KINTO's Strategic Plan for Sustainable Growth and Profits in the Shifting Mobility Landscape

KINTO Toyotas Third Brand Presenting to: Miguel Fonseca, CEO of KINTO Angus Cheung | Sunny Sun | Eden Sorrell | Raymond Franczuk Asper School of Business

From software to the platform as the backbone

Understanding the challenge Sustained Profitability Convincing Dealerships Growing Market share Challenges How can KINTO navigate the shifting mobility trend to reach profitability with the support of their dealership network? Problem One stop shop for customers choice Sustainable dealership relationship Goals Enhanced market share Introduction Analysis Recommendation Implementation Conclusion

Our Recommendation Enhancing the value proposition for major stakeholders in the mobility services transformation 2 3 1 Working with dealership to evolve their business model Leverage acquisitions to drive synergy savings Establishing a trusted customer experience $6B in profits over 5-yrs Enhanced brand awareness Over 340k vehicles

Car ownership will continue to trend down in Europe Cost of car ownership Increased urbanization Younger generation Desire for flexibility 5% per yr Car sharing & full service leasing will continue to grow in Europe Alternative ownership in Europe projected to USD$191 billion by 2025 and $393 billion in 2030 The market demand will continue to grow and KINTO must be ready https://www.aaa.com/autorepair/articles/average-annual-cost-of-new-vehicle-ownership https://www.pwc.ro/en/press-room/press-release-2020/the-total-number-of-cars-in-use-in-europe-will-decline-by-2025--.html Introduction Analysis Recommendation Implementation Conclusion

Growth and sustainable profits is paramount Aggressive growth & major CAPEX Must invest heavily into growth drivers 250k vehicles 2026 All-encompassing convenience Factoring convenience at all levels One-stop shop Consideration for different KINTO services Mobility provider for all customers Flexible business model to meet different needs Must adapte value chain to be more flexible Complex value chain network Multi-brand company Introduction Analysis Recommendation Implementation Conclusion

Understanding the critical stakeholders Motivations Reservations Profitability Dealerships Irrelevance Consumers Flexibility | Service | Convenience Costs Profitability Control Car Brands Sales - OEM Suppliers Introduction Analysis Recommendation Implementation Conclusion

Understanding the critical stakeholders Motivations Reservations Profitability Dealerships Irrelevance Consumers Flexibility | Service | Convenience Costs Profitability Control Car Brands Sales - OEM Suppliers Introduction Analysis Recommendation Implementation Conclusion

Understanding the critical stakeholders Motivations Reservations Profitability Dealerships Irrelevance Value proposition Concerned with new trends Sustainable business model Declining market trends from younger demographic Consumers Flexibility | Service | Convenience Costs | Convenience Costs of service Value flexibility Reach & network Worry-free servicing Convenience from all angles Introduction Analysis Recommendation Implementation Conclusion

Positioned to exploit the market growth Acquisition of Inchcape KINTO & TME Digital KINTO platform Network of 3000 dealerships OEM parts supplier Aftersales and servicing facilities Strong distribution network Customer base Data analytics 110k cars KINTO must LEVERAGE its existing assets and competencies to expand its market Introduction Analysis Recommendation Implementation Conclusion

Pathway to success for KINTO Sustained Profitability Convincing Dealerships Growing Market share Introduction Analysis Recommendation Implementation Conclusion

How can KINTO navigate the shifting mobility trend to reach profitability with the support of their dealership network?

Alternatives Develop new network of KINTO service centers Leverage Inchcape & enhanced value proposition Partnership with major auto brands Partner with other brands to leverage their network of dealerships & suppliers to serve a broader market Leverage Inchcape competencies across the KINTO & TME value chain & enhance value proposition for stakeholders Creating a separate network of KINTO service centers that are independent of existing dealerships E.g. Driving synergies and dealership engagement E.g. Audi, Skoda E.g. KINTO & Inchcape facilities Introduction Analysis Recommendation Implementation Conclusion

Alternatives evaluation Market Share Growth Leveraging core competencies Sustainable Profitability Costs Partnership with major auto brands Develop new network of KINTO service centers Leverage Inchcape & enhanced value proposition Introduction Analysis Recommendation Implementation Conclusion

Alternatives evaluation Market Share Growth Leveraging core competencies Sustainable Profitability Costs Partnership with major auto brands Develop new network of KINTO service centers Leverage Inchcape & enhanced value proposition Introduction Analysis Recommendation Implementation Conclusion

Recommendation Enhancing the value proposition for major stakeholders in the mobility services transformation 2 3 1 Working with dealership to evolve their business model Leverage acquisitions to drive synergy savings Establishing a trusted customer experience $8.4 billion Estimated Project Cost

Leverage Acquisitions to drive Synergy Savings 1 Merging Inchcape under the Kinto Brand Leveraging TFM Data Analytics for Lifecycle Management and Utilization WHAT Drive Consistency in offering while spring boarding of existing widespread multi-brand market penetration Opportunity to leverage leading data analytics for improved efficiency WHY Significant market capture and revenue growth Accelerated penetration into Multi-Brand IMPACT Introduction Analysis Recommendation Implementation Conclusion

Merging of Inchcape into KINTO is essential to Drive Growth Integration Team reporting directly to Kinto Board Why is this essential? How this will happen? Est. 6.75M over 26 months Accelerate Kinto Multi- Brand Presence Inchcape brand relationships Identify and Integrate Core Strengths Maximize impact core strengths Incorporation of Best Practices Consistent messaging and customer offering Short Term Inchcape a Kinto Company What it will look like to consumers? Long Term Kinto Introduction Analysis Recommendation Implementation Conclusion

Data Analytics will improve overall organizational efficiency Data Analytic Platforms Lifecycle Management Utilization Optimization Monitoring of entire fleet condition and Age Maximizing inventory utilization based of market demands and forecasts Predictive Costs for refurbishment & Maintenance Locating the assets where they are needed The Toyota Brand is Synonymous with Efficiency Introduction Analysis Recommendation Implementation Conclusion

Working with Dealerships to evolve their Business Model 2 Diversified and Stable Revenue through Demand Forecasting Multi-brand Refurbishment and Service Focus WHAT Dealerships are facing unprecedented threats to their sustainment Significant revenue diversification potential WHY Long Term Business Sustainment Access to an entirely new revenue stream IMPACT Introduction Analysis Recommendation Implementation Conclusion

What is the value proposition for dealerships? Access to servicing the 100k+ Kinto Fleet Significant Revenue Potential Entirely New Revenue Stream Diversification to multi-brand servicing Advanced Modeling if Industry & Market Trends to provide per dealership forecasts Keeping up with the powerful data movement Improved Business Forecasting through Dealership Portal Greater Staff & Inventory Management efficiency Extreme growth Potential Tapping into a Growing Market Participation in Vehicle Mobility Services Shift away from Ownership and Traditional lessor model Introduction Analysis Recommendation Implementation Conclusion

How can Dealerships be ready for the new service focus? 3 Training of Service Technicians on multi-brand Up Skilling & Tooling for Multi Brand Investment in Tooling & Diagnostic Requirements Improved Agility Increased touchpoints with Kinto in rapidly evolving market Increased Alignment Keeping up to Speed Direct Input into Optimizing Refurbishment Positioned for Growth Incentivise Customer Satisfaction by tying to service volumes Critical Customer Voice Introduction Analysis Recommendation Implementation Conclusion

Establishing a Trusted Customer Experience 3 Establish leading availability and reliability Worry-Free On-Demand Servicing WHAT The needs to expand market share Leveraging core competencies to meet customer s needs WHY Enhanced brand awareness for KINTO Increased conversion to choose KINTO IMPACT Introduction Analysis Recommendation Implementation Conclusion

Establish leading availability and reliability 3 One stop shop to meet all customers needs Availability Reliability Not just to meet the demand, but also forecast Enhanced dealership networking Increased efficient/turn over time Full location coverage Needs for convenience Optimized of dealers service network Ability to access multi- brands (Inchcape) Not just to meet the demand, but also forecast Capture different clients Full range of choices KINTO can be found at where the customers exist Introduction Analysis Recommendation Implementation Conclusion

Worry-Free On-Demand Servicing 3 Enhance Worry-free servicing Communication Strategy Announcement One brand strategy (KINTO) Merge of Inchcape press release Ex: Euronews, TrendNews Feature behind the scene stories Ex: Data analytics for improved efficiency Corporates: Tradeshows Ex: Sal n Motorsur Individual: TikTok, Facebook, Instagram Ex: TikTok video showcase seamless experiences Sponsorship for travel blogs Ex: World of wonderlust, Budget traveller Seamless experience Easy to navigate platform to provide pick up, drop off, and cleaning service (Travelers, residents) Customers can spend more time for the things they care the most KINTO will be the brand customer recall Introduction Analysis Recommendation Implementation Conclusion

Bringing it all together Enhancing the value proposition for major stakeholders in the mobility services transformation 2 3 1 Working with dealership to evolve their business model Leverage acquisitions to drive synergy savings Establishing a trusted customer experience Empower the dealers Drive consumers Introduction Analysis Recommendation Implementation Conclusion

Timeline Year 2021 2022 2023 2024 2025 2026 Quarter 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Leverage Acquisitions to drive Synergy Savings Establish Transition Team & Rollout Strategy Integration of Systems, Personnel, Policies Data Analytics Platform Merger and Rollout Working with Dealerships to evolve their Business Model Creation and Launch of Dealership Forecasting Portal Dealership Service Agreements Up-Skilling and Ongoing Training for Focused Service Approach Establishing a Trusted Customer Experience Optimization of Dealer Service Network Marketing Campaign for Kinto and Inchcape

Fundamental Assumptions Market adoption will ramp up exponentially to reach 191B projection 2021 FY Revenue Euro 117M Mobility Market Size 191B (Europe 2025) Currently 110,000 vehicles (target 250,000 by 2026) Average Revenue/Car: Euro 6000/yr 3000 dealerships in Europe Introduction Analysis Recommendation Implementation Conclusion

Total 5Yr Revenue Euro 14.4B Projected Revenue 5 Year Revenue 10,000 9,000 8,000 7,000 Euro (Millions) Main Revenue Drivers Aggregated Mobility 2026: Euro 2.8B 6,000 5,000 8,629 4,000 3,000 2,000 2,876 1,000 1,370 877 693 - 2022 2023 2024 2025 2026 Mobility Revenue Stream 3 Saas Revenue by market share Introduction Analysis Recommendation Implementation Conclusion

Total 5Yr Costs Euro 8.3B Project Specific Costs 5 Year Costs 4,000 3,500 3,000 2,500 Euro (Millions) Main Cost Drivers Cost of Fleet Operation Fleet Purchases 2,000 1,500 1,000 500 - 2022 2023 2024 2025 2026 Cost of Fleet Operation Dealership Service Focus Fleet Purchases Integration Costs Marketing Budget Introduction Analysis Recommendation Implementation Conclusion

Total 5Yr Profit Euro 6B Profit Summary Project Profit 10,000 9,000 8,000 7,000 Quantitative: Profit in 2024 (72M) 5.3B and growing (2026) 6,000 Euro (Millions) 5,000 4,000 3,000 Qualitative: 2,000 Positioned for the future of mobility 1,000 - (1,000) 2022 693 (35) 2023 877 (33) 2024 1,370 72 2025 2,876 787 2026 8,629 5,270 Project Revenue Project Profit Project Revenue Project Profit Introduction Analysis Recommendation Implementation Conclusion

Scenario Analysis Baseline Vs 3 Scenarios 7,000 6,000 5,000 Best Case 4,000 Euro (Millions) Project Profit: Euro 7.8B 3,000 Worst Case 2,000 Project Profit: Euro 3.5B Profitable by 2025 1,000 - 2022 2023 2024 2025 2026 (1,000) Baseline Operating Profit Scenario Pessimistic Profit Project Profit Optimistic Profit Introduction Analysis Recommendation Implementation Conclusion

KPIs KPI 2022 2023 2024 2025 2026 # of vehicles managed 120,000 136,500 168,000 230,000 342,000 # of converted dealerships 200 250 500 750 1500 Number of vehicle brands 5 7 9 9 9 Introduction Analysis Recommendation Implementation Conclusion

Risks Management Risks Mitigation 1 Clear communication plan to showcase the increased network and service available to existing customers Alienation of existing Inchcape customer after merging within KINTO 2 Incentivize dealers to join the program with increased perks & commissions/bonuses Lack of dealership buy-in & conversion 2 Impact 1 Probability Introduction Analysis Recommendation Implementation Conclusion

Looking to the future 2026 Year 5+ Developed value chain across Europe Network of 1500 certified KINTO dealerships Wider reach 2021 Today Inadequate value chain Unconvinced dealerships

Conclusion How can KINTO navigate the shifting mobility trend to reach profitability with the support of their dealership network? Problem Enhancing the value proposition for major stakeholders in the mobility services transformation Solution 2 3 1 Working with Dealership to evolve their Business Model Leverage Acquisitions to drive Synergy Savings Establishing a Trusted Customer Experience Components Enhanced brand awareness Impacts Over 340k vehicles $6B in profits over 5-yrs Introduction Analysis Recommendation Implementation Conclusion

Thank you! Questions?

Appendix

Appendix A Introduction Analysis Recommendation Implementation Conclusion