The implementation plan
The current system / situations
The new development to consider
The information system plan should include:
The purpose of the plan
The budget requirement
of Strategic business plan rationale
The management strategy
http://www.solar-connector.com
http://www.solar-connector.com
2011 08 17
SHANGHAI, March17, 2011/PRNewswire/–HanwhaSolarOneCo., Ltd. (“SolarOne” orthe “Company”) (Nasdaq: HSOL-News), averticallyintegratedmanufacturerofsiliconingots, wafersandphotovoltaic (“PV”) cellsandmodulesinChina, todayreporteditsunauditedfinancialresultsforthequa rterendedDecember31, 2010 . TheCompanywillhostaconferencecalltodiscussthe resultsat8: 00amEasternTime (8:00 pmShanghaiTime) onMar ch17, 2011.Aslidepresentationwithdetailsoftheresultswill alsobeavailableontheCompanyswebsitepriortothecall. FOURTHQUARTER2010HIGHLIGHTS TotalnetrevenueswereRMB2, 112.7million (US $ 320.1million), adecreaseof3.3% from3Q10, butanincreaseof68.7% from4Q09.PVmoduleshipments, includingmoduleprocessingservices, reached218.8MW, adecreaseof2 .3% from223.9MWin3Q10, butanincreaseof97.5% from110.8MWin4Q09.Totalnetreve nuesandPVmoduleshipmentsfor4Q10reportedabovearelowe rthantheestimatedtotalrevenuesandPVmoduleshipmentsf or4Q10reportedintheCompanyspre-announcementdatedFeb ruary24, 2011.SubsequenttotheCompanyspre-announcement, theCompanyexperiencedacancellationofoneordertotali ng4.1MWofPVmodules, anequivalenttoEuro5.4millioninrevenue.Thisorderhad beenshippedtotheintendedcustomerin4Q10.Duetotherapi dlychangingregulatoryconditionsinEurope, thecustomerhasnotifiedusthatitcouldnotcompletethes alescontract.TheCompanyplanstosellthesePVmodulestoo thercustomersinalaterperiod. Averagesellingprice (“AS P”), excludingmoduleprocessingservices, increasedtoRMB11.82perwatt (US $ 1.79) fromRMB11.72per wattin3Q10, butdecreased11.2% fromRMB13.31perwattin4Q09.Grosspr ofitdecreased13.6% toRMB428.7million (US $ 64.9million) fromRMB496.4millionin3Q10, butincreased82.0 % fromRMB235.6millionin4Q09.Grossma rgindecreasedto20.3%, comparedwith22.7% in3Q10, primarilyduetoanincreaseintherawmaterialcosts.Gros smarginin4Q09was18.8%. Operatingprofitdecreased24.8% toRMB296.2million (US $ 44.9million) fromRMB393.9millio nin3Q10, butincreasedfromRMB127.7millionin4Q09.Thedecreasei noperatingincomein4Q10from3Q10wasprimarilyduetolowe rgrossprofitandhighersellingexpensesandresearchandd evelopmentexpenses . Operatingmargindecreasedto14.0% f rom18.0% in3Q10, butincreasedfrom10.2% in4Q09.Incometaxexpensein4Q10 increasedtoRMB148.9million (US $ 22.6million) comparedw ithRMB75.5millionin3Q10andRMB7.3millionin4Q09.Inacc ordancewiththePeoplesRepublicofChina (“PRC”) incometa xlaws, anenterpriseawardedwithaHighandNewTechnologyEnterp rise (“HNTE” ) statusmaybeeligibletoapplyforareducedEn terpriseIncomeTax (“EIT”) rateof15% insteadofthestatut oryEITrateof25%, subjecttoanannualself-assessmenttodeterminewhether itcontinuestosatisfythecriteriaasanHNTEforeachtaxye ar.OneoftheCompanysmajoroperatingsubsidiarieswascer tifiedbythePRCtaxationauthoritiesasanHNTEandobtaine ditsHNTEcertificatein2008, whichisvalidforathree-yearperiodthrough2010.Inthef ourthquarterof2010, theCompanyrecognizedanincrementalincometaxexpenseo fRMB116.1million (US $ 17.6million) andacorrespondingli abilityduetotheuncertaintyastowhetherthissubsidiary metcertainrequirementofHNTEin2010.TheCompanydidnotr ecognizeasimilaruncertaintaxpositioninthefirstthree quartersof2010becausetheself-assessmentforthe2010ta xyearcouldonlybeconductedwhenthefull -year2010financ ialstatementswereavailableinJanuary2011.ThePRCtaxat ionauthoritiesmaydetermine, withinathree-yearstatuteoflimitationperiodstarting fromDecember31, 2010, thatthissubsidiarywasnoteligibleforapplyingtheEITr ateof15% forthe2010taxyear.Intheabsenceofsuchdetermi nationduringthethree-yearperiod, theliabilityforthisuncertaintaxpositionwillberever sed.Netincomeattributabletoshareholdersonanon-GAAPb asis (1) wasRMB134.6million (US $ 20.4million), adecreaseof50.8% fromRMB273.7millionin3Q10 , butanincreaseof40.4% fromRMB95.9millionin4Q09.Netin comeperbasicADSonanon-GAAPbasiswasRMB1.82 (US $ 0.28), adecreaseof60.6% fromRMB4.62in3Q10, butanincreaseof9.0% fromRMB1.67in4Q09.Netincomeattr ibutabletoshareholdersonaGAAPbasiswasRMB370.8millio n (US $ 56.2million), comparedwithnetlossattributabletoshareholdersofRMB 25.2millionin3Q10 . TheCompanyrecordedanon-cashgainof RMB255.6million (US $ 38.7million) fromthechangeinfairv alueoftheconvertiblefeatureoftheCompanysconvertible bondsascomparedtoanon-cashlossofRMB279.2millionin3Q 10.NetincomeattributabletoshareholdersonaGAAPbasisi n4Q09wasRMB10.6millionincludinganon-cashlossofRMB71 .3 millionfromthechangeinfairvalueoftheconvertiblefe atureoftheCompanysconvertiblebonds.Asexplainedinpri orquarters, thefluctuationsinthefairvalueoftheconvertiblefeatu reoftheCompanysconvertiblebondsareprimarilyduetocha ngesintheCompanysADSprice, overwhichtheCompanyhasnodirectcontrol, anddoesnotreflecttheoperatingperformanceoftheCompa ny.NetincomeperbasicADSonaGAAPbasiswasRMB5.02 (US $ 0. 76), comparedwithnetlossperbasicADSonaGAAPbasisofRMB0.4 3in3Q10andRMB0.18in4Q09.AnnualizedReturnonEquity (“R OE”) onanon-GAAPbasiswas13.1% in4Q10, comparedwith35.3% in3Q10and17.4% in4Q09.AnnualizedRO EonaGAAPbasiswas33.2% in4Q10, comparedwithnegative2.9% in3Q10and1.5in4Q09. FULLYEAR2010HIGHLIGHTS TotalnetrevenueswereRMB7, 527.0million (US $ 1,140.5 million), representinganincreaseof99.2% fromRMB3, 778.3millionin2009.PVmoduleshipments, includingmoduleprocessingservices, reached797.9MW, representinganincreaseof154.6% from313.4MWin2009.Gr ossprofitincreasedtoRMB1, 566.3million (US $ 237.3million) fromRMB436. 4millionin 2009.Grossmarginincreasedto20.8% from11.5% in2009.Ope ratingprofitincreasedtoRMB1, 162.9million (US $ 176.2million) fromRMB125.5millionin 2009.Operatingmarginincreasedto15.5% from3.3% in2009. Netincomeattributabletoshareholdersonanon-GAAPbasis (1) wasRMB798.2million (US $ 120.9 million), comparedwithnetlossattributabletoshareholdersofRMB 20.0millionin2009.NetincomeperbasicADSonanon-GAAPba siswasRMB12.82 (US $ 1.94), comparedwithnetlossperbasicADSofRMB0.36in2009.Neti ncomeattributabletoshareholdersonaGAAPbasiswasRMB75 7.4million (US $ 114.8million), comparedwithnetlossattributabletoshareholdersofRMB 145.2millionin2009.NetincomeperbasicADSonaGAAPbasis wasRMB12.17 (US $ 1.84), comparedwithnetlossperbasicADSofRMB2.65in2009.ROEo nanon-GAAPbasiswas22.8% in2010, comparedwithnegative0.9% in2009.ROEonaGAAPbasiswas1 8.9% in2010, comparedwithnegative5.2% in2009. Dr.PeterXie, PresidentandCEOofHanwhaSolarOne, commented, “Weconcludedtheyear2010withanotherprofitablequarte r, astrongerbalancesheet, anddiversifiedourshipmentstowardsnewlongertermgrow thmarkets.Forthefullyear, ourrevenuesnearlydoubledtoover $ 1billion, ourshipmentsrose155% , andwereturnedtoahealthylevelofprofitability.Weente r2011withahighdegreeofenthusiasmandconfidence: ourca pabilitiesandbrandisstrengthenedwithourstrategicpar tnershipwithHanwha, wehavegoodvisibilityofordersintomid-year, newtechnologyinitiativesareprogressingtowardscompl etion, andsignificantnewcapacitywillcomeonstreamsoonenhan cingourabilitytomeetcustomerdemandandtoimproveourco ststructure. “FOURTHQUARTER2010RESULTS TotalnetrevenueswereRMB2, 112.7million (US $ 320.1million), adecreaseof3.3% fromRMB2, 185.7millionin3Q10, butanincreaseof68.7% fromRMB1, 252.7millionin4Q09 . Thedecreaseinnetrevenuesin4Q10c omparedwith3Q10wasprimarilyduetolowershipmentsandwa spartiallyoffsetbyhigherASP.Revenuecontributionfrom PVmoduleprocessingservicesasapercentageoftotalnetre venueswas8.0%, comparedwith6.9% in3Q10.PVmoduleshipments, includingmoduleprocessingservices, reached218.8MW, adecreasefrom223.9MWin3Q10, butanincreasefrom110.8MWin4Q09. ModulerevenueattributabletoshipmentstoGermanydecre asedto25% in4Q10from53% in3Q10, whileshipmentstoItaly, China, USA, Australia, FranceandtheNetherlandsincreasedduringthequarter . A veragesellingprice (“ASP”), excludingmoduleprocessingservices, increasedtoRMB11.82perwatt (US $ 1.79) fromRMB11.72per wattin3Q10, butdecreased11.2% fromRMB13.31perwattin4Q09.Grosspr ofitdecreased13.6% toRMB428.7million (US $ 64.9million) fromRMB496.4millionin3Q10, butincreased82. 0% fromRMB235.6millionin4Q09.Grossma rgindecreasedto20.3% comparedwith22.7% in3Q10, primarilyduetoanincreaseinrawmaterialcosts.Grossma rginin4Q09was18.8%. Thedecreasefrom4Q10wasprimarilyd uetotheincreaseinthecostofsiliconmaterials, includingpolysiliconandexternallysourcedwafersandc ells. Theblendedcostofgoodssold (“COGS”) perwatt, excludingmoduleprocessingservices, wasUS $ 1.41, representinga4.4% increasefromUS $ 1.35 in3Q10.Theblen dedCOGStakesintoaccounttheproductioncost (siliconand non-silicon) usinginternallysourcedwafers, purchasecostsandadditionalprocessingcostsofexterna llysourcedwafersandcells, aswellasfreightcosts.Theproductioncost (includingbo thsiliconandnon-siliconcosts) usinginternalwaferswas US $ 1.20perwatt, representinga3.4% increasefromUS $ 1.16perwattin3Q10. Theincreasewasprimarilyduetotheincreaseinpolysilico nprice.Operatingprofitdecreased24.8% toRMB296.2milli on (US $ 44.9million) fromRMB393.9millionin3Q10, butincreasedfromRMB127.7millionin4Q09.Operatingmar gindecreasedto14.0% from18.0% in3Q10, butincreasedfrom10.2% in4Q09.Operatingexpensesasape rcentageoftotalnetrevenueswere6.3% in4Q10, ascomparedwith4.7% in3Q10and8.6% in4Q09.Thehigherope ratingexpensesin4Q10comparedwith3Q10wasprimarilydue tohighersellingexpensesandresearchanddevelopmentexp enses. InterestexpensewasRMB40.7million (US $ 6.2millio n), comparedwithRMB39.9millionin3Q10andRMB39.7millioni n4Q09.TheCompanyrecordedanetforeignexchangelossofRM B4.5million (US $ 0.7million), whichcombinedaforeignexchangelosswithalossfromthec hangeinfairvalueofforeigncurrencyderivatives.TheCom panyrecordedanetforeignexchangelossofRMB34.1million in3Q10andanetforeignexchangelossofRMB0.7millionin4Q 09.Gainfromthechangeinfairvalueoftheconversionfeatu reoftheCompanysconvertiblebondswasRMB255.6million (US $ 38.7million), comparedwithalossofRMB279 .2 millionin3Q10andalossof RMB71.3millionin4Q09.Thefluctuationsresultingfromth eadoptionofASC815-40onJanuary1, 2009, wereprimarilyduetochangesintheCompanysADSpriceduri ngthequarter.Thislineitemhasfluctuated, andisexpectedtocontinuetofluctuatequarter-to-quart er.TheCompanyhasnodirectcontroloverthefluctuations. Incometaxexpensein4Q10increasedtoRMB148.9million (US $ 22.6million) comparedwithRMB75.5millionin3Q10andRMB 7.3millionin4Q09.InaccordancewiththePeoplesRepublic ofChina (“PRC”) incometaxlaws, anenterpriseawardedwithaHighandNewTechnologyEnterp rise (“HNTE”) statusmaybeeligibletoapplyareducedEnter priseIncomeTax (“EIT”) rateof15% insteadofthestatutory EITrateof25%, subjecttoanannualself-assessmenttodeterminewhether itcontinuestosatisfythecriteriaasanHNTEforeachtaxye ar.OneoftheCompanysmajoroperatingsubsidiaries, wascertifiedbythePRCtaxationauthoritiesasanHNTEand obtaineditsHNTEcertificatein2008, whichisvalidforathree-yearperiodthrough2010.Inthef ourthquarterof2010, theCompanyrecognizedanincrementalincometaxexpenseo fRMB116.1million (US $ 17.6million) andacorrespondingli abilityduetotheuncertaintyastowhetherthissubsidiary wouldmeetcertainrequirementofHNTE . TheCompanyhadnotr ecognizedasimilaruncertaintaxpositioninpriorthreequ artersof2010becausetheself-assessmentforthe2010taxy earcouldonlybeconductedwhenthefull-year2010financia lstatementswereavailableinJanuary2011.ThePRCtaxatio nauthoritiesmaydetermine, withinathree-yearstatuteoflimitationperiodstarting fromDecember31, 2010, thatthissubsidiarywasnoteligibleforapplyingtheEITr ateof15% forthe2010taxyear.Intheabsenceofsuchdetermi nationduringthethree-yearperiod, theliabilityforthisuncertaintaxpositionwillberever sed.Netincomeattributabletoshareholdersonanon-GAAPb asis (1) wasRMB134.6million (US $ 20.4million), adecreaseof50.8% fromRMB273.7millionin3Q10, butanincreaseof40.4% fromRMB95.9millionin4Q09.Netin comeperbasicADSonanon-GAAPbasiswasRMB1.82 (US $ 0.28), adecreaseof60.6% fromRMB4.62in3Q10, butanincreaseof9.0% fromRMB1.67in4Q09.Netincomeattr ibutabletoshareholdersonaGAAPbasiswasRMB370.8millio n (US $ 56.2million), comparedwithnetlossattributabletoshareholdersofRMB 25.2millionin3Q10andnetincomeattributabletosharehol dersofRMB10.6millionin4Q09.NetincomeperbasicADSonaG AAPbasiswasRMB5.02 (US $ 0.76), comparedwithnetlossperbasicADSofRMB0.43in3Q10andne tincomeperbasicADSofRMB0.18in4Q09.AnnualizedROEonan on-GAAPbasiswas13.1% in4Q10, comparedwith35.3% in3Q10and17.4% in4Q09.AnnualizedRO EonaGAAPbasiswas33.2 % in4Q10, comparedwithnegative2.9% in3Q10and1.5% in4Q09. FINANCIALPOSITION AsofDecember31, 2010, theCompanyhadcashandcashequivalentsofRMB1, 630.8million (US $ 247.1million) andnetworkingcapitalo fRMB3, 179.9million (US $ 481.8million), comparedwithcashandcashequivalentsofRMB1, 296.7millionandnetworkingcapitalofRMB2, 286.5millionasofSeptember30, 2010.Totalshort- termbankborrowings (includingthecur rentportionoflong-termbankborrowings) wereRMB533.9mi llion (US $ 80.9million), comparedwithRMB950.5millionasofSeptember30, 2010.Thedecreaseinshort-termborrowingswasbecauseth eCompanyrepaidsomeofitsbankborrowingswiththeproceed sfromitsequityofferinginNovember2010. AsofDecember31, 2010, theCompanyhadtotallong-termdebtofRMB822.4million (US $ 124.6million), whichcomprisedbothlong-termbankborrowingsandconver tiblenotespayable.TheCompanyslong -termbankborrowing saretoberepaidininstallmentsuntiltheirmaturitiesin2 011and2012.Holdersoftheconvertiblenoteshavetheoptio ntorequiretheCompanytoredeemthenotesonJanuary15, 2015. Netcashgeneratedfromoperatingactivitiesin4Q10wasRM B50.4million (US $ 7.6million), comparedwithnetcashusedinoperatingactivitiesofRMB1 94.0millionin3Q10andRMB336.9millionin4Q09. AsofDecember31, 2010, accountsreceivablewereRMB1, 282.8million (US $ 194.4million) comparedwithRMB1, 289.9millionasofSeptember30, 2010andRMB587.5millionasofDecember31, 2009. Dayssalesoutstandingincreasedto55daysin4Q10fr om46daysin3Q10and47daysin4Q09. AsofDecember31, 2010, inventoriesincreasedtoRMB790.8million (US $ 119.8mill ion) fromRMB689.6millionasofSeptember30, 2010, andfromRMB784.0millionasofDecember31, 2009.Daysinventorywas40daysin4Q10comparedwith35day sin3Q10and71daysin4Q10. CapitalexpenditureswereRMB332.7million (US $ 50.4mill ion) in4Q10.Forfullyear2010, thetotalcapitalexpenditureswereRMB717.8million (US $ 108.8million). CAPACITYEXPANSION DetailsontheCompanysannualproductioncapacitiesande xpectedproductioncapacitiesareasfollows: Capacityramp-upplan Q42010 Q12011 (Projected) Q22011 (Projected) Q32011 (Projected) Q42011 (Projected) Ingot MW 400 400 450 710 800 Wafer MW 400 400 450 700 800 Cell MW 600 650 900 1,200 1,300 Module MW 900 900 1,000 1,500 1,500 BUSINESSOUTLOOK TheCompanyprovidesthefollowingguidancebasedoncurre ntoperatingtrendsandmarketconditions. For1Q11, theCompanyexpects: Totalmoduleshipmentstobe235MWto245MW, ofwhichabout25% to30% willbeforPVmoduleprocessingser vices.ASPexcludingPVmoduleprocessingservicestodecre aseapproximately5% from4Q10, assumingthattheaverageEuro / USdollarexchangeratesta ysataround1.36therestof1Q11. Forthefullyear2011, theCompanyexpects: Moduleshipmentsrangingfrom1GWto1 .2 GWofwhichabout20 -25% willbeforPVmoduleprocessingservices.Capitalexpe nditurestobeapproximatelyUS $ 450million CONFERENCECALL TheCompanywillhostaconferencecalltodiscussthefourt hquarterandfullyearof2010resultsat8: 00AMEasternTime (8:00 PMShanghaiTime) onMarch17, 2011. Mr.PeterXie, CEOandPresident, Mr.GarethKung, ChiefFinancialOfficer, andMr.PaulCombs, VicePresidentofInvestorRelations, willdiscusstheresultsandtakequestionsfollowingthep reparedremarks. Thedial-indetailsfortheliveconferencecallareasfoll ows : USTollFreeNumber: 18667005192 Internationaldial-innumber: 16172138833 ChinaTollFreeNumber (North): 108001521490 ChinaTollFreeNumber (South): 108001300399 ChinaTollFreeNumber (South): 108008521490 Passcode: HSOL Alivewebcastoftheconferencecallwillbeavailableonth einvestorrelationssectionoftheCompanyswebsiteat:-so larone.com.Areplayofthewebcastwillbeavailableforone month. Atelephonereplayofthecallwillbeavailableforsevenda ysaftertheconclusionoftheconferencecall . Thedial-ind etailsforthereplayareasfollows: USTollFreeNumber: 18882868010Internationaldial-in number: 16178016888 Passcode: 36339192 FOREIGNCURRENCYCONVERSION TheconversioninthisreleaseofRenminbiintoU.S.dollar sismadesolelyfortheconvenienceofthereader, andisbasedontheexchangerateassetforthintheH.10stat isticalreleaseoftheFederalReserveBoardasofDecember3 1,2010, whichwasRMB6.6000toUS $ 1.00.Norepresentationisinten dedtoimplythattheRenminbiamountscouldhavebeen, orcouldbe, converted, realizedorsettledintoU.S . dollarsatthatrateonDecemb er31, 2010oratanyotherdate.Thepercentagesstatedinthispre ssreleasearecalculatedbasedonRenminbiamounts. USEOFNON-GAAPFINANCIALMEASURES TheCompanyhasincludedinthispressreleasecertainnon-GAAPfinancialmeasures, includingcertainlineitemspresentedonthebasisthatth eaccountingimpactofASC815-40hadnotbeenrecorded.TheC ompanybelievesthatbothmanagementandinvestorsbenefit fromreferringtothesenon-GAAPfinancialmeasuresinasse ssingtheperformanceoftheCompanyandwhenplanningandfo recastingfutureperiods.Readersarecautionednottoview non-GAAPfinancialmeasuresonastand-alonebasisorasasu bstituteforGAAPmeasures, orasbeingcomparabletoresultsreportedorforecastedby othercompanies, andshouldrefertothereconciliationofGAAPmeasureswit hnon-GAAPmeasuresalsoincludedherein. SAFEHARBORSTATEMENT Thispressreleasecontainsforward-lookingstatements. Thesestatementsconstitute “forward-looking” statement swithinthemeaningofSection27AoftheSecuritiesActof19 33, asamended, andSection21EoftheSecuritiesExchangeActof1934, asamended, andasdefinedintheU.S.PrivateSecuritiesLitigationRe formActof1995.Theseforward-lookingstatementsinclude 1Qandfull-year2011estimatesforPVproductshipments, ASPs, productioncapacitiesandotherresultsofoperations.Fo rward-lookingstatementsinvolveinherentrisksanduncer taintiesandactualresultsmaydiffermateriallyfromsuch estimatesdependingonfutureeventsandotherchangesinbu sinessclimateandmarketconditions.HanwhaSolarOnedisc laimsanyobligationtoupdateorcorrectanyforward-looki ngstatements. AboutHanwhaSolarOne HanwhaSolarOneCo ., Ltd. (NASDAQ: HSOL-News) isaleadingmanufacturerofsola rPVcellsandmodulesinChina, focusingondeliveringhighqualityandreliableproducts atcompetitiveprices.HanwhaSolarOneproducesitsmonocr ystallineandpolycrystallineproductsatitsinternation allycertified, vertically-integratedmanufacturingfacilities.Hanwh aSolarOnepartnerswiththird-partydistributors, OEMmanufacturers, andsystemintegratorstosellitsmodulesintolarge-scal eutility, commercialandgovernmental, andresidential / smallcommercialmarkets.HanwhaSolarO nemaintainsastrongglobalpresencewithlocalstaffthrou ghoutEurope, NorthAmerica, andAsia . HanwhaSolarOneembracesenvironmentalrespons ibilityandsustainabilitybytakinganactiveroleintheph otovoltaiccyclevoluntaryrecyclingprogram. (1) Allnon-GAAPnumbersusedinthispressreleaseexclude theaccountingimpactfromtheadoptionofASC815-40, whichrelatestotheaccountingtreatmentfortheconverti blebonds.Pleaserefertotheattachedfinancialstatement sforthereconciliationbetweentheGAAPandnon-GAAPfinan cialresults. Forfurtherinformation, pleasecontact: HanwhaSolarOneCo., Ltd. InvestorContact: PaulCombs VPStrategicPlanning Building1, 18thFloor 1199MinshengRoad, Shanghai, PRC200135 PRChina Tel: 86-21-38521533/Mobile: 8613816122768 E-mail: Christensen KathyLi Tel: 14806143036 E-mail: TipFleming Tel: 85292120684 E-mail: HanwhaSolarOneCo, Ltd. C *** OLIDATEDBALANCESHEETS (AmountsinthousandsofRenminbi (“RMB”) andU. S.dollars (“US $”)) December31 September30 December31 December31 2009 2010 2010 2010 (Unaudited) (Unaudited) (Unaudited) RMB RMB RMB USD ASSETS Currentassets Cashandcashequivalents 645,720 1,296,734 1,630,777 247,087 Restrictedcash 60,539 63,858 100,490 15,226 Derivativecontracts 7,360 1,910 7,489 1,135 Accountsreceivable, net 587,488 1,289,932 1,282,807 194,365 Notesreceivable 10,000 1 , 515 Inventories, net 783,973 689,566 790,773 119,814 Advancetosuppliers, net 540,145 851,329 764,063 115,767 Othercurrentassets 180,315 236,285 255,431 38,702 Deferredtaxassets-net 63, 115 75,734 91,611 13,880 Amountduefromrelatedparties 12,458 – 42,819 6,488 Totalcurrentassets 2,881,113 4,505,348 4,976,260 753,979 Non-currentassets Fixedassets net 1,586,283 1,829,395 2,084,027 315,762 Intangibleassets net 208,563 206,856 205,763 31,176 Goodwill 134,735 134,735 134,735 20,414 Deferredtaxassets-net 13,789 16,239 16 , 759 2,539 Long-termdeferredexpenses 33,158 29,639 27,273 4,132 Long-termprepayment 439,617 395,007 394,283 59,741 Totalnon-currentassets 2,416,145 2,611,871 2, 862,840 433,764 TOTALASSETS 5,297,258 7,117,219 7,839,100 1,187,743 LIABILITIES Currentliabilities Derivativecontracts 1,148 70,605 8,047 1,219 Short-termbankborrowings 404,764 748, 010 318,919 48,321 Long-termbankborrowings, currentportion 120,000 202,500 215,000 32,576 Accountspayable 441,768 528,902 478,129 72,444 Notespayable 186,921 142,509 181,265 27,464 Accruedexpensesandotherliabilities 191,895 356,860 404,826 61,337 Customerdeposits 59,685 127,498 33,538 5,082 Deferredtaxliabilities – 766 – Unrecognizedtaxbenefit 27,385 27,385 143,473 21,738 Amountduetorelatedparties 16,765 13, 767 13,183 1,997 Totalcurrentliabilities 1,450,331 2,218,802 1,796,380 272,178 Non-currentliabilities Long-termbankborrowings 350,000 200,000 135,000 20,455 Convertiblebonds 658,653 928, 369 687,435 104,157 Deferredtaxliabilities 26,566 26,124 25,977 3,936 Totalnon-currentliabilities 1,035,219 1,154,493 848,412 128,548 TOTALLIABILITIES 2,485,550 3,373,295 2,644,792 400,726 Redeemableordinaryshares 55 55 55 8 EQUITY Shareholders quity Ordinaryshares 227 252 314 48 Additionalpaid-incapital 2,331,797 2,877,447 3,956,953 599,538 Statutoryreserves 69,564 151,541 170,000 25,758 Retainedearnings 410,065 714,629 1,066,986 161,665 Totalshareholders quity 2,811,653 3,743,869 5,194,253 787,009 Noncontrollinginterest – TOTALEQUITY 2,811, 653 3,743,869 5,194,253 787,009 TOTALLIABILITIES, MEZZANINEEQUITYANDSHAREHOLDERS QUITY 5,297,258 7,117,219 7,839,100 1,187,743 0.00 0.00 0.00 0.00 HanwhaSolarOneCo, Ltd. C ** * OLIDATEDSTATEMENTSOFOPERATI *** (AmountsinthousandsofRenminbi (“RMB”) andU.S.dollars (“US $”), exceptfornumberofsharesandpersharedata) Forthethreemonthsended Fortheyearsended December31 September30 December31 December31 December31 December31 December31 2009 2010 2010 2010 2009 2010 2010 (Unaudited) (Unaudited) (Unaudited ) (Unaudited) (Unaudiued) (Unaudiued) RMB RMB RMB USD RMB RMB USD Netrevenue Photovoltaicmodules 1,153,184 1,988,801 1,851,940 280,597 3,375,638 6,658,642 1,008 , 885 Photovoltaiccells 12,567 32,909 18,886 2,862 38,396 100,566 15,237 PVcellsprocessing ——- PVmodulesprocessing 78,909 151,037 168,280 25,497 336,485 644, 037 97,581 Waferprocessing 774 (1,922) – 1,830 – Rawmaterials 7,277 12,832 – 25,967 23,342 3,537 Systemintegration – 68,431 10,368 – 68,431 10 , 368 Others – 2,092 5,167 783 – 31,975 4,845 Netrevenues 1,252,711 2,185,749 2,112,704 320,107 3,778,316 7,526,993 1,140 , 453 Costofrevenue – Photovoltaicmodules (927,266) (1,529,838) (1,458,188) (220,938) (3,012,428) (5,239,628) (793,883) Photovoltaiccells ( 15,317) (23,260) (18,135) (2,748) (53,516) (77,177) (11,693) PVcellsprocessing ——- PVmodulesprocessing (67,205) (124 , 446) (146,358) (22,176) (248,832) (537,314) (81,411) Waferprocessing (965) 2,137 – (2,339) – Rawmaterials (6,388) (13,129) – (24,821) (23,582) (3,573) Systemintegration – (56,114) (8,502) – (56,114) (8,502) Others – (857 ) (5,258) (797) – (26,833) (4,066) Costofrevenues (1,017,141) (1,689,393) (1,684,053) (255,161) (3, 341,936) (5,960,648) (903,128) Grossprofit 235,570 496,356 428,651 64,946 436,380 1,566,345 237,325 Operatingexpenses – Sellingexpenses (46,114) (44 , 195) (65,143) (9,870) (105,454) (178,057) (26,978) GAexpenses (50,866) (55,716) (54,760) (8,297) ( 180,989) (190,594) (28,878) RDexpenses (12,843) (4,672) (14,622) (2,215) (32,025) (53,500) (8,106) Governmentgrant 2,000 2,166 2,121 321 7,571 18,755 2,841 Totaloperatingexpenses (107,823) (102,417) (132,404) (20,061) (310,897) (403,396 ) (61,121) Operatingprofit (loss) 127,747 393,939 296,247 44,885 125,483 1,162,949 176,204 – Interestexpenses (39,662) (39,870) (40,658) (6,160) (157,907) (161,677) (24,497) Interestincome 1,298 1,962 2,350 356 5,002 6,141 930 Exchangegain (loss) (14,694) 76,220 (36,222) (5,488) (23,814) (89,272) (13,526) Gain (loss) onchangeinfairvalueofderivative 15,397 (108,042) 37,505 5,683 9,594 77,531 11,747 Gain (loss) onchangeinconversionfeaturefairvalueofco nvertiblebond (71,279) (279,228) 255,591 38,726 (73,887) 31,623 4,791 Otherincome 1,265 5,086 7,063 1,070 6 , 286 24,353 3,691 Otherexpenses (2,046) (1,291) (2,133) (323) (11,835) (5,903) (894) Governmentgrant 1,503 – 90 9,595 1,454 Netincome (loss) beforeincometax 18,026 50,279 519,743 78,749 (120,988) 1,055,340 159,900 Incometaxexpenses (7,338) (75,525) (148,927) ( 22,565) (23,928) (297,983) (45,149) Netincome (loss) 10,688 (25,246) 370,816 56,184 (144,916) 757,357 114,751 Netlossattributabletononcontrollinginterest 67 — 311 – Netincome (loss) attributable – toshareholders 10,621 (25,246) 370,816 56,184 (145,227) 757,357 114,751 Netincome (loss) pershare Basic 0.04 (0.09) 1.00 0.15 ( 0.53) 2.43 0.37 Diluted 0.04 (0.09) 0.35 0.05 (0.53) 2.36 0.36 Sharesusedincomputation Basic 287,982,207 296,202,329 369,518,133 369,518,133 274,067,760 311,263,308 311, 263,308 Diluted 288,210,311 296,202,329 415,850,842 415,850,842 274,067,760 357,272,605 357,272,605 Netincome (loss) perADS Basic 0.18 (0.43) 5.02 0.76 (2.65) 12.17 1.84 Diluted 0.18 (0.43) 1.76 0.27 (2.65) 11.82 1.79 ADSsusedincomputation Basic 57,596,441 59,240,466 73,903,627 73,903,627 54,813,552 62,252,662 62,252,662 Diluted 57,642,062 59,240,466 83,170,168 83,170,168 54,813,552 71,454,521 71,454,521 Forthethreemonthsended Forthetwelvemonthsended December31, 2009 September30, 2010 December31 , 2010 December31, 2010 December31, 2010 December31, 2010 December31, 2009 (RMBmillion) (RMBmillion) (RMBmillion) (US $ million) (RMBmillion) (US $ million) (RMBmillion) Non-GAAPnetincome / (loss) 95.9 273.7 134.6 20.4 798.2 120.9 (20.0) FairvaluechangesoftheconversionfeaturesoftheConver tiblebonds (71.3) (279.2) 255.6 38.7 31.6 4.8 (73.9) AccretionofinterestoftheConvertiblebonds (14.0) (19.7) (19.4) (2.9) (72.4) (11.0) (51.3) GAAPnetincome / (loss) 10.6 (25.2 ) 370.8 56.2 757.4 114.8 -145.2 Forthethreemonthsended Forthetwelvemonthsended December31, 2009 September30, 2010 December31, 2010 December31, 2010 December31, 2010 December31, 2010 December31, 2009 (RMBmillion) (RMB) (RMB) (USD) (RMB) (USD) (RMB ) NonGAAPnetincomeperADS-Basic 1.66 4.62 1.82 0.28 12.82 1.94 (0.36) FairvaluechangesoftheconversionfeaturesoftheConver tiblebonds (1.24) (4.71) 3.46 0.52 0.51 0.08 (1.35) AccretionofinterestoftheConvertiblebonds (0.24) (0.33) (0.26) (0.04) (1.16) (0.18) (0.94) NetprofitcontributedtoshareholdersperADS-Basic 0.18 (0.43) 5.02 0.76 12.17 1.84 (2.65) ADS (Basic) 57,596,441 59,240,466 73,903,627 73,903,627 62,252,662 62,252,662 54, 813,552 Forthethreemonthsended AnnualizedforQ42009 AnnualizedforQ32010 AnnualizedforQ42010 Forthetwelvemonthsended Forthetwelvemonthsended December31, 2009 September30, 2010 December31, 2010 December31, 2009 September30, 2010 December31, 2010 December31, 2010 December31, 2009 Non-GAAPReturnonEquity 4.4% 8.8% 3.3% 17.4% 35.3% 13.1% 22.8% -0.9% FairvaluechangesoftheconversionfeaturesoftheConver tiblebonds -3.3% -9.0% 5.5% -13.3% -35.9% 21.8% -2.1% -2.5% AccretionofinterestoftheConvertiblebonds -0.7% -0.6% -0.4% -2.6% -2.3% -1.7% -1.8% – 1.8% GAAPReturnonequity 0.4% -0.7% 8.3% 1.5% -2.9% 33.2% 18.9% -5.2% HanwhaSolarOneCo, Ltd. C *** OLIDATEDSTATEMENTSOFCASHFLOWS (AmountsinthousandsofRenminbi (“RMB”) andU.S.dollars (“US $”)) Forthreemonthsended Fortheyearsended December31, 2009 September30, 2010 December31, 2010 December31, 2010 December31, 2009 December31, 2010 December31, 2010 (Unaudited) (Unaudited) (Unaudited) (Unaudited) (Unaudited) (Unaudited) RMB RMB RMB USD RMB RMB USD Cashflowfromoperatingactivities Netincome (loss) 10,688 (25,246) 370,816 56,184 (144,916) 757,357 114,751 Adjustmentstoreconcilenetincome (loss) tonetcash provided (used) inoperatingactivities: Unrealisedfinancialderivative (47,701) 134,483 (68 , 138) (10,324) 27,661 6,769 1,026 Amortizationofconvertiblebondsdiscount 13,933 14,475 14,657 2,221 50,788 60,405 9,152 Changesinfairvalueofconversionfeatureofconvertible bonds 71,279 279,228 (255, 591) (38,726) 73,887 (31,623) (4,791) Lossfromdisposaloffixedassets 96 133 139 21 719 957 145 Depreciationandamortization 43,072 48,064 51,490 7,802 153,174 187,587 28,422 Amortizationoflong-termdeferredexpense 1,570 1,802 1,816 275 6,670 7,194 1,090 Provisionfordoubtfuldebtofadvancetosuppliers 163 (46) – 234,724 117 18 Reversalofdoubtfuldebtforaccountsreceivable 3,723 — 3,723 (278) (42) Provisionfordoubtfuldebtofaccountsreceivable – (1,006) (152) – Writedownofinventory 40,341 41,498 35,266 5,343 282,574 134,489 20,377 Stockcompensationexpense 8,509 10,586 6,736 1,021 42, 671 31,963 4,843 Warrantyprovision 2,744 21,705 9,925 1,504 24,824 58,230 8,823 Deferredtaxbenefit (854) (15,939) (17,310) (2,623) (15 , 792) (32,055) (4,857) Unrecognizedtaxbenefit (1,082) – 116,089 17,589 – 116,089 17,589 Changesinoperatingassetsandliabilities — Restrictedcash 5,166 37,044 (8,559) ( 1,297) 2,011 (5,298) (803) Inventory (15,899) (139,479) (136,472) (20,678) (334,839) (141,288) (21,407 ) Accountreceivables 116,024 (460,992) (1,870) (283) (271,674) (705,041) (106,824) Advancestosuppliers (165,766) (310,268) 87,266 13,222
In 2010, after visits around the status quo of traditional commodities distribution center for e-commerce, back in Beijing, work is still unstable; for the crop of many Internet companies, basically the world after 80, the wage level is not high, engaged in the project seemed to repeat what I had just arrived in Beijing in 2003, when the situation, rush, self-confidence, but the success rate is not high; large US-funded or those enterprises or those items, but men young, and also to maintain a low competitive wage costs relative to domestic stability.
2009, lived in China has become the climate of several regions, study the atmosphere of e-commerce has Xianju living in Futian, Shenzhen – Guangzhou Baiyun – Shanghai Zhangjiang Hi – Zhejiang Yiwu /
2010 11 27 May
in 2007, Beijing IT young companies fought for four years, was invited to Suzhou – Singapore Industrial Park, Software Park, now seems to be renamed “the international business park”, it is for some really good memory, Suzhou is a very suitable Habitat areas, floor, followed by the extension of Dushu Lake.
2004, Choi Chi Building a company, the very idea of ??graduate school of Chinese Academy of Sciences e-commerce class is also very hard boss men, as with the assistance of the traditional experience of my system. learning a new e-commerce space-time concept of-OA system-the B2B, B2C, C2C, Internet-based, database knowledge, read a lot of Taiwan “Silicon Soul” digital nervous system “digital economy” and other books, here is my enlightenment. I would like to thank The Graduate boss, do not know where he is now, because the company only lasted one year.
new things: major ministries are put into e-commerce, but started many projects are in the past, stall the big house, empty seat, the lack of experienced and specialized character, repeat with second batch of seven years ago private returnees and Tsinghua University Beijing Science and Technology and other entrepreneurs did not do the old project. Grassroots vision of a good a good friend introduced me to the big boss retest, to see these big bosses (about 30 years of age) (44), gray-haired, even the words are not willing to say, afraid to take up his “valuable” time, I am also very sensible people do not respect the old, I generally respect and courtesy to leave.
traditional industries to maintain the basic needs of Greater China, people live and work, I am a lonely road in a helpless God, all white hair. I understand why, when that company in Silicon Valley, over their peers from the other side, or 20 years older than I am full of white hair, However, the country still do not understand the course of the white-haired man. History often very alarming similar cycle, just like years years months.
2003, after SARS, I turned off the hard business for 10 years a number of stores, a person, on a rainy morning, left his home and circle, drifted into the Beijing Shangdi Information Industry Base, a biological products company, has been on the verge of bankruptcy, does not meet the channel access products piled up in there for 2 years, overwhelmed by the boss. I was lucky enough to be captured, but my heart is in the computer. On the Internet. Since then, my life quietly submerged in the network.
2008, continental area of ??embedded computer companies in Silicon Valley, USA MarketingManager collaborative colleagues return of Taiwan to help Silicon Valley headquarters in a variety of trade show / Internet Media / marketing issues, and therefore return to the Shangdi Information Industry concentrated I place in this five years ago, a computer know nothing about the soil and old hat, arrived in Beijing and decided to self-study e-commerce.
I do not know why those years the very idea of ??bosses determined to start, but the majority fail suddenly missing in Internet circles. These people have gone through these same ambitious yet arrogant and full of attitude and options – project – money – opened – failed – missing the whole process. Most did not last three years, the traditional industry for 10 years, I just started the business in 1993 continued for the missing 10 years after a, I entered the Internet circles, it seems people in traditional industries, is missing.
2006 in the old-fashioned Internet Solutions Company to do MarketingManager work, third party billing / card / bank savings Calgary Internet hosts by mobile base station signal wake-up … to solve the program was ahead. This year I went through two companies, a Tsinghua University, helped by foreign investors to do the traditional commerce integral cartoons database, so that the scorecard monetization, Qin Shi Huang had to do that one thing unified the scorecard
2005, the rental office in the library, a digital technology book publishing company, I wrote two book summaries of business failure cases encountered in Beijing three years.
Administrative Assistant of the Director of HeadofCreativeService creative services the
HISupervisor personnel Steering
GroupHead creative team leader (commonly referred to as: GH), IT administrator
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InformationTechnology IT department
AdminAssistant < br /> by AccountManagement is the customer service department
ProductionCoordinator produced the coordination the
CreativeDirector Creative Director (commonly referred to as: CD)
PlanningDirector strategy planning director
ManagingDirector Managing Director (commonly referred to as: MD) < br /> InformationTechnologyManager IT manager
StrategicPlanning strategy, planning departments
SeniorAccountDirector senior account director
SeniorDesigner-Integrated senior designer
Designer-Integrated designers
StrategicPlanningAssistant strategy planning assistant
Creative creative department
Visualizer painter
DirectorofClientServices customer service department director
CreativeServiceSupervisor Creative Services Authority
ChiefCreativeOfficer chief creative director (commonly referred to as: CCO)
The AccountManager-
Copywriter Copywriting (commonly referred to as: CW)
AssociateCreativeDirector, assistant creative director (commonly referred to as: ACD) is
SeniorArtDirector, Senior Art Director, Freelance part-time Account Manager
October 19, 2011 (commonly referred to as: the SART or SAD) the
SeniorAccountDirector senior account director (commonly referred to as: SAD) the
GroupAccountDirector customer affairs group director (commonly referred to as: GAD) the
SeniorCreativeDirector senior creative director (commonly referred to as: SCD) < br />, /> AssociateAccountDirector, a senior HI
Cold child said, “In my eyes, my mother is a very great woman and the father was not at home that decade, she played with tremendous will to support the upcoming home one hand we pull grew up, and give us the most complete love strong “mother to the young child cold life is full of confidence, he said,” be replaced with an ordinary family, may have already torn apart. I glad I saw today still a warm home, although the happiness comes a little late, but slow in responding, we have to know how to cherish more I am grateful to the parents to give my life to give I was growing up, but I am more grateful to her mother. She let me learn to be strong.
best mentor
source: the history of the young leader network wonderful article: Baidu “earthquake” constantly you can to the end?
seo what their future life planning, cold child said, “When the first one million earn full time, I will do it their own B2C mall.” of this goal, he believes the mall 1-2 years of general operations, we can basically proudly, provided pre-site construction to be done very place. In 2003-2010, the network marketing is to do SEO-based promotion; now 2011 years, Internet marketing needs to be done UEO (User Experience Free Information Optimization) is fundamental throughout the Internet career, people-oriented. Therefore, not yet fully grasp the mature condition, cold child, said he will not easily take that step. Cold child, as an investor, to do something when their real investment, even if only a thousand dollars will be very distressed. Own now to do any thing very cautious, after careful thought will really set out to do. Meanwhile, the cold child, also said that in the short term, hoping to find like-minded young people with their own planning work hard the future of the Internet.
for their own future direction of the cold sub-practical take every step possible to achieve ultimate success. He said, “Whenever I come to a cross I do not know the direction of, I always rely on their subjective consciousness identified four directions, he will have to choose a wrong does not matter in a timely manner back then select It is important that you are willing to go, do not be lazy, do not take that never find the right direction … “
because early repair in marketing and advertising planning, took the assistant marketing qualification certificate because of Internet technology has a strong preference, so the cold sub-position of his career in network planning / network marketing. In order to made certain achievements in the field as soon as possible, the retreat of cold sub-entry in the first three months of sleepless nights studying SEO basic theory. This cold son of a career of great help. SEO theory is the basis of web promotion, the first step in network marketing objectives, as if from a search engine, any network promote or hype showing the effect of just a single platform KPI embody, rather than an overall effect reflected. With a solid SEO foundation, cold sub-entrants a year and seven months by the SEO experts to natural transition to the role of the network planner. For cold sub, the power of dreams is extremely powerful, and one of his choice from the dream.
initial dream
cold child to her own life experiences compared to a modern version of A Dream of Red Mansions. He joked that he is holding a spoon, but did not hold. “But in her own life experiences, to eat the bitter cold child of the past has always been to maintain an optimistic attitude, he has never regretted the Dream of Red Mansions to bring their own to such a completely different life experiences. In the cold sub opinion, precisely because of the past twenty years experienced ups and downs of life, to be able to gradually enriched in the process of growing. Cold child said, “If I grew up so far has been off the Prince of life, perhaps I did not become in the face of adversity learn humility, true and strong enough to face life.”
“Human the great dream, life is hard but exciting. “This sentence is cold sub (Tencent microblogging: @ jimmy86727) The fact precisely a summary of the cold sub-industry career. As early as the age of 12, cold sub made for my own life a great goal – with a red Ferrari 375. This is also the cold child I called my Ferrari dream. This dream has been to support the cold child to go on the journey of life. Sophomore, cold sub for the first time germination want their own business idea, and standing in front of the relatives to swear, be sure to earn one million within five years after graduation! Since then, both in learning or in the practice of the University during the career, cold sub are never did forget this goal has tirelessly toward their dreams efforts before.
cold sub-distinctive forward line is: the time – theory – practice – then the theory, it is also, to make the cold child like a duck in today Internet industry, its capability to young practitioners qualifications to catch up with many predecessors, with the shortest possible time to achieve the dream of a monthly income of 10,000 yuan. Another in the currently more popular microblogging marketing, cold child have their own unique way they operate, and the successful operation of a number of celebrity microblogging wave of waves in the Internet industry. Zhong Liying and other Reds started to build a cold sub, as well as purely commercial speculation corporate brand, once a popular figure in a short time on the Internet. September 14, 2011
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do in life journey The last Maybe we can occasionally back. But in the cause of the growth on top, never look back. Only practical to take a good foot of each step, the difficulties and setbacks to bite the bullet to go back to not look around, will it be possible aspirations to the pinnacle of success. Cold child success is due to fully understand and grasp his own strength, and it does not ask the results of practical efforts to pay that prompted him to truly become a fruitful result in the career achievements.
it comes to their performance, cold child everything thanks to mother. In the cold sub-view, all efforts were made to let the mother rest of his life to be happy. Cold child said, “I was four, my father friends involved in drug-related case, the results of a by a national civil servants, and we separated for ten years. Forced livelihoods, foster care uncle house a few years. “cold child, a stranger, uncle s house a few years so that the body odor of their own premature to depend on others the taste, well aware of the inconstancy of human relationships, human well-being. It is this unique life experience created a dual character of the cold sub, allowing him to look to the most profound vision.
most looking forward to the future
in his career, cold sub-never agreement as constraints, in his opinion, any thing he has done in good faith and strength to speak. Have spread within the family “in the soft paper with a legend: a person, single-handedly support the nearly 100 million project, completed in the shortest possible time and the best performance. Cold sub is not never been as proud of him that he was just trying to do their own thing to do, to give every customer needs as their own to complete. Cold child said, “to do such as single, as long as the investments beautiful!”
Today, cold child has become a dark horse of the Internet industry, is trying to gallop on the dreamer. The cold child is not only a search and easy network shareholder, founder of the soft-Man family, but still a listed company E-MarketingManager of. At the same time, cold sub or professional network of more than 3,000 IT workers resources planning expert. But have always been very low key, doing their keen things have been behind the scenes, quietly weaving their dream.
the youngest Internet planning master
Admittedly, they come out. Experienced a life of frustration and cold sub have different strong and calm, different from the affordability. The reason why cold sub grateful to her mother, because his mother gave his life, give courage to the strong face of setbacks. Cold child said, “Whether I go, I miss the most is destined to all the mothers.” But also precisely because of these that makes the cold sub-life to go on to create one after another very brilliant record .
one million, is the concept? In the opinion of the diligent work of the farmers, one million is a distant astronomical figures; seems to struggle in the factory front-line workers, one million is a house; opinion in busy white-collar workers, one million years hard struggle; opinion, and in a cold sub-one million is only a beginning.
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3. Master makeup techniques to study the makeup of the development trend of continuous innovation, the ability to train an assistant.
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4. service with a smile, polite and enthusiastic reception customer initiative to say hello, “please” at the beginning, “Xie “vanguard. Patiently and carefully asked the customer preferences, requirements, communication with the customer not less than five minutes, its best-effort, so that customers bed of roses, a visitor to send greetings. Put an end to work with emotions, the absolute prohibition of a dispute with the guests (Suzhou Kama photographic film studio to remind: this is important! So-called customer is God, a smile to the customer intimacy, warm and polite, must be done.)
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17. when the make-up artist to take the shape of supplies may not rummage chaos to find, so as not to mess up the supplies, cosmetics are finished using the vacuum box to receive and sign to receive the date and quantity.
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15. make-up artist must be a monthly collective learning dress matching headdress with pairs of white silk, color yarn, all kinds of headwear with a unified coordination, not enough styling supplies to write a shopping list in a timely manner to pay in a timely manner and the manager to repurchase shall not affect the shape out of stock. For old or bad headgear, wigs, jewelry, veil timely clean-up, such as cleaning a clean cross and laundries or self-cleaning, such as too old to competent signature replaced.
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14. make-up artist should always communicate with the photo department to create a new shape with other departments work closely together.
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Suzhou Kay The film base of the horse: grooming standards, make-up work, pay attention to professional ethics and civilized service, to maintain a fresh, articulate and make-up can not meet with customers breath, keep the make-up the high standard of technical maintenance of the studio reputation.
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Suzhou Kama Wedding Photo Co., Ltd. Suzhou Kama photography
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8. bridal makeup makeup artist five minutes in advance to punch a clock card. Do not let the customer wait.
11. customers take pictures after the end, make-up artist dressed in work clothes, will be sent to the customer on the first floor before work.
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2. skilled master make-up, disk knowledge and operating procedures, superb skills, familiar with a variety of cosmetics, appliances, performance, features and use.
4. service with a smile, polite and enthusiastic reception customers take the initiative to say hello, “beginning with the word” thank “comes up. Patiently and carefully asked the customer preferences, requirements, communication with the customer not less than five minutes, its best-effort, so that customers bed of roses, a visitor to send greetings. Put an end to work with emotions, the absolute prohibition of a dispute with the guests (Suzhou Kama photographic film studios Reminder: This is very important Oh! Wedding to help the so-called customer is God, a smile to the customer intimacy, warm and polite, must be done.)
7 discipline and caring for public property, strict compliance with the “Employee Code”, and strictly enforce the studio rules and regulations, no AWOL, work time to do this post has nothing to do anything. the
Suzhou Kama wedding photography Co., Ltd. Suzhou Kama photography
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2011-03-17 15:01:12 Suzhou the Kama wedding photography. 0 comments: medium and small subscription movie Suzhou Kama: make-up artist job responsibility
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16. headwear, jewelry, gloves, wigs, head yarn rack placed supplies must be clean and orderly, coherent, easy to pick and place.
Suzhou Kama The wedding Photography Co., Ltd., photography Suzhou, Suzhou Kama Kama wedding photography Suzhou Kama portrait [Suzhou wedding photography] Suzhou wedding the photography industry The management system – make-up artist job responsibility system
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3. master makeup techniques to study the make-up, the development trends, and constantly introduce new ability to train assistants.
5. Suzhou the Kama film base: grooming standards, make-up work, pay attention to professional ethics, civilized service, to maintain the fresh, articulate and make-up can not meet with customers breath, keep the make-up the high standard of technology, maintenance studio reputation.
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8. bridal makeup makeup artist five minutes in advance to punch a clock card. Do not let the customer wait.
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11. customer at the camera end, the make-up artist dressed in work clothes, will be sent to the customer on the first floor before work .
love their jobs, with a strong sense of responsibility and sense of service, proactive, hard working, civilized courtesy, attention to hygiene, style and honest, unselfish, under the leadership of the competent services to every customer ( For more details please visit the official website of Suzhou the Kama wedding photography Co., Ltd. http://www.52km.net Suzhou the Kama portrait – Suzhou largest wedding photography real studio shoot base, Suzhou location filming base).
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14. make-up artist to be often associated with the photography department communication to create a new shape with the other departments work closely together.
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13. bride to change every time headgear are required to make-up artist or make-up assistant in a timely manner back in place, one shall be arbitrarily on the dresser or casually litter.
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6. responsible for custody http://www.hunshabang.com/, cosmetics, and economical use of cosmetic products for cosmetics, fragile (such as lipstick, glue) to appoint good custody, proposed cosmetics procurement recommendations, to maintain the cleanliness of the make-up table and clean.
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[Original] wedding photography Suzhou wedding photography “the Kama image www.hunshabang.com tough official the thumb Du quiet tgqc
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17 when the make-up artist to take the shape of supplies may not rummage chaos to find, so as not to mess up the goods, cosmetics are finished using the vacuum box to receive, and sign to receive the date and quantity.
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15. make-up artist must be a monthly collective learning to dress matching headdress with white, color yarn, all kinds of headgear with a unified coordination, not the shape of supplies in a timely manner write a shopping list to pay to repurchase and managers in a timely manner, and shall not affect the shape out of stock. For old or bad headgear, wigs, jewelry, veil timely clean-up, such as cleaning a clean cross and laundries or self-cleaning, such as too old to competent signature replaced.
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5. Suzhou the Kama film base: grooming standards, make-up work, pay attention to professional ethics, civilized service, articulate fresh make-up can not face high standard of technical customer breath, keep the make-up, maintenance of the studio reputation.
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16. headdress, jewelry, wigs, head yarn gloves shelves display items must be clean and orderly, coherent, easy to pick and place.
Suzhou Kama Wedding Photo Co., Ltd. Suzhou Kama photography
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Suzhou Kama Wedding Photo Co., Ltd. Suzhou Kama photography Suzhou Kiama Suzhou Kama portraits, wedding photography [Suzhou wedding photography] Suzhou wedding photography industry management system – make-up artist job responsibility
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7 discipline and caring for public property, strict compliance with the “Employee Code”, and strictly enforce the studio all rules and regulations are not allowed to AWOL, work time to do this job has nothing to do anything.
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florid leaf wedding help thank you for your support http:// www.hunshabang.com;
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Hongwei Moore headquarters held a tripartite discussion exchange
the Hongwei Moore Mr. Yang Jianwei talked about market management the rights, property rights, the right to operate, with emphasis on the market must be unified operation, after the completion of the sales approach to melt, and then 1-3 years or 3-5 years leaseback form of unified management, professional operation scientific and effective management company to manage the future development of the market, so in the shortest possible time through the most effective way to create new markets for operational orbit.
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Shanghai Architectural Institute staff, in the actual planning and design, based on the premise of the existing floor area ratio, the need to clearly know the future projects construction volume, then begin to divide structure http://hyy-weddingdress.com/ format classification, area of ??operations, warehousing, logistics, processing ratio.
] heart Shao Di suppression the cowardly wjtewww.hunshabang.com wedding wedding China Suzhou City project tripartite communication will be held headquarters in Hong-Wei Moore (2010-11-24 14:15:24)
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in the planning of the project construction, combined with consumer most common consumption patterns, longer stay in the consumer shopping time, but also enable business users to have a good business environment, so consider the practical experience of buyers and sellers to comprehensive consideration of the architectural form of the project, using the best solution can greatly enhance the popular gathering. Aspects of the project architecture, the next step of work need to clear the area accounting for a business function, the proportion of the supporting area and the location of division and parking problems to solve, Mr. Yang Jianwei noted that the parking problem in the commercial real estate important, according to project narrow features can be set in the bottom two-story parking spaces, the bottom layer to use as a shop, and cited Haining Leather City projects a number of parking spaces for the case of parking spaces in the professional market. The position is pivotal, and Suzhou old wedding market exposed the lack of parking spaces also shows this problem, leading to market strife parking caused by the adverse consequences of traffic inconvenience.
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were also discussed on the main entrance of the settings and plots will be divided into four major areas , which includes a professional shopping district, business area, storage and logistics area, processing area, the subsequent workflow, according to the developers of the project business area and market Hongwei Moore officers had just drawn through the actual research statistics area to calculate the wedding dress, business area and proportion of photographic equipment, supplies, accessories, and calculated the existing proportion of the number of business operators, and then suggest new markets planning the format size and proportion.
On the morning of November 22, the Chinese Suzhou Wedding City project developers leadership, the staff of the Shanghai Institute of Architectural Design Wo set in the Hongwei Moore at the conference room held a tripartite discussion meeting on the current < strong> Suzhou Wedding City project in the actual operation and direction of future operations and ideas to communicate, the Hongwei Moore, chairman of First clear the exchange will need to be resolved, including the wedding city project architectural form, function zoning planning, the proportion of functional structure, the organization of traffic (parking problems) as well as the relocation of the area of ??planning.
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in the exchange market positioning problems, recognize the Hongwei Moore go first middle and low, then gradually increase the grade, in high-end development to create the route, because the market is inevitable for most consumers, but also taking into account the market the need for appropriate cultivation period, and therefore should be in the wedding market, the stock market mainly to middle and low levels of consumption, and forms of division of the service to block the south near the railway. Suzhou wedding
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demolition issues, the developers leading the first clear the object of the demolition was the landlord, rather than existing business operators, which is why the Party to provide the number of employed households I actually research the number of households to 330 households more than 700. Each other on the demolition issue has been very sensitive to how to properly handle a good demolition of the focus of the work and one of the difficulties. It was also conceived the idea of ??the formation of e-commerce platform, then not only will be able the the Huqiu wedding market business operators to provide a good e-commerce platform, and even the ability to Guangzhou and other places of the wedding market dealers joined, forming a huge The wedding network operating platform. Discuss the concept of the hotel market, the developer according to the Tiger Hill area you wish to target mid-range, medium-sized hotel. Able to generate a greater role in supporting services in the future.
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The Exchange Conference aimed at a unified tripartite thinking, clear future work goals and tasks, although the tripartite existence of differences of opinion, but the final analysis for the project, hope to be able to successfully build an account for 70% share of the national wedding business areas into new markets. Mr. Yang Jianwei, Hongwei Moore also led in the afternoon we visited the Chinese holly leaf clothing market, a detailed account of the factors and the experience of the successful operation of their projects, combined with the wedding market, pointing out that the project future mode of operation ideas, expressed confidence and also has the ability the project successfully fight the new wedding market in China and even Southeast Asia premier.
, accompanied by Mr. Yang Jianwei developers leaders visit China Jiu Bao Evergreen Garment market
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