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Meeting with Investors

March, 2012

Forward-looking Statements
This presentation contains forward-looking statements. These statements are not
historical facts and are based on management’s objectives and estimates. The
words "anticipate", "believe", "expect", "estimate", "intend", "plan", "project",
"aim" and similar words indicate forward-looking statements. Although we
believe they are based on reasonable assumptions, these statements are based
on the information currently available to management and are subject to a
number of risks and uncertainties.
The forward-looking statements in this presentation are valid only on the date
they are made (December 31, 2011) and the Company does not assume any
obligation to update them in light of new information or future developments.
Braskem is not responsible for any transaction or investment decision taken
based on the information in this presentation.

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Agenda
 Overview
 The petrochemical industry
 Braskem – key differentiators
 Looking forward: Accretive pipeline in the Americas
– Brazil
– International expansion
– Renewable chemicals

 Results
 Priorities

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Braskem: leader in thermoplastic resins production in the Americas
 Leading presence in the Brazilian market: only
integrated petrochemical company in 1st and 2nd
generation
 Dominant player of thermoplastic resins (PE+PP+PVC)
in South America
 Largest PP producer in USA
 Leader in sustainable chemicals (focus on renewable
raw materials)

 28 facilities in Brazil, 5 in USA and 2 in
Germany
 Naphtha, hybrid and gas based crackers

 Petrobras as the main supplier in Brazil
(~70% of naphtha needs and 100% of gas
needs)

Listed in 3 stock exchanges: BM&FBovespa, NYSE and
Latibex - 100% tag along
 Market Cap of US$7 billion and EV of US$13 billion
(03/15/12)

 1
W.Virginia

1
Philadelphia

 3 Texas

 Investment grade by all 3 global rating agencies:
1 naphtha cracker
 4 PE
 1 PP
 1 PVC
1 chlorine-soda
R$ billion

2009

2010

2011

Net Revenue

22.6

27.8

33.2

EBITDA

3.2

4.1

3.7

Net Debt/EBITDA

2.67x

2.43x

3.20x

US$ billion

2009

2010

2011

Net Revenue

11.6

15.8

19.9

EBITDA

1.6

2.3

2.2

2.98x

2.56x

2.83x

Net Debt/EBITDA

 2 PP
(Wesseling
and
Schkopau)

 1 naphtha cracker
 1 ethanol cracker
 5 PE
 2 PP

 1 PVC
 1 chlorine-soda

 1 gas cracker
 1 PP
 1 PE
 1 hybrid cracker
 2 PP
 3 PE

Industrial Assets

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Agenda
 Overview
 The petrochemical industry
 Braskem – key differentiators
 Looking forward: Accretive pipeline in the Americas
– Brazil
– International expansion
– Renewable chemicals

 Results
 Priorities

5

Global additional capacity Very small capacity addition in 2012 compared to potential additional demand of 6 million ton/year  Limited/no further availability of subsidized gas for new projects in Middle East (2015/16)  hybrid crackers (naphtha/gas)  Iran sanctions could delay announced investments (ethane as feedstock) Ethylene: additional capacity Million  8 7.3 2.S.2 China Iran 2 1 Iran Iran 0 -1 2011 2012 Africa & India 2013 Europe & CIS 2014 M. are not sufficient to disrupt the world supply and demand balance  China will still be a net importer  Greenfield project: 4-5 years start-up  Most of the feedstock associated with the new additional capacity is oil price driven Source: CMAI Mar/12 China 3.6 3.3 6.East 2015 Americas 2016 Asia 6 .5 7 6 5 4 China Projects in U.2 China 3  6.

2 87.2 173 CAGR 11-16: 3.3% 156 144 150 147 143 122 2010 131 125 2011 2012e Demand  Global GDP: average growth of 3.5% 137 2013e 2014e 2015e 2016e Nameplate Capacity 7 .5 87.6 163 167 89.4 89.4%  Demand should outpace capacity increase  higher operating rates  international spreads improvement  Emerging markets are the key drivers Source: CMAI mar/12 150 156 CAGR 11-16: 4.Outlook for the petrochemical industry scenario remains positive Ethylene: Supply and Demand Overview Operating Rate 84.9 85.4 87.

Agenda  Overview  The petrochemical industry  Braskem – key differentiators  Looking forward: Accretive pipeline in the Americas – Brazil – International expansion – Renewable chemicals  Results  Priorities 8 .

A winning history.626 1.2 4.480 2007 2008 200 200 6. 2002) Copene Nitrocarbono Proppet OPP Trikem Polialden 1.752 2009 2010 Green Ethylene 7.6 2.280 1.308 2.638 1.480 2.430 3.6 9 .200 1.6 4.910 2.752 3.752 Ethylene 2011 2012 CAGR: 19% Pro-forma figures for 2009: Quattor+Braskem America 2.071 3.865 1.7 1.1 6.752 3. Consistent delivery of results: successful trajectory of organic growth and acquisitions Leadership in Brazil Leadership in the Americas Going Global Dow PP Plants Sunoco PP Plants Capacity (kton/year) PVC Expansion 200  Braskem (Aug.246 1.280 2002 2003 2004 2005 2006 EBITDA 1 (US$ million) * Politeno 3.2 1.460 6.765 1.0 9.460 6.680 Resins 3.9 2.441 2.6 3.765 1.280 1.341 1.385 457 Market Cap (US$ bi) 872 851 764 581 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 0.280 1.

South America: Second player has around 10% of Braskem’s capacity W.Asia ~# 40 players South America # 12 players * PE. Cuyo¹: 130 Solvay Indupa: 541 PETROQUIM : 120 Polinter: 495 Propilven : 115 Mexichem: 416 Petro Dow: 42 Braskem: 5. PP and PVC ¹ 40% Petrobras Energia.Europe # 29 players North America # 32 players M. CMAI capacity list N.Braskem: unique position in the global industry Braskem responsible for over 60% of the capacity share of thermoplastic resins* in South America – 65% market share in Brazil. 50.5% Panam SA 10 .Asia ~# 150 players S.East # 38 players Capacity (000 Metric Tons) Pequiven : 185 650 Petroken (LYB): 180 Ecopetrol: 548 Petroq.5% Admire Trading Corp and 9.510 PBB Polisur (Dow): Source: Analysts reports.

0% 7.0% 3.9 4.0% 6.Brazilian demand: potential of further growth Brazilian thermoplastic resins Per-capita Consumption of PE.0% 22 23 23 2007 2008 2009 26 25 2010 2011e 34 -20.2% kg/person 4.9 4.8% -0.0% 20 -15.0% 2006 USA Europe Japan China GDP (%) Real appreciation “Subsidized” ports  PRS 72** Source: Abiquim.2 4. PP and demand growth PVC* 4. CMAI.2 4.7 4.8 4.0 3.9 4. ** Resolution Proposal of the Senate 11 .0% 47 -5.0% 2006 2006 2007 2007 2008 2008 2009 2009 2010 2010 Brazilian's thermoplastic demand (MMton) Brazilian's thermoplastic demand (MMton) 2011 2011e -25.2 10.3% 4. Braskem.3 57 0.7 66 Brazil 5.0 4.1% 2.5% 5. Ipeadata and IBGE.9% CAGR: 5.0% -10.

Polypropylene and Polyvinyl Chloride 9% CONSUMER GOODS HYGIENE AND CLEANING 12 . Braskem. Ipeadata and IBGE INDUSTRIAL * Polyethylene. CMAI.Braskem is well positioned to capture emerging market potential per-capita growth Average Income (March 2002 = 100 basis) Braskem’s sales profile: Consumer driven 207 220 2011 200 180 160 OTHERS 140 120 100 80 mar/02 jun/03 RETAIL 10% 5% AGRIBUSINESS set/04 dez/05 mar/07 jun/08 set/09 dez/10 Jan/12 AUTOMOTIVE FOOD PACKAGING 30% 5% 6% Average Income CONSTRUCTION 14% 10% 11% Higher income and wealth distribution improvement stimulate consumption demand in Brazil Source: Abiquim.

547 2.Braskem: raw material diversification and higher co-products value improving its cost position Raw Material Profile* Braskem 2015e 1 Braskem 2012 Braskem 2018e 2 4% 5% 16% 3% 33% 45% 1 Considering 2 Considering Mexico Project Comperj Project 52% 63% 78% gas naphtha ethanol *Based on ethylene capacity.084 358 1.254 151 662 2006 2007 2008 2009 2006 Source: Braskem 149 332 204 Ethylene/Propylene Butadiene 328 591 703 312 332 204 872 602 2010 2007 2011 2008 149 932 BTX Ethylene/Propylene 2.092 395 1.040 2.063 2.202 328 342 312 725 932 1.654 3.254 1.411 2006 2009 Butadiene 3. Naphtha crackers co-products Sales volume (kton/year) Net revenue (R$ million) 5.077 1.054 1.321 1.510 872 1.472 1.931 3.121 984 352 530 151 591 662 703 602 530 1.121 984 1.853 352 1.799 5.238 2010 2011 13 .361 2007 2010 2008 2011 2009 BTX 1.014 830 830 1.457 1.

while ensuring sustainable growth  Strengthening Brazil’s plastics production chain Polypropylene Strengthening the plastics production chain Roof Tiles Windows Building system + 120kton/y + 2kton/y + 30kton/y Auto grade Wash machine Bags + 4kton/y + 6kton/y + 2kton/y 14 .Innovation & Technology Strengthening the value chain competitiveness Structured resource base to support Customer needs  More than 296 researchers  8 pilot plants + 24 laboratories + 2 technology centers  More than 400 patents filed worldwide NEW DEVELOPMENTS Polyethylene  Over R$ 390 million in R&D assets Chamar visio neste slide Grain bags Water tanks + 5kton/y + 32kton/y Geomembrane + 10kton/y  13% of resins revenues resulted from new products launched in the past 3 years PVC  Partnership with universities and R&D centers in Brazil and abroad  Supporting the individual development of each Customer  Boosting Customers’ competitiveness.

(Financiadora de Estudos e Projetos) 15 .Government Initiatives Supporting the competitiveness of the Brazilian Industry  Innovation Incentives:  Stimulate technological developments  Intensify industry's competitiveness in domestic and foreign markets Government Incentives Benefits • Exports: 3% credit on exports revenues (REINTEGRA) “Brasil Maior” Investment and Innovation Incentives • BNDES/ FINEP*: attractive financing programs (below Brazilian interest rate) • IPI: Warehouse goods and automotive industry: higher product demand • Tax Benefit: between 60% to 80% of Innovation “Lei do Bem” Innovation Incentives expenditures can reduce the company’s tax base • Full depreciation and 50% “IPI” reduction: equipments purchase dedicated to research * Studies and Projects Financing .

Agenda  Overview  The petrochemical industry  Braskem – key differentiators  Looking forward: Accretive pipeline in the Americas – Brazil – International expansion – Renewable chemicals  Results  Priorities 16 .

Our strategy is based on 3 major drivers of growth Key differentiators  Adding value to the current streams  Strategically positioned to capture the future feedstock availability (pre-salt exploration: Comperj)  Committed to the competitiveness of the domestic plastic chain Brazil International Expansion Sustainable Chemicals  Expanding presence in countries with feedstock advantage  Preferred partner to develop the industry in Latin America  Ongoing project: Mexico Ethylene XXI  Largest biopolymer player in the world  Well positioned to capture ethanol advantage  Technological breakthrough in green: PE. PP and other streams (under analysis) To be the global leader in sustainable chemicals. innovating to better serve people Innovation & Technology 17 .

80% of works completed  Capex of US$470 million and expected NPV of ~US$450 million  Investment to date: R$ 604 million (2010-2011)  Market-driven project: to supply the growing domestic demand of PVC  Demand increased 4% in 2011 with imports of 330kton/y kton 21% 943 22% 1.Brazil Adding value to the existing streams PVC Expansion:  Sole integrated producer in the vinyls chain in the Brazilian market  Additional capacity of 200 kton/y in Alagoas (northeast complex) using its current EDC surplus (intermediated product to produce PVC)  Start-up: May 2012  Construction: in the final phase.125 26% 29% Scenario: 29% Present EDC Exports 2009 2010 Producers' Domestic Sales Future Domestic Sales PVC 2011 Imports 18 .081 25% 1.

Brazil Adding value to the existing streams Butadiene Expansion:  Additional capacity of 100 kton/y in Triunfo (south complex) using its current crude C4 surplus  Start-up: July 2012  Construction: 69% of the project completed. based on the definition by Petrobras of the feedstock to be used Scenario: Present Crude C4 Stream* Future Butadiene 100 kton/y * Sporadic sales or return to the cracking process  2014e: definition on the development and installation of the project and its approval by the Company’s Board of Directors 19 . test phase  Capex of R$300 million  Investment to date: R$ 127 million  Product pre-sale agreements of ~R$200 million  Market-driven project: to meet the growing global demand for butadiene  2011 prices vs. 2010 rose by 55%  Raw material for the manufacturing of rubber tires and synthetic rubbers Comperj  2011: conclusion of the first phase of the FEL1 (Front End Loading) engineering process  2012: final detailing of the scope of the petrochemical project at Comperj (FEL2).

4%  Capex of ~US$3 billion (70% debt and 30% equity) Medium 12% 2012 Priorities:  Project Finance structuring and conclusion of the due diligence Small 24% Big 27% Micros 60% Small 45% Medium 28%  Starting construction of the industrial plants  Pre-marketing for Mexican clients 20 .International: Mexico Feedstock diversification with competitive cost Greenfield Project – Ethylene XXI: JV (65% Braskem and 35% Idesa)  Largest petrochemical complex in Mexico  World scale integrated project: 1 Mton/y of ethylene + 1Mton/y of PE Ethylene XXI  Adding capacity to supply the local and growing market:  Current deficit: 1. based on gas price Mont Belvieu + discount  Start-up: 1st half 2015  Disbursement in 2011: R$ 191 million  Acquisition of equipment with long manufacturing and delivery lead times was moved forward Converters Profile Mexico  Earthmoving works have begun Brazil Big.1 Mton/y of PE (70% of total demand supplied by imports)  Long term contract (20 years) with PEMEX-Gas.

Sustainable chemicals Strategic path forward for our Renewable Chemicals business 2nd Wave Grow 1st Wave Get to know the Market Phases    We are here Leverage assets and be pioneer 2010 .2014 3rd Wave Perpetuate New capacities to increase market positioning and competitiveness Sustainable growth to consolidate PE and PP Leadership ~2020 2015 .2019 Capacity Green PE 200 kt Green PE (Triunfo-RS) Green PP 30kt+ Green PP Existent Technology Technology Improvement Bio chemical route Capacity 230 kt+ TBD TBD New capacities Green PE New capacity Green PP Additional Capacities Bigger Capacities Green PP 21 .

Green PE Partnership with leading global companies reinforce sustainability strategy  National and international market Leader ensure that Braskem’s biopolymer adds value to their business and sustainability strategy: • • • • • Danone Faber-Castell Johnson & Johnson Estrela Amsterdam Arena • • • • • Nestlé Natura P&G Chanel Tigre  Braskem ranked as a Model Company in the 2011 Sustainability Guide by Exame magazine 22 .

Agenda  Overview  The petrochemical industry  Braskem – key differentiators  Looking forward: Accretive pipeline in the Americas – Brazil – International expansion – Renewable chemicals  Results  Priorities 23 .

2011 Highlights Year performance  Average capacity utilization at crackers of 83%  Net revenue of R$33 billion (US$20 billion).5%.2 billion – Power blackout – Higher supply of imported goods entering through “subsidized” ports + real appreciation  Capture of synergies from Quattor acquisition of R$400 million in annual and recurring EBITDA.S. wage increases and integration of the new assets  Partnership with Basf to supply propylene to the acrylic complex to be built in Bahia  Conclusion of 1st phase of engineering project for Comperj (FEL1)  Leadership in the U.7 billion. up 19% (25%) from 2010  2011 EBITDA of R$3. or US$2. which neutralized the impacts from inflation (IPCA) of 6. 6% above initial expectation  Implemented in 2H12 of a program to reduce fixed costs. polypropylene market  Braskem considered investment grade by 3 major risk-rating agencies  Dividend proposal of R$482 million 24 .

5% Source: IBGE/ Abiplast / Alice / Braskem estimates * Brazilian demand for plastic goods (apparent consumption) **Production from the plastic industry ***Imports volume of converted plastics 25 .Resins 2011  of Origin of Imports (PE+PP+PVC) (million tons) Others 15% -1% 4.Uncertainties related to the global economy and imports limited growth in the domestic resin market  Brazilian Thermoplastic Resins Market Origin Imports .4% 2011 Plastic industry** -1.5% 2011 Imports of converted plastics *** 7.9  Imports accounted for 29% of domestic resin market in 2011  Over 60% of imports entered Brazil through “subsidized” ports Colombia 13%  Domestic Consumption growth not captured by Brazilian industry 2010 2011 GDP 2011 2.9 Argentina 22% Europe 9% North America 24% Asia 17% 4.7% 2011 Plastic goods volume 2011* 6.

76 45% 51% 1.2 MM ton 4.00 1.67 RESINS’ IMPORTS: % through Subsidized Ports 62% +17% 113 7473 6767 4871 211 253 210 178 Kton 250 206 2Q10 71 64 206 234 113 67 67 86 +28% 6467 1.197 284 199 3Q09 73 86 64% 323 320 73 67 250 253 234 3Q10 4Q10 1Q11 299 113 86 67 64 4Q09 PVC 153 158 150 158 175 159 178 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 PE+PP 267 288 283 2Q11 3Q11 4Q11 PVC • PVC: net importer market • Higher imports of manufactured products have impacted resins market 26 .0 Attractive domestic market associated with the opportunistic entrance through subsidized ports lead to an increase in the level of imported material TOTAL DEMAND 4.2 MM ton 4.403 +15% 250 253 288 234 283 933 288 267 277 74 67 71 48 50 1Q1046 2Q1042 3Q1049 4Q1054 1Q11 2Q1139 3Q11 4Q11 3Q10 4Q10 1Q11 PVC2Q11 3Q11 4Q11 PE+PP 210 211 206 1Q10 2Q10 200 199 212 225 198 226 350 353 283 277 811267 401 1.83 2.9 MM ton 4.9 MM ton Economic and Financial crisis .USA & Europe Average FX 1.

742 Fixed Costs + SG&A + Others EBITDA 2011 ( 338 ) ( 332) EBITDA 2010 Volume Contribution Margin FX 27 .EBITDA Performance – 2011 vs.055 136 221 3. 2010  The lower sales volume and BRL appreciation were partially R$ million offset by the better performance of basic petrochemicals and the reduction in expenses.355 FX impact (1. FX impact on costs 1.687) on revenue 4.

such as naphtha and propylene  Better integrated planning of petrochemical complexes and 2nd generation plants (thermoplastic resins) Source: Braskem * Annual and recurring 28 . synergies amounted to R$400* million. 6% above the estimate of R$ 377 million Synergies breakdown Income statement breakdown R$ million R$ million 65 124 67 277 400 400 268 115 Industrial Logistics Supply EBITDA Synergies Revenue COGS SG&A + Fixed Costs EBITDA Synergies Full synergies of R$495 million in annual and recurring EBITDA should be captured in 2012  Better planning of export activities  Reduction in the number of grades  Integrated acquisition of feedstocks.Synergies from Quattor acquisition In 2011.

192 7% 3.221 Sep 11 1.83x Dívida Net Debt Líquida / EBITDA / EBITDA Corporate Credit Rating – Global Scale (US$ (R$) milhões) Sep 11 Rating Risk Agency Outlook2.125 22% 21% Banks 37% 823 4.214 Dec 11 12/31/11 Cash 2012 2013 Invested in US$ Invested in R$ 2014 2015 2016 2017/ 2018 2019/ 2020 (1) 2021 onwards Does not include transaction costs * US$600 million stand by 2.822 1.134 2.317 9% 8% 2.62x Reviewed on +22% Fitch  Braskem’s high liquidity¹ ensures its cash and cash equivalents cover the payment of obligations maturing over next 29 months 1 Considers US$600 million in stand-by loans BBB- Stable S&P BBB- Stable 03/30/2011 Moody’s Baa3 Stable 03/31/2011 Dec 11 11/01/2011 3. Entities 23% Amortization Schedule(1) (R$ million) 12/31/2011 Capital Market 40% * 1.295 8% (US$(US$) milhões)(US$) Net Debt/EBITDA 3.908 1.20x 29 .403 1.32x +22% 1.293 Dívida Net Debt Líquida / EBITDA / EBITDA 12% 12% 3.Strategy to lengthen debt profile and strong commitment to maintaining liquidity Gross Debt by Category Diversified funding sources Brazilian and Foreign Gov.369 1.

. Long Term: Braskem must maintain a percentage of at least 50% of its net debt denominated in U.S..2% Naphtha 48.S. dollar. dollar should be sufficient to cover (i) the operating exposure (operating cash flow) in U.Natural Hedge: US dollar linked cash flow leads to a net debt ~70% dollar-pegged  Braskem prices follow the international market: 100% of Revenues is linked to dollar.3% 0.S.6% Gas as feedstock 22. 30 . dollar: Deprec / Amort Freight 3. dollar maturing within the next 12 months.. and (ii) debt (principal and interest) in U.2% Totally dollarpegged (1) Does not include naphtha resale and Quantiq costs Short Term: The maintenance of minimum cash or hedge in U.9% Services 1.S.. as well as approximately 80% of Costs 100 Basis: 1Q08 COGS 2011 (1) 120 Partially dollar-pegged 100 80 60 40 20 0 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 2Q10 3Q10 4Q10 1Q11 2Q11 3Q11 4Q11 International Resins Prices US$ Braskem Resins Prices US$ Braskem Financial Policy Considering that operating cash flow is strongly correlated to the U.6% Natural Gas 2.S.7% Labor 3.7% Others 6.2% Other Variable Costs 7. dollar estimated for at least the next 6 months.6% Electric Energy 3..

644 1 2. due to the unscheduled shutdowns at plants in the Northeast and the moving forward of the scheduled shutdown on one of the lines at Camaçari.1 billion in 2011 Expected x Actual Investments (R$ million) R$ million 78 289 1.  Acceleration of PVC and Butadiene capacity expansion projects.712 207 260 102 89 142 113 696 243 Mexico HSE 145 Equipment Replacement 512 407 Capacity Increase .  Higher spending on maintenance. Productivity and Others investments Main deviations from initially announced 2011 Capex:  Investments in Ethylene XXI .Mexico project due to the moving forward of earthmoving works and the advances made to acquire equipment with long manufacturing and delivery lead-times.078 191 (36) 151 1. 31 . in line with the Company’s strategy to add value to existing streams.Capex Investments totaled R$2.Brazil Replacement Maintenance Shutdown Others* Investments 2011 Investments 2012e *Includes HSE.Brazil 469 343 391 94 278 84 35 280 305 Maintenance Productivity Others Investments 2011e Mexico Capacity Equipment Increase .

Agenda  Successful trajectory of growth  The petrochemical industry  Braskem – key differentiators  Looking forward: Accretive pipeline in the Americas – Brazil – International expansion – Renewable chemicals  Results  Priorities 32 .

Measures to control excessive BRL appreciation Source: CMAI. Analyst reports 33 .Short-term scenario still challenging Points of Concern  Volatility in naphtha and oil prices  Lack of clear strategy for tackling Europe’s sovereign debt crisis and its impacts on world economic growth  demand for petrochemicals  Lengthy solution for “subsidized” ports problems Potential Positive Factors  Scheduled shutdowns in USA and Asia  Positive signs from U. economy  Higher economic importance of emerging countries .S.Combating imports .“Brasil Maior” Plan (Reintegra) .Growing demand for high value added products  plastics  Limited addition of new capacities in 2012 and restocking trend in chain could lead to a recovery in petrochemical spreads  Government committed to increasing the competitiveness of Brazilian industrial producers .

reducing fixed costs and maximizing operating efficiency  Ensuring delivery of expansion projects on-time and on-cost.2012 Braskem’s priorities  Strengthening of the partnership with Clients and market share expansion  Ending of the VAT tax incentive (“subsidized” ports) and development of a Brazilian industrial policy that reinforces the competitiveness of the national petrochemical and plastics chain  Expansion of Braskem’s competitiveness by capturing identified synergies. adding value to existing streams: PVC (May/12) and Butadiene (July/12)  Finalizing project finance structure and advancing construction of Mexican greenfield project. with startup expected in 2015  Further progress on engineering studies for Comperj (FEL2) and feedstock definition  Increasing Braskem’s leadership in renewable chemical  Maintaining liquidity and financial health in a scenario of global crisis 34 .

2012 .Meeting with Investors March.

Appendix .

the CEO and the CFO.0% / 36. • Braskem Executive Directors in charge of operational issues and Company’s Business Plan which shall be approved by the Board • Sole vehicle for petrochemical investments of both shareholders. .5% 2. as well as three options for Portfolio & Investment Director.0% Voting Shares / Total Shares .Conglomerate. supplier and client.Investment Grade by Moody’s and Fitch.Braskem Corporate Governance Principles .1% 47.  if not of its interest. Minority Shareholders . Governance .Investment Grade by all 3 Rating Agencies.1% 0. has the right to commercialize such products. 50.9% / 20.  Petrobras appoints the Vice-Chairman.World leader in E&P in deep waters.Present in the industry as investor.More than 30-years in the petrochemical industry. one to be selected by the CEO. 37 .1% / 38. Braskem has the right:  to lead all petrochemical investments identified by Petrobras.0% / 5. . • Odebrecht as the controlling shareholder reinforces Braskem’s condition as a listed privately-owned company • Rules for choosing the CEO and Directors  Odebrecht appoints the Chairman.  All the positions will be filled by highly qualified professionals with recognized competency for the position.

035 SINOPEC LyondellBasell Exxon Mobil 1.904 6.150 6th 9.641 1.620 440 926 1.322 5.659 2.641 2.376 4.302 1.289 8th 7.729 3.Thermoplastic resins capacity – Global ranking Global capacity (kty) 10.059 Ineos Braskem w/ PP Dow e w/ PVC Expansion PetroChina Total PC Americas capacity (kty) 1st 7.768 3.885 5.490 3.390 6.430 510 2.292 1.927 PVC 3.035 3.102 Braskem Formosa 6.035 3.885 2.023 351 8.911 3.935 7.705 SABIC DOW 2.640 2.273 5.472 5.157 4.774 PP 2.289 2.135 710 3.741 815 1.436 1.920 8.292 2.680 7. Braskem Braskem w/ PP Dow e w/ PVC Expansion Exxon Mobil DOW LyondellBasell Formosa Shin-Etsu Chevron Phillips 1.696 4.525 863 2.715 PE 3.169 1.075 4.792 2.056 3.230 4.035 2.180 Ineos Total PE 38 .664 10.640 PP 2.824 2.430 510 5.544 710 2.063 Braskem Source: CMAI.616 930 9.968 PVC 4.

2% 234 240 248 224 57 55 57 54 56 63 66 69 93 95 99 105 108 113 2011e 2012e 2013e 2014e 2015e 2016e 214 207 51 PE Source: CMAI.5% CAGR 11-16 3. Mar 2012 76 73 PP PVC * Compounded Annual Growth Rate 78 189 206 179 198 171 43 36 38 41 44 40 56 59 65 53 62 51 76 80 84 89 93 97 2011e 2012e 2013e 2014e 2015e 2016e 163 PE PP PVC 39 .Global Ethylene and Resins supply/demand Global Ethylene Supply/Demand (Mton/y) 154 131 125 2011e 137 2012e 2013e 176 171 166 162 158 143 2014e Supply 150 2015e 156 2016e Demand Global Resins Supply (Mton/y) Global Resins Demand (Mton/y) CAGR 11-16 2.

22% Africa. 13% According to CMAI the Brazilian demand for resins will represent 3% of global demand in 2012 Source: CMAI 2011 estimates 40 . 18% Africa. 5% Europe. 24% South America. 17% Asia ex-China.Resins demand by region Resins (PE. 22% 2016e North America. PVC) Demand by region 2012e China. PP. 12% Asia ex-China. 22% Europe. 3% Middle East. 16% China. 17% North America. 3% Middle East. 5% South America.

Origin of Imports 2011 PVC PE + PP Others 2% Others 21% Europe 12% Asia 15% Asia 18% Argentina 20% North America 26% Colombia 3% Colombia 35% Europe 2% Argentina 26% North America 20%  Polyolefins (PE and PP) and PVC imports accounted for 29% of the domestic market Source: Abiquim. Braskem 41 .

Revenues breakdown 2011 Revenues R$ 33.2 billion 7% 13% 38% 10% 26% Polyolefins Vinyls Basic Petrochemicals 5% International Business Resale Others + Quantiq 42 .

3% The Export Market (ex-resale) represents 30% of Company’s Net Revenue Source: Braskem 43 .3bi) Others 13% Polyolefins 37% International Business 34% BTX 9% Ethylene + Propylene.International sales Breakdown – 2011 International sales ex-Resale (R$ 9. 4% Butadiene.

7 bi) Asia 23% Africa 6% North America 2% Central America 1% Europe 25% South America 43% Qualified Sales 44 .Polymers Export – 2011 Polymers Export by region (R$3.

which were partially offset by lower expenses. FX impact on costs 785 940 ( 58 ) (723) FX impact on revenue 119 718 Fixed Costs + SG&A + Others EBITDA 4Q11 62 (345 ) EBITDA 3Q11 Volume Contribution Margin FX 45 .EBITDA Performance – 4Q11 vs. 3Q11  EBITDA impacted mainly by the decrease in contribution margin R$ million caused by the lower spreads in international markets.

829 718 940 3.6% -4.176 27.742 4.final 1.686 33.2% +18.Net Financial Result R$ million 4Q11 3Q11 2011 2010 Net Revenues 8.3% EBITDA Net Financial Result Net Financial Result Excluding FX and MV 46 .710 8.620) (1.805) (1.85 1.618) Foreign Exchange Variation (FX) (210) (1.668) FX Rate .237) 405 Monetary Variation (MV) (60) (65) (242) (355) (337) (379) (1.88 1.67 Monetary Variation +1.88 1.064) (2.326) (1.8% +12.055 (607) (2.

375 4.252 Re-Opening of Braskem 7.062 US$750 million + US$250 million Retap Apr/2021 5. 2012 Amount: US$250 million Coupon: 7.3 million* Jun/2015 9.375% Perpetual Bonds * Post Tender Offer expired in April. 20th Pricing Day: January 26th.750% Transaction Highlights:  US$2.5x  Priced at 100.250 4.) Yield ** (% p. As of Mar.026 Corporate Bond Year-to-Date (10 bps) US$450 million + US$250 million Retap Perpetual 7.750 2.000 5.75% Notes due in 2021 Outstanding Bonds Maturity Coupon (% p.866 US$65.) US$84.a.375% face value Source: Bloomberg and Citibank 47 .a.750% Yield: 5.750 5.6 billion in demand from over 150 accounts. The transaction was oversubscribed 6.067 US$500 million Jul/2041 7. 20th ** Mid. The transaction was oversubscribed 9.125 7.679 US$750 million May/2020 7. 2012 Amount: US$250 million Coupon: 5.Debt Market: Successful transactions guarantee a good portfolio of outstanding bonds Outstanding Bonds Re-Opening of Braskem 5.375 7.000 5.345% Transaction Highlights:  US$1.7 million* Jan/2017 8.3 million* Jan/2014 11.3 billion in demand from over 185 accounts.2x  Re-opening executed at a yield 25 bps lower than the original transaction  Lowest New Issue Concession for an Emerging Market Pricing Day: February 9th.072 US$130.239 US$500 million Jun/2018 7.375% Yield: 7.

5x Net debt / EBITDA ratio.62x Dec 11 Sep 11 Dec 11 Facility Amount in Dec 11 Currency Type Contract Date Nippon Export and Investment Insurance US$14 MM US$ Maintenance Mar and Sep/2005 Nippon Export and Investment Insurance US$200 MM US$ Maintenance Mar/2011 *The company is prevented from issuing any new debt for the period if it overcomes the 4.83x 2.20x 2.Covenants Net Debt/ EBITDA (US$ million) Net Debt / EBITDA (R$ million) +22% 2.32x Sep 11 +22% 3. Source: Braskem 48 .

potential for future consolidation 49 .S. On July 27.230 920 1.180 1. one of the world’s largest PP consumers Geographic diversification and global expansion of industrial operations Portfolio of complementary products – • Focus on higher value-added products (co-polymers) Access to U.422 1. Braskem Total Formosa Group Braskem Ineos Formosa Group Conoco Phillips Ineos Con Ph  Value creation through potential synergies with the current business – NPV near US$140 million  Greater presence in the European market – Proximity to new clients – Support to global leadership in biopolymers  PP is one of the world’s faster growing thermoplastic resins  Fragmented markets in U.180 4th 863 920 815 863 815 447 4 Braskem Post Transaction Benefits and strategic drivers: st 11. expanding its PP capacity by 1. PP market.425 Lyondell Basell Braskem Post Transaction Exxon Mobil Lyondell Corp.S.S.230 1. and Europe . Braskem acquired Dow’s Polypropylene (PP) business.425 • • • Leader in U. Basell Total Exxon Mobil Corp.422 4th 1. propylene distribution chain 1.050 ktons/years  Braskem will pay US$323 million for the business 1st PP Capacity in the U S market (kton/y) Transaction: PP Capacity in the U S market (kton/y) Acquisition of Dow’s Polypropylene Business 1.

Texas Capacity: 185 kty Start-up year: 1985 Technology: UNIPOL Schkopau. CMAI 50 . Germany Capacity: 320 kty Start-up year: 1991 Technology: UNIPOL Merchant market (synergy opportunity) Sources: Dow. Germany Capacity: 225 kty Start-up year: 1998 Technology: SPHERIPOL Freeport. Texas Capacity: 320 kty Start-up year: 2001 Technology: SPHERIPOL Propylene Long-term propylene contracts 505 kty 545 kty Propylene Seadrift.Acquisition of Dow PP Business: Assets Profile Wesseling.

Braskem synergies with Dow PP business acquisition Components of Synergies  Annual run-rate synergies between US$ 1820 million  Timeframe of capturing the synergies to be disclosed after closing the deal NPV of synergies expected to be around $140MM Portfolio Optimization Portfolio optimization and product mix savings Industrial Quality & reliability improvements at US assets Procurement Raw material optimization Logistics / Supply Chain Product wheel in NA & railcar optimization 1-Time Costs TOTAL IT. closing costs and integration costs * 51 .