On December 26, 2021, Beijing Energy International held its 2022 work conference in Beijing. Zhang Ping, Chairman of the Board of Directors, Zhu Jun, President, Liu Guoxi, Deputy Secretary of the Party Committee, Zhang Daifu, Secretary of the Commission for Discipline Inspection, and four Vice Presidents, respectively, Liu Dongsheng, Huang Hui, Jia Geng and Wang Liuhu attended the meeting. Executives, heads of various departments, subsidiaries and branch companies attended the meeting.
Guided by building itself into a first-class international clean energy company and green investment operator, this conference focused on how to implement the “14th Five-Year Plan”, and prioritized management improvement, solving problems and tackling shortcomings in investment, production, operation and management in 2021. It forecasted the opportunities and challenges faced in 2022, and prescribed countermeasures, such as deepening reform of system and mechanism, strengthening operation and management, implementing strategic planning and development. All participants spoke up freely during the meeting by shared recommendations, countermeasures and suggestions around the key tasks of project expansion, production and operation, engineering construction in 2022, as well as the key issues pertinent to incentive mechanism, financial security, operation and management, safety production, Party building discipline inspection, etc. to ensure the company’s sustained, high-quality and rapid development.
Zhu Jun pointed out the contradictions and deficiencies existing in the current context and put forward solutions. Further clarified were company development goals and key tasks in 2022, innovative development ideas and directions during the 14th Five-Year Plan period, and mobilization for contribution to the company. In 2022, the whole company will continue to forge ahead and pursue excellence. All participants were required to think deeper and broader, be result-driven, be problem-shooter, and take a systematic and holistic approach in implementing plan, analyzing the business of each subsidiary and branch company, carefully deploying the tasks, so as to enhance system construction, operation and management efficiency and effectiveness, and drive its management performance to a higher level.
Zhang Ping said that in 2021, the staff jointly forged ahead, made relentless efforts in seizing development opportunities of the industry, strengthening market development, increasing resource reserves, speeding up the landing of secured projects, optimizing corporate governance structure, organizational structure and professional manager mechanism, raising the awareness of legal compliance, tackling difficulties and problems, and continuously improving business management. It is estimated that the total installed capacity of confirmed power projects will reach 10 million kilowatts annually. While the company is developing rapidly with high quality, it has achieved remarkable results on multiple fronts.
The year 2022 is a crucial year for the company to implement its 14th Five-Year Plan, and the dual carbon goal. Building on current achievements, it is necessary to maintain high morale and hardworking spirit, seize new opportunities, and work together to improve performance in throat-cutting market race, closely follow the objectives of the 14th Five-Year Plan and fully achieve the business goals.
Regarding the key tasks in 2022, he emphasized the following points:
Firstly, we should continue to maintain rapid development of the company. Each subsidiary should adapt to local conditions, focus on large-scale base projects, synergy projects and service capital projects, sustain large-scale development of clean energy, and enhance core competitiveness of its main business; Effectively improve technical service capacity and integrated energy; kick-start incubation of strategic emerging industries such as hydrogen production and energy storage; Continue to deepen reform and study development pathway.
Secondly, ensure the company’s high-quality development. Project development and management must stand the post-evaluation. Fully deploy post-evaluation work, improve post-investment evaluation and system of projects, improve long-term evaluation mechanism of project development, and implement consistency evaluation of project development index auditing as well as operation and production evaluation.
Thirdly, careful planning and deployment, high-quality and timely production of infrastructure projects. Plan in advance, arrange scientifically, implement whole process control, comprehensively improve management of project cost, quality and duration, and create exemplary projects.
Fourthly, take equity finance as the main line, continuously innovate financing channels, and control debt ratio within a reasonable range. Continue to increase the scale of equity capital, optimize debt structure, improve financial management, and ensure main business supported by sound financial status by five major ways: equity placement, initial issuance and continuous fundraising of REITS, equity cooperation at the asset level, consolidated industrial funds and equity capital instruments.
Fifthly, improve management of the company. Firstly, enhance the mechanism of power delegation; Secondly, set up organizational structure of each subsidiary and branch company, rationally allocate human resources, and effectively support talent pool for development; Thirdly, continuously improve salary incentive mechanism and performance evaluation mechanism, expand their advantages, and motivate the talent team; Fourthly, continuously optimize system and process; Fifthly, it is necessary to increase cooperation in business development and production and operation in various regions; Sixthly, strengthen training; Seventhly, promote innovation and efficiency in science and technology application; Eighthly, ensure closed-loop management, and improve experience sharing and lessons exchange; Ninthly, it is necessary to strengthen internal control auditing to prevent risks and improve legal compliance.
Sixthly, deepen operation, reduce costs and increase efficiency, and continuously enhance market competitiveness. Deepen operation and management, strengthen power marketing, strictly control operating costs, improve benchmarking management, bolster power generation capacity of power stations, ensure the attainment of annual profit targets, and carefully plan and implement power sales and carbon asset trading.
Seventhly, improve early-warning system, and build solid security fences. Strengthen safety awareness, strengthen production safety defense line, ensure infrastructure safety and network security.
Eighthly, strengthen the sense of discipline, improve clean governance, and continuously strengthen the role of discipline inspection, supervision and guarantee. Strengthen the responsibility of top management, rely on system and process constraints, and ensure that all work withstand performance assessment, auditing, inspection and post-evaluation.
Ninthly, innovate the CPC Party building work. Actively scrutinize, improve and implement “one clarity” and “five accelerators”, innovate the Party building work around production and operation, integrate the Party’s leadership into corporate governance, build an impact company with characteristics, and strive to become a model enterprise of Party building in the area of mixed-ownership reform of SOEs.
Tenthly, build advanced corporate culture. Continue to build a corporate culture that is harmonious, inclusive, collaborative and proactive, and continue to expand the company’s branding influence.
