2013 ATPAC Annual Meeting Thailand-U.S. Cooperation: From R&D to Commercialization August 29, 2013 Bangkok, Thailand Thailand and S&T Related Venture Capital Noppawan Tanpipat, Ph.D. Vice President, Innovation Strategy and Partnering PTT Global Chemical Public Company Limited (PTTGC)

2 Strictly Confidential 2 Agenda  PTTGC Business Overview  A result entity of amalgamation  Product portfolio and global business  PTTGC strategic approach to technologies  Focus of corporate venture capital in innovation process

3 Strictly Confidential 3 Agenda  PTTGC Business Overview  PTTGC at a glance  Product portfolio and global business  PTTGC strategic approach to technologies  Focus of corporate venture capital in innovation process

4 Strictly Confidential 4 ICIS Top 100 Chemical Companies Ranking of the world’s largest chemical producers (listing based on 2011 sales)

5 Strictly Confidential 5 PTTGC: The Chemical Flagship of PTT Group PTT is the national energy company engaged in conducting an integrated petroleum and petrochemicals business with the market capitalization of US$33bn 1, ranked as 95 th in Fortune 100 company Polymer producer with the combined production capacity of 3,482 ktpa and products ranging from HDPE, LLDPE, LDPE, PP, PS and ABS 7 th largest aromatic producer in Asia with capacity of 3,526ktpa First and sole producer of phenol, acetone, ACN ethylene oxide and related products in Thailand Business partner with world’s leading companies such as LyondellBasell from Netherlands, Asahi Kasei Chemical from Japan, Sime Darby Plantation from Malaysia, Cargill from the US, and Perstorp from Sweden THE LARGEST OLEFINS PRODUCER IN THAILAND AND FIFTH IN ASIA 1 COUNTRIES OPERATING PETROCHEMICAL CAPACITY [Million tonnes per annum] 5 EMPLOYEE 3531 SALES [Billion USD] 18.6 * Note: 1) As of 30 March 2012

6 Strictly Confidential 6 Fully Integrated Petrochemical and Refinery Operations with Diversified Product Portfolio

7 Strictly Confidential 7 Leading chemicals company in South-East Asia with broadest expertise in downstream derivatives

8 Strictly Confidential 8 Diversified Product Portfolio and End Markets

9 Strictly Confidential 9 Agenda  PTTGC Business Overview  PTTGC at a glance  Product portfolio and global business  PTTGC strategic approach to technologies  Focus of corporate venture capital in innovation process

10 Strictly Confidential 10 PTTGC Strategic Direction “To be a Leading Chemical Company for Better Living” 1.Enhancing our core uplift 2.Creating long-term value via HVS growth 3.Emerging into green business models 1.Enhancing our core uplift 2.Creating long-term value via HVS growth 3.Emerging into green business models PTTGC’s Strategies

11 Strictly Confidential 11 Global Business: Asia, Europe and US

12 page 12 Global Megatrends Impacting Chemical/Plastic Industry Convenience Urbanization Next Billion Customers & Rise of Asian Demand New Materials / Substitutes Energy Conservation Waste Reduction Regulations, Environment, and Health Monomer Polymerization/ Conversion CompoundingProcessingEnd Users “The Trends of Changing World Impact the Plastics Value Chain in Many Aspect.” Global Warming Sustainability Health & wellness Transportation

13 page 13 R&D Development Phase & Gap Source: Modified from BCG Analysis Science & Innovation Innovation and emerging technology acquisition arms to PTTCG PTT Chemical International

14 Strictly Confidential 14 CVC Agenda Market Captured Un-Captured Existing New Technology Future business growth enabled by new technology “Green and Transformative”— CVC as an accelerator to growth beyond current business focus. Value creation

15 Strictly Confidential 15 S&I Model To Acquire Emerging Technology Corporate venture capital (CVC) as one of strategic technology investment arms o Strategic benefits o Open “window on new technology” through venture investments. o Leverage external sources of innovation through contact with “technology-based investment bankers, entrepreneurs, scientists, deal finders and makers, consultants and network ”. o Create opportunities in joint development and become strategic partners. o Strengthen entrepreneurial companies’ product marketing through the existing corporate’s marketing experience and contacts. o Financial benefits o Shorten time and OPEX expenditure in leveraging R&D technology to be commercialized. o Minimize risk and impact from technology failure via indirect investment while managing opportunity of getting returns on investments upon exit events, such as IPOs or sales to third parties. o Potentially acquire a “right to operate (or produce)” of new and innovative processes (or products) to compete in their existing market via emerging technology. Client or stakeholder views Researcher interests and views Corporate strategy and priorities Research Technology Development Prototype and Trial Technology Platform Collaboration and Partnering In-house R&D VC Fund Portfolio Companies Technology Incubator Joint Development Opportunity Direct Investment Indirect Investment

16 page 16 Unconventional Raw Materials Renewable Resources Coal Natural Gas Crude Oil PARADIGM SHIFT? Source: Adapted from BASF

17 page 17 Example: Synthetic Biology Source: Technology Strategy Broad, “A synthetic biology roadmap for the UK” Synthetic biology: Development of new bio-synthetic route to a wide range of products

18 page 18 Value Proposition by CVC Client or stakeholder views Researcher interests and views Corporate strategy and priorities Research Technology Development Prototype and Trial Technology Platform In-house and Collaborative R&D CVC Portfolio Companies Technology Incubator Indirect Investment Joint development Strategic alliances Shortcut for Risky technology development and Commercialization of new emerging innovation at reduced risk.

19 Strictly Confidential 19 Collaboration & Partnering University Government Agency Industry

20 Strictly Confidential Private & Confidential page 20 S&I Expansion Life Science Research Unit

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