CONFIDENTIAL Frequently Used Template Template June 2002

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6 EXHIBIT TITLE *Footnote Source:Source Title Text Text Text

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14 7 COLUMN *Footnote Source:Source Title Text Title Text Title Text Title Text Title Text Title Text Title Text Title

15 8 COLUMN *Footnote Source:Source Text

16 FLOW 2 Text Header Text Unit of measure *Footnote Source:Source

17 FLOW 3 Text Header Text Header Text Unit of measure *Footnote Source:Source

18 FLOW 4 Text Header Text Unit of measure *Footnote Source:Source

19 FLOW 5 Text Header Text Header Text Unit of measure *Footnote Source:Source

20 FLOW WITH 3 COLUMN *Footnote Source:Source Text

21 FLOW WITH 2 COLUMN *Footnote Source:Source Text

22 Unit of measure *Footnote Source:Source Title Text Title Text

23 Unit of measure *Footnote Source:Source Title Text Title Text Title Text Title Text

24 Unit of measure *Footnote Source:Source Text

25 Unit of measure *Footnote Source:Source Text

26 Unit of measure *Footnote Source:Source Text

27 Unit of measure *Footnote Source:Source Text

28 Unit of measure *Footnote Source:Source Text Title

29 *Footnote Source:Source Title Text

30 GANTT – 4 WEEK Unit of measure *Footnote Source:Source Text

31 Unit of measure *Footnote Source:Source Text

32 Unit of measure *Footnote Source:Source Text

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40 Unit of measure *Footnote Source:Source Text

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42 Unit of measure *Footnote Source:Source Text

43 Unit of measure *Footnote Source:Source Text Text

44 Unit of measure *Footnote Source:Source Text MonTueWedThuFri Text Responsibility

45 Unit of measure *Footnote Source:Source Text ResponsibilityMTWTF Text MTWTF

46 MOON

47 MAPS

48 STICKER AND OTHERS High Medium Low Text

49 Label 1 Label 2 Label 3 AREA Unit of measure *Footnote Source:Source

50 Label 1 Label 2 Label 3 Label 4 Label 5 BAR Unit of measure *Footnote Source:Source

51 Label 1 Label 2 Label 3 Label 4 Label 5 Label 1 Label 2 Label 3 Label 4 Label 5 Title Unit of measure Title Unit of measure BAR 2 Unit of measure *Footnote Source:Source

52 Label 1 Label 2 Label 3 Label 4 Label 5 BAR BUTTED Unit of measure *Footnote Source:Source

53 Label 1 Label 2 Label 3 Label 4 Label Series BAR STACKED Series Unit of measure *Footnote Source:Source

54 Label 1 Label 2 Label 3 Label 4 Label %= Series BAR STACKED 100% Series Unit of measure *Footnote Source:Source

55 Title Unit of measure Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 Label 6 BUBBLE Unit of measure *Footnote Source:Source

56 Label 1Label 2Label 3Label 4Label 5 COLUMN Unit of measure *Footnote Source:Source

57 Label 1Label 2Label 3Label 4Label 5Label 1Label 2Label 3Label 4Label 5 Title Unit of measure Title Unit of measure COLUMN 2 Unit of measure *Footnote Source:Source

58 Label 1Label 2Label 3Label 4Label 5 COLUMN BUTTED Unit of measure *Footnote Source:Source

59 Label 1Label 2Label 3Label 4Label 5 Series 000 COLUMN STACKED Unit of measure *Footnote Source:Source

60 Label 1Label 2Label 3Label 4Label 5 Series 100%=000 COLUMN STACKED 100% Unit of measure *Footnote Source:Source

61 Title Unit of measure Title Unit of measure DUAL COLUMN LINE Unit of measure *Footnote Source:Source

62 Title Unit of measure Title Unit of measure DUAL LINE Unit of measure *Footnote Source:Source

63 Label 1 Label 2 Label 3 Label 4 LINE Unit of measure *Footnote Source:Source

64 Label 1 Label 2 Label 3 Label 4 Label 5 PIE Unit of measure *Footnote Source:Source

65 Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 Title Unit of measure Label 1 Label 2 Label 3 Label 4 Label 5 PIE 2 Unit of measure *Footnote Source:Source

66 RANGE HIGH LOW Unit of measure *Footnote Source:Source

67 WATERFALL BAR Label 1 Label 2 Label 3 Label 4 Label 5 Unit of measure *Footnote Source:Source

68 WATERFALL COLUMN Label 1Label 2Label 3Label 4Label 5 Unit of measure *Footnote Source:Source

69 CYCLE 1 Text Unit of measure *Footnote Source:Source

70 CYCLE 2 Text Unit of measure *Footnote Source:Source

71 CYCLE 3 Text Unit of measure *Footnote Source:Source

72 CYCLE 4 Text Unit of measure *Footnote Source:Source

73 CYCLE 5 Text Unit of measure *Footnote Source:Source

74 CYCLE 6 Text Unit of measure *Footnote Source:Source

75 CYCLE 7 Text Unit of measure *Footnote Source:Source

76 CYCLE 8 Text Unit of measure *Footnote Source:Source

77 Text INCOMING Text Unit of measure *Footnote Source:Source

78 RIBBON Text Unit of measure *Footnote Source:Source

79 RING Text Unit of measure *Footnote Source:Source

80 UPON 2 Text Unit of measure *Footnote Source:Source

81 BLADES Text Unit of measure *Footnote Source:Source

82 BOX Text Unit of measure *Footnote Source:Source

83 BOX Text Unit of measure *Footnote Source:Source

84 CONTINUOUS Text Unit of measure *Footnote Source:Source

85 CUTOUT Text Unit of measure *Footnote Source:Source

86 LINEAR A Text Unit of measure *Footnote Source:Source

87 LINEAR B Text Unit of measure *Footnote Source:Source

88 LINEAR C Text Unit of measure *Footnote Source:Source

89 LINEAR D Text Unit of measure *Footnote Source:Source

90 LINEAR E Text Unit of measure *Footnote Source:Source

91 LINEAR F Text Unit of measure *Footnote Source:Source

92 LINEAR G Text Unit of measure *Footnote Source:Source

93 LINEAR H Text Unit of measure *Footnote Source:Source

94 LINEAR I Text Unit of measure *Footnote Source:Source

95 LINEAR J Text Unit of measure *Footnote Source:Source

96 LINEAR K Text Unit of measure *Footnote Source:Source

97 LINEAR N Text Unit of measure *Footnote Source:Source

98 LINEAR P Text Unit of measure *Footnote Source:Source

99 LINEAR Q Text Unit of measure *Footnote Source:Source

100 PROPELLER Text Unit of measure *Footnote Source:Source

101 STEP 5 Text Unit of measure *Footnote Source:Source

102 Text 2 ON 1 Unit of measure *Footnote Source:Source

103 Text AGAINST Unit of measure *Footnote Source:Source

104 Text AT WORK Unit of measure *Footnote Source:Source

105 Text COUPLED HORIZ Unit of measure *Footnote Source:Source

106 Text COUPLED VERT Unit of measure *Footnote Source:Source

107 Text FOCUSED Unit of measure *Footnote Source:Source

108 New entrant Suppliers Industry competitors Buyers Substitutes FORCES AT WORK Unit of measure *Footnote Source:Source

109 Text PARALLEL Unit of measure *Footnote Source:Source

110 Text SPLIT Unit of measure *Footnote Source:Source

111 Text SURROUND Unit of measure *Footnote Source:Source

112 Text TWISTED Unit of measure *Footnote Source:Source

113 Text UP & AWAY Unit of measure *Footnote Source:Source

114 Text UP & DOWN Unit of measure *Footnote Source:Source

115 Restructuring framework PENTAGON Unit of measure *Footnote Source:Source

116 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT Unit of measure *Footnote Source:Source

117 Appraise performance and prospects Develop strategy Redesign pivotal jobs Design the skill building process Assess change readiness Top down action programs Bottom up action programs SMILE CHART Unit of measure *Footnote Source:Source

Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to compete STRAT GAMEBOARD Unit of measure *Footnote Source:Source

119 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure *Footnote Source:Source

120 Selling margin Contribution Sales Selling rate Sales Available selling time Effectiveness Contribution Available selling time Productivity Contribution Total selling costs Efficiency Available selling time Total selling costs Utilization Available selling time Total sales time Support intensity Support costs Total selling costs Support leverage Total sales time Support costs TREE PRODUCTIVITY Unit of measure *Footnote Source:Source

121 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure *Footnote Source:Source

122 GANTT10 Header Text Unit of measure *Footnote Source:Source

123 GANTT15 Header Text ## Unit of measure *Footnote Source:Source

124 Text LEFT TO RIGHT Unit of measure *Footnote Source:Source

125 Text Process objectives Text Sub-objectives STUDY OBJECTIVE Unit of measure *Footnote Source:Source

126 Text SCALE Unit of measure *Footnote Source:Source

127 Text SCALES Unit of measure *Footnote Source:Source

128 Text 2X2 Unit of measure *Footnote Source:Source

129 Text 2X2 CUBED Unit of measure *Footnote Source:Source

130 Text 2X2 EXTENDED Unit of measure *Footnote Source:Source

131 Text 2X2 TOWER Unit of measure *Footnote Source:Source

132 Text 3X3 Unit of measure *Footnote Source:Source

133 Text 3X3 EXTENDED Unit of measure *Footnote Source:Source

134 Text DIFFRACTION Unit of measure *Footnote Source:Source

135 Text FLOW DOWN Unit of measure *Footnote Source:Source

136 Text PASS THROUGH Unit of measure *Footnote Source:Source

137 Text LEVEL 03 Unit of measure *Footnote Source:Source

138 Text LEVEL 09 Unit of measure *Footnote Source:Source

139 Text LEVEL 04 Unit of measure *Footnote Source:Source

140 Text LEVEL INVERTED 04 Unit of measure *Footnote Source:Source

141 Text LEVEL INVERTED 02 Unit of measure *Footnote Source:Source

142 Text LEVEL INVERTED 03 Unit of measure *Footnote Source:Source

143 Text LEVEL INVERTED 09 Unit of measure *Footnote Source:Source

144 Text 2 AROUND Unit of measure *Footnote Source:Source

145 Text 4 IN 1 SQUARE Unit of measure *Footnote Source:Source

146 Text 4 IN 1 TRI Unit of measure *Footnote Source:Source

147 Text CROSS SECTION Unit of measure *Footnote Source:Source

148 Text HONEYCOMB Unit of measure *Footnote Source:Source

149 Text JOINT Unit of measure *Footnote Source:Source

150 Text PYRAMID Unit of measure *Footnote Source:Source

151 Text SIZES IN Unit of measure *Footnote Source:Source

152 Text SPOTLIGHT Unit of measure *Footnote Source:Source

153 Text VENN 2 Unit of measure *Footnote Source:Source

154 Text VENN 3 Unit of measure *Footnote Source:Source

155 SCATTER X & Y Unit of measure *Footnote Source:Source

156 RANGE HIGH LOW Unit of measure *Footnote Source:Source

157 LEVEL 1 Text Unit of measure *Footnote Source:Source

158 LEVEL 3 Text Unit of measure *Footnote Source:Source

159 LEVEL 5 Text Unit of measure *Footnote Source:Source

160 FLOW 4 Text Header Text Header Text Unit of measure *Footnote Source:Source

161 Text FLOW 6 TITLE Text Header Text Header Text Unit of measure *Footnote Source:Source

162 RING Text Unit of measure *Footnote Source:Source

163 UPON 2 Text Unit of measure *Footnote Source:Source

164 RIBBON Text Unit of measure *Footnote Source:Source

165 CONTINUOUS Text Unit of measure *Footnote Source:Source

166 CUTOUT Text Unit of measure *Footnote Source:Source

167 LINEAR A Text Unit of measure *Footnote Source:Source

168 LINEAR B Text Unit of measure *Footnote Source:Source

169 LINEAR C Text Unit of measure *Footnote Source:Source

170 LINEAR D Text Unit of measure *Footnote Source:Source

171 LINEAR E Text Unit of measure *Footnote Source:Source

172 LINEAR F Text Unit of measure *Footnote Source:Source

173 LINEAR G Text Unit of measure *Footnote Source:Source

174 LINEAR H Text Unit of measure *Footnote Source:Source

175 LINEAR I Text Unit of measure *Footnote Source:Source

176 LINEAR J Text Unit of measure *Footnote Source:Source

177 LINEAR K Text Unit of measure *Footnote Source:Source

178 LINEAR N Text Unit of measure *Footnote Source:Source

179 LINEAR P Text Unit of measure *Footnote Source:Source

180 LINEAR Q Text Unit of measure *Footnote Source:Source

181 PROPELLER Text Unit of measure *Footnote Source:Source

182 STEP 5 Text Unit of measure *Footnote Source:Source

183 Text 2 ON 1 Unit of measure *Footnote Source:Source

184 Text AGAINST Unit of measure *Footnote Source:Source

185 Text AT WORK Unit of measure *Footnote Source:Source

186 Text COUPLED HORIZ Unit of measure *Footnote Source:Source

187 Text COUPLED VERT Unit of measure *Footnote Source:Source

188 Text FOCUSED Unit of measure *Footnote Source:Source

189 New entrant Suppliers Industry competitors Buyers Substitutes FORCES AT WORK Unit of measure *Footnote Source:Source

190 Text PARALLEL Unit of measure *Footnote Source:Source

191 Text SPLIT Unit of measure *Footnote Source:Source

192 Text SURROUND Unit of measure *Footnote Source:Source

193 Text TWISTED Unit of measure *Footnote Source:Source

194 Text UP & AWAY Unit of measure *Footnote Source:Source

195 Text UP & DOWN Unit of measure *Footnote Source:Source

196 The way managers collectively behave with respect to use of time, attention, and symbolic actions The people in the organization, considered in terms of corporate demographics, not individual personalities The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and procedures through which things get done from day to day A coherent set of actions aimed at gaining a sustainable advantage over competition Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Staff SystemsStyle Shared Values Structure Skills Strategy 2S-5S Unit of measure *Footnote Source:Source

197 Customer Clients Distributors Competitors Suppliers 3CS TRIANGLE Unit of measure *Footnote Source:Source

198 Skills Shared values Strategy Staff Structure Systems Style A coherent set of actions aimed at gaining a sustainable advantage over competition The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities The way managers collectively behave with respect to use of time, attention and symbolic actions The processes and procedures through which things get done from day-to-day Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people 3S-4S Unit of measure *Footnote Source:Source

199 Style Structure Staff Strategy Systems Skills Shared values The way managers collectively behave with respect to use of time, attention and symbolic actions Capabilities possessed by the organization as a whole as distinct from the individuals. Some companies perform extraordinary feats with ordinary people Those ideas of what is right and desirable (in corporate and/or individual behavior) which are typical of the organization and common to most of its members The processes and and procedures through which things get done from day-to-day The organization chart and accompanying baggage that show who reports to whom and how tasks are both divided up and integrated The people in the organization, considered in terms of corporate demographics, not individual personalities A coherent set of actions aimed at gaining a sustainable advantage over competition 7S7S Unit of measure *Footnote Source:Source

200 Competitive position Low Medium High Product/market attractiveness LowMediumHigh BUSS PORTFOLIO Unit of measure *Footnote Source:Source

201 Change vision Chief Executive Leadership groups Down the line External constitution Commitment ConvictionCourage Capability Individual activity Enabling devices CHANGE BOARD Unit of measure *Footnote Source:Source

202 Delta P Vision and Leadership Organizational Infrastructure Performance Measurement People Development Communications Problem Solving Process Client managers (particularly middle management) have skill to lead program implementation Change in actual behavior Action plans sufficient to achieve goals Agreement on objectives by line management Management of high- involvement process Implementation or near implementation of required structure and systems Flow of 2-way communications People’s understanding, belief and contribution to act on vision and action plans Accurate measurement of action and results Clear accountabilities Early wins Visible demonstration of new vision and values by client leadership DELTA P Unit of measure *Footnote Source:Source

203 Natural owner Relative ability to extract value LowMedium Value-creation potential in business unit High Corporate center skills Business unit linkages Taxation/ valuation differences Industry attractiveness Competitive position Restructuring/rationalization opportunities “One of the pack” Retain and give top priority Retain and give priority Retain and manage for code or liquidate Probably divest DivestDivest or liquidate MACS Unit of measure *Footnote Source:Source

204 Business Strategy Manufacturing Strategy Configuration Systems Research Focus Labor Policy Product Design Make vs. Buy Organization Process Design MANUFACTURING STRATEGY Unit of measure *Footnote Source:Source

205 Restructuring framework PENTAGON Unit of measure *Footnote Source:Source

206 Benefit Price Competitive disadvantage Competitive advantage PRICE BENEFIT Unit of measure *Footnote Source:Source

Create and pursue a unique advantage 2. Resegment the market to create a niche 4. Exploit unique advantage industrywide 1. Do more and better of the same When to compete STRAT GAMEBOARD Unit of measure *Footnote Source:Source

208 Stage 1 Stage 2 Stage 3 Stage 4 Value system Strategic manage- ment Externally orientated planning Forecast based planning Budget planning Meet budget and schedule Predict the future Think strategically Create the future STRAT MANAGE Unit of measure *Footnote Source:Source

209 Maximize shareholder value Grow through cultural initiative Redeploy assets Improve core business performance Grow through acquisition and/or merger Adopt sound financing approach VALUE CREATION Unit of measure *Footnote Source:Source

210 Real Perceived Client’s relative ability to extract value Corporate center skills Linkages between business units Financial ownership fit Industry restructure Internal controller Shared resources Transfer of capability Vertical integration Differences in tax position Existence of non-cases objectives Inefficiencies in financial markets Difference in valuation technique VALUE SOURCES Unit of measure *Footnote Source:Source

211 Text SCALES Unit of measure *Footnote Source:Source

212 Text DIFFRACTION Unit of measure *Footnote Source:Source

213 Text FLOW DOWN Unit of measure *Footnote Source:Source

214 Text PASS THROUGH Unit of measure *Footnote Source:Source

215 Text 4 BOX 3D Unit of measure *Footnote Source:Source

216 Text BOUNCE Unit of measure *Footnote Source:Source

217 PUZZLE PURPOSECONTENT STYLECONTACT LAYOUT Unit of measure *Footnote Source:Source

218 Text SEESAW Unit of measure *Footnote Source:Source

219 Text DECISIONS Unit of measure *Footnote Source:Source

220 Text LOOPS Unit of measure *Footnote Source:Source

221 Text Text Text ROLLERS Unit of measure *Footnote Source:Source

222 Text WAY THRU Unit of measure *Footnote Source:Source

223 Text CROSS SECTION Unit of measure *Footnote Source:Source

224 Text 2 AROUND Unit of measure *Footnote Source:Source

225 Text 4 IN 1 SQUARE Unit of measure *Footnote Source:Source

226 Text 4 IN 1 TRI Unit of measure *Footnote Source:Source

227 Text CROSS SECTION Unit of measure *Footnote Source:Source

228 Text HONEYCOMB Unit of measure *Footnote Source:Source

229 Text JOINT Unit of measure *Footnote Source:Source

230 Text PYRAMID Unit of measure *Footnote Source:Source

231 Text SIZES IN Unit of measure *Footnote Source:Source

232 RANGE HIGH LOW Unit of measure *Footnote Source:Source

Useful Objects Text Gdfgg Text

234 STICKER AND OTHERS EXAMPLEESTIMATEBACK UPPROPOSEDCONCEPTUALTENTATIVEPRELIMINARYROUGH ESTIMATEHYPOTHESISILLUSTRATIVETO BE COMPLETEDCONFIDENTIAL ONLY FOR DISCUSSION REVISEDVERY PRELIMINARY High Medium Low EXAMPLEESTIMATEBACK UPPROPOSEDCONCEPTUALTENTATIVEPRELIMINARYROUGH ESTIMATEHYPOTHESISILLUSTRATIVETO BE COMPLETEDCONFIDENTIAL ONLY FOR DISCUSSION REVISED VERY PRELIMINARY PRELIMINARY

235 USEFUL OBJECTS

236 USEFUL OBJECTS

237 USEFUL OBJECTS Horizon 1 Extend and defend core business Horizon 2 Build emerging businesses Horizon 3 Create vehicle options LMH L M H Impact on ROE Implementation High Low HighLow 1 2

238 xxxx xxxx xxxx xxxx Header Header xx Text

239 erformance tructure onduct xxx xxxx External shock SCP xxxx xxxx xxxxx xxxx xxxx xxxxx

240   PRELIMINARY Attractive Unattractive Legend   6.1 point increase in ROIC

241 User applications Personalization Middleware services Transaction support Enabling services

242 Management tasks for company-wide and BU level Establishing task priorities and action plan Providing methodologies for strategy establishment Project scope Project purpose Through the analysis of environment and diagnosis of company-wide management, management tasks will be produced to strengthen the competitiveness of SK E&C, thereby proposing the roadmap for the implementation. *Footnote Source:Source

243

244 Review CRM efforts to date 1

245 PROCESS GOING FORWARD FOR K2 DEAL VALUATION AND SYNERGY ESTIMATION Refine base scenario Review base scenario with Kronus working level team Build multiple scenarios and conduct sensitivity analysis for negotiation Review valuation and synergy estimates scenarios with Kronus working level team Refine valuation and synergy estimates scenarios DEAL STRUCTURE OPTIONS DEVELOPMENT Refine deal structure options Conduct quick legal review Review the options with Kronus leadership team Refine the options NEGOTIATION GAME PLAN DEVELOPMENT Develop game plan draft Review and refine game plan TERM SHEET DEVELOPMENT Write term sheet draft Conduct legal review Finalize term sheet PHASE 1 PROGRESS REVIEW START NEGOTIATION 5432 April March CEOChairman 

246 New business opportunity Human resource management Intangible building (knowledge, network, brand) Operational & financial efficiency enhancement To improve quality of life Corporate value maximization through selection and concentration Sound cashflow, operation management business network, good reputation & culture *Footnote Source:Source

247 EVALUATION OF CANDIDATES FOR MEGA-MERGER Hankook Huvis Hyosung Hyosung or Huvis VERY PRELIMINARY 1 st screening2 nd screening Attractiveness R&D/speciali zed products Synergies* Feasibility Willingness of the other party HankookHuvisHyosung Market share *Includes group-level synergy

248 STRONG CEO BENCH 를 위한 주요 구성요소 – BEST PRACTICE Top management commitment Performance ethics Capability development Capability assessment Upgrading talent pool Top management 가 People development 에 쏟는 시간 및 열정 CEO 의 People development 에 대한 Skill 및 Will 명확하고 일관성 있는 Performance ethics 에 대한 전사 차원의 공유 Performance ethics 를 실제 평가, 보상 시스템상에 반영 Job rotation 을 통한 Capability development Coaching 및 Training 등을 통한 Capability development 객관적이고 공정한 평가 기준을 통한 규칙적 Capability assessment Capability assessment 에 대한 규칙적이고 치밀한 Review “ A player ” 를 Attract, retain 할 수 있는 Value proposition 외부 인사 영입을 포함한 적극적인 “ A player ” 들의 영입 “ C player ” 의 지속적 퇴출

249

250 Pump configuration 2 active 1 redundant Pump capacity : 150/pump Pump cost : 133/pump Total capacity : 3pumps 150= 450 Total cost : 3pumps 133= ~400 Benefits in reduced total cost –Lower total weight –Lower transport cost –Smaller building for pimping station –Simplified piping –Fewer valves –Simplified cabling –Larger hoist (increased cost*) Potential 3 pump design Current 4 pump design Pump configuration 2 active 1 standby (for peak usage of 300) 1 redundant Pump capacity : 100/pump Pump cost : 100/pump Total capacity : 4pumps 100=400 Total cost : 4pumps 100=400

251 SUMMARY OF CRM ACTIVITIES TO DATE Key activities Key end products Quality gate 1: Project selection & development Quality gate 2: Cost estimation & proposal development Quality gate 3: Contract and negotiation Marketing/Sales process Quality gate 4: Preparation for execution Quality gate 5: Project execution EPC Quality gate 6: Project closing Execution process Contract

252 Text H L LH

253 End of document Project/risk management team Reporting Risk management/ Quality gates Risk fighting Knowledge/ HR

254 Title Unit of measure Label 1

Urgent issues (Phase one) DHI PRM 4.9% ROIC 매출손실 100 억원 총 96 개의 프로젝트중 16 개의 프로젝트에서 100 억원의 매출 손실이 발생하였음 그 중 4 개의 프로젝트에서 79 억원의 손실이 발생 : –Formosa (40 억 ) –Jana Manjung (19 억 ) – 부산 복합화력 (15 억 ) –Corpus Christi (5 억 )

256 xxxxx Text Hot spots

257 MAPS