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BANK BUKOPIN
OVERVIEW
As of June 2013
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that could cause actual results, performance or events to differ materially from those in the statements as originally made.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.
2
Table of Contents
Overview
Business Activity
Competitive Strengths
Financial Summary
Strategic Plan
3
Overview
4
Financial Highlight
Dec-12 Jun-12*
Time Deposit Savings Current Account
46.03
Jun-13 Jun-12*
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)
60.7
Dec-12 Jun-12*
65.7
46.2
48.0
10.3
10.5
27.2
13.8
54.0
8.4
31.8
Earning After Tax
* Unaudited
5
Earning Before Tax
1,059.4 830.5
70.9
Jun-13
13.3
58.5
10.1
35.1
45.5
Dec-12
Jun-13
Jun-12* Jun-13
529.4 414.5 652.7
504.9
Dec-12
Shareholders Structure as of 30 June 2013
Koperasi Pegawai Bulog Seluruh
Indonesia (KOPELINDO)/ Cooperative of
Bulog Employees
Public
Koperasi Perkayuan
APKINDO MPI (KOPKAPINDO)/ Cooperative of
Indonesia Timber
PT Bank Syariah Bukopin PT Bukopin Finance
27.09% 13.91% 13.02% 5.05% 40.93%
88.26% 77.57%
PT Bosowa Corporindo
6
Government of
Republic of Indonesia
Industry Position
In billion Rp
Source: Bank’s Publication as of June 2013, Bank Only 7
Loan Rank 14th
Asset Rank 14th
Deposit Rank 12th
53,342
54,328
62,764
63,134
63,881
67,585
69,256
69,494
81,748
115,699
118,595
130,281
144,074
144,516
195,275
329,168
450,848
538,301
591,444
Stanchart
Mega
Citibank
UOB Indonesia
BTPN
Bukopin
Bank Jabar
HSBC
OCBC NISP
BII
BTN
Danamon
Permata
Panin
CIMB Niaga
BNI
BCA
BRI
Mandiri
Asset
25,475
29,618
32,098
41,651
42,422
43,215
43,629
46,622
55,685
79,290
91,403
96,071
98,115
106,598
144,845
213,034
280,380
375,204
391,768
Mega
Stanchart
Citibank
Bank Jabar
HSBC
Bukopin
BTPN
UOB Indonesia
OCBC NISP
BII
BTN
Panin
Danamon
Permata
CIMB Niaga
BINI
BCA
Mandiri
BRI
Loan
24,678
44,148
45,162
45,832
47,748
48,111
51,569
55,248
57,892
82,656
91,296
92,298
105,704
116,148
150,017
253,604
378,471
438,966
451,275
Stanchart
Mega
Citibank
HSBC
BTPN
UOB Indonesia
Bank Jabar
Bukopin
OCBC NISP
BTN
BII
Danamon
Panin
Permata
CIMB Niaga
BINI
BCA
BRI
Mandiri
Deposit
History and Key Milestone
1989 1993 2003 2006 2008 2009 2011 1970 2012
8
Business Activity
9
Core Business
Supported by Transactional and Sharia Banking
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
12
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
13
• Responsible for the maintenance of rice security, rice distribution and price control.
• Bank Bukopin is the major bank (45%) in financing Bulog and the other bank is BRI (55%).
• Bank Bukopin has a long-standing partnership with Bulog. Around 29.73 % of Bank Bukopin’s Commercial 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 643 Swamitra with more than 470.000 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
14
• 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.
• Bank Bukopin has 38 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 15 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. 1,47 trillion by June 2013.
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
State-owned electricity company
16
• Bank Bukopin currently serves 12 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 5 years ago. It now has more than 18.000 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 30 June 2013 fee-based income contributes around 23.35% of Bank Bukopin’s total income).
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
17
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 Jun 30, 2013
Branches 36
Sub Branches 110
Cash Offices 145
Micro-Service Offices 87
Payment Point 39
Pickup Service 8
Total outlet 425
ATMs 409
Mini ATMs 1345
• Bank Bukopin’s network is 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 18.000 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.
18
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
19
Experienced Management Glen Glenardi,
President Director 27 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) Tri Joko Prihanto,
Finance & Planning Director 27 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) Agus Hernawan, Services & Distribution Director 27 years of experience Past experience includes: - Director of Consumer Banking (2000-2006) - Group Business Head (1997-2000) - Head of Bukopin branches (1988-1997
Irlan Suud,* Risk Management, Compliance and Human Resources Development Director 22 years of experience Past experience includes: - General Manager of Business Regional I (2012-2013) - Division Head of Credit Commercial IV (2012) - Division Head of Program Fund (2008-2012) - Group Head of Institution Fund and Program (2008) - Head of Tanjung Pinang Branch (2007-2008)
Sulistyohadi DS, SME and Cooperatives Director 25 years of experience Past experience includes: - Group Head for Institutional Business (1999-2005) - Some positions within Bank Bukopin since 1988
Adhi Brahmantya,* Consumer Director
25 years of experience Past experience includes: - General Manager of Business Development (2011-2013) - Division Head of Distribution Network and Business Partnership (2010-2011) - Project Officer of Public Service (2008-2010) - Head of Bandung Branch(2006-2008)
Mikrowa Kirana, Commercial Director 27 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)
20 *) Subject to Central Bank approval
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 experiences include: - 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 experiences include : - 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) - Over 30 years experience at Bulog Institution
Currently Advisor of PT Wana Subur Lestari (2011-present) Past experiences include : - 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 experiences include : - 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 experiences include : - Head of Public Service Agency Housing - Finance Centre of State Ministry of Housing (2010-Feb 2012) - Over 30 years experience at Finance Ministry
21
Parikesit Suprapto,* Commissioner
Currently Special Aid of the Ministry of State Owned Enterprise (2012-present) Past experience includes : - Deputy of Business Services, Ministry of State Owned Enterprise (2010-2012) - Deputy of Banking and Financial,Ministry of State Owned Enterprise (2008-2010) - Assistant Deputy for Restructuring and Privatization of Enterprises Financial Services, Construction and Other Services (2002-2008)
*) Subject to Central Bank approval
Financial Summaries
22
Key Financial – Balance Sheet
23
Total Assets (Rp. Tn)
Asset increased year-on-year
by 16.80% from Rp60.7 Tn to
Rp70.9 Tn.
Total Loans (Rp. Tn)
Period Percentage
% Y o Y 16.80%
% Y to D 7.91 %
Period Percentage
% Y o Y 0.43%
% Y to D 1.54 %
60.7
Dec-12
65.7 70.9
Jun-13
46.0
Jun-13 Jun-12*
46.2 45.5
Dec-12
Jun-12*
Loan increased year-on-year
by 0.43% from Rp46.0 Tn to
Rp46.2 Tn.
* Unaudited
Key Financial – Balance Sheet
24
8.0
28.8
8.4
31.8
Total Third Party Deposits (Rp. Tn)
Total Shareholders’ Equity (Rp. Tn)
Deposits increased year-on-year by 22.13 % from Rp48.0 Tn to Rp58.5 Tn. The largest increases came from savings and time deposits.
Period Percentage
% Y o Y 22.13%
% Y to D 8.33 %
Period Percentage
% Y o Y 13.04%
% Y to D 6.12%
Savings Currenct Account Time Deposit
Dec-12 Jun-12*
48.0
10.3
10.5
27.2
13.8
54.0
8.4
31.8
Jun-13
13.3
58.5
10.1
35.1
Jun-13 Dec-12 Jun-12*
5.2 4.9 4.6
* Unaudited
Shareholders equity increase from retained earnings and MSOP exercise.
Overview of Loan Portofolio
25
Bulog
Consumer
Commercial
Micro
Small and Medium Enterprise (SME)
Loan segment Loan size
Micro < Rp.500 M
SME Rp.500 M – Rp.25 Bn
Commercial > Rp.25 Bn
Rp.46.0 Tn Rp. 46.2 Tn
9.52%
22.80%
29.87% 32.88%
11.77%
34.52%
Jun-12* Jun-13
31.77%
6.22% 6.04%
14.61%
* Unaudited
4.4 Tn
10.5 Tn
14.6 Tn
2.7 Tn
13.7 Tn
5.4 Tn
6.8 Tn
15.9 Tn
2.9 Tn
15.2 Tn
Funding Composition
26
Funding Composition (by product) Funding Composition (by segment)
Commercial 32.5%
60.0%
16.8%
Savings Current Time Deposit
SME 29.38%
Consumer 28.94%
Commercial 41.68%
Jun-13 Jun-13 Jun-12*
Rp.48.0 Tn
21.42%
21.83%
56.75%
SME 35.64%
Consumer 30.48%
Commercial
33.88%
Jun-12*
Rp.58.5 Tn
22.77%
17.27%
59.96%
* Unaudited
Core & Supplementary Capital
27
Core Capital
Supplementary Capital
11.96%
4.17%
CAR 16.13% CAR 15.71%
Jun-13 Jun-12*
12.09%
4.25%
CAR 16.34%
Dec-12
3.90%
11.81%
* Unaudited
Key Financial – Earning
28
Earning Before Tax Earning After Tax
Periode % EBT % EAT
%Y o Y 23.29% 21.81%
Earning Before and After Tax (Rp. Bn)
Net profit year-on-year increased by 21.81%
from Rp414.5 billion to Rp504.9 billion. This
was due to increase of Net Interest Income &
Fee Based Income
1,059.4
830.5
Jun-12* Jun-13
529.4 414.5
652.7 504.9
Dec-12
* Unaudited
Key Financial – Balance Sheet
29
2.5
Net Interest Income (Rp. Tn)
Net Interest Margin (NIM) (%) Fee Based Income
Public Service Credit Card Treasury Others
Jun-13 Jun-12* Dec-12
1.1 1.2
2.5 Net Interest Income year-on-year increased by 9.09% from Rp1.1 Tn to Rp1.2 Tn.
Period Procentage
% Y o Y 9.09%
3.55 4.33
Dec-12
4.56
Jun-13 Jun-12* Jun-13 Dec-12 Jun-12*
37.84%
35.71%
12.46%
13.99%
Rp. 324.2
34.87%
46.22%
8.44%
10.47%
Rp. 663.7 Rp. 356.0
9.06%
9.19%
52.66%
29.09%
* Unaudited
Key Ratio
30
Cost-to-Income Ratio (CIR) (%) Loan-to-Deposit Ratio (LDR) (%)
• LDR year-on-year decreased by 17.83 % from 96.05 % to 78.22 %
• We will maintain our LDR to be in-line with Bank Indonesia’s range at 78%-100%.
83.81 85.01
60.50
59.94
Jun-13 Dec-12 Jun-12*
96.05
78.22 83.81
59.33 60.50
Jun-13 Dec-12 Jun-12*
66.33
* Unaudited
2.04
1.66 1.56
Jun-13 Dec-12 Jun-12*
2.74 2.54 2.66
Key Ratio
31
Gross Non-Performing Loan (NPL) (%)
• Our gross NPL at is 2.54% and net NPL at 1.66% in June 2013.
* Net Non-Performing Loan (NPL) (%)
Jun-13 Dec-12 Jun-12*
* Unaudited
15.71 16.13 16.34
20.63 19.56 19.47
Dec-12
Key Ratio
32
61.59
• We manage to maintain ROE around 20 %
• We target to maintain CAR above 12%
Return-on-Equity (ROE) (%) Return-on-Assets (ROA) (%)
Capital Adequacy Ratio (CAR) (%)
1.86 1.88
1.07%
Jun-13 Jun-12* Jun-13 Jun-12* Dec-12
1.83
Dec-12 Jun-13 Jun-12*
* Unaudited
Award
33
“Indonesian Bank Loyalty Index (IBLI)” Awarded for Saving Account Conventional Banking (Asset < 75 T ) from Infobank Magazine and MarkPlus Insight.
“Indonesian Bank Loyalty Index (IBLI)” Awarded for Top 10 Credit Card for Loyalty Program from Infobank Magazine and MarkPlus Insight.
“2013 Banking Service Excellence” Awarded for 2nd Saving Internet Banking from Infobank Magazine.
“2013 Banking Service Excellence” Awarded for 2nd ATM Centre from Infobank Magazine.
“2013 Banking Service Excellence” Awarded for 3rd Best Sms Banking from Infobank Magazine.
“National Private Foreign Exchange Bank Category ”
From Bisnis Indonesia Newspaper.
Strategic Plan
34
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
35
Thank You
36
Q & A
38