The document provides information about the Chord Group, a global leader in developing special economic zones. It discusses what special economic zones are and why governments create them. It outlines the key characteristics of successful zones, including government support, infrastructure, streamlined procedures, and planning for the future. The Chord Group offers strategic and operational solutions to help clients establish and manage special economic zones that attract investment, create jobs, and integrate regional economies globally.

1. CHINA
ASIA PACIFIC
EUROPE
AFRICA
UNITED STATES
CARIBBEAN
The Global Leader in Special Economic Zones
BUILDING NEW WORLDS

3. SPECIAL ECONOMIC ZONES DEFINED
Building Fourndations for Economic Growth and Opportunity

4. THE ISLAMIC REPUBLIC OF AFGHANISTAN & THE CHORD GROUP
INTRODUCTION
make the Chord Group one the world's
leading experts in special economic zones
EARL NIGHTINGALE
“You can measure the opportunity with the
same yardstick that measures the risk involved.
They go together.”
Over the last two decades, the Chord Group has helped
governments around the world attract foreign direct
investment, stimulate economic growth, and create
knowledge based jobs by developing, marketing and
managing “best-of-breed” special economic zones (SEZ).
We help nations build wealth through a full range of
strategic, operational and technological solutions. Our
proven model for OECD and WTO complaint zone
development and deployment has always achieved
positive and sustainable commercial results for our
clients. We work within the worldwide knowledge
economy, operating as “Innovators and Accelerators,”
focused on creating zones that promote free trade flow,
based around mutually dependent and complementary
industry clusters.
Our long-standing relationships with relevant
government entities and leading service providers
allow the Chord Group to expedite projects. We
keep abreast of international best practices and
adapt them to local market conditions. We establish
the policies, investment structure, legal framework,
strategic development, sales and marketing
strategies, operational management, and ongoing
strategic road map to deliver and operate successful
zones.
500
Talented and
Experienced Professionals22 Offices
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Chord's Current Project: Conversion of military bases into Special Economic Zones
Strategic implementation meeting with President Ghani of Afghanistan, November 2015

5. A special economic zone (SEZ) is generally defined as:
“a designated geographical area where
unrestricted activities of industry,
commerce, trade and construction take
place, and where the unrestricted flow
of goods and services is permitted
to the rest of the world.”
An export processing zone (EPZ) is defined
as an area in which foreign firms, benefiting
from special incentives and privileges produce
goods for export. They are often industrial estates
offering customs privileges and financial incentives
to attract foreign investment in export-oriented
manufacturing enterprises.
A free port is SEZ specifically linked to a seaport
or airport. Free ports were created to ease
governmental restrictions so that goods can flow
freely. free ports allow the import and export of goods
free of duty and sometimes taxes, and provide
enterprises with financial, tax, investment, and
regulatory incentives. banking, trade barriers, and
employment rules are relaxed within the boundaries
of a free port. Some free ports have recently
added multi-modal cargo transfer to land
transportation systems as a new service option.
Usually, SEZs are territorial enclaves which are
outside a country’s customs zone. In the past 30
years the terminology used to describe what has
traditionally been called a “SEZ” has evolved
significantly. Some of the more important types of
SEZs include the, free zone, free trade zone, the
free port and the export processing zone.
A free trade zone (FTZ) is a defined geographic
area where the unrestricted flow of trade is
permitted. The area can be anywhere within a
country. Items that are imported and then exported
within the free trade zone are free from customs
duties. Typical activities in this zone include
transshipment of goods, storage of goods in
warehouses, packaging of bulk items into smaller or
individual packages, inspection of components, and
regional cargo distribution centers.
WHAT IS A
SPECIAL ECONOMIC ZONE?
In 1989, there were over 200 export processing zones in
operation worldwide, according to the International Labor
Office. By 2006, there were 3,500 which employed more
than 66 million people. Although there are successful
examples of export processing zones on most continents,
EPZs have proven to be most successful in the newly
industrialized countries of Asia.
• Foreign ownership of firms operating within the zone.
• Duty free or reduced duty import of capital equipment.
• Duty free or reduced duty import of raw materials.
• Duty free or reduced duty export of goods processed-
within the SEZ to areas outside the customs zone.
• Free flow of currency.
• Full repatriation of profits.
• Fixed-term income tax holiday of company profits
within the free zone.
Typical SEZ incentives are:
WHY CREATE
A SPECIAL ECONOMIC ZONE?
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The SEZ integrates the region with the global economy by
creating goods for export, attracting foreign currency, and
providing opportunities for companies outside the zone to
trade with international firms.
An SEZ acts to stimulate growth, because the capital,
technology and resources introduced into the zone create
new job opportunities for local workers and business
opportunities for local companies to sell goods to
enterprises within the zone. Most often, the activity is
driven by foreign direct investment (FDI).
Free zones are developed to take advantage of a country’s
comparative advantage in natural resources, existing
infrastructure, or labor.
“The entire country must support the development
and operation of the SEZs. This support is usually
in the form of a strong legal framework for the
zone. Government agencies such as customs,
immigration, and finance must also be supportive.
Early integration of the SEZ into the government’s
programs will prevent problems in all
stages of development.”
There are two goals behind the development of an SEZ:
• Generate economic growth.
• Integrate the regional economy with the global
economy.

6. • Government support.
• Adequate infrastructure.
• Streamlined procedures.
• Maximized use of natural resources.
• Plan for the future.
SPECIAL ECONOMIC ZONES
DEFINED
SEZs are developed around existing infrastructure to reduce
the amount of investment required, to support the facilities
already in place, and to promote continuing infrastructure
development. SEZs of all types are tools used by
governments to create areas of concentrated commercial,
trade, or industrial activity.
SEZs rely on access to transportation to make them viable.
Indeed, it was an airport that caused the development of the
first EPZ. For most zones, access to one or more modes
of transport is critical for the successful
development of the free zone.
Finally, a Special Economic Zone can serve as a region
where a country with an economy in transition can liberalize
the economy without having to make dramatic changes in
laws and tradition throughout the rest of the country.
WHAT MAKES
A GOOD SEZ?
Most SEZs are unique because their geographic areas are
unique. Therefore, what works in one location may not work
in another. However, there are SEZ characteristics that stand
out above all the rest in determining the success of a SEZ.
Key characteristics of a successful free zone are:
The entire country must support the development and
operation of the SEZs. This support is usually in the form of
a strong legal framework for the zone. Government agencies
such as customs, immigration, and finance must also be
supportive. Early integration of the SEZ into the government’s
programs, will prevent problems in all stages of development.
Every successful SEZ has emphasized the importance of
providing adequate infrastructure as a key to attracting
investment. Transportation, power, water, sewerage, and
telecommunications are all important
infrastructure requirements.
The most successful SEZs have streamlined customs
procedures for handling goods entering the zone. When
procedures are streamlined, investors are more readily
attracted to the area because they are confident their
goods will be handled without unnecessary delay. In
the logistics business, time is money.
Each SEZ analyzed was located in an area with vastly
different natural resources. In this context, natural
resources can include labor, land, location, minerals,
or hydrocarbons. Utilizing the resources of a given
area to the fullest extent possible is the key to the
success of an SEZ.
Planning for the future is necessary for the successful
growth of a free zone. Continuous updating of the SEZ
plan to anticipate the needs of long term development
is crucial. While detailed and comprehensive planning
on this scale take times and investment, it ensures that
the overall impact of the extensive infrastructure
improvements will be positive and have a long lasting
value to both the local population (work force)
and investors.
GOVERNMENT
SUPPORT
ADEQUATE
INFRASTRUCTURE
MAXIMIZED USE OF
NATURAL RESOURCES
STREAMLINED
PROCEDURES
PLAN FOR
THE FUTURE
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7. “The Chord Group works within the
worldwide knowledge economy, operating as
‘innovators and economic development accelerators’,
creating distinct and valuable business zones
that have financial and trading advantages
for the local economy, the zone operator,
and its participants. We are one of the
world’s leading special economic
zone consulting groups.”

9. EXPERIENCE. DEDICATION. TALENT.

10. WHO WE ARE
We have a 20-year history of successfully creating
some of the best special economic zones in the
world. Chord has a unique proprietary system
and implementation model that saves our partners
years of work and costs.
Our global team of industry-focused experts bring
25 years of operational, management, and executive
experience, offering valuable sector-specific insight
for our clients.
Our priority is to achieve measurable economic growth
and significant FDI in an accelerated time frame, and
maintain them for the long term. We are the only group
in the world that provides a fixed guarantee to cover
these critical goals.
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11. The group offers a full range of strategic, operational, and technological solutions to help our
clients, be they governments, capital markets clients, or the global array of corporate clients.
They respond to regulatory demands and changing environments to achieve positive commercial
results. There can be no “one size fits all” approach in today’s complex and fast changing
markets-we have the practical experience to help governments and organizations exploit the
opportunities that change brings. Our goal is to facilitate real competitive advantage.
VALUES
• Improvement
• Commitment
• Respect
• Environment
• Quality
• People
• Innovation.
MISSION
VISION
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To continually learn, grow, and improve our
knowledge and experience in special economic
zones, Chord will continue to play a fundamental
role in the overall economic development and
prosperity of individuals, corporate entities, and
developing nations around the globe.
To create a universally recognized, state-of-the-art
“technology oasis” by facilitating and promoting
knowledge-based industries and fostering research
and development within a fully integrated
business community.
Our organizational values represent Chord’s essence.
Every individual within the organization drives these
values with passion and persistence for our continued
success and growth as an organization and for its
individuals. Our values include:

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Government is encouraged to provide a range of incentives to support our SEZ programs and attract, develop,
and sustain economic growth and employment. These concessions and incentives include:
KEY CONCESSION
AND INCENTIVES
FULL BUSINESS
OWNERSHIP
TAX BENEFITS
DYNAMIC
COMMUNITY
BUSINESS
GROWTH
COMMUNITY
ROBUST LEGAL
AND REGULATORY
FRAMEWORKS
PROPERTY
SOLUTIONS
EFFICIENT SET-UP
PROCESSES
CHORD SEZ FEATURES PRACTICAL TENANT BENEFITS
100% foreign business ownership
Full capital repatriation
Own your own business, without the need for a local partner
Move your money freely around the world
0% personal and corporate tax
rate for 50 years guaranteed
Invest your resources where it matters the most
We fit our SEZs with the latest
technology, infrastructure and support
Be a part of our thriving community that supports all
types of businesses
Training sessions
Benefit from valuable insights through our Knowledge Series
program of monthly educational events and workshops
Connect with your peers and explore new business
opportunities at our networking events as part of our sector-
specific clubs
Through our international standards, our SEZ provides
businesses with a safe and secure environment in which
to operate. so you can trade with confidence
No matter what you need, we have the right solution for you.
As your business grows, you can choose to increase your
space, too
Networking events
Secure, regulated environment,
licensing a full range of business
activities
Variety of commercial and
residential properties for lease at
competitive rates
Streamlined issuing of all
documentation and licenses
Smooth and hassle-free procedures in person and online
through the SEZ Free Zone Member Portal, allowing you to
focus on developing your business.
KEY BENEFITS
FOR GOVERNMENT
BENEFIT
INDIRECT
BENEFITS
DIRECT
BENEFITS
YES
YES
YES
YES
YES
11. ENHANCING TRADE EFFICIENCY OF DOMESTIC FIRMS
YES
YES
YES
YES
YES
YES
10. EXPORT DIVERSIFICATION
9. DEMONSTRATION EFFECT
8. TECHNOLOGY TRANSFER
7. TESTING FIELD FOR WIDER ECONOMIC REFORM
6. SKILLS UPGRADING
5. EXPORT GROWTH
4. GOVERNMENT REVENUE
3. EMPLOYMENT GENERATION
2. FDI
1. FOREIGN EXCHANGE EARNINGS FDI

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KEY SUCCESS CRITERIA
REVENUE
AND
FINANCIAL
SERVICES
ESTABLISH
SEZ
MARKET
SEZ
ESTABLISH
A GLOBAL
BRAND
TAX
CONCESSIONS
GLOBAL
EFFICIENCY
‘JOB, SALES,
INCOME’
‘TOP 1% OF
ZONES’
‘GLOBALLY
COMPETITIVE’
‘GLOBAL
CONVERSION’
‘ROUTE TO
MARKET’
‘LOGISTICS’
Minimal touch
points
100% foreign
ownership
No currency
restrictions
Commercial
sales and
leasing
Licensing and
registration
Land
development
oppurtunities
Trade finance
Asset
management
Exchange
traded
products
Exchange
traded funds
0% personal
income tax
0% import
or re-export
duties
No restriction on
capital repatriation
No restriction
on foreign talent
or employees
Ability to mortgage
your premises to a
bank or financing
company
Service level with
government to agree
5 days company
establishment and
visas
0% corporate tax
for 50 years
(a concession that is
renewable)
Quality
Distribution
Value
Price
Promotion
Presence
Global reach
Seamless flow
Strategic
future fit
Market intel /
understanding
Revenue /
capital gain
Visibility through
systems and
processes
Network reach
Quality of
infrastructure
Consistent
service delivery
Efficiency and
competency
KEY REQUIREMENTS FOR CHORD SEZ
Onsite customs
BUILDING SUCCESSFUL ZONES

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1. Highly secured facilities.
2. Cutting-edge infrastructure.
3. Sound, new regulatory environment.
4. New and dedicated government-appointed
administrative authority focused on fast-track services.
5. Full zone management.
6. Competitive and business-focused governance.
7. Simplified business process compared to
traditional establishment process in-country.
8. Dedicated operational team and centralized
SEZ authority.
Chord always provides fovernment and relevant
stakeholders with a full economic impact analysis
(EIA). which provides an evaluation of the economic
impacts of each SEZ project, how it benefits
government, citizens, and the wider community.
• Proven protection of intellectual property.
• Dynamic international community.
• Opportunities for business interaction and networking.
• Opportunities for channel and market development.
ECONOMIC
IMPACT ANALYSIS
LINKAGE, EXTERNALITIES
• Existing local businesses will benefit from new
customers and new sales opportunities by
acting as suppliers and providing support
services to SEZ businesses and employees.
• Local contractors and labor will be employed
throughout each of the development phases of
the project.
• Tenants are limited to specific industries,
which offer the greatest impact on the greater
economy and unemployment rates. Also,
tenants will not trade within the host country,
and all business (unless granted specific
exceptions) will be carried out internationally
so as not to compete with local businesses.
BENEFITS FOR
LOCAL BUSINESSES
Each Chord SEZ is governed by a special
economic zone authority – a new, streamlined,
regulatory authority specifically established under
proposed special economic zone law. This
guarantees the efficiency of each SEZ while
providing a wealth of globally competitive
incentives designed to attract “future
proof” industries to the host country.
REGULATIONS
The Chord Group recommends that existing
infrastructure be set aside to provide temporary
accommodation for each SEZ. This will enable
the SEZ to secure immediate key wins by
attracting new companies within (usually) less
than three months. This dual use policy will also add
immediate government revenue.
INITIAL
PROJECT PHASE
The Chord Group traditionally builds approximately
1-5 million square feet for each special economic zone.
DEVELOPMENT
Our evidence-based, logical, and participatory
approach to successful zone launches is detailed in
our proprietary flow chart model. This is shown on
the next page. Chord divides each SEZ project into
practical stages that ensure clear gateway points,
enable client participation and feedback, and
establish a very clear rationale for the
project development.
Each SEZ will include office accommodation,
warehousing, and industrial units for businesses in
high-growth industries. The SEZs will also provide
tenants and their employees with a unique set of
concessions granted exclusively by government for
a period of up to 50 years.
Each SEZ will add to the existing transportation
fabric of the host country, as well as its infrastructure
assets, to develop a best of breed SEZ model
centered upon new knowledge-based industries.
IMPLEMENTATION
KEY ATTRIBUTES
OF A CHORD SEZ

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REGIONAL
DEVELOPMENT
FRAMEWORK
MASTERPLAN
& DETAILED
PLAN
TECHNICAL
STRATEGIES
PHASING &
DELIVERY
STRATEGIES
Structure
Capacity
Timing Requirements
Roles and Responsibilities
Economic Trends
Land and Real Estate
Special Economic Zone Plan
Current Projects
Industrial Growth
Economy Finance and
Investment
Private Sector Partners
Public Sector Partners
Community and Special
Interest Groups
Special Economic Zone Law
Prepare Underling Regulations
Issue Policy and Operating
Guidelines
Help to Form Special
Economic Zone
Road
Rail
Air
Dry Ports
Logistics
Planning
Financing
SEZ SCOPING
DATA GAP ANALYSIS
STUDY BRIEFS FOR INTEGRATED
RESEARCH WORKSTREAMS
INTEGRATED
ASSESSMENT
MODEL
IR DATA
ANALYSIS
ASEZ BASELINE
Refined Objective & Project Vision
Baseline
Analysis
REGIONAL DEVELOPMENT
FRAMEWORK
STRATEGIC
MASTERPLAN
OPTIONS
ASSESSMENT
CRITERIA
Vision & Strategic
Masterplan Options
FINALIZATION OF PREFERRED
SEZ MASTERPLAN OPTIONS
DETAIL DELIVERY STRATEGY
HIGH LEVEL COSTING AND STRATEGY FREEZE
APPROVAL OF ALL LAWS, REGS, AND
ASSOCIATED STRATEGIES
OPERATION, MANAGEMENT,
AND EXPANSION OF ASEZ
IT/Communications
Water Waste
Energy
Utility/Infrastructure
Socail Infrastructure
Skills Development
Education
Health
Topography and Hydrology
Geotechnical/Ground
Conditions
Resources
Climate
Heritage/Archeaology
Environment and Ecology
Planning Policy and
Regulation
Housing
Urban Transformation
Master Planning Concepts
Land use - Industrial,
Commercial, Mixed Use
Planning and Development
Transport and Logistics
Market and Economy
Regional Economic
Priorities
ASSETS & RESOURCES
Organization and Processes
Economy and Investment
Law and Regulation Draft
Potential Partnership
with others
Implementation
Approaches
Sustainability
Communication and
Consultation
Communication and Media
Consulation Processes and
Forums
Stakeholder Input and
Engagement
Governance
SEZ Economic Sectors
CHORD'S APPROACH

17. EXPERTISE

18. 1. Provide end-to-end
management of building and
infrastructure projects, from
concept to completion.
2. Manage of MEP
scope of works related to
building and infrastructure
development projects.
3. Liaise with consultants,
contractors, and regulatory
authorities throughout the
project development life cycle.
4. Oversee projects throughout
life cycle to improve project
management services and
ensure best quality standards.
1. Manage pre- and post-sales
and/or leases of SEZ and
fixed assets.
2. Ensure and maintain
sustainable relationships with
private investors and other
stakeholders.
3. Provide technical administration
of customer relationship
management (CRM) systems,
and control property and
property unit inventories to
support sales and leasing of
units.
1. Manage master plan
projects, from design brief to
final stage.
2. Operate and maintain of
Chord’s SEZ infrastructure
facilities and assets to ensure
the infrastructure is well
maintained.
3. Review and facilitate all
communications and work with
the appointed regulator.
(special economic zone authority)
4. Ensure all Chord SEZs are
within the top ten one percent
of all SEZs in the world.
PROJECT MANAGEMENT LAND MANAGEMENT ENGINEERING OPERATIONS
Design and
Construction
Leasing
SEZ Feasibility
Study
Master Planning
Legislation
Policy Operating
Framework
Project
Management
SEZ Zone
Software
Branding/Marketing
Commercial Fit
SEZ Support
Services
Property
Handover
SEZ Property
Management
Facility
Management
Institutional
Structures
SEZ
Development
WHAT WE DO
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19. CAPITAL PLANNING FRAMEWORK
The Chord Group understands the capital implications of their SEZ activities. The efficient use of capital is embedded
within our businesses.
The below diagram shows our framework for capital planning, which encompasses the issues that Chord will address.
LEVEL Core Elements of Capital Planning
Board and Senior
Management
Tactical Risk
Management
Analytical
Risk
Management
Activities
• Development of business plan
• Definition of overall economic capital target
• Setting of tolerance for risk
• Specification of required returns
• Allocation of risk appetite to business lines
• Definition of risk limits for business lines
TOP-DOWN RISK MANAGEMENT REPORTS
RISK AND CAPITAL MANAGEMENT BY BUSINESS LINES
Asset and
Liability
Management
Credit
Risk
Market
Risk
Liquidity
Risk
Operational
Risk
Other
Risks
• Risk aggregation
• Risk allocation
• Monitoring of overall risk in
comparison with capital
• Performance measurement
• Risk identification
• Risk measurement
• Individual risk monitoring
• Reporting
BOTTOM UP RISK MANAGEMENT
GUIDELINES
INTERNALCONTROLREVIEW
Another key step in implementing Chord’s risk
management strategy is to select the approach and
degree of complexity of the economic capital risk
management systems that would be appropriate to
the business needs and risk profiles of each chosen
site.
Important elements of our risk management strategy
include the specifications for the total economic
capital target and our investors appetite for risk. The
latter directly influences Chord’s external status,
because a higher risk appetite and, consequently, a
higher assumed total risk lead to a higher
probability of default.
After we prepare the business and implementation
strategy for each SEZ, the next set of deliverables
includes detailed risk management strategies, such as
specifications for which risks to assume, identify, and
measure. We also provide the know-how to monitor,
report, and manage these risks. These guidelines will
be communicated clearly to all stakeholders.
The figure on the right demonstrates Chord’s risk
management systems approaches and degrees of
Complexity.
Small to medium-
sized Capex with one
major business line
for a site
Medium-sized
Capex with
several business
lines
Large Capex for
nationally critical
sites for
conglomerates
INTERMEDIATE
APPROACH
Parametric
distribution
Proxies based
Simplistic
aggregation
Quick results
TOP-DOWN
APPROACH
Empirical approach
Benchmark based
Peer assessment of
economic capital
Quick results
Uncertainty
ECONOMICCAPITAL
GOOD
POOR
LOW HIGH
BOTTOM-UP
APPROACH
Full simulation
approach
Sophisticated
methodology
Time consuming
Data requirements
Model risk
• Specification of framework for risk assessment Implementation of
consistent incentive system
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20. EVALUATION OF CHORD’S PERFORMANCE
Adding value to a host country's economy by providing integrated business solutions,
to attract regional and international investors looking for a unique business platform,
through service excellence in a customer centric business environment, by dedicated,
competent and loyal people.
Creating the top 1% of global Special Economic Zones
OUR VISION
OUR MISSION
Financial Customer Customer Process Learning & Growth
Optimize cost to attain
financial efficieny
whilst sustaining value
Increase diversification
paths to inrease profits
and sustain liquidity
Capitalize on
strong standing & use
Chord’s brand by
attracting companies
from primary markets &
from explaring new
secondary markets
Promote the SEZ as a
new branding statement
Increase profitability
through regulatory
arbitrage
Build a motivated
compitent workforce
with passion to serve
the customers and
the community
Develop added-value
services to maximise
value for money for
tenants
Enhance quality
standards of
premises to provide
a unique life experience
for tenants
Promote a leadership
that is dedicated to
excellence
Build and manage a
customer relationship
based on involvement
transparency, & strong
two-way communication
Capitalize on excellence
culture to increase
efficiency & effectiveness
of operations
Persist in building and
managing explicit and
tact knowledge
Sustain a culture of
service excellence,
driven by high
standard and
governance
Capitalize on information
and communication
technology to enhance
service provision and
reduce risk
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23. PERFORMANCE...GUARANTEED

24. HOW CHORD IS
HELD ACCOUNTABLE
STRATEGIC GOALS, CRITICAL SUCCESS FACTORS AND
KEY PERFORMANCE INDICATORS
OPTIMIZE COST TO ATTAIN FINANCIAL EFFICIENCY WHILE SUSTAINING VALUE
Chord Department
% of key OPEX costs to revenue
STRATEGIC
GOAL #1
Critical Success Factor: Prioritisation and alignment of manpower initiatives
KPI # Key Performance Indicator
Chord DepartmentKPI # Key Performance Indicator
Chord DepartmentKPI # Key Performance Indicator
1.1
1.2
1.3
1.4
2.1
2.2
2.3
2.4
2.5
4.1
4.2
4.3
4.4
4.5
% of manpower cost to revenue
% optimization of operational costs of buildings per sq. ft.
% savings in major projects through value engineering
Interiors and Facility Management
Projects
Human Capital
Finance
3.1
3.2
3.3
INCREASE PROFITABILITY THROUGH EXISTING SOURCES
Critical Success Factor: Sustain the exisiting revenue
STRATEGIC
GOAL #2
STRATEGIC
GOAL #3
Chord DepartmentKPI # Key Performance Indicator
STRATEGIC
GOAL #4
Finance
Finance
Finance
Finance
Finance
Communication Sales
Marketing and Corporate
Tenant’s Employee Affairs Leasing
and Licensing
Administration, Compliance and
Procurement
Sales
% increase in net profit
Ensure optimal EBID is met
% revenue from new, innovative products
Number of new innovative products
% increase in revenue from existing
infrastructure
Minimum achieved rate of return on projects or
investments
% increase in profits from diversified investments
unrelated to the zone’s core business
% increase in profits from diversified investments related to
the zone’s core business
Critical Success Factor: Support of higher leadership committee on proposed diversifications
CAPITALIZE ON THE INFRASTRUCTURE ASSETS TO ATTRACT COMPANIES
FROM PRIMARY MARKETS AS WELL AS NEW MARKETS
INCREASE DIVERSIFICATION PATHS TO INCREASE PROFITS AND SUSTAIN
LIQUIDITY
Critical Success Factor: Study and identify target markets
Sales
Sales
Sales
Sales
Marketing and Corporate
Communication
Meet criteria for leads converted into sales
Meet criteria for companies from target markets
Meet criteria for sales leads from target markets
Meet criteria for newly registered companies
Number of new multinational companies
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25. HOW CORD IS
HELD ACCOUNTABLE
Chord DepartmentKPI # Key Performance Indicator
5.1
5.2
5.3
5.4
6.1
6.2
6.3
6.4
6.5
6.6
6.7
7.1
7.2
7.3
7.4
7.5
7.6
7.7
STRATEGIC
GOAL #5
Chord DepartmentKPI # Key Performance Indicator
Chord DepartmentKPI # Key Performance Indicator
STRATEGIC
GOAL #6
STRATEGIC
GOAL #7
8.1
8.2
8.3
Chord DepartmentKPI # Key Performance Indicator
STRATEGIC
GOAL #8
Marketing and Corporate
Communications
Human Capital
Human Capital
Marketing and Corporate
Communications
Enhance society’s perception of the SEZ globally
Meet indirect and induced minimum economic
benchmarks
% of host country nationals recruited by zone
for its companies
Member of CSR activities conducted
LAUNCH GLOBAL MARKETING AND RECRUITING INITIATIVES
Customer Relations
Customer Relations
Customer Relations
Customer Relations
Customer Relations
Customer Relations
Leasing and Licensing
Number of knowledge sessions for government, stakeholders,
and customers on services, procedures, and systems
Number of customer interaction events
% closure of issues raised from leadership visit to customers
Number of joint initiatives with customers
% implementation of key account manager initiative
% customer turnover rate
% space lost from total occupied area
Critical Success Factor: Enhance a customer-focused culture to increase customer base
Critical Success Factor: Maximize reach and influence
BUILD AND MANAGE A CUSTOMER RELATIONSHIP BASED ON INVOLVEMENT,
TRANSPARENCY, AND STRONG, TWO-WAY COMMUNICATION
SUSTAIN EXCELLENCE DRIVEN BY HIGH STANDARDS AND GOVERNANCE
Critical Success Factor: Comprehensive customer relationship management (CRM)
Customer Relations
Customer Relations
Customer Relations
Strategy and Excellence
Strategy and Excellence
Customer Relations
Customer Relations% implementation of a comprehensive CRM system
% increase in “upsell” score
% of services provided to tenants covered with internal OLA
within departments and external SLA with service providers
% of implementation for a dedicated call center
% of services completed within the set time frame
% of services with defined time for delivery – internally
% of customer satisfaction
DEVELOP ADDED-VALUE SERVICES TO MAXIMISE VALUE FOR MONEY FOR
TENANTS
Number of added-value services for customers
(internally or based on customer requests)
Administration, Compliance and
Procurement
Administration, Compliance and
Procurement
Administration, Compliance and
Procurement
Number of services developed, linked to our location
Number of enhancements to existing business facilities for
customers
Critical Success Factor: Understand the customers’ needs and expectations
www.chordgroup.com
22

27. OUR IMPLEMENTATION APPROACH:
PROVEN & TESTED FOR OPTIMAL OUTCOMES

28. www.chordgroup.com
25
CHORD'S PHASED DELIVERY
PHASE AND RESULT DELIVERABLES
• Prepare and present feasibility study to determine the socio-economic benefits
for government, all stakeholders, investors, developer, and tenants.
• Draft, negotiate and issue an MOU for the concessions and proposed
development with government.
• Devise, design, and present the SEZ master plan. The master plan will address
the overall design/build concept that includes urban design, landscaping,
infrastructure, service provision, circulation, present and future land use, and
built form. It will provide a structured approach and create a clear framework for
developing the SEZ. The sustainability strategies will recommend and integrate
ways to reduce negative impacts on the environment and on the health and
comfort of our tenants, thereby reducing the consumption of non-renewable
resources, minimizing waste and creating a healthy, productive
business community.
• Introduce key strategic SEZ partners and formulate joint ventures as
required and desired.
• Conceptualize, build, and sensitize financial projections and budgets.
PROJECT BUDGETING AND FINANCIAL ANALYSIS
STRATEGIC INITIATIVES
• Conceptualize, build, and sensitize financial models to analize potential
land acquisitions and sales.
• Assist in creating and coordinating project schedules and maintaining the
process for project team adherence and accountability to time lines.
SCHEDULE MANAGEMENT
• Compile variance and other reports to track the performance of the project.
PERFORMANCE REPORTING
PHASE 1 (A) FEASIBILITY
STUDY
PHASE 1 (B) MEMORANDUM
OF UNDERSTANDING
PHASE 2 (A) MASTER PLAN
AND SUSTAINABILITY
STRATEGIES DEVELOPMENT
PHASE 2 (B) PARTNERS &
RELATIONSHIPS
PHASE 3 VALUATION,
PROJECTIONS, AND
FINANCIAL ANALYSIS
PHASE 1 (C) INSTITUTIONAL
STRUCTURES
• Develop and refine full valuation models and returns on investment to allow
accurate assessment of any proposed investment and the mechanisms to
reduce risk.
• Provide and undertake presentations and negotiations, and secure informal
approval from key stakeholders for the proposed development.
• Develop and update the master development budget, including monthly
and quarterly cash flow forecast/outlook through project completion.
• Perform research and market studies to assess market conditions on metrics
like construction costs, sales pricing, real estate and valuations, etc.
• Prepare proposals and presentations for potential strategic partnerships and JV’s.
• Assist in preparing investment memos or other documents for SEZ's
management committee.
• Provide periodic reports on project progress or key issues and findings.
• Prepare and submit regular periodic investor and project reports.
• Assist in developing and maintaining good working relationships with
development partners to achieve mutual goals.

29. www.chordgroup.com
26
PHASE AND RESULT DELIVERABLES
• Draft, negotiate and finalize definitive agreement between government
and Chord. The Chord definitive agreements have been refined over the
years with many governments and provide a streamlined document that is
well-balanced and comprehensive.
PHASE 4 DEFINITIVE
AGREEMENT
• To be relied upon by Chord Group and government to justify the concessions
and proposed legislation. Economic impact simulations will predict the
economic effects upon the regional and state economy by virtue of the SEZ.
The EIA will leverage “counterfactual” simulations as well as traditional policy
modeling and predict the economic impact of a significant SEZ policy change
upon the state economy.
PHASE 5 ECONOMIC IMPACT
ANALYSIS (“EIA”)
• Introduce proposed new legislation for all stakeholders, with a focus on
government and civil service. This will include new and extensive laws that
will be drafted and prepared for presentation and issue to government in
conjunction with the existing attorneys selected by the host country.
PHASE 6 LEGISLATION
• Introduce a new government special economic zone authority (SEZA) to
regulate businesses in the zone.
PHASE 7 GOVERNANCE
AND SEZ AUTHORITY
• Provide all SEZ policy frameworks, which will be comprised of proven and
logical government and SEZ policy structures, and internationally recognized
policy documents, processes, and policies that enable the SEZ to be
managed-effectively, profitable, and to meet the needs of local and
international investors, stakeholders, and government.
PHASE 8 POLICY AND
OPERATING FRAMEWORKS
PHASE 9 BRAND, MARKET,
SELL, AND LEASE
• As required, manage all operations of SEZ to maximize return on investment
for all stakeholders, including facilities management, government relations,
international JVs, and financiers.
PHASE 10 MANAGE
• Introduce, facilitate, and manage sales and leasing process, including CRM,
sales staff, and channel partners.
• Develop a comprehensive, well-researched, and tested branding platform
for the SEZ.
• Develop, present, and execute a comprehensive marketing program to
generate interest and leads for the sales team.
• Identify and build effective sales offices with visual models, presentation
tools, and collateral materials for prospective tenants.
• Introduce of key partners from international SEZs.
• Obtain firm commitments and execute leases.

30. www.chordgroup.com
27
OFFICES
The Chord Group has offices around the globe, with additional representation via our network of partner firms
in countries where there is no physical corporate office. Currently, physical office locations are:
CHINA
27 Floor, Ocean International
Plaza, C 5 Jinghua South Street Beijing
Tel:1-855-233-5500 x6
fax:+86 21 628 8994
email: beijing@chordgroup.com
1319, Building 2, Apollo Hotel
Wuyizhong Road
Fuzhou City
Tel:+1-855-233-5500 x6
Tel:+86 21 5102 189
email: fuzhou@chordgroup.com
10-D Xinsha Road Futian
District Shenzhen, Guangdong
Tel:+1-855-233-5500 x6
fax:+86 21 628 8994
email: gz@chordgroup.com
FUZHOU GUANGZHOU
902 District A, Shengda Plaza
Quanxiu Road, Quanzhou City
Tel:+1-855-233-550 x6
email: qz@chordgroup.com
2310 Jing’an Zhonghua Building
1701 West Beijing Road
Shanghai
Tel:1-855-233-5500 x6
email: shanghai@chordgroup.com
B 303, 3 Shixia North
Southern International Plaza
Futian District, Shenzhen
Tel:+1-855-233-5500 x6
email: shenzhen@chordgroup.com
3402 B World Trade Mansion
Xiahe Road
Xiamen
Tel:+1-855-233-5500 x6
fax:+86 21 5102 1891
email: xiamen@chordgroup.com
2307, Building A
Futian Mansion
Chouzhou North Road, Yiwu
Tel:+1-855-233-5500 x6
fax:+86 579 8582 8157
email: yiwu@chordgroup.com
Corporation Hong Kong
19/f, Two International Finance
Centre
8 Finance Street, Hong Kong
Tel:+1-855-233-5500 x6
email: hongkong@chordgroup.com
18th Fl, World Trade Centre II Jl.
Jend. Sudirman Kav. 29-31 Jakarta.
12920 – Indonesia
Tel:+1-855-233-5500 x6
fax:+62 21 2939 2001
email: indonesia@chordgroup.com
20 Martin Road
#05-02 Seng Kee Building
Singapore
Tel:+1-855-233-5500 x6
email: singapore@chordgroup.com
SINGAPOREINDONESIAHONG KONG
ASIA PACIFIC
BEIJING
QUANZHOU SHANGHAI SHENZHEN
XIAMEN YIWU

31. www.chordgroup.com
28
AFRICA
Chord Group SA
4th Avenue Boston
Bellville, Cape Town
South Africa
Tel:+1-855-233-5500 x4
email: sa@chordgroup.com
Centurion Business Park
Democracy Way
Cape Town,
South Africa
Tel:+1-855-233-5500 x4
email: capetown@chordgroup.com
UNITED STATES AND CARRIBEAN
HSBC Centre, West Bay Road
George Town, Grand Cayman
P. O. Box 10315, Grand Cayman
KY1-1003, Cayman Islands
Tel:+1-855-233-5500 x3
email: cayman@chordgroup.com
3401 North Miami Avenue
Suite 239
Miami, FL 33127
United States of America
Tel:+1-855-233-5500 x3
email: miami@chordgroup.com
Corporation China Washington
1155 F Street NW, Suite 1050
Washington 20002
DC U.S.A
Tel:+1-855-233-5500 x3
email: dc@chordgroup.com
BELVILLE CAPETOWN
GRAND CAYMAN MIAMI WASHINGTON DC
EUROPE
2nd Floor 145 - 157
St. John Street
London EC1 4PW
United Kingdom
Tel:+1-855-233-5500 x4
email: uk@chordgroup.com
Corporation China Russia
521 , Block C, 10
Presnenskaya Naberezhnaya,
Moscow, 123317 Russia
Tel:+1-855-233-5500 x4
email: rus@chordgroup.com
Via Ferruccio Pelli
13/6900 Lugano
Switzerland
Tel:+1-855-233-5500 x4
email: lugano@chordgroup.com
LONDON MOSCOW SWITZERLAND

32. www.chordgroup.com
“The Chord Group is the largest developer
of knowledge-based special economic zones
in the world. With over 25 years’ experience,
22 offices around the globe, and
over 500 personnel, we create the top
one percent of special economic zones in the world.”

34. CHINA / ASIA PACIFIC / EUROPE / AFRICA / UNITED STATES & CARIBBEAN
www.chordgroup.com