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Copyright 2008Ⓒ Mitsui & Co., Ltd. All Rights Reserved.

Mitsui & Co., Ltd.Motor Vehicles Business Unit

November 20, 2008

A Cautionary Note on Forward-Looking StatementsThis material contains statements (including figures) regarding Mitsui & Co., Ltd. (“Mitsui”)’s corporate strategies, objectives, and views of future developments that are forward-looking in nature and are not simply reiterations of historical facts. These statements are presented to inform stakeholders of the views of Mitsui’s management but should not be relied on solely in making investment and other decisions. You should be aware that a number of important risk factors could lead to outcomes that differ materially from those presented in such forward-looking statements. These include, but are not limited to, (i) change in economic conditions that may lead to unforeseen developments in markets for products handled by Mitsui, (ii) fluctuations in currency exchange rates that may cause unexpected deterioration in the value of transactions, (iii) adverse political developments that may create unavoidable delays or postponement of transactions and projects, (iv) changes in laws, regulations, or policies in any of the countries where Mitsui conducts its operations that may affect Mitsui’s ability to fulfill its commitments, and (v) significant changes in the competitive environment. In the course of its operations, Mitsui adopts measures to control these and other types of risks, but this does not constitute a guarantee that such measures will be effective.

1Copyright 2008Ⓒ Mitsui & Co., Ltd. All Rights Reserved.

I. Motor Vehicles Business Unit （”BU”）Overview

1. Business Scope2. Automotive Strategy Department3. Organization of the Motor Vehicles BU4. Automotive Business Transition 5. Automotive Business by Manufacturer and Domain6. Historical Financial Data of Motor Vehicles BU7. Automotive Business: Net Profit by Region and Domain


１. Business ScopeOperating Segment Main Vehicle-related OperationsHeadquarter BU

Iron & Steel Products Steel, special steel, coil center operations

First Consumer ServiceSecond Consumer Service

IT ITS and telematics technology

Motor Vehicles Vehicle sales,retail financing, logistics, parts

Marine & Aerospace Vehicle transport ships

First Chemicals Carbon fiber

Second Chemicals Chemical compounds, plastic resin parts

Energy Business Unit I Renewable energy sources such as bioethanolEnergy Business Unit II Hydrogen fuel cells

Financial Markets M&A, fund investmentsTransportation Logistics International multi-modal transportation,

warehousing, airport operationsAmericas Retail finance

EMEA (Europe, the Middle East and Africa)Asia Pacific

Mineral & Metal Resources Scrap metals, aluminum, rare metals

Foods & Retail

Infrastructure Projects

Iron and steel products

Consumer Service & IT

Chemical

Energy

Logistics & financial markets

Overseas

Foods & retail

Mineral and metal resources

Machinery and infrastructure projects


2. Automotive Strategy Department

自動車本部自動車本部自動車本部

社長社長社長

自動車総合戦略室自動車総合戦略室自動車総合戦略室

鉄鋼製品本部鉄鋼製品鉄鋼製品本部本部

金属資源本部金属資源金属資源本部本部

船舶・航空本部船舶・航空船舶・航空本部本部

化学品第二本部化学品第二化学品第二本部本部

情報産業本部情報産業情報産業本部本部

金融市場本部金融市場本部金融市場本部

物流本部物流本部物流本部

経営企画部経営企画部経営企画部

自動車総合戦略コミッティー自動車総合戦略コミッティー自動車総合戦略コミッティー

三井物産戦略研究所三井物産戦略研究所三井物産戦略研究所

Automotive parts business

Strategies for new technologies and business models

Next-generation Mobility

Work with manufacturers thatexploit Mitsui competencies

Fleet Services

Launch car sharing business

Established with the aim to develop a comprehensive strategy encompassing the entire automotive industry as well as to provide support to execution of such strategy including initiatives related to the next-generation mobility, automotive parts business, etc.Consists of personnel from various business units and corporate departments to facilitate a company wide approach to business opportunities.

CEO

Iron & Steel Products BU

Automotive Strategy Committee

Marine & Aerospace BU

Second Chemicals BU

Motor Vehicles BU

Mineral & Metal Resources BU

Corporate Planning & Strategy Div.

Transportation Logistics BU

Financial Markets BU

IT Business Unit

Mitsui Global Strategic Studies Institute

Automotive Strategy Department


Shigeru HanagataManaging Officer

Chief Operating OfficerMotor Vehicles BU

Automotive Strategy Dept.

Planning & Administrative Div.

First Motor Vehicles Div.

Second Motor Vehicles Div.

Third Motor Vehicles Div.

Construction and Industrial Machinery Div.

Operating OfficerMotor Vehicles Business Unit

EmployeesMitsui：240 (5% of entire Mitsui)

Group: 11,762 (27% of Mitsui consolidated)

Subsidiaries and associated companies

98 companies

Gross Profit

¥74.6 billion (8% of Mitsui consolidated)

(As of March 2008)

New businessesAutomotive parts

Manufacture/sales: Toyota and DaihatsuLogistical operations

Strategic PlanningMonitoring and management of

performance

Yamaha MotorOther business related to vehicles

Manufacture and sales of HinoDealership business

Construction, mining, and machine tools

３．Organization of the Motor Vehicles BU


４．Automotive Business Transition

Vehicle exportsWholesale distribution

Vehicle exportsWholesale distribution

Sales of motorcyclesSales of motorcycles

Wholesale distributionManufacturing

Logistical operations

Wholesale distributionManufacturing


Retail dealershipsSales and finance


Retail dealershipsSales and finance


Business ScopeBusiness Scope

Retail dealershipsManufacturing and sales biz of Hino Motors

Automotive parts

Retail dealershipsManufacturing and sales biz of Hino Motors

Automotive parts

1960s1960s

1970s1970s

1980s1980s

1990s1990s

2000s2000s

1950s1950s Imports/sales of imported vehiclesImports/sales of imported vehiclesImports of European/N. American VehiclesImports of European/N. American Vehicles

1962 Investment in Hino Motors, Thailand1963 Establishment of Toyota Canada1965 Establishment of Toyota del Peru

1962 Investment in Hino Motors, Thailand1963 Establishment of Toyota Canada1965 Establishment of Toyota del Peru

1971-2 Establishment of Yamaha Motor Europe (U.K., Germany)

1974 Establishment of Subaru Benelux

1971-2 Establishment of Yamaha Motor Europe (U.K., Germany)

1974 Establishment of Subaru Benelux

1980 Establishment of Toyota Chile1984 Investment in Hino Motors USA1986 Investment in Yamaha Indonesia Motor Mfg.1988 Investment in Toyota Motor Philippines1988 Establishment of Transfreight Canada

1980 Establishment of Toyota Chile1984 Investment in Hino Motors USA1986 Investment in Yamaha Indonesia Motor Mfg.1988 Investment in Toyota Motor Philippines1988 Establishment of Transfreight Canada

1990 Investment in Toyota Turkey1993 Establishment of Mitsui Bussan Automotive1994 Establishment of MASA (Peru)1997 Establishment of BAF (Indonesia)1998 Establishment of Transfreight USA

1990 Investment in Toyota Turkey1993 Establishment of Mitsui Bussan Automotive1994 Establishment of MASA (Peru)1997 Establishment of BAF (Indonesia)1998 Establishment of Transfreight USA

Key EventsKey Events

2001 Investment in PAG2007-8 Establishment of J/V with Hino Motors

(Mexico, Colombia, Russia)2007 Investment in ASAHI TEC and Yamaha Motor

2001 Investment in PAG2007-8 Establishment of J/V with Hino Motors

(Mexico, Colombia, Russia)2007 Investment in ASAHI TEC and Yamaha Motor


５. Automotive Business by Manufacturer and Domain

Toyota Asia Logistics(China, India)

Logistics（USA, Canada）

Logistics(U.K., France,

Czech Republic)

Upstream Midstream Downstream

Yamaha

Motor

Hino M

otorsO

thers

N. America

Europe

Asia

Europe

Asia

N. America

Europe

Asia

N. America

Europe

Manufacturing, Distribution(Philippines)

Manufacturing(Turkey)

Distribution(Canada, Chile, Peru, Colombia)

Dealerships(Chile, Peru)

Retail Financing(Chile, Peru)

Dealerships(Thailand, Philippines,

India)

Dealerships(Russia)

Manufacturing(Indonesia, India)

Distribution(Netherlands)

Distribution(Thailand, Cambodia)

Distribution(USA, Mexico)

Manufacturing(Thailand)

Dealerships(Thailand)

Dealerships(Peru)

Manufacturing(Mexico, Colombia)

Distribution(Russia)

Parts(Japan, Thailand)

Parts(U.S.A.)

Parts(Germany, other)

Manufacturing, Distribution(Daihatsu: Malaysia)

Distribution(Subaru: Europe)

Dealerships(Subaru: Europe)

Dealerships（PAG）

Manufacturing, Distribution(Nissan Diesel: S. Africa)

Retail Financing(Indonesia, Thailand, India)

Retail Financing(Germany)


６．Historical Financial Data of Motor Vehicles BU

74.6

36.445.3

61.0

140

120

100

80

60

40

20

0 05/3 06/3 07/3 08/3

Gross Profit[¥billion] Consolidated

Net Income[¥billion]

30

25

20

15

10

50

0

ConsolidatedNet Income

9.5

2.0

11.5

13.5

6.6

29.8

9.3

36.0

13.3

47.7

21.5

53.1

Motor Vehicles Construction/Industrial Machinery


7. Automotive Business: Net Profit by Region and Domain

Note: The number of affiliates as of March 2008.(Excluding Construction and Industrial Machinery Sectors)

12% 44% 44%

Europe,the Middle East and Africa Asia, Oceania, Japan North and South America

Parts Germany and others Japan USA

Logistics U.K., France India, China USA, Canada

Assembly, Manufacturing Turkey Thailand, Malaysia, Indonesia,India Mexico, Colombia

34%

Midstream

Distribution U.K., Germany, Belgium, Italy,Poland, Russia Thailand, Malaysia, Philippines Canada, Chile, Peru, Mexico

Dealerships Russia Thailand, Taiwan USA, Brazil, Peru, Chile

Retail Finance Germany Indonesia, Thailand, India Chile, Peru

22 25 26Number of Subsidiaries andassociated companies(not including construction and industrialmachinery companies)

Net Income minus one-off losses fromFY2007-08

23%

43%

Domain

Upstream

Dow

nstream


II. Mid-term Outlook (3 to 5 years beyond)

1.Qualitative Mid-term Business OutlookMotor Vehicles BU

2.Quantitative Mid-term Business OutlookMotor Vehicles BU


１．Qualitative Mid-term Business OutlookMotor Vehicles Business Unit

１．Strategy for Segment Growth

１）Enhance Downstream Business◆ Retail finance: Further expand following Indonesia, Thailand,

India (Yamaha), Chile, Peru (Toyota), Australia (Komatsu)◆ Dealerships: Expand businesses with Penske group

Incubate and develop Toyota dealership business in emerging markets such as Russia and Brazil

２）Enhance Upstream Business◆ Automotive Strategy Department’s primary areas of focus:

Manufacture of automotive parts, next-generation mobility, new technologies, new fuels, etc.

◆ Logistics: Using experience gained in USA, Europe, and India, develop new customers to support Toyota Group


１． Qualitative Mid-term Business Outlook (2)Motor Vehicles Business Unit

Striving to deepen our relationship with our core business partners, the companies of the Toyota Group (Toyota, Daihatsu, Hino, Yamaha motor), Komatsu, and Mori Seiki.

３．Focus on Mitsui Competencies

２．Strategy with Manufacturers

Aiming to act as a key player through contributions to the growth and innovation of the automotive industry, and bolster our efforts in new business areas utilizing the Automotive Strategy Department’s company-wide network covering a whole range of automotive business-related operations.


２．Quantitative Mid-term Business OutlookMotor Vehicles Business Unit

在り姿

05/3 06/3 07/3 08/3 To-be

Gross Profit[¥billion]

Motor Vehicles Construction/Industrial Machinery


140

120

100

80

60

40

20

0


[¥billion]

30

25

20

15

10

50

0

74.6

36.445.3

61.0

9.5

2.0

11.5

13.5

6.6

29.8

9.3

36.0

13.3

47.7

21.5

53.1


Ⅲ. Typical Businesses of the Motor Vehicle BU

１．Retail Finance: BAF Outline

２．Automotive Logistics: Transfreight Outline

３．Retail Automotive Dealerships: PAG Outline

４．Automotive Parts: ASAHI TEC Outline

５．New Business: Car Sharing Services


１．Retail Finance: BAF Outline

・Accounting for 36.7% of Yamaha’s worldwide sales

・Invested in both the manufacturing and the sales in Indonesia.

Business OverviewBusiness OverviewSales and retail finance of Yamaha motorcycles(Offers Yamaha customers monthly installment payment plans over 6 to 48 month terms)

ShareholdersShareholdersMitsui Group 90%Yamaha Motor Group 10%

Scale of Operations (planned for Dec 2008)Operating assets: USD 800 millionNet assets: USD 130 million

Outstanding contracts : 1.2 millionNumber of employees: 8,035

Number of Offices114 offices (as of December,2007)

Overview of PT. Bussan Auto Finance (BAF)

ﾔﾏﾊ　2007年出荷台数実績ｲﾝﾄﾞﾈｼｱ

ﾍﾞﾄﾅﾑ

中国

欧州

ﾀｲ

ﾌﾞﾗｼﾞﾙ

台湾

北米

日本

ｲﾝﾄﾞﾈｼｱ

その他

183万台36.7%

Yamaha 2007 Unit Sales

5 million units

worldwide 1.83 million units

IndonesiaVietnamChinaEuropeThailandBrazilTaiwanN. America

JapanIndiaOther


２． Automotive Logistics: Transfreight Outline

①Transfreight Inc. 1988②Transfreight Integrated

Logistics Inc. 2004(Canada)

④Transystem Logistics International Pvt. Ltd.

(India) 1999

③Transfreight, LLC(USA) 1998

⑥Transfreight China Ltd.(China, Guangzhou) 2006

⑤Transfreight AutomotiveLogistics Europe

(U.K., France, Czech) 2000

Region India Europe ChinaMain Business

Company ①Transfreight Inc.②Transfreight

Integrated LogisticsInc.

③Transfreight LLC④Transystem

LogisticsInternational Pvt Ltd.

⑤TransfreightAutomotive Logistics

Europe

⑥Transfreight ChinaLogistics Ltd.

Established Jun 1988 Nov 2004 Oct 1998 Feb 1999 Apr 2000 Apr 2006

Head Office Canada(Cambridge)

Canada(Cambridge)

USA(Erlanger)

India(Bangalore)

UK(Lancashire)

China(Guangzhou)

Ownership Mitsui: 100% Mitsui: 100% Mitsui: 100% Mitsui: 51%Locally: 49%

Mitsui: 70%Fujitrans: 30% Mitsui: 100%

Operations Distribution of parts Distribution of parts Distribution of partsDomestic distribution

(parts, KD parts, assembledvehicles)

Distribution of parts Distribution of parts

Customers Toyota and others Toyota Mainly Toyota Mainly Toyota Toyota Guangzhou Toyota(GTE, GTMC)

North AmericaDistribution of parts used for manufacturing products (JIT distribution)


Turnersville, N.J. Auto Mall

Lexus of Edison

３．Retail Automotive Dealerships: PAG Outline

Official Company NamePENSKE AUTOMOTIVE GROUP, INC. （Listed, NYSE ）

ShareholdersPENSKE CORPORATION 40.22%Mitsui & Co., Ltd. 16.94%Others 42.84%

Business OverviewRanking: 2nd in USA for automotive retail salesSales: 200,000 new and 100,000 used vehicles

(in 2007)

Scale of OperationsSales: USD 13 billion (in 2007)Number of locations: 160 stores in the USA

147 stores elsewhere (U.K., Germany, Mexico) (as of Sep’ 2008)

Number of employees: 15,300


４．Automotive Parts: ASAHI TEC Outline

Business OverviewManufactures parts made of cast and forged aluminum and steel

Annual Sales Appx. 300 billion yen(Including sales of 200 billion yen from Metaldyne)

Employees Approx. 10,000(Including Metaldyne’s 6,500 employees)

Major Customers• Mitsubishi Fuso Truck and Bus Corporation• DaimlerChrysler AG• Ford Motor Company• Mitsubishi Motors Corporation• Suzuki Motor Corporation

Overview of InitiativesMitsui is the second largest shareholder in ASAHI TEC accounting for 16% of its capitalization

• Management support including personnel secondment• Support for capitalization• Finance arrangement support (equipment leases)• A range of support for overseas business• Support for marketing towards manufacturers• Global logistical streamlining• Global assistance with material/equipment procurement

Asahi Tec

Asahi Tec Initiatives

Metaldyne


５. New Business: Car Sharing Services

Car Sharing

Fuel costs

Maintenance

Parking fees

Optional Insurance

Car inspections

Automobile tax

All expenses necessary for vehicle use are included with the car sharing service.

• For shopping• For pick up services• For unexpected car needs• Etc.

SharedUse

Advantages

Car sharing is a service that supports urban lifestyles.

Easy to use. Ecological and economical Available to all

Business Expansion

Expansion focused mainly in urban areas

Focused

Area


IV. Motor Vehicle Business Unit: Mission, Vision, and ValuesMission

We will make a continuous effort to realize “Total Business Engineering Capability”in the overall motor vehicles industry and contribute to the expansion of business in the motor vehicles, construction and industrial machinery markets.

VisionOur Group should be a consolidated organization filled with a sense of unity as well as a partner that is essential to our customers, and realize sustainable growth.

Values• We focus on and develop high-level human resources in a consolidated group and

provide everyone with various opportunities for self-fulfillment.• We always pay close attention to the needs of manufacturers, the market and our

customers and rise to the challenge of creating new value.• We always try to reinforce group cooperation, going beyond each organization, and

make a continuous effort to realize “Total Business Engineering Capability”.


V. Supplementary Materials１．Automotive Market

１） Worldwide Motor Vehicle Production２） Worldwide Auto Parts Industry３） Worldwide Motorcycle Market４） Worldwide Motor Vehicle Industry-related Market

２．Motor Vehicle BU Affiliates１） Affiliates in Automotive-related Businesses２） Affiliates in Mining/Construction Machinery and Machine Tools

Businesses

３．Mitsui Motor Vehicle Businesses１） Manufacturing２） Logistics３） Distribution and Dealership４） Retail Finance５） Other Motor Vehicle-related Business６） Construction and Industrial Machinery


Supplementary1-1. Worldwide Motor Vehicle Production

1. 世界の乗用車生産　2004年～2012年　（単位：百万台）

26％22％

5%

14%

15%

9%

9%

2004 2012

NAFTA

0.8%p.a.

2004 2012

Japan/Korea

1.6%p.a.

2005 2012

China

8.6%p.a.

2004 2012

South America

4.7%p.a.

2004 2012

Europe

1.9%p.a.

・　東欧生産拡大・　更なる業界再編・　小型車、ディーゼル車　指向・　自動車ﾒｰｶｰによるアウトソース拡大

・　GM、FORDは停滞　年平均成長率　0～1%・　TRANSPLNATが伸長　 (トヨタ、ホンダ、日産、現代）　年平均成長率 5%・低価格燃料車開発・　自動車メーカーによる　アウトソース拡大

・　アジア単一の市場では無く、　　中国、韓国、日本、インド、　　その他は各々独自の性格・　タイ、中国への投資が活発・　トヨタはモジュール化に　　消極的、現代は積極的

　１．　競争激化　-　差別化したデザイン・機能　２．　技術革新のサイクルが短縮化・複雑化　　　　－　エンジン車、ハイブリッド車、燃料電池車、電気自動車　３．　顧客ニーズが細分化し購買活動が予測しにくく　- 多車種の開発　４．　製品寿命が短く　-　新車効果は1年以内　５．　グローバルな合従連衡

　１．　ブランド戦略の構築　２．　開発・生産のグローバル最適化　３．　調達コストの削減　　　　－　グローバル調達・モジュール化

完成車メーカーを取り巻く環境完成車メーカーの課題

（注）　地図上の％は2012年予想シェア

15.8 16.9

20.023.3

13.0 14.8

2.5 3.6 4.79.1

1. Worldwide Motor Vehicle Production 2004 to 2012 (units: 1 million vehicles)

Conditions Faced by Motor Vehicle Manufacturers Issues for Motor Vehicle Manufacturers

1. Fierce competition requires differentiated designs and features2. Shrinking and more complex cycle for technical innovation for vehicles

including conventional, hybrid, fuel-cell, and electric vehicles3. Increasingly segmentalized customer needs and difficult-to-predict

purchasing behavior requires development of a wide range of vehicles4. Shorter product life cycles mean that customers begin losing interest in

new product lines within the first year of product launch5. Mergers and acquisition activity on a global scale

1. Brand strategies must be built2. Vehicle development and production must be

globally optimized3. Procurement costs must be reduced through

global procurement and modularization

Note: Percentages on the world map are estimates for 2012

• Stagnation of GM and FordAverage annual growth at 0% to 1%

• Expansion of transplants(Toyota, Honda, Nissan,

Hyundai)Average annual growth at 5%

• Development of fuel-efficient vehicles

• More outsourcing by Auto manufacturers

• Expansion of production in Eastern Europe

• Further corporate restructuring

• Trend toward small cars and diesel-powered cars

• More outsourcing by auto manufacturers

• Moving beyond individual Asian markets responding to individual characteristics of China, Korea, Japan, India, and other countries

• Active investment in Thailand and China

• Hyundai moves towards modularization while Toyota hesitates to do so.


1-2. Worldwide Auto Parts Industry

2. 世界の乗用車・乗用車部品産業が生み出す付加価値

　１．　役割の明確化（システムインテグレーター、テクノロジーサテライト、　　　　プロセスサテライト）　２．　顧客ポートフォリオの確立　３．　グローバル化への対応　－　世界戦略車の世界同時生産対応　４．　コスト削減の追及　５．　権限委譲による意思決定の迅速化

0

500

1000

1500

2002 2015

サプライヤー（含むサービス）

自動車メーカー

93兆円(77%)

27兆円(23%)

55兆円(65%)

30兆円(35%)

57百万台

85兆円

120兆円

76百万台自動車生産台数

　　エンジンパワートレインシャシーボディインテリア情報系

明確なビジョン

　１．　強みを持つ技術/機能を軸とした再編　２．　主体的な技術開発　３．　グローバルでの供給能力

ピラミッド構造の崩壊

　-　競合優位性の重要性　　　（技術・コスト・システムインテグレーション）　-　システムインテグレーションとサテライト　　サプライヤーに二分化　-　部品メーカーのネットワーク化

・　2002－2015年の付加価値の年平均成長率見通し　2.6％　　（自動車メーカー　▲0.9%、サプライヤー　4.1%)

・　乗用車生産台数年平均成長率見通し　2.2％　　（成長市場　4.5%、成熟市場　1.5%)

・　乗用車一台当り価値は、2002年　13,500ドル、　　2015年 14,200ドルとほぼ横ばい

自動車部品メーカーのテーマ自動車部品メーカー競争力強化のポイント

自動車部品業界の構造変化

（注）　システムインテグレーター：　自動車メーカーに付加価値を与える提案をしつつ、システムモジュールを提供　　　　テクノロジーサテライト：　　　技術に優位を持つ部品メーカー　　　　プロセスサテライト：　　　　　コストに優位を持つ部品メーカー

Supplementary

2. Added Value Created by Worldwide Auto and Auto Parts Industry

1. Clarification of roles such as that of system integrator, technology satellite, and process satellite.

2. Establishment of customer portfolios3. Responding to globalization – handling concurrent worldwide

production of vehicles that are part of a worldwide marketplace strategy4. Pursuing lower costs5. Accelerating delegation of decision making authority

• Outlook for annual growth in added-value operations for 2002 to 2015 is 2.6%(Automobile manufacturers: -0.9%, suppliers: +4.1%)

• Outlook for annual growth in the number of vehicles produced is 2.2%(Growth markets: 4.5%, mature markets: 1.5%)

• Average per-car values remain nearly constant at USD 13,500 in 2002 with only a slight increase to USD 14,200 by 2015

Issues of Concern to Auto Parts Manufacturers Bolstering Competitiveness of Auto Parts Manufacturers

Structural Changes in the Auto Parts Industry

Clear vision1. Reorganization centering on technical and functional

competencies2. Proactive technological development3. Global supply capabilities

Collapse of the pyramid structure– Importance of competitive advantages in terms of

technology, costs, and system integration– Increasing division between system integration and

satellite suppliers– Formation of networks of parts manufacturers

Terminology• system integrator – Suggest ways in which value can be added by automobile manufacturers, and provide system modules• technology satellite –Parts manufacturer that has technological advantages• process satellite – Parts manufacturer that has cost advantages

Auto manufacturers

Suppliers(incl. services)

EnginesPowertrainsChassisCar bodiesInteriorsInformation systems

Number of Vehicles Manufactured

57 million vehicles 76 million vehicles

¥85 trillion

¥120 trillion

¥55 trillion(65%)

¥93 trillion(77%)

¥30 trillion(35%)

¥27 trillion(23%)


National Two-wheeler Sales Trends

2005 2006 2007

China 10,522 12,690 14,811

India 6,796 7,777 7,426

Indonesia 5,089 4,471 4,688

Vietnam 1,814 2,371 2,500

Thailand 2,109 1,927 1,599

USA 1,789 1,770 1,670

Brazil 1,024 1,268 1,500

Taiwan 794 747 750

Japan 707 700 685

Philippines 585 605 680

European Union 2,008 2,188 2,300

Iran 653 490 600

Pakistan 457 484 540

Malaysia 406 423 460

Other 4,612 4,070 6,391

Total (67 countries) 39,365 41,981 46,600

(Source: Fourin Asia Automotive Intelligence)

Total Number of Two-wheelers

2006

China 59,558

Indonesia 23,056

Vietnam 17,277

Thailand 15,650

Taiwan 13,557

Japan 13,060

Italy 9,914

Brazil 9,444

Malaysia 7,733

Germany 5,652

USA 5,370

Spain 3,854

Pakistan 3,542

France 2,480

Philippines 2,405

India N/A

1-3. Worldwide Motorcycle/Market

[Units: One thousand vehicles] [1,000]

Supplementary


1-4. Worldwide Motor Vehicle Industry-related Market

The global automotive-related industry is valued at 420 trillion yen (estimated)Automotive industry value chain

(¥trillion)

0

50

100

150

200

250

300

350

400

Raw materials procurementRaw materials procurement PartsManuf &Logistics

PartsManuf &Logistics

Upstream¥104 trillion (24%)

Upstream¥104 trillion (24%)

AssemblyManufacture

Sales(Shipper)

AssemblyManufacture

Sales(Shipper)

DealershipsDealerships

Midstream¥24 trillion

(6%)

Midstream¥24 trillion

(6%)Downstream

¥292 trillion (70%)Downstream

¥292 trillion (70%)

CarAccessory

Sales

CarAccessory

Sales

New vehicle sales

Steel Chemicals Aluminum Other

7 7 417

6924

1318

71

45

4514

86 420

CarFinancing

CarFinancing

CarInsurance

CarInsurance

Repair &MaintenanceRepair &

MaintenanceLease &Rental

Lease &Rental

Used CarSales

Used CarSales

Supplementary


2-1. Affiliates in Automotive-related Businesses

Mitsui Automotive Europe B.V. (Netherlands)

Transystem Logistics International Private Ltd. (India)

Perodua Auto Corporation SDN.BHD. (Malaysia)Toyota Motor Philippines Corporation (Philippines) Sociedad de Fabricacion de Auto

Motores S. A. (Columbia)

Hino Motors Sales USA Inc.（MI）

Penske Automotive Group, Inc. (MI, USA)

Transfreight, LLC. (TN, USA)

NV. Subaru Benelux S.A. (Netherlands)

Yamaha Motor (U.K.) Ltd. (England)

Yamaha Motor Deutschland GmbH (Germany)Subaru Italia S.p.A. (Italy)

Toyota Canada Inc. (Canada)

P.T. Bussan Auto Finance (Indonesia)

Mitsiam Motors Co., Ltd. (Thailand)Lexus Sukhumvit Co., Ltd. (Thailand)

Hino Motors Manufacturing (Thailand) Ltd. (Thailand)

Kuotu Motors Ltd. (Taiwan)

Transfreight Automotive Logistics Europe SAS (England, France)

Toyota Motor ManufacturingTurkey Inc. (Turkey)

Nissan DieselSouth Africa （PTY）Ltd. (South Africa)

P.T. Yamaha Indonesia Motor MFG (Indonesia)

Toyota Chile S.A. (Chile)

Mitsui Automotriz S.A. (Peru)

UAB Motors Participacoes S.A. (Brazil)

Holding company

Importer/Distributor Manufacturer/Distributor

Dealership

Logistics

(As of March 2008)

Transfreight Automotive Logistics Europe SRO (Czech Republic)

Finance

Omega Financial Service G.m.b.H (Germany)

Bussan Auto Finance India PVT Ltd. (India)

Lao Toyota Services Co., Ltd. (Laos)BAF （Thailand） Co., Ltd (Thailand) Fraser Wharves Ltd. (Canada)

Transfreight Integrated Logistics Inc (Canada)

Automotive Mitsui LTDA. (Chile)

AFC LLC (FL, USA)

Transfreight Inc (Canada)

Asahi Tec (Japan)

Metaldyne Corporation (MI, USA)

Parts manufacturer

Takanichi Automotive Interior Trim Parts A.S. (Turkey)

Jiangsu ISHI Turbo Co., Ltd. (China)Kunshan Takanichi Automotive Interior Trim Parts Co., Ltd. (China)

Supplementary


Egypt

Brazil

Komek Machinery, LLC

MORI SEIKI MOSCOW

Komek Machinery, LLC

MORI SEIKI MOSCOWEllison Technologies Inc.Ellison Technologies Inc.

Road Machinery, LLCRoad Machinery, LLC

Mitsui Maquinarias Peru S.A.Mitsui Maquinarias Peru S.A.

Komatsu Australia Pty Ltd.

Komatsu Australia Corporate Finance Pty Ltd.

Komatsu Australia Pty Ltd.

Komatsu Australia Corporate Finance Pty Ltd.

Komek Kazakhstan, LLPKomek Kazakhstan, LLP

Road Machinery MexicoRoad Machinery Mexico

Australia

2-2. Affiliates in Mining/Construction Machineryand Machine Tools Businesses

MFS EUROPE FANUC ROBOSHOT EUROPE

MFS EUROPE FANUC ROBOSHOT EUROPE

MITSUI MOTION MAQUINAS

MITSUI MOTION MAQUINAS

FUNAC THAILANDMMK THAILAND

FUNAC THAILANDMMK THAILAND

Mitsui Bussan Machine TecMitsui Bussan Machine Tec

Supplementary


3. Mitsui Motor Vehicle Businesses

Other Automotive-related

Retail Finance

Dealership

Distribution

Logistics

Manufacturing

Construction and Industrial Machinery

Transfreight Group

Toyota Canada/Chile

Subaru /Yamaha in Europe

Penske Automotive Group

Mitsui Automotriz S.A.

Bussan Auto Finance

Mitsui Trading & Service

Mitsui Bussan Automotive

Taiyo Kenki Rental

Komatsu Australia

Mitsui Motion Maquinas

Toyota Turkey

Yamaha Indonesia

Operations Key Affiliates

Supplementary


Turkey: Toyota Motor Manufacturing Turkey (TMMT)

Indonesia: Yamaha Indonesia Motor Manufacturing

Investing in manufacturing with a local joint venture partner

Philippines: Toyota Motor Philippines (TMP)

3-1. Manufacturing Supplementary


Support Toyota’s Just In Time (JIT) production methods for local assembling plantsDeveloping our local production parts distribution operations to North America, India,

Europe, and China

Milk Run

LTL

One Way or Round trip

SupplierSupplier

SupplierSupplierSupplierSupplier

SupplierSupplier

Milk RunSupplierSupplier

SupplierSupplierSupplierSupplier

SupplierSupplier

Manufacturing Facility Manufacturing FacilityManufacturing Facility

Milk Run

Cross Dock*High Frequency

Deliveries

3-2. Logistics Supplementary


Mitsiam Motors (Thailand: Hino dealership)

Penske Automotive Group (USA: Dealership) Subaru Italia (Distributor)

Perodua (Malaysia: manufacturer/distributor)

3-3. Distribution and Dealership Supplementary


Loanfacilitation

3-4. Retail Finance

Retail financing for Yamaha motorcycles (Indonesia, Thailand, India)Retail financing for Toyota automobiles (Chile, Peru)Retail financing for Komatsu mining and construction machinery (Australia)

Motorcycle Dealerships

Full paymentfor vehicle

Loan repayment(6 – 48 months)

DeliveryYamaha Indonesia

Motor ManufacturingMotorcycle manufacturing

Downpayment

Bussan Auto FinanceBussan Auto Finance

End user

Yamaha Motor Kencana IndonesiaDistribution

Supplementary


HUMMER H2

Large truck leaf springs

Crane-equipped trucks

Taiyo Kenki Rental

Rental of construction machinery

Garbage trucks

Mitsui Bussan Automotive

Sales of Imported Vehicles

Export of parts and accessories

Import/Export of auto parts

Trucks for road construction

3-5. Other Automotive-related Business Supplementary


Wheel LoadersBulldozers Large Excavators Large Bulldozers

Injection Molders Drill MachinesCNC Lathes Vertical Machining Centers

Komatsu: wholesale, retail, and retail financing in the USA, Russia and AustraliaIndustrial machinery: machine tools (Mori Seiki, Fanuc), and other industrial machinery (ECHO)

Machine Tools

Construction Machinery

3-6. Construction and Industrial Machinery Supplementary

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