1.

Overall Objectives of Halong Canfoco ( CAN )

From Y 2013, CAN plans to grow via its Experiences, Resources, Values in or er to ac!ieve "omestic #usiness Expansion $argets set With CAN experiences and resources it shall be taking parts in various mutually beneficial new projects and businesses in Vietnam in a near future. CAN intends to create and grow its food manufacturing business distribution channels in Vietnam! starting with restructuring of its entire business operations from the development current business operations to a large"si#ed company! ultimately to be a leading food company in Vietnam dedicated in providing $uality nutritional food to its customers. %or CAN! it is to build and grow its business from its current status to a well"recogni#ed food manufacturing company in Vietnam for its business coverage dimensions! for its differentiated food business models! its competitiveness! its product innovations! and its embedment in community! including active participation in developing new products in Vietnam. With the determination to achieve the objectives set for the next & year! CAN will deliver key prime values determined by various key prime values supporting pillars! such as' (i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) by being innovative in the development of new products existing products. improving $uality of its

providing a competitively affordable products to its customers* a sustainable business partnership with its distributors by providing courteous efficient service in every aspects of its business* building a solid distribution network by providing the well"being of its staff through attractive remunerations benefits* a steady growth in business si#e and profitability* a company with high $uality+productivity in all business operation aspects* and an organi#ation with strong winning attitude! entrepreneurship! good work ethics! solid organi#ation values and proactive driver for sector development. focus on reducing costs+expenses in every aspects fringe

Medium Term & ong Term !evelo"ment #trateg$ CAN has strategic vision to become a leading food manufacturer in Asia. ,o achieve this vision! CAN has set up its strategic plans '" a) -hase . " /econstructing the 0usiness 1odel c) -hase & " 7rowth 8xpansion 2tabili#e Current 3perations 5eveloping our 6, system b) -hase 4 " ,o 5eepen /elationships in the 1arket

6n -hase . " to capture back our lost market shares. /eorgani#ed /eassess our 2ales 1arketing ,eam. 6mprove 9uality of -roducts New -roduct 6nnovation. 0uild entrenched deeply our sales force in the distribution Channels 6dentify suitable 6, platform. 6n -hase 4 " CAN continues to expand by offering wider range of products throughout Vietnam. ,his includes expanding our 2ales %orce to drive down to mass market and build up wider positioning. CAN shall focus on export and upgrade production facilities+ machines. 6n -hase & " 8xplore further expansion breadth for canned+sausages+ cold products segments based on success in -hase . 4 and evolution + development of market potentials. 8xpand geographically presence especially to 6ndoChina Asean. 8xpand new business segments through green"field operations or joint ventures or strategic alliances with other companies. Objectives to%ards &nvironment' #ociet$ and Communit$ CAN shall continues to assume its role as a socially responsible corporate citi#en in a tangible manner thereby contributing towards the progress of the well"being of the community society. -romoting environmental awareness through participation in environmental conservation activities....e.g. conserving the greenery in the company.

(is)s 8levated commodity costs will remain a risk for profitability of process food manufacturers as this will increase the input of raw material costs. ,he current economic crisis effecting Vietnam had caused a lower disposable income which had effected a weakening purchasing power for our company:s products. Organi*ation & H( a ) 7eneral 5irector ' 1r. Wilson Cheah ;ui -in was appointed as C83 of the company w.e.f. .+<+4=.4. -rior to joining CAN! Wilson had almost 4= over years in 0anking industry. ;e spent almost 4 year with 502 0ank >td where he has extensive experience in corporate finance. ;e has been highly instrumental in the early stage of setting up of two foreign banks in Vietnam namely ;ong

>eong 0ank 502 0ank >td! where he has extensive experience in evaluating and financing successful business in Vietnam. Wilson is a post graduate of 0usiness Administration at the ;eriott Watt ?niversity! ?@.

b) Deputy General Director : Mr. Nguyen Van Binh was appointed as Deputy General Director of the company w.e.f. 1 !11!"#1". Mr. Binh was elected to the Board of Directors of $%N since 1 !11!"#1". &rior to 'oining $%N( Binh was a &ro'ect De)elopment manager of Vietnam Golden &alm $o *td. Binh has e+tensi)e e+perience in )arious business industry. During the short stint as a GD( Binh has o)erseen growth in the underlying operations in the company. Binh is a graduate in M% in Business %dministration from ,,, -ni)ersity.

c) $hief %ccountant : Ms. &ham .hi .hu Nga was appointed as $hief %ccountant of the company w.e.f. 1 !1#!"#1". Nga has been wor/ing in this company since 1012. 3he has )ast e+perience )arious depts and had contributed toward the de)elopment growth of the company o)er the last "# year. Nga is a graduate in Bachelor of %ccounting from ,,,,, -ni)ersity.

Changes in the Management 1!1!1" 15!2!1" 4 Mr. Nguyen Van Binh was appointed as a General Director 4 Mr. 6ilson $heah 7ui &in was appointed as General Director

1 !1#!1" 4 Mr. Doan Ngoc *ong was remo)ed as DGD on 1 !1#!1" Ms. &ham .hi .hu Nga was remo)ed as DGD on 1 !1#!1" and appointed as $hief %ccountant Ms. .ran .hi .hu 7uong was remo)ed as $hief %ccountant on 1 !1#!1" 1 !11!1" 4 Mr Nguyen Vab Binh was appointed as Deputy General Director on 1 !11!1"

&rior to 'oining Masan( Madhur spent o)er 18 years with Merrill *ynch and Deutsche Ban/ where he has e+tensi)e e+perience in building successful businesses in %sia. 3ome of the businesses he built include Malaysia( .hailand( 9inancial :nstitutions Group and the &rincipal and &ri)ate ;<uity business for 3outheast %sia at Deutsche Ban/. Madhur has been instrumental in transforming Masan from a food company into a leading pri)ate sector group in Vietnam. Madhur has consolidated the company=s economic interest in its businesses( o)erseen growth in the underlying operations and added a new resources )ertical through the establishment of Masan >esources.

Dr. ?uang has been highly instrumental in the establishment and de)elopment of many of our businesses and subsidiary companies. 7e is a )isionary who has professionali@ed Masan Group at an early stage of de)elopment while still /eeping our Vietnamese culture and )alues intact. and other foreign banks in Vietnam.

Madhur Maini is Masan Group=s $;A and board member of Masan Group and Masan $onsumer( and Vice $hairman of Nui &hao Mining *imited. &rior to 'oining Masan( Madhur spent o)er 18 years with Merrill *ynch and Deutsche Ban/ where he has e+tensi)e e+perience in building successful businesses in %sia. 3ome of the businesses he built include Malaysia( .hailand( 9inancial :nstitutions Group and the &rincipal and &ri)ate ;<uity business for 3outheast %sia at Deutsche Ban/. Madhur has been instrumental in transforming Masan from a food company into a leading pri)ate sector group in Vietnam. Madhur has consolidated the company=s economic interest in its businesses( o)erseen growth in the underlying operations and added a new resources )ertical through the establishment of Masan >esources. Madhur is a graduate of the Management and .echnology program at the -ni)ersity of &ennsyl)ania( where he was a Ben'amin 9ran/lin 3cholar. 7e had a B3 in ;conomics with a concentration in 9inance from the 6harton 3chool and a B3 in %pplied 3ciences from the 3chool of ;ngineering and %pplied 3ciences( both at the -ni)ersity of &ennsyl)ania.