PNE Micron Holdings Ltd Annual Report

Transcription

1 PNE Micron Holdings Ltd 996 Bendemeer Road #07-06 B-Central Singapore Tel: (65) Fax: (65) Website: Company registration number: M PNE Micron Holdings Ltd Annual Report 2014 PNE Micron Holdings Ltd Annual Report 2014 This annual report has been prepared by the Company and its contents have been reviewed by the Company s sponsor, PrimePartners Corporate Finance Pte. Ltd. (the Sponsor ) for compliance with the Singapore Exchange Securities Trading Limited (the SGX-ST ) Listing Manual Section B: Rules of Catalist. The Sponsor has not verified the contents of this annual report. This annual report has not been examined or approved by the SGX-ST. The Sponsor and the SGX-ST assume no responsibility for the contents of this annual report, including the accuracy, completeness or correctness of any of the information, statements or opinions made or reports contained in this annual report. The contact person for the Sponsor is Ms Keng Yeng Pheng, Associate Director, Continuing Sponsorship, at 20 Cecil Street, #21-02 Equity Plaza, Singapore , telephone (65)

2 PNE Micron Holdings Ltd Annual Report 2014 CONTENTS 01 Corporate Profile 02 Chairman s Statement 04 Business Operations and Financial Review 07 Board of Directors 07 Corporate Information 08 Group Structure 11 Corporate Governance 41 Directors Report 44 Statement by Directors 45 Independent Auditors Report 46 Statements of Financial Position 47 Consolidated Income Statement 48 Consolidated Statement of Comprehensive Income 49 Consolidated Statement of Changes in Equity 51 Consolidated Statement of Cash Flows 53 Notes to the Financial Statements 99 Supplementary Information 101 Statistics of Shareholdings 103 Notice of Annual General Meeting 107 Proxy Form

3 PNE Micron Holdings Ltd Annual Report CORPORATE PROFILE PNE Micron Holdings Ltd (the Company and together with its subsidiaries, the Group ) commenced operations in 1992 as a tool and die designer and manufacturer; and developed into a specialist Electro Deposition ( ED ) coating service provider. The Group has the following core businesses:- Trading of moulds used in the manufacture of speaker nets and frames, and other metal components; Manufacture and sale of speaker nets and frames, and other metal components; Provision of ED coating, organic coating, powder coating, spray-painting and silk-screening to the manufacturers for automobiles, consumer electronics, motorcycles, bicycle components and iron metal gates; and Sub-assembly of micro-motors on a contract manufacturing basis.

4 2 PNE Micron Holdings Ltd Annual Report 2014 CHAIRMAN S STATEMENT On behalf of the Board of Directors (the Board or Directors ), I present to you the Annual Report and Financial Statements of PNE Micron Holdings Ltd ( PNE Micron and together with its subsidiaries, the Group ) for the financial year ended 30 September 2014 ( FY2014 ). Though the Group has achieved an improved financial results in FY2014, the Directors remain cautious about the Group s performance due to the competitive business environment, high raw material costs and labour costs. In order to safeguard from challenging business conditions and conserve cash for future investment opportunities, such as new businesses, mergers, acquisitions, joint ventures and business collaborations, the Company will not be paying any dividends to the Company s shareholders for FY2014. On 2 December 2014, the Company has entered into a sale and purchase agreement (the SPA ) to acquire a 50% shareholding interest in SMC Industrial Pte Ltd ( SMC ), for an aggregate consideration of S$ 11.3 million from the vendor (the Proposed Acquisition ). The objective of the Proposed Acquisition is to diversify the Group s earnings base with a prudent investment into a Singapore based entity that will allow the Group to leverage on its listing status to tap the capital markets for capital intensive businesses, backed by assets with a good level of liquidity. This will also pave the way for the Company to expand its businesses into the resources industry, which includes environment related businesses. The industry knowledge and technical expertise to be derived from the Proposed Acquisition will facilitate future expansion into the resources industry.

5 PNE Micron Holdings Ltd Annual Report Going forward, the Group will continue to explore other business opportunities which will enhance longterm shareholders value, via merger and acquisitions, divestment and partnering with long-term strategic investors, who can add value to the Group s existing business portfolio, as and when the opportunities arise. APPRECIATION AND ACKNOWLEDGEMENTS I would like to extend my appreciation to the Board, Management and staff for their invaluable contributions, steadfast commitment and dedication throughout the year. In particular, I would like to extend my heartfelt appreciation to Mr. Soh Lup Chee, who has passed away on 24 August Mr. Soh joined the Board since 14 March 2002 and with his vast experience and knowledge, he had contributed immeasurably to the Board with his active and invaluable participation over the years. The Group has benefited greatly from his wisdom and guidance. Besides that, I would also like to take this opportunity to thank Mr. Tan Kwong Soon, who retired on 1 October Mr. Tan is one of the founding members of the Group. He has been with the Group since the commencement of its operations in year He assumed the role of an Executive Director of the Company on 14 March 2002 when the Company officially listed its shares on the Singapore Exchange Securities Trading Limited on 8 April The Board would like to record its appreciation to Mr. Tan for his past services and invaluable contributions to the Group. On behalf of the Board, I would like to welcome Mr. Liew Nyok Wah and Mdm. Yu Lihong, who joined the Board on 3 September Mr. Liew Nyok Wah is the Executive Director of the Company. Mdm. Yu Lihong is the Chairman of the Nominating Committee ( NC ) and Remuneration Committee ( RC ) and a member of the Audit Committee ( AC ). With Mr. Liew s and Mdm. Yu s wide-ranging track record, I am confident that they will be able to help the Group to lay a solid foundation for future growth. Lastly, I would like to express my gratitude to all our valued customers, business associates, suppliers, bankers for all their support and contribution to the Group. I also thank all shareholders for their continuing support and show of confidence in the strength and prospects of the Group. TAN KONG HENG Non-Executive Chairman

6 4 PNE Micron Holdings Ltd Annual Report 2014 BUSINESS OPERATIONS & FINANCIAL REVIEW REVIEW OF INCOME STATEMENT Despite the ongoing recovery in the global economy, the general operating and business environment surrounding the Group continues to be competitive and challenging in FY2014. The Group s revenue increased by approximately S$ 0.6 million or 3.6% from S$ 17.4 million in the financial year ended 30 September 2013 ( FY2013 ) to S$ 18.0 million in FY2014. The higher revenue was mainly due to an increase in the demand of Electro Deposition ( ED ) coating services and metal components from existing customers in FY2014. The gross profit increased by approximately S$ 0.5 million or 10.4% from S$ 5.1 million in FY2013 to S$ 5.6 million in FY2014. The gross profit margin improved from 29.4% in FY2013 to 31.3% in FY2014. This was mainly due to the improvement in the gross profit contributed by the subsidiaries in the ED coating segment. In addition, the Indonesian subsidiary s break-even position in FY2014 as compared to the loss-making position in FY2013 has also contributed to the improvement of financial performance for the Group in FY2014. The overall improvement in the operational efficiencies and higher productivity in the manufacturing operations also resulted in a lower cost of sales. The increase in the other operating income of approximately S$ 0.1 million from S$ 0.3 million in FY2013 to S$ 0.4 million was mainly due to the gain on disposal of plant and equipment in certain Malaysian subsidiaries during FY2014. The increase in the net finance costs of approximately S$ 10,000 incurred during FY2014 was mainly due to the increase in finance interests charged by the financial institutions for the outstanding bank loans and banker acceptances which was partially offset by the increase in the interest income due to the higher amount of fixed deposits placed with the financial institutions by the Group in FY2014. The increase in the depreciation of approximately S$ 0.2 million from S$ 0.6 million in FY2013 to S$ 0.8 million in FY2014, was mainly attributable to the addition of plant and equipment in some of the Malaysian subsidiaries and the Indonesian subsidiary in FY2014.

7 PNE Micron Holdings Ltd Annual Report The impairment of property, plant and equipment of S$ 222,000 (FY2013: NIL) was due to the recognition of impairment of property, plant and equipment in certain Indonesian and Malaysian subsidiaries during the year. The reversal of revaluation deficit of prior year amounted to S$ 275,000 (FY2013: NIL) was due to the reversal of revaluation deficit in one of the Malaysian subsidiaries recognised in prior financial year. The increase in the income tax expense from S$ 0.2 million in FY2013 to S$ 0.3 million in FY2014 was mainly due to the higher operating profit achieved by some of the Group s Malaysian subsidiaries in FY2014. The increase in the write down of inventories from S$ 19,000 in FY2013 to S$ 121,000 in FY2014 was mainly due to the increase in provision of obsolete stocks in certain Malaysian subsidiaries during the financial year. As a result, the Group recorded a higher operating profit before tax of approximately S$ 1.0 million in FY2014 as compared to approximately S$ 0.1 million in FY2013. METAL COMPONENTS AND TOOL AND DIE OPERATIONS The turnover of the metal components and tooling division increased by approximately S$ 0.1 million or 4.5% from S$ 2.7 million in FY2013 to S$ 2.8 million in FY2014. The higher turnover was mainly due to the increase in orders for metal components used in the assembly of consumer electronics during FY2014. Although Management had kept a tight rein on the overall costs of the metal components and tooling division, this division continues to face an intensive competition from overseas and local competitors. Due to the one-off allowance for impairment of related party receivables amounted to S$ 0.9 million, the operating loss before tax amounted to S$ 0.2 million approximately in FY2014 (profit before tax in FY2013: S$ 0.2 million). ED COATING AND OTHER SECONDARY PROCESSES Revenue from the ED coating division increased by approximately S$ 0.5 million or 3.1% from S$ 14.7 million in FY2013 to S$ 15.2 million in FY2014. The increase in the ED coating division was mainly due to the higher orders on certain automotive and motor-cycle components during FY2014, which was partially offset by a decrease in orders from the Group s existing customers in other metal components and parts. The operating profit before tax from the ED coating division has also improved from an operating loss of S$ 0.7 million in FY2013 to an operating profit of S$ 1.2 million in FY2014. The improvement was mainly due to the increase in the demand from existing customers on certain automotive and motorcycle components. In addition, Management had also kept a tight rein on the overall costs of the ED coating division and this has resulted in the reduction of operational costs. BALANCE SHEET The increase in the property, plant and equipment from approximately S$ 13.8 million as at 30 September 2013 to approximately S$ 16.4 million as at FY2014 was mainly due to the property revaluation surplus of land and buildings, and also the addition of new plant and equipment by certain Malaysian subsidiaries and the Indonesian subsidiary. However, the increase was partly off-set by the impairment charges and annual depreciation of plant and equipment. As at 30 September 2014, the investment in the newly established joint venture company, PNE Teknicast Sdn. Bhd., decreased from the initial capital investment of approximately S$ 1.2 million to approximately S$ 0.9 million. The decrease was mainly due to the share of loss of joint venture amounting to S$ 0.2 million and the elimination of unrealised profits amounting to S$ 0.1 million. The increase of the deferred tax assets from S$ 58,000 in FY2013 to S$ 152,000 in FY2014 was mainly due to the increase of deferred tax assets from one of the Malaysian subsidiaries.

8 6 PNE Micron Holdings Ltd Annual Report 2014 As at 30 September 2014, the Group s current assets amounted to approximately S$ 13.0 million, compared to approximately S$ 13.8 million as at 30 September The balance as at 30 September 2014 comprised mainly cash and cash equivalents of approximately S$ 7.9 million (30 September 2013: S$ 8.0 million), trade and other receivables of approximately S$ 4.2 million (30 September 2013: S$ 4.6 million), inventories of approximately S$ 1.0 million (30 September 2013: S$ 0.9 million). Trade and other receivables decreased by approximately S$ 0.4 million, from approximately S$ 4.6 million as at 30 September 2013 to approximately S$ 4.2 million as at 30 September The decrease was mainly due to the reclassification of the newly acquired Company s staff hostel of approximately S$ 0.2 million to Property, plant and equipment, after the Indonesian subsidiary has duly received the title deed from the property developer. As at 30 September 2014, the Group s current liabilities amounted to approximately S$ 4.6 million, compared to approximately S$ 4.5 million as at 30 September The balance as at 30 September 2014 comprised mainly trade and other payables of approximately S$ 3.7 million (30 September 2013: S$ 3.7 million), financial liabilities involving bank loans and banker acceptances of approximately S$ 0.6 million (30 September 2013: S$ 0.7 million) and current tax payable of approximately S$ 0.3 million (30 September 2013: S$ 0.1 million). The decrease in the current financial liabilities of approximately S$ 0.1 million was mainly due to the repayment of bank loan and banker acceptances during FY2014. The increase of current tax payable of approximately S$ 0.2 million was mainly due to the higher operating income achieved by some of the Malaysian subsidiaries during FY2014. As at 30 September 2014, the Group s non-current liabilities amounted to approximately S$ 1.8 million (30 September 2013: S$ 2.2 million). The decrease in the non-current liabilities was due to the repayment of bank loan and banker acceptances during FY2014. The Group had a positive working capital of approximately S$ 8.5 million as at 30 September 2014, as compared to approximately S$ 9.3 million as at 30 September CASH FLOW ANALYSIS In FY2014, the Group generated net cash generated from operating activities before changes in working capital of approximately S$ 2.0 million and the net cash generated from operating activities amounted to about S$ 1.8 million. This was mainly due to the decrease in inventories by approximately S$ 0.1 million, the increase in trade and other receivables by approximately S$ 0.3 million, and the decrease in trade and other payables of approximately S$ 0.2 million. Also, income tax of approximately S$ 0.2 million was paid in FY2014. Net cash used in investing activities amounted to approximately S$ 1.2 million in FY2014 was mainly due to the investment in the newly established joint venture entity, PNE Teknicast Sdn. Bhd., amounting to approximately S$ 1.2 million and capital expenditures for the purchase of property, plant and equipment by approximately S$ 0.6 million. The increase was partially offset by the interest received from bank deposits of approximately S$ 23,000 and the proceeds from the disposal of property, plant and equipment of approximately S$ 0.5 million from one of the Malaysian subsidiaries. Net cash used in financing activities amounted to approximately S$ 0.7 million in FY2014, which was mainly due to the repayment of bank loan and banker acceptances amounting to approximately S$ 0.7 million during FY2014, the repayment of bank interests of approximately S$ 64,000 and the increase in the pledged deposits with financial institutions of approximately S$ 4,000. As a result of the above, there was a net decrease of approximately S$ 0.1 million in cash and cash equivalents (after taking into account the effect of exchange rate changes on cash balances held in foreign currencies), from approximately S$ 7.9 million as at 30 September 2013 to approximately S$ 7.8 million as at 30 September 2014.

9 PNE Micron Holdings Ltd Annual Report BOARD OF DIRECTORS Tan Kong Heng, Non-Executive Chairman Tan Kong Sin, Executive Director and Chief Executive Officer Liew Nyok Wah, Executive Director Kevin Norbert Scully, Independent Non-Executive Director Yu Lihong, Independent Non-Executive Director CORPORATE INFORMATION AUDIT COMMITTEE Kevin Norbert Scully, Chairman Tan Kong Heng Yu Lihong NOMINATING COMMITTEE Yu Lihong, Chairman Kevin Norbert Scully Tan Kong Sin REMUNERATION COMMITTEE Yu Lihong, Chairman Kevin Norbert Scully Tan Kong Heng REGISTERED OFFICE 996 Bendemeer Road #07-06 B-Central Singapore Tel: (65) Fax: (65) Website: COMPANY SECRETARY Tan Tee Ching, CPA SHARE REGISTRAR M & C Services Private Limited 112 Robinson Road #05-01 Singapore EXTERNAL AUDITORS KPMG LLP Public Accountants and Chartered Accountants 16 Raffles Quay #22-00 Hong Leong Building Singapore Tan, Yek Lee Doreen, Audit Partner (With effect from financial year ended 30 September 2014) PRINCIPAL BANKERS Alliance Bank Malaysia Berhad AmInvestment Bank Berhad Bank Mandiri CIMB Bank Berhad DBS Bank Ltd Hong Leong Bank Berhad Malayan Banking Berhad Permata Bank Public Bank Berhad RHB Bank Berhad United Overseas Bank Limited CONTINUING SPONSOR PrimePartners Corporate Finance Pte. Ltd. 20 Cecil Street #21-02 Equity Plaza Singapore

10 8 PNE Micron Holdings Ltd Annual Report 2014 GROUP STRUCTURE 100% PNE Micron Engineering Pte Ltd (Singapore) 100% PNE Resources Pte Ltd (Singapore) 95.4% PT PNE Indonesia (Indonesia) 100% PNE-Sino Pte Ltd (Singapore) 60% PNE Teknicast Sdn Bhd (Malaysia) 100% PNE Micron Engineering Sdn Bhd (Malaysia) 100% PT Le Royaume PNE (Indonesia) 100% PNE Precision Sdn Bhd (Malaysia) 100% PNE Marvellous Sdn Bhd (Malaysia) 100% CED System Sdn Bhd (Malaysia) 100% Hong Nam Industry (M) Sdn Bhd (Malaysia) 100% Macore Technology (M) Sdn Bhd (Malaysia) 100% PNE Micron (Kuala Lumpur) Sdn Bhd (Malaysia)

11 BOARD OF DIRECTORS PNE Micron Holdings Ltd Annual Report 2014 Mr. Tan Kong Heng (73 years old) is the Company s Non-Executive Chairman, a position he held since 7 September 2001 and he was last re-appointed as a Director on 29 January Mr. Tan is one of the founders and Chairman of PNE PCB Berhad, a company listed on Bursa Malaysia Securities Berhad in Malaysia. He started his career in the electronics industry in 1970 when he joined a local printed circuit board manufacturer as a material manager before establishing the PNE PCB group of companies in He is currently also serving as the non-executive chairman of PNE Industries Ltd, and sits on the board of various companies. Having more than 30 years of experience in the manufacturing industry, Mr. Tan has formed relationships with many industry players. He is the brother of the Company s Chief Executive Officer ( CEO ), Mr. Tan Kong Sin. Mr. Tan currently sits on the board of PNE Industries Ltd and PNE PCB Berhad. Save for the aforementioned, he has no other directorships both present and over the preceding 3 years. 9 Mr. Liew Nyok Wah (53 years old) is the Company s Executive Director. He was appointed as Executive Director of the Company on 3 September Mr. Liew is the founder and Managing Director of Jackspeed Automobile (S) Pte. Ltd., the first company to bring in ABS (Anti-Lock Braking System) back in the 1980s and also the first company that actively promotes the use of cyclone, an additive which promotes better efficiency use of the engine. In 1993, he co-founded Jackspeed Leather Special (S) Pte. Ltd., a company which subsequently listed on SGX Mainboard in Given his more than 20 years of business experience, Mr. Liew will be actively involved in exploring new business opportunities and expansion possibilities for the Group. Mr. Kevin Norbert Scully (57 years old) was appointed as an Independent Non-Executive Director of the Company on 11 April 2011 and he was last re-elected as a Director of the Company on 30 January He has more than 28 years of experience in equities research and analysis, corporate advisory and related matters, having worked for more than 12 years in various positions in the Schroder Securities Group in Asia such as the head of research and managing director of Schroder Securities Singapore and a director of Schroder Asia Securities (Hong Kong) Limited. In 1999, he founded and is currently the executive chairman of the Net-research group of companies in Singapore and Malaysia. Mr. Scully is currently also an independent director of Electro Optic Systems Ltd of Australia. He is currently a member of the Investment Committee of the SIM Group and an Adjunct Professor of SIM University School of Human Development & Social Services since March Mr. Scully is an advisor to two regulatory authorities of the Singapore Government since Mr Scully currently sits on the board of Electro Optic Systems Ltd. Save for the aforementioned, he has no other directorships both present and over the preceding 3 years. Mr. Tan Kong Sin (60 years old) is the Company s Chief Executive Officer ( CEO ), a position he held since 7 September 2001 and he was last re-elected as a Director of the Company on 30 January He is also one of the founders of the Company. He is responsible for the formulation of its corporate strategies and expansion plans. He is also actively involved in the marketing and sales of the Group s business. He has been in the manufacturing business for more than 30 years, and has a very strong understanding and knowledge of the Group s business. Mr. Tan also sits on the board of various companies. He is the brother of the Company s Non-Executive Chairman, Mr. Tan Kong Heng. Mdm. Yu Lihong (38 years old) is the Company s Independent Non-Executive Director. She was appointed as a member of Audit Committee, Chairman of Nomination Committee and Remuneration Committee on 3 September Mdm. Yu graduated from National University of Singapore, faculty of Business Administration (major in finance) with First Class Honours in She started her career as journalist at Media Corp (business news desk) and moved on subsequently to investment analyst position with Kim Eng Securities in year In year 2002, Mdm. Yu joined Jackspeed Corporation in 2002 as the manager for the IPO project and corporate development. Jackspeed Corporation Limited was subsequently listed on Singapore Stock Exchange on the Mainboard in year From 2005 to 2011, Mdm. Yu has been working as director at Dollar Tree Inc Pte. Ltd. which conducts corporate advisory work to the firms seeking IPO or M&A (Mergers and Acquisitions) in the region. In 2012, Mdm. Yu founded Gifted & Talented Education Group which is specialised in providing early learning support to the gifted children in Singapore and the region. Mdm Yu is the fellow of the Association of Chartered Certified Accountants, (ACCA, UK), non-practicing member of Institute of Singapore Chartered Accountants (ISCA, Singapore), and member of Chartered Financial Analyst, (CFA, US).

12 10 PNE Micron Holdings Ltd Annual Report 2014 KEY MANAGEMENT Mr. Tan Tee Ching (42 years old) is the Company s Chief Financial Officer and Company Secretary. He joined the Group in November As the Chief Financial Officer, he is responsible for finance, accounting and the Group s compliance with audit and statutory requirements. Prior to joining the Group, Mr. Tan was an audit senior with KPMG. He was engaged in the evaluation of internal control standards of various companies, as well as the preparation of statutory financial statements and management reports. Mr. Tan graduated from Griffith University in Australia with a Bachelor in Commerce in Accounting and Finance in 1996 and obtained his Master of Commerce in Accounting and Finance in He is a non-practicing member of both the CPA Australia and the Institute of Singapore Chartered Accountants. He is the nephew of Mr. Tan Kong Heng (Non-Executive Chairman) and Mr. Tan Kong Sin, the Company s CEO. Mr. Gary See Toh Ying Lock (58 years old) is currently the Director of PNE Teknicast Sdn. Bhd., who is also responsible for the overall performance of this joint-venture business entity. Mr. See Toh joined the Group as an operations manager in January Mr. See Toh has also been appointed in January 2008 as the personal assistant to the CEO, to assist the CEO in the Group s daily operations and to undertake any special assignments, ad-hoc functions and other related functions specified by the CEO. He was also formerly the Group General Manager and also in-charge of the Group s Human Resources department. Mr. See Toh is also a director for PNE Micron Engineering Sdn Bhd, PNE Marvellous Sdn Bhd and PT Le Royaume PNE. He graduated from Monash University in Australia in 1981, with an Honours Degree in Bachelor of Engineering (Materials Engineering). Prior to joining the Group, Mr. See Toh has worked with various multi-national companies and is well-versed in operations and management costing. He is also actively involved in the development of organic coating (an innovative, environment friendlier alternative to conventional plating for the HDDs industry) with the Group s HDDs customers and he is also instrumental in the setting up of its organic coating operations. Mr. Tan Wei Keong (33 years old) is the International Marketing Manager, who joined the Group in June Mr. Tan was formerly the Corporate Marketing and Sales Officer of CED System Sdn. Bhd. ( CED ), a wholly-owned subsidiary of the Group from January 2009 to February 2009, and he was subsequently seconded to join PNE Micron Electronics (Dong Guan) Co. Ltd. ( PNE DG ) as the Corporate Marketing and Sales Manager in February When the Group disposed its entire shareholding in PNE DG to Mr. Tan Kong Heng, the Non-Executive Chairman of the Company, Mr. Tan resigned from CED in January 2010, to assist the Non-Executive Chairman in the operations of PNE DG. Following the smooth transition in the operations of PNE DG, Mr. Tan resigned from PNE DG in September Following the recommendation of the management and NC, which had reviewed Mr. Tan s qualifications and experience, the Board has requested and appointed Mr. Tan to return and assist in the corporate marketing and sales activities of PNE Micron (Kuala Lumpur) Sdn. Bhd. in June Mr. Tan was subsequently transferred to PT PNE Indonesia on 1 July 2013 as the President Director cum International Marketing Manager where he is responsible for overseeing the corporate marketing and sales activities of the Group and fully in charge in day to day operation and sales of PT PNE Indonesia. Mr. Tan holds a Bachelor in Business Commerce from Curtin University of Technology, Australia. He is the son of Mr. Tan Kong Sin, CEO of the Company. Mr. Foo Say Kit (54 years old) is the Group Managing Director who is responsible for the overall performance, engineering and technical support of the Group. He joined the Group in 2004, when the Group started to focus on the provision of Electro-Deposition ( ED ) coating services for the Hard Disk Drives ( HDDs ) industry, where his responsibilities include the exploration and business development with the suppliers of HDDs base plates and covers. Prior to joining the Group, Mr. Foo has also worked in the HDDs related industry like the ED coating industry, precision machining industry and aluminum die casting industry. Mr. Foo holds a Diploma in Mechanical Engineering and an Advance Diploma in Industrial Engineering from Singapore Polytechnic. Mr. Pua Kai Chek (35 years old) is the Divisional General Manager of the Group who is responsible for the overall performance of the central and northern Peninsular Malaysia business units. Besides overseeing the subsidiaries marketing and business development activities, he is also actively involved in their daily operations. Mr. Pua graduated from the University of Technology Malaysia in 2002 with an Honours in Bachelor of Chemical Engineering (Bioprocess Engineering). He has more than 10 years experience in the metal surface finishing industry. Mr. Pua started his career with a manufacturer of HDDs as a Process Engineer before joining one of the Group s subsidiaries in 2003 as the Head of the Engineering Process Department. He was later promoted to Assistant Operations Manager in 2005, and subsequently to Assistant General Manager in Mr. Pua became General Manager in 2008 and then, Divisional General Manager in He is committed to assist the top management on the Group s growth and expansion.

13 CORPORATE GOVERNANCE PNE Micron Holdings Ltd Annual Report 2014 The Directors of PNE Micron Holdings Ltd (the Company ) are committed to maintaining a high standard of corporate governance within the Company and its subsidiary companies (the Group ). 11 This report outlines the Company s main corporate governance practices that were in place through the financial year with reference to the principles set out in the Code of Corporate Governance 2012 (the Code ). Where there are deviations from the Code, appropriate explanations are provided. The Board confirms that the Group has generally adhered to the principles and guidelines as set out in the Code. Guidelines Of The Code PNE Micron Corporate Governance Practices BOARD MATTERS The Board s Conduct Of Affairs Principle 1: Every company should be headed by an effective Board to lead and control the company. The Board is collectively responsible for the long-term success of the company. The Board works with Management to achieve this objective and the Management remains accountable to the Board. 1.1 The Board s role is to:- (a) (b) (c) provide entrepreneurial leadership, set strategic objectives, and ensure that the necessary financial and human resources are in place for the company to meet its objectives; establish a framework of prudent and effective controls which enables risks to be assessed and managed; including safeguarding of shareholders interests and the Company s assets; review management performance; (d) identify the key shareholder groups and recognize that their perceptions affect the company s reputation; The Board views one of its primary functions as protecting and enhancing shareholder value. In addition, the Board oversees the management of the Group and meets regularly to do so. The Board sets the overall strategies of the Group as well as policies covering various matters with an emphasis on values, standards, internal controls, budget, financial performance, half yearly reporting and risk management procedures as well as environmental issues. The Board also reviews and approves all major investment and divestment proposals, acquisitions and disposal of assets and interested person transactions, if any. (e) set the company s values and standards (including ethical standards), and ensure that obligations to shareholders and other stakeholders are understood and met; and (f) consider sustainability issues, e.g. environmental and social factors, as part of its strategic formulation. 1.2 All directors must objectively discharge their duties and responsibilities at all times as fiduciaries in the interests of the company. Every Director, in the course of carrying out his duties, acts in good faith and considers at all times, the interests of the Group.

14 12 PNE Micron Holdings Ltd Annual Report 2014 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Corporate Governance Practices 1.3 The Board may delegate the authority to make decisions to any board committee but without abdicating its responsibility. Any such delegation should be disclosed. The Board delegates the implementation of business policies and day-to-day operations to the Chief Executive Officer ( CEO ) and the Group s management team. The Board has established a Nominating Committee ( NC ), a Remuneration Committee ( RC ) and an Audit Committee ( AC ) to facilitate the discharge of certain of its responsibilities. All the Board Committees are actively engaged and play an important role in ensuring good corporate governance of the Group. All recommendations of the Board Committees are subsequently reviewed by the Board. Please refer to Table A set out on page 37 and 38 of this Annual Report for composition of the Board and Board Committees, and the primary functions of the Board and the Board Committees. 1.4 The Board should meet regularly and as warranted by particular circumstances, as deemed appropriate by the board members. Companies are encouraged to amend their Articles of Association (or other constitutive documents) to provide for telephonic and videoconference meetings. The number of meetings of the Board and Board Committees held in the year, as well as the attendance of every board member at these meetings, should be disclosed in the Company s Annual Report. The Board held three meetings in FY2014 including ad hoc Board meetings held whenever the Board s guidance or approval was required, outside of the scheduled Board meetings. The number of Board and Board Committee meetings and the record of attendance of each Director during FY2014 are set out in Table B set out on page 38 of this Annual Report. In addition, the Board held several conference calls throughout the year to expedite decision-making on critical areas. The Board and Board Committees also make decisions through circulating resolutions. Dates of Board, Board Committees and Annual General Meetings are scheduled in advance in consultation with all of the Directors. A Director who is unable to attend a Board or Board Committee meeting in person is invited to participate in the meeting via telephone or video conference. 1.5 Every company should prepare a document with guidelines setting forth:- (a) The matters reserved for the Board s decision; and (b) Clear direction to Management on matters that must be approved by the Board. The types of material transactions that require board approval under such guidelines should be disclosed in the Company s Annual Report. Matters which specifically require the Board s approval or guidance are those involving:- material acquisitions and disposals of assets; material new investments, borrowings, corporate or financial restructuring; share issuances, dividends and other returns to shareholders; establishment of strategies and objectives; setting the Group s budget and financial plans; monitoring financial and management performances; authorising executive compensation; evaluating internal controls and risk management; approving half-yearly and year-end financial reports as well as commitments to banking facilities granted by financial institutions and overseeing corporate governance.

15 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Holdings Ltd Annual Report 2014 PNE Micron Corporate Governance Practices Incoming directors should receive comprehensive and tailored induction on joining the Board. This should include his duties as a director and how to discharge those duties, and an orientation program to ensure that they are familiar with the company s business and governance practices. The Company should provide training for firsttime director in areas such as accounting, legal and industry-specific knowledge as appropriate. It is equally important that all directors should receive regular training, particularly on relevant new laws, regulations and changing commercial risks, from time to time. The company should be responsible for arranging and funding the training of directors. The Board should also disclose in the company s Annual Report the induction, orientation, and training provided to new and existing directors. 1.7 Upon appointment of each director, the Company should provide a formal letter to the director, setting out the director s duties and obligations. All newly appointed Directors undergo an orientation program to provide them with background information on the Group and industry-specific knowledge. The Directors continuously update themselves on new laws, regulations and changing commercial risks. Every Director is also invited and encouraged to seek additional training to further their skills in performing their duties, including attending classes and/or events sponsored by the Singapore Institute of Directors. Directors are also informed of upcoming conferences or seminars relevant to their roles as directors of the Group. Such training is funded by the Company. During FY2014, some of the Directors had attended classes/trainings held by Singapore Institute of Directors on topics such as understanding the regulatory environment in Singapore and the External Auditors also held training on certain topics of the accounting standards for some of the Directors. The Directors may, at any time, visit the Group s production facilities or attend trade shows and customer activities to gain a better understanding of the Group s business. If regulatory changes have a material impact on, either the Group or the Directors, Management briefs the Directors at the Board meetings. The Company has issued a formal appointment letter and service agreement, to all non-executive directors and executive directors, respectively. Board Composition And Guidance Principle 2: There should be a strong and independent element on the Board, which is able to exercise objective judgement on corporate affairs independently, in particular, from Management and 10% shareholders. No individual or small group of individuals should be allowed to dominate the Board s decision making. 2.1 There should be a strong and independent element on the Board, with independent directors making up at least one-third of the Board. During the year, the Board of Directors consisted of two independent directors, one non-executive chairman and two executive directors. The Board is able to exercise objective judgement on corporate affairs independently as independent directors comprise 40% of the Board. Further, all Board Committees are chaired by independent directors and a majority are independent directors. Please refer to Table A for Board and Board Committees.

16 14 PNE Micron Holdings Ltd Annual Report 2014 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Corporate Governance Practices 2.2 The independent directors should make up at least half of the Board where:- (a) The Chairman of the Board (the Chairman ) and the Chief Executive Officer (or equivalent) (the CEO ) is the same person; (b) The Chairman and the CEO are immediate family members; (c) The Chairman is part of the management team; or (d) The Chairman is not an independent director. 2.3 An independent director is one who has no relationship with the company, its related corporations, its 10% shareholders or its officers that could interfere, or be reasonably perceived to interfere, with the exercise of the director s independent business judgement with a view to the best interests of the company. The Board should identify in the Company s Annual Report each director it considers to be independent. The Board should determine, taking into account the views of the Nominating Committee ( NC ), whether the director is independent in character and judgement and whether there are relationships or circumstances which are likely to affect, or could appear to affect, the director s judgement. The Company notes that under Guideline 2.2 of the Code, the Independent Directors should make up at least half of the Board, where the Chairman is not an independent director and where the Chairman and the CEO are immediate family members. Pursuant to the Monetary Authority of Singapore ( MAS ) s response to recommendations by the Corporate Governance Council on the Code dated 2 May 2012, a longer transition period will be provided for Guideline 2.2 and board composition changes needed to comply with Guideline 2.2 should be made at the annual general meetings ( AGM ) following the end of financial years commencing on or after 1 May Accordingly, the Company will have up to its AGM in 2017 to undertake board changes for Independent Directors to make up at least half of the Board. The NC is responsible for reviewing the independence of each Director based on the guidelines set out in the Code. The NC conducts the review annually and requires each independent director to submit a confirmation of independence based on the guidelines provided in the Code. With two of the directors deemed to be independent, including independence from the substantial shareholders of the Company, the Board exercises independent and objective judgement on all corporate matters and constructively challenges key decisions, and strategies taking into consideration the long-term interests of the Group and its shareholders. If the Board wishes to consider the director as independent, in spite of the existence of one or more of these relationships as defined in the Code, it should disclose in full the nature of the director s relationship and bear responsibility for explaining why he should be considered independent. 2.4 The independence of any director who has served on the Board beyond nine years from the date of his first appointment should be subject to particularly rigorous review. In doing so, the Board should also take into account the need for progressive refreshing of the Board. The Board should also explain why any such director should be considered independent. As at 30 September 2014, no independent director on the Board has served for more than nine years from the date of his/her initial appointment.

17 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Holdings Ltd Annual Report 2014 PNE Micron Corporate Governance Practices The Board should examine its size and, with a view to determining the impact of the number upon effectiveness, decide on what it considers an appropriate size for the Board, which facilitates effective decision making. The Board should take into account the scope and nature of the operations of the company, the requirements of the business and the need to avoid undue disruptions from changes to the composition of the Board and Board Committees. The Board should not be so large as to be unwieldy. 2.6 The Board and its Board Committees should comprise directors who as a group provide an appropriate balance and diversity of skills, experience, gender and knowledge of the company. They should also provide core competencies such as accounting or finance, business or management experience, industry knowledge, strategic planning experience and customer-based experience or knowledge. 2.7 Non-executive directors should:- (a) constructively challenge and help develop proposals on strategy; and (b) review the performance of management in meeting agreed goals and objectives and monitor the reporting of performance. 2.8 To facilitate a more effective check on management, non-executive directors are encouraged to meet regularly without the presence of Management. The NC is satisfied that the current board size and composition is appropriate for the effective operation of the Group, taking into account the scope and nature of the Group s operations. The NC periodically reviews the existing attributes and competencies of the Board in order to determine the desired expertise or experience required to strengthen or supplement the Board. This assists the NC in identifying and nominating suitable candidates for appointment to the Board. The NC is satisfied that the Board has the appropriate mix of expertise to lead and govern the Group effectively as the Board s two independent directors and one non-executive director are respected individuals drawn from a broad spectrum of expertise which enables them, in their collective wisdom, to contribute effectively and provide a balance of views at both Board and Board Committee meetings. Details of the Directors academic and professional qualifications and other appointments are set out on pages 9 and 10 of this Annual Report. The independent and non-executive directors confer regularly with the executive directors and management to develop strategies for the Group, review the performance of management, assess remuneration and discuss corporate governance matters. The Group s independent and non-executive directors hold periodic conference calls and/or meetings without the presence of Management.

18 16 PNE Micron Holdings Ltd Annual Report 2014 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Corporate Governance Practices Chairman And Chief Executive Officer Principle 3: There should be a clear division of responsibilities between the leadership of the Board and the executives responsible for managing the company s business. No one individual should represent a considerable concentration of power. 3.1 The Chairman and CEO should in principle be separate persons, to ensure an appropriate balance of power, increased accountability and greater capacity of the Board for independent decision making. The division of responsibilities between the Chairman and CEO should be clearly established, set out in writing and agreed by the Board. In addition, the Board should disclose the relationship between the Chairman and the CEO if they are immediate family members. 3.2 The Chairman should:- (a) lead the Board to ensure its effectiveness on all aspects of its role; (b) set the agenda and ensure that adequate time is available for discussion of all agenda items, in particular strategic issues; (c) promote a culture of openness and debate at the Board; (d) ensure that the directors receive complete, adequate and timely information; (e) ensure effective communication with shareholders; (f) encourage constructive relations within the Board and between the Board and Management; (g) facilitate the effective contribution of nonexecutive directors in particular; and (h) promote high standards of corporate governance. 3.3 Every company should appoint an independent director to be the lead independent director where (a) the Chairman and the CEO is the same person; (b) the Chairman and the CEO are immediate family members; (c) the Chairman is part of the management team; or (d) the Chairman is not an independent director. The lead independent director (if appointed) should be available to shareholders where they have concerns and for which contact through the normal channels of the Chairman, the CEO or the Chief Financial Officer (or equivalent) (the CFO ) has failed to resolve or is inappropriate. The role of the Chairman is separate from that of the CEO and there is a clear division of responsibiliities between the Chairman and CEO. Mr. Tan Kong Heng, the Chairman and Mr. Tan Kong Sim, the CEO are siblings. Although the Chairman and the CEO are siblings, the Board is of the view that there is adequate accountability and transparency as independent directors make up 40% of the Board. The Board is able to exercise its power objectively and independently from Management. No individual or small group of individuals dominates the Board s decision making. The Group s Chairman plays a key role in promoting high standards of corporate governance, scheduling meetings that enable the Board to perform its duties, establishing the agenda for the Board meetings in consultation with the CEO and ensuring that the Board reviews and approves the Group s key strategies and policies. The Chairman also participates in communicating with key stakeholders, including shareholders and senior management employees. The CEO s responsibilities encompass managing the day-to-day business activities of the Group, developing and executing the Group s strategies, reporting back to the Board on the performance of the Group, and providing guidance to the Group s employees. The CEO also encourages constructive relations between Management and the Board. In view that the Chairman and the CEO are siblings, and the Chairman is not an independent director, Mr. Kevin Norbert Scully has been appointed as the Lead Independent Non-Executive Director of the Company The Lead Independent Director avails himself to address shareholders concerns and act as a counterbalance in the decision making process. Where necessary, the Lead Independent Director will chair meetings without involvement of other Directors, to aid and facilitate well-balanced viewpoints on the Board.

19 CORPORATE GOVERNANCE Guidelines Of The Code PNE Micron Holdings Ltd Annual Report 2014 PNE Micron Corporate Governance Practices Led by the lead independent director, the independent directors should meet periodically without the presence of the other directors, and the lead independent director should provide feedback to the Chairman after such meetings. Please refer to the Company s practices for Guideline 3.3. Board Membership Principle 4: There should be a formal and transparent process for the appointment and re-appointment of directors to the Board. 4.1 The Board should establish a NC to make recommendations to the Board on all board appointments, with written terms of reference which clearly set out its authority and duties. The NC should comprise at least three directors, the majority of whom, including the NC Chairman, should be independent. The lead independent director, if any, should be a member of the NC. The Board should disclose in the company s Annual Report the names of the members of the NC and the key terms of reference of the NC, explaining its role and the authority delegated to it by the Board. 4.2 The NC should make recommendations to the Board on relevant matters relating to:- (a) the review of Board succession plans for directors, in particular, the chairman and for the CEO; (b) the development of a process for evaluation of the performance of the Board, its Board Committees and directors; (c) the review of training and professional development programs for the Board; and (d) the appointment and re-appointment of directors (including alternative directors, if applicable). Important issues to be considered as part of the process for the selection, appointment and re-appointment of directors include composition and progressive renewal of the Board and each director s competencies, commitment, contribution and performance (e.g. attendance, preparedness, participation and candour) including, if applicable, as an independent director. The NC, whose terms of reference are approved by the Board, comprise of two independent directors and one executive director. The Group s NC met two times this financial year. Please refer to Table A for the composition of the NC and the responsibilities of the NC, based on written terms of reference. The majority of the members, including its Chairman are independent. The NC makes recommendations to the Board on all Board appointments and on the composition of executive and independent directors of the Board. It is also charged with re-nominating directors who are retiring by rotation as well as determining annually whether or not a director is independent. In accordance with the Company s Articles of Association, one-third of the directors (or, if their number is not a multiple of three, then the number nearest to but not less than one-third) shall retire from office by rotation at every annual general meeting of the Company. Any director appointed by the Board during the year shall hold office only until the next annual general meeting. A retiring director shall be eligible for re-election. The Board recognises the contribution of its directors who over time have developed deep insight into the Group s operations and industry and who are therefore able to provide invaluable contributions to the Group. As such, the Board has not set a fixed term of office for any of its directors. All directors should be required to submit themselves for re-nomination and reappointment at regular intervals and at least once every three years.