[年报]新 希 望:2020年年度报告（英文版）
原标题:新 希 望:2020年年度报告（英文版） New Hope Liuhe Co., Ltd 2020 Annual Report 2021 - 57 April 2021 Section 1 Important note, table of contents and definitions The board of directors, board of supervisors, directors, supervisors and senior executives of the company warrant that the con t ents of this annual report are true, accurate and complete and free of any false recordings, misleading statements or significant omissions and will be jointly and severally liable for the legal consequences. The company’s CEO Liu Chang, chief accountant C hen Xingyao and person in charge of accounting organization (accountant in charge) Chen Jing state that the financial report in the annual report is true, accurate and complete. All directors of the company attended the board meeting deliberating this r ep ort. I. Epidemic and natural disaster risks The animal epidemic disease is the main risk faced in the development of livestock industry. There are three kinds of risks arising out of the occurrence of epidemic disease. First, the occurrence of epidemic d isease is likely to result in death of livestock, and leads directly to the reduction in yield and drop in prices. Second, the occurrence and prevalence of epidemic disease on a large scale easily influence the consumer psychology, lead to shrinking mark et demand, and also affect the feed production and operation. Third, after the outbreak of some infectious epidemic diseases endangering the public health and safety, the government will take lockdown and other measures to contain the spread of epidemic di se ase. These epidemic containment measures will seriously hinder the transportation of feed, animal healthcare products and live livestock, and the workers returning to work, and have a great impact on the production and operation of breeding industry. In ad dition, the outbreak of infectious epidemic diseases will force most catering enterprises to stop doing business, some agricultural product markets to shut down, and consumers to reduce shopping activities outdoors, resulting in reduced meat demand and c on sumption. For example, the African Swine Fever (ASF) with an enormous impact on the entire industry broke out in 2018. As the ASF is characterized by long latency and high mortality after onset of the disease, and the effective and reliable vaccine has n ot yet been developed successfully, coupled with the fact that it was also the concentrated outbreak on a large scale in China for the first time, both the large - scale breeding enterprises and small farmers lacked effective containment measures at the onse t of epidemic, thereby suffering losses to varying degrees. At the end of 2020, the attenuated - strain ASF bounced back once again, especially hitting Hebei, Shandong and Henan , where the pace of live pig production capacity recovery was considerably affect ed . The COVID - 19 outbreak at the beginning of 2020 also posed daunting challenges to the livestock and poultry breeding industry in China . The anti - epidemic measures such as lockdown, delay in return to work, suspension of live poultry trading, and shutdo wn of slaughter houses led to unavailability of feed to farms and livestock farmers, newborn livestock nowhere to sell, inability to slaughter livestock and poultry, and difficulties to conduct breeding production activities normally. The COVID - 19 would al so force the new pig farms of pig farming enterprises to be generally out of operation and render farmers less motivated to restock live pigs, ultimately hindering the recovery process of live pig production capacity. In terms of the natural disaster risk , the feed and slaughter are closely related to planting and livestock breeding industry, so the natural disasters such as temperature anomalies, drought, flood, earthquake, hail, and snow disaster will all adversely affect the industry operation and devel op ment. The natural disasters occurring on the production bases of the company and surrounding areas may cause substantial damages to production facilities or equipment, and the natural disasters and extreme climate may also drive the prices of some feed ing redients and meats up. For example, serious flood disasters broke out in many places of South China in summer of 2016, adversely affecting the planting, breeding, farm produce logistics, project implementation and meat prices along the industry chai n to va rying degrees; in terms of planting, continuous catastrophic floods hitting some areas will result in decreased output of feed ingredients , thus impacting the feed ingredient prices, while at the same time decreasing the quality of raw materials; in terms of breeding, flood might cause pathogenic microorganisms buried in the land surrounding breeding farms to be exposed in air and drinking water, and will result in spread of pathogenic microorganisms and trigger epidemic diseases. In ad dition, several provi nces hardest hit by the floods are major aquatic breeding areas in China, where the impact of floods not only would destroy fishery production equipment but also is highly likely to wash off fish - barring facilities and bring away fish fries and adult fishe s, causing losses to economic income of farmers and thus affecting feed sales of the company; in terms of logistics, roads are flooded and roadbeds and road surfaces destroyed wherever flood sweeps, forcing the freight costs of ra w materials, feed, finishe d products and breeding pigs to rise and the transport capacity down, causing pressures on the supply chain of the company; in terms of project implementation, continuous rainstorms will also cause part of capital investment const ruction projects of the co mpany to suffer temporary shutdown, affecting the construction schedule; in terms of meat prices, flood would also impact the meat supply and directly contributed to the rising prices of pigs, while the gap in meat prices between affected areas and unaffec ted areas was growing, thus leading to increased allocation and transport of live pigs, and resulting in spread of the pandemic to a certain extent. Risk countermeasures: In the face of animal epidemics, the livestock farms planne d and constructed by the c ompany’s breeding base are normalized and standardized farms staffed with professional breeding technologists and equipped with strict anti - epidemic measures to effectively prevent and control the occurrence of epidemic diseases. The company has also summa rized some experience and measures responding to major epidemic diseases through years of exploration and accumulation, which allow the company to eliminates the impact of various epidemics by adjusting the product mix when approp riate, improving the produ ct quality, conducting deep market development actively and reducing the costs. Since 2014, the company has been guiding technicians to better serve farmers by establishing animal healthcare laboratories in various areas, creating the cloud - based animal he althcare system and conducting the monitoring and warning of epidemics and diseases in real time. In particular, in view of ASF outbreak in 2018, the company formulated all - round and system - wide prevention and control measures, co vering existing self - run p ig farms, fattening farms in cooperation with farmer households, new pig farms of the company, pig feed production units and internal animal healthcare laboratories, with a view to ensuring proper prevention and control at the sou rce of animal nutrition. A t the same time, the company actively took part in industry communication, and explored more effective prevention and control methods together with its peers. Currently, the bio - safety and epidemic prevention system, survival rate of live pigs, go - to - marke t rate and other indicators of the company are among the top in the industry. In response to the COVID - 19, the company lost no time to react, formulated and carried out various containment policies and conducted emergency disposit ion in a coordinated manne r. Secondly, the company actively communicates with the government at all levels, coordinates the transportation of goods such as livestock products, and raw and auxiliary materials of feed and products, secures vehicle passes, an d implements the green cha nnel policy enacted by the government at all levels. Thirdly, the company ensures sufficient procurement from feed plants and production supply through region - wide coordination, strengthens internal support for poultry industry in tegration, arranges its em ployees to return to work rapidly and orderly, contributes to the adequate supply of daily necessities across the country, adjusts its food industry strategy in real time and expands sales through supermarket channel and online ch annel. Fourthly, in light of its business practices, the company compiled the epidemic containment manual, published documents such as technical guidance on employee prevention and control and quarantine and guidance on engineering control amid epidemics, makes the epidemic prevent ion arrangements in a targeted manner and strengthens employee safety protection. In response to natural disasters, although unable to rule out the possibility that serious natural disasters will occur in areas where its subsidiar ies operate, the company’s extensive business portfolio and presense both at home and abroad help ensure that the company’s business as a whole will not be materially affected when natural disasters occur in particular regions. Especially for the rainstorm s and floods in south Chin a, which have occurred frequently in these years, the company has accumulated a large wealth of experience, established proven contingency plans and maintains sufficient flood prevention supplies in stock at all times, which allow the company to flexibly g uide farmers through production plan adjustments when the flood season begins in preparation for disaster relief together. At the same time, the company can also take the advantage of its nationwide presence to allocate funds, raw materials, equipment, and staff timely and effectively to resume production as soon as possible and reduce the losses caused by natural disasters. II. Risk of feed ingredient price fluctuations The cost of main feed ingredients for feed produc tion accounts for more than 90% of tot al cost of feed production. In the past, the proportion of feed business in the company’s revenue was large, but as the feed industry generally adopts the cost - plus pricing method, the fluctuations in prices of feed ingredients can be partly transmitted to the downstream breeding operations, so as to relieve the pressure from the rising prices of feed ingredients . However, with a growing percentage of livestock breeding business in the company’s revenue, the rising prices of feed ingredients will have a gro wing impact on the company as a whole. In 2020, corn prices rose all the way from a relatively high base level, reaching the highest point within five years driven by the successive occurrence of pand emic, temporary purchase and storage and typhoons, while soybean meal prices also rose in short term due to the reduced soybean export following the closure of ports in response to the COVID - 19 outbreak in South America. Coupled with the continuous tension between China and US, which brings great uncertainties to the bulk produce trade between the two countries and international trade of feed ingredients in the future, the risk of price fluctuations will exist in the long term. Moreover, against the b ackground of longtime existence of ASF in China, the feed ente rprises will reduce some high - risk raw materials for the safety of animal nutrition, such as usage of corn, pig blood, and pig bone meal, so as to make the demand for raw materials co ncentrate on other types of raw materials, which will also lead to rise i n prices of such alternative raw materials. Risk countermeasures: The company is the largest domestic feed enterprise with the scale advantages and a considerable say in the raw mater ial purchasing. The company started reorganizing and optimizing its raw m aterial procurement system in 2017, combed through its supplier system actively, established strategic partnerships with many domestic and overseas best - run raw material suppliers, co nducted the supply chain financing of various forms actively, and optimiz ed its purchasing cost and related financial expenses. In 2019, the company continued to drive transformations in terms of central purchasing of raw materials, strategic purchasing ch annel optimization of partners, acquisition of corn produced in northeast China and purchasing model upgrading, realizing a greater purchasing value despite the challenges. The COVID - 19 crisis in 2020 has caused phase - wise impact on the prices of feed ingredients and feed additives, but the company’s feed supply chain managemen t department intensified application of hedging tools to control the raw material price fluctuation risk, while the company’s technology, purchasing, production and marketing de partments worked closely with each other during the response to the pandemic, w ith these experiences already summarized and applied into the daily operation management of the feed business. III. Risk of price fluctuations of livestock and poultry The fini shed products of livestock and poultry breeding business of the company mainly include baby chick, baby duck, white - feathered chicken, white - feathered duck, breeding pig, piglet, and hog. Especially since 2016, the pig farming business of the company has b een growing rapidly, with 8.29 million live pigs sold externally in 2020 and mo re than 500 million self - raised and outsourced commercial generation chicken and ducks sold, which allowed the livestock and poultry breeding to contribute greater to the entire revenue and profits of the company. Along with the further growth of breeding volume of the company in the future, the prices of livestock and poultry will affect the levels of revenue and profits of the company even more remarkably. The prices of live pi gs, pork, breeding poultry, non - slaughtered chicken and ducks and poultry meat remained high as a whole in 2019. In 2020, the prices of live pigs and white - feathered poultry bifurcated. In terms of live pigs, pig prices bounced back and climbed gradually a fter a rapid fall in May due to the weakened consumer demand, leading to sustai ned high prices as a whole. In terms of white - feathered poultry, newly - hatched poultry, non - slaughtered chicken and ducks or poultry meat, their market prices remained low for a long time as a whole due to serious oversupply, coupled with the consumer dema nd of major channels such as wholesale markets, schools, plants and mines apparently inhibited due to the impact of COVID - 19, causing tremendous pressures on all players a long the industry chain. Since the beginning of 2021, although ASF threats remain, re covery of live pig production capacities across the country has apparently manifested itself and pork demands will not change significantly in short term, while remarkably eased supply tensions will drive pork prices down in a foreseeable future and the ta ble poultry market will continue to be adjusted due to still remarkable imbalance between demand and supply, sustaining the great pressure on prices of table poultry. Ris k countermeasures: apart from the impact of sporadic epidemics, the fluctuations in p rices of livestock and poultry mainly depend on the periodic increase and decrease in breeding and supply quantities. As a result, the process of livestock and poultry pri ces going down itself is a process of the survival of the fittest in the industry. Ag ainst this backdrop, the company still can generate more revenue or suffer fewer losses than its rivals in the process of price decline as long as it increases its breedin g efficiency and makes its breeding costs lower than its rivals. When some participan ts exit, the total supply declines and the prices rise again, the company might gain a greater market share and a higher return on investment than before. In recent years, the company has been committed to continuously increasing its breeding efficiency, a nd enjoying industry leadership in terms of production of healthy young breeding poultry and PSY and full cost of pig breeding, which will ensure that the company will rem ain highly competitive during the price fall of livestock and poultry. On the other h and, unlike most of agricultural and animal husbandry enterprises, the company also has slaughtering and processing businesses downstream of breeding industry, which happe ns to hedge against the breeding business of the company. The price decline of livest ock and poultry means that the cost of raw meat in the slaughtering and processing businesses falls too and its profit margin will be increased, which can also ease the im pact of price fall of livestock and poultry on the company as a whole moderately. IV. Impact of environmental protection policies In 2014, China started implementing the Regulations on Pollution Prevention for Large - scale Breeding of Livestock and Poultr y, as the government was strongly determined to keep livestock farms in line and new regulations were enacted across the country to demolish livestock farms, ban or restrict livestock farming activities. At the level of central government, the new “Environ mental Protection Law” was enacted in 2015; in 2016, the State Council issued the “13 th Five - Year” Ecological Environment Protection Program”, even more specifically requiring “local governments to close or relocate livestock farms (communities) and breedi ng households within the banned areas according to law by the end of 2017”. In 2018, the first group of central environmental protection inspectors conducted the “follow - up reexaminations”, as the efforts to investigate pollution caused by livestock farms were intensified across the country, ordering some breeding households to shut down f or environmental remediation or close once for all due to their livestock farming facilities failing to meet the environmental standards or discharging wastewater beyond t he set standards. These pressures from the environmental protection policies will for ce some livestock and poultry farms failing to meet the environmental standards to exit the market, and lead to reduced breeding quantities, which will produce a certain i mpact on the growth of feed business of the company and its acquisition of live pigs and poultry for slaughtering business. Some branches and subsidiaries of the company fail to meet the environmental protection requirements economically through hardware t ransformation, or no longer have the market basis due to being located in the banned areas, which will lead to their shutdown. In the long run, however, the exit of these outdated capacities for incompliance with environmental standards will allow the best - run producers that remain in the industry to acquire higher profitability, which is still of a positive significance to the entire industry. Risk countermeasures: in light of the changes of the breeding market, the company makes every effort to keep its s tock under control, makes full use of its industrialized supporting and integrated se rvices by changing its feed marketing model, and strengthens its cooperation with medium and large - sized farms and farmers that meet the environmental standards. While exp loring a new way of breeding, the company regards ecology, environmental protection, efficiency and safety as primary considerations in its project design, helps farmers remodel and build sheds and stalls that meet the higher environmental standards, incre ase the profitability of breeding business and actively drive the domestic livestock and poultry farming industry to grow healthily. On the other hand, the company actively grows its inventories by cultivating new livestock and poultry farming bases in env ironmentally suitable areas through construction, acquisition, joint venture and coop eration using its existing business portfolio across the country, thus ensuring the stability of its breeding resources. V. Risk of food safety Food safety concerns the p hysical health and life safety of the general public, and is even a matter of life an d death for food companies. Occurrence of food safety problems or accidents would cause food companies to face claims, actions or related penalties in a way that even affe cts their brands and reputations, thereby materially adversely affecting their busine ss, financial condition, stock prices or business performance. The implementation of the revised “Food Safety Law” in of 2015 also means China has brought its focus on foo d safety to an unprecedented level. The outbreak of ASF in 2018 raised even more dema nding requirements for food safety control. Although the ASF itself is not a zoonotic disease and the pork with ASF virus is not harmful at all to humans after conventiona l heating and cooking, as there is not yet fully effective containment measure agains t ASF at present, and the pork and its products are one of the main vectors of the virus, more costs are required to prevent and control ASF during the process of live pig recovery and slaughter, pork transportation and vending. In 2019, the State Council issued the “Opinions on Deepening Reforms and Strengthening Food Safety Efforts”, making clear the need to further beef up food safety efforts and ensure the “safety on th e dining table” of the general public with ht most rigorous standards, the most strin gent oversight, the most severe penalties and the most serious accountability. Risk countermeasures: the company has always been highly concerned about food safety by ser iously ensuring food safety in everything it does. In 2015, the company established i ts safety and environmental protection department to ensure safety, health and environmental protection of its products, and upgraded the equipment in its “three - level” te sting system, expanded the laboratories of its branches and subsidiaries in terms of human and material resources, guaranteed the allocation and input of funds, resources and personnel across the food industry chain, which upgraded the food safety organiza tion management, equipment and facilities, process management and key process control . So far, the company has created a food safety control chain from feed, livestock and poultry breeding all the way to dining table. In 2014, the “Beiyouzi” branded duck meat produced by the company was the first in China to achieve end - to - end traceability ; in 2015, Chengdu Xiwang Food Co., Ltd, a subsidiary of the company, became one of the second group of pilot companies for implementation of the national standard “food cold chain logistics traceability management requirements”. In 2016, the company passe d the food technical standard certification by the British Retail Council (BRC), and was elected the Vice President of the China Council at the first plenary session of t he Global Food Safety Initiative (GFSI) in China, becoming the first Chinese private e nterprise to be selected as a member of the global board of directors of GFSI. In 2019, the 8th GFSI Focus Day China organized by the company was held, marking the first time a private enterprise organized this event since GFSI began holding the Focus Day China in 2012. At present, all food enterprises under the flag of the company have passed China - HACCP certification, and more than 60 food companies are finishing the BRC and Global - GAP certifications in succession. In addition, the company systematically explores the anti biotic - reducing and antibiotic - free possibilities in cooperation with multiple parties using the GFSI platform resources, and actively drives the popularization of anti biotic - reducing and antibiotic - free successful cases. VI. Risk of excha nge rate fluctuations Currently, the global purchasing of raw materials for feed production is going deepe r, and the feed enterprises have been increasingly affected by the exchange rate in terms of feed ingredient purchasing centered on foreign supply suc h as corn, soybean, whey powder, fish meal and DDGS. At the same time, the company has larger f oreign operations than its Chinese peers, and in the foreign investment and overseas operations, the cross - border capital transaction and settlement amounts invo lved are growing, thus making the company more vulnerable to exchange rate fluctuations. Since 2019, the bumpy China - US relations caused the RMB/USD exchange rate to fluctuate frequently. Throughout 2020, the RMB exchange rate showed a trend of fall before rise as a whole and went down in a zigzag manner due to the impact of the COVID - 19 in the firs t half of the year, but a new round of rapid appreciation started as China was the first to contain the pandemic and resumed work and business operations at a qu ickened pace in the second half of the year. Such violent turbulences produced impacts on the f oreign exchange management of the company. Besides, in certain overseas countries where the company operates, the exchange rate of local currencies against USD d epreciated remarkably due to the COVID - 19, political turbulence and foreign exchange policy adj ustments, which also produced an adverse impact on the company. Risk countermeasures: In response to the growing needs for overseas raw material purchasing and i nvestment and operation, the company started building its Singaporean branch into an overseas c ommercial and trading center and investment and financing center in 2016, actively conducted international centralized purchasing of raw materials, foreign direc t financing, supply chain finance, foreign exchange risk management and raw materials purchasin g risk management on its Singaporean platform, in order to reduce the impact of exchange rate fluctuations on its cash flow in overseas operations. Meanwhile, th e company further strengthened its close connection and communication with overseas financial i nstitutions, overseas agencies of the Chinese government and host governments to analyze the trends of local currencies’ exchange rates in host countries in time and ease the adverse impact of exchange rate fluctuations by means of direct investment in loc al currencies abroad, etc. VII. Risk of human resources The risk of human resources to the company mainly involves the following four aspects. First, the pig fa rming scale of the company is now at a phase of leapfrog development. As at the time of disclos ure of this annual report, the company’s pig farming team has exceeded 50,000 persons and will continue growing, so will be the management radius of the company, therefore, there are tremendous pressures and challenges in terms of rapidly training and reta ining a large number of pig raisers. If the personnel recruitment, training and retention proves inadequate, potential risks will arise for the subsequent pig fa rm management and operation; second, as the company transforms from a traditional agricultural and animal husbandry enterprise to a agricultural, animal husbandry and food integrated enterprise, the company will face the risk of insufficient reserve of hig h - caliber operation and management personnel in new business domains and of personnel in food r etail, engineering technology, IT and other emerging fields; third, along with the rising human cost, employee compensation has become an important factor in cos t increase of the company; fourth, as a leading enterprise in China’s agricultural and animal h usbandry industry, the company has cultivated a large number of outstanding employees in its multiyear history, but the competition for human resources is intens ifying due to the increasing competition in the industry and entry of new players of different backgrounds into the industry over the past years, meaning the brain drain will cause losses to the company and subsequently affect the sustainable development o f the company. Risk countermeasures: the company has looked at talent cultivation and organizat ional activation as a long - term strategic task of the company. In terms of recruiting talented pig farmers, the company expanded its recruitment channel beyond c ollege graduates majored in agriculture and animal husbandry to recruit non - specialized college graduates and veterans. In terms of pig farmer training, the company broke down its daily production processes according to standards and internalized them usin g IT means. It offers specialized courses of different levels for general manager, farm manager s all the way down to the newly recruited frontline workers through in - house pig farming universities and pig industry research institutes that offer high - freque ncy learning, training and teaching possibilities. Moreover, through the modern mentoring syste m inside pig farms and one - to - one mentoring and intensification by sophisticated employees, the time to cultivate new employees has been greatly shortened. The c ompany further perfected its pig industry talent motivation system, whereby personnel at all le vels in pig industry will receive industry - leading economic return based on their value output. In addition, in order to reduce the pressure on human cost, the c ompany intensified its efforts to carry out projects such as pig farming in multistory building s, intelligent pig farms and things of internet, which will significantly increase its efficiency of personnel utilization. The company also intensified its effo rts to recruit talented people in strategic, new businesses, while actively conducting cross - in dustry training and learning to enrich the knowledge structure and capability structure of its existing personnel. The company realized a continuous increase in per capita efficiency by efficiency improvement, lean management, optimization of industry chai n design and organization flattening; created the professional manager development channel with survival of the fittest by constructing the competition, selectio n and elimination mechanisms; and creates the growth community of employees and the company by constructing reasonable evaluation and incentive mechanisms and value sharing mechanisms. In 2019, the company implemented its restricted stock and stock option incentive plan for the first time to motivate its key technologists and key members of pig farm ing teams more for increased cohesion and corporate competiveness and to fully motivate senior management personnel a s part of key employees of the company at wo rk. In 2021, the company has huge financial requirements for its investment and daily operati ons such that retaining the undistributed profits to meet the company’s daily operation and investment and construction needs will help the company ensure normal production operations and stable development, become more resistant to risks, achieve continuo us, stable and healthy business development and better protect the long - term interests of all shareholders. Based on the aforesaid considerations, the group’s ann ual profit distribution plan for 2020 is proposed as follows: the company plans not to distrib ute cash dividends or allot bonus shares or transfer its provident fund to share capital but carry over undistributed profits to the next year Meanwhile, accordi ng to the “Implementing Rules of Shenzhen Stock Exchange For Repurchase of Shares by Listed Co mpanies”, the share repurchase amount of 195,409,629.71 Yuan already implemented by the company in 2020 is treated as cash dividends, accounting for 3.95% of 4,94 4,191,027.81 Yuan net profits of the company attributable to shareholders of the listed compan y in 2020. The profits distributed accumulatively by the company in cash in the most recent three years accounted for 36.29% of the average annual distributable p rofits realized in the most recent three years. Table of C ontents Section 1 Important N ote, T able of C ontents and D efinitions ................................ ....................... 2 Section 2 Company P rofile and K ey F inancial I ndicators ................................ ........................... 15 Section 3 Company B usiness O verview ................................ ................................ ......................... 19 Section 4 Discussion and A nalysis of B usines s O perations ................................ .......................... 30 Se ction 5 Important E vents ................................ ................................ ................................ ............. 71 Section 6 Share C hanges and S hareholders ................................ ................................ ................. 284 Section 7 Details R elated to P referred S hares ................................ ................................ ............. 295 Section 8 Details R elated to C onvertible C orporate B onds ................................ ....................... 296 Secti on 9 Details of D irectors, S upervisors and S enior M anagers ................................ ............ 298 Section 10 Corporate G overnance ................................ ................................ ................................ 307 Section 11 Details R elated to C orpo rate B onds ................................ ................................ ........... 313 Section 12 Financial R eport ................................ ................................ ................................ .......... 314 Section 13 List of D ocuments for R eference ................................ ................................ ................ 546 Definit ions Term Refers to Definition This company, company, listed company, New Hope Refers to New Hope Liuhe Co., Ltd CSRC Refers to China Securities Regulatory Commission CSRC Sichuan Refers to Sichuan Office of China Securities Regulator y Commission SZSE Refers to Shenzhen Stock Exchange CSDC Refers to China Securities Depository and Clearing Co., Ltd NAFMII Refers to National Association of Financial Market Institutional Investors Company Law Refers to Company Law of the People’s Re public of Chin a Securities Law Refers to Securities Law of the People’s Republic of China New Hope Group Refers to New Hope Group Co., Ltd South Hope Refers to South Hope Industrial Co., Ltd China Minsheng Bank Refers to China Minsheng Banki ng Corp. New Hope Chem ical Refers to New Hope Chemical Investment Co., Ltd Beishuo Investment Refers to Lhasa Economic and Technological Development Zone Beishuo Investment Center (LP) Finance Company Refers to New Hope Finance Co., Ltd Liuhe Group Refers to Shandong New Hop e Liuhe Group Co., Ltd Polaris Bay Refers to Polaris Bay Co., Ltd Hope Group Refers to Hope Group Co., L td Besun Agricultural Refers to Yangling Besun Agricultural Industry Group Co., Ltd Yan’an Benyuan Refers to Yan’an Benyuan Agricultural Technology Development Co., Ltd Yanchuan Yongxiang Refers to Yanchuan Yongxiang Livestock Development Co., Ltd Zhid an Dingxiang Refers to Zhidan Dingxiang Agricultural Technology Development Co., Ltd Jinhe Investment Refers to Shaanxi Jinhe Technology Venture Inve stment Co., Ltd Fengyi Investment Refers to Yangling Fengyi Equity Investment Management Center (LP) Xia ngyuan Investment Refers to Yangling Xiangyuan Equity Investment Management Center (LP) Section 2 Company Profile and Key Financial Indicators I. Co mpany Information Stock abbreviation New Hope Stock code 000876 Stock exchange on which stock is liste d Shenzhen Stock Exchange Chinese name of the company 新希望六和股份有限公司 Chinese abbreviation of the company 新希望 English name of the company (if any) NEW HOPE LIUHE CO., LTD. English abbreviation of the company (if any) NEW HO PE Legal r epresentative of the company Liu Chang Registered address National High - t ech Industry Development Area, Mianyang, Sichuan Province Post code of registered address 621006 Office address 376, Jinshi Road , Jinjiang Industrial Park, Chengdu, Sichuan Pro vince Post code of office address 610063 Corporate website http://www.ne whopeagri.com [email protected] II. Contact persons and contact details Board secretary Securities affairs representative Name Lan Jia Bai Xubo Contact address 1 1F, Block T3A, Wangjing SOHO Center, No. 10, Wangjing Street, Chaoyang Distr ict, Beijing 11F, Block T3A, Wangjing SOHO Center, No. 10, Wangjing Street, Chaoyang District, Beijing Tel ( 010 ) 53299899 ( 010 ) 53299899 ( 028 ) 85950011 Fax ( 010 ) 53 299898 ( 010 ) 53299898 [email protected] [email protected] III. Information discl osure and filing place Names of information disclosure media outlets chosen by the company China Securities Journal, Securities Times, Shanghai Securities News, Securiti es Daily Address of the website designated by CSRC for publication of annual reports http://www.cninfo.com.cn Place of filing of the company’s annual reports Office of the company’s board of directors IV. Registration changes Organization code 91510 00070915198 1F Changes in main business of the company since its listing (if any) The company completed overall listing of its major assets reorganization of agricultural and animal husbandry industries within its system in 2011. The company substituted a nd sold all of shares held by it in “Chengdu New Hope Industrial”, “Sichuan New Hope In dustrial” and “New Hope Dairy” and purchased agricultural and animal husbandry （未完）  |