This document provides information about Chemtura, a global specialty chemical company. Some key points: - Chemtura is a global specialty chemical company listed on the NYSE that manufactures products in 11 countries and sells in over 100 countries. - It has gone through several acquisitions and divestitures over time to transform its portfolio, selling off businesses like consumer products and agrosolutions. - Chemtura recently went through a "perfect storm" of divesting businesses, outsourcing IT functions, and implementing major transformations that broke core IT processes and strained relationships between IT and the business. - The new goal for IT is to transform into a strategic business partner by realign

1. The Business of IT
Cory Heiden
Director Enterprise Solutions
Cory.Heiden@Chemtura.com
the future through chemistry

2. Chemtura Key Facts
 Global specialty chemical company listed on the New
York Stock Exchange/Euronext (“CHMT”)
 Committed to global sustainability and engineering
chemical solutions that meet our customers evolving
needs.
 Manufacture products in 11 countries and sell in more
than 100 countries
 Our products are used as components to make other
end-use products stronger, safer and more efficient
 More than 2,500 employees around the world
 2013 sales of $2.2 billion*
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Global Headquarters
Philadelphia, Pennsylvania
* 2013 net sales of $2.2 billion reflects discontinued operations treatment for the
completed sales of the Antioxidants and Consumer Products businesses
We are committed to grow a global portfolio of leading specialty
chemical businesses, committed to innovation and the creation of
value for our stakeholders

3. Major End Markets Served
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Synthetic Base-stocks
Lubricant Additives
Synthetic Finished Fluids
Hot-cast Pre-polymer Urethanes
Urethanes Coatings
ProductTypes Industry
• Automotive
• Aviation
• Marine
• Refrigeration
• Steel
• Specialty
Industrial
• Oil & Gas
• Recreational
• Electronics
Industrialization
Sustainability
Flame Retardants
Brominated Performance Products
Organometallics
ProductTypes Industry
• Electrical &
Electronics
• Building and
Construction
• Energy
• Fine Chemical
• Transportation
• Industrial

4. History: Pre-Chemtura
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Looms, industrial
dyes, specialty
chemicals
Rubber chemicals,
agricultural
chemicals, polymer
additives, petroleum
additives &
lubricants, urethanes
Bromine, bromine products,
flame retardants, agricultural
products, polymer additives,
pool & spa chemicals,
homecare products,
fluorochemicals, and optical
monomers
Carbon black for
tires, polymer
additives, silicones
… specialty
chemicals
Uniroyal
1890s
Crompton &
Knowles
1830s
Witco
1920s
Chemtura
2005
(formerlyCrompton in
2000, formerly
CKWitco in 1999)
Great Lakes
Chemical Co.
1930s
In 2005, Great Lakes Chemical
Co. becomes a subsidiary of
Chemtura through merger.
In 1996, Uniroyal
Chemical
Company, Inc.
was acquired by
Crompton &
Knowles
In 1999,
Crompton &
Knowles and
Witco merged to
become what is
now Chemtura

5. Chemtura: Since 2005
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Divested 2010
Divested 2013
Divested
2013
Divested 2014
Divestitures maximize the value of the
divested businesses, return value to
shareholders, and transform Chemtura
into a pure-play industrial specialty
chemical company better positioned for
organic growth.
Fully Acquired 2013
Light emitting diodes
Acquired 2006
Esters, finished
fluids
Chemtura
2014
PVC Additives
Business
AO/UV
Business
Consumer
Products
Business
Industrial Performance Products
and Industrial Engineered Products
Chemtura
AgroSolutions
DayStar
Materials,
LLC
Kaufman
Holdings
Baxenden
Acquired 2008
Specialty polyurethanes

6. SAP at Chemtura
 Re-implemented SAP in 2009
 Multiple SAP Systems from various acquisitions left highly customized processes
 Chemtura moving to a Shared Services environment
 Implemented Chemical Industry Best practices (tried to stay “out of box”)
 SAP Landscape
 Core R/3: SD, MM, PP, QM, PM, FICO, EHS
 BW/BO
 APO
 PI
 Many Interfaces: Hyperion, IT2, TM1, SFDC, etc.
 Core R/3 System is 7 TB
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7. The Perfect Storm…
 In Two Years we Divested 3 business:
 AO/UV
 Consumer Products
 Chemtura AgroSolutions
 While Outsourcing to HCL
 Applications
 Infrastructure
 Desk Side Services
 Service Desk
 Network
 And Implementing Major Transformations
 Built 3 Datacenters plus Disaster Recovery
 Redesigned Citrix
 And many more…
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Sapphire
2015
topic
A topic
for
another
time
© 2000 Warner Bros. Pictures

8. The Aftermath of the Storm…
 CEO Experience:
 Very Happy
 Lots of Money in Bank
 Shareholders delighted
 Chemtura Experience
 Company
▪ Stranded Cost Management was key focus
▪ IT No Longer Seen as Partner but as a Vendor
▪ All IT projects other than Divestitures stopped
▪ Frustration with IT over outsourcing
 IT
▪ No Customer Focus (CEO was customer)
▪ Core IT processes were Broken
▪ Under investment in Applications and Infrastructure
▪ Leadership Turnover
▪ IT worked in Silos (Chemtura and Outsourcer)
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For IT to Succeed it Must be Run Like a Business
© 1964 United Artists Television
(SS Minnow):

9. IT Goal: Transform IT into a Strategic Business Partner
Align IT to meet Customers needs
 Help business navigate the new reality of reduced capacity, shared resources
and lower budgets
 Work with business to help them prioritize the most critical sets of activities
 Be customer focused in everything we do
 Move focus from operational to transformational (Value Delivery)
Rebuild infrastructure & capability
 Targeted investments to upgrade infrastructure
 Focus precious internal IT talent into high value activities such as architecture
and business capability enablement
 Investments to stabilize the environment
 Critical software version upgrades. Obsolete underleveraged software.
Operationalize Core IT Processes – Outsource operations to a partner
 Demand Management
 Portfolio Management
 Asset Management
 Project/Program Management
Financial Management
 Tightly controlled investment model to put dollars where there is real return
 Chargeback mechanism
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Out of the AshesWe Rise…

10. Chemtura’s Approach
 Customer Alignment
 Reorganize IT and establish BRM function
 Retained team works on value projects,
outsourcer operations
 Deploy a Business Aligned IT Strategy
 ELT Portfolio Management Process
 Develop 3 year roadmaps for all systems
 Financial Management
 Budgeting
 Resource Unit Reductions, portfolio
rationalization (HW/SW)
 Contract negotiations
 Drive project costs down
 Transparency
 Complete Transparency (show warts and all)
 Dashboards
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CustomerAlignment
Run IT Like a Business
FinancialManagement
Transparency
ProcessManagement
PerformanceMeasurement
Governance
CustomerAlignment
FinancialManagement
Transparency

11. Chemtura’s Approach
 Process Management
 Operations Stability
 Solid Project Management
 Strong CAB
 Well run Critical Incident Management
 Demand Management for non-Project work
 Performance Measurement
 ROI on projects and services provided
 Monitor key IT statistics
 Develop measures showing how IT adds
value to the business
 Governance
 Vendor governance
 Internal IT process governance
 Business escalations
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CustomerAlignment
Run IT Like a Business
FinancialManagement
Transparency
ProcessManagement
PerformanceMeasurement
Governance
ProcessManagement
PerformanceMeasurement
Governance

12. It’s a Journey…
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It’s a Long Road ahead and we are just getting started
When success is achieved the benefits are plentiful:
• IT is perceived as a valuable partner, not a cost center
• Transparency as to IT costs and the services provided
• Greater customer service and loyalty
• IT quality improvements
• Increased staff productivity
• Better staffing and outsourcing decision-making

13. Questions…
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