Cloris Zhang

Own, check and lead Team interaction to ensure a reasonable un-biased 50/50 18 month forecast for 6 billion USD business in P&G Greater China across 4 sectors (Beauty, Fabric & Home Care, Paper and One Health & Grooming) Directly work for Greater China President and own the Business Operational Planning process for Greater China Sales & Market Organization to ensure business plan alignment between business units and sales organization. Risk & Opportunities with action plans are highlighted from the process to build the business Own the Market Intelligence with business insights on the local industries with close working relationship with Sales, Marketing and Finance Lead PS input in Strategic Revenue Management. Provides PS input on Business Building recommendations and 18mths (med-long) business planning what if/scenario planning; ensures business building decisions are made.

Lead Asia regional manufacturing network to drive manufacturing breakthrough for 5.5 billion dollar business with 3000 plant employees. Great results are achieved on Productivity >10% improvement year on year, Reliability (PR) > 85% and Inventory >10% reduction year on year with a well sustained fundamental results on Safety, Quality and Internal control Lead breakthrough contractor reduction (50% / 1000 headcount reduction is planned in 3 years while 26% achieved in Y1) through affordable automation and work process improvement to save labor cost and minimize labor risk Coach and facilitate regional supply network end to end pull project with customer (Wal-Mart) on customer service improvement (2~3% case fill rate gained in 2 months) and responsiveness breakthrough (~50% lead time reduction) Supervise 10 plants in Asia on IWS (Integrated Work System – P&G System on Lean Manufacturing) implementation focused on system, capability and culture improvement to deliver sustainable business growth

Consult and coach one green field plant (P&G Taicang Plant, the 3rd multi GBU mega plant including Hair Care, Skin Care, Body Wash, Feminine Care, Laundry Lquid and Oral Care business in China, target throughput >100MM cases) on the regional supply chain design, plant material flow design, organization design and Hair Care production start up Consult and coach 5 existing Beauty Care Asian plants (Shiga Plant Japan, Huangpu Plant China, Bangkok Plant Thailand, Tianjin Personal Cleaning & Care Plant & Tianjin Xiqing Plant) and three Beauty Care modules (Cabuyao Plant Philippines, Baddi Plant India & Binh Duong Plant Vietnam) on their fast capacity expansion (~30% annual headcount increase), new initiative start up, supply network reinvention (10~20% inventory reduction year on year, ~5% cost reduction year on year) and operational excellence improvement Consult and coach four Grooming Asian plants (Bhiwadi Gillette Plant India, Baddi Blazer & Razors Plant India, Gillette Shanghai Plant & Braun Minhang Plant) on their integration as acquisition sites, especially on the fundamental results improvement (Safety, Quality and Internal Control), strategy planning, culture transformation to High Performance Organization, operational excellence improvement (Process Reliability 10% improvement, unplanned stops 80% reduction) and organization capability build-up

Manage end to end supply chain from supplier to customer for Olay in Greater China, the annual business size is 500MMUSD, >85% of Olay sales in Greater China including all product supply functions (Planning, Initiative, QA, Engineering, Technical service and Operation) Lead the Skin Care organization to deliver initiative (100% delivered with annual capital spending >5MM$), customer service (98.5% case fill rate), cost (~3MM$ saving year on year) and cash (~15% reduction year on year) result to fuel the sustainable business growth Manage >500 materials from >50 package and raw material suppliers / traders and continuously deliver cost and cash saving through localization and joint value stream analysis Be accountable for PQCDSM (Production, Quality, Cost, Delivery, Safety & Moral) results of Skin Care supply chain, totally 4 making systems, 7 packing lines. Be responsible for TPM (Total Performance Management: AM/PM/FI) system implementation in Skin Care Operation. Learn and lead the reapplication from TPS (Toyota Production System) in Skin Care Operation Build-up high performance organization in Skin Care supply chain, help each individual on his/her capability build-up and career interest (within 2 years 2 technicians promoted to Band I managers, 5 Band I managers promoted to Band II managers and 1 Band II manager promoted to Band III manager)

Be accountable for PQCDSM results of Skin Care Packing department, totally 7 production lines, annual production volume ~40 million pieces Develop & deploy department operation strategy to set the business direction of the organization Be responsible for TPM system implementation in Skin Care Packing department. Manage and coach 4 band I managers as well as over 40 technicians, help them on their capability build-up and career interests (within 1.5 years over 50% of technicians promoted for one level, 1 Band I manager promoted to Band II manager)

Lead new product launch and build on-going capability for new initiative projects through material localization and supplier lead time reduction Manage all technical standards (material standards, making and packing standards) for production Qualify new suppliers and new materials and support on-going trouble shooting Discover and deliver cost saving projects – 2 million USD material cost reduction as annual return