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FAQ Message |
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 Please explain on the Company?s development strategy of ?focusing on pursuing the power generation business as its core development whilst complementing with synergistic diversifications? |
The Company?s development strategy sets out a comprehensive and farsighted framework of plans and strategies to ensure a rapid, steady and healthy development of the enterprise. To cope with the latest circumstances and new missions, the management of Datang Power has thoroughly reviewed its development experiences in the past 15 years and carried out a comprehensive analysis of the opportunities and challenges ahead of the Company with due reference to its own development needs. Accordingly, the Company sets out a development strategy of ?focusing on pursuing the power generation business as its core development whilst complementing with synergistic diversifications?.
The strategic positioning of synergistic diversifications is: Focus in the power generation business whilst deploying diversifications; and strive for profitability as a priority whilst seeking synergistic developments. Datang Power will aim at developing itself into a company with an operation-cum-holding orientation, an integrated energy company that enjoys a domestic leadership position and international reputation having strong development capabilities, profitability and competitiveness.
The implementation strategies of synergistic diversifications are based on an integrated-asets positioning: With power generation business as its core development; with coal operations as its foundation; with coal-to-chemical projects as a new source of profits; and with railway, port, and shipping as its link, the Company will enhance its coal-fired power; aggressively expand its hydropower; continuously develop wind power; actively pursue nuclear power; prudently proceed with coal-to-chemical projects; focus on suitable coal operations; and secure a complementary development of railway, port, and shipping.
The stage-wise goals and medium-term development plans of synergistic diversifications are: From 2008 to 2010, the overall deployment of diversified businesses will be laid down. In this stage, the core power generation business will be continuously developed, while the production capacities of the coal and coal-to-chemical businesses will be developed to a certain scale and the logistics chain will be fundamentally established. The deployment of diversified businesses will be implemented gradually, the business structure will be increasingly rationalised, and non-power generation businesses will begin to generate profits for the overall operation of the Company.
From 2011 to 2012, the diversified businesses will begin to develop to a considerable scale. The leading position of its core power generation business will be further strengthened. Coal-to-chemical projects will successively commence production, self-produced coal will become a major secured resource, and the logistics chain will be established. The Company?s diversified businesses will begin to develop to a considerable scale.
From 2013 to 2015, the diversified businesses will develop to a mature stage. The power generation business will maintain its leading position, with a more rational mix of installed capacities of coal-fired power, hydropower, wind power and nuclear power. Production capacity of self-produced coal will be further upgraded. Meanwhile, the energy logistics business will be enhanced, realising a stable and reliable coal transportation channel. Upstream and downstream related businesses will support and assure the soundness of the system, with sufficient assurance of resources for key investment regions. With its diversified businesses growing into a mature stage, the Company will evolve into an integrated energy company that enjoys a domestic leadership position. |
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