The employees of Qinyang Power Generation Company of Henan State Power Investment Corporation used to eat from the same big pot, and the cadres of enterprises were also hidden "iron chairs". The old employees were dissatisfied, and the young people were not passionate, so the enterprises seemed depressed, failed to develop, and even faced with losses for years.
After more than 10 years’ hard work, Qinyang Power Generation realized two-machine operation in 2020, but in 2021, it lost 440 million yuan in the first complete operation year after operation, and in 2022, it lost 208 million yuan, which will make ends meet, make a large loss, and face increasingly severe thermal power operation difficulties.
In order to solve this dilemma, Li Baoqing, director of the State Power Investment Corporation and deputy secretary of the Party Group, organized a research meeting for Qinyang Power Generation to turn losses into difficulties. Through the guidance of five departments and 21 experts, the Party Group of the State Power Investment Corporation opened a crucial process of penetrating the grassroots, directly hitting the pain points and solving problems with unprecedented determination and strength.
After half a year’s reform, Qinyang Power Generation has regained its vitality, which has become a new driving force for the "second venture" of Henan Power Investment Corporation, and has realized a new model of transforming traditional production-oriented enterprises into production-oriented enterprises.
A few days ago, the interview group "Entering New State-owned Enterprises, Reforming and Empowering New Development" jointly organized by the Propaganda Bureau of the State-owned Assets Supervision and Administration Commission and the News Center went to Henan State Power Investment Corporation to conduct in-depth research and interviews to understand the experience and development results since the three-year reform of the State Power Investment Corporation, as well as the latest achievements of reform in promoting high-quality development.
Make every effort to build a large-scale comprehensive green smart energy enterprise
Qinyang Power Generation is located at the foot of Taihang Mountain at the junction of Henan and Shanxi. It has two million kilowatt ultra-supercritical coal-fired power units. It is the key project of thermal power construction in Henan Province during the "Thirteenth Five-Year Plan" period and the supporting project of the Science and Technology Support Plan of the Ministry of Science and Technology "Development and Application of 1000MW Ultra-supercritical Power Units with High Efficiency and Wide Load Rate". It is also the "big pressure and small pressure" project of the original Danhe Power Plant.
At present, Qinyang Power Generation is the only stable heat source for industrial gas and urban heating in Qinyang City. It has independently developed Mengzhou 100MW wind power project and Xinjiang 1000MW photovoltaic+photothermal integration project, and is making every effort to build a large-scale comprehensive green smart energy enterprise.
Now, Qinyang Power Generation is a sample of intelligent digital power plant, and its operation economy is at the international leading level compared with similar units in steam turbine projects. The designed power supply coal consumption of the unit is 273g/kWh, which is the leading unit of coal-fired electricity energy-saving and low-carbon benchmarking in Henan Province, and it can generate 1 million kWh of electricity per hour, and its profit level is higher than that of similar units.
Qinyang Power Generation encourages employees to innovate independently. Because the shell of steam turbine and generator is made of special metal, it needs professional anti-corrosion technology, and a lot of money has been spent on anti-corrosion all the year round. In order to save production costs, Qinyang power generation workers independently studied the surface anti-corrosion technology of steam turbines and generators, and repeatedly experimented to find out the paint ratio. Only one third of the outsourcing cost was spent to complete the anti-corrosion work, which saved a lot of production costs and prolonged the service life of the unit.
Entering the centralized control room, six personnel on duty are carrying out the dispatching task of the whole plant. Wang Xinzhong, the chief value officer of the power generation operation department, introduced that APS one-button start-up, inspection robot and digital coal yard have all come to the forefront in the industry. In the face of the reform of the new power energy system, the energy consumption level of the unit is ahead of that of the same type of units in China. The environmental protection index of Qinyang Power Generation not only meets the national ultra-low emission standard, but also exceeds the environmental protection standard of gas units, and it is a real low-carbon environmental protection power supply.
In addition to intelligence, turning losses into profits is also the main task of Qinyang Power Generation. After the publication of the list and the establishment of the tackling key group, Wang Xiaoxiao, a 36-year-old boiler specialist, stayed at home for 24 hours, conducted experiments in the middle of the night, innovatively proposed a new coal blending scheme, and improved the combustion stability. With the joint efforts of him and the members of the tackling key group, he successfully divided the unit load into five sections and flexibly blended "five kinds of coal". Through this combined power generation mode, the fuel cost can be saved by nearly 4 million yuan per month, and the peak shaving technology has entered the first echelon of millions of units in China. Up to now, the peak shaving income is close to 50 million yuan.
The "life gate" to eradicate the problem of loss in successive years
Qinyang Power Generation has built a digital coal yard, where advanced technologies such as unattended bucket wheel machine, robot inspection and on-line detection of coal system have been applied. Through the grid management of coal yard, accurate coal stacking is realized; Unattended inspection and robot inspection of bucket wheel reduce the labor intensity of employees and improve the working environment; On-line detection of coal preparation evaluates blended coal combustion and guides combustion use.
Xing Xuguang, fuel operation management, said that in order to realize the company’s goal of turning losses into profits, Qinyang Power Generation changed its thinking of "old power plants" from "knowing how to produce" to "knowing how to operate".
Faced with the problem of heavy workload of employees, unsatisfactory coal slurry blending and fuel cost, Wang Bin, the monitor of Class 3 of Fuel Operation, found through continuous monitoring that when the coal quantity difference between the upstream and downstream belt weighers was more than 15 tons, he immediately organized personnel to clean up the coal chute, which could effectively avoid the blockage of the coal chute. This discovery effectively increased the amount of coal slurry, and the daily coal slurry loading increased rapidly from less than 500 tons to more than 2,000 tons, making a contribution to the company’s coal price control and reduction.
Qinyang Power Generation purchases 3.3 million tons of coal every year, accounting for more than 75% of the total cost, which can be said to be the most critical factor in determining whether it can turn losses around.
In order to seize the "life gate" of this year-on-year loss problem, Qinyang Power Generation formulated an incentive scheme for signing a long association coal contract and issued an incentive mechanism for cashing the long association coal contract. In 2023, the signing of Changxie coal contract achieved full coverage. In the first quarter, the cashing rate of Changxie coal reached 96%, and the unit price area of standard coal entered the factory was ahead of the standard, saving fuel costs by more than 32 million yuan year-on-year, creating a number of historic breakthroughs.
Resolutely change the "iron rice bowl" and "big pot rice"
Through the reform, Qinyang Power Generation has taken on a new look, and the employees are full of enthusiasm, which has solved the problem of "let me do it" and realized "the same growth of enterprise profits and employee income, and the sustainable and high-quality development of employees and enterprises".
From January to April this year, the cumulative profit of Qinyang Power Generation was 36.38 million yuan, a year-on-year decrease of 104 million yuan, setting a record for the same period in three years.
In 2023, the state power investment focused on "turning losses from thermal power", clearly and comprehensively improving the management quality of thermal power assets and realizing "zero loss" of coal-fired power.
In order to achieve this goal, Wang Hanzhong, chairman of the State Power Investment Henan Company, personally led a team to go deep into the grassroots level of Qinyang Power Generation for a week, eating and living with employees, and studying and formulating a good solution.
Through the discussion of "breaking the ice with thoughts, breaking through development, turning losses into difficulties" and the practical activities of "what can I do to turn losses into profits", we will ask the people and let the broad masses of workers become participants, supervisors and beneficiaries of the reform.
In order to achieve this goal and task, Qinyang Power Generation set up three assault teams, selected team leaders by exposing the list, decomposed the task objectives step by step and signed a military order, and took out 16.8 million yuan as a special reward, which was cashed in time and publicly commended, giving full play to the role of rewards and punishments to stimulate business improvement.
The new round of state-owned enterprise reform proposes to build a new management responsibility system in an all-round way. Advocating the spirit of contract, Qinyang Power Generation strengthened the market-oriented selection and employment, and 37 managers implemented "competition for posts and two-way selection", signed a letter of responsibility, and grasped the first level.
Qinyang Power Generation implemented organizational downsizing, reducing and merging three departments; Implement the slimming of middle-level cadres and streamline 9 people; The management personnel were slimmed down, and 11 managers took the initiative to apply for front-line positions.
Enterprises deepen reform, focusing on increasing vitality and improving efficiency. Qinyang Power Generation has established a differentiated salary distribution mechanism inclined to key positions and production lines. Incentive measures such as performance responsibility, revealing the list and immediate rewards have been fully rolled out, accurately pointing to outstanding contributors who "pull the cart to carry the work" and "work hard". After the reform, the income gap of the same post reached 1.5 times, and the highest income gap of different posts reached 8 times.
In just a few months, a series of heavy measures have been fully exerted and effectively instigated to make the mechanism alive, get together with enthusiasm, and ignite the hope of employees starting businesses.
Qiao Yongsheng, general manager of Qinyang Power Generation Co., Ltd. said that the company will fully implement the SASAC’s new round of efforts to deepen the reform of state-owned enterprises, sum up while reforming, improve while summing up, turn "pilot" into "demonstration" and "bonsai" into "landscape", help the State Power Investment Corporation achieve the grand goal of "first-class strategy in 2035" with high quality and make every effort to build a new state-owned enterprise with high-quality transformation and development in the new era.
[Editor: Feng Xue]
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