Strategy and Action

The year 2008 has shown that we were able to attain our strategic and operational goals. As a global, independent solar technology group, SOLARWORLD AG can look back on ten years of continuous growth. Having started as a solar pioneer in 1998 we are today one of the world market leaders and occupy a strong position in the expanding solar market. Responding quickly and flexibly – that has been and will continue to be our strength. And that has enabled us to successfully complete two crucial acquisitions which catapulted SOLARWORLD to the top of the world market: In 2000 the acquisition of deutsche solar from Bayer AG, which marked our entry into the integrated value chain, and in 2006 entry into other world markets by way of acquisition of the solar activities of the Shell Group. After a period of intensive growth we reached a stage in 2008 that enabled the group to grow from within in a stable fashion and with a good eye for opportunities.

BE SUCCESSFUL

Started as a solar pioneer

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Commissioning of highly advanced solar production in Hillsboro/USA

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Our capital structure is firmly grounded. Even at a time of rapid economic change we will be able to secure our short and medium term financing and investment projects through meticulous planning. As a back-up to our economic success, we pursue the objective of making our products and processes sustainable – for example through recycling to save resources or through efficiency improvements.

Our growth strategy is clear: As a leading, fully integrated solar technology group it is our goal to expand our position on the global solar market and, as a result, to further promote the use of solar energy. At the same time we remain open to creative approaches in overlapping business sectors.

Short-term – Stable growth even in the recession

Because we have high liquidity and have secured long-term credits at favorable terms and conditions. This provides us with a sound basis for innovations, the development of new products and for investments in additional capacities that make sense.
Because we operate in a high-growth industry. The expected turn-around in US energy policy will provide the photovoltaic industry with another decisive impetus.
Because we focused at an early stage on our core competency – solar power technology. In this way we secure for ourselves, even at a time of crisis, a crucial edge in the market place: in terms of technology, in terms of efficiency, and in terms of profitability.

Medium-term – An established high-growth “Green Chip”

Because – unlike many classic “Blue Chip” companies – we will benefit from the medium-term price increases for fossil energies. The energy market is at a turning point with respect to new energy supply alternatives.
Because we can offer the right systems solutions from ready-to-assemble kits all the way through to large solar power plants for on-grid as well as off-grid energy supply.
Because we are present on the spot in the main markets of Europe, Asia, and North America we have already today established ourselves in these regions as a leading solar company and have the necessary production capacities to serve these markets. For example, we commenced operations at the largest SOLAR FACTORY in the USA at Hillsboro in 2008.

Long-term – We build the solar future

Because with our business model we give sustainable answers to the worldwide problems of energy hunger and climate protection.
Because we have risked, and will continue to risk, moving into new markets. In doing so we make use of our technological competency and the knowledge we have gained from our partnerships with polytechnical schools and universities.
Because we concentrate on our strengths – independence, technology, and systems competency – and prepare the ground for global market leadership in the solar world of tomorrow with innovative products.

To make sure that we implement our strategy consistently, we need feedback in the form of indicators. This is why we developed an optimized system of indicators to implement the group objectives derived from the strategy. Corporate management and control With regard to the strategic financing measures, please refer to the chapter Principles and objectives of financial management

China

Germany

Vatican

Africa

Spain

USA