Business Development in Africa November 1, 2012 Inquiries to: - - PowerPoint PPT Presentation

Business Development in Africa

November 1, 2012

Investor Relation Group E-mail: ttc_ir@pp.toyota-tsusho.com Tel: +81-3-4306-8201 Fax: +81-3-4306-8818

Inquiries to:

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Toyota Tsusho’s Vision & Overseas Regional Strategy

Africa follows the four key areas in scale ⇒ Discovery and expansion planned in the three business areas

North and Central America Asia Pacific

Central Asia

• Aimed at strategies and execution within the four key regions of Asia and Oceania, China, Europe, and North and Central America
• Additional focus on emerging countries and resource-rich countries in other regions with operations directly managed

by the head office

• Achievement of a balanced “1:1:1” business portfolio across the three operating fields of the GLOBAL 2020 VISION

Europe

Mobility Mobility Life & Life & Community Community Earth & Earth & Resources Resources

China

Africa

*Circle size reflects scale of net sales as of fiscal year ending March 31, 2012 Middle East South America

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Explosive Population Growth

(1 billion people in 2010 ⇒ 2 billion people in 2050)

Marked Economic Growth

(10-year forecast: 5.2% growth in Sub Sahara vs. 3.3% globally)

Plentiful Resources

(Extensive undeveloped resources and energy)

Accelerated Resource Development

(Crude oil, copper, diamonds, rare metals)

Expanding Middle-Income Demographic

(Per capita GDP above $3,000: 65 million people in 2012⇒ 100 million people in 2015)

Basic Infrastructure Creation

(Basic development of roads, electricity, water, etc.)

Accelerated Motorization

(2010: 1.45 million vehicles ⇒ 2016: 2.0 million vehicles*)

*Toyota Tsusho estimate for car market based on GDP growth prediction by IMF

Potential in Africa

Rising Standards of Living

(Income per capita: $800 in 1980 ⇒ $2,900 in 2016)

The final emerging region after China, Southeast Asia and Central and South America ⇒ Opportunity for business expansion

Initiatives in Africa Initiatives in Africa

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History of Business Development in Africa

1933 1933

Alexandria Branch opened; cotton trading began Alexandria Branch opened; cotton trading began

1991 1991

Minority investments in automobile distributors in Kenya, Angola, Zambia and Zimbabwe Minority investments in automobile distributors in Kenya, Angola, Zambia and Zimbabwe

2000 2000

First headquarters for Africa, TOYOTA TSUSHO AFRICA (PTY) LTD., established in South Africa First headquarters for Africa, TOYOTA TSUSHO AFRICA (PTY) LTD., established in South Africa

2001 2001

Transfer of business of U.K. company Lonrho plc. in Kenya, Angola, Zimbabwe, Zambia and Malawi Transfer of business of U.K. company Lonrho plc. in Kenya, Angola, Zimbabwe, Zambia and Malawi

2008 2008

Investment in drilling of marine gas fields in Egypt Investment in drilling of marine gas fields in Egypt

2011 2011

Order received for Kenya’s largest geothermal energy project Order received for Kenya’s largest geothermal energy project

Track record of about 80 years of business development in Africa

2009 2009

Car leasing company established in Kenya and Mauritius Car leasing company established in Kenya and Mauritius

1964 1964

Exports of completed vehicles from Japan to East Africa began Exports of completed vehicles from Japan to East Africa began

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Automobiles Logistics business ○ Energy plant-related/ Chemical products ○ Farm mechanization business ○ Geothermal energy

Eastern Africa

■Eastern Africa Portfolio ■Southern Africa Portfolio

Countries with investments in Toyota distributors (7 countries) Other Toyota business- transferred countries (17 countries)

Automobiles Toyota parts SCM business (South Africa) ○ Agriculture (Zambia, Mozambique) ○ Logistics business

Southern Africa

Countries with investments in Subaru distributors (1 country)

○ Electric power plant

Egypt ■Northern Africa Portfolio

Automotive business portfolio ○ Non-automotive business portfolio ⑪

Diversified development of the automotive and non-automotive businesses, largely in eastern and southern Africa.

Current Business Development in Africa

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Parent company export domain Parent company export domain

16.0 billion 16.0 billion

Import, export & wholesale by regional subsidiaries Import, export & wholesale by regional subsidiaries

53.0 billion 53.0 billion

Steel sheet processing business Steel sheet processing business

6.0 billion 6.0 billion

Sales of automobiles & parts; after-sales service Sales of automobiles & parts; after-sales service

55.0 billion 55.0 billion Focus on the automotive business ⇒ Expand the non-automotive business in the future

Japan Japan

South Africa South Africa South Africa South Africa South Africa, Angola, Kenya, etc. South Africa, Angola, Kenya, etc. 130.0 billion 130.0 billion

Total Total

Employees： Expatriates 34; National Staffs 2,393; Total 2,427

＊as of March 31, 2012

Number of Bases： 8 bases

Net Sales in Africa by Business, Employees and Bases

*Net sales for the year ended March 31, 2012

Net Sales by Business

＊as of March 31, 2012

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New Developments in Africa

Region where former Toyota Tsusho is strong + Strong business of former Tomen ⇒ Geothermal energy business in Kenya Region where former Tomen is strong + Strong business of former Toyota Tsusho ⇒Automobile production in Egypt

We are promoting business development to extend TRY 1 in Africa, which is a key region

New Businesses

Toyota distributors, etc. Automotive area is the base Geothermal energy business

Olkaria No. 1 and No. 4 (Approx. 280MW – equivalent to 25% of Kenya’s electric power generation)

Electric power plants, etc. Non-automotive area is the base

Kenya Egypt

Small-scale CKD production business

Joint venture with Toyota Motor Corp. Fortuna assembly (production of 3,000 units annually)

Automotive Area Automotive Area Non-Automotive Area Non-Automotive Area

Synergy (trusting relationships, personal connections, experience, etc.)

Existing Businesses

＋ ＋

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Results in Kenya:

• 1. Automotive business

Automobile distributors Used car sales Car Leasing

• 2. Non-Automotive Business

Order for geothermal power generation PJ Results in Kenya:

• 1. Automotive business

Automobile distributors Used car sales Car Leasing

• 2. Non-Automotive Business

Order for geothermal power generation PJ Comprehensive agreement concluded with government of Kenya Comprehensive programs in the areas of automobiles, power generation and energy, oil and minerals, environment and agricultural industrialization. Comprehensive agreement concluded with government of Kenya Comprehensive programs in the areas of automobiles, power generation and energy, oil and minerals, environment and agricultural industrialization. Establishment of Eastern Africa regional headquarters (planned for November 2012) Establishment of Eastern Africa regional headquarters (planned for November 2012)

Kenya

Tanzania

Uganda Rwanda Burundi

• 1. Integrated management of inventory in the

automotive business

• 2. Promotion of business expansion in the EAC*,

centered on Kenya * EAC (East Africa Community): A community formed by countries in eastern Africa. Current members are Kenya, Uganda, Rwanda, Burundi and Tanzania.

• 1. Integrated management of inventory in the

automotive business

• 2. Promotion of business expansion in the EAC*,

centered on Kenya * EAC (East Africa Community): A community formed by countries in eastern Africa. Current members are Kenya, Uganda, Rwanda, Burundi and Tanzania.

New Developments in Eastern Africa

The branch in Nairobi, Kenya is now a subsidiary. As a result, it is the regional axis for initiatives in Kenya and EAC.

Investment in CFAO Investment in CFAO

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Operations include automobile distributor business, pharmaceutical wholesale business, beverage production, and sales business.

Largest French trading company specialized in Africa

Overview of CFAO

The major strength is a network covering all regions of western Africa.

■CFAO Corporate Overview

Established: 1887 Countries with operations: 32 countries + 7 French overseas possessions Employees: 10,100 (as of Dec. 31, 2011) Group companies: 121 (Sales offices: 261) Net sales: €3,124 mil (as of Dec. 31, 2011) Stock listing: Euronext (listed 12/2009)

Automobile Distributor/Dealer Business Division (60% of net sales)

Pharmaceutical Division (28%) Industries Division (8%) IT Division (4%)

Automotive Business Operations Non-Automotive Business Operations

Toyota 17 countries GM 7 countries Nissan 9 countries Isuzu 7 countries Suzuki 19 countries ■Distribution rights for more than 20 brands in 32 countries Management of supply and demand with optimum efficiency at the centralized inventory yard in Belgium Does business with 450 pharmaceutical companies, handles about 20,000

• products. Wholesales to

5,000 pharmacies in 27 countries in western Africa. OEM production of Heineken and Coca Cola in Rep. of Congo, No. 1 share. OEM production and sales of Yamaha and Peugeot motorcycles.

• IT consulting

business

• PC-related

equipment sales

• Office design

consulting business (incl. installation of facilities such as elevators)

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1,718 1,859 2,034 2,219 2,535 2,875 2,582 2,676 3,124 1,743 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012/1H 158 156 167 177 226 270 211 223 256 145 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012/1H

CFAO Net Sales (Share by division) CFAO Operating Income (Share by division)

1,487 121 Unit: € Million 1H 1H Unit: € Million

Changes in CFAO Financial Results

Following the Lehman Shock, steady growth in sales and earnings even amid the financial crisis in Europe

Automobile 56% Pharmaceutical 29% Industries 11% IT 4% Automobile 52% Pharmaceutical 24% Industries 11% IT 2%

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CFAO is moving forward with three businesses – Equipment (centered on automobiles), Health Care and Food & Consumer Goods – under its 3 Pillar Strategy.

EQUI PMENT

GROWTH STRATEGY

HEALTH CARE FOOD & CONSUMER GOODS

CFAO Business Strategy

Strategy closely matches Toyota Tsusho’s GLOBAL 2020 VISION TRY 1

CFAO focuses on three businesses similar to Toyota Tsusho’s TRY 1 strategy

Life & Community Earth & Resources Mobility

Use a powerful business foundation and expand TRY 1 businesses in Africa

・ ・

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Business Expansion from Investment in CFAO

Mobility Earth & Resources Life & Community

■Rapid development & expansion in the emerging market of Africa (current 25 countries ⇒ 48 countries/54 countries)

○ ○ ○

■Accelerated development of the distributor/dealer business

○

■Multi-brand car distribution and Pharmaceutical distribution businesses as the result of the acquisition of CFAO (21 brands car distribution and wholesales to 5,000 pharmacies)

○ ○

■Medium- to long-term business discovery and foundation building in non-automotive domains (foundation building in resource and infrastructure development business)

○ ○ Investment in CFAO is an excellent opportunity in terms of our business strategy and regional strategy

Create strong business foundation in Africa and achieve GLOBAL 2020 VISION

Investment in CFAO

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■Key Development Region: Eastern and Southern Africa (Southern and eastern Africa = Toyota)

Toyota handled (17 countries) Non-Toyota handled (32 countries)

32 Countries Handled by CFAO (Automobile Division)

25 Countries Handled by Toyota Tsusho (Toyota domain + South Africa/ Subaru)

■Key Development Region: Western Africa (Western Africa = Toyota, etc.; Eastern Africa = non-Toyota)

Internal operations and investments: 8 countries (South Africa: investment in Subaru distributors) Internal operations and investments: 32 countries (Toyota: 17 countries/Non-Toyota: 32 countries) Vehicles handled for all 21 brands 71,200 units (fiscal 2011) Vehicles handled for all brands * Toyota + 1,000 Subaru units = 20,000 units Handling of Toyota vehicles: 17 countries 10,260 units (2010) ⇒ 12,722 units (2011) Handling of Toyota vehicles: 24 countries 17,800 units (2010) ⇒ 19,135 units (2011)

Countries with investments in Toyota distribution (7 countries) Other Toyota business-transferred countries (17 countries)

＋

Complementary Relationship with CFAO in the Automotive Business

Countries with investments in Subaru distribution (1 country)

Toyota Tsusho CFAO

The two companies handle approx. 91,000 units in 48 countries (includes Toyota in 40 countries) ⇒ Area development

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CFAO’s Pharmaceutical Wholesale Business

Pharmaceutical wholesale & logistics business: No. 1 share of pharmaceutical wholesale business in Africa

Manufacturers handled: 450 companies Sales network: 20 countries in Africa and 7 French overseas possessions Products handled: Approx. 20,000 varieties Shipments: Daily to approx. 5,000 pharmacies/hospitals in 27 countries

Pharmaceutical manufacturer (mainly European manufacturer) + OEM production in Algeria

Consolidated inventory for Eurapharma business (EPDIS of France/Continental Pharmaceutique) Pharmacies/hospitals in each country, etc. Eurapharma distributors (20 countries in Africa + 7 French overseas possessions, etc.)

Weekly orders Daily orders & deliveries

Human Resources Experts in many areas

Etc.

Financial Strength Stable finances Network Global network of bases Personnel network Logistics Know-How Know-how cultivated in Toyota Group Infrastructure Logistics warehouses, information systems

Toyota Tsusho will contemplate support and cooperate with CFAO by providing Toyota Tsusho’s resource and know-how Support and cooperation

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Schedule of TOB

July August September October November December January

29.8% purchasing contract conclusion 29.8% purchasing implementation TOB (takeover bid) application to AMF (France’s Financial Services Agency) Approval of application from AMF Announcement

• f result

Announcement

• f result

European Commission Anti-Competition Clearance

TOB planned for completion by end of December if all goes smoothly.

▲Nov. 1, 2012 Implemented Planned implementation Acceptance Period Reopened Acceptance Period

Risk Management & Risk Management & Numerical Financial Targets Numerical Financial Targets

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Basic Policy for Financial Strategy Basic Policy for Financial Strategy

Basic Policy

Aim to maintain a sound financial balance and generate stable growth

Sound Financial Balance

Based on the concept of Asset Liability Management:

• 1. Align funding with asset class

1) Employ shareholders’ equity and long-term debt as capital for long-term investments 2) Maintain appropriate balance between shareholders’ equity and long-term debt (net DER ≦ 1.5)

• 2. Maintain balance between risk asset scale and risk buffer

Risk Asset ≦ Risk Buffer Growth

• 1. Growth in consolidated net income:

¥66.2 billion (result for fiscal year ended March 31, 2012) ⇒ ¥ 120.0 billion (target for fiscal year ending March 31, 2017)

• 2. Increase in ROE

10.7% (result for fiscal year ended March 31, 2012) ⇒ 12%-15% (target for fiscal year ending March 31, 2017)

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Planned Post-TOB Financial Indicators

Performance Indicators

March 31, 2010 Results March 31, 2011 Results March 31, 2012 Results March 31, 2013 Forecast* March 31, 2017 Target Net income

¥27.3 billion ¥47.1 billion ¥66.2 billion ¥70.0 billion ¥120.0 billion

Net DER

0.96 0.98 1.05 1.30 1.50 or less

ROE

4.9% 8.0% 10.7% 10.5% 12-15%

RA:RB

0.74 0.73 0.88 1.18 Under 1.0

*Numbers may change depending on the result of the TOB.

• Indicators for March 31, 2013 will worsen temporarily as a result of equity

investment in CFAO

• However, increased earnings and asset amortization will enable achievement
• f all indicators for March 31, 2017

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Notice on Forward-Looking Statements

◆ The presentation material includes “forward-looking statements” such as those pertaining to the strategy and management plan of Toyota Tsusho Corporation and its group companies, which are not historical facts. The forward-looking statements are based on expectations, estimates and forecasts available at the current moment, and necessarily include risks and uncertainties. Accordingly, the information on the business environment, future performances, business results and financial standings of the Company explicitly or implicitly expressed in the forward- looking statements could differ materially from the actual results. The Company undertakes no obligation to revise or update publicly any forward-looking statement for any reason. ◆ The presentation material is not intended to be the basis for an offer or solicitation to buy or sell any security. In making a decision on investment, etc., prospective investors may not rely

• n the information in this presentation.

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