Risk-Based Audit Methodology Enhancement and Continuous

The non-organic business development process initiated by CMO begins by identifying acquisitions of potential companies, as well as cooperation with strategic partners that may accelerate the Bank’s business growth. CMO further leads the non-organic initiative implementation process and takes an active role in delivering Bank Mandiri shareholders value, with the acquired companies or through its strategic partners. The process was completed through business strategy development targeting future goals. CMO also actively provided responsive and innovative inputs to ensure business plan applications. CMO also functioned by mentoring post-acquisition subsidiaries, speciically during early operations, including coordination with work units with regard to the risk management and consolidation process. The post-acquisition process of PT Asuransi Dharma Bangsa to its new name PT Mandiri AxA general insurance MAgi was completed at the end of 2011. cMo is also actively leading the positioning process to ensure business synergies in general insurance development with the optimization between MAgi and Bank Mandiri business groups. cMo continues the appraisal process of non-organic growth initiatives on joint ventures, acquisitions or other type of partnerships. This process is sustained by the development of a business strategy to enhance Bank Mandiri’s shareholder value, as well as value for its strategic partners. cMo also initiates and identiies the potential companies targeted and believed to be able to contribute to the acceleration of Bank Mandiri’s business growth. This is to be in line with Bank indonesia’s stipulation on the single presence policy and multiple licenses established through Bank indonesia Regulation no. 1224 PBi2012 dated 26 December 2012 concerning single ownership of indonesia Banking, and Regulation no. 1226PBi2012 dated 26 December 2012 regarding Business Activity and oice network Based on Banks core capital. Moving forward, cMo, as stated by the Management’s direction in six Key Priorities, in the year 2013, will continue to review every opportunity to grow inorganically, especially in areas that could improve the Bank’s business growth and market share, as well as provide business synergies to all within Bank Mandiri’s Business group. 3. To suPPoRT THe BoARD oF DiRecToRs on oTHeR sTRATegic PRoJecTs As the Bank’s think tank, cMo supports the Management to maximize the company’s value creation. cMo provides out of the box thinking, innovative and quick response towards business development and regulations. in this respect, cMo was involved as strategic support to the Board of Directors and stakeholders during 2012. This process provided a positive impact on the Bank’s performance and reputation. cMo was also involved in developing cooperation with institutions, including Asuransi ekspor indonesia Asei, in the move to boost the Bank’s business. suPPoRTing uniTs RevieW CHANGE MANAGEMENT OFFICE