BJ ENERGY INTL Held the 2024 General Work Meeting
Anchoring in the Goal, Reaching the Peak and Drawing A New Blueprint for High-quality Development
The 2024 General Work Meeting of BJ ENERGY INTL
On January 13, Beijing Energy International Held the 2024 General Work Meeting in Beijing. Chairman Zhang Ping, party secretary Liu Guoxi, president Zhu Jun, vice president Liu Dongsheng, 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, directors, heads of departments, branch companies and subsidiaries attended the meeting.
The meeting carefully reviewed and summarized the development experience of Beijing Energy International in the past three years, profoundly analyzed the current situation and existing problems, and made clear the ideas and key tasks in 2024. Based on the company’s strategic positioning, participants talked about ideas and suggestions with regards to the company’s development priorities, key issues, difficulties and obstacles and planned work initiatives in the context of their respective responsibilities.
After listening to the work reports and ideas of various departments, branch companies and subsidiaries, Zhang Ping fully affirmed the meeting effect. He pointed out that in the past three years after the company’s reorganization, it has been united and striving to become the top-notch, and tremendous changes have taken place, the independent development capacity has been improved, the energy base project has seen breakthroughs, the domestic and overseas projects in the pipeline are ample, the installed capacity has increased from less than 2 million kilowatts to 9 million kilowatts, the scale under construction has exceeded 3 million kilowatts, and the equity installed capacity has exceeded 7 million kilowatts. The business scope has gradually expanded from photovoltaic power generation to six business segments, including wind power, solar power, hydropower, integrated energy, gas turbine, green hydrogen, and computing power, so as to achieve multi-dimensional coordinated development of the clean energy industry. The company has initially established a first-class credit system in the industry, and its operation and management level and the ability to improve quality and efficiency have been continuously improved, and the financing innovation achievements have been remarkable, forming a systematic advantage with unique characteristics and big branding impact across the industry at home and abroad.
2024 is a crucial year for the implementation of the 14th Five-Year Plan, and it is of great significance for accomplishing various tasks with high quality. The company should be prepared to actively respond to the complex business development environment, effectively enhance the sense of urgency and responsibility, firmly grasp the opportunity window of high-quality and diversified development as well as the critical period of tackling difficulties. The company should take high-quality development as the core, adhere to the concept of value creation, properly adjust the strategic direction, and keenly aware potential risks and hidden crisis. The company should clearly understand the entire landscape, seize the development trend, and jointly focus on improving the business scale and efficiency, so as to ensure its high-quality development.
As for the key work in 2024 and beyond, he emphasized the following:
First, we must prioritize key tasks, go all out to introduce strategic investment and optimize the company’s financial parameters. We should continue to innovate financing channels and capital operation models, strengthen equity financing and market value maintenance, focus on the introduction of strategic investment, break the funding bottlenecks, and maintain a high-quality and high-speed development momentum;
Second, we must ignore our past achievements and improve our ideas to cope with throat-cutting competition. We should continue to enhance our independent development capabilities, create green electricity consumption scenarios based on the needs of users, promote the implementation of digital computing power and green fuel business as soon as possible, increase the cultivation of green power trading, energy management contracting and other services, and improve the level of digital management and technical support;
Third, it is necessary to integrate business layout, make breakthroughs on key projects, and adhere to the bottom line requirements of investment returns. We should study and calculate the development trend of domestic and overseas markets, optimize the development positioning, implement the layout of featured industries, rely on the development path of “dual-circle, one-center and one-focus”, strengthen domestic business expansion, and expand the speed and scale of business implementation in key overseas regions;
Fourth, it is necessary to innovate systems and mechanisms, optimize the organizational structure to adapt to the development in the new stage. We need to further improve the management vision. Based on the characteristics of the development stage of each business segment and multiple segments, regional management allocation, linear management centralization, differentiated management authorization, we should put in place proper organizational structures to match each business segment in different stage of development and make clear the management interface;
Fifth, it is necessary to emphasize cost-effectiveness, fine compliance management and belt-tightening. We should benchmark with the world-class standards and accelerate the construction of a competitive marketing management system. Driven by digital empowerment, we should constantly upgrade the management and improve risk prevention and control capabilities;
Sixth, it is necessary to improve the corporate culture, really care for the development of our staff members, so that they can grow together with the company. Strengthen the publicity and implementation of corporate culture, enhance the cohesive power and morale of our team members while focusing on production and operation, and improve the centripetal force of corporate culture; fully support the sustainable, healthy and rapid development of branch companies and subsidiaries, enhance the decentralization of power; deepen the reform of salary, incentives and evaluation mechanisms, so as to fully release the vitality of the company.
In his speech, Liu Guoxi put forward requirements in six areas based on the mission and positioning of the company and shared his thoughts on the current new landscape, new tasks and new requirements.
First, it is necessary to further enhance the awareness. We should open up the mind, heighten our vision and closely follow the implementation of key work;
Second, it is necessary to always keep in mind the whole picture. We should establish effective communication channels and information sharing mechanisms to strengthen business collaboration among various departments, branch companies and subsidiaries;
Third, it is necessary to further enhance the sense of competition. We should cherish the hard-won achievements, make crisis preparation with foresight, rise to various challenges, proactively take responsibility, and always keep forge ahead;
Fourth, it is necessary to further enhance the awareness of value increase. We need to take multiple measures to improve the quality and efficiency of state-owned asset management and provide strong support for the company’s high-quality development;
Fifth, it is necessary to further enhance brand awareness. We need to cultivate the branding awareness of the company, establish a sound brand image, inject new impetus and open up new space for the company’s development and brand building;
Sixth, it is necessary to enhance the awareness of cleanliness and integrity. We need to improve the awareness of integrity and self-discipline, abide by the rigid code of conduct, strengthen system construction, create a clean working environment, and transform the “soft power” culture of integrity into resilient competitiveness.
Zhu Jun said that through the exchange, the company’s experience and lessons in the past three years were comprehensively summarized, problems and solutions were shared across the board, consensus was gathered, tasks were clarified, and confidence was bolstered.
He highlighted four aspects: first, study and judge the policy orientation, seize the development trend, break the inertial thinking to further clarify the direction of the company’s sustainable and high-quality development; second, adhere to the cost-effectiveness strategy while optimizing management in light of current asset layout and business segments; third, innovate the system and mechanism, optimize the organizational structure to meet the needs of development; fourth, unswervingly introduce strategic investment, reduce liabilities, improve project profitability and bolster confidence for greater development.
It is required that the participants should carefully comprehend the essence of the meeting, think about how to effectively deploy and implement the key instructions, and productively carry out their work to ensure that the company can steadily achieve more in the long run.
