RFG 2009 Annual Report

Annual Report 2009

Corporate Governance & Compliance | Competitive Advantage

ContentsOur CEOScott Lane, CEO

Our Difference

An Interview with Our Executive Leadership CoachKent Porter, Executive Leadership Coach

Innovations in 2009

Due Diligence Report Martin Jungclaus, Director of Due Diligence

Technology Report Andrew Henderson, Vice President

Case Studies : Hitachi Data Systems

: Juniper Networks

Meet Our People

Focus in 2010

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Our CEOWelcome to the inaugural annual report for The Red Flag Group.

Some might ask, “Why are we producing such a document when we are not a public company and you have no legal obligation

to do so?” The answer is simple. As an entirely employee-owned business, we believe in engaging our stakeholders. We believe in

transparency and keeping all our stakeholders informed on our focus, the development of our products, and our future direction.

As more and more global companies become clients and invest in our governance and compliance solutions, it is essential that we

communicate with and engage our clients as business partners and true stakeholders. Transparency, openness, customer focus, quality

and innovation, after all, are our corporate values.

There is no doubt that 2009 was a significant year for The Red Flag Group. Having built a strong revenue-generating business in

2008, this year was all about acquiring and developing people and expanding our technology products. We expanded our talent pool,

increased our bench strength, and removed single points of failure from the group. While other companies were cutting headcount

and reducing spend, we invested in our existing people and made new hires, with our numbers doubling in 2009. We ended the year

with a team of highly dedicated and skilled leaders and managers that are positioning the company for continued growth in 2010

and beyond.

Our suite of products and solutions developed considerably in 2009.

Our advisory team worked on several significant projects involving the development of complete compliance programmes for

companies, improvement of US Foreign Corrupt Practices Act (FCPA) and anti-corruption practices and procedures, through to

advising some of the world’s largest private equity firms in acquisitions in emerging markets. Our team helped global companies in

rolling out third-party compliance programmes where our mix of advisory work, due diligence and the ComplianceDesktop®

Technology Platform added significant value to developing the channel programmes of clients, and reducing their operational and

compliance risks.

Our ComplianceDesktop® Technology Platform went from its first application in 2008, (Policy Portal), to over twelve applications

launched or under development in 2009. Our Policy Portal, Questionnaire Tool, Due Diligence Manager, Conflicts Tool, Certifications

Tool, Gifts Tool and Travel Tool have all been successfully launched in client sites.

Our due diligence team went from strength to strength. In 2009, the firm did enhanced “on- the- ground” integrity analysis in over

95 countries. The team developed their skills, enhanced the quality of our products, shortened client delivery times, and managed to

deliver volumes almost ten-fold on 2008.

There is no doubt that the firm in 2009 did extremely well, achieving revenue growth of over 30 percent in a recession-led market.

In doing so, we doubled our client base, our headcount, and our office space. We also released over ten new products, and built the

two essential elements of any successful business – the leadership team and process infrastructure.

Of course, without our dedicated staff, our partner firms, our suppliers and vendors, and especially our clients, we would never be in

this position.

To all our clients, thank you for your support. We value our relationships and will always strive to be a thought leader to your

business adding significant value along the way. When we miss the mark, know that you have a direct line to all our leadership team

and myself to address any concerns. May each of you have a great 2010-2011 and we look forward to working with you.

Best,

Scott Lane

CEO

The Red Flag Group Annual Report 2009

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Our DifferenceOur firm is different from mainstream consulting, law, or security and risk firms.

Integrated Solutions

We offer a rich, integrated set of compliance-related solutions. We provide our clients with a range of solutions that meet their

needs, rather than require clients to build it themselves. We appreciate that much of the challenges of managing compliance

infrastructure is time. As a result, our focus is to provide pre-built, pre-tested solutions that reduce the delivery risks of our clients.

Experienced People

Our professionals concentrate on solving complex governance and compliance problems and executing specialised risk

management strategies. We strive to maintain and enhance our base of highly talented professionals, and pride ourselves on

being able to offer clients more senior-level attention than may be available from many of our competitors. Most of our senior

management team has worked as in-house counsel or as chief compliance officers in major international companies. Their

background and experience means that we have actually practiced what we preach, and we learned the hard way how to

implement compliance programmes. Our experience is practical and real – not theoretical. This experience, combined with the

accumulated experience of our consultants, means that you get real experience from real practitioners, not first-year or mid-level

consultants who need constant guidance and direction.

Speed

We pride ourselves that we move fast. We have a flat management structure that allows us to make decisions fast, act quickly and get

solutions implemented quickly for our clients. We recognise that having this structure gives enormous value to our clients who often have very

limited “headspace” to deal with issues as they arise.

Independence

We are an independent firm, free of many of the conflicts that can arise at larger consulting institutions as a result of their varied audit, inves-

tigation, research and other divisions.

Reputation

Our firm has established its brand in a matter of years. We are focused on providing world-class professional advice in complex strategic and

governance and compliance assignments, utilising both our global capabilities and deeply-rooted, local know-how.

Focus

We are focused on three primary businesses - governance and compliance advisory, due diligence, and technology - rather than on a broad

range of advisory services. We believe this focus has helped us attract clients and recruit professionals who want to work in a firm where these

activities are the central focus.

Global Presence with Local Relationships

We believe that linking our talented indigenous professionals, deep local roots and industry expertise across offices enables us to be a global

firm while maintaining a local identity. This approach enables us to build close, local relationships with our clients and to develop insight into

both local and international commercial, economic and political issues affecting their businesses. We do not regard any single jurisdiction as

our home country.

Balance

Our governance and compliance advisory business includes both our due diligence practice, and our investigatory/remediation practice, which

historically have been countercyclical to each other, thus helping to stabilise our revenue stream. Our technology business helps provide

further stability, principally because we generate significant recurring client business from year to year.

Strong Culture

We believe that our people are united by a desire to be a part of an independent firm in which their activities are at the core, and by a

commitment to excellence and integrity in their activities. In our opinion, the strength of our many long-term client relationships is a

testament to our distinctive culture and approach to providing thought leadership advice to our clients.


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“We pride ourselves that we move fast“ - Speed

“We offer a rich, integrated set of compliance-related solutions“ - Integrated Solutions

An Interview with Our Executive Leadership Coach

How did you get involved with The Red Flag Group?

I met Scott early on and we had a relaxed dinner where Scott explained his concept and vision to met unfulfilled needs. He captured

my attention with his commitment, ability to listen and willingness to dialogue. A rare combination which answered a criterion for

potential clients, “Is the person both coachable and committed to long term growth?”

Do you get involved with new hires?

Yes. The leadership team believes that if you focus on people first then the results will follow. That said, how do you select the best

people? This may sound harsh but I think we hire people for what they know and fire them for who they are. The team focuses mainly

on the person’s knowledge and skills. I focus on their emotional intelligence, such as willingness to learn how to deal with conflict. I

use three self assessment instruments and questions such as, “Describe your most difficult work-related interpersonal situation” “What

made it so difficult?” “How did you resolve the situation?” “What did you learn?”

After I’ve finished the interview I share my impressions with Scott. I also review the results of their self assessments. Candidates are of-

ten pleasantly surprised to get such honest feedback so quickly. In addition, I tell them Scott has given me permission to review his self

assessments and compare with theirs to point out potential disconnects as well as how they add value. I also make them aware that I

know Scott well and that they can ask any question that comes to mind.

The process of openness sets the tone and models what they can expect should they join the company. Candidates express their ap-

preciation for the feedback and insights into Scott and the company’s culture.

What do you enjoy about working with The Red Flag Group leadership team?

I like commitment and expect to see results. My twice a month one-on-one coaching calls give me insights as I hear how they handle

challenges, barriers and frustrations.

Here are two examples of what coaching sessions reinforce and what I hear being implemented.

A. They have done a mind shift and now know their job is to stop an employee venting about another employee. Instead they coach

them to deal directly with that person. Direct conversations create trust, whereas triangulation and back channeling create distrust

and spread a cancer within any organisation.

B. This sounds easy but only through repetition is this skill developed. They know that if they keep silent when someone frustrates

them that productivity will drop. By being silent they are the problem, not the other person. The other person can’t read minds.

The key is to learn to tell others how their behaviors are frustrating, in a way that can be heard. You do this by telling them how

their behavior is impacting you. This breaks down barriers and saves time.

An interview with our executive leadership coach, Kent Porter.

“It might sound unusual for a small private company to invest in an

executive leadership coach. However, we had an executive coach

before we had our first employee. Our leadership coach, Kent Porter,

has worked with the firm literally before the company was started,

guiding us through the early years and the intellectual and emotional

challenges of running a small business. Kent now works with me and

various members of the leadership team to provide executive level

coaching and guidance on leadership and management. Kent is,

without doubt, our secret weapon.”

Scott Lane


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What would you say are the key benefits to customers of having this focus on leadership?

The Red Flag Group’s culture builds trust and creates a safe environment for the team to give each other continuous feedback which breaks

down silos and foster cross function collaboration. The on going feedback creates a quality control loop, speeds delivery and fosters cus-

tomer satisfaction.

This all sounds very detailed and “big company” … is it all necessary?

Smart leaders invest in people regardless where they are on the growth curve. They have learned there is a direct correlation between people

growth and business growth.

Kent Porter is the Chairman of Porter Leadership, a firm that provides executive leadership coaching to CEO level executives globally.

Third Parties

Our firm continued to see a focus on anti-corruption

and anti-bribery efforts in 2009 – with an ever increasing

number of clients developing and implementing corporate

compliance programmes around FCPA and local

anti-corruption laws. At the same time, we are seeing

increased interest in relation to corporate governance

issues particularly in emerging and growth markets.

Business areas are also being assessed in the context of

business and operational risk and clients are pushing for

advisory services and solutions to be provided in a way that

is practical, thoughtful and business relevant.

Clients are strengthening and expanding their third-party

compliance programmes. There has been a definite trend

towards stronger, more comprehensive and effective third-party

compliance programmes. Clients are looking at new ways to push

these programmes out (e.g., using technology) as well as better

ways to reach different types of third parties who may represent

very different risks. Whereas there was reluctance previously to

push compliance outside an organisation and the focus was

internal, third-party programmes are now a normal practice in

many industries and are seen as critical to the success of an

organisation’s compliance programme. This has meant our

advisory practice has been involved in creating solutions around

third-party compliance closely with in collaboration with our

due diligence and technology practices. The ability to be able to

work together and collaborate across those practice areas has

translated into better results and more effective solutions for our

clients, both from a cost and time perspective.


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InternationalisationMore clients outside the US and UK are developing corporate

compliance programmes. We have completed an increased

number of projects for non-US or UK clients in different

industries. Whilst the motivators for this trend varies, it has

created a need for us to be able to develop programmes and

policies that take into account international best practice and

requirements but, at the same time, are designed to be locally

relevant, reasonable and acceptable. This has resulted in the

innovation in compliance programmes and products that are

becoming more flexible for global and regional operations, more

focused on real business and operational risks, and more likely to

be successful in implementation. It also means that we are now

particularly attuned to what will work in a variety of different

client organisations and cultures – be they global, multi-national

and regional corporations – across various industries.

Technology EnablementCorporate governance and compliance programmes are

increasingly supported by a single “one stop” software platform

and infrastructure. This is being seen as essential to ensure

consistency, provide global access and effectively deliver the

programme as well as on-going training and communication.

We are seeing clients integrating older and dispersed technology

and paper systems into new easy to access single compliance

infrastructure. Again, collaboration between the advisory and

technology practices has enabled us to offer innovative advisory

and technological solutions to our clients whilst at the same time

ensuring our technology solutions are constantly being reviewed

and attuned to the needs of clients. This ensures a great result for

our existing clients and also potential new clients.

Integrated TrainingGovernance and compliance training is changing from a flat

single-focus approach to a multi-tiered and faceted

methodology. Clients are no longer relying simply on a suite of

e-learning courses or traditional face-to-face training sessions that

centre on legal and theoretical principles. They are working with

our advisory practice to look at different ways to offer training as

an integral part of compliance programmes – whether through

just-in-time training linked to a policy, or increased

communication tools and resources distributed via technology

solutions. They are also increasingly pursuing interactive sessions

to discuss key compliance examples and dilemmas, brainstorm

and resolve concerns, as well as share challenges and experience.

Business EngagementClients are holding facilitated meetings and workshops to more

effectively develop and implement their corporate governance and

compliance programmes. Rather than developing and

implementing policies, procedures and training in a siloed

environment without input from other areas of the business,

more clients are seeking support from us to ensure that they are

involving all areas of the business in the governance and

compliance development and implementation process. They are

taking the time up-front to look at what can be done, how it

should best be done and what solutions will work best – through

interactive, multifunctional brainstorming sessions at facilitated

meetings and workshops. This has resulted in our clients seeing

increased buy-in at all levels throughout their organisations, more

risk-focused and practical solutions, and a true understanding of

what is needed and will work.

Innovations in 2009

Due Diligence Report

Perhaps it may come as a surprise that during the fragile economic recovery that has taken place around the world in 2009

businesses around the world have had found a growing awareness of the dangers of fraud, and have increased their demand

to conduct ever-more thorough due diligence of their business partners, be it customers, suppliers, channels, subcontractors or

agents. This has not been something that is limited to the financial services sector, which was hardest hit by the subprime crisis in

2008. Our experience has shown this awareness has been across all business industries, from hotels and property management,

through to retail, mining and education.

One factor that has undoubtedly driven this increase in awareness has been the continuing pressure put on companies by

anti-fraud enforcement authorities around the world. Take, for example, FCPA enforcement in the US. In 2009, the US

Department of Justice and Securities and Exchange Commission brought enforcement actions against 11 organisations,

resulting in fines and penalties of US$641 million. This was comparable to 2008, where 11 organisations were also brought

under the spotlight and settled for a total of US$890 million.

We are also seeing an increased demand for holistic third-party integration processes rather than simple due diligences. Clients

want the a map of the whole process on the way they are supposed to deal with third parties, rather just a bunch of due diligence

reports on a hard drive. They want risk-based, auditable, defensible, programmatic due diligence. They also want easy oversight

over their global third-party due diligence process. They want a plan which identifies all their vendors, ranks them by risk, and

which will deliver different due diligences depending on how risky they are, and in the order of their riskiness.

In line with market expectations, we have continued to develop our due diligence products. Innovations we have introduced

include special screening for state-owned enterprises, and politically exposed persons. Many of our clients were also very

concerned whether their customers could be defined as a foreign government official, and therefore the provision of gifts and

entertainment could be construed as bribery under FCPA. To address their concerns, we are developing new products which will

help our clients make that decision.

On the advisory element of due diligence, we are also increasingly guiding our clients through the global process of structuring

their due diligence programmes to meet their business type, risk profile, and budget. What we have been able to do is to take

into account the individual client’s due diligence scope, time frame, as well as risk and costs, and provide them with software to

manage the entire process. Finally, we are also supplementing our off-the-shelf due diligence products with more custom options.

We are also seeking to strengthen the overall stable of our due diligence products as a whole.

In 2010, one of our main goals is to continue to integrate our due diligence products and services with our flagship Technology

Platform, ComplianceDesktop®. We will also seek to continue to develop our holistic approach to due diligence and to highlight

due diligence as a business advantage as well as part of a company’s overall compliance solution. We will partner closely with

legal, compliance, and business divisions of client firms to deliver an end-to-end due diligence solution that meets their specific

needs and can seamlessly integrate due diligence with all other elements of a defensible third-party compliance programme.

These include conflicts of interest, compliance communication, compliance training, certifications, and access to policies and

codes of conduct.


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Martin Jungclaus, Director of Due Diligence for The Red Flag Group is based in Hong Kong and advises multi-national companies on

effective FCPA due diligence. He guides them through the process of ensuring they have defensible global due diligence programmes.

Technology Report


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Andrew Henderson is the Vice President of Corporate Development for The Red Flag Group and acts as the firm’s Chief Technology Officer.

All around the world in every industry, businesses have turned to technology to drive increases in productivity in the unending

pursuit for higher profits. This is true for compliance as it is in other business functions. In 2009, we saw in the marketplace

greater interest to use technology to support basic compliance activities. Leveraging on the economies of scale that technology

investments bring, businesses are expanding the scope of compliance programmes from their home markets to remote regions

in which they are operate. They are also using it to manage huge volumes of compliance activity that would not have been

possible with paper-based or simpler technologies such as email.

Companies understand that the information being generated by these compliance programmes need to be centralised and

shared with other applications in different departments across its entire information technology infrastructure. Compliance

technology products need to be able to work with other applications, from finance and sales, to travel and expenses and

internal security.

To this end, we have sought to continually improve our technology products, as well as develop new applications which satisfy

our clients’ needs. In 2009, they included enhancements to our due diligence product line, as well the launch of partner

on-boarding, and gifts, travel, and entertainment tracking products.

Finally, we have sought to complement our technology products with our advisory services. We use information gathered by

our compliance applications to aid our advisory team in the development and implementation of best-practice compliance

programmes. We also use the actual applications themselves to streamline at the advisory process, by recommending the use

of the appropriate technology solution in the design of clients’ comprehensive compliance solutions.

For 2010, we will seek to continue to develop new compliance applications which meet the business needs of our growing

portfolio of customers, as well as support our firm’s advisory services. We will engage with our partners and clients to better

understand their businesses in order to find out where we can best refocus our application development efforts.

There are currently a large number of new applications which are under development, and which are expected to come online

in 2010. We expect 2010 will be the year when our flagship product, ComplianceDesktop®, achieves critical mass and shows

its strength as a combination of tools, rather than a single enterprise governance, risk and compliance solution.

ComplianceDesktop® Dashboard Reports Snapshot

Case study:With the recession spreading across the globe, businesses became increasingly aware of the need to conduct proper and in-depth due

diligence on business relationships. In this space,The Red Flag Group was selected by Hitachi Data Systems, a wholly owned subsidiary

of the Japanese electronics giant Hitachi, as its preferred supplier of reseller and distributor due diligence and advisory services across the

globe. Hitachi Data Systems also appointed The Red Flag Group as its provider of technology solutions to manage compliance across the

company.

The Red Flag Group was appointed to conduct Hitachi Data Systems’ channel due diligence, as well as to improve the company’s channel

partners and ensure that they meet stringent compliance requirements. We were chosen on our strength on providing FCPA due diligence

consistently in the over 140 countries in which Hitachi Data Systems does business. We were also chosen because of our successful

ComplianceDesktop® Technology Platform, which enables the efficient and effective management of due diligence requests and

approvals, as well as our on-the-ground experience in both industrialised and developing nations around the world – with our offices in

the US, Hong Kong, Sydney, Singapore, London, and Dubai.

The global compliance system project was rolled-out over a period of 12 months, and focused on adding value to the channel business

through selecting and developing resellers that meet and exceed Hitachi Data Systems’ basic business and compliance requirements.


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“As Hitachi Data Systems increases its

international presence and its development

of its channel business, it was important that

we align with a company with a strong

international reach and a reputable due

diligence product.”

David Karas Senior Director of Compliance Hitachi Data Systems

Hitachi Data Systems

Case study:

Underscoring the success of The Red Flag Group’s technology solutions, ComplianceDesktop® was selected in 2009 by global information

technology and networking products maker Juniper Networks to drive the automation of the company’s gifts and benefits policy across its

offices in Asia.

Our flagship technology platform was chosen on the strength of its versatility and powerful features. ComplianceDesktop® consisted of a

set of compliance-centric applications designed to help companies manage their legal and compliance functions cheaply and efficiently.

Juniper’s solution consisted of three modules of the anti-corruption compliance suite, including the Gift and Benefits, Entertainment,

and Travel Management tools. The solution was initially implemented across Juniper Networks’ offices in Asia, including China, Australia,

India, Korea, Taiwan, and Hong Kong. It will eventually be extended to the company’s 3,000 employees across the globe.

The solution, which requires no new installation of hardware or software, automates a company’s gift and entertainment policy, and

manages the giving or receiving of gifts, the payment of third-party travel, and for entertainment. It allows employees instantaneous

access to advice on whether particular gifts or entertainment can be provided to prospective customers, anytime and anywhere. Using

the tool, employees can access the tool 24/7 using a computer web-browser or a web-enabled mobile phone. By answering simple

questions, the tool calculates whether a certain gift can be given according to the company’s internal policies, as well as any additional

rules or procedures that must be followed.

The user-friendly tool also allows for automatic approval of gifts and expense items which meet pre-set criteria, thereby freeing up a

company’s compliance personnel to deal with more strategic matters. Details of gifts that are given out and received can be recorded,

including company affiliation, department, and contact information. Finally, powerful reporting features generate tailored reports on gift

amounts, country details, or employees’activities.


Page 15

“We chose their solution because of

its ease of use, the firm’s willingness

to customise the tool to meet our

objectives, as well as their proactive, positive,

and professional attitude in helping us

implement a solution that worked for us.”

Juniper Networks

Scott Weber Director for Legal Affairs & Assistant General Counsel Juniper Networks

Meet Our People

Alison Hill

Before The Red Flag Group, you worked for a long time in an in-house legal role. You must have seen a

lot of changes in how compliance is viewed by multinationals?

Having worked across a variety of industries (insurance, IT and coffee) over the past ten years, it has been

interesting to see how the role of compliance has changed. However, it has been even more interesting to see the

way that different people approach the role and respond to those changes. The ability to focus on risk, practical

solutions and to listen to the challenges that businesses face is critical. Although I am a lawyer, the key to

successfully developing, implementing and adapting an in-house governance and compliance programme is to

partner with the business, and to help them balance their risks. We rarely talk about the actual law.

You were one of the co-founders of The Red Flag Group. What are your thoughts on how the business

has grown?

It just amazes me how far the company has come since we first started. We are incredibly lucky to have such a

great team of people who have worked hard to build a company that has so much potential and is providing

innovative solutions and services to our clients. We are also privileged to have a loyal client base who continues to

support us and provide us the opportunity to do what we do best – thought leadership in corporate governance

and compliance.

The advisory business can be complicated, what with dealing with so many personalities, what kind of

challenges do you face on a daily basis?

If only it were just personalities. In providing advisory solutions and services, we are constantly taking into account

differences between industries, company cultures, and countries. We also balance expectations between

corporate, regional and local offices, as well as different legal and compliance requirements. The key is having done

it before. Having worked in-house (across different industries) provides great experience not only in balancing the

personalities but also managing all of those other things. To be able to draw on and apply that past experience is

really helpful, although ultimately it is about finding the best approach for the client and the business.


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Alison Hill, Vice President of The Red Flag Group, is a lead advisor to multi-national companies on compliance and is based in the firm’s Sydney office.

“In providing advisory solutions and services, we are constantly taking into account differences between industries, company cultures, and countries.”


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Meet Our People

Randa Almomani

What is your role in The Red Flag Group?

My role is to manage business in the region and support localised business expansion and growth. This includes

analysing markets, identifying and communicating unique localised product needs, as well as establishing

connections and maintaining relationships with the clients. It is an exciting time to work on providing

cutting-edge products to suit today’s business continuity needs.

How do you see the Middle East rebounding from the global financial slow down?

The general outlook for regional rebound is optimistic especially with new innovative strategies being imple-

mented that promise excellent growth prospects for the region. The region is starting to become responsive to

global rebound demands. Current initiatives are focused towards retaining the region’s future economic viability.

A key element that would decide the future of the region is business strategy. That is why the region is focused

on marketing itself as remaining a comfortable and secure environment for investment despite the downturn. To

this end, we are seeing an increase of regulations designed to help business weather the economic storm.

How do The Red Flag Group products compare with others in the market?

Our products take global standards and expertise, and they package it into a service that suits local needs. The

products enjoy a degree of flexibility that enables it to meet the demands of developing markets as well as

companies with highly specialised vertical supply chains. Our focus has been, and, always will be to provide

leading solutions to our clients that are practical, globally applicable and locally relevant.

Randa Almomani, is the Director of Business Development and Head of the Middle East for The Red Flag Group. She is based in Dubai.

“We are seeing an increase of regulation designed to help business weather the economic storm.”


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Meet Our People

Achilles Poon

How long have you worked at The Red Flag Group, and what do you enjoy most about working here?

Having joined The Red Flag Group IT team eight months ago, one of the things that I enjoy the most is the team

spirit that comes with working in such an organisation. We work together and play together. The company periodically

organises informal events and gatherings where we can socialise. This provides opportunities for us to better understand

each other’s roles, and to work collaboratively and think of how to get things done better within the company.

Your role in the development team means you work closely on ComplianceDesktop®. From a user’s

perspective, do you think it is easy to use?

If nothing else, our company’s star technology platform, ComplianceDesktop® Technology Platform, is a collaborative

work, one which we spent countless hours each week looking at its functions to order to improve its ease of use from

a user’s perspective. I think, with what we have learned so far, we will continue to develop it to make it a more versatile

tool for compliance professionals. This includes finding ways to improve the transformation of raw data into useful

management decision-making information, improving the level of flexibility and customisation on contents and

workflows, and improving integration among the different applications within the platform.

What do you think of the quick growth The Red Flag Group has seen in the past year?

I think that investing in cutting-edge technological products such as ComplianceDesktop® has enabled us to

differentiate ourselves from the rest of the market. Moreover, by making incremental improvements to our

technology products in a systemic way, we are making sure that customers are getting the best possible solution

that suits their needs.

Achilles Poon is a Programmer with The Red Flag Group’s Technology Group. His role has been to develop and build applications for

the ComplianceDesktop® Technology Platform.

“I think that investing in cutting-edge technology products like ComplianceDesktop® has enabled us to differentiate ourselves from the rest of the market.”

Focus in 2010


Page 20

Transparency We believe:

Our clients should know our focus, our plans for growth and our

corporate direction

Our shareholders, directors, and leadership team should be listed in our

external corporate directory

Bios of our senior staff should be made available and accessible on our

website that clients should have access to information on our business

at all times

People We will continue to develop our leadership team and global support,

further develop and train our advisory team, and expand our due

diligence coverage into more African countries and deeper within

Latin America.

Process We will seek ISO9001 and ISO27001 certification, as well as Six Sigma

Process Development and Measurement certification for due diligence

production and development. We will expand our project management

competencies, and support across all product lines 24/7.

Products We will expand the ComplianceDesktop® Technology Platform with

new applications in the governance space to help manage boards

and corporate governance. We plan to launch over six new applications

directly designed to manage compliance with FCPA and other

anti-corruption legislation.

Offices We will launch our new office in São Paulo, Brazil in the first half of 2010

to manage our Latin American operation. There will also be the launch

of a new office in New Delhi, India, as well as expanded coverage on the

east coast in the USA.

USA / AmericasSan Francisco

228 Hamilton Avenue, 3rd floor, Palo Alto,

San Francisco, California, USA

Telephone: +1 213 365 0155

Email: [email protected]

USA / AmericasSeattle

1100 Dexter Avenue North, 1st and 2nd

floors, Seattle, Washington, USA

Telephone: +1 206 369 6880


Europe / AfricaLondon

Level 3, 5 Maidstone Mews,

72-76 Borough High Street, London, UK

Telephone: +44 207 193 0218


Middle East / GulfDubai

205, Wing A, Dubai Silicon Oasis, Dubai,

United Arab Emirates

Telephone: +971 5 6651 1006


North AsiaHong Kong

2204-06, Bonham Trade Centre,

50 Bonham Strand, Sheung Wan,

Hong Kong, China

Telephone: +852 3185 0700


South AsiaSingapore

No.14 Robinson Road #13-00, Far East Finance

Building, Singapore

Telephone: +852 9665 4881


OceaniaSydney

Level 12, 1 Pacific Highway, North Sydney,

NSW, Australia

Telephone: +61 40 197 4782


The Red Flag Group | [email protected] | www.redflaggroup.com

| HONG KONG

| SINGAPORE

| DUBAI

| LONDON

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

[email protected]

| SAN FRANCISCO

| SYDNEY

| SEATTLE

| BOSTON

USA / AmericasBoston

470 Atlantic Avenue, 4th floor, Boston,

Massachusetts 02210, USA

Telephone: +1 617 322 1381


USA / Americas USA / Americas

Europe / AfricaLondon

Level 3, 5 Maidstone Mews,

72-76 Borough High Street, London, UK

Telephone: +44 207 193 0218


Middle East / Gulf North Asia South Asia

OceaniaSydney

Level 12, 1 Pacific Highway, North Sydney,

NSW, Australia

Telephone: +61 40 197 4782


Dubai

205, Wing A, Dubai Silicon Oasis, Dubai,

United Arab Emirates

Telephone: +971 5 6651 1006


Singapore

No.14 Robinson Road #13-00, Far East Finance

Building, Singapore

Telephone: +852 9665 4881


USA / AmericasBoston

470 Atlantic Avenue, 4th floor, Boston,

Massachusetts 02210, USA

Telephone: +1 617 322 1381


San Francisco

228 Hamilton Avenue, 3rd floor, Palo Alto,

San Francisco, California, USA

Telephone: +1 213 365 0155


Seattle

1100 Dexter Avenue North, 1st and 2nd

floors, Seattle, Washington, USA

Telephone: +1 206 369 6880
