4Q 2022

Results Presentation
Jakarta, 31 January 2023
 Table of Contents
List of Contents Page

Introduction 3 – 9

Management Highlights 10 – 22

Financial & Operation 23 – 35

Risk Management 36 – 42

Super App by Mandiri 43 – 49

Super Platform 50 – 54

Smart Branch 55 – 61

Subsidiaries Performance 62 – 67

Environmental, Social & Governance 68 – 74

Appendix 75 – 101

2 |
 Share Price Performance & Ownership
BMRI Historical Share Price Performance Versus JCI BMRI Share Performance Versus JCI – YTD Trend

50% BMRI share price YoY JCI performance YoY 60% BMRI JCI
41%
40%
50%

30% 41%
40%

20%
30%
11% 10%
10%
4% 4% 20%
2%
0%
10%
-3%
-10% -5% 4%
-8% 0%

-20% -18% -10%

2018 2019 2020 2021 2022

December 2021 December 2022 BMRI 2021A 2022A 2023E* 2024E* 5y avg. 10y avg.
No Shareholder
Number of Shares % Number of Shares %
Net Profit (Rp Bn) 28,028 41,171 44,649 49,224
1 Government of RI 24,266,666,667 52.0% 24,266,666,667 52.0%
Net Profit YoY Growth (%) 67% 47% 13% 10%
2 INA 3,733,333,333 8.0% 3,733,333,333 8.0%
ROA – After Tax (%) 1.72 2.21 2.26 2.32 1.89 2.02
3 Local Institutions 3,521,500,252 7.5% 2,537,353,862 5.4%
ROE – After Tax (%) 13.5 18.08 18.53 18.83 13.89 15.47
4 Local Retail 600,755,671 1.3% 504,795,009 1.1%
P/E (x) 11.7 11.3 9.70 8.80 13.46 13.83
5 Foreign 14,544,410,743 31.2% 15,603,038,295 33.4% P/B (x) 1.62 1.84 1.74 1.60 1.73 1.91
TOTAL 46,666,666,666 100.0% 46,666,666,666 100.0% Dividend Yield (%) 5.1 4.5 5.55 6.04

*Bloomberg consensus
3 |
Bank Mandiri Group – Investment Thesis

Direct Beneficiary to One-Stop Solution All-Rounder

Structural Growth in for Diverse Ecosystem
Indonesia Customers’ Needs Opportunities

Securing Dominance Respectable and

Through Progressive Sustainable
Transformation Financial Metrics

4 |
Direct Beneficiary to Structural Growth in Indonesia

3Q22 GDP Growth by Expenditure BMRI Loan Breakdown

(in %YoY) As of December 2022

Government Consumption
-2,9% Private Wholesale,
Consumption
The passing of Omnibus Law will promote more
50,8% Retail,
5,4% 26,8% investments and job creations

3Q22 GDP
5.72%

Investment
Non Profit 5,0% Rising middle income class is the main driver for
Institutions 6,1%
Subsidiaries, structural shift in domestic consumption
22,4%
Net Export -1,3%

Loan to GDP Ratio (3Q22)

The country's huge population with low banking
penetration provides ample room for growth
250,00% 217,6%
200,00%

150,00% 124,6%
101,4%
100,00%
95,2% 94,7% The Bank’s dominant share in wholesale and retail
46,0% captures almost the entire spectrum of Indonesia
50,00% 31,7% 30,4% economic drivers
0,00%
Singapore Vietnam Malaysia Thailand Cambodia Philippines Indonesia Brunei

Singapore Vietnam Malaysia Thailand Cambodia Philippines Indonesia Brunei

5 |
One-stop Solution For Diverse Customers’ Needs

Wholesale Segment Retail Segment

SAVE
OPERATIONAL FUND
Savings accounts, Time Deposit,
Current Account, Savings accounts,
Mandiri Plan Saving, Pension Savings,
Time Deposit
Student Savings, Digital Savings

WHOLESALE DIGITAL TRANSACTION DIGITAL & RETAIL TRANSACTIONS

KOPRA (Cash Management, Mandiri Host to New Livin’ Super App, Mandiri e-
Host Payment, Mandiri Internet Bisnis, etc), money, Mandiri EDC, Mandiri ATM
Mandiri Auto Debit, Mandiri Bill Collection

BUSINESS EXPANSION
Corporate Card, Working Capital, BORROW
Investment Loan, Digital lending, SME loans, Credit Card, Mortgage, Auto
Syndication Loan, Salary Based Loan (KSM)

TRADE FINANCE & TREASURY

Bank Guarantee Spot & Forex INSURANCE
Standby LC Hedging Instruments Life Insurance, Health Insurance,
Local Trade Investment Products General Insurance

INVESTMENT BANKING
Equity & Debt Underwriting, Sharia WEALTH MANAGEMENT
Financing, Corporate Finance & Advisory Mutual Funds, Stocks and Bond Trading

6 |
 “All-Rounder Ecosystem Bank” Empowered By Digital Innovations
Market Leader In
Wholesale Business ESG
Bank Mandiri is the largest Bank Mandiri continuously supports and
Wholesale Bank in Indonesia promotes sustainable banking practices, good
with unique access to its governance and bring significant positive
ecosystem value chain impact to society in general through our ESG
initiatives
>35Mn
Deposit
Customers Venturing Into The
Open Ecosystem
~248,000
7.2Mn Through progressive transformation,
EDCs
Unique & Captive Ecosystem Active Prepaid Bank Mandiri has embarked into a digital
Cards journey, continuously offering Digital
Innovations & Superior Digital Solutions
Strong multi-years relationship with the 400+ to customers and business partners
Wholesale corporates and our large pool partners Unique & Captive
of customers provide us access to High Ecosystem 5.3mn
Payroll
We have launched our Super App Livin’
Value Captive Ecosystem By Mandiri and Super Platform Kopra,
~30Mn Accounts
Debit both of which have contributed
Cards significantly to our financial performance

1.8Mn Bank Mandiri openly partners with Top

Credit ~4Mn Industry Players in the Open Ecosystem,
General Insurance Cards Retail Loan that includes our very own Subsidiaries
Customers
Strong Retail Ecosystem >13,000
and Urban Presence ATM
ENABLERS

With more than 35mn deposit All Round

customers, Mandiri stands also … Wholesale
as a strong retail player in the And More Bankers
market

Financial Services

7 |
Securing Dominance Through Progressive Transformation

Mandiri’s Transformation
is on its way, stay tuned!
Transforming HC
UPSKILLING
Upgrade Human Capital
Branch of the future capability

DIGITAL BOX RESKILLING

Fully self-service branch Change the function of Human
Digital branch resources to “sales centric”

Hybrid Branch
Semi assisted Branch with
tech digital feature

8 |
 Respectable and Sustainable Financial Metrics
CAGR/
Consolidated Financial Snapshot 2017 2018 2019 2020 2021 2022 YoY Change
‘17-’22
PATMI (Rp Tn) (a) 20.6 25.0 27.5 16.8 28.0 41.2 46.89% 14.85%

ROE – after tax (%) 12.90 14.43 14.02 9.20 13.48 18.08 4.60ppt 5.18ppt

ROA – after tax (%) 1.91 2.15 2.18 1.17 1.72 2.21 0.50ppt 0.30ppt

Dividend Payout Ratio (%) 45.0 45.0 60.0 60.0 60.0 - - -

Loan (Rp Tn) 730 820 907 965 1,050 1,202 14.48% 10.49%

Provision Expense (Rp Tn) 16.0 14.2 12.1 24.9 19.5 16.1 -17.50% 0.15%

NIM (%) 5.87 5.74 5.56 5.10 5.09 5.47 0.38ppt -0.40ppt

CoC (%) 2.30 1.80 1.40 2.47 2.05 1.44 -0.62ppt -0.88ppt

NPL (%) (b) 3.46 2.75 2.33 3.10 2.72 1.92 -0.80ppt -1.58ppt

NPL Coverage (%) (b) 135 143 144 221 243 285 41.77ppt 150.25ppt

LAR excluding Covid Restru (%) (b) 10.9 9.4 9.1 10.0 10.3 8.1 -2.21ppt -2.80ppt

LAR including Covid Restru (%) (b) N/A N/A N/A 21.3 17.4 11.7 -5.69ppt N/A

Income fr. Livin’, SMS+Internet Banking (Rp Bn) N/A 526 808 964 1,432 1,737 21.25% 34.80% (c)

a) Profit After Tax and Minority Interest

b) Includes loan to other banks
c) 4-yr CAGR

9 |
Management Highlight
 Mandiri Spending Index Analysis and Macroeconomic Outlook
Mandiri Spending Index (MSI) Trend Macro Assumptions

As of 31 December 2022 GDP Growth

7,07%
220,0 5,44% 5,72%
5,02% 5,01% 5,17% 5,04%
1H20 2H20 1H21 2H21 1H22 2H22
3,51%
200,0
185,0
180,0 176,7

161,1 159,9
160,0
143,3 147,8
140,0 Inflation
125,0
5,95%
5,51%
120,0 113,8 4,35%
3,60%
2,64%
100,0 1,60% 1,87%
1,33%
94,2
80,0

73,3
68,3
60,0
58,0

40,0 Large scale social Large scale social Large scale social Activity Restriction
BI 7-Days Repo Rate
5,75%
restriction restriction restriction Omicron variant
6,00%

5,50%
Emergency 1 Emergency 2 Emergency 3/Delta 5,50%

20,0 5,00%

4,50%
4,25%
4,00%

3,50% 3,50% 3,50% 3,50% 3,50%

3,50%

Spending Index Value Spending Index Volume 3,00%

Note: Mandiri Spending Index Tracks Bank Mandiri’s Customer Spending Data Through Debit Cards, Credit Cards,
Prepaid Cards, and Other Digital Transaction Channel 11 |
 Positive Results Driven By Various Strategic Initiatives
Consolidated
Establishing Strong Foundation … … and Achieve Real Results Over Past Couple of Years

Build Enhance our Loan CASA Asset

Wholesale Ecosystem Core Banking 19,0% 19,0%
Acquisition Framework system 18,0% 22,9%
17,4% 16,8% 17,1%
15,5%** 19,5% 19,7% 15,2%**
17,8%**

Focusing on Boost roles of Technology 5Y CAGR = 12.1%

5Y CAGR = 10.5% 1.993
Sector Expertise in creating competitive 5Y CAGR = 15.2%
1.726
in Wholesale and Region advantage 1.542
1.202 1.095
965 1.050 900 1.171
780 751
545
Enabling quick and seamless Creating adaptive Risk
Network &
delivery on Management
Average 2020 2021 2022* Average 2020 2021 2022* Average 2020 2021 2022*
Operation Transformation Policy and Tools '16-'19 '16-'19 '16-'19

Loan (Rp Tn) Loan Market Share CASA (Rp Tn) CASA Market Share Asset (Rp Tn) Asset Market Share

Utilizing data
analytics Sustainable
and digital marketing
Business through ESG
Initiatives
ROA ROE CAR
18,1%
Comprehensive KPI Loan Follow 25,7% 25,2%
23,2% 23,9%
and Reward Management Transaction Strategy 13,6% 13,5%
2,21%
2,08% 20,8% 19,6% 19,6% 19,7%
1,72%
9,0%
Strengthening our Corporate 1,89% 2,00%
13,5% 13,7%
Develop Strategic 1,17%
Culture and “Aggressive But 1,45% 10,2%
Workforce Program 1,18%
Prudent” Gesture as foundation 8,3%

Creating Shared Service Average 2020 2021 2022*

Boosting Average 2020 2021 2022* Average 2020 2021 2022*
to optimize synergy with our '16-'19 '16-'19 '16-'19
Credit Recovery subsidiaries
ROA ROA Industry ROE ROE Industry CAR CAR Industry

* For industry data above, we used September 2022 number

** Average market share from 2016 to 2019 12 |
Our Focus For 2023
Three Focus Strategy for 2023

Focus Toward Sustainable Growth

• Increase market share on loan and deposit
1 • Keeping sound asset quality management
• Maintaining high ROE level
• Cost leadership (Embedding cost awareness)

Focus On Margin Improvement and Liquidity Management

• Maintain CASA sustainability through transactions and digital innovation
2 • Focus on loan repricing
• Maintain LDR at manageable level
• Maintain CAR at healthy level

Focus Toward Progressive Initiatives

• Widen Livin’ and KOPRA customer base
• Launch new business model (SUKHA, Paylater)
3 • More features launch on Livin’ and KOPRA
• Improve synergy with subsidiaries

13 |
4Q 2022: Strengths And Challenges To Be Addressed
KEY STRENGTHS KEY CHALLENGES TO BE ADDRESSED

Execution of ecosystem value chain growth

• Loan grew above industry level in FY22 largely by
ecosystem driven growth
• Dominance in wholesale segment remained intact
despite the competitive environment in FY22

Positive NIM and liquidity management

• Maintained high CASA ratio throughout FY22 that supported
our achievement in funding cost Rising cost of funds in 4Q22
• Progressive asset repricing amid rising interest rate • 4Q22 saw some increase in cost of funds following higher
environment to secure overall yield performance benchmark rate
• Mandiri offered some special rate both in demand deposits
Operational cost efficiencies and time deposits to manage liquidity environment
• Bank Mandiri alongside subsidiaries saw meaningful
improvement in cost efficiency indicated by failing cost-
income ratio Non-interest income
• Productivity per employee is higher overall, partly • Non-recurring fees faced cyclical challenge during FY22
thanks to digital innovations

Asset quality management

• Well-managed restructured book
• Consistent improvement of LaR and CoC
• Healthy coverage level on NPLs and LAR

Progress on digital initiatives

• Large customer base acquired through Livin’ and Kopra
• Livin’ and Kopra promoted the increase of CASA
• Superior use cases offered by Livin’ and Kopra
• Successfully launched 241 smart branches pilot

14 |
Solid Consolidated Performance Across Earnings Drivers In 2022

Positive Balance Sheet and P&L growth…

FY22 YoY (%) 46,89%

24,68%
21,63% 20,31%
14,48% 15,47% 17,20%
9,01% 8,38%

Loans CASA Assets Net Interest Non Interest Revenue Operating Expense PPOP PATMI (Profit After
Income Income Tax & Minority
Interest)

…supported by well-managed key ratios

FY21 FY22 +460bps

18,08%

13,48%

+4bps +38bps
7,05% 7,09% -18bps +34bps
5,47% -61bps +49bps
-32bps 5,09%
3,55% 3,89%
2,85% 2,67% 2,21%
1,71% 2,05% 1,44% 1,72%
1,39%

Loan Yield CoF Deposit NIM Cost to Asset PPOP to Asset CoC ROA ROE
(Bank-only) After tax After Tax

15 |
Loan Grew Positively In 2022 Driven By Our Ecosystem Value Chain Strategy
Loan Growth Accelerated Across Most Segments

Dec-21 YoY Loan Growth Subsidiaries Consolidated

Bank-only By Segment
Dec-22 YoY Loan Growth 27,6%
22,2% 21,3%
16,5% 17,7%
15,2% 15,2% 16,2%
14,1% 14,5%
11,9% 12,0% 12,6% 13,0% 12,2%
8,4% 8,7% 8,4% 9,7% 9,3% 8,9%
8,0%
6,2% 5,0%
1,8%

-0,8%
Mortgage Corporate SME BMRI Bank- Commercial Payroll Loan Auto Loan Credit Card KUM KUR Mantap BSI BMRI Consol.
only (normal micro) (subsidized
% to total consolidated loans in December 2022 micro)

4% 34% 6% 78% 16% 6% 3% 1% 1% 5% 3% 17% 100%

Retail Loans New Booking Improved in 2022 (Rp Tn) Value Chain Ecosystem Growth Showing Positive Trend (Rp Tn)
SME KUM KUR Payroll Loan Mortgage Auto
2021 (Rp Tn) 2022 (Rp Tn)
▲19.2%
YoY
83,2
183 ▲18.9% 69,8
YoY
147 23 ▲20.2%
120 13 YoY
19 37 ▲16.8% 40,1
99 10 YoY 32,8 33,7
21 28
9 12 40 ▲18.9% 27,3
11 6
12 YoY
25 35 11
11 25 7 8,1 9,4
6
42 38 47 58 0,7 0,8

2019 2020 2021 2022 Micro Loans Consumer Loans SME Loans Payroll Loans Total Retail Loans
(KUM + KUR) from Value Chain

Note: Value Chain data above uses average balance loan figure 16 |
 Improving NIM while maintaining ample liquidity
NIM Performance vs LDR Trend (%) Bank-Only QTD Yield of Loans and Cost of Fund Deposits Spread (%)
7,00

Consol. LDR YTD Consol. NIM Yield of Loans - Cost of Fund Deposits Spread

6,50

6,14
6,02
6,00

5,74
5,74 5,63
5,50

5,00

5,47
4,80
4,50

97,52

YTD Net Interest Margin (%)

5,09
YTD Bank-Only NIM YTD Consol. NIM

5,42 5,47
5,31 5,37
85,71
5,09 5,12 5,16
5,01 5,06

80,19 4,73
80,81

Dec-21 Mar-22 Jun-22 Sep-22 Dec-22

17 |
Improvement In Asset Quality Supported By Lower NPL Formation
NPL Formation (NPL Downgrades) (Rp Tn) NPL Ratio By Segment

% to Total Loan Consol. Corporate Commercial Micro SME Consumer

2,7%
12,00%
2,4%

2,0% 1,9% 10,00%

20,4
1,5%
8,00%
17,0
15,5 15,8

13,6 6,00%

4,92%

4,00%
3,33%

2,00% 1,92%
1,82%
1,04%
0,90%
0,90%
0,00%
2018 2019 2020 2021 2022

18 |
 Recurring Fees More Than Offset The Cyclical Weakness Of Non-Recurring Income
Consolidated Non-Interest Income Composition (% to total Non-II) Consolidated Non-Interest Income Trend (Rp Tn)
45,0

100%
9.0%
8% 9%
13% 14% 11%
9.0%
90% 40,0

10% 11% 8.2% 35,2

12%
80% 13%
14% 4% Recurring 35,0 -3.8%
4%
4%
3% 2% Fees 32,3 3,1
5% 2% 6% 6%
70% 5% 2% 29,6 2,5
2% 2% 1% 30,0
28,4 3,7
3% 3%
3%
2%
4% 5% 27,4 Recurring 14.3%
2% 3% 3,2 3,3 1,3
2% Fee YoY
60% 3% 3% 3% 3,6 0,9
3,7 1,2
3% 25,0
0,8 2,1
3,6
12% 1,9 0,5
3,6 1,7
50% 15% 3,7 1,1 0,6
0,7 1,4 1,1
1,4 0,7
20,0
0,7 1,0 0,8
18% 18% Non-Recurring 1,4 0,7
17% 0,9
0,5 0,7
40% Fees 0,9 0,7
0,8 3,7 4,7 Non- -7.2%
1,0 6,3
15,0
Recurring YoY
21%
30% 13% 5,1
17% 22% 4,7
4,6
17% 10,0 6,2
7,1
20% 4,9
4,8
Subsidiaries
5,0 Subs. & 24.8%
10% Non-int income Others YoY

24% 21% 30% 24% 28% 6,8 5,8 8,8 7,9 9,8
0% 0,0

FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

Subsidiaries & Others Treasury Gain Cash Recoveries

Other E-Channel Livin' App, SMS & Internet Banking ATM
Kopra Mutual Funds & Bancassurance Credit Card
Deposit Related Fee Loan Related Fee

19 |
 Better Cost Efficiency for Mandiri and Our Subsidiaries

Cost to Income Ratio: Bank-Only vs. Subsidiaries vs. Consolidated Cost to Asset Ratio: Bank-Only vs. Subsidiaries vs. Consolidated

Bank-Only Subsidiaries Consolidated Bank-Only Subsidiaries Consolidated

60,26% 5,29%
60,0%

58,66%
4,94%
55,72% 56,12%

55,0%
53,98%
4,27% 4,33%
4,22%

50,0%

47,55%
45,87%
45,23%
45,0%
43,93% 3,12%
3,04%
44,6% 42,42%
2,89% 2,85%
42,4% 2,67%
42,0%
40,0%

2,79%
40,4% 2,72%
2,54%
38,2% 2,47%

35,0%
2,22%
FY18 FY19 FY20 FY21 FY22 FY18 FY19 FY20 FY21 FY22

20 |
 Continuously Offering Innovations To Customers Through Our Super App Livin’,
Wholesale Super Platform KOPRA And Smart Branches
As of Dec-2022

22Mn Downloads in 15 months 83K Registered users 18 Digital Box

16Mn Registered Users 885Mn Trx Volume 196 Hybrid

Rp2,435 Tn YTD Trx Value Rp18,567 Tn YTD Trx Value 27 Upgrade

21 |
Bank Mandiri Consolidated 2023 Guidance

Stable-Higher NIM Drivers:

• Repricing opportunity
• Changes in asset composition

Loan Growth • Stable CASA ratio and Cost of Fund

10–12% • Higher LDR

Loan Growth Drivers:

• Value Chain base higher yield segments NIM

in Commercial, Micro, SME and 5.3–5.6%

Consumer

Credit Cost
1.3–1.5% Lower CoC Drivers:
• Improvement in asset quality
• Ample coverage ratio
• Stable macro environment

22 |
Financial & Operation
A More Optimized Balance Sheet
Consolidated
Balance Sheet Summary (Rp Bn) Dec-21 Sep-22 Dec-22 QoQ YoY
Cash and Placement with BI & Other Banks 196,199 180,000 277,696 54.28% 41.54%
Receivables (Acceptances & Others) 39,572 41,102 45,575 10.88% 15.17%
Gov't Bonds & Marketable Securities 414,475 418,718 423,718 1.19% 2.23%
Loans 1,050,157 1,167,518 1,202,230 2.97% 14.48%
Loan Provisions (69,194) (69,569) (65,362) -6.05% -5.54%
Other Provisions (3,409) (3,565) (3,485) -2.27% 2.22%
Fixed & Other Assets 97,811 105,134 112,173 6.70% 14.68%
Total Assets 1,725,611 1,839,336 1,992,545 8.33% 15.47%
CASA: 899,926 949,165 1,094,554 15.32% 21.63%
Current Account 413,073 416,012 541,801 30.24% 31.16%
Savings Account 486,853 533,153 552,752 3.68% 13.54%
Time Deposits 391,251 412,132 396,291 -3.84% 1.29%
Third Party Funds 1,291,176 1,361,298 1,490,845 9.52% 15.46%
Wholesale Funding 126,686 159,011 161,136 1.34% 27.19%
Other Liabilities 85,637 87,640 88,319 0.77% 3.13%
Total Liabilities 1,503,500 1,607,949 1,740,299 8.23% 15.75%
Equity excl. Minority Interest 204,687 212,096 229,679 8.29% 12.21%
Minority Interest 17,425 19,291 22,567 16.98% 29.51%
Total Liabilities & Equity 1,725,611 1,839,336 1,992,545 8.33% 15.47%

24 |
Solid PPOP and Net Profit Growth
Consolidated

P&L Summary (Rp Bn) 4Q21 3Q22 4Q22 QoQ YoY FY21 FY22 YoY
Interest Income 25,480 28,325 31,123 9.88% 22.15% 97,749 112,382 14.97%

Interest Expense (5,735) (6,172) (7,205) 16.74% 25.64% (24,687) (24,479) -0.84%

Net Interest Income 19,745 22,153 23,918 7.97% 21.13% 73,062 87,903 20.31%

Net Premium Income 459 624 469 -24.84% 2.18% 1,788 2,468 38.03%

Total NII & Premium Income 20,204 22,777 24,387 7.07% 20.70% 74,850 90,371 20.74%

Non-Interest Income 8,482 8,577 10,500 22.42% 23.80% 32,273 35,180 9.01%

Total Operating Income 28,686 31,354 34,887 11.27% 21.62% 107,123 125,551 17.20%

Total Operating Expenses: (14,537) (12,722) (16,610) 30.56% 14.26% (49,140) (53,260) 8.38%

Personnel Expenses (6,496) (5,906) (6,987) 18.30% 7.56% (22,677) (24,642) 8.67%

G&A Expenses (5,762) (5,512) (7,587) 37.65% 31.68% (19,520) (22,102) 13.23%

Other Expenses (2,279) (1,304) (2,036) 56.13% -10.66% (6,943) (6,516) -6.15%

Pre-Provision Operating Profit (PPOP) 14,149 18,632 18,277 -1.91% 29.18% 57,983 72,291 24.68%

Provision Expenses (3,103) (4,188) (4,280) 2.20% 37.93% (19,543) (16,123) -17.50%

Profit from Operations 11,046 14,444 13,997 -3.09% 26.72% 38,440 56,168 46.12%

Non-Operating Income (99) (8) 188 N/A N/A (82) 210 N/A

Net Income Before Tax 10,947 14,436 14,185 -1.74% 29.57% 38,358 56,378 46.98%

Profit After Tax & Minority Interest (PATMI) 8,799 10,444 10,518 0.71% 19.54% 28,028 41,171 46.89%

25 |
Liquidity Remained Ample In 4Q22

Funding

97,9%
94,6% 93,5% 97,1% 93,8% 92,5%
96,4% 94,9%
89,5%89,4% 89,9% 89,2% 91,2% 87,7%
Optimizing Asset 83,0%83,0% 81,1%
86,0%
83,3% 83,7% 84,8% 83,2%
and Liability 97,0% 96,9% 80,0% 77,6%
92,8% 94,0% 93,9% 92,7%
Management 91,7% LDR
(Bank Only) 85,8% 83,8%
80,7%80,8% 81,1% 81,3% 81,2% 83,2% 81,6% MIR
78,6%
76,0%

1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 4Q21 1Q22 2Q22 3Q22 4Q22

Liquidity Ratio

217,4%
202,6% 207,8% 210,9% 196,4%
LCR & NSFR > 100% 179,2% 173,4% 177,7% 168,8% 186,0% 187,6% 197,7% 196,3%
184,6% 186,8%
167,4% 174,4% LCR
(Consolidated)
126,4% 122,7% 120,2% 120,3% 121,6%
NSFR
117,1% 116,6% 116,2% 120,8% 116,6% 113,0% 121,0% 124,2% 125,2% 121,6% 121,9% 124,4%

4Q18 1Q19 2Q19 3Q19 4Q19 1Q20 2Q20 3Q20 4Q20 1Q21 2Q21 3Q21 4Q21 1Q22 2Q22 3Q22 4Q22

MIR : Macroprudential Intermediation Ratio, defined as Total Financing (Loan & Bonds) divided by Total Funding (3rd party funds & qualified wholesale funding)
LCR : High Quality Liquid Asset divided by Net Cash Outflow
NSFR : Bank's available stable funding (“ASF”) divided by its required stable funding (“RSF”)

26 |
 Improved Profitability
Consolidated
KEY RATIOS (%) FY19 FY20 FY21 FY22 YoY
PROFITABILITY
NIM 5.56 5.10 5.09 5.47 0.38ppt
Cost to Income Ratio 45.2 47.6 45.9 42.4 -3.45ppt
Cost to Asset Ratio (annualized) 3.04 2.89 2.85 2.67 -0.17ppt
Non-Interest Income to Asset Ratio 2.17 2.07 1.98 1.89 -0.08ppt
Cost of Credit 1.40 2.47 2.05 1.44 -0.62ppt
RoA – after tax 2.18 1.17 1.72 2.21 0.50ppt
RoRWA – after tax 2.93 1.74 2.73 3.63 0.90ppt
RoE – after tax 14.02 9.20 13.48 18.08 4.60ppt
FUNDING, LIQUIDITY & CAPITAL
CASA Ratio 65.3 65.6 69.7 73.4 3.72ppt
Loan to Deposit Ratio (LDR) 96.5 83.4 80.8 80.2 -0.62ppt
Deposit to Interest Bearing Liabilities Ratio 89.0 91.1 91.1 90.3 -0.82ppt
Tier-1 Capital 19.8 18.4 18.4 18.0 -0.40ppt
CAR 20.9 19.6 19.6 19.7 0.09ppt
ASSET QUALITY
NPL Ratio 2.33 3.10 2.72 1.92 -0.80ppt
Special Mention Ratio 4.58 4.39 4.31 3.76 -0.55ppt
Coll. 1 Restructured BAU Ratio 2.20 2.53 3.22 2.46 -0.76ppt
Loan At Risk BAU Ratio 9.11 10.0 10.3 8.1 -2.16ppt
Coll. 1 Covid Restructured Ratio - 11.3 6.9 3.6 -3.33ppt
Loan At Risk incl. Covid Restructured Ratio - 21.3 17.4 11.7 -5.69ppt
NPL Coverage 144 221 243 285 41.77ppt
Loan At Risk BAU Coverage 36.8 67.7 64.3 66.5 2.20ppt
All asset quality ratios above include loan to other banks
27 |
 Loan & Deposit: Ending Balance

Loan Breakdown (Rp Tn) 3rd Party Funds Breakdown (Rp Tn)

(a) Break QoQ Current Account Savings Account Time Deposit Subsidiaries Break YoY QoQ
Corporate Commercial SME Micro Consumer Subsidiaries YoY
1.400,0
down down

1.600,0

1.490,8 100.0% 15.5% 9.5%

1.202,2 100.0% 14.5% 3.0%
1.167,5
1.200,0
1.138,3 1.361,3
1.072,9
1.400,0
1.318,4
1.050,2 1.291,2 1.269,0 297,7 20.0% 12.4% 6.6%
269,6 22.4% 21.4% 3.8%
247,2 259,7
1.000,0
1.200,0 279,2
230,5 264,9 277,1
222,0 270,9
8.5% 11.6% 5.3%
97,6 102,8 266,8 17.9% -0.1% -7.7%
95,2 1.000,0
800,0

92,1 93,8
152,1 12.6% 15.3% 3.7% 260,5 289,0
141,5 146,6 267,0 249,5
131,9 136,8 5.6% 12.0% 1.5% 800,0

64,9 66,4 67,4

600,0

60,2 62,0 428,4 28.7% 12.5% 2.8%

187,5 196,3 16.3% 13.0% 4.7%

181,0 600,0

408,5 416,7
173,8 173,0 380,9 392,8
400,0

400,0

34.4% 11.9% 1.1%

408,5 409,7 414,1 498,0 33.4% 31.6% 32.3%
376,8
200,0

370,2 200,0
378,4 355,8 372,4 376,4

0,0 -

Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
(a) Includes Institutional Banking and International Banking

28 |
Rp 185.4 Tn Disbursed in 4Q 2022
Loan Movement – 4Q 2022 (Bank-Only, Rp Tn) Loan Disbursement by Segment – 4Q 2022 (Bank-Only, Rp Tn)

33,5
26,4 14,4 185,4

185,4 23,3
101,5
4,2
5,1 932,6
907,8 17,9

32,8

97,0

3Q22 Disburs. Install. Payment Pay-off FX Impact Write-Offs 4Q22 Corporate Commercial Small Micro Consumer Total
Notes: Since 2Q21, loan movement data analysis includes short term loan, therefore not comparable to older data

29 |
Prudently Managing Retail Segment

MICRO: Outstanding Loan by Type (Rp Tn) CONSUMER: Outstanding Loan by Type (Rp Tn)
Salary-Based Loan (KSM) Others Auto Loans
160,0
Government Program (KUR) 152,1 Credit Cards Mortgages
Micro Productive Loan (KUM)
140,0
131,9
123,0 120,7 102,8
94,3 92,1 2,4
120,0

102,4 74,6 87,4 86,4

1,6 2,3
78,3 1,2 2,0
100,0

83,2 65,4 36,1

1,2 34,6 31,4
76,2 65,9 31,6 29,9
80,0

26,8
64,9 14,1
60,0
49,3 11,5 13,8 10,9 12,3
10,3
62,1
40,0
53,3
32,0 41,8 50,1
20,0
16,6 22,0 40,0 43,1 44,3 43,5 46,2
17,3 15,5 14,7 13,0 13,3 15,4
0,0

2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022

MICRO Loan Growth by Type as of Dec 2022 CONSUMER Loan Growth by Type as of Dec 2022
% to Total
% to Total Loan % to Total YoY QoQ % to Total Loan YoY QoQ
Loan Type Loan Type Consumer
Bank-Only Micro Loan (%) (%) Bank-Only (%) (%)
Loans
Government Program (KUR) 6.7 40.8 16.5 0.5 Mortgages 5.4 48.8 8.4 4.1
Credit Cards 1.5 13.7 15.2 8.6
Micro Productive Loan (KUM) 1.7 10.1 16.2 8.9
Auto Loans 3.9 35.2 15.2 6.2
Salary-Based Loan (KSM) 8.0 49.0 14.1 5.5
Others 0.3 2.3 6.3 0.6
Total Micro Loan 16.3 100.0 15.3 3.7 Total Consumer 11.0 100.0 11.6 5.3

Note: All figures are using Bank-Only ending balance loan 30 |

Wholesale Lending Sector Analysis
Industries Contributing to Wholesale (Corporate & Top 10 Industries Contributing to Corporate Loan Top 10 Industries Contributing to Commercial Loan
Commercial Segments) Loan Growth in 4Q22 Growth in 4Q22 Growth in 4Q22
Year-on-Year Year-on-Year Year-on-Year
Outstanding Increase Rp Tn % Outstanding Increase Rp Tn % Outstanding Increase Rp Tn %
55% Government 55% Water Transport. - Freights 5,1 31%
Government 13,0 13,0
6,8 14% Infra. Constr. 14% Palm Plantation & CPO 3,1 8%
Infra. Constr. 6,4
Coal Mfg. 31% Coal Mfg. 5,3 38% Shipyard Mfg. 2,1 117%
5,6
Oil & Gas 5,2 118% Metal Mfg. & Trade 4,6 35% Energy & Water 1,9 46%
Water Transport. - Freights 4,8 26% Non-Financial Services 4,1 893% Land Transport. 1,9 150%
Energy & Water 4,7 12% Oil & Gas 3,8 110% F&B Mfg. 1,8 25%
F&B Mfg. 4,6 13% Energy & Water 2,8 8% Metal Mining 1,7 89%
Metal Mfg. & Trade 4,4 25% F&B Mfg. 2,7 9% Oil & Gas 1,5 141%
Non-Financial Services 3,9 152% Pulp & Paper Mfg. 2,5 1,3
51% Pulp & Paper Mfg. 96%
Pulp & Paper Mfg. 3,8 Livestock 2,5
0 2 4 6 8 10 12 14 16 18
61% 0 2 4 6 8 10 12 14
67% Financial Services 1,1 12%

Quarter-on-Quarter Quarter-on-Quarter Quarter-on-Quarter

% Outstanding Increase Rp Tn %
Outstanding Increase Rp Tn Outstanding Increase Rp Tn %
29% 29% Oil & Gas 1,9 280%
Government 8,3 Government 8,3
8% 7% Shipyard Mfg. 1,8 87%
Infra. Constr. 3,9 Infra. Constr. 3,6
430% 872% Energy & Water 1,6 36%
Cigarrete Mfg. 3,7 Cigarrete Mfg. 3,1
18% 18% Land Transport. 1,0 43%
Coal Mfg. 3,5 Coal Mfg. 3,0
Financial Services 6% Financial Services 4% Financial Services 1,0 10%
2,0 1,1
Shipyard Manufacturing 1,8 68% Trading - CPO 1,0 29% Coal Mfg. 0,6 17%
Trading - CPO 1,1 25% Retail Trade - F&B 1,0 Cigarrete Mfg. 0,5 109%
13%
Retail Trade - F&B 1,0 Telco 0,3 Telco 0,5 11%
13% 2%
Telco 0,8 Machinery Mfg. 0,3 Palm Plantation & CPO 0,4 1%
4% 23%
Land Transport. 0,6 Retail Trade - Oil & Gas 0,3 Water Transport. - Freights 0,4 2%
8% 125%

Note: All figures are using Bank-Only loan 31 |

Balanced Earnings Contribution By Business Units

NII per Segment Analysis 2022 in Rp Bn (Bank Only) Non-Interest Income per Segment 2022 in Rp Bn (Bank Only)

Asset Spread Liabilities Spread

FY22 FY21
16.043
15.193 6.655
Consumer
8.530

13.855 5.944
13.834

3.020
7.311

2.197
4.079
Corporate
10.465 4.001
9.707

8.604
8.312 8.270 2.943
2.365

7.438 Treasury
5.062
1.668

6.455

6.260 5.261
4.477

12.173
11.636
3.793

2.678

5.565
2.907 Micro
1.930

3.480
6.545

7.513

2.467

2.962

6.644

7.342

1.814

1.861

2.371
SME
2.106

(304)

(572)
909
FY21 FY22 FY21 FY22 FY21 FY22 FY21 FY22 FY21 FY22 FY21 FY22 Commercial
Corporate Commercial SME Micro Consumer Treasury 825

32 |
 Net Interest Margin Analysis
QTD NIM, Loan Yield and Cost of Funds(a) (Bank-Only) QTD Cost of Deposits (Bank-Only)
Yield of Loan NIM CoF IBL 5,33% Cost of deposits
5,14%
8,47% 4,59% Time deposit
7,59% 7,38% 7,51% Demand deposit
7,22% 7,05% 7,06% 7,01%
6,92% 6,84% 6,89% 6,84%
3,41% Saving deposit
5,48% 3,08%
5,20% 5,18% 5,25% 2,84% 2,79% 2,74%
4,78% 4,89% 5,06% 2,59% 2,54% 2,50%
4,67% 4,58% 2,32%
4,25% 4,33% 2,08% 2,05% 2,16%
3,94% 2,00%
1,80%
3,00% 2,91% 1,62% 1,51%
2,70% 1,95% 1,91% 1,95% 1,48% 1,40% 1,38% 1,35%
2,19% 1,79% 1,36%
1,96% 1,80% 1,67% 1,62% 1,33%
1,62% 1,47% 1,46% 1,65% 1,41% 1,23% 1,19% 1,37%
1,39% 1,41% 1,11% 1,22%
1,08% 0,97% 0,91% 0,91% 0,89% 0,77%
0,59% 0,51% 0,46% 0,45% 0,45%
1Q20

2Q20

3Q20

4Q20

1Q21

2Q21

3Q21

4Q21

1Q22

2Q22

3Q22

4Q22

1Q20

2Q20

3Q20

4Q20

1Q21

2Q21

3Q21

4Q21

1Q22

2Q22

3Q22

4Q22
(a) Cost of total interest-bearing liabilities (i.e. bonds, deposits, and other interest-bearing liabilities).
Note: Figure above use average daily balance approach Note: Figure above use average monthly ending balance approach

QTD Loan Yield per Segment (Bank-Only) NIM Analysis – Bank-only, subsidiaries and consolidated (%)
12,9% Corporate Commercial SME Consumer Micro
FY21 9M22 FY22
11,5% 11,7% 11,4% 11,6% 11,5% 11,4% 11,5% 6,94% 6,70% 6,70%
11,4% 11,1% 11,2%
6,30%
10,5% 6,03% 6,20%
9,8% 5,16% 5,24% 5,42% 5,47%
9,2% 5,09%
8,8% 8,8% 8,8% 8,9% 8,8% 4,73%
8,6% 8,7% 8,6%
8,2% 8,5%
7,5% 7,9% 7,9% 7,9% 8,1%
7,8% 7,8%
6,8% 6,8% 8,0% 8,0%
6,6% 6,7%6,6% 6,7%
6,5% 6,5% 6,3% 6,5% 6,4% 6,1% 6,3% 6,5%
6,2%
6,8% 6,6%
6,1% 6,1% 6,4%
5,9%
5,5% 5,2% 5,0% 5,0% 5,0% 5,4%
1Q20

2Q20

3Q20

4Q20

1Q21

2Q21

3Q21

4Q21

1Q22

2Q22

3Q22

4Q22

Bank-only BSI Mantap Consolidated

Note: Figure above uses average monthly ending balance approach Notes: Bank Only NIM is using average daily balance approach

33 |
Non-Interest Income Breakdown Consolidated
% to Non-Interest
Non-Interest Income Breakdown (Rp Bn) 4Q21 3Q22 4Q22 QoQ YoY FY21 FY22 YoY
Income Consolidated
Loan Related Fee (a) 444 791 827 7.9% 4.6% 86.2% 2,467 3,067 24.3%
Deposit Related and Remittance Fee (b) 711 950 975 9.3% 2.7% 37.2% 3,307 3,707 12.1%
Credit Card 335 328 344 3.3% 4.8% 2.7% 1,164 1,282 10.1%
Mutual Fund & Bancassurance 130 202 228 2.2% 12.9% 76.3% 845 855 1.2%
KOPRA Fee (c) 562 529 592 5.6% 12.0% 5.4% 1,946 2,141 10.0%
E-Channel 838 831 941 9.0% 13.2% 12.3% 2,843 3,364 18.3%
ATM 168 122 118 1.1% -2.7% -29.7% 617 480 -22.1%
Livin’ App, SMS & Internet Banking (d) 441 422 461 4.4% 9.3% 4.7% 1,432 1,737 21.2%
Other E-Channel 228 287 362 3.4% 25.8% 58.9% 793 1,147 44.8%
Fixed Income, FX & Derivatives 1,251 747 1,228 11.7% 64.4% -1.8% 7,119 4,580 -35.7%
FX & Derivatives 843 532 686 6.5% 29.0% -18.6% 2,909 2,814 -3.3%
Fixed Income 407 215 541 5.2% 152.0% 32.9% 4,210 1,766 -58.1%
Core Non-Interest Income 4,269 4,378 5,135 48.9% 17.3% 20.3% 19,693 18,996 -3.5%
Cash Recoveries 1,624 1,995 1,677 16.0% -16.0% 3.2% 4,705 6,339 34.7%
Other Income 97 695 275 2.6% -60.4% 184.2% 840 1,669 98.7%
Total Non-Interest Income - Bank Only 5,991 7,068 7,087 67.5% 0.3% 18.3% 25,238 27,005 7.0%
Subsidiaries 2,491 1,509 3,413 32.5% 126.1% 37.0% 7,035 8,175 16.2%
Total Non-Interest Income - Consolidated 8,482 8,577 10,500 100.0% 22.4% 23.8% 32,273 35,180 9.0%
Non-Interest Income to Revenue 29.6% 27.4% 30.1% 2.7ppt 0.5ppt 30.1% 28.0% -2.1ppt
(a) Bank Guarantee and Trade are re-classified into KOPRA Fee since 2Q22
(b) Cash Management and Wholesale Transfer Fee are re-classified into KOPRA Fee since 2Q22

|
(c) New classification fee since 2Q22 (incl. Bank Guarantee, Trade, Cash Management, Wholesale Transfer Fee)
(d) In 4Q22, this consisted of Livin’ Fee Rp458Bn, and SMS and Internet Banking Rp3Bn 34
 Operating Expense Breakdown Growth
Rp Bn 4Q21 3Q22 4Q22 FY21 FY22 YoY %(a)
CIR Consol (%) CIR Bank Only (%) QoQ YoY
Cost to Asset Consol (%) Cost to Asset Bank Only (%)
Base Salary 1,196 1,281 1,275 -0.4% 6.6% 4,791 5,101 6.5% 7.7%
47,55%
46,25% 45,23% 45,87%
44,23% 44,61% 44,81% 43,93%
42,83% 41,96% 42,42%
Other Allowances 2,888 2,358 3,138 33.1% 8.7% 10,190 10,583 3.9% 18.9%

43,33%
44,60% Training 107 97 152 56.6% 42.5% 207 364 75.6% 0.9%
41,42% 41,84% 41,98% 42,44%
41,14% 40,40% 38,20%
39,20% 39,15%
Bank-Only Personnel Expenses 4,190 3,736 4,565 22.2% 9.0% 15,188 16,048 5.7% 27.5%
3,12% 3,16% 3,11% 3,12%
3,07%
2,97% 3,01% 3,04% IT & telecoms 792 676 783 15.8% -1.2% 2,692 2,562 -4.8% 4.7%
2,89% 2,85%
2,67%
Occupancy Related 822 723 1,047 44.8% 27.5% 2,687 3,037 13.1% 6.3%
2,98% 2,91% 2,92% 2,91%
2,86% 2,82% 2,79% 2,72% Promo & Sponsor 530 666 806 21.0% 52.1% 1,603 2,048 27.8% 4.9%
2,54% 2,47%
2,22%
Transport & Travel 103 119 154 28.9% 49.9% 339 466 37.2% 0.9%
53,3
Goods, Prof. Svcs. & Oth. 985 899 1,114 23.9% 13.1% 3,266 3,218 -1.5% 6.7%
49,1
6,5
Employee Related 688 467 888 90.1% 29.2% 2,716 2,699 -0.6% 5.3%
44,5
6,9 Bank-Only G&A Expenses 3,919 3,551 4,792 34.9% 22.3% 13,304 14,031 5.5% 28.9%
40,1
37,7 6,0
Bank-Only Other Expenses 1,811 1,113 1,419 27.5% -21.6% 5,001 4,702 -6.0% 8.5%
35,0 5,2
4,8
31,3 4,8 Bank-Only OPEX (a) 9,920 8,400 10,777 28.3% 8.6% 33,493 34,780 3.8% 64.9%
28,8
3,7
25,4 3,6 Subsidiaries - Personnel Expense 2,306 2,170 2,422 11.6% 5.0% 7,489 8,594 14.8% 14.6%
22,5 3,1 24,6
Subsidiaries - G&A Expense 1,843 1,961 2,795 42.5% 51.7% 6,216 8,072 29.9% 16.8%
18,9 3,2 19,7 22,7
17,2
2,6 16,3 Subsidiaries - Others Expense 468 192 616 221.5% 31.6% 1,942 1,814 -6.6% 3.7%
14,9
13,6
12,4
10,8 Subsidiaries OPEX (b) 4,616 4,322 5,833 34.9% 26.3% 15,647 18,480 18.1% 35.1%
9,4
8,0
Personnel expense Consolidated 6,496 5,906 6,987 18.3% 7.6% 22,677 24,642 8.7% 42.1%

8,3 9,9 11,4 12,8 14,0 15,4 16,6 17,6 18,9 19,5 22,1 G&A Expense Consolidated 5,762 5,512 7,587 37.6% 31.7% 19,520 22,103 13.2% 45.7%

Other Expense Consolidated 2,279 1,304 2,036 56.1% -10.7% 6,943 6,516 -6.2% 12.3%
FY22
FY12

FY13

FY14

FY15

FY16

FY17

FY18

FY19

FY20

FY21

Consolidated OPEX (a+b) 14,537 12,722 16,610 30.6% 14.3% 49,140 53,260 8.4% 100.0%
G&A Expenses (Rp Tn) Personnel Expenses (Rp Tn) Other Expense (Rp Tn) Notes : (a) % to consolidated total expense (QTD)

35 |
Risk Management
 Asset Quality Highlight

Consolidated Total Covid-19 Restructured Loans Consolidated Loans at Risk Including Covid-19 Restructured

% to Consolidated Loan
17,4%
16,6%
8,4% 8,0% 14,6%
6,5% 2,7%
2,7% 13,4%
5,3%
4,2% 2,4% 11,7%
4,3% 2,2%
4,6%
1,9%
4,3%
87,9 85,9 3,2% 4,0%
75,5 2,9%
3,8%
18,2 18,2 61,6 2,8%
17,3 50,7 3,1%
16,0 2,5%
69,7 14,8 7,1%
67,7 58,2 6,4%
5,1%
45,6 35,9 4,1% 3,6%

Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22

Bank -Only Covid-19 Restru (Rp Tn) Subsidiaries Covid-19 Restru (Rp Tn) NPL (%) Cat 2 (%) Cat 1 Restru BAU (%) Cat 1 Restru Covid (%)

Consolidated Gross NPL Ratio and NPL Coverage Consolidated Gross CoC (YTD)

0,1
285%
268% 300%

247% 253%
0,0 243%
250% 2,05%
0,0

0,0
200%

0,0 2,72% 2,66%

2,42%
0,0 2,24% 150%
1,57%
1,92% 1,46% 1,44%
0,0
100%
1,42%
0,0

0,0 50%

Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22
NPL - Consolidated NPL Coverage - Consolidated CoC - Consolidated

All ratios above include loan to other banks 37 |

Non-Performing Loans & Loan-at-Risk
NPL Ratio & NPL Coverage (Consolidated) BAU(a) Loan at Risk Ratio & LaR Coverage (Consolidated)
LAR Coverage (BAU) LAR Coverage (including Covid Restru Portfolio)
257% 268% 285%
243% 247% 253% 57% 60% 65% 68% 67% 65% 67% 64% 64% 64% 64% 67%
221% 220% 222% 230% 43% 42% 37%
205%
35% 42% 44% 46%
32% 32% 33% 33% 34% 39% 39%
135% 143% 144% 196%
10,9% 11,5%
10,6% 10,4% 10,0% 10,4% 10,4% 10,0% 10,3% 10,2% 9,5%
9,4% 9,1% 9,3%
3,3%
8,1%
3,5% 2,4% 3,3% 3,1% 3,1% 2,7% 2,7%
2,7% 2,3% 3,1% 3,0% 2,4% 2,2%
1,9%
4,1% 6,0% 6,0% 4,6% 4,4% 4,5% 4,7% 4,5% 4,3% 4,6% 4,3% 4,0%
4,0% 4,6% 3,8%

2,72%
3,46%

2,75%

2,36%

3,28%

3,33%

3,10%

3,15%

3,08%

2,96%

2,66%

2,42%

2,24%

1,92%
2,33%

3,4% 2,7% 2,2% 2,2% 2,2% 2,5% 2,5% 2,7% 2,7% 2,5% 3,2% 2,9% 2,8% 3,1% 2,5%

Cat 1 Restru Cat 2 NPL

Gross NPL Ratio NPL Coverage Ratio Note: If we include Covid Restru Col 1, Adjusted LaR Dec 22 would have been 11.7%

4Q 2022 Loan Loss Reserve (Bank-only, Rp Tn) 4Q 2022 Loan Stage Profile by Segment (Bank-only)

Loan Loss Reserve

Stage Total Loan LLR/Loan Stage Corporate Commercial SME Micro Consumer
(LLR)
1 11.7 829.0 1.4% 1 86.2% 82.4% 95.9% 97.3% 95.3%

2 27.3 85.1 32.1% 2 12.8% 12.7% 3.2% 1.5% 2.7%

3 15.3 18.6 82.2% 3 1.1% 4.9% 0.9% 1.2% 1.9%
Total 54.3 932.6 5.82% Total 100.0% 100.0% 100.0% 100.0% 100.0%

(a)Business As Usual or BAU means excluding Covid-19 restructured book

All ratio above include loan to other banks 38 |
COVID-19 Restructured Loans – Detailed Analysis by Segment and Risk Profile

COVID-19 Restructured Loan – Risk Profile Analysis (Bank Only)

As of Outstanding Low Med High Total

Low Risk Med Risk High Risk
4Q 2022 (Rp Tn) Risk Risk Risk Provision

Corporate 11.8 33.0% 67.0% 0.0% 8.8% 0.8% 12.7% 0.0%

Commercial 8.0 11.8% 66.7% 21.4% 19.6% 3.1% 11.8% 53.2%

SME 4.9 84.0% 10.7% 5.3% 15.9% 12.9% 24.9% 44.8%

Micro 4.1 51.4% 21.8% 26.8% 18.1% 13.6% 10.4% 33.1%

Consumer 7.1 39.3% 40.0% 20.8% 19.0% 15.4% 10.6% 42.0%

Total 35.9 38.6% 48.8% 12.7% 15.3% 9.4% 12.3% 44.2%

39 |
 COVID-19 Restructured Portfolio NPLs Analysis

COVID-19 Restructured NPLs by Risk Profile & Segment COVID-19 Restructured Loan Risk Profile

Low
Risk SME
23% 21%
High Risk
Cons. 13%
December 2022 December 2022
44%
NPL formed: High Risk NPL formed:
52% Rp1.7 Tn
Rp1.7 Tn
Low Risk
Medium Risk 39%
25% Micro December 2022
35% Outstanding:
Rp35.9 Tn

Medium
By Risk Profile Low Risk Med Risk High Risk Total Risk
49%
(a) Covid-19 Restructured NPLs (Rp) 893 Bn 424 Bn 401 Bn 1,719 Bn

(b) Covid-19 Restructured book (Rp) 13.8 Tn 17.5 Tn 4.5 Tn 35.9 Tn

(a/b) NPL Ratio By Risk Profile (%) 6.45% 2.42% 8.83% 4.79%

40 |
 Provisioning Details (BAU and Covid-Restructured Build Up)

Loan Mix
YTD Cost of Credit (%)
Business Unit (% of consolidated loan)

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022

Corporate 40.7 40.2 38.6 34.6 34.4 (0.4) 0.4 1.2 1.3 0.3
Commercial 17.0 16.7 17.5 16.5 16.3 4.8 2.5 3.4 2.7 1.1
SME 6.9 6.5 6.2 5.7 5.6 4.5 3.2 2.2 1.5 1.8
Micro 12.5 13.6 13.5 12.6 12.6 2.1 1.7 3.1 2.6 2.8
Consumer 10.7 10.4 9.7 8.8 8.3 2.4 2.1 4.4 2.3 2.4

Total Bank Only 87.7 87.3 85.5 78.9 77.6 1.6 1.3 2.3 1.9 1.2

Bank Syariah Indonesia(b) 8.2 8.3 9.3 16.3 17.2 3.8 2.1 2.3 2.4 1.2
Mandiri Taspen 1.9 2.2 2.9 3.0 3.1 0.4 0.5 1.6 2.6 2.0
(a)
Mandiri Tunas Finance 2.0 1.9 2.0 1.7 1.9 2.9 2.6 4.3 3.7 1.9
(a)
Mandiri Utama Finance 0.5 0.5 0.5 0.5 0.5 5.2 3.4 3.8 4.2 5.6
Total Subsidiaries 12.6 12.9 14.7 21.5 22.6 3.2 1.9 2.5 2.5 2.2
Elimination -0.3 -0.2 -0.3 -0.4 -0.2
Total Consolidated 100.0 100.0 100.0 100.0 100.0 1.8 1.4 2.3 2.1 1.4

NPL Coverage – Consolidated (%) 142.8 144.3 229.1 243.5 285.2

LAR BAU Coverage – Consolidated (%) 41.7 36.8 67.7 64.3 66.5
(a) Non-Joint Finance only
(b) For 2017-2020, number refer to Bank Syariah Mandiri stand alone

4141 ||
 CAR and CET1 Ratios are Well Above Minimum Requirement (Bank-Only)

Total CAR 21.64% 20.96% 21.39% 19.90% 19.60% 19.46%

1,07% 1,10%
Tier 2 1,14%
1,09%
1,09% 1,10%

20,57% 20,29%
CET 1 19,82%
18,81% 18,51% 18,36%
(Equivalent to Tier 1)

2017 2018 2019 2020 2021 2022

RWA (Rp Tn) 707.8 799.2 882.8 827.5 894.0 986.1

Leverage Ratio (%) 13.9 14.3 14.8 12.1 11.5 11.0

Leverage Ratio = Tier 1 Capital divided by Total Exposure (On Balance Sheet Exposure + Derivatives Exposure + Securities Financing Transaction Exposure + Other Off-Balance Sheet
Exposures)

42 |
Super App Livin’
 Continuously Self-Disrupting By Harnessing Innovation To Generate Real
Business Outcomes

Delivering all financial services and integrated with Designed as a journey to go BEYOND BANKING,
URBAN LIFESTYLE ecosystem In ONE APPLICATION with every stage laying the foundation for sustainable growth

We are here!
Comprehensive
Banking Experiences
We are ready to swiftly adapt
All banking services ENDLESS OPPORTUNITIES
controlled in your hand
Venturing into digital ecosystem,
creating a complete cycle
Full-suite
Financial Services THE NEXT BIG THING
Complete financial services Monetizing the crowd,
from insurance, investment democratizing the services
and consumer financing
STAGE 3
Shifting from physical UNLOCKING VALUE

Open Ecosystem distribution-led growth into a

new digital model
Integration with best
STAGE 2
BUILDING THE CROWDS
customer lifestyle
ecosystem

STAGE 1

44 ||
Undisputed Results! 22 Mn Downloads In A Year, Highest In The Industry

22 Mn 17 Mn* 16 Mn ~60% ~50%

Downloads Incremental downloads Registered Growth Transaction Vol. Growth Transaction Value
since launched HIGHEST in the industry User FY2022 (YoY) FY2022 (YoY)

Quarterly Transaction Volume (in Mn) Quarterly Transaction Value (in Rp Tn)

ATM Livin' 800

ATM Livin'
717
600
558
700

550 2022 Transaction Volume 2022 Transaction Value 630

500
1.939Mn Rp2.435 Tn 578
500
464 600

508
450

417 2.1X 486

500

400
357 365 380 425
341 339 388 3.6X
350

301 290 316 1.4X 400

333 341
274 284 307
281
300
259 289 280 2.3X
300
250
279 264 271 234
253 259 262 197
200 241 235 244
146 200
229 244 365
128 200 229 230
150
200 210 199 208 193 205 200
166 174 100
100

*Total downloads in 2022 45 |

 Demonstrated Strong Traction! Powering The Growth Of Retail Business
In A Relatively Short Period Of Time
%Incremental personal %Credit card
%Deposits linked to Livin’
loan balance from Livin’ installments via Livin’

Incremental
deposits,
30%
+10% contributed by
new customer
+15%

75% 75%

65% +15% 20% 60%

5%

Des 21 Des 22 Des 21 Des 22 Des 21 Des 22

of bankwide’s incremental deposits of the incremental personal

~30% is contributed by new customers
through Livin’
~20% loan balance is contributed by
Livin’
~75% of credit card installments
are done through Livin’

46 |
 Continuously Making Big Leaps, Livin’ Around The World!

Serving 8mn diaspora globally in 119 SignUpAnywhere!

countries worldwide with local SIM card

Cancel

KANADA

BELANDA
INGGRIS
SOUTH
UK (Nov 22)
U.E. ARAB KOREA TAIWAN
PRANCIS USA
HONGKONG
Saudi Arabia
MALAYSIA
BRUNEI CAYMAN
JEPANG DARUSSALAM ISLAND

SINGAPORE

AUSTRALIA

…and many other countries

SG (Des 22)

USA (Jan 23) UAE (Des 22) Saudi Arabia (Des 22)
More features to come to complement diaspora’s needs

47 |
 Sukha & Investment: Satisifying Customers’ Needs Beyond Ordinary
Banking, An Innovative Way To Bring The Masses In
Venturing beyond banking! non-stop innovation to bring Democratizing investment, unlocking the door to wealth
digital lifestyle use cases creation for the masses
Launched: May 2022 Growth Since Launched: Launched: May 2022 Growth Since Launched:

Growth of
2X Growth of
User Base
4X user base
Upcoming
Feature:
Bonds
Product

Growth of IDR
Value of
IDR 4X transaction
Value
value
~3Tn transactions
~58.1Bn of transactions*
In Partnership With:

Concert & Game

Pharmacy Plane Train Golf
Event Voucher
Ticket Ticket Course
…and many more

48 |
 Endlessly Innovating, Focus On Staying Relevant And Creating New
Revenue Streams

October 2021 December 2021 January 2022 May 2022 June 2022 November 2022 December 2022 Q1 2023

First Bank Exclusive mobile Seamless access Ecosystem Skip the Registration for Credit Card as Cross border Primary Virtual BNPL
Public
that implemented banking partner to broad Integration queueing using overseas a SoF for QRIS Remittance Bonds Card (buy now,
Launch
BI-Fast of MotoGP 2022 spectrum of for every branch customers payment pay later)
investment customer reservation at
products needs any branch And 10+ more features to come…

49 |
Super Platform Kopra
 Mandiri To Be The Main Operating Bank For Our Wholesale Clients
Cash Inflow Solution

CASH MANAGEMENT – BILL COLLECTION, AUTO DEBIT

Solutions for incoming fund through automatic debit, easy identification, and
biller receipts reconciliation

TRADE - AR FINANCING AND BILL PURCHASING

Post shipment financing solutions to shorten account receivable turnover Win Wallet Share
by Capturing
VALUE CHAIN – SUPPLIER FINANCING, AR VALUE CHAIN FINANCING
Shortening trade receivables by taking over supplier bills without recourse Transaction

Cash Outflow Solution

CASH MANAGEMENT – PAYROLL TAX & UTILITIES PAYMENT

Convenient tax & utilities payment using cash management solution

TRADE – STANDBY LC, TRUST RECEIPT, BANK GUARANTEE

Bank guarantee & post-import trade financing for payment options

VALUE CHAIN – DISTRIBUTOR FINANCING

Solution for Distributors/Buyers within value chain ecosystem

Liquidity Management

CASH MANAGEMENT – CASH & NOTIONAL POOLING

Fund consolidation service for business group to optimal use of liquidity

TRADE – PRE-EXPORT FINANCING

Pre shipment financing solution to manage companies’ liquidty

51 |
 A “One Stop Shopping” Solution For Your Business Needs

Single Sign On Wholesale Solution Through KOPRA

Cash Management | Trade & Guarantee | Value Chain | Foreign Exchange

Remittance Tracking
Financial Dashboard Tracking status telegraphic transfer
Balance & Limit information, from Mandiri to other banks
transaction reminder, special rate
information
Supplier Onboarding
Easy registration for supplier to join Kopra
External Bank Account Information ecosystem
Other banks’ account information are
displayed on the Kopra financial dashboard
Kopra Mobile Apps
Approve transaction, check financial dashboard,
Online Subsidiaries Registration and validate Bank Guarantee on the go
Register company group member with
ease
Market Overview
Market highlight, macroeconomic forecast, and
Online Onboarding Current Account Virtual Assistant economic overview via Kopra
Open a current account digitally through Kopra Face-to-face communication via voice call, video
call or chats with bank

Hospital Solution | Smart Account | Custody | Billing Reconciliation

52 |
First Domestic Bank With Mobile App For Wholesale Customer

KOPRA Mobile App KOPRA Mobile Token

Cash Management Transaction

Approval
Cash Management transactions approval Soft Token
on the go.
Authorize transactions with ease using either
QR Code or OTP Code through Kopra Mobile
Financial Dashboard Token

Consolidated Financial Dashboard in one

screen.

Approval of Limit Management and

Online Subsidiaries
Approval of application for Limit Convenient
Management and Online Subsidiaries
Registration with ease. Avoid the hassle of bringing
conventional Token
everywhere
Bank Guarantee Confirmation

Scanning QR Code through Mobile App to

validate Bank Guarantee
 Securing Mandiri’s Position As The Lead Operating Account Bank For
Business Clients

Bank Mandiri Wholesale Transaction By Type of Product

Total Wholesale Cash Management E-FX Value Chain

Tx Value Tx Value Tx Value Tx Value
(Rp Tn) (Rp Tn) (Rp Tn) (Rp Tn)

Smart
Account
E-FX

Value Chain
15.223 18.567 11.410 13.837
110 209 49 51 Billing
Reconcilliation
Dec-21 Dec-22 Dec-21 Dec-22 Dec-21 Dec-22 Dec-21 Dec-22

Total Wholesale Trade & Bank Guarantee Value Chain

Total KOPRA FBI
Tx Volume Tx Value Tx Volume Trade &
(Rp Bn)
(In Mn) (Rp Tn) (In Thousands) Guarantee

Hospital
Solution

Cash Mgmt
Cash Lite
1.946 2.142
617 885 647 879 165 174 Online
Custody
Dec-21 Dec-22 Dec-21 Dec-22 Dec-21 Dec-22 Dec-21 Dec-22
**Figures represent a
FBIcustomer per month
consists of guarantee, Trade, cash management, and others (custodian, transfer, & e-fx)
54 |
Smart Branch
The Role Of Branch Has Been Changing In Bank Mandiri

# of branch is declining, followed by the Most of the Financial Transaction in branch are 50% of the remaining branch activity is cash
number of transaction in branch moving into Livin’ related
# of Branch # of Branch Fin. Trx (in Mn) Sales & Canvassing Complaint Handling
# of financial transaction per branch ('000) # of Digital Fin. Trx (in Mn) Cash Transactions Non-Cash Transactions

70
66 66
183
1.657
58 173
2.631 2.632 170

52 52
2.583 146
8%
124
2.510 123 25% 16%
1.028

2.402
662
2.363

479

345 51%
287

2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022
Including 241 Smart Branches

56 |
Mandiri Changes The Concept Of Branch To Experience Center
Traditional Branch: Point of Contact and Transactional Smart Branch: Point of Sales and Experience Center

Branch Focus
Branch Focus • Sales focus and regional ecosystem business development
• Focus on customer point of contact • Handling beyond transaction
• Transaction in Teller and Customer Service Dominates • Digital financial literacy education

Customer Experience
Customer Experience • Digital based solution (eReservation, CRM, CSM and vBox)
• Manual form input that based on paper • No waiting time (via branch reservation)
• 10+ minutes on waiting time • Customized product offering and advisory, powered by
• Full offline assistance upskilled staff
• Semi digital assistance

System Back End System

• Isolated back-end system • Integration to all digital channels
• Standalone system that not integrated with other channels • Paperless transaction and cloud database
• Lack room of improvement • Agile development

57 |
Smart Branch Has Been Rolled Out With Three Categories
Mandiri just rolled out 241 smart branches pilot project that has highest traffic in the region

Digital Box Hybrid Branch Upgraded Branch

“Full self service digital smart branch that “Limited assisted smart branch that have that “Full assistance smart branch that
focus on digital savvy society” focus on meeting customers business need” requires expertise and various financial needs”

PREFERRED LOCATION PREFERRED LOCATION PREFERRED LOCATION

1. Shopping Center 4. Bus Terminal/ Hub 1. Hospital 4. Government 1. Traditional Market 4. Factory Area
2. Airport 5. Recreational Park 2. Shopping Center 5. Residency 2. Government 5. Hospital
3. Train Station/ MRT 6. Public Area 3. Business Center 6. Office Building 3. Business Center 6. Commercial Area

1–2 2-4 BUSINESS 3-5 BUSINESS

GENERAL GENERAL
CRM CRM VBOX SOLUTION CRM GENERAL
VBOX BANKERS e-FORM e-FORM SOLUTION
CSM CSM BANKERS EXPERTS CSM BANKERS EXPERTS

58 |
Smart Branch Also Offer Our Customers A Seamless And Enjoyable
Customer Journey
Smart Branch Feature Customer Journey and Deposit Withdrawal

Branch Reservation via Livin’ Fill Out Form through Tablet (Paperless)
Conventional Branch

Come Fill out Form Standing Queuing Teller

Self Service with Machine
(Customer Service Machine and Cash
Recycling Machine)
Transact Without Queuing
Approx. 15-20 minutes process

Smart Branch

Discuss Financial Solutions at

Digital Service through V-BOX
Branch Lounge
E-Reservation Scan Welcoming Machine General Bankers

Approx. 4-5 minutes process

Reimagining Role Of Banking Frontliners In A Branch
Composition changes customer service, teller and general bankers Transform conventional bankers into ‘muti-talented’ bankers

# of Customer Service & Teller # of General Banker* CONVENTIONAL APPROACH

• KPI focus on service

• Segregated role (CS, Teller and Sales) in
long period of time
23% 24% 26% • 80% of the time spent on transaction and
28% 30%
operational
46% Teller Customer Service • Lack in retail loan product knowledge

GENERAL BANKER: ONE-FOR-ALL

Customer
Service • KPI focus on sales and service
77% 76% 74% 72% 70% • Interchange role between Teller and
Digital Customer Service
Teller
54% Advisor
• Focus more on sales
• Able to processed both funding and retail
loan product application
Banking
Hall
• Offer financial solution advisory
Sales Force
Ambassador

2017 2018 2019 2020 2021 2022

* Prior to 2022, General Banker used to be Branch Sales Person 60 |
 Smart Branc Implementation & Impact since launched

Avg Micro Personal Loan booking

What does it mean to our Cost to Income Ratio? Avg CASA Balance (Rp Bn)
per week per branch (Rp Bn)

• Potential DECREASE in the number of operational employee (CS and

+45.2% +31.8%
Teller) within a branch

• Potential INCREASE in the productivity (as customer service and teller

become a general banker)

SELF SERVICE MACHINE DIGITAL BOX

987 1.434 19 25

Before After Before After

Avg Mortgage booking Avg Auto Loan booking

per week per branch (Rp Bn) per week per branch (Rp Bn)

VIDEO CONFERENCE BOX CRM & CSM MACHINE +41.3%

+56.1%

7 11 5 7

Before After Before After

Notes:
- Before are calculated from January to July 2022 61 |
- After are calculated from August to December 2022
Subsidiaries Performance
 Subsidiaries Performance

Sharia Banking Insurance Subsidiaries Net Profit(b) Contribution To Mandiri Group

Rp Billion

Net Profit After Tax NPAT Ownership

Loan : Rp207.7 Tn (21.3% YoY) Total : Rp 5.1 Tn Rp 2.6 Tn
Revenue (10.3% YoY) (14.7% YoY)
ROE : 15.8%
ROE : 38.1% 10.9%

▲49.6%
Niche Banking Multi-Finance YoY
8.524
▲ 45.0%
1.131 YoY 4.680

1.206 942
Loan : Rp36.9 Tn (17.7% YoY) : Rp 45.1Tn Rp24.5 Tn 5.699
Loan 710
(13.6% YoY) (47.5% YoY)
744 3.229 616
ROE : 27.5%
ROE : 26.7% 42.3% 1.172
646 683 362
246
350 598
Investment Banking International Banking 1.036
125
528
4.305
(a)
3.028 2.162
1.543
Total : Rp3.6 Tn Rp440 Bn Rp5.8 Tn Total : Rp3,776 Bn Rp24.4 Bn
Asset (18.5% YoY) (-8.3% YoY) (56.9% YoY) Asset (44.5% YoY) (4.8% YoY)
2021 2022 2021 2022
ROE : 23.6% 9.7% 4.9% ROE : 1.4% 4.81%
Bank Syariah Indonesia AXA Mandiri Financial Services Mandiri Tunas Finance
Mandiri Taspen Pos Others Total
Notes:
a) Owned 99.93% through Mandiri Sekuritas 63 |
b) Net Profit After Tax and Non-Controlling Interest
 Bank Syariah Indonesia

Financial Performance
Financial (Rp (Rp
Performance Bn) Bn) Strategy Focus in 2023
FY21 FY22 YoY Growth
Healthy and Sustainable Business
Loan 171,291 207,705 21.3%
Growth: aggressive growth in consumer,
% to Mandiri Loans 16.3 17.3 1.0ppt
Deposit 233,251 261,491 12.1% 1 pawning and micro products, and
moderate funding growth focus in
Revenue 16,245 19.280 18.7% improving CASA
NPAT 3,028 4,305 42.2%
% to Mandiri NPAT 10.8 10.5 (0.3ppt)
Key Financial Ratio Syariah Ecosystem Intensification:
Cost of Fund (%) 2.4 1.6 (0.7ppt) 2 platform development, payroll business
and Islamic ecosystem
Gross NPL (%) 2.9 2.4 (0.5ppt)
Coverage Ratio (%) 148.9 180.2 31.3ppt
LFR (%) 73.4 79.4 6.0ppt
CAR (%) 22.1 20.4 (1.7ppt)
ROA (%) 1.6 2.0 0.4ppt Wholesale and Retail Collaboration:
ROE (%) 12.9 15.8 2.9ppt 3 building entry gate for retail and consumer
FBI Strategy Focus: E-channel and Pawning

Fee-based Income (Rp Bn) FY21 FY22 YoY

Digital Initiatives: super apps, bionic
E-channel
Pawning
723.3
590.5
895.7
638.9
23.8%
8.2%
4 banking and other new services

Collection 762.5 1,009.4 32.4%

Operational 230.7 257.7 11.7%
Risk Management Optimization:
Treasury 125.7 198.2 57.7%
Others 629.7 711.7 13.0%
5 portfolio mix financing and ERM system &
GRC implementation
Total 3,062.4 3,711.6 21.2%

64 |
 AXA Mandiri Financial Services
Strong growth of NPAT in 2022

YoY Life Insurance Market Rank2

IDR bn 2019 2020 2021 20221
Growth

Bancassurance
Gross Written Premium 9,504 11,199 12,845 12,454 -3.0% Rank
#2
(14% m/s)
Total Gross Claim 5,348 4,856 9,052 12,199 +34.8%
Telemarketing
Rank
Management Expense 948 1,010 1,023 1,087 +6.3%
#2
(20% m/s)
Net Profit After Tax 1,004 1,002 1,036 1,172 +13.1%
All Channel
Rank
Total Asset 32,753 37,556 41,079 39,733 -3.3% #4
(7% m/s)

Risk Based Capital 589.2% 536.5% 423.1% 477.6% +54.5pt

1)Unaudited financial statement

2)Based on Weighted New Business Premium, AAJI report Q3 2022

65 |
Mandiri Taspen
Bank Mantap is Still on The Right Track To Be Indonesia’s Best Pension Business Bank
Financial
Financial Performance
Performance (Rp(Rp
Bn)Bn) Net Interest Margin, Yield of Assets & CoF
YoY
2018 2019 2020 2021 2022
Growth 16,8%
Loans 15,526 20,316 25,662 31,351 36,911 17.7%
% to Mandiri Loans 1.9 2.2 2.9 3.0 3.1 0.1ppt 15,1%
14,4% 14,1%
Deposits 15,260 19,864 27,581 34,128 40,664 19.2% YoA 13,6%
13,1% 12,8%
NPAT 334 445 429 646 1,206 86.8%
% Mandiri NPAT 1.3 1.6 2.2 2.3 2.9 0.6ppt
Key Financial Ratios:
CER (%) 57.9 55.1 51.9 44.0 41.3 (2.6ppt) 7,5% 7,2% 7,2%
CoC (%) 0.6 0.5 1.5 2.5 1.8 (0.7ppt) 6,6% 6,4%
Gross NPL (%) 0.6 0.7 0.8 0.8 0.8 0.0ppt CoF
4,7%
CAR (%) 24.3 21.7 17.4 19.4 20.3 0.9ppt 4,2%
ROA (%) 2.6 2.6 1.9 2.0 3.2 1.2ppt
ROE (%) 20.5 19.3 14.9 17.7 27.5 9.8ppt

Total Loans (Rp Tn) & Loan to Deposit Ratio

89,6% 91,7% 92,8% 90,3% 87,7%
87,2% 86,5% LDR

NIM

Loans

4,9 10,5 15,5 20,3 25,7 31,4 36,9 7,6% 6,6% 6,9% 6,0% 6,4% 6,9% 6,7%
2016 2017 2018 2019 2020 2021 2022 2016 2017 2018 2019 2020 2021 2022

66 |
Mandiri Tunas Finance
Strong Franchise In New Cars Financing

Disbursement by JF vs NJF (Rp Bn) Disbursement by Vehicle Type (Rp Bn) Financial Performance (Rp Bn)
New Car Used Car Motorcycle
JF Non JF
2018 2019 2020 2021 2022 YoY Growth

52 Loans 43,490 46,843 41,607 39,731 45,123 13.6%

28
46 1.317 % to Mandiri
5.3 5.2 4.7 3.8 3.8 (0.0ppt)
945 2.490 Loans (%)

NPAT 403 447 (299) 246 710 189.5%

% to Mandiri
1.6 1.6 (1.7) 0.9 1.8 0.9ppt
32 NPAT (%)
10.798 10.048 1.623 Disbursement 26,991 28,780 16,740 20,621 27,769 34.7%

31 Key Financial Ratios:

935
14.152 8.080 NIM (%) 2.7 2.6 1.6 3.3 4.2 0.9ppt
5.315
CER (%) 48.3 47.6 72.7 48.8 46.7 -2.1ppt

CoC (%) 2.1 2.2 4.2 3.7 1.9 -1.8ppt

NPL (%) 0.8 0.8 0.8 1.0 0.7 -0.3ppt

ROA (%) 3.3 3.2 (2.1) 1.7 4.3 2.6ppt

ROE (%) 20.7 19.5 (12.4) 11.0 26.7 15.7ppt

12.840 17.981 11.424 12.540 17.722 26.001 27.412 15.773 18.964 25.251

2018 2019 2020 2021 2022 2018 2019 2020 2021 2022
67 |
Environmental, Social &
Governance
Bank Mandiri ESG Performance at a Glance
We have recently established a dedicated ESG Group as part of our commitment toward sustainable business

ENVIRONMENTAL SOCIAL GOVERNANCE

ASSETS As of Dec 2022 ASSETS As of Dec 2022 ESG GOVERNANCE

Loan to Green Sector Loan to Social Sector % share to Bank Only Loan We have recently established a dedicated ESG Group
% share to Bank Only Loan
as part of our commitment toward sustainable business​
Rp106 Tn 11.4% Rp122 tn 13.1%
Government DATA PRIVACY & DATA SECURITY
Credit Card Retail EV Sustainable Financing for
Subsidized Loan
for Solar Financing Linked Loan ↑16.48% more 2.56mn 142K Women in Rural
Panel (Rp 58Bn) (SSL)
YoY Borrowers & Loan women Village through Developed EDA (enterprise data analytics) which is
Portfolio Rp62 Tn Amartha
operated by more 140 data scientist and data analytics *)
LIABILITIES LIABILITIES
#1 Formed CISO office that is responsible for the Bank’s
46% of USD 300Mn Sustainable Bond Information Security Management and invested in
of USD 300Mn Sustainable Bond
allocated to Green Projects
Launched 1st ESG
Repo in Indonesia
54% allocated to Sosial Projects 87employees (as of June 2022), compare to 2018, we
had 33 employees*)
OPERATIONS CSR & GENDER DIVERSITY
ISO 27001 Certified, to manage cyber security threats in
Lesser Carbon Footprint
305 family banking systems & cyber operations
2019 10.7
GHG
Intensitity / 2020 Through Digital Services 23% receive clean energy from
recycle 193 Tons of biowaste
ISO 9005 Certified for contact center, operation of Data
9.8 Social Purpose Center, Disaster Recovery Centre & IT Infra
Employee*) (Nov’22)
2021 8.2 Expense in 2022 ISO 2000 Certified for IT application support.
*) Scope 1,2,3 operation all branch
52% 943 family urban city liveness detection & face recognition features
Bank with EV as Providing 2 EV charging receive economic value from to minimize the misuse of customer data & changing
#1 operational cars station in Headquarter Female
Employee
10 garbage bank, managed personal data (new customer). All customer could
Office Jakarta & Bali 73,7 Tons of Waste rectification personal data through all branches or
through call center for credit card consumer.
1 building w/ solar panel
243 branch w/100% LED light
GOLD DESIGN GREEN
BUILDING by GBIC
46% FEMALE TALENT FACTORY
3 building w/ Recycle Osmosis Female Top Level 10 alumni BMRI become
(DRC Indjoko) (AVP above) Invested about 6% of total technology budget tor risk tech
5 building w/ Low Emission Glass C-level in other companies
investment. And in 2022, increase it by 38%
SDGs: 6 l 7 l 8 l 9 l 11 l 12 l 13 l 15 SDGs: 1 l 2 l 3 l 4 l 10

*) as of June22 on data infrastructure69 |

 Environmental

Bank Mandiri Responsible Banking Practice

Sustainable Portfolio (in Rp) Bank Mandiri Credit Policy

Prohibit financing project that endanger the environment

Renewable Energy Sustainable Palm Oil MSMEs

6.1Tn 92.9Tn 117Tn Illegal logging

Prohibit Peatland Financing

Sustainable water & Clean Transportation Others (green buildings, access to

essential services and pollution
Prohibit Gambling Business
wastewater management
prevention & control)
0.9Tn 3.1Tn 5.1Tn
Prohibit Pornography & Human Right Violations
25% 25% 25% 24% 25%
23%
20% Contrary to moral norms

Prohibit Drugs and Narcotics

156,5 176,1 205,4 210,0 226,3 221,1 228,8 other sectors prohibited by other laws and regulations.
2019 2020 2021 1Q22 2Q22 3Q22 4Q22
Sustainabe Portfolio (Rp Tn) % to Total Loan
70 |
 Environmental

Towards Responsible and Inclusive Financing Palm Oil Sectors

Number of CPO Farmers We Financed Palm Oil Segment Proportion (in Rp Bn) Bank Mandiri Palm Oil Sector Lending Policy

Wholesale SME Micro Total

87.236 88.456 Evaluation Criteria:
77.935 • AMDAL
81.604
75.481 8.332 10.753 • Health & Safety Certification
67.209 71.845 6.267
8.272 8.669 • **
ISPO Certification
66.391 5.087 7.093
3.593
54.675 2.053 6.184 6.353 • Environmental Policy
6.169
47.666 • No Peatland & Exploitation
• ISO 14001 & OHSAS 18001
36.257 • Human Rights & Labor Policies
24.319 • Protect High Conservative Value Carbon Stock Peatlands.
• not employing underage workers & nondiscrimination
• availability of fire monitoring systems & crisis center/fire
response teams
58.170 62.068 64.040 68.245 70.632 69.034 • installed a Sewage Treatment Plant (IPL) to process
wastewater
2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022

Certified Palm Oil

80% SHARE OF CERTIFIED CPO PLANTATION & REFINERY(a)
ISPO and/or RSPO Uncertified

GHG Emissions Control Wholesale 80% 20%

Corporate 88% 13%

Commercial 77% 23%

Community Engagement Community engagement for (a) Including debtors who are in the certification process
for Schools sustained livelihood 71 |
 Environmental

Bank Mandiri Takes Part in Supporting Indonesia’s Energy Transition

Government Aspiration on Energy Transition Renewable and Non-Renewable Energy Portfolio (in Rp Bn)

PLN Long-Term Plan in %

100% 22.745 23.078 23.713 23.381
22.149
90% 4.709 4.836
4.281 4.444
18.218 5.011
80%
29% Electricity Supply Business Plan
19%
70% 15% reiterates the government's intention to 2.540
16%
60% 45% cut 29% of greenhouse gas emissions
50%
50%
53% by 2030. 9.357 9.709 9.220
797
40% 10% 1.610 1.482
30% 10% Laying the foundation for Indonesia
20% 14% energy transition to achieve carbon
4% 15% neutrality by 2060. 7.747 8.912 7.738 15.679 18.464 18.634 19.004 18.545 17.138
10% 16%
68% 62% 59% 24%
0% 2017 2018 2019 2020 2021 1Q22 2Q22 3Q22 4Q22
2020 2025 2030 2040 2045 2050 2060
Non-Renewable Renewable Total
Steam Gas Nuclear Hydro Geothermal Others Solar

Supporting Indonesia’s Energy Transition Projects Bank Mandiri Coal Sector Lending Policy

For the Energy sectoral policy, Evaluation Criteria:

particularly the construction of a • AMDAL
new Coal-fired Power Plant, Bank • Health & Safety Certification
Mandiri considers the financing • Environmental Policy
period to align with the • ISO 14001 & OHSAS 18001
government’s energy transition • Human Rights & Labor Policies
timeline and pays attention to the • Not employing underage workers & nondiscrimination
debtor’s environmental (carbon • Environnemental Management Efforts (UKL-UPL)
emissions, coal ash, water and • Water and Waste management Policies
waste management) and • Protect High Conservative Value Land
employment policies.
Poso Hydro Power Plant Kerinci Hydro Power Plant Nickel Smelter for EV
With total capacity 515MW, contributes With total capacity 350MW Battery
about 10.69% of the total EBT for the
Southern Sulawesi electricity system.

72 |
 Social

Bank Mandiri Impact to Society: Financial Inclusions

Government Subsidized Loan
Portfolio Colloboration through our 158,416 Rp2.13tn
subsidiary, MCI Clients Loan Disbursed
Rp 62tn 2.56mn
# of borrowers

Through a joint effort by Ministry SOE,

RMU Program provides training and assistance Collaborating the program gathers, empowers and
KUR builds SMEs to become qualified
farmers in Kebumen & Pamarican and builds a With Fintech
smart & corporate ecosystem, to be more MSMEs in Indonesia.
productive, effective, and premium on pricing. The Bank Mandiri has helped small
capacitity of production on this project is 3 businesses to enhance digital marketing
Ton/hours. capabilities.

11K farmers Delivers impact to

13,969 MSMEs
Rice Milling Rumah BUMN
Unit 3,162 are Listed in E-Commerce

Mandiri Sahabatku is a financial

± 5Mn Helping the distribution of banking
products to all corners of Indonesia
and providing total employment
management and entrepreneurship People opportunities to
training program for Indonesian (Inc. 2.28Mn account from branchless agent)
Migrant Workers (PMI).
Mandiri 156,191 agents
Branchless
16,644 Sahabatku
Banking
PMIs became entrepreneurs

73 |
 Governance

Bank Mandiri Cyber Resilience Framework

Bank Mandiri Data Security in 3-Pillars
Governance & Awareness Protection Operations
1. Security Awareness 1. Defense Mechanism 1. Security Operation Center (SOC) 24x7
• Program for all employees: Implementing multi-layered tools (application, network, endpoint, Monitor and detect Cyber-threat lead to data breach;
Knowledge about Data classification, Secure data server level) to protect Bank’s data, e.g. : DLP tool, Removable fast respond & recover once breach happened.
handling, Proper data usage, media Blocking, Secure protocol for Data transmission (e.g. Secure
Media: Certification (e-learning), Podcast, Newsletter, File Transfer Protocol (SFTP), Hypertext Transfer Protocol Secure 2. Threat Intelligence
Poster (HTTPS)), Firewall, Virtual Private Network (VPN) with Multi-Factor Gather information about latest cyber-threat
• Program for customers: Authentication (MFA), Disk encryption, Backup encryption Technique, Tactic, & Procedure (TTP) to anticipate and
Knowledge about Secure transaction, Anti-fraud 2. Penetration Testing mitigate data breach attack.
awareness Regular (annually) & ad-hoc (every system development) penetration 3. Vendor Security Assessment
Media: Website, Prompt Notification, Poster, Video, testing to identify & fix application vulnerabilities; preventing data Conduct 3rd party assessment and audit to ensure they
Podcast leak. handle Bank’s data securely; assessment method:
2. Security Policy related to data: 3. User Access Management interview, questionnaire fulfillment, and site visit
• Data security governance in-place to give a • Protecting the data by implementing least-privileged & need-to-
standardized procedure to handle and use data know principle (authentication & authorization); and regular review 4. Data Center
securely. of user access. Located in 3 different locations across Indonesia to
• Sample policies: Data Loss Prevention (DLP) policy, • Utilizing tools: minimize force majeure impact.
Data encryption policy, User access management a. Identity Access Management (IAM): management of user ID
policy, Data sharing policy; reviewed annually. level/expiry date
3. Organization Structure & Personnel b. Privilege Access Management (PAM):
• Dedicated team to handle Data security operation server’s privilege user management
• Annual training & professional certification to support c. Local Admin Password Solution (LAPS): PC/Laptop’s admin
capability development related to data security user management

Enabler
Executive Oversight Regulations International Standard International Best Practice
Data privacy and security are monitored by Board of Commissioners through Risk ISO 27001:2013
Monitoring Committee (KPR) and the Board of Directors through Risk Management & ISO 9001:2015 NIST
Credit Policy Committee (RMPC) on quarterly basis ISO 9001:2015 Framework

POJK 38/2016 & PBI PJP ISO20000-1:2018

SEOJK 21/2017 MRTI No 23/6/PBI/2021 ISO 37001:2016

74 |
Appendix
Breakdown of Interest Income & Interest Expense
In Rp Bn

4Q21 3Q22 4Q22 QoQ YoY

Interest Income
Loans 15,756 17,676 19,221 8.7% 22.0%
Government bonds 3,545 4,113 4,207 2.3% 18.7%
Marketable Securities 979 746 814 9.2% -16.8%
Consumer financing 1,125 1,247 1,394 11.8% 23.9%
Placement at BI and other banks 145 302 711 135.3% 388.8%
Others 98 133 160 19.8% 63.6%
Syariah Income 3,833 4,108 4,617 12.4% 20.5%
Total 25,480 28,325 31,123 9.9% 22.1%

Interest Expense
Time Deposits 2,575 2,479 2,910 17.4% 13.0%
Savings 763 863 847 -1.9% 11.0%
Current Account 1,294 1,295 1,709 32.0% 32.1%
Borrowings 470 626 844 34.8% 79.6%
Securities issued 628 905 888 -1.9% 41.4%
Subordinated loan 1 0 1 271.4% -2.4%
Others (Incl. Syariah Expense) 4 5 6 36.1% 58.7%
Total 5,734 6,172 7,205 16.7% 25.6%

76 |
 Improvement in Asset Quality
Write Off & Recovery (Rp Bn) – Bank Only Net NPL Formation (a) (%) – Bank Only
33,3% 38,7% 38,5% 38,2% 44,1% Corp Comm SME Micro Cons Total Bank Only
36,3%
20.000

18.000
28,8%
16.000

2017 (0.51) 4.06 5.67 3.40 3.32 2.13

14.000

2018 - 4.67 4.34 2.42 3.18 1.96

6.303
12.000

5.124

4.685
10.000

4.171
3.854

2019 0.07 4.22 3.41 2.18 2.93 1.80

3.686
3.287

8.000
11.409

11.586

13.230

10.841

12.900

14.284
6.000

2020 1.19 4.73 1.79 2.27 3.60 2.37

9.651
4.000

2.000

2021 0.16 3.26 2.27 2.79 3.15 1.69

-

2016 2017 2018 2019 2020 2021 2022 2022 0.08 1.69 2.78 2.75 2.71 1.32
Write Off Recovery Recovery Rate

NPL by Segment (Rp Tn) – Bank Only NPL Movement (Rp Tn) – Bank Only
30,0
NPL Movement 4Q21 1Q22 2Q22 3Q22 4Q22
4Q22 NPL (%)
24,9 Wholesale Banking
25,0
1,7
23,1 Corporate 0.90% Beginning Balance 20.3 19.2 19.2 17.6 16.0
0,9
0,2 1,7 (+) Downgrade 0.8 1.0 1.5 0.5 0.2
1,4 Commercial 4.92%
20,0
17,4 (-) Upgrade 0.0 0.0 0.0 0.0 0.0
0,4
New Comm. 0.95% (-) Collection 0.3 0.2 0.7 0.7 0.4
1,9
15,0
1,6 (-) Write-Offs 1.2 1.3 2.7 1.5 2.5
0,6 Legacy Comm. 10.75% (+) Others 0.1 0.0 0.1 0.0 0.1
17,8
15,2
10,0 SME 0.90% Ending Balance 19.6 19.2 17.6 15.9 13.4
9,7 Retail Banking
Micro 1.04% Beginning Balance 4.2 3.5 3.8 4.2 4.4
5,0

Consumer 1.82% (+) Downgrade 2.0 2.1 2.7 3.2 2.3

4,2 4,4 3,7 (-) Upgrade 0.6 0.5 0.5 0.6 0.5
0,0
Bank Only(b) 1.88% (-) Collection 0.4 0.3 0.3 0.4 0.4
2020 2021 2022
(-) Write-Offs 1.7 1.2 1.4 2.0 1.7
Corp Comm SME Micro Cons (+) Others 0.0 0.0 0.0 0.0 0.0
Ending Balance 3.5 3.8 4.2 4.4 4.1
(a) Net NPL Formation = (Downgrade – Upgrade)/ Average Balance Bank Only Loan
(b) Excl. loan to other banks 77 |
Notes: recovery above exclude penalty
 Consolidated Restructured Loan
Restructured Loan (BAU) Restructured Loan (Covid) Restructured Loan (BAU + Covid)
Current Special Mention Non-Performing % to total loan Current Special Mention Non-Performing % to total loan Current Special Mention Non-Performing % to total loan

19,10%19,74%19,72%19,22%
17,89%
15,82%15,13%
12,3% 12,0% 11,9% 194,2 195,0 13,21%
7,8% 190,4 12,06%
7,7% 10,9% 182,8 10,44%
7,4%
7,3% 22,9 25,3 25,7
8,4%
7,0%
7,1% 8,0% 24,6 166,1 162,4
6,8% 118,3 118,3 121,1 6,6%
150,3
1,3 2,5 111,1 5,3% 35,2 23,7
6,6% - 4,2% 33,7 37,6 23,2 140,8
9,4 9,4 14,1
6,2% 3,4 36,2 21,9
11,4 21,1 125,5
87,9 36,6
85,9 39,1 18,4
2,6 3,0 39,0
12,6 75,5 36,1
14,3
78,2 76,4 79,2 3,4
75,0 75,9 73,9 74,9 74,8 61,6 34,6
71,7 14,4
21,2 17,2 3,9
20,2 18,5 15,2 50,7
22,4 24,0 23,1 21,2 9,7 3,2
26,4 4,6
24,0 24,7 24,6 30,0
28,2 25,7 23,5 24,8

24,5 26,2 27,3 25,8 33,0 31,5 31,7 35,6 29,6 107,6 107,6 104,4 96,3 72,8 68,6 57,7 48,0 42,9 133,9 133,7 131,7 122,0 105,8 100,1 89,4 83,6 72,5

Dec-20* Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22 Dec-20* Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Sep-22 Dec-20* Mar-21 Jun-21 Sep-21 Dec-21 Mar-22 Jun-22 Sep-22 Dec-22

Current Ratio 32.6% 34.5% 36.9% 35.9% 42.2% 41.2% 42.4% 44.9% 39.6% 90.9% 90.9% 86.2% 86.7% 82.8% 79.9% 76.5% 77.9% 84.6% 70.3% 68.8% 67.6% 66.8% 63.7% 61.7% 59.5% 59.4% 57.8%
SML 37.5% 33.9% 31.8% 34.6% 30.7% 32.3% 32.9% 33.3% 40.1% 8.0% 8.0% 11.7% 10.3% 14.3% 16.7% 19.1% 15.8% 9.1% 17.7% 18.1% 19.3% 19.8% 22.0% 24.1% 25.9% 25.6% 27.6%
NPL 29.9% 31.7% 31.3% 29.5% 27.1% 26.4% 24.8% 21.8% 20.3% 1.1% 1.1% 2.1% 3.1% 2.9% 3.5% 4.4% 6.3% 6.3% 12.0% 13.0% 13.2% 13.4% 14.3% 14.3% 14.6% 15.0% 14.7%

*Restatement by consolidating BSI into our financials in FY2020 78 |

 Outstanding Amount of Adj. Restructured Loan (BAU + Covid)

Bank Only Consolidated

Dec 2021 Sep 2022 Dec 2022 Dec 2021 Sep 2022 Dec 2022
BAU Restru
Rp 68.2 Tn Rp 70.1Tn Rp 66.2Tn Rp 78.2 Tn Rp 79.2 Tn Rp 74.8 Tn

Dec 2021 Sep 2022 Dec 2022 Dec 2021 Sep 2022 Dec 2022
COVID Restru
Rp 69.7 Tn Rp45.5 Tn Rp35.9 Tn Rp 87.9 Tn Rp 61.6 Tn Rp 50.7 Tn

Total Restru Rp 137.9 Tn Rp 115.6 Tn Rp 102.1 Tn Rp 166.1 Tn Rp 140.8 Tn Rp 125.5 Tn

Total Restru/
Total Loan 16.7% 12.7% 10.9% 15.8% 12.1% 10.4%

79 |
Recoveries of Written Off Loan – Historical Data

• Aggregate of Rp97.5 Tn (US$ 6.263Bn) in written-off loans as of end-of December 2022, with significant recoveries and write back on-going:

➢ Q1‘10: Rp 0.287 Tn (US$ 31.6m) ➢ Q1’17: Rp 0.686 Tn (US$ 51.5m)

➢ Q2‘10: Rp 0.662 Tn (US$ 73.0m) ➢ Q2’17: Rp 0.886 Tn (US$ 66.5m)
➢ Q3‘10: Rp 0.363 Tn (US$ 40.7m) ➢ Q3’17: Rp 0.965 Tn (US$ 71.7m)
➢ Q4’10: Rp 1.349 Tn (US$149.7m) ➢ Q4’17: Rp 1.199 Tn (US$ 88.4m)
➢ Q1‘11: Rp 0.468 Tn (US$53.8m) ➢ Q1’18: Rp 0.965 Tn (US$ 70.1m)
➢ Q2‘11: Rp 0.446 Tn (US$51.9m) ➢ Q2’18: Rp 1.010 Tn (US$ 70.5m)
➢ Q3‘11: Rp 0.508 Tn (US$57.8m) ➢ Q3’18: Rp 1.016 Tn (US$ 68.2m)
➢ Q4‘11: Rp 0.78 Tn (US$86.1m) ➢ Q4’18: Rp 2.079 Tn (US$ 144.5m)
➢ Q1’12: Rp 1.647 Tn (US$180.1m) ➢ Q1’19: Rp 1.072 Tn (US$ 75.3m)
➢ Q2’12: Rp 0.721 Tn (US$76.8m) ➢ Q2’19: Rp 0.846 Tn (US$ 59.9m)
➢ Q3’12: Rp 0.489 Tn (US$51.1m) ➢ Q3’19: Rp 1.241 Tn (US$ 87.5m)
➢ Q4’12: Rp 0.885 Tn (US$91.8m) ➢ Q4'19: Rp 1.586 Tn (US$ 144.2m)
Recoveries of
➢ Q1’13: Rp 0.918 Tn (US$94.5m) ➢ Q1’20: Rp 0.950 Tn (US$ 58.3m)
Written off Loans ➢ Q2’13: Rp 0.683 Tn (US$68.8m) ➢ Q2’20: Rp 0.574 Tn (US$ 40.3m)
➢ Q3’13: Rp 0.630 Tn (US$54.4m) ➢ Q3’20: Rp 0.950 Tn (US$ 63.9m)
➢ Q4’13: Rp 0.845 Tn (US$69.4m) ➢ Q4’20: Rp 1.209 Tn (US$ 86.1m)
➢ Q1’14: Rp 0.552 Tn (US$48.7m) ➢ Q1’21: Rp 0.838 Tn (US$ 57.7m)
➢ Q2’14: Rp 0.765 Tn (US$64.5m) ➢ Q2’21: Rp 1.209 Tn (US$ 83.4m)
➢ Q3’14: Rp 0.566 Tn (US$46.4m) ➢ Q3’21: Rp 1.032 Tn (US$ 72.2m)
➢ Q4’14: Rp 0.803 Tn (US$64.8m) ➢ Q4’21: Rp 1.622 Tn (US$ 113.8m)
➢ Q1’15: Rp 0.553 Tn (US$42.4m) ➢ Q1’22: Rp 1.644 Tn (US$ 114.5m)
➢ Q2’15: Rp 0.646 Tn (US$48.5m) ➢ Q2’22: Rp 1.022 Tn (US$ 68.7m)
➢ Q3’15: Rp 0.751 Tn (US$51.3m) ➢ Q3’22: Rp 1.991 Tn (US$ 130.8m)
➢ Q4’15: Rp 1.089 Tn (US$79.0m) ➢ Q4’22: Rp 1.677 Tn (US$ 107.7m)
➢ Q1’16: Rp 0.570 Tn (US$43.0m)
➢ Q2’16: Rp 0.645 Tn (US$48.9m)
➢ Q3’16: Rp 0.833 Tn (US$63.8m)
➢ Q4’16: Rp 1.145 Tn (US$85.0m)

80 |
 Government Bond Portfolio (Rp329 Tn as of December 2022)

Government Bond Portfolio by Type and Maturity Bonds by Rate Type & Portfolio as of December 2022 (Rp Bn)

FVTPL Portfolio FVOCI

Fixed Rate (a) Mark to Market impacts Profit
Maturity (b) Mark to Market impacts Equity
AC
(Rp Bn) Nominal MTM Nominal MTM (c) Nominal value

Fixed Rate Bonds 224.791

< 1 year 2,531 2,547 4,455 4,651 27,462

1 - 5 year 4,834 4,838 28,223 28,592 84,520

5 - 10 year 3,877 3,882 51,999 52,233 68,078 92.532

> 10 year 502 504 7,352 7,055 44,732

11.888
Total 11,744 11,771 92,029 92,532 224,791

Variable Rate Bonds Trading (a) AFS (b) HTM (c)

< 1 year - - - - - 4Q 2022 Government Bond Gains/(Losses) (Rp Bn)

1 - 5 year 116 117 - - -
4Q21 1Q22 2Q22 3Q22 4Q22
5 - 10 year - - - - -
Realized Gains/Losses
> 10 year - - - - - 2.4 1,799 (1,159) (2.6) 7.3
on Bonds
Sub Total 116 117 - - -
Unrealized Gains/Losses
0.8 3.5 (3.8) 3,228.0 (3.0)
Total 11,860 11,888 92,029 92,532 224,791 on Bonds

FVTPL : Fair Value to Profit & Loss Total 3.2 1,802 (1,163) 3,225 4.3
FVOCI : Fair Value to Other Comprehensive Income
AC : Amortized Cost

81 |
 Bank Mandiri Credit Ratings

Moody’s (7 July 2022) Fitch Rating (11 February 2022)

Outlook STABLE Outlook STABLE
LT Counterparty Risk Rating Baa2 International LT Rating BBB-
LT Debt (P)Baa2 International ST Rating F3
LT Deposit Baa2 National LT Rating AA+(idn)
National ST Rating F1+(idn)
PEFINDO (10 February 2022) Viability Rating bb+
Corporate Rating STABLE Support Rating 2
LT General Obligation idAAA Support Rating Floor BBB-

MSCI (23 November 2022) Standard & Poor (28 December 2022)
ESG Rating BB Outlook BBB-/Stable/A-3

82 |
 Bank Mandiri Corporate Actions

Dividend Payment Sustainable Bonds

Net profit for the financial year of 2021 of Rp 28.03 Tn was distributed Bank Mandiri raised USD300 million from its first green bond to
as follows: finance environmentally and socially focused projects with details as
o 60% for the annual dividend payment followed:
o Total dividend payment of Rp 360.36 per share
Action Date

Schedule: Tenor 5 years

o Cum Date: Coupon 2% semi annual
o Regular and Negotiated Market 18 March 2022 Coupon Payment Dates 19 October & 19 April of each year
o Cash Market 22 March 2022
Settlement Date 19 April 2026
o Ex Date
To finance or refinance in whole or in
o Regular and Negotiated Market 19 March 2022 part, Eligible Sustainability Bond
o Cash Market 23 March 2022 Projects in accordance with certain
Use of Proceeds
prescribed eligibility criteria as
o Recording Date 22 March 2022 described under the Bank’s
o Payment Date 6 April 2022 Sustainability Bond Framework.
Deutsche Banks, HSBC, Mandiri
Joint Bookrunners
Sekuritas

83 |
Key Statistics of Bank Mandiri (Bank Only)

Office Network Subsidiaries E-Channel

As of 2022 As of 2022

Overseas Branch 7 Total Contribution to Rp4.7Tn Wholesale

Branches 2,363 Bank Mandiri
• Conventional Branch 2,122 # Kopra User Registered 82,835
• Smart Branch 241 Top 3 contributors:
o Digital Box 18 • Bank Syariah Indonesia Wholesale Trx Value Rp18,567 Tn
o Hybrid Branch 196 • Mandiri Taspen
o Upgrade Branch 27 Trade & Bank Guarantee Value Rp879Tn
• AXA Mandiri Financial Services
Micro Outlets 1,687
Cash Management Trx Value Rp13,837 Tn
Branchless Agents 156,191
# Employees 38,200

Active Cards # of Accounts Retail

Debit Cards 30 Mn Deposit 39.3 Mn

ATMs 13,068
Credit Cards 1.8 Mn Loan 5.4 Mn
# EDC (‘000) 1) 248
Prepaid Cards 30.1 Mn

# Active E-Money Cards (‘000)2) 3,473

1) All EDC (EDC Merchant, EDC Bansos, EDC Branchless Banking)

2) E-money only, if we included E-toll and other Prepaid Cards, it would be
7,179,916 active cards
84 |
 Loan Portfolio by Industry Sectors, December 2022
Top 15 sectors consist of prospective sectors, although some sectors have experienced a
decline in growth and quality due to covid-19 pandemic Bank-only, excluding Consumer segment

Top 15 Productive % Share 13 14

No Cumulative % 12 15
Ecosystem Sectors (Bank Only)
1 Palm Plantation & CPO 10.7% 10.7% 11
2 Consumer 10.1% 20.7% 1
3 Infra. Constr. 7.0% 27.7% 10 2,8% 2,2% 1,8%
2,8%
4 Energy & Water 5.3% 33.0% 2,9%
10,7%
5 F&B Manufacturing 5.1% 38.2% 9 2,9%

6 Financial Services 4.8% 42.9% 3,2%

7 Government 4.5% 47.4%
8 Metal Mining 3.8% 51.2%
8 3,8%

9 Retail Trade - F&B 3.2% 54.4% 10,1%

10 Water Transport. Serv. - Freights 2.9% 57.3% 4,5% 2
11 Coal Manufacturing 2.9% 60.2% 7
12 Metal Manufacturing & Trade 2.8% 63.0% 4,8%
7,0%
13 Telco 2.8% 65.8%
5,1%
5,3%
14 Property - Investment 2.2% 67.9% 6
15 Hotel, Restaurant & Accommodation 1.8% 69.7%
Others (68 Ecosystem)
3
30.3% 100.0%
5
Total 100.0% 4
85 |
4Q22 Loan Detail*: Downgrades to NPL
Loan Profile: Downgrades to NPL (Rp 469 Bn) Bank Only
100% 5 Fx
Oth
Constr-Oth Investment The downgrade to Non-Performing Loan in 4Q 2022 totaled
90% Roads & Bridge
Rp 469 Bn. Of these loans:
Leasing
80%
• 20.0% were still current in interest payment
Bus.Serv-Oth
SME
70% • 53.8% came from Small Business segment
90+ Days
Trade-Ret • Largest downgrades by sector:
60%
• Domestic, Distribution and Retail Trading;
50% 3 Trade-Distr
Rp
Working • Business Services, and;
Capital
40%
• Construction
• 100.0% were Rp loans
30%
• 93.1% were Working Capital loans.
61-90 Days Commercial
20% 31-60 Days Trade-Dom

10% Current

0%
Collect. Int. Aging Sector Currency Purpose Segment * Excluding Micro & Consumer

86 |
4Q22 Loan Detail*: Non-Performing Loans
Loan Profile: Non-Performing Loans (Rp 14,000 Bn) Bank Only

100% Oth
Trad-Dom SME
Mfg-Metal NPLs totaled Rp 14,000 Bn. Of these NPLs in 4Q 2022:
90% Trad-Ret
Fx
Plantations • 48.3% were still in Current on interest payments
80%
90+ Days
Trad-Imp • 69.0% were to Commercial Segment

70% Mfg-Chem • 79.1% were Working Capital Loans and 20.7% were
5
Investment loans
Mfg-Rawm Working Commercial
60%
Capital
• Primary sectors were:
50%
61-90 Days • Distribution Trading
1-6 Days
Mass trans • Export Trading
40%
Rp
• Textile Manufacturing

• 77.2% were Rp loans

30%
Mfg-Text
Current
20%
4
Corporate
10% Trad-Exp Invest

3
0% * Excluding Micro & Consumer
Collect. Int. Aging Sector Currency Purpose Segment
87 |
4Q22 Loan Detail*: Downgrades to Category 2
Loan Profile: Downgrades to Cat. 2 (Rp 4,763 Bn) Bank Only

100% 61-90 Days Export The downgrade loan to Category 2 in 4Q 2022 totaled
Trade-Ret
31-60 Days Mining-Metal Ore
SME
15-30 Days
Rp4,763 Bn. Of these loans:
90% Bus. Serv
Commercial Trade-Distr • 85.7% were from Corporate segment
80%
• 90.8% were still in Current on interest payments
70% • Primary sectors downgraded were:
Fx • Electricity Utility
60%
• Distribution Trading
Syndicated
50% 2016-
• Business Services
Current Current
Corporate Electricity Year • 74.1% were Fx loans
40%
• 85.7% of the total downgrades to Category 2
30% were Syndicated loans

20%

Rp
10%
Working Capital

0% Investment * Excluding Micro & Consumer

Segment Days Aging Sector Currency Purpose Origin Year

88 |
4Q22 Loan Detail*: Category 2 Loans

Loan Profile: Category 2 Loans (Rp 31,171 Bn) Bank Only

100% Rp 31,171 Bn loans were in Category 2 in 4Q 2022. Of

SME 61-90 Days Trade-H&R
15-30 Days Mfg-Chem
Syndicated
these Special Mention (Category 2) loans:
90% 1-6 Days Mass Trans
• 57.1% were to Corporate Segment, 38.4% were to
Mfg-Metal
80% Commercial Segment
Commercial Real Estate Fx
• 91.5% of the Special Mention Loan (Category 2) were
70%
Electricity Current in payment
Working Capital
60% • Primary sectors in Category 2 were:
2016-Current
• Raw Material Manufacturing
50%
Current
Constr Year • Construction
40% • Electricity

• 53.6% were Rp loans

30%
Corporate
Rp
• 44.0% were Investment loans and 41.9% were Working
Investment
20% Capital loans
Mfg-Rawm

10% • 99.9% were originated since 2016

* Excluding Micro & Consumer
0%
Segment Days Aging Sector Currency Purpose Origin Year

89 |
 4Q22 Loan Detail*: Upgrade to PL
Loan Profile Upgrades to PL (Rp 17 Bn) Bank Only

100% Rp17Bn of loans were upgraded to PL in 4Q 2022. Of

Oth Gov Programme
Trade-Imp these loans:
90% Trade-Distr
• 100.0% were Small Business segment
Travel Bureau
80%
• 100.0% loans were originated since 2016
Trans-Comm
70% • Largest upgrades by sector:
2 Trade-Ret
60% ➢ Wood Manufacturing
Mfg-P&P
2016-Current
➢ Construction
50% SME Rp
Working Capital Year
➢ P&P Manufacturing
40%
Constr • 93.9% were Working Capital Loans

30%

20%
1 Mfg-Wood
10%

Investment * Excluding Micro & Consumer

0%
Collect. Segment Sector Currency Purpose Origin Year

90 |
4Q22 Loan Detail*: Performing Loans
Loan Profile: Performing Loans (Rp 663,793 Bn) Bank Only

100%
2 Rp663,793 Bn in Corporate, Commercial & SME loans were
SME
Oth Syndication performing in 4Q 2022. Of these performing loans:
90%
Mining-Oil&Gas Export • 61.8% were from Corporate segment, 28.1% were
Trade-Ret Fx Consumer
80% Constr from Commercial segment
Commercial Mfg-Rawm
Trans-Comm • 99.2% of loan originated in since 2016
70% Trade-Distr
Mining-coal Working • Primary sectors are:
Real estate Capital
60% Mfg-chem • Plantations
Mining-metal ore
50% Mass Trans 2016-Current Year • Business Services
1
Soc serv • Roads and Bridges
40%
Electricity • 66.4% were Rp loans
Rp
30% Corporate Mfg-F&B • 48.0% were Investment loans; 34.7% were Working
Roads & Bridge Investment Capital loans
20%
Bus Serv

10%
Plantations

0% 2013-2015 * Excluding Micro & Consumer

Collect. Segment Sector Currency Purpose Origin Year

91 |
4Q22 Loan Detail*: Rupiah Loans
Loan Profile: Rupiah Loans (Rp 451,745 Bn) Bank Only

100% 5 Export
4
61-90 Days
Consumer Rp 451,745 Bn in loans were Rupiah denominated in 4Q 2022.
2 Syndicated
SME
90% Oth Of the Rupiah Loans in 4Q 2022:
31-60 Days
1-6 Days Household Equip.
80% Mfg-Metal • 97.6% were Performing Loans (Category 1 & 2)
Electricity
Constr
• Primary sectors in Rupiah loans were:
70% Soc Serv Working
Trade-Ret Commmercial Capital • Plantations
Mfg-Chem
60% Mass Trans
• Roads & Bridge Construction
Trade-Distr • Business Services
50% Real Estate 2016-Current Year
1 Trans-Comm
• 51.5% were Corporate loans, 34.1% were Commercial
40%
Current
Mfg-F&B
loans, and 14.4% were SME loans

• 44.7% were Working Capital loans, 46.2% were

Bus Serv-Oth
30%
Investment loans
Corporate
Investment
20% Roads & Bridge

10%
Plantations

0%
Collect. Cat.2 Int. Sector Segment Purpose Origin Year * Excluding Micro & Consumer
Aging

92 |
4Q22 Loan Detail*: FX Loans

Loan Profile: FX Loans (Rp 226,048 Bn) Bank Only

100% 5 7-14 Days SME Export Rp 226,048 Bn in loans were FX denominated in 4Q 2022.
Consumer
2 Of the FX Loans in 4Q 2022:
Oth
90% Comm
Trade-Exp
Plantations
Mfg-P&P Syndication • 98.6% were Performing Loans (Category 1 & 2)
80%
Mfg-Chem
• 99.5% of the loans in Category-2 were Current in
Bus Serv
70% interest payments
Mining-Oil&Gas

60% Mfg-Rawm • Primary sectors in FX loans are:

Working Capital
Mass Trans • Electricity
50% Current 2016-Current Year • Metal Ore Mining
1 Mfg-F&B
• Social Services
40% Corp
Mining-Coal
• 80.2% were Corporate loans
30%
Soc Serv • 49.9% were Investment loans; 29.4% were
Investment
20%
Syndication; 17.5% were Working Capital Loan
Mining-Metal Ore

10%
Electricity

0% * Excluding Micro & Consumer

Collect. Cat.2 Int. Sector Segment Purpose Origin Year
Aging
93 |
4Q22 Loan Detail: Corporate Loan
Loan Profile: Corporate Loans (Rp 414,084 Bn) Bank Only
100% 5 Export
2
Rp 414,084 Bn in loans were in the Corporate portfolio in
Oth
90% 4Q 2022. Of the Corporate Loans:
Syndicated
Constr
80% Real Estate
Fx • 99.1% were performing loans
Trans Comm

70%
Mfg-Rawm • 100.0% of the loans in Category-2 were Current in interest
Mfg-Chem
payments
Mining-Coal
60% Working Capital
Plantations • Primary sectors in Corporate were:
50% Current Mining-Metal ore 2016-Current Year • Roads & Bridge Construction
1
Mfg-F&B
• Business Services
40% • Social Services
Electricity
30%
• 56.1% were Rp loans
Rp
Soc Serv
Investment • 45.8% were Investment Loans; 30.6% were Working
20%
Bus Serv Capital Loans
10%
Roads & Bridge

0%
Collect. Cat.2 Int. Sector Currency Purpose Origin Year
Aging

94 |
4Q22 Loan Detail: Commercial Loan
Loan Profile: Commercial Loans (Rp 196,304 Bn) Bank Only

100% Export
5
4
61-90 Days
Syndicated Rp 196,304 Bn in loans were in the Commercial portfolio in 4Q
2 2022. Of the Commercial Loans in 4Q 2022:
90% Fx
Oth
31-60 Days
7-14 Days • 95.1% were Performing Loans, with 6.1% in Category 2
80% Working
Capital
Mfg-Text
Constr
• 82.4% of the Cat.2 in Commercial Loan were Current in
70% Trans-Comm
Electricity interest payments
Mfg-Chem
60% Mfg-Metal • Primary sectors in Commercial were:
Real Estate
• Plantations
50% Trade-Distr 2016-Current Year
• Mass Transportation
1 Bus Serv
40% Current
Mfg-F&B Rp
• Manufacturing other than F&B, Chemical, and Metal

• 78.4% were Rp loans

30% Mass Trans Investment
• 58.9% were Investment loans, 37.8% were Working Capital
20%
loans
Plantations
10%

0%
Collect. Cat.2 Int. Sector Currency Purpose Origin Year
Aging

95 |
4Q22 Loan Detail: SME Loan
Loan Profile: Small Business Loans (Rp 67,404 Bn) Bank Only

100% Syndicated
2 Fx
61-90 Days Rp 67,404 Bn in loans were in the SME portfolio in 4Q
Oth
90%
Gov
2022:
Program
31-60 Days Mfg-Metal
80% Soc Serv
Mfg-F&B
Export • 99.1% were Performing Loans, with 2.1% in Category 2
Trade-H&R
Trade-Dom
70% 15-30 Days Mass Trans
• Primary sectors in Small Business were:
7-14 Days Constr • Distribution Trading
60% 1-6 Days • Household Equipments
Bus Serv
Working
Capital
• Plantations
50% 2016-Current Year
1 Trade-Ret Rp
• 96.5% were Rupiah loans
40%
Plantations • 60.3% were Working Capital loans and 23.8% were
30% Current Investment loans

Household Equip
20%

Investment
10%
Trade-Distr

0%
Collect. Cat.2 Int. Sector Currency Purpose Origin Year
Aging

96 |
4Q22 Loan Detail: Micro Loan

Loan Profile: Micro Loans (Rp 152,079 Bn) Bank Only

100% 4
2 Restru
Rp 152,079 Bn in loans were in the Micro portfolio in 4Q
90% 2022. Of this Micro Loans :

80%
• 99.0% were Performing Loans, with 2.7% in Category 2
KSM
70% • Rp 1,576 Bn (1.0% of Micro Loans) were in NPL

60% • 49.0% were KSM (Micro Personal Loans) and 40.8%

were KUR (Government Program Micro Loan)
50% Rp 2016-Current Year
1 Non-Restru
• 2.7% in Micro Loan were still in COVID-19 restructured
40% book

30% KUR • 99.8% were Rupiah loans

20%

10%
KUM
0% 2013-2015
Collect. COVID-19 Product Currency Origin Year
Restru

97 |
4Q22 Loan Detail: Consumer Loan
Loan Profile: Consumer Loans (Rp 102,768 Bn) Bank Only

100% Employee
2 Restru
Rp 102,768 Bn in loans were in the Consumer portfolio in 4Q
90% Credit Cards
2022. Of this Consumer Loans in 4Q 2022:

80%
• 98.2% were Performing Loans, with 5.2% in Category 2
70% • Rp 1,868 Bn (1.8% of Consumer Loans) were in NPL
Auto
60% • 6.9% in Consumer were still in COVID-19 restructured book
2016-Current
Year
• 48.8% were Mortgage and 35.2% were Auto loan
50% Rp
1 Non-Restru
• 100% were Rupiah loans
40%

30%
Mortgage
20%

10% 2013-2015
2010-2012
0%
Collect. COVID-19 Product Currency Origin Year
Restru

98 |
4Q22 Loan Detail: C-19 Restructured Loans

Loan Profile: C-19 Restructured Loans (Rp35,900 Bn) Bank Only

100%
5 Fx
3 Of the remaining Rp 35,900 Bn in Covid-19 restructured
Oth
90% 2 Working Capital Cons. loans in 4Q 2022, consists of:
4 Wheels Veh.
Mfg-Metal
• 95.2% were Performing Loan, with 10.4% were in
80% Trade-Distr Category 2
Mass Trans Syndication
Micro
Household Equip Gov't Program
• Primary sectors were:
70%
Trade-Ret • Business Services
SME
60% • H&R Trading
Real Estate Consumer
• Housing
50%
Rp
Comm.
• 95.9% were Rp Loans
1 Housing
40% • 44.4% were Investment loans, while 20.3% were
Working Capital loans
30% Trade-H&R
• 33.0% were from Corporate segment and 22.3% were
Investment from Commercial segment
20%
Corp.

10% Bus Serv

0%
1 2 3 4 5

99 |
Measure of Scale and Returns Relative to Peers – Bank Only as of September 2022

3,6% BTPN* 4,0% Maybank

2,6% Panin Bank* 7,6% Panin Bank
2,4% BTN 8,6% BTPN
|
Return on Equity
Cost of Funds

100

2,0% Danamon* 10,8% Danamon

1,8% CIMB Niaga 12,7% CIMB Niaga
1,7% BRI 16,6% BNI
1,4% BNI 16,8% BTN
1,2% BMRI 20,7% BCA
0,8% Maybank* 22,0% BRI
0,8% BCA* 23,3% BMRI
5,4% Maybank 0,8% Maybank
5,5% BCA 1,0% BTN
5,9% BTPN 1,7% BTPN
Yield on Assets (p.a.)

Return on Assets

6,0% BNI 2,1% Panin Bank

Average
6,1% BMRI 2,1% CIMB Niaga
CIMB
6,2% 2,2% Danamon
Niaga
6,6% Danamon 2,5% BNI
6,8% BTN 3,4% BMRI
7,0% Panin Bank 3,7% BCA
8,4% BRI 4,0% BRI
3,8% Maybank
3,7% Maybank
4,0% BTPN
3,6% Panin Bank
CIMB
4,4%
Niaga 3,6% BTN
Net Interest Margins

NPL Ratio (Gross)

4,5% BTN 3,5% BNI
4,8% BNI 3,1% CIMB Niaga
5,1% BMRI 3,0% BRI
5,1% BCA 2,9% Danamon
2,3% BMRI
5,2% Danamon
2,2% BCA
5,3% Panin Bank
1,3% BTPN
7,2% BRI
Measure of Scale and Returns Relative to Peers – Bank Only as of September 2022

43,4% BTPN
214 BTPN
45,9% BTN
842 Panin Bank
49,7% Panin Bank
|

943 Maybank
101

52,1% Maybank
CASA Ratio

1.400 Danamon
# ATMs

64,1% Danamon
2.199 BTN
65,7% BRI CIMB
4.383
Niaga
67,7% CIMB Niaga
13.034 BMRI
71,3% BNI
14.018 BRI
73,3% BMRI
16.125 BNI
81,6% BCA
18.161 BCA
4,8% Panin Bank 345 Maybank
7,2% BTN 406 Danamon
CIMB
8,2% BRI 418
Niaga
Loan Growth (YoY)

BNI 419 BTPN

Average
8,7%
# Branches

9,1% CIMB Niaga 512 Panin Bank

10,6% Danamon 609 BTN
12,1% BCA 1.247 BCA
12,2% BMRI 1.541 BRI
1.821 BNI
13,1% BTPN
2.370 BMRI
13,7% Maybank
80,7% BTPN
54,7% BCA
69,2% Maybank
Loans to Total Earning Assets

67,0% CIMB Niaga

50,3% Danamon

Cost to Income Ratio

67,1% BRI
48,4% BTN
67,1% BMRI
44,9% CIMB Niaga
69,3% Maybank
43,3% Panin Bank
69,9% Panin Bank
41,4% BNI
72,6% BNI
39,0% BRI
74,1% Danamon
37,5% BCA
76,3% BTN
35,8% BMRI
83,4% BTPN
Notes
 Equity Research Contact Details
COMPANY NAME ANALYST E-MAIL
BAHANA SECURITIES Yusuf Ade [email protected]
BANK OF AMERICA-MERRILL LYNCH Anand Swaminathan [email protected]
BCA SEKURITAS Johanes Prasetia [email protected]
BNI SEKURITAS Yulinda Hartanto [email protected]
CITI INVESTMENT RESEARCH Ferry Wong [email protected]
CLSA LIMITED Sarina Lesmina [email protected]
CREDIT SUISSE Hanel Topada [email protected]
CIMB SEKURITAS Handy Noverdanius [email protected]
DANAREKSA SEKURITAS Eka Savitri [email protected]
KOREA INVESTMENT & SECURITIES Edward Ariadi Tanuwijaya [email protected]
GOLDMAN SACHS (ASIA) Melissa Kuang [email protected]
HSBC Weldon Sng [email protected]
INDO PREMIER SECURITIES Jovent Muliadi [email protected]
J.P. MORGAN ASIA Harsh Modi [email protected]
MAYBANK KIM ENG SECURITIES Rahmi Marina [email protected]
MACQUARIE SECURITIES Jayden Vantarakis [email protected]
MIRAE ASSET SEKURITAS Handiman Soetoyo [email protected]
MORGAN STANLEY Selvie Jusman [email protected]
NOMURA VERDHANA Raymond Kosasih [email protected]
SANFORD C. BERNSTEIN Kevin Kwek [email protected]
SAMUEL SEKURITAS INDONESIA Suria Dharma [email protected]
SINARMAS SEKURITAS Aryana Paramita [email protected]
SUCORINVEST CENTRAL GANI Edward Lowis [email protected]
TRIMEGAH SECURITIES Prasetya Gunadi [email protected]
UBS Joshua Tanja [email protected]
UOB Kay Hian Stevanus Juanda [email protected]
 Contact Information: PT Bank Mandiri (Persero) Tbk.
Investor Relations
Tel: +62 21 3002 3000 ext 7125207 Menara Mandiri II, 26th floor
Fax: +62 21 5290 4249 Jl. Jend. Sudirman Kav. 54-55
E-mail: [email protected] Jakarta, Indonesia 12190
https://www.bankmandiri.co.id/web/ir Tel: 62-21 526 5045
Fax: 62-21 527 4477, 527 5577
Corporate Secretary Call Center: 14000
Tel: +62 21 524 5740 www.bankmandiri.co.id
Fax:: +62 21 526 8246