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BECOMING TRUSTORTHY ORGANIZATIONS

DUNAMIS PROGRAM OVERVIEW October 15, 2015

DUNAMIS PROGRAM OVERVIEW October 15, 2015

Building TRUST CULTURE

�Total return to shareholders in high-trust companies is almost

3x higher than in companies with low trust.”

– Human Capital Index,

Watson Wyatt Worldwide

ABOUT DUNAMIS our mission

Towards Organizational Greatness

EFFECTIVENESS GREATNESS From to

!!

ALIGNED SYSTEM

GREAT LEADERS

EFFECTIVE INDIVIDUALS

ORGANIZATIONAL GREATNESS

Sustained Superior

Performance

Loyal Customers

Engaged Employees

Distinctive Contribution

INPUT OUTCOMES

PEOPLE PROCESS

DUNAMIS GREATNESS MODEL

EFFECTIVE INDIVIDUALS

ORGANIZATIONAL GREATNESS

Sustained Superior

Performance

Loyal Customers

Engaged Employees

Distinctive Contribution

INPUT OUTCOMES

PEOPLE

DUNAMIS GREATNESS MODEL

1.  Focused and disciplined 2.  Trustworthy 3.  Good business judgement 4.  Proactive 5.  Work well with others 6.  Good listeners and communicators

GREAT LEADERS

ORGANIZATIONAL GREATNESS

Sustained Superior

Performance

Loyal Customers

Engaged Employees

Distinctive Contribution

DUNAMIS GREATNESS MODEL

1.  Inspire Trust 2.  Clarify Purpose 3.  Align Systems 4.  Unleash Talent

INPUT

PEOPLE

OUTCOMES

!!

ALIGNED SYSTEM

ORGANIZATIONAL GREATNESS

Sustained Superior

Performance

Loyal Customers

Engaged Employees

Distinctive Contribution

1.  Clarity 2.  Commitment 3.  Translation 4.  Enabling 5.  Synergy 6.  Accountability

DUNAMIS GREATNESS MODEL

OUTCOMES INPUT

ALIGNED SYSTEM

GREAT LEADERS

EFFECTIVE INDIVIDUALS

BUILDING TRUST CULTURE

INPUT

1.  Focused and disciplined

2.  Trustworthy 3.  Good business

judgement 4.  Proactive 5.  Work well with

others 6.  Good listeners and

communicators

1.  Inspire Trust 2.  Clarify Purpose 3.  Align Systems 4.  Unleash Talent

1.  Clarity 2.  Commitment 3.  Translation 4.  Enabling 5.  Synergy 6.  Accountability

TRUST TAX & DIVIDEND

TODAY�S MENU

INDONESIA Top Performers

INTERNATIONAL RECOGNITION 2014 Alpha Southeast Asia's 8th Annual Best Financial Institution Awards & Corporate Awards: •  Best Bank in Indonesia (6) Consecutive Years •  Best Private Wealth Management Bank (6)

Consecutive Years •  Best Best FX Bank for Corporates & FIs (4)

Consecutive Years •  Best Trade Finance Bank •  Best CFO in Indonesia: Bapak Pahala N. Mansury •  Best CFO in Southeast Asia: Bapak Pahala N.

Mansury •  2nd place, Most Organized Investor Relations •  2nd place, Best Senior Management in IR

Support •  1st place, Strongest Adherence to Corporate

Governance •  3rd place, Best Strategic Corporate Social

Responsibility

10th Corporate Governance Asia Recognition Awards 2014: •  ICON on Corporate Governance (6 Consecutive

Years) •  Asian Corporate Director of The Year kepada

Direktur Utama Bank Mandiri, Bpk. Budi G. Sadikin

NATIONAL RECOGNITION 2014 BUMN Awards: Kinerja Keuangan "Sangat Bagus" 2009-2013 INFOBANK 2014 Indonesia Banking Award: The Best Bank In Digital Services TEMPO Magazine 2014 Kementrian BUMN RI: 2nd Place, BUMN Keuangan 2014 Brand Finance 1st place, Most Promising Indonesian Brands 2014 1st place, The Highest Brand Value Growth in Indonesia 2014 SWA Magazine 2014 Social Business Innovation Award Warta ekonomi Magazine 2014 Banking Service Excellence 2014 Golden Trophy for Banking Service Excellence The Most Consistent Bank in Service Excellence 1st place, The Best Overall Performance 1st place, The Best Customer Service 1st place, The Best ATM cabang

2015

1999

Sumber:((Bank(Indonesia(2003(

Sumber:((Bank(Indonesia(2003(

“As trust is manifest in each successive wave, the effect of trust becomes cumulative and exponential.”

—Stephen M. R. Covey

Internal!

External!

ALIGNED SYSTEM

GREAT LEADERS

EFFECTIVE INDIVIDUALS

BUILDING TRUST CULTURE

Self Trust & Relationship Trust

Results

Capabilities

Intent

Integrity

COMPETENCE

CHARACTER

The 4 Cores Of Credibility

1999 - 2004 Consolidation to replace the core banking system of the four legacy banks, resulting

profit increased from Rp 1.18 trillion in 2000 to Rp 5.3 trillion in 2004,

2005 A number of setbacks that

resulted in a decline in profitability

caused by internal and external factor.

2005 - 2010 Formulated comprehensive

transformation program consisting of four principal strategies. One of the key

initiatives is the inculcation of a new corporate culture, Five corporate values with the acronym "TIPCE“ (Trust,

Integrity, Professionalism, Customer Focus and Excellence) is introduced and implemented.

BUILDING CREDIBILITY JOURNEY

13 PERILAKU

1.  Bicara Apa Adanya 2.  Menunjukkan Rasa Hormat 3.  Menciptakan Transparansi 4.  Memperbaiki Keselahan 5.  Menunjukkan Loyalitas 6.  Memberikan Hasil 7.  Menjadi Lebih Baik 8.  Menghadapi Kenyataan 9.  Memperjelas Harapan 10. Mempraktikkan

Akuntabilitas 11.  Mendengarkan Terlebih

Dahulu 12.  Memenuhi Komitmen 13.  Memberikan

Kepercayaan

Building A High-Trust Relationship

Building A High-Trust Relationship Tools

Self Trust & Relationship Trust

ALIGNED SYSTEM

GREAT LEADERS

EFFECTIVE INDIVIDUALS

BUILDING TRUST CULTURE

Organizational Trust

Our organization is trustworthy because of our people and our systems.

Your Context

•  Decision making •  Financial processing •  Internal

communication •  Budgeting •  Performance

management •  Employee orientation •  Training

• Strategic planning • Customer feedback • Marketing • Meeting management •  Information systems • Product development

and innovation • Others?

How’s Your Organization?

How’s Your Organization? DECISION MAKING

FINANCIAL PERFORMANCE MANAGEMENT

STRATEGIC PLANNING

CORE WORK PROCESS

Clarity Commitment Translation Enabling Synergy Accountability

Building Brand Reputation

Results

Capabilities

Intent

Integrity

COMPETENCE

CHARACTER

The 4 Cores Of Credibility

We make a profit and a contribution.

The whole essence of business should be

RESPONSIBILITY. Our companies need

meaning and purpose, or why should

they live at all?

—Tachi Kiuchi, former president,

Mitsubishi Electronics

Socially Responsible Organizations Prosper

Comparison of Shareholder Return Over a Six-Year Period

Source: “The 100 Best Companies to Work For,” Fortune.

Percentage of Shareholder

Return

•  Integrity: What are our values in relation to society?

•  Intent: What do we intend to do to make a

societal contribution?

• Capabilities: What are we uniquely capable of doing to make a societal contribution?

• Results: What have we already done to make a societal contribution?

Assessing Your Capability to Create Societal Trust

ALIGNED SYSTEM

GREAT LEADERS

EFFECTIVE INDIVIDUALS

BUILDING TRUST CULTURE

Leading at The Speed of Trust

Working at The Speed of Trust

LEADING AT THE SPEED OF TRUST

A-2 Day workshop with 4 months implementation period to develop your capability as leader to:

WORKING AT THE SPEED OF TRUST

1! Self!Trust!Increase!personal!credibility.!

2! Rela;onship!Trust!Build!�Trust!Accounts�!with!others.!

3! Organiza;onal!Trust!Help!create!a!�pit!crew�!mentality!on!team.!

4! Market!Trust!Build!reputa;on!as!a!model!of!customer!service!

5! Societal!Trust!Understand!what!individuals!can!do!to!help!their!organiza;on!give!back!to!society.!

A-One and Half Day workshop with 4 months implementation period to develop participant’s capability as individual contributor to:

WORKING AT THE SPEED OF TRUST

•  Participant Guide

•  Reference Cards

• Trust Action (TAP)

BECOMING TRUSTORTHY ORGANIZATIONS

DUNAMIS PROGRAM OVERVIEW October 15, 2015

THANK YOU

Building TRUST CULTURE