John Hon Cheung WONG(王瀚章 )

A Brief Introduction…

CAREER SUMMARY From a “Big 4” and MNC background, with

consistent track record contributing to corporations’ profitability through skillful financial modeling, operational skills and in-depth tax and local knowledge. Total 25 years finance experience; 19 years in PRC and Asia with manufacturing-based MNCs, 16 years in Finance Director/ CFO role.

Proven Success in bridging Countries and Corporate Cultures (esp. in difficult situations)

Career Milestones 1986 – Joined E&Y Hull, UK [Big 4 training, UK experience] 1992 – Price Waterhouse HK

[1993/94 IPO of Yaohan International in HKSE]1994 Tech. Manager, PRC expert

1995 – Kraft (milestone: salary exceed US$ 100K)1997 Finance Director (HK$1 Mil) Position Localized

1998 – Alcan/ Pechiney Company soldReorganized company, business turnaround, co-managing

company with VP business development assigned from Paris 2002 –Timberland Headed costing function of US$400 mil

worldwide footwear sourcing Position Localized

2004-06 March Person matters -> 2 short assignments in HK 2006 -11 Meiya Power Co., Ltd a PE backed Power Group

Lots of M&A and Pre IPO activities . PRC management culturesSignificant interaction with PRC Govt. and regulatory bodies

2011 Mar – 2012 Jun China Sunergy Co., Ltd NASDAQ listedActing CFO ‘role’ Many significant measures introduced

2012 Jun-current Analogue Group In charge of PRC matters reporting to chairman

Projects ERP implementations

Large scale (Kraft): 1 year 4 expat team members US$1 mil software alone / site [4th Shift –link to HQ’s SAP]SAP (China Sunergy – new subsidiaries, different sales & production

Small scale (Pechiney): 3-6 months, HK$ 700K [Flexsystem,HQ-SAP] Softwares : SAP, 4th Shift, Hyperion, Flexsystems, PRC softwares

Distribution/shipment & logistics (Kraft, Timberland) PRC and Taiwan Sales team operations (Kraft) Internal Control, process re-engineering, re-organization

Kraft 4 factories/ 2 years Pechiney: whole company in 3 months (emergency situation) Timberland: China HQ, internal controls of Vietnam & Thailand Orca: HK HQ, London office setup Sagawa – Chief Internal Auditor role China Sunergy – Gobal Organization Structure (+ taxation planning)

Others KPI (Balanced Score Card), incentive schemes, succession plans,

NOSA (EHS), GBA (“Social Audit”), ISO9001,CSR (Corp sustainability reporting)

Cost Savings Kraft

National Sales Team: more reasonable team size and different cost standards for different cities – reduced original budget costs by 40+%

Shunde Factory: reduced product costs by changing BOM/recipes; reduce fixed overhead by downsizing (e.g. Fin Dept 14 staffs -> 9)

Alcan/Pechiney More realistic margins for price quotes / discontinued loss making

products Reduced material wastages (via staff incentives) New structures (via innovation)

Timberland Focusing on most expensive material – Leather Cost by design – assign costing team to design team Wastages negotiations (via scientific studies/ research) Office overhead – saving by budget cuts (20%)

China Sunergy Lead inventory control + production costs reduction projects,

(based on action plans rather than ‘efforts’)

PRC + Global Tax Savings Kraft

Omitted claims – recovered unclaimed VAT tax RMB 128K. New promotion (inv & exec) process, saving 4-8.5% VAT on sales

Alcan/Pechiney VAT on obsolete/ spoilt inventory RMB 1.1 mil Negotiated allowance of wastages as normal production costs (7%

-roughly RMB 800K p.a. ongoing)

Timberland Negotiated wavier on penalties and interest of “historical cases” Negotiated 72% reduction on deemed turnover and deemed profits Global Tax Planning: “Hong Kong Procurement Operation”

SDIC Qujing Managed “historical cases” (90% reduction on problems)

China Sunergy Global organization structure + Transfer pricing/ operation planning

Savings achieved by…

May look simple with hindsight, BUT.. without the hindsight, requiresKnowledge of business and operationKnowledge of tax rules and other regulationsRelationship with Govt. and authoritiesStrategic thinking + attentive to detailsCreative thinkingSelf motivation

IPO experience/exposures  ‘Secondment' to Yaohan International in the IPO

in HKSE during 1993/94.  I was involved right from the planning stage and was there through the whole process. 

Technical panels for PRC 'H' and 'A' shares listing as the technical manager specialized in PRC rules and regulations. 

At Meiya Power Company Ltdbeen dealing with pre-IPO exercises (2 different attempts)

I was also involved in many other IPO assignments in lesser roles in E&Y and PwC.

M&A experience/exposuresInvolvements in due diligence exercises with E&Y and PwC,... I played the joint-leader part in selling off Pechiney

Zhongshan Packaging in 2 parts to 2 different sellers, one to a local PRC buyer, one to a MNC (AMCOR).  My involve range from packaging the company, advertising and seeking buyers to the due diligence exercises, contract negotiation and contract review to closing the deal and beyond.

PRC expert in the due diligence of a potential Pechiney investment in Suzhou

Helped Asia Infrastructure Fund (venture capital fund) in a due diligence of a LPG operation in Zhuhai.

M&A experience in my role as project CFO of MPC when MPC had tried to sell its investment in this project 2-3 times

Introduced a hydro-power plant in Yunnan to MPC which had resulted in a completed JV deal.

Solar power plant projects in Europe and worldwide. Evaluation, DD etc

Cultures UK traditional education, UK professional

experience, Asia exposure, China experience (1st tier cities + remote areas).

Corporate Cultures: MNC culture, Asian corporate cultures and PRC SME + SOE cultures.

Professional experience + Head office and on-site exposures, single + multi-sites, and Asia – Pacific experience.