On the afternoon of October 23, Li Yuhai, Deputy Secretary of the Party Committee and President of Beijing Energy Holding (BEH), led a delegation to BJ ENERGY INTL for an inspection and guidance session. They were accompanied by Wang Lei, Deputy Secretary of the Party Committee, and Vice President Chen Guogao and Vice President Jin Shengxiang.
During the symposium, BJ ENERGY INTL presented on its current business operations, concluding the 14th Five-Year Plan, preliminary planning for the 15th Five-Year Plan, and the progress of its thematic education campaign. Attendees held in-depth discussions on bottlenecks in enterprise development and difficulties in advancing projects, offering targeted recommendations.
Li Yuhai pointed out that as a pivotal player in BEH’s clean energy sector, BJ ENERGY INTL has forged ahead amidst a complex and volatile market environment, sustaining stable and positive development momentum. Standing at this new developmental starting point, BJ ENERGY INTL must consolidate its achievements, proactively identify, adapt to, and drive change, and take more solid strides on the path of high-quality development.
For the next phase of work, Li Yuhai set forth six key requirements:
First, uphold strategic leadership and pioneer high-quality development. Actively implement BEH’s “8755” strategy and requirements, shifting the development model from heavy-asset ownership to light-asset operations. Advance the base constructions for “Jilin-to-Beijing Power Transmission Project” and “Inner Mongolia-to-Beijing Power Transmission Project”, cultivate high-yield projects in the Yangtze River Delta, optimize the integrated “wind, solar, hydro, thermal, and energy storage” ecosystem, consolidate overseas markets, strengthen capital operations for existing assets, and establish new pillars for international development.
Second, focus on improving quality and efficiency to overcome lean management challenges. Prioritize revitalizing existing assets, comprehensively review operational power plants, establish benchmark indicator systems, deeply tap into project profit potential, and enhance comprehensive regional rankings. Implement a total cost leadership strategy, strictly controlling engineering construction and operational maintenance costs. Refine market-oriented business mechanisms, improve systems for compensation distribution, performance assessment, incentives, and constraints to stimulate endogenous motivation. Promote independently developed achievements, utilizing intelligent and digital means to boost power plant operational efficiency and build smart energy models.
Third, strengthen innovation drive to build core competitiveness. Position technological innovation strategically, making breakthroughs in high-efficiency power generation, intelligent O&M, energy storage technology, and green hydrogen production to gain more independent intellectual property rights. Break from conventional thinking, explore differentiated business models based on regional resource strengths and market demand, and carve out a distinctive development path. Enhance collaboration with universities, research institutes, and industry chain partners to build an industry-academia-research-application synergy mechanism. Advance digital transformation by establishing an integrated management information platform, empowering management upgrades and business innovation digitally.
Fourth, maintain strict compliance and fortify risk prevention controls. Embed the principle that “compliance is the prerequisite, profit is the goal,” integrating compliance management throughout project development, investment decision-making, and production operations. Improve the internal control and supervision system. Strengthen risk forecasting, focusing on preventing market, investment, overseas operations, and safety production risks, establishing early-warning and emergency response mechanisms. Enhance integrity management and improve the corruption prevention system. Strictly enforce the safety production responsibility system, intensify equipment O&M and personnel training, and resolutely prevent major and severe accidents.
Fifth, enhance team building and bolster talent support. Deepen the mechanism where “promoting the capable, demoting the mediocre, and dismissing the unfit,” selecting outstanding, reliable, and capable personnel for key roles. Refine the talent cultivation system through targeted training and practical experience, building a composite talent team. Optimize the talent development environment, improve career progression channels and incentive safeguards, enhancing the sense of belonging and well-being. Strengthen team pipeline development, emphasizing the cultivation and selection of young cadres to reserve ample talent for long-term development.
Sixth, uphold CPC Party leadership to unify development forces. Adhere to the Party's leadership, deeply integrate Party-building with business operations, and fully leverage the Party Committee’s role in “setting the direction, managing the overall situation, and ensuring implementation,” transforming the Party’s political and organizational strengths into development advantages. Conduct thematic education meticulously, combining grassroots inspections and research exchanges to strengthen supervision and guidance for enterprises. Integrate thematic education into central tasks, effectively translating educational outcomes into tangible results for reform and development.
Wang Lei required that BJ ENERGY INTL thoroughly execute the thematic education activities. Through centralized study, self-study, and other methods, it must meticulously study the speech delivered by the top leader at the National Conference on Party-Building in State-Owned Enterprises and documents like the “Regulations on the Work of Primary-Level Organizations of the Communist Party of China in State-Owned Enterprises (Trial).” The actual results of enterprise reform and development should be taken as the crucial benchmark for testing the role of Party-building, using Party-building advantages to empower the entire enterprise development landscape. In problem identification, efforts must be comprehensive and profound, focusing on core areas like production, operation, and risk prevention and control. Methods such as self-inspection, self-correction, superior supervision, and peer review should be used to accurately identify root causes and key issues. For rectification and implementation, measures must be thorough and efficient, using inspection-based rectification as a lever, clearly defining deadlines and acceptance standards, establishing robust regular “review” mechanisms, ensuring problems are resolved and results consolidated, thereby preventing recurrence.
Chen Guogao stressed the need to anchor efforts in strategy to strengthen the foundation, ensuring the successful conclusion of the 14th Five-Year Plan and making high-standard plans for the 15th Five-Year Plan. Benchmark against the industry’s best to solidify the foundation for high-quality development. Leverage strengths to contribute, maintaining excellent practices, highlighting core advantages, and adhering to an economic efficiency focus. Project development must select the best among the good, playing an exemplary role in BEH's “8755” strategy. Enable development through financing, fully leveraging the comparative advantages of BEH's “1+3+N” financial support system, continuously improving credit ratings, and transitioning from “blood-transfusion” type financing to “hematopoietic” type financing. Expand the scale of cross-border capital pools, optimize equity financing, reduce accounts receivable and inventory, and promote innovations like public REITs expansion, private REITs issuance, and ABCP to accelerate asset revitalization. Enhance management to control risks, fully achieving comprehensive coverage of financial sharing and treasury management, sparing no effort in promoting full-scope cost reduction and efficiency improvement. Continuously strengthen compliance awareness, using compliance to promote development and derive benefits.
Jin Shengxiang required that safety production standardization be advanced substantively and deeply, strengthening safety production management and strictly implementing the “two tickets three systems” (It includes the Work Ticket, Operation Ticket, Shift Handover System, Routine Inspection System, and the Equipment Periodic Testing and Rotation System) and high-risk operation approval procedures to solidify the foundation of standardized management. Focus on improving the competencies of the employee team, combining case-based warning education with safety training to enhance safety awareness and emergency response capabilities. Promote the forward shift of equipment and facilities lifecycle management, achieving a transition from “post-incident handling” to “pre-incident prevention.” Benchmark to identify gaps, accurately investigate equipment hazards and locate management shortcomings. Adhere to the “Life First, Safe BEH” philosophy, reinforce full staff safety production responsibility, implement dual-prevention mechanisms, and comprehensively enhance intrinsic safety levels.
Leaders from relevant BEH departments attended the meeting. BJ ENERGY INTL was represented by Chairman of the Board Zhang Ping; Party Secretary and Trade Union Chairman Liu Guoxi; President Zhu Jun; Vice President Huang Hui, Vice President Jia Geng, Vice President Wang Liuhu, Vice President Wu Chaoke, and Vice President Jin Xin; and Secretary of the Discipline Inspection Commission Zhu Shengbo.
