How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?  

Over the past year, my organisation has been subject to unprecedented geopolitical challenges. Domestic producers in key markets such as the EU and UK have implemented trade protection measures against Chinese biodiesel producers, including our facility in China. As the Group GC, my role has transitioned from providing backend corporate legal support role to the really front-line role to navigate the three cases by formulating case strategies including differentiating my Company from the other Chinese producers; deploying internal cross-departments, cross-sites resources to cooperate in the cases with massive data provision to the authorities and on-site interviews by the regulators. More importantly, I must respond quickly and continuously adapt my strategies constantly to advise and guide the Board and executive leadership team on decision-making by diversifying our markets, shifting our centre of gravity to other new markets to build organisational resilience and mitigate the impact of these geopolitical challenges to our business. My legal strategies have directly influenced on and shape our short to long-term corporate strategies.  

What are the most significant cases or transactions that your legal team has recently been involved in?  

In addition to managing regulatory cases, my team has been involved in all the major corporate exercises which shape the trajectory of EcoCeres Group. 

One significant area of involvements has been in private equity fundraising. We have facilitated a series of fundraising efforts, successfully introducing Bain Capital (a US private equity fund) and Kerogen Capital (a UK private equity fund) to the Group. 

Another key focus has been on strategic projects and business expansion. My team has been actively engaged in planning and establishing new international offices in Switzerland, Singapore, and Malaysia, supporting our internationalisation efforts  

Additionally, we have been deeply involved in the development of a new HEFA (Hydrotreated Esters and Fatty Acids) production facility in Malaysia. Our team has managed the construction tenders process and provided legal advice on the EPC (Engineering, Procurement, and Construction) contracts, among other aspects.  

What strategic priorities are guiding you and your team in 2024?  

Our top strategic priorities in 2024 are to build organisational resilience to enable the Company to capture and optimise the growth potentials under the backdrop of geopolitical risks that have impacted the global economy and stronger competitive landscape with emerging new biofuels players in the market. Our in-house legal solutions are always pragmatic, business-oriented, and forward-looking, focusing not just the existing legal parameters but also potential business and legal risks. I have assembled a team of professionals who have agile thinking and are receptive to changes and challenges. Drawing on insights from my business doctorate degree in my legal practices and executive role, and my strength is to turn legal risks into business opportunities by collaborating closely with my other business leaders.