Huang Haiyan, Executive Vice President of Chint New Energy: From "Going Global" to "Manufacturing Abroad" on the Journey of Going Overseas | 2025 Overseas Expansion Conference

On July 25th, guided by the Department of Commerce of Zhejiang Province, the Secretariat of the China Cooperation Center for Special Economic Zones of BRICS countries, the Hangzhou Bureau of Commerce, and the Qiantang District Bureau of Commerce, and jointly hosted by 36Kr and Qiantang Construction Group, the 2025 "From 'Ingenuity' to the 'World'" Going Global Conference will grandly kick off at the Grand Mercure Hangzhou Qiantang. As a brand - new IP event of 36Kr focusing on the fields of globalization and going global, the conference will set up a main venue and a sub - venue, the "Invest in BRICS" - Country Cooperation Matching Meeting. The main venue of the conference will be divided into two chapters: "Finding Certainty in Uncertainty" and "Doing Business Globally". It will focus on popular going - global fields such as consumption, technology, e - commerce, finance, and new energy, covering more than 10 keynote speeches, 5 round - table discussions, and the release of the East Forward 2025 Going Global Globalization Innovation List, decoding the certain logic of the coordinated growth of "product - technology - ecosystem", and providing a referenceable global development path for enterprises to navigate through the fog of globalization and build sustainable going - global capabilities.

On that day, Huang Haiyan, the executive vice - president of Chint New Energy, brought a keynote sharing titled "From 'Going Out' to 'Manufacturing Out': A New Journey of Energy Going Global".

The following is the content of Huang Haiyan's speech, compiled and edited by 36Kr:

Distinguished leaders and dear entrepreneur friends:

Good morning, everyone! I am very honored to stand here and share with you the going - global journey of Chint New Energy. The theme of my sharing today is "Chint New Energy's Going - Global Journey: From Going Out to Manufacturing Out". This is not only a phased summary of our going - global efforts in the past decade but also a reflection on our future going - global strategy in the current complex international environment.

My report is divided into six parts: First, I will briefly introduce Chint New Energy. Then, I will elaborate on the globalization path according to the three stages of "products going out", "brand going out", and "manufacturing and production capacity going out". Next, I will analyze the core advantages of technological innovation, the current opportunities and challenges in going global. Finally, I will talk about our outlook for the future.

I. Chint New Energy: A Pioneer in the Photovoltaic Field

Chint New Energy is the core enterprise under Chint Group, focusing on photovoltaic manufacturing. As one of the earliest private enterprises to enter the photovoltaic industry in China, since its foray into the photovoltaic field in 2006, it has always been dedicated to the R & D and production of crystalline silicon cells and modules. Currently, our business covers more than 140 countries and regions around the world, and we are committed to becoming the most competitive module supplier globally.

In the course of our development, we have continuously made breakthroughs: from participating in the Golden Sun Project in the early days, to supplying the largest ground - mounted photovoltaic power station in Europe, to the release of the ASTRO N product series in recent years; from starting domestic production in 2006, to acquiring a German factory in 2014, investing in the construction of a battery factory in Thailand in 2016, and now the factory in Turkey, Chint New Energy is steadily moving into the deep waters of globalization.

II. The Evolution Path of Photovoltaic Going Global

Our going - global path is clearly divided into three stages, reflecting the systematicness and foresight of our strategy:

Products "going out": Opening up global market channels;

Brand "going out": Strengthening international influence;

Production capacity "going out": Deeply integrating into the global market.

First Stage: Global Market Layout of "Products Going Out"

We have carefully planned our sales network around the world's core markets, establishing branches and sales centers in regions such as Europe, North America, the Middle East, and the Asia - Pacific, achieving a leap from "Made in China" to global sales. Currently, our products are exported to more than 140 countries, firmly ranking among the first - tier global module suppliers.

Second Stage: International Strategy of "Brand Going Out"

Our products have received international authoritative recognition and are among the Tier 1 module suppliers. Our shipment volume ranks 6th globally, and the shipment volume of our TOPCon modules ranks 4th globally. We have been rated as the best - performing module supplier in the tests of the globally influential Kiwa PVEL institution for 9 years, and have also won multiple "Quality Wins in China" honorary certifications.

In addition, we actively carry out global brand activities, participate in relevant United Nations conferences, hold global brand tour activities, and launched the "New Light Future" green energy public welfare activity last year. By participating in global events such as COP and Bloomberg New Energy Finance, the brand credibility and influence of Chint have been continuously enhanced.

Third Stage: Deep Globalization of "Production Capacity Going Out"

To cope with the complex international environment, such as the double - anti policies and the IRA in the United States, the CBAM bill in the European Union, and the trade protection measures in countries such as Turkey, Brazil, and India, we have expanded our manufacturing bases overseas, promoting the "going out" of production capacity. This is a key step in the transformation of our globalization strategy from a sales - oriented to a manufacturing - oriented one.

The core value of the "production capacity going out" strategy is reflected in three aspects: First, effectively avoiding trade barriers; second, improving market response speed; third, perfecting the global industrial chain layout. Based on a systematic evaluation of the core strategic elements of global production capacity layout, we have prioritized the layout of production capacity in Thailand and Turkey to hedge against trade risks in regions such as the United States and Europe, achieving a positive synergy between "strategic security" and "economic efficiency" and creating differentiated advantages for global competition.

After years of global production capacity layout, through the combination of multiple domestic bases and overseas production capacity, we have built a vertical global network, with our business covering more than 140 countries and regions on five continents around the world, laying a solid foundation for further penetration into the global market.

III. Technological R & D and Competitiveness

Technological R & D is the core engine for our steady "going out", mainly reflected in two aspects: intelligent manufacturing and product innovation:

Intelligent manufacturing: We are the first enterprise in the industry to realize a "photovoltaic + Internet" transparent factory, with the entire process from raw material input to finished product output traceable, and a very high automation rate in key processes. Relying on Chint Group's accumulation in the digital field, we pioneered the EL defect AI automatic detection technology.

Product innovation: The power of the N7 module in the ASTRO N series reaches 650W, with an efficiency of over 24%, leading the industry. It has also obtained the world's first batch of IEC certifications for high - temperature scenarios. Our solid product strength and technological accumulation have laid a solid foundation for us to enter complex markets and build overseas competitiveness.

IV. Global Layout and Actual Implementation

Localized operation is the key support for the success of overseas production capacity layout. We mainly start from the following aspects:

Localized talent management and training: Establish an international management system, cultivate employees' localized thinking, recruit and train local employees, gain an in - depth understanding of local market needs, carry out language communication and relevant training programs, and hire local professional consultants.

Brand cultivation and market development: Cooperate closely with local partners, provide differentiated products according to the needs of the target market; respect local cultural customs, gain an in - depth understanding of national laws, regulations, and policies, abide by local labor rights, and pay attention to compliant operation.

Overall, we attach great importance to localized management. From hiring local employees, establishing training mechanisms, adapting to cultural differences, to product differentiation customization and compliant operation, the full - chain localized practice has won us government support and customer trust.

Building factories overseas is not only an output of production capacity but also a reshaping of the global supply chain. We have built a diversified supply chain network, reducing our dependence on a single country and enhancing our ability to resist geopolitical risks. At the same time, building factories close to the market helps to shorten the delivery cycle, enhance cost control ability, and improve market response speed.

V. Opportunities and Challenges

In the process of global layout, we are facing opportunities and challenges:

Opportunities: Under the trend of global energy transformation, although the growth rate of photovoltaic demand has slowed down compared with previous years, it remains at a relatively high level. Countries in the Middle East, North Africa, and along the "Belt and Road" have become key emerging incremental markets. We have established a complete sales network and set up branches in core markets such as Europe, America, the Asia - Pacific, and Latin America, laying an advantage for deepening our overseas layout.

Challenges: The rise of trade protectionism, with some countries implementing "de - Sinicization" and anti - globalization policies, introducing trade barriers and localization policies; facing issues such as localization requirements, policy uncertainty, and homogeneous technological competition. The continuous anti - dumping and counter - subsidy investigations in Europe and the United States, which require full - process localization of products, have put forward higher requirements for our technology and operation capabilities.

In response, we adopt a four - dimensional strategy of "overseas production capacity + local talent + compliant operation + supply chain localization" to deal with risks, and at the same time, we insist on high - intensity R & D investment to maintain our global technological leadership and strive to stand out in the face of challenges.

VI. Future Outlook

In the future, we will promote the "integration and win - win" going - global model, cooperate with upstream and downstream enterprises to go global together, and achieve resource sharing and risk sharing. At the same time, we will replicate and export China's mature management system and technical standards overseas to build a globally resilient industrial chain ecosystem.

We will continue to deepen the "production capacity going out" strategy, maintain technological leadership, build a globally resilient industrial chain ecosystem, promote the popularization of green energy, and contribute Chinese wisdom and strength to the global carbon - neutral goal. This is not only a new journey for Chint New Energy's globalization but also our responsibility and commitment.

Thank you all for listening. Chint New Energy will uphold the mission of "Gathering solar energy, facilitating carbon neutrality, and enjoying a green new life", and continue to contribute Chint's strength on the international stage with stronger technology, better management, and deeper collaboration.

Thank you!