2000) - Head of Kupang and Denpasar Branches (1992-1996)
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Experienced Management
Mulia P. Nasution, President Commissioner
Deddy S.A. Kodir, Commissioner
Syamsul Effendi, Independent Commissioner
Yoyok Sunaryo, Independent Commissioner
Margustienny, Independent Commissioner
Currently Chairman of The Supervisory Board of State`s Accounting School (Aug 2011 – present) Past experience includes: - Secretary General of Finance Ministry (2006- Aug 2011) - Director General Treasury of Finance Department (2004) - Head of National Financial Accounting Body (2001) - Head of Data Processing and Budget Information (1999) - Director of Government Treasury and Cash (1998) - Director of Budget Development II (1995)
Currently Chairman of Kopelindo (2008-present) Past experience includes : -Director of Human Resources & General Affair of Bulog (2011-2012) - Director of Planning and Business Development of Bulog (2009-2011) - Head of Human Resources Department of Bulog (2008-2011) - Has over 30 years of working experience at Bulog
Currently Advisor of PT Wana Subur Lestari (2011-present) Past experience includes : -Secretary of Kopkapindo -Associate Director of General Affair Manager at PT Kutai Timber Indonesia (2007-2011) -Manager General Affair at PT Kutai Timber Indonesia (2001-2006)
Currently Entrepreneur in Agro Business. Past experience includes : - Head of Milk Cooperatives Indonesia (1997-2002) - PUSKUD facilitator (1999-2000) - Head Coordinator at Milk Cooperative Indonesia Mojosongo (1986-1993) - Manager at Milk Cooperative of Indonesia Cirebon (1984-1986)
Currently Civil Servant of Finance Ministry (Feb 2012-present) Past experience includes : - Head of Public Service Agency Housing - Finance Centre of State Ministry of Housing (2010-Feb 2012) - Has over 30 years of working experience at Finance Ministry.
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Financial Summaries
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Key Financial – Balance Sheet
23
40.7
2012 2011
45.5
Total Assets (Rp. Tn)
Asset increased year-on-year by
14.9% from Rp57.2Tn to
Rp65.7Tn, which was supported
by loan growth.
Total Loans (Rp. Tn)
Period Percentage
% Y o Y 14.9%
Period Percentage
% Y o Y 11.8%
57.2
2012 2011
65.7
Key Financial – Balance Sheet
24
2012 2011
47.9
11.1
8.0
28.8
54.0
13.8
8.4
31.8
Total Third Party Deposits (Rp. Tn)
Total Shareholders’ Equity (Rp. Tn)
Deposits increased year-on-year by 12.7% from Rp47.9Tn to Rp54.0Tn. The largest increases came from time deposit and savings
Period Percentage
% Y o Y 12.7%
Period Percentage
% Y o Y 11.4% 4.4
4.9
2012 2011
Savings Currenct Account Time Deposit
Overview of Loan Portofolio
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Consumer
Commercial
Micro
Small and Medium Enterprise (SME), including Bulog
Loan segment Loan size
Micro < Rp.500 M
SME Rp.500 M – Rp.25 Bn
Commercial > Rp.25 Bn
Bulog 40.4% Bulog 33.7%
Rp.40.7 Tn Rp.45.5 Tn
9.1%
5.7%
51.6% 54.3%
9.9%
30.0%
2011 2012
*)
*)
* From SME Loan
33.6%
5.8%
Funding Composition
26
Funding Composition (by product) Funding Composition (by segment)
SME 35.6%
Consumer 32.8%
Commercial 31.6%
SME 36.7%
Consumer 30.8%
Commercial 32.5%
60.0%
2012 2011
Rp.47.9 Tn Rp.54.0 Tn
2012 2011
23.2%
16.8%
25.4%
15.6%
59.0%
Savings Current Time Deposit
• We target to increase our current and savings deposits. The increase has been achieved through product development and expanding our network, particularly our electronic network.
• We have also leveraged our payment and cash management services.
Core & Supplementary Capital
27
An increase in CAR in Dec 2012 due to the issuance of subordinated bonds in the first quarter of 2012 and increase of net profit.
2012 2011
12.16%
0.54%
12.09%
4.25%
Core Capital
Supplementary Capital
CAR 12.71%
CAR 16.34%
Key Financial – Earning
28
Earning Before Tax Earning After Tax
Periode % EBT % EAT
%Y o Y 12.7% 12.5%
Earning Before and After Tax (Rp. Bn)
Net profit year-on-year increased by 12.5%
from Rp738.2 billion to Rp830.5 billion. This
was due to an increase of net interest income
and fee based income
738.2
940.4 1,059.4
830.5
2012 2011
Key Financial – Balance Sheet
29
2012 2011 2011 2012
2.1 2.5
4.55 4.56
Net Interest Income (Rp. Tn) Net Interest Margin (NIM) (%)
Net Interest Income year-on-year increased by 19.0% from Rp2.1Tn to Rp2.5Tn.
Period Procentage
% Y o Y 19.0%
Fee Based Income
2012 2011
Public Service Credit Card Treasury Others
33.84%
38.41% 32.87%
14.11%
43.22%
13.64%
8.44%
10.47%
Rp. 636.6 Rp. 663.7
* Unaudited
2011 2012
4.56 4.55
Key Ratio
30
Cost-to-Income Ratio (CIR) (%) Loan-to-Deposit Ratio (LDR) (%)
• LDR year-on-year decreased by 1.2% from 85.01% to 83.81%
• We will maintain our LDR to be in-line with Bank Indonesia’s range at 78%-100%.
• We target to manage our Cost to Income Ratio around 60%.
2012 2011
83.81 85.01
2012 2011
60.50
59.94
Key Ratio
31
Gross Non-Performing Loan (NPL) (%)
• Our gross NPL stood at level 2.66% and net NPL at 1.56% in December 2012.
2012 2011
2.66 2.88
2012 2011
1.56
2.14
* Net Non-Performing Loan (NPL) (%)
Key Ratio
32
61.59
2012 2011
19.47 20.10
• We target to maintain ROE around 20% by
the end of 2012
• We target to maintain CAR above 12%
Return-on-Equity (ROE) (%) Return-on-Assets (ROA) (%)
Capital Adequacy Ratio (CAR) (%)
2012 2011
1.83 1.87
2012 2011
16.34
12.71
Award
“Indonesia Banking Award Best Performance Banking 2012”
Awarded for National Private Bank Category (Asset > 50 T)” from Tempo Magazine and Perbanas.
“First Bank ISO 20000” Awarded for being the first bank in Indonesia that received the Certification ISO 20000-1:2011 of Quality Management System.
“Certification of ISO 20000-1:2011” For providing the electric utility connection system and the core banking saving system from British Standards Institute.
“Infobank Platinum Trophy 2012” Awarded for Financial Performance Excellence Bank 2002-2011.
“Property & Bank Awards 2012” Awarded for The Best Overall Performance Banking.
“Infobank Platinum Awards 2011” Awarded for Financial Performance Excellence Bank 2002-2011.
33
Award
“1st The Best Bank 2012 in Compliance” Awarded for National Private Bank Category (Asset > 25 - 100 T ) from Business Review Magazine and Perbanas.
“ 2nd The Best Bank 2012 in Financial Aspect”
Awarded for National Private Bank Category (Asset > 25 - 100 T ) from Business Review Magazine and Perbanas.
“Indonesian Bank Loyalty Index (IBLI)” Awarded for Saving Account Conventional Banking (Asset > 75 T ) from Infobank Magazine and MarkPlus Insight.
“ 3rd The Best Bank 2012 in Corporate Social Responsibilty”
Awarded for National Private Bank Category (Asset > 25 - 100 T ) from Business Review Magazine and Perbanas.
“Certification of ISO 27001:2005” For providing for information security from Bureau Veritas Certification.
34
“ 2nd The Best Bank 2012 in Corporate Communication”
Awarded for National Private Bank Category (Asset > 25 - 100 T ) from Business Review Magazine and Perbanas.
“Indonesian Bank Loyalty Index (IBLI)” Awarded for Top 10 Credit Card for Loyalty Program from Infobank Magazine and MarkPlus Insight.
Strategic Plan
35
Strategic Plan
Become a Trusted Bank for Financial
Services
Strenghtening the Structure
of Capital Enlarge the
Composition of SME`s, Micro
and Consumer Business
Focus on Excelling in
Business Segments
Improvements of value chain
and cross selling
Enhances Strategic
Partnership
Inprovement of Information
Systems, Technology and
Procedures
Strenghtening of Corporate
Culture
Enhance the Role of Risk
Management and
Compliance Aspects
36
Thank You
37
Q & A
38
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