5.1

5.2

• DSM’s Materials Sciences businesses include thePerformance Materials and PolymerIntermediates clusters.

• The Performance Materials cluster comprises thebusiness groups DSM Engineering Plastics, DSMDyneema and DSM Resins. These businessgroups specialize in the manufacture oftechnologically sophisticated, high-qualityproducts that are tailored to meet customers’performance criteria. DSM Engineering Plastics isa global supplier of high-performance engineeringthermoplastic solutions. DSM Dyneema is theglobal supplier of the world’s strongest fiber. DSMResins is a global supplier of innovative high-quality resins solutions for paints and coatings,composite materials and fiber optic coatings.

• The Polymer Intermediates cluster consists ofDSM Fibre Intermediates. DSM FibreIntermediates produces caprolactam andacrylonitrile, which are raw materials forsynthetic fibers and plastics. Caprolactam is a keyfeedstock for DSM Engineering Plastics’polyamide production. DSM Fibre Intermediatesis the world’s largest merchant caprolactamsupplier.

5.3

• The innovative products from DSM’s MaterialsSciences clusters are used in a wide variety ofattractive, fast growing end-use markets. Thebuilding & construction industry is the largestend-market, followed by the electrical &electronics industry, the (food) packagingindustry, textiles, the automotive industry andothers, including the life protection, sports andleisure industries.

• DSM’s engineering plastics are used mainly intechnical components for the electrical andelectronics, automotive, engineering andpackaging industries. Dyneema®, the world’sstrongest fiber™, is used in many applications invarious end-markets, such as life protection,shipping, fishing, offshore, sailing, medical andtextiles. DSM Resins’ main end-markets includebuilding and construction, automotive & transportand telecom. DSM Fibre Intermediates’ materialsare used in textiles, floor coverings, industrialyarns (building & construction) and engineeringplastics.

• The Materials Sciences clusters have built up astrong position in Asia and the Americas. Aseconomic prosperity is being spread more evenly

over the world, rapid market growth in the HighGrowth Economies is expected to continue.Growth of engineering plastics and resins is highin these regions as a result of increased localdemand and a shift in global manufacturingbases.

• A substantial part of the capacity expansion ofDSM’s Materials Sciences businesses has takenplace in High Growth Economies such as Chinaand India. These investments will enable DSM tobetter capture the opportunities that these fast-growing economies offer to its Materials Sciencesbusinesses.

5.4

5.5

• Climate change and the adverse effects of over-dependence on fossil fuels continue to be themost important trends driving the materialsindustry. DSM’s customers in virtually everysector are seeking products that reduce energyuse or emissions in their own operations or, evenmore importantly, throughout their value chains.In many cases DSM is active in the business ofreplacing metals with lighter alternatives, forexample, and supports customers who areincreasingly seeking polymer solutions that arebased on renewable (rather than fossil based) rawmaterials and solvent-free products and processesthat can help create more sustainable valuechains. Resource scarcity, which also impacts oncost, is increasingly contributing to thesedevelopments.

• Energy reduction is key. This means not onlyfinding new, less energy-intensive ways tomanufacture our own products, but also, forexample, developing resins systems that requireless energy for curing, saving energy in theapplication of our products. By providing lighterweight solutions than, for instance, conventionalmetal structures, our products help reduce energyconsumption during use as well, this making asignificant contribution to the reduction of energyand carbon footprints across the planet.

• Workplace health and safety standards arebecoming more common across the world asprosperity grows. Health and wellness alsotranslates into meeting the needs of an increasingelderly population. These needs require newthinking, and new applications.

• An ageing population is just one of the radicalglobal shifts DSM is now seeing. The world hasbecome multi-polar and more difficult to predict,with rapidly growing prosperous middle classes inmany formerly ’emerging’ countries. Demand forplastics and resins is therefore high/increasing inthese markets, not only because manufacturersare seeking to meet growing local needs, but alsobecause global manufacturing has shifted to thesecountries.

• At the same time, concerns about personal safetyand global threats have not diminished.Innovation in this area is needed.

5.6

• The Performance Materials cluster has expandedsignificantly in the last two decades from justover €0.5bn in sales in FY 1990 to around€2.3bn in 2008 – and most recently €1.2bn inH1 2010.

• With major investments in High GrowthEconomies such as China and India, thePerformance materials cluster is making a majorcontribution to DSM’s growth in Asia. Forinstance, both DSM Engineering Plastics andDSM Resins have opened new plants in China inthe last years. DSM Engineering Plastics hasopened a new facility in India.

• The Performance Materials cluster outperformedits innovation target. Despite the downturn,innovations in performance materials continuedto accelerate. Contributing to this excellentgrowth are halogen-free engineering plasticssolutions, heat-resistant plastics such as Stanyl®,DSM Dyneema’s Tape Technology™ for vehicleand personal protection, DECOVERY™, a rangeof innovative high-performance, eco-friendlywaterborne resins. Exciting examples of newinnovations are EcoPaXX™, the green polymerthat is being enthusiastically welcomed inmultiple end-use markets, Palapreg® ECO (thenew bio-based composite resins used in theautomotive industry) and the new ultra

lightweight air cargo container panels made withDSM’s Dyneema® fiber and Aeronite® resins.

• With the great majority of these innovationsdriven by sustainability, DSM’s PerformanceMaterials cluster is recognized as a front-runnerin creating and introducing sustainable innovativesolutions.

• During the last two decades, the portfolio inPerformance Materials has clearly evolvedtowards more specialized, higher-value-addedbusinesses. Innovations, branding and continuedoperational excellence programs in the moremature part of the portfolio have contributed to acontinuous increase in average contributionmargin over sales.

• The cluster reacted quickly and very flexibly tothe downturn, focusing strongly on operatingworking capital reduction, implementing cost-saving plans and reducing fixed costs. As a result,the Performance Materials cluster is recoveringvery effectively as economic growth returns.Indeed, in some key segments, DSM has beenclearly gaining market share by staying focusedon innovation and sustainability and by remainingclose to its customers.

5.7

• The businesses in the Performance Materialscluster have achieved strong leadership positionsin chosen segments of the global markets foradvanced materials.

• DSM Engineering Plastics has a focused portfolioof products; with each of them it has realizedglobal leadership. DSM Engineering Plastics is theglobal number 3 in the overall market for semi-crystalline engineering plastics. DSM is the globalmarket leader in high-temperature polyamides. Inpolyamide 6, DSM holds a number 2 position, asit does in thermoplastic copolyesters. DSMEngineering Plastics offers an industry-leadingportfolio of green thermoplastic technologies. Itsleadership in sustainable solutions isdemonstrated by its complete portfolio ofhalogen-free engineering plastics, developed for awide range of high-performance applications. Thishas been further strengthened by the successfullaunch of new innovations, of whichStanyl® ForTii™, the new breakthrough high-temperature polyamide with halogen-free flameretardant grades, is an excellent example.

• Dyneema® is respected as the global premiumbrand for Ultra-High-Molecular-WeightPolyethylene Fiber. DSM Dyneema manufacturesand sells products in several forms including fiber,

tape and uni-directional (UD) sheets. Thepowerful Dyneema® brand is used in a wide andever-increasing range of applications such asmedical sutures, commercial fishing andaquaculture nets, ropes, slings, high-performancefabrics such as cut-resistant gloves and appareland vehicle and personal ballistic protection.DSM Dyneema is an undisputed and highlysuccessful leader in innovation: since theintroduction of Dyneema®, DSM’s goal has beento help create new innovative and sustainableproducts and services that improve people’squality of life.

• DSM Resins ranks among the global leaders inthe markets for resin systems for industrialcoatings and decorative coatings. DSM is a globalleader in fiber optic coatings, with a market shareof more than 75%, protecting more than onebillion kilometers of fiber optic cables around theworld. As a leader in sustainable solutions, DSMis recognized as a front-runner in thedevelopment and production of environmentallyfriendly waterborne coating resins and powdercoating resins. DSM Resins is the Europeanmarket leader in unsaturated polyester resins andis rapidly building a position in the fast growingmarkets of China.

5.8

• The story of Performance Materials is about morethan two decades of sales growth, interruptedonly by the worst recession in 70 years.

• Similarly, margins have also increased steadilyover the same period (although these too werepredictably impacted during the downturn). Thiscontribution margin increase has been driven by: – growth of higher-value-added products, from

innovation;– investments in high-value-added businesses

such as DSM Dyneema and DSM Desotech; – creating customer value, by understanding

what our customers need and where we canadd value to their businesses;

– operational excellence: improving efficiencyand driving out cost.

• Sales is back at its pre-downturn levels, but forthe EBITDA margin this recovery is taking longerthan predicted (see next page).

5.9

• The growth drivers outlined earlier in thepresentation fueled considerable volume growthbefore the downturn. DSM anticipated thismarket growth, and – before the downturnstarted - put in place a large capital investmentprogram to strengthen the Performance Materialsasset base, thereby investing in the future ofPerformance Materials. Examples of theseinvestments are listed below.

• In Engineering Plastics, DSM: – acquired 100% of the shares in a PA6

polymerization facility from Nylon PolymerCompany LLC (NPC) in Augusta;

– built a new engineering plastics compoundingplant in India (the largest polyamide andpolyester compounding facility in the country),which tripled capacity for the production ofAkulon® PA6, Arnite® PBT and PET and Stanyl®

PA46; – doubled Stanyl® polymer capacity;– opened an Akulon® PA6 polymer plant in China; – expanded compounding facilities in China; – started up 1st and 2nd market development units

for Stanyl® ForTii™.

• In Dyneema®, DSM started a large investmentprogram to increase the Dyneema® LifeProtection capacity.

• In Resins, DSM: – inaugurated a new plant for the production of

wet polyesters and other specialty resins inGermany;

– invested in new capacities for waterborneacrylic resins in the Netherlands and China;

– expanded the manufacturing facility of DSMDesotech in Shanghai.

• Clearly, this investment program had a short-termnegative impact on ROCE and cost positions,particularly during the economic downturn.Although DSM is now seeing sales volumesreturn to pre-crisis levels, this is not yet reflectedin full utilization of these new or expandedassets.

• These pre-crisis investments will allowPerformance Materials to fully benefit from risingcustomer demand, and to grow strongly using thecurrent asset base. DSM expects a clearimprovement in ROCE in the coming strategyperiod, even if further investments for growth arestill needed in High Growth Economies and inhigh-potential innovations.

5.10

• Many of the core end-markets for DSM’sPerformance Materials cluster have sufferedduring the current downturn. But just as DSM’ssales volumes saw a serious decline in 2008,DSM expects to benefit from the strong return togrowth in these sectors during the period from2011 to 2013.

• Building and construction, automotive andelectrical and electronics will all see above-GDPgrowth during the coming period.

• DSM’s businesses will aim for faster growth thanthese sector averages by: – focusing investment, marketing and business

development on High Growth Economies; – utilizing its understanding and technology lead

in sustainable solutions to meet rapidlydeveloping customer needs: lighter, stronger,more recyclable, and bio-based;

– deepening its innovation leadership position inmaterials by getting great ideas to market evenmore quickly.

• Continued growth for sustainable and innovativesolutions is fore seen. For the cluster, DSMexpects sales to grow at double the GDP level.

5.11

• To realize the opportunities in High-GrowthEconomies, DSM will continue to invest in thesemarkets. DSM Engineering Plastics will set up aMaterials Research and Automotive DevelopmentCenter in Shanghai. This will be DSM’s biggestresearch center for engineering plastics outsidethe Netherlands. DSM is a preferred supplier tothe automotive industry in China. Through theresearch center, DSM will deliver its globalcapabilities in engineering plastics to the strategicChinese market.

• DSM has the intention to move the globalheadquarters of DSM Engineering Plastics fromthe Netherlands to Asia. It is essential that themanagement of the business is as close as possibleto the markets showing the strongest growth.DSM believes this will further increase ourawareness of customer needs and will also helpto internationalize this part of our organization.

• DSM’s Engineering Plastics business focuses onstrengthening its leading positions in heat-resistant resins and polyamides – in particularPA6 and copolyesters – and using its applicationsleadership to meet the needs of its customers,who are increasingly focused on creatingsustainable, and at the same time profitable,products and value chains.

• DSM strives to further improve theenvironmental performance of its products. Themost innovative developments in this field arenew bio-based polymers and bio-based buildingblocks. DSM is already making good progress onthis front: EcoPaXX™ is the best-performinggreen polymer available, and has a zero carbonfootprint.

• Many of DSM’s customers are looking formaterials with high recyclability to improve theLCAs of their own products. DSM EngineeringPlastics is leading the response to this need.Recognizing the growing interest in recyclingwith the ultimate goal of achieving closed-loopsystems, DSM has adopted the Cradle to Cradle®

concept as part of its sustainability strategy. DSMEngineering Plastics is also actively replacinghazardous materials, particularly by introducing‘halogen-free’ alternatives, such as Arnitel® XG(used in consumer electronics cables), Stanyl®

ForTii™ (especially in electronic connectors), andArnite® XG (used in electrical insulation in whitegoods).

• An important prerequisite for DSM EngineeringPlastics’ ambitious growth is its strong upstreamintegration in a leading caprolactam player.

5.12

• DSM Dyneema is committed to supportingwinning customers and to developing newproducts, forms, applications and markets.

• The Dyneema® brand is well known in theindustries served, and DSM Dyneema is in thefinal stages of implementing a comprehensivebrand licensing strategy which will result in anumber of new licensees and enhanced control oftheir key assets. This strategy is particularlytargeted at supporting key customers.

• DSM believes that it can continue to achieve top-line growth of more than 15% per year byincreasing penetration in existing markets andexpanding into new ones.

• Innovation remains key: DSM Dyneema’sproduct portfolio already includes over 100inventions protected by 500 patents or patentapplications. DSM Dyneema has innovated indiverse applications ranging from developing newmedical devices for surgeons to increasing thetowing capacity of ocean salvage vessels.

• DSM will accelerate innovations and get them tomarket even quicker by extending its co-creationpartnerships with leading value chain players.

• This will help DSM Dyneema to extend thepenetration of the product into new markets.Dyneema®’s light weight strength has hugepotential in areas yet untouched. Growth will bedriven by even more creativity in applicationdevelopment.

5.13

• Like other materials businesses of DSM, DSMResins will focus on High Growth Economies.This means its investments will also largely be inthese economies. For DSM Resins, the main HighGrowth Economies are Asia and Turkey.Furthermore, the US is an interesting growthmarket for DSM resins.

• DSM Resins’ focus is on accelerating growth,particularly via innovations, and on meeting thesustainability demands of its customers and itscustomers’ customers. The business group willcontinue to do this by carefully selectingcombinations of end-markets and regions withhigh-growth, attractive margins and that canbenefit from DSM’s advanced technologies.

• DSM Resins’ waterborne coatings range alreadydelivers significant advantages to its paintcustomers, who are faced with regulatorypressures and have to meet social responsibilitydemands. An example is NeoCryl©, a newlycreated family of waterborne resins that meetfood safety standards and can therefore be usedin inks and overprint varnishes that come intodirect contact with foods.

• DSM’s resins also deliver considerable advantagesin creating light weight composites used incontainers, cars, trucks and trains, wind-turbineblades and a range of other applications related toimproving energy efficiency. Moreover, withPalapreg® ECO, DSM has created a resin with55% bio-renewable content (the highest bio-basedcontent in resins on the market) which hasexcellent properties while simultaneouslysupporting the sustainability in the value chain.DSM will further increase the flow of radicalinnovations. DSM Resins’ ongoing focus on andcommitment to both customers and innovationsgives DSM a strong competitive advantage versusthe competition.

• With its range of innovative specialty resins, DSMis able to differentiate itself from the competition.In many cases, the resin is the key differentiator forthe end-product. DSM Resins is creating customervalue by understanding what its customers needand where it can add to their business and theircustomers’ businesses. Strengthening value-basedpricing by focusing on specialty functionality willadd value to our customers and our company.

• DSM Resins will also look to grow throughselective M&A.

5.14

5.15

• DSM Fibre Intermediates is the global leader inthe production and supply of caprolactam, theraw material for polyamide 6. With productionfacilities on three continents, total productioncapacity is almost 700 kt. DSM holds a marketshare of around 20%. With a market share of25%, DSM is also a major player in theacrylonitrile market in Europe.

• A strong advantage is the forward integration inDSM Engineering Plastics. DSM Fibre Intermediatessupplies important intermediates to DSMEngineering Plastics, providing security of supply,enabling growth in all regions and thus contributingto the success of DSM Engineering Plastics.

• Besides offering caprolactam of world-classquality, DSM Fibre Intermediates provides a highlevel of service to build long-term valuablepartnerships with customers.

• Over 40% of the caprolactam on the total marketis produced using DSM’s proprietary technology.The fact that even DSM’s competitors use itstechnology is proof of its leadership reputation.DSM Fibre Intermediates continues to invest inits proprietary technology, making it greener andmore sustainable. Technological leadership is thepillar of commercial success and will be evenmore important in the future, when polyamide 6is set to be used in increasingly demanding

applications with increasingly sophisticated andstrict performance requirements.

• By continuing its strong focus on the potential ofHigh Growth Economies, sustainability andtechnological innovation and by showing anunwavering commitment to its customers, DSMFibre Intermediates has further strengthened itsglobal leadership position.

• The business group has established a strongposition in China, resulting in excellent and, as itturned out, crisis-proof partnerships with winningcustomers in downstream polyamide 6 industries.This confirms that having a significant positionwith a local presence and assets in the Asianmarket is a true asset.

• Although DSM Fibre Intermediates was heavilyimpacted by the downturn in Q4 2008 and Q12009, its markets and its profitability recoveredquickly. The economic downturn has confirmedhow important the High Growth Economies arefor DSM Fibre Intermediates. The lessons learnedand the actions taken will result in a reducedimpact from future economic downturns. DSMFibre Intermediates has emerged stronger fromdownturn, with improved yields, reducedvariable and fixed costs and a continued full focuson customers and sustainability.

5.16

• Caprolactam is the key intermediate forpolyamide 6, of which approximately 4 milliontonnes are produced worldwide. While PA6 isthe main outlet for caprolactam, polyamide 6markets are very diverse, covering many end-markets, from carpets and textiles to cars,electrical devices and packaging film. Some ofthese are sensitive to the larger economic cycle(automotive, housing, luxury electronics), whileothers (like textiles) are quite stable.

• The future of the caprolactam industry looksbright. In the near future, consumption growthwill be mainly driven by the increased use ofpolyamide 6 in engineering plastics and film. Theforecast figures for the coming years lookpromising, with more than 6% annual growth forengineering plastics and film combined. The maindrivers are on the one hand the increaseddemand from the automotive industry,strengthened by the plastic-for-steel replacementsfor lighter, fuel-efficient cars and the globalincrease in car ownership, and on the other handthe increased demand for home and leisureelectronic appliances.

• In the Chinese region (China and Taiwan),consumption of polyamide 6, and thereforedemand for caprolactam, will grow rapidly in the

coming years, primarily driven by strong growthin engineering plastics and film segments (CAGR> 10%).

• China is largely dependent on imports to satisfythe demand for polyamide 6. Half of thepolyamide 6 demand is imported andapproximately two-thirds of the caprolactamneeded for the production of polyamide 6 has tobe imported as well. China will reduce thisdependency and consequently much more locallyproduced caprolactam will be needed.

• With projected increases both in demand andcapacity, the GURs (global utilization rates) areexpected to remain high the coming years (over90%).

• DSM Engineering Plastics has ambitious plans toaccelerate its growth in polyamide 6 in thecoming years. DSM Fibre Intermediates isconfident that it can fully support DSMEngineering Plastics, while simultaneouslygrowing in High Growth Economies. For thissupport, for strengthening its own cost leadershipposition, and for benefiting from the growth inChina, a second caprolactam line in Nanjing willbe crucial.

5.17

PA6 EP + filmChina >10% cagr

• DSM Fibre Intermediates has a uniquely strongstarting point: its global market position, a solidpartnership in China, excellent performance,technological leadership and a growing securedsupply to DSM Engineering Plastics. Building onthese foundations, DSM Fibre Intermediates cangrow further and faster by: – further strengthening backward integration for

DSM Engineering Plastics and supporting thisbusiness group’s ambitious growth plans, and

– strengthening its own global market position toconsolidate its industry-leading position.

• DSM Fibre Intermediates has chosen a threefoldapproach to capitalize on the opportunities thatare arising: doubling production capacity inChina; continuously improving existing assets bymeans of Life Time Extension and Variable CostReduction projects; and a firm commitment tosustainability.

• The rapidly increasing demand (both captive andmerchant), the Chinese government’s intention toreplace imported caprolactam by local production,and improving margins provide sound foundationsfor expanding capacity. By building a second linein China, DSM aims to double its capacity in thecountry by 2014 (with the second line in Chinaon stream in 2013).

• The actual capital expenditure on this second linewill be lower for DSM because of Sinopec’sparticipation in the project. At the same time,DSM will reduce its exposure and limit capacityintensity in mature markets by pursuing furtherpartnership deals with customers who acquire acertain share of DSM’s capacity, following themodel of the existing partnership with Shaw.

• DSM intends to move the global headquarters ofDSM Fibre Intermediates from the Netherlandsto Asia. It is essential that business groupmanagement is as close as possible to the marketsthat are showing the strongest growth.

• DSM’s caprolactam technology is one of the mostenergy efficient and least wasteful available,which makes DSM a front-runner in ‘green’caprolactam. By further investing in sustainabilityimprovement, DSM Fibre Intermediates will beable to add ’green value’ to the polyamide 6 itscustomers produce, thereby further increasing itsown margins at the same time.

• With its tight connections to DSM EngineeringPlastics, its green focus and its powerful presencein High Growth Economies, DSM FibreIntermediates is an asset that will bring sustainedvalue to DSM.

5.18

5.19

5.20

5.21

DISCLAIMER

This document may contain forward-looking statements with respect to DSM's future(financial)performance and position. Such statements are based on current expectations, estimates andprojections of DSM and information currently available to the company.

Examples of forward-looking statements include statements made or implied about the company’s strategy,estimates of sales growth, financial results, cost savings and future developments in its existing business aswell as the impact of future acquisitions, and the company’s financial position. These statements can bemanagement estimates based on information provided by specialized agencies or advisors.

DSM cautions readers that such statements involve certain risks and uncertainties that are difficult topredict and therefore it should be understood that many factors can cause the company's actualperformance and position to differ materially from these statements.

These factors include, but are not limited to, macro-economic, market and business trends and conditions,(low-cost) competition, legal claims, the ability to protect intellectual property, changes in legislation,changes in exchange and interest rates, changes in tax rates, pension costs, raw material and energy prices,employee costs, the implementation of the company’s strategy, the company’s ability to identify andcomplete acquisitions and to successfully integrate acquired companies, the company’s ability to realizeplanned disposals, savings, restructuring or benefits, the company’s ability to identify, develop andsuccessfully commercialize new products, markets or technologies, economic and/or political changes andother developments in countries and markets in which DSM operates. As a result, DSM’s actual future performance, position and/or financial results may differ materially fromthe plans, goals and expectations set forth in such forward-looking statements.

DSM has no obligation to update the statements contained in this document, unless required by law. TheEnglish language version of this document is leading.

A more comprehensive discussion of the risk factors affecting DSM’s business can be found in the company’slatest Annual Report, a copy of which can be found on the company's corporate website, www.dsm.com

5.22

3P Triple P (People, Planet, Profit)6-APA 6-amino-penicillanic acid ACN AcrylonitrileAcq. acquisition7-ADCA 7-amino-deacetoxycephalosporanic

acid AGM Annual General Meeting of

ShareholdersAM Advanced ManufacturingANH Animal Nutrition & HealthAPI Active pharmaceutical ingredientsBF Bio-Fuelbn billionbps Basis Points BC&M Base Chemicals and MaterialsBoP Base of the PyramidCAGR Compound Annual Growth RateCAPEX Capital ExpendituresCEO Chief Executive OfficerCFO Chief Financial OfficerCFROI Cash Flow Return On InvestmentcGMP current good manufacturing practiceCHF Swiss FrancCMO Contract Manufacturing OutsourcingCOS Cost of SalesDAI DSM Anti-InfectivesDBM DSM BioMedicalDBPS DSM Bio-based Products & ServicesDD DSM DyneemaDEC DSM Expert CenterDEP DSM Engineering PlasticsDFI DSM Fibre IntermediatesDFS DSM Food SpecialtiesDivest. DivestmentDJSI Dow Jones Sustainability IndexesDNP DSM Nutritional ProductsDPP DSM Pharmaceutical ProductsDR DSM ResinsE&E Electrical & Electronic IndustryEBA Emerging Business AreaEBIT Earnings before Interest and TaxesEBITDA Earnings Before Interest, Taxes,

Depreciation and Amortization ECO+ The Greenhouse DialogueEDPM Ethylene Propylene Diene MonomerEPS Earnings per ShareEU European Unionadj. FfO Adjusted Funds from OperationsFD Finished dosage / final doseFDA Food and Drugs AdministrationFOOP Fixed Out of Pocket costsFX Foreign Exchange (exchange rates)G&A General and AdministrativeGDP Gross Domestic ProductGHG Greenhouse GasGRI Global Reporting Initiative

GUR Global Utilization RateHNH Human Nutrition & HealthICT Information and Communication

TechnologyInno center Innovation CenterIFRS International Financial Reporting

StandardsIP Intellectual propertyJV Joint Venturekt kilotonKPI Key Performance IndicatorsLATAM Latin AmericaLS&MS Life Sciences and Materials Sciencesm millionM&A Merger & AcquisitionsM&S Marketing and SalesMB Managing BoardMCC Mitsubishi Chemical CorporationNCPC North China Pharmaceutical

CorporationNPC Nylon Polymer Company LLCOWC Operating Working Capitalp/a per annumPA6 Polyamide 6PBT Polybutylene terephtalatePEN PenicillinPET Polyethene terephtalatePTG The Polymer Technology GroupP&L Profit and LossR&D Research and DevelopmentROCE Return on Capital EmployedSBB Share Buy-BacksTPV Thermoplastic VulcanizateTriple P Triple P (People, Planet, Profit)TSR Total Shareholder ReturnUD Unidirectional UHMwPE Ultra-High Molecular Weight

PolyethyleneUS United States (of America)USA United States of AmericaUSD United States DollarUS$ United States DollarWACC Weighted average cost of capitalWTO World trade Organization

Abbreviation ExplanationAbbreviation Explanation