On April 23, Beijing Energy International Holdings Co., Ltd. held a thematic meeting on project development, preliminary infrastructure construction and operation management for 2021. In view of the annual business target and the progress made in Q1, the attendees analyzed main challenges and constraints and made business plans for the entire year by adhering to problem-oriented approaches, digging into root causes and adopting targeted policies, with the aim of placing a powerful engine for the high-quality development of Beijing Energy International.

The meeting, in the form of video conference, was attended by Chairman Zhang Ping of the Board of Directors, President Zhu Jun, Deputy Secretary Liu Guoxi of the General Party Branch Committee, Vice Presidents Liu Dongsheng, Huang Hui, Jia Geng and Wang Liuhu, director-level executives, heads of departments, heads of regional companies and heads of preparation groups of professional companies.

During the meeting, the attendees listened to the work report on and suggestions for next phase of work of project development, preliminary infrastructure construction and operation management by the heads of the Strategic Investment Department, the Engineering Management Department, the Business Planning Department, regional companies and preparatory groups of professional companies. They conducted in-depth research and discussion on main challenges and put forward concrete and feasible solutions and measures. Each vice president, focusing on authorization management, mechanism innovation and risk control, made arrangement for business optimization and management, planning and development of their respective business segments.

Zhu Jun pointed out that through profound communication and discussion, the meeting further clarified the situation faced by the company and pointed out the direction for future development. He put forward four suggestions on future production and operation. The first is to push forward authorization. The headquarter and regional companies should cooperate and take synchronized steps to jointly improve communication efficiency. The second is to seek breakthroughs in system and mechanism innovation. Regional companies should adopt tailored, individualized and effective incentive measures and fully motivate employees. The third is to maintain the current standards of the M&A project yield index and boundary conditions of the project financial model. The principle of “extensive project approval and cautious investment decision” for project investment should be employed. The financial models of wind power and photovoltaic should be further optimized and relevant procedures should be simplified. The fourth is to conduct thematic research on the establishment of engineering construction departments in regional companies and engineering construction management among other relevant issues.

Zhang Ping fully affirmed the achievements of the company since Q1 and expressed his appreciation and gratitude to all employees for their professionalism and devotion. Focusing on the development and key tasks of the company in the next stage, Zhang Ping put forward eight work requirements. The first is to fully understand the situation facing the company, be soberly aware of difficulties, and earnestly plan ahead in a responsible manner. The second is to deliberate on the company’s core competitiveness, analyze the comparative advantages and competitive advantages, give full play to the institutional advantages as a market-oriented organization and the background as a state-owned company, enhance basic management and consistently optimize and improve weak links. As to problems in terms of work procedures, mechanism, personnel and management, we should take into account the company’s conditions and adopt the approach of “improving while developing” to lift work quality and efficiency. The third is to free up minds, conduct in-depth research, constantly sum up experiences, dynamically and flexibly adjust management means and methods, continuously optimize the authorization to regional companies, strengthen supervision when delegating power and strengthen services when centralizing power, so as to stimulate the vitality of regional companies and motivate them to consciously contribute. The fourth is to set up tailored incentive mechanisms in regional companies, encourage all employees to expand business, and inject more momentum into development. The fifth is to further enhance coordination, strengthen the coordination and synergy between departments, between departments and regions, and between regions so as to pool strength to push forward the company’s development. The sixth is to further intensify the efforts to meet the standards set for production, operation and management among others, uncover problems by setting advanced indicators and examining the fulfillment of indicators, and promote the improvement of various tasks. The seventh is to, based on the actual situation of different regions and different projects, more efforts should be devoted to developing projects. While fully considering components, equipment, yield and other factors, we should take gradual and orderly steps to push forward projects and ensure high-quality development. The eighth is to further improve Party conduct and uphold integrity, abide by relevant provisions of honesty and self-discipline, and resolutely prevent the occurring of events with severe negative impacts.