1. SABANCI HOLDING October 2006

3. Agenda Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages 1

4. A Leading Turkish Enterprise More than 30 main companies (14 listed, 8 JVs) Consolidated Financials (2005)  Revenues - $10.6 Billion  Total Assets - $46.0 Billion  Shareholders’ Equity - $ 5.1 Billion As of Sep 22, 2006, 14 listed companies represent ~17% of ISE Market Cap, while Sabancı Holding represents ~5% CORE BUSINESSES Financial Services Automotive, Tire & Tire Reinforcement Materials Food & Retailing Cement Energy 2

5. Overview – Organizational Initiatives Redefined organization and management roles. Rationalized the number of SBU’s, reducing them from 8 to 6. Modified corporate governance to empower and bring more autonomy to SBU presidents. Reviewed and approved 3-year strategic plans of each business unit. Defined the potential in Energy after a thorough review of this business with outside advisors; established Energy SBU. Conducted a participative search conference to identify Sabancı Holding’s 2015+  Vision  Mission Statement  New Management Approach 3

6. Overview – Business Highlights - 2006 Relocated Kordsa International HQ to Istanbul with new name Kordsa Global, and subsequently announced merger of Kordsa A.Ş. into Kordsa Global; expected to be completed in Q4, 2006. Finalized Carrefoursa and GIMA merger by the end of August, 2006; listing Carrefoursa on the ISE. In Q3 2006, Akçansa started a new capacity expansion program to double the clinker capacity at its Çanakkale plant to 3.7 million tons (total company to 5.7 million), with expected investment of $135 M; expected to be operational at the end of 2007. In October 2005, Çimsa acquired Eskişehir plant and Lalahan grinding facility (182,000 tons) for $175.5 M and recently announced a capacity expansion program to increase its clinker capacity by 905,000 tons to 1.4 mil. tons (total company to 3.1 mil. tons) with expected investment of $75M. 4

7. Overview – Business Highlights - 2006 On October 2, 2006, Advansa finalized the sale of its PTA and PET businesses to La Seda De Barcelona, Spain for €320 M. In May 2006, Enerjisa acquired the licence and rights for Tufanbeyli coal reserves for $78 M and announced the investment for an elecricity generation plant with capacity of min 450 MW; expected to start by the end of Q1,2007. In June 2006, Enerjisa obtained an option to acquire the rights for Horasan (Erzurum) coal reserve. The capacity of the reserve is expected to be 450 – 600 MW and the investment will be determined after the feasibility. In August 2006, Enerjisa acquired Ser Enerji, owning two sites and their licences with potential of 215 MW elecricity generation capacity. In March 2006, Holding’s purchase of its 189 founder shares for a total value of approx. $200 M was finalized. 5

8. Vision and Mission Statement 6 Vision: “Creating sustainable advantage through differentiation” Mission Statement: “Managing a competitive strategic portfolio with sustainable growth potential to create value for all of our stakeholders”

9. Management Approach  Responsibility and Transparency: Upholding our core values of modesty, respect and proximity to people, being social responsible and managing according to the principles of Corporate Governance.  Creativity: Creating lasting advantages such as brand, technology, design, network and IP.  Participation: Generating a management approach that promotes participation and collective thinking in decision making process.  Strategic Approach: Managing the present with excellence and to shape our future to ensure long term advantage. CREATIVITY 2 STRATEGIC APPROACH 4 RESPONSIBILITY AND TRANSPARENCY 1 PARTICIPATION 3 7

10. Management Platforms SA15+ ( STRATEGIC PLANNING ) SA15+ involves work carried out in a participatory manner to provide a roadmap to identify where the Sabancı Group will be in the next ten years and beyond to ensure sustainable profitable growth. SABE ( SABANCI BUSINESS EXCELLENCE ) SABE is a continuous and systematic improvement approach for better performance. The purpose of SABE is to make sure business excellence becomes a lifestyle throughout the Group and to create sustainable competetive advantage INFORMATION TECHNOLOGY SATEK, Sabancı Holding Technology, Materials and Intellectual Property Committee, is establihed to evidently increase the activities on Research & Development, achieving Technological Superiority as well as preservation and development of Intellectual Property Rights within the Sabancı Group. GROWTH AND VALUE CREATION THROUGH INNOVATION The Sabancı Group has taken on the initiative of promoting innovations in all of its businesses and to ensure that innovation is part of the organization culture and management approach. 8 HUMAN RESOURCES & ORGANIZATIONAL TRANSFORMATION Human Resources and organizational transformation begins with the identification of critical ‘systems and processes’ necessary to accomplish the objectives of the Sabancı Group. Once the critical ‘systems and processes’ are defined, ‘people profile’, ‘culture’ and ‘organizational structure’ are also examined to ensure that they support these systems.

11. Target Business Portfolio Target Breakdown Financial Services Energy 9 NAV (*) Other Auto.Tire &Tire Reinf. Food & Retailing Cement (*) Net Asset Value breakdown estimate projected in line with each business unit’s 3-year business plan.

12. Organization Structure An actively managed portfolio of businesses Sabancı Holding Board Chairman Strategic Business Units Operating Companies SA Vision SA Strategies Execution Coordination / Synergy Creation SBU Strategy Execution Operation 10 CEO

13. Support Services Provided Centrally Three Main Functions Active Conglomerate Creating Synergy Strategy Finance Human Resources 11 ACTIVE SYNERGY Tax Management Legal Services Government Relations Risk Management Internal Auditing Operational Excellence Management International Trade (based in London, UK)

14. Agenda Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages 12

15. Well Positioned Globally for Growth Manufacturing OrientedService Oriented 52% of the World Population Live in Developing Asia Turkey & : A Bridge Between East and West 13

16. Ability to Attract and Successfully Manage JV’s with Foreign Blue-Chip Partners 14

17. Leading Market Shares in Key Sectors SectorCompany Domestic Market Shares Market Position Banking Nylon&T.Cord Steel Cord Cement Tires Retailing Akbank Kordsa Glb. Beksa Akçansa Çimsa Brisa Carrefoursa (*) 15% 42% 29% 31% 21111122111112 15 Criteria Total Loans Nylon 66 - Europe Domestic Sales Marmara Region Mediterrenean Domestic Sales Net Sales 14% (*) Net Sales as % of the organized retail market. Includes Diasa 42% 27%

18. Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages Agenda 16

19. Strategy for Growth – Existing Businesses Retailing  Organic growth in Carrefoursa and Teknosa through aggressive new store openings  Evaluate regional growth opportunities for Teknosa Food  Leverage Marsa’s existing distribution network  Focus on fast-growing and profitable food categories Cement  Increase existing capacity with new investments  Evaluate further local acquisition targets and regional / global strategic opportunities 17

20. Strategy for Growth – Existing Businesses Nylon & Polyester Tire Cord  Evaluate acquisition / alliance opportunities in Asia Tires  Finalize local capacity expansion of 60% by 2007 in Brisa. Automotive  Evaluate organic growth /acquisition opportunities in heavy trucks  Evaluate organic growth opportunities in coach & midicoach business in Greater Europe Chemicals  Finalize divestiture of PTA & PET Resin businesses  Reposition / restructure remaining assets Textiles  Evaluate potential strategic alliance/ divestiture opportunities 18

21. New Business Strategy – Energy – Road Map Electricity Electricity distribution privatizations (expected in late 2006) Increase existing generation capacity of 370 MW (2% of Turkey’s production) to 10% levels in the long term  Portfolio diversification with hydro and coal-based generation Target 10-15% of sales from trading activity Natural Gas Natural gas distribution privatizations (expected 2008 onwards) Trade and wholesale business entry (2007-2012 frame) 19 Generation Transmission Distribution Trade Wholesale / Retail Energy Service Mgmt Generation Transmission Distribution Trade Wholesale Storage

22. New Business Strategy – Electricity Generation Coal–based Generation In May 2006, Enerjisa acquired the licence and rights for Tufanbeyli coal reserves for $78 M and announced the investment of an electricity generation plant with capacity of minimum 450 MW; expected to start by the end of Q1, 2007. In June 2006, Enerjisa obtained an option to acquire the rights for Horasan (Erzurum) coal reserve. The capacity of the reserve is expected to be 450 – 600 MW and the investment will be determined after the feasibility. Hydro Generation In August 2006, Enerjisa acquired Ser Enerji, owning two sites and their licences with potential of 215 MW elecricity generation capacity. 20

23. 21 Food Retailing CARREFOUR With Gima acquisition, Carrefoursa becomes the leader in the Turkish organized retail market. # of StoresNet Sales Area (m 2 ) Carrefour - Sabancı345197,700 Carrefoursa 12113,600 Championsa 1 7 12,100 Diasa 2 326 72,000 Gima 3 126106,000 Gima 81 93,000 Endi 4 45 13,000 1 Large Supermarket format under Carrefoursa umbrella. 2 Discount store chain 60% owned by Dia (Carrefour subsidiary) and 40% owned by Sabancı Holding. 3 Net leasable area of 30,000 m 2 is excluded from Gima’s net selling area 4 Discount store chain integrated into Diasa.

24. 2006 Revenue Budget €1.2 billion Target No. of Hypermarkets 24 1 1212 22 Target No. of Supermarkets* 122 5 88 1 7 Food Retailing 1919 107 1414 95 (*) Including 81 Gima supermarkets CARREFOUR

25. 2006 Revenue Budget €250 million 23 Target No. of Stores 182 Food Retailing (*) Including 45 Endi stores DIA 239 313 440* 572 737

26. Non-food Retailing  The only electronics retailing chain in Turkey with a full and widest range of consumer electronics categories  Distributorship of Mitsubishi, Sharp & Midea A/Cs; Sharp cash registers; Radioshack products, Beretta Combination Boilers.  Strong brand portfolio with international brands including Nokia, Sony, Siemens, Apple, HP, Toshiba, Panasonic, LG, Samsung, Dell, Sharp etc.  Plans to grow in the region, as well as maximizing national coverage  2005 Revenues $362M  2009 Target Revenue $1 Billion 24 Total Selling Space 000 m 2 30 41 57 96 151 200 Number of Stores 5.2 9.2 12.1 22 32 54 250 300 75 95

27. Teknosa’s growth plans are based on the electronics retailing Teknosa’s growth plans are based on the electronics retailing Currently ~90% of the sales come from retailing business Non-food Retailing July 2006: 129 stores in 37 cities Main Product Groups: Electronics TV Dijital Camera Viewcams Audio Systems Electronics TV Dijital Camera Viewcams Audio Systems Telecom Mobile Phones Cordless Phones Telecom Mobile Phones Cordless Phones IT Products PC, Notebook IT hardware & software Printers IT Products PC, Notebook IT hardware & software Printers Over 500 authorized dealers and services Main Product Groups: Air Conditioners Cash Registers Refrigerators Combination Boiler Combination Boiler RetailingDistributor Group 25

28. Electronics Retail Market (US$ B) & Teknosa Share (%, right axis) Non-food Retailing 26

29. ’s Main Goal: Sustainable Competitive Advantage ’s Main Goal: Sustainable Competitive Advantage Target: Sustainabl e competitiv e advantage Develop BigBox and alternative formats Identify the customers and provide best solutions for them (CRM) Invest in Teknosa brand Evaluate regional growth possibilities Focus on categories where it is competitive (CE, IT, TC) Fast growth: -With its own stores -Be the first to acquire the best locations Differentiate: -Wide product range -Store atmosphere -Knowledgeable, presentable sales consultants -Fast service -After sales -Unique merchandise and campaigns Operational excellence Develop internet and alternative sales channels Non-food Retailing 27 Focus on Human Resources -Be the school of this business -Retain qualified staff -Teknosa Academy

30. “Offering indispensable tastes” Vision A multi-business umbrella food company Fully-owned and controlled by Sabancı Holding Active in sizable, fast growing, and profitable categories of the food sector Food Gıdasa, a fully-owned Sabancı Holding subsidiary, was established in 2002 to leverage Sabancı’s experience in the food business and financial strength as well as Marsa’s existing strong distribution network to become a leading packaged food company. 28

31. MARSA PIYALE BEVERAGE FARM PRODUCTS Vegetable oils: Margarine Edible oil Industrial Water Bottled water HOD Flavored mineral water Tea Black tea Herbal / Fruit tea Fruit juice Pasta Confectionary Dessert Flour Culinary Products Poultry Since 1946 Since December 2002 Since September 2004 Leading brands: Food 29

32. Turkey Kordsa (İzmit) Germany Interkordsa GmbH (Mühlhausen) Egypt Nile-Kordsa Co. (Cairo) Iran Kian Kordsa (Malayar) REGION I America Interkordsa USA (Whiteville, North Carolina) Kordsa USA (Laurel Hill, North Carolina) Kordsa USA (Chattanooga) REGION II Brasil KORDSA Brasil (Salvador de Bahia) Argentina KORDSA Argentina (Buenos Aires) REGION III Nylon & Tire Cord KORD GLOBAL 30 Total Revenues- 2006 Budget $766M

33. Current Ownership Structure Kordsa Global A.Ş. REGION III KORDSA ARGENTINA KORDSA BRASIL REGION II CHATTANOOGA (USA) KORDSA USA INTERKORDSA USA REGION I NILEKORDSA (EGYPT) INTERKORDSA ( GERMANY ) KIAN KORDSA ( Iran) KORDSA (*) (TURKEY ) 51% 80% 60% 100% 89%89% Free Float 11%11% 100 % Nylon & Tire Cord 31 (*) Market value as of August 21, 2006 is $403 M. KORD GLOBAL

34. CapacitiesCapacities Nylon & Tire Cord 32 KORD GLOBAL

35. 33 Nylon & Tire Cord 2005 Market Situation (HDI Nylon only - $ Millions) North America 280 Asia 1,460 KORDSA GLB 25 KORDSA GLB 192 KORDSA GLB 90 KORDSA GLB 222 South America 205 Europe/MEA 525 KORD GLOBAL

36. 34 Nylon & Tire Cord 2005 Market Situation ( Polyester - $ Millions) South America 135 Asia 510 KORDSA GLB 0 KORDSA GLB 0 KORDSA GLB 46 KORDSA GLB 86 North America 560 Europe/MEA 320 KORD GLOBAL

37. Automotive 35 TEM Coach & Midicoach - Production  8 new models developed with TEMSA brand in the last four years  $130 Million exports in 2005 Light Trucks – Assembly & Distribution  22 years of collaboration with Mitsubishi/Fuso (distributorship & licensed production)  Market leader in locally assembled light trucks Construction Equipment & Forklift - Distribution  23 years of collaboration with Komatsu (distributorship)  Market leader in forklift and major player in construction equipment Growth Path  Evaluate organic growth / acquisition opportunities in heavy trucks  Evaluate organic growth opportunities in coach & midicoach business in Greater Europe Target Market Share 10% in the European bus & coach market Revenue Target $1 Billion in 2008

38. * Million $ ** Million € *** 2006 Budget Revenues **** As of July 31, 2006. **906 766 **250 362 594 501 220 300 778 **89 Selected Unlisted Participations CompanySector 2005 (*) Revenues Sabancı Holding’s Direct Ownership Advansa Kordsa Global *** Diasa *** Teknosa Temsa Toyotasa Enerjisa Gıdasa Philsa Beksa 36 Dec.31,2005 BookValue(*) Fibers & Chemicals Nylon &Tire Cord Retailing Automotive Automotive Dist. Energy Food Tobacco Steel Cord **419 ****393 **35 36 108 61 317 63 332 **65 92.8% 100.0% 40.0% 51.2% 46.0% 65.0% 79.6% 100.0% 25.0% 50.0%

39. Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages Agenda 37

40. * Non-core businesses Business Groups Financial Services Food & Retailing Sabancı Holding Energy Auto, Tire & Tire Reinforc. Textile (*) Cement 38 Other (*) Businesses Chemicals (*)

41. * Million $ Financial Services Banking Insurance Akbank Aksigorta Brokerage Ak Securities Fund Management Ak Portfolio Management Ak Investment Fund 39 4,795 1,315 64 12 34 Dec.31,2005* Book Value Pension Akemeklilik 34

42. Akbank 40 Strategy Customer–driven balance sheet and income statement Emphasis on consumer and SME segments Emphasis on higher margin products Significant increase in fee and commission income Further increase in operational efficiency

43. Akbank Achieving sustainable ROE of over 22% Improving Loans/Assets ratio to 60% Increasing the share of fees & commissions to 25% of total income Reducing the Cost/IEA ratio below 3% Financial Objectives 41

44. Akbank Turkey’s most profitable private commercial bank First bank in Turkey with a rating higher than the sovereign 674 branches located throughout the country An extensive and stable funding base A wide-ranging customer portfolio with the ability to attract new customers A robust capital structure and high capital adequacy ratio of 17.3% A diversified loan portfolio with a low NPL ratio of 1.6% Competitive Market Position 42

45. First half growth has been very strong Akbank 43 Total Assets (TRY billion)Loans (TRY billion) Deposits (TRY billion)Net Profit (TRY million) 11% 19% y-o-y 2% 11% 13% 8%

46. Akbank 44 Consumer and SME lending is now 70% of total loans Breakdown of Loans 70%

47. Akbank Strong growth achieved in consumer loans Consumer Loans (TRY mn.) 35% y-t-d 2,010 4,407 5,081 5,934 Akbank’s consumer loans’ market share is 14.1% Market share in mortgage loans is 14.1%. We are benefiting from our dealer relationships and online approval systems Market share in car loans is 20.9% NPL ratio in consumer loans continues to be 0.8% Credit Card Loans 17% growth in credit card loans y-t-d NPL ratio in credit cards shrank to 7.9% versus 8.2% last quarter New behavioral scoring system continues to improve screening and evaluation 45

48. Akbank 46 Small Business Banking is one of Akbank’s priority areas for future growth... Emphasis on most profitable products (TL loans, demand deposits, fees and commissions) Efficient and timely service thru dedicated Relationship Managers Simple packaged products Cross-sell ratio is 3.3x NPL ratio is 2.0% Small Business Loans 1 (TRY mn.) 28% y-t-d Only 3% in FX 1 Small business loans given to companies with sales turnover <USD 2 mn are granted by the retail banking unit

49. Akbank 47 6,729 4,930 Corporate Banking (TRY mn.) Investment and acquisition financing supports growth in corporate loans Excellent cross-sell opportunities (4.3x) NPL ratio is 0.1% 7,049 6,735 Excellent cross-sell opportunities Commercial Loans 1 (USD mn.) (TRY mn.) 36% y-t-d 15% y-t-d TL cash loansFX cash loans ‘04 ‘05 Mar’06 Jun’06 1 Medium size companies with sales turnover btw. USD 2–30 mn are serviced through our commercial banking unit Commercial loans are also considered as a hook product, which paves the way for further marketing opportunities Cross sell ratio is 4.5x NPL ratio is 0.8% ‘04 ‘05 Mar’06 Jun’06

50. Akbank 48 Asset management Mutual Funds (TRY mn.) Currently #2 in mutual funds The underlying factors behind this; Superior channel management Superior asset management performance Effective marketing and communication Private Banking Assets (USD mn.) Wide range of domestic and international investment products Top quality investment advisory service Cross-sell ratio in private banking is 3.8x Volume Market share (%)

51. Akbank 49 924 Net fee income TaxNet income 1,292 393 122 156 -200 -182 NIINet trading income Other income Operating expense -704 Provisions Income statement summary Income statement summary (June’06, TRY million) Net Foreign Exchange Loss -28 75 Dividend income At 60 %, Loan income has now a greater contribution to interest income 29% y-o-y growth in net fee income continues to have an important impact on profitability Akbank’s ROAE continued to be high at 29.3%

52. Akbank 50 Total Equity (BRSA, TRY mn.) Strong free capital is also a major cushion against the effects of market volatility Free capital has a positive endowment effect in the high rate environment Free Capital (BRSA, TRY mn.) Equity participations & Fixed assets Free Capital

53. * Million $ ** Million €, Revenues 2006 Budget Food & Retailing Food Retailing Oil & margarine, Gıdasa beverages, poultry, pasta, etc. Carrefoursa (JV) Hyper&Supermarkets Diasa (JV)Hard Discount TeknosaElectronics 300 ** 1,200 **275 362 51 2005* Dec.31,2005* Revenues Book Value 63 **564 **35 36

54. * Million $ ** Million € *** 2006 Budget **** As of July 31, 2006 Nylon & Tire Cord Steel Cord Kordsa Global Beksa (JV) *** 766 **89 52 **** 393 **65 Automotive, Tire & Tire Reinforcement 2005* Dec.31,2005* Revenues Book Value Tire Brisa (JV) 434 313

55. Automotive, Tire & Tire Reinforcement Passenger Car Distribution Toyotasa (JV) Commercial vehicles and construction equipment Temsa 501 594 53 61 108 * Million $ 2005* Dec.31,2005* Revenues Book Value

56. Cement Akçansa (JV) Çimsa Oysa (JV) 312 229 99 54 473 377 70 * Million $ 2005* Dec.31,2005* Revenues Book Value

57. * Million $ ** Million € Chemicals & Textile Cotton Textile Wool Textile Bossa Yünsa 165 84 55 199 52 Chemicals Advansa **906**419 2005* Dec.31,2005* Revenues Book Value

58. * Million $ ** Million € *** Million GBP Other Businesses Paper & Packaging Trading Companies Olmuksa (JV) Universal Exsa Exsa UK 138 **156 309 ***54 56 102 **153 343 ***47 Tobacco Philsa (JV) 778 332 2005* Dec.31,2005* Revenues Book Value Plastic Pipe Pilsa 64 61 Electricity Generation Enerjisa 220 317

59. Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages Agenda 57

61. (*) IFRS 29 Inflation Adjusted Results until 2005. Inflationary Accounting ceased as of Jan. 1, 2005. Revenue Growth by Business (USD MM)* Financial Services Automotive, Tire& Tire Reinforcement Textile & Chemicals Cement Food & Retailing Total 1999 2000 3,242 891 785 201 312 5,626 3,582 648 795 198 242 5,478 58 2001 4,057 506 659 174 272 5,857 2002 3,155 633 668 197 310 5,224 2003 4,374 986 740 236 698 7,261 2004 4,482 1,588 992 305 951 8,610 2005 5,347 1,884 1,432 362 1,263 10,600

62. (*) IFRS 29 Inflation Adjusted Results until 2005. Inflationary Accounting ceased as of Jan. 1, 2005. (**) 1999-2004 After Operational Monetary Gain (Loss) (***) After Outside Interests Summary Income Statement (USD MM)* Revenues Operating Profit EBITDA (**) Pretax Income (***) Net Income 5,626 1,055 892 667 190 5,478 1,357 946 562 49 59 19992000 5,224 1,147 909 562 228 2002 5,857 481 (213) 152 (210) 2001 7,261 1,962 1,940 1,086 583 2003 8,610 1,749 1,550 845 540 2004 10,600 1,820 2,156 1,052 514 2005

63. (*) 2004-IFRS 29 Inflation Adjusted Results (Dec. 31, 2004 US$ rate – 1$= 1.34 YTL) (**) Inflationary Accounting ceased as of Jan.1, 2005 (2005 average rate – 1$=1.34 YTL) Revenues by Business (USD MM) Financial Services Non Finance Chemicals Automotive Retailing Tire & Tire Reinf. Cement Food Textile Other Total 2005 (**) 5,347 5,253 1,183 1,096 969 788 362 294 249 312 10,600 2004 (*) 4,482 4,128 692 1,021 665 567 305 286 300 291 8,610 % 50 11 10 9 7 4 3 2 3 100 % 52 48 8 12 8 7 4 3 100 60

64. (*) 2004-IFRS 29 Inflation Adjusted Results (Dec. 31, 2004 US$ rate – 1$= 1.34 YTL) (**) Inflationary Accounting ceased as of Jan.1, 2005 (2005 average rate – 1$=1.34 YTL) (***) EBITDA Margin EBITDA by Business (USD MM) Financial Services Non Finance Cement Tire & Tire Reinf. Automotive Retailing Chemicals Textile Food Other Total 2005 (**) 1,707 449 132 119 97 69 35 34 (25) (13) 2,156 2004 (*) 1,206 345 105 106 86 36 22 53 (20) (45) 1,550 % (***) 32 9 37 15 9 7 3 14 (8) (4) 20 % (***) 27 8 35 19 8 5 3 18 (7) (15) 18 61

65. (*) (2006 6 months average US$ rate – 1$= 1.39 YTL; 2005, 6 months average rate – 1$=1.34 YTL) (**) After Outside Interests (USD MM) Revenues Operating Profit EBITDA Pretax Income (**) Net Income 4,741 932 1,100 578 300 62 2006 Q2 (**) 2005 Q2 (*) Summary Income Statement (6 months) 5,864 814 989 481 230

66. Revenues by Business (6 months) (USD MM) Financial Services Non Finance Automotive Retailing Chemicals Tire & Tire Reinf. Cement Food Textile Other Total 2005Q2 (*) 2,390 2,351 451 381 592 345 167 138 134 144 4,741 2006Q2 (*) 2,948 2,915 596 595 563 461 235 159 147 160 5,864 % 50 10 8 12 7 4 3 100 % 50 10 8 4 3 100 63 (*) (2006 6 months average US$ rate – 1$= 1.39 YTL; 2005, 6 months average rate – 1$=1.34 YTL)

67. (**) EBITDA Margin EBITDA by Business (6 months) (USD MM) Financial Services Non Finance Cement Tire & Tire Reinf. Automotive Textile Retailing Chemicals Food Other Total 2005Q2 (*) 878 222 60 61 36 22 27 13 (6) 10 1,100 2006Q2 (**) 724 265 100 68 50 28 19 13 (3) (9) 989 % (**) 37 9 36 18 8 16 7 2 (4) 7 23 % (**) 25 9 43 15 8 19 3 2 (2) (6) 17 64

68. Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Share Price Performance Key Investment Messages Agenda 65

69. SABANCI HOLDING SHARE PRICE PERFORMANCE (Jan. 2, 2006 – Sep. 27, 2006) 6,536 66

70. SABANCI HOLDING INDEXED SHARE PRICE PERFORMANCE (Jan. 2, 2006 – Sep. 27, 2006) SABANCI HOLDING ISE INDEX 67

71. Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated Financial Performance Profitability Charts Share Price Performance Key Investment Messages Agenda 68

72. Key Investment Messages With clear strategy, well-positioned for sustained shareholder value enhancement Shareholder value-driven growth Focus on differentiation in each product and service through innovation Concentration on fewer core businesses Well-balanced business portfolio Geographical expansion 69

73. Key Investment Messages Good proxy for attractive sectors regionally Well diversified/quality earnings Attractive unlisted subsidiaries with strong earnings growth prospects Ability to access new opportunities not available through the stock market Full disclosure and high transparency Large capitalisation & high liquidity 70