Since this year, Longyuan Power has held fast to spirit of the Annual Work Conference of the Group and requirements of the “No. 1 Document”, as well as observed the overall guideline “Accelerated pace for building of smart production and operation system” to deploy key work for the year in all aspects, in efforts to make a good start for the first year of the 14th Five-year Plan.
The Company scientifically formulates guideline documents for safety and environmental protection, for example, it has formulated the No. 1 Guideline Document of Longyuan Power according to work priorities of the year. In addition, the Company has developed the task management module, in which it clarifies the responsible person in the form of work order, tracks implementation of specific work, and ensures high-quality completion of work priorities for the year. Pursuant to the Three-Year Action Plan for Special Rectification to Work Safety, the Company observed requirements about centralized breakthroughs to keep on updating 11 items of “Two Lists” and 23 safety and key rectification items (60 items in total). Meanwhile, the Company conducted pre-management to safety and environmental protection responsibilities, created the execution list, and followed up with the implementation at regular intervals, and further clarified specific department/post’s safety and environmental protection responsibilities. During the “Power Supply Guarantee for Two Sessions & Spring Safety Inspection”, the Company conducted the power supply guarantee inspections for “Two Sessions” and the spring safety inspection to 12 units in 6 provinces around Beijing, as well as carried out publicity and deployment of work priorities for the year among the inspection units. The Company kept on carrying out remote safety inspection, and stressed application of production monitoring and management control system: it continuously improved and optimized functions of the two systems during the on-site inspection. The Company put in place system revision and organized training tests, for example, it revised, printed, and issued 48 core systems on work safety, prepared the Question Bank for Safety and Environmental Protection Test, complemented the Collection of Representative Accident Cases, and organized to complete the first spot and survey test; it conducted the centralized training on special safety responsibilities of regional companies, and publicized the Company’s work safety management ideology and work priorities. The Company has instituted and issued the Emergency Drill Plan for 2021, as well as completed emergency commanding of the “Cornerstone Project”, collection and inputting of basic information of online monitoring module, and development, testing, and launch of work safety management control system’s 6 modules.
Centering on the Company’s overall requirements on work safety during the 14th Five-year Plan period (namely, Implementing Three Plans, Promoting Management in Two Aspects, and Building One Platform), the Company actively pushed ahead with implementation of all measures. By upholding the core notion “More generating capacity, less shutdown, and fewer assessments”, the Company stressed the equipment’s unplanned downtime to revise and complete the Administrative Measure for Evaluation of Work Safety Capability. Relying on the digital production platform, the Company built the quantitative performance evaluation mechanism on a gradual basis. At the signing ceremony for joint construction of the trouble-free demonstration wind farms, the Company signed agreements of cooperation with 8 main equipment suppliers including United Power and Goldwind. After printing and issuing the Plan for Building of Trouble-free Demonstration Wind Farms, the Company officially launched construction of trouble-free wind farms. To implement differentiated generating capacity improvement measure for doubling, leap-forward improvement, and potential exploitation, the Company printed and issued the Five-year Plan for Improvement of Generating Capacity of Wind Power Projects, organized to institute the implementation scheme, and clarified goal, task, and time node. The Company actively implemented all work deployments for digital transformation and promoted in-depth integration of digital transformation. The Company further explored production data value, built the benchmarking improvement mechanism in two dimensions and five aspects, and precisely formulated policies for frequent fault points and underperforming items. The Company pushed ahead with reform to production and operation inspection mode in all aspects, required the first batch of 26 units to launch the implementation of reform, optimized the management mechanism little by little, and raised the working efficiency. Through separation of operation from inspection, the Company boosted the professionalized management, kept on optimizing allocation of human resources, made intensified efforts in training of professionals, and brought into full play the strength “Professionals in charge of professional work”. By separating management from execution, the Company advocated standardized operation, highlighted the division of functions (namely, Formulation of standard at management layer, and implementation of standard at execution layer), deployed and completed all-around online application of overhaul pack and standard operation card, and turned individual practices and technologies into sustainable experiences and inspirations.