Presentation to: ASE Financial Conference May 16, 2013 What we needed from our Finance community to run car retail in

1. Presentation to: ASE Financial Conference May 16, 2013 What we needed from our Finance community to run car retail in Central Europe Tim Tozer, CEO

2. What we “high level” needed from our Finance community • Management information chasing managers – not the other way around. • To see the business in detail through the balance sheet and KPI’s – allowing management to direct their focus. • A “measure it to move it” mantra. • Finance control fulfilling and interpreting their role to be: • Guardians of the balance sheet. • Commercially involved challengers to the operational activities. • Financial controllers of risk management.

3. Overview of AutoBinck • 104 year history in the automotive business • Privately owned - Lauret family 100% shareholder • Businesses in 7 countries: • The Netherlands • Belgium • Czech Republic • Slovakia • Poland • Hungary • Slovenia • € 1.1 billion turnover (60% Benelux, 40% Central Europe) • 1,650 employees

4. Recent history Mazda from 1968 - 2008 • Distribution in The Netherlands and then Czechoslovakia (1991) • More than 655,000 Mazda’s sold in our 40 year relationship. Hyundai from 1999 – to date • Distribution in The Netherlands and Czech Republic and Slovakia (2000). • Factory take over of CZ and SK in 2008 (Hyundai factory set up), replaced by Slovenia and Hungary. • More than 250,000 Hyundai’s sold to date in our 13 year relationship. Other: • 1996: acquisition of Business Lease NL, thereafter entering Czech Republic (1996), Slovakia (1998), Poland (2001) and Hungary (2003). • 2000: acquisition of Brezan NL. • 2004: Mitsubishi distribution in Czech Republic and Slovakia. • 2005 on: retail growth into multi franchise then restructured in 2010. • 2011: Jaguar Land Rover distribution in Hungary.

5. AutoBinck organisational structure Car Distribution 28,593 cars in 2012 Czech Republic Hungary Slovakia Slovenia The Netherlands Financial Services 39,600 lease contracts and 5,400 financed units Czech Republic Hungary Poland Slovakia The Netherlands Parts & Accessories € 96.3 M sales in 2012130 outlets Belgium The Netherlands Car Retail 16,110 cars in 2012 Czech Republic Hungary Slovakia Slovenia The Netherlands

6. Figures Balance Sheet (Euro * 1,000,000) Sales per Division Total Sales 2011: € 1,051 million Sales per Country

7. The AutoBinck way • Commercial and entrepreneurial local management trusted to act in the best interest of the business, delivering mission and strategy. • Controlled through central funding and performance management of balance sheet, kpi’s and P&L. • Long term perspective. • Small HQ listening to the frontline, delivering action and energising the company. • Synergies between the operating divisions, a family feeling.

8. AutoBinck: 2012 Distribution and Retail volume

9. Central Europe total industry volumes

10. Our retail past • Our retail business existed historically to underpin brands we distributed and was run by wholesalers. • In consequence we built palaces, had no detailed idea how to manage and control a customer service business, lost significant amounts of money and destroyed much shareholder value. • The only available, reliable management information was the monthly P&L and balance sheet (at high level) – all else came ad hoc and heavily filtered by local management. • If we were to continue with retail we needed a strong financial control based platform.

11. An “Auto Palace”

12. Ourfuture • General pressureuponfinanceability choices have to be made. • Resources willbeallocated to areas of core competencewhichcandeliver the highest returns. • “Stick to the knitting”. • Withinthis context we had to decideifcarretailreally was a core competenceforus, justifyingfundingon the basis of attractiveROE’s? • Yes, butonlywith: • Retail management competence. • A veryrobuststrategy and business plan. • A new risk managedworldundercontrol.

13. RetailStrategy • Decrease dependency upon manufacturers: • Recognising used cars as a business within a business. • Improving after sales activity and sale of ancillary products. • Optimise brand portfolio (one site per brand, unless very “retail”). • Minimise capital employed. • Optimise market penetration for brands represented. • Adopt an “AutoBinck Way” for retail: • Operational consistency across all sites. • Service first. • Share best practice - visible through 24 kpi’s. • Deliver 15% ROE on 30% normalised solvency.

14. Retail strategy - how • Manage each business through the balance sheet and KPI’s into the P&L with daily operating controls for all activities. • Focus intensively upon used cars ROI - sweat purchasing and sales processes and stock turn. • Focus intensively on after sales: • Parts stock turn – make more by losing less • CRM – customer retention builds after sales • Service sales advisors (not receptionists) • Sales department process, productivity and team development. • Internal communication - vision and values, results, recognition.

15. Retail brands represented 2011 Czech Republic-Prague (4 sites)-Brno Slovakia-Bratislava (2 sites) Hungary-Budapest Slovenia- Ljubljana The Netherlands- Rotterdam

16. Retail brands represented 2014 Czech Republic-Prague (3 sites)-Brno Slovakia-Bratislava Hungary-Budapest Slovenia- Ljubljana The Netherlands- Rotterdam 2 TBA

17. What we needed from our Finance community • Management information chasing managers – not the other way around. • To see the business in detail through the balance sheet and KPI’s – allowing management to direct their focus. • A “measure it to move it” mantra. • Fulfilling and interpreting their role to be: • Guardians of the balance sheet. • Commercially involved challengers to the operational activities. • Financial controllers of risk management across the complete business.

18. Retail Finance Director Job Description • Interpret role at high level to be: • “the guardian of the balance sheet” • a commercially involved “challenger” to the operational activities • financial “controller” in the sense of risk management of the complete business. • An active involvement with MD and site managers, pro-actively assisting them in achieving their goals. • Timely and accurate reporting of DOC’s, KPI’s and management accounts with high level interpretation to the Board. • Assisting line management with interpreting DOC’s , KPI’s and management accounts, determining appropriate management follow up and corrective actions. • Focus line management on the balance sheet in order to reduce working capital, acting as the catalyst for them to take appropriate corrective management action. • Treasury and cash management. • Overseeing and managing all regulatory and statutory obligations. • Adherence to AutoBinck accounting manual. • Resolving any issues within the annual auditors management letter and AutoBinck internal audit.

19. Example – management reporting Auto Palace Hungary Our Jaguar Land Rover Budapest flagship retailer

20. Example – management reporting Auto Palace Hungary

21. Example – management reporting Auto Palace Hungary

22. Auto Palace Hungary* - Balance sheet 31-3-2013 * 2 sites, 1 legalentity

23. Auto Palace Hungary - Balance sheet ageing analysis Provisionpolicy

24. Budapest Hyundai & Opel - P&L Summary and absorption

25. Budapest Hyundai & Opel - KPI’s Q1 2013 * KPI's heavily dependent upon quarterly manufacturer bonus.

26. Budapest Hyundai & Opel - KPI’s Q1 2013

27. Waterfall chart – direct profit variances vs MAP

28. 30 Day forecast April 2013

29. Summary • We have the information now to direct management attention. • We have a team of retailers running the businesses to UK criteria. • We have used our financial strength, this management team and the BER June 1st moment to radically revisit our franchise/site portfolio. • We now see 2013 as a mid point “year of transition” to 2015 ROE of 10% minimum, on the platform of a business which: • Trebles its used car business. • Puts service first. • Optimises sales of a more balanced new car franchise portfolio. • Works from a much smaller balance sheet and one less site (Prague). • Our finance community are at the heart of the business, ensuring standards of commercial robustness, control and management of risk that we could only dream of two years ago.