Q1 Total NPLs Rp5.45 tn with Rp0.5tn Up grades
181 1
Cons
Movement by Customer Segment Rp Bn
0 10 Non
‐Performing Loan Movements Rp tn – Bank Only
523 7
181.1
Cons MicroSmall
Comm Corp
4.92 0.52
1.64 0.10
0.48 0.01
5.45
523.7
NPLs Rp tn
Q1
Rp tn NPLs
Non ‐Performing Loans by Segment
239.1
34 2
33.3
Q4 10
UG to PL DG to NPL Payment Write‐Offs Other
Q1 11
p p
Corporate 2.12
0.31 2.29
Commercial 1.37
0.16 2.12
Small 0.82
0.23 3.33
Micro 0.39
0.05 5.12
310.0 690.7
144.3
34.2 164.4
33.3 104.3
27
Micro 0.39
0.05 5.12
Consumer 0.75
0.11 2.33
Total 5.45
0.53 2.43
Excluding Restructuring Losses and loans to other banks.
-
213.9
UG to PL
DG to NPL
WO
Q1 2011 annualized net downgrades of 2.0 on
loans originated since 2005.
Total Loans originated since 2005
Net Upgrades
Downgrades Q1
2011 Details pg
g Q
Loan Background
Q4 ‘10
Balance Rp bn
Q1 2009
Q2 2009
Q3 2009
Q4 2009
Q1 2010
Q2 2010
Q3 2010
Q4 2010
Q1 2011
DG to
NPL UG to
PL
Corporate 78,270.14
1.05 1.15
‐ 0.03
0.28 0.17
0.18 0.05
0.45 0.85
0.40
Commercial 57,357.45
0.78 0.03
0.21 0.04
0.51 0.27
0.13 0.04
0.27 0.31
0.04
SmallMicro 28,374.57
1.06 1.00
1.19 0.84
1.36 0.86
1.20 0.68
1.23 1.33
0.10
Consumer 31,284.53
0.49 0.27
0.30 0.11
0.40 0.33
0.35 0.14
0.45 0.54
0.10
l 0 91
0 38 0 2
0 12 0 0
0 32 0 33
0 12 0 1
0 1 0 20
Total 195,286.68
0.91 0.38
0.25 0.12
0.50 0.32
0.33 0.12
0.51 0.71
0.20
28 downgrades
and upgrades
are quarterly figures
Q1 Cost to Income Ratio at 32.4
83.3
CIR Annual
Avg CIR
Q1 ‘10
Q4 ‘10
Q1’11 Growth
QoQ YoY
Breakdown of Q1 2011 Operating Expenses
Quarterly Consolidated Operating Expenses CIR
54.3
41.1 40 6 39 3 39 0
45.1 42.3
QoQ YoY
Personnel Expenses
Base Salary
410 370
456 3.2
11.1 Other Allowances
618 640
714 11 5
15 5
1 ,3
9 1
1 ,3
2 8
1 ,3
7 1
,4 8
5 1
,6 1
2 1
,5 4
7 40.6
35.1 39.3 39.0
38.1
32.4 40.1
40.2 Other
Allowances 618
640 714
11.5 15.5
Post Empl. Benefits
87 90
55 39.7
37.2 Training
25 100
45 55.4
79.2 Subsidiaries
165 411
278 32.5
68.0
1 ,2
4 1
8 6
9 1
,0 5
1 ,1
5 8
1 ,1
6 5
1 ,1
9 7
1 ,1
1 6
1 ,3
9 1
,0 1
9 1
,3 6
7 5
Total Personnel Expenses
1,306 1,612
1,547 4.0
18.5
G A Expenses
IT Telecoms
170 165
167 1.1
1.7 Occupancy
Related 283
443 312
29.6 10.2
8 4
2 1
,0 1
6 9
9 3
7 6
9 1
,0 3
4 9
1 6
1 ,1
4 8
8 2
7 1
,0 4
1 ,1
1 1
,3 8
4 1
,0 5
1 1
,2 6
5 1
,4 5
9 1
,6 8
2 1
,5 2
4
p y
283 443
312 29.6
10.2 Promo.
Sponsor. 129
323 140
56.6 8.5
Transport Travel
72 124
83 33.5
14.7 Prof.
Services 113
196 112
42.7 0.7
Employee Related
136 155
148 4.2
8.8
Q 4
5 Q
4 6
Q 4
7 Q
1 8
Q 2
8 Q
3 8
Q 4
8 Q
1 9
Q 2
9 Q
3 9
Q 4
9 Q
1 1
Q 2
1 Q
3 1
Q 4
1 Q
1 1
1 GA
Expenses Rp bn Personnel
Expenses Rp bn
29
Subsidiaries 148
277 129
53.42 12.8
Total G A Expenses
1,051 1,682
1,091 35.1
Excluding the impact of non‐recurring interest income bond gains
VSS costs moved to Employee‐Related in GA in 2009
from 3M 2010 on higher NII fee‐based
3M 2011
3M 2010
Rp billion Rp billion
3,649 3,192
Up
1,401
90.6
1,408 2,741
5,838 4,894
4,634
48.2
3,302
30
Net Interest Income Fee‐Based Income Overhead Expenses
Others Pre
‐provision Operating
Profit
Notes :
1. Fee
based income excluding gain on sale increasing value GB securities 2.
Overhead expenses + others excluding provisions Excluding non recurring income from Garuda Recovery Rp 4.895
Net Interest Income Fee‐Based Income Overhead Expenses
Others Pre
‐provision Operating
Profit
Strong Revenue Growth
Summary PL
Q1 2010
Q1 2011
Y ‐o‐Y
Rp Billions
of Av.Assets
a
Rp Billions
of Av.Assets
a
Interest Income
8,030 8.6
8,774 8.1
9.3 Interest
Expense 3,396
3.6 3,812
3.5 12.2
Net Premium Income
‐ ‐
875 0.8
na Net
Interest Income + Net Premium Income 4,634
5.0 5,837
5.4 26.0
Other Operating Income :
p g
‐ Other Fees and Commissions 1,089
1.2 1,497
1.4 37.5
‐ Foreign Exchange Gains – net 101
0.1 132
0.1 30.7
‐ Others 219
0.2 2,020
1.9 822.4
G i f i
l S l
f d
Gain from Increase in Value Sale of Bonds
90 0.1
32 0.0
64.4 Provisions,
Net 692
0.7 831
0.8 20.1
Personnel Expenses
1,306 1.4
1,547 1.4
18.5 G
A Expenses 1,051
1.1 1,524
1.4 45.0
Other Operating Expenses
383 0.4
614
b
0.6 60.3
Profit from Operations
2,701 2.9
5,002 4.6
85.2 Non
Operating Income 32
0.0 35
0.0 9.4
Net Income Before Tax 2 733
2 9 5 037
4 7 84 3
31 31
Net Income Before Tax
2,733 2.9
5,037 4.7
84.3 Net
Income After Tax 2,003
2.1 3,780
c
3.5 88.7
a of Average Assets on an annualized basis
b Including loss from decrease in value of Securities Gov Bonds
c Net Income excluding non recurring income from Garuda Recovery was Rp2,681 bn
ROE continues to increase, supported by strong Capital
31.3 27.7
CAR
IDR bn
Capital RWA Movement
Profit After Tax ROE
21 5 26.2
23.6 22 8
24.4 30.7
RoE ‐ AT
2 4
2 .4
2 4
9 .0
26.4 23.4
25.3 23.7
25.3
21.1 21.7
2 ,8
3 3
Q4 PAT
Q3 PAT
Q2 PAT
21.5 22.8
10.0 15.8
18.1 22.1
1 1
7 2
.9 1
9 5
.8 15.7
14.7 1
, 1
, 2
,3 5
2 819
775 1
, 1
,3 9
2 ,5
3 6
Q2 PAT
Q1 PAT
2.5
7 9
1 .9
1 8
.9 1
1 5
.9 1
1 2
.2 1
3 4
.0
3 ,7
690 1
,3 2
9 1
1 ,2
2 1
,5 2
6 2
,0 3
1 967
1 ,0
1 7
1 ,5
2 8
,4 8
1 ,0
4 1
,3 4
5 ,6
9 3
645 799
1 ,2
,1 6
6
4 2
.6 5
8 .1
2 .5
1 3
.3 1
5 .4
1 7
.0 2
5 .5
2 7
.5 2
7 .4
2 8
.4 2
8 .3
2 7
.2 3
.5 3
5 .7
5 4
.0 308
1 ,1
6 8
1 ,5
4 9
1 ,7
4 4
519 510
1 ,0
2 7
1 ,3
9 1
,4 2
,0 3
7 8
1 ,3
602 690
97 305
1 ,1
1 3
2 1
6 967
7
610 372
623 2
3 4
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 RWA
Rp tn Total
Capital Rp tn
623
2 1
2 2
2 3
2 4
2 5
2 6
2 7
2 8
2 9
2 1
2 1
1
32
Credit Risk Only; CAR inclusive of Market Operational Risk is 18.50
BMRI 2011 Targets
Target 2011
Gross Loan Growth YoY 20-22
Low Cost Deposits Consolidated 225 Tn
Net Interest Margins 5 30
Net Interest Margins ~
5.30 Efficiency Ratio
~ 45
Gross NPLs 3
Cost of Credit ~
1-1.2
f N ATM
2 000 of New ATMs
2,000 of New EDCs
45,000 of New Micro Outlets
400
33
of New Branches 60
Operating p
g
Performance
Hi hli h Highlights
34
Corporate Banking:
Contribution Margin declines on provision
Rp bn
Rp bn
Performance to Date: Q1 2011
Contribution Margin after PPAP
Strategies for 2011
1. Improve
the organization of Corporate
Banking to support the achievement
of business growth and market share both transactions
3,910 1,144
1,011 Q1
Q2 Q3
Q4
and market share both transactions
and other major businesses, such
as credit, funds, and fee‐based
income. 2.
Develop business solutions
capability by providing products
d i
th t fl
ibl t
3,326
,
233 85
114 963
1,138 416
659
2,483
and services that are flexible to
customer needs. Identifying and
understanding the specific needs of
the customer to develop a total
business relationship.
3. continue
to develop and
759 571
1 106 824
537
strengthen business alliances to
support the strategy of increasing
transaction services retail
payment in order to increase low
cost fund and fee‐based
income, and develop retail
393
741 522
1,075 393
547 1,106
‐63
financing for segments managed by
other SBUs.
35
393 2008
2009 2010
2011
Mandiri Sekuritas’ financial performance
Q1 2010
Q1 2011
Y ‐o‐Y
Revenues 79
191 140
Rp Bn
Revenues 79
191 140
• Investment Banking
21 71
232 • Capital
Market 44
86 95
• Treasury ‐
‐ ‐
• Investment Mgt
14 19
42
Operating Expenses
48 60
24 Earnings
After Tax 21
263 99
Equity Transactions 19
26 41
Equity Transactions
19 26
41 SUN
Transactions 10
6 40
Bonds Underwritten
2 6
162
ROA 7.6
6.5 14
ROE 11.5
0.1 99
36
Treasury, FI SAM
Rp bn Rp bn
Performance to Date: Q1 2011
Contribution Margin after PPAP
Strategies for 2011
1. Optimizing Online FX Dealing
System, 88 Mandiri Money
Changer and 88 Regional
4,848
Treasury Marketing.
2. Development of cash pooling
management. 3. Intense
cooperation with correspondent
banks and remittance service providers
756 3,091
‐
Q1 Q2
Q3 Q4
3.117
remittance service providers.
4. Intensification the position of
marketing representatives in
the countries of TKI
destination. 5. Applying the best
2,149 73
2,336 1,247
326 5. Applying
the best restructuring
scheme to support
cooperativeprospective debtors.
6. Increasing the intensity of
3,091 1,338
1,382
billing against NPL debtors
who have been restructured.
7. Optimizing written offs
collection through legal
action. 8
Optimization of e auction for
260 210
455 724
153 348
322 316
803
37
8. Optimization of e‐auction for
procurement. 2010
2011:
Including Collection from SAM and
excluding International branches except Cayman Branch
260
NII Fees
Overhead Operating Profit
Provisions Profit After
PPAP
2008 2009
2010 2011
Commercial Banking:
Strong revenues from Assets
Q1 Q2
Q3 Q4
Rp bn
Rp bn
270
Performance to Date: Q1 2010
Contribution Margin after PPAP
Strategies for 2010
1. Supporting Bank Mandiri
Wholesale Banking vision as an
Integrated Wholesale Bank
1,094 1,420
205 270
179 1,305
294 Integrated
Wholesale Bank through
sophisticated, customized and
completed services to can
increase revenue especially
through potential business like
4,449 4,709
1,166 1,174
665
1,009 1,011
3,026 Wholesale
Banking Deposit and Fee
Income. 2. Increasing
profit and market share
through customer existing share
of wallet, increasing f
d
1,266 1,176
714 ,
revenue from new customer and
NPL control. 3. Provide
best total business solution
for customer by developing
product and services including quality bundling
852 923
939 1,010
946 ,
1,176
7.6 including
quality bundling product,
quick services and competitive
price. 4. Effective
Alliance in units based on
customer base in Commercial and Small segment especially in
2008 2009 2010
2011
incl CM of Small Business BSMin June 2010 Decline due to PSAK5055Implementation
38
and Small segment, especially in
developing value chain business.
Commercial Banking :
Stronger Platform Improved Distribution Capability
Expanding Scope of Distribution, 2011
Solid Stable Source of
Low Cost Funds
Rp Tn
S t
K li t
E
Product Q1
2010 Q1
2011 Growth
Demand Deposit
18.84 20.65
9.57 R
i h
Sumatera Loans
= Rp9.4 tn Funds
= Rp4.8 tn Kalimantan
Loans = Rp3.9 tn
Funds = Rp2.5 tn
Eastern Loans
= Rp1.6 tn Funds
= Rp0.8 tn
Rupiah 12.56
13.41 6.79
FX 6.29
7.24 15.12
Saving Deposit
1.43 1.95
36.48 Total
Low Cost
Fund 20.27
22.60 11.47
Total Funding
31.36 34.42
9.74
Java and Bali
Loans = Rp49.8 tn
Funds = Rp26.3 tn
Low Cost Fund Ratio = 65.7
Funding from Java Bali = 76.48
CBC = 20 Unit Floor = 22 Unit
TSC = 12 Unit TSD = 14 Unit
39
of total funding
Business Savings Product excl. BB
Business Banking :
Expanding Scope of Distribution, 2011
Solid Stable Source of Low Cost Funds
Rp Tn
S t
S t
K li t
K li t
E t
E t
Medan
Product Q1
2010 Q1
2011 Growth
Demand Deposit
1.81 2.21
21.57
Sumatera Loans
= Rp 5.9 tn Funds
= Rp 0.5 tn Sumatera
Loans = Rp 5.9 tn
Funds = Rp 0.5 tn
Kalimantan Loans
= Rp 3.1 tn Funds
= Rp 0.4 tn Kalimantan
Loans = Rp 3.1 tn
Funds = Rp 0.4 tn
Eastern Loans
= Rp 2.9 tn Funds
= Rp 0.2 tn Eastern
Loans = Rp 2.9 tn
Funds = Rp 0.2 tn
Medan Pekanbaru
Palembang Pontianak
Samarinda Manado
Palu Jayapura
Balikpapan Batam
Pematang siantar
Padang
Saving Deposit
0.30 0.47
56.09 Total
Low 2 12
2 68 26 50
Makassar Banjarma
sin Surabaya
Semarang Denpasar
Bandung B.Lampung
Jambi Bekasi
Jakarta Solo
Tangerang Bogor
Cost Fund
2.12 2.68
26.50 Total
Funding 2.64
3.24 23.04
BBC Denpasar
BBC : 29 BB Floor : 68
BB Desk 85
Low Cost Fund Ratio = 82.7
Funding from Java Bali =65.7
Java and Bali
Loans = Rp 11.3 tn
Funds = Rp 2.1 tn
Java and Bali
Loans = Rp 11.3 tn
Funds = Rp 2.1 tn
BB Floor
BB Desk : 85
40
of total funding
•Business Savings Product
Exclude mirroring with MRB Directorate
Strong growth from Bank Syariah Mandiri
13.6 13.5
13.3
Net Interest Margin Cost of Funds
Financial Performance Rp bn
YoA FY
’06 FY
‘07 FY
’08 FY
’09 FY
’10 3M’11
Financing 7,415
10,305 13,278
16,063 23,968
27,088
12.3 12.4
13.0 12.4 12.3
12.7
12.0 12.1
12.3 13.3
Deposits 8,219
11,106 14,899
19,338 28,998
32,227 Assets
9,555 12,888
17,066 22,037
32,481 36,269
EAT 65.48
114.64 196.42
290.94 418,52
134.89 Ratios:
ROA 1.10
1.54 1.83
2.23 2.21
2.22 ROE
10.23 15.94
21.34 21.40
25.05 26.46
Net NPF
4.64 3.43
2.37 1.34
1.29 1.12
5 .7
5 .4
5 .4
5 .4
5 .3
5 .3
5 .7
6 .2
5 .9
5 .8
5 .6
4 4
.9 5
5 .1
5
Financing 9
.2 9
1 .1
9 1
.1 8
9 .2
9 9
.1 8
9 .1
8 6
.9 8
7 .9
8 3
. 8
3 .
8 5
.2 8
6 .3
8 2
.7 8
4 .1
Syariah Financing Rp tn
CoF
6 5
6 6
6 6
6 5
5 6
6 6
6 6
6 6
4 4
4 3
3 4
.7 5
.0 5
.0
9 .1
9 7
FDR
NIM
6 .8
5 .6
6 .3
6 .7
6 .3
6 .4
6 .3
5 .6
5 .6
6 .1
6 .6
6 .2
6 .2
6 .4
6 .6
6 .0
2 5
Q 4
… Q
4 …
Q 1
… Q
2 …
Q 3
… Q
4 …
Q 1
… Q
2 …
Q 3
… Q
4 …
Q 1
… Q
2 …
Q 3
… Q
4 …
Q 1
… 1
.3 1
1 1
.1 5
1 2
.7 3
1 3
.7 7
1 3
.2 5
1 3
.4 3
1 4
.2 3
1 4
.9 4
1 6
.0 6
1 7
.6 5
1 9
.8 7
2 1
.4 4
2 3
.9 7
2 7
.0 9
Q 4
7 Q
1 8
Q 2
8 Q
3 8
Q 4
8 Q
1 9
Q 2
9 Q
3 9
Q 4
9 Q
1 1
Q 2
1 Q
3 1
Q 4
1 Q
1 1
1
41
Micro Retail Banking:
Rapidly growing our high margin business
Q4
Performance to Date: Q1 2011
Contribution Margin after PPAP
Rp bn
Rp bn
3,995 Strategies
for 2011 1.
Continue to develop retail payment solutions for top
retail industry value chains
1,069 Q3
Q2 Q1
849
1 308
, retail industry value chains
and business clusters in order to increase low cost
deposit and fee-based income
3,152 3,320
1,319 449
722 899
1,253 1,308
2. Develop customer
education to further increase usage of new
retail products e.g., pre-
880 855
83 877
29.0 1,126 145
981
p g , p
paid as well as e-channel transactions in order to
increase customer’s loyalty and balances.
727 1,126
761 981
583
319
3. Continue to develop
integrated branding, marketing
strategies and
2008 2009
2010 2011
Excluding Small Business
42 comprehensive distribution
strategy ATMs, Branches, EDCs
located at optimal locations
Consumer Finance:
Significant growth in spread and fee income
Performance to Date, FY 2010
Contribution Margin after PPAP
Rp bn
Rp bn
1 926
Strategies for 2010
1. Develop
clear portfolio strategy,
targeted to key customer segments
200 140
474
Q1 Q2
Q3 Q4
1,926
customer segments
2. Differentiate
acquisition strategy
by markets 3.
Increase existing cards
productivity
610 140
670 176
621
489 1,509
4. Strengthen
Consumer Loan organization
structure to support
the achievement of business
target, internal portfolio growth and the
494
455 413
324 831
portfolio growth and the
increasing proportion of
market share
5. Improving
technology in credit
process through Loan F t
j t h
d ith
174 252
476 494
200 355
133
3.7
Factory project shared with
Cons Card, Small Micro to
shorten credit turn around
time 6.
Increasing alliance with other
43
NII Fees Overhead
Operating Profit
Provisions Profit
After PP
174 252
2008 2009
2010 2011
g BU
to support the achievement
of business target
Supporting pp
g
Materials
44
2 ,0
8 1
k V
is a
M as
te rc
ar d
s tr
an sac
te d
R p
3 .5
7
tn in
Q 1
2 1
1
Man d
ir i
V is
a Mas
te rc
a rd
s an
d E
O Q
Re ce
iv a
b le
s To
ta l
C ar
d Q
u ar
te rl
y Sal
e s
b y
Ty p
e o
f Tr
a n
sa ct
io n
Rp B
n
1 6
8 1
,6 7
8 1
,7 7
1 ,8
6 8
1 ,9
8 2
,0 8
1
R e
ce iv
ab le
s Rp
B n
C ar
d s
s 6
5 8
5 5
5 5
5 6
5 3
4 3
5 5
6 4
7 5
6 5
7 2
8 2
Tr a
n sf
e r
B al
an ce
C as
h A
d va
n ce
Re ta
il
1 8
9 1
,3 3
1 1
,6 8
6 3
6 3
5 9
5 4
6 5
5 9
1 9
3 9
5 2
4 3
6 4
6 5
1 7
5 2
8 7
2 1
,0 8
9 6
1 6
2 5
7 9
1 3
2
567. 814.
1,270. 1,367.
1,292. 1,907.
1,925. 2,007.
2,112. 2,223.
2,251. 2,452.
2,753. 2,989.
2,973. 3,238.
3,372. 3,589.
3,574.
2 2
6 3
3 8
53 52
53 60
60 83
1,51 1,44
1,66 1,90
1,91 1,89
2,16 2,55
2,67 2,49
2,84 3,00
3,13 3,03
6 2
6 1
5 7
8 1
5 6
6 8
2 4
1 6
1 1
8 8
1 1
4 5
5 9
2 4
8 5
9 7
7 2
2 7
3 4
7 5
2 9
Q4 02
Q4 03
Q4 04
Q4 05
Q4 06
Q4 07
Q1 08
Q2 08
Q3 08
Q4 08
Q1 09
Q2 09
Q3 09
Q4 09
Q1 10
Q2 10
Q3 10
Q4 10
Q1 11
35 21
32 06
00 36
14 43
68 04
14
91 63
52
76
97 48
03 32
32
Q4 04
Q1 05
Q2 05
Q3 05
Q4 05
Q4 06
Q4 07
Q1 08
Q2 08
Q3 08
Q4 08
Q1 09
Q2 09
Q3 09
Q4 09
Q1 10
Q2 10
Q3 10
Q4 10
Q1 11
System
Corporate Customer by Rating
Summary of Risk Management Initiatives
Credit
• Wholesale
Transaction: Optimize credit decision process
by focusing on quantitative factors of analysis,
redefining clear role of risk team , and aligning
RM Organization into business expansion •
High Yield Business: Assign dedicated team, set
High Risk Rating C‐ G
Medium Risk Rating BBB – B
Low Risk Rating AAA – A
100
up loan factory, enhanced business process incl.
tools, monitoring collection system, policy
• Optimize
capital by implementing ERM VBA •
Consolidate risk management of subsidiaries
24 21
25 24
21 15
12 11
15 7
7
80 100
Market
• Development
of risk measurement system for derivative
structured product Summit •
Implement Market Risk Internal Model
• Intraday
Limit Monitoring •
Enhance Policy Procedure for Treasury ALM
E h FTP F
d T f
P i i th d
34
40 60
Operational •
ORM implementation in all unit, incl. overseas
offices subsidiary
• Enhance
FTP Fund Transfer Pricing method •
Develop liquidity stress test safety level
• Develop
measurement of capital for IRBB
51 64
68 60
69 72
20 40
46
Operational •
Bring Op. Risk top issues
into Management
• Review
Op. Risk on new procedures new products
2006 2007
2008 2009
2010 2011
Financial Ratios
IDR billion
Q1’10 FY
‘10 Q1’11
Y ‐o‐Y
Gross
Loans 201,935
246,201 251,786
24.7 Government
Bonds 86,818
78,093 78,198
9.9 Total Assets
399 338 449 775
466 083 16 7
Total Assets
399,338 449,775
466,083 16.7
Customer Deposits
312,898 362,212
356,674 14.0
Total Equity
36,964 41,543
57,535 55.7
RoA ‐ before tax p.a.
2.75 3.40
4.40 RoE
– after tax p.a. 22.23
24.39 30.52
Cost to Income
a
44.68 42.02
33.65 NIM
p.a. 5.16
5.28 4.93
LDR 64.12
67.58 70.21
Gross NPL Total Loans
2.56 2.42
2.60 Provisions
NPLs 219.10
192.36 174.99
Tier 1 CAR
b
13 25 11 57
18 74 Tier
1 CAR 13.25
11.57 18.74
Total CAR
b
incl Credit Opr
Risk 16.10
13.46 18.65
Total CAR incl. Market Risk
15.96 13.36
18.50 S
47 EPS
Rp 95.54
439.38 162
69.56 Book
ValueShare Rp 1,763
1,980 2,466
39.88
a GA and employee expenses Net Interest Income + Other Operating Income, excluding bond gains
b Bank only – Not including Market Risk
T o
tal A
ss e
ts g
re w
3 .6
Y ‐o
‐Y t
o R
p 4
6 6
.1 t
n
1
4 8
7 5
.4 7
5 .4
In t.
fr o
m B
o n
d s
In t.
fr o
m L
o an
s
95 8
89 89
106.9 110.6
100.6 95.3
125.5 136.1
3 6
4 4
4 7
5 .4
7 4
.1 5
6 8
5 8
.8 5
7 2
6 3
.6 6
8 .0
6 8
.3 6
7 .3
7 6
.0 7
1 .7
7 6
.5 7
4 .4
al A
sse ts
Rp tn
1 16
174 175
181.6 188.3
198.5 201.9
218.0 231.9
246.2 251.8
27.0 33
60.5 36
50. 64.5
57. 55.
54 59.2
56.1 59.2
61.2 91.1
75.5 66.7
67.4 5.7
84.1 9.0
.8
2 4
2 8
3 2
6 .6
4 .9
4 7
.1 3
4 .8
3 1
.0 3
2 .3
3 2
.4 2
9 .3
3 4
.1 5
.0 4
.6 4
6 .9
5 .1
5 2
.2 5
6 .8
5 8
.8 5
7 .2
T ot a
43.0 48.3
65.4 65.4
75.9 106.9
105.1 107.8
108.8 117.7
114.3 116.3
121.7 138.5
135.5 149.6
62.8 .5
.2 6
3
.4 .1
6 5
.6 .1
.0 1
2
1 2
1 6
2 4
1 .0
2 5
.4 2
2 .4
1 9
.6 2
.5 1
7 .7
1 8
.7 1
6 .6
1 6
.0
1 9
.0 1
9 .0
1 9
.0
176.9 153.5
148.8 122.9
93.1 92.1
92.2 92.3
91.0 90.6
90.6 89.5
90.8 89.5
88.6 88.4
88.5 88.3
88.4 88.2
88.4 89.1
86.8 83.5
82.2 78.1
78.2
9
4 8
4 8
C o
n so
lid a
te d
Q4 00
Q4 01
Q4 02
Q4 03
Q4 04
Q4 05
Q1 06
Q2 06
Q3 06
Q4 06
Q1 07
Q2 07
Q3 07
Q4 07
Q1 08
Q2 08
Q3 08
Q4 08
Q1 09
Q2 09
Q3 09
Q4 09
Q1 10
Q2 10
Q3 10
Q410 Q111
G o
ve rn
m e
n t
B o
n d
s Lo
an s
O th
e r
A ss
e ts
Additional Factors
Aggregate of Rp32.864 tn US 3.682 bn in written‐off loans as of end‐September 2010, i h i
ifi i
i with
significant recoveries on‐going:
2001: Rp2.0
tn
2002: Rp1.1
tn
2003: Rp1.2
tn
2004: Rp1 08 tn
Written ‐off
Loans Written
‐off Loans
2004: Rp1.08
tn
2005: Rp0.818
tn US 83.2 mn
2006: Rp3.408
tn US 378.5 mn
2007: Rp1.531
tn US 249.3 mn
2008: Rp2.309
tn US 211.8 mn
Loans Loans
p
9Mo ’09:
Rp1.489 tn US 146.4 mn
Q4 ‘09:
Rp0.775 tn US 82.5 mn
Q1 ‘10:
Rp0.287 tn US 31.6 mn
Q2 ‘10:
Rp0.662 tn US 73.0 mn
Q3 ‘10:
Rp0.363 tn US 40.7 mn
Q4 ’10:
Rp1.349 tn US149.7 mn
Q1 ‘11:
Rp0.468 tnUS53.8 mn
including the write‐back of RGM loans totaling Rp2.336 tn
49
Including the write back of Kharisma Arya Paksi loans totaling Rp 0.124 tn and Gde Kadek
Rp0.59tn.
Summary Quarterly Balance Sheet: Q1 ‘10 –
Q1‘11
Q1 10
Q2 10
Q3 ’10
Q4 ’10
Q1 ’11
Y ‐o‐Y
Rp tn Rp tn
Rp tn Rp tn
Rp tn US
bn
Total Assets
399.24 402.08
409.37 449.80
466.08 51.65
16.7 Cash
6.63 6.45
8.70 9.52
7.42 1.09
