91.1 89.2 89.1 87.0 83.1 85.2 82.7 88.5 92.2 Slide Q3 2012 FINAL full slides

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 5.9 6.9 7.5 6.9 6.9 7.0 2005 Q4 06 Q4 07 Q1 08 Q2 08 Q3 08 Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q210 Q310 Q410 Q111 Q211 Q311 Q411 Q112 Q212 Q312 1 3 .6 1 2 .3 1 2 .4 1 3 .5 1 3 .0 1 2 .4 1 2 .3 1 2 .7 1 2 .0 1 2 .1 1 2 .3 1 3 .3 1 3 .2 1 3 .0 1 1 .5 1 2 .0 1 2 .2 5.7 5.4 5.4 5.4 5.3 5.3 5.7 6.2 5.9 5.8 5.6 4.7 4.9 5.0 5.1 5.0 5.5 5.4 5.2 4.5 4.7 10.31 11.15 12.73 13.77 13.25 13.43 14.23 14.94 16.06 17.65 19.87 21.44 23.97 27.09 30.01 34.41 36.73 37.44 39.93 41.82 Q4 07 Q1 08 Q2 08 Q3 08 Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q210 Q310 Q410 Q1 11 Q2 11 Q3 11 Q4 11 Q1 12 Q2 12 Q312 Fi n a n ci n g St ro n g g ro w th f ro m B an k Sy ar iah M an d ir i

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93.9 FD R Sy ar ia h F in an ci n g R p t n N e t In te re st M ar g in C o st o f Fu n d s Fi n an ci a l P e rf o rm an ce R p b n Yo A C o F N IM FY FY FY FY FY Q Fi n a n ci n g 1 ,3 5 1 3 ,2 7 8 1 6 ,0 6 3 2 3 ,9 6 8 3 6 ,7 2 7 4 1 ,8 2 D e p o si ts 1 1 ,1 6 1 4 ,8 9 9 1 9 ,3 3 8 2 8 ,9 9 8 4 2 ,6 1 8 4 4 ,5 3 6 A ss e ts 1 2 ,8 8 8 1 7 ,0 6 6 2 2 ,0 3 7 3 2 ,4 8 1 4 8 ,6 7 2 5 1 ,2 4 E A T 1 1 4 .6 4 1 9 6 .4 2 2 9 .9 4 4 1 8 .5 2 5 5 1 .0 7 5 9 4 .4 2 Rat io s: RO A 1 .5 4 1 .8 3 2 .2 3 2 .2 1 1 .9 5 2 .2 2 RO E 1 5 .9 4 2 1 .3 4 2 1 .4 2 5 .0 5 2 4 .2 4 2 5 .2 2 N e t N P F 3 .4 3 2 .3 7 1 .3 4 1 .2 9 .9 5 1 .5 5 41 Expanding Scope of Distribution, 2012 Solid Stable Source of Low Cost Funds Product Q3 2012 Q3 2011 Growth Demand Deposit 23.91 22.29 7.27 Rupiah 16.44 14.65 12.22 FX 7.47 7.64 2.23 Saving Deposit 2.32 2.25 3.11 Total Low Cost Fund 26.23 24.54 6.89 Total Funding 38.92 37.94 2.58 Rp Tn Low Cost Fund Ratio = 67.4 Funding from Java Bali = 76.0 of total funding Sumatera Loans = Rp 12.8 tn Funds = Rp 5.6 tn Kalimantan Loans = Rp 5.6 tn Funds = Rp 2.7 tn Eastern Loans = Rp 2.2 tn Funds = Rp 0.9 tn Java and Bali Loans = Rp 72.5 tn Funds = Rp 29.3 tn Business Savings Product excl. BB CBC = 25 Unit Floor = 29 Unit TSC = 13 Unit TSD = 18 Unit BBC BB Floor Medan Makassar Banjarmas in Surabaya Semarang Denpasar Bandung Pekanbaru Palembang B.Lampung Pontianak Samarinda Manado Palu Jayapura Balikpapan Batam Jambi Pematang siantar Padang Bekasi Jakarta Solo Tangerang Bogor BBC : 41 BB Floor : 80 BB Desk : 98 Mandiri Business Lounge : 45 42 Expanding Scope of Distribution, 2012 Solid Stable Source of Low Cost Funds Product Q3 2012 Q3 2011 Growth Demand Deposit 3.08 2.49 23.69 Saving Deposit 0.99 0.66 50.00 Total Low Cost Fund 4.08 3.15 29.52 Total Funding 4.98 3.95 26.08 Rp Tn Low Cost Fund Ratio = 81.9 Funding from Java Bali = 69.8 of total funding Sumatera Loans = Rp 9.6 tn Funds = Rp 0.8 tn Kalimantan Loans = Rp 4.9 tn Funds = Rp 0.5 tn Eastern Loans = Rp 4.4 tn Funds = Rp 0.1 tn Java and Bali Loans = Rp 16.1 tn Funds = Rp 3.4 tn •Business Savings Product Exclude mirroring with MRB Directorate 727 1,126 761 981 965 880 855 583 842 1,081 1,319 449 877 1,033 1,170 1,069 722 899 1,311 2008 2009 2010 2011 2012 Q4 Q3 Q2 Q1 Including Small Business 4,167 43 12.6 2,234 3,657 3,080 5,083 3,888 671 3,216 3,995 1. Continue to develop retail payment solutions for top retail industry value chains and business clusters in order to increase low cost deposit and fee-based income 2. Develop customer education to further increase usage of new retail products e.g., pre- paid as well as e-channel transactions in order to i ease usto e s loyalty and balances. 3. Continue to develop integrated branding, marketing strategies and comprehensive distribution strategy ATMs, Branches, EDCs located at optimal locations 3,152 3,320 Performance to Date: 9M 2012 Contribution Margin after PPAP Strategies for 2012 Rp bn Rp bn 3,216 44 174 252 476 496 770 200 355 455 486 715 133 413 526 531 729 324 489 474 693 2008 2009 2010 2011 2012 Q1 Q2 Q3 Q4 831 1,509 46.4 1,926 1. Develop clear portfolio strategy, targeted to key customer segments 2. Differentiate acquisition strategy by markets 3. Increase existing cards productivity 4. Strengthen Consumer Loan organization structure to support the achievement of business target, internal portfolio growth and the increasing proportion of market share 5. Improving technology in credit process through Loan Factory project shared with Cons Card, Small Micro to shorten credit turn around time 6. Increasing alliance with other BU to support the achievement of business target 2,205 2,566 768 607 2,727 553 2,215 Performance to Date: 9M 2012 Contribution Margin after PPAP Strategies for 2012 Rp bn Rp bn 2,215 45 Supporting Materials 46 7,825 2,751 4,518 6,058 Net Interest Income Fee-Based Income Overhead Expenses Others Pre-provision Operating Profit Q3 2012 Notes : 1. Fee based income excluding gain on sale increasing value GB securities 2. Overhead expenses + others excluding provisions Q3 2011 Rp billion Up 33.5 5,800 2,374 3,637 4,537 Net Interest Income Fee-Based Income Overhead Expenses Others Pre-provision Operating Profit Rp billion Reduce Cost of Funds Improve Assets Yield Diversify into Fee Income Reduce ProvisionLoan Improve Cost Efficiency  Leverage on cash generator wholesale to accelerate growth  Diversity into fee income Competitive, sustainable returns, with above-average rates of growth Business Strategy Strategic Alliances Support Strategy 47 6.8 7.3 7.6 8.3 8.2 8.2 8.4 8.4 8.5 8.5 8.7 8.7 Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Product Holding Commercial Product Holding Corporate 6.3 6.6 6.9 8.3 9.0 8.6 8.2 8.3 8.7 8.3 8.3 8.3 Q4 2009 Q1 2010 Q2 2010 Q3 2010 Q4 2010 Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 48 3 4 .5 6 3 5 .2 4 3 7 .8 3 3 6 .4 9 3 5 .6 4 3 1 .1 5 2 9 .1 9 2 9 .7 5 3 .6 2 3 3 .9 6 3 5 .6 8 3 8 .8 6 3 8 .6 4 1 .8 7 4 4 .4 4 4 .3 5 4 1 .8 8 4 5 .4 7 4 5 .7 3 104.5 95.9 111.0 80.5 78.3 68.5 61.9 68.2 71.7 76.3 80.7 86.6 82.9 91.5 89.0 75.8 76.0 76.2 75.4 50 60 70 80 90 100 110 120 Ma r 8 Ju n e 8 Se p 8 D e c 8 Ma r 9 Ju n e 9 Se p 9 D e c 9 Ma r 1 Ju n e 1 Se p 1 D e c 1 M ar 1 1 Ju n e 1 1 Se p 1 1 D e c 1 1 Ma r 1 2 Ju n 1 2 Se p 1 2 20 25 30 35 40 45 50 55 60 Loan Fx LDR FX USD Billion Rp Trillion Bank Only Breakdown of FX lending Bank Only Q3 12 Total USD 4.78Bn 0.02 0.08 0.11 0.25 0.25 0.28 0.45 0.48 1.16 1.69 Soc Serv Oth Constr Utilities Trans Bus Serv Trading Agri Mfg Mining  18 -10 19 -22 64 -1 20 -30 -33 1 49 FX Loans LDR Savings Deposit Growth Transaction channel growth 50 8 5 .3 9 9 1 .1 1 9 5 .9 5 1 6 .4 5 9 9 .3 8 1 5 .5 1 1 1 .5 9 1 2 3 .5 1 2 1 .4 9 1 3 9 .1 5 1 4 7 .6 2 1 6 3 .7 8 1 6 3 .8 8 1 7 3 .4 3 1 8 .2 1 33.4 33.7 34.5 35.5 34.1 34.9 37.737.1 37.3 38.4 39.2 38.8 40.6 41.5 41.8 17.3 17.8 17.9 17.6 17.3 17.3 17.1 16.8 17.3 16.9 16.9 16.6 16.7 16.7 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 Q 2 1 1 Q 3 1 1 Q 4 1 1 Q 1 1 2 Q 2 1 2 Q 3 1 2 Savings Deposits Rp tn As of Total Deposits National Share of Savings Deposits 1 ,1 .5 1 ,1 5 8 .9 1 ,2 3 .6 1 ,3 1 5 .4 1 ,2 9 3 .3 1 ,3 2 1 .8 1 ,3 8 .5 1 ,3 5 7 .4 1 ,4 7 2 .3 1 ,5 5 6 .5 1 ,6 7 9 .4 1 ,6 8 8 .9 1 ,6 9 7 .1 1 ,8 9 .8 1 ,8 5 5 .2 97.4 106.6 116.7 131.4129.9136.5 143.2147.5 157.6 168.3 182.7197.3219.9 236.8247.1 61.6 63.2 67.2 73.0 71.9 73.2 77.6 76.0 82.5 85.4 92.9 91.2 112.6 128.1136.9 Other Payment Transfer Withdrawal Inquiry Avg ATM Daily Vol 000 7 ,5 1 9 ,6 2 3 1 1 ,0 5 7 1 2 ,8 6 8 1 3 ,6 2 5 1 4 ,9 5 5 1 4 ,7 3 6 1 5 ,3 9 2 1 7 ,9 8 2 1 ,2 5 1 2 3 ,0 6 6 2 5 ,3 9 3 2 9 ,7 4 5 2 7 ,3 2 5 3 2 ,2 1 3 2,955 3,165 2,780 2,8222,976 3,3353,4543,216 3,084 3,258 2,953 3,219 3,179 3,235 3,218 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 Q 2 1 1 Q 3 1 1 Q 4 1 1 Q 1 1 2 Q 2 1 2 Q 3 1 2 Quarterly Call Center Trans. 000 Quarterly SMS Trans. 000 Value Chain Gas Station Value Chain of Top 3 Telco Relationships 7 4 7 7 3 7 3 5 8 3 9 2 2 8 9 5 9 2 6 1 ,0 1 2,745 2,832 2,909 3,011 3,346 3,368 3,429 3,478 - 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 150 50 250 450 650 850 1,050 Dec 10 Mar 11 Jun 11 Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Avg Bal Rp bn Total SPBU unit 9 3 1 4 1 1 8 1 5 1 1 4 4 1 3 3 1 3 7 1 4 4 88 91 108 187 196 197 221 227 - 50 100 150 200 250 300 - 20 40 60 80 100 120 140 160 180 200 Dec 10 Mar 11 Jun 11 Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 Avg Bal Rp bn Total Authorized Dealer unit 51 4 ,7 5 6 5 ,1 6 9 9 ,6 7 1 ,2 3 1 1 ,5 3 3 1 1 ,5 1 2 ,2 8 1 1 5 ,4 6 9 1 5 ,7 5 6 2 2 ,0 8 5 2 4 ,2 3 Mar 10 Jun 10 Sept 10 Dec 10 Mar 11 Jun 11 Sep 11 Dec 11 Mar 12 Jun 12 Sep 12 319 791 1,275 2,085 2,283 2,558 3,202 4,067 4,324 4,878 5,665 6,482 6,716 7,534 8,772 Q406 Q407 Q408 Q409 Q110 Q210 Q310 Q410 Q111 Q211 Q311 Q411 Q112 Q212 Q312 Rp Billion Consumer Loans from Alliance Program 10 top corporate clients Total Payroll in 2010-2012 Rp Billion Co-Branding Prepaid Card Program 14,612 16,495 23,660 36,987 55,174 57,945 63,922 75,407 93,147 96,048 96,749 114,919 Q409 Q110 Q210 Q310 Q410 Q111 Q211 Q311 Q411 Q112 Q212 Q312 Corporate Card Holder from Alliance Program 10 top corporate clients Including all payments to the employees 52 2 ,6 8 5 k V is a M as te rc ar d s tr an sac te d R p 4 .5 9 tn in Q 3 2 1 2 Man d ir i V is a Mas te rc ar d s an d E O Q R e ce iv ab le s 2,223.2 2,251.0 2,452.2 2,753.7 2,989.3 2,973.4 3,238.7 3,372.5 3,589.2 3,574.9 3,760.9 3,910.5 4,296.0 4,245.2 4,491.6 4,590.5 1 ,3 3 1 1 ,4 9 1 ,4 8 6 1 ,5 4 4 1 ,6 8 1 ,6 7 8 1 ,7 7 1 ,8 6 8 1 ,9 8 2 ,0 8 1 2 ,1 5 6 2 ,2 5 4 2 ,3 5 8 2 ,4 4 6 2 ,5 7 2 ,6 8 5 Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q3 11 Q411 Q112 Q212 Q312 R e ce iv ab le s Rp B n C ar d s s 1,914 1,891 2,163 2,552 2,676 2,497 2,848 3,003 3,132 3,032 3,421 3,669 4,080 3,782 4,167 6 3 5 9 5 4 6 5 8 5 5 5 5 5 5 6 5 3 5 3 5 6 5 5 5 4 5 3 1 9 3 9 5 2 4 3 5 5 6 4 7 5 6 5 7 2 8 2 5 8 4 3 6 2 9 1 1 3 Q4 08 Q1 09 Q2 09 Q3 09 Q4 09 Q1 10 Q2 10 Q3 10 Q4 10 Q1 11 Q2 11 Q311 Q411 Q112 Q212 Q312 Tr an sf e r B al an ce C as h A d van ce R e tai l To tal C ar d Q u ar te rl y Sal e s b y Ty p e o f Tr an sac ti o n R p B n 54 Corporate Customer by Rating Summary of Risk Management Initiatives Credit Market Operational • ORM implementation in all unit, incl. overseas offices subsidiary • Bring Op. Risk top issues into Management • Review Op. Risk on new procedures new products • Development of risk measurement system for derivative structured product Summit • Implement Market Risk Internal Model • Intraday Limit Monitoring • Enhance Policy Procedure for Treasury ALM • Enhance FTP Fund Transfer Pricing method • Develop liquidity stress test safety level • Develop measurement of capital for IRBB • 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 up loan factory, enhanced business process incl. tools, monitoring collection system, policy • Optimize capital by implementing ERM VBA • Consolidate risk management of subsidiaries High Risk Rating C- G Medium Risk Rating BBB – B Low Risk Rating AAA – A 51 64 68 60 69 91 84 34 24 21 25 24 7 13 15 12 11 15 7 2 3 20 40 60 80 100 2006 2007 2008 2009 2010 2011 2012 55 IDR billion Cons Q3 2012 FY’ Q3 2011 Y-o-Y  Gross Loans 365,163 314,381 297,482 22.75 Government Bonds 77,915 78,459 78,095 0.23 Total Assets 588,406 551,892 501,945 17.23 Customer Deposits 430,916 422,251 376,370 14.49 Total Equity 71,295 62,654 59,764 19.29 RoA - before tax p.a. 3.45 3.38 3.50 RoE – after tax p.a.

22.18 21.98