Useful ObjectsTextTextTextGdfggTextSTICKER AND OTHERS nEXAMPLE nESTIMATEnBACK UPnPROPOSEDnCONCEPTUALnTENTATIVEnPRELIMINARYnROUGH ESTIMATEnHYPOTHESISnILLUSTRATIVEnTO BE COMPLETEDnCONFIDENTIALnONLY FOR DISCUSSIONnREVISEDnVERY PRELIMINARYnHighnMediumnLownEXAMPLE nESTIMATEnBACK UPnPROPOSEDnCONCEPTUALnTENTATIVEnPRELIMINARYnROUGH ESTIMATEnHYPOTHESISnILLUSTRATIVEnTO BE COMPLETEDnCONFIDENTIALnONLY FOR DISCUSSIONnREVISEDnVERY PRELIMINARYnPRELIMINARYUSEFUL OBJECTS USEFUL OBJECTS USEFUL OBJECTS nHorizon 1nExtend and defend core businessnHorizon 2nBuild emerging businessesnHorizon 3nCreate vehicle optionsn1-2n4-6n8-10nLnMnHnLnMnHnImpact on ROEnImplementationnHighnLownHighnLown1n2 nxxxx nxxxx nxxxx nxxxx nHeadernHeadernHeadernHeader nHeadernHeader nxxnxxnxxnTexterformancetructureonductxxxxxxxxxxxxxxxnExternal shockSCP nxxxx nxxxx nxxxxx nxxxx nxxxx nxxxxx n n nnPRELIMINARYnAttractivenUnattractiveLegendLegendLegendn?n1n2n3n4n5n 6.1 point increase inn ROICnUser applicationsnPersonalizationnMiddleware servicesnTransaction supportnEnabling servicesnManagement tasks for company-wide and BU levelnEstablishing task priorities and action plannProviding methodologies for strategy establishmentProject scopeProject purposeThrough 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. * FootnoteSource:Source nReview CRM efforts to daten1PROCESS GOING FORWARD FOR K2 DEALVALUATION AND SYNERGY ESTIMATIONRefine base scenarioReview base scenario with Kronus working level teamBuild multiple scenarios and conduct sensitivity analysis for negotiationReview valuation and synergy estimates scenarios with Kronus working level teamRefine valuation and synergy estimates scenariosDEAL STRUCTURE OPTIONSDEVELOPMENTRefine deal structure optionsConduct quick legal reviewReview the options with Kronus leadership teamRefine the optionsNEGOTIATION GAME PLAN DEVELOPMENTDevelop game plan draftReview and refine game planTERM SHEET DEVELOPMENTWrite term sheet draftConduct legal reviewFinalize term sheetPHASE 1 PROGRESS REVIEWSTART NEGOTIATION5432April2928272630222120192315141312616MarchCEOChairmannNew business opportunitynHuman resource managementnIntangible building (knowledge, network, brand)nOperational & financial efficiency enhancementnTo improve quality nof lifenCorporate value maximization through selection and concentrationnSound cashflow, operation management business network, good reputation & culture* FootnoteSource:SourceEVALUATION OF CANDIDATES FOR MEGA-MERGERnHankook nHuvisnHyosungnHyosung or HuvisVERY PRELIMINARYn1st screeningn2nd screeningnAttractivenessnR&D/specialized productsnSynergies*nFeasibilitynWillingness of the other partynHankooknHuvisnHyosungnMarket share* Includes group-level synergySTRONG CEO BENCH BEST PRACTICEnTop management commitmentnPerformance ethicsnCapability developmentnCapability assessmentnUpgrading talent poolTop management People development CEO People development Skill Will Performance ethics Performance ethics , Job rotation Capability developmentCoaching Training Capability development Capability assessmentCapability assessment Review“A player” Attract, retain Value proposition “A player” “C player” nPump configuration2 active1 redundantnPump capacity : 150/pumpnPump cost : 133/pumpnTotal capacity :n3pumps 150= 450nTotal cost :n3pumps 133= 400nBenefits in reduced total costLower total weight Lower transport cost Smaller building for pimping stationSimplified piping Fewer valvesSimplified cablingLarger hoist (increased cost*)nPotential 3 pump designnCurrent 4 pump design nPump configuration2 active1 standby (for peak usage of 300)1 redundantnPump capacity : 100/pumpnPump cost : 100/pumpnTotal capacity :n4pumps 100=400nTotal cost :n4pumps 100=400SUMMARY OF CRM ACTIVITIES TO DATE nKey activities nKey end productsnQuality gate 1: Project selection & developmentnQuality gate 2: Cost estimation & proposal developmentnQuality gate 3: Contract and negotiationnMarketing/Sales processnQuality gate 4: Preparation for executionnQuality gate 5: Project executionnEnPnCnQuality gate 6: Project closingnExecution processnContractTextTextTextTextTextTextHLLHEnd of documentnProject/risk management teamnReportingnRisk management/Quality gatesnRisk fightingnKnowledge/ HRTitleUnit of measureLabel 1n0n0n0n0n0n0n0n0n0n0n0n0n0n0n+65n-1.0n+4.4n-0.1n+43n-24n+4.4n-3.4n+25.4n-3.3n+148.2n-25.7n+181.5n-57.5n+43.1n-5.4n0n-2.6n+18.8n-9.2n+0.2n-0.5n+33.2n-1.2n+20.4n-79.1n+115.7n-98n+9.4n-6.3n+5.1n-2.9n+5.9n-9.9n+1.7n-0.5n+3.0n-2.5n0n-74.4n+25.1n-96.5n+48.5n-11.3n0n-9.8n+16.9n-24.1n+0.3n-0.9n+4.7n-12.9n148.2n-31.7n+218.6n-90.7n0nUrgent issuesn(Phase one)nDHIn PRMn4.9%nROICn 100 96 16 100 4 79 :Formosa (40)Jana Manjung (19) (15)Corpus Christi (5) nxxxxxnText nHot spotsMAPS (LG-). SAMPLE VI.VI. 3. 3.1 SAMPLE(4) . Ministry of GovernmentAdministration and Home Affairs (G4C) 4. -1517SAMPLE(1) PAGE HEADING119. . 2. 2. SAMPLE(2). . 3.3. 3.3 3.3 SAMPLE(3) FWMFDF2311234123412121 12 23 34 45 56 611118 87 79 91010HighLowOld New