SABANCI HOLDING October 2006. Agenda Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated

SABANCI HOLDING

October 2006

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

A Leading Turkish Enterprise

More than 30 main companies

(14 listed, 8 JVs)

Consolidated Financials (2005) Revenues - $10.6 BillionTotal Assets - $46.0 BillionShareholders’ 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

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

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

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

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”

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

STRATEGICAPPROACH

4

RESPONSIBILITY

ANDTRANSPARENCY1

PARTICIPATION

3

7

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 TECHNOLOGYSATEK, 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.

10-15%

10% 10-15%

40%

15%

5%

Target Business Portfolio

Target BreakdownFinancial 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.

Organization Structure

An actively managed portfolio of businesses

SabancıHoldingBoard

Chairman

Strategic Business Units

Operating Companies

SA Vision SA Strategies

Execution

Coordination / Synergy Creation

SBU Strategy Execution

Operation

10

CEO

Support Services Provided CentrallySupport Services Provided Centrally

Three Main FunctionsThree Main Functions

Active Conglomerate Creating Synergy

Strategy Finance Human Resources

11

AACCTTIIVVEE

SSYYNNEERRGGYY

Tax Management Legal Services Government Relations Risk Management Internal Auditing Operational Excellence Management International Trade (based in London, UK)

Agenda



Strategy for Growth





12

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

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

14

Leading Market Shares in Key Sectors

Sector CompanyDomestic

Market SharesMarketPosition

Banking

Nylon&T.Cord

Steel Cord

Cement

Cement

Tires

Retailing

Akbank

Kordsa Glb.

Beksa

Akçansa

Çimsa

Brisa

Carrefoursa(*) 15%

42%

29%

31%

2

1

1

1

1

1

2

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%



Strategy for Growth





Agenda

16

Strategy for Growth – Existing Businesses

RetailingOrganic growth in Carrefoursa and Teknosa through aggressive new store openingsEvaluate regional growth opportunities for Teknosa

FoodLeverage Marsa’s existing distribution networkFocus on fast-growing and profitable food categories

CementIncrease existing capacity with new investmentsEvaluate further local acquisition targets and regional / global strategic opportunities

17

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.

AutomotiveEvaluate organic growth /acquisition opportunities in heavy trucksEvaluate organic growth opportunities in coach & midicoach business in Greater Europe

ChemicalsFinalize divestiture of PTA & PET Resin businessesReposition / restructure remaining assets

TextilesEvaluate potential strategic alliance/ divestiture opportunities

18

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 DistributionTrade

Wholesale / RetailEnergy Service Mgmt

Generation Transmission DistributionTrade

WholesaleStorage

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

21

Food Retailing

CARREFOURWith Gima acquisition, Carrefoursa becomes the leader in the Turkish organized retail market.

# of Stores Net Sales Area (m2)

Carrefour - Sabancı 345 197,700

Carrefoursa 12 113,600

Championsa 1 7 12,100

Diasa 2 326 72,000

Gima 3 126 106,000

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 m2 is excluded from Gima’s net selling area4 Discount store chain integrated into Diasa.

2006 Revenue Budget €1.2 billion

0

5

10

15

20

25

30

2003 2004 2005 2006 2007 2008

Target No. of Hypermarkets

24

11

12

22

0

20

40

60

80

100

120

140

2003 2004 2005 2006 2007 2008

Target No. of Supermarkets*

122

5

88

11

7

Food Retailing

19 107

14 95

(*) Including 81 Gima supermarkets

CARREFOUR

2006 Revenue Budget €250 million

23

0

100

200

300

400

500

600

700

800

2003 2004 2005 2006 2007 2008

Target No. of Stores

182

Food Retailing

(*) Including 45 Endi stores

DIA

239

313

440*

572737

2002 2003 2004 2005 2006 2007 2008 2009

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

2002 2003 2004 2005 2006 2007 2008 2009

Total Selling Space 000 m2

30 41 5796

151200

Number of Stores

5.2 9.2 12.122

32

54

250300

75 95

Teknosa’s growth plans are based on the electronics retailingTeknosa’s growth plans are based on the electronics retailingCurrently ~90% of the sales come from retailing business

Non-food Retailing

•July 2006: 129 stores in 37 cities

Main Product Groups: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:Main Product Groups:

Air ConditionersAir Conditioners Cash RegistersCash Registers RefrigeratorsRefrigerators Combination Boiler

Combination Boiler

Retailing Distributor Group

25

Electronics Retail Market (US$ B) & Teknosa Share (%, right axis)

$9.5

$6.5

$5.3

9.2%

15.7%

19.0%

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

2006 2008 2015

0%

5%

10%

15%

20%

25%

30%

35%

40%

Non-food Retailing

26

’ ’s Main Goal: s Main Goal: Sustainable Competitive AdvantageSustainable 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 excellenceDevelop internet and alternative sales

channels

Non-food Retailing

27

Focus on Human Resources- Be the school of this business

- Retain qualified staff- Teknosa Academy

•“Offering indispensable tastes”

VisionVision

• 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

MARSAMARSA PIYALEPIYALE BEVERAGEBEVERAGE FARM PRODUCTSFARM PRODUCTS

Vegetable oils:• Margarine• Edible oil• Industrial

Water• Bottled water • HOD• Flavored mineral water

Tea• Black tea• Herbal / Fruit tea

Fruit juice

PastaConfectionaryDessertFlourCulinary Products

Poultry

Since 1946 Since December 2002

Since September 2004

Since September 2004

Leading brands:

Food

29

TurkeyKordsa(İzmit)

GermanyInterkordsa GmbH

(Mühlhausen)

EgyptNile-Kordsa Co.

(Cairo)

IranKian Kordsa(Malayar)

REGION I

AmericaInterkordsa USA (Whiteville, North Carolina)

Kordsa USA (Laurel Hill, North Carolina)Kordsa USA (Chattanooga)

REGION

II

BrasilKORDSA Brasil

(Salvador de Bahia)

ArgentinaKORDSA Argentina

(Buenos Aires)

REGION

III

Nylon & Tire Cord

KORD GLOBAL

30

Total Revenues- 2006 Budget $766M

Current Ownership StructureCurrent Ownership StructureCurrent Ownership StructureCurrent Ownership Structure

Kordsa Global A.Ş.Kordsa Global A.Ş.

REGION IIIREGION III

KORDSAARGENTINA

KORDSAARGENTINA

KORDSABRASIL

KORDSABRASIL

REGION IIREGION II

CHATTANOOGA(USA)

CHATTANOOGA(USA)

KORDSAUSA

KORDSAUSA

INTERKORDSAUSA

INTERKORDSAUSA

REGION IREGION I

NILEKORDSA(EGYPT)

NILEKORDSA(EGYPT) INTERKORDSA

(GERMANY)

INTERKORDSA(GERMANY) KIAN KORDSA

(Iran)

KIAN KORDSA(Iran)

KORDSA (*)

(TURKEY)

KORDSA (*)

(TURKEY)51%

80%60%

100%

100%

100% 100%

100%

89%

FreeFloat

FreeFloat

11%

100 %

Nylon & Tire Cord

31(*) Market value as of August 21, 2006 is $403 M.

KORD GLOBAL

0

20

40

60

80

100

120

Kt/Y

ear

N6 Yarn 0 0 12 12

N66 Yarn 40 50 12 102

PET Yarn 18 18 36

T+W 64 13 34 111

Dipping 65 13 24 102

S.E.C. 4.5 1.5 0 6

R1 R2 R3 TOTAL

CapacitiesCapacitiesCapacitiesCapacities

Nylon & Tire Cord

32

KORD GLOBAL

33

Nylon & Tire Cord

20020055 Market Situation (HDI Nylon only Market Situation (HDI Nylon only - $ Millions)- $ Millions)

North America 280

Asia 1,460

KORDSA GLB25

KORDSA GLB 192

KORDSA GLB 90

KORDSA GLB222

South America 205

Europe/MEA 525

KORD GLOBAL

34

Nylon & Tire Cord

20020055 Market Situation ( Market Situation ( Polyester Polyester -- $ Millions)$ Millions)

South America 135

Asia 510

KORDSA GLB0

KORDSA GLB 0

KORDSA GLB

46

KORDSA GLB86

North America 560 Europe/MEA 320

KORD GLOBAL

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 - Distribution23 years of collaboration with Komatsu (distributorship)Market leader in forklift and major player in construction equipment

Growth PathEvaluate organic growth / acquisition opportunities in heavy trucksEvaluate 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

* Million $ ** Million € *** 2006 Budget Revenues **** As of July 31, 2006.

**906

766

**250

362

594

501

220

300

778

**89

Selected Unlisted Participations

Company Sector2005 (*)

RevenuesSabancı Holding’sDirect Ownership

Advansa

Kordsa Global ***

Diasa***

Teknosa

Temsa

Toyotasa

Enerjisa

Gıdasa

Philsa

Beksa

36

Dec.31,2005BookValue(*)

Fibers & Chemicals

Nylon &Tire Cord

Retailing

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%



Strategy for Growth





Agenda

37

* Non-core businesses

Business Groups

FinancialServices

Food &Retailing

SabancıHolding

EnergyAuto, Tire &

Tire Reinforc.

Textile (*)

Cement

38

Other (*)Businesses

Chemicals (*)

* Million $

Financial Services

Banking

Insurance

• Akbank

• Aksigorta

Brokerage • Ak Securities

FundManagement

• Ak Portfolio Management • Ak Investment Fund

39

4,795

1,315

64

1234

Dec.31,2005*Book Value

Pension • Akemeklilik 34

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

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

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

First half growth has been very strong

Akbank

43

778924

25.929.3

0

100

200

300

400

500

600

700

800

900

1000

1100

1200

June'05 June'06

-10

0

10

20

30

Volume (TRY Million) ROAE

56.252.252.4

0

10

20

30

40

50

60

2005 March'06 June'06

Total Assets (TRY billion)27.7

24.5

22.1

10

15

20

25

30

35


Loans (TRY billion)

35.6

32.231.5

15

20

25

30

35

40


Deposits (TRY billion) Net Profit (TRY million)

11%

19% y-o-y

2% 11%

13%8%

Akbank

44

Consumer and SME lending is now 70% of total loans

23% 30%

16%6%

61%43%

31% 31%31%

8%

10%

20% 20%20%

4%

11%15% 19%18%

3%

34% 30%31%

85%

2002 2003 2004 2005 1Q06 1H06

Consumer Small Business Commercial Corporate

Breakdown of Loans

70%

Akbank

Strong growth achieved in consumer loans

Consumer Loans (TRY mn.)

611 1,111 1,307 1,6041,050

1,361 1,3571,435

349

1,9352,417

2,895

2004 2005 March'06 June'06

General purpose Auto loans Mortgage

35% y-t-d

2,010

4,4075,081

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%

2,753

2,403

1,869

2,346

14.213.713.813.6

1,000

2,000

3,000

2004 2005 March'06 June'06

0

5

10

15

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

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 Loans1 (TRY mn.)

2,095

4,3444,899

5,540

2004 2005 March'06 June'06

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

Akbank

47

3,363

5,361 5,444 5,696

1,567

1,368 1,2911,353

2004 2005 March'06 June'06

Corporate Loans Project Finance

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%

7,0496,735

Excellent cross-sell opportunitiesCommercial Loans1

(USD mn.)(TRY mn.)

36% y-t-d15% y-t-d

TL cash loans FX 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%

750

401

1,260

1,919

1,521

2,088

1,708

2,203

‘04 ‘05 Mar’06 Jun’06

Akbank

48

Asset management

3,707 3,7704,002

3,390

13%14%13%

15%

500

1,500

2,500

3,500

4,500

2004 2005 March'06 June'06

-5%

-3%

-1%

1%

3%

5%

7%

9%

11%

13%

15%

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 (%) 5,2025,5405,471

3,795

2004 2005 March'06 June'06

Akbank

49

924

Net fee

income

Tax Net income

1,292

393

122

156 -200

-182

NII Net 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%

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

6,351 6,216

March'06 June'06

Free Capital (BRSA, TRY mn.)

6,216

4,969

June'06

Equity participations

& Fixed assets

Free Capital

* Million $ ** Million €, Revenues 2006 Budget

Food & Retailing

Food

Retailing

Oil & margarine,• Gıdasa beverages, poultry,

pasta, etc.

• Carrefoursa (JV) Hyper&Supermarkets• Diasa (JV) Hard Discount• Teknosa Electronics

300

**1,200**275

362

51

2005* Dec.31,2005*Revenues Book Value

63

**564**35

36

* 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

Automotive, Tire & Tire Reinforcement

Passenger Car Distribution

•Toyotasa (JV)

Commercial vehiclesand constructionequipment

• Temsa

501

594

53

61

108

* Million $


Cement

Cement

• Akçansa (JV)

• Çimsa

• Oysa (JV)

312

229

99

54

473

377

70

* Million $


* Million $** Million €

Chemicals & Textile

Cotton Textile

Wool Textile

• Bossa

• Yünsa

165

84

55

199

52

Chemicals • Advansa **906 **419


* Million $** Million € *** Million GBP

Other Businesses

Paper &Packaging

TradingCompanies

• Olmuksa (JV)

• Universal• Exsa• Exsa UK

138

**156309

***54

56

102

**153343

***47

Tobacco • Philsa (JV) 778 332


Plastic Pipe • Pilsa 64 61

ElectricityGeneration

• Enerjisa 220 317



Strategy for Growth





Agenda

57

(*) 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

(*) 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

1999 2000

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

(*) 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

50

11

10

9

7

4

3

2

3

100

%

52

48

8

12

8

7

4

3

3

3

100

60

(*) 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

(*) (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

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

50

10

8

12

7

4

3

3

3

100

%

50

50

10

10

10

8

4

3

3

3

100

63

(*) (2006 6 months average US$ rate – 1$= 1.39 YTL; 2005, 6 months average rate – 1$=1.34 YTL)

(*) (2006 6 months average US$ rate – 1$= 1.39 YTL; 2005, 6 months average rate – 1$=1.34 YTL)(**) 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



Strategy for Growth





Agenda

65

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

11,000

02 J

an 0

6

09 J

an 0

6

16 J

an 0

6

23 J

an 0

6

30 J

an 0

6

06 F

eb 0

6

13 F

eb 0

6

20 F

eb 0

6

27 F

eb 0

6

06 M

ar 0

6

13 M

ar 0

6

20 M

ar 0

6

27 M

ar 0

6

03 A

pr

06

10 A

pr

06

17 A

pr

06

24 A

pr

06

01 M

ay 0

6

08 M

ay 0

6

15 M

ay 0

6

22 M

ay 0

6

29 M

ay 0

6

05 J

un

06

12 J

un

06

19 J

un

06

26 J

un

06

03 J

ul 0

6

10 J

ul 0

6

17 J

ul 0

6

24 J

ul 0

6

31 J

ul 0

6

07 A

ug

06

14 A

ug

06

21 A

ug

06

28 A

ug

06

04 S

ep 0

6

11 S

ep 0

6

18 S

ep 0

6

25 S

ep 0

6

SABANCI HOLDING SHARE PRICE PERFORMANCESABANCI HOLDING SHARE PRICE PERFORMANCE(Jan(Jan. 2,. 2, 200 20066 – – Sep. 27,Sep. 27, 200 20066))

6,536

66

50

100

150

02

Ja

n 0

6

09

Ja

n 0

6

16

Ja

n 0

6

23

Ja

n 0

6

30

Ja

n 0

6

06

Fe

b 0

6

13

Fe

b 0

6

20

Fe

b 0

6

27

Fe

b 0

6

06

Ma

r 0

6

13

Ma

r 0

6

20

Ma

r 0

6

27

Ma

r 0

6

03

Ap

r 0

6

10

Ap

r 0

6

17

Ap

r 0

6

24

Ap

r 0

6

01

Ma

y 0

6

08

Ma

y 0

6

15

Ma

y 0

6

22

Ma

y 0

6

29

Ma

y 0

6

05

Ju

n 0

6

12

Ju

n 0

6

19

Ju

n 0

6

26

Ju

n 0

6

03

Ju

l 06

10

Ju

l 06

17

Ju

l 06

24

Ju

l 06

31

Ju

l 06

07

Au

g 0

6

14

Au

g 0

6

21

Au

g 0

6

28

Au

g 0

6

04

Se

p 0

6

11

Se

p 0

6

18

Se

p 0

6

25

Se

p 0

6

SABANCI HOLDING INDEXED SHARE PRICE SABANCI HOLDING INDEXED SHARE PRICE PERFORMANCE PERFORMANCE

(Jan(Jan. 2,. 2, 200 20066 – – Sep. 27,Sep. 27, 200 20066))

• SABANCI HOLDING• ISE INDEX

67



Strategy for Growth



Profitability Charts



Agenda

68

Key Investment MessagesWith 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


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

Documents

SABANCI HOLDING October 2006. Agenda Introduction to Sabancı Holding Key Competitive Advantages Strategy for Growth Summary Review of Businesses Consolidated