On June 1, Chairman of the Board of Directors Zhang Ping of Beijing Energy International Holdings Co., Ltd. went to the East China Regional Company for research and held a symposium, accompanied by Vice President Jia Geng, Investment Director Zhao Li and Administrative and Human Resources Director Jin Xin. The meeting was also attended by General Manager Du Wenyuan, Deputy General Manager Li Shengfei and all employees of the East China Regional Company.

At the meeting, the delegation listened to the work report of East China Regional Company, and the attendees conducted an in-depth discussion on the issues and measures of project development, talent introduction, team building and standardized management of East China Regional Company.

Zhang Ping recognized the achievements of the East China Regional Company since its preparation and employees’ morale, and put forward requirements in eight aspects for the next stage: Firstly, to build a solid management foundation, strengthen the sense of responsibility at the early stage of establishment of the company, contribute to the establishment of system norms, and coordinate with the various departments of the headquarters, combine location characteristics, so as to quickly establish a management system. Secondly, to accelerate the high-quality development, firmly grasp the historical opportunity period of the development of clean energy industry, effectively give play to the advantages of the market-oriented mechanism according to the characteristics of the regional investment environment, not be limited to the annual assessment indicators for project development, further intensify the project development, seize project resources, strengthen regional benchmarking, and rapidly expand the company’s scale on the basis of guaranteeing the development quality. Thirdly, to strengthen the concept of innovation, highlight the problem-oriented and results-oriented methods, focus on actual effects, and form representative innovation achievements of Beijing Energy International in development and management mechanisms. Fourthly, to establish sound business awareness of enterprises, carry forward entrepreneurial spirit, carry out proper cost control, expand sources and reduce expenditure, highlight efficiency orientation, establish complementary post-appraisal mechanism for development of projects, ensure business development quality. Fifthly, to strengthen performance incentives. On the basis of the company’s performance incentive system, we shall further explore the multi-dimensional and short, medium and long -term incentive mechanisms such as performance indicator valuation adjustment and project follow-up investment, put forward pilot programs, form regional characteristics, fully mobilize the enthusiasm of employees and promote the development of enterprises. Sixthly, to strengthen training efforts, make use of location advantages, strengthen exchange and learning, keep up with international first-class enterprises and advanced enterprises, continuously widen vision, cultivate in depth economic frontier, market frontier and reform frontier, and form exchange and interaction with headquarters departments and branches. Seventhly, to enhance team building, create a fair, impartial and dynamic enterprise environment, build a capable, efficient, learning-oriented and innovative team with characteristics, and rapidly consolidate and strengthen combat effectiveness. Eighthly, to improve the awareness of rules. Managers and employees at key posts shall strengthen integrity and self-discipline, hold on to the “bottom line” and the “red line”, and jointly create a clean and upright environment for enterprise development.