1. 1 Investor Presentation November 2004

2. 2 Strategy 3 Products 5 Profitability Improvements 15 Annex 21 Agenda

3. 3 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

4. 4 Strategy 3 Products 5 Profitability Improvements 15 Annex 21 Agenda

5. 5 Controlling 14% of all customers assets 31.0 38.9 BRSA TL 000 trillion Akbanks client money increased 26% y-o-y, over the sectors 18% growth 26%

6. 6 Mutual Funds (USD million) Asset management Akbank ranks second among all fund managers in Turkey The underlying factors behind this performance are; Superior asset management performance Superior channel management Effective marketing and communication Private Banking Assets (USD million) 16 % Wide range of domestic and international investment products Top quality investment advisory service Already 9 private banking centers in urban high-income areas Volume (USD million) Market share (%)

7. 7 Breakdown of Loans (%) Consumer and SME lending is now 51% of total loans

8. 8 Consumer Loans* (market share, %) Consumer loans * Excluding credit cards Volume (USD million) Previous periods are not given due to a one time correction in the market data by the Central Bank 199 1,348 736 Akbank continues to grow its market share in consumer loans 3Q04

9. 9 Credit Card Loans (market share, %)Credit Cards Issuing Volume (market share, %) Salient performance in credit cards* Approx. 1% market share gain per quarter in issuing 65% increase in credit card loans 3.0 million credit cards by 3Q04 Acquiring Volume (market share, %) * Amex is included Volume (USD million) Market share (%)

10. 10 SME lending - commercial Medium size companies with sales turnover btw. USD 30–2 mn are serviced through our commercial banking unit There is already 36 commercial banking centers in 11 provinces and we are targeting to add approx. 10 more in a year Commercial loans (USD million) Commercial loans are also considered as a hook product, which paves the way for further marketing opportunities like credit cards and car loans Cross sell ratio (%) 85%

11. 11 SME lending - small businesses Small business loans, which are given to companies with sales turnover <USD 2 mn are granted by the retail banking unit Special credit packages for; Certain sectors and regions (pharmaceuticals, agriculture, tourism etc.) Dealer networks of corporate clients (ie. Microsoft, IBM, Bosch, Arçelik) Small Business Loans* (USD million) 67% * Monthly average Only 4% in FC

12. 12 Over 38,000 cards by September 2004 Effectively used by 72 companies, including Coca Cola, Exxon Mobil, Philip Morris, Temsa (Mitsubishi) and Hedef Alliance An effective cash management tool # of Business Cards – biz. card Benefits to supplier/distributor Centralized collections and payments Saving time and money by eliminating cash / checks Streamlined operations Benefits to card member On-line management systems Efficient payment processing Elimination of cash / checks Extra liquidity / increased sales volume

13. 13 Corporate banking Akbank has traditionally been the House Bank of multinationals in Turkey Corporate loans that has been extended to blue-chip companies like Ford, Unilever, Carrefour, Dimon stood at USD 2.3 billion Akbanks leadership continues in project finance. USD 1.2 billion of loans have been extended to projects like irrigation, highway and natural gas pipeline construction Along with core products, Akbank offers special and structured financial solutions for corresponding corporate needs. In this context, Akbank also offers cash management products regulating the collection and payment cycle of companies Blue-chip companies provide excellent cross-sell opportunities (3.6x)

14. 14 Strategy 3 Products 5 Profitability Improvements 15 Annex 21 Agenda

15. 15 Net Fees & Commissions (BRSA, TL trillion) Net fees and commissions Net fees and commissions increased 116% in real terms due to the rapid growth in credit cards and consumer loans Credit cards contribution to fee income rose to 52% from 51% q-o-q 116% Fees and commissions revenue contribution* (%) *Bank only - excluding commissions from cash and non-cash loans Credit cards commissions Asset management fees Money transfer fees Other Consumer loan related

16. 16 Net fees & commissions/operating expenseNet fees & commissions/operating income Improving fee income ratios in line with targets We are rapidly approaching our medium term fee to income target of 20% Fee to expense ratio will continue to rise as fee income will continue to grow while expense growth will be moderate Source : BRSA figures

17. 17 Branches are becoming more sales focused Number of Branch Staff 2003 1,802 1,874 3,252 2,011 1,300 2006 31% 50% 5,868 6,653 2001 613 2,283 2,590 5,486 2,192 11%11% Operation Teller Sales Tellers will contribute to sales The number of back office staff in branches, which was 2,590 in 2001 has been reduced due to centralization of operations Growth in sales staff is not detrimental to personnel costs as their variable salary is based on performance targets

18. 18 State of the art and widely used alternative channels (65% of all transactions) Other 11% of all transactions were directed to ADC in 1.5 years (branch share 46% to 35%) USD 6.5 mn. income from alternative delivery channel commissions by Sept. 04 Freedom Banking Zones in 250 branches ATM & BTM 1,440 ATMs are being rebranded 125 cash-in/out ATMs (Branded as BTM- Beyond Teller Machine). The remaining branch ATMs will be converted in 2005 Call Center 13.5 mn calls in the period of Jan-Sept. 2004 More than 1 mn. customers since Dec02 Quick and easy access with increased line capacity and renewed menus Enriched set of transactions on IVR Fast authentication: Customer No = Mobile No for the callers from mobile phones Internet Fully reflects the new corporate identity One of the most visited sites in Turkey 3 mn. visitors / month) State of the art investment services User friendly design for easy access (e.g One password for all channels) Over 9 mn. transactions / month Over USD 4 bn. volume / month

19. 19 Operating expense/operating income (%) Efficiency ratios Centralization together with the new technology infrastructure allows us to keep operational costs subdued Performance based compensation and profitability measurement systems will contribute to further efficiency Source : BRSA figures Operating expense/average assets (%)

20. 20 Strategy 3 Products 5 Profitability Improvements 15 Annex 21 Agenda

21. 21 TOTAL ASSETS Cash and Due from Banks Securities Loans TOTAL LIABILITIES Deposits Funds Borrowed TOTAL EQUITY BRSA (TL Trillion)* 2003 3Q04 2003 3Q04 Shares (%) Balance sheet highlights 32,953 1,744 14,944 11,874 27,140 20,212 4,751 5,813 32,231 1,684 15,398 9,529 26,719 20,883 3,988 5,512 5 45 36 61 14 18 5 48 30 65 12 17 * Amounts are expressed in terms of the purchasing power of TL at 30 September 2004

22. 22 Income statement highlights Interest Income Interest Expense Net Interest Income FX Gain (Loss), Net Provision for Loan Losses Net Interest Income after FX, Income/Loss & NPL Prov. Fees and Commissions (Net) Profit on Trading Securities (Net) Operating Profit Operating Expenses Monetary Loss Income Before Tax Tax Net Income BRSA (TL Trillion)*3Q033Q04 3,235 (1,348) 1,887 (96) (90) 1,701 286 254 2,443 (697) (406) 1,260 (376) 884 3,784 (1,670) 2,114 123 (34) 2,203 132 276 2,715 (640) (303) 1,737 (596) 1,141 * Amounts are expressed in terms of the purchasing power of TL at 30 September 2004

23. 23 TOTAL ASSETS Cash and Due from Banks Securities Loans TOTAL LIABILITIES Deposits Funds Borrowed TOTAL EQUITY BRSA* (USD million) 2003 3Q04 2003 3Q04 Shares (%) 21,794 1,154 9,882 7,853 17,950 13,368 3,142 3,844 * Figures are stated with exchange rates effective at respective dates Balance sheet highlights in USD 20,654 1,079 9,868 6,107 17,121 13,382 2,555 3,533 5 48 30 65 12 17 5 45 36 61 14 18

24. 24 Interest Income Interest Expense Net Interest Income FX Gain (Loss), Net Provision for Loan Losses Net Interest Income after FX, Income/Loss & NPL Prov. Fees and Commissions (Net) Profit on Trading Securities (Net) Operating Profit Operating Expenses Monetary Loss Income Before Tax Tax Net Income BRSA* (USD million)3Q033Q04 2,141 (894) 1,247 (63) (59) 1,126 189 168 1,616 (461) (268) 834 (249) 585 Income statement highlights in USD * Figures are stated with exchange rates effective at respective dates 2,396 (1,057) 1,339 78 (22) 1,395 84 175 1,719 (405) (192) 1,100 (377) 722

25. 25 Akbanks dividend policy For the purpose of optimizing the Banks capital structure, Akbank has formulated a new dividend policy Effective on its 2003 financials, Akbank will pay minimum 30%, maximum 50% of the net distributable profit to its shareholders who are described in its articles of corporation, as cash dividend. This policy will be dependent on relevant market conditions and sustenance of a comfortable level of capital adequacy ratio

26. 26 Total Equity (BRSA, TL trillion) AKBANK Strong equity growth driven by strong profits Akbank will optimize its capital structure through its dividend policy of 30% min. - 50% max. cash dividend payment Free Capital 1H04 (BRSA, TL trillion) Free capital comparison * 2003 figures are restated with WPI

27. 27 Financial strength approved by ratings Akbank Garanti İş Bankası YKB Moodys Financial Strength Rating FitchRatings National Rating D+** D+* D E FitchRatings Individual Rating AA- A BBB+ C C/D E * Negative outlook ** Positive outlook

28. 28 The information and opinions contained in this document have been compiled or arrived at by Akbank from sources believed to be reliable and in good faith, but no representation or warranty, expressed or implied, is made as to their accuracy, completeness or correctness. All opinions and estimates contained in this document constitute the Companys judgement as of the date of this document and are subject to change without notice. The information contained in this document is published for the assistance of recipients, but is not to be relied upon as authoritative or taken in substitution for the exercise of judgement by any recipient. The Company does not accept any liability whatsoever for any direct or consequential loss arising from any use of this document or its contents. This document is strictly confidential and may not be reproduced, distributed or published for any purpose. Disclaimer Statement