Supplier Annual conference 2022

2022 SUPPLIER ANNUAL CONFERENCE WE ARE GOOD TEAM WORK WITH CONTINUOUS IMPROVEMENT SPIRIT MARCH 04th, 2022 THAI SUMMIT PK GROUP



Supplier Annual Conference 2022 Mr. Vitedmytri Lekakul President, Thai Summit PK Group March 4th, 2022 My Quality Declaration “I commit to set up and follows working standard in order to maximize quality and efficiency ” “ผมจะจดั ทำระบบการทำงานและปฏบิ ตั ติ าม มาตรฐานอยา่ งเครง่ ครดั เพอื่ สรา้ งคณุ ภาพและมี ประสทิ ธภิ าพสงู สดุ ตอ่ องคก์ ร”

Supplier Annual Conference 2022 Agenda 1. TSPK-Group V5 Policy 2. FY22 Key Focus 2

Supplier Annual Conference 2022 1. TSPK-Group V5 Policy

1. TSPK-Group V5 Policy 1.1 V5 Policy (FY2022 – 2025) : Vision & Mission “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” TSPK-Group Mission Statement 22001272–– 2202251 KKeeyytatargrgeteat nadnsdtrsattreagtyegy S : Safety = “0” accident Q : Quality = “0” defect FFininaanncciiaall ttaarrggeett C : Cost competitiveness CCuussttoommeerr ssaattiissffaacctitoionntatragregtet D : 100% delivery OPpreodrautciotivnity&Tqaurgaelittyansdtrasttreagteygy Human Capital Target & Strategy Overseas business strategy Engineering Strategy 4

1. TSPK-Group V5 Policy 1.2 V5 Policy (FY2022 – 2025) : Key Target & Strategy “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” Quality Management System Financial Customer Productivity Human Engineering Target Satisfaction Target and Capital Strategy Strategy Target & Target Strategy 5S , TPM , Core activity Teamwork & Continuous Improvement Spirit 5

1. TSPK-Group V5 Policy 1.3 V5 Policy (FY2022 – 2025) : Key Target & Strategy 1. Financial Target “To achieve operation EBIT > 6% By 2025” 2. Customer Satisfaction Target “To achieve 100% products delivery to customers with. Best Quality with in customers target & Achieve less than 2 ppm in overall” 3. Productivity Target & Strategy “To create productivity ideas to increasing Machine & Equipment efficiency and Manpower by using \"Smart Factory\" to support “countermeasure plan” for 6% EBIT achievement 4. Human Capital Management “To strengthen TSPK-Group human capital by developing Leadership and teamwork to become successor” 5. Engineering Target & Strategy “To strengthen engineering capability by localize tooling, machine & equipment for cost competitiveness” 6

1. TSPK-Group V5 Policy 1.3 V5 Policy (FY2022 – 2025) : Key Target & Strategy X Vision X 6  EBIT > 6% by FY25 “We are the World Class Manufacturer of Chassis X 2  Quality Rate < 2 PPM Frame and Axle for Pick-up Truck” X Mission X 1  100% Delivery Rate S : Safety = “0” accident Q : Quality = “0” defect C : Cost competitiveness D : 100% delivery 7

Supplier Annual Conference 2022 2. FY22 Key Focus

2. FY22 Key Focus 2.1 Financial Focus  Financial EBIT by 2022 – 2025 target > 6.0% - MY 20 Counter Measure - Factory Counter Measure and Productivity Improvement - UT Counter Measure - MK, PH, Admin Counter Measure and Cost Reduction Activity - Tooling Payment  TSPK-E Financial Performance must be “Profit” - UT project tooling and services - New EO, modify tooling project  Investment Tools - All improvement and new project investment must use “Investment Tools” with approved by committees 9

2. FY22 Key Focus 2.2 Human Capital Focus  People Development must align with TSPK-Group Vision / Mission Statement and Corporate Culture Vision : “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” Mission : Safety (S) / Quality (Q) / Delivery (D) / Cost Competitiveness (C) Corporate Culture : We are Good Teamwork with Continuous Improvement Spirit  Individual Development Plan (IDP) HRD must set up competency and functional chart with expectation performance for each position IDP must be implement to improve competency and function level in order to close gap  HR for Non-HRM All Management and Supervisory level must manage suborniate by using HR skill 10

2. FY22 Key Focus 2.2 Human Capital Focus  Training Plan (V5) 2023 – 2025 & Focus Topics Leadership and Decision Making Analytical and Problem Solving Teamwork New Skills trend of 2025 (Automation, Robotic, PLC etc….) Continuous Improvement Financial  Training Center Stamping Machining Painting Welding & Robotic Maintenance IT & Smart Factory  Key Performance Indicator Management KPIs must be align with Corporate KPIs in each section Expectation Target must be deeply deploy to each section in both operations and office (ie. Output etc…) 11

Supplier Annual Conference 2022 Mr. Krittanai Napombejra Executive Vice President, Thai Summit PK Group March 4th, 2022 My Quality Declaration “I will purchase quality goods, from manufacturers who maintain a high quality standard” “ผมจะซอ้ื สนิ คา้ ทด่ี แี ละมคี ณุ ภาพ จากผผู้ ลติ ทมี่ ี ศกั ยภาพ และสามารถรกั ษาคณุ ภาพไดอ้ ยา่ ง สม่ำเสมอ”

Supplier Annual Conference 2022 13 Agenda 1. Management Organization 2. FY2021 Performance 3. TSPK-Group Midterm (V5) Policy 2022-2025 4. FY21/22 Activity 5. New Project & Challenges We are Good Teamwork with Continuous Improvement Spirit

1. Management Organization Thai Summit PK Corporation Ltd. Organization President Mr.Vitedmytri Lekakul [email protected] EVP OF ADMINISTRATION EVP OF FACTORY Mr.Krittanai Na pombejra Mr.Masanori Okawa [email protected] [email protected] PURCHASING MARKETING HUMAN RESOURCE SSYYSSTTEEMM DDEEVVEELLOOPPMMEENNTT// CCOORREE ENGINEER MANUFACTURING AACCTTIIVVIITTYY ACT. GENERAL MANGER DIRECTOR ACT. GENERAL MANGER ACT.GENERAL MANGER DIRECTOR DIRECTOR Mr.Surasak Saetiaw Mr.Yoshiyuki Tode Mr.Rangsarit Sriprasertpap Mr. Wises Namuangruk Mr.Sornsak Lattikul Mr.Ratthakiat Sarageng [email protected] [email protected] [email protected] [email protected] [email protected] [email protected] 14

Supplier Annual Conference 2022 2. FY2021 Performance

2. FY2021 Performance 2.1 Financial Performance 20,000 Revenue Sales / Head 16,000 14,910 15,797 16,468 5.42 5.62 5.95 6.18 12,000 11,141 14,546 8,000 12,881 13,895 1,922 4,000 2021 (A12) 10,647 2,029 1,902 2020 2021 (R0) 2021 (R1) 2021 (A12) - 2021 (R0) 2021 (R1) 494 2020 Tooling Operation Manpower Sale / Head Sales EBIT Revenues • Q1-3 accumulated revenue from operation slightly increased, but if focus on only Q3, it decreased by 13.9% due to volume down caused mainly by shortage of semi-conductor in OEM production. EBIT • Q1-3 EBIT ratio from operation increased by 1.6% compared with plan due to volume up, minimization of operating cost and advanced special sales about volume compensation. 2020 2021 (R0) 2021 (R1) 2021 (A12) (Originally planed in Q4) EBIT Tooling EBIT Opearation • EBIT for 9 months achieve target due to 1st Half Performance We are Good Teamwork with Continuous Improvement Spirit 16

2. FY2021 Performance 2.2 Awards Awards from Quantity TSPK TSPK-L TSPK-BP TSPK-E Customer - AAT Top Supplier Award 1 Award   - FTM Supplier Excellent Award 1 Award  - Nissan Supplier Quality Award 1 Award   Safety - Zero Accident Campaign 3 Awards   - Outstanding Model Establishment award for safety 3 Awards   CSR-DIW 3 Awards  The Excellent Practices Establishment (Labor Relations & Welfare) 3 Awards TSG QCC - Award (Office, Group A, B, C) 4 Awards TSG Knowledge Sharing 5 Awards TSG Engineering Day 5 Awards 29 Awards We are Good Teamwork with Continuous Improvement Spirit 17

2. FY2021 Performance 2.3 Failure TSPK-G PLAN TARGET FY21 RESULTS STATUS Sale of operation Unit : MB Customers Satisfaction Target BY 2021 Achieved 40 20,000 35 Q1 GOLD Q1 GOLD 30 18,000 25 16,000 20 15 14,000 10 5 Claimed cost 12,000 0 L1 L3 Not Achieved FORD’s Frame & Axle 5.5 MB 10,000 MMTh’s Frame & Axle 0.8 MB 14.3 NISSAN’s Frame & Axle 0.4 MB 8,000 2017 L1 L1 Achieved IMCT’s Frame& Axle 0.2 MB 6,000 100 98 Not Achieved 6.9 4,000 4.1 4.5 4.3 2,000 0 2018 2019 2020 2021 Customer Domestic : Export : MB Countermeasure claim Y2021 MB FORD 0 5.5 Resources are available to implement and continue to improve, evaluate and audit the quality improvement action plan. Implement improvement activity for increase performance with supplier that direct shipping part to customer. MITSUBISHI 0.14 0.7 Quality Improvement activity drive with customer. ISUZU 0.01 0.2 Resources are available to implement and continue to improve, evaluate and audit the quality improvement action plan. NISSAN 0.05 0.3 Resources are available to implement and continue to improve, evaluate and audit the quality improvement action plan. 0.2 6.7 We are Good Teamwork with Continuous Improvement Spirit 18

Supplier Annual Conference 2022 3. TSPK-Group Midterm (V5) Policy 2022-2025

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.1 V4 Result 2017- 2021 TSG PLAN (2017 – 2021) TSPK TARGET FY21 RESULTS STATUS 2022 (A12) REVENUES 110,000 MB Not Achieved 100% CUSTOMERS SATISFACTION 18,500 MB 16,468 MB (FY18 :17,873 MB) Delivery 100% Delivery 100.00% Achieved 2 PPM 1.9 PPM 5 MB SALES / HEAD 6.00 MB / HEAD 6.18 MB/HEAD Achieved We are Good Teamwork with Continuous Improvement Spirit 20

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.2 V5 Policy (FY2022 – 2025) : Vision & Mission “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” TSPK-Group Mission Statement 202172 – 20251 Key target and strategy S : Safety = “0” accident Financial target Q : Quality = “0” defect Customer satisfaction target C : Cost competitiveness OPrpoedruactitoivnit&y Tqauraglietyt asntrdatsetgraytegy D : 100% delivery HOuvemrasneaCsabpuitsailnTeasrsgsetra&teSgtryategy Engineering Strategy We are Good Teamwork with Continuous Improvement Spirit 21

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.3 V5 Policy (FY2022 – 2025) : Financial Target (Sales) Revenues FY2017 – 2021(V4) EBIT FY2022 – 2025(V5) (Sale/head) 30,000 6.3 5.9 6.0 6.1 6.3 7.0 6.0 25,000 5.1 5.6 5.4 16,901 15,549 15,669 15,086 4.6 15,158 5.0 20,000 16,274 17,873 16,226 1,913 766 918 2,627 4.0 11,819 3,368 2,857 2,585 2,643 3.0 15,000 1,076 734 884 12,459 10,000 3,628 3,742 3,108 802 11,621 11,925 12,166 2,456 2024 2021 2022 2023 2.0 8,561 5,000 11,570 13,397 12,235 12,516 1.0 2017 2018 2019 2020 2021 2022 2023 2024 2025 - 2020 - 2017 2018 2019 2025 Frame Axle Tooling/Other Sales per Head Production Tooling/Other C/Measure TSPK-Group Vision : Summary “We are the World Class Manufacturer of Chassis Frame and Axle for Pick-up Truck” 2017 – 2021 (V4) - The highest-ever sales and EBIT due to high volume in 2018. TSPK-Group Mission Statement - Sales and EBIT dropped in 2020 under the influence of Covid-19. - VR and cost minimization activity make a big push for profitability ▪ S : Safety = “0” accident ▪ Q : Quality = “0” defect up in 2021. ▪ C : Cost competitiveness ▪ D : 100% delivery Key target and strategy 2022 – 2025 (V5) 2017 – 2021 (V4) • Financial target 2022 – 2025 (V5) - Shrinking of sales due to GM Frame model end (in 2020) and • Customer satisfaction target FORD MY20 Axle lost business. - Launch FORD MY20 Frame in 2022 and MMTh UT • Financial target • Productivity Target and strategy Frame/Axle in 2023. - Must take additional countermeasure to achieve target EBIT • Customer satisfaction target • Human Capital Target & Strategy ratio 6.0%. • Operation & quality strategy • Engineering Strategy • OversWeaes aburseinGeossosdtraTteeagymwork with Continuous Improvement Spirit 22

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.4 V5 Policy (FY2022 – 2025) : Customer Satisfaction Target (Quality & Delivery) TSPK-G Customer Claim 2017 - 2021 (Unit ; PPM) TSPK-G Customer Satisfaction 2017 - 2021 (Unit ; %) 5.1 4.2 3.7 99.83 99.99 99.93 100 100 100 100 100 100 1.8 1.9 2 2 2 2 2017 2018 2019 2020 2021 2022 2023 2024 2025 2017 2018 2019 2020 2021 2022 2023 2024 2025 V4 V5 V4 V5 Quality Policy Delivery Policy 1. Claim limit each plant less than 1.9 PPM (Y 2022-2025) 1. Delivery target 100 % (On time delivery and meet customer  TSPK < 1.7 PPM  TSPK-L < 2.8 PPM requirement)  TSPK-BP < 1.2 PPM 2. Setup delivery team to analytical & improve delivery performance 2. Internal quality defect limit less than 40 PPM (Y 2022-2025) 3. Smart factory  TSPK < 40 PPM  TSPK-L < 31 PPM  TSPK-BP < 37 PPM  MRP( Material Requirement Planning) 3. Setup quality team  QR code & Barcodes implement 100%  To build up quality personnel (Skill, Awareness, Mindset)  Realtime traceability system : Customer order & FG stock control  To achieve and maintain quality performance by systemic improvement  To be smart quality system (High accuracy & precision and Traceability) We are Good Teamwork with Continuous Improvement Spirit 23

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.5 V5 Policy (FY2022 – 2025) : Productivity Target & Strategy 2.4.1 Target 2.4.3 Productivity Item Admin Countermeasure Target (Unit ;MB) P 1. Productivity Up Plant 2022 2023 2024 2025 TSPK-G 251 254 262 264 R 2. ECRS Factory Countermeasure Target (Unit ;MB) Plant 2022 2023 2024 2025 O 3. OEE TSPK 40 100 80 10 TSPK-L 20 90 60 10 C 4. Core Activity TSPK-BP 20 65 50 10 TSPK-E 5 10 9 2 E 5. Energy Saving S 6. Smart Factory TSPK-G 85 265 199 32 S 7. Smart Engineering 2.4.2 Productivity Policy 1) Achieve operation EBIT ≥ 6% 2) Productivity up 7% to countermeasure increase expense each year 3) New project achieve target COGS ≤ 80% 4) Smart factory by applying innovation for optimizing benefits organization We are Good Teamwork with Continuous Improvement Spirit 24

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.6 V5 Policy (FY2022 – 2025) : Human Capital Target & Strategy HR Policy Training Successor & Talent 1. Developing knowledge and skills’ human  Core Competency resources conform the Vision and Corporate  Managerial Competency Create development plan Culture 1 Create new training course 2023-2025  In-house Training 2. Enhance the knowledge and competency in Topics Focus  Public Training management and strategic thinking of high  Leadership (Decision Making) potential human resources to retain and can  Teamwork 2 - management replace the position  Continuous Improvement  Analytical and Problem Solving - personality and social 3. Developing competency assessment system to manners prepare a development plan for human resources that are still lacking knowledge and  Job Rotation skills  Competency Gap linked trend skills of 2025 3 Training Center Course Create and develop functional courses 2/6 4/6 6/6 Target Y’2023 Y’2024 Y’2025 4  Functional Competency Y’2022 focus skill in robot and automation Competency Assessment 222  Core Competency Y’2023 Course  Managerial Competency Y’2024  Functional Competency IDP 25 WY'2e02a3re GYo'2o02d4TeaYm'20w25ork with Continuous Improvement Spirit

3. TSPK-Group Midterm (V5) Policy 2022-2025 3.7 V5 Policy (FY2022 – 2025) : Engineering Target & Strategy (Road Map) Engineering Policy :  Smart Process improvement New Product study 1. Suitability design with 4S  Smooth 2. Localize tooling  Speed - Automation transfer - EV Parts for pick up truck 3. Carryover used  Slim - Automation tack weld - New forming process - Camera inspection & CF 2025 W60D Frame New project 2024 - Localize W60D >70% (Tool and Equipment) - Carryover used Ford MY18 to W60D - Tooling common usage Ford MY20 New project (5F00 and W60D) 2023 - Auto full weld(Touch sensor) - Auto transfer , Auto spot - Auto Camera inspection Frame - Combine process 2022 - Localize DCV Prototype 324 U’ 5F00 Frame New project - Auto full weld(Touch sensor) 2021 - Auto Inspection & QR Code - Auto transfer side assembly - Auto transfer sub side assembly - Localize DCV Prototype(91 U’) We are Good Teamwork with Continuous Improvement Spirit 26

Supplier Annual Conference 2022 4. FY21/22 Activity

4. FY21/22 Activity Operation & Quality Activity Project 2017-2021 5. Auto Loading 1. Robot Full Weld 6.. AGV Forklift 2. AS/RS System 7. 3D Laser Scan 3. Camera Inspection 8.. DCV Prototype 4. QR Code System 28

4. FY21/22 Activity 2022 Activity Plan Human Resource Management (HRM) 1. Create Rate Salary Structure 2. Improve E-Appraisal Program 2021 Activity Plan 3. Follow up Training Program 2020-2022 complete 1. Implementation 360 Degree 100% and set up Training program 2023-2025 Assessment 4. Talent and Successor Development 5. Competency Assessment 2. Smart Job Description 6. Training Center (welding, machining, maintenance) 3. English Test Comparable TOEIC 7. English Test Comparable TOEIC 4. Talent and Successor Training 8. Emphasize communication for corporate branding 5. E-Training Phase II, III 9. Improve the environment to be pleasant 29

4. FY21/22 Activity 2022 Activity Plan SAFETY 1. Accidents from objects hit-falling in TSPK G reduce 50% 2. Safety patrol find out risk of accidents in factory 2021 Achievement 3. Talent and Success Score Audit TSG safety management 1. Zero accident Serious Case in TSPK-G standard 85% up 2. Zero Accident Campaign Award 4. Fire occurrence preventive for Zero case 3. Zero fire occurrence in TSPK-G 5. Implement Zero Accident Campaign Award 4. Outstanding model establishment in safety at the national level 6. Implement Outstanding model establishment in safety at the 5. Comply with 100% safety law 6. Occupational Safety, Health and Management System Standard national level Project 30

4. FY21/22 Activity System Development / Core Activity (S&C) 2022 Activity Plan 2021 Achievement 1. Smart Factory & Development 1. System Development  AGV  Traceability  MRP/VMI  Manpower and Cost  OEE  Power Management  RPA (Robotic Process Automation)  Quality  Analysis Report  Inventory Control Dashboard  Auto FG Complete by QR code  Bar Code & QR Code Confirmation  E-Maintenance  IoT and Sensor (SCADA) (Warehouse)  MES (Manufacturing Execution System) 2. Core Activity Engineering Day 5 Awards  The Best Award  Award of Excellence  Diamond (Type PE)  Gold Award 2 awards (Type PE,ES) Knowledge Sharing 4 Awards QCC 4 Awards 2. Core Activity  Winner 2 awards (Office, B)  Winner 2 awards (Office, B) Award from TSG > 10 awards  1st runner up 2 awards (A, C)  1st runner up 2 awards (A, C) Award from Customer/outside > 1 award Topic achievement Y2021 roll out all plant. 31

4. FY21/22 Activity 2022 Activity Plan Quality System Management (QSM) 1. Recertification ISO14001 (TSPK-BP), IATF16949 (TSPK) 2. Project cost reduction and Improvement. 2021 Achievement - Digital flow meter control chemical feed in the reaction tank of the 1. E-Smart ISO Program; Module: Document Control and Record.(All BU) wastewater treatment system.(TSPK) 2. Recertification ISO14001(TSPK,TSPK-L), IATF16949 (TSPK-L,TSPK-BP) 3. Engineering Day TSG #12 Year 2021 (TSPK) - Change a chemical in the wastewater treatment process.(TSPK) Project : Optimization of the wastewater treatment system. 3. Power Management : Water - The Best Award. supply EDP Process.(TSPK) - Award of Excellence Process Effectiveness. - Diamond Award Process Effectiveness. 32 4. Project cost reduction and Improvement. - Wastewater treatment Improvement (Sediment tank, Sludge tank, Filter press, New holding tank and Program control) (TSPK) - Improve chemical pipeline of the wastewater treatment Plant.(TSPK) - Addition New DI Water stock tank support EDP line. (TSPK) - Reuse RO Brine water.(TSPK-L,TSPK-BP) 5. Power BI: Water Management Report. (All BU)

4. FY21/22 Activity 2022 Activity Plan Information Technology (IT) 2021 Achievement E-CPM Phase III Functional Evaluation Note: Projects completed in 2021 will definitely expand to all factories. Supplier Evaluation Firewall and WiFi Performance Improvement 1.QR Code auto scan (P60A): Software Cost saving 225,000 Baht / Working time saving 150 Man Day/Year Support smart factory project 19. CPM : Software Cost saving 4,000,000 Baht / Working time saving 112 Man Day/Year 33

5. New Project & Challenges MMTh • Make profit for prototype order (DCV, PJ and PL Lot). 2022 Activity Plan • To finished and approve tooling & part cost within AAT / Ford Mar’22. • MY18 Frame scrap and material adjustment ( part price • Target improve cost of goods sold for UT Model under change ). 80%. • MY18 Frame and Axle EOP. • MY18 Tooling Refurbishment (MY18 carry over to NMT • To got business W60D Model from Nissan (Frame & MY20). • MY20 Job#1 price adjustment. Axle). • MY20 TVM and MUD activity. • Increasing material of Axle by refer to CSP trend. • MY20 U704 / P703R tooling payment within Y2022. • W60D Minimize Investment • MY20 Frame price keep cost of goods sold under 80%. • MY20 RR Module to FNA , TT IMCT & IGCE • MY20 CKD part to FSAO, TT & PP • To make profit countermeasure of ECN & special order • MY20 Stockpile • To price up of Axle Material • MY24 PHEV PTV to FMCSA HINO • Must be get RFQ. BR20 (New Hilux Revo) from Hino 34

Supplier Annual Conference 2022 Mr. Surasak Saetiaw Acting GM-PH Department, Thai Summit PK Group March 04th, 2022 My Quality Declaration “I commit to the morals and good governance in purchasing management. With Honest, Justice and loyalty to the organization” “ผมจะใชจ้ รรยาบรรณและธรรมาภบิ าลในการบรหิ ารงานจดั ซอื้ ดว้ ยความซอ่ื สตั ย์ ยตุ ธิ รรม และภกั ดตี อ่ องคก์ ร”

Supplier Annual Conference 2022 Purchasing Agenda 1. Road Map Strategic Planning 2. Mid-Term Business Overview 2022-2025 3. New Project Status & Challenges 36

Supplier Annual Conference 2022 1. Road Map Strategic Planning

2022-2025 Road Map Strategic Planning 2022-2025 Road Map Strategic Planning “Together we grow” Target 2022 98% Activity 2022 Evaluation Score 0% Promote Supplier Award SQCD CKD Claim Strictly Audit Welding Standard (CQI15) Quality PIST 100% SC Point Strictly PPAP Approval Process MY’20 (19 elements) Delivery 100% Review STD Packing for Factory 4.0 and Delivery Actual Competitive Price Localize Prototype to Suppliers Model 5F00 & MY24 PHEV On a Global Scale. RFQ for Model W60D Milk Run Phase#1 Model MY’20, QX 24MY RFI for Model MY24 GNOME 38

Supplier Annual Conference 2022 2. Mid-Term Business Overview 2022-2025

Mid-Term Business Overview 2022-2025 Description 2022 TARGET FY21 RESULTS STATUS Need to Serious 38 cases Improve Case Accident = 0 97.82% Need to 9.29 PPM Improve PIST 100% Claim < 10 Start New FY 21 Price Structure Achieved PPM Model P703, Need to Challenges U704 Improve Price Model 5F00, W60D 99.61% Delivery 100% 40

Supplier Annual Conference 2022 3. New Project Status & Challenges

New Project Status & Challenges New Project Challenges Commercial and Rates Technical • Stamping rate • VA/VE commitment • Welding and Spot weld rate • Material yield challenges • Scrap return policy • Press machine competitiveness • Material handling charges 3%  1.5% (AAT/FTM/MMTh) • Process and equipment design cost to target • Sales & buyback scheme (MMTh, NMT) • Design changes for new product • Appointed supplier for price control (AAT/FTM) • Friction welding technology • New structure cost (AAT/FTM/MMTh) Friction welding • Tooling control (GVT & Vendor tooling) • Sourcing effect - Cooperate CR by lumpsum payment - Current model new rate impact SU Axle UT Axle 42

New Project Status & Challenges Customer 2020 2021 2022 2023 2024 2025 Project progress : MY20 Model (P703R RR Module 24MY TT Event : P703, U 704, P703R are completed (P703/U704 KD) Program Gnome PP Event : P703, U 704, P703R is on progress /P703R) P703 TT Event : 23 Aug 2021, PP Event : 15 Nov 2021 (Model(P703 KD) MP1 IPD : 7 Feb 2022, MP1 Ford : 21 Feb 2022 MP2 IPD : 28 Mar 2022, MP2 Ford : 1 Apr 2022 P05 FR TSPK loss this project (EA company award) SOP 30 Jun’22 Vol.100,000u/ SOP Oct’22 5year P01 FR, Vol. 24,800 u/3yars RG06 IMSAF CKD P03 FR, Vol. 37,900 SOP Nov’21 vol. u/3yars 18K/year Production period: Jan '24 -Dec '25 (2years) Project progress Production volume: 60,000u / 2yearsC For UT, Prepare production for support DCV and PJ Lot on Nov’21. UT (5F00) Model QX 24MY Model For QX 24MY, TSPK will submit the quotation to MMTh on 18th Feb 2022 SOP : Feb 2023 SOP : Jan 2024 Progress of RFI and RFQ Development has been frozen indefinitely. Nissan will H60A LCP update and confirm RFQ status on end of Jun’22. W60D Model SOP : May 2024? SOP : Oct 202P060A (221A) 22MY For H60A Axle Argentina, Mass production period(plan) SOP :Jul 2021 Apr '23 ～ Nov ‘24 and Nissan APO will judgement and confirm the result of this project to PKJ on end of Mar'22. BR20 Model SOP 2025 43

Supplier Annual Conference 2022 Mr. Suthipong Buntawee Asst Mgr. PH Department, Thai Summit PK Group March 04th, 2022 My Quality Declaration “I commit to the morals and good governance in purchasing management. With Honest, Justice and loyalty to the organization” “ผมจะใชจ้ รรยาบรรณและธรรมาภบิ าลในการบรหิ ารงานจดั ซอ้ื ดว้ ยความซอ่ื สตั ย์ ยตุ ธิ รรม และภกั ดตี อ่ องคก์ ร”

Supplier Annual Conference 2022 Purchasing Agenda 1. Operational Efficiency 2021  Operation Strategy 2021  Failure and Countermeasure 2. Purchasing Strategy 2022  Purchasing and Accounting Activity 2022  Purchasing Mid Term Plan 2022 - 2025 3. Purchasing Policy 45

Supplier Annual Conference 2022 1. Operational Efficiency 2021

Operational Efficiency 2021 2. Mini CNC (Name Plate for Model MY”20) Improvement : Mini CNC 1 FY2021 Activities Achievement 1. e-Contract (on System) Improvement : Program e-Contract (on System) Benefit 1. Increase efficiency of contract and approval creation Benefit 1. Reduce cost of name plate. (90Bht/pcs) 2. Reduce working time 60 hr./Year.(Est 0.03 MB/Year) Investment 135,000 Baht ROI 0.5Y, Merit 72,000 Baht (Tag 2,300x90)-Investment Investment - Baht 47

Supplier Annual Conference 2022 2. Purchasing Strategy 2022