PT Mitra Pinasthika Mustika Tbk

DBS Pulse of Asia Conference

Company presentation

04 July 2013

Introducing Company speakers

Troy Parwata, Finance Director • Previously CFO of PT Tigaraksa Satria Tbk and PT Mattel Indonesia • More than 20 years of experience in treasury, finance and accounting

1

Erlin Budiman, Head of Investor Relations • Previously Head of Investor Relations and Corporate Communications of PT Lautan Luas Tbk • More than 10 years of experience in investor relations, accounting and operations

2

Agenda

I. Company Overview

II. Business Highlights

III. Post IPO Updates

IV. Industry Updates

Company Overview

15.3%

Introducing MPM, an attractive leading automotive Company in Indonesia

(a) 100% for MPMFinance; 60% for SAF; 55% for MPMInsurance (b) Motor Distributor is under our 100% subsidiary, Mulia; Motor Sales is an operating division within MPM (c) Breakdown of Net profit from continuing operations by businesses is calculated before taking into account share of profit of equity and unallocated income/(expenses) incurred at the Company level.

Note that head office operating expenses are included in the Distribution and Retail operating expenses

Auto Consumer Parts

Financial Services

Auto Services

Distribution & Retail Revenue 100% = IDR10,777 bn (US$1,115 mn)

Net profit from continuing operations 100% = IDR405 bn (US$42 mn)

3

75.4%

11.8%

5.2% 7.6%

29.5%

39.6%

11.4%

19.5%

Shareholding and organization structure (as of 30 June 2013)

FY12 performance

Distribution & Retail Auto Consumer Parts Auto Services Financial Services

100% 100% 100% 55-100%(a)

PT Saratoga Investama Sedaya Tbk (“Saratoga”)

Morninglight Investments S.à.r.l. (“Morninglight”)

Individual shareholders in PT Rasi Unggul Bestari (“RUB”)

Public and others

45.5%

14.3%

24.9%

(b)

(b)

Honda motorcycle master distributor in East Java

Honda motorcycle retail dealer

Motorcycle lubricant oil manufacturer and distributor

B2B vehicle rental operator

Focus on car financing

Focus on Honda new motorcycle financing

Focus on auto and cargo insurance

(c)

4

5 reasons why we believe MPM is poised for continued success

• We have a focused approach and the capabilities to become a leader in the attractive Indonesian automotive industry

Pure play automotive company

Clear-cut strategy with competitive positioning

• Our disciplined portfolio approach, combined with a nationwide presence, positions MPM advantageously against the competition

Proven track record

• Our long-held and newly-acquired businesses have performed very well, and the outlook for growth (both organic and inorganic) is robust

Committed sponsors

• MPM’s sponsors take a long-term view and are committed to grow with best practice standards in governance and performance management

Experienced management

• Our management consists of some of the most experienced, capable and connected executives in the Indonesian automotive industry

1

2

3

4

5

New motorcycle sales US$13.5 bn

Manufacturing ($11.2 bn)

Distribution ($11.9 bn)

Retail ($13.5 bn)

Automotive industry in Indonesia is attractive – MPM is focused in it and a leader in many segments

Indonesia’s automotive industry generated over US$59 billion(a) in sales in 2011

Auto financial services >US$4.7 bn

MPM is well positioned in 7 out of 17 sub-segments

• Independent master distributor for Astra Honda Motor (“AHM”) in East Java – #1 performer among all of AHM’s regional distributors

• Growing Honda motorcycle retail dealer with 40 outlets in 11 provinces

• #1 motorcycle lubricant oil brand in Indonesia in terms of sales volume

• #2 largest vehicle rental company in terms of fleet size(b)

• Growing multifinance businesses with total receivables of over US$394 mn(c) and total capital of US$87 mn(c), one of the strongest capitalized in Indonesia

• Newly established non-life insurance to capture both captive and third party businesses

(a) All amounts in this diagram are converted to US$ billions at the average 2011 exchange rate of US$1 = IDR 8,800 (b) Management estimate based on pro-forma fleet size of 12,000 vehicles (refer to page 9 for further details) (c) As of December 31, 2012

Source: Frost & Sullivan, Management

New car sales US$14.8 bn

Manufacturing ($12.7 bn)

Distribution ($13.1 bn)

Retail ($14.8 bn)

Auto consumer parts >US$6.0 bn

Spare parts ($1.1 bn)

Lubricant oil ($1.7 bn)

Batteries ($1.1 bn)

Tires ($2.1 bn)

Auto services >US$2.9 bn

Car rental ($2.4 bn)

Taxi ($0.5 bn)

MC financing ($2.0 bn)

Car financing ($1.5 bn)

Vehicle insurance ($1.2 bn)

Other >US$17.2 bn

Used MC resale ($7.5 bn)

Used car resale ($9.7 bn)

Mulia

MPMMotor

FKT (Federal Oil)

MPMRent

MPMFinance and SAF

MPMInsurance

5

We have a clear three-prong growth strategy …

• Bolt-ons for existing sub-segments

• Acquisitions and start ups into new sub-segments

Push inorganic growth

2

• Develop a truly integrated nationwide platform which allows for:

– Identity and brand building

– Cross-selling of products and services

– Sharing of resources

– Proximity to customers

Reinforce a seamless nationwide platform

3

Actively manage our portfolio

1 • Take a portfolio approach in growing the

existing businesses

– Invest aggressively in our top performers

– Maintain and protect leadership positions in our “cash generators”

– Develop businesses with strong market growth rate, but not yet in leading positions

– Divest / spin-off the underperformers (e.g., we spun off 4 companies in 2012)

High

Low High

Mar

ket

gro

wth

rat

e

Relative market share

Others Top 5

<10

%

≥10

%

6

… and the necessary ingredients to execute

(a) The track record shown is only for the period when MPMRent is under MPM (acquisition was closed in Jan 2012)

• Strong and committed sponsors to assist with portfolio management and growth initiatives

– Saratoga, our largest shareholder, is one of Indonesia’s most successful investment companies. Its principals successfully listed Adaro Energy (ADRO) and Tower Bersama (TBIG). Saratoga provides support in networking and connectivity

– Affinity, an established regional private equity, provides support in M&A, governance and financial management

7

• A nationwide presence, ready to be seamlessly stitched together • A nationwide presence, ready to be seamlessly stitched together

288 Retail dealerships under Mulia in East Java and NTT

36 Honda motorcycle retail outlets

45 Federal Oil main dealers’ locations

Network:

19 MPMRent branch and service points

45 MPMFinance branches

31 SAF branches

259 Third party retail outlets under Mulia in East Java and NTT

38 MPMMotor retail outlets

28 Federal oil master distributors that have arrangements with FKT

47 MPMFinance branches

SAF branches31

MPMRent branch, 21 service points 1288 Retail dealerships under Mulia in East Java and NTT

36 Honda motorcycle retail outlets

45 Federal Oil main dealers’ locations

Network:

19 MPMRent branch and service points

45 MPMFinance branches

31 SAF branches

Plus approximately 3,200 authorized “Federal Oil Centers”

259 Third party retail outlets under Mulia in East Java and NTT

38 MPMMotor retail outlets

28 Federal Oil master distributors that have arrangements with FKT

47 MPMFinance branches

SAF branches31

MPMRent branch, 21 service points 1

• Proven track record in growing businesses, for instance:

– Motorcycles sales market share in East Java increased from 51% in 2010 to 66% in 2012

– Lubricant annual sales volume increased at 12% CAGR to 56 million liters between 2010 and 2012

– Net income of car rental went up 75% to IDR61 billion between 2011(a) and 2012

40

MPM has the best-in-class management team with high mileage of experience

Board of Commissioners

Johanes Hermawan, Operations Director • More than 35 years of experience in automotive industry • Previously served as a Marketing Director of PT Astra Honda Motor

8

Tossin Himawan, President Director • More than 40 years of experience in automotive and finance

industries • Previously served as a Commissioner in PT Astra Otopart Tbk (auto-

parts business) and President Commissioner of PT Astra Honda Motor

Danny Walla, Commissioner • Commissioner of MPM since 2010 • One of the founding employees of PT Federal Motor, which later

became PT Astra Honda Motor • During his 34 year tenure with the Astra Group, he has held CEO of

PT Astra Agro Lestari Tbk and PT Astra Otopart Tbk

Istama Tatang Siddharta, Independent Commissioner • Commissioner of MPM since 2013 • Currently a Commissioner at PT Austindo Nusantara Jaya • Previously Chairman at KAP Siddharta, Siddharta & Widjaja, a

member firm of KPMG International from 1991-2004

Simon Halim, Independent Commissioner • Commissioner of MPM since 2013 • Currently the Managing Partner of Arghajata, a strategic Indonesian

consulting firm with exclusive alliance with Booz & Company • Previously Partner and CEO of Ernst & Young Indonesia

Board of Directors

Edwin Soeryadjaya, Chairman • President Commissioner of MPM since 2010 • Co-founder of Saratoga, a leading private equity firm in Indonesia

Inghie Kwik, Vice Chairman • More than 20 years of experience in corporate strategy, investments

and mergers and acquisitions in Indonesia • Currently President Director of PT Affinity Equity Partners Indonesia

and previously President Director of PT Morgan Stanley Asia Indonesia

Troy Parwata, Finance Director • Previously CFO of PT Tigaraksa Satria Tbk and PT Mattel Indonesia • More than 20 years of experience in treasury, finance and

accounting

Koji Shima, Vice President Director • Founded MPMRent in 2008 and was appointed President Director of

MPMFinance in 2009 • More than 30 years of experience in international trade, retail sales

and investments. More than 15 years of experience in Indonesia

Titien Supeno, HR Director • More than 16 years of experience in human resource (“HR”),

management and marketing analysis • Previously served as a HR Director of PT Anugrah Pharmindo Lestari

and Senior Manager of Employee Development and the General Manager of HR at PT Heinz ABC

Business Highlights

MPMRent is a leading car rental company in a fast growing industry

Source: Frost & Sullivan, BRIC data, Management estimates

Future growth is expected to be attractive, especially for players with consolidation experience

Strong track record of growth transformed MPMRent into a leading vehicle rental company in Indonesia

Unit of vehicles Acquisition of 1,820 vehicles

in Feb 2013 and 1,353 vehicles in June 2013

• Fleet growth of 30.6% CAGR between 2009-12, which was faster than the industry CAGR of 8.1%.

• Utilization rates of at least 92% in the last three years

Car rental total industry revenue IDR trillion

• Industry growth is expected to be robust

– Strong growth in new local corporate formations and registration of foreign companies

– Car benefits increasingly extended to middle management executives

– Increasing trend of Indonesian companies adopting asset light strategy by outsourcing car fleet management

• Extra growth can be expected from consolidation

– Industry is fragmented with ~500K cars in 2012; top 5 players capture less than 20% of the market

– MPMRent has established track record of acquisitions

13.3%

2015E

34.8

2014E

30.7

2013E

27.0

2012E

23.9

2010

4,490

2009

3,587 7,991

2012/YTD Pro-forma June 2013

3,272

Disposed Inorganic

(1,316)

2,281

830

Organic 2011

737(a)

6,196

(a) YTD May 2013 net additions (1,059 new cars purchased and 322 cars disposed) 9

12,000

“Federal Oil” is the number 1 brand in an attractive lubricant oil segment

Federal Oil is #1 motorcycle lubricant oil brand in Indonesia Auto lubricant oil segment has good growth and attractive market characteristics

Estimated lubricant oil sales volume Million liters; % contribution

• Attractive segment characteristics (for motorcycle lube)

– Importance of brand – consumers care about brand and quality, which allow for product and price positioning

– Resilient margins – ability to pass increases in raw material costs to consumers

– Potential for consolidation – no single brand commands >20% market share

2012 market share (based on estimated sales volume) Percent

118127

139153

170190

204 (63%)

10.3%

2015E

527

337 (64%)

2014E

479

309 (65%)

2013E

435

282 (65%)

2012

397

257 (65%)

2011

360

233 (65%)

2010

322

CAGR ‘10-’15

10.0%

10.5%

16.0

9.9

Top 1 11.5

Yamalube

8.3

Evalube

15.7

Federal Oil

Motorcycle lube

Car lube

Source: Frost & Sullivan, primary interviews 10

AHM Oil

Mulia grew faster and claimed bigger market share than the overall Honda nationwide

Honda’s performance in East Java (Mulia’s and MPMMotor’s key territory) was even stronger

Honda’s sales volume grew faster than national sales volume between 2007 and 2012

National motorcycle sales volume and market share

Thousands of units; percent

• Honda’s success can be attributed to superior product offerings, robust after sales support and generally higher resale value

East Java motorcycle sales volume and market share(a)

Thousands of units; percent CAGR ‘07-12

5.8%

13.8%

7,074

58%

34%

8%

2011

8,044

53%

39%

8%

2010

7,399

46%

45%

9%

8.6%

5,882

46%

45%

9%

2008

6,216

46%

40%

14%

2007

4,688

46%

39%

15%

2012 2009

Honda Yamaha Others

-4.8%

Source: Frost & Sullivan, Asosiasi Industri Sepedamotor Indonesia (AISI)

CAGR ‘07-12

0.5%

15.5%

1,069

66%

25%

9%

2011

989

63%

29%

9%

2010

1,173

51%

40%

9%

7.8%

979

47%

43%

10%

2008

915

49%

37%

14%

2007

733

47%

35%

18%

2012 2009

Yamaha Others Honda

-5.4%

• Honda’s market share in East Java (managed through Mulia) was always above Honda’s market share nationally between 2007 and 2012

(a) Based on police registration data 11

MPM has three financial services subsidiaries complementary to its other operations

MPMFinance

• Used and new 4W financing, used 2W financing and leasing

Primary focus

Key metrics

• New 2W financing • Vehicle, cargo and property insurance

Key strengths

• Gross premium income of IDR5 billion (~US$0.5 million) in 2012 after only several months of full operation

• 2 representative offices were opened in 2012, with another 5 to be opened in 2013

• Fast approval with good credit standard

• Strong relationships with banks, retail car dealers and showrooms

• Network coverage – 47 branches, 98 outlets and 6 marketing offices

• Partnership with JACCS which will provide low cost funding

• Customer base from MPMMotor retail outlets

• Cross selling opportunities with MPMFinance and SAF

• Reinsurance treaty with Swiss Reinsurance

Loan portfolio, IDR billion Loan portfolio, IDR billion

36.2%

FY12

2,864

43.9%

32.9%

19.8%

3.4%

FY11

2,242

45.9%

28.5%

23.7%

1.8%

FY10

1,545

52.3%

28.9%

18.6% 0.2%

Used car financing

Finance lease

New car financing

Used motorcycle financing

99.7%

0.1% 0.2%

FY12

951

88.4%

8.2% 3.4%

FY11

1,061

95.9%

3.2% 0.9%

FY10

575

28.6%

New motorcycle financing

Used motorcycle financing

Electronic goods

12

SAF MPMInsurance

On a consolidated basis, MPM’s performance has been robust

Key metrics FY10 FY11 FY12 CAGR

Profit & Loss (IDR billion)

Net revenue 7,725 8,453 10,777 18.1%

Gross profit 711 875 1,618 50.9%

GP margin 9.2% 10.3% 15.0%

Net profit from continuing operations

248 266 405 27.8%

NP margin 3.2% 3.2% 3.8%

Net profit after minority interest

213 220 374 32.5%

Balance sheet (IDR billion)

Cash 269 166 1,192

ST & LT loans 27 219 1,911

MCNs(a) - - 1,010

Bank funding for SAF and MPMFinance(b) 442 836 3,216

Book value of equity 802 903 1,837

• Revenue growths between FY10 and FY12 for all of MPM’s businesses were in double digits

• Gross profit margin and net profit margin increased due to efficiency improvements and acquisition of the higher margin MPMRent and MPMFinance businesses

(a) MCNs had been converted into common shares of MPM at IPO (b) Only commenced consolidation of MPMFinance borrowings in FY12 onwards (c) ST & LT loans less cash

• Despite the Company’s rapid growth over the last two years, MPM’s net debt level(c) is still at a comfortable level of IDR719 billion (US$74 million) as of end of FY12

- This implies net debt to equity ratio of approximately 0.4x

13

Post IPO Updates

14

MPM successfully raised US$150 mn from the IPO in May 2013

• 970,000,000 shares (21.7% of enlarged TSO) were offered to public market at IDR1,500 per share. The transaction was priced at a consensus 2013E P/E valuation of 12.9x

• Within less than two months, more than 45% of the IPO proceeds had been utilized in accordance with our plan:

80

95

115

275

110

160

220

300

1,355

Misc. working capital

MPMInsurance inorganic

opportunities

MPMRent inorganic

opportunities

MPMRent purchase of 3,000 new cars

FKT factory

Loan repayment

MPMRent acquisition of

SAK (1,380 cars)

FKT 17% stake

acquisition

Net IPO proceeds

Status:

100%

(22%)

In IDR billion, (%) denotes percentage of net IPO proceeds

(16%)

(12%)

(8%)

(8%)

(20%)

(7%)

(6%)

(a)

(a) IDR100 billion has been transferred to MPMRent as capital injection to process purchase of new cars

MPM’s performance in the first five months of 2013 continues to be strong

15

Unit 5M12 5M13 vs. 5M12

Mulia • Motorcycles sales vol. Thousand units 295.8 366.1 +23.8%

FKT • Total sales vol. mn L 24.3 27.2 +11.9%

Source: MPM management account

MPMRent • Ending fleet size Cars 6,793 10,567(a) +55.6%

MPMFinance • Total new booking IDR bn 947 935 -1.3%

SAF • Total new booking IDR bn 268 379 +41.4%

(a) Figure has not included acquisition of SAK which was completed in early June 2013. Presently MPMRent has 12,000 cars

MPMMotor • Motorcycles sales vol. Thousand units 38.0 42.7 +12.4%

Industry Updates

16

Indonesia Automotive Industry Update

• Indonesia’s automotive industry continues to show good growth in 2013. Car sales through May 2013 is 497,670 units, which was 15% up versus last year. Motorcycle sales through May 2013 is 3,264,191 units, 3% up versus last year *

• However, there are some concerns which raise questions on the continued growth of the automotive and automotive related business e.g., motorcycle saturation point, increase in subsidized fuel price, potential increase interest rates, and the introduction of low -cost green cars (LCGC)

• We believe MPM is well positioned in addressing the concerns above, hence we believe the risks are well contained/minimized

* Source: GAIKINDO, AISI motorcycle data

9,587

5,169

3,473

1,366

Malaysia Thailand Indonesia Vietnam

29

70 89

242

Malaysia Thailand Vietnam Indonesia

24.2%28.0%

34.8%38.3%

Indonesia Thailand Malaysia Vietnam

17

Concern 1 - Has Indonesian motorcycle industry reached saturation point?

Mitigant 1: Indonesia is still underpenetrated compared to neighboring comparable countries supported by large population base and “ideal” GDP per capita for motorcycle buying power

M/C penetration rate (2011) Population (mn people) GDP/capita (US$ in 2011)

Source: Frost & Sullivan, Global Insight, AISI motorcycle data, Management estimate

Mitigant 2: Public transportation system in Indonesia is nowhere close to its neighboring countries

• Bus: operated by Government owned enterprises; notorious for unreliable service, poor maintenance and safety issue

• Train: Indonesia only has 11 miles of railway lines per million people (half the amount in Malaysia and Thailand)

• Taxi: expensive with flag fare of IDR5,000-6,000 and per km tariff is IDR2,500-3,000; monthly expenditure of IDR800,000(a) exceeds loan servicing amount for a motorcycle

(a) Assume 20 work days and IDR40,000 per day

Mitigant 3: Cars (incl. LCGC) is still out of reach for most given current disposable income of US$170 per month

18

Concern 1 - Has Indonesian motorcycle industry reached saturation point? (cont’d)

Motorcycle monthly payment LCGC monthly payment

Key assumptions Key assumptions

Assumed price: IDR15 mn Assumed price: IDR90mn

Annual interest rate: 27% Annual interest rate: 17%

Tenor: 36 months Tenor: 36 months

Downpayment: 20% Downpayment: 20%

Loan principal: IDR12 mn Loan principal: IDR72 mn

Total monthly payment: IDR490,000 Total monthly payment: IDR2,500,000

Monthly payment to purchase LCGC is 5x motorcycle monthly payment Owning a motorcycle is still a cheaper alternative

• Fuel efficiency

- Motorcycle : 1 liter 35-40km

- Car: 1 liter 10-12km

- LCGC: 1 liter 20-25km

• Parking tariff (Jakarta area as a reference)

- Motorcycle: IDR1,000 -2,000 per hour

- Car: IDR3,000 - 4,000 per hour

Source: Management estimates, Euromonitor (Consumer Lifestyles in Indonesia, December 2012), Frost & Sullivan

Mitigant 4: Theoretically, Indonesia shall be able to afford ~9% motorcycle sales volume CAGR for the next 5 years

(Unit in mn) 2011A 2012A 2013E 2014E 2015E 2016E 2017E 2018E 13E-18E CAGR

Beginning M/C population 56.0 63.1 68.8 74.1 79.5 85.0 90.7 96.6 7.0%

[+] New motorcycle sales volume 8.0 7.1 7.3 8.0 8.7 9.5 10.4 11.3 9.0%

[-] Scrap (0.9) (1.4) (2.0) (2.6) (3.2) (3.8) (4.4) (4.9)

Ending M/C population 63.1 68.8 74.1 79.5 85.0 90.7 96.6 103.1 6.8%

Average M/C population 59.6 66.0 71.5 76.8 82.2 87.8 93.7 99.9

Scrap as % of Beginning M/C population 1.6% 2.2% 3.0% 3.6% 4.1% 4.5% 4.9% 5.0%

People population (mn) 242 245 247 250 252 254 256 258

Implied M/C penetration rate (using average M/C population) 24.2% 27.0% 28.9% 30.8% 32.6% 34.6% 36.5% 38.6%

Assuming 9% CAGR in 2013E-2018E will only bring Indonesia’s penetration to similar level to Vietnam today

19

Concern 1 - Has Indonesian motorcycle industry reached saturation point? (cont’d)

Mitigant 5: Each region is unique when it comes to motorcycle customer behavior. East Java is attractive because of its large size and diverse industry contribution

• East Java population is about 37 mill ion, second most populous Indonesian province after West Java

• East Java is second-largest contributor towards

Indonesian economy; while GDP per capita rank as tenth biggest compared to other provinces

• In 2012, East Java’s economy grew at 7.3% faster than

national economic growth at 6.5% and aim 7.5% in 2013

Source: Bank Indonesia – Surabaya

20

Concern 2 - Increase in subsidized fuel price

Mitigant 1: Historically, an increase in fuel price doesn’t necessarily translate into a decrease in motorcycle sales volume. For example: in 2005, fuel +88%, 1 month sales decreased by 29%; in 2008 fuel +33%, 1 month sales increased by 6%

Source: Morgan Stanley research, AISI motorcycle data

21

Concern 3 - Increase in interest rates would put pressure on financing business and on auto sales

Mitigant 2: MPMFinance cost of fund (COF) about 77% are fixed rate, increase in interest rates will have non-significant impact towards MPMFinance total cost of fund • Sensitivity analysis on increase in interest rate towards MPMFinance floating cost of fund shows increase 25 bps in

interest rate will have impact increase 6 bps cost of fund

Mitigant 1 : The impact of 3% interest increase in the interest rate charged to customer will increase interest payment by around ~ IDR20,000 (4% of average monthly installment), we can likely pass through the increase in interest rate to customer so that our NIM remains intact

Motorcycle financing simulation

Motorcycle price (IDR) 15,000,000IDR

Tenor (months) 36

Annual interest rate 27.0%

Monthly interest rate 2.3%

Downpayment required (% of m/c price) 20.0%

Loan principal 12,000,000IDR

Average monthly interest payment 156,569IDR

Average monthly principal payment 333,333IDR

Sensitivity on interest rate increase

Annual Interest Rate Avg. monthly interest rate payment Increase in monthly interest payment156,569

27.0% 156,569IDR

28.0% 163,030IDR 6,460IDR

29.0% 169,535IDR 12,966IDR

30.0% 176,086IDR 19,516IDR

SAF current Weighted

Average Interest Rate

for New Booking per

June 2013.

Source: Management estimates, Corporate data

22

Concern 4 - Lower used car prices and introduction of low-cost green cars

Mitigant 1 : Car manufacturer discount resulted lower used car prices, it is actually beneficial for MPMRent

• Given our portfolio composition majority are Avanza and Innova, the impact on used car price is quite limited (only 2% decrease in used car sale price)

• Discount from manufacturer doesn’t have impact on rental rate, this means lower depreciation cost, lower financing cost and higher IRR

Mitigant 2 : Introduction of low-cost green cars will have non-significant impact on MPMRent used car sale business

• LCGC is still unproven concept and quality is lower compared to Avanza. Comparison between Toyota Avanza versus Toyota Agya:

Toyota Avanza Toyota Agya

Price IDR 100 – 120 mn(a) IDR 80 – 120 mn

Dimension (L x W x H) 4,150 x 1,660 x 1,695 mm 3,580 x 1,600 x 1,510 mm

# of Seater 7 4

Capacity CC 1,500 1,000

Fuel Efficiency 9 – 12 km/liter 20 km/liter

(a) Price at the 4th year

Toyota Avanza Toyota Agya

Source: Management estimates, www.toyota.co.id; www.toyotaagya-daihatsuayla.com

Disclaimer

23

These materials have been prepared by PT Mitra Pinasthika Mustika Tbk (the “Company”, “MPM”) and have not been independently verified. No

representation or warranty, expressed or implied, is made and no reliance should be placed on the accuracy, fairness or completeness of the

information presented or contained in these materials. The Company or any of its affiliates, advisers or representatives accepts no liability

whatsoever for any loss howsoever arising from any information presented or contained in these materials. The information presented or

contained in these materials is subject to change without notice and its accuracy is not guaranteed.

These materials may contain statements that constitute forward-looking statements. These statements include descriptions regarding the intent,

belief or current expectations of the Company or its officers with respect to the consolidated results of operations and financial condition of the

Company. These statements can be recognized by the use of words such as “expects,” “plan,” “will,” “estimates,” “projects,” “intends,” or words of

similar meaning. Such forward-looking statements are not guarantees of future performance and involve risks and uncertainties, and actual results

may differ from those in the forward-looking statements as a result of various factors and assumptions. The Company has no obligation and does

not undertake to revise forward-looking statements to reflect future events or circumstances.

These materials are for information purposes only and do not constitute or form part of an offer, solicitation or invitation of any offer to buy or

subscribe for any securities of the Company, in any jurisdiction, nor should it or any part of it form the basis of, or be relied upon in any connection

with, any contract, commitment or investment decision whatsoever. Any decision to purchase or subscribe for any securities of the Company

should be made after seeking appropriate professional advice.