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Advancing the concept of one-stop service and deepening the internationalization process - Haishi Company CEO Li Yinqing

2020-05-25

I. 2019 Annual Budget Completion and Review of Haishi Group's Subsidiaries

In 2019 a year when the global trade economy became increasingly difficult, Haishi achieved a surge against the trend, with both performance and profits exceeding previous years and reaching new highs. The main reasons for this are as follows: Firstly, prioritizing the improvement of the core competitiveness of "products"; secondly, team factors; thirdly, service awareness; fourthly, forward-looking strategic layout; and fifthly, cost control.

II. 2020 Haishi Group's Goals and Outlook for the Year

(1) Strive to achieve the annual targets set by the Group. Haishi Group will strive to achieve 2020 annual 1250 million US dollars (after tax) in profit budget.

(2) Establish new companies in Atlanta and Chicago, USA. Expand the coverage of the US sales network and develop the local market.

(3) Develop DDP business and e-commerce customers. Under the context of the US-China trade war, more and more consignees have changed the original traditional FOB terms to DDP terms. We will closely monitor the trend of trade development, allocate resources and funds reasonably, and coordinate and communicate throughout the logistics chain.

(4) Cooperate with Yushi to develop the Giant Stone India business.

(5) Tian Shi Egypt radiates to Turkey, providing good on-site service in Turkey.

(6) Do a good job in "last mile" service. Since 80% all of our customers require door-to-door service, we will constantly face risks and challenges in service, and we will do our best to coordinate and obtain the understanding and support of our customers.

(7) IMO2020 new regulations increase shipping costs. 2020 The global sulfur cap has led shipping companies to push up freight rates. We will closely monitor this, communicate with customers, provide timely feedback on market conditions, and prepare to increase working capital.

(8) Keep up with the times, change the business model, improve service quality, and avoid price wars. With the increasing development of the Internet today, the freight costs in the shipping industry are becoming increasingly transparent. We must keep up with the times, be innovation-oriented, service-based, and capital-driven, and improve customer stickiness through a full industrial chain model, rather than simply relying on freight differences to make profits.

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Securing funds, reducing costs and increasing revenue, optimizing services, and moving forward. General Manager of Finance and Accounting Department, Liu Junxian

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Seizing opportunities, shouldering responsibilities, living up to our mission, and striving to double our results. Huang Junjun, Executive Chairman and General Manager of Sales Department 2, Hengshi Company