Recently, a symposium on the exchange of leading listed companies in the photovoltaic industry was successfully held on the Shanghai Stock Exchange. Dr. Qu Xiaohua, chairman of Atlas, was invited to attend the symposium to discuss the development trend, market space, competition pattern, capacity expansion, technical route, ESG and other hot issues of the photovoltaic industry with the market organizations of the leading photovoltaic enterprises, so as to promote the high-quality development of the photovoltaic industry and promote the development of the photovoltaic industry. Suggestions and suggestions to boost investor confidence.
Ask: How to view the demand trend and future growth rate of photovoltaic industry?
Qu Xiaohua: China's photovoltaic industry is leading the world by virtue of its remarkable high-tech level, high efficiency, low cost and sound upstream and downstream support. It is expected that in 2030 or sooner, the annual installed capacity of photovoltaic in the world will reach the level of T watt (1000 GW). The photovoltaic industry will move from the "T-watt era" of cumulative installed capacity to the "T-watt era" of annual installed capacity, while the new installed capacity of energy storage is expected to reach 1 Twh .
Q: In the process of spheroidization, the photovoltaic industry has been facing challenges brought by the international trade environment. How to treat and how to deal with it?
Qu Xiaohua: The five ridges penetrate the winding waves, and the Wumeng pound sullen mud pills. Our photovoltaic enterprises have crossed many Wuling and Wumeng Mountains. I remember that in 2011, Atlas, Tianhe, Suntech, Yingli, our four enterprises gathered together for the first time, in order to deal with the double-reaction of Europe and the United States, and later faced the double-reaction of Canada, Indian tariffs, as well as the 201, 301, Xinjiang issues of the United States, etc. Looking back after one thing passed, photovoltaic became bigger and bigger, and we passed through Wuling and Wumeng Mountains. Looking back, it looks like small waves and mud balls. At present, the biggest impact is the non-tariff issue , such as the Xinjiang issue, which may not be enough to rely solely on the strength of enterprises, but also on the strength of the state. Even such a difficult problem, with the strength of our country and enterprises, I believe it can be solved in 2-3 years.
Ask: It has gradually become a trend for production capacity to go to sea. How do enterprises make decisions on the strategic layout of globalization? How can China's local production capacity ensure the sustainability of its advantages?
Qu Xiaohua: There are two problems in going out. One is where to go, and the answer is where there is profit, where there is demand and where you can do it yourself. Up to now, Atlas has been engaged in local manufacturing in eight countries and regions on three continents, including China, Thailand, Vietnam, Indonesia, Canada, the United States and Brazil. Second, can local production capacity maintain the leading edge? From the development process of Atlas and Chinese enterprises going out for more than ten years, Chinese enterprises have always maintained the absolute leading edge, because R & D has been in China, and the first line of all processes, equipment and products must be in China. The first base must also be in China, and only when it is done well in China can it go overseas. In the future, China will not only be an important manufacturing base, but also become a leading point and commanding point in science and technology and research and development. After China has done a good job, it will export and spread to the whole world. Under this model, there is no problem for China to maintain its production capacity advantage in the next 10 years.
Ask: As an excellent enterprise in the industry, if we choose three elements as the most important enterprise barriers in our operation, What do we think are the three aspects?
Qu Xiaohua: Every successful enterprise has its own unique success. What is the secret of Atlas? The greatest advantage of Atlas is its internationalization ability , including brand, channel and service. As well as the development and construction business advantages of photovoltaic power plants operated globally by CSIQ, the controlling shareholder of Atlas listed overseas. In addition to internationalization, the second advantage is R & D. For example, in 2017, Atlas took the lead in introducing 166 silicon wafers. Once there is new technological innovation, it is the best time for the company to make profits. The third advantage is the ability to control costs.
Q: At present, the price of the photovoltaic industry is in a period of adjustment. How do we look forward to the future price and the profitability of a single watt?
Qu Xiaohua: Atlas has been established for 22 years, and 22 years old is equivalent to a university graduate. Atlas was also a small and micro enterprise 22 years ago. I would like to take this opportunity to say to the early customers of Atlas, thank you for your support and care for Atlas in its infancy. In addition, the warranty period of photovoltaic industry modules is generally more than 20 years. I would like to say to these customers, I am very gratified that my promise to you has been fulfilled, and we have achieved the 20-year warranty. Historically, the profitability of Atlas has been at the level of intermediate preference, and Atlas will continue to maintain the profitability of intermediate preference in the next 5-10 years, bringing stable returns to investors.
Q: More than 60% of the global market demand is overseas. Some countries and regions attach great importance to ESG, and sometimes even become the starting point of trade barriers. How do Chinese enterprises deal with it and how to improve their own ESG level?
Qu Xiaohua: Atlas has been doing social responsibility reports for more than ten years, and began to do ESG sustainable development reports three years ago. There was a female director of Atlas. We specifically said that it was not good to have only men on the board. We specially found a woman who came from a family of foundations. At the meeting of the board of directors, she proposed that we should use ESG to measure the company. I agreed and took Ms. Zhang Hanbing, the common controller, to learn ESG together. We decided to appoint the Sustainable Development Officer, and the candidate is Ms. Zhang Hanbing. In the international rating, Atlas ESG scored the top two last year and this year. Many companies are doing ESG. It's better to make their own characteristics. The difference of Atlas is me. When I was lying in bed with high paraplegia in 2019, I asked the HR director of Atlas, how many special needs personnel do we employ now? People with special needs here refer to people with disabilities. He answered me that there were 70 disabled people in our company. Okay, so I'm the 71st. Now we have nearly 200 people. But I think this number is not enough. Atlas already has more than 20,000 employees. I think we can at least provide jobs for more people with special needs. We can use 100 pairs of arms to lift a disabled person to fly, so that they can feel that they are still contributing to society.
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