Document qmZQr1NZ7wxprXbk2k05E7Ykx

conoco Interoffice Communication To Distribution for Sales Manual From T. K. Peterson Oate November 1, 1980 subject SECTION 11 - TERRITORY MANAGEMENT - REVISION FOR THE SALES MANUAL AS OF 11/1/80 The territory management section of the Sales Manual, Section 11, has been expanded to include a new subsection entitled--Territory Planning and Control: COEDS Analysis. The COEDS analysis had previously been classified under the miscellaneous policies and procedures in Section 12 of the Sales Manual. This reorganization is more logical as the COEDS reports are intended for territory planning and control purposes. Several changes have been made throughout the attached revision to make it current-to-date; however, these are all minor modifications that do not require your attention. Delete the entire territory management section that is currently in your sales manual and replace it with the attached revision of the territory management section. Also, delete pages 12-38 through 12-46 located under Section 12--Policies and Procedures. Future changes to Sections 11 and 12 will be issued not more than once a month and will be forwarded along with any other revisions to the Sales Manual that have occurred during the month. T. K. Peterson Marketing Trainee TKP:dk CCR 000005200 ( ( t Issue Date 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 10/31/80 TERRITORY MANAGEMENT Territory Planning and Control: Salesman's Analysis Customer Data Sheet (Form) Customer/Prospect Analysis and Plan (Form) Product Analysis and Plan (By Territory) (Form) Customer/Prospect Analysis and Plan (Form) (Completed Example) Product Analysis and Plan (By Territory) (Form) (Completed Example) Annual Sales Forecast Instructions and Format for Establishing Contact Hours and Other Standards for Weekly Activity Report Cali Forecast and Control (Form) Customer or Product Objective Plan (Form) Quarterly Objectives/Results (Form) Itinerary (Form) Territory Planning and Control; COEDS Analysis Interpretation of COEDS Marketing Reports COEDS Monthly Sales Analysis Reports COEDS Weekly Sales Analysis Reports COEDS References Territory Reporting Call Report (Form) Weekly Activity Report (Form) Weekly Progress Report Conoco Chemicals Forms List of Conoco Chemicals Forms Section LL Page 1 1 1 2 3 4 6 6 6 6 7 8 9, 10 11, 12, 13, 14, 15 16 16, 17 17 18 Issued: U/l/80 Replaces: 06/25/79 CCR 000005201 11-0 CUSTOMER DATA SHEET (FORM) The Customer Data Sheet is used to record basic data on each account in a territory for which sales or calls have been forecast and for each prospect to be evaluated in the annual territory analysis. Each time a new prospect is called on during a year, a Customer Data Sheet is to be prepared. If sales activity with a customer ceases, their Customer Data Sheet is to be placed in an "inactive" book for future reference. The Customer Data Sheet is generated by the Sales Representative and continually updated with new important information. At least annually, after sales results are available, updated Customer Data Sheets with the latest sales history are to be sent to the Regional Sales Office and a copy put in the Regional Customer Data Sheet Book, the original being returned to the Sales Representative. The date revised is entered by the Sales Representative in the place provided at the top of the form. This date serves as a reminder of the necessity for future updating. The reverse side of the form is used for call notes or additional information. The updating of Customer Data Sheets early in the year is the first step in the annual planning cycle. CUSTOMER/PROSPECT ANALYSIS AND PLAN (FORM) (See Completed Example on Page 11-2) The Customer/Prospect Analysis and Plan is prepared each year for customers or prospects for whom sales will be forecast and for all prospects of known potential. This form is kept behind the Customer Data Sheet and information from it is transferred to the Product Analysis and Plan (By Territory), which is used to complete the annual sales forecast. When the Customer/Prospect Analysis and Plan has been completed the information on Calls and Contact hours are transferred to the Call Forecast and Control Form (as well as to the Product Analysis and Plan). PRODUCT ANALYSIS AND PLAN (BY TERRITORY) (FORM) (See Completed Example on Page 11-3) The Product Analysis and Plan after completion is used by the Technical Sales Representative in completing the Annual Sales Forecast, by product, by customer and by ship-to location. The information on this form is the same appearing on the Customer/Prospect Analysis from which it has been directly transferred. The Product Analysis and Plan is also the basis for allocation by the Regional Sales Manager of sales time to each profit center serviced by the selling unit. Issued: 11/1/80 Replaces: 08/29/77 li-1 CCR 000005202 CUSTOMER/PROSPECT a n a l y s is a h d p la n CCR 000005203 CCR 000005204- PRODUCT ANALYSIS ANfcPlPrJ (B y T e r r it o r y ) ANNUAL SALES FORECAST The Annual Sales Forecast is completed by the sales representative from the Product Analysis and Plan for the territory. Computer ioadsheets are provided which show the current years first quarter actual sales plus a forecast for the balance of the current year. Space is provided for the insertion of monthly sales forecasts for the forthcoming year. An instruction letter on preparing this forecast is issued annually. FORMAT FOR ESTABLISHING CONTACT HOURS & OTHER STANDARDS FOR WEEKLY ACTIVITY REPORT Following is a table with the format used to set Contact Hours for each territory (annually). This form helps to establish the parameters within which calls and contact hours can be forecast. Additionally, a method has been developed to establish other weekly average standards for comparison. Since these are average standards (48 week basis), the comparison of actual hours will seldom be meaningful, except perhaps in the Total Contact Hour column of the Weekly Activity Report. Once the Customer/Prospect Analysis and Plans have been finalized for a territory, including the number of calls and contact hours (which are transferred to the Call Forecast and Control), final standards may be established for the year. The same weekly average standards are used throughout the year at the bottom of the Weekly Activity Report to provide a visual comparison. Issued: 11/1/80 Replaces: 08/29/77 11-4 CCR 000005205 FORMAT FOR ESTABLISHING CONTACT HOURS & OTHER STANDARDS FOR WEEKLY ACTIVITY REPORT Total Hours per Year (52 wks. X 40 hrs.) Hours 2080 Deductions: Holidays (10 days) Vacation (10 days) Hours 80 80 (160) 1920 Weeks 52 (4) 48 Administrative Hours - (Non-Controllable) Meetings Prod. Sis. Group National Meetings with Business Areas (3 days) Regional (8 days) Territory Planning Review (2 days) National Sales Meeting (5 days) 24 64 16 40 144 Conventions & Industry Meetings (5 c 40 Training Technical (3 days) 24 Career Development (3 days) 24 48 Emergency Allowance (5 days) Total Administrative Hours - (Non-Controllable) 40 272 Weekly Standard Hrs. Hrs./48 wks.) (272) 5.7 Total Available Hours (equivalent to 41 weeks) 1648 Administrative/Office (Controllable) (1.5 days/wk.) 12 hrs. per week X 41 available weeks 492 (492) 10.25 Total Applied Hours Total Contact Hours (Applied Hrs. X .5*) 578 (Hours in actual face-to-face contact with customer) 1156 (578) 12.0 Other Applied Hours (Travel, wait-to-see, telephone) 578 12.0 Contact Hours as a Percent of Total Hours 28% The constant (.5) is to some extent dependent on the geographical nature of a territory and the travel time involved. Good travel planning and scheduling can keep this constant large. The regional sales manager and the technical sales representative will establish and revise this constant for given territories as experience is developed. The above format will be used each year in territory planning to establish standards for the Weekly Activity Report. Issued: 11/1/80 Replaces: 08/29/77 H-5 CCR 000005206 CALL FORECAST AND CONTROL (FORM) The Call Forecast and Control is used to record by customer the annual forecast of calls and contact hours. Additionally, it is used each week as a control form to which are transferred the calls and contact hours recorded weekly on the Weekly Activity Report. The basic forecast data is taken from the Customer/Prospect Analysis and Plan when it has been completed. CUSTOMER OR PRODUCT OBJECTIVE PLAN (FORM) The Customer or Product Objective Plan is developed during the planning cycle and is completed by the Sales Representative toward the end of the planning cycle (October 1 - November 11) from objectives agreed to in conjunction with the final preparation of Customer/Prospect Analysis and Plan. Specific sales objectives are recorded for each customer and strategy completion dates listed for each action step. The form may be completed for a territory (with customers listed in succession); or for an individual customer; or for a product (when used by a product manager). QUARTERLY OB3ECTIVES/RE5ULTS (FORM) At the beginning of each quarter, the technical sales representative extracts from his Customer Objective Plans those objectives timed for the coming quarter and lists them in the "Objectives" section of this form. At the end of each quarter, the results are entered in the "Results" section and reviewed with the Regional Sales Manager. Adjustments are made as needed and the new Quarterly Objectives form is completed for the next quarter. ITINERARY (FORM) Each week, one copy of the Sales Representative's two-week Itinerary should be sent to the Regional Sales Office to arrive Monday morning. The other copy should be retained by the Sales Representative. Issued: 11/1/80 Replaces: 08/29/77 11-6 00000527 OCR INTERPRETATION OF COEDS MARKETING REPORTS There are approximately 80 reports generated by the Chemicals Order Entry Data System, but only 5 of these were designed specifically for use by our regional sales forces as aids for management of marketing activities. In order to achieve maximum utilization it is essential that all marketing personnel become thoroughly familiar with the information provided within a particular COED report and the method of interpretation. The following is a clarification of the information provided by COEDS. Type of Reports (for field sales only) 1. Weekly Sales Analysis by Product #09-3005 2. Weekly Sales Analysis by Customer #09-3006 3. Monthly Sales Analysis by Salesman #09-3010 4. Monthly Sales Analysis by Product Sales Unit #09-3011 5. Monthly Sales Analysis by Products Sales Unit Summary #09-3012 Each regional office receives the above runs, with an additional copy of the Monthly Sales Analysis by Salesman run being directed to each member of the sales force. Data Precision and Accuracy Report data is rounded to the nearest thousand pounds or gallons except for products sold in tons which are reported to the nearest ton. For all reports, each column of data is broken down into "A" and "B" categories. "A" representing Actual Sales and MB" Budgeted Sales. Budgeted Sales represent original monthly budgeted projections of sales volumes for a 12 month period. Actual Sales reflect invoiced volumes for the month, up to and including those volumes invoiced the second workday of the following month. This may also include shipments made in a month prior to the current report month, if such a shipment had not been invoiced during that prior month. Definition of Shipment Type This information is either given as a three letter code, or a brief descriptive phrase as found in headings and totals. The following are examples used frequently: Description Code Public Sales Domestic Public Sale Canada Public Sale Export PSD PSC PSX (contd.) Issued: 11/1/8Q Replaces: 08/29/77 CCR 000005208 (contd.) Interpiant Transfer Intracompany Intercompany Export Processors Domestic (Memo Bill) Exchange Domestic Sample Other IPT ITC ICX PRD ECD SAM OTH Except for the weekly reports, all column headings are identical and therefore give the same type of information; thus one explanation of the column headings should suffice for reports #09-3010, #09-3011, #09-3012. Information or format changes in the various reports, are explained on the example reports in this section. COED Monthly Sales Analysis Reports Refer to Pages 11-11 -- 11-13 for reference when reading the following: Column Title Information for Reports #09-3010, #09-3011, #09-3012: Column Information (As Seen in Accompanying Run Examples) 1. First Quarter Sis information (Jan., Feb., Mar. total)* 2. Second Quarter 51s information (Apr., May, June total)* 3. July (1st Month of 3rd Quarter)* 4. Aug. (2nd Month of 3rd Quarter)* 5. Sep. (3rd or Current Month of 3rd Quarter)* 6. Rolling Quarter (Current Month plus Previous two Months)* 7. % Variance from Rolling Quarter Budget of Rolling Quarter Actual (A-B/B) 8. Fourth Quarter Columns 1-8 will switch possitions from month to month as the year progresses, so that a logical flow of events can follow. A month or quarter which has not occurred for the year yet, will show budgeted data only, as in Column 8. 9. Cumulative Year to Date (Through report month - both actual & budget) (contd.) Issued: 11/1/80 Replaces: 08/29/77 11-8 CCR 000005209 10. This column shows on line "A", the volume variance between year to date actual sales of last year and year to date actual sales through the current report month. (Not available for 1977 sales.) Line "B" shows the volume variance between year to date actual sales of current year and year to date budgeted sales of current year. 11. This column shows on line "A", last year's total sales. Line "B" shows the current year's total sales budgeted (forecast). 12. On the "A" line is shown the sales revenue* year to date. On the "BM line can be shown a budget (or forecast) for the year to date revenue. 13. On the "A" line is shown the actual revenue* per sales unit year to date. On the "B" line can be shown the budget (or forecast) revenue per sales unit year to date. *At this time it is not possible to show "net" revenue (net-back) since freight charges are not matched to individual shipments. COED Weekly Sales Analysis Reports Refer to Pages 11-14 and 11-15 for reference when reading the following: The weekly sales analysis run by Product #09-3005 and Customer #09-3006 are accurate tools to keep abreast of current weekly and monthly sales activity plus pending data for the following month. All sales invoiced by Thursday at 2:00 P.M. Houston time, will appear in these reports; other sales data will be reflected in the following weekly reports. All column headings for the two, weekly runs are identical except for miscellaneous differences and columns #1 - #3. Differences are illustrated on the examples of these reports found in this section. Column Title Information for Report #09-3005 and #09-3006. Columns #4 - #10 cover the current month of the report. Sales invoiced the current month will show as shipments for that month. Column Information (See example reports) 4. Actual shipped: total pounds invoiced to date of report in current month. 5. Actual pending: total pounds pending shipment, not invoiced for remainder of month. 6. Total of actual shipped plus actual pending for current month. (contd.) Issued: 11/1/80 Replaces: 08/29/77 11-9 cc* 000005210 7. Allocation: Not being used but is available for "latest" budget for current month. 3. Not being used, shows variance of apparent total for month (or "latest" budget). 9. Budget for current month. 10. Variance of apparent total (shipped and pending) for month from budget for month. Columns #11 - #13 are all year to date. 11. Actual shipped plus pending year-to-date. 12. Allocation is not being used, should read zero at this time, but is available for "latest" budget. 13. Variance from allocation (or latest budget) of actual shipped plus pending year-to-date (not being used at this time). Columns #14 - #16 are only for next month's data. 14. Pending order for next month as of the date of this report. 13. Allocation (or "latest" budget) for next month (not being used at this time). 16. Original budget (forecast) for next month. Issued: 11/1/80 Replaces: 08/29/77 11-10 CCR. 000005211  - 2z w > 5- n-- --o ------- ----I fr t a> >ss 33 >3 8 3 3 >ss S3 *>8S S3 OM 31 i * s? i 0--------- r>gg 3 -------- >8 3 33 0- S 5 i3iii 5, O -* 3 - \ <-> S .4i* snn 23 33 in n ------ Ug 0----------- >gg S3 It a n- *S ?: 35 i e i ? ! s & i N f i l*i ------- >ss 33 lr i=r *m m n 4* --------- >8 g S3 - U8S ss 33 -- SI S3 aB >m sZ 5G |5 ^3 Sw 39 15 =! Iff 7 I* * 99 9fc *" m iff =i CCR 000005212 ,-w YM ,r> /--/t f*+ S /*/*'*/* IS ? 15 S * a!-- S --- ---tt*oo* S5> * *7OSS *79bS i11|O--3* v"--??v a * i71 ^ l 2 2 33 f" 9 n a5 --w 23 * rtia -- 0m )(3 *? f~ ?I * 9 9 29 5n OB > ? ? * S- <- *o o S3 3 3: *> ' ? 0-0- * 38 -- o ss S3 -*s 33 Q-*s 33 n -- i &->z "o 0-*^ <0-3 52 -- *3 9 tMo *i .1 as3 oi e 4 4m 37 o a ^ -- t -2 ? II * 35 ^nw9 v W<> -v952m5M fry w j-^ < a W Jfcvw 9*3 0--is 35 79 ?0 ?-- 9 - Zo. a9 a- (D-^ss - +3 S ss ss -1*8 = 3 3 3 - ss 33 J O M tO 9 oa 33 f Si |2a H * a 253 *IO ^ 3 5a o5e 3*n4 4 no u 3 f | l|)3|n |> t|l|A 0 14 l i | *11*41 a u m )ia 3 U * im oH^dn* |S |o Ha l' tu iti *J i<l p o ii *|*li laiifoij i-,` ' ' OCR 000005213 'w CCR 0 0 0 0 0 5 2 1 4 Safes t/~.f CoJtt f Ste SeettOfd^ af SiJzs S&Mtm/. CAtftNiais <4SbJkAc^ .Tiks rkmAiry CltfeViJ i II l--- /fjuA'ct $+ka tiff I| r~#ey>o# Thl* icpovl awppllca uaar wlih a llatlni of all fmductai ip Icilaa* if tulttcUiUiJIttlL ip fjcnduct Cuua# RETORT NO 0f-)0i2 { Il_ !product sAi.es unit r< PRODUCT NAME 11 ,L PTC RESIN ))) PVC RESIN Ml) -TOTAL RESIN TOTAL PUSLIC SALE DOMESTIC Ii--t -nrAot*/!FSVhto.Jf>uen?*nCt r+ryypp* cohoco cnrHicAi.s MONTHLY SALES ANALYSIS - PRODUCT SALTS UNIT SUItlART WESTERN- -.* SEPTEHRER |?fO PAGE HO I 1ST <|1A 2 NO QTR JLT AUG SALES (000) VOLUMES------------ ----------------------------------------------------------------------- YEAR TO OATS ROLLING QUARTER a CUM VAR* TOTAL NSY REVENUE BuoftftrSEP *QTR TOTAL IVAR VS 4 Til qTR CUM TEAR TO DATE LAST IR* * QUOGETt UST YR BUDGET 9900 C/UHIT PUSLIC sale - domestic- Shipti*** ry/*e RESIN /Voiu/ Creup A 00 00 ft 12010 mio A 00 00 ft 00 00 A 00 00 B 12410 imo 00 A IPO 00 00 00 4110 00 A2P0 mi 00 ms 41P0 00 4220 401) 00 401} 41)0 00 11010 1)40 00 7)40 12010 100.0- 12010 00 4i. y- 12010 00 JI4 )0 nso 00 7)40 )I4)0 00 104)0- 7)40 7)40 7)40 31070- OO 31240 00 00 00 51240 04 00 14)) 00 14)4 00 0. DO 0. 00 21. 10 40. 00 > A 00 00 *ft into into d) d> 00 4110 d> ms 42)0 t 6 401) *41?0 d) 7)40 t12010 d> 41. J- + d) 12010 t d> 7)40 v d> 7)40 )I070- f___ 00 51240 <$> 11)4 00 <& 4i TIi Ia taporl ahU Va aacalvaJ an kfca llh Wetting Jap ( aacL Math Iroa Panca Clip. CCft 0 0 0 0 0 5 2 1 5 I f'niV/r#/ Vntrictl /y>'rS/ K4 Adt Aftrs*A+1 REPORT HO <19-1003. '(D flvduef CotAz CONOCO CHEMICALS IfCCXI.T SALES ANALYSIS - IT PRODUCT f o-yits) (000 VOLUMES) --csr oi.'' /V SAif/+mu/ 7^/*e h-Bo" 1I<M / SAyUlt-C*^ j J/t/C. / CUSTOMER HWE1 CUSTOHf.1t HO' ACTUAL SHIP-TO CITT --A--STATt SH TT SHIPPED ACTUAL PENDING CURRENT HONTil TOTAL ALLOC. VAR IROH ALLOC. ftUbtET VAR IRON J|(fe&.T r 4 c mtc co injfoTTi o* 55 5? oo 5? 65 6? OHTARIO LX TSD SATEUAT STORES *116010-00 OAK IAHD CA PSD 1)1 00 111 00 Jl) MO IP uijco ClltCARO | - total tt-ino *71 ))i t-od il rso rsn I 65 rrm i 55 65 o5 55 ^o IP rrrn oo i.m Pm i.iU & (!) b T1la taper! iupflli uaar vltli I Haling of all Cuilcaen *? CSR Nttvhtr ml 6y fia^att iimdiltl wltlTThi cm. HATE jo/to/fo PACE HO I) TEAR TO DATe______________________ ACT SNir TAR fROM TCNOIHC VEND. ALLOC. ALLOC. ORDERS NEIT MONTH ALIDC fttfMrGT ifo 65 ul oo oo oo *61 65 li) 66 66 T?0 ` 65 55 655 oo 65 Jo ii.soi 0 oo ij.5oi & <!i) Ti5 oo 1,115 Thtwlj&ttf/kn/ Dlatr(*Htlort of Ihli rifart la a*f< each vttl (im Ponca City. 000005216 Thla rP0(t auppllaa waar will. llatlng ( alt ftoJwU Of Hrktli>j Cibui ik4 MiloH iy Cuttoiac^w Hwikir. Q UO jliAe**/ ff+rjc* /iiy (T'yy REPORT NO. 09-)0D6 surfAcTXRTS - - HlbUHVa^ CnMoCO cIIeHLcAI.I WEEKLY SALES ANALYSIS - IT CUSTOMER (000 VOLUMES) OATS 10/12/90 FACE NO 3* ------------------------------------------------CURRENT HnHTH---------------------------------------------- ----------ICAR TO DATS------------------------------------ HUT MONTH-------------- uenucf------- roi>uct ni--m--xcmc------------------------ tjh hoh * wnioH icriiitt m Hod hmim NAME cone SLS SnirtCO rCHOlHO TOTAL ALLOC. ALLOC. felKfeCr FEND. ALLOC. ALLOC. 9RMRS ALLOC. BUOfrCT r-miCLCAA HATCAIA LttCI'ftt'RCi I fa VH30I/-01 * I ALT * 4010 CIAA 2 00 00 00 00 00 00 00 00 00 00 00 00 00 - r-*---------------*t-------h-----------T--------T-------1---------T-------T---------T-------1---------T--------T------------------1------r T TAL 9I1SOS|(--oOIi | (jo tjotjo^a <jo ijo op <ro minm (f> oo 1 TAL NUCLEaArR HhaAtTEeArIi -JL i:(v (jj> J oo ^ j (Jo no yo 5 65 oo <) ob op op m $ <5 i> <m ip" <"> <!> \ I ' *$A^ f City V. VCBiiWr tfint+r *--Xce StetitvL/1 aCAm/*/c*ls tfrA/MySiM* Jhr.tary Cadre Dlatr|Vtla* f iMi tnfsrt I* Mk Inn fane* Cllj. 11-15 / y CALL REPORT (FORM) The Call Report has three basic uses: To communicate important information, to put important information on record at the Regional Sales Office and Headquarters, and to request action needed as a result of the call. The Call Report is distributed as follows: White Original - To Regional Sales Office for duplication and distribution Yellow Copy - To appropriate Manager of Marketing (Marketing Customer Files) Blue Copy - To originator's file The people from whom action is requested are to be listed in the box entitled "ACTION REQUIRED". Next, in the area "INFORMATION ONLY-", the initials of other persons to whom copies of the report are to be distributed are listed, always include a copy to the Product Manager involved. Note that the Call Report is not directed to a specific individual but copies sent to those indicated. WEEKLY ACTIVITY REPORT (FORM) The Weekly Activity Report is used to report the number of calls and the contact hours of each call. In addition, two other categories of hours are to be recorded: 1. Other Applied HoursTravei Waiting-to-see Telephone 2. Administrative HoursAdministrative/Office Hours (Controllable) Meetings/Training Hours, etc. (Non-Controllable) All of these hours are totaled at the bottom of the page and visually compared to the weekly standards established each year (see page 11-5). It is most important to maintain as accurately as possible the hours spent in the activities categorized in the Weekly Activity Report. Our purpose, rather than comparison to standards, is to learn whether we are using realistic methods to determine Contact Hours. Issued: 11/1/80 Replaces: OS/29/77 11-16 00o5t?1? The following definitions should be used in completing the Weekly Activity Report: Contact Hours: Amount of time spent in face-to-face contact with a customer (see page il-5). Call: Each function called on within a company, e.g., Purchasing, R&D, Marketing, should be reported as a separate call. The distribution of the Weekly Activity Report is shown at the bottom of each page. The first copy is mailed to the Regional office to arrive every Monday morning. The second copy is sent to the appropriate Manager of Marketing in Houston. The last copy is retained by the originator. WEEKLY PROCESS REPORT Each Sales Representative is responsible for calling in to the Regional Office by Wednesday afternoon of each week a progress report for his territory. These reports are reviewed by the Regional Sales Manager and sent to Headquarters by noon Thursday. Progress reports are completed in Houston and distributed by noon Friday of each week. The Progress Report should include any significant changes in the market place, competitive activities, and major developments with customers. Issued: 11/1/80 Replaces: 08/29/77 11-17 CCR 000005218 CONOCO CH EMICALS FORMS * FORM NO. 18-9 PB, 2-76 18-21x3, 1-78 13-84x3, 3-78 18-65 S, 2-78 18-12 S, 3-76 18-18 PB, 1-76 18-151 S, 3-77 18-6 PB, 5-76 18-23x5, 7-77 18-1x7, 7-73 18-152 5, 3-77 18-150 S, 4-76 18-31 S, 6-77 18-30 S, 1-76 18-68x5, 4-77 18-5 PB, 4-77 18-32 PB, 4-77 18-20 PB, 4-77 TITLE Cali Forecast and Control Call Report Corrective Action Request Application For Credit Customer Data Sheet Customer or Product Objective Plan Customer/Prospect Analysis and Plan Itinerary Price Exception Request Problem Request Product Analysis and Plan (By Territory) Quarterly Objectives/Results Sales Agreement/Chemicals Sales Agreement/Pitt-Consol Sample Request Weekly Activity Report Industrial Chemicals Weekly Activity Report Plastics Weekly Activity Report Surfactants * Available from Marketing Administration, Houston or the Regional Sales Offices. Issued: 11/1/80 Replaces: 08/29/77 11-18 CCR 000005219 i t2. POLICIES AND PROCEDURES / CCR 000005220 \. Date 04/18/77 04/18/77 04/18/77 04/18/77 04/18/77 04/18/77 11/15/77 12/29/77 06/83 06/83 06/83 10/01/81 10/01/81 10/01/81 03/01/83 10/15/81 10/15/81 10/15/81 10/15/81 05/08/80 05/08/80 05/08/80 POLICIES <5c PROCEDURES Sales Proposals, Agreements 6c Related Authority Limitations General Policy Sales Proposals Authority Limitations Procedures for Securing Higher Approval Standard Sales Agreement Form Procedures Standard Terminology Used in Sales Agreements Sample Standard Sales Agreement Blanket Purchase Orders and Sample Acknowledgement Letter Pricing Policies 6c Procedures Price Approval Authority Emergency Price Approval Authority Legal Review Internal Price Reports Price Exception Request System Proper Completion of Price Exception Requests Approval of Claims, Issuance of Credits Legal Policies 6c Procedures Antitrust Compliance Policy Conflicts of Interest; Political Contributions Protection of Trademarks Secrecy Agreements Credit Policy 6c Procedures Authority Limitations Credit Transactions Application for Credit (Form) Procedures for Handling Credit Controlled Accoui ____Page___ 12-01 12-01 12-02 12-03 12-03 12-04 12-05 - 12-OS 12-09 12-10 12-10 12-10 12-11 12-11 - 12-13 12-13 12-13 - 12-14 12-15, 12-15A 12-15 12-16 - 12-17 12-17 - 12-1S 12-19 12-19 - I2-19A 12-19A - 12-20 CCR 000005221 (Continued) Date Policies <3c Procedures Transoortation & Freight 10/07/83 10/07/83 10/07/83 04/18/77 04/18/77 04/18/77 Railcar Detention Policy Procedure Exceptions Minimum Freight Prepaid Freight Allowances for Customer Pick-ups Accessorial Charges - Common Carriers 10/01/83 10/01/83 10/01/83 10/01/83 10/01/83 10/01/83 10/01/83 10/01/83 10/01/83 02/28/80 02/28/80 03/01/83 04/18/77 04/18/77 08/10/83 Automotive Procedures Procurement Procedures Transfer of Automotive Equipment Personal Use of Company Vehicles Automotive Insurance Accidents Maintenance, Operation and Repair of Automotive Units Automotive Reports Automotive Selector Form Used Unit Information Miscellaneous Policies <5c Procedures Specification Waivers Sample Requests (Form) Request for Corrective Action (Form) Customer Service Problem Requests (Form) Check List for Customer Service Work Customer Prospect Contact File Page 12-21 12-22 12-22B 12-23 12-23 12-23 - 12-23A 12-24 12-25 12-25 12-25 - 12-26 12-26 - 12-28 12-28 - 12-29 12-29 - 12-29A 12-29B 12-29C 12-30 12-30 - 12-31 12-32 - 12-35B 12-36 12-36 - 12-37 12-38 - 12-43 Issued: 10/07/83 Replaces: 03/01/83 CCR 000005222 SALES PROPOSALS, AGREEMENTS A RELATED AUTHORITY ______________________ LIMITATIONS ______ GENERAL POLICY SALES PROPOSALS Whenever we sake a sales proposal to a customer we muse put a time limit on the offer. This applies to oral as well as written offers. We should allow a reasonable amount of time for the customer to act and should try to estab lish the time limit with his agreement. Do not agree to extended time limits. We can Indicate to a customer chat if necessary, ve shall be happy to extend Che offer if the conditions remain the same. AUTHORITY LIMITATIONS The offering of a Sales Agreement le restricted by the following authority limitations. The Regional Sales Manager must obtain prior approval before offering to a customer a Sales Agreement reecxicced by these limitations. (The original copy requesting approval is sent to the appropriate Manager of Marketing.) The chairman or Che depucy chairman approves those contracts and agreements: 1. Having a term of three yeera or longer end providing for commitments or obligations by or to the Company of $8,000,000 or more in any one year thereof. 2. Without regard to term, providing for coniaeats or obligations by or to the Company in the aggregate of $35,000,000 or more. The executive vice president approves those contracts and agreements: 1. Having a term of two years or longer and providing for commitments or obligations by or to the Company of $5,000,000 or more In. any one year thereof. 2. Without regard to term, providing for commitments or obligations by or to the Company in the aggregate of $10,000,000 or more. 3. Which represent the Company's first substantial dealing In a produce, process or service, and which Involve commitments or obligations of $3,000,000 or more. 4. Which represent the Company's first buelnase in a foreign country, either with the government agency or privaea company. The vice presidents dually approve those contract and agreements: 1. Having a earn of longer than one year, ragirdless of amount. 2. Without regard to term, providing for commitments or obligations by or to the Company of $1,000,000 or more In any year thereof. (coned.) 4/18/77 12-1 CCR 000005223 (coned.) The manager of Marketing, Chemicals approves ocher contracts to sell or exchange raw materials or products. pie appropriate headquarters manager approves or may delegate authority to approve all ocher contracts not limited above. In determining the level of commitments or obligations for the above pur poses, the maximum volumes of goods or services which Che Company could be required to purchase or provide will be used for the dollar testa. All contracts and agreements should retain for Conoco the righc to change prices as approved. procedures FOR SECURING HIGHER APPROVAL Marketing plans and programs for establishing written sales agreements with customers are developed with joint agreement by Che Managers or Market ing and the Business Area Managers. The responsibility for the execution of such programs rests with the Managers of Marketing. In certain situations the Limitations on Authority require chat higher approval be obealned for such general programs or specific sales agree ment Initiatives, higher approval requirements usually occur because of the period of time (term), the size of the commitment or for other reasons such aa the first substantial sale of nev products from new projects. In all of the above situations the following procedures for obtaining higher approvals are to be followed: 1. The Manager of Marketing Plastics, Surfactants) is responsible for starting the procedure to obtain higher approval. a.) The agreement may be on our standard fora submitted for higher approval by the regional sales manager (before being submitted to the customer) because of term or commitment size. b.) The agreement may be non-standard and require a Manager of Marketing to work with the Legal department on its drafting and/or approval before submission for higher approval. 2. A Manager of Marketing in submitting for approval any of the above types of programs or sales agreements should prepare a cover letter justifying the action and requesting approval. Signature spaces should be provided for approvals to the level required by the .Limitations on Authority (see Sales Manual, page 12-1): a space for joint submission by the Business Area Manager; and spaces for approvals by the Manager of Marketing (Chemicals), the Vice Presidents, Che Executive Vice President, the Vice Chairman, etc. (coned.) 4/19/77 12-2 CCR 000005224 ( ( / -_-s ( ( \ (coned.) Vhen che approval copy Is sent co ehe business area for signature, advance copies should be sent to ehe Manager of Marketing, Chemicals, and ehe Vice Presidents, Houston. The cover lecter requesting approval say be sene Co che prod uce manager with a note requesting that be obtain ehe Business Area Manager's signaeure in ehe space provided for "Joint submission''. The product manager indicates his recom mendation by initialling. STANDARD SAIS AGREEMENT FORM This Is a standard printed fora approved by ehe Legal Department. Any Sales Agreement varying from che standard agreement in any major way must have prior approval of the Legal Department with approval of che particu lar Manager of Marketing responsible for executing Che sales agreement. I. Procedures a.) The Standard Sales Agreement is to be prepared by the Sales Representative. The original and five copies are generally required. b.) The Regional Sales Manager must approve and initial every contract before it la submitted to che customer. c.) After approval by the Regional Salas Manager, the original and evo copies are submitted co the customer. A copy of che pending Sales Agreement with the customer trans mittal letter ia sent to the appropriate Manager of Marketing In Houston for logging in by Marketing Admin istration with an additional copy being sent co che Product Manager. The last copy la retained In Che Region al Office. d.) The customer is co sign che original and one copy and return these to the Regional Office. The signed agree ment and che copy are then sent to the appropriate Manager of Marketing for final execution. (The Busi ness Area Manager must initial approval of each sales agreement.) e.) The completely executed, original agreement (with cover letters) goes co Marketing Administration for che contract flies. The executed copy Is returned to che Regional Office far cransmlctal back co the customer. The Regional Office should make additional photocopies as required for their files and the originator. (A copy of che Conoco Chemicals Division Saies Agreement is Included for reference pages 12-5 thru 12-3 when reading the following. (coned.) 4/13/77 12-3 CCR 000005225 (.coned.) Standard Terminology Used In Salas Agreements la order co maintain uniformity of wording in our sales agreements, cry to adhere fairly closely co the following terminology: a.) Evergreen Agreements (for use in section "1. PERIOD:") "Primary period co be from (date) to (date) contin uing from (calendar or agreement) year to (calendar or agreement) year thereafter with either party having the right co terminate this agreement at Che end of any (calendar or agreement) year by written notice to the ocher party given not less than (number of days or months) prior to the end of any (calendar or agree ment) year." b.) Section "2. PRODUCT/QUANTITY" The following are examples of several ways to express PRODUCT/QUANTITY which varies according to the terms agreed co with the customer: 1. "Alfol" 10 alcohol: I MM lbs/yr. 2. "Alfol" 10 alcohol: I MM lbs/yr. minimum co 1.2 MM lbs/yr. maximum Sometimes an additional sentence would be added as follows: ( proval of Che seller. 3. 50Z of buyer's requirements for "Alfol" 10 alcohol estimated co be 5 MM lbs/yr. 4. Buyer's partial requirements for "Alfol1 ` 10 alcohol estimated co be b MM lbs/yr. c. ) Section "3. PRICE" \ It is particularly important chat accurate and correct terminology is used in specifying price. We should refer to and stick as closely as possible co the terminology used In the Confidential Price Book. d. ) Refer to Sample Standard Sales Agreement following. (coned.) 4/18/77 12-4 k CCR 000005226 (conoco) ' Conoco Chemicals Company A Division of Conoco Inc. 5 Greenway Plaza East P.0. Box 2197 Houston, Texas 77001 ( Sales Agreement This Aorsement entered into this Company, hereinafter called Seller, and dav of IS between Conoco Chemicals hereinafter railed fiwver WITNESSETH: Seller agrees to sell and deliver and Buyer agrees to purchase and receive the Product upon the terms and conditions set forth below: 1. PRODUCT: 2. PERIOD: 3. QUANTITY: CCR 000005227 12-5 4. PRICE: 5. PAYMENT TERMS: (a) (b) All payments shall be made in United States dollars without discount or deduction, by wire transfer at Seller's option, to a bank account designate^ by Seller. Invoices not paid on due date will be subject to a delinauency finance charge of 1% per month. (c) If in the opinion of Seller, the financial condition of Buyer so warrants, upon reasonable notice to the Buyer in writing, the terms of payment herein specified may be withdrawn and shipments withheld until such condition is corrected in a manner satisfactory to the Seller. 6. PRICE CHANGE: The pnce specified in this Agreement may be changed by Seiler on the first day of any calendar bv written notice sent to Buyer not less than days prior to the effective date of change. Unless Buyer gives Seller written notice of objection to such change at least days prior to the effective date of the change, Buyer shall be deemed to have accepted the change. If 8uyer fives such notice of objection and Buyer and Seller fail to agree on such change prior to the effective date thereof, this Agreement and the obligations of etler and Buyer hereunder shall terminate with respect to the unshipped portion of the Product covered by it. In the event of any governmental action or request which prevents Seller from making a price increase or continuing any price already in effect. Seller may terminate this Agreement by giving Buyer 30 days notice. 7. COMPETITIVEOFFERS: If Buyer receives a bona fide offer to purchase Product of the same specifications as contained in this Agreement and of no greater Quantity, at a pnce. including terms and conditions, lower than then applicable under this Agreement and if Buyer furnishes wntten evidence specifying the details of such \ offer to Seller, Seller will, within 15 days, either meet such price on the same quantity offered or allow Buyer to purchase the Product so offered. Buyer shall give Seller prompt notice of any Quantity of Product purchased or to be purchased in accordance with the provisions of this paragraph. Such quantity shall be deducted from the Quantity specified in this Agreement for the year in which it is so purchased. In addition, Seller at its option may also deduct such quantity for each year thereafter remaining under this Agreement. Election of such option by Seller shall be given to 8uyer bywntten notice within 90 days after Seller receives Buyer's notice or purchase. 8. MEASUREMENTS: Seller's determinations, unless proven to be erroneous, shall be accepted as conclusive evidence of the quantity of Product delivered hereunder. Credit will not be allowed for shortages of 1/2 of 1% or less of the quantity and overages of 1/2 of 1%orlessof thequantity will be waived. The total amount of shortages or overages wiil be credited or billed when quantities are greater and such differences are substantiated. In the case of volumetric determinations (orwhen calculating weights from volumetric determinations) volume shall be corrected for temperature to 60 degrees Fahrenheit in accordance with the appropriate correction table. A gallon shall mean a U.S. standard gallon of 231 cubic inches measured at 60 degrees Fahrenheit. In the case of Product sold by weight, the quantity of Product delivered hereunder shall be: (a) For barge shipments, the calculated weight derived from the volumetric content measured by the official gauge of the barge or by gauging or metering from Seller's shore tank, at Seller's election; for tank car or tank truck shipments, the calculated weight derived from the volumeti content measured by the certified capacity of (he tank car or tank truck; or * (b) For hopper car. bulk truck, tank car. tank truck, box car or packaged truck load shipment, the scale weight determination as certified by Seller. 00000522s OCR 12-6 ( 9. SHIPMENTS AND DELIVERY: Buyer shall give Seller annual or quarterly forecasts ol its expected requirements as Seller may from time to time request. Buyer shall give Seiler reasonable advance notice for each shipment which shall include date of delivery and shipping instructions. Seller may. from time to time, specify lead time requirements. Seller shall not be required to ship m any one month more than the monthly quantity herein specified, or if no monthly auannty 'S specified, more than a pre-canount of the maximum quantity herein specified, nor snail Seller be bound to ship any quantities for which Buyer has not given notice. In the event Buyer fails to take the quantity specified or the pro rata quantity in any month, Seller may, at its option, in addition toother rights and remedies, cancel such shipments or parts thereof. Each delivery shall stand as a separate transaction and the failure of any delivery shall not be deemed to impair the value of nor to breach the Agreement as to other deliveries. 10. PURCHASE REQUIREMENTS: (a) If. during any consecutive three month period. Buyer forany reason, (but not, however, for reasons of force majeure as setforth in Section 12) takes less than 90 percent of the average monthly quantity specified or the prorated minimum monthly quantity then applicable to such period under Section 3, Seller may elect to reduce monthly quantities for the remaining period of this Agreement to the average monthly quantity taken by Buyer during such three month period. fb) If. during any consecutive 3 month penod, Buyer for any reason, (but not. however, for reasons of force manure as set forth in Section 12) takes Product m quantities less than that equal to at least one-half of the average monthly quantity specified or the prorated minimum monthly quantity originally applicaole to such period under Section 3. Seller may elect to terminate this Agreement. (c) It is Seller's intent not to unreasonably exercise its rights under (a) or lb) above in the event of adverse economic and business conditions in general Id) Notice of election by Seller under (al or (bJ above shall be given within 30 days after the end of the applicable 3 month period, and, m the event of notice of termination under lb), effective date of termination shall be 30 days after the date of said notice. (el Seller's rights and remedies under this Section shall be m addition to such other rights and remedies as may be available to Seller m the event Buyer fails to perform in accordance with this Agreement. 11. DETENTION POLICY: Seller's rail cars which are to be used to effect delivery to Buyer under this Agreement shall be tnp leased to Buyer by Seiler under a standard trip lease agreement. Truck equipment owned by Seller will be allowed free time for unloading equal to that provided bythe applicable bulk common carrier tariffs. Seller will bill Buyer for the time such equipment is held in excess of the allowed free time unless the time Buyer holds equipment m excess of free time is caused by fault of Seller. Seiler may, from time to time, specify free unloading time allowances and detention charges for its tranportation equipment. Demurrage charges resulting from the use of common carrier equipment will be charged to the Buyer by the common carrier (or by Seller if Seller is billed by earner) if demurrage charges were incurred through the fault of Buyer. 12. FORCE MAJEURE: Neither party shall be liable to the ocher for failure or delay in performance hereunder to the extent that such failure or delay is due to war. fire, flood, strike, lockout or other labor trouble, accident, breakdown of equipment or machinery, riot. act. request or suggestion of governmental authority, act cf God, or other contingencies beyond the control of the affected party which interfere with the production or transportation of the material covered by this Agreement or with the supply o< any raw matenai (whether or not the source of supply was m existence or contemplated at the time of this Agreement) or energy source used in connection therewith, or interfere with Buyer's consumption of such material, provided that tn no event shall Buyer be relieved of the obligation to pay m full for material delivered hereunder. Without limitation on the foregoing, neither party shall be required to remove any cause listed above or replace the affected source of supply or facility if it shall involve additional expense or departure from its normal practices, if any of the events specified m this paragraph shall have occurred. Seller shall have the ngnt to allocate in a fair and reasonable manner among its customers and Seller's own requirements any supplies of material Seller has available for delivery at the time or for the duration of the event. 13. RAW MATERIAL AND ENERGY SUPPLY: Seiler's ability to supply Product under this Agreement is dependent on continued availability of necessary raw materials and products from its usual and anticipated suppliers and continued availability of energy supplies, fn the event that such raw materials, product, and energy supplies are not readily available m sufficient quantities to permit Seller to meet its total commitments for Product. Seller shall have the right to allocate m a fair and reasonable manner among its customers and Seller's own requirements such Product as is available. 14. DISCLAIMER: SELLER WARRANTS THAT THE MATERIAL SOLD UNDER THIS AGREEMENT SHALL MEET THE SPECIFICATIONS SET FORTH HEREIN, OR, IF NO SPECIFICATIONS ARE SET FORTH, THATTHE MATERIAL SHALL MEET SELLER'S STANDARD SPECIFICATIONS. OTHER THAN THE FOREGOING. SELLER MAKES NO GUARANTY OR WARRANTY. EXPRESS OR IMPLIED. INCLUDING. BUT NOT LIMITED TO THOSE OF INFRINGEMENT, MERCHANTABILITY. OR SUITABILITY OF THEMATERIAL FOR ANY SPECIFIC PURPOSE. EVEN IF THAT PURPOSE IS KNOWN TO SELLER. SELLER SHALL NOT BE LIABLE ON ANY CLAIM UNDER OR ARISING OUT OF OR FOR BREACH OF THIS AGREEMENT UNLESS ACTION THEREON SHALL BE BROUGHT WITHIN ONE YEAR FROM THE DATE OF SHIPMENT OR BREACH. SELLER'S LIABILITY UNDER THIS AGREEMENT SHALL 8E LIMITED TO REPLACEMENT OF NON-SPECIFICATION MATERIAL OR REFUND OF THE PURCHASE PRICE THEREOF AT SELLER'S OPTION. IN NO EVENT SHALL SELLER BE LIABLE FOR ANY INCIDENTAL OR CONSEQUENTIAL DAMAGES. 15. TAXES: Any new tax or any increase in a present tax hereafter payable by Seller on or measured bv the manufacture, production, processing, transportation or sale of material covered by this Agreement shall be paid by Buyer to Seller in addition to the pnee specified herein; provided, however, that if any such tax is hereafter imposed or increased. Buyer may. by written notice to Seller given within ten days after the imposition of any such new or additional tax. elect not to reimburse Seller therefore and m such event Seller may thereupon, by written notice to Buyer, terminate this Agreement; if Buyer does not promotly give such written notice of its election not to reimburse Seller. Buyer shall pay such new or additional tax to Seller in addition to the price specified herein and any other tax payable by Buyer to Seller hereunder. 16. ASSIGNMENT: OCR 00 This Agreement shall be binding upon, and mure to the benefit of, the parties hereto and their respective successors and assigns provided, however, any assignment by either party without the prior written consent of the other party shall Be void. 1 o_7 17 WAIVER OF BREACH: No waiver by Seller or Buyer of any breach of any of the terms and conditions contained m this Agreement shall be construed as a waiver of any subsequent breach of the same or any other term or condition. 18. TERMINATION: If any provision of this Agreement is or becomes violate of any law, or any rule, order or regulation issued thereunder, Seller shall have the right, upon notice to Buyer, to terminate such provision, without affecting other provisions of the Agreement, or to terminate tne Agreement in its entirety 19. GOVERNING LAW: This Agreement shall be governed by, and interpreted according to. the laws of the State of Texas. 20. NOTICES: All notices required or contemplated under this Agreement shall be given by prepaid first class mail or telex, and addressed to Seller as follows: Conoco Chemicals Company A Divison of Conoco Inc. 5 Greenway Plaza East P.O. Box 2197 Houston, Texas 77001 Attention: and addressed to Buyer as follows: 21. SPECIAL PROVISIONS: 22. ENTIRE AGREEMENT; This Agreement constitutes and contains the entire agreement between Buyer and Seller; there are no oral promises, representations or warranties. No alteration or amendment of this Agreement will be effective unless it is in writing and signed by Buyer and Seller. EXECUTED cis of the date first above written, Conoco Chemicals Company A Division of Conoco Inc. By-------------------------------------------------------------------------------------------------By-- Titlp _ .. 13-315.10-79 Title -a CCR 000005230 BLANKET PURCHASE ORDERS Blaxtk.ec Orders can constitute a sales agreement with customers If they are accented (either by a signature or shipping). As long as procedures are followed exactly and an acknowledgement letter (see sample letter below) is sent to the customer, any person authorized to receive and enter orders has the authority to enter Blanket Purchase Orders, However, this authority carries the responsibility of seeing that the acknowledgement letter which frees us from the terms of che purchase order is sane to the customer. Copies must be provided for the Customer Correspondence Files, Marketing Administra tion, Conoco Chemicals, Houston; The Regional Sales Manager; and the Techni cal Sales Representative. If there is not an existing sales agreement between the customer and Conoco, and It Is necessary to agree to the terms and conditions specified in Che Blanket Purchase Order, a written sales agreement is preferred. The acknow ledgement letter only Indicates our lneene to supply during che period, sub ject to price change, and offers to negotiate a written sales agreement if so required. Dear We acknowledge receipt of your blankae purchase order --___________ covering the purchase of __________________ for tha period The acknowledgement copy accompanies ehls letter. Our acknowledgement Indicates our intent to supply this product during che period specified, subject to price change. We understand that It is your Intent to purchase in like manner. We will use your blanket purchase order number as shown. Our acceptance of this order, however, does not necessarily constitute an acceptance of all che terms, conditions, and instructions specified either on the front or che reverse aide of your purchase order. If no sales agreement exists between us and If it is necessary to agree to che terms and conditions in che Blanket Purchase Order, we would prefer doing so by means of a written sales agreement. Thank you very much for your business. We will do our beat to serve your requirements. Very truly yours, bcc: 12/29/77 Conoco Chemicals, Marketing Administration, Room 1925 Technical Sales Representative Pegional Sales Manager CCft 000005231 PRICING POLICIES & PROCEDURES "Pricing" is defined as an activity through which is determined the total value to be received at a point in time, in exchange for the product to be supplied. This activity includes such aspects as unit cost ($/lb., gal., ton, etc.), product and transportation differentials, freight terms and conditions, discounts, rebates, freight allowances, etc. The time duration of any pricing activity must always be specified. Payment terms and conditions are not considered a part of pricing per se; however, for obtaining approval for exceptions to standard payment terms and conditions follow the proce dure outlined below. Pricing for Chemicals' products, as defined in the internal price schedules, is established as follows: PRICE APPROVAL AUTHORITY Ail pricing actions, both domestic and export, must be jointly approved via a written instrument by the General Manager of the respective business area and the appropriate domestic Manager of Marketing, Manager Latin America, or Manager - Europe and Far East. The Managers of Marketing, Manager - Latin America, Manager - Europe and Far East, and the General Manager of the respective business area review any significant pricing actions, general price changes, or major price exceptions with their supervisors before they are put into effect. EMERGENCY PRICE APPROVAL AUTHORITY Since all pricing actions are to be by written instrument, in emergency situations such written approval may be signed by one of the following: General Manager - Surfactants, General Manager - Plastics, General Manager Industrial Chemicals, Manager of Marketing, General Manager -Marketing, Manager - Latin America, Manager - Far East and Europe, Vice President Commercial, any other Vice President, or the Executive Vice President. The Temporary Price Authorization may also be signed by the Marketing Assistant after verbal confirmation by the Marketing Manager (a reference to the Marketing Manager's verbal approval must be shown on the TPA). Regular documentation and approval must follow to obtain the signature of the appropriate Marketing Manager and the General Manager of the respective business area. LEGAL REVIEW Before price approvals are finalized, the General Manager of the respective business area and Manager of Marketing will seek the guidance of the legal staff to insure compliance with all pertinent laws, regulations, executive orders, etc. Approved: 6/83 12-10 INTERNAL PRICE REPORTS The Internal Price Reports as defined below are to be used as the source for all pricing information needed to process an order for invoicing. The various Internal Price Reports are: a. Internal Price Schedule b. Current PER Status Report c. Interplant Transfer Schedule 1. Internal Price Schedule The Internal Price Schedule lists by profit center, product code, and product description Conoco's list or TVA price for public sales. Prices are listed for bulk, car load, truck load, or less than truck load quantities. All pricing differentials due to weight, color, location (West Coast), etc., and all other terms and conditions related to the sale of product are listed in the footnotes of the schedule. 2. Current PER Status Report The Current PER Status Report provides a uniform source of information on the status of price exception requests to all user groups. 3. Interplant Transfer Schedule The Interplant Transfer Schedule was developed by Chemicals Accounting for pricing transfers of product from one Conoco location to another within the same profit center. An example is transfers of a product from a plant to a terminal location. Transfers of product between profit centers (VCM to Aberdeen or OKC) are to be transferred at current market price. PRICE EXCEPTION REQUEST SYSTEM The Internal Price Schedule is designed to provide the authorized price for a given sales situation. If a customer is to be priced differently from established price schedules, the price must be initiated by the following procedures: Responsibility Function TSR (1) Submits a Pricing Exception Request (PER) form detailing the competitive situation identified by our customer. Request for an exception to regular payment terms should be processed by a PER as for any request dealing with price. The Treasury Manager - Chemicals will approve any exceptions to regular payment terms on a specific account basis. If disapproved by the Treasury Manager - Chemicals, the Vice President Commercial can still approve the request after conferring with the Treasury Manager - Chemicals. 12-11 cCR 00000523 Regional Word Processing Personnel (2) Transmits the PER via word processing communication system. If mailed for any reason, forward to Marketing Administration, Suite 3&y_> for handling. Communication transmissions are to take place between 9:30 - 10:00 A.M.- (CST) and 1:30 - 2:00 P.M. (CST) Monday - Friday unless notified to the contrary by headquarters personnel. Headquarters equipment will be left on unattended reception after 4:30 P.M. to accept regional office transmission. A copy of the PER is to be retained in the regional office to be signed by the Technical Sales Representative who is requesting the exception price and the corresponding Regional Sales Manager. All copies are to be batched and forwarded to the Houston office after the end of each month for inclusion in the historic price files. Headquarters Information Processor (3) Enters the PER onto the Current PER Status Report upon arrival in. Houston. Headquarters Information Processor (4) Forwards the PER to the Marketing Assistant to obtain necessary management authorizations. Marketing Assistant (5) Obtains the Product Manager's approval of the PER and forwards it to the General Manager of the respective business area for signature. Marketing Assistant (6) Obtains approval of the PER via signature of the General Manager of the respective business area and corresponding Manager of Marketing. If neither person is available in an emergency situation and immediate action is required, refer to "Emergency Price Approval" authority to obtain proper authorization. Senior Clerk At least one signature must be obtained before an exception price can be entered into the Price File. r (7) Upon obtaining a PER with the proper management authorizations, the exception price is entered into the Confidential Price File. The original fully executed copy of the PER is maintained on file in the Master Price File. Senior Clerk (8) Makes daily updates to the Current PER Status Report to reflect changes in the status of a PER. Senior Clerk (9) Follows up, auditing the system on a quarterly basis to insure that the headquarter price files are up-to-date and include the sig nature copies of the PER from the regional offices. Headquarters Information Processor & Senior Clerk (10) Revise and issue the Current PER Status Report to the Marketing Assistant, Customer Service Representatives,' and Marketing Administration personnel on a daily basis. 12-12 Senior Clerk ' (11) Issues on a weekly basis the Current PER Status Report to the Regional Office, Controllers, MIS team, and Transportation depart ments in addition to the groups listed above. This will be mailed weekly (Thursday) to the Regional Offices. Distribution to Technical Sales Representatives will be coordinated from each regional office. PROPER COMPLETION OF PRICE EXCEPTION REQUEST (PER) When completing a PER, the following steps should be adhered to: 1. A PER should be initiated as soon as the competitive situation has been identified. 2. The price terminology should be the same as is used in our internal price schedule. 3. The wording of the PER should reflect exactly the way the computer will bill the product. In other words, it should be the actual price to be charged to the customer (actual invoice price). Example: The above price is a list price of $0.35/Ib, less a $0.015/lb TVA and a $0.015/lb TCA. 4. Any remarks to be shown on the invoice should be included in the Special Instructions Section and addressed to the CSR's attention. These remarks are included on the "Current PER Status Report11 so when the order is placed, the CSR can include them when the order is placed. 5. Any internal instructions should also be included in the Special Instructions section. These may include rebate instructions to Controllers, special handling by 5&T, information to Marketing Assistants. APPROVAL OF CLAIMS, ISSUANCE OF CREDITS 1, Errors in billing require no approval. Notification of billing errors should be forwarded directly to the Staff Analyst (Controllers), Houston. 2. Weight discrepancies must be thoroughly checked out before the issuances of credits. Weight tickets should be obtained from the customer and particular attention should be given to comparing tare weights in an effort to determine if any product was left in T/T or T/C. It is the responsibility of the customer to unload all product. (In VCM sales, special arrangements are set up with the customers.) If indications are that product was left in the tank, this should be brought to the customer's attention and all efforts should be made to have the customer assume this responsibility. After complete examination of the situation, the Regional Sales Manager can approve or disapprove this credit. The approved credit request, including a description outlining the results of the check-out, should be sent to the Supervisor of Sales and Revenue Accounting, Houston, for the issuance of credit with copies to the Product Manager, the 12-13 OCR 000005235 Manager of Marketing, and the Manager of Supply <3c Transportation. If the weight discrepancy is disputed (not approved by the Regional Sales Manager), it should be handled as per authority for settlement of claims in para. 4. 3. All returns of product require the approval of the Regional Sales Manager and the notification of the Product Manager and the Manager of SUPPLY & TRANSPORTATION. A determination must be made as to the condition of the product. (Samples may have to be drawn for examination by the Customer Service Laboratory or by the plant.) If the product is in good condition, then the customer must agree to return the product freight prepaid and to pay for any initial freight charges incurred by Conoco in the original shipment. A "restocking" charge must be paid by the customer as established by policy (generally 5%-10% of the value of the product). For surfactants restocking policy see the Internal Price Schedule. THE PLANT MUST BE NOTIFIED BY SUPPLY & TRANSPORTATION OF THE RETURN OF PRODUCT. If the product is out of specification or contaminated through no fault of the customer, Conoco will pay the return freight and credit the customer for any original freight paid by the customer. A CORRECTIVE ACTION REQUEST must be written. If the product is out of specification or contaminated because of action by the customer, the disputed claim must be handled as in para. 4. When the return of product has been approved, a request for credit, approved by the Regional Sales Manager, must be submitted to the Staff Analyst (Control lers), Houston, so that credit may be issued to the customer. Copies of the approved credit request are sent to the Product Manager, the Manager of Marketing, and the Manager of Supply & Transportation, who must notify the plant to arrange for the return of the product. 4. Authority for settlement of claims (against the company). Claims against the company not covered above should, after approval by the Regional Sales Manager, be forwarded to the Manager of Marketing with a copy to the Product Manager. If the claim is not disputed, it may be approved by the Manager of Marketing and passed to the Staff Analyst (Controllers), Houston, for issuance of credit. If the claim is disputed, the approval of the Manager of Marketing is required if the amount of claim is $1,000 or less; the Vice President approves disputed claims of $100,000 or less. Issued: 3/1/83 Replaces: 10/1/81 12-14 CCR 000005236 LEGAL POLICIES & PROCEDURES ANTITRUST COMPLIANCE POLICY It has been the policy of Conoco Inc. to comply strictly with the antitrust laws. The company has issued a booklet entitled, "Guide to Compliance with the Antitrust Laws," which provides each employee with a sufficiently clear understanding of the law to assist him/her in recognizing antitrust problems when they arise. The Guide includes a section on "Contact with Competitors" concerning price-fixing, boycotts, communications, exchange of price information, etc. Another section entitled "Relationship with Customers" discusses resale prices, exclusive dealings, reciprocity, discrimination in pricing, etc. It is the responsibility of each employee involved in the conduct of the company's business to be thoroughly familiar with these legal guidelines. Each such person should receive a copy of this booklet at the time of employment. If a copy has not been received, it is the responsibility of the individual to request a copy from his/her supervisor. After thoroughly reading the booklet, each individual must review the subject with his/her supervisor and acknowledge in writing that he/she understands the circum stances which constitute violation of antitrust regulations, along with the penalties for violation. A sign-off sheet (see p. 12-15A for example), which should be attached to the booklet, is to be completed following the review with the supervisor and returned to Marketing Administration, Houston (suite 1925). Each supervisor is responsible for his/her unit's compliance with the above-stated Antitrust Compliance Policy. If a supervisor becomes aware of a potential antitrust problem, the supervisor should not attempt to solve the problem, but should refer it to company counsel for handling. Also, he/she should make contact with company counsel for guidance before inquiring into the details of the problem. CONFLICTS OF INTEREST; POLITICAL CONTRIBUTIONS The company requires annual certification of employees' compliance with the corpor ate policies concerning conflicts of interest, political contributions, and all other applicable laws and regulations. The corporate policies are clearly set forth within Conoco Inc.'s Policy Guide (see the Conoco Inc. Policy Guide Concerning Conflicts of Interest and Compliance with Laws, Political Contributions, and Questionable Corporate Payments). A procedure to insure annual compliance is handled by the office of Employee Relations. 12-15 CCR 000005237 Interoffice Communication TO. Marketing Administration, Houston, Suite 192.5 FROM DATE SUBJECT ANTITRUST COMPLIANCE - SIGN-OFF I have read our booklet, "Guide to Compliance with the Antitrust Laws". I understand the basic circumstances which constitute violation of antitrust regulations, along with the penalties for violation, and I will conduct Conoco's business in accordance with the law. Furthermore, this subject has been reviewed with my supervisor. Signature of Employee \. V Signature of Supervisor 12-15A OCR 000005233 PROTECTION OF TRADEMARKS Conoco Inc. and its subsidiaries own over one hundred trademarks which have been adopted and are used to identify their products and services. Good will has been built up for many of these marks through extensive and expensive advertising. They have become extremely valuable assets. If we use our trademarks improperly, we are in danger of losing them. If lost, we no longer would have the exclusive right to use the trademarks--anyone could then use them. Also, we would have to start all over to develop a new trademark (with all the advertising expense involved) to distinguish our product from others. The dangers of losing a trademark can be minimized by using the mark in all written communications (with company people as well as with others) in such a way as to make it obvious that the mark is in fact a trademark. The following are some specific procedures which should be followed to maximize our protection. 1. The trademark should never appear in all lower case letters. Using the trademark "NALKYLENE" as an example, it should be shown in one of the following forms: (a) "NALKYLENE", (b) "Naikylene", (c) NALKYLENE, (d) Nalkylene; but never: naikylene. If the trademark is to be used often on a page, then form (c) or (d) may be preferable since it makes better copy. If the trademark is to be used only once, then form (a) may be more appropriate, as it emphasizes Conoco's product. 2. Do not use the trademark as the name of the product. A trademark can be lost if the owner permits it to be used as thename for the product; i.e., as a noun. Do not use a trademark in pluralized form, e.g., "ALFOLS". This is, in effect, using the trademark as a noun or as the name of the product. As an example of loss of a trademark, "ASPIRIN" at one time was a trademark of the Bayer Company for acetylsaiicylic acid. It became public property because Bayer allowed others to use "aspirin" as the name of the product rather than as the trademark for the product. 3. Use the trademark as an adjective. Procedure 2 above is the corollary of Procedure 3. The trademark should not be used as a noun. Instead, it should be used as an adjective and followed with a generic or descriptive name for the product. For example, "Alfol" alcohol or "Naikylene" alkylate. This applies to the use of the trademark with a specific product as well. For example, use "Alfol" 610 alcohol rather than "Alfol" 610. Sometimes people use the expression "'Alfol'-type alcohols". This is objectionable, since it erroneously indicates that "Alfol" is a type of alcohol rather than a trademark for alcohols. 4. In publications, follow the above procedures. 5. In conjunction with the product (e.g., on the product, container, or label) or in advertising copy, use all caps and the symbol TM if not registered or R if registered. Registration notices need not be used in every place that the registration mark appears. It is enough to use a notice once with the first or most prominent use of the mark. 6. Some marks, such as "Conoco", are both trademarks and tradenames and when used, it must be kept in mind how the word is being used. A trademark is used to 12-16 CCR 000005239 identify a product, e.g., "Conoco" DPA, and the above rules apply. A tradename is used to identify a company and should be treated as any other proper name, e.g., Conoco has announced a new thrift plan. 7. There are some instances on materials not printed by Conoco when there might be confusion as to WHO owns the Conoco trademark or design. In these situations, a clearly identifiable statement, such as: '"Alfol' is a trademark of Conoco Inc." is recommended. These situations should be covered by a written agreement specifying how the other company will use our trademark. While the essential information is outlined here, questions and information pertaining to trademark usage should be addressed to the Supervisor of Patents and Trademarks, Patent and Licensing Division, Ponca City, Oklahoma. A copy of such request should be sent to the attention of Conoco Chemicals' legal counsel in Houston. The following list contains examples of the proper use of Conoco Chemicals' trademarks, both registered and unregistered, when used in publications, interoffice memos, etc. (Procedures 1-4, above). When used in conjunction with a product or in advertising copy (Procedure 5), the mark should appear in all caps, without quotes, with the TM or R symbol. Also listed is a description of the product or products for which the trademark is registered. If you have any questions of whether or not a trademark is in existence, contact Bill Brandt in Houston. TM or R "Alfol" (2-22+) alcohol "Alfonic" 1412-40 ethoxylate "Aifonic" I412-A ether sulfate "Catapal" SB alumina "CDR" drag reducer R R R R TM "Conoco" "Conoco AXS" ammonium xylene sulfonate "Conoco C-550" slurry "Conoco LMR-5" feedstock "Conoco LPA" solvent "Conoco OFA-6" ore flotation agent "Conoco SA-597" sulfonic acid "Conoco STXS" sodium toluene xylene sulfonate "Conoco 5XS" sodium xylene sulfonate "Nalkylene" 500 alkylate "Pitt-Consoi" TM TM TM TM R TM TM TM R ^ "Pitt-Consol 500" reclaiming compound "Pitt-Consol 555" antioxidant R R Description of Product Industrial alcohols, plasticizers Ethoxyiated alcohol Ether sulfate Catalyst-grade alumina monohydrate Drag reducer for pipeline Registered for many of Conoco's petroleum and chemical products Hydrotrope LAS slurries Petroleum sulfonate feedstock Solvent Ore flotation agent Sulfonic acid Hydrotrope Hydrotrope Detergent alkylate Cresylic acids, rubber peptizing aryl mercaptans Rubber reclaiming compound Rubber antioxidant SECRECY AGREEMENTS Patents serve as a means of protecting Conoco's rights in proprietary information. However, to the extent that patent protection is unavailable, the only mea 0o00^2^0 CC* protection is to maintain such information as trade secrets. A trade secret is any product formulation, manufacturing technique, research report, or compilation of special information which gives the firm developing it a differential advantage over competitors. A firm claiming a trade secret must be able to show that the technique or formulation is protected and treated as a secret within the firm. It is mandatory that Conoco not disclose such information except in instances where it is essential for business purposes and then only pursuant to the terms of a suitable secrecy agreement. If a trade secret is disclosed to someone on a confidential basis, any breach of this confidence will constitute a wrongful misappropriation. The following procedures should be followed: 1. If Conoco's business objectives can be accomplished without disclosure of proprietary information, that is the manner in which to proceed. 2. If, in your opinion, these business objectives cannot be accomplished without disclosures, then proceed as follows: (a) Submit a request for permission to disclose Conoco proprietary information to the other company. The request should outline the nature of the information to be disclosed, potential benefits to Conoco, and the name and address of the person to whom the secrecy agreement will be mailed. (b) This written request should be directed to the Product Manager with copies to the Director of Chemicals Research, the Business Area Manager, the Manager of Marketing, the Chemicals attorney in the Legal Department, and the Patent counsel. (c) The Product Manager has the responsibility for securing approvals from the individuals listed in Step (b). After obtaining all approvals, he/she will so inform the Chemicals attorney in the Legal Department and the Patent counsel and request preparation of a secrecy agreement in the form needed as defined by the circumstances. The Product Manager will be responsible for the execution of the secrecy agreement. (d) The request in Step (a) should be made a minimum of four weeks in advance of the desired date of disclosure, to allow time for approvals and preparation and execution of the secrecy agreement. Remember, also, that you are not to accept proprietary information from other parties with the understanding (either expressed or which reasonably would be implied under the circumstances) that you will keep it confidential. This can prejudice Conoco's ability to develop and use similar information. If you have more questions or want more information about secrecy agreements, contact the Patent counsel, Patent and Licensing Division, Ponca City, Oklahoma. A copy of the request should be sent to the attention of Conoco Chemicals' legal counsel in Houston. Issued: 10/15/81 12-18 CCR 000005241 CREDIT POLIC-Y & PROCEDURES AUTHORITY LIMITATIONS - CREDIT TRANSACTIONS: The Vice President and Treasurer (Conoco Inc.) or his designee approves credit extension and credit terns to customers, .compromise settlements of accounts or notes receivable when the amount of the reduction is more than $5,000, and general revisions to regular credit terms with the exception of revisions and credit terms to specific individual accounts because of competitive conditions. If the amount of the reduction is $5,000 or less, the functional manager* may approve. The Senior Vice President approves credit - limits in any amount after securing credit advise from ' the treasury manager, Supply and Trar.scorzation and Chemicals. The Functional Manager, as defined in the Conoco Chemicals Company Authority Limitations, after securing credit advice from the Treasury Manager, S 4 T and Chemicals, approves credit limits of $200,000 cr less and exceptions tc regular credit terms on scacific individual accounts. If approval is not recommenced by the Treasury Manager. 5 17 and Chemicals, final approval may cs giver, by the Executive 7ics-?resic=nc after securing advice from she Senior "ice-rresidsnc, Financial. The **:ager c. i-jar.<so -r.g ar.u ap=ro=rcm_e ousmess area .manager, =_-r securir.g credit advice from the Treasury Manager, S 4 T and Chemicals, approve credit limits of 5^0,000 or less. If approval is not recommended by the Treasury Manager, 5 4 T and Chemicals, the matter is to be referred to the next level of management. *Vics President, Commercial Vice President, International Operations Vice President, Planning and Development Vice President, Operations Manager, Administration ( ( APPLICATION FOR CREDIT (FORM): .The Sales Representative is responsible for initiating credit approval for all new accounts in advance of the first order and in advance of any prolonged sales solicitation (A new customer is defined as one with whom we have not done business within the last 12 months). This is accomplished by completing the Application for Credit form and forwarding it to the Treasury Department in Houston. Complete names, addresses, and zip codes are of first importance when completing this form. Treasury Department personnel are assigned to the Chemical Division to furnish Credit and Treasury Services. In order to fully utilize their services it is important that they be apprised of prospective sales so that appropriate credit approval can be given in advance. This is particularly important in the case of contract sales; no contract should be executed without prior credit approval. ^ CCR, G00005242 5/8/8Q 12-19* Credit Policy and Procedures (Continued) A thorough credit investigation usually requires a minimum of 2 weeks from the receipt of the credit, application. If ycu are unable to provide the information in advance, it is possible to expedite the investigation process by long distance phone calls. Because of the expense involved, we prefer to keep (these exceptions to a minimum. Upon completion of the credit investigation, the Treasury Department will inform the Sales Representative, Regional Sales Manager, the Customer Service Representative (S & T), and Manager of Marketing of the approved credit limit and payment terms. PROCEDURES FOR HANDLING CREDIT CONTROL!Z' ACCOUNTS: a. When a customer reaches the.approved limit or fails tc pay accor to credit terms, nc further credit extension should be made without o approval of the appropriate credit authority. It is tr.e respcnsioilit Treasurv oo notifv the appropriate Terminal Sales Eecresent at ng in credit status. In seen cases, it is necessarv zz close!'* control account in order to limit our credit risk and separate aooreval is requ on each individual order. ra b. The CSR receiving such a "credit hold" order must clearly establish with the customer that the order has been accepted, but will not be s- bcad until cr2'J it has been cleared -v T**--"*urv It ~ t- responsibility of the C2R to promptly inform Treasury of any order placed by a customer with a "credit hold" status. c. The order is then transmitted tc the plant, clearly showing that it is on "credit hold." If it is a product requiring special preparation, the decision will be made between the plant and the marketing manager (or Regional Sales Manager) with advice from the business area as to the action taken on the order. d. The Treasury Department, having resolved the credit problem with the customer, will notify the appropriate CSR, TSR, Regional Managers, and Marketing Managers. The CSR will be responsible for notifying the plant that the credit restriction has been removed. The CSR will be responsible for notifying the customer that the credit has been approved and the order can be processed. If the credit approval comes too late to meet the customer's desired shipping/delivery schedule, the CSR will advise the customer of the earliest possible shipping date. When a date of shipment has been agreed upon, the CSR will transmit the ship date to the plant. 5/8/80 CCR 000005243 12-19A t*l Ui Credit Policy and Procedures (Continued) e. IT IS THE RESPONSIBILITY OF THE CSR TO FOLLOW A "CREDIT HOLD" CRDS JUST AS HE WOULD ANY OTHER DELAYED ORDER. HE SHOULD BE CONSTANTLY AWAR OF THE STATUS AND COMMUNICATE THIS TO MARKETING PERSONNEL. f. If the Treasury Department refuses to allow shipment, the circumstances of this refusal will be immediately passed on to the CSR, The CSR will see that verbal contact is made with the custoaer by them or by the sales representative. The CSR is responsible for informing the plant that the order is still on hold unless the order is to be cancelled. \ 5/8/80 CCR 000005244 12-20 POLICY RAILCAR DETENTION POLICY & PROCEDURES It is CONOCO Chemical's policy to collect a fixed charge per day for ail CONOCO railcars detained by the customer for more than a specified number of days. Furthermore, it is CONOCO Chemicals policy to trip-lease the cars to the customer for each shipment even though the customer may not have executed a Trip-Lease Agreement with CONOCO. (See paragraph 11 of the Sales Agreement). Intent of the Policy The intent of this policy of charging our customers for excessively detenting CONOCO's cars is, not to make money, but, is to reduce the number of cars needed in CONOCO's fleet by keeping the turnaround time to a competitive minimum. The automatic trip-lease provision relieves the customer of the obligation to pay the railroad demurrage charges while the car is on the customer's siding or storage track. In the case of third party shipments made by CONOCO for the account of another company, the company CONOCO bills for the product will be billed for any detention charges incurred. Application of the Policy This policy does not apply to: Shipments in cars supplied by the customer Intercompany shipments to DuPont, CONOCO, Inc., Consolidation Coal, etc. Shipments made to plants, toll processors or terminals for CONOCO's account. Exchange shipments. Issued: 10/07/83 Replaces: 11 /15/77 12-21 CCR 000005245 Free Time Allowed and Charges to be Assessed The free time allowed and the charges to be assessed are: Car Type/Product_____ Free Time Allowed* Charges/Day for Each Day Retained Beyond Allowed Free Time Tank Cars Hopper Cars - PVC - Alumina 7days 14days 10days $30.00 per day $20.00 per day $30.00 per day * Free time starts the day the car is constructively placed by the delivering carrier or the day the carrier offers the car for constructive placement whichever is sooner. Execution of the Policy The basis for execution of the detention policy is the data supplied by RAILTRACK (a registered trademark of Tymshare). Individual responsibilities in the execution of the policy are as follows: Transportation Department (CONOCO Inc.) Manages the Trip-Lease agreements. Advises on detention policies. Maintains the RAILTRACK data gathering system. Selects those shipments for which detention charges may apply. Adjusts RAILTRACK data based on information supplied by the customer on the Car Return Instructions. Manages the generation of the Rail Detention Source Documents through the use of the SABRE system. Provides Chemicals S<3cT with operating data needed to control the rail fleet. Issued: 10/07/83 Replaces: 11/15/77 12-22 CCR 000005246 S<3cT (Chemicals) Advises on detention policies and prepares recommended policies for Business Area and Marketing Area's Approval. Advises in the granting of long term exceptions to the detention policies through the PER approval process. Checks the Source Documents to assure that the proper shipments are covered. Notifies the appropriate Regional Office of all rail cars detained by a customer for more than 19 days. Prepares a properly annotated COEDS Invoice which incorporates only standard pre-invoice adjustments noted below. Returns to Transportation Department, for internal credit, a listing of ail totally improper Source Documents, a listing of Source Documents not used in invoicing because of PER's and a listing of the value of Source Documents which were reduced because of PERs or for reasons listed below under Pre-invoice adjustments. Identifies to the TSR and Marketing Management those disputed invoices which require TSR involvement in the resolution. Manages and executes the properly approved adjustments for invoiced charges. Prepares for Marketing and Business Area Managers monthly, quarterly and annual reports which detail by product groups the: Chargeable Detention Write-offs due to PER's and policy Invoiced charges Write-offs after invoicing Net collected Issued: 10/07/S3 Replaces: 11/15/77 12-22A CCR 000005247 Marketing TSR Represents CONOCO's policies to the customer. Identifies for management approval (through a PER) long term exceptions to the detention policy covered by competitive situations. Resolves with the customer, within 90 days of invoice date, any disputes which are not covered by the standard exceptions. Prepares for Management approval the request to cancel any uninvoiced detention charges for a singular shipment. Prepares for Management approval any memo's requesting the write-off of invoiced charges. Marketing? Regional Manager Treasury Assists Treasury as required in the collection of monies owed. Approves requests for the cancellation of uninvoiced charges or the write-off (with a copy to the Marketing Manager) of invoiced one time charges and forwards to S&T for credit preparation. Manages unpaid rail detention invoices in a manner similar to product invoices. Standard Exceptions to Detention Charges Normally, detention charges are based on information supplied by the delivering carrier. At times, this information is in error and the following standard adjustments can be made. Before the CONOCO Invoice is issued: Before loading the data into SABRE for Source Document Generation, the Transportation Department of CONOCO, Inc. will adjust the delivery and release dates to agree with information the customer supplies on the copy of the Car Return Instructions the customer is supposed to send to the Transportation Department when the customer releases the car. Issued: 10/07/83 Replaces: 11/15/77 12-22B CCft 000005243  The appropriate CONOCO Chemicals S&T supervisor will approve documented adjustments to the source documents which reflect: An approved PER The number of days CONOCO shipped early for CONOCO's convenience. If CONOCO delayed the car and trucks were sent to keep the customer's plant running, an appropriate proportion (based on the customer's normal usage) of the normal free time allowed. * One trip exceptions approved by the Regional Marketing Manager. Extra time a customer needs to consume extra material when for CONOCO's convenience a larger than requested tank car was shipped. After the CONOCO invoice is issued? The appropriate 5<5cT Supervisor can approve documented requests for credit which reflect: A written request from the customer which disputes one day of detention on the delivery and on one day of detention on the release end of the detention period. A written request from the customer requesting additional days credit and which is backed with independent, formal information which shows CONOCO's dates to be in error. * A written request, signed by the customer, or which apparently is presented in the customers' standard car tracking report format, which indicates CONOCO dates are incorrect. Issued: 10/07/83 Replaces: 11/15/77 12-22C CCR 00000524-9 A request for a credit which is a standard pre-invoicing adjustment. A request for a credit which has been properly approved by the appropriate Commercial Managers. Exceptions to the Assessed Charges Long Term exceptions to the standard allowed free time policy will be approved through the standard PER procedure and are normally in response to defined competitive situations. These exceptions will not extend beyond December 31 of each year and each situation must be reviewed before renewal. One trip exceptions to the policy are initiated by the T5R and are approved by the appropriate Regional Marketing Manager. The write-off of multiple trip invoices follows the normal request for credit approval cycle. ( C Issued: 10/07/S3 Replaces: 11/15/77 12-22D CC* 0o^50 (. MINIMUM FREIGHT PREPAID Most Conoco products are sold on an F.O.B. origin basis meaning that title passes to the customer at the time the product is delivered on board the carrier. Some products are priced on a Minimum Freight Prepaid basis. Minimum Freight Prepaid (MFF) means in such cases freight allowances arc based upon standard minimum size shipments as follows: Bulk Liquids: Bulk Solid: Truckload drums: Truckload bags: Truckload Gaylord: Full 20,000 gallon tank car Full 5,820 cubic feet hopper car (usually 160 M lbs. min) 24.000 pounds 30.000 pounds (plastics) 30,000 pounds Bulk shipments made for less than above minimums, either by car or truck, will be charged for additional freight incurred above the standard rate, unless such shipments were made at the convenience of Conoco. (Additionally, increases in price may apply to shipments made in less that minimum purchase quantities which may be established for each price/shlpraent class, such as Bulk or CL & TL.) When a competitive situation requires bulk delivery in some form other than the above, such as tank trxick, then the policy and procedure for price excep tions is to be followed. Standart LTL quantity discounts are set forth in the Internal Price Schedule. FREIGHT ALLOWANCES FOR CUSTOMER PICK-UPS Any freight allowance made to customers for pick-ups must be processed and approved in the same manner as price exceptions If the pick-up idles company owned truck transportation equipment. Such individual approval is not re quired when there is a standard policy in a product area for pick-up allowances. If company truck transportation is not involved, pick-up freight allowances equivalent to the tariffs for standard shipping methods are generally allowed. ACCESSORIAL CHARGES - COMMON CARRIERS The objective of this procedure is to establish a policy for our customers with regards to Accessorial Charges of Common Carriers as well as enable us to eliminate the multitude of outstanding open items on our accounts receivable. Policy 1. If a customer requests special equipment such as a drumming nozzle, pump charge, extra feet of hose, etc., he will be charged on the invoice when the order is placed. 4/18/77 000005251 CCR 12-23 (contd.) 2. If the pump is not requested by the customer, but is part of the truck tariff and charged to Conoco, we should absorb these costs as part of the charge for doing business.. This is normally about $7 per truck. 3. If there is demurrage at a customer's location and the carrier bills Conoco, we are legally bound to pay it. This should be charged back to the customer. In order to eliminate having a multitude of outstanding open items on our accounts receivables, a cut off point of $25 has been established. Demurrage charges of $25 or more should be billed to the customer. The Supply and Distribution group will be informed by the Transportation Department of all such charges, and the CSRs will initiate billings. ( THIS SECTION OF THE PAGE INTENTIONALLY LEFT BLANK ( CCR 000005252 < V 12-23-A AUTOMOTIVE PROCEDURES PROCUREMENT PROCEDURES Conoco utilizes Peterson, Howell and Heather (PHH) and Dart <3r Kraft as centralized dealers to both buy and sell our automotive units. New units will be delivered through a "courtesy dealer" in the location nearest to the unit's assignment. At the time of delivery, the old unit will be surrendered to the "courtesy dealers" for disposal. Under this system it is mutually beneficial to us and to Fleet Administration to anticipate our needs on a monthly basis. This will provide greater efficiency through volume buying. The following reflects responsibility and procedures to be followed. Responsibility Function Surface Furnish Marketing Administration with a list of passenger cars Transportation approved for company units. General Mgr. of Mktg. Approve any additions to or deviations from standard companyapproved accessories. Administrative Analyst Supply regions with the approved automotive unit list. TSR Submit to Marketing Administration an Automotive Selector Form (see pp. 12-29B-C) specifying what type of unit is desired, including standard approved options. Both sides of the form are to be completed in detail. This enables the Fleet Representative to simultaneously order the appropriate unit and make arrangements for disposal of the old unit. NOTE: The "Deliver To" address (city and zip code) is extremely important, as dealer selection will be based on that information unless a specific dealer is requested by the TSR. Administrative Analyst Initiate Form 10-26S for any additional or replacement units previously budgeted. Four copies for replacements or three copies for additions are sent to Surface Transportation, along with the Automo tive Selector Form. If the unit has not been budgeted, prior approval must be obtained from line management and subsequently from the Transportation Department. TSR Upon notification by the "courtesy dealer" that the unit is available for delivery, insure that the unit is the make, model and body type specified and that it has all the equipment that was ordered. If it does not conform to specifications, contact the Fleet Representative, Houston, immediately. At this time, the old unit is surrendered to the "courtesy dealer". The dealer will prepare a "Used Unit Condition Report". Insure that it is accurate and specific. The receiving driver will be requested to sign all pertinent papers. Issued: 10/01/83 Replaces: 01/01/83 12-24 TRANSFER OF AUTOMOTIVE EQUIPMENT Responsibility Function Regional Manager Inform Marketing Analyst of any changes in location, driver responsibiiity or departmental responsibility for any automotive equipment. Administrative Submit Automotive Request Form (10-26S) with appropriate changes Analyst in triplicate to the Fleet Representative, Houston. A signed copy is returned to Marketing Administration for the Automotive Unit file. PERSONAL USE OF COMPANY VEHICLES Company units may be used by the employee for personal business. The employee will reimburse the company at the rate of $0,125 per mile (effective August 1, 1980) through the Expense and Mileage Report (EMR). Mileage use records are to be maintained from month to month on the reverse side of the EMR. It will be permissible for an employee's spouse to drive the company vehicle under the following conditions: 1. Move the unit if it is blocking the driveway. 2. Drive unit locally in emergency situations or when safety considerations dictate. 3. Share the driving task with the employee on extended trips. AUTOMOTIVE INSURANCE 1. Company Unit o Liability - The company carries insurance to protect itself against liability claims for bodily injury or property damage arising out of the operation of automotive equipment. The original Certificate of Insurance is kept by Transportation, Houston. Copies are forwarded to the regional sales managers in January. A copy should be kept in the glove compartment of each automotive unit. Certain states require special insurance identification cards. They can be obtained from: Insurance Division Conoco Inc. P. O. Box 1267 Ponca City, OK 74601 (405) 767-3668 o Comprehensive fr Collision - The company's fire and extended coverage policy affords limited coverage for damage to company units. Issued: 10/01/83 Replaces: 01/01/83 12-25 CCR 000005254 .2 Rental Cars o Liability - In addition to liability insurance carried by the rental agency for their own protection and for the protection of individuals renting their cars, Conoco employees are protected by the policy described under "State Insur ance Requirements", p.. 12-27. o Comprehensive fr Collision - Conoco is given the option of purchasing "full" collision coverage. This additional collision coverage should be rejected. ACCIDENTS 1. Report Filing Procedures o Serious accidents must be reported immediately to the Insurance Division, Ponca City, by telephone, (405) 767-3668, or telegraph. o Regardless of circumstances, observe the following: Admit Nothing Promise Nothing Keep Calm Remain Courteous and Businesslike o If there are injuries, property damage, or any suspicion that the other party is under the influence of intoxicants, notify the police or Highway Patrol immediately. o Obtain all information needed to complete the "Report of Automotive Accident" (Form 6-33). Get the names of all witnesses, all license numbers, all operator's permit numbers, and names of ail persons involved. Also supply the other party with all information to which they are legally entitled. o Reports: Ail accidents involving company units, rented units, or personal units driven on company business must be reported immediately on Form 6-33, "Report of Automotive Accident". Distribution of this form is as follows: 3 copies Insurance Division Conoco Inc. P. O. Box 1267 Ponca City, OK 74601 (405) 767-3668 1 copy C. H. Klunick Safety Division, Rm. 2010 Conoco Inc. P. O. Box 2197 Houston, TX 77252 1 copy Mktg. Administration Conoco Chemicals Co. P. O. Box 19029, Suite 367 Houston, TX 77224 Issued: 10/01/83 Replaces: 01/01/83 12-26 CCR 00005255 o Do not delay this report. If it is not possible to obtain your supervisor's signature within five days, forward it to the Insurance and Safety Divisions without the signature. 2. State Insurance Requirements Some states permit the company to file a blanket "proof of financial responsibil ity" on all company-owned automotive units. This filing usually is referred to as Form SR-23; however, it sometimes is known under other names. If the state accident report form contains a question asking if a blanket filing has been made, the employee can answer the question with "yes". The remaining states having financial responsibility laws require separate filings on each accident. This individual filing usually is referred to as Form SR-21. When a company-owned unit is involved in an accident and Form SR-21, or its equivalent, is required, the employee preparing the report will have to answer a number of questions pertaining to the company's automobile liability insurance coverage. The questions most frequently asked can be answered as follows: o Was a policy providing you with at least $5,000/$ 10,000 bodily injury and $5,000 property damage liability insurance in effect on the date of the accident? Yes. o Name of insurance company which issued policy: Hartford Accident <Sr Indemnity Company, 123 William Street, New York, NY 1003&. o Policy number: 10CLR P12421E. o Policy period: January 1, 1983 to January 1, 1984. o Name of policyholder: Conoco Inc. o Address of policyholder: P. O. Box 1267, Ponca City, OK 74601. o Broker through whom policy was purchased: Marsh & McLennan, Inc., 1221 Avenue of the Americas, New York, NY 10020. The Insurance Division should be contacted immediately in the event any questions arise concerning the reporting of accidents to state authorities. 3. Repairs (due to accidents) Prior to any repairs, two estimates must be secured when feasible. Repairs to damaged company units will be handled in accordance with provisions under "Maintenance, Operation and Repair of Automotive Units", below. 4. Claims If a claim is to be made on the other party and the Conoco employee expects reimbursement, send copies of two estimates of repair to: Issued: 10/01/83 Replaces: 01/01/83 12-27 000005256 OCR Beverly Fallwell R/W (5r Claims, Rm. 2050 Conoco Inc. P. O. Box 2197 Houston, TX 77252 MAINTENANCE, OPERATION AND REPAIR OF AUTOMOTIVE UNIT5 1. Preventative Maintenance To maintain Conoco's automotive units in a safe operating condition the corporate automotive policy requires preventative maintenance check ups every 3 months or 6,000 miles, whichever comes first. Items to be serviced at the 3 month and 6 month intervals are listed on the Preventative Maintenance Schedule (Form 10114BB) which is to be kept with each unit. Information pertaining to the submission of the reports is provided on page 12-29A. 2. Approvai Repairs, up to $500, necessary for the continued efficient operation of automotive units shall be authorized by regional managers. Repairs of over $500 to $1000 are approved by the appropriate Manager of Marketing. For repairs in excess of $1000 consult the Conoco, Inc. fleet representative. 3. Payment Repair invoices for $150 or less shall ordinarily be paid by cash and reimburse ment made through Form 4-2 PB, "Expense and Mileage Report", in accordance with current instructions for the preparation of that form. Repair invoices (original and one copy) exceeding $150 shall be approved by the supervisor who authorized the repair and shall then be submitted directly to Transportation Accounting in Ponca City unless the dealer requires payment at the time of repair. In this case, payment may be made in cash and reimburse ment made through the Expense and Mileage Report. Also, one copy of the management authorization should be attached to the EMR and a second copy sent to the Automotive unit files at headquarters. 4. Replacement Batteries and Tires Replacement batteries and tires for automotive units shall be standard quality except in cases of unusual or severe service, in which case special batteries or tires may be purchased with the prior approval of Transportation Automotive personnel. "Tire and Battery Order", Form 14-30B, may be used for purchases at the following national accounts: 1. Firestone 2. Goodrich 3. Kelly Springfield 4. Micheiin Issued: 10/01/33 Replaces: 08/15/83 CCR 000005257 12-28 To use the Tire and flattery order to purchase replacement tires and batteries the employee must insure that the dealer will invoice Conoco by sending the Tire and flattery Order to the manufacturer's central billing unit for processing. This insures proper billing under our national contract. In preparing a Tire and Battery Order the dealer's name and address are inserted in the "Issued To" space. Additional information required is: o Date of purchase o Purchasing department o Vehicle No. o The quantity, make and description of the items being purchased. When the work is completed and the TBO reflects the items purchased, the purchasing individual should sign the TBO and leave the white and yellow copy with the dealer. Billing instructions for the manufacturer's national billing office are provided on the TBO. In cases where this procedure is not desirable, purchases may be made in cash and reported on the employee's EMR. Miscellaneous interior and exterior maintenance, such as washing and cleaning of car, is performed as needed to maintain an acceptable appearance. Any expenses involved for miscellaneous maintenance are reported under the Company Vehicle Expense section of the employees EMR. AUTOMOTIVE REPORTS 1. Expense and Mileage Report (Form 4-2 PB) Expenses incurred for the operation of an assigned company vehicle are itemized on the back side of an EMR. Personal mileage (approved vacation use, etc.) is to be calculated at $0,125 per mile (effective August 1, 1980) and deducted from the total company vehicle expense before filling in the "Total Company Vehicle Expense" on the front of the EMR. The reimbursement rate to an employee using a personal car for company business is set at $0.20 per mile, which covers all expenses of operating the automobile. Bridge tolls and parking (but not storage) will be paid in addition to this rate. For personnel with assigned vehicles, personal car mileage will not be reimbursed unless the use period covers a time period in which the assigned vehicle was incapacitated. 2. Motor Vehicle Monthly Operating Report (Form 10-40 BA)* All personnel assigned company vehicles must complete a "Motor Vehicle Monthly Operating Report". The number of miles driven each month must be reported to the Transportation Accounting division. At the end of each month a mileage report must be completed in triplicate. Distribution instructions are: Issued: 10/01/83 Replaces: 08/15/83 12-29 OCR 000005253 White copy Mail directly to: Transportation Accounting Conoco Inc. P. O. (tax 1267 Ponca City, OK 74601 Pink copy Mail to your immediate supervisor. Blue copy Remains in the book for record purposes. 3. Preventive Maintenance and Safety Inspection Schedule (Form 10114 BR, 11-70)* The Transportation Department, in conjunction with the Safety Division, has developed a safety inspection guide for use by passenger car operators. The purpose of these controls is to insure that company units are maintained in a manner consistent with assuring your maximum safety and to minimize operating cost. The log book consists of fifty two-part forms listing the items to be inspected: every 6,000 miles or three months and, every 12,000 miles or six months. This log is to be kept in the glove compartment of the company unit. White copy Mail directly to? Mktg. Administration, Rm. 3S0A Conoco Chemicals Co. P. O. Box 19029 Houston, TX 77224 Yellow copy Remains in the log book, to be retained with the automo tive unit for the life of the unit. A report will be issued on a monthly basis by Marketing Administration to assist management in monitoring the timely submission of this report and the monthly operating report noted above. Issued: 10/01/83 Replaces: 08/15/83 CCR 000005259 12-29A AUTOMOTIVE SELECTOR FORM Year it Doors Make it Cylinders Model Engine Body 5tvle in^ Trans. Type Color Exterior: Color Interior: Upholstery: 1st Choice 1st Choice ( ) Vinyl 2nd Choice 2nd Choice ( ) Cloth STANDARD EQUIPMENT; (Company-approved) Air Conditioning AM Radio Body Side Moldings B5W Radials ADDITIONAL EQUIPMENT: (Please check) Can be added at the option of the requesting department when needed for specific applications. DELIVER TO! Department: __________ Division: __________ Location: __________ Driver's Name: Street Address: City, State, Zip: Telephone No.: Power Disc Brakes Power Steering Remote Mirror Tinted Glass - All ( ) Cruise Control (Approved for Chemicals) ( ) Rear Window Defogger (Approved where state law requires) Signature: Issued: 10/01/83 Replaces: 01/01/83 CCR 000005260 USED UNIT INFORMATION Year it Doors Make it Cylinders Model Engine Trans. in3 Tvoe Body Style Mileage Color: Exterior Interior Upholstery: ( ) Vinyl ( ) Cloth EQUIPMENT: (Please check those pertaining to this unit) ( ) Air Conditioning ( ) AM Radio ( ) Body Side Moldings ( ) BSW Radiais ( ) Cruise Control ( ) Heavy-duty Suspension ( ) Power Disc Brakes ( ) Power Steering ( ) Rear Window Defogger ( ) Remote Mirror ( ) Tilt Steering Wheel ( ) Tinted Glass - All ADDITIONAL EQUIPMENT: (Please list) CONDITION: (Please circle) Excellent Good DESCRIBE: Average Fair Poor LOCATION: (If different from "deliver to" address) Street Address:_________________ City, State, Zip:__________________ Telephone No.:_________________ 12-29C CCR 000005261 f s. MISCELLANEOUS POLICIES AND PROCEDURES SPECIFICATION WAIVERS 1. Background The procedure on Waivers of Specification is designed to get the decisions made at the point where there is the most knowledge as to product suitability for the customer. Obviously, this point is the customer himself. The next best point of knowledge should be the Technical Sales Representative who is responsible for properly handling the account, or his Regional Manager. The Product Manager should approve a specification waiver jointly with Marketing. 2. Procedure Whenever it becomes necessary to ship off-specification product either because material meeting specifications is not available to meet the customer's shipment deadline, or for some other reason suitable material is not available, a waiver is requested by the plant through the Customer Service Representative. The Customer Service Representative must then contact the Technical Sales Repre sentative responsible for the customer. The Technical Sales Representative should obtain the customer's approval to ship off-specification product. In doing this, it is advisable, depending on the circumstances, that the salesman use any knowledge available within the organization (Customer Service Laboratory, Research <5c Development, Product Management, etc.) as to the suitability of the product for the customer's use. The agreement of the Product Manager is necessary. The Customer Service Representative is notified of the approval to release the off-specification shipment. He then transmits to the plant instructions to ship. As a communications measure, after approval of off-specification shipment has been made, a Request for Corrective Action (RCA) should be issued to inform all parties concerned and to alert Product Management of the potential need for further corrective action. SAMPLE REQUESTS (FORM) Only products which have approved prices and specifications can be sampled to customers without prior clearance by the Product Manager. The standard Sample Request form is used for this purpose. Distribution is as follows: Action copy and Notification of Shipment copy Sales Headquarters copy Field Information copy File copy Both to sampling location (refer to the Marketing Directory, Section 9, for proper sampling locations). To Product Manager To Regional Sales Manager To originator's file CCR 000005262 12-30 When requesting samples for new products or product blends which do not have approved prices and specifications, send the first three copies of the Sample Request to the proper Product Manager for approval and distribution. Should the Product Manager feel that the Sample Request should not be approved, he has the obligation to discuss this matter with the appropriate Manager of Marketing. Following this step, the Product Manager should inform the originator should the action be disapproved. The Customer Service Laboratory is responsible for handling all Sample Requests for product not directly available from Conoco chemical plants. This includes the following: ALFONIC 1412-A and -S and any special ether sulfates Alcohol sulfates Special ethoxylates SA-697 and C-650 and all specialty alkylates, sulfonic acids and slurries Flaked ALFOL 16 and IS alcohols Plasticizer esters Aluminas All new developmental products The procedure for special requests is as follows: 1. All requests for samples must be accompanied by the standard Sample Request form properly filled out. They should either be sent to the attention of the Director, Customer Service (Chemical samples) or the Director, Plastics (Plas tics samples). 2. Requests for non-standard samples which require four or more man hours to prepare will be assigned a C5L problem number and handled accordingly. In such cases, the Product or Business Area Manager should be informed. Should the Product Manager not approve, he has the obligation to discuss this matter with the appropriate Manager of Marketing and to inform the originator should the action be disapproved. 3. If, upon receipt of the request, the C5L estimates more than five days will be needed to ship the sample, the CSL will respond to the originator of the request with an estimated date of anticipated shipment (bottom portion of Notification of Shipment form). 4. When the sample is shipped, the completed Notification of Shipment form will be returned to the originator, showing sample number, date shipped, laboratory reference number, etc. Issued: 02/28/80 Replaces: 04/18/77 CCR 000005263 REQUEST FOR CORRECTIVE ACTION PROCEDURE The purpose of the Request for Corrective Action (RCA) is to provide a means of identifying, in writing, the specifics of a customer related problem so that steps to prevent its recurrence can be taken by the appropriate operating group. Emergency RCA's may be handled directly and verbally, but an RCA must be issued promptly thereafter. The form should be used to initiate corrective action in every instance of a product, shipping, or order entry related problem for which a preliminary investigation by the originator has indicated that Conoco is the probabie source of the problem. Use of the RCA for internal system failures is discussed on page (12-34). (1) RCA Document Flow (a) Distribution of the action copy of the RCA should be limited to those individuals directly responsible for taking the necessary action to resolve the problem. Information copies are sent to various levels of personnel to insure: (a) that corrective action is taken; (b) to inform management that a problem exists; and (c) provide for proper reporting to administration of all RCA's. Distribution of information copies should be minimally as follows: Product Problems Shipping <Sc Order Entry Problems General Manager of Manufacturing Manager of Marketing Manager of S&T Manager of Marketing Plant Manager Manager of Supply & Transp. Director - Technical Plant Manager (if shipping) Service (Plastics or Product Manager Chemicals) Regional Manager Product Manager Director of Customer Service Regional Manager TSR (if not originator) TSR (if not originator) Marketing Asst. Marketing Asst. Hq. Customer File* Hq. Customer File Depending on the situation (seriousness of problem or customer), further distribution of information copies may be desired. This is left to the discretion of the originator. (b) If a second RCA is required to resolve the same problem, the above distribution should be expanded to include the next level of management and should be identified as the second occurrence for the specific problem. Issued: 03/01/83 Replaces: 08/08/82 12-32 CCR 000005264 (2) RCA Reports The Marketing Assistants will keep a record of all RCA's by product. On a monthly basis, a report on the status of these requests will be issued to the attention of the appropriate Product Manager. Information copies of this report will be issued to: General Managers - Surfactants, Plastics, Industrial Chemicals, Marketing and Manufacturing Managers of Marketing - Plastics, Industrial Chemicals, PVC, Surfactants, Marketing Administration Regional Managers Manager - Supply and Transportation Director - Administrative Systems Director - Customer Service Customer Service Supervisors - Plastics, Industrial Chemicals, Surfactants Plant Managers Director - Technical Service - Plastics Director - Technical Service - Chemicals (3) Managerial Responsibility for Closing an RCA It is the responsibility of the affected Plant Manager (or Manager Supply and Transportation for Service RCA's) to promptly initiate an investigation into the causes for the RCA. At the completion of the investigation, it is that Manager's responsibility to issue a written report describing the source of the problem and the corrective action taken. This report will be given the same distribution as the original RCA. (a) It is the Product Manager's responsibility to review the above report and indicate concurrence by issuing a "closing report". (b) The Technical Sales Representative is then responsible for reviewing with the affected customer the findings and corrective action steps that resulted from the RCA. Illustrative copies of the RCA form and RCA report are included for your reference on pages 12-35A and I2-35B. (4) Numbering 5ystem for Requests for Corrective Action For each RCA, a number is applied by the originator to be used as a reference number on ail correspondence associated with that specific complaint. For illustrative purposes, NECO receives a shipment of contaminated compounds on 5/22/81. The number would be: A CP 03-22-81-NECO-1 Issued: 03/01/83 Replaces: 08/08/82 12-33 CCR 000005265 (a) The first letter indicates the plant location of the product produced. Letters identifying the various plant locations are: A Aberdeen B Baltimore C Chocolate Bayou H Hammond K Lake Charles LAB Plant L Lake Charles Chemical M Matagorda N Newark O Oklahoma City V Lake Charles VCM The second letter indicates the product area referred to in the complaint letter. Letters used to distinguish the various product areas are: A Alumina B Cresylics C Compounds D Dry Blends Ethylene F Heavy Bayou Products (PR resin, pyrolysis tar, pyrolysis gasoline, ethane) G Methyl Chloride H Detergent Alkylates I Bayou Olefins <3c Aromatics 3 PVC Resin K Conoco Drag Reducer L ALFOL Alcohols <3c Derivatives M Vinyl Chloride Monomer N HDPE O Misc Products - Baltimore P Detergent Alkylate Derivatives (c) The third letter represents the type of complaint. The letters to be used are: PS- Product Service (d) The next six digits represent the date of the complaint with the first two digits representing the month, the next two the day of the month, and the last two digits specifying the year. (e) The name following these digits represents the customer involved in the RCA. Issued: 03/01/83 Replaces: 08/08/82 12-34 CCR 000005266 (f) In the rare instance where we have two complaints for the same customer on the same date with the same type product, you should follow the above system and add a -l and -2. Recapping the above example, NECO receives a shipment of contaminated compounds on 5/22/S 1. The RCA would be numbered as follows: ACP 05-22-82-NECo-l 123 ( 4 )( 5 )6 (1) Plant location - Aberdeen (2) Product Group - Compound (3) Type of Complaint - Product (4) Date of Complaint (5) Name of Company (6) 1st of two complaints on the same day 5. Internal System Failures (a) In addition to resolving problems concerning product, shipping and order entry, the RCA form may be adopted to disclose system failures concerning internal operations. RCA's related to internal operations encompass problems such as: communication breakdowns between functional groups, deficiencies in policies and procedures, and failure to properly follow internal policies and procedures. All RCA's related to internal operations will be closed in writing by the Coordinator Marketing Systems. The nature of the problem will determine the distribution of action copies of RCA's concerning internal system failures. Information copies are to be distributed minimally as follows: Coordinator - Marketing Systems Headquarters Subject Files Marketing Assistant - (Plastics, Industrial Chemicals, Surfactants) If the problem occurs a second time, the above distribution should be expanded to include the next level of management. (b) Internal complaints generally dealing with procedures will be numbered as follows: An internal complaint is received on the handling of a PER for Onyx on 6/13/SI. The complaint would be numbered: I-06-13-81-Onyx 1( 2 ) 3 1 - Type of complaint - Internal (I) 2 - Date of complaint 3 - Customer affected (if applicable) Issued: 03/01/83 Replaces: 08/08/82 12-35 REQUEST FOR CORRECTIVE ACTION (RCA) ( ) PRODUCT RCA DISTRIBUTION^ Action Copies: Information Copies: I - CUSTOMER NAME/ADDRESS ( ) SERVICE RCA Date Reference Distributed by ( ) INTERNAL RCA Initials <3c Date 2 - GENERAL DESCRIPTION OF COMPLAINT Customer Order No. Conoco Order No. 3 - DETAILS NECESSARY TO PROCESS COMPLAINT (Dates, Origin <5c Destination of Shipment, Car Numbers, Carrier, Location of Shipment, Product, Customer Contacts, etc.) 4 - ACTION TAKEN OR STATUS (Samples to Whom, How Taken, Identification No., Instructions Given, Intra Company Contacts) 5 - RECOMMENDED ACTION STEPS Issued: 03/01/83 Replaces: 08/08/82 SIGNED: 12-35A CCR 000005268 REQUEST FOR CORRECTIVE ACTION FOR: DATE/CODE OF RCA CUSTOMER LOCATION PRODUCT BRIEF DESCRIPTION APPARENT RESPONSIBILITY - Unit responsible for taking action is shown. If not readily apparent, Product Manager must initiate action. Issued: 03/01/S3 Replaces: 08/08/82 I2-35B CCR 000005269 CUSTOMER. SERVICE PROBU2* REQUESTS (FORM) A CSL Problem Request Form is ca be compleced by che originator of every customer service problem request. Even if a problem Is transmitted to che CSL by telephone, a written request muse be entered for every problem by the originator. Responsibility for action and proper distribution of che CSL Problem Request Sheet is as follows: 1. The Sales Representative prepares che problem request and sends the white, pink, and green and goldanrod copies to the Director Customer Service, Ponca City (chemicals) or to Che Director of Plastics, Ponca City (plastics). The blue copy (originator1s copy)i3 retained by che Sales Representative. 2. The canary copy (follow-up copy) Is sent direct to the appro priate Product Manager. 3. The CSL completes Its portion of che fora and returns che pink copy (return to orlglnacor)co the Sales Representative, the goldenrod copy to che Region Sales Office, and the green copy to che Product Manager. 4. The final report from che CSL la aent to che Salas Represen tative (originator) with copies Co Che Regional Sales Manager, Product Manager and appropriate Manager of Marketing. 5. Final Action is completed after the Sales Representative pre sents che results of the CSL work to che customer. The cus tomer response to the CSL work should be recorded by the Sales Representative and reported back to che CSL. A problem status sheet will be issued monthly summarizing che status of all active projects. CHECK LIST FOR CUSTOMER SERVICE WORK In order to use the Customer Service Laboratory to your best advantage In working with your customers, please be sure to include the following infor mation (where applicable) in your Request for Customer Service Work: 1. Customer -- Name and Address 2. CONOCO Product(s) 3. Sales Potential for each CONOCO product (coned.) 4/L8/77 4. Detailed description of product application, e.g. secondary plasticizer in vinyl plastlsol for fabric coating. 12-36 CCR 000005 270 (coned.) 5. Customer's formulation -- in as much detail as possible. 6. Manufacturing process -- e.g. extrusion, injection molding, costing, ecc. 7. Most critical teat on property which must be met -- e.g., light stability, uniform color, etc. 8. Detailed description of problem and information desired from Laboratory. 9. Samples sent to Laboratory? -- Identify samples In Work Request. 10. Competitive products, prices and, if possible volume. 11. Indicate priority desired, (using following numbers). Without rapid completion of requested work: #1 -- Major account will be lost. 02 -- Major account will not be gained. 03 -- Minor account will be lost. 04 -- Minor account will not be gained. and, #5 -- Work is required to provide information for ales cool. List any additional information to justify requested priority. 12. Requested completion date. 13. Should the Laboratory contact your customer? 14. Any other consents you feel are pertinent. 4/18/77 12-37 CCR 000005271 CUSTOMER/PROSPECT CONTACT FILE Definition The Customer/Prospect Contact File is a data record which lists various personnel working for our customers, prospective customers or past customers. The record for each person is annotated to show that person's position in the company, his involvement in buying decisions, the products and end uses of interest and special organization meeting mailing lists on which that person is to be included. Who is to be Listed Anyone whose receipt of information about CONOCO or CONOCO*s products would be beneficial to CONOCO's business. In special cases, competitors (i.e., S&DA mailing list) can be included, but they must be accurately identified as competitors so that product information is not sent to them. Definitely, everyone on the price mailing list should be in the Customer/Prospect Contact File. However, entry into the Price Notification File does not automatically place the customer on the Customer/Prospect Contact File. The TSR must complete the Customer/Prospect Contact File Update form to have these people included in the file. Purpose of the Customer/Prospect Contact File The purpose of the Customer/Prospect Contact File is to provide a list of contacts to receive direct mailings of advertising materials, specification sheets, data sheets, magazine article reprints, etc. The purposes of these mailings are to keep CONOCO's name in front of the customer (even at job levels and job functions which either would not justify frequent TSR calls or which are sufficiently elevated to prevent frequent TSR contact). The Customer/Prospect Contact File can be used to keep track of special mailing lists, such as people holding product data books, people who attend special meetings, etc. Who May Use? The major user of the Customer/Prospect Contact File is expected to be Marketing Communications. They will use the list, and the parameters noted for each entry, to select those persons who will be sent specific direct mail advertising and promotional material, newly issued data sheets, technical reports, public relations materials, etc. Issued: 08/10/83 Replaces: 04/01/82 12-38 CCR 000005272 A second use is by the person responsible for contacting persons we expect to attend specific meetings or CONOCO open houses, etc. Lists, of attendees can be extracted from the records. A third use is at the Regional level for any mailings to Regional or Territory level customers the TSR or Regional Manager may elect to have made. To prevent duplication of efforts, these mailings should be coordinated with the Director of Marketing Communications. How to Use Function 1. Identify Project, i.e. mail magazine article reprint to surfactants customers and prospects. 2. Approve Project for Implementation 3. Identify selection criteria for mailing list. Responsible Person Anyone in Marketing Marketing Manager Marketing Manager and Marketing Communications 4. Prepare mailing lists and labels 5. Coordinate obtaining of materials to be mailed, TSR's tip-on, and processing by Premier Company. 6. Issue memo describing the mailing and specific mailing list used Information Processors and Senior Clerk, Surfactants Marketing Communications Marketing Communications If the mailing is to be done by the Regional office, regional personnel would fulfill these functions and the Regional Office staff would be used rather than Premier Company. Maintenance Responsibilities for the Cuatoner/Prospect Contact File Function Identifying Custoraers/Prospects to be placed on record along with description parameters. Issued: 08/10/83 Replaces: 04/01/82 Responsible Person Technical Sales Representative 12-39 cCr 000st?3 Maintenance Responsibilities for the Customer/Proapect Contact File Function Identifying all changes to be made to the file. Responsible Person Technical Sales Representative Reviewing input from TSR's for completeness and obtaining Manager's approval for additions to NPRA, S&DA, CSMA, DCAT and CMA mailing lists. Marketing Assistant Approving additions to NPRA, S&DA, CSMA, DCAT and CMA mailing lists. Manager of Marketing Maintain updated machine record Information Processing Provide semi-annual report on record listings and a mailing list for distribution to TSR's after each mailing. Information Processing Methods for Identifying Changes to the Customer/Prospect Contact File Additions: 1. Use "Customer/Prospect Contact File Update Request" on page 12-42 and 12-43. (Please complete backside) or 2. Complete all applicable fields on semi-annual "Customer Contact File Report". ADDITIONS WILL NOT BE MADE BASED ON NOTES WRITTEN ON COPIES OF MAILING LISTS USED FOR CUSTOMER MAILINGS. Changes: 1. Names, spelling, address, etc. a. Change on any mailing list or "Customer Contact File Report". or b. Submit "Customer/Prospect Contact File Update Request". Issued: 08/10/83 Replaces: 04/01/82 12-40 CCR. 000005274 Methods for Identifying Changes to the Customer/Prospect Contact File (Cont'd.) 2. Selection parameters (product, job function, etc.) a. Submit "Customer/Prospect Contact File Update Request". or b. Note on the semi-annual "Customer Contact File Report". Deletions: 1. "X" out name and address on any mailing list or report listing the contact file record. or 2. Complete *Td items on "Customer/Prospect Contact File Update Request". Issued: 08/10/83 Replaces: 04/01/82 12-41 CCR 000005275 (conoco) Interoffice Communication To _____________________ _____ Marketing Assistant, Timberway From , Territory* Subject CUSTOMER/PROSPECT CONTACT FILE UPDATE REQUEST C ) ADD - Complete all items including back of sheet ( ) CHANGE - *'d items mandatory,, mark only specific items to be changed ( ) DELETE - *'d items only NameJob Title Company Dept. Street Address City State _______________________________________________________ Country ____________________________ Telephone (A/C) ( Required for changes or deletions Zip ) If you wish to change the Name. Company, or Territory from that currently listed, indicate the former Name, Company and/or Territory below: Name Company Territory Code Customer/Prospect should be classified as follows (check Tes or No for each category shown). Additions to mailing list categories must be approved by Marketing Manager. If Competitor only an association mailing list can be selected. IN Price Notification C") C") IN Executive Mgmt. ( ) ( ) TN ANTEC Member (' ) (` ) Contract Customer ( ) ( > Customer ()() Operating Mgmt. ( ) ( ) **MPRA Member ( ) ( ) Direct Line Mgmt.( ) ( ) S&DA Member ( ) ( ) Prospect ( ) ( ) Purchasing ( ) ( ) **CSMA Member ( ) ( ) Past Customer ( ) ( ) Technical ( ) ( ) **DCAT Member ( ) ( ) Product Book ( ) ( ) Buying Decision ( ) ( ) *GMA Member ( ) ( ) Competitor*** ( ) ( ) Buying Influence ( ) ( ) Additions to lists approved _^__ Manager of Marketing NOTE: If changing current contact file, please mark only those categories you wish changed. Others will remain as previously listed. 1HFUHTANT:------- FlJflMK--RXRK--AFFHUFH1ATE--PRODUCT--SHD--SPECIFIC END USE CATEGORIES LISTED ON BACK OF THIS PAGE. Issued: 08/10/83 Replaces: 04/01/82 CCR 000005276 12-42 M AR-K ALL APPLIC ABLE ITEMS PRODUCTS ( ) Alumina ( ) CDR ( ) Propylene ( ) Ethylene ( ) Methyl Chloride ( ) Butylenes/Butadiene ( ) VCM/EDC ( ) Aromatics ( ) Other O&A I H DUSTRIAL CHEMICALS ____ ______________________END USES ( ) Catalysts C ) Abrasives C ) Consumer Goods ( ) Pipeline Additive ( ) Herbicides/Insecticides ( ) Pharmaceuticals ( ) Industrial Resins ( ) Solvents/Cleaning Compounds ( ) Gasoline Additives ( ) Plastics ( ) Construction Materials ( ) Packaging ( ) Textiles ( ) Rubber(s) ( ) Plasticizers C ) Caulks/Adhesives ( ) Other Industrial Products PLASTICS PRODUCTS ________ _______ END USES ( ) Flexible Compounds ( ) Dryblends ( ) Plasticizers ( ) PVC Resins Flexible Grade ( ) PVC Resins Rigid Grade ( ) Automotive/Transp. ( ) Construe. Materials ( ) Furniture ( ) Injection Molding ( ) Calendered Goods ( ) Pipe & Fittings ( ) Compound Sales ( ) Siding ( ) Windows ( ) Wire & Cable ( ) Bottles ( ) Other PRODUCTS ( ) ALFOL Alcohols ( ) ALFONIC Ether Sulfates ( ) ALFONIC Ethoxylates ( ) Detergent Alkylates ( ) LPA Solvents S U R F A C T ANTS END USES ( ) Agricultural ( ) Automotive ( ) Biocides ( ) Detergents ( ) Industrial Cleaners ( ) Oilfield Additives (Includes Enhanced Oil Recovery uses) ( ) Personal Care Products ( ) Mining ( ) Plastics & Plasticizers ( ) Textiles ( ) Solvents ( ) Other Issued: 08/10/83 Replaces: 04/01/82 12-43 C0? Oq 00 o 30 > 30 > m 5 z> CO r \. CCR 000005278 VISTA CHEMICAL COMPANY* BUSINESS CAREER DEVELOPMENT PROGRAM In-depth Summary for the Benefit of College Recruits * An Equal Opportunity Employer, M/F. Issued: 10/07/85 Replaces 04/10/85 13-1 CCR 000005279 ( i VISTA CHEMICAL COMPANY OUTLINE FOR BUSINESS CAREER DEVELOPMENT PROGRAM PAGE I. INTRODUCTION ................................................................................................................... 4-6 A. OBJECTIVES B. EMPLOYEES C. ENTRY LEVEL POSITIONS D. DURATION OF ENTRY LEVEL POSITIONS D. CAREER PATH E. THE MENTOR PROGRAM II. REPORTING TO WORK................................................................................................................. 6-7 A. THE FIRST DAY "ON-THE-JOB" B. THE FIRST WEEK "ON-THE-JOB" C. YOUR ENTRY LEVEL POSITION III. PRODUCT AND TECHNICALTRAINING ............................................................................. A. TECHNICAL OVERVIEW B. IN-DEPTH TECHNICAL TRAINING 7 IV. BUSINESS. ORIENTATION PROGRAM A. HEAD OFFICE B. PLANT TRAINING ..................................................................................7-8 V. PROFESSIONAL TRAINING...................................................................................................... 8-9 A. PRESENTATION SKILLS B. EFFECTIVE WRITING C. INTERPERSONAL SKILLS MANAGEMENT D. IN-DEPTH TECHNICAL TRAINING E. PERSONAL COMPUTER F. ON-THE-JOB Issued: 10/07/85 Replaces: 04/10/85 13-2 CCR 0000Q5Z8Q ATTACHMENTS .............................................................................................................. JOB DESCRIPTIONS - CUSTOMER SERVICE REPRESENTATIVE (CSR) AND ANALYST EXCEPTIONAL PRESENTATIONS EFFECTIVE WRITING INTERPERSONAL SKILLS MANAGEMENT PAGE 10-14 Issued: 10/07/85 Replaces: 04/10/85 13-3 CCR 000005281 VISTA CHEMICAL COMPANY'S BUSINESS CAREER DEVELOPMENT PROGRAM I. INTRODUCTION A. OBJECTIVE: Recruit and develop technically qualified individuals for professional business careers in Vista Chemical. B. EMPLOYEES: We seek individuals who desire to use their technical undergraduate education as a tool, as they begin their career in a business environment. We believe that the individuals we seek make a difference in the success of the company. They: o share with us a common vision of excellence, o have high personal standards of honesty, integrity and accomplishment, o approach their work with enthusiasm and view it with satisfaction. o are action oriented and have a "can-do" spirit, o are committed, innovative and willing to take prudent business risks, o are open to and supportive of the ideas of others so as to enhance team effectiveness. C. ENTRY LEVEL POSITION(S): Initial assignments are within the Supply and Transportation (S&T) function as a Customer Service Representative (CSR) or Analyst (see JOB DESCRIPTIONS, page 13.10). Some other features of the assignment are: o On-going coaching and counseling with formal performance evaluations every six (6) months Including Career Path discussions. o Presentations by CSR's and Analysts to ensure development of presentation skills (in-house program) and wide exposure within Vista. o Weekly operational meetings with Business Areas/Marketing Management. Issued: 10/07/85 Replaces: 04/10/85 13-4 CCR 000005282 Positions in the S&T function for new employees provide a unique opportunity to work with the many functions involved with the operations of the company's business - Manufacturing, Logistics, Transportation, the Profit Centers, Marketing, Marketing Administration, Treasury, Accounting, Tax, Legal and the Customer. It is a "cross-roads" function that enables the new employee to quickly develop the necessary skills to effectively interface with the company network. The learning experience provides ideal preparation for moving into the many career path possibilities indicated below. DURATION OF ENTRY LEVEL POSITION(S): Approximately two years, possibly longer, depending on the individual's progress and timing of openings in the desired career path. The coaching and counseling available to the new employee during this period maximizes the opportunity for successful transition from the academic to the business world of Vista Chemical. E. CAREER PATH OPPORTUNITIES: After initial assignment(s) there exist a number of possible avenues. One would be into Marketing for eventual assignment as a Technical Sales Representative (TSR). Entry into Marketing could be through Marketing Administration, assistant to one of the Managers of Marketing or a Regional Office assignment. Further assignments in S&T, Planning, Employee Relations or Employee Training, would be other possibilities. There have been positions in Treasury for which S&T personnel have qualified. Project-oriented assignments in the Business Areas (Profit Centers) could be considered. Career broadening assignments in Manufacturing, Engineering or Research Development could be explored. F. THE MENTOR PROGRAM? The Mentor Program has been designed to provide a supportive, nurturing environment during the first year or so of employment and, thus, assist the new employee in becoming oriented to the business world. The program assists in validating the correctness of information being transferred and perceptions being formed, in providing alternatives in the decision making process, and In encouraging prudent risk taking \ among new hires. This is accomplished by matching an older, experienced employee (mentor) with a new college hire (protege). The mentors and proteges are encouraged to meet informally to" discuss the Company, the business world in general, Vista Chemical's business and problems or questions the protege may have. An atmosphere of trust is encouraged by the fact the the matched mentors and proteges are from different functional areas. It is expected that the relationship will continue through the new hire's first year or so of employment; however, a lasting relationship certainly may develop. Issued: 10/07/85 Replaces: 04/10/85 13-5 CCR 000005283 Thus, Che objectives of the program may be summarized as follows: o Ease the transition from the college campus into the working world. o Provide informal career counseling by encouraging new hires to discuss career questions and problems. o Provide motivation to the new hire to make decisions and take action. o Provide a supportive, nurturing environment during the first critical year of employment. o Improve morale of and enhance career success for the new employee. II. REPORTING TO WORK: Prior arrangements for hotel accommodations, transportation and a cash advance, if necessary, are handled through the office of the Director, Personnel Development. Arrangements for the shipping of personal effects are similarly handled. A. THE FIRST DAY "ON-THE-JOB" 1. Director Customer Service: You will meet with the Director of Customer Service at the start of business on your first day of employment. He will provide the following orientation on various administrative matters: a. Handling of transferred expenses for the new employee. b. Expense Philosophy. c. Handling of business expenses via the Expense and Mileage Report (EMR) and cash advances. d. Anti-trust Compliance. e. Business Cards. f. List of names and phone numbers of employees hired over the previous year who can be of help to you in "settling in". g. Salary Administration - a meritorious system. h. Our Performance Evaluation System. Issued: 10/07/85 Replaces: 04/10/85 13-6 OCR 000005284 I. Identification of your entry level position and introduction to your supervisor. j. Introduction to your Mentor. 2. Employee Relations Department: The completion of all necessary personnel matters, such as: a. Employment application b. Medical/Dental Programs c. Investment/Benefit Programs d. Invention Agreement B. THE FIRST WEEK "ON-THE-JOB": With the completion of the activities scheduled for the first day on-the-job, time will be available during the first week for locating and arranging your living accommodations. A packet of information pertaining to living conditions and resources in the Houston area is sent to you approximately one month in advance of your arrival. C. YOUR ENTRY LEVEL POSITION: Assignment to your entry level position literally occurs on the first day of your employment. You will be assigned to a supervisor the first day on the job. You discuss your plans with your supervisor for apartment hunting and time off required for such activities during the first week. 1. Keep your supervisor informed. 2. ' Discuss job goals, objectives, expectations (yours and those of the company) with your supervisor. The supervisor works with the new employee in achieving written goals, objectives and plan of implementation which are reviewed regularly. III. PRODUCT AND TECHNICAL TRAINING: This training is given by the Customer Technical Service Laboratory of our Research and Development function at Ponca City, Oklahoma. The training occurs in two phases as follows: A. TECHNICAL OVERVIEW: A one week program is held usually twice a year (August and January) to familiarize our new technical/professional personnel with the major products/businesses and markets of Vista Chemical. Issued: 10/07/85 Replaces: 04/10/85 13-7 CCR 000005285 B. IN-DEPTH TECHNICAL TRAINING; Up to three weeks are involved with technical training in each of our major areas of business. The new employees will attend that in-depth training based on the nature of the positions to which they are assigned, namely. Surfactants, Industrial Chemicals or Polymers. The in-depth training also occurs twice a year. Before the commencement of product and technical training, you will receive the detailed course outlines, advance work to be completed and other instructions. IV. BUSINESS ORIENTATION PROGRAM: The purpose of this program is to provide the new employee an opportunity to develop a broad perspective of the many functions involved in operating a major business such as Vista Chemical, meet the people involved, with emphasis on how to interface with the network to "get the job done". A. H&AD OFFICE PRESENTATIONS: These consist of a series of presentations to new employees over a prearranged time frame (2-3 days/week for 4 weeks) by the professional personnel involved in the various operations of the company, such as the following: Legal Controllers Treasury Supply & Transportation Manufacturing Planning Business Areas/Marketing Marketing Administration Marketing Communications Employee Communications Employee Relations Environmental/Biomedical Management B. PLANT TRAINING: This aspect of the program embraces time at our Lake Charles, Louisiana, Chemical complex. This activity involves: o The Ethylene Plant o Linear Alkyl Benzene Plant o The Normal Paraffin Plant o Methyl Chloride Plant o Ethoxylation Facility o Vinyl Chloride Monomer Plant o Dock Operations o Rail Car Loading/Unloading Issued: 10/07/85 Replaces: 04/10/85 13-8 CCR 000005286 Special training programs and/or visits are arranged at other plants and terminals as needed, under the direction of your supervisor. V. PROFESSIONAL TRAINING: During your entry level position you may be involved in all or some of the following training programs: A. PRESENTATION SKILLS: A two day comprehensive skill development program to help professional individuals become more effective and more persuasive business communicators (see write-up .of Exceptional Presentations, page 13.11) B. EFFECTIVE WRITING: This two day program represents an outstanding opportunity for professionals who desire to sharpen their focus of upon the principles of business and technical writing and learn basic strategies for effective written communication. (See page 13.13) C. INTERPERSONAL SKILLS MANAGEMENT: The ability to develop interpersonal skills/competencies that foster the development of productive relationships with co-workers is essential to success in the Vista Chemical environment. For an in-depth write-up of this program, see page 13.14. D. IN-DEPTH TECHNICAL TRAINING: The initial training and refresher courses are conducted by the Customer Technical Service Laboratory of our R&D function at Ponca City, Oklahoma. E. PERSONAL COMPUTER TRAINING: workshops as appropriate. Both in-house and external F. ON-THE-JOB goals, objectives, strategic implementation, coaching, counseling, formalized performance evaluations. Issued: 10/07/85 Replaces: 04/10/85 13-9 CCR 000005287 VISTA CHEMICAL COMPANY BUSINESS CAREER DEVELOPMENT PROGRAM JOB DESCRIPTION: Customer Service Representative (CSR) and Analyst. THE CUSTOMER SERVICE REPRESENTATIVE (CSR) is the primary source for receipt of customer orders. The CSR is responsible for coordinating all internal and external communications related to the order. Knowledge of business and chemistry are assets in developing a broad range of skills necessary to ensure accurate and efficient completion of the orders. CSR's are expected to analyze and solve complex service issues such as logistical concerns, product availability, method of transportation and cost optimization. The CSR is a key source of information for management on market conditions and is involved in developing business plans and market strategies. The CSR plays a key role in fostering good customer relations. ANALYSTS may be assigned to any of several key areas in Logistics, Traffic, Rail Operations or Transport Operations. Analysts play important roles as consulting professionals in the assigned area, and are responsible for internal and external communications on their projects. In all areas the opportunity to demonstrate analytical, planning, organizational and communication skills is present. Analysts have a high degree of internal visibility by interfacing with Marketing, Business Management, Treasury, Plant Operations and Marketing Administration in conducting and optimizing the company's business. QUALIFICATIONS: Candidates for these positions should have a degree in Chemistry, Chemical Engineering, Chem-Business or related fields. We seek individuals who seek to use their education as a tool to develop a business career. We desire people who possess initiative, creativity and a high degree of motivation. Issued: 10/07/85 Replaces: 04/10/85 13-10 CCR 000005288 EXCEPTIONAL PRESENTATIONS - CORE PROGRAM TIME: Two Days AUDIENCE LEVEL: Technical/Professional Personnel INSTRUCTOR: Baker Communications* Inc. COURSE CONTENT AND RATIONALE: Learning to persuade* educate or Inform an audience of the value of your ideas by presenting a confident professional image is a key to business success. This two day comprehensive skill development program! helps participants become more effective, more persuasive business communicators. The program focuses on basic methods of: 0 Preparation Delivery Skills 0 Strategy 0 Illustration Techniques The preparation segment analyzes presentation situations, including the presenter's objectives, audience concerns and methods for organizing material. During the delivery skills, the instructor presents tips and techniques to enhance verbal communications (voice projection, articulation, pacing and fluency) as well as nonverbal communications (body language, eye contact, gesturing). These skills are practiced by the attendees through numerous exercises. The strategy segment focuses on determining the \ audience's attitudes and offsetting or enhancing these attitudes in the presentation itself using persuasive communication techniques. In addition, this segment reviews methods for overcoming nervousness and acquiring confidence, for effective listening, for maintaining control of the audience, and for identifying and handling various types of audience questions. Issued: 10/07/85 Replaces: 04/10/85 13-11 0000^ z3^ cc* EXCEPTIONAL PRESENTATIONS - CORE PROGRAM Page 2 COURSE CONTENT AND RATIONALE: The program shows Che effective use of slides, overheads, flip chares and ocher presentation media, and how to structure the content to reinforce key points. Extensive videotaping and playback review allow participants to evaluate their own progress and critique the performance of other participants thus ensuring skill transfer. Having participants see and hear themselves in action appreciably shortens their learning cycle and increases their ability to refine their presentation skills. Issued: 10/07/85 Replaces: 04/10/85 13-12 CCR 000005290 EFFECTIVE WRITING We use an outstanding program - namely Organizing Ideas The Key to Effective Writing , by Lewis Spence and Company. This two-day workshop focuses on the essential principles of business and technical writing to enable participants to present information in the clearest and most effective manner. The objective is to insure that the writer's message gets read and is totally understood by the receiver by using standards of organization and clear writing. The program is designed for professional, administrative, operating and support staff whose duties include writing and/or editing in-company letters, memos and reports on a regular basis. The topics covered include: Organization of Written Communications Determination of Needed Data 9 Logical Sequence 0 Report Format and Style 9 Sentence and Paragraph Construction 9 Editing for Clarity and Conciseness 0 Summary Letter, Tables and Attachments This program is intended for people who have some capability but who can refine their writing skills by attending this workshop. It is not a remedial program, thus, it is not a suitable program for the individual who is basically deficient in writing ability. Issued: 10/07/85 Replaces: 04/10/85 13-13 CCR 000005291 INTERPERSONAL SKILLS MANAGEMENT (IPSM) The purpose of chis two day workshop is Co provide an opportunity for participants to learn alternative ways of dealing effectively with co-workers to achieve mutual goals. This workshop is based on a Social Styles Model. Social style is a particular pattern of actions that others can observe and agree upon for describing a person's usual behavior. It is a pattern of actions - a pattern of behavioral incidents, those observable actions, either verbal or nonverbal - that reveals a person's behavior or style. A good working relationship with another person frequently depends upon an accurate and objective interpretation of that person's behavioral style. Once participants understand a person's "style," they are better prepared to relate to and communicate with that person and thereby develop more productive relationships with co-workers. Of the four basic styles identified, no one style is to be viewed as "good" or "bad," "proper" or "improper," "best" or "worst". Outstandingly successful people have had any one of the four basic styles. Without changing style, successful individuals have the versatility to interface effectively with different social styles. Participants will: o receive a confidential composite profile based on feedback from significant co-workers o learn how to observe others more skillfully; interpret another's style with increased effectiveness - thus decreasing misjudgments o learn how to achieve an information gathering posture o develop motivational skill in working with people through multiple tension and stress levels o increase effectiveness with people by learning to identity and deal with differing social styles. The workshops are appropriate for those interested in studying and improving team and managerial performance regardless of level in the organization or length of service. This would include supervisors, managers, professionals, administrative and support people at all levels in the organization, normally salary group 7 and above. Effective use can be achieved through the attendance at the same workshops of individuals from various functions who come together on the job as a team. Issued: LO/07/85 Replaces: 04/10/85 13-14 CCR 000005292 14. ORGANIZATION ANO RESPONSIBILITIES V / CCR 000005293 Dace 09/01/86 09/01/86 11/01/86 11/01/86 10/01/86 10/01/86 10/01/86 08/01/86 08/07/86 07/14/86 07/01/86 10/01/86 10/01/86 11/01/86 11/01/86 11/01/86 ORGANIZATION AND RESPONSIBILITIES Product Management and Profit Center Responsibilities Organizational Charts VISTA Chemical VISTA Chemical Domestic Marketing VISTA Chemical Latin America S.A. VISTA Chemical Europe VISTA Chemical Business Area VISTA Chemical Supply & Transportation VISTA Research & Development VISTA Chemical Controllers VISTA Chemical Employee Relations VISTA Chemical Manufacturing Territory Maps Industrial Chemicals Plastics - PVC Surfactants Salesperson Codes Customer Service Laboratory Responsibilities Page 14-1 14-3 14-4 14-5 14-6 14-7 14-8 14-9 14-10 14-11 14-12 14-13 14-14 14-15 14-16 14-17 14.0 Issued: 11/01/86 Replaces: 09/01/86 00000529^ CCR r ( BUSINESS AREAS PRODUCT MANAGEMENT AND PROFIT CENTER RESPONSIBILITIES Profit centers and the appropriate product managers responsible for each profit center are listed below. When product management responsibilities are assigned to a product manager not responsible for the profit center, the profit center the product belongs to is indicated by the number in parentheses. SURFACTANT CHEMICALS - W.J.B. Vogel, Vice-President (713) 531-3540 Detergent Alkylates & Derivatives ................................................... NALKYLENE Detergent Alkylate, Sulfonic Acids, Sodium Sulfonate, Slurries, Hydrotropes, Muriatic Acid, Aluminum Chloride Liquor, Paraffins, Speciality Alkylates. P. L. Jemigan Product Manager (713) 531-3545 D. T. Plummer Product Supervisor (713) 531-3544 ALFOL Alcohols & Derivatives ........................................................... ALFOL Alcohols, ALFONIC Ethoxylates, ALFONIC Ether Sulfates, NOVEL Ethoxylates C. J. Matson Product Manager (713) 531-3542 J. P. Stokes Product Supervisor (713) 531-3543 POLYMERS - H. R. Flammer, Vice-President (713) 531-3520 Resins .................................................................................................................. E. L. Kieschnick Product Manager (713) 531-3522 Resins - Nev Technology ..................................................................... J. F. Nelson Product Supervisor (713) 531-3529 Dryblends, Rigid Compounds ................................................................ D. F. Harmon Product Supervisor (713) 531-3524 Flexible Compounds, Plasticizers ................................................ ALFOL Alcohol Plasticizer Esters (toll processed for outside sale), ALFOL Alcohol Plasticizer Esters (produced by Aberdeen plant for outside sale) S. K. Saborsky Product Manager (713) 531-3523 14. 1 Issued: 11/01/86 Replaces: 09/01/86 OCR 000005295 INDUSTRIAL CHEMICALS - R. J. Andersen* Vice-President Methyl Chloride ........................................................................................... Methyl Chloride, Methanol Planning VCM/EDC ............................................................................................................... VCM, EDC, VCM By-Products, Chlorine Planning Alumina & "Other" Miscellaneous Products ....................... Alumina Ethylene and Ethylene By-Products ...................................... .. Ethylene, Propylene/Propane, Ethane, Butylenes Solvents .................................................................................. ...................... LPA, ODC, MR Solvent (713) 531-3530 M. R. Sweet Product Manager (713) 531-3533 C. R. Miller Product Manager (713) 531-3442 M. R. Sweet Product Manager (713) 531-3533 P. Quinlan Product Supervisor (713) 531-3572 P. Quinlan Product Supervisor (713) 531-3572 14.2 Issued: 11/01/86 Replaces: 09/01/86 CCR 0ooo^96 Vista Chemical Company ooooo c* o p SS' N -4 I--------- Lv(. Vitc Pietident K f Iclimtuhl General Miiiuycr t nijineetintj , 'A iiibuOy Manager Protect 4 ngineering It ii SjiiiIi-ii Miiiidi^ei General t ngineering j l Siunei Vim.- President M jmrlacluiing K i Ferrell Gcn.'ialManager Idle Oid'let Opt. i i. (alur.iuMli Pljnl Manager AbeiiJeeilPIjiil I i iii'ini fljiil Mjnayei Sult'rhoiv FOut H W 'seymoui rum Manager Hammond PLnl I V Malar Plant Manager OUC Plant II U Garmon Q'J/8G Vice Pretidenl Supply 4 Irani. la G Draper Manager Citlitbulion H W Hilgert Plant Manager L.C Chemical Plant I II llullman Plant Manager iCVCMPIant H A Ccmracl Plant Manager ICiab Plant l K Bauer iMid oi Director! Pitiidcnl 4 CIO J D. Burnt Sr Vice Pretident fin. 4 Emp. Rel J J WenJner Vice Pietldent 4 Controller B ft Johnson Director. Accounting 4Coniolidation K I Erjgert Oirector. Butinett Anal/tit 4 Auditing t l> Oallinoie Vice Pretidenl Employee Relation! R V Dale Manager Data Protecting t A Vogelfanger VuePretideril 4lieaturei V I le.l Manager Ira J. F Myert Corporate Secretary W C Kolar Director. Per tonnel Developinent ( n Butler VicePreiident 40eneiatCouniel N.C Frost Exec. Vice Pretident E. I Langfoid Vice Pretident Indutli ial Clienticalt R i Anderten Vice Pietident Polymer! H ft Hammer Vice Pietident Surladanti W J B Vogel Vice Pretidenl Ping. 4 Admin. O A. Kuhn Environmental Quality Manager I 6 CruniMes Dir edor Planning w l Rater Manager Pucchating W H Chamberlain Manager Public Relations M S Reynolds Manager Medical i R Diumwiighi Supervisor Bldg. 4 Oil Service! 1 A--3 o O CP faZs o o o o o K-4 Vista Chemical Company MANAGER LATIN AMERICA & CARIBBEAN C. CSEGUNOO SALES MANAGER LATIN AMERICA & CARIBBEAN E. ORTEGA TECHNICAL SALES REPRESENTATIVE IVAN RUIZ SUPERVISOR MARKETING AOMIN. J.P. MacFARLANE MARKETING ASSISTANT SECRETARY C ALONSO I r----------------------------i , I COUNTRY SALES I j REPRESENTATIVES [ I-------------------------- n I PLANNING I n i I L.----------------------------1 I S&T I " "j INTERNATIONAL | "I - JI TREASURY/CREDIT I ri i i---------------------------------- * I MARKET I " "j DEVELOPMENT | II LJ LEGAL/TECH. SERVICES/ETC. I Issued: 11/01/86 14-5 000005299 CCR ORGANIZATION CHART VISTA CHEMICAL EUROPE H.H. BERAT Manaoar Europe & Far East KAERT Director J.H. WEIJERS Manajir luatai#aa Davlopniaat H.H. PASKALIS M. ADRIAEN8SENS Manager Plaetlee ...........r----------- P.H. WATTEEUW Product Supervisor SAD Representative 3 Secretaries (Dotted lines indicate functional reporting) 10/1/86 _J_____ L. HOEFKENS Accountant 14-6 CCR 0 0 0 0 0 5 3 0 0 Vista Chemical Company Business Areas CCR 0 0 0 0 0 5 3 0 1 ISSUED: 10/01/86 REPLACES: 09/01/86 14-7 OCR 000005302 VISTA CHEMICAL COMPANY SUPPLY & TRANSPORTATION Vice President Supply ft Transportation G G Draper Director Logistics J. J. Half Supervisor Logistics W fi Parker Analyst Logistics L Balowm-Price 5 M Carr M. Cheesman D J. Corrigan C A Cruz Supervisor Logistics J C levardsen Senior Analyst Logistics W S Hunnicutt J D Zuilhof Analyst Logistics T. Gillette Supervisor Logistics G J Sernoski Analyst Logistics J L Megginson tO/86 14-8 Director Transportation l W Kelm Analyst Tratfic (Acting Supervisor) J B Callaway Analyst Tralfic T Arbeiter Asst. Analyst Traffic C Wich Supervisor Traffic J G. Farrier Analyst Traffic D S Marshall Coordinator Traffic Admin. P C. Hamilton Traffic Clerk K Johnson Traffic Clerk G.L Claybourn __ -- _ Supervisor Traffic WS Tuzinkiewicz Supervisor Rail Operations W A Miller Senior Analyst Rail Operations R. G.Segotta Senior Analyst Rail Operations J L Pearce Senior Analyst Rail Maintenance J R. Edwards Secretary N K. Taylor Manager Distribution H. W Hilgers Director Transport* F. Thomai Terminal Managers R G Gilreath J D. Laratta K C Cash Terminal Employees Transport Supervising Analyst T.R.Wregand Terminal Supervisor R Jenness Analyst Transports W E Benyshek M A. Clark Director Customer Service D L Morgan Supervisor Customer Service F.l Tasby Customer Service Representative V M Fisher S Holmes P D Hubbard K A Kennedy Order Entry Clerk T A Lafaro Supervisor Customer Service RR Cooley Customer Service Representative D Oury D M Page BE Solley J.T. Telford Order Entry Clerk M Ellis Analyst Customer Service C A. Mitchell Secretaries G J. Abbs M L Ford J C. Harper B A Seitzler CCR 0 0 0 0 0 5 3 0 4 Controller's Department Vice President S Controller ft Johnson Secretary B A Itak Director of lutiMU Analysis A Auditing 1 D Gallmore tllliOl Analytl T I flobciu 8/7/86 Jtnioi Iniaanal Auditor 11 Ruggiero Analytl IJ Machines tnterrtal Auditor W W Wilco* Disbursement Auditor A M ftoblyer Payables Accounting Assistant I i Oohier }{ Accounting Assistant D r Sullivan Accounting AuitMai 0 M Dial Accounting Aitlttanl C S Humphries Supervisor of General Accounting ft G. DeYoung Supervisor Ault Pay A Hoc i l tann Dj Supriviior of avenue Acctg. M. T Albert Receivables Accounting Attitiani C I Kramer Staff Attitiani K H Walters Accounting Aitittanl M l I action SUII Attittant M F.Vola Data Control Analytl M Ktipaittck Data Control Analytl D A Davit Accounting Assistant M l Neal I Director of Accounting and ContoNdation K i Iggert Stipendtor of Cott Accounting P C Cam Sr. Cott Accountant Cott Accountant V O Farrar Cotl Accountant C G Allen Cotl Accountant I Arunitad } Secretary C D Muiko Sr. Cott Accountant ------- 1 Supervisor Of Financial Acctg. A D Prollit Cost Accountant M.C. tiichen Cott Accountant I S. Stone } Cotl Accountant L I Merriam FiiedAttcl Accountant M G ftobideau CasH'Benetiti Accounting Attt. M M Alien Accounting Anitlani S J Bealy Accounting Atiitianl 14-10 Employee Relations Vice President Employee Relations R V Dale {Bob) Secretary P S Collier (Path) ~~r -- Coordinator of Recruiting D C Bartlett (Dave) ---------- 1_____ Director Compensation R 1 Broom (Robbie) Secretary MC Kelly (Cathy) Sr. Compensation Specialist R L. Keller (Robert) Administrative Coordinator P H Akers (Patty) Permanent positions 18 O O 73 7/14/86 14-11 000005305 VISTA CHEMICAL COMPANY MANUFACTURING CCR 000005306 10/1/86 14-13 / CCR 0 0 0 0 0 5 3 0 3 TERRITORY ASSIGNMENTS PLASTICS-PVC 10/I/B6 BAC-Ri>- JACKSON BAE- t.o:brien i BAH-M. CLEMENTZ BBB-P.J. HAUGEN BBC-L. REGUERA -> BBD-W.G. GBBONS BDB-R-D. CRAIN BDC-D.R. PERSON BD0-M.C- MANION BCB-R.T. MEANS I4- I4 CCR 0 0 0 0 0 5 3 0 9 11/1/86 14-15 CCR 0 0 0 0 0 5 3 0 9 INDUSTRIAL CHEMICALS REGIONAL OFFICE LOCATION____________ Salesman Code INTERNATIONAL (Cont.) Latin America South Argentina, Bolivia, Brazil, Chile, Paraguay, Peru, Uruguay Europe H. H. Beret AEB AEM Far East M. Schneider AEN ____________ PLASTICS - PVC___________ Salesman Code ____________ SURFACTANTS SalesmanCode H. H. Berat M. Schneider BEB BEM BEN H. H. Berat M. Schneider CEB CEM CEN HOUSE First Letter-Product Unit Second Letter-Region Third Letter-Salesman Marketing Manager Product Managers: PQ-Ethylene & Coprod. CRN-VCM/EDC HRS-Alumina PQ-Sol vents MRS-Methyl Chloride AGA AGB ACC AGO AGE ACF Marketing Manager Product Managers: ELK - Resin SKS - Compounds DFH - Dryblends BGA Marketing Manager Product Managers: BCB PLJ - Detergent BGC Alkylates BCD CJH - Alcohols & Derivatives CCA CGB CGC Market Development Mgr. Market Development Reps: FRW-Solvents GSH-Alumlna AHA AMB AMC BHB - Plastics BHB DIVISIONS Premiere Polymers BFA CCR 0 0 0 0 0 5 3 1 1 Issued; 11/01/66 Replaces: 09/01/66 U-16.? RESPONSIBILITIES ASSIGNED TO THE CHEMICALS TECHNICAL SERVICE (CTS) ____________________ AND POLYMERS TECHNICAL SERVICE (PTS) The following is a list of the duties and responsibilities of CTS and PTS. CTS is responsible for all products except plastics. PTS is responsible for plastic. Technical Service Problems (see Operating Procedures section) Sample Requests (see Operating Procedures section) Specification Books and Specification Committee Procedures CTS/PTS is responsible for issuing all approved specifications (new or revised) on Vista Chemicals products and maintenance of the specification Book. The CTS/PTS Director (or designee) serves as secretary for specifi cation committee. Procedures governing the operation of specification committees and speci fication numbering system are to be found in the front of each Vista Chemicals Specification Book. Corrective Action Requests (see Operating Procedures section) Shipping, Storage, and Handling Manual CTS/PTS is responsible for publishing and maintaining and up-to-date manual for all Vista Chemicals products providing information on recom mended procedures for shipping, storage, and handling. Occupational Safety CTS/PTS will assist Vista Chemical Environmental Group, as needed, to provide required information on the safety or safe handling of Vista products. Chemicals Analytical Methods CTS/PTS is responsible for seeing that suitable analytical specification methods for all Vista Chemical products are written and are available for distribution. Sales Training Manual and Training Programs CTS/PTS will maintain up-to-date product technical training manuals and, when requested, will provide organized training programs for new sales trainees. Commercial Detergent Analyses Book CTS will maintain an up-to-date analysis book of major commercial deter gent products. Copies of the book will be held by CTS, R&D Analytical Section and General Manager, Surfactants. 14.17.1 Issued: 11/01/86 Replaces: 09/01/86 CC 000005312 Technical Data Sheets and Technical Service Bulletins CTS/PTS will issue periodic Technical Service Bulletins and informational publications on various subjects of interest or importance to the Market ing Department. Requests for such will be sent to Director CTS/PTS. Federal Register Monitor Service CTS/PTS will follow and report on any Federal Regulatory activities, legislation, etc., of interest to Vista Chemical Company. CTS/PTS Reporting CTS/PTS activities will be reported in the following manner: 1. Weekly progress summaries to General Managers of the Business Areas and to Managers of Marketing. 2. Monthly progress summaries to Manager, Chemicals Research Division R&D. a. Progress and status of all projects. b. Quality complaint summary. 3. Problem Reports. All formal technical service problems (assigned numbers) upon comple tion will be reported in a standard format and cover suitable for presentation to customers. Technical Seminars The CTS/PTS will be available to present technical seminars to interested parties on new and existing Vista Chemical Company products. 14.17.2 Issued: 11/01/86 Replaces: 09/01/86 CCR 000005313 ( f V PRODUCTION OF PRODUCT 1. 4/15/88 2. 11/23/87 3. 8/17/87 4. 8/10/87 5. 7/30/87 6. 7/7/87 7. 6/25/87 8. 6/22/87 9. 6/19/87 10. 6/19/87 11. 5/21/87 12. 2/87 13. TOrDISTRlBUTION FROM:R. C. TEBO - HOUSTON, TX. RErADDENDUM TO THE RVCM STUDY TOrDISTRlBUTION FROM:R. C. TEBO - HOUSTON RE:RVCM STUDY TO:R. R. SMITH, BA-PLASTICS, HOUSTON FROMrJ.L. COX, R&D, PONCA CITY RErYOUR MEMO DATED 7/27/87 (changing to BASF technology) TOrL.Z. KARDOS, PED, HOUSTON FROMrR.J. LAHIERE AND C.J. MCDONALD, R&D, CITY RE:PROJECTS RECOMMENDED BY RVCM TEAM PONCA TO:LARRY KARDOS FROMiCATHY BONSANTI, ABERDEEN, MS REQUEST FOR FACSIMILE TRANSPORTATION (2 copies) TO:JOINT COMMITTEE ON PLASTICS LISTED COMPANIES - STANDARD 14 FROM:JAMES J. KENYON RErRESIDUAL VINYL CHLORIDE MONOMER (2 copies) TOrDISTRlBUTION FROMrD. S. COX RE:RESULTS OF TCLP EXTRACTS TOrPOLYMERS STEERING COMMITTEE FROM:RVCM TEAM RE:RVCM TEAM STATUS ON NSF AND TCLP TO:LARRY KARDOS FROM:KATHY, ABERDEEN, MS REQUEST FOR FACSIMILE TRANSMISSION - TIMBERWAY II (2 copies) MADE BY:LZK CALCULATION SHEET (2 copies) TO:R.J. LAHIERE, R&D, PONCA CITY FROM:W.C. TURK, POLYMERS RESEARCH RE:BENCH-SCALE SILO STUOIES--DATA LETTER BAR CHART RE:RVCM FEBRUARY 1987 (FREQUENCY %) JANUARY-AUGUST 5265 DATA (COMPUTER PRINTOUT) CCR 000005314 14. 12/23/86 15. 10/30/86 16. 10/29/86 17. 1976-86 18. 10/23/85 19. 10/20/85 20. 10/16/85 21. 10/9/85 22. 12/80 23. 12/79 24. 12/78 25. 12/77 26. 12/77 T0:W. L. MCCLAIN FR0M:R. W. TAYLOR RE:VCM DATA TO:NIKKI KAHN-SMITH, ESQ. FROMrR. PHILIP CAREY RE:SALES REPORT FOR CHRYSLER TO:RAY DEYOUNG FROM:NICKY SMITH RE:PVC LAWSUITS - WALLACE AND DENDINGER V. CHRYSLER SHIPPING INVOICES - SALES BY CUSTOMER T0:NICKY KAHN FROM:R. PHILIP CAREY RE:DENDINGER ET AL. V. CHRYSLER PLASTIC PRODUCTS WALLACE, ET AL. V. CHRYSLER PLASTIC PRODUCTS ATTACHED ARE RECORDS ON PVC SALES TO THE ABOVE CAPTIONED COMPANY TOiBILL FROM:SUE BURK RE:STAUFFER'S PURCHASES TO:PHILIP CAREY FROM:WINTON GIBBONS RE:SALES INFORMATION FOR CHRYSLER PLASTIC PRODUCTS TO:NICKY KAHN FROM:PHIL CAREY RE:INFORMATION RELATING TO AMOUNTS OF PVC AND CRESYLIC ACID SOLD TO CHICAGO MAGNET WIRE CONOCO MONTHLY SALES BY ANALYSIS - BY CUSTOMER CHRYSLER PLASTIC PRODUCTS EXCHANGE - DOMESTIC (2 copies) CONOCO MONTHLY SALES ANALYSIS - BY CUSTOMER CHRYSLER CORPORATION PUBLIC SALE - DOMESTIC CONOCO MONTHLY SALES ANALYSIS - BY CUSTOMER CHRYSLER PLASTIC PRODUCTS PUBLIC SALE - DOMESTIC (2 copies) CONOCO CHEMICALS MONTHLY SALES ANALYSIS - BY PRODUCT CENTER (RESIN & COMPOUNDS) CONOCO CHEMICALS MONTHLY SALES ANALYSIS - BY PROFIT CENTER (RESIN & COMPOUND) CCR 000005315 27. 1976 28. 1975 29. 1968-85 30. 1966-81 31. 7/27/84 32. 1987 CONTINENTAL OIL COMPANY - CONOCO CHEMICALS (REPEAT ORDER COEDS) CONTINENTAL OIL COMPANY - CONOCO CHEMICALS ORDER/SHIPPING FORMS INCLUDES ORDERS FROM 4/17/75 TO 11/21/75 SHIPPED TO CHRYSLER PLASTIC PRODUCTS CORP. VISTA AND CONOCO CHEMICALS DATA (INDUSTRY DATA AND SALES) REPORT ON POUNDS, YEAR AND COMPANY SOLD TO TO:DISTRIBUTION FROM:J.K. MCCRARY, PONCA CITY, OKLAHOMA RE:VCM COST PROFILES REPORT - REVIEW ISSUE Polaroid Diskette 5 1/4" re: Aberdeen RVCM OCR 000005316