China Southern Power Grid Integrated Energy Company released the "14th Five-Year Plan" Development Plan and Vision for 2035

China Southern Power Grid Integrated Energy Co., Ltd.

The 14th Five-Year Plan and the long-term goals for 2035

1. Development ideas and goals

1. Guiding ideology

The guiding ideology of the "14th Five-Year Plan" development plan is: to serve the strategic requirements of the country's supply-side reform, ecological civilization construction and high-quality social development, and to help promote innovative, coordinated, green, open and shared development; to implement the "123736" development strategy framework of the "Development Strategy of China Southern Power Grid Energy Company", relying on the company's established three major business foundations of multi-energy collaborative supply, energy-saving and environmental protection services, and comprehensive resource utilization, to help customers effectively improve energy efficiency and significantly reduce energy costs, and provide customers with a package of comprehensive energy solutions, to build the company into a domestic leading and world-class comprehensive energy service company, leading the new ecology of the comprehensive energy industry.

2. Planning ideas

Achieve a development goal. With the vision of "leading the new ecology of the integrated energy industry", closely focusing on the two positionings of "integrated energy service provider" and "integrated energy supplier", guided by the diversified needs of customers, focusing on the development of high value-added businesses, innovating business models, providing value-added services, and building the company into a "domestic leading and world-class integrated energy service enterprise".

Build a cooperation platform. With the development idea of ​​"platform + ecology", relying on the company's business development, customer resources and customer energy facility investment and operation, we will integrate upstream participants in the industry value chain such as government, technical research institutions, equipment suppliers, and downstream participants in the industry value chain such as construction companies, operation teams, and power sales companies. We will cooperate with similar companies in the industry to the left and right to build a business cooperation platform, build the company into a platform-type enterprise, and gradually establish a new ecology of the comprehensive energy industry. Build a two-wheel drive path. Build a "two-wheel drive" driven by investment projects and capital operations. On the one hand, through investment project drive, we will continue to vigorously carry out project investment and construction in the company's main business areas, and provide continuous income to the company through investment projects to ensure the company's steady development; on the other hand, through capital operation drive, we will give full play to the company's advantages as a listed company, gradually increase capital operation efforts, and quickly and efficiently expand the company's business scale and enhance market competitiveness through measures such as cooperative investment, development of high-quality projects, mergers and acquisitions of corporate equity, and integration of high-quality technologies. By building the "two-wheel drive" of the company's development, we will promote the continuous development and growth of the company's "platform".

Layout of three core businesses. Promote internal collaboration within the company, be customer-oriented, strengthen the organic combination of related technology routes, flexible application and overall marketing, and layout of the three major business areas of "multi-energy collaborative supply, energy-saving and environmental protection services, and comprehensive resource utilization".

(III) Development goals

2022: Closely follow the energy industry value chain, optimize the business structure layout, promote the high-quality development of the company's integrated energy business, and basically double the important operating indicators compared to the end of 2019.

2025: The company's modern corporate governance mechanism is fully established, the market-oriented operation mechanism is basically mature, and the integrated energy "platform + ecology" development model is initially formed. In terms of business, it continues to maintain its position as a leading energy-saving service company in China, as well as its business advantages in subdivided fields, expands emerging businesses around energy management, and becomes a leading integrated energy service company in China.

By 2035, domestic business will dominate and international business will develop rapidly, becoming a leader in the new ecology of the integrated energy industry and a world-class integrated energy service company with global competitiveness.

2. Business Development Strategy

1. Continue to deepen the multi-energy coordinated supply business: continue to promote the development and utilization of new energy, actively expand the construction and industrial integrated energy station business, and develop natural gas distributed energy business when the opportunity arises.

2. Continuously expand energy-saving and environmental protection service businesses: strengthen and optimize the building and industrial energy trusteeship and energy efficiency improvement businesses, vigorously deploy urban public facilities energy-saving businesses, selectively promote emerging businesses such as environmental protection, and continuously optimize the energy service platform.

3. Appropriately develop comprehensive resource utilization business.

III. Mission and Measures

1. Comprehensively deepen the reform of state-owned enterprises. Strictly follow the standards of listed companies to comprehensively deepen the standardized management of enterprises; thoroughly implement the three-year action plan for the reform of state-owned enterprises.

2. Strengthen the governance of listed companies. Improve the quality of information disclosure, establish an effective investor relations management mechanism, and promote the sustainable development capabilities and intrinsic value of the company.

3. Further improve the market-oriented incentive and constraint mechanism. Build a strategic human resource management system; improve the market-oriented salary distribution mechanism; improve the market-oriented employment mechanism; and strengthen the company's talent team building.

4. Focus on improving the level of independent innovation drive.

5. Continue to promote the digital construction of the comprehensive energy service platform.

6. Continuously strengthen capital operations.

7. Actively explore energy market transactions.

8. Accelerate the joint construction of a modern power supply service system.

9. Vigorously promote business development.

IV. Guarantee Mechanism

Adhere to the leadership of the Party, give full play to brand leadership, improve market mechanisms, deepen monitoring and management, strengthen safety control, and strengthen team building.