Qin Dingguo

Qin Dingguo

Qin Dingguo, general manager and party secretary of Guohua Power Company of China Shenhua Energy Co., Ltd

summary

Guohua Power Infrastructure Management adheres to the practice of innovation, and forms the infrastructure management mode and infrastructure management system with Guohua characteristics, which plays a decisive role in the rapid development of Guohua Power.

brief introduction

On November 6, 2003, Mr. Chen biting, chairman of Shenhua Group Company and Mr. Luo Qing, manager of Personnel Department of Shenhua Group Company, read out document No. 71 of Shenhua Party group and Document No. 544 of shenhuazi at the general meeting of all cadres of the company, and appointed Mr. Qin Dingguo as general manager and Secretary of Party committee of Guohua Power Company.

Shenhua company

On March 11, 2009, Shenhua Guohua Electric Power Co., Ltd. celebrated its 10th anniversary. When Guohua Power was founded in March 1999, many people cast doubt on it. As the power sector of Shenhua Group, there is no precedent for coal enterprises to set foot in the power industry. At that time, when the coal market was depressed, the original power generation enterprises were facing severe challenges, and Guohua Power was just born, it was going to invest in the increasingly fierce market competition, everything from zero. Since its establishment 10 years ago, in the context of no ready-made power industry to inherit, Guohua Power has developed from acquiring power plants to independent construction, from starting from scratch to growing. Ten years after its establishment, Guohua Power has handed over an excellent answer sheet. In 2008, the annual sales revenue of Guohua Power was 34.217 billion yuan, 34 times of that in 1999, with an average annual growth of 370%; the annual profit was 11 times of that in 1999, with an average annual growth of 118%; the total assets was 97.7 billion yuan, 4 times of that when it was established, with an average annual growth of 36%; the accumulated profits and taxes in 10 years were 38.8 billion yuan. even in 2008, when the power generation industry suffered from the plight of rapid increase in fuel cost and rapid decline in power generation, Guohua Power still achieved a total profit of 3.1 billion yuan, accounting for 134% of the budget; achieved a net profit of 2.2 billion yuan, accounting for 121% of the budget; excluding the limited coal price advantages, Guohua Power achieved management efficiency by improving management quality Li Chuang Xiao is worth 1.4 billion yuan, becoming one of the few profitable power generation groups in the power industry in 2008. Practice has proved that the key factors for Guohua Power to achieve outstanding development performance and comparative competitive advantage in the industry are mainly due to the continuous implementation of management innovation since the establishment of the company, the enhancement of value creativity and sustainable competitiveness of the company, the improvement of management level and the demand for benefits from management, so that Guohua Power has not only achieved significant economic benefits, but also achieved significant economic benefits in power supply Energy consumption, power consumption rate of power plant, project cost and other business indicators are in the leading position in the industry, and take the lead in energy conservation and environmental protection, such as desulfurization construction and transformation, advanced application of denitration technology.

Strengthen management

Guohua Power has made numerous achievements in management innovation, and has truly achieved continuous innovation, taking management innovation as the normal mechanism. As Qin Dingguo, general manager of Guohua Power, said, "management creates value.". Guohua Electric Power Infrastructure Management adheres to practice in innovation and innovation in practice, shaping the quality benchmark, cost benchmark, environmental protection benchmark, the lowest cost and the best investment control benchmark of China's power generation industry, and gradually summarizes its innovation practice. first class power plant comes from first-class design, first-class equipment, first-class construction, first-class management and continuous innovation of infrastructure management. Guohua Electric Power has formed the management concept of power infrastructure project with Guohua characteristics: firmly implement the idea of "safety for the day", adhere to the construction concept of "six changes and one innovation" of "safer, more reliable, more advanced, more economic, more environmental protection, creating world-class"; optimize investment decisions, take measures such as pushing back the total investment of the project according to the market competition price to ensure the power supply after the project is put into operation We should adopt the management mode of "small owners, big consulting" and make full use of the social professional and technical force to implement scientific and strict management of the project; implement the project legal person responsibility system to comprehensively carry out bidding and project supervision; introduce the standardized management mode of NOSA risk identification and pre control to gradually improve and complete the quality management system; adopt the scientific and advanced project management system In order to achieve the overall economic benefit of the enterprise, the idea of "integration of infrastructure construction and production" should be implemented, and the maximum return with the minimum investment should be achieved. As an independent power generation enterprise, the most important thing is that it has sustainable competitiveness on the whole, not just a part of infrastructure. In the past, the goal of infrastructure construction was "168". As long as the power plant was built and handed over to the production department according to the requirements of power planning and design scheme, the task of infrastructure construction would be completed. After the electric power reform, as an economic organization to participate in market competition, power generation enterprises must put value creation and sustainable development at the center of strategic decision-making, and pay attention to the overall competitiveness and long-term competitiveness. Baidu Encyclopedia content is shared by netizens. If you find that your data content is inaccurate or incomplete, you are welcome to use your own data service (free) to participate in the correction. Go to > > now

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