On April 17, Kan Xing, Deputy Party Secretary and President of Beijing Energy Holding (BEH), headed a delegation to the Northern Branch of Beijing Energy International to conduct field research on the company’s current development status, development objectives, and challenges. A symposium was held during the visit. Guan Tiangang, Vice President of BEH, along with heads of relevant departments, also participated. Zhang Ping, Chairman of the Board of Beijing Energy International, Vice President Jia Geng, and others accompanied the delegation. The executive team and relevant department heads of the Northern Branch attended the symposium. 

During the meeting, the Northern Branch gave a comprehensive briefing on its operations, business expansion, project development, and team building. Attendees engaged in discussions on the company’s future direction.

In guiding future work, Kan Xing emphasized the following critical requirements:

1. Concentrate on Strategic Priorities and Seize Development Opportunities:
Grounded in the company’s international development strategy, the company must maintain focus on markets in developed countries such as Australia. The company must respond flexibly to changes in the international political and economic environment to ensure the steady operation of overseas projects. 

2. Deepen Hydropower Business and Foster a Mutually Beneficial Ecosystem:
Actively coordinate with premium external resources to drive the implementation of key hydropower projects. Strengthen strategic cooperation with central SOEs, major local energy players, and specialized institutions to create a complementary and synergistic energy ecosystem. 

3. Adhere to Value Creation and Consolidate the Foundation for Development:
Continuously optimize the capital structure and focus on efforts such as capital raising, asset monetization, and value enhancement. Strive to reduce the company’s debt ratio and lay a solid foundation for sustained project investment. 

4. Strengthen Compliance Management and Reinforce Risk Prevention:
Raise political awareness and a strong sense of responsibility and ensure sound operation and personnel management for overseas projects. Attach great importance to the ongoing SOE rectification initiatives, conduct in-depth case-based analysis, and enhance compliance management across all processes, at all stages and on all fronts, to support the company’s long-term and sustainable growth.

Guan Tiangang emphasized the need to optimize the energy structure, ensure developmental resilience, and comprehensively enhance risk resistance. She highlighted the need to assess the downward trend in electricity prices, explore innovative models such as automated PV operations and lean-staffed wind farm operations to reduce labor costs. She also stressed the importance of improving bidding and procurement capabilities, with a particular focus on equipment quality and acceptance processes. She advocated for coordinated regional industry management, especially in Shanxi and Ningxia, and called for enhanced digitalization and information technology development to drive innovation and empower the company’s high-efficiency growth.