National Grid has made major moves

Recently, State Grid Co., Ltd. issued the "Opinions on Accelerating the Construction of a World-Class Energy Internet Enterprise in the New Era Reform", promoting the deep integration of the power grid and the Internet, focusing on building an energy Internet, nurturing and developing new kinetic energy; and innovating the energy Internet format. Expanding open cooperation and sharing, building an energy Internet ecosystem, and firmly promoting power reform; giving play to the decisive role of market allocation of resources, changing management system and mechanism, striving to enhance the endogenous power of enterprises, optimize business management strategies, mobilize the vitality of cadres and employees, and innovate international business. The development mode will promote internationalization to a new level.

All this is releasing a signal that the road to reform of the national grid will become wider and wider.

Expanding openness and cooperation, the national grid mixed reform measures frequently

At the beginning of this year, the State Grid Corporation of China creatively proposed the "three-type, two-network, world-class" strategic goals, reflecting the high political responsibility and responsibility of the company's party group. The essence of the "three-type and two-network" strategy is based on the Internet thinking, playing the role of the power grid, promoting the strong smart grid and the ubiquitous power Internet of Things to collaborate to form an energy Internet platform, driving the upstream and downstream of the industry chain and the whole society to share development results. It fully reflects the new thinking and new ideas of openness, cooperation and mutual benefit.

In the process of building a "three-type and two-network" world-class energy Internet enterprise, the State Grid Corporation will inevitably require extensive participation and support from all walks of life. The mixed ownership reform will provide a good opportunity and model for this. In the mixed work under the new situation, the State Grid Corporation needs to achieve the strategic goal-oriented open mixed reform field and promote the mixed reforms in a targeted manner. Capitals from all walks of life must have a clear understanding of the development of the energy Internet industry and develop their own precision. Cards, clearly participate in the goals and models of mixed reform, and actively participate in the development of the energy Internet industry.

Since the end of 2018, State Grid Corporation has accelerated the reform of mixed ownership, actively attracting social investment and amplifying the function of state-owned capital in areas such as UHV DC transmission, incremental power distribution, integrated energy services, pumped storage, general aviation, and finance.

A new financial breakthrough under the "three-type two-network" strategy

In order to strengthen the overall allocation and centralized operation of resources, support and support the development of power grids, and foster new profit growth points, State Grid Corporation learns from the practical experience of large domestic and foreign enterprise groups, actively expands financial services, and strengthens centralized management of financial assets and establishes unified finance. A series of operations, such as an industrial platform and the establishment of a financial professional subsidiary, have formed financial management systems such as fund management, insurance protection, and asset operation. In the past two years, the State Grid Corporation has thoroughly implemented the spirit of the 19th National Congress and the Fifth National Financial Work Conference, adapted to the requirements of national regulatory policies, promoted the positioning of financial business adjustment functions, adjusted business layout, adjusted capital structure, adjusted management relationships, and strengthened coordination. Management, strengthening risk prevention and control, and strengthening party building have opened up a new journey for financial business reform, innovation and development.

As a financial professional platform of the State Grid Corporation, Yingda Group has established capital ties with various financial companies, and implemented professional management and group operations on financial assets through corporate governance. At the end of 2018, the registered capital of Yingda Group was 31.5 billion yuan, and the assets under management were about 820 billion yuan. In 2018, the operating income was 24.5 billion yuan and the profit was about 12 billion yuan.

In 2019, in line with the strategic goal of “three-type, two-network, world-class”, Yingda Group has formulated a sub-strategy for building a “three-in-one and two-in-one” international first-class financial holding group, and escorted the company’s new era strategy in the financial sector. We will build a financial holding group that is “digital, market-oriented, and standardized” and adhere to the unique advantages of “energy finance and group finance”.

State Grid mixed change latest measures

The State Grid Corporation promoted the construction of “three types and two networks”, which brought new opportunities for reform, innovation and development for the company's financial unit business. First, online finance achieved new breakthroughs. Second, the business model achieved new breakthroughs. The third is to achieve a new breakthrough in the management model.

The listing of financial assets is an important measure for the State Grid Corporation to promote mixed reforms. It is conducive to optimizing the financial institution system, establishing a continuous capital replenishment channel, improving the financial business development capability, profitability and brand value, and better supporting the State Grid Corporation. The two-network, world-class strategic goal has landed.

At the same time, it is also conducive to promoting the transformation and upgrading of the listed companies of the State Grid, improving the quality of its assets, consolidating its profitability, and driving social capital to share the fruits of reform and development.