celanese 2007_investor_day_-_complete

Celanese 2007 Investor DayDecember 11, 2007St. Regis Hotel, New York

Mark OberleVice President, Investor Relations and Public Affairs

Introduction/Agenda

3

Agenda

7:30 a.m. Registration & Continental Breakfast

8:30 a.m. Introduction/AgendaMark Oberle, Vice President, Investor Relations and Public Affairs

8:35 a.m. Pursue. Premier.David Weidman, Chairman & CEO

9:00 a.m. Advanced Engineered MaterialsSandra Beach Lin, Executive Vice President and President, Ticona

9:25 a.m. Consumer and Industrial SpecialtiesDoug Madden, President, Acetate, AT Plastics and Emulsions & PVOH

9:50 a.m. Morning Break

10:00 a.m. Acetyl IntermediatesJohn J. Gallagher III, Executive Vice President and President, Acetyls and Celanese Asia

10:25 a.m. Global Operational ExcellenceJim Alder, Senior Vice President, Operations & Technical

10:50 a.m. Value CreationSteven Sterin, Senior Vice President and Chief Financial Officer

11:15 a.m. Closing Comments & Final Q&ADavid Weidman, Chairman & CEO

12:00 p.m. Luncheon

Celanese Corporation 2007 Investor Day

4

Forward Looking Statements, Reconciliation and Use of Non-GAAP Measures to U.S. GAAP This presentation may contain “forward-looking statements,” which include information concerning the company’s plans, objectives, goals, strategies, future revenues or performance, capital expenditures, financing needs and other information that is not historical information. When used in this presentation, the words “outlook,” “forecast,” “estimates,” “expects,”“anticipates,” “projects,” “plans,” “intends,” “believes,” and variations of such words or similar expressions are intended to identify forward-looking statements. All forward-looking statements are based upon current expectations and beliefs and various assumptions. There can be no assurance that the company will realize these expectations or that these beliefs will prove correct. There are a number of risks and uncertainties that could cause actual results to differ materially from the forward-looking statements contained in this release. Numerous factors, many of which are beyond the company’s control, could cause actual results to differ materially from those expressed as forward-looking statements. Certain of these risk factors are discussed in the company’s filings with the Securities and Exchange Commission. Any forward-looking statement speaks only as of the date on which it is made, and the company undertakes no obligation to update any forward-looking statements to reflect events or circumstances after the date on which it is made or to reflect the occurrence of anticipated or unanticipated events or circumstances.

This presentation reflects four performance measures, operating EBITDA, adjusted earnings per share, net debt and adjusted free cash flow as non-U.S. GAAP measures. The most directly comparable financial measure presented in accordance with U.S. GAAP in our consolidated financial statements for operating EBITDA is operating profit; for adjusted earnings per share is earnings per common share-diluted; for net debt is total debt; and for adjusted free cash flow is cash flow from operations.

►Operating EBITDA, a measure used by management to measure performance, is defined as operating profit from continuing operations, plus equity in net earnings from affiliates, other income and depreciation and amortization, and further adjusted for other charges and adjustments. We provide guidance on operating EBITDA and are unable to reconcile forecasted operating EBITDA to a GAAP financial measure because a forecast of other charges and other adjustments is not practical. Our management believes operating EBITDA is useful to investors because it is one of the primary measures our management uses for its planning and budgeting processes and to monitor and evaluate financial and operating results. Operating EBITDA is not a recognized term under U.S. GAAP and does not purport to be an alternative to operating profit as a measure of operating performance or to cash flow from operations as a measure of liquidity. Because not all companies use identical calculations, this presentation of operating EBITDA may not be comparable to other similarly titled measures of other companies. Additionally, operating EBITDA is not intended to be a measure of free cash flow for management’s discretionary use, as it does not consider certain cash requirements such as interest payments, tax payments and debt service requirements nor does it represent the amount used in our debt covenants.

►Adjusted earnings per share is a measure used by management to measure performance. It is defined as net earnings (loss) available to common shareholders plus preferred dividends, adjusted for other charges and adjustments, and divided by the number of basic common shares, diluted preferred shares, and options valued using the treasury method. We provide guidance on an adjusted earnings per share basis and are unable to reconcile forecasted adjusted earnings per share to a GAAP financial measure because a forecast of other charges and other adjustments is not practical. We believe that the presentation of this non-U.S. GAAP measure provides useful information to management and investors regarding various financial and business trends relating to our financial condition and results of operations, and that when U.S. GAAP information is viewed in conjunction with non-U.S. GAAP information, investors are provided with a more meaningful understanding of our ongoing operating performance. This non-U.S. GAAP information is not intended to be considered in isolation or as a substitute for U.S. GAAP financial information.

►Net debt is defined as total debt less cash and cash equivalents. We believe that the presentation of this non-U.S. GAAP measure provides useful information to management and investors regarding changes to the company’s capital structure. Our management and credit analysts use net debt to evaluate the company's capital structure and assess credit quality. This non-U.S. GAAP information is not intended to be considered in isolation or as a substitute for U.S. GAAP financial information.

►Adjusted free cash flow is defined as cash flow from operations less capital expenditures, other productive asset purchases, operating cash from discontinued operations and certain other charges. We believe that the presentation of this non-U.S. GAAP measure provides useful information to management and investors regarding changes to the company’s cash flow. Our management and credit analysts use adjusted free cash flow to evaluate the company’s liquidity and assess credit quality. This non-U.S. GAAP

David N. WeidmanChairman and CEO

Pursue. Premier.

6

Who is Celanese?

Leading Global Integrated Producer

of Chemicals and Advanced Materials

ExecutionDemonstrated track record

of delivering results

StrategyClear focus on growth and

value creation

CultureStrong performance

built on shared principles and

objectives

Superior Value Creation► Industry Leader

● Geographically balanced global positions

● Diversified end market exposure

► Strong Cash Generation

► Significant Growth Capability

● Track record of execution

● Clearly defined opportunities

7

A leading global integrated producer

1 Represents 2007 estimated third party net sales

Celanese

2007 Revenue1: $6.5B2007 Op. EBITDA Margin (est.): ~20%

Acetyl IntermediatesConsumer and Industrial Specialties

Advanced Engineered Materials

► Leading global producer of engineered polymers

► Strategic affiliates in Asia

► Leading global producer of cellulose acetate products

► Leading global producer of vinyl emulsion products

► Leading global integrated producer of acetyl products

► Significant presence in all three major regions

2007 Revenue1: $3.0 B2007 Op. EBITDA Margin (est.):~25%



8

An attractive intermediate and specialty business model

Commodity Chemicals

Intermediate ProductsOil & Gas Consumer

Products► Motorola► Toyota► Sherwin-

Williams► Siemens

► Dow*► Lyondell► Methanex

► Rohm & Haas*► ICI*

Specialty Products

► Dow* ► Eastman*► PPG*► FMC*

* Celanese internal peer group

► Exxon► BP► Shell

Celanese

2001 2007Celanese

9

28% 44% 28%

Geographically balanced global positions and diversified end market exposure

Notes:End market breakdown based on 2007 estimated gross salesGeographic breakdown based on 2007 estimated gross sales to external customers by destination

Other10%

Construction7%

Paints & Coatings15%

Automotive9%

Consumer & MedicalApplications11%

Filter Media16%

Consumer & Industrial

Adhesives4%

Textiles6%

Food & Beverage5%

Chemical Additives

5%Paper &

Packaging8%

Performance Industrial Applications4%

10

Integrated businesses aligned to accelerate growth

Acetyl Intermediates (AI)

Formaldehyde

Differentiated Intermediates Specialty ProductsBuilding Block

Raw Materials


(AEM)

Industrial Specialties

(IS)

Consumer Specialties

(CS)

Ticona Engineering

Polymers

Emulsions

Acetate

AT Plastics

Nutrinova

PVOH

Affiliates

Acetic Acid

Anhydride and esters

VAM

11

Strong performance in an uncertain business environment

► Execution of growth objectives

► Strong acetyl environment

► Delivering on Operational Excellence objectives

► Mitigating raw material volatility

► Continued strength in Europe and Asia

$1,240 - $1,270$3.10 - $3.20Previous

$1,285 - $1,295$3.26 - $3.31Current

Operating EBITDA ($MM)

Adjusted EPS

2007 Updated Guidance

$1,280 - $1,350$3.35 - $3.65

Operating EBITDA ($MM)

Adjusted EPS

2008 Initial Outlook

► Deliver on growth objectives

► Continue to offset inflation through Operational Excellence

► Volatile raw material environment expected to continue

Increasing guidance and expecting strong 2008 earnings growth

12

Since 2000, Celanese has executed against a simple strategic foundation

Divest non-core assets and revitalize underperforming

businesses

Aggressively align with our customers

and their markets to capture growth

Participate in businesses where we have a sustainable competitive

advantage

Leverage and build on advantaged positions that

optimize our portfolio

FOCUS

GROWTH

REDEPLOYMENT INVESTMENTCelaneseStrategic

Pillars

13

11%10%

11% 11%

17%

19%16%15% 15%

17%

19%20%

19%

16%

20%

5%

10%

15%

20%

25%

2000 2001 2002 2003 2004 2005 2006 2007EAs Reported Pro Forma for Current Portfolio

Operating EBITDA Margin

Today’s portfolio: more resilient and less volatile

► Current portfolio provides overall higher level of earnings

► Historic view with today’s portfolio reflects significantly less volatility

Current portfolio range: 15% - 20%

Historic portfolio range: 10% - 20%

► One-third of portfolio is new to the company since 2000

► Growth objectives will continue to bolster portfolio

14

Operating EBITDA1

Today’s portfolio: higher growth, more specialty

► Strategic growth plans continue to accelerate earnings of specialty businesses● Essentially all growth has come

from specialty businesses● Two-thirds of 2010 Growth

Objectives expected from specialty businesses

► Resulting in:● Higher growth rates● Increased overall earnings

power of the portfolio● Reduced volatility

-

200

400

600

800

1,000

1,200

1,400

2005 2007E

12005 and 2007E Operating EBITDA excludes Other Activities of ($122) and ~($100) respectively for the periods presented

62%

38%

~55%

~45%

Acetyl IntermediatesConsumer and Industrial SpecialtiesAdvanced Engineered Materials

$ in

mill

ions

15

$300-$350 million EBITDA Growth$350-$400 million EBITDA Growth

Operational ExcellenceInnovation

2010 Growth Objectives are aligned with the strategic pillars

Celanese 2010 Objective:

Increasing 2010 Growth Objectives by $50 million to $350 - $400 million

Balance SheetOrganicRevitalizationAsia

►$140 million in estimated cost improvements

►Significant improvement in energy efficiency

►AEM: 9% volume growth

►Growth in ‘green’ applications

►~$200 million debt pay down

►Debt refinancing to near-investment grade

►$400 million share repurchase

►AI: sustained growth and high industry utilization

►AEM: increased lbs. per auto

►APL acquisition

● Acquired EBITDA

● Realizing synergies

►Announced plans for Industrial Specialties

►Nanjing complex● Launched

acetic acid and emulsions units

● 4 units under construction

● Announced compounding unit

►AEM: direct to China

►CS: continued growth of Acetate venture relationships

Exceeding initial expectations

16

Committed to delivering value creation

$350 – $400 million increased EBITDA profile plus EPS potential by 2010

X

X

X

X

Operational Excellence

X

Balance Sheet

X

X

Organic

>$100MMXAcetyl Intermediates

X

Revitalization

X

X

Asia

>$100MMXConsumer and Industrial Specialties

X

Innovation

Incremental EPS

Celanese Corporate

>$100MMAdvanced Engineered Materials

EBITDA ImpactGroup

Primary Growth Focus

Ope

ratin

g EB

ITD

AEP

S

17

0

200

400

2007 2008 2009 2010

Operating EBITDA Growth Objectives

On track and clear path forward to accelerate 2010 Growth Objectives

► AEM: volume growth > 2X GDP through further penetration

► CIS: Acetate continues execution on revitalization strategy; Emulsions/PVOH revitalization commences

► AI: Nanjing acetic acid plant startup leads integrated complex

Acetyl IntermediatesConsumer and Industrial SpecialtiesAdvanced Engineered Materials

$ in

mill

ions

18

Asia: enhancing Celanese’s geographic lead

Note: Revenue breakdown based on 2007 estimated net sales1 Earnings breakdown based on 2007 estimated Operating Profit

Approximately 50% of earnings from the fastest growing region

2007E Regional Split

Asia1

~33%

Asia28%

Revenue

Earnings

2010E Regional Split

Asia~50%

Asia~35%

Revenue

Earnings

19

Asia strategy: high-return growth

► Total investment: $300 -$350 million – over 80% complete

► Total revenue: $600 - $800 million when sold out by 2010

► Incremental EBITDA: $120 -$150 million by 2010

ROIC = 25 – 30%

Investment Dynamics

EmulsionsComplex

Administration &Maintenance

Utilities /Tank Farm

Compounding

Acetic AcidUnit

Acetic AnhydrideUnit

Vinyl AcetateMonomer Unit

Warehouse GUR®

UnitCelstran®

Unit Flare

Celanese Nanjing Integrated Complex

20

Operational Excellence: offset inflation and drive sustainability objectives

2010 Sustainability Goals

0 20 40 60 80% Reduction versus 2005

2007 progress

$1 billion / year overall productivityFixed Cost Reduction Above Inflation

0

600

2001 2002 2003 2004 2005 2006 2007E

$ m

illio

n pe

r yea

r

Cumulative inflation Injury rate

Greenhouse gases

Air emissions

Waste

Energy

Fixed Cost Reduction

21

Enterprise Value2Cumulative Adjusted Free Cash Flow

Results have led to significant value creation

0

500

1,000

1,500

2,000

2,500

2000 2001 2002 2003 2004 2005 2006 2007E0

2,000

4,000

6,000

8,000

10,000

YE 2000 IPO Current

$ in

mill

ions

$ in

mill

ions

1 Adjusted free cash flow calculated as cash flow from operations less capital expenditures less other productive asset purchases less operating cash from discontinued operations plus certain other charges 2 Enterprise value represents market capitalization (Current - as of December 7, 2007) plus net debt and minority interest

1Adjusted free cash flow Cumulative Net debt Equity

22

Ret

urn

on C

apita

l Dep

loye

d/Va

lue

Cre

atio

n

Low HighLow

High

Current balance sheet strategy for cash deployment

► Dividend

► Debt repayment

► Hold cash

Returning Cash to Shareholders

Difficulty of Realizing Value/Skills or Competencies Required

Return on Capital Deployed/Value Creation

Difficulty of Realizing Value/Skills or Competencies Required► Asset expansion – low

growth area

► Share repurchase

Returning Cost of Capital

► Cost reduction & revitalization projects

► Asset expansion – high growth area

► Core/bolt-on acquisitions

Significant Value Creation

23

14%

Low HighLow

High

Bias for growth and high-return projects

► Dividend

► Debt repayment

► Hold cash


► Asset expansion – low growth area







~75% of Capital

Deployed Since 2005

Ret

urn

on C

apita

l Dep

loye

d/Va

lue

Cre

atio

n


Celanese core values: our DNA

24

► …a precondition…► …highest standards…

► …attract, develop and retain…► …continuously learn…

► …think globally…► …create growth opportunities…

► …sense of urgency…► …performance driven…

25

Expectations from today’s meeting

► Portfolio is stronger, more resilient

► It’s the model – not the molecule

► Ahead of expectations and growth objectives

► More earnings growth opportunities identified

► Celanese culture: enabler

Sandra Beach LinExecutive Vice President and President, Ticona


27

► > 2X GDP volume growth► Comprehensive portfolio of high-performance engineering polymers► Innovation in automotive and non-automotive applications drives earnings growth► China expansion is platform for further penetration into end-use applications

Advanced Engineered Materials: delivering performance driven solutions

Celanese2007 Revenue1: $6.5 B2007 Op. EBITDA Margin (est.): ~20%



2007 Revenue1: $1.0 B2007 Op. EBITDA Margin (est.): ~25%

Ticona

1Represents 2007 estimated third party net sales2Equity affiliates total revenue not included in AEM results

Polyplastics Ownership 45%

Korea Engineering Plastics

Ownership 50%

Fortron Industries Ownership 50%

2007E Total Affiliate Revenue2 $1.3 B

28

Well positioned for continued growth

► Premier FranchiseDifferentiated business model

Sustained performance

► Growth through Innovation and TechnologyCapitalize on Megatrends

Asia expansion

29

Providing valuable solutions to extreme requirements

Precise applications in complex

environments

Extreme Requirements

Excellent Products

Collaborative engineering right people – right place

– right time

ExtraordinaryEngineering

AEM “Sweet Spot”

► Intensive Engineering ► Highly Specification-

Driven Functional Parts► Leading-Edge

Technical, Market and Application Expertise

Highly engineered polymers –high performance portfolio

30

Excellent Products: value of technology and performance is realized in price

$1/ kg

$100 / kg$10 / kg$3 / kg

Price for Performance

95%

5%

Standard Polymers

High-Performance Polymers (HPP)Engineering Thermoplastics (ETP)

ABS, SAN, ASA: 3%

PE = 31% PP = 21%

PET = 7%

PU = 6%

PVC = 17% PS, EPS = 8%

others = 2%

Range of Products$1/kg

$100/kg$10/kg$3/kg

Pric

e R

ange

Perf

orm

ance

Ran

ges

31

●

●

●

●

●

●

Chemical Resistance

●

●

●

●

●

Medical Grade

●

●

●

Abrasion Resistance

●

●

●

●

●

●

Dielectric Strength

●

●

●

●

FunctionalAesthetics

●

●

●

●

Extreme Temperature

High performance product portfolio with attributes that customers require

Fortron®(Polyphenylensulfide)

Celstran®(Long fiber reinforced thermoplastics)

Vectra®

(Liquid Crystal Polymer)

Celanex®(Polyester engineering resins)

GUR®(Ultra-high molecular weight PE)

Hostaform®/POM(Polyacetals)

Product

32

Extreme Temperature

Bulk polymersPP, PE, PVC

Crit

ical

Par

t Spe

cific

atio

n

Bulk polymersPET, PEN

Riteflex®Hostaform®

GUR®

Celanex Fortron®, Vectra®,Celstran®

Ticona polymers

(40)°F extreme cold 600°F extreme heatContinuous Use Temperature

Range of Temperature Requirements

33

Ticona POM: Only polymer that meets ALL requirements

No Industry Demands More Than Medical Systems

Competitive Products

++-+FDA drug master file

-

----

+

PP PETHigh Temp. PA

Ticona POMRequirements

+-+Dimensional stability

==+Steam sterilization

==++Value-in-use

-++Wear resistance

=++Chemical resistance

+=+FDA compliance

Extreme Requirements: precise applications in complex environments

34

End-use Customer

Extraordinary Engineering: right people – right place – right time

Engineered Polymers Industry Supply Chain

Raw Material Supplier

AEM Solutions – processing expertise and material performance

Material and Performance Specifications

● Monomer & polymer producer

● Compounder

AEM

● Injectionmolding

● Extrusion

Converter

● Components● Finished

goods

Manufacturer

35

OEM Specification

Opportunity Generation

TestingPart Design

Part Validation

Prototype

Intellectual capital enables performance-driven solutions

Modeling & Simulation

► Overall development cycle: 18 - 24 months► ~70% of Ticona business is specification-based

36

Case study: orthopedic replacement joints

Exce

ptio

nal D

efen

sibi

lity

► Bio-compatibility► Wear resistance► Impact strength► FDA compliance

Extreme Requirements

GUR® UHMW-PE► Medical grade► Abrasion resistance► Human cartilage

replacement

Excellent Products

► Product chemists –bridging requirements and polymer properties

► Product stewards –ensuring regulatory compliance

► Mechanical designers –translating the polymer intothe molded part

ExtraordinaryEngineering

GUR®: Only engineered polymer approved for hip and knee replacements

37

Other 6%

Broad range of end-use applications to targeted niches…

Revenue by End-Use 2007E ~ $1 billion

Alternate Fabrication12%

Transportation 47%

● Fuel systems● Safety systems● Mechanical components

Electrical & Electronics 8%

● Communication systems● LED lighting● Connectors

Consumer & Appliance 12%

● Water purification● Durable household goods● Bakeware

Industrial 10%

● Fluid handling● Gearing

● Drug delivery systems● Medical implants

Medical 5%

● Emissions filtration● Textiles

38

…requiring a consistent global brand experience

ChinaEuropeAmericas► Application development► Compound development► Polymer development► Testing► Processing optimization

► Application development► Compound development► Polymer development► Testing► Injection molding

► Application development► Compound development► Testing► Processing optimization

39

1,000s of products in 1,000s of applications across dozens of industries

40

Sustained performance: proven track record of revenue and earnings growth

► AEM has consistently delivered continued sales and earnings growth

► High energy and raw material costs compressed 2007E Operating EBITDA

Estimated impact of ~250 – 350 bps

► Volume growth in both automotive and non-automotive applications globally

Operating EBITDA and Revenue

0

75

150

225

300

2002 2003 2004 2005 2006 2007E

Ope

ratin

g EB

ITD

A ($

in m

illio

ns)

0

300

600

900

1,200

Rev

enue

($ in

mill

ions

)

Operating EBITDA Revenue

41

Strong correlation between value delivered and specification strength

Specification Strength► Richness of portfolio

► Long-term customer relationships

► Technical and application expertise

► Global technical and manufacturing presence

► High value-in-use applications

► Limited substitute materialsValue Delivered

Spec

ifica

tion

Stre

ngth

LANXESS

AEM

DuPont

SABIC/PC

BASF

DSM

Solvay

DOWLyondell/Basell

SABIC/Core

Nova

Value of Specification

42

Premier franchise

► Fastest earnings growth

► Highest relative profitability

► EBITDA multiple continues to trail peers despite continued earnings strength

Peer group: corresponding segments of BASF, DSM, DuPont, GE Plastics, Solvay PlasticsYTD 2007 figures include one quarter of GE plastics, now SABIC/SIPAEM results exclude certain other charges, COC divestiture and equity earnings from affiliates

Relative Financial Performance versus AEM Peer Group

Ope

ratin

g P

rofit

as

a %

of S

ales

BASF

DSM

DuPont

Solvay

GE Plastics BASF

DuPont Solvay

SABIC/SIP

15%

2003 YTD 2007

Celanese AEM

DSM

Celanese AEM

43

Well positioned for continued growth

►Premier FranchiseDifferentiated business model


► Growth through Innovation and Technology● Capitalize on Megatrends

● Asia expansion

44

Committed to delivering value creation


X

X

X

X


X

Balance Sheet

X

X

Organic


X

Revitalization

X

X

Asia


X

Innovation

Incremental EPS

Celanese Corporate


EBITDA ImpactGroup


Ope

ratin

g EB

ITD

AEP

S

45

Operating EBITDA Growth Objectives (versus 2006 Baseline)

An important contributor to the Celanese growth strategy

► Volume growth > 2X GDP

► Innovation in automotive and non-automotive applications drives continued earnings improvement

► Expansion in China provides platform for further penetration in end-use applications

0

50

100

2007 2008 2009 2010

$ in

mill

ions

46

47

PowerEmpower sustainabletechnologies

48

Technologies to reduce emissions and improve fuel efficiency

Weight reduction

Engine combustionefficiency

Alternative fuels

Fuel cells

Hybrid-engine systemsAlternative renewable fuel sources help reduce CO2

Advanced air management enhances engine

combustion efficiency

Development time to full

commercialization

49

Leading engineered polymers in emissions innovation and fuel efficiency

E85 Compatible Polymers

Drivers:► Alternative fuels – Bio-fuels► Air quality► SORE emissions► Legislation – environmental & safety

►Chemical resistance► Impact resistance►Dimensional

stability►High heat

65 million lbs. acetal

in 2006

Fuel ModuleHostaform® XF

Turbocharged Engine Fortron® PPS

Air Cooler

Source: Celanese estimates

Customer Requirements

80 million lbs. ETPs

in 2010

50

Emissions reduction beyond fuel systems

Metallic-look Hostaform®/POM► Eliminates painting/plating

► Reduces VOCs

► Color matching to interior painted metallic parts

► Saves $1 to $4 per vehicle

Customer Requirements► Functional aesthetics► Wear resistance► Strength

Significant opportunity: currently only ~200,000 out of 120 million doors worldwide

use metallic-look POM

51

SafetyAdvance intelligentsystems

52

Vectra® LCP: Translating connector leadership into LED lighting

$17.4 billion in 2017

Drivers:► Improved safety► Lower energy consumption► Miniaturization► Aesthetics► Design trends

LED Street LampsAudi A8 Daytime Running

Lights

Audi R8 54 LEDs per Headlamp

CustomerRequirements

► High flow► Low emissions► Dimensional

stability► Pinpoint light

source

Source: Philips

Applying Connector Expertise to New

Technologies

$5.1 billionin 2006

53

LifeEnhance living comfort

54

5.5 billion with clean water

access – 2006

Shower Filter Faucet Filter Drinking Water Filter


►NSF specification►Proprietary binding

agent to boost filtration efficiency

GUR® UHMW-PE: well positioned to provide solutions for global water filtration

2000 2003 2006 2008 2010

Drivers:► Population growth► Global requirements► Economical alternative to

bottled water► World Health Organization

standards

20% GUR® Growth

6.1 billion with clean water

access – 2015

Long history in Asia provides competitive advantage

► 40 years of experience in Asia through strong affiliate relationships

► Strong relationships with our customers in Asia

► Expanding model of local customer support and development

► Full range offering of leading products

► Investing in local manufacturing

55

56

► GUR® and Celstran® unit construction underway and production expected in 2008

► Recently announced addition of new compounding plant at Nanjing in 2009

► Application development center in Shanghai

► Incremental contribution by 2010:

● ~$100 million in annual sales

Fully Integrated Complex

EmulsionsComplex



Compounding

Acetic AcidUnit



Warehouse GUR®

UnitCelstran®

Unit Flare


Nanjing provides platform for Ticona growth in Asia

57

2,100 GW coal-fired

power in 2020


► Chemical resistance► High heat

Technologies to reduce particulate emissions: coal-fired power plants

Drivers:► Increased global power

consumption ► More coal-fired power plants► Air quality► Environmental legislation

Fortron® PPS Air Filter Bags

Coal-fired Power PlantCoal-fired Power Plant Air Filter System

1,300 GW coal-fired

power in 2006

58

Coal-fired power plants provide significant growth opportunity

► Characteristics of filter bags Typically 6 inches in diameter and 26 feet in length Up to 20,000 bags used per houseLife span of 3 to 5 years

► Filter bags contain an average of 4.0 to 4.5 lbs. of Fortron®

PPS ► Electricity from coal in China

will increase more than 80% by 2020

2006: 413 GW coal-fired power2020: 760 GW coal-fired power

Flue Gas Cleaning Bag House for Coal-fired Power Plants

59

13

6

2.5

40

18

Source: Global Insight

Pounds per Vehicle

Source: Celanese Estimates

Significant opportunity for increased penetration in high growth region

0 3,000 6,000 9,000 12,000 15,000

Mexico

Canada

Spain

Brazil

France

S. Korea

India

Germany

U.S.

Japan

China

Vehicle Production (Thousand units)

2006 Production

Production Growth 2006-2012

China production nearly doubles within 5 years

Trend

Global Auto Production

2001

2010E

Highest Current Model

China Current

2007E

Advanced Engineered Materials Type of Resins

60

Translating auto application expertise to Asia

Door Systems

► Window lifts► Door locks► Door modules► Power motor housings

Fuel Delivery Systems

► Fuel reservoirs► Fuel limit valves► Roll-over valves► Fuel flanges► Fuel pumps

Structural Parts

► Front-end modules► Instrument panels► Sunroof systems

Select Interior Components

► Instrument clusters► Metallic-look controls► Safety restraints► Overhead consoles

61

Application development requirement: a global network to serve global demand

Application Development

Center Frankfurt New Application

Development Center

Shanghai Application

Development Centers

Florence, KYAuburn Hills, MI

62

Industry recognition of innovation

Winner Of SPE 2007 Grand Innovation Award Mercedes-Benz C-Class► Vectra® LCP active safety sensor

► Detects moisture, activates wipers, dries brakes

Winner Of SPE Innovation AwardBMW X5► Celstran® LFRT fender carrier

► Strong, lightweight

63

AEM is well positioned for continued growth

► Premier FranchiseDifferentiated business model


► Growth through Innovation and TechnologyCapitalize on Megatrends

Asia expansion

Doug MaddenPresident, Acetate, AT Plastics and Emulsions & PVOH

Consumer and Industrial Specialties

65

Consumer and Industrial Specialties: value-added specialty businesses






► Leading global positions in both businesses► Significant consumers of Acetyl Intermediates products► Downstream integration mitigates raw material volatility► GDP+ growth

Consumer Specialties2007 Revenue1: $1.4 B2007 Op. EBITDA Margin (est.): ~8%


1Represents 2007 estimated third party net sales

66

X

X

X

X


X

Balance Sheet

X

X

Organic


X

Revitalization

X

X

Asia


X

Innovation

Incremental EPS

Celanese Corporate


EBITDA ImpactGroup

Ope

ratin

g EB

ITD

AEP

SCommitted to delivering value creation



67

Operating EBITDA Growth Objectives(versus 2006 Baseline)

CIS: path to improved earnings

► Ahead of schedule to deliver > $100 million in additional EBITDA

► Consumer SpecialtiesSuccessful completion of Acetate revitalizationIntegration of Acetate Products Limited (APL) acquisition

► Industrial SpecialtiesRevitalization of emulsions and PVOH businessesInnovation in key customer applicationsGlobalization in emerging economies

0

50

100

150

2007 2008 2009 2010

Consumer Specialties Industrial Specialties

$ in

mill

ions

>$100 million by 2009

68

Consumer Specialties: stable earnings and cash generation

Acetate Products and Ventures Nutrinova PVOHEmulsions AT Plastics




► Leading global franchises► Stable, consistent cash flows► Economically stable; minimal earnings volatility► Closer to the final consumer► Growth opportunities through continued innovation and customer partnerships




69

Acetate Products: execution of strategy continues to deliver earnings growth

Timeframe

►APL Acquisition Integrate the business

Capture/realize synergies

2004 2005 2006 2007 2008 2009

►Restructuring/RepositioningChina venture tow expansions

Filament exit/site optimization

China venture flake expansion

Complete

Complete

Complete

►Beyond 2008Maximize cash generation

Selective and sustainable growth

Next moves: further Asia expansions

2010

70

Successful revitalization and strategy progress for Acetate Products► Significant improvement to manufacturing cost structure

Consolidated manufacturing footprint to lower-cost regionsClosed the Edmonton flake plant in 1Q 2007

► Completed planned China venture expansions – more than doubledExpanded flake plant in 2Q 2007 Increased dividend flow in 2007 and 2008E

► Acquired cellulose acetate flake, tow and film business of APL – adding ~$250 million in revenue

Expanded1 site 0 sites2 sites4 sitesFlake

2 sites

3 sites

North America2005

Fully exitedFilamentExpanded2 sites1 site2 sitesTow

China Ventures2005 to 2008E

Europe 2008E

Europe2005

North America 2008E

Optimized Operations and Market Focus

71

Benefits to CelaneseAcetate Products Limited

APL Acquisition: a strategic fit

► Acquired cellulose acetate flake, tow and film business of APL

Purchase price ~$110 millionAdditional $30 million for synergies

► 2 U.K. manufacturing facilities:● Spondon● Little Heath – Closed 3Q 2007

► Customers – Broadens mix and reach ► Integration – Enables European flake

production► Captive consumption - Increases

downstream integration ► Procurement and logistics – Network

enhancements► Synergies – Full capture by 2008

Acquisition Synergies

Purchased EBITDA

~$20 million

~$20 million

~$20 million

► Manufacturing

► SG&A

► Logistics

72

Acetate Products: optimized global manufacturing footprint

Tow ProductionFlake Production

Nantong, China

Lanaken, BelgiumSpondon, United Kingdom

Narrows, Virginia

Ocotlan, Mexico

Kunming, China

Zhuhai, China

Only integrated producer in each region of the world

73

0%

20%

40%

60%

Asia Europe Americas ROW Total

Celanese Share of Global Acetate Tow Market (2007E)

CAGR 2005 – 2010E2 – 3%

1 - 2%

(1 – 2)%

1 - 2%

Strategically positioned for further expansion in growth regions

1Includes share attributable to China venturesSource: Celanese estimates

Global Market Size: ~720kt

1 1

Global Acetate Tow Market by Region (2007E)

0%

20%

40%

60%

Asia Europe Americas ROW

74

CS Operating EBITDA 2004 – 2010E

0

50

100

150

200

250

300

350

2004 2005 2006 2007E 2008E 2009E 2010E

$ in

mill

ions

Consumer Specialties: successful revitalization and continued execution of current strategy

► Acetate Products revitalization completed in 2007

► Full synergy capture of APL acquisition by 2008

► Nutrinova to offset price declines with volume increases

► Modest growth beyond 2008:

Growth in Asia continues at 2-3%per yearSustainable Operating EBITDA

1Dividends from cost investments

Asian Growth1

Growth Objective

Nutrinova Operating EBITDA

Acetate Base Operating EBITDA

European Initiative

North America/Europe Revitalization

75

Industrial Specialties: integrated technology solutions

Acetate Products and Ventures Nutrinova




► Significant consumer of Acetyl Intermediates products

► Earnings improvement through revitalization

► Growth opportunities through continued innovation and globalization




PVOHEmulsions AT Plastics

76

Profit Added Through Chain

Production and Market Driven

Prof

it R

ange

per

Ton

of

Ace

tic A

cid

Increased Value

Acid Margin Sell Acid as VAM

Technology and Customer Driven

Integrated model captures value and mitigates volatility

Reduced Volatility

Peak Average TroughEa

rnin

gs Im

prov

emen

t per

To

n of

Ace

tic A

cid

~30%

Cycle volatility reduction

~10%

~35%

Acetyls versus Integrated Downstream

Sell VAM as VAE

Total MarginAvailable

► Higher overall earnings through integrated chain► Lower earnings volatility with downstream integration

77

Strategy for earnings growth

Operational Excellence Technology Globalization

Revitalization► Operational Excellence:

Reliable, efficient asset utilization and cost reduction implementation

► Technology: Expanding applications and margins through innovation

► Globalization: Growth and increasing leadership position through expansion in emerging economies

Revitalization provides the execution platform for

earnings growth

78

Operational Excellence: significant improvement in manufacturing cost structure► North America

Redeploying production portfolio – capitalize on low cost production

Completed sale of AT Plastics films business

► EuropeExiting Warrington, Guardo and Roussilon production

Expanding Geleen and Frankfurt sites

► AsiaCompleted construction of Nanjing emulsions unit in 4Q 2007

0 sites0 sites1 site2 sites2 sites2 sitesPVOH

1 site0 sites5 sites 7 sites3 sites3 sitesEmulsions

n/a

Asia2006

n/an/an/a1 site1 siteAT Plastics

North America

2006

Asia2010E

Europe 2010E

Europe2006

North America 2010E

Optimized Operations and Market Focus

79

Fixed Cost per PoundAnnual Production Capacity Growth (2004-2008E)

75%

100%

125%

150%

175%

2004 2005 2006 2007 2008EFrankfurt Perstorp

Cost reductions and efficiency improvements enhance production capabilities

Prod

uctio

n C

apac

ity (2

004

= 10

0%)

40%

60%

80%

100%

120%

2004 2007 2008E

► Increase asset utilization at existing facilities► Concept will be applied across the manufacturing footprint

Case study: systemwide reduction at two sites

80

Technology enables access to expanded applications

Industrial Specialties Applications

Engineered Fabrics/ Textiles: 13%

Celvol®, Elite®

Paints & Coatings: 18%

Mowilith®

Specialty/Other: 8%

Celvol®, Vinamul®Ateva®

Paper: 11%

Celvol®, Vinamul®Construction: 5%

DUR-O-SET®, Vinamul®,Mowilith®

Automotive/Industrial: 11%

Ateva®, Celvol®

Mowilith®, Celvol®,DUR-O-SET®

Adhesives: 34%

End use breakdown based on 2007 estimated external sales for Industrial Specialties

81

0.0

1.0

2.0

3.0

4.0

2006 2010E

Global Vinyl Emulsions Applications Driving 2010 Growth

OthersCelanese

Technology enhancements open $1.0 billion of new opportunities

$ in

bill

ions

8%$100 – $200 Enviro-friendly adhesives

Growth Rate

2010E Application Sales ($MM)

Applications

30+%$100 – $200 China building/construction

3% - 5%$200 – $300Engineered fabrics/glass fiber

10+%$400 – $500Low VOC and nano paints

~25%

$1.0 billion expansion = >$250 million in revenue

~30% increase in vinyl space

>25%

82

European Interior Paint Industry Development

Case study: Celanese is the global leader in low-emission binders

► European success driven by increasing consumer awareness and regulatory requirements of low-VOC products

► Celanese technology position: clear leader

0%

50%

1996 2006 2010E

Celanese Others

European VAE Success

VAE

Shar

e of

Inte

rior P

aint

s1990 2006

VOC Content

EU V

OC

par

ts/li

ter

83

► Current trends in U.S. following European precedent

► In 2008, Southern California will further restrict emission requirements in paints

► Today, less than 25% of the interior paints meet the contemplated guidelines● $100 - $2001 per ton estimated

cost for non-VAE emulsions to achieve standard

► U.S. interior paint opportunity ~$1.0 billion

VAE provides favorable substitution for low-VOC requirements

1999 2008

US

VOC

gra

ms/

liter

1999VOC (g/L): 250 – 380

2004VOC (g/L): 100 – 150

VOC Regulatory Trends for Flat to Semi-Gloss Paints

VAE industry opportunity: current regulatory trends in U.S.

1 Based on Celanese estimates

European Standard

84

Technology provides access to new applications and improves earnings profile

► Expanding the available application space► Anticipating the future needs of a changing world► Creating opportunities for favorable substitution and improved product mix

Other$5B

Vinyl$3B

Vinyl40%Other

47%

$8 Billion Global Emulsion Systems

Target Space

Customer-driven Product Innovation

Vinyls Technology Extension

Global Emulsion Systems Expansion of Vinyl Solutions

2010E2006

$1B

85

Globalization: significant opportunities in high growth regions

Percent of Celanese Emulsions Net Sales1 by Region

37% 62% 1%

1 Based on 2006 sales

86

Estimated Regional Balance - 2010

Percent of Celanese Emulsions Net Sales1 by Region

30 - 35% 50 - 55% 15+%

1 Based on Celanese estimates

87

Nanjing allows Celanese to capture significant growth in Asia

► 60 wet kt capacity► Construction completed in

October 2007► Commercial sales

underway► Primary supply for

customer locations in China and the rest of Asia

► Application development center in Shanghai

Fully Integrated Complex

EmulsionsComplex


Industrial Specialties Nanjing Phase 1



Compounding

Acetic AcidUnit



Warehouse GUR®

UnitCelstran®

Unit Flare

88

0.0

1.5

3.0

4.5

2005 2010E

Significant growth expected in China vinyl systems

► Industry trends driving significant growth in China

► Vinyl systems growing faster than other systems

$ in

bill

ions

19% Growth

11% Growth

0

100

200

300

400

500

Adhesives Coatings Construction Nonwovens$

in m

illio

ns 12+%

13+%

30+%10+%

Other Systems

Vinyl Systems

System Applications and Growth Rates for ChinaChina Latex Demand

Source: Kline and Celanese estimates

89

2007E

2008E

0

100

200

300

400

2006 2007E 2008E 2009E 2010E

VAE

(kt)

0%

5%

10%

15%

20%

25%

30%

Cel

anes

e Sh

are

Nanjing provides platform for vinyl systems growth in China through VAE

► VAE industry in China growing at ~20%

► Began commercial sales in 2006

► Nanjing unit operational in 2007

► Capturing growth at faster-than-expected rate

► Objective by 2010: ~25% of fast growing industry

China VAE Celanese Share Projected

~20% CAGR

China VAE

90

Other emerging economies…the next frontier for emulsions

0

300

600

900

1,200

1,500

1,800

1985 1995 2005 2015 2025Low Middle Upper

► India: Our next focus of expansion

► India is poised to significantly grow its middle class

► Rising wealth and consumption will drive vinyl product demand at even greater rates

► India and China represent over 30% of the global population

$ in

mill

ions

Source: McKinsey&Co. 2007

0

500

1,000

1,500

1995 2005 2015 2025

USD

Income Groups

2005 – 2025 CAGR: 6%

Housing and Personal: India Average ConsumptionIndia Aggregate Consumption

91

Consumer and Industrial Specialties: executing and exceeding our plan

~$350 MM

> $450 MM

2010E EBITDA Profile

Achieve ≥ $100million by 2009

2006E EBITDA

CS

IS

► Consumer Specialties● Successful completion of

revitalization● APL: acquire, integrate

and realize synergies

► Industrial Specialties:● Revitalize Emulsion and

PVOH businesses● Innovate new product

applications and technologies

● Expand globally in emerging regions

John GallagherExecutive Vice President and President, Acetyls and Celanese Asia

Acetyl Intermediates

93

Acetyl Intermediates: leading global franchise of intermediate products






► Leading global position in each product► GDP+ growth in each business► Strong and growing position in Asia► Continuous improvement on favorable raw material supply positions globally► Significant advantages in technology, operating costs and capital costs

Acetic Acid Acetic AnhydrideVinyl Acetate Monomer

Acetate Esters and Other Derivatives

94

Differentiated intermediates with strong integration into Celanese specialties

Acetyl Intermediates (AI)

Formaldehyde

Acetic Acid

Differentiated Intermediates Specialty ProductsBuilding Block

Raw Materials


(AEM)


(IS)

Anhydride and esters


(CS)

Ticona Engineering

Polymers

Emulsions

Acetate

AT Plastics

Nutrinova

PVOH

Affiliates

VAM

95

Acetyl Intermediates business model: positioned to create sustainable value

► Attractive industry structure

► Leading technology with a steep cost curve

► Global footprint

► Significant capital efficiency

► Favorable supply/demand outlook

► Advantaged raw material supply

► Long-term growth opportunities

96

Cathay3%

Eastman3%

Other27%

Wujing3%

Kyodo Sakusan

4%

Lyondell5%

BP 22%

Celanese28%

Sopo 5%

VAMAcetic Acid (2007E)

Why we like acetyls: attractive industry structure

► Global leader► GDP plus 1-2% growth► Well-structured Industry

Source: Tecnon 2007, Celanese estimates1Schedule for startup in 2008

► Global leader► GDP+ growth► Benefits from upstream integration

VAM (2007E)

1

Dairen11%

Celanese26%

Celanese Nanjing

4%

Dow8%

Sinopec7%

DuPont6%

Others27%

BP5%

Lyondell6%

97

Celanese technology drives leading operating costs

Source: Celanese estimates, available public data

2010E Acetic Acid Cost Curve (kt) (based on nameplate capacity)

By-prod

High Cost Supply

Celanese Technology

0 2,000 4,000 6,000 8,000 10,000 14,000

Conventional MeOH/CO

AOPlus™/Leading Competition

Ethanol

Ethylene

12,000

► High-cost technology ~2.0 to 2.5X higher production cost versus leading technology

► Conventional methanol carbonylation technology ~20-30% higher cost

Celanese technology: a long-term

competitive advantage

98

Aggressive Protection of Celanese Technology► Positive outcome from all patent protection activities undertaken to date► Multi-million dollar judgments in Celanese’s favor► Actively track competitive activities and will continue to pursue instances of

infringement

Continue to improve and aggressively protect advantaged technology

2007200620072006

8701

2481

647

530VAntage PlusTM successful at

CangrejeraAOPlusTM implemented at all

core sites globallyCommercial Status

8921

1701

728

616

Intellectual Property

Effective Global Patents

Additional Applications

VAntage Plus™ - VAMAOPlus™ – Acetic Acid and Supporting Patents

1Includes assumption of ~350 patents from a Celanese German subsidiary

99

Celanese Estimates of Acetic Acid Delivery Costs1

(CIF China-Nanjing)

Nanjing advantages further improve Celanese cost structure

► Advantaged coal-based carbon monoxide source

► Lower fixed costs relative to other regions in the world

► Proximity to China-based customers

Strong distribution network throughout China and the rest of Asia

Low freight costs

No import duties within China

60% downstream integration with Celanese derivatives startup

Source: External benchmarking, Celanese analysis 1Raw material pricing based on prevailing regional costs; Celanese 2007 estimates

0

50

100

150

200

NorthAmerica

Middle East CE Nanjing

Variable Costs Fixed Costs Freight/Duty/DistrubtionIndexed: China Average Costs = 100%

Perc

ent (

%)

100

A global footprint positioned to capture emerging demand

10030235Anhydride

510635725VAM

13040165Esters

1,2004401,490Acetic Acid

AsiaEuropeAmericas

All values shown in kt per year1Startup schedule for 2008

SingaporeAcid = 600VAM = 210Esters = 130

Frankfurt, GermanyVAM = 285Esters = 40

TarragonaVAM = 200

Bay City, TXVAM = 300

Clear Lake, TXAcid = 1,200VAM = 310

Cangrejera, MexicoVAM = 115Anhydride = 90Esters = 105

Pardies, FranceAcid = 440VAM = 150Anhydride = 30

Nanjing, ChinaAcid = 600VAM = 3001

Anhydride = 1001

Pampa, TXAcid = 290Anhydride = 145Esters = 60

Scheduled for closure in 2009New Location

Celanese Global Manufacturing Locations

► Well positioned to capture continued growth in established, high-demand regions (Americas, Europe)

► Nanjing facility to capture strong growth in China

► Singapore facility to support India and other Southeast Asia demand

101

Significantly lower capital intensity versus other new acetyl complexes

► Nanjing Phase 1: delivers capital advantage that is between ~2 to 3 times greater than all other acetyl projects

► Nanjing Phase 2: a fraction of Phase 1 capital for the same production capabilities

Celanese capital efficiency: a long-term competitive

advantage

Capital Intensity

Information from various press releases, 2007 China Acetic Acid Conference, and Celanese estimates

0

50

100

150

200

250

300

350

CE NanjingPhase 2

CE NanjingPhase 1

LocalChinese

Sipchem

(Rel

ativ

e $C

apita

l/$A

cety

l Sal

es)

102

Historical Industry Effective Capacity1

Less efficient new capacity has been reducing effective utilization

► New entrants with less reliable acetic acid technology

Significantly longer startup curves Higher number of outagesLess reliable equipment

► Natural gas restrictions in emerging regions

Further restrictions on chemical applications announced in China September 2007

► Higher frequency of raw material (primarily CO) disruptions since 2003

2008 to 2010 effective utilization assumed at 88%

through at least 2010

70%

80%

90%

100%

2002 2003 2004 2005 2006 2007E 2008EPreviously assumed industry effective utilization

1Source: Tecnon Orbichem 3rd party analysis, Celanese estimates

2007 Clear Lake impactActual industry effective utilization

103

600ktSopo (expansion)

200kt

350kt

Tianjin Bohei

Lunan Cathay (expansion)

A

A

A

200ktDaqing

200ktHualu Hensheng A

Delays continue to be common for acetyl projects

= Project delay

Company announced startup A CE 2005 update CE 2006 update CE 2007 update

500ktAcetex (Tasnee)

150ktSopo

150ktFanavaran

200ktLunan Cathay

200ktWujing

150ktBP / Yaraco

300ktBP/FPC

2008200720062005

425kt

550kt

600kt

Capacity

BP / Sinopec

Celanese Nanjing (Phase 1)

Sipchem

20102009Company

A

A

A

A

A

A

A

A

A

A

A

SU

X

SU

SU

X

X

X

X

SU

SU

Cancelled

X

X

X

X

X

X

X

X

X

SU

SU

X

SU

X

X

X

X

X

= Actual plant startupSUX

104

Acetic acid high utilization rates continue into 2010

0

2,000

4,000

6,000

8,000

10,000

12,000

2004 2005 2006 2007E 2008E 2009E 2010E

kt

High CostLow CostDemand

12008E-2010E effective utilization based on external analysis assumptionsSource: available public data

Utilization of EffectiveCapacity1(Nov, 2007 ): 91% 93% 92% 94% 93% 91% 91%

Acetic Acid Supply/Demand Balance

105

Acetyls remains an advantaged industry

Acetyls: differentiated and less cyclical versus mainstream commodities1Source: Tecnon 20072Source: CMAI

► Acetyls► Readily available► Leading technology not widely licensed

Technology

► Acetyls► Relatively flat within a region

► Steep cost curveCost Curve

► Acetyls► Feedstock dependent► Close to customerAsset Location

► Acetyls► FragmentedTop 2 producers1: ~ 15% of the total global market

► Attractive● Top 2 producers1: ~50%

of the global market

Industry Structure

► Acetyls► Overcapacity by early 20092

► Favorable supply/ demand balance

Supply/demand Outlook

AdvantageEthyleneAcetyls

106

Increasing Ethylene Costs ($US/ton)1

Volatile Methanol Prices ($US/ton)1

Continued earnings stability from structural improvements and market conditions

►Southern Chemical contract

►Advantaged European methanol

►Producer-type ethylene economics

►Significant captive product consumption

► Ibn Sina dividends

►Select formula-based pricing

►Coal-based CO in NanjingAsia AverageWest Europe North America

1Source: CMAI

200

300

400

500

600

700

800

Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006 Q1 2007 Q2 2007 Q3 2007 Q4 2007E

Q1 2005 Q2 2005 Q3 2005 Q4 2005 Q1 2006 Q2 2006 Q3 2006 Q4 2006 Q1 2007 Q2 2007 Q3 2007 Q4 2007E

0%

10%

20%

30%

Q105

Q205

Q305

Q405

Q106

Q206

Q306

Q406

Q107

Q207

Q307

Q407

Rolling Four-quarter Average

Operating EBITDA as a % of Revenues

Ope

ratin

g EB

ITD

A a

s a

% o

f Rev

enue

s

Stable Acetyl Intermediates Operating EBITDA Margin

600

700

800

900

1,000

1,100

1,200

1,300

1,400

1,500

107

X

X

X

X


X

Balance Sheet

X

X

Organic


X

Revitalization

X

X

Asia


X

Innovation

Incremental EPS

Celanese Corporate


EBITDA ImpactGroup

Ope

ratin

g EB

ITD

AEP

SCommitted to delivering value creation



108

Operating EBITDA Growth Objectives(versus 2006 Baseline)

An important contributor to the Celanese growth strategy

► Acetyl Intermediates is on track to deliver >$100 million in increased EBITDA profile by 2009

► Continued strong growth in global acetyl demand supported by new Nanjing facility

Successful startup of Nanjing acetic acid plant in 2007; derivatives starting in 2008

► Continuous improvement to the Celanese low-cost production advantage● Advantaged technology● Raw material sourcing

0

50

100

150

2007 2008 2009 2010

2010 and beyond: additional growth from China and other emerging economies

>$100 million by 2009 from

Nanjing Phase 1

$ in

mill

ions

109

Nanjing allows Celanese to capture significant growth in Asia

► Successful startup of acetic acid facility in June 2007

► Downstream acetyl products startup on schedule

Acetic anhydride: 1H 2008Vinyl acetate: mid-2008

► Primary target is China and the rest of Asia

► ~$500 million of total additional revenues for Acetyl Intermediates from Nanjing Phase 1 by 2009

Fully Integrated ComplexCelanese Nanjing Integrated Complex

EmulsionsComplex



Compounding

Acetic AcidUnit



Warehouse GUR®

UnitCelstran®

Unit Flare

Acetyl Intermediates Nanjing Phase 1

Nanjing advantaged cost profile: EBITDA margins greater than

segment average

110

Case study: Celanese growth in ChinaN

orm

aliz

ed C

elan

ese

Chi

na G

row

th

Growth supported by Singapore Facility

China G

rowth (kta)

Source: Celanese estimates and actuals; Tecnon 3Q 2007 database

Successfully utilized Singapore plant to seed China growth

Celanese growth supported by Nanjing

Phase 1Nanjing derivative start up

China Acetic Acid Volume Growth (Celanese 2000 volume = 100)

100

200

300

400

500

600

700

800

900

1,000

2000 2001 2002 2003 2004 2005 2006 2007E 2008E 2009E 2010E0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

Total China and Taiwan Growth Celanese Normalized Growth

111

Beyond Nanjing: Asia outside of China

0

100

200

300

400

500

600

700

800

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Celanese growth supported by Singapore Facility

► Utilizing Singapore facility to become leading importer to India

Favorable trade relationship between Singapore and India

Low transportation costs to major coastal demand

Strong relationships with key end users

Major volume positions under long-term contracts

► Significant growth opportunities throughout rest of Asia to capture additional acetyls growth

Favorable transportation costs to Southeast Asia

Strong growth in acetic acid demand in several emerging economies:● Vietnam: 10-12% CAGR

● Thailand: 12-14% CAGR

Celanese growth supported by Singapore Facility

Rest of AOC Acetic Acid Estimated Volume Growth

India Acetic Acid Estimated Volume Growth

kta

kta

0

500

1,000

1,500

2,000

2,500

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Source: Celanese estimates and actuals

112

Consumer trends support long-term growth 1-2% greater than GDP

VAM, EstersPaints, coatings, inks and adhesives used in residential and commercial applications

Emerging Economies

Acetic AcidConsumption of bottled waterWater

Acetic Acid, VAMFilms and polyesterConvenience

VAM (for VAE)Environmentally friendly paints and coatingsEnvironment

VAMIncreased demand for packaging films (PVOH, EVOH)Affluence

Acetic Acid, Acetic AnhydridePharmaceuticalsDemographics

Acetyl Product BenefitedEnd Market Increased DemandKey Trends

113

Capitalize on growth in vinyl emulsions systems

► Increasing vinyls’ share of emulsion systems► Formulation work continues to improve performance of vinyl systems relative to competing

systems Opportunities to capture needs created by market trends (environment, lifestyle, convenience)

► Results in 300 kta of additional VAM growth potential► Acetyl intermediates ideally positioned to capture large share of total growth – both

captive downstream and merchant demand

Other$5B

Vinyl$3B

Vinyl40%Other

47%

$8 Billion Global Emulsion Systems

Target Space

Customer-driven Product Innovation

Vinyl Technology Extension

Global Emulsion Systems Expansion of Vinyl Solutions

2010E2006

$1B

114

Celanese Acetic Acid Volume Growth

Using downstream integration to drive continued earnings growth

► Celanese merchant acetic acid volume has grown at 7% CAGR

► Forward integration into downstream specialty businesses has more than doubled since 2000

Merchant versus Downstream Specialty Integration

100%

120%

140%

160%

180%

200%

220%

2000 2001 2002 2003 2004 2005 2006 2007E

Cel

anes

e G

row

th (2

000

= 10

0%)

Merchant Capacity Downstream Specialty

7% CAGR

Acetyl Intermediates benefits from downstream

specialty growth

12% CAGR

115

Acetyl Intermediates: advantages continue to support strong growth

►Attractive industry structure

► Leading technology with a steep cost curve

►Global footprint

►Significant capital efficiency versus competing technologies

►Favorable supply/demand outlook through 2010

►Advantaged raw material supply

► Long-term growth opportunities

Jim AlderSenior Vice President, Operations and Technical

Global Operational Excellence

117

Global Operational Excellence

► Operational Excellence Culture Manufacturing and beyond

Corporate sustainability

► Nanjing Competitive AdvantagesDemonstrated success

Transferable platform for growth

118

Operational Excellence engrained in Celanese culture

2001 2002 2003 2004 2005 2006 2007 2008

Manufacturing Productivity

Productivity Beyond Manufacturing

Growth, Safety and Environmental

Pre-IPO Today

ManufacturingBeyond Mfg.

Six SigmaMaintenance Excellence

Mfg. Digitization

Energy ExcellenceOne SAP

Mfg. Work Practices

Division SG&A RedesignsShared Services Redesigns

Purchasing & Pricing

Finance Redesign

Convergence

Safety and Environmental

119

0

600

2001 2002 2003 2004 2005 2006 2007E

$ m

illio

n pe

r yea

r

Variable and Energy Cost Improvement$1 Billion / Year Overall Productivity

Proven track record of productivity in all areas

Fixed Cost Reduction Above Inflation

$1.0 billion/year overall productivity (2001 – 2007)

0

600

2001 2002 2003 2004 2005 2006 2007E

$ m

illio

n pe

r yea

r

Cumulative inflation

Variable and Energy Cost ReductionFixed Cost Reduction

120

Energy Usage (MM BTU/lb)

What’s Next

► Site specific projects

► Nanjing startup

► Pampa sale/shutdown

► Kelsterbach relocation (2011)

Manufacturing productivity will continue in 2008 and beyond

Accomplishments: 2001 – 2007

► 28% reduction

► > $150 million per year sustainable productivity

> 40 %reductionvs. 2001

2.5

3.0

3.5

4.0

4.5

5.0

2004 2005 2006 2007E 2010E

121

Finance Cost

Productivity beyond manufacturing will also continue in 2008 and beyond

What’s Next

► Optimize Budapest shared service center

► Treasury function redesign

► Finance back office consolidation

► Consolidation and optimization of U.S. finance operations

► 5-day close

► Systems consolidation

► Shared service center in Budapest

50

75

100

2005 2006 2007E 2008E 2009E

$ in

mill

ions

Base* Productivity Projects

> 30 %reductionvs. 2005

*Excludes Investor Relations, Risk Management, and audit fees

Top quartile

Accomplishments: 2004 – 2007

122

2006 Safety Performance (OSHA)

Proven track record in safety and environmental performance

CE

One of the top performers in the chemical industry

Reductions per unit of production:► Air emissions 21% ► Waste generation 48% ► Energy usage 25%► Greenhouse gas emissions 32%

2006 Environmental Performance (vs. 2001)

Step change reduction in environmental footprint

0.0

0.4

0.8

1.2

1.6

123

2010 Sustainability Goals

Corporate sustainability targetsdrive further improvement

0 20 40 60 80% Reduction versus 2005

2007 progress

►Employees● Safer workplace

►Communities● Improved environment

►Company● Additional productivity

What’s Next

Injury rate

Greenhouse gases

Air emissions

Waste

Energy

124

Air (kg/T)

Emissions reductions continue to improve sustainability

0.3

0.6

0.9

2004 2005 2006 2007E 2010E

30% reduction vs. 2005

Accomplishments: 2001 – 2007► 37% reduction► > 3 million ton/year CO2 reductionWhat’s Next► Further energy reduction► Nanjing startup► Pampa sale/shutdown► Kelsterbach relocation (2011)

Greenhouse Gas (T/T)

Accomplishments: 2001 – 2007► 23% reduction ► > 1,000 ton/year reductionWhat’s Next► Complete MON implementation

(EPA-driven enhanced controls)► Pampa sale/shutdown► Site-specific projects

Emission Intensity

0.25

0.50

0.75

2004 2005 2006 2007E 2010E

30% reduction vs. 2005

125

Nanjing: from “green field” site to integrated complex

Site Entrance and Administration Building

Early 2004 – Site EntranceEarly 2003 – Plans

Admin. &Maintenance

Plant Infrastructure Acetic Acid

Flare

Photo omitted

Photo omitted

126

Acetic acid and emulsions units operating; two acetyl units under construction

VAM

Emulsions

Acetic Anhydride

Acetic Acid

Photo omittedPhoto omitted

Photo omitted Photo omitted

127

Construction underway for two AEM units and one additional unit planned

Compounding

Celstran®

2009 - Plans

GUR®

EmulsionsComplex

Admin. &Maintenance

Plant Infrastructure

Acetic Anhydride

Warehouse

Compounding

Acetic Acid

Vinyl Acetate Monomer

Celstran® FlareGUR®

Photo omittedPhoto omitted

Photo omitted

Nanjing: key decisions have positioned Celanese to generate significant value

1. Ownership/Governance

Global/Highest Local

Offshore Local/In-house

Basic Technologies

Best-in-Class Technologies

Natural Gas-based CO Coal Based CO

Global/Highest 5. EHS Standards

6. Sourcing/Engineering

Best-in-Class Technologies4. Technologies

Coal-based CO3. Feedstocks

Acetic Acid Unit Integrated Complex

Integrated Complex2. Level of Integration

Joint Venture Go AloneGo Alone

128

Alternative Celanese Decision

Local/In-house

129

1. Ownership/Governance: joint venture or go alone

► Go Alone decision provided flexibility and control Integrate Celanese units in all divisions

Establish Celanese culture (i.e., safety, preferred employer)

Select suppliers and vendors

Protect intellectual property

Keep 100% of profits

► Several challenges overcome Develop baseline of trained employees

Establish relationships with local officials

Understand Chinese regulation details

130

2. Level of Integration: highly integrated complex

Merchant

Sales

Methanol

Coal-based CO

Ethylene

~40%100%

~90%

~10%

100%

20% ~40%

100%Emulsions

Acetic Acid

GUR®

Vinyl Acetate

Polypropylène Celstran®100%

Polymer Resin

Acetic Anhydride

Compounding

Infrastructure

131

Nanjing: facts and figures

Acetic Acid► Capacity – 600 kt (expandable

to 1,200 kt)► AOPlus™ Technology

Acetic Anhydride► Capacity – 100 kt

Vinyl Acetate Monomer► Capacity – 300 kt► VAntage Plus™ Technology

Celstran®

► Capacity – 4 kt (expandable to 8 kt)

2007 2008

Emulsions ► Capacity – 60 kt

● VAE – 48 kt● Conventional Emulsions – 12 kt

GUR®

► Capacity – 16 kt (expandable to 32 kt)

Nanjing Facts

► Location – Nanjing City Industrial Park (NCIP)

● Only one of two state-approved industrial parks

● Total area of NCIP ~45 kilometers

► ~19 hectares of land use rights acquired

► Employees – 234 currently and ~300+ expected by 2009 (including shared services)

2009

Compounding► Capacity – 15 kt

132

► Proven● 2004-2010 gasification

scorecard2

• China 29

• US 0

► Reliable● CO supplier (Wison)

performance first five months

• >97% CO availability3

► Low cost● Significant cost advantage

versus natural gas

● Synergies from co-production of methanol and CO

3. Feedstocks: advantaged position with coal-based CO

1From William Preston presentation at Gasification Technologies Council in 2001 2Data from www.gasification.org3Availability defined as percent of time supplying CO, excluding time when Oxygen feed not available

Feeds

H2S

Syngas

Gasification Gas Refining End-products

Syngas (H2 + CO)

CO

Methanol

Sulfur

Solids

Co-products:

SULFURRECOVERY

SULFURREMOVAL

Oxygen

Coal - water

Coal Gasification Process1

Coal Gasification in China: Proven, Reliable, Low Cost

133

Coal Gasification in China: Cost Advantage versus Natural Gas1

133

Nanjing: advantaged feedstock position with coal-based CO

► Coal has a 40% cost advantage vs. natural gas at current natural gas pricing

► Cost advantage likely to increase given relative coal versus natural gas reserves

1Proforma economics based on current Nanjing coal and natural gas prices ($8 per MM BTU) plus 15% return

0Coal to CO NG to CO

CO

Cos

t ($

per t

on)

Variable and Fixed Cost Capital Return

134

AOPlus™ Implementation in Clear Lake

4. Technologies: leading Celanese acetic acid technology (AOPlus™) protected with patents

► 25 years of Celanese technology development integrated in Nanjing design

► Celanese patents worldwide531 total with 473 active

400 additional applications

► Celanese patents in China24 total with 22 active


1978 19

83

1988

1993

1998

2003

2008

Uni

t Cap

acity

, kta

200

1,300Technology

2 Technologies

2 Technologies

2 Technologies

TechnologyTechnology

2 TechnologiesTechnology


TechnologyMore CO

Technology2 Technologies

2 Technologies

More COTechnology

2 Technologies

135

VAntage™ Implementation in Bay City

Nanjing: leading Celanese VAM technology (VAntageTM)

0

350

1970

1975

1980

1985

1990

1995

2000

2005

Uni

t Cap

acity

, kta

Debottlenecking and Technology

Technology


Debottlenecking and Technology

Technology

Technology

2008

► 35 years of Celanese technology development integrated in Nanjing design

► Celanese patents worldwide902 total with 892 active


► Celanese patents in China21 total with 21 active


5. EHS Standards: committed to safety and environmental excellence

► U.S. or China standards, whichever greater

► No significant environmental incidents to date

China standards higher

► Integrating Celanese standards and culture

►No lost time injuries in site history (> 7 million man-hours)

Safety Environmental

136

137

Capital Intensity

6. Sourcing/Engineering: lowest capital acetyl complex in the world

Information obtained from various press releases, 2007 China Acetic Acid Conference, and Celanese estimates

0

50

100

150

200

250

300

350

CE Nanjing Local Chinese Sipchem

CE Nanjing vs. Sipchem

CE Nanjing vs. Local Chinese

+++++++Overall

++++++Timing of Investment

++++++++Integration

+++++++Scale

++++++++Technology

++++++Geography

Rel

ativ

e $C

apita

l/$A

cety

l Sal

es

CE Nanjing vs. Local Chinese

CE Nanjing vs. Sipchem

138

Operational Excellence: integral part of Celanese value proposition

► $300–350 million total capital► $600–800 million revenue by 2010

► $1 billion/year in 2001 - 2007► More in 2008 and beyond

Sustained Productivity Nanjing: Demonstrated Success

0

1,000

2001 2002 2003 2004 2005 2006 2007E

$ m

illio

n pe

r yea

r

EmulsionsComplex

Admin. &Maintenance

Plant Infrastructure

Acetic Anhydride

Warehouse

Compounding

Acetic Acid

Vinyl Acetate Monomer

Celstran® FlareGUR®

Fixed Cost Reduction

139

Nanjing: platform for growth

► Successful

► Execution

► Expertise

► Scalable

► Portable

Pursue. Premier.

1. Ownership/Governance

Global/Highest Local

Offshore

Basic Technologies

Natural Gas Based CO

Acetic Acid Unit

Joint Venture

Local

Best-in-Class Technologies

Coal Based CO

Integrated Complex

Go Alone

Global/ Highest Local 5. EHS Standards

Offshore Local/In House6. Sourcing/Engineering

Basic Technologies

Best-in-Class Technologies4. Technologies

Natural Gas-based CO Coal-based CO3. Feedstocks

Acetic Acid Unit Integrated Complex2. Level of Integration

Joint Venture Go Alone

Alternative Celanese Decision

Steven M. SterinSenior Vice President and CFO

Value Creation

141

Building a case for value

► 2007 financial update

► 2008 financial outlook

► Cash flow and capital structure strategy

► Case for improved value creation

142

Progression of Adjusted EPS Outlook

Continued strength in 2007: increasing guidance

► Adjusted EPS guidance range increased to $3.26 to $3.31 per share

Current full-year 2007 guidance range above high end of original estimatesContinued strong global demand for acetyl products Ticona volume growth in EuropeAcetate Products revitalization successfully completed

► Discontinued Edmonton methanol operations contributed $31 million of Operating EBITDA in 2007

FY 2007 Guidance

$976 up 12%$302Operating EBITDA

$2.49 up 23%$0.73Adjusted EPS

$4,684 up 8%$1,573Sales

9 monthsended 9/30/07

3rd Qtr 2007($ in millions)

$2.50

$2.70

$2.90

$3.10

$3.30

$3.50

Dec-06 Feb-07 May-07 Jul-07 Oct-07 Dec-07

143

2006 Rptd Oxo Disc.Ops.

2006 Base Strategy Market 2007E

Realizing progress in 2007

1,280 - 1,310

85 - 9056 - 61

► Delivering on strategic growth objectives

Consumer Specialties on track with revitalization

Nanjing acetic acid plant startup ahead of previous estimate

► Benefiting from strong market conditions

Favorable acetyl conditions expected to more than offset volatile raw material costs and impact of Clear Lake outage

Strong performance of affiliates, particularly Ibn Sina

2007 PerformanceOperating EBITDA

1,285 - 1,2951,244

(100)1,144

$ in millions

144






145

2008 business outlook

► Continued strong global demand► Incremental acetic acid volume

associated with China expansion► VAM and acetic anhydride production scheduled to

begin in Nanjing► Prices expected to adjust in 2008

Acetyl Intermediates

► Volume growth >2x GDP across both transportation and non-transportation applications

► Aggressive cost control offsets continued high energy and raw material costs

► Significant progress expected in Nanjing production capabilities


► Synergy capture from APL integration► Strong underlying business fundamentals


► High raw material costs continue► Realize benefits from revitalization efforts► Emulsions production in Nanjing


2008 Guidance:

Adjusted EPS $3.35 to $3.65

Operating EBITDA$1,280 to $1,350 million

Forecasted 2008 adjusted tax rate of

26%

2008 Guidance:

Adjusted EPS $3.35 to $3.65

Operating EBITDA$1,280 to $1,350 million

Forecasted 2008 adjusted tax rate of

26%

146

2006 Base 2006Methanol

2007Strategy

2008Strategy

2008E 2008EOutlookRange

► Continue to deliver on growth objectives –expect to realize >50% of objectives by 2008

► Operational Excellence expected to more than offset inflation

► Outlook range reflects potential fluctuation in economic/market conditions

2008 ExpectationsOperating EBITDA

Accelerating strategic growth objectives in 2008 from 2006 baseline

85 - 90

120 - 130

(52)

1,144

~1,3151,280 - 1,350

$ in millions

147

2008 guidance

Additional Items► Affiliate Income1

$175 – $185 million

► Net Interest2$200 – $210 million

► Depreciation and Amortization $300 – $310 million

► Share Count169 million

1 Cost dividends and equity earnings2 Net cash interest and interest expense

► Estimated Adjusted Tax Rate for Adjusted EPS

26%

► Cash Taxes$100 – $120 million

► Capital Expenditure$280 – $300 million

148






149

Strong cash flow generation continues

► Strong operating results

► Lower cash taxes► Working capital

productivity► 2008 estimate

excludes Kelsterbachrelocation

Adjusted Free Cash Flow1

2006 2007E 2008E

458

~400

500 - 550

1 Adjusted free cash flow calculated as cash flow from operations less capital expenditures less other productive asset purchases less operating cash from discontinued operations plus certain other charges

$ in

milli

ons

150

14%


Low HighLow

High

Bias for growth and high-return projectsR

etur

n on

Cap

ital D

eplo

yed/

Va

lue

Cre

atio

n

► Dividend

► Debt repayment

► Hold cash


► Asset expansion – low growth area







~75% of Capital

Deployed Since 2005

151

Cost Reduction & Revitalization

ProjectsGrowth Projects Core/Bolt-on

Acquisitions

Cash flow and capital structure strategy

Share Repurchase Dividends Debt

Repayment

Execute Growth Strategy Optimize Capital Structure

Cash Available for Strategic Use

► Cost► Stability► Flexibility► Maximize shareholder value

Capital Structure Objectives► Aligned with Strategic Pillars► 2 – 4 year simple payback period► > 20 – 50% ROIC

Investment Criteria

152

Effective use of cash to create shareholder value in 2007

Execute Growth Strategy~$400 million

Optimize Capital Structure ~$875 million

~$140 million

► APL for ~$110 million

► ~$30 millionadditional spend for synergies

~$60 million► Industrial

Specialties revitalization

► SG&A improvement

► Energy reduction programs

~$400 million

► ~$70 million Dutch Auction

► ~$330 million open-market repurchase

~$35 million

► Common and preferred dividends

~$440 million

► ~$200 million debt reduction

► $240 million high-yield debt refinancing costs

~$190 million

► Primarily Nanjing

► High-return projects

Cash Available for Strategic Use ~$1,275 million

Includes Oxo Divestiture Net Proceeds ~$580 million

Cost Reduction & Revitalization

ProjectsGrowth Projects Core/Bolt-on

AcquisitionsShare

Repurchase Dividends DebtRepayment

153

Current credit structure near investment grade

Cost► LIBOR +175 bps (step-down to 150 bps)► Reduced annual interest cost by $50 -

$60 million

► “Covenant-lite” structure supports growth strategy and flexibility to return cash to shareholders

Stability

Flexibility

► Term loan maturity not until 2014► Annual term loan amortization 1%

($28 million)

Result of Capital Structure Optimization

154

Improved leverage profile reduces risk and increases earnings

► Decrease in overall borrowing costs since 2005

► Continued improvement in interest coverage ratio

► Improved capital flexibility

► Further debt reduction provides minimal value at this time

4.3x

6.3x5.9x

4.9x

0x

1x

2x

3x

4x

5x

6x

7x

2005 2006 2007E 2008E

Operating EBITDA/Net Interest

6.9%

8.0% Borrowing Rate

155

17%

22% 23%

24%

10%

15%

20%

25%

2005 2006 2007E 2008E

► Improvement in credit statistics

► Current performance at or above BB credit rating

► Financial performance and growth plans support current capital structure

1Adjusted FFO (Funds from Operations) equals Net Income plus D&A, Deferred Taxes, Non-Cash Charges, Adjustment for Pension/OPEB and Operating Leases2Adjusted Total Debt equals Reported Debt plus After-tax Unfunded Pension/OPEB Obligations and Operating Lease Adjustments

BB

BB -

Adjusted FFO1/Adjusted Total Debt2

Improved credit performance – primed for upgrade

156

Capital structure and cash flow summary

Operating EBITDA Growth Objectives

0

200

400

2007 2008 2009 2010AI CIS AEM

Clear Growth Objectives

Improved Shareholder Value

Operating EBITDA/Net Interest

Increased Financial Flexibility

Operating EBITDA Margin

Improved Portfolio Performance

11%10%

11% 11%

17%19%

16%15% 15%

17%19%

20%19%

16%

20%

5%

10%

15%

20%

2000 2001 2002 2003 2004 2005 2006 2007EAs ReportedPro Forma for Current Portfolio

4.3x

6.3x5.9x

4.9x

0x

1x

2x

3x

4x

5x

6x

7x

2005 2006 2007E 2008E

$ in

mill

ions

157






158

Additional value in affiliates

$20

$50

$10

$5

2007EUnreported

ProportionalEBITDA

$85$20

$30

$15

$15

2007EReported

Equity Earnings

$80$165

$40

$80

$25

$20

2007EProportional

EBITDA

Subtotal

AI<50%Infraservs

AEM45%Polyplastics

AEM50%Korea Engineered Plastics

AEM50%Fortron Industries

Reporting Segment

Celanese OwnershipAffiliate

Equity Affiliates

Total EBITDA

from Affiliates

$275$1902007E Total Reported

CIS30-31%Acetate China Ventures

AI25%Ibn Sina

Reporting Segment

Celanese OwnershipAffiliate

Cost Affiliates 2007E Cash

Dividends

Subtotal $110$36

$74

159

5%

4% 4% 4%5%

7%

DOW PPG EMN ROH FMC CE

3Yr Avg FCF Yield2

14% 15% 14%

18%20% 20%


3Yr Avg EBITDA/Sales2

12%9%

14%

20%

15%

28%


Asia % of Sales1

45%

66%

53% 52%45%

28%


North America % of Sales1

-6%

8%

-4%

3%

12%10%


3Yr Avg EBITDA Growth2

14% 15% 14%18%

20% 20%


3Yr Avg EBITDA/Sales2

-6%

8%

-4%

3%

12% 10%


3Yr Avg EBITDA Growth2

5%4% 4% 4%

5%

7%


3Yr Avg FCF Yield2

45%

66%53% 52%

45%

28%


North America % of Sales1

12%9%

14%

20%

15%

28%


Asia % of Sales1

Case for improved valuation

1Banc of America Securities LLC estimates2Thompson Financial as of December 7, 2007, Company reports, Celanese estimates

12.1 12.4 13.4 14.7 14.3

11.0


Forward P/E2

160

P/E

Significant shareholder value upside continues to exist for Celanese

► Building a premier portfolio► Pursuing aggressive and sustainable earnings growth► Generating significant cash flow for reinvestment at very attractive returns

1Thompson Financial as of December 7, 2007, Company reports, Celanese estimates

P/E and EV/EBITDA Multiples (based on 2008E)1

Stock Price Based on Celanese 2008 Adjusted EPS $3.35 – $3.65

Current Share Price: $39.781

EV/E

BIT

DA

0

2

4

6

8

10

EV/EBITDA Premier P/E Premier0

5

10

15

20

25 $58

$52

161

Key takeaways from today’s meeting

► Portfolio is stronger, more resilient

► It’s the model – not the molecule

► Ahead of expectations and growth objectives

► More earnings growth opportunities identified

► Celanese culture: enabler

162

Appendix

163

Reg G: Reconciliation of Diluted Adjusted EPS

Adjusted Earnings Per Share - Reconciliation of a Non-U.S. GAAP Measure

(in $ millions, except per share data) 2007 2006 2007 2006Earnings (loss) from continuing operations before tax and minority interests 131 150 134 401 Non-GAAP Adjustments: Other charges and other adjustments 1 40 16 206 77 Refinancing costs - 254 - Adjusted earnings from continuing operations before tax and minority interests 171 166 594 478 Income tax provision on adjusted earnings 2 (48) (42) (166) (129)Minority interests - (2) - (3)Adjusted earnings from continuing operations 123 122 428 346Preferred dividends (2) (3) (7) (8)Adjusted net earnings available to common shareholders 121 119 421 338Add back: Preferred dividends 2 3 7 8Adjusted net earnings for adjusted EPS 123 122 428 346

Diluted shares (millions)Weighted average shares outstanding 150.2 158.6 155.4 158.6Assumed conversion of Preferred Shares 12.0 12.0 12.0 12.0 Assumed conversion of Restricted Stock 0.4 - 0.3 - Assumed conversion of stock options 4.8 0.6 4.4 1.0 Total diluted shares 167.4 171.2 172.1 171.6Adjusted EPS 0.73 0.71 2.49 2.021 See Reconciliation of Other Charges and Other Adjustments.2 The adjusted tax rate for the three and nine months ended September 30, 2007 is 28% based on the original full year 2007 guidance.

Nine Months EndedSeptember 30,

Three Months EndedSeptember 30,

164

Reg G: Reconciliation of Net Debt

Net Debt – Reconciliation of a Non-U.S. GAAP Measure

September 30, December 31,(in $ millions) 2007 2006Short-term borrowings and current installments of long-term debt - third party and affiliates 243 309Long-term debt 3,252 3,189Total debt 3,495 3,498Less: Cash and cash equivalents 531 791Net Debt 2,964 2,707

165

Reg G: Reconciliation of Other Charges and Other Adjustments

Reconciliation of Other Charges and Other AdjustmentsOther Charges:

(in $ millions) 2007 2006 2007 2006Employee termination benefits 2 - 27 11 Plant/office closures 4 - 4 - Insurance recoveries associated with plumbing cases (2) - (2) (3)Long-term compensation triggered by Exit Event - - 74 - Asset impairments 6 - 9 - Ticona Kelsterbach relocation 1 - 4 - Other 1 - 2 4 Total 12 - 118 12

Other Adjustments: 1

(in $ millions) 2007 2006 2007 2006Executive severance & other costs related to Squeeze-Out (1) 5 - 28 Ethylene Pipeline Exit - - 10 Business Optimization 5 4 10 4 Foreign exchange loss related to refinancing transaction 13 - 22 - AT Plastics films sale 7 - 7 - Discontinued Methanol production 2 - 10 31 36Other 4 (3) 8 (3) Total 28 16 88 65

Total other charges and other adjustments 40 16 206 77 1 These items are included in net earnings but not included in other charges.2 Adjusted earnings per share included earnings from its discontinued methanol production which was included in the company's 2007 guidance.

September 30, September 30,

Three Months Ended Nine Months Ended

Three Months Ended Nine Months Ended

September 30, September 30,

166

Reg G: Equity Affiliate DataE

quity

Aff

iliat

e P

relim

inar

y R

esul

ts -

Tota

l - U

naud

ited

(in $

mill

ions

)20

0720

0620

0720

06N

et S

ales

Tico

na A

ffilia

tes1

315

291

934

862

Infra

serv

242

2

34

6

1,

175

1,01

0To

tal

737

637

2,10

91,

872

Ope

ratin

g P

rofit

Tico

na A

ffilia

tes

55

42

148

130

Infra

serv

19

16

6147

Tota

l74

58

20

917

7

Dep

reci

atio

n an

d A

mor

tizat

ion

Tico

na A

ffilia

tes

12

13

3935

Infra

serv

21

20

6159

Tota

l33

33

10

094

Aff

iliat

e E

BIT

DA

3

Tico

na A

ffilia

tes

67

55

187

165

Infra

serv

40

36

122

106

Tota

l10

7

91

30

927

1

Net

Inco

me

Tico

na A

ffilia

tes

38

29

9885

Infra

serv

19

10

5938

Tota

l57

39

15

712

3

Net

Deb

tTi

cona

Affi

liate

s14

2

(2

5)

14

2(2

5)In

frase

rv5

35

5

35To

tal

147

10

147

10

Equ

ity A

ffili

ate

Pre

limin

ary

Res

ults

- C

elan

ese

Pro

port

iona

l Sha

re -

Una

udite

d4

(in $

mill

ions

)20

0720

0620

0720

06N

et S

ales

Tico

na A

ffilia

tes

145

134

432

399

Infra

serv

135

78

388

394

Tota

l28

0

21

2

82

079

3

Ope

ratin

g P

rofit

Tico

na A

ffilia

tes

25

20

7062

Infra

serv

6

5

2016

Tota

l31

25

90

78

Dep

reci

atio

n an

d A

mor

tizat

ion

Tico

na A

ffilia

tes

6

6

1817

Infra

serv

6

6

2019

Tota

l12

12

38

36

Aff

iliat

e E

BIT

DA

3

Tico

na A

ffilia

tes

31

26

8878

Infra

serv

12

11

3934

Tota

l43

37

12

711

2

Equ

ity in

net

ear

ning

s of

aff

iliat

es (a

s re

port

ed o

n th

e In

com

e S

tate

men

t)

Tico

na A

ffilia

tes

18

13

4739

Infra

serv

6

4

1814

Tota

l24

17

65

53

Aff

iliat

e E

BIT

DA

in e

xces

s of

Equ

ity in

net

ear

ning

s of

aff

iliat

es5

Tico

na A

ffilia

tes

13

13

4139

Infra

serv

6

7

2120

Tota

l19

20

62

59

Net

Deb

tTi

cona

Affi

liate

s62

(1

3)

62

(13)

Infra

serv

3

13

313

Tota

l65

-

65-

1 Tic

ona

Affi

liate

s in

clud

es P

olyP

last

ics

(45%

ow

ners

hip)

, Kor

ean

Eng

inee

ring

Pla

stic

s(50

%) a

nd F

ortro

n In

dust

ries(

50%

)2 In

frase

rv in

clud

es In

frase

rv E

ntiti

es v

alue

d as

equ

ity in

vest

men

ts (I

nfra

serv

Höc

hst G

roup

- 3

1% o

wne

rshi

p, In

frase

rv G

endo

rf - 3

9% a

nd In

frase

rv K

naps

ack

27%

)3 A

ffilia

te E

BIT

DA

is th

e su

m o

f Ope

ratin

g P

rofit

and

Dep

reci

atio

n an

d A

mor

tizat

ion,

a n

on-U

.S. G

AA

P m

easu

res

4 Cal

cula

ted

as th

e pr

oduc

t of f

igur

es fr

om th

e ab

ove

tabl

e tim

es C

elan

ese

owne

rshi

p pe

rcen

tage

5 Pro

duct

of C

elan

ese

prop

ortio

n of

Affi

liate

EB

ITD

A le

ss E

quity

in n

et e

arni

ngs

of a

ffilia

tes;

not

incl

uded

in C

elan

ese

oper

atin

g E

BIT

DA

Thre

e M

onth

s E

nded

Nin

e M

onth

s E

nded

Sep

tem

ber

30,

Sep

tem

ber

30,

Thre

e M

onth

s E

nded

Sep

tem

ber

30,

Nin

e M

onth

s E

nded

Sep

tem

ber

30,

167

Reg G: Reconciliation of Operating EBITDA

Segm

ent D

ata

and

Rec

onci

liatio

n of

Ope

ratin

g Pr

ofit

(Los

s) to

Ope

ratin

g EB

ITD

A -

a

Non

-U.S

. GAA

P M

easu

re.

(in $

mill

ions

) 20

0720

0620

0720

06N

et S

ales

Adv

ance

d E

ngin

eere

d M

ater

ials

258

230

777

69

1

Con

sum

er S

peci

altie

s28

2

213

83

2

652

I

ndus

trial

Spe

cial

ties

314

335

1,01

5

97

2

Ace

tyl I

nter

med

iate

s85

987

22,

532

2,52

0

O

ther

Act

iviti

es 1

65

2

16

I

nter

segm

ent e

limin

atio

ns(1

46)

(184

)(4

74)

(503

)

To

tal

1,57

31,

471

4,68

4

4,

348

Ope

ratin

g Pr

ofit

(Los

s) A

dvan

ced

Eng

inee

red

Mat

eria

ls35

37

10

3

116

C

onsu

mer

Spe

cial

ties

34

35

130

12

4

Ind

ustri

al S

peci

altie

s(9

)

17

2

35

Ace

tyl I

nter

med

iate

s11

7

126

34

0

349

O

ther

Act

iviti

es 1

(30)

(4

3)

(151

)

(1

44)

Tota

l14

7

172

42

4

480

Equi

ty E

arni

ngs

and

Oth

er In

com

e/(E

xpen

se) 2

Adv

ance

d E

ngin

eere

d M

ater

ials

18

14

48

42

Con

sum

er S

peci

altie

s2

-

37

22

I

ndus

trial

Spe

cial

ties

-

-

-

(1

)

Ace

tyl I

nter

med

iate

s28

18

51

40

O

ther

Act

iviti

es 1

(10)

10

(8

)

10

To

tal

38

42

128

11

3

Oth

er C

harg

es a

nd O

ther

Adj

ustm

ents

3

Adv

ance

d E

ngin

eere

d M

ater

ials

-

-

5

(4

)

Con

sum

er S

peci

altie

s2

-

11

-

Ind

ustri

al S

peci

altie

s14

3

33

14

Ace

tyl I

nter

med

iate

s2

10

59

36

Oth

er A

ctiv

ities

122

3

98

31

Tota

l40

16

20

6

77

Dep

reci

atio

n an

d Am

ortiz

atio

n Ex

pens

e A

dvan

ced

Eng

inee

red

Mat

eria

ls17

16

51

48

C

onsu

mer

Spe

cial

ties

15

9

39

29

I

ndus

trial

Spe

cial

ties

13

16

43

45

Ace

tyl I

nter

med

iate

s31

23

81

78

O

ther

Act

iviti

es 1

1

2

4

5

Tota

l77

66

21

8

205

Ope

ratin

g EB

ITD

A A

dvan

ced

Eng

inee

red

Mat

eria

ls70

67

20

7

202

C

onsu

mer

Spe

cial

ties

53

44

217

17

5

Ind

ustri

al S

peci

altie

s18

36

78

93

A

cety

l Int

erm

edia

tes

178

17

7

531

50

3

Oth

er A

ctiv

ities

1(1

7)

(28)

(5

7)

(98)

To

tal

302

29

6

976

87

5

1 O

ther

Act

iviti

es p

rimar

ily in

clud

es c

orpo

rate

sel

ling,

gen

eral

and

adm

inis

trativ

e ex

pens

es

and

the

resu

lts fr

om c

aptiv

e in

sura

nce

com

pani

es.

2 I

nclu

des

equi

ty e

arni

ngs

from

affi

liate

s, d

ivid

ends

from

cos

t inv

estm

ents

and

oth

er in

com

e/(e

xpen

se)

3 E

xclu

des

adju

stm

ents

to m

inor

ity in

tere

st, n

et in

tere

st, t

axes

, dep

reci

atio

n, a

mor

tizat

ion

and

disc

ontin

ued

oper

atio

ns.

Thre

e M

onth

s En

ded

Sept

embe

r 30,

Nin

e M

onth

s En

ded

Sept

embe

r 30,

168


Segm

ent D

ata an

d Rec

oncil

iation

of O

pera

ting P

rofit

(Los

s) to

Ope

ratin

g EBI

TDA

- a N

on-U

.S. G

AAP

Meas

ure -

Una

udite

d Twelv

e Mon

ths E

nded

Marc

h 31,

June

30,

Sept

embe

r 30,

Dece

mber

31,

Dece

mber

31,

(in $

millio

ns)

2005

2005

2005

2005

2005

Net S

ales

Adv

ance

d Eng

ineer

ed M

ateria

ls23

9

22

3

21

2

21

3

88

7

C

onsu

mer S

pecia

lties

212

219

208

200

839

Indu

strial

Spe

cialtie

s20

6

26

3

30

5

28

6

1,0

60

Ace

tyl In

terme

diates

690

707

731

783

2,911

O

ther A

ctivit

ies 1

12

8

6

6

32

Inter

segm

ent e

limina

tions

(95)

(99)

(113)

(153)

(460)

To

tal1,2

64

1,321

1,3

49

1,335

5,2

69

Oper

ating

Pro

fit (L

oss)

Adv

ance

d Eng

ineer

ed M

ateria

ls39

5

18

(2)

60

Con

sume

r Spe

cialtie

s24

27

21

56

12

8

In

dustr

ial S

pecia

lties

-

5

5

(14)

(4)

A

cetyl

Inter

media

tes14

3

12

1

76

146

486

Othe

r Acti

vities

1(83

)

(33

)

(38

)

(30

)

(18

4)

Total

123

125

82

15

6

48

6

Equit

y Ear

nings

and O

ther

Inco

me/(E

xpen

se) 2

Adv

ance

d Eng

ineer

ed M

ateria

ls12

16

15

11

54

Con

sume

r Spe

cialtie

s-

2

(2)

3

3

In

dustr

ial S

pecia

lties

-

-

-

-

-

Ace

tyl In

terme

diates

12

(10

)

32

35

69

Othe

r Acti

vities

1(8)

18

(2)

5

13

To

tal16

26

43

54

13

9

Othe

r Cha

rges

and O

ther

Adju

stmen

ts 3

Adv

ance

d Eng

ineer

ed M

ateria

ls1

20

4

6

31

C

onsu

mer S

pecia

lties

1

-

10

(24

)

(13

)

In

dustr

ial S

pecia

lties

-

2

8

1

11

A

cetyl

Inter

media

tes19

11

15

(30)

15

O

ther A

ctivit

ies 1

45

(10

)

2

3

40

Total

66

23

39

(44

)

84

Depr

eciat

ion an

d Amo

rtiza

tion E

xpen

se A

dvan

ced E

ngine

ered

Mate

rials

15

14

13

18

60

C

onsu

mer S

pecia

lties

12

12

7

11

42

Indu

strial

Spe

cialtie

s12

11

7

17

47

A

cetyl

Inter

media

tes17

24

35

34

11

0

O

ther A

ctivit

ies 1

2

2

4

1

9

Total

58

63

66

81

268

Oper

ating

EBI

TDA*

Adv

ance

d Eng

ineer

ed M

ateria

ls67

55

50

33

20

5

C

onsu

mer S

pecia

lties

37

41

36

46

160

Indu

strial

Spe

cialtie

s12

18

20

4

54

A

cetyl

Inter

media

tes19

1

14

6

15

8

18

5

68

0

O

ther A

ctivit

ies 1

(44)

(23)

(34)

(21)

(122)

To

tal26

3

23

7

23

0

24

7

97

7

*Q

uarte

rly ea

rning

s for

the d

iscon

tinue

d Edm

onton

Meth

anol

18

10

4

3

35

oper

ation

s hav

e bee

n inc

luded

in O

ther C

harg

es an

d Othe

r Adju

stmen

ts.

Oxo A

lcoho

l Dive

stitu

re22

28

22

9

81

To

tal O

pera

ting E

BITD

A - a

s rep

orted

285

265

252

256

1,058

1 Othe

r Acti

vities

prim

arily

inclu

des c

orpo

rate

sellin

g, ge

nera

l and

admi

nistra

tive e

xpen

ses a

nd th

e res

ults f

rom

capti

ve in

sura

nce c

ompa

nies.

2 Inclu

des e

quity

earn

ings f

rom

affilia

tes, d

ivide

nds f

rom

cost

inves

tmen

ts an

d othe

r inco

me/(e

xpen

se).

3 Exc

ludes

adjus

tmen

ts to

mino

rity in

teres

t, net

inter

est, t

axes

, dep

recia

tion,

amor

tizati

on an

d disc

ontin

ued o

pera

tions

.

Thre

e Mon

ths E

nded

169


Segm

ent D

ata an

d Re

conc

iliatio

n of

Ope

ratin

g Pr

ofit

(Los

s) to

Ope

ratin

g EB

ITDA

- a N

on-U

.S. G

AAP

Meas

ure -

Una

udite

d Twelv

e Mon

ths E

nded

Marc

h 31

,Ju

ne 30

,Se

ptem

ber 3

0,De

cem

ber 3

1,De

cem

ber 3

1,(in

$ m

illion

s)

2006

2006

2006

2006

2006

Net S

ales

Adv

ance

d Eng

ineer

ed M

ateria

ls23

1

23

0

23

0

22

4

91

5

C

onsu

mer S

pecia

lties

216

223

213

224

876

Ind

ustria

l Spe

cialtie

s31

1

32

6

33

5

30

9

1,2

81

Ace

tyl In

terme

diates

809

839

872

831

3,351

O

ther A

ctivit

ies 1

5

6

5

6

22

In

terse

gmen

t elim

inatio

ns(1

52)

(167

)

(1

84)

(164

)

(6

67)

To

tal

1,420

1,4

57

1,471

1,4

30

5,778

Oper

atin

g Pr

ofit

(Los

s) A

dvan

ced E

ngine

ered

Mate

rials

41

38

37

29

145

Con

sume

r Spe

cialtie

s42

47

35

41

16

5

I

ndus

trial S

pecia

lties

15

3

17

9

44

A

cetyl

Inter

media

tes10

3

12

0

12

6

10

7

45

6

O

ther A

ctivit

ies 1

(45)

(56)

(43)

(46)

(190

)

Tota

l15

6

15

2

17

2

14

0

62

0

Equi

ty Ea

rnin

gs an

d Ot

her I

ncom

e/(Ex

pens

e) 2

Adv

ance

d Eng

ineer

ed M

ateria

ls14

14

14

13

55

Con

sume

r Spe

cialtie

s-

22

-

2

24

I

ndus

trial S

pecia

lties

-

(1)

-

-

(1

)

A

cetyl

Inter

media

tes7

15

18

23

63

O

ther A

ctivit

ies 1

3

(3)

10

12

22

Tota

l24

47

42

50

16

3

Othe

r Cha

rges

and

Othe

r Adj

ustm

ents

3

Adv

ance

d Eng

ineer

ed M

ateria

ls(2

)

(2)

-

(1

)

(5)

Con

sume

r Spe

cialtie

s-

-

-

-

-

I

ndus

trial S

pecia

lties

1

10

3

2

16

Ace

tyl In

terme

diates

12

14

10

16

52

O

ther A

ctivit

ies 1

13

15

3

(2)

29

Tota

l24

37

16

15

92

Depr

eciat

ion

and

Amor

tizati

on E

xpen

se A

dvan

ced E

ngine

ered

Mate

rials

16

16

16

17

65

C

onsu

mer S

pecia

lties

11

9

9

10

39

I

ndus

trial S

pecia

lties

14

15

16

14

59

A

cetyl

Inter

media

tes23

32

23

23

10

1

O

ther A

ctivit

ies 1

1

2

2

-

5

Tota

l65

74

66

64

26

9

Oper

atin

g EB

ITDA

* A

dvan

ced E

ngine

ered

Mate

rials

69

66

67

58

260

Con

sume

r Spe

cialtie

s53

78

44

53

22

8

I

ndus

trial S

pecia

lties

30

27

36

25

118

Ace

tyl In

terme

diates

145

181

177

169

672

Othe

r Acti

vities

1(2

8)

(4

2)

(2

8)

(3

6)

(1

34)

To

tal

269

310

296

269

1,144

*Q

uarte

rly ea

rning

s for

the d

iscon

tinue

d Edm

onton

Meth

anol

14

12

10

16

52

oper

ation

s hav

e bee

n inc

luded

in O

ther C

harg

es an

d Othe

r Adju

stmen

ts.

Oxo

Alco

hol D

ivest

iture

**-

-

26

39

65

Tota

l Ope

ratin

g EB

ITDA

- as

repo

rted

269

310

322

308

1,209

**F

or co

mpar

ative

purp

oses

. Th

e Oxo

Alco

hol D

ivesti

ture w

as re

flecte

d as a

disc

ontin

ued o

pera

tion f

or th

e thr

ee m

onths

ende

d Mar

ch 31

, 200

6 and

June

30, 2

006

in co

njunc

tion w

ith re

portin

g the

resu

lts fo

r the

first

and s

econ

d qua

rter o

f 200

7.

1 Othe

r Acti

vities

prim

arily

inclu

des c

orpo

rate

sellin

g, ge

nera

l and

admi

nistra

tive

expe

nses

and

the r

esult

s fro

m ca

ptive

insu

ranc

e co

mpan

ies.

2 Inc

ludes

equ

ity e

arnin

gs fr

om a

ffiliat

es, d

ivide

nds f

rom

cost

inves

tmen

ts an

d othe

r inc

ome/

(exp

ense

).3 E

xclud

es ad

justm

ents

to m

inorit

y inte

rest,

net in

tere

st, ta

xes,

depr

eciat

ion, a

mortiz

ation

and

disc

ontin

ued o

pera

tions

.

Thre

e Mon

ths E

nded

170


Segm

ent D

ata

and

Reco

ncili

atio

n of

Ope

ratin

g Pr

ofit

(Los

s) to

Ope

ratin

g EB

ITDA

- a

Non-

U.S.

GAA

P M

easu

re -

Unau

dite

d

Six

Mon

ths

Ende

dM

arch

31,

June

30,

June

30,

(in $

milli

ons)

20

0720

0720

07Ne

t Sal

es A

dvan

ced

Engi

neer

ed M

ater

ials

262

257

519

C

onsu

mer

Spe

cial

ties

269

281

550

I

ndus

trial

Spe

cial

ties

346

355

701

A

cety

l Int

erm

edia

tes

839

834

1,67

3

O

ther

Act

ivitie

s 1

1

(5)

(4

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171

Reg G: Reconciliation of 2000 – 2006 Operating EBITDA

Advanced Engineered Materials 2000 2001 2002 2003 2004 2005 2006GAAP Operating Profit 90 (13) 23 136 19 60 145 Depreciation & Amortization 69 68 60 63 64 60 65 Other Charges & Other Adjustments (27) (8) 8 (97) 67 31 (5) Equity Earnings and Other Income/(Expense) 15 5 17 32 26 54 55 Operating EBITDA 147 52 108 134 176 205 260

Total Celanese 2000 2001 2002 2003 2004 2005 1 2006 1

GAAP Operating Profit 78 (470) 162 133 130 573 747 Depreciation & Amortization 364 372 300 328 256 285 283 Other Charges & Other Adjustments 27 472 (1) 6 340 50 40 Equity Earnings and Other Income/(Expense) 58 58 58 92 75 150 174 Operating EBITDA 528 432 519 559 801 1,058 1,244

Net Sales 4,888 4,537 4,535 5,133 5,069 6,070 6,656 Operating EBITDA Margin 11% 10% 11% 11% 16% 17% 19%

Portfolio Adjustment 5% 5% 4% 6% 3% 3% 0%Pro Forma EBITDA Margin for Current Portfolio 16% 15% 15% 17% 19% 20% 19%

1Amounts as reported in the 4Q 2006 earnings release

172

Reg G: Other Items

Adjusted Total Debt

2005 2006Total Debt 3,437 3,498 Unfunded PBO 804 541 Unfunded PBO at 65% 523 352 Unfunded OPEB Obligation 377 343 Unfunded OPEB at 65% 245 223 Lease Adjustments 558 654 Adjusted Total Debt 4,763 4,727

Adjusted Funds from Operations

2000 2001 2002 2003 2004 2005 2006Net cash provided by/(used in) operating activities 55 462 363 401 (164) 701 751 Capital expenditures (221) (191) (203) (211) (204) (212) (244) Other productive asset purchases - - - - - - (41) Other charges and other adjustments 322 - (16) 5 552 56 (8) Adjusted Free Cash Flow 156 271 144 195 184 545 458

2000 – 2006 Adjusted Free Cash Flow

2005 2006Net Income 277 406Depreciation & Amortization 285 283Deferred Income Taxes (85) 125Other Non-Cash Adjustments 204 96Operating Lease Expenses 93 109Periodic Benefit Costs 43 42Adjusted Funds From Operations 817 1,061

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