Attachments:

CEFC_Westinghouse_Strategy_Signed.pdf,Overview_of_Macroeconomics_of_Bel
gium.pdf,Rebuilding Chinese Norwegian Relations.pdf

From: James Gilliar <james.gilliar@eei-group.com>

Sent: Thursday, July 20, 2017 3:16 PM
To: Tony Bobulinski <TBobulinski@nazent.com>
Subject: Fwd: Last week

James Gilliar
President and managing partner
Email: james.gilliar@eei-group.com
Skype ID: james.gilliar

This email and any files transmitted with it are confidential and intended solely for the use of the individual or entity to whom they are addressed. If you
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Older doc that went to them

Begin forwarded message:

From: James Gilliar <james.gilliar@eei-group.com>

Subject: Last week
Date: 13 March 2017 at 09:39:09 GMT+1
To: "X. Rick Niu" <rick.niu@starrcompanies.com>, Tammy Wang
<Tammy.Wang@starrcompanies.com>
Cc: Rob Walker <rob.walker@j2cr.com>

Dear Rick and Tammy,

Firstly thank you for taking the time to meet us last week and for the support and attention to
detail, I am personally enthused by your understanding and levels of strategic thinking.

Hunter has asked me to prepare some data for a proposal reacting to the priorities and strengths
that we will bring to the entity, and to that end I would ask for a guide to the level of detail required
and requirement to demonstrate strategy that we believe would give the venture a USP in
processes.

For example, if we speak about a high speed rail project, should I just identify the project, or give a
detailed process to entry and forming the strategic and local partnerships that would accelerate the
programme and or lead to direct negotiation as opposed to tendered bidding. Or alternatively just,
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Rail projects in U.S ?, actually one of the biggest strengths is the ability to combine U.S entities with
Chinese companies to form consortia to enter programmes, as you know, these would receive the
same levels of support from the state dept and diplomatic corp as entirely U.S bids, this was one
area the Japanese have been smart historically.

Secondly, If we speak about entry to foreign markets, how much focus do you want to have as
opposed to the domestic US market ?, as you may be aware we have facilitated fast track entry to a
market already, using a US / UK push, which has given a privileged position to the
chairmans entities, this could also be target specific to specific locations too numerous to list.
Or simply Colombia, Belgium, Oman, France ?

My third question is maybe a little premature but is extremely important, how would
the integration with CEFC companies or allies be orchestrated, what would be the day to day
intelligence share, I have already seen competition between two companies which effectively
block themselves in process that both have routes back to the same source. It clearly demonstrates
a basic lack of interaction based, in my opinion on a spirit of competition from
inside the corporate culture. Whilst this has a healthy effect on speed to market it could also
be costly in delivery ?.

I have attached a several strategy documents that where prepared earlier in our relationship for
your evaluation as a template, one’s that have not moved forwards but we believe had good
potential, Westinghouse would have only been possible with the U.S / China relation that we
collectively develop, too much detail, not enough ?. Second attachment is a document which
outlines country based strategic investment in Belgium, (e.g Czech Republic), actually on the 20th
March, I will sit with the foreign minister of Belgium to discuss in more detail, here there is a
potential to immediately deliver huge reference programme for the state and prestige for the
chairman, utilising the commercial infrastructure already established by CEFC in other countries
and unifying state companies, China, EU and U.S. This type of programme interesting ?, this would
impact on the geography of office’s and staff skill sets, the third is a simple programme, low
investment, big political win .

To be clear I am not asking for opinion on the projects just the way you see the proposal is being
prepared.

Thanks

James Gilliar
President and managing partner
Email: james.gilliar@eei-group.com
Skype ID: james.gilliar

This email and any files transmitted with it are confidential and intended solely for the use of the
individual or entity to whom they are addressed. If you have received this email in error, please notify
the system manager. This message contains confidential information and is intended only for the
individual named. If you are not the named addressee, you should not disseminate, distribute or copy
this email. Please notify the sender immediately by email if you have received this email by mistake
and delete this email from your system. If you are not the intended recipient, you are notified that
disclosing, copying, distributing or taking any action in reliance on the contents of this information is
strictly prohibited.

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