BANK BUKOPIN · TABLE OF CONTENTS Overview Business Activities Competitive Strengths Financial Summary Strategic Plan

BANK BUKOPIN

Overview as of September 2014

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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that could cause actual results, performance or events to differ materially from those in the statements as originally made.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.

TABLE OF CONTENTS

Overview

Business Activities

Competitive Strengths

Financial Summary

Strategic Plan

OVERVIEW

88.25% 86.82%

Koperasi Pegawai Bulog Seluruh

Indonesia (KOPELINDO) /

Cooperative of Bulog Employees

Public

PT Bank Syariah Bukopin PT Bukopin Finance

29.51% 18.57% 11.43% 40.49%

PT Bosowa Corporindo

Government of Republic of Indonesia

SHAREHOLDERS STRUCTURE AS OF SEPTEMBER 2014

5

INDUSTRY POSITION

In billion Rp

Loan Rank 17th

Asset Rank 17th

Deposit Rank 14th

Asset Loan Deposit

Source: Bank’s Publications as of June 2014, Bank Only

6

62,523

62,787

64,776

69,153

71,011

73,955

74,885

88,007

100,593

105,570

135,623

137,794

154,429

156,720

176,854

217,920

388,013

512,847

621,978

674,748

Stanchard

Mandiri Syariah

Citibank

Bukopin

BTPN

Bank Jabar

UOB Indonesia

HSBC

OCBC NISP

Tokyo-Mitsubishi

BTN

BII

Danamon

Panin

Permata

CIMB Niaga

BNI

BCA

BRI

Mandiri

35,743

38,073

46,655

47,375

47,719

47,824

53,670

54,758

63,740

76,720

93,982

97,805

107,379

108,739

126,561

152,258

244,138

321,639

432,441

459,131

Citibank

DBS Indonesia

Mandiri Syariah

Bukopin

Bank Jabar

BTPN

HSBC

UOB Indonesia

OCBC NISP

Tokyo-Mitsubishi

BII

BTN

Danamon

Panin

Permata

CIMB Niaga

BNI

BCA

BRI

Mandiri

38,073

41,707

43,720

46,747

47,710

50,474

57,648

58,325

59,288

70,453

95,253

103,372

107,632

118,866

138,412

160,859

304,089

421,221

488,451

501,350

DBS Indonesia

Mega

Citibank

BTPN

Stanchard

UOB Indonesia

Bukopin

HSBC

Bank Jabar

OCBC NISP

BTN

BII

Danamon

Permata

Panin

CIMB Niaga

BNI

BCA

BRI

Mandiri

HISTORY AND KEY MILESTONE

7

1989 1993 2003 2006 2008 2009 2011 1970 2012 2013 2014

• Rights Issue I • Spinned off Sharia

Business Unit to PT Bank Syariah Bukopin in which Bank Bukopin owns 65.4%

Increased ownership in PT Bank Syariah Bukopin became 86.82%

Issuance of Subordinated Bond Sustainable I Bank Bukopin Period I Year 2012

Rights Issue III

• Rights Issue II • Increased

ownership in PT Bank Syariah Bukopin became 77.57%

• Additional acquisition of the shares of PT Bank Syariah Bukopin, bringing the total shares to 65.44%

• Paid off Series A Bonds, Series B Subordinated Bonds and Sharia Bonds

Issuance of Series A Bonds, Series B Subordinated Bonds and Sharia Mudharabah Bonds

• Changed its name into Bank Bukopin

• Issued Bond

• Became a public-listed company via IPO

• Acquisition of 24.73% shares of PT. Bank Syariah Bukopin

• Acquisition of the shares of PT Bukopin Finance

Became a limited liability company, PT Bank Bukopin

Bank Umum Koperasi Indonesia (Bukopin) was formed

BUSINESS ACTIVITIES

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 include four pillars which are

Small and Medium Enterprises (SME), Micro Business, Consumer Business and

Commercial Business.

9

COMPETITIVE STRENGTHS

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

11

STRATEGIC PARTNERS

• National Food Logistic Agency

Bulog

• Community-based cooperative

Swamitra

• Indonesian Sosial Security Agency

Badan Penyelenggara Jaminan Sosial (BPJS)

• State-owned pension company for civil servants

Taspen

• Indonesia state-owned electricity company

Perusahaan Listrik Negara (PLN)

• Multi finance solutions

Multi Finance

12

• Responsible for the maintenance of rice availability, rice distribution and price control.

• Bank Bukopin is one of two banks (20%) that is financing Bulog.

• Bank Bukopin has a long-standing partnership with Bulog. Around 6,6% of Bank Bukopin’s Commercial loan portfolio comprises loan 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 fully service financing to 4 areas of regional division of Perum Bulog : West Java, DKI Jakarta, Bali and 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 676 Swamitra with more than 510.000 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

Bulog’s network:

26 Regional Divisions

101 Sub-Regional Divisions

30 Logistic Offices

463 Warehouses

STRATEGIC PARTNERSHIP

13

DPPM

Nanang

DKKM III

Pak Joni & Arie

Mulyawan

• Badan Penyelenggara Jaminan Sosial (BPJS) or Social Security Agency is a state’s program that is aimed to provide social security for Indonesian citizen. This new organization was formed in 2014 as merger from two state’s organization namely ASKES (health insurance) and JAMSOSTEK (social security).

• Bank Bukopin has 28 outlets co-located at BPJS’s offices. These outlets enable the deposit of contributions by and payment of BPJS claims to its members.

• BPJS owns a 3.61% stake in PT Bank Syariah Bukopin, in which Bank Bukopin controls 86.82% (the remaining shareholders are local funds).

• Bank Bukopin is collaborating with BPJS to finance housing benefit for BPJSs members and cash management services for BPJS.

Pension scheme for civil servants

• Appointed as one of 17 institutions as pension fund payment agent.

• Bank Bukopin provides personal financing to Taspen pensioners under its micro financing segment.

• Repayments are through deduction from pension payments.

• Outstanding loans under the Taspen program have grown to around Rp2.70 trillion by September 2014.

14


Indonesian Sosial Security Agency

DPPM

Nanang

DPPM

Bugi Hardiman &

Firman

State-owned electricity company

• Bank Bukopin currently serves more than 16 million out of 60 million PLN customers who pay their bills through 56 banks.

• Bank Bukopin was the first commercial bank in Indonesia to establish the Payment Point On-line Bukopin (PPOB) over 5 years ago. It now has more than 22.000 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.

• Multi finance company is non-bank financial Institutions, developed to conduct activities for the finance institutions specifically in the field of financing leasing, factoring, credit card and/or consumer financing.

• Bank Bukopin has collaborated with 24 multifinances, serves around 57.780 customers with

Rp 4.4 trillion of outstanding loan.

Multi finance solutions

15


DDKM

Wahyu

Rev Pak Rivan

DRPO

Imam Karoles

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

SATISFYING AND COMPATIBLE SERVICES

16

EXTENSIVE BRANCH AND ELECTRONIC NETWORK

September 2013

September

2014

Growth

2013-2014

Branches 37 40 3

Sub Branches 112 119 7

Cash Offices 150 145 -5

Micro-Service Offices

87 87 0

Payment Point 38 39 1

Pickup Service 8 8 0

Total outlet 432 438 6

ATMs 472 600 128

Mini ATMs 1.304 1.951 647

• Bank Bukopin currently has network in 22 out of 34 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 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.

17

SKPR

Suhud

DRPO

Imam K

DPPT

Fredy

Flores

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

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, such as Credit Rating (ICRR), Credit Scoring (E Flow and SIKM), Operational Risk and Control Self Assessment (RCSA), Asset and Liabilities Risk Management Model

• Bank Bukopin also regularly conduct stress testing, to forecast the impact of any external shock to the Bank’s performance, such as credit risk stress testing, interest rate risk stress testing, liquidity risk stress testing

• 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 (Credit Risk Control and Internal Control unit) and an independent unit of compliance, all to establish comprehensive internal control system

Active observation by Boards through

Committee

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) Oversight Function and

Bank-wide risk management by Risk

Management Division, Compliance Division Independent Assurance

Function of Internal control process

Bank Bukopin has set and continously review various internal policies and guidance for controlling

all risks faced

18

I. Risk Management Process II.Risk Management Implementation

With Three Lines of Internal Control

To support Risk Management Implementation

BOARD OF DIRECTORS Glen Glenardi, President Director 28 years of experience Past experiences include: - Director of Micro and SME (2000-2005) - Director of Cooperatives and Small Enterprises (1999-2000) - Head of Credit for Cooperatives and Small Enterprises Group (1997-1999) - Head of Cirebon Branch (1989-1992)

Tri Joko Prihanto, Finance & Planning Director 28 years of experience Past experiences include: - Director of Operations (2000-2007) - Corporate Secretary (1996-2000) - Group Business Head (1995-1996) - Division Head of Human Resources (1993-1995) - Division Head of Business Development for Cooperatives

(1991-1993)

Agus Hernawan, Retail Director 28 years of experience Past experiences include: - Director of Services & Distribution (2007-2013) - Director of Consumer Banking (2000-2007) - Group Business Head (1997-2000) - Head of Bukopin Branches (1989-1997)

Sulistyohadi DS, Services & Operation Director 26 years of experience Past experiences include: - Director of Medium, Small Enterprises and Cooperatives

(2005-2013) - Group Head for Institutional Business (1999-2005)

Adhi Brahmantya, Business Development and Information Technology Director 26 years of experience Past experiences include: - General Manager of Business Development (2011-2013) - Division Head of Distribution Network and Business Partnership (2010-2011) - Project Officer of Public Service (2008-2010)

Mikrowa Kirana, Commercial Director

28 years of experience Past experiences include: - Group Line Head for Commercial Business (2002-2006) - Group Area Head for Commercial Business in West and Central Java (2001-2002) - Group Line Business Head (1998-2001) - Head of Kupang and Denpasar Branches (1993-1998)

Irlan Suud, Risk Management, Compliance and Human Resources Development Director 23 years of experience Past experiences include: - SEVP Risk Management & Human Resources Development

(2013-2014) - General Manager of Business Regional I (2012-2014) - Division Head of Credit Commercial IV (2012) - Division Head of Program Fund (2008-2012)

19

BOARD OF COMMISSIONERS Mulia P. Nasution, President Commissioner Chairman of The Supervisory Board of State`s Accounting School (2009-Present)

Muhammad Rachmat Kaimuddin, Commissioner *)

Past experiences include: - Secretary General of Ministry of Finance (2006-2011) - Director of General Treasury of Ministry of Finance (2004-2006) - Head of National Financial Accounting Body (2001-2004) - Head of Data Processing and Budget Information (1999-2001) - Director of Government Treasury and Cash (1998-1999) - Director of Budget Development II (1995-1998)

CEO of Bosowa Kapital (Present).

Past experiences include : - Vice President/Chief Rep Officer for Indonesia of Baring Private

Equity Asia (2012 – 2014). - Advisor to the Board of PT Toba Bara Sejahtera Tbk (2012) - Group CFO of PT Amstelco Indonesia Tbk (2011–2012) - Principal of Quvat/Principia Management Group (2008–2011) - Managing Director/CFO of PT Cardig Air Services (2009–2011)

20

Deddy S.A. Kodir, Commissioner Chairman of Kopelindo (2008-Present) Past experiences include : - Director of Human Resources & General Affair of Bulog (2011-2012) - Director of Planning and Business Development of Bulog (2009-2011) - Over 30 years experience at Bulog Institution

Past experiences include : - Head of Public Service Ministry of Housing Republik Indonesia (2010-

Feb 2011) - Over 30 years experience at Ministry of Finance

Margustienny Oemar Ali, Independent Commissioner

Omar Sjawaldy Anwar, Independent Commissioner *) Past experiences include : - President Commissioner of PT Suryaindo Investama (2012-2013) - President Commissioner of PT OVI Energi (2012-2013) - President Commissioner of PT Energi Investama (2012-2013) - President Director and CEO of PT Trimegah Securities Tbk (2010-2012)

Parikesit Suprapto, Independent Commissioner Special Aid of the Ministry of State Owned Enterprise (2012-Present) Past experiences include : - Deputy of Business Services, Ministry of State Owned Enterprise

(2010-2012) - Deputy of Banking and Financial Services, Ministry of State Owned

Enterprise (2008-2010) - Expert Staff to the Minister of State Owned Enterprise for Small

Enterprises Cooperation (2005-2008)

Eddy Hutarso, Independent Commissioner *) Director PT Pacific Fiber Indonesia (2007–Present) Past experiences include: - Licensing General Manager of PT Pacific Fiber Indonesia (2006-2007) - SSL Manager of PT Pacific Oil & Gas Indonesia (2004-2006) - SSL Manager of PT Raja Garuda Mas Indonesia (1997-2004) - SSL Manager of PT Riau Andalan Pulp & Paper (1994-1997)

*) Subject to Financial Services Authority or OJK approval

President Director of PT True North Bridge Capital (2012–Present)

FINANCIAL SUMMARIES

KEY FINANCIAL – BALANCE SHEET Total Assets (Rp. Tn)

Total Assets increased year-on-

year by 12.74% from Rp69.1 Tn

to Rp77.9 Tn due to the

increase of third party deposits.

Total Loans (Rp. Tn)

Period Percentage

% Y o Y 12.74%

% Y to D 12.09%

Period Percentage

% Y o Y 2.44%

% Y to D 3.92%

Loan increased year-on-year by

2.44% from Rp49.2 Tn to

Rp50.4 Tn. This was due to the

increase of retail loans.

22 * Audited

Sept-13 Dec-13* Sept-14


48.5

50.4

69.1 69.5

77.9

49.2

OVERVIEW OF LOAN PORTFOLIO

Loan segment Loan size

Retail consists of:

- Micro

- SME

- Consumer

< Rp.500 M

Rp.500 M – Rp.30 Bn

Commercial > Rp.30 Bn

Retail

Bulog

Commercial

6.96 %

Sept-13 Dec* Sept-14

Rp.7.7 Tn

Rp.26.1 Tn

Rp.15.3 Tn

Rp.49.2 Tn Rp.50.4Tn

Rp.32.3 Tn

Rp.1.2 Tn

Rp.16.9 Tn

53.05%

15.65%

31.30%

64.09%

2.38%

33.53%

60.21%

7.83%

31.96%

Rp.29.2 Tn

Rp.3.8 Tn

Rp.15.5 Tn

11.88% 10.62%

-50,65% -68.42%

1.31% 9.03%

Rp.48.5 Tn

23 * Audited

23.75%

-84.42%

10.46%

2.44%

13*

Total Loan YoY

Retail YoY

Bulog YoY

Commercial YoY

24

Gross Non-Performing Loan (NPL) (%)

• Our gross NPL is at level 3.09% , while net NPL is at 2.42% in Sept 2014.

Net Non-Performing Loan (NPL) (%)


2.29

2.26

3.09


1.63

1.51

2.42

KEY RATIO

KEY FINANCIAL – BALANCE SHEET

Deposits increased year-on-year by 14.46% from Rp56.0 Tn to Rp64.1 Tn. The increase comes from time deposits and savings.

Period Percentage

% Y o Y 14.46%

% Y to D 14.87%

Savings Current Account Time Deposit

25

Total Third Party Deposits (Rp. Tn)

Loan-to-Deposit Ratio (LDR) (%)

• LDR year-on-year decreased by 10.17%

from 87.28% to 77.11%.

• Decreased in LDR was due to

decreasing Bulog loan portfolio from

Rp7.7 Tn to Rp1.2 Tn.


13.2

9.0

33.8

14.3

55.8 56.0


64.1

9.0

14.9

8.9

32.5 40.3

87.28 85.80

77.11

* Audited

FUNDING COMPOSITION Funding Composition (by product)

Savings Current Time Deposit 26

60.36% 58.24% 62.87%

16.07% 16.13%

13.88%

23.57% 25.63%

23.25%


Rp.56.0 Tn Rp.64.1 Tn

Rp.13.2 Tn

Rp.9.0 Tn

Rp.33.8 Tn

Rp.14.9Tn

Rp.8.9 Tn

Rp.40.3 Tn

Rp.55.8 Tn

Rp.14.3 Tn

Rp.9.0 Tn

Rp.32.5 Tn

8.33% 4.19 %

0% -1.1%

-3.85% 24.0%

* Audited

14.46%

Total Funding YoY

12.88%

-1.11%

19.23%

Savings YoY

Current YoY

Time Deposit YoY

KEY FINANCIAL – BALANCE SHEET

Total Shareholders’ Equity (Rp. Tn) Period Percentage

% Y o Y 24.07%

% Y to D 8.06%

Equity increased year-on-

year by 24.07% from Rp5.4

Tn to Rp6.7 Tn. This

improvement comes from 3rd

Right Issue on December

2013 and profit growth.

27


5.4

6.2 6.7

* Audited

CORE & SUPPLEMENTARY CAPITAL

Core Capital

Supplementary Capital

28

• In line with Bank Indonesia’s Regulations, Bank Bukopin is categorized

into BUKU 3 with a core capital of Rp5.4 Tn.

• CAR decreased year-on-year due to the loan expansion in retail

segment, which caused an increase in Risk Weighted Assets (RWA).

11.69% 11.61% 11,71%

3.69% 3.51% 2.78%

Sept-13 Dec-13* Sep-14

15.38% 15.12% 14.49%

* Audited

KEY FINANCIAL – EARNING

Earning Before Tax Earning After Tax

Period % EBT % EAT

%Y o Y 9.66% 8.29%

Earning Before and After Tax (Rp. Bn)

• Net profit year-on-year decreased by

8.29% from Rp737.8 Bn to Rp676.6 Bn.

• Decreased in net profit as an impact of

increased in cost of fund which was

caused by increased in market interest

rate.


954.0

737.8

861.8

676.6

1.193.6

934.6

* Audited 29

KEY FINANCIAL – EARNING

Net Interest Margin (NIM) (%)

Net Interest Margin (NIM) year-on-year decreased by 0.01% from 3.75% to 3.74%.

Period % NIM

% Y o Y 0.01%

Fee Based Income (FBI)

Public Service Credit Card Treasury Others

30

Fee Based Income year-on-year increased by 26.54% from Rp571.9 Bn to Rp723.7 Bn.

Period % FBI

% Y o Y 26.54%


26.55% 26.98% 22.56%

52.31% 52.92% 53.97%

8.82% 9.65% 11.77%

12,32% 10.45% 11.70%


3.75

3.82

3.74

Rp. 571.9 Rp. 723.7 Rp. 785.7

* Audited

KEY RATIO

*

Cost-to-Income Ratio (CIR) (%)


64.95

66.93

64.96

Operating Expenses to Operating Income (%)


81.19

82.73

85.91

* Audited

• YoY increased as an impact of increased in

cost of fund due to high market interest rate.

31

KEY RATIO

Return-on-Equity (ROE) (%) Return-on-Assets (ROA) (%)

32

Sept-13 Dec-13* Sept-14 Sept-13 Dec-13* Sept-14

20.18 19.09

16.05

1.85

1.75 1.66

* Audited

33

AWARDS 2014

“SWA Best Wealth Creator 2014”

Awarded for Indonesia Best Public

Companies Based on Wealth Added

Index Method from SWA Magazine.

“Infobank Titanium Trophy 2014”

Very Good Financial Performance

1999-2013 from InfoBank Magazine.

1. Financial Category

“Indonesian Bank Loyalty Index (IBLI)”

Awarded for Saving Account Conventional Banking

2014 (Asset < Rp100 T) from InfoBank Magazine

and Markplus Insight.

2. Product Category

“The Most Reliable Bank”

Awarded for The Most Reliable

Bank (Conventional Bank – Asset 2)

from Koran Tempo & Indonesian

Banking School.

33

34

AWARDS 2014

“Jaringan Prima Awards 2014”

Awarded for The Best

Performance in Complaint

Handling 2014.

“Banking Public Excellence Awards 2014”

6th Best Overall Performance 2014.

“Banking Service Excellence Awards 2014”

The Rising Star Bank in Service Exellence

2014.

3. Service Category

Awards from PT PLN for:

1. First Rank Category for Total Sheet’s

Amounts of P2APST Transactions 2012

2. First Rank Category for Bank Collection

2012

3. First Rank Category for The Rupiah’s

Amounts of Point of Sales Transactions

2012

4. First Rank Category for Total Rupiah’s

Amounts of P2APST Transactions 2012

5. First Rank Category for The Amount of

Core Banking Transaction 2012.

6. Fourth Rank Category for The Best Ten

Bank Performance 2012

34

STRATEGIC PLAN

STRATEGIC PLAN

Become a Trusted Bank for Financial

Services

Strengthening the Structure

of Capital

Enlarge the Composition of Retail Business

Focus on Excelling in

Business Segments

Improvements of value chain

and cross selling

Enhances Strategic

Partnership

Improvement of Information

Systems, Technology and

Procedures

Strengthening of Corporate

Culture

Enhance the Role of Risk

Management and Compliance

Aspects

36

Thank You

Q & A

BANK BUKOPIN · TABLE OF CONTENTS Overview Business Activities Competitive Strengths Financial Summary Strategic Plan

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