Facilitating business between Denmark and China, mainly by supporting Danes and Danish companies in China

• Head of Industry & Manufacturing, New Tech. division, which primarily consist of various global key accounts, regional key accounts and country key accounts; • Responsible and accountable for division profit/loss; • Leading direct reports team of some 8-10 Key Account Directors/Managers, HRBP, Finance BP and some 2,000 front line employees spread over multiple sites and accounts throughout China; • Heavily involved in new sales and additional sales within own division (B2B); • Delivering strong YoY improvements in profitability and revenue; • Supporting clients to maintain safe operations during and post COVID-19 based on best ISS practices. ISS company profile: ISS was founded in Copenhagen in 1901 and has grown to become one of the world's leading facility services companies with revenues in 2016 amounting to DKK 79.2 billion. The secret to our success lies in how we tailor our solutions to client needs, how we manage risk, and how our engaged team of more than 490,000 staff members add the power of the human touch in everything we do. Internet: https://www.issworld.com

Supporting business between foreign invested companies and Machong Government

• Management of dry van container factory with 100+ office employees and 2,000+ factory employees producing 300-400 containers per day; • Annual turnover within the range of USD 200-400 mill. • Responsible for HSSE, HR, Finance, Quality, Production, Maintenance, Engineering, Supply Chain and Government Relations; • Leading labor-intensive heavy steel manufacturing production to a zero Lost Time Incident Rate during 2018 and 2019, through a mix of extensive HSSE training of front-line leaders, HSSE controlling, multi-level safety committees and personal daily eyeballing of operations; • Weekly interaction with customer’s quality inspectors and regular interaction with customer VIP’s (B2B); • Regular town halls for office employees and yard speeches for 2,000+ factory employees; • Part of global leadership team contributing to strategic direction setting for MCI Group; • Planning- and executing the closure, which was announced on 3rd January 2019, and the divestment of Maersk Container Industry Dongguan Ltd. Selling materials, equipment, other assets and land taking place throughout 2019. Maersk Container Industry company profile: Maersk Container Industry Group (MCI) – part of Maersk Group – is a strong global supplier of Cargo Transportation Equipment to a large group of leading shipping lines and leasing companies. In 2004, Maersk Container Industry Group (MCI) invested in facilities for the manufacturing of dry containers - Maersk Container Industry Dongguan Ltd. – in the Guangdong Province, China. Internet: www.mcicontainers.com

Board duties and company closure

Board duties

Board duties.

General Management • Leading multiple functions; Finance, Accounting, Controlling & IT (CFO), Human Resources & Administration (CHRO), Logistics & Purchasing (CPO), comprising 50+ office employees and 200+ blue collars; • Driving a high engagement level as evaluated by employees in anonymous engagement surveys; • Regular “site walks” eyeballing safety, quality compliance and providing shop floor employees a chance to discuss daily issues with top management directly. Purchasing, HR and Finance • Optimizing supplier development and supply risk spread; zero production interruption due to material inflow/outflow, as part of this ensured a minimum of two qualified and active suppliers for each raw material category (B2B); • Negotiated raw material- and equipment contracts with an American paint supplier making MCID the first large scale container manufacturer to go 100% waterborne on surface coating application, while at the same time remaining cost competitive with traditional solvent borne systems. Thus, delivered on a key customer request for economic “green” sustainability improvements (B2B); • Negotiated equipment contracts with suppliers in China, Germany and Italy, for replacing traditional wood floor with HTS steel floor. Again, delivered on a key customer request for economic “green” sustainability improvements (B2B); • Member of MCI Group procurement council, governing Maersk Procurement- and MCI category managers work with MCI’s category strategies, supplier development, supply risk mitigation, procurement tactics etc. based on Maersk Group frameworks; • Weekly interaction with customer’s quality inspectors and regular interaction with customer VIP’s; • Facilitating optimal staff allocation and development; adequately defining organizational needs and structured successor development for all key positions. Through that achieving zero production interruptions caused by man power shortfall; • Leading finance, accounting, forecasting, budgeting, reporting and cash planning for factory with an annual turnover of some USD 200-400 mill; • Building up adequate corporate governance frameworks including regular compliance controlling executed by local controlling function and based on Maersk Group Internal Audit Frameworks; • Leading company risk- and business contingency process based on Maersk Group frameworks. Efficiency and cost saving • Leading multiple savings and efficiency project, amongst these the 2015 “BOX300” savings- and efficiency project, which achieved approx. USD 40 million in savings based on procurement, manning and production efficiency improvements (some 10% of product cost); • Leading LEAN transformation journey commencing mid-2017 achieving above 10% efficiency gains on each target/pilot area

Board duties and overseeing company closure

• Strategy development; • Coordination of board activities; • Project assignments / ad hoc.

Head of Human Resources and Administration (CHRO) Strike and media barrage handling: • Handling strikes/riots in 2008, negotiating with officials and unions and facilitating significant company improvements; • Acting as media spokesperson handling severe media barrage in 2009 and aftermath in 2010/2011, both in PRC and DK. Downsizing and ramp up: • Downsizing with minimal legal disputes and without further social unrest/strikes from approx. 2,100 to 1,000 employees during 2009; • Ensuring a record time ramp-up from approx. 1,000 to 2,400 employees during 2010 beating all competing factories ramp up times, enabling the factory’s, at the time, best fiscal year ever. HR & Administration management: • Leading 12-20 office employees and approx. 30-40 blue collars; • Transforming HR from a mere processing office to a solid business partner; • Values cascading facilitator, talent coaching and ensuring successor development for all key positions; • Increasing dormitory standards, cars/busses management and increased satisfaction from approx. 25 % to approx. 85 % for canteens producing 3,000-6,000 meals per day.

HR General Manager (CHRO) Downsizing and restructuring: • Downsizing with minimal legal disputes and with social unrest/strikes from approx. 300 to 50 employees; • Facilitating mapping of new responsibilities when changing from HQ with local production to a pure HQ function. Talent development: • Designing and implementing MCI Group talent management program; • Implementing structured successor planning on group level. Operational and tactical HR: • Leading headquarter HR department consisting of 2-3 employees supporting local organization with operational HR and subsidiaries in China Management with tactical HR; • Driving HR strategy development and values cascading; • Improving compensations, -reward systems and -operational HR.

Recruitment and competence development • Recruiting office staff, welders, electricians and operators, which included more than 1,000 selection interviews; • Facilitating “ramp up” intro training program for additional 100+ employees; • Organizing job fairs and university recruitment; • Developing structured competence development systems.

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Core courses: 1. Strategy 2. Finance 3. Financial Accounting 4. Managerial Accounting 5. International Political Analysis 6. Macro Economics 7. Strategic Marketing 8. Organizational Behavior 9. Pricing & Markets 10. Process & Operations Management.... an

Business classes and with focus economics, organization and Management