1. Celanese Investor Day 2006
December 13, 2006
New York
1

2. 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 release, 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 three performance measures, operating EBITDA, adjusted earnings per share and net debt
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; and for net debt is total debt.
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. 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 flows from operating activities 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 Items 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.
Free Cash Flow is defined as Cash Flow from Operations less Capital Expenditures. 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 free cash flow to
evaluate the company's liquidity 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.
2

3. Investor Day 2006
CEO Update
David Weidman
President and CEO
3

4. A Leading Global Chemical Company
2006 Revenue1 (est)= $6.7 Billion
2006 Operating EBITDA1 (est)= $1.2 Billion
2006 Adjusted EPS (est)= $2.70 - 2.80
Chemical Acetate Technical Performance
Products Products Polymers Ticona Products
2006 Revenue (est):
2006 Revenue (est): 2006 Revenue (est): 2006 Revenue (est):
$0.7 B
$4.6 B $0.9 B $0.2 B
2006 Op. EBITDA (est):
2006 Op. EBITDA (est): 2006 Op. EBITDA (est): 2006 Op. EBITDA (est):
$0.14 B
$0.85 B $0.25 B $0.07 B
Global #1 Producer in Global #1 Producer in
Cash Generator, Global
Global #1 Producer2
Our Key Products2 Our Key Products2
#1 Producer2
1 Includes Other Operating Segment, with Revenue (est) of $0.3 B and Operating EBITDA of ($0.1 B)
2Source:Tecnon and SRI. (2005 estimates)
4

5. An Attractive Hybrid Business Model
Celanese
Commodity Intermediate Specialty Consumer
Oil & Gas
Chemicals Products Products Products
• Dow*
• Exxon • Dow* • Rohm & Haas* • Motorola
• Eastman*
• BP • Lyondell • ICI* • Toyota
• PPG*
• Shell • Methanex • Sherwin-Williams
• FMC* • Siemens
Balance of intermediate & specialty products
* Celanese internal peer group
5

6. Balanced Global and End Market
Positions
Paints &
Coatings
Food and Beverage Textiles
14%
5% 6%
Automotive
Consumer
9%
and Industrial
40% 35% 25%
Adhesives
4%
Consumer /
Medical
Construction Applications
8% 11%
Chemical Additives
Performance Industrial
6% Applications
3%
Filter Media
Paper & Packaging
9% 14% Other
Notes:
11%
Includes oxo alcohol and polyol derivative divestiture and pending APL acquisition
End use breakdown based on 2006 est. external sales revenue
Geographic breakdown based on 2005FY revenue to external customers by destination
6

7. Execution…Growth…Value
> Phase I : Successful Transition – 2000 to 2006
= Execute transformation strategy
= Growing value
> Phase II: Deliver Growth – 2007 to 2010
= Build geographic lead: Increase presence in Asia
= Grow downstream specialties: Drive business specific
opportunities
= Align organization: Better address growth
opportunities
Continue to create value in excess of the peer group
7

8. Focus and strengthen portfolio…
2000 to 2006
Portfolio Strategy
> Invest in specialty businesses
> Build strength in differentiated intermediates
> Extend the acetyl chain globally
> Reduce exposure to non-differentiated, more commodity businesses
> Divest non-core business lines
Total Revenue Impact1
Acquisitions Divestitures
Acquisitions
Air Products PVOH Oxo alcohols Vectran
Clariant Emulsions Polyol derivatives Emulsion Powders $1.8 B
Vinamul Trespaphan DH Actives
Acetex Nylon Estech JV
Divestitures
APL (pending) Acrylates Emulsions Greece
PBI COC ($1.8 B)
Fuel Cells
1Data from the year in which the transaction occurred
8

9. Focus and strengthen portfolio
% Revenue from Products Holding % Revenue from Specialty Businesses
#1 or #2 Position
2000 2006E1,2 2000 2006E1
~95%
Nutrinova Total Revenue
$6.2 B
~70% Acetate
5%3
Total Revenue
Ticona
$4.9 B
Nutrinova
40%
Acetate
33%
Ticona
31%
Chemical Chemical
Products Products
55%
36%
Specialty Products
Differentiated Intermediates
1Includes oxo alcohol and polyol derivative divestiture and pending APL acquisition
2~95% #1 or #2 with the planned 2007 closure of all Celanese methanol production
Non-differentiated Intermediates
3Primarily methanol and formaldehyde revenue
9

10. Productivity on the bottom line
Total Employees; EBITDA Celanese Operational
2000-20061 Excellence
1,400 120
> 6-year track record of
execution
1,200
100
> Continue capture of Celanese
1,000
specific opportunities
Operating EBITDA ($000)
% reduction versus yr-end
80
= ~$80 million in additional CE
2000 (ex M&A)
800
specific savings in 2007
60
600
> Ongoing productivity to more
40
than offset inflation
400
> Continuing growth in existing
20
200
assets
> Synergies to enable growth
0 0
2000 2001 2002 2003 2004 2005 2006E
through future acquisitions
EBITDA Number of Employees
Relentless productivity improvements
1Excludes oxo alcohol and polyol derivative divestiture and pending APL acquisition
Note: EBITDA references are Operating EBITDA, as defined by the Company, unless otherwise noted
10

11. Significantly improved earnings profile
since 2000
Operating EBITDA Growth1
~1,200
2000 – 2006E ($MM)
40-45
110-115
90-95
125-130
300-310
528
Cost
Increase in Portfolio 2006E
Baseline 2000 Volume Margin
Reduction net
Earnings from Optimization
of Inflation
Affiliates
Based on Celanese estimates
1Excludes oxo alcohol and polyol derivative divestiture and pending APL acquisition
All numbers are based on CE estimates
11

12. Enterprise value growth leads peer group
Celanese Enterprise Value Growth Enterprise Value Growth
2000 – 2006YTD Debt and Market 2000 – 2006YTD CAGR
Capitalization
22%
8.0
$6.9 B
7.0 CE: 18% CAGR
18%
6.0
14%
2000-2006 EV CAGR
2000-2006 EV ($ B)
5.0
10%
4.0
6%
3.0
$2.5 B
2%
2.0
-2%
1.0
0.0 -6%
ICI Eastman Dow PPG Rohm FMC Celanese
YE 2000 Current and
Market Capitalization
Debt Haas
Track record of growing value
Equity value as of December 8, 2006.
Source: Thompson Financial; Company 10Ks
12

13. Execution…Growth…Value
> Phase I : Successful Transition – 2000 to 2006
= Execute transformation strategy
= Growing Value
> Phase II: Deliver Growth – 2007 to 2010
= Build geographic lead: Increase presence in Asia
= Grow downstream specialties: Drive business specific
opportunities
= Align organization: Better address growth
opportunities
Continue to grow value in excess of the peer group
13

14. 2007 – 2010:
Celanese Earnings Growth Strategy
Celanese 2010 Objective:
$300-$350 million
EBITDA Growth
Balance Operational
Business Specific
Asia
Sheet Excellence
>Nanjing >Evaluate >Productivity
Revitalization Innovation Organic
Complex capital improvements
structure more than offset
>Affiliates
opportunities inflation
> Ticona – new >Acetyls –
>Acetate
products and continued
>Emulsions
applications greater than
market growth
in Acetic Acid
and VAM
$300 - $350 million in additional EBITDA growth
14

15. Asia: Enhancing Celanese’s geographic lead
2010E Regional Split
2006E Regional Split
Europe
Europe
Revenue
Revenue Asia
Asia
30-35%
25%
Americas
Americas
Europe
Europe
Earnings
Earnings Asia
Asia
45-55%
~30%
Americas
Americas
Approximately 50% of earnings from the fastest growing region
*Based on Celanese 2005 consolidated net sales (does not include sales from equity and cost investments).
15

16. Revitalization and acquisition:
Acetate drives earnings growth
Acetate Operating EBITDA Impact Underway: Acetate
2004 – 2008E > Continue earnings growth
through 2008/2009
$250
th
ow > Integrate Acetate Products
r
G
s
ing Limited (APL)
arn
$200
E
Initiated: Emulsions/PVOH
%
00
>1
> Enhance customer and regional
$ MM
$220 - focus
$150
230MM > Reduce product complexity
> Drive significant productivity
$100
improvement through
operational excellence
$50
Ongoing: Performance Products
2004 2005 2006E 2007E 2008E
> Support customer formulation
1 2 3
development in new products
Acetate Seg. EBITDA JV Dividends APL
Revitalization opportunities in other businesses
1 EBITDA as reported excluding special charges, Restructuring in Operations, Other charges.
2 JV dividends from cost investments 3Acquisition Pending
16

17. Application and Customer Innovation:
Ticona to drive >2x GDP growth
Ticona Drive >2x GDP Growth through 2010
Operating EBITDA Growth > Translation of existing polymers to new
2007-2010 markets
>$350 MM
> Continued Affiliate growth
> Innovation and new product
development
~$250 MM
> Polymer modifications
2010
EBITDA
Profile > Accelerating growth in non-automotive
2006E applications
EBITDA
> Increase automotive market share and
pounds per vehicle
EBITDA profile increase by ≥ $100 MM by 2010
17

18. Organic growth: Acetyls continued
success
Celanese Acetic Acid and Vinyl Acetate
> Favorable industry dynamics
Normalized Growth1996-2008E
through 2009
200
180
> Historical “market-plus” growth
160
continues
140
120
> Commercial production from
100
Nanjing begins in 2007
80
60
= $600 - $700 million
1996 1998 2000 2002 2004 2006E 2008E
increased revenues from the
Acetic Acid VAM GDP Nanjing complex by 2010
Celanese Acetic Acid : 5.1% (6.3%1)
Growth CAGR
= >$500 million from Acetyls
Market Acetic Acid2: 4.6%
> Translate vinyl-based emulsions
Celanese VAM: 4.4% (5.3%1)
success to growing Asian
Market VAM2: 3.5%
market
1996 – 2008E Global GDP3: 3.1%
1Including the Acetex acquisition
2Source: Tecnon
3Source: CMAI
18

19. Operational Excellence:
more than offset inflation
Overall Company Productivity1
$ millions (year-over-year cost savings)
average fixed
cost inflation
2001 2002 2003 2004 2005 2006E 2007
Target
Fixed cost reduction Variable and energy improvement
Goal for 2007 and beyond: more than offset inflation
1Does not include productivity from divested businesses
19

20. Realigning the businesses to accelerate
growth
Building Block Differentiated Intermediates Specialty Products
Advanced
Engineered Engineered
Formaldehyde
Plastics
Materials
(AEM)
Raw
Materials Acetate
Anhydride and
esters
Nutrinova
Acetic Acid
VAM Emulsions
Legend
Chemicals
Ticona
Consumer and
Acetyl
Acetate
Industrial
Nutrinova Intermediates
Specialties (CIS)
20

21. New organizational alignment
2006 Pro-forma Revenue (est.) = $6.0 Billion1,2
Acetyl Consumer and Industrial Advanced Engineered
Intermediates Specialties Materials
2006 Revenue (est): $2.9 billion 2006 Revenue (est): $2.2 billion 2006 Revenue (est): $0.9 billion
2006 Op. EBITDA Margin (est.): ~23%3 2006 Op. EBITDA Margin (est.): ~29%3
2006 Op. EBITDA Margin (est.): ~16%
Acetic Acid Ticona and Affiliates
Acetate and Industrial
Performance
Vinyl Acetate
Products Affiliates Specialties
Acetic Anhydride
Other Acetyl Derivatives Emulsions
IBN Sina Affiliate PVOH
AT Plastics
Oxo Alcohol Divestiture
2006 Revenue (est): $0.7 billion
2006 Op. EBITDA Margin (est.): ~10%
Increased focus on each business’ growth opportunities
1Includesoxo alcohol and polyol derivative divestiture and excludes pending APL acquisition
2Does not include Other Operating Segment and Intersegment eliminations
3Does not include the additional proportional EBITDA from equity affiliates
21

22. Celanese: Well positioned for growth
Primary Growth Focus
Balance Operational
Group Asia Revitalization Innovation Organic
Sheet Excellence
Consumer and
X X X X
Operating EBITDA
Industrial
Specialties
Advanced
X X X X
Engineered
Materials
Acetyl
X X X
Intermediates
Celanese
EPS
X
Corporate
$300 – $350 million in additional EBITDA plus EPS potential by 2010
22

23. Consumer and Industrial Specialties
Doug Madden
President, Celanese Acetate, AT Plastics,
Emulsions & PVOH
23

24. Consumer and Industrial Specialties Group
2006 Pro-forma Revenue (est.) = $6.0 Billion1,2
Advanced Engineered
Acetyl Consumer and Industrial
Materials
Intermediates Specialties
2006 Revenue (est): $0.9 B
2006 Revenue (est): $2.9 B
2006 Revenue (est): $2.2B
2006 Op. EBITDA Margin(est.):~29%3
2006 Op. EBITDA Margin (est.): ~23%3
2006 Op. EBITDA Margin (est.): ~16%
Performance Products Industrial Specialties
Acetate and Affiliates
2006 Revenue (est): $1.3 B
2006 Revenue (est): $0.2 B 2006 Revenue (est): $0.7 B
2006 Op. EBITDA Margin (est.): ~10%
2006 Op. EBITDA Margin (est): ~38% 2006 Op. EBITDA Margin (est.): ~22%
Emulsions
Oxo Alcohol Divestiture
PVOH
2006 Revenue (est): $0.7 B
AT Plastics
2006 Op. EBITDA Margin (est.): ~10%
Increased focus on each business’ growth opportunities
1Includesoxo alcohol and polyol derivative divestiture; excludes pending APL acquisition
2Does not include Other Operating Segment
3Does not include the additional proportional EBITDA from equity affiliates
24

25. Consumer and Industrial Specialties:
A significant opportunity
> Consumer and Industrial Specialties background
> Proven track record of revitalization and growth
in Acetate
> Growth and innovation opportunity in
Industrial Specialties
> Successful life-cycle management in Nutrinova
25

26. Similar business dynamics and earnings
growth opportunities
2006E Pro-forma Revenue
► Over 1/3 of total Celanese
$6.0B1,2
revenue
Acetyl
► All specialty derivatives of Intermediates
Acetyl Intermediates Industrial
Specialties
► Businesses less sensitive to
economic cycles
► Similar consumer / end use
dynamics Performance
Products
► Stable cash generation
Acetate
► Earnings growth through
Advanced
revitalization and Engineered
innovation Materials
1Includes oxo alcohol and polyol derivative divestiture; excludes pending APL acquisition
2Does not include Other Operating Segment
26

27. Aligned to deliver on unmet customer
needs
Competitive
Key Trends CIS Group Differentiator
Paints, Coatings & Adhesives (Emulsions/PVOH)
> Strong growth in developing markets
Industrial Global footprint,
> Low VOC requirements
Specialties Innovation
> Continued growth in convenience items
(non-wovens)
Food & Beverage (Nutrinova)
≥ Multiple reduced-sugar product offerings Product quality,
Performance manufacturing
≥ Blending of sweeteners and flavors to
Products
enhance taste excellence
Filter Media (Acetate)
≥ Strong tobacco growth in Asia Global footprint,
Acetate low-cost
≥ Increasing filter length and filter design
manufacturing
Tailoring innovative solutions
27

28. Major Structural Changes to the
Businesses
Completed China APL acquisition
venture tow announced
expansions
Launched Acetate
Commenced
Revitalization
construction of
Acquired Air Acquired Acquired AT
Emulsion plants
Products PVOH Vinamul Plastics
in China
1999 2006
Divested
Acquired
Revenue 1999: Revenue 2006:
Exited Acetate
Emulsion
Clariant
$1.1B $2.2B
Filament
Powders
Emulsions
Improved product portfolio
Built the #1 global vinyl-based emulsions business
Extended global reach
28

29. Acetate: Revitalization continues to
deliver earnings growth
2008 2009
2002 2003 2004 2005 2006 2007
Timeframe
> Historical
= Modest cash generation
> Restructuring/Repositioning
= China venture tow expansions Complete
= Filament exit / site optimization Complete
> Beyond 2007
= Maximize cash generation
= Selective & sustainable growth
= China venture flake expansion
> APL Acquisition (pending)
= Integrate the business
= Capture synergies
29

30. Acetate Products Limited (APL):
A strategic fit
Financial Impact Strategic Impact
> Acquisition amount: $~110MM1, > Broader customer mix and reach
debt free, includes working capital > Brings Flake integration in Europe
> 2005E revenue: ~$230MM1 > Adds film business
> EBITDA margin: high single digit - > Increases Acetyl internal
low double digit historically consumption
> Significant synergies expected
Improved Operations Footprint
North America Europe China Ventures
North America Europe
2007E 2007E 2005 to 2007E
2005 2005
Flake 2 sites 1 site Expanded
4 sites 0 sites
Tow 2 sites 3 sites Expanded
3 sites 1 site
Specialty Film na. 1 site na.
na. na.
Filament Fully exited na. na.
2 sites na.
1Assumes GBP= $1.87
30

31. Acetate: Uniquely positioned in Asia,
particularly China
Dividends from China Ventures
> Region with largest demand
$MM
= China represents 30% of
$32
global tow market $30
> Above average growth
= Tow growth projected at 2- $21
3% per year in China versus
1-2% in NA/EU
> Extending leadership
= All expansions on-stream
early 2007
$2
= Evaluating next stage
opportunities 2005 2006E 2007E 2008E
Tremendous growth in earnings and cash flow
Source: Celanese Estimates
31

32. Acetate: Strong earnings growth
continues
Consolidated Revenue, $MM
$250
$830-
t
men
870
rove
$700
imp
$200
%
0
>10
2004 2008E
$MM
$150
$220 –
$230 MM
$100
$50
2004 2005 2006E 2007E 2008E
Segment EBITDA1 JV Dividends2 APL 3
1 EBITDA as reported excluding special charges, Restructuring in Operations, Other charges.
2 JV dividends from cost investments 3Acquisition Pending
32

33. Industrial specialties: building a
premier franchise
Looking Ahead:
Positioned via Acquisition:
Realizing the Potential
$200 MM to $1,050 MM
► Continuous improvement -
Sales 2006E in MM$
1.200
selective revitalization
1.000
opportunities
800
► Technology - Market Driven
600
Innovation
400
► Globalizing -Translating VAE
200
0 Success to Asia
PVOH ('99) Clariant Vinamul Acquired
('02) ('05) business
base
Invested, Developed, Became Leader
► # 1 vinyl emulsions producer
► New product introduction
► Optimized R&D centers
Incremental EBITDA opportunity of ~$50MM
33

34. Optimize / revitalize Industrial Specialties
for growth and productivity
2007 2008 2009
Focus on
Marketplace Interface
Innovation
> Enhance customer focus
> Consolidate sites/ capability
> Reduce complexity
> Accelerate Six Sigma
Focus on
Operational Excellence
Controllables
> Capture productivity gains
> Consolidate operations
> Streamline supply chain
> Standardize processes, redesign workflows
34

35. Translating Vinyl Acetate success to Asia
Global Latex Emulsions Market1
2.0
Why China and Why Vinyls?
1.8
1.8
> Demand in China growing at
1.6
>10%
Regional Size (B tonnes)
1.3
1.4
> Diverse end-market
1.2
segments
1.0
> Good value proposition
0.7
0.8
versus competitive systems
0.6
> Meets low VOC requirements
0.4
0.2
0.0
US Europe China
Vinyls 100% acrylic Styrene acrylics
1Excludes SBR, other minor latexes & powders Source: Kline Synthetic Latex Polymers
Market Analysis Europe 2005, North America 2004 and China 2006
35

36. Translating Vinyl Acetate success to Asia
VAE Case Study
Global VAE Volume
300 Celanese Advantages in VAE
250
> Formulation expertise
200
> Technological superiority
kt
150
> Monomer integration
100 ~50% ~25%
> Local production assets
50
> Celanese Nanjing VAE
0
plant close to demand
USA Europe China
2005 Celanese Share of Sales1
2010 projected China 2010 projected Celanese China
Well positioned to drive VAE growth in China
1 Kline Synthetic Latex Polymers Market Analysis Europe 2005, North America 2004 and China 2006
36

37. Stable earnings and cash flow from
Performance Products (Nutrinova)
> Food ingredient business:
= High intensity sweetener
Sunett® End-Use Applications
(Sunett®)
= Food protection ingredients
(Sorbates) Confections/
Gums
Beverages
> Blends with flavors/other
sweeteners drive penetration
15%
74%
> Leading global position with key
customers: 11%
= Coca Cola, Wrigley, Pepsi, Kraft,
Other
Cadbury (Adams / Schweppes)
37

38. Consumer and Industrial Specialties
Delivering Sustainable Earnings Improvement
≥ $450 MM
s
factor
s
ucces
S
~$350 MM
Achieve ≥ $ 100mm in Earnings Growth
> Acetate – Revitalization, China growth and APL acquisition
2010
2006E EBITDA
> Emulsions/PVOH – Technology, substitution, growth regions
EBITDA Profile
> Nutrinova – Grow volumes, formulation development
> Collectively – Attractive, Growing and Profitable
EBITDA profile increases ≥$100 MM by 2010
38

39. Advanced Engineered Materials
Lyndon Cole
Executive Vice President &
President Ticona
39

40. New organizational alignment
2006 Pro-forma Revenue (est.) = $6.0 Billion1,2
Advanced Engineered
Acetyl Consumer and Industrial
Intermediates Specialties
Materials
2006 Revenue (est): $2.9 B 2006 Revenue (est): $2.2 B
2006 Revenue (est): $0.9 B
2006 Op. EBITDA Margin (est.): ~23%3 2006 Op. EBITDA Margin (est.): ~16%
2006 Op. EBITDA Margin (est.): ~29%3
Acetate and Industrial
Performance
Ticona and Affiliates
Products Affiliates Specialties
Oxo Alcohol Divestiture
2006 Revenue (est): $0.7 B
2006 Op. EBITDA Margin (est.): ~10%
Increased focus on each business’ growth opportunities
1Includesoxo alcohol and polyol derivative divestiture; excludes pending APL acquisition
2Does not include Other Operating Segment
3Does not include the additional proportional EBITDA from equity affiliates
40

41. Advanced Engineered Materials is well
positioned for continued growth
> Established track record for profitable growth
> Advanced Engineered Materials business model
> Growth expectations
41

42. Five-year track record of earnings growth
AEM Operating EBITDA1
300
> Substantial volume
$30
Operating EBITDA 2001-2006 ($MM)
~$250
growth
($10)
250 $50
> Regional growth
$130
200
through affiliates
> Cost reductions help
150
to offset margin
compression
100
$52 > Portfolio optimization
50
enhances earnings
profile
0
2001 Volume Affiliates Margin Net Portfolio 2006E
of Cost Optimization
Reduction
and Currency
1 Data based on estimates
42

43. Substantial margin improvement
relative to peer group
Normalized AEM and peers‘ EBIT
10.0
Delta Ticona Operating Profit as % of Sales vs. Peers'*
5.3
5.0
Impact of affiliate
0.5
dividends further
0.0
average
enhances AEM
-0.5
-1.2
performance
-5.0
-6.2
-10.0
-12.70
-15.0
2001 2002 2003 2004 2005 9M 2006
Peer group: corresponding segments of BASF, DSM, DuPont, GE Plastics, Solvay Plastics
Zero line reflects peers average - all figures restated –
Ticona figures 2005 without special items and COC effects
43 Excluding effects from Special Charges and other charges

44. Advanced Engineered Materials is well
positioned for continued growth
> Established track record for profitable growth
> Advanced Engineered Materials business model
> Growth expectations
44

45. Focus on High Performance
Polymers and Thermoplastics
Global High Performance Polymer and Engineering Thermoplastics
2006E: ~8 MM tons (2006E Growth = 6 %)
€ 100 / kg
High Performance Polymers (HPP)
€ 10 / kg
4%
Engineering Thermoplastics (ETP)
€ 3 / kg
Performance
others = 3 %
Standard Polymers
96 %
PU = 6 %
PET = 5 %
ABS, SAN, ASA: 4 %
€ 1 / kg
PVC = 17 % PS, EPS = 9 %
PE = 34 % PP = 19 %
Range of Products
Comprising: PA 6 & PA 66, PA 11 and PA 12, PC, POM, PBT, COPE, PET technical, PPE, COC & COP,
UHMW-PE, PPS, LCP, High Performance Nylons, PEEK, PEI, PES & PSU, PTFE & other fluoropolymers
45

46. Strong product portfolio
Product #1 or Transportation Electrical Consumer Industrial Medical
#2 & &
Electronics Appliance
Hostaform® X X X X
(Polyacetals)
GUR®
X X X
(Ultra-high molecular weight
PE)
Celanex® X X X X
(Polyester Engineering Resins)
Vectra® X X X
(Liquid Crystal Polymer)
Celstran®
X X
(Long fiber reinforced
thermoplastics)
Fortron® X X X
(Polyphenylensulfide)
Leading position in > 80 % of sales
46

47. Exposure to a broad range of
end-use markets…
Revenue by end use market 2006E~ $920MM
Other 6%
Alternate
Medical 5% Transportation
Fabrication
47%
12%
Electrical &
Industrial 10%
Electronics 8%
Consumer & Appliance
12%
…many with growth in excess of global GDP
47

48. Fueling growth with non-automotive
applications
AEM Non-Automotive Revenue Growth
600
≥ Steady overall growth for
8%
CAGR:
500 AEM since 2001
= 6% total revenue CAGR
400
Revenue ($MM)
≥ Non-automotive growth is
the key driver
300
= 8% CAGR in non-
automotive sales since
200
2001
100 ≥ Increased diversity to end-
use markets
0
2001 2002 2003 2004 2005 2006E
% Non-Automotive Revenue
47% 53%
48

49. Supporting customer growth with global
facilities
2006E Sales by Region
Asia/Pacific America
50 % 25 %
Europe 25%
Note: Regional split refers to Ticona sales +
Polyplastics sales
49

50. Continuous investment in our
global franchises
> Core Investments > Affiliate Investments
= Increased POM capacity at = Finalized POM capacity in
Kelsterbach and Bishop Nantong
= Doubled LCP capacity in Shelby = Investing in the largest global
PPS plant at Wilmington
= Will build a new 20 kt GUR
(Fortron Industries)
plant in China by 2008
Ticona Core EBITDA Growth1 Affiliate EBITDA Growth2
AEM Equity earnings and dividends
250 60
50
200
EBITDA* ($MM)
40
150
($MM)
30
100
20
50 10
0 0
2001 2002 2003 2004 2005 2006E 2001 2002 2003 2004 2005 2006E
1 EBITDA as 2 Does not include proportional EBITDA from
reported excluding equity earnings and dividends affiliates
50

51. Advanced Engineered Materials is well
positioned for continued growth
> Established track record for profitable growth
> Advanced Engineered Materials business model
> Growth expectations
51

52. Comprehensive Approach to Growth
Development
Process
> Polymer modification > Innovation
> New polymers for > New product development
new
existing applications /
replacing of competing
substrates
AEM
Products
Regional Customer
Employees
Positioning Relationship
> Penetration into existing >Translate existing polymers
markets and end-users to new markets
existing
> Regional growth
> Increasing market share and
pounds per vehicle
existing new
Markets
52

53. Well represented in fastest-growth
region of the world
2005: 8,100 kt 2010: 10,900 kt
Other
Global CAGR: 6.2%
Other Europe Europe
4%
4% 32% Asia without 30%
North Japan
4% 1%
America
35%
Asia without
Europe 3% 2%
Japan
31%
Asia
NA NA
without 7% 1%
Japan
23% 22%
Japan
Japan
9%
10%
2005 Regional Exposure
Asia Rest of World
AEM 50% 50%
Market 40% 60%
Source: Global Insight, May 2006; SRI Thermoplastics Outlook 2005;
Top Right ETP 2005; CE estimates; AMI EU 2005; Freedonia ETP in NA 2006
53

54. Development Processes:
Foundation of Performance
Business Technology Plan
> Reduce innovation
> Sets 3-5 year objectives
cycle time
> Innovation roadmap
Gate Process > Improve quality and
marketability of
products
>Minimize
> Defines new product development process
development risk
> Identifies critical issues
> Improve efficiency of
Six Sigma (DFSS/DMIAC/Lean)
development
> Tools to resolve critical issues / improve
streamline process
Processes add rigor to optimize and shorten development cycle
54

55. Accelerating growth with
close customer relationships
> Key Drivers Development Pipeline since 2004
(Value of customer-driven projects in the pipeline)
= Growth Platforms
1.6
= Advanced Acetal 1.4
40%
= Advanced High 1.2
Increase
Normalized Value
Temperature Resins 1.0
0.8
> Translation and application
0.6
development – non
Growth platforms
0.4
automotive
initiated
0.2
> Continued automotive
0.0
application innovation
4Q 04
1Q 05
2Q 05
3Q 05
3Q 06
2Q 06
4Q 05
1Q 06
Pipeline value has increased 40% since 2004
55

56. AEM products positioned to meet
evolving market requirements
Safety Fuel Efficiency
AEM product
Requirements
advantages
≥ Safety
≥ Media resistance
= Active Safety
Systems ≥ Low moisture
Light weight –
Sensors enable absorption
= Intelligent
Award winning
Intelligent
Transportation
≥ Heat distortion
Systems Celstran® Large Parts
Transportation Systems
≥ High impact
≥ Environmental
strength
= Energy Efficiency
Energy Efficiency
= Fuel Efficiency ≥ Excellent creep
= Weight strength
Reduction
≥ Electrical and die-
≥ Automation,
electrical behavior
convenience
LED in cars –
less energy for more
comfort and safety
56

57. Automotive Volume Growth
Advanced Engineered Materials Advanced Engineered
Materials type of resins
in lbs per vehicle
Sales Volume (metric tons)
2001
Asia1 6
12
2006E
North America
2010E 18
Europe
Highest 40
Current
2001 2002 2003 2004 2005 2006E
Well positioned regionally and increasing penetration per vehicle
1Including affiliates Polyplastics / excluding Kepco and Fortron
57

58. Accelerated growth in non-
automotive applications
LED applications in Automotive,
LED
Residential, Public Areas
“Hot-Spots” in the kitchen –
Cookware
Industrial and private cooling devices
Filters for Water filtration and
Industrial
Air pollution
Dosage Systems, Tele-Medicine,
Medical
Surgical devices, Sterile Packaging
Performance Fibers for Ballistics,
Safety
Protection, Engineering ropes
Non-Automotive sensors, Lithium-Ion
Various
Batteries, Electric Shielding Applications
58

59. Incremental growth opportunity : LED
Global LED shipments in $ MM
> Innovative applications for 12,000
entire portfolio
10,000
> Use up to 90% less energy than R
AG
%C
current technologies 14
8,000
> Reduce carbon emission by
~200 MM tons 6,000
> 10x to 100x longer lifetime than
traditional bulb technologies 4,000
> More reliable - no moving parts 2,000
> Less disposable waste materials
0
2005 2006E 2007E 2008E 2009E 2010E 2011E
59

60. Incremental growth opportunity: well
positioned to capture global sensor growth
World Sensor Demand
90
80
70
60
Process Management Chemical Plant
$ billion 50
& Control Systems Management & Control
40
30
20
10
0
Home Electronics and Household Appliances
1995 2000 2005 2010E 2015E
Security Systems & Electronics
US WE Japan Asia/Pacific ROW
Robotics for Home Airline Industry Military Consumer &
and Industry Appliances
10% Asia and 6% global annual growth continues through 2010
60

61. ≥2x GDP Growth through 2010
$350 MM
≥
~$250 MM
Achieve >2X GDP growth through:
> Innovation and new product development
$52 MM > Translation of existing polymers to new
markets
> Polymer modifications
> Current market penetration
2001 2006E 2010 EBITDA
EBITDA EBITDA Profile
EBITDA profile increase by ≥ $100 MM by 2010
61

62. Opening markets with new
applications and offerings
Expanding Products - Expanding Expanding
New Offerings Functionality Opportunity
> Large and small
> Improved melt strength
Focus on Polymer Chemistry
appliances
> Improved impact properties
> Safety systems
> Toughness
> Portable
> Improved chemical resistance
water/irrigation
> Expanded processability
> Gears
> Higher service temperatures
> Transportation
power systems
> Improved surface properties
> Fuel systems
2010 and beyond: new offerings enable market growth greater than 2x GDP
62

63. Acetyl Intermediates
John O’Dwyer
President, Acetyl Intermediates, Celanese Asia
63