En el mundo

1. En el mundo

2. Praxair Inc. Quiénes somos En el mundo Más de un millón de clientes Ventas de 10.8 billones USD en 2008 Empresa global dentro de las 300 “Fortune” y de las más grandes a nivel mundial La más grande compañía de gases industriales del Norte y Sudamérica Business Confidential

3. Praxair Inc. Quiénes somos En el mundo Sólida reputación Una de las 16 mejores empresas en desempeño administrativo Parte del Índice de Sustentabilidad de Dow Jones desde hace más de 6 años Calificada como una de las empresas químicas más abiertas a los inversionistas institucionales Una de las tres empresas químicas “Más Admiradas” (Fortune 2009)

4. Praxair Inc. Productos Nuestros productos son aplicados en: Salud Alimentos & Bebidas Chips de Computadora Producción de Metales Soldadura Efectos Especiales Producción de Gasolina Producción de Crudo y Gas Aviación

5. Praxair Inc. México 6 % Mercado Ventas 2008 En Economías Emergentes Ventas por geografía México EU Asia 6 % 8 % Economías emergentes representan: Sudamérica 18 44 % % 5 % 5 % 14 Canadá % PST Europa

6. Praxair Inc. El futuro Plataformas de Crecimiento Energía Economías Medio Ambiente Emergentes

7. MÉXICO Business Confidential

8. Praxair México 8 Mejores Empresas del ramo químico en México Quiénes somos En México Iniciamos en 1968 en Monterrey, N.L. con Fundidora Monterrey comoúnicocliente Somosuna de las 180 empresasmásimportantes de la RevistaExpansión

9. Praxair México Quiénes somos En México Mundial Con clase Sistemas de producción, distribución y seguridad del trabajo de clase mundial Más de 180 unidades de producción, distribución y ventas en todo el territorio nacional 3,000 colaboradores directos e indirectos

10. Praxair México Quiénes somos En México Presencia en todo el Territorio Nacional

11. Métodos de Distribución Praxair México Planta Criogénica Suministro por tubería Plantas On-site Suministro de Líquidos Criogénicos Gases Envasados Industriales / Medicinales

12. Gases especiales Praxair México Inversiones Compromiso a largo plazo

13. RH COMO ARQUITECTOS DE UNA NUEVA ERA Gestión del Talento y Planes de Sucesión Praxair México & Central America

14. StrategicChallengeforTalentMgmt 2006 2010

15. StrategicChallengeforTalentMgmt- WorkforcePlanning 2015 2010

16. StrategicChallengeforTalentMgmt- ValueCreation/Oportunities 2010 2015

17. Mexico & CA Pipeline for 2015- Succession Pipeline pannng Positions 221 89 9 Successors302 82 12 Javier Pastrana Jeronimoperez Jessica Zenela Jesus Garza Jesus Serrano Joaquim Nunes Jorge Nava Jorge Ruiz Josafat Torres Jose Aguirre Jose Antonio Ledezma Juan Cantu Julieta Vega Julio Alonso Gonzalez Leonardo Orozco Lorena Anaya Lorena Navarro Lourdes Gonzalez Lucia Sada Manuel Lozoya Martha P. Garza Miguel Angel Hinojosa Moises Calles Oscar Quintanar Oscar Ramirez Pablo Vela Pedro Nava Pedro Ramirez Raymond Nelson Raymundo Melo Roberto Barrera Roberto Villareal Rodrigo Lessage Rosa Maceda Ruben Barrios Sandra Ornelas Sergio Flores Sergio Villareal Vicente Suarez Wendy Macedo Adrian Escamilla Alberto Fernandez Aldo Cheang Alejandra Garcia Armando Villareal Arturo Garcia Leal Bernardo Herrera Carlos Castillejos Carlos Cortes Carlos Magaña Carlos Ochoa Carlos Ramirez Cesar Diaz Cesar Moreno Daniel Cecena Daniela Erana David Catalayud David Silva Diego Sanchez Edgar Madrigal Edmundo Orduno Eduardo Aguilar Emilio Pijoan Enrique Elias Troy Enrique Mar Erika Acosta Francisco Valle Gilberto Casas Gloria Morales Gonzalo Algarra Gonzalo Espinosa Guillermo Melin Gustavo Silva Heriberto lozoya Hugo Arroyo Humberto Reyes Israel Garcia IxcaGonzalez Jaime Arauz Candidates Per Job 1.33 36 15 Yrs 2.5 Yrs 5.6 Yrs 18% 82% Average Age Marcos Gonzalez Héctor Garcia Hugo López Salvador Rodríguez Jorge Ramirez Luis Gómez Héctor López Tomás Ramón Armando Garza Miguel Padilla Arturo Jácome Jorge Calderón Average Tenure Avg. Time in current Job Incumbent/ Candidatrate age % position in high retention risk* Avg. Comp Ratio + 60% Chemical Eng +60% English 15% Women Successors by position

18. Modelo HIPO Aspiración Habilidad Compromiso • Prestigio y reconocimiento • Promoción y la influencia • Financiero premios • equilibrio trabajo-vida • disfrute de empleo global • Compromiso Emocional: • Valora, disfruta y cree en su Organización • Compromiso Racional: • La permanencia en su Organización esta en su mejor interés. • Esfuerzo Discrecional: • Voluntad de ir “Más Allá”. • Intención de Permanecer: • Desea quedarse. Una combinación de caracteristicas innatas y aptitudes desarrolladas que un colaborador utiliza para su trabajo día a día.

19. Mexico & CA Pipeline for 2015- TOP KEY Talent • Operational Discipline • for Talent Management • STD Criteria in the org. • Manager accountability to assess potential • HR Accountability to tied all promotion,economic and development oportunities with potential assessment. • Organizational reviews per layer established • Conversations per layer and business “candid discussions” • Calibration meeting & Coaching top-down in talent management • Portfolio management for talent development including budget per segmentation • Specific development actions • Diversity • Management drive it and HR Supported. • Nominated in E-tool connected with Performance systems General Mgmt Business/Sales Operations & Eng Support Diversity Assessing Readiness Driving Development Management Accountabilities Assessment Standards Identifying Potential

20. Seleccionar al Talento Adecuado

21. Best Replacement - Ready Now Succession Candidate - Ready In 1-2 Years High Potential - Ready 3-5+ Years Emergency Replacement Global 100 and/ or A List Aa Hi Potential Aa Emergency Talent Aa Operations and Services Positions 10 Successors 21 L15 Eduardo Galvan VP, Operations & Services L13 L12 L12 L12 Gerardo Cantu National Manager, Bulk Production Mauricio Ramon National Manager, Bulk Distribution Manuel Lozoya Manager, Packaged distribution Support Javier Nava Manager, PackagedProductionSupport L12 L12 L12 L12 Enrique Elias Troy National Manager, Safety & Enviromental Martin Vega National Manager, IT Hugo Arroyo National Manager, Instalations Jaime Portillo Manager, Six Sigma and Productivity L9 L12 Edith Bucio Manager, Quality Systems Amado Polo Manager, Special Projects

22. Critical Development Needs (TOP High Potentials) Critical Positions to fill out (Level 15-12) General Manager, Panama Business Manager, West Business Manager ,Central Business Manager ,CO2 Other Org. Critical Actions PIF Eduardo Martinez Hire Regional Manager in CR and Train in Mexico Transfer Luis E. Vargas a Packaged Sales Position Merchant Business and C. America NA: Non available

23. Packaged Gases Business- Pipelines Operations Plant Managers Pipeline Sales Executives Pipeline Sales Management Pipeline

24. Mexico & CA Pipeline for 2015 - Key Talent 138 65 9 Javier Pastrana Jeronimoperez Jessica Zenela Jesus Garza Jesus Serrano Joaquim Nunes Jorge Nava Jorge Ruiz Josafat Torres Jose Aguirre Jose Antonio Ledezma Juan Cantu Julieta Vega Julio Alonso Gonzalez Leonardo Orozco Lorena Anaya Lorena Navarro Lourdes Gonzalez Lucia Sada Manuel Lozoya Martha P. Garza Miguel Angel Hinojosa Moises Calles Oscar Quintanar Oscar Ramirez Pablo Vela Pedro Nava Pedro Ramirez Raymond Nelson Raymundo Melo Roberto Barrera Roberto Villareal Rodrigo Lessage Rosa Maceda Ruben Barrios Sandra Ornelas Sergio Flores Sergio Villareal Vicente Suarez Wendy Macedo Adrian Escamilla Alberto Fernandez Aldo Cheang Alejandra Garcia Armando Villareal Arturo Garcia Leal Bernardo Herrera Carlos Castillejos Carlos Cortes Carlos Magaña Carlos Ochoa Carlos Ramirez Cesar Diaz Cesar Moreno Daniel Cecena Daniela Erana David Catalayud David Silva Diego Sanchez Edgar Madrigal Edmundo Orduno Eduardo Aguilar Emilio Pijoan Enrique Elias Troy Enrique Mar Erika Acosta Francisco Valle Gilberto Casas Gloria Morales Gonzalo Algarra Gonzalo Espinosa Guillermo Melin Gustavo Silva Heriberto lozoya Hugo Arroyo Humberto Reyes Israel Garcia IxcaGonzalez Jaime Arauz Hi Po as successor 70% 33 11 Yrs 2.1 Yrs 7 Yrs 23% 81% Average Age Average Tenure Avg. Time in current Job Incumbent/ Candidat rate age % position in high retention risk* Avg. Comp Ratio + 70% Chemical Eng +75% English 19% Women Green=HiighPotential High potentials by succession plan

25. Mexico Pipeline for 2015-PRIORITIES Potential + Career Zone(AGE/EXPERIENCE) + Tenure in current position + Successor for critical positions= CRITICAL KEY TALENT Example of Action Required Example of Key Talent

26. Mexico & CA Pipeline for 2015- TOP KEY Talent • Specific Development • Action-Oriented Development • Critical Successors with Critical business opportunities • Follow up Cuevas, Marcos Villarreal, Hugo Martinez, Hector Ramirez, Dario Castillo, Jorge Duclaud, Luis Cuellar, Hector Ramon, Mauricio Gonzalez, Ixca Erana, Daniela Sanchez ,Diego Magana, Carlos Ochoa, Carlos Jaime, Miguel Garza, Martha P. Lozoya, Manuel Aguirre, Jose Nelson, Raymond Fernandez , Alberto Gonzalez , Lourdes Ceceña, Daniel Ruiz, Jorge Ornelas, Sandra Acosta, Erika Anaya, Lorena Nunes, Joaquim Espinosa, Gonzalo Villarreal ,Sergio General Mgmt Business/Sales Operations & Eng Support Diversity Assessing Readiness Driving Development Management Accountabilities Assessment Standards Identifying Potential

27. Mexico & CA Pipeline for 2015- TOP KEY Talent General Manager North Division Packaged On-Site National Business Manager Market Development National Manager Medical Gases National Business Manager Regional Business Manager Packaged & Homecare Sales Manager READY TO MOVE INTERNATIONAL JOB ROTATION REQUIRED

28. Mexico & CA Pipeline for 2015 – KEY Talent “Chromatography” Strategic Skills Operating skills Energy & Drive Managerial Courage Adaptability Personal & Interpersonal Skills Talent Development Self-Confidence Authenticity Collaboration Core Gas Knowledge International Role Significant People Demands Executive Office Chromatography COMPETENCIES Disciplined Identification For ORGANIZATIONAL Development BEHAVIOURS Targeting Ideal Profile And Matching With Future Needs EXPERIE NCE High potentials by succession plan

29. Mexico & CA Pipeline for 2015- Bi-Monthly Scorecard

30. Un “Sistema” electronico no lo estodo… El plan de sucessiondebe ser un documentoactivo y unido a la identificacion de potencial Politicas de promocion Introducircompetencias reduce el nivel de “tension” organizacional y mejora la calidad de los altos potenciales y probabilidad de exito Hay queiniciarpreparando a los liderespara ser arquitectos de talento y estableciendosuresponsabilidad RH deberedefinirsuenfoque al negocio Ser un alto potenciales un enfoque a la contruccion de los resultados , NO unagarantia… Take away

31. Principles of Sustainable Development Governance and Integrity Maintain strong systems and a culture of global corporate governance, compliance, ethics, human rights, integrity and accountability. Strategic Leadership Stay current with, and take advantage of, emerging global opportunities, developments and challenges to position Praxair for the future. Customer Commitment Focus relentlessly on the delivery of customer value through continuous innovation that helps our customers enhance their product quality, service, reliability, productivity, safety, energy efficiency and environmental performance. Environmental Responsibility Achieve continuous environmental performance improvement and energy efficiency in our operations. Employee Safety and Development Provide opportunities that allow employees to develop to their fullest potential in a creative, inclusive and safe environment. Community Support Participate in community development in regions where we operate. Financial Performance Maintain year-on-year recognition from shareholders and stakeholders for top-tier financial performance. Stakeholder Engagement and Communication Partner with internal and external stakeholders to achieve a strong, secure and sustainable society, economy and environment.

32. GRACIAS