Development of Subsidiaries and Non-Organic Initiatives Development of Reporting Automation

Annual Report 2013 PT Bank Mandiri Persero Tbk. FINANCE STRATEGY DIRECTORATE ACHIEVEMENTS IN 2013 The year 2013 was one of which Bank Mandiri can be proud of its achievement. The further transformation process being pursued by Bank Mandiri since 2010 recorded very encouraging progress, as relected from the Bank’s growth. Such achievements are closely related to the role of the Finance and Strategy Directorate, which consistently strives to improve its function of applying leading-edge inance practices, promoting a performance-based culture, providing accurate, transparent and timely inancial statement-related information, managing the Bank’s corporate image through comprehensive and compelling communication strategies, preparing macro-economic, industrial and regional assessments and outlooks, and preparing internal policies and procedures manuals. These diverse roles are necessary to allow the Finance Strategy Director to ensure that the Bank’s Long Term Plan for 2010-2014 can be fully and successfully at all stages until the end of 2014. In greater detail, the principal achievements and work programs of the Finance Strategy Directorate during 2013 were as follows:

1. Development of Subsidiaries and Non-Organic Initiatives

In order to achieve Bank Mandiri’s 2014 vision of being Indonesia’s most admired and progressive inancial institution, the Mandiri Gro up needs optimal support and contributions from all employees, both at the parent company and at its subsidiaries. The strategies that have been pursued include the consolidation of collaboration between subsidiaries, the optimization of synergies between subsidiaries and the Bank and between subsidiaries themselves, and heightening business acumen in order to develop a more integrated pattern of business as between the Bank and all of its subsidiaries. The Finance and Strategy Directorate continues to monitor the realization of the long-term plans of each subsidiary so as to ensuring that their trading performances are as targeted. In addition, through a program of non-organic initiatives Bank Mandiri also explored the possibility of acquiring other inancial services companies, including in the banking sector, as part of its strategy of developing business opportunities.

2. Development of Reporting Automation

In order to improve the eiciency and quality of reporting, in 2013 the Finance Strategy Directorate continued to automate the production of various reports, including the consolidated inancial statements, up to the publication stage including the notes to the inancial statements. As part of this development, the elimination process is now applied in an integrated fashion using the IRSRS Application. This is so as to ensure that the inancial statements are presented accurately and in a timely manner so as to improve the quality and accuracy of inancial reporting. Since June 2013, the process of preparing on our Consolidated Financial Statements has been automated, which reduces manual processes and human error at various reporting stages so as to produce more accurate, reliable and timely reports. The Finance and Strategy Directorate has also accelerated the preparation of the consolidated inancial statements through IRS RS since June 2013 so that inancial reports can be produced on the 10th day of every month previously the 15th. This allows management to make important decisions more quickly. inance strategy Annual Report 2013 PT Bank Mandiri Persero Tbk.

3. Development of Performance Management System PMS