On August 1, Beijing Energy International convened its 2025 Mid-Year Work Conference and Strategic Seminar in Beijing. Attendees included Zhang Ping, Chairman of the Board; Liu Guoxi, Party Secretary and Trade Union Chairman; Zhu Jun, President; Vice Presidents Liu Dongsheng, Huang Hui, Jia Geng, Wang Liuhu, Wu Chaoke, and Jin Xin; as well as Zhu Shengbo, Secretary of the Discipline Inspection Commission.
The meeting comprehensively reviewed the company’s achievements and experiences during 1H 2025 and the14th Five-Year Plan period, analyzed current challenges and issues, and outlined key tasks for 2H 2025 and beyond. Participants actively contributed ideas and suggestions based on the current circumstances, focusing on requirements for the company’s high-quality development while aligning with their respective responsibilities, and proposed concrete work measures.
Zhang Ping, Chairman of the Board, delivered an important speech titled “Strengthening Development Confidence, Deepening Strategic Transformation, Exploring Development Paths, and Embarking on a New Journey Toward Asset-Light Operation and High-Quality Growth.” He emphasized that we are currently at the critical juncture of concluding the 14th Five-Year Plan and initiating the 15th Five-Year Plan. The company must proactively adapt to changes, pursue progress with determination, and unwaveringly promote high-quality development. We need to decompose annual objectives into actionable tasks, solidify responsibilities at all levels, enhance risk prevention capabilities, take proactive initiatives, and identify certainty amid uncertainty. With underlying asset quality as our foundation, adopting a hybrid asset-light and asset-heavy management and operation model as our pathway, and treating compliance management as our lifeline, all colleagues must unite our efforts to jointly advance the company’s sustainable, high-quality development.
Regarding the implementation of key tasks for the second half of 2025 and the overall development strategy moving forward, Zhang Ping put forward six key directives: First, we must concentrate on project quality and anchor our strategic focus. We will resolutely advance strategic transformation with core emphasis on delivering high-quality projects. We will concentrate superior resources to achieve breakthroughs in key projects such as “Jilin-to-Beijing Power Transmission Project” and “Inner Mongolia-to-Beijing Power Transmission Project,” while prioritizing project development in the Yangtze River Delta, Pearl River Delta and Beijing-Tianjin-Hebei regions. We will maintain firm confidence in project development while strictly controlling comprehensive development costs for new projects. For existing projects, we will implement tailored “one-enterprise-one-policy” revitalization strategies. We remain committed to advancing asset-light operations, comprehensively strengthening electricity sales management, and continuously improving profitability. Second, we need to deeply explore profit potential and solidify our core foundation. Our strategic focus will shift from scale expansion to profitability optimization, comprehensively strengthening core competitiveness. While ensuring production safety, we will pursue efficiency gains in operational processes; through refined trading strategies, we will capture value in electricity markets; via efficient off-balance-sheet asset management and asset-light operations, we will enhance financial performance; and through rigorous cost control measures, we will achieve precision management benefits. Through these multifaceted approaches, we will ensure maximum operational efficiency. Third, we must optimize systems and processes to energize management. We will continue to drive comprehensive management improvements, with particular focus on cost reduction and efficiency enhancement at branches and subsidiaries. Headquarters will strengthen oversight of major project bidding and implement full-process audit supervision. We will transition management thinking toward market-oriented operations, elevate staff’s professional capabilities, enhance coordination across departments, branches and subsidiaries, and fully activate organizational effectiveness. Fourth, we need to reinforce compliance as our bottom line to ensure stable operations. We will strictly maintain integrity discipline, ensure rigid procedure execution and transparent operations. Compliance and risk control requirements will be embedded throughout all business processes to build a robust defense for the company’s sustainable, healthy development. Fifth, we must vigorously execute key tasks and clarify our development path. We will efficiently advance the implementation of core task lists, with special emphasis on projects serving the capital’s development. We will scientifically formulate our 15th Five-Year Plan and define clear approaches for revitalizing existing assets to ensure orderly execution of all strategic initiatives. Sixth, we need to refine team culture to drive efficient execution. We will continue strengthening corporate culture development, with focus on improving cross-departmental and cross-regional collaboration effectiveness while reducing communication costs. We will resolutely implement differentiated performance evaluation systems, moving away from “equal-share-for-all” mentality. Evaluations will closely align with asset profitability improvements and major strategic contributions to build a high-performance team.
Liu Guoxi, Party Secretary and Trade Union Chairman, stressed “three critical awareness” in his speech. First, the company must strengthen discipline awareness and rigorously implement precision management. Addressing existing management deficiencies during development, all department heads, as well as leadership teams of branches and subsidiaries must assume full responsibility by embedding discipline awareness into every aspect, continuously enhancing refined management practices to eliminate vulnerabilities and solidify the foundation for sustainable growth. Second, business awareness must be reinforced with focus on quality and efficiency improvements. Ongoing construction projects require stringent cost controls while existing projects need thorough potential maximization. The company must achieve breakthroughs in electricity sales operations, ensuring that beyond guaranteed power generation, comprehensive market strategy analysis effectively converts high production capacity into revenue streams. Third, crisis awareness must be cultivated to galvanize determined action. Current challenges demand heightened urgency where pressure transforms into motivation. Fostering an indomitable spirit and maintaining aggressive momentum to provide enduring drive for the company’s high-quality development.
President Zhu Jun articulated five essential requirements based on 1H 2025 performance outcomes. First, operational management must be intensified to defend annual targets uncompromisingly, prioritizing power generation volume increases, settlement price elevation, cost reduction implementation, and loss-making enterprise turnaround. Second, energy base projects like “Jilin-to-Beijing Power Transmission Project” and “Inner Mongolia-to-Beijing Power Transmission Project” require accelerated advancement to ensure efficient execution, with Beijing green power supply assurance as the priority while maintaining strict cost-risk controls centered on project profitability. Third, infrastructure project oversight must be strengthened to guarantee scheduled commissioning, requiring orderly progress according to milestone plans for timely grid connection, complemented by proactive project completion acceptance and final account settlements. Fourth, the “Key Task Portfolio” (Zhezi Projects) requires rigorous implementation. For delayed annual milestones, departments, branches and subsidiaries must heighten accountability through scientific recovery plans with clear timelines and designated personnel, concentrating resources to overcome obstacles and safeguard annual operational and developmental objectives. Fifth, projects must demonstrate resilience in post-evaluation by conducting comprehensive pre-development analyses of regional capacity additions and transmission line availability. This includes careful assessment of potential curtailment rates, settlement pricing, and ancillary service evaluations to enable accurate operational forecasting. Additionally, sensitivity analyses should be performed to strengthen risk mitigation and ensure that returns meet investment criteria throughout the project’s operational lifecycle, so that projects can withstand post-evaluation.
The meeting was attended by director-level executives, department heads, as well as leadership teams of branches and subsidiaries.
