Enterprise value enhancement

for

global leadership

Uday GillFibers business

Business value enhancement– the next phaseContinued focus on sustainable and profitable growth

Cross Multiply Innovation

Global Supply Partnerships

Operational Excellence

Engaged and Empowered PeopleCurrent Value Structure

2010 2013Volume KT 279 875Revenue $M 381 1,370

Target Value Structure2018

Volume KT 1,968Revenue $M 3,818

Enhancement Process

2014 - 2018

Regulatory / Industry moves

Multiple 20132.2x2.8x

Target Acquisitions/investments

Baselining andGrowth Strategy

Growth Strategy

Acquisitions Integration

Greenfield ExpansionOperaional Excellence

Our path to growth and globalizationHighly diversified global portfolio

279

415

875

REVENUE $ mn 381 7661,370

CAGR %(2010 – 2013)

Volume 44

Revenue 58

HVA Focus Brownfiled Expansion

1,211

2,404

Volume KT

2009 - 2010 2010 - 2011 2011 - 2013 2013 - 2014Timeline

Synergistic portfolio of industry leading brands

GlobalAirbag Yarn

leader Globally #1 Bi-Co Fibers

Europe #1 Specialty Fibers

Europe #1 Recycle Fibers

Procure-ment

CustomerIntimacy

AssetUtilization

R&D

Focus

Leveraged western IP and market access to swing Asian assets to HVAAsian assets to help western units regain lost markets

Apparel

Home HygieneAuto Industrial

Apparel

Home

HygieneAuto Industrial

Planned Assets New Assets

Asia 2010 Asia 2018

European and North American business mix

Volume 256 KT Volume 909 KT

Hygiene

Industrial

Auto

Home Safety

Specialty Apparel

0 50 100 150 200

Raw Material Variable Cost Fixed Cost EBITDA IVL Commdity Price IVL Specialty Price 1,000

1,200

1,400

1,600

1,800

2,000

2,200

Business model enhances IVL brand premium ( 2013 )

1. Based on IVL all units price for standard grades of commodity productsSource: IVL analysis

$/MT

Brand Value

Fixed Cost

Raw Material

Specialty EBITDA Premium

ICIS commodity priceVariable Cost

Specialty price premium

2009 2010 2011 2012 2013 2018 -

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

18,000

Operations Utilities Commercial Consumables

Continued focus on operational excellence Reducing operating cost and increasing operational efficiency

Operational Excellence Savings($ K)Major Initiatives

Utilization Improvement

Capacity utilization > 90%

Efficiency Improvement

Savings 2009-13 $ 13.6 mn

Energy Saving

Savings 2009-13 $ 11.1 mn

RM and Procurement Initiatives

Savings 2009-13 $4.5 mn

Significant cost reduction from process improvement initiativesNote: Savings under major initiatives total from 2009 - 2013

Cumulative return on acquisitions less than 5 years

1 2 3 4 5 6 7 8 -

100

200

300

400

500

600

700 Cumulative Investment Cumulative EBITDA

5 Years

Note: Doesn't’t include IPI assets ,which are already paid back and IPCI

Mega trends – changing demographics

Growing World Population

Increasing Affluence and Urbanization

7.6 billion people will live on earth by 2018

55% of world’s population will live in cities by 2018

•Apparel and Home• Sports and active wear2018 48.3 mn tons2013 37.4 mn tons

Medical and hygiene segment2018 3.0 mn tons2013 2.3 mn tons

•Technical Segment•Filtration/ Industrial2018 27.5 mn tons2013 20.2 mn tons

Sub Trends

Opportunity

IVL Focus2018 833 KT 2013 443 KT

2018 301 KT2013 224 KT

2018 359 KT2013 208 KT

CAGR5.3%

CAGR5.7%

CAGR6.5%

Lifestyle Changes

CAGR13%

CAGR6%

CAGR11%

Note: All fibers excluding cotton and wool

2013 Apparel Home Automotive Hygiene Industrial 201840

50

60

70

80

61

6.6

4.4

0.8 0.7

6.5

Man made fibers growth led by technical textilesIndustrial, Automotive and Hygiene segment to grow at higher rate

2013 59.9 mn tons

2018 78.8 mn tons

Note: All fibers excluding cotton and wool

4.9%

5.9%5.3%

5.7%

6.5%

Mn tons

CAGR 2013 - 2018

Apparel40%

Home22%

Auto4%

Hygiene4%

Industrial30%

Apparel39%

Home22%

Auto4%

Hygiene4%

Industrial31%

IVL focus – HVA segmentsG

row

th R

ate

Segment Attractiveness

Construction3 mn tons

Industrial2.6 mn tons

Medical and Hygiene2.7 mn tons

Automotive3.7 mn tons

Sports1.5 mn tons

Geo Textiles0.5 mn tons

Safety0.4 mn tons

Packaging4 mn tons

Home13 mn tons

8%

4%

Apparel24 mn tons

Technical Clothing1.5 mn tons

Agriculture2.2 mn tons

2013 Apparel Home Automotive Hygiene Industrial 20180

200

400

600

800

1,000

1,200

1,400

1,600

255

181

8877

63

Apparel35%

Home21%

Auto8%

Hygiene20%

Industrial16%

IVL strategic growth in target segments Leveraging regional capabilities and competitiveness

2013 875 KT

KT

11%

19%31%

6%6%

CAGR 2013 – 201812%

20181,493 KT

Apparel35%

Home15%Auto

4%

Hygiene26%

Industrial20%

The competition we respect

• IVL better positioned from cost of production, access to specialty know how and global presence•Some of IVL’s competitors have preferential trade agreements in their favor• IVL is actively working on acquiring position in countries with preferential trade benefits

Project pipeline focused on diversified technical segments Unbeatable product portfolio for Competitive Advantage

2013 BudgetedGrowth

PotentialGrowth 2018

Volume (KT) 875 1,493 475 1,968

Revenue ($ mn) 1,370 2,970 855 3,818

Revenue Growth ($ M)

2013IPCI

Projec

t Pan

da

Projec

t Silk

Other

Projec

ts PLA

Recyc

ling

2018

-

1,000

2,000

3,000

4,000

Thank You