1. General Provisions
In order to align ourselves with CNPC's strategic goal of building a comprehensive energy conglomerate, Soluxe International Business Co., Ltd. ("CSI", "the Company", "Soluxe International" or "we") hereby formulate the present Basic Rules on the principle of steady, rapid and aggressive development.
2. About the Company
Soluxe International Business Co. Ltd, is an international service-oriented company, as well as a dynamic learning organization.
2.1 An International Company. We persist in operating with an international management strategy, consolidating and exploring markets abroad, continuously enhancing our competitive edge and profitability in the international market.
2.2 A Service-oriented Enterprise. We dedicate ourselves to the specialized operations of our company, focusing on "construction and decoration, restaurant and tourism, commodity trade, property management and catering" as our primary business, and to expand the scope of our services and establishing a well-known service brand.
2.3 A Learning Organization. We benchmark ourselves against other international service companies and organize employee training on a regular basis. We encourage and help our employees to learn and grow with our company.
2.4 Vitality. We are a reform friendly and innovative corporation, skillful in adjusting our management strategy based on the change of the current market environment. We pay attention to our employees' growth and welcome innovation and new ways of thinking.
3. Company Targets
Our targets are the levels and standards, which the Company expects to reach. They are the aim of the Company's management and the common belief and values shared by the Company and its employees. The Company's target is divided into short-term targets and long-term targets.
3.1 Short-term Targets: by 2010, our company will enter the markets of construction and decoration, restaurant and tourism, commodity trade, property management and catering in Central Asia, Middle East, Africa and South America based on our existing overseas projects; establish the "Soluxe" brand, cultivate and train personnel specialized enough for the competitive international market; acquire profits and social benefits.
3.2 Long-term Targets: leading up to 2015, we will thrive in our main businesses in Central Asia, Middle East, Africa and South America; establish brand awareness and reputation of "Soluxe International" in the international service industry, and boast a group of enterprising backbone personnel loyal to the "Soluxe" brand; promote Chinese cuisine, and double our management indexes compared with that of 2010.
4. Company Culture
The Company puts emphasis on the development and implementation of its cultural strategy, and the creation of an excellent "Soluxe International" culture through teambuilding, brand building and quality services. The cultural strategy of "Soluxe International" includes the building of Spiritual Culture, Institutional Culture and Material Culture.
4.1 The Core of the Spiritual Culture: Teamwork, Honesty, Satisfaction and Benefit. The spirit of teamwork is the willingness of the Company' s employees and overseas projects to work together in order to achieve shared interests and common goals. Honesty is the basic standard and moral norm of the Company' s operations and a promise to the society, customers and employees. Satisfaction means that the Company always pursues customer and employee satisfaction to establish its brand image and enhance internal cohesion. Benefit embodies the Company' s role combining social and economic benefits through its efforts to maintain and increase the value of assets and safeguard employees' interest.
4.2 The Content of the Company' s Institutional Culture include: "Management Regulations of Overseas Projects", "Internal Control System of Overseas Projects", "HSE Implementation Standard of Overseas Projects" and "Employee Handbook", as well as various rules, regulations and standards subject to improvement from time to time.
4.3 The Corporate Culture: the establishment of a Corporate Culture requires long-term efforts; the key is to make each employee embody the corporate culture, consciously making sure that the backbone personnel of the company are advocates and practitioners of the corporate culture. In order to make further progress in this area, Soluxe International should exercise stricter management than its rivals and make sure to operate under its rules and regulations.
5. Company Development
Development is always in focus at Soluxe International, and it is the shared goal of all the staff. We strongly believe that we can always do better and that no progress means lagging behind. Currently, we are generally involved in the overseas service market by taking advantage of CNPC' s overseas expansion, and gradually playing an increasingly important part in the local markets of our host countries after participating in the overseas base projects of SINOPEC and CNOOC.
5.1 Our View of Company Development: the company should develop with constant growth in an efficient way and be professional, powerful and considerable in size. At present, Soluxe International is still in its initial stage of development. The first priority is continuous growth and being as professional as we can. Development means survival of the fittest, consequently the Company will not continue to grow if it stops making progress and develop.
5.2 The Four Senses Required by the Company' s Development: sense of getting ahead, sense of moving forward, sense of persevering and a sense of looking ahead.
5.3 Necessary Approaches for the Company' s Development: the company needs to develop gradually and to take measured steps in reinforcing the foundation for further development. This should be done by establishing a mechanism of continual innovation, a coordination mechanism of adaption to international markets and an incentive mechanism in order to stabilizing the overseas teams. Since unintentional errors are inevitable during development, we should be brave enough to face the adversity, but try to avoid repeating the mistakes.
6.Our Employees
Our overseas employees are the basic power that drive the Company' s development. The employees’ initiative and creativity is key to the Company' s success in its management and operations. Overseas employees should abide by applicable laws and regulations, be professional and dedicated, team-oriented& helpful, sincere and friendly, and willing to learn and grow. Our belief is that the Company will not grow unless its individual employees do.
6.1 Employees shall know: that it is better done than said and to never be content, that your career development depends on your capacity, that your future is built on your current performance, and that lost time is never found again.
6.2 Employees shall do: be patient and do not lose your temper, speak your mind, but don' t complain too much. maintain a good attitude, and bring your imagination and creativity into full play. Work hard and efficient will be rewarded.
7. Our Backbone Personnel
Backbone personnel are a valuable asset of the Company and the decisive factor for Soluxe International' s development. They play an important role in the Company' s performance and future growth. The Company needs a team of innovative backbone personnel with ideas on how to improve the overall situation, having foresight and innovative spirit, and forming valuable resources for the company.
7.1 The Source of the Backbone Personnel: being mostly selected from the Company' s employees, they understand and value the company culture, course of development, corporate goals, and share a sense of belonging to the Company. Others will be recruited from outside of the Company. Selecting people with strong professionalism, good character and who are willing to undertake international assignment. Overseas development requires backbone employees from that specific country, as they are capable of achieving what Chinese personnel cannot in that country. They are an indispensable bridge that helps the Company to survive and thrive in that particular geographical area.
7.2 Fair Play. The Company shall establish a competitive incentive mechanism to hire, retain and develop talent, to continue to create a good atmosphere for talent development, and offer promotion opportunities for its existing employees.
7.3 Working Requirements for Backbone Personnel: to be loyal to Soluxe, to have a strong execution ability; to be passionate about work and brave enough to assume responsibility; to keep learning; to be willing to listen to opinions and suggestions in an open-minded way.
7.4 Backbone Personnel shall not: waste away their working hours and feel lucky not being criticized, brag about being the boss' favorites, exercise cronyism and assume airs of self-importance, or just work without deliberation.
7.5 Backbone Personnel shall be free from the following flaws: superficial; ignorance; carelessness, indifference; and selfishness.
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