AS OF DECEMBER 2011 BANK BUKOPIN OVERVIEW

ANALYST MEETING PT BANK BUKOPIN Tbk. AS OF DECEMBER 2011 BANK BUKOPIN BANK BUKOPIN OVERVIEW OVERVIEW As of September 2012 as of SEPT 2011 Disclaim...
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ANALYST MEETING PT BANK BUKOPIN Tbk. AS OF DECEMBER 2011

BANK BUKOPIN BANK BUKOPIN OVERVIEW OVERVIEW

As of September 2012 as of SEPT 2011

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that could cause actual results, performance or events to differ materially from those in the statements as originally made.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

SECTION 1

OVERVIEW

SECTION 2

BUSINESS ACTIVITY

SECTION 3

COMPETITIVE STRENGHTS

SECTION 4

FINANCIAL SUMMARY

SECTION 5

STRATEGIC PLAN

3

1

Overview

4

Financial Highlight Speeding up the growth Total Assets (Rp. Tn)*

Total Third Party Deposits (Rp. Tn) * Time Deposit

51.8

Sep-11

57.2

Dec-11

Savings

Current Account

61.4

Sep-12 **

43.5

47.9

50.4

9.3 7.2

11.1 8.1

11.5

27.0

28.7

30.6

Sep-11

Dec-11

Sep-12 **

8.3

Earning (Rp. Bn) *

Total Loans (Rp. Tn) *

Earning Before Tax Earning After Tax

42.1 940.4 738.2

40.7 35.9

667.1

620.8 492.6

Sep-11 * Consolidated ** Unaudited

Dec-11

Sep-12 **

Dec-10

457.9

Dec-11

Sep-11

795.1 617.2 Sep-12 **

5

Shareholders Structure, as of 30 Sept 2012 Koperasi Pegawai Bulog Seluruh Indonesia (KOPELINDO)/ Cooperative of Bulog Employees 31.73%

Government of Republic of Indonesia

Yayasan Bina Sejahtera Warga Bulog (YABINSTRA)/ Foundation of Bulog Employees

13.04%

86.28%

PT Bukopin Finance

Koperasi Perkayuan APKINDO MPI (KOPKAPINDO)/ Cooperative of Indonesia Timber

9.40%

5.05%

Public

40.78%

77.57%

PT Bank Syariah Bukopin

6

Industry Positions “Market Position of Leading Indonesian Banks” Asset

Deposit

Rank 16th

Rank 15th

Mandiri

506,553

BRI

461,135

BCA

401,852

BNI

306,878

CIMB Niaga

175,677

Loan Rank 12th

Mandiri

375,043

Mandiri

306,833

BRI

371,142

BRI

304,806

BCA

341,163

BNI

235,726

CIMB Niaga

133,529

Danamon

132,682

Danamon

92,332

Panin

128,222

Panin

92,160

Permata

110,851

Permata

82,584 76,575

BII

97,719

BII

BTN

95,512

BTN

62,403

BCA

225,956

BNI

173,527

CIMB Niaga

Danamon

130,171 90,524

Panin

83,098

Permata

79,284

BII

68,856

BTN

67,145

OCBC NISP

68,962

OCBC NISP

51,381

HSBC

62,159

Mega

49,154

Citibank

61,895

Jabar Banten

47,700

Jabar Banten

58,836

UOB Indonesia

46,309

UOB Indonesia

58,827

Bukopin

45,459

Bukopin

58,168

HSBC

42,203

HSBC

35,402

Mega

58,039

Citibank

40,778

BTPN

34,103

Tokyo Mitsubishi

54,329

BTPN

39,699

Stanchart

31,286

BTPN

52,006

Stanchart

49,884

OCBC NISP

47,324

Bukopin

43,667

UOB Indonesia

43,016

Tokyo Mitsubishi

42,300

DBS Indonesia

26,793

Jabar Banten

31,236

Stanchart

24,162

Mega

30,991

ANZ Indonesia

21,564

Citibank

29,737 In billion Rp

Source: Bank’s Publication as of June 2012, Bank Only

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History and Key Milestones “Path of Glory” • Bank Umum Koperasi Indonesia (Bukopin) was formed

1970

• Changed its 1970 name into Bank Bukopin • Issued Bond

• Became a public-listed company via IPO • Acquisition of 24.73% shares of PT. Bank Syariah Bukopin (formerly PT Bank Persyarikatan Indonesia) • Acquisition of the shares of PT Bukopin Finance (formerly PT Indo Trans Buana Multi Finance)

• Became a limited liability company, PT Bank Bukopin

1989

1993

2003

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

• Rights Issue I • Spinned off Sharia Business Unit to PT Bank Syariah Bukopin in which Bank Bukopin owns 65.4%

2006

• 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

2008

2009

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

2011

2012

• Rights Issue II • Increased ownership in PT Bank Syariah Bukopin became 77.57%

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2

Business Activity

9

Core Business 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.

Objective: To become a top bank through focusing on value SME

MICRO

CONSUMER

COMMERCIAL

“To be a key player in SME Banking”

“To be a market leader in business to Business Micro and a prime player for Rural Micro Banking”

“To be a Preferred Partner for Mass, Mass Affluent Customers and Business Owners ”

“Sustain Current Market Position”

MAIN BUSINESS PILLARS Supported by Treasury Business, International Banking and Fee-Based services

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3

Competitive Strengths

11

Positioned for Growth Experienced and Competent in SMEs and Micro Business

Experienced Management

Leading Sophisticated Mid-Sized Bank

Established Control and Risk Management

Strategic Partnerships

Satisfying and Compatible Services Extensive Branch and Electronic Network 12

Strategic Partnerships “Building Partnership with Selected Strategic Partners” BULOG Taspen

• National Food Logistic Agency • Responsible for the maintenance of rice security, rice distribution and price control

Swamitra • Community-based cooperative

Jamsostek • State-owned social security company for private sector workers

• State-owned pension company for civil servants

Bukopin’s Strategic Partners

Perusahaan Listrik Negara (PLN) • Indonesia state-owned electricity company

Pertamina • Indonesia state-owned oil extraction company

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Strategic Partnership • Bank Bukopin is the major bank (60%) in financing Bulog. The other 2 banks are BRI (35%) and Bank Mandiri (5%). • Bank Bukopin has a long-standing partnership with Bulog. Around 26.22% 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 Bulog’s network:

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Regional Divisions

• 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

101 Sub-Regional Divisions 30 Logistic Offices 463 Warehouses

• 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 613 Swamitra with more than 447.600 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

14

Strategic Partnership • Jamsostek manages social security for 36.7 million private sector workers, of which 10 million are active members, with total assets of over Rp. 116.7 trillion (US$ 12.3 Tn).

• Bank Bukopin has 31 outlets co-located at Jamsostek’s offices. These outlets enable the deposit of contributions by and payment of Jamsostek claims to its members.

Social security for private sector workers

• 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.

• 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 significantly, to around Rp.1.69 trillion by September 2012. Pension scheme for civil servants

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Strategic Partnership • Bank Bukopin currently serves 11.43 million out of 40 million PLN customers who pay their bills through around 48 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 11.000 PPOBs across Indonesia. • PPOBs can provide services to PLN customers such as billing payment, new PLN installation and PLN prepaid card for electricity. State-owned electricity company

• 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 30 Sept 2012 fee-based income contributes around 21% of Bank Bukopin’s total income).

• 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 early 2010. • Bank Bukopin provides banking facilities (letters-of-credit/trade financing) and cash management services for Pertamina’s operations. State-owned oil extraction company

• Pertamina-related transactions via Bank Bukopin currently average Rp.1.9 trillion per month.

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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 “Solid Infrastructure For Our Growth”

Nanggroe Aceh Darussalam

As of Sept 30, 2012

East Kalimantan

North Sumatera

Branches

West Kalimantan

Riau Island Riau

North Sulawesi

36

Sub Branches

107

Cash Offices

136

Jambi South Sumatera

West Sumatera

DKI Central Jakarta Java Lampung

Banten

South Kalimantan West Nusa Tenggara South Sulawesi

D.I.Yogyakarta East Java

West Java

Bali

Micro-Service Offices

90

Payment Point

42

Pickup Service

8

Total outlet

419

ATMs

368

Mini ATMs

779

East Nusa Tenggara

• 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 368 ATMs. • Bank Bukopin’s 11.000 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 “Solid Risk Management System”

• 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

• Bank Bukopin has set and continously review various internal policies and guidance for controlling all risks faced Risk management executed by each related unit (risk taking units) • All transactional execution had to go through checker and approval system. Bank-wide risk management by Risk Management Division

• There’s also clear segregation between business and operational units

Internal control process

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Experienced Management “Directors”

Glen Glenardi, President 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) and Head of Cirebon Branch (1989-1992).

Tri Joko Prihanto, Finance & Planning Director • •

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) and Head of Business Development for Cooperatives (1991-1993).

Agus Hernawan, Services & Distribution Director • •

26 years of experience. Past experience includes Director of Consumer Banking (2000-2006), Group Business Head (1997-2000) and Head of Bukopin branches (1988-1997).

Sunaryono, Risk Management, Compliance and Human Resources Development Director • •

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) and Head of Commercial Branches Supervision (1996-1997).

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Experienced Management “Directors”

Sulistyohadi DS, SME and Cooperatives Director • •

24 years of experience. Past experience includes Group Head for Institutional Business (1999-2005) and some positions within Bank Bukopin since 1988.

Lamira S. Parwedi, Consumer Director • •

26 years experience. Past experience includes Group Head for Commercial Business (2000-2006), Group Business Head (19952000), Head of Commercial Business Segment (1993-1995).

Mikrowa Kirana, Commercial Director •



26 years 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) and Head of Kupang and Denpasar Branches (1992-1996).

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Experienced Management “Commisioners”

Mulia P. Nasution, President Commissioner • •

Currently Special Sfaff to Minister of Finance (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).

Deddy S.A. Kodir, Commissioner • •

Currently Director for Human Resources & General Affairs of Bulog (Jan 2011-present) and Head of Kopelindo (2008-present). Past experience includes Director of Planning and Business Development of Bulog, Head of Human Resources Department of Bulog (2008-2011). Has over 30 years of working experience at Bulog.

Syamsul Effendi, Independent Commissioner • •

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) and Manager General Affair at PT Kutai Timber Indonesia (2001-2006).

22

Experienced Management “Commisioners”

Yoyok Sunaryo, Independent Commissioner Currently Entrepreneur in Agro Business. • Past experience includes Head of Milk Cooperatives Indonesia (1997-2002), PUSKUD facilitator (19992000), Head Coordinator at Milk Cooperative Indonesia Mojosongo (1986-1993), Manager at Milk Cooperative of Indonesia Cirebon (1984-1986). •

Margustienny, Independent Commissioner • •

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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4

Financial Summaries

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Key Financials – Balance Sheet Total Assets (Rp. Tn)

51.8

57.2

Period

Percentage

%YoY

18.71%

% Y to D

7.44%

61.4

Asset increased year-on-year by 18.71% from Rp 51.8 Tn to Rp 61.4 Tn, which was supported by loan growth. Sep-11

Dec-11

Sep-12 *

Total Loans (Rp. Tn)

Period 42.1

40.7

Percentage

%YoY

17.25%

% Y to D

3.37%

35.9

Sep-11 * Unaudited

Dec-11

Sep-12 *

25

Key Financials – Balance Sheet “Increasing Equity is Our Foundation to Keep Our Growth” Total Third Party Deposits (Rp. Tn) Time Deposit

Savings

Current Account

43.5 9.3

47.9

50.4

11.1

11.5

7.2

8.1

8.3

27.0

28.7

30.6

Sep-11

Dec-11

Sep-12 *

Period

Percentage

%YoY

15.70%

% Y to D

5.08%

Deposits increased year-on-year by 15.70% from Rp 43.5 Tn to Rp 50.4 Tn. The largest increases came from time deposit and saving account.

Total Shareholders’ Equity (Rp. Tn) Period 4.4

4.8

4.1

Sep-11 * Unaudited

Dec-11

Percentage

%YoY

16.81%

% Y to D

9.20%

Sep-12 *

26

Overview of Loan Portfolio Consumer Commercial Micro Small and Medium Enterprise (SME), including Bulog Loan segment Rp.35.9Tn 8.13%

Rp.42.1 Tn

Micro

< Rp.500 M

8.76% SME

35.86%

38.28%

6.07%

Commercial

Rp.500 M – Rp.25 Bn > Rp.25 Bn

6.56%

49.94%

46.40% Bulog 26.22% *)

Bulog 37.93% *)

Sep 11

Loan size

Sep -12** * From SME Loan ** Unaudited

27

Funding Composition Funding Composition (by product) Current

Savings

Time Deposit

Rp.43.5 Tn

Rp.50.4Tn

21.38%

22.86%

16.52%

16.55%

62.10%

Sep-11

Funding Composition (by segment)

SME 33.11%

Commercial 35.71%

Commercial 37.56%

SME 30.93%

60.59%

Sep-12*

Consumer 31.18%

Consumer 31.51%

Sep-11

Sep-12*

• 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.

* Unaudited

28

Core & Supplementary Capital

0.54%

0.57%

4.32%

0.58%

Core Capital

Supplementary Capital

11.25%

12.16%

12.96%

11.93%

2010

2011

Sept- 11

Sept-12 *

An increase in CAR in September 2012 due to the issuance of subordinated bonds in the first quarter of 2012.

* Unaudited

29

Key Financials – Earning “It is a growing company” Earning Before and After Tax (Rp. Bn) Earning Before Tax

Earning After Tax

940.4 667.0

620.8 492.6

Dec-10

617.2 457.9

Dec-11

Net profit year-on-year increased by 34.81% from Rp 457.9 billion to Rp 617.2 billion. This was due to an increase of net interest income and fee based income.

* Unaudited

795.1

738.2

Sep-11

Sep-12 *

Periode

% EBT

% EAT

%Y o Y

28.08%

34.81%

30

Key Financials – Income Statement “Better Net Interest Income” Net Interest Income (Rp. Tn)

Net Interest Margin (NIM) (%)

4.75 4.55 1.8

Dec-10

2.1 1.6

Dec-11

Sep-11

Public Service

Credit Card

Rp. 519.2

Rp. 636.5

Rp. 423.0

11.75%

13.64%

14.26%

14.11%

13.23% 8.89%

34.31%

33.84%

39.68%

38.41%

42.39%

Dec-10

Dec-11

Sep-11

* Unaudited

35.49%

4.52

Sep-11

Sep-12 *

1.8

Sep-12*

Fee Based Income Treasury

4.54

Others Rp. 482.5

Dec-10

Dec-11

Period %YoY

Procentage 15.49%

11.77% 13.95% 37.17%

Net Interest Income year-onyear increased by 15.49% from Rp 1.6 Tn to Rp 1.8 Tn.

37.11%

Sep-12 *

31

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

82.55

85.01

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

82.63 59.70

59.68 59.26

Sep-11

Dec-11

Sep-12 *

Sep-11

Dec-11

Sep-12 *

• LDR year-on-year increased by 0.08% from 82.55% to 82.63% • 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%.

* Unaudited

32

Key Ratios Gross Non-Performing Loan (NPL) (%)

Net Non-Performing Loan (NPL) (%) *

3.42 2.88

3.13 2.47

2.14 2.01

Sep-11



Dec-11

Sep-12 *

Sep-11

Dec-11

Sep-12 *

Our gross NPL improved from 3.42% in September 2011 become 3.13% in September 2012 and net NPL from 2.47% in September 2011 become 2.01% in September 2012.

* Unaudited

33

Key Ratios “CAR Still Supports Our Expansion”

Return-on-Equity (ROE) (%) 20.10

Return-on-Assets (ROA) (%) 19.51

16.76 1.66

Sep-11

Sep-12 *

Dec-11

Sep-11

1.87

Dec-11

1.86

Sep-12 *

61.59 Capital Adequacy Ratio (CAR) (%)

13.54

16.25

12.71

• We target to maintain ROE of 20% by the end of 2012. • We target to maintain CAR above 12%.

Sep-11 * Unaudited

Dec-11

Sep-12 *

34

Awards

“Infobank Platinum Awards 2011” Awarded for Financial Performance Excellence Bank 2002-2011.

“Indonesia Banking Award Best Performance Banking 2012” Awarded for National Private Bank Category (Asset > 50 T)” from Tempo Magazine and Perbanas.

“Property & Bank Awards 2012” Awarded for The Best Overall Performance Banking.

“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.

35

5

Strategic Plan

36

Strategic Plan Strengthening the Structure of Capital Enhance the Role of Risk Management and Compliance Aspects

Strengthening of Corporate Culture

Improvement of Information Systems, Technology and Procedures

BECOME A TRUSTED BANK FOR FINANCIAL SERVICES

Enhances Strategic Partnership

Enlarge the Composition of SMEs, Micro and Consumer Business

Focus on Excelling in Business Segments

Improvements of value chain and cross selling

37

Thank You

38

Q&A

39