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2011 Sales Meeting, Sarasota, FL

OPW Suzhou & Asia Pacific Introduction

January 14, 2011

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Content

Company Background

Strategic Intents of OPW China

Review Elements of the External Business Environment- Macroeconomics, Market Sizes

OPW China Growth Strategy

Synergy Program in Suzhou1. OPW FC2. OPW FTG3. Colder (CPC)4. De-Sta-Co

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OPW Suzhou Background

Established in February 2003, Registered Capital: $600,000

Relocated to Current Site in July 2009; Space: 7,500 Sq/Meter

Received UL Approvals in November 2003; Received ISO9001.2000 in June 2006(upgraded to 2008 version in 8/2010); received ATEX Approvals on May 2007

Total 145 Employees (Production: 110; Finance, Admin & HR: 10; Sales & Marketing: 13; Service: 12; IT Support: 1)

Production Lines (7): 3 Nozzle Lines; 66V Breakaway/Sight Glass Cell; 10-Valve Cell; Automatic Tank Gauge Sub-Assembly Line; Vapor Recovery Repair/Rebuilt Line

Capacity: 850 Nozzles/Day/Shift

Service Centers in Suzhou & 3 Regional Offices to Support Sales, Marketing & After-Sale-Service Nationwide

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Expert in Fueling Stations

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Our Mission & Vision

MISSION STATEMENT:Revolutionizing fueling operations globally by optimizing safety, efficiency, reliability, and environmental sustainability through innovative fuel handling and information management solutions.

VISION STATEMENT:Consistently deliver the most innovative and compelling fueling solutions to the world.

VALUE DISCIPLINE:

• Parity with competition on: • Customer Intimacy• Operational Excellence

Product Leadership

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Strategic Intents – OPW China

Locate the Factory in a Market Where the Local Demand Is High and Competitors Are Evolving

Create A Low Cost Manufacturing Location to Compete with Imitation Products (Inside & Outside of China)

Establish service network within Asia Pacific Region to improve customer satisfaction & competitiveness

Assist Sourcing Projects for Other OPW Operations Worldwide

Become A Manufacturing Base to Supply Labor-Intensive Products to Other Markets/Business Units

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OPW Asia Pacific OrganizationMD

Richard Chen

NE Asia Region India RegionChina Region

Fin & AdminManager

Richard Yuan

ITManagerDerek Lin

Deputy GM forSales/Service/Mkt

Rod Zhong

Finance

HR/Admin

Sales Director of China

George Wen

Sales DeptMarketing

& Admin

Tech Support

Beijing Office

Shanghai Office

Guangzhou Office

Beijing Office

Shanghai Office

Guangzhou Office

GM AssistantWatt Wang

SalesDirector

S.M.Kelkar

Fin & HRController

Anni Phadke

Sales ManagerTaiwan

Teki Huang

ASEAN Region

Sales ManagerPhilippines

Jovie Reyes

OperationsManager

Howard Nie

Production R&D

Sales ManagerSanjay Khanna

Service ManagerAshok Shinde

QCProject

PC&LCustomer

Service

Finance

HR

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OPW in Asia Pacific

Mumbai

Beijing

Shanghai

Suzhou Factory

Guangzhou Taipei

Manila

New Delhi

DFM

Chennai

Bangalore

Kolkata

OPW Asia Pacific

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Yesterday vs Today

CHINA

2003

INDIA

1010

Macroeconomic – Asia Pacific

2007-2010 World GDP Ranking – Asia Pacific (Nominal)

World economic outlook database, April 2010, IMF

Country （ rank） 2007 2008 2009 2010

China 4 3 2 2

Japan 2 2 3 3

India 13 13 12 11

South Korea 11 15 15 15

Indonesia 21 22 18 18

Australia 16 14 13 13

Taiwan 20 26 25 24

Thailand 34 34 32 30

Malaysia 39 41 39 38

Philippines 48 47 47 46

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Asia Pacific 2008-2009 GDP

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CANDA

UNITEDSTATES

MEXICO

BRAZIL

UNITED KINGDOM

GERMANY

FRANCE

RUSSIA

INDIA

JAPAN

SOUTHKOREA

INDONESIA

AUSTRALIA

Real GDP(%)

2.1 1.0

20092008

Population22.4m

AUSTRALIA

Real GDP(%)

5.8

-0.2

2009

2008

Population193.1m

BRAZIL

Real GDP(%)

0.6

-2.5

2009

2008

Population34.1m

CANADA

Real GDP(%)

20092008

Population1.34 b

CHINA

Real GDP(%)

0.8

-2.2

2009

2008

Population65.4m

FRANCE

Real GDP(%)

1.3

-4.2

2009

2008

Population:-

EUROPEAN UNION

Real GDP(%)

1.3

-5.0

2009

2008

Population81.8m

GERMANY

Real GDP(%)

20092008

Population1.18b

INDIA

7.47.47.37.3

Real GDP(%)

20092008

Population231.4m

INDONESIA

4.34.35.95.9

Real GDP(%)

-0.3

20092008

-5.3

Population127.4m

JAPAN

Real GDP(%)

1.8

-6.5

2009

2008

Population107.6m

MEXICO

Real GDP(%)

6.2

-7.92009

2008

Population141.9m

RUSSIA

Real GDP(%)

0.2

20092008

2.5

Population49.8m

SOUTH KOREA

Real GDP(%)

0.7

-4.8

2009

2008

Population62m

UNITED KINGDOM

Real GDP(%)

1.1

-2.4

2009

2008

Population309.6m

UNITED STATES

9.0 8.7

Source: IMF

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Macroeconomic Data - China

Oil CompanyOwned Sites

Market Share

Trends Comments

Sinopec 28,976 45% → 1. No. 9 in 2009 Fortune 500 2.Sold 13.3M T 2009

Petrochina 18,846 37.50% ↑ 1. No. 13 in 2009 Fortune 500 2.Sold 8.29M T 2009.

Shell 380 0.56% ↑ 　 JV with SINOPEC

BP 700 1.03% →　 JV with SINOPEC & CNPC

ExxonMobile 200 0.29% → JV with SINOPEC

Total 50 0.07% ↑ plan to establish 500 Sites

Caltex 35 0.05% → 1982

Independent 43,000 15% →

　 92,187 　 　 　

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Macroeconomic Data - China

　 YearHigh Way

Constructions(Km)

Road Constructions

Total （ Km ）

GFI For Road Construction（ Million $ ）

2005 41,000 3.33M 7,038

2006 45,000 3.45M 8,086

2007 53,900 3.58M 8,526

2008 60,300 3.73M 8,778

2009 65,000 3.83M 　 12,676

2010 74,000 　 3.98M 　 14,641

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Macroeconomic Data - China

Year No. of Cars Annual Growth

2005 31,600,000 11.00%

2006 49,850,000 57.75%

2007 53,230,000 6.78%

2008 64,672,053 21.50%

2009 71,856,993 11.11%

2010.1~10 85,000,000 　

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Macroeconomic Data - India

Key

MarketsGrowth Drivers Likely Barriers

> Increased Fuel Volumes # Govt. delay on Deregulation > Construction of National & State Highways across country

# Conflicting interest between Central / Regional Govt.

> Competition between State owned # Political climateand Private Marketing cos. # Volatality in Crude pricing > Govt. funding & incentives for CNG development

# Developing market & ROI sensitivity

> Environmental reforms # Huge Capital outlays> Exploration of huge gas reserves # Sustained Political will > Huge private participation> Win-Win situation for all stake holders> Conducive Govt. Policies > Per capita income growth/ disposable income > Ease of financial assistance > Aggressive marketing pursued by automobile mfrs

# Drastic change in financial support systems and ongoing reforms

Retail Stations

38140 nos

CNG Stations 468 nos

LPG stations 766 nos

Automobiles 72 M

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Macroeconomic Data - India

• Refining Capacity increase by 6-8% average per year

• Fuel Volume increase by 4-5% annually

• Vehicle population increase by 10-15% yearly

• Road construction 20 km / day

35.8

120

93

37.3

128

103

38.2

133

113

42.5

150

150

0

20

40

60

80

100

120140

160

2007 2008 2009 2012est

Retailstations(Nos)Fuel Volume(MMT)

TVP (Million)14

610

.327

.4

156

14.8 32

.8

161

12.2 30

.1

218

1541

0

50

100

150

200

250

(in

MM

TP

A)

2007 2008 2009 2012est

RefinedOutputImports

Exports

Highways Map

Growth Drivers

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Retail Market in India

OIL Company

No. of ROs

Market

shareFuture Trends Comments

Indian Oil 18140 46% Moderately aggressive,

depend on Govt. policy

Largely Govt. owned with huge geographical spread- PC

BPCL 8,387 19.7% Moving forward with caution Keen on optimal use of resources, efficiency driven- PC

HPCL 8,539 17.8% Initiate new projects, aggressively

pursuing acquisitions outside

Keen on Retail upgradation work - PC

RIL 1,456 7.3% Wait and watch strategy… Strong brand , customer preference due to perceived Q&Q - PC

ESSAR 1,434 6.6% Small outlets widely spread ,

focus on state highways Expansion gradual

Franchisee retail sales, own refinery

SHELL 74 1% Continue to add stations selectively Strong brand, efficient service setup

OTHER PSUs

12 1.6% PSU followers Regional branding

PC- Potential Customer

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Macroeconomic – Asia Pacific

AutomobilesPer 1,000Persons

HouseholdConsumptionExpendituresPer Capita

Population(Billions)

There will be a global recovery, especially emerging markets

There will be a global recovery, especially emerging markets

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12

765

China

India

U.S.A.

$663

$427

$27,972

China

India

U.S.A.

1.3

1.1

0.3

China

India

U.S.A.

Fortier & Associates, Inc.

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• AP market share gain through Innovation & product leadership

• Expansion thru local mfg, Partnerships, or Acquisition

Revolutionizing fueling operations globally by optimizing safety, efficiency, reliability, and environmental sustainability through innovative fuel handling and information management solutions

MISSION:MISSION:MISSION:MISSION:

Consistently deliver the most innovative and compelling fueling solutions to the world

VISION :VISION :VISION :VISION :

Critical Growth Strategies (Product Leadership & Value Discipline)Critical Growth Strategies (Product Leadership & Value Discipline)

Product Development

Product Development

Market Development

Market Development

Organizational Development

Organizational Development

• 11AD/11BD Nozzles• FlexWorks via local

production• Vapor Recovery

Fittings and System• Clean Energy

• Building Company Culture

• Talent Recruiting, Development, and Retention

• Succession Plans

OperationalExcellenceOperationalExcellence

• DSSI Implementation• Manufacturing

Realignment • R & D• Lean & 6 Sigma• Oracle

OPW China 2010 Strategic Plan

2011 Plan •11A Low-Cost Nozzle

• FlexWorks Line• VR Monitoring System

• CEFP

2011 Plan •Cost Reduction• Localization• More Lean• Services

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OPW Suzhou – A Shared Dover Facility

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Products Manufactured in Suzhou

OPW FC Dispensing Products OPW FMS Tank Gage

OPW FTG Loading Arm & Tanker Valves

De-Sta-Co Pneumatic Clamps

Colder Quick Disconnect Couplings

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Definition of SYNERGY:

A synergy is where different entities cooperate advantageously for a final outcome. If used in a business application it means that teamwork will produce an overall better result than if each entity was working toward the same goal individually.

Our Synergy Program

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Strategic Intents of OPW Suzhou Synergy

Leverage OPW Suzhou’s resources and experiences to facilitate other Dover Op-Cos’ presence and operations in China

Achieve better performance and efficiency by integrating common function teams among Op-Cos (better margin, lower costs)

Achieve negotiation power by consolidating several Dover Op-Cos under one roof (better leverage with local government and suppliers)

Create better image and recognition as a global company

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With OPW FTG: OPW FC manages FTG’s operations, and share Finance and Administration functions

With Colder: Colder keeps its own operations team but shares Finance, HR and Administration with OPW FC

With De-Sta-Co: Contract-Manufacturing. OPW FC provides sub-assembly and inventory management services to DSC.

Relationship After Integration

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Remarks:Highlighted in Blue, Green, and Purple mean sharing resources

OPW Suzhou

FC FTG Destaco

Sales Dept Operations

Tech Support

Finance&HR& AdminMarketing

R&D

Colder

Current OPW Suzhou Synergy Chart

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Manpower: 1.) Flexible labor arrangement for production depending on each Op-Co’s order volume; 2.) One Team for common function. This will greatly reduce management cost.

Employee Benefits: Purchasing and negotiation power (Medical insurance, meal services, group activities….)

ISO System: It is easy to expend and apply FC’s quality system to cover other Op-Cos’ operations.

Space: Flexible space management reserved for future expansion. Total floor space: 4860sqm (FC: 2500sqm; FTG: 800sqm; Colder: 500sqm; DSC: 300sqm; Open-760sqm).

High-New Tech Certificate: 15% tax preference applies to all Op-Cos under OPW Suzhou license.

Benefits for Resources Sharing

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Customers We Are Serving in China

CNPC Shell

2849

™

Thank You !