NG Downstream EU 4 SIR by janagru

NG Downstream Europe www.gdsinternational.com/events/ngoilgas/ngdownstream-eu

7th â&#x20AC;&#x201C; 9th October 2014 Dorint Park Hotel, Bremen, Germany

WELCOME!

At GDS International, we take huge pride in delivering the best value possible to our clients onsite ...Introducing the Summit Intelligence Report (SIR)

The SIR is a comprehensive overview of delegate profiles and key spending indicators. Each delegate provided us with their personal and company biographies along with answers to our questionnaire requesting key statistical analyses of their budgets, budget allocation strategies, and areas of technology priorities. The purpose of this report is to provide you with a useful resource when preparing for the Summit and all the information needed to make the best meeting selections. Please do not hesitate to contact our team if you have any queries. We look forward to seeing you at the summit and to working with you on many more in the future.

The Downstream Team at GDS International

TABLE OF CONTENTS SECTION 1 INTRODUCTION -

HOW OUR SUMMITS WORK

WHY ARE WE INDUSTRY LEADERS?

QUALITY CONTROL

SECTION 2 SUMMIT INTELLIGENCE SUMMARY -

STATISTICAL ANALYSIS OF QUESTIONNAIRES

STRATEGY BREAKDOWN BY INVESTMENT AREA

SECTION 3 DELEGATE INTELLIGENCE REPORT -

CONFIRMED DELEGATES

COMPANY PROFILES

EXECUTIVE PROFILES

INVESTMENT QUESTIONNAIRES

HOW OUR SUMMITS WORK GDS summits are designed to provide a number of different networking channels to execute and promote business. Each summit takes place over a 3 day period and includes a combination of one-to-one prescheduled meetings, focused interactive workshops as well as constant networking opportunities. Senior decision makers will engage in business meetings with solution providers who are specific to their business challenges and areas of future investment. The delegation is comprised of the most important and well respected, senior executives, in the industry, and the 40-minute meeting format is designed to surpass the traditional exchange of business cards and allow executives to have a good discussion on a personal level.

Key benefits:         

Industry leading decision makers, and your potential customers, under one roof at one time Be part of the discussions that shape the industry’s future Have a platform to announce new developments to the people who matter Network and develop contacts that will strengthen your business Position your company as a genuine market leader Maximize your spend by targeting your needs and solutions to relevant decision makers Educate your potential customers of the key benefits of your value proposition and raise your profile in the industry Increase your exposure to your target audience Win new business through the networking and one to one meetings

WHY ARE WE INDUSTRY LEADERS? FACE-TO-FACE MEETINGS Our Summits offer meetings on a pre-arranged, face-to-face, basis. According to a recent Forbes study, 92% of CEOs believe face-to-face meetings are the best way to win new business. The Forbes survey revealed:    

87% of company managers surveyed preferred face-to-face meetings 92% think such an approach saves them time and 88% say it saves money 85% believe such an approach creates a more solid and stronger relationship 75% believe such an approach creates better social interaction

C – LEVEL DELEGATES GDS events provide the highest level of delegates in the industry, senior executives from Fortune 200 companies who are responsible for budgets running into billions. Our summits offer unprecedented access to these individuals through the one-to-one meetings.

TARGETED CONTENT We work closely with the leading analyst companies on a global basis to deliver the best content and analysis at our events. All our workshops and panel discussions are targeted around pressing developments and need areas within the industry ensuring our events are at the cutting edge and helping to drive industry forward. Bringing the industries key leaders together allows a unique opportunity to identify key challenges and work together over the 3 days to understand the solutions that will enable them to improve their business.

“I found the last few days very valuable from many perspectives. The level of delegates has been fantastic – I can't ask for anything more. The great part has been doing lots of one-to-one meetings with the people we need to connect to in our customer base: the one-to-one meetings and the level of networking easily surpass any other event.” Simon Barnier – Lexmark

“It is one of the best formats that we are working with right now. We have sponsored two GDS summits and are looking forward to our third. The team have looked after us well and introduced us to customers we would not have otherwise met.” Andrew Wilson – Accenture

“This is clearly the best format on the market and the most cost effective way to do business development for us at Symantec. The meetings with delegates, their level, the business topics, the workshops and the networking – all make it a multifaceted event from which we got enormous value!” Arnaud Taddei – Symantec

QUALITY CONTROL At GDS International, our aim is to provide you with the optimum value for the two and a half days you’ll be joining us at the summit.

How we can guarantee this is simple: We ensure the best possible quality in delegate attendees. Just as it is important for you as a solution provider to meet with high level, budget holding, decision makers, it is important for us to provide our delegates with the targeted solution providers who can best meet their needs, thus justifying their time out of the office. Our delegation targets are determined through highly focused planning: 

Market research in partnership with global analyst firms to identify industry trends, challenges, and forecasted budget spending patterns



Review of topics and ideal delegates with our Summit Advisory Board, consisting of Global Industry Thought leaders and end users



Creation of a targeted program agenda to attract the relevant delegates

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Formulation of a specific Delegate Target Report, which identifies the parameters in which we would define an ideal delegation, broken down by region, company size, budget size, and key focus areas.

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Analysis of each delegate who confirms attendance with assigned points value based around correlation with delegate targets

SUMMIT INTELLIGENCE SUMMARY

STATISTICAL ANALYSIS OF SUMMIT DELEGATE QUESTIONNAIRES 2014 BUDGET BREAKDOWN 14 12 10 8 6

Number of 4 Delegates 2 0

Budget Size (in USD)

BUDGET BREAKDOWN BY ALLOCATION STRATEGY

Mandated Investments into Quality Control

11% 27%

Mandated Investments into Process Automation Mandated Investments into HSE

21%

Mandated Investments into Supply Chain Management Mandated Investments into Energy Control

17%

Mandated Investments into IT and Communications

11%

Mandated Investments into Plant Management

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – LESS THAN 12 MONTHS 20 18 16 14

Number of Delegates 12 10 8 6 4 2 0

Investment Priorities 0-12 months

INVESTMENT 2014: BUSINESS STRATEGY SERVICES / TECHNOLOGY CURRENTLY SOUGHT – BEYOND 12 MONTHS 25

Number of Delegates 15

Investment Priorities 0-12 months

DELEGATE INTELLIGENCE REPORTS

CONFIRMED DELEGATE LIST Below you will find the list of confirmed executives that you will be meeting at the event. Utilizing this list and the information in the following pages will enable the business meetings you choose at the event to be best tailored around the service requirements of our delegation. Company

Attendee Name

Position

Allabel Ltd BP CEPSA CEPSA DESFA S.A. Galp Energia Galp Energia Grupa Lotos Grupa Lotos Grupa Lotos Gunvor (IBR Refinery) Gunvor Raffinerie Ingolstadt Harris Group International Hellenic Petroleum Hellenic Petroleum Hellenic Petroleum Klesch (Heide Refinery) Kuwait Energy Egypt Mol MOL MOL Group Nesteoil Nynas Odfjell Terminals BV OMV OMV Petrom

Lajos Alรกcs Eladio de Hurtado Alfonso Moreno Laura Rodriguez Barbero Ioannis Chomatas Renato Fernandes Susana Faria Wojciech Koscianiuk Krzysztof Wrzesien Wojciech Blew Koen Verlackt Delia Stelzer Doug Harris Grigorios Kaloritis Vasileios Tatsis Antonios Mountouris Karsten Beeck Waleed Abdelraouf Marcus Lippold Tamรกs Kasza Istvรกn Rabi Lars Peter Lindfors Helen Ljungqvist Paul Van Kooten Niekerk Otmar Schneider Ion Ivanescu

Partner & MD S&OR, HSSEQ & Business Efficiency Iberia Director, Fuels Value Chain Iberia Senior Optimisation Engineer Refining Technical Coordinator Project Director Plant Manager Project Manager Head of Margin Management Office Fuel Department Manager Technology Development & HSE Director SHE, Inspection & Quality Manager Technical Manager President Standardization & Benchmarking Director FCC/MHC Operations Deputy Director, Head of Corporate Environmental Management & Sustainable Development& Department Technology Improvement Manager Senior Material and Procurement Officer VP Business Strategy & Corp Affairs FCC Unit Process Engineer Group Technology Development Thematic Leader SVP Technology Refinery Manager Project Manager Head of Technical Development Refining Technology Director

PKN Orlen S.A. PKN Orlen S.A. PKN Orlen S.A. Rompetrol Statoil Total Total

Jacek Smyczynski Krzysztof Zdziarski Tomasz Przybyslawski Sorin Cioca Lars Thorstholm Pol Hoorelbeke Jean-Marc Sohier

Director Refinery Optimisation Executive Director of Refinery Production Director - Technical Department Supply Chain Manager Manager Business Development Nordic VP HSE VP Manufacturing Methods & Performance

PART 1: REGISTRATION PROFILE Allabel Ltd. provides consultancy services in energy sector (particularly oil and gas) meeting demands at the highest possible standards. We have decades of top executive industry experience in the field of energetics, mainly oil and gas downstream and midstream – operation, optimization, commercial, planning, risk management, organizational review and redesign; inventory, executive, crisis, change and talent management, strategic stocks, joint venture, company or asset acquisition, taxation, management and coaching – with special focus on Eastern Central European arena. Our Company was established with the key goal to use those practical experiences successfully and effectively in favour of our clients.

NAME: Lajos Alács EXECUTIVE TITLE: Partner & MD COMPANY NAME: Allabel Ltd

Lajos is an independent oil, gas and energy expert. Until July 2012, he was senior vice president, MOL Group downstream supply chain management. Prior positions in MOL Group include SVP gas & power division; executive vice president, strategy & business development; vice president, commercial; and director, crude oil purchase and fuel sales.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 10 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 40 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 2 2 Supply Chain Software 2 1 Logistics 2 2 HSE 4 4 Process Control 5 5 Asset Management 3 3 Operational Systems 5 5 IT 4 4 Communications 3 3 Water Treatment 4 4 Quality Control 2 2 Energy Efficiency 3 4 Process Engineering 5 5 Corrosion Control 4 4 Testing and Inspection Services 3 3 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 3 4 In Situ VOC Control 5 5 Crude Oil Tank Sludge Management 4 3 Gas Detection 5 5 Process Automation Software 5 5 Control Rooms 5 5 Metering 4 4 Modernisation 3 3 Supply Chain Process Optimisation 1 1 Production Data Management 3 3 Personnel Logistics 4 4 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Petrochemical integration Utilisation of existing quality data of the supply chain in order to minimise the give-away Data management Please indicate what topics you would like to see presented in a workshop or panel discussion: Refining and Petrochemical integration Follow up and minimisation of quality give-away in supply chain What are the expected consequences of the Russian-Ukrainian conflict to European refining? When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE BP Oil Espa単a has been present in Spain since 1954 and currently has 900 employees. It owns circa 1,000 retail service stations, one refinery off the East coast of Spain (Castellon city) and operates fuels, asphalts, coke, air fuels and lubricants, automotive and industrial lubricants and LNG businesses. It holds a number of stakes in several energy companies and JVs and is the largest multinational oil company present in the Iberian Region holding approximately an overall 12% market share across Spain and Portugal. NAME: Eladio de Hurtado EXECUTIVE TITLE:

S&OR, HSSEQ & Business Efficiency Iberia Director, Fuels Value Chain Iberia

COMPANY NAME: BP

Eladio joined Mobil Oil in 1988 where he worked as retail construction engineer, fuels terminal supervisor and later business development manager for the former Soviet Union countries. He joined BP in 1998 as head of country Portugal and lubes general manager. In 2004 he was nominated Southern European fleet services performance unit leader and after a series of general management and change management roles, he was invited in 2011 to his current role as safety & operations risk, HSSE and business efficiency director Spain & Portugal. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 0 Mandated Investments into HSE 60 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 25 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 3 3 Logistics 2 2 HSE 1 1 Process Control 3 3 Asset Management 3 3 Operational Systems 3 3 IT 3 3 Communications 3 3 Water Treatment 4 4 Quality Control 3 3 Energy Efficiency 3 3 Process Engineering 3 3 Corrosion Control 2 2 Testing and Inspection Services 2 2 Catalysts, Chemicals 4 4 Waste Treatment/Oil Recovery 2 2 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 4 4 Gas Detection 2 2 Process Automation Software 3 3 Control Rooms 3 3 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 3 3 Production Data Management 4 4 Personnel Logistics 4 4 RFID 4 4 Personnel Safety, Work Wear & PPE 2 2 Water, Waste-water Management & Reuse 2 2 Maintenance & Repair, Operations MOR 2 2 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Terminal Soil Remediation, Retail Sites Integrity Management Programs, Secondary Transport Road Safety Culture Please indicate what topics you would like to see presented in a workshop or panel discussion: Process Safety techniques Risk Management Maintenance Programs in Retail Servioce Stations Road Safety programs for Secondary Transport Hauliers When do your plant shutdowns occur? Every 4/5 years How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE CEPSA is an energy group with a workforce of nearly 12,000 employees, engaged in activities that span the entire oil value chain: exploration and production of oil and gas; refining, transportation and marketing of petroleum products and natural gas; biofuels; and electric power co-generation and sales. CEPSA, through CEPSA QuĂmica, additionally has a world-class chemicals division that is tightly integrated with its oil refining segment, manufacturing and selling feedstock for the production of high value-added components chiefly used in making new-generation plastics and biodegradable detergents. Not only is CEPSA a major energy player in Spain, but it is also broadening its global portfolio of operations in countries such as Algeria, Brazil, Canada, China, Colombia, Egypt, Panama, Peru and Portugal, selling its products around the world. CEPSA is owned by a single shareholder, International Petroleum Investment Company (IPIC), based in Abu Dhabi, United Arab Emirates.

NAME: Alfonso Moreno EXECUTIVE TITLE: Senior Optimisation Engineer COMPANY NAME: CEPSA

Alfonso joined CEPSA's production department in 1996. He has been responsible for the FCC complex as area operation/process engineer. Since 2006 he has been working at the Gibraltar refinery central process engineering department, including conceptual/optimization engineering for new projects. He also validate all the efficiency/non regulatory investments related to refinery business. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million X 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 5 Mandated Investments into Process Automation 6 Mandated Investments into HSE 17 Mandated Investments into Supply Chain Management 10 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 2 Mandated Investments into Plant Management 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 4 4 Logistics 4 4 HSE 4 4 Process Control 4 4 Asset Management 2 2 Operational Systems 3 3 IT 5 5 Communications 3 3 Water Treatment 4 4 Quality Control 4 4 Energy Efficiency 2 2 Process Engineering 2 2 Corrosion Control 5 5 Testing and Inspection Services 5 5 Catalysts, Chemicals 2 2 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 5 5 Crude Oil Tank Sludge Management 5 5 Gas Detection 5 5 Process Automation Software 4 4 Control Rooms 5 5 Metering 5 5 Modernisation 5 5 Supply Chain Process Optimisation 3 3 Production Data Management 3 3 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 5 5 Water, Waste-water Management & Reuse 5 5 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: BTX Production increase Bottom of the barrel Please indicate what topics you would like to see presented in a workshop or panel discussion: BTX technologies available When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

NAME: Laura Rodriguez Barbero EXECUTIVE TITLE: Refining Technical Coordinator COMPANY NAME: CEPSA

Since 2001, Laura has held many responsibilities in CEPSA, such as development engineer and process engineer at the CEPSA QuĂmica manufacturing plant in Algeciras. At CEPSA's Madrid headquarters, she has served as technical and manufacturing procurement manager, and is currently a refining technical coordinator. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 6 Mandated Investments into Process Automation 8 Mandated Investments into HSE 15 Mandated Investments into Supply Chain Management 20 Mandated Investments into Energy Control 20 Mandated Investments into IT and Communications 1 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 1 1 Supply Chain Software 4 4 Logistics 4 4 HSE 3 3 Process Control 2 2 Asset Management 3 3 Operational Systems 1 1 IT 3 3 Communications 4 4 Water Treatment 3 3 Quality Control 3 3 Energy Efficiency 1 1 Process Engineering 1 1 Corrosion Control 4 4 Testing and Inspection Services 4 4 Catalysts, Chemicals 1 1 Waste Treatment/Oil Recovery 1 1 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 1 1 Gas Detection 4 4 Process Automation Software 4 4 Control Rooms 4 4 Metering 2 2 Modernisation 1 1 Supply Chain Process Optimisation 3 3 Production Data Management 1 1 Personnel Logistics 4 4 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Process Efficiency, Producto Portfolio Redesigning, Growth Projects Please indicate what topics you would like to see presented in a workshop or panel discussion: Bottom of the Barrel, energy efficency, profit margins improvement When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE The National Gas system Operator (DESFA SA) was established on 30th of March 2007, following the provisions of law 3428/2005 (Government Gazzette 313/27.12.2005) on liberation of the natural gas market. DESFA was established as a subsidiary company of DEPA SA. The sector of the National Natural Gas System (NNGS) was transferred form DEPA SA to DESFA SA by means of spin-off. National Natural Gas System includes ths National Gas Transmission System (pipelines with design pressure above 19 barg) and the LNG terminal station at Revithousa island. With the transfer of the above sector to DESFA SA, the latter acquired a full and exclusive right to the operation, management, exploitation and development of the NNGS. DESFA is also the owner of NNGS. Purpose of the company is the operation, management, exploitation and development of the NNGS, and its interconnections, in order for the NNGS to be economically efficient, technically sound and integral and to serve the needs of the Natural Gas Users in a safe, adequate reliable and economically efficient way. NAME: Ioannis Chomatas EXECUTIVE TITLE: Project Director COMPANY NAME: DESFA S.A.

Professional experience of 26 years: Division Director of Projects’ Management. (DESFA S.A) (June 2010 until today). Responsibilities in current role Projects’ Management. Projects’ Engineering and Supervision. Coordination and delegation of staff. Preparation and implementation of the procedures for the Projects’ execution. Projects’ Time and cost planning and monitoring. Follow up and monitoring of projects’ financing. Preparation of invitations for tenders .Contracts’ preparation. Evaluation – grading of bids. Projects’ Contract Administration. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million X 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 15 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 25 Mandated Investments into Energy Control 20 Mandated Investments into IT and Communications 20 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 2 2 Supply Chain Software 3 3 Logistics 4 4 HSE 3 3 Process Control 3 3 Asset Management 2 2 Operational Systems 3 3 IT 3 3 Communications 3 3 Water Treatment 4 4 Quality Control 3 3 Energy Efficiency 3 3 Process Engineering 3 3 Corrosion Control 4 4 Testing and Inspection Services 3 3 Catalysts, Chemicals 4 4 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 4 4 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 4 3 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 4 4 Production Data Management 2 2 Personnel Logistics 3 3 RFID 4 4 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Upgrade of LNG facilities, Modernization of metering units, New pipeline project Please indicate what topics you would like to see presented in a workshop or panel discussion: Management issues Cost, time and quality management When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Galp Energia is an energy company – finding and extracting oil and natural gas from sites across four continents to deliver energy to millions of customers every day. We drive the world a little further. We are Portugal’s oil and natural gas integrated operator. Our activities span from exploration and production of oil and natural gas to refining and marketing oil products, natural gas marketing and sales and power generation. Galp Energia is the Portuguese company with more experience in the energy sector, having already three centuries of success.

NAME: Renato Fernandes EXECUTIVE TITLE: Plant Manager COMPANY NAME: Galp Energia

Renato is responsible for fuels plant in Galp Energia Matosinhos refinery. It involves ensuring that operations, schedules and performance requirements are met and system resources are used effectively, safely, and in compliance with environmental and health regulations. With 16 years’ experience in refining, Renato has held positions as lead process engineer for recent Galp Energia refineries reconfiguration project, project manager on implementation of safety program in Galp Energia organization and process engineer on plant operations and technology. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 30 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 50 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 20 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 3 3 5 5 4 4 3 3 3 3 3 3 2 2 3 3 3 3 4 4 3 3 1 1 1 1 2 2 4 4 2 2 3 3 2 2 1 1 3 3 3 3 2 2 4 4 2 2 3 3 2 2 3 3

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Aromatics extraction Plant revamping/modernization Energy consumption reduction Slop oil management Please indicate what topics you would like to see presented in a workshop or panel discussion: Reduction on energy consumption on refineries Reduction on losses and consumptions Refinery profitability When do your plant shutdowns occur? 2016, 2018, 2021

PART 1: REGISTRATION PROFILE Galp Energia is an energy company â&#x20AC;&#x201C; finding and extracting oil and natural gas from sites across four continents to deliver energy to millions of customers every day. We drive the world a little further. We are Portugalâ&#x20AC;&#x2122;s oil and natural gas integrated operator. Our activities span from exploration and production of oil and natural gas to refining and marketing oil products, natural gas marketing and sales and power generation. Galp Energia is the Portuguese company with more experience in the energy sector, having already three centuries of success.

NAME: Susana Faria EXECUTIVE TITLE: Project Manager COMPANY NAME: Galp Energia

Susana works in the health, safety, environment and sustainability corporate department in Galp Energia and is responsible for developing Galp's integrated system of management. The main objective is to develop and improve the safety culture of all units of Galp Energia in order to reach the ambitious zero accidents goal. Here are some themes Susana has developed as corporate standards: HSE & quality audits; risk analysis and emergence response; HSE reporting; incidents analysis techniques; and HSE regulation. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 5 Mandated Investments into Process Automation 10 Mandated Investments into HSE 5 Mandated Investments into Supply Chain Management 10 Mandated Investments into Energy Control 30 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 2 2 Logistics 5 5 HSE 1 1 Process Control 3 3 Asset Management 3 3 Operational Systems 5 5 IT 5 5 Communications 5 5 Water Treatment 3 3 Quality Control 2 2 Energy Efficiency 2 2 Process Engineering 5 5 Corrosion Control 5 5 Testing and Inspection Services 5 5 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 2 2 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 4 4 Gas Detection 4 4 Process Automation Software 5 5 Control Rooms 4 4 Metering 5 5 Modernisation 5 5 Supply Chain Process Optimisation 2 2 Production Data Management 5 5 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 2 2 Water, Waste-water Management & Reuse 2 2 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: HSE&Q Mmanagement System optimization and integration HSE&Q Iindicators database Please indicate what topics you would like to see presented in a workshop or panel discussion: Process Safety Management Process Safety Indicators Safety Supply Chain Control When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Grupa LOTOS ranks among the largest companies in Poland. It is an oil company engaged in the business of production and processing of crude oil, as well as wholesale and retail sale of high quality petroleum products. Grupa LOTOS is a producer and supplier of a number of products, including unleaded gasoline, diesel oil, diesel oil for heating purposes (light fuel oil), aviation fuel and heavy fuel oil. It also specialises in the production and sale of lubricating oils and bitumens.

NAME: Krzysztof Wrzesien EXECUTIVE TITLE: Fuel Department Manager COMPANY NAME: Grupa Lotos

Krzysztof works as a fuel department manager at the Grupa LOTOS refinery in Gdansk/Poland. He manages several refinery units: NHT, ISOM Penex, SR-reformer, CCR reformer, HDS. He has worked for Grupa LOTOS refinery since 1996.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 30 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 15 Mandated Investments into Plant Management 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 5 5 Logistics 5 5 HSE 2 2 Process Control 3 3 Asset Management 3 3 Operational Systems 4 4 IT 4 4 Communications 4 4 Water Treatment 3 3 Quality Control 3 3 Energy Efficiency 2 2 Process Engineering 2 2 Corrosion Control 3 3 Testing and Inspection Services 3 3 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 3 3 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 2 2 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 3 3 Production Data Management 3 3 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: LPG loading terminal and new LPG tank Hydrogen recovery unit Please indicate what topics you would like to see presented in a workshop or panel discussion: Revamp projects in the refinery energy efficiency initiatives process safety production plannng When do your plant shutdowns occur? 2017/2018 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Grupa LOTOS S.A. is a vertically-integrated oil company whose business consists in the production and processing of crude oil as well as wholesale and retail sale of petroleum products. It is a producer and supplier of such products as unleaded gasoline, diesel oil, light fuel oil, aviation fuel and heavy fuel oil. It also specialises in the production and sale of lubricating oils and bitumens. The current business strategy for the years 2011-2015 provides for consolidation of the LOTOS Group’s position as a strong, innovative and successfully developing organisation, which plays a crucial role in ensuring Poland’s energy security and operates in compliance with the principles of social responsibility and sustainable growth. The key strategic objectives include reaching a crude production volume of 1.2m tonnes per year in 2015, achieving a 10% share in the national retail fuel market and maintaining an over 30% share in the wholesale fuel market. Grupa LOTOS S.A. is a producer and supplier of a number of products, including unleaded gasoline, diesel oil, diesel oil for heating purposes (light fuel oil), aviation fuel and heavy fuel oil. The key asset of Grupa LOTOS S.A. is its Gdańsk-based refinery, whose nominal annual throughput capacity amounts to 10.5m tonnes of crude. In 2013, the refinery processed 8.7m tonnes of crude. Grupa LOTOS shares have been listed on the Warsaw Stock Exchange since June 2005. NAME: Wojciech Blew EXECUTIVE TITLE: Technology Development & HSE Director COMPANY NAME: Grupa Lotos

1990 Rafineria Gdanska – Compressor operator, process operator in catalytic process department consisting of reformer, gasoil HDS, LPG recovery and splitting, sulphur recovery (Claus), LPG tank farm and shipping 1991 Rafineria Gdanska – Shift supervisor in catalytic process department 1993 Rafineria Gdanska – Lube oil blending plant deputy manager 1995 Rafineria Gdanska – Fuel blending and shipping plant manager 1997 Rafineria Gdanska – Commissioning coordinator 2000 Rafineria Gdanska – Hydrocomplex deputy manager 2003 Grupa LOTOS (Rafineria Gdanska) – Investment director 2005 Grupa LOTOS – Strategy development & investors relationship director 2006 Grupa LOTOS – Technology & HSE director PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 10 Mandated Investments into HSE 30 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 30 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 3 3 4 4 3 3 2 2 3 3 3 3 5 5 5 5 4 4 3 3 3 3 2 2 3 3 4 4 5 5 3 3 3 3 4 4 5 5 5 5 5 5 5 5 5 5 3 3 4 4 3 3 5 5

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: For our company: delayd coker olefins high quality base oils Please indicate what topics you would like to see presented in a workshop or panel discussion: Bottom of the barrel Hydrocraked base oils When do your plant shutdowns occur? 2017

PART 1: REGISTRATION PROFILE Grupa LOTOS is an integrated oil & gas company with its headquarters located in Gdansk, Poland. The mission of the LOTOS Group is to pursue innovative and sustainable growth in the areas of hydrocarbon exploration, production and processing, and in the trading of products that meet the most stringent quality standards, in a manner which guarantees continuous growth in shareholder value, full customer satisfaction, ongoing development of employees and capitalisation on their capabilities, and which is responsible towards society, environmentally friendly and compliant with the energy security policy. The key strategic objective of the LOTOS Group is to create shareholder value through the optimal use of its intellectual and tangible resources and through the implementation of development programmes in the areas of: - exploration and production, - crude oil processing, - trading.

NAME: Wojciech Koscianiuk EXECUTIVE TITLE: Head of Margin Management Office COMPANY NAME: Grupa Lotos

Wojciech is experienced in supply chain management in both discrete and continuous manufacturing environments. He was responsible for planning processes from short-term scheduling to master production scheduling and sales & operations planning. He also has expertise in physical inventory management within the manufacturing site and along the distribution network; knowledge of commodity markets including derivative instruments with the main focus on crude and oil products in Europe. He participated in several IT systems development and implementation projects; to name a few: SAP R/3, Business Intelligence system based on SAP BW and NetWeaver portal, ETRM (energy trading and risk management) system. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 0 Mandated Investments into Supply Chain Management 70 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 30 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 4 4 2 2 1 1 5 5 4 5 4 4 4 4 5 5 2 2 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 5 5 4 4 5 5 5 5 3 3 1 1

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Losses control in Downstream Logistics Statistical Forecasting Inventory Value Management Please indicate what topics you would like to see presented in a workshop or panel discussion: Value of Supply Chain Integrated Management When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE Independent Belgian Refinery NV (IBR), a member of the Gunvor group, operates a mid-sized capacity refinery located in the north of the port of Antwerp, close to the Berendrecht and Zandvliet locks. The refinery has 12 processing units and a capacity of 105.000 bbls/day (5,5 million tonnes per year). The refinery's focus is always on safety, environment, reliability and efficiency when processing crude oils. The location of the refinery provides significant logistical advantages and the dedication and commitment of the employees, coupled with the flexibility of the installation allows IBR to deliver a varied range of both intermediate and finished products (e.g. LPG, naphtha, gasoline, VGO, bunker grades, â&#x20AC;Ś) to both the local North Western European region and worldwide.

NAME: Koen Verlackt EXECUTIVE TITLE: SHE, Inspection & Quality Manager COMPANY NAME: Gunvor (IBR Refinery)

Koen is responsible for the SHE department, the quality department and the laboratory and the inspection department. These departments support the day-to-day operation and future development of the refinery and also the efforts of continuous improvement towards a lean, learning organisation. Koen joined BRC/IBR in 2002 after working as a production engineer for Lanxess Rubber. He held several positions in process engineering and became SHE, inspection & quality manager in April 2014. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 4 Mandated Investments into HSE 43 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 14 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 34 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 4 4 Logistics 4 4 HSE 3 3 Process Control 3 3 Asset Management 2 3 Operational Systems 3 3 IT 3 3 Communications 4 4 Water Treatment 2 3 Quality Control 2 3 Energy Efficiency 2 2 Process Engineering 3 3 Corrosion Control 2 2 Testing and Inspection Services 3 3 Catalysts, Chemicals 2 2 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 2 2 Gas Detection 3 2 Process Automation Software 3 3 Control Rooms 2 2 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 4 4 Production Data Management 4 3 Personnel Logistics 4 4 RFID 4 4 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 2 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Tank overhaul Control Room Energy Efficiency Projects Please indicate what topics you would like to see presented in a workshop or panel discussion: Behavioural safety "Lean/6sigma" in refining Work permits: balance between When do your plant shutdowns occur? 2016-2017 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Gunvor Refinery Ingolstadt (GRI) is located on a 128-hectare site in Ingolstadt, Germany, approximately 80 kilometers north of Munich. It was originally commissioned in 1963 by ExxonMobil. It was purchased by Petroplus in 2007 and by Gunvor in 2012. The refinery has pace-setting performance in terms of HSE and energy efficiency. GRI is an inland refinery operating in a niche market. Crude oil supply arrives via the TAL pipeline system, a 753 kilometer pipeline connection from the marine shipping terminal in Trieste, Italy. Products are shipped from the on-site truck-loading rack and railcarloading facilities, enabling a stable distribution into the local markets. Light products and middle distillates such as gasoline, diesel, heating oil and jet fuel are sold predominantly in Germany and Austria. Gunvor Group is one of the world’s largest independent commodity trading companies by turnover, providing integrated trading products and logistics services for participants in the worldwide oil and energy markets with more than 1,600 employees around the world. NAME: Delia Stelzer EXECUTIVE TITLE: Technical Manager COMPANY NAME: Gunvor Raffinerie Ingolstadt

Delia has over 14 years' managerial experience in the refining and chemical sectors. In her current position, she is responsible for process engineering, strategic planning, design, refinery planning and scheduling, equipment engineering and process computing departments. She is additionally responsible for the refinery’s investment budget. Prior to her current appointment, she was technical manager of Ingolstadt Refinery at Petroplus. Other previous positions include EAME refining and supply business analysis and reporting advisor at ExxonMobil, European chemicals supply planner at ExxonMobil, technical lead hydrocracker and utilities at ExxonMobil’s Rotterdam refinery, and German refining business analysis and reporting supervisor for ExxonMobil. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 37 Mandated Investments into Process Automation 17 Mandated Investments into HSE 25 Mandated Investments into Supply Chain Management 3 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 1 Mandated Investments into Plant Management 7 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 3 3 Logistics 3 3 HSE 3 3 Process Control 2 2 Asset Management 3 3 Operational Systems 4 4 IT 3 3 Communications 4 4 Water Treatment 2 2 Quality Control 4 4 Energy Efficiency 2 2 Process Engineering 3 3 Corrosion Control 3 3 Testing and Inspection Services 3 3 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 4 4 Gas Detection 4 4 Process Automation Software 3 3 Control Rooms 3 2 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 3 3 Production Data Management 3 3 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 2 2 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Tank Maintenance Program Controller Upgrade Progam PLC & Manufacturing Execution System Upgrade Project Oligomerization Project Please indicate what topics you would like to see presented in a workshop or panel discussion: Main challenges for refining industry Refiners' strategies & solution providers' answers to aging equipment Talent management - how does the refining industry attract & retain competent employees When do your plant shutdowns occur? When required per legal inspection interval How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Harris Group International (HGI) is an independent professional consulting firm specializing in technology, economics and management practice for international oil, gas, chemical and related industries. Our primary focus is on downstream industry issues; addressing strategy, leadership and execution in: petroleum refining, pipelines and transportation, turnarounds and maintenance, efficient business practices, major (capital) projects, international operations, joint ventures, acquisitions and divestitures and product marketing.

NAME: Doug Harris EXECUTIVE TITLE: President COMPANY NAME: Harris Group International

Doug is a senior executive with 37 years of experience in the oil and gas, and minerals industries including extensive international experience in refining operations in Russia, Western Europe, Asia, Africa and the US with direct accountability for multiple complex refining operations. Further leadership experience includes pipelines and transportation, mining and various corporate functions with roles in operations, major projects, project management, commercial acquisitions and divestitures, marketing and various financial functions. Established strategic direction, developed tactical elements to support those strategies and rallied teams to embrace objectives while improving organizational, business and technical efficiency. Has a proven track record of delivering excellent results in large complex businesses and projects. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 10 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 80 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 4 4 Logistics 3 3 HSE 3 3 Process Control 3 3 Asset Management 3 3 Operational Systems 3 3 IT 4 4 Communications 4 3 Water Treatment 3 3 Quality Control 3 3 Energy Efficiency 3 3 Process Engineering 3 3 Corrosion Control 3 3 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 3 3 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 3 3 Metering 3 3 Modernisation 4 4 Supply Chain Process Optimisation 4 4 Production Data Management 3 3 Personnel Logistics 4 3 RFID 4 4 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months:

How is your 2014 budget allocated across these business strategy categories?

Please indicate what topics you would like to see presented in a workshop or panel discussion:

When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE Hellenic Petroleum S.A. is the largest oil refining company in Greece. It holds a leading position in the Greek energy sector as well as in the greater area of Southeast Europe, with its roots dating to 1958 with the establishment of the first oil refinery in Greece (in Aspropyrgos). It adopted its current name in 1998, changing from the Public Petroleum Corporation s.a. (DEP) to Hellenic Petroleum S.A. and was listed in the Athens and London Stock Exchanges. During the next years, the company established and acquired subsidiaries, such as EL.PE.T.-Balkaniki S.A., through which the OKTA refinery was acquired, Hellenic Petroleum Poseidon M.C., Hellenic Petroleum Cyprus, EKO Serbia AD and EKO Bulgaria for the expansion of the Group’s commercial activities in Cyprus, Serbia and Bulgaria respectively. In Greece, the Group owns and operates three refineries, in Aspropyrgos, Elefsina and Thessaloniki, with nominal annual refining capacity of 7.5 million tons, 5 million tons and 4.5 million tons crude oil respectively. The three refineries combined, cover 68% of the country’s total refining capacity, with a total tank storage capacity of 6.65 million cubic metres of crude and oil products. Since 1999 the Group, holds the majority shares in OKTA AD Skopje, which operates the only refinery in FYROM with a capacity of 2.5 million tons crude oil. NAME: Antonios Mountouris EXECUTIVE TITLE:

Deputy Director, Head of Corporate Environmental Management & Sustainable Development Department

COMPANY NAME: Hellenic Petroleum

Αntonios is mainly responsible for the key refining environmental issues (industrial emissions and air quality, wastewater and solid waste, CO2 - EU ETS, environmental permitting and audits). He has previously worked as an R&D engineer and environmental consultant, and since 2006 he has been working at the Hellenic Petroleum’s headquarters. He is active member of CONCAWE and FUELSEUROPE and has also various publications in scientific journals. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 70 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 30 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 2 Supply Chain Software 5 4 Logistics 5 4 HSE 1 1 Process Control 5 4 Asset Management 5 3 Operational Systems 4 3 IT 5 5 Communications 5 5 Water Treatment 2 2 Quality Control 5 4 Energy Efficiency 2 1 Process Engineering 5 5 Corrosion Control 5 5 Testing and Inspection Services 4 3 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 1 1 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 1 1 Gas Detection 4 4 Process Automation Software 5 5 Control Rooms 5 5 Metering 5 5 Modernisation 5 5 Supply Chain Process Optimisation 5 5 Production Data Management 5 5 Personnel Logistics 4 3 RFID 5 5 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 1 1 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Oil sludge treatment in situ and final disposal, Water recycling and reuse in process units (focus to deionisation), energy efficiency measures for process units Please indicate what topics you would like to see presented in a workshop or panel discussion: HSE, waste management When do your plant shutdowns occur? 2016 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Hellenic Petroleum S.A. is the largest oil refining company in Greece. It holds a leading position in the Greek energy sector as well as in the greater area of Southeast Europe, with its roots dating to 1958 with the establishment of the first oil refinery in Greece (in Aspropyrgos). It adopted its current name in 1998, changing from the Public Petroleum Corporation s.a. (DEP) to Hellenic Petroleum S.A. and was listed in the Athens and London Stock Exchanges. During the next years, the company established and acquired subsidiaries, such as EL.PE.T.-Balkaniki S.A., through which the OKTA refinery was acquired, Hellenic Petroleum Poseidon M.C., Hellenic Petroleum Cyprus, EKO Serbia AD and EKO Bulgaria for the expansion of the Groupâ&#x20AC;&#x2122;s commercial activities in Cyprus, Serbia and Bulgaria respectively. In Greece, the Group owns and operates three refineries, in Aspropyrgos, Elefsina and Thessaloniki, with nominal annual refining capacity of 7.5 million tons, 5 million tons and 4.5 million tons crude oil respectively. The three refineries combined, cover 68% of the countryâ&#x20AC;&#x2122;s total refining capacity, with a total tank storage capacity of 6.65 million cubic metres of crude and oil products. Since 1999 the Group, holds the majority shares in OKTA AD Skopje, which operates the only refinery in FYROM with a capacity of 2.5 million tons crude oil. NAME: Grigorios Kaloritis EXECUTIVE TITLE: Standardization & Benchmarking Director COMPANY NAME: Hellenic Petroleum

Grigorios is a results-oriented manager with over 25 years of experience in maintenance, operating reliability, standardization, benchmarking and change management. He has held various leadership roles and positions throughout his career, and has played a pivotal role in setting up and implementing the reliability management system of the manufacturing sites of Hellenic Petroleum during the last four years. He is currently responsible for the standardization of work processes and procedures of the manufacturing sites, assessment and audit of work processes and procedures, internal and competitive benchmarking, as well as supporting the asset management organization insuring sustainability of improvement initiatives. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 100 Mandated Investments into Process Automation 0 Mandated Investments into HSE 0 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 3 4 5 5 3 4 2 2 4 4 2 3 4 4 5 5 5 5 5 5 2 3 1 1 4 4 2 2 3 3 4 4 5 5 3 3 4 4 4 4 4 4 5 5 3 3 4 4 4 4

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Energy Cost Reduction Asset Management, organisation improvement & Cost Reduction Standardisation of processes & Proceduresplan Benchmarking Please indicate what topics you would like to see presented in a workshop or panel discussion: Energy Improvement Actions in an aging refineryin order to reduce costs Effect of reliability improvement on refinery costs When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE Hellenic Petroleum S.A. is the largest oil refining company in Greece. It holds a leading position in the Greek energy sector as well as in the greater area of Southeast Europe, with its roots dating to 1958 with the establishment of the first oil refinery in Greece (in Aspropyrgos). It adopted its current name in 1998, changing from the Public Petroleum Corporation s.a. (DEP) to Hellenic Petroleum S.A. and was listed in the Athens and London Stock Exchanges. During the next years, the company established and acquired subsidiaries, such as EL.PE.T.-Balkaniki S.A., through which the OKTA refinery was acquired, Hellenic Petroleum Poseidon M.C., Hellenic Petroleum Cyprus, EKO Serbia AD and EKO Bulgaria for the expansion of the Groupâ&#x20AC;&#x2122;s commercial activities in Cyprus, Serbia and Bulgaria respectively. In Greece, the Group owns and operates three refineries, in Aspropyrgos, Elefsina and Thessaloniki, with nominal annual refining capacity of 7.5 million tons, 5 million tons and 4.5 million tons crude oil respectively. The three refineries combined, cover 68% of the countryâ&#x20AC;&#x2122;s total refining capacity, with a total tank storage capacity of 6.65 million cubic metres of crude and oil products. Since 1999 the Group, holds the majority shares in OKTA AD Skopje, which operates the only refinery in FYROM with a capacity of 2.5 million tons crude oil. NAME: Vasileios Tatsis EXECUTIVE TITLE: FCC/MHC Operations COMPANY NAME: Hellenic Petroleum

Vasileios has 10 years of refining experience in the petroleum industry. He has held various key responsibility roles and positions in the process, operations and production planning departments of both major refining companies of Greece (Hellenic Petroleum, Motor Oil). He has been involved in various refining units: FCC, MHC, gasoline units, CDU. He is currently MHC operations manager at the conversion units department of Hellenic Petroleum Aspropyrgos Refinery. Formerly, he had been research fellow at INSEAD Business School (France) at the technology and operations management division. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 0 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 100 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 5 5 Logistics 5 5 HSE 3 3 Process Control 3 3 Asset Management 5 5 Operational Systems 3 3 IT 3 3 Communications 4 4 Water Treatment 4 4 Quality Control 4 4 Energy Efficiency 1 1 Process Engineering 1 1 Corrosion Control 2 2 Testing and Inspection Services 3 3 Catalysts, Chemicals 1 1 Waste Treatment/Oil Recovery 2 2 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 4 4 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 4 4 Metering 2 2 Modernisation 2 2 Supply Chain Process Optimisation 4 4 Production Data Management 4 4 Personnel Logistics 5 5 RFID 4 4 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 2 2 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Energy efficiency / energy cost minimization projects FCC margin maximization Units' performance improvement projects Please indicate what topics you would like to see presented in a workshop or panel discussion: Challenges and opportunities for the refining industry. Energy efficiency FCC margin maximization New process and technologies Plant management Online technologies for equipment maintenance When do your plant shutdowns occur? April 2015 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Heide Refinery is a company within the Klesch-Group and is regarded with a staff of approximately 500 people (40 heads in education are not included) as a major player in the local area (Dithmarschen in the county of Schleswig Holstein in the North of Germany). The crude oil capacity is around 4.5 million tons per year (approx. 90,000 bpd. This fits to the demand for mineral oil products of the region. The refinery was founded in 1940 and has been restructured and modernized over the years â&#x20AC;&#x201C; mainly in 1999/2000. The products are mogas, diesel (AGO & IGO) and jetfuel. Petrochemical products such as aromatics and ethylene for the chemical industry are also part of our portfolio.

NAME: Karsten Beeck EXECUTIVE TITLE: Technology & Improvement Manager COMPANY NAME: Klesch (Heide Refinery)

Karsten started to work for the refinery in April 1986. Over the years he has held positions as a process engineer; PU (process unit) manager TCC unit; PU manager hydrocracker, hydrotreating; PU North distillation conversion, hydrocracking, hydrotreating. He has been technology & improvement manager since 2014.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million X 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 5 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 15 Mandated Investments into Energy Control 15 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 40 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 4 4 Logistics 3 4 HSE 4 4 Process Control 3 3 Asset Management 3 3 Operational Systems 3 3 IT 5 5 Communications 4 3 Water Treatment 3 3 Quality Control 4 4 Energy Efficiency 1 1 Process Engineering 2 2 Corrosion Control 3 3 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 3 3 Gas Detection 4 4 Process Automation Software 4 4 Control Rooms 4 4 Metering 4 4 Modernisation 3 3 Supply Chain Process Optimisation 3 3 Production Data Management 4 4 Personnel Logistics 3 3 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Black Layer Strategy Hydrogen Supply C3 Dryer Please indicate what topics you would like to see presented in a workshop or panel discussion: The use oh Vac Residue/Visbroken Residue - Marine Fuel (SECA Zones) When do your plant shutdowns occur? Only partial shutdows no total shutdonws How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Kuwait Energy is an independent MENA oil and gas exploration and production company with a registered office in Jersey, head office in Bahrain and regional offices in Kuwait, Cairo, Baghdad, Basra, Sanaâ&#x20AC;&#x2122;a and Ukhta. These offices oversee operations in eight countries including Egypt, Iraq, Yemen, Oman, Latvia, Russia and Pakistan. The Companyâ&#x20AC;&#x2122;s participation interests range from 15% to 100% across its 55 exploration, development and producing leases, providing a balance of risk diversification with significant upside exploration potential. Kuwait Energy currently operates 30 of these 55 leases.

NAME: Waleed Abdelraouf EXECUTIVE TITLE: Senior Material and Procurement Officer COMPANY NAME: Kuwait Energy Egypt

Waleed fills a dynamic position in a reputable oil and gas company where his technical, analytical, organizational and communication skills would be employed and further enhanced in addition to utilizing his previous 16 years of work experience. He is responsible for executing and finalizing materials and procurement strategies and plans across the organization. He manages all suppliers, systems policies and procedures and also controls products import and export, cost and pricing of transportation, warehouse and inventory management. He manages all procurement and materials related activities and covering the planning, ordering, transferring and shipping; as well as the supply chain functions for all business units. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million X +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 15 Mandated Investments into Process Automation 10 Mandated Investments into HSE 20 Mandated Investments into Supply Chain Management 20 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 15 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 1 1 Supply Chain Software 1 1 Logistics 1 1 HSE 3 3 Process Control 3 3 Asset Management 3 3 Operational Systems 5 5 IT 4 4 Communications 4 4 Water Treatment 1 1 Quality Control 3 3 Energy Efficiency 4 4 Process Engineering 5 5 Corrosion Control 5 5 Testing and Inspection Services 5 5 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 5 5 Crude Oil Tank Sludge Management 4 4 Gas Detection 5 5 Process Automation Software 5 5 Control Rooms 5 5 Metering 5 5 Modernisation 5 5 Supply Chain Process Optimisation 1 1 Production Data Management 4 4 Personnel Logistics 4 4 RFID 1 1 Personnel Safety, Work Wear & PPE 2 2 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Supply Chain Quality Control Project Management Please indicate what topics you would like to see presented in a workshop or panel discussion: Water Segment - workshop When do your plant shutdowns occur? End of this year How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Energy is vital to economic development and improved standards of living. Wherever it is available, energy is helping to drive progress, but sustainability requires changes in the way that it is used and managed. This is the environment in which we conduct our business. With operations in more than 130 countries, Total is a top-tier international oil company and a world-class natural gas operator, refiner, petrochemical producer, and fuel and lubricant retailer. Our nearly 99,000 employees leverage their globally acknowledged expertise so that together they can discover, produce, refine and distribute oil and gas to provide products and services for customers worldwide. We are also broadening our offering by developing energies that can partner oil and gas â&#x20AC;&#x201C; today, solar energy and tomorrow, biomass.

NAME: Marcus Lippold EXECUTIVE TITLE: VP Business Strategy & Corp Affairs COMPANY NAME: Mol

Marcus Lippold joined MOL Group as the Vice President for Business Strategy and Regulatory & Public Affairs in August 2013. Before joining MOL Group, Marcus worked for the European Commissionâ&#x20AC;&#x2122;s Energy Directorate as Senior Energy Economist and later as Coordinator for EU international Energy policies. Prior to this he held various managerial positions at EXXONMobil in the Mid- and Downstream.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 20 Mandated Investments into HSE 15 Mandated Investments into Supply Chain Management 15 Mandated Investments into Energy Control 20 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 3 3 Logistics 2 2 HSE 2 2 Process Control 2 2 Asset Management 4 4 Operational Systems 3 3 IT 3 3 Communications 4 4 Water Treatment 4 4 Quality Control 2 2 Energy Efficiency 2 2 Process Engineering 2 2 Corrosion Control 4 4 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 4 4 Gas Detection 4 4 Process Automation Software 3 3 Control Rooms 4 4 Metering 4 4 Modernisation 2 2 Supply Chain Process Optimisation 2 2 Production Data Management 3 3 Personnel Logistics 3 3 RFID 3 3 Personnel Safety, Work Wear & PPE 2 2 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 2 2 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Petrochemicals Retail IT solutions Please indicate what topics you would like to see presented in a workshop or panel discussion: Product market developments process innovation When do your plant shutdowns occur? 2014 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE We are an integrated, independent, international oil and gas corporation, headquartered in Budapest, Hungary. We have operations in over 40 countries and employ almost 29,000 people worldwide. Our exploration and production activities are supported by more than 75 years' experience in the hydrocarbon field. At the moment, there are production activities in eight countries and exploration assets in 13 countries. The Group operates four refineries and two petrochemicals plants, under integrated supply chain management, in Hungary, Slovakia and Croatia. We also own a network of over 1,700 service stations across 11 countries in Central & South Eastern Europe.

NAME: Tamรกs Kasza EXECUTIVE TITLE: FCC Unit Process Engineer COMPANY NAME: MOL

Tamรกs is a process engineer in motor fuel production block at Danube Refinery since 2011. He made his PhD dissertation in the topic of second generation bio fuels. He is an author and co-author of more than 15 scientific articles with a total impact factor of 20.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 16 Mandated Investments into Process Automation 17 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 8 Mandated Investments into Energy Control 30 Mandated Investments into IT and Communications 9 Mandated Investments into Plant Management 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 2 Supply Chain Software 5 5 Logistics 5 5 HSE 4 4 Process Control 3 3 Asset Management 2 2 Operational Systems 2 2 IT 4 4 Communications 4 4 Water Treatment 3 3 Quality Control 2 2 Energy Efficiency 1 1 Process Engineering 2 2 Corrosion Control 2 2 Testing and Inspection Services 3 3 Catalysts, Chemicals 1 1 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 4 4 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 4 4 Metering 3 3 Modernisation 2 2 Supply Chain Process Optimisation 4 4 Production Data Management 4 4 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 5 5 Water, Waste-water Management & Reuse 5 5 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Energy efficiency Quality giveaway Loss prevention Please indicate what topics you would like to see presented in a workshop or panel discussion: How is your 2014 budget allocated across these business strategy categories?

When do your plant shutdowns occur? 2017

NAME: Istvรกn Rabi EXECUTIVE TITLE: Group Technology Development Thematic Leader COMPANY NAME: MOL Group

Istvรกn is a senior chemical / process engineer with 30 years of industrial experience in petrochemical and refinery process development, engineering, capital project scoping and management. International managerial experience of 11 years at an integrated oil company leading 12 process engineers located in two countries, serving the technology development needs of five refineries in four countries. His key strengths include: strong and broad technical background specialized in petroleum refinery process engineering with more than 20 years of simulation experience; developed and operated effective simulation and benchmark methods for analyzing and improving operational efficiency; lead multidisciplinary project definition teams, delivering project scope and design basis specifications on time and on budget; skill in people leadership, performance appraisal, motivation and mentoring engineers in a multicultural environment. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other not finalized yet

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 6 Mandated Investments into Process Automation 10 Mandated Investments into HSE 22 Mandated Investments into Supply Chain Management 6 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 3 Mandated Investments into Plant Management 43 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 3 3 Logistics 4 4 HSE 4 4 Process Control 3 3 Asset Management 4 4 Operational Systems 3 3 IT 5 4 Communications 3 4 Water Treatment 2 2 Quality Control 4 3 Energy Efficiency 1 1 Process Engineering 2 2 Corrosion Control 2 1 Testing and Inspection Services 4 4 Catalysts, Chemicals 2 2 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 4 4 Gas Detection 5 5 Process Automation Software 3 3 Control Rooms 4 4 Metering 4 4 Modernisation 3 3 Supply Chain Process Optimisation 2 2 Production Data Management 4 4 Personnel Logistics 4 4 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Efficiency improvement projects; new Butadiene recovery unit new LDPE unit Please indicate what topics you would like to see presented in a workshop or panel discussion: Integration of refinery and Petrochemistry alternative solutions, outcomes from the crisis/downhill for EU Refineries When do your plant shutdowns occur? Last month How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Neste Oil is a refining and marketing company, with a production focus on premium-quality, lower-emission traffic fuels. Neste Oil produces a comprehensive range of major petroleum products and is the world's leading supplier of renewable diesel. The company has operations in 14 countries. Neste Oil’s vision is to be the preferred partner in cleaner traffic fuel solutions. The premium-quality fuels developed by Neste Oil, with their lower level of environmental impact, help make cleaner traffic and transport a reality and combat climate change globally. Neste Oil’s R&D on renewable raw materials and renewable refining technology also contributes to worldwide efforts aimed at reducing the world’s dependence on oil.

NAME: Lars Peter Lindfors EXECUTIVE TITLE: SVP Technology COMPANY NAME: Nesteoil

Lars Peter joined Neste Oil in 2007. He is responsible for research & development, ICT, procurement, investment management and Neste Jacobs. Previously he served as senior vice president, technology and strategy (2009–2012) and as vice president for the company's research and development unit (2007–2009). He was executive vice president, renewal, technology and development at the Perstorp Group (2001–2007). Prior to that he held several managerial positions at Neste (1989–2001), both within the oil & gas and the chemicals division. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million X +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 15 Mandated Investments into Process Automation 15 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 10 Mandated Investments into Energy Control 15 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 4 4 3 3 3 3 4 4 3 3 3 3 4 4 4 4 5 5 4 4 5 5 3 3 3 3 3 3 5 5 2 2 4 4 5 5 5 5 4 4 4 4 5 5 4 4 4 4 4 4

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Furnaces, catalysts, power plant Please indicate what topics you would like to see presented in a workshop or panel discussion: More strategically linked technology items When do your plant shutdowns occur? 2015

PART 1: REGISTRATION PROFILE Nynas is a different kind of oil company. Our business is specialised oil applications – we use oil to create sustainable value. Within our field of specialisation, we’re a world leader. We have 950 employees; we maintain production facilities in Europe and South America and have offices in more than 30 countries. All this generates approximately €2.2bn in turnover. We collaborate with our customers to continuously improve their products and processes through the unique properties of our specialty oils.

NAME: Helen Ljungqvist EXECUTIVE TITLE: Refinery Manager COMPANY NAME: Nynas

Helen joined Nynas AB in August 2008 as refinery manager for one of its refineries. She has more than 19 years of experience from refineries in different positions such as process engineer, linear programming Engineer at supply chain, operations manager, technical manager and refinery manager. The refinery Helen is in charge of is located in Gothenburg at the west coast of Sweden.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 15 Mandated Investments into Process Automation 5 Mandated Investments into HSE 30 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 5 5 Supply Chain Software 5 4 Logistics 5 5 HSE 2 2 Process Control 5 3 Asset Management 4 4 Operational Systems 5 4 IT 5 5 Communications 5 5 Water Treatment 2 2 Quality Control 5 4 Energy Efficiency 3 3 Process Engineering 2 2 Corrosion Control 3 3 Testing and Inspection Services 3 3 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 5 5 In Situ VOC Control 5 5 Crude Oil Tank Sludge Management 5 4 Gas Detection 5 5 Process Automation Software 5 5 Control Rooms 5 5 Metering 5 5 Modernisation 5 5 Supply Chain Process Optimisation 5 5 Production Data Management 5 5 Personnel Logistics 5 5 RFID 5 5 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: VOC reduction from Rock caverns Bunding of tanks Increased safety systems in the plant such as explosion hatches, quench steam etc Please indicate what topics you would like to see presented in a workshop or panel discussion: Corrosion under insulation - agening plants Waste water treatment and measurement When do your plant shutdowns occur? January 2015 How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Odfjell is a leading company in the global market for transportation and storage of bulk liquid chemicals, acids, edible oils and other special products. Originally set up in 1914, the Company pioneered the development of the chemical tanker trades in the middle/late 1950s and the tank storage business in the late 1960s. Odfjell owns and operates chemical tankers and LPG/Ethylene carriers in global and regional trades as well as a joint venture network of tank terminals. Chemical Tankers Deep-sea transportation of bulk liquid chemicals, acids, edible oils and other special products is our core business. Odfjell has unprecedented experience in this complex field of transportation. Our operations are fully integrated, with in-house functions for chartering, operations and ship management. Major trade lanes are from the US and Europe to Asia, India, the Middle East and South America. Seagoing transport from the Middle East region to destinations both in the East and in the West is increasing as new production capacity is being developed in this area. Odfjellâ&#x20AC;&#x2122;s specialized fleet consists of about 80 ships. The total capacity of the current fleet is around 2.2 million dwt. A gross revenue of USD1,028mn was generated in 2013. LPG/Ethylene Odfjell Gas AS is the ship-owning company and Odfjell Gas Carriers AS has been made responsible for chartering and operations. NAME: Paul Van Kooten Niekerk EXECUTIVE TITLE: Project Manager COMPANY NAME: Odfjell Terminals BV

Paul has experience with chemical engineering, liquid storage and new building projects. Positions include: technical manager, manager projects, process engineer, project engineer, project/construction manager and process safety advisor. Experience in all project aspects of liquid storage, distribution and distillation. Paul's focus is on the technical part of global business expansions and performance improvements for a wide variety of mid-sized and larger liquid bulk terminals. Specialties include: liquid storage terminal design, project definition and investment proposals. Negotiations with authorities, purchasing and contracting strategy, and contractor management. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 15 Mandated Investments into Process Automation 5 Mandated Investments into HSE 25 Mandated Investments into Supply Chain Management 30 Mandated Investments into Energy Control 5 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 15 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 2 Supply Chain Software 2 2 Logistics 3 3 HSE 2 2 Process Control 3 3 Asset Management 2 2 Operational Systems 3 3 IT 5 4 Communications 3 3 Water Treatment 4 4 Quality Control 4 4 Energy Efficiency 4 4 Process Engineering 3 2 Corrosion Control 1 2 Testing and Inspection Services 2 3 Catalysts, Chemicals 5 5 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 2 2 Crude Oil Tank Sludge Management 3 3 Gas Detection 2 2 Process Automation Software 2 2 Control Rooms 4 4 Metering 3 3 Modernisation 2 2 Supply Chain Process Optimisation 2 2 Production Data Management 4 4 Personnel Logistics 5 5 RFID 4 4 Personnel Safety, Work Wear & PPE 2 3 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 2 2 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: 1) Revamp of an older tank storage facility 2) Migration from old fashioned control to DCS process control 3) Installation of additional vapour treatment capacity Please indicate what topics you would like to see presented in a workshop or panel discussion: How to make old facilities compliant to the latest regulations? How to use Risked Based Inspection in assit management When do your plant shutdowns occur? Plant shut downs are depeding on customer requirements How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE OMV is an integrated, international oil and gas company. With Group sales of EUR42.42bn and a workforce of around 27,000 employees in 2013, OMV Aktiengesellschaft is Austria’s largest listed industrial company. The exploration and production business segment has a strong base in Romania and Austria and a growing international portfolio. 2013 daily production stood at approx. 288,000 boe/d. In gas and power, OMV sold approximately 425 TWh of gas in 2013. OMV operates a gas pipeline network in Austria and gas storage facilities in Austria and Germany with a capacity of 2.6 bcm. In refining and marketing OMV has an annual refining capacity of 17.4 mn tonnes and as of the end of 2013 approximately 4,200 filling stations in 11 countries including Turkey. NAME: Otmar Schneider EXECUTIVE TITLE: Head of Technical Development COMPANY NAME: OMV

As Otmar organizes the process technological development of OMV’s refining assets. He started his refining career at OMV’s Burghausen refinery where he held several positions within the operations department. After that he was responsible for business & strategic development of the business unit refining & petrochemicals. Before joining OMV, Otmar was a research assistant at the Institute of Plant and Process Engineering (former Institute for Fluid Process Engineering) at Technische Universität München and holds a PhD degree in process plant engineering. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 5 Mandated Investments into Process Automation 10 Mandated Investments into HSE 15 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 5 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 60 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 2 2 4 4 1 2 4 4 3 3 4 4 3 3 4 4 2 3 4 4 4 4 1 1 1 1 4 4 4 4 2 2 2 2 4 4 4 4 4 4 4 4 4 4 4 4 4 4 1 1

Plant Management Consultancies Supply Chain Software Logistics HSE Process Control Asset Management Operational Systems IT Communications Water Treatment Quality Control Energy Efficiency Process Engineering Corrosion Control Testing and Inspection Services Catalysts, Chemicals Waste Treatment/Oil Recovery In Situ VOC Control Crude Oil Tank Sludge Management Gas Detection Process Automation Software Control Rooms Metering Modernisation Supply Chain Process Optimisation Production Data Management Personnel Logistics RFID Personnel Safety, Work Wear & PPE Water, Waste-water Management & Reuse Maintenance & Repair, Operations MOR Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Butadine Extraction Unit - Brownfield Extension schwechat refinery greenfield project at Burghausen refinery Please indicate what topics you would like to see presented in a workshop or panel discussion: tRADE Flow balances - Logistic main routes of refined Projects When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE OMV Petrom is the largest integrated oil and gas group in Southeastern Europe, with an annual oil and gas production of approximately 66 mn boe. The Group has a refining capacity of 4.2 mn tons / year and owns an 860 MW high efficiency power plant and a 45 MW wind park. OMV Petrom is present on the oil products retail markets in Romania and neighboring countries through approximately 800 filling stations. OMV, Austria’s largest listed industrial company, holds a 51.01% share in OMV Petrom. The Romanian state, via the Ministry of Economy, holds 20.64% of OMV Petrom shares, the Property Fund holds 18.99% and 9.36% is free float on the Bucharest Stock Exchange. In the last nine years investments for the consolidation and modernization of OMV Petrom amounted to EUR10bn. The annual direct, indirect and induced impact of OMV Petrom in Romania’s GDP is around 5%. Starting 2007, OMV Petrom integrated it its business strategy the principles of corporate responsibility. In this period, the company allocated more than EUR40mn for the development of communities in Romania, focusing on environment protection, education, health and local development. Andrei’s School is the main platform for community involvement. NAME: Ion Ivanescu EXECUTIVE TITLE: Refining Technology Director COMPANY NAME: OMV Petrom

Ion has over 40 years of experience in the refining sector, of which he spent 20 years in the Romanian Design Institute as a team member and/or coordinator/project design manager for refining process units and utilities units for Romanian and abroad refineries. For another 20 years he has worked for Petrom mainly as refining technology department director having as accountabilities the initiation of technical and economical investment projects, ensuring proper quality and compliance. He contributed to the planning and implementation of the company's objectives, to develop the annual & midterm investments in coordination with Petrom’s refineries, monitoring investment process stages for program realization. PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other N/A

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 0 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 100 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 4 4 Logistics 4 5 HSE 1 1 Process Control 3 3 Asset Management 3 3 Operational Systems 3 3 IT 5 5 Communications 4 4 Water Treatment 4 4 Quality Control 3 3 Energy Efficiency 1 1 Process Engineering 1 1 Corrosion Control 3 4 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 2 2 Gas Detection 4 4 Process Automation Software 3 3 Control Rooms 4 4 Metering 4 5 Modernisation 1 1 Supply Chain Process Optimisation 4 4 Production Data Management 4 4 Personnel Logistics 5 5 RFID 4 4 Personnel Safety, Work Wear & PPE 1 1 Water, Waste-water Management & Reuse 2 2 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months:

How is your 2014 budget allocated across these business strategy categories?

Please indicate what topics you would like to see presented in a workshop or panel discussion:

When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE PKN ORLEN is a Polish company and one of Central Europeâ&#x20AC;&#x2122;s largest refiners of crude oil. We specialize in processing crude oil, mainly REBCO, into world-class unleaded petrol, diesel, heating oil, and aviation fuel as well as plastics and other petroleum related products. PKN ORLEN operates seven refineries, of which three are located in Plock, Trzebinia and Jedlicze (Poland), another three in Litvinov, Kralupy and Pardubice (the Czech Republic) and one in Mazeikiu (Lithuania). The total deep processing capacity of the refineries reaches 31.7 million tonnes per annum (PKN ORLEN share). PKN ORLENâ&#x20AC;&#x2122;s retail network comprises approximately 2,700 Petrol Stations.

NAME: Jacek Smyczynski EXECUTIVE TITLE: Director Refinery Optimisation COMPANY NAME: PKN Orlen S.A.

Jacek's key skills include: knowledge of refinery and petrochemical production and technologies; knowledge of refinery improvement programs coordination; ability to easy adapt own role within organization both as manager or team member; knowledge of interpersonal communication techniques; ability to act and to decide independently according to approved action plan; ability to manage a big groups of employees, good interpersonal communication. Jacek has been working for PKN Orlen S.A. since 1996, in his current position since 2013. Prior to that he was head of CDU / VDU complex and head of Reformer VI department (plants: Reformer VI, HDS VI, Isomerisation). PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 10 Mandated Investments into HSE 5 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 50 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 4 4 Supply Chain Software 5 5 Logistics 4 4 HSE 4 4 Process Control 3 3 Asset Management 4 4 Operational Systems 3 3 IT 4 4 Communications 4 4 Water Treatment 4 4 Quality Control 4 4 Energy Efficiency 1 1 Process Engineering 1 1 Corrosion Control 2 2 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 3 3 Gas Detection 4 4 Process Automation Software 4 4 Control Rooms 4 4 Metering 3 3 Modernisation 3 2 Supply Chain Process Optimisation 3 3 Production Data Management 3 3 Personnel Logistics 5 5 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 4 4 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Margin improvement by modernization of CDU / VDU plants Energy efficiency improvement in vast area Introducing in Company Energy Management System Please indicate what topics you would like to see presented in a workshop or panel discussion: How to improve energy efficiency by non and investments ways When do your plant shutdowns occur? Date is vary as we never shut down refinery completly How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE PKN ORLEN is a Polish company and one of Central Europe’s largest refiners of crude oil. We specialize in processing crude oil, mainly REBCO, into world-class unleaded petrol, diesel, heating oil, and aviation fuel as well as plastics and other petroleum related products. PKN ORLEN operates seven refineries, of which three are located in Plock, Trzebinia and Jedlicze (Poland), another three in Litvinov, Kralupy and Pardubice (the Czech Republic) and one in Mazeikiu (Lithuania). The total deep processing capacity of the refineries reaches 31.7 million tonnes per annum (PKN ORLEN share). PKN ORLEN’s retail network comprises approximately 2,700 Petrol Stations.

NAME: Krzysztof Zdziarski EXECUTIVE TITLE: Executive Director of Refinery Production COMPANY NAME: PKN Orlen S.A.

Krzysztof brings over 25 years of management experience in leading an international team. Prior to holding the post of an acting executive director of refinery operations at PKN ORLEN S.A. he was appointed to the position of CEO Rafineria Trzebinia S.A. and Rafineria Nafty Jedlicze. He served as the CEO of the Group PEKAES S.A., formulating and implementing restructuring plan. Successively held the post of operational director and then served as general manager of UPS Polska Sp. z o.o. He implemented new processes and methodology to integrate the functioning of the company and Group UPS. Later on, he managed Czech and Slovak branch of the company UPS. Worked for the company DDD Sp. z o.o. – joint venture EMI, Sony and Universal Music, soon promoted to finally become the general manager of the joint venture. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million X 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 15 Mandated Investments into Process Automation 15 Mandated Investments into HSE 10 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 30 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 20 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 1 1 Supply Chain Software 5 5 Logistics 3 2 HSE 4 4 Process Control 4 4 Asset Management 2 2 Operational Systems 3 3 IT 4 4 Communications 2 2 Water Treatment 4 4 Quality Control 3 3 Energy Efficiency 2 1 Process Engineering 3 3 Corrosion Control 4 4 Testing and Inspection Services 4 4 Catalysts, Chemicals 3 2 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 4 4 Crude Oil Tank Sludge Management 3 3 Gas Detection 4 4 Process Automation Software 3 3 Control Rooms 4 4 Metering 3 3 Modernisation 3 2 Supply Chain Process Optimisation 2 2 Production Data Management 2 1 Personnel Logistics 3 3 RFID 4 4 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 4 3 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: VBR + VVF Unit Bottom of the Barrel Improvement EII Index Improvement Please indicate what topics you would like to see presented in a workshop or panel discussion: Bottom of the Barrel Improvement EII Index Improvement HC losses reduction When do your plant shutdowns occur? Every three - four years How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE PKN ORLEN sits firmly at the helm of Central and Eastern Europe’s energy and fuel sector, operating the largest chain of petrol stations in the region. It is also a leading figure in petrochemicals production, and has been consistently expanding its business into the hydrocarbon production and power generation segments. Its flagship power generation project is the construction of a CCGT plant in Włocławek, which is expected to produce electricity and heat from 2015. In the upstream segment, PKN ORLEN has been actively involved in exploration for shale gas and oil in Poland, and through its Canadian subsidiaries, TriOil Resources Ltd. and Birchill Exploration LP, produces hydrocarbons from unconventional deposits in Canada.

NAME: Tomasz Przybyslawski EXECUTIVE TITLE: Director - Technical Department COMPANY NAME: PKN Orlen S.A.

Tomasz is currently a doctoral student at the Faculty of Management at the University of Gdansk. Since 2002 he has held managerial positions in the field of technical activity and maintenance at Philips Consumer Electronics Industries Poland and then in Jabil Assembly Poland. From 2008 to 2010, he served as director of the department of engineering at Flextronics International Poland, leading many optimization and improvement projects. Since 2010 he has been associated with the ORLEN Capital Group where from 2010 to 2013 he worked as the director of maintenance at Unipetrol AS in the Czech Republic, and from 2013 he has been the director of technical department at PKN ORLEN SA. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other Cannot disclose

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control Mandated Investments into Process Automation Mandated Investments into HSE Mandated Investments into Supply Chain Management Mandated Investments into Energy Control Mandated Investments into IT and Communications Mandated Investments into Plant Management 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 3 3 Logistics 3 3 HSE 3 3 Process Control 3 3 Asset Management 2 3 Operational Systems 3 3 IT 3 3 Communications 3 3 Water Treatment 3 3 Quality Control 3 3 Energy Efficiency 3 3 Process Engineering 3 3 Corrosion Control 3 3 Testing and Inspection Services 3 3 Catalysts, Chemicals 3 3 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 3 3 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 3 3 Metering 3 3 Modernisation 3 3 Supply Chain Process Optimisation 3 3 Production Data Management 3 3 Personnel Logistics 3 3 RFID 3 3 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 3 3 Maintenance & Repair, Operations MOR 1 1 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: Turn around Preparation Maintenance Program Improvements & Optimisation Projects Please indicate what topics you would like to see presented in a workshop or panel discussion: Effective Maintenance strategies When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE With over 7.000 employees in 12 countries, The Rompetrol Group N.V. is one of the well-established oil companies operating in Romania and an important player in the Black Sea and Mediterranean basins. The group is primarily active in refining, marketing and trading, with additional operations in exploration and production, and other oil industry services such as drilling, EPCM and transportation. In Romania, Rompetrol owns the most technologically advanced refinery in the country, Petromidia, with a refining capacity of 5 million tons crude/year, located in Navodari, Constanta county. This strategic position, on the Black Sea coast, allows fast shipping of crude and oil products, making Petromidia an important regional node, and Rompetrol a powerful local exporter. The refined products are delivered through 450 fueling points in the country, as well as other neighboring countries and the Black Sea basin. In Europe, The Rompetrol Group owns over 1,000 gas stations in six countries (Romania, Republic of Moldova, Bulgaria, France, Spain, Georgia, Ukraine), operating under Rompetrol brands, Dyneff and Litro. The Group also owns an international oil trading network, through subsidiary companies located in France, Spain and Switzerland (Dyneff and Vector Energy). In 2007, the acquisition of The Rompetrol Group by KazMunayGaz, the national oil and gas company of Kazakhstan, transformed Rompetrol into an energy bridge between the natural resources located in Central Asia and the markets all over Europe. Moreover, in Kazakhstan, Rompetrol provides exploration and production services, as well as industrial services, the company playing an important role in the reconstruction of the countryâ&#x20AC;&#x2122;s refineries. NAME: Sorin Cioca EXECUTIVE TITLE: Supply Chain Manager COMPANY NAME: Rompetrol

Sorin has 13 years of experiene in the oil and gas industry, working in different areas such as refinery production, process and engineering, planning and optimization, linear programming, risk management, benchmarking and supply chain optimzation (mainly having coordination roles).

PART 2: BUDGETING AND SPENDING What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 10 Mandated Investments into HSE 5 Mandated Investments into Supply Chain Management 45 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 10 Mandated Investments into Plant Management 10 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 3 3 Logistics 3 3 HSE 5 5 Process Control 4 4 Asset Management 4 4 Operational Systems 4 4 IT 4 4 Communications 4 4 Water Treatment 5 5 Quality Control 4 4 Energy Efficiency 3 3 Process Engineering 3 3 Corrosion Control 4 4 Testing and Inspection Services 4 4 Catalysts, Chemicals 4 4 Waste Treatment/Oil Recovery 5 5 In Situ VOC Control 5 5 Crude Oil Tank Sludge Management 4 4 Gas Detection 5 5 Process Automation Software 4 4 Control Rooms 5 5 Metering 5 5 Modernisation 4 4 Supply Chain Process Optimisation 2 2 Production Data Management 3 3 Personnel Logistics 4 4 RFID 5 5 Personnel Safety, Work Wear & PPE 5 5 Water, Waste-water Management & Reuse 5 5 Maintenance & Repair, Operations MOR 5 5 Please list 3 projects that are priority areas for investment over the next 12 to 24 months:

How is your 2014 budget allocated across these business strategy categories?

Please indicate what topics you would like to see presented in a workshop or panel discussion:

When do your plant shutdowns occur?

PART 1: REGISTRATION PROFILE Statoil is an international energy company with operations in 35 countries. Building on 40 years of experience from oil and gas production on the Norwegian continental shelf, we are committed to accommodating the world's energy needs in a responsible manner, applying technology and creating innovative business solutions. We are headquartered in Stavanger, Norway with approximately 23,000 employees worldwide, and are listed on the New York and Oslo stock exchanges.

NAME: Lars Thorstholm EXECUTIVE TITLE: Manager Business Development Nordic COMPANY NAME: Statoil

Lars began his career with Dansk Esso A/S, Kalundborg Refinery in 1983. In 1983 Statoil acquisition Exxonâ&#x20AC;&#x2122;s affiliate in Denmark, Dansk Esso A/S. Lars has more than 25 years of management and leadership experience within mid-/downstream oil industry from feedstock supply of refineries, refining, trading products, retail logistics and operations of network of gas stations. His extensive expertise also includes competence in finance/control, refinery economics and simulation tools. He is currently asset owner representative and an overall project manager for a project aimed to increase crude flexibility and value creation at the Mongstad refinery. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 10 Mandated Investments into Process Automation 10 Mandated Investments into HSE 30 Mandated Investments into Supply Chain Management 5 Mandated Investments into Energy Control 10 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 30 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 5 4 Supply Chain Software 5 5 Logistics 3 3 HSE 3 3 Process Control 4 3 Asset Management 2 2 Operational Systems 2 2 IT 4 4 Communications 4 4 Water Treatment 3 4 Quality Control 3 3 Energy Efficiency 3 2 Process Engineering 2 2 Corrosion Control 3 3 Testing and Inspection Services 4 4 Catalysts, Chemicals 2 2 Waste Treatment/Oil Recovery 4 4 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 4 4 Gas Detection 3 3 Process Automation Software 3 3 Control Rooms 5 5 Metering 1 2 Modernisation 2 2 Supply Chain Process Optimisation 2 2 Production Data Management 2 2 Personnel Logistics 4 4 RFID 3 3 Personnel Safety, Work Wear & PPE 3 3 Water, Waste-water Management & Reuse 2 1 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: 1. Increase Hydrotreater Capacity 2. Feedstock Flexibility 3. Waste waster treatment plant - Revamp Please indicate what topics you would like to see presented in a workshop or panel discussion: Hydrogen recovery management Hydrocarbon loss control Project development tools as simulations, LP, in a modern IT environment When do your plant shutdowns occur? How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE With operations in more than 130 countries, Total is a leading international oil company and a world-class operator in natural gas, refining and petrochemicals. To broaden our solutions, we are also developing energies that can partner oil and gas â&#x20AC;&#x201C; solar today and, tomorrow, biomass. Total provides energy-related products and services to customers around the world by discovering, producing and transforming oil and gas and converting two renewable natural resources, solar and biomass. As for refining & chemicals, Total is the first refiner in Western Europe and a top 10 global producer of polyethylene, polypropylene and polystyrene.

NAME: Jean-Marc Sohier EXECUTIVE TITLE: VP Manufacturing Methods & Performance COMPANY NAME: Total

Jean-Marc started his career at PETROFINA as responsible for the economical optimization of Antwerp refinery and has held numerous functions in refining and petrochemical manufacturing of Total among which, successively, general manager of Total Petrochemicals Feluy, a polyolefin plant, general manager of Total Antwerp refinery and vice president research and development of Total Refining & Marketing. In his current position, Jean-Marc is responsible for the development and the implementation of manufacturing methods and the follow-up of operational performance for the refining and chemical industrial platforms of Total. PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million X Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 5 Mandated Investments into Process Automation 5 Mandated Investments into HSE 30 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 5 Mandated Investments into IT and Communications 5 Mandated Investments into Plant Management 50 100%

PART 3: INVESTMENT PRIORITIES

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) Plant Management Consultancies 3 3 Supply Chain Software 5 5 Logistics 3 3 HSE 3 3 Process Control 4 4 Asset Management 4 3 Operational Systems 3 2 IT 3 2 Communications 5 5 Water Treatment 3 3 Quality Control 4 4 Energy Efficiency 3 2 Process Engineering 4 4 Corrosion Control 3 2 Testing and Inspection Services 5 5 Catalysts, Chemicals 2 2 Waste Treatment/Oil Recovery 3 3 In Situ VOC Control 3 3 Crude Oil Tank Sludge Management 2 2 Gas Detection 4 4 Process Automation Software 4 4 Control Rooms 4 4 Metering 4 4 Modernisation 4 4 Supply Chain Process Optimisation 4 4 Production Data Management 4 4 Personnel Logistics 4 4 RFID 3 3 Personnel Safety, Work Wear & PPE 4 4 Water, Waste-water Management & Reuse 4 4 Maintenance & Repair, Operations MOR 3 3 Please list 3 projects that are priority areas for investment over the next 12 to 24 months: LPG storage upgrade (safety) Tanks control upgrade (safety) bottom of the barrel conversion Please indicate what topics you would like to see presented in a workshop or panel discussion: New develppment in catalysts Evolution of refinery and petrochemical scheme to cope with market evolution (Europe, USA, Asia) nex IT development providing new solutions to indstry When do your plant shutdowns occur? Every year in spring and autumn How is your 2014 budget allocated across these business strategy categories?

PART 1: REGISTRATION PROFILE Total Petrochemicals is the petrochemical branch of TOTAL. Total Petrochemicals is the world eighth largest petrochemicals company with sales of â&#x201A;Ź8.7bn (2009). The company comprises 19 industrial sites worldwide (Europe, USA, Middle East and Asia), five research centres and one technical centre. The number of employees worldwide (end 2009) is about 6,250. NAME: Pol Hoorelbeke EXECUTIVE TITLE: VP HSE COMPANY NAME: Total

Pol has been working in the field of HSE for about 25 years. He is vice president for Total Petrochemicals worldwide.

PART 2: BUDGETING AND SPENDING

What is your total budget for 2014? Less than 10 Million X 10 - 50 Million 50 - 100 Million 100 -200 Million +200 Million Other

How is your 2014 budget allocated across these business strategy categories? (as a %) Mandated Investments into Quality Control 0 Mandated Investments into Process Automation 0 Mandated Investments into HSE 100 Mandated Investments into Supply Chain Management 0 Mandated Investments into Energy Control 0 Mandated Investments into IT and Communications 0 Mandated Investments into Plant Management 0 100%

PART 3: INVESTMENT PRIORITIES

How is your 2014 budget allocated across these business strategy categories?

Priority within 12 Priority beyond 12 mths mths (1 Highest - 5 (1 Highest - 5 Lowest) Lowest) 2 2 4 4 3 3 1 1 2 2 1 1 2 2 4 4 4 4 2 2 3 3 2 2 2 2 1 1 2 2 3 3 3 3 3 3 3 3 1 1 3 3 1 1 3 3 3 3 4 4

Please indicate what topics you would like to see presented in a workshop or panel discussion:

When do your plant shutdowns occur?