In order to further unify thinking, strengthen management, improve efficiency and execution, on the morning of June 8, Hanas Group Vice President Wang Shaobo presided over the management work meeting of Hanas New Energy Group. 52 representatives from various departments of New Energy Group and heads of wind farm stations attended the meeting.
Wang Shaobo said that in 2009, the group leadership deeply analyzed the situation, began to plan new energy projects, and decided to vigorously develop new energy . Decisions are actions. In 2010, the construction of the first wind farm started. By 2018, our installed wind power capacity will reach 1.4 million kilowatts. Looking back on the development process of the past ten years, we insisted on doing something and refraining from doing something. Step by step, we have come to today and created many firsts: the total installed capacity of Ningxia wind power enterprises is the first, Vestas China's installed capacity is the first, The first self-built 330kV substation in Ningxia, the world's first new model of joint operation and maintenance…… We are proud and proud of these achievements, and we understand that it is not easy to come by, and we have paid a lot of hard work. At present and for some time to come, the new energy development environment and the national new energy industry policy have undergone and are undergoing tremendous changes. We are facing both opportunities for development and growth and severe challenges from the reform of the power system. In order to create brilliant achievements, we must seize opportunities and meet challenges, and we must establish and improve management mechanisms that meet the needs of development without delay on the basis of inheriting the fine tradition of Hanas.
Wang Shaobo pointed out that the management of New Energy Group is generally good, and it has played a positive role in the construction and operation of the project. However, there are also many problems: power and responsibilities are not matched and unified, management levels are complicated, information is not smooth, timely and comprehensive, management systems are not systematic, system implementation has not been normalized, work implementation supervision is not comprehensive, and so on. In the rapidly changing market and multi-layered policy environment, these management issues that have almost been "rigid", "numb", and "accustomed" will bring us many adverse effects, plus If the job becomes more difficult, development opportunities may even be lost. Therefore, we must attach great importance to system construction, be problem-oriented, conduct in-depth investigation and research, benchmark advanced management experience at home and abroad, and quickly solve institutional problems that hinder development.
Wang Shaobo made it clear that Hanas' long-term vision is to help China's energy transition, and to implement specific action goals is to High-quality construction of a new energy base of 2 million kilowatts is to raise the operational capability of new energy projects to the international level. Achieving such a goal requires strong centripetal force, cohesion, execution, and combat power to support it. A series of tasks must be linked together by a management system, and forces must be integrated to form the "six unifications", which is the "idea". The concept is unified, the goal is unified, the leadership team is unified, the management system is unified, the external voice is unified, and the team building is unified”. It is necessary to establish a flat management mechanism with four major responsibilities, including comprehensive management, project pre-stage, project construction, and project operation, and implement the "big administration" management model, so that the middle-level, grass-roots, field, and front-line staff of the group should be Freed from complicated administrative affairs, concentrate on business development and production. It is necessary to establish a salary system in parallel with management positions and technical positions, and highlight the contribution of employees to the development of the enterprise. "There are no rules and no square circles", all departments and stations must be strictly managed, strengthen their execution, and do not engage in "surprise inspections", let alone "the system is just hanging on the wall". Dare to be real, dare to confront hard, not only reward, but also punish, not only to delegate power and autonomy, but also to supervise and execute, and to resolutely drive out the bad factors that are not suitable for team building. At the same time, we must pay attention to cultural construction, enrich the cultural life of employees, and carry out cultural and recreational activities oriented to the grassroots, so as to gradually form a unique cultural atmosphere.
In the afternoon of the same day, Vice President Wang Shaobo convened a face-to-face symposium with 14 persons in charge of the wind farm station, and listened carefully to the front-line persons in charge Relevant issues and suggestions raised, research and discussion solutions, and work arrangements for each matter, to be completed within a time limit.
