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Huaneng Group Strategy + Shu Yinbiaos Reform Path 2020-03-31


Implement the spirit of the Party Central Committee's major strategic decision-making and instructions

 

I can say that a lot of work is carried out around this point. From a broad perspective, Huaneng Group will continue to target world-class companies with global competitiveness. Specifically for Huaneng itself, it is to accelerate the construction of "Three Colors, Three Strong and Three Excellent" world-class energy enterprises.

 

General Secretary Xi's "Four Revolutions and One Cooperation" energy strategy is the guide for Huaneng's specific development path. Regardless of the large-scale development of clean energy, the implementation of the innovation-driven development strategy, or the "one body and two wings" international development platform, all are specific measures to implement the "four revolutions and one cooperation".

 

Solve the problem of “deep intensifying the reform of state-owned enterprises”

 

In this regard, Huaneng focused on two aspects. One is to further promote structural reforms on the supply side, and the other is to step up efforts to “stabilize and overcome difficulties”.

 

Supply-side structural reform will be a long-term job for future power generation enterprises. Huaneng divides this work into two levels: for coal power, some are shut down directly, some terminate previous projects, and some are shut down after the service period expires. For new energy sources, a batch of new energy sources were found, a batch of reserves were approved, a batch of approved start-ups were completed, and a batch of batches was built to create a large-scale new energy project with high quality and efficiency and a base.

 

This two-pronged approach has broken the inertia thinking of power supply side reform and the previous scale development routine of power generation enterprises. Highlight green development and high-quality development orientation.

 

"Standing out of difficulty" is a long-term job. Many methods such as bankruptcy liquidation, turning losses, restructuring, and equity transfer have appeared in the work of power generation companies before, and some have not yet, and they will definitely appear more and more in the future. In 2019, Huaneng Group's 119 key loss-making enterprises as a whole reduced their losses by 10.8 billion yuan, exceeding the goal of reducing losses by 20%.

 

Adhere to the main business

 

The inspection team believes that Huaneng "is not strong enough to strengthen its main business." The implication is that the size of the Huaneng power generation segment is not a problem, but the quality and competitiveness of the power generation assets do not match its size. The quality of assets needs to be valued in the future.

 

For this purpose, Huaneng Energy takes structural adjustment and optimized layout as strategic tasks, actively implements the diversified development of power sources, vigorously develops new energy sources, and specifies that more than 90% of the funds are invested in the main business in the rolling development plan.

 

At the same time, formulate a negative list of investment, strictly control non-main business investment, and clearly list the prohibited and special supervision projects. For the projects listed in the list, the second-level unit shall not make decisions for the record. Establish an investment mechanism to allocate resources according to benefits, improve the efficiency of capital allocation, and select regions and main business projects with higher returns for incremental investment.

 

Look at the strategy in the process of resumption and production

 

During the Huaneng Group's outbreak, the measures to promote the resumption of work and production in an orderly manner can also see the development and reform path of the Huaneng Group in the future.

 

Qi Huaneng Group's "Work Plan for Resuming Production and Resuming Production in an Orderly Response to the New Crown Epidemic Situation" puts forward ten key tasks. The first four are related directly to the fight against the epidemic. Starting from the fifth point, which is the first content combined with future development, it has been proposed to promote the development of energy bases in Longdong, Shanxi, Inner Mongolia, Jiangsu, etc., and start construction before the end of the year, with an investment of 15 billion yuan; 175 new energy projects such as Shanghai Wind Power are closing and continuing construction projects, and 86 new energy projects such as offshore wind power projects are under construction. The planned investment is 51.9 billion yuan.

 

No doubt, after 2019, new energy projects will continue to be the focus of Huaneng Group's investment. After these new energy projects, the key tasks include "stiffing out of poverty" and fighting poverty. These are also in line with the major decision-making arrangements of the Party Central Committee and the rectification of the opinions of the inspection team.

 

Perfect marketing cannot be ignored

 

This is often overlooked by everyone, and it is actually very important. In the rectification of Huaneng Group's opinion on inspection team, the improvement of marketing mechanism construction was put in the section "for the problem of insufficient general deployment and instruction of General Secretary Jinping's spirit", which shows its importance.

 

This aspect is because the reform of the power system is a major decision of the Party Central Committee, and on the other hand, the power system will continue to lead the market in the future, with market demand as the core.

 

Huaneng Energy has established an integrated energy service company, set up a company market monitoring center and a regional electricity market operation and trading center, developed spot trading bidding decision support information systems, and launched spot market transactions in eight pilot regions. Strengthen strategic cooperation with large enterprise group customers and formulate 210 key marketing tasks in accordance with the principle of "one district, one policy".


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