BANK BUKOPIN

Overview as of June 2014

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results, performance or events to differ materially from those in the statements as originally made.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 Activity

Competitive Strengths

Financial Summary

Strategic Plan

OVERVIEW

88.25% 77.57%

Koperasi Pegawai

Bulog Seluruh

Indonesia

(KOPELINDO) /

Cooperative of

Bulog Employees

Public

PT Bank Syariah

BukopinPT Bukopin Finance

29.51% 18.57% 11.43% 40.49%

PT Bosowa

Corporindo

Government of

Republic of

Indonesia

SHAREHOLDERS STRUCTURE AS OF 30 JUNE 2014

5

INDUSTRY POSITION

In billion Rp

LoanRank 16th

AssetRank 16th

DepositRank 14th

Asset Loan Deposit

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

658.926

63.009

66.300

66.948

68.863

72.521

74.206

86.134

94.852

97.170

133.664

136.964

152.512

152.846

167.043

211.412

354.092

492.338

595.741

640.458

Stanchard

Mandiri Syariah

Citibank

BTPN

Bukopin

UOB Indonesia

Bank Jabar

HSBC

OCBC NISP

Tokyo-Mitsubishi

BII

BTN

Panin

Danamon

Permata

CIMB Niaga

BNI

BCA

BRI

Mandiri

35.743

35.974

45.246

45.293

45.383

46.557

50.280

53.749

61.847

76.720

91.341

94.470

102.710

103.482

109.743

148.205

234.908

317.274

415.149

432.441

Citibank

DBS Indonesia

BTPN

Bank Jabar

Bukopin

Mandiri Syariah

HSBC

UOB Indonesia

OCBC NISP

Tokyo-Mitsubishi

BII

BTN

Panin

Danamon

Permata

CIMB Niaga

BNI

BCA

Mandiri

BRI

28.205

37.002

43.439

45.355

49.105

50.121

55.717

55.864

57.931

62.828

102.278

104.090

110.929

115.202

129.166

161.724

265.759

406.852

470.017

476.345

BPD - Jawa Timur

DBS Indonesia

Citibank

Mega

BTPN

HSBC

Bukopin

UOB Indonesia

Bank Jabar

OCBC NISP

BTN

BII

Danamon

Panin

Permata

CIMB Niaga

BNI

BCA

BRI

Mandiri

HISTORY AND KEY MILESTONE

Bank Umum

KoperasiIndonesia (Bukopin)

was formed

- Changed its name into Bank Bukopin

- Issued Bond

Became a limited liability

company,PT Bank Bukopin

Issuance of Series A

Bonds, Series B

Subordinated Bonds and

Sharia Mudharabah

Bonds

- Became a public-listed company via

IPO

- Acquisition of 24.73%

shares of PT. Bank Syariah

Bukopin

- Acquisition of the shares

of PT BukopinFinance

- 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

- Right Issue I

- Spinnedoff Sharia Business

Unit to PT Bank

SyariahBukopinin which

Bank Bukopin

own 65.4%

- Right Issue II

- Increased ownership in PT Bank

SyariahBukopinbecame 77.57%

Issuance of Subordinated

Bond Sustainable I

Bank Bukopin Period I Year

2012

Right Issue III

1970 1989 1993 2003 2006 2008 2011 2012 20132009

7

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

• State-owned social security company for private sector workers

Jamsostek

• 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 security, rice distribution and price control.

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

• Bank Bukopin has a long-standing partnership with Bulog. Around 19.6% of Bank Bukopin’sCommercial 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 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 677 Swamitra with more than 501.000 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

• Jamsostek manages social security for over 40 million private sector workers, of which over 11 million are active members, with total assets of over Rp154 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 4.55% stake in PT Bank Syariah Bukopin, in which Bank Bukopin controls 77.57% (the remaining shareholders are local funds).

• Bank Bukopin is collaborating with Jamsostek to finance housing benefit for Jamsostek’s members and cash management services for Jamsostek.

Social security for private sector workers

Pension scheme for civil servants

• Appointed as one of 15 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 Rp2.16 trillion by June 2014.

14

STRATEGIC PARTNERSHIP

State-owned electricity company

• Bank Bukopin currently serves more than 12 million out of 42 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 27 multifinances, serves around 57.000 customers with

Rp 4.5 trillion of outstanding loan.Multi finance solutions

15

STRATEGIC PARTNERSHIP

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

Lampung

Nanggroe Aceh Darussalam

Riau

Jambi

South Sumatera

West Sumatera

West Kalimantan

East Kalimantan

South Kalimantan

Banten

North Sulawesi

South Sulawesi

Bali

West NusaTenggara

East Nusa Tenggara

East Java

West Java

D.I.Yogyakarta

DKI Jakarta

Central Java

North Sumatera

Riau Island

June 2013

June

2014

Growth

2013-2014

Branches 36 40 4

Sub Branches 110 118 8

Cash Offices 145 144 -1

Micro-Service Offices

87 87 0

Payment Point 39 39 0

Pickup Service 8 8 0

Total outlet 425 436 11

ATMs 409 530 121

Mini ATMs 1.345 1.764 419

• 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 22.000 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.

17

ESTABLISHED CONTROLS AND RISK MANAGEMENT

• Implementation of risk management in Bank Bukopincovered 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 is 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 continuously review various internal policies and guidance for

controlling all risks faced.

18

I. Risk Management Process II.Risk Management Implementation

To support Risk Management Implementation

With Three Lines of Internal Control

BOARD OF DIRECTORSGlen Glenardi, President Director28 years of experiencePast 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 Director28 years of experiencePast experiences include:- Director of Operations (2000-2007)- 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, Retail Director28 years of experiencePast 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 Director26 years of experiencePast 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 Director26 years of experiencePast experiences include:- General Manager of Business Development (2011-2013)- Division Head of Distribution Network and BusinessPartnership (2010-2011)

- Project Officer of Public Service (2008-2010)

Mikrowa Kirana, Commercial Director

28 years of experiencePast 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 Director23 years of experiencePast 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)- Group Head of Institution Fund and Program (2008)

BOARD OF COMMISSIONERSMulia P. Nasution, President CommissionerChairman of The Supervisory Board of State`s Accounting School (2009-Now)

Muhammad Rachmat Kaimuddin, *)Commissioner

Past experiences include:- Secretary General of Finance Ministry (2006-2011)- Director of General Treasury of Finance Department (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 (Now).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-Now)

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 Agency Housing (2010-2011)- Finance Centre of State Ministry of Housing

(2010-Feb 2011)- Over 30 years experience at Finance Ministry

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-Now) 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 CommissionerDirector PT Pacific Fiber Indonesia (2007–Now)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–Now)

FINANCIAL SUMMARIES

KEY FINANCIAL – BALANCE SHEETTotal Assets (Rp. Tn)

Total Assets increased year-on-

year by 2.54% from Rp70.9 Tn

to Rp72.7 Tn due to the

increase of third party deposits.

Total Loans (Rp. Tn)

Period Percentage

% Y o Y 2.54%

% Y to D 4.60%

Period Percentage

% Y o Y 10.17%

% Y to D 4.95%

Loan increased year-on-year by

10.17% from Rp46.2 Tn to

Rp50.9 Tn. This was due to the

increase of retail loans.

22

* Unaudited

June-13 Dec-13 June-14*

22,3

2,9

June-13 Dec-13 June-14*

70.969.5

72.7

46.2

48.5

50.9

OVERVIEW OF LOAN PORTFOLIO

Loan segment Loan size

Retail consists of:

- Micro

- SME

- Consumer

< Rp.500 M

Rp.500 M – Rp.25 Bn

Commercial > Rp.25 Bn

Retail

Bulog

Commercial

6.96 %

*Unaudited

June-13 Des-13 June-14*

6.8 Tn

23.5 Tn

15.9 Tn

Rp. 46.2 Tn

Rp. 50.9 Tn

31.0 Tn

3.9 Tn

16.0 Tn

50.8%

14.72%

34.42%

60.91%

7.66%

31.43%

60.21%

7.80%

31.99%

29.2 Tn

3.8 Tn

15.5 Tn

24.25%6.16%

-44.12%2.63%

-2.52%3,22%

Rp. 48.5 Tn

KEY FINANCIAL – BALANCE SHEET

Deposits increased year-on-year by4.27% from Rp58.5 Tn to Rp61.0 Tn.The increase comes from TimeDeposits and savings.

Period Percentage

% Y o Y 4.27%

% Y to D 9.32%

Savings Current Account Time Deposit

24

Total Third Party Deposits (Rp. Tn)

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

• LDR year-on-year increased by 3.96%

from 78.22% to 82.18%.

• We will maintain our LDR to be in-line

with Bank Indonesia’s range at 78%-

92%.

* Unaudited

June-13 Dec-13 June-14*

13.3

10.1

35.1

14.3

55.858.5

June-13 Dec-13 June-14*

61.0

9.0

13.9

10.2

32.5 36.9

78.22

85.80

82.18

FUNDING COMPOSITIONFunding Composition (by product)

Savings Current Time Deposit 25

* Unaudited

60.00% 58.24% 60,49%

17.26%16.13%

16,72%

22.74%25.63%

22,79%

June-13 Des-13 June-14*

Rp. 58.5 Tn Rp. 61.0 Tn

Rp. 13.3 Tn

Rp. 10.1 Tn

Rp. 35.1 Tn

Rp. 13.9 Tn

Rp. 10.2 Tn

Rp. 36.9 Tn

Rp. 55.8 Tn

Rp. 14.3 Tn

Rp. 9.0 Tn

Rp. 32.5 Tn

7.52% -2.8%

-10.89% 13.33%

-7.40% 13.54%

KEY FINANCIAL – BALANCE SHEET

Total Shareholders’ Equity (Rp. Tn)Period Percentage

% Y o Y 26.92%

% Y to D 6.45%

Equity increased year-on-yearby 26.92% from Rp5.2 Tn toRp6.6 Tn. This improvementcomes from profits growth andRight Issue III.

26

* Unaudited

June-13 Dec-13 June-14*

5.2

6.26.6

CORE & SUPPLEMENTARY CAPITAL

Core Capital

Supplementary Capital

27

• 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).

* Unaudited

11.81% 11.61% 11,86%

3.90%3.51% 3,20%

June-13 Dec-13 June-14*

15.71% 15.12% 15.10%

11.90%

3.20%

KEY FINANCIAL – EARNING

Earning Before Tax Earning After Tax

Period % EBT % EAT

%Y o Y 1.15% 2.46%

Earning Before and After Tax (Rp. Bn)

• Net profit year-on-year increased by 2.46%

from Rp504.9 Bn to Rp517.3 Bn. The

incremental step derived from an increase in

net interest income and other operating

income.

* Unaudited

June-13 Dec-13 June-14*

652.7

504.9

660.2

517.3

1.193.6

934.6

KEY FINANCIAL – EARNING

Net Interest Margin (NIM) (%)

Net Interest Margin (NIM) year-on-yearincreased by 0.35% from 3.55% to 3.90%.

Period % NIM

% Y o Y 0.35%

Fee Based Income (FBI)

Public Service Credit CardTreasury Others

29

Fee Based Income year-on-yearincreased by 25.56% from Rp356 Bn toRp447 Bn.

Period % FBI

% Y o Y 25.56%

* Unaudited

June-13 Dec-13 June-14* 29,09% 26,98% 21,30%

52,66% 52,92%55,97%

9,19% 9,65% 10,56%

9,06% 10,45% 12,17%

June-13 Dec-13 June-14*

3.92

3.55

3.82

3.90

Rp. 356.0 Rp. 447.0Rp. 785.7

KEY RATIOGross Non-Performing Loan (NPL) (%)

• Our gross NPL is stated at level 2.60% , while net NPL is at 1.87% in June 2014.

*

Net Non-Performing Loan (NPL) (%)

* Unaudited

June-13 Dec-13 June-14*

0.06%

2.542.26

2.60

June-13 Dec-13 June-14*

1.661.51

1.87

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

June-13 Dec-13 June-14*

66.3066.93

61.95

Operating Expenses to Operating Income (%)

June-13 Dec-13 June-14*

81.0382.73

83.01

KEY RATIO

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

31

* Unaudited

June-13 Dec-13 June-14* June-13 Dec-13 June-14*

0.08%20.63

19.09

18.19 1.861.75

1.94

32

AWARDS 2014

“SWA Best Wealth Creator 2014”

Awarded for Indonesia Best

Public Companies Based on

Wealth Added Index Method.

“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

33

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 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. Fourth Rank Category for The Best Ten

Bank Performance 2012

5. First Rank Category for Rupiah’s

Amounts of P2APST Transactions 2012

6. First Rank Category for The Amount of

Core Banking Transaction 2012

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

35

Thank You

Q & A