Strategy for Pragmatic Effectiveness, Talents for New Layout——BEWG Holds the 2019 Mid-year Theory-discussing Meeting 2019-08-15
On August 13, the 2019 mid-year theory-discussing meeting of BEWG was held in the BEWG Building. With the theme of “Strategy for Pragmatic Effectiveness, Talents for New Layout”, the meeting focused on the two core topics of strategy implementation and talent development for discussion and deployment, so as to deepen implementation of the strategy and activate talent momentum.
Li Yongcheng, Vice Chairman and Executive Deputy General Manager of Beijing Enterprises Group Company Limited and Chairman of the board of directors of BEWG, as well as leaders of the executive body of BEWG, heads of the units of the Group and representatives of ecological partners attended the meeting at the main venue.
In 2018, BEWG put forward the strategy of transforming into an asset-light enterprise by building an asset management platform and an operation management platform. This is a strategic iteration and new strategic choice made by the Group to adapt to changes in the internal and external situations. However, the asset-light strategy requires a new business model and core value capabilities to match, and calls for a full cycle support system of a brand-new organizational structure, talent structure, financing model, procurement method, construction standards, as well as technology, talents, and service.
The meeting further clarified the connotation and implementation methods of the transformation to asset-light through the construction of a dual-platform strategy. The strategy development, business management, as well as investment, technology, financing, construction, operation, procurement and other lines elaborated on the thinking and specific measures to achieve the implementation of the asset-light strategy. The Human Resources Center made a report on the theme of strengthening the capacity building of grassroots employees, creating a new operation team, and consolidating the talents base for smart development and asset-light transformation. The five regions and functional departments carried out in-depth discussion on what is the asset-light core value, what capabilities to improve, and what measures to support the realization of the core value and future development, etc.
It is unanimously agreed at the meeting that the core of the asset-light strategy is the operation of assets, and the foundation is stable operation excellence and large-scale. Technology must serve operations, and operations must serve brands. That is, further improve the operational level by strengthening the empowerment of technology of investment, technology, construction, procurement and other lines, especially the empowerment of operations, as well as the strategic and tactical coordination of various lines, so as to build an operation management platform for large-scale public utility (water) assets, thereby building the world’s first public utility (water) asset operation service brand and achieving a virtuous circle of operation, brand, capital, project, and scale.
When talking about talent development, Li Li, CEO of BEWG, pointed out that human resource work is not a matter of the Human Resource Center, which is an issue that all managers of the Group should seriously think about, and managers at all levels should achieve different levels of human management goals through their own work: junior managers must make employees feel fulfilled and motivated; middle managers should also make the system more efficient; senior managers must make the enterprise promising on the basis of achieving the above goals. Next, enough efforts should be made on the issue of “people” and close attention should be paid to the establishment of professional teams and the configuration and setting of key positions.
Li Li talked about three aspects regarding implementation of the strategy. The first is strategic orientation. After completing the jump from 0 to 1, it is the fission of two from one, three from two, everything from three...... continuous accumulation of work results, then it becomes the strengthening of the strategy and the realization of the strategic pattern, finally forming the flywheel effect when the strategy is implemented. The second is hard core capability. The hardest core capability of BEWG is asset-light operation, and our future operational capabilities must reflect access. The improvement of this capability depends on the operation model, operation technology and service level. Its underlying logic lies in the “three stresses”, that is, technology, economy, and politics (service and brand), all of which are indispensable. Therefore, the most urgent hard core capability is to provide solutions, technical solutions are the core of the solutions, and we should pay attention to technical planning and technical decision-making, which is a pan-technical concept, the Group and all regions must pay attention to implementation. The third is transformation and innovation, which is manifested in two aspects: first of all, the transformation of the production line should not only bring about scale effects, but also should continuously strengthen the system’s resilience to continuously adapt to the scale attributes of water services and the complexity of comprehensive water environment management. Secondly, it is important to establish a knowledge system, and build a smart organization to activate individual knowledge workers.
Zhou Min, President of BEWG, pointed out that resources determine the strategy, and strategy determines the direction. Timely iteration of the strategy is particularly important when the situation of internal and external resources changes. The asset-light strategy is the direction adjustment made by BEWG based on the current situation and future forecasts. All lines must attach great importance, update the cognition, and discuss the matching tactics and abilities based on the actual situation, and dynamically correct the deviations for the best.
As for specific measures of implementation, Zhou Min said that first we should update our operation philosophy, take investment as the driving force, build operational capabilities as our core competitiveness, and continue to accumulate and grow in many fields including technology, operation, service, etc. Secondly, it is important to emphasize technology empowerment, accumulate technology for improving the level of operation by focusing on empowerment investment, construction and other lines, form core technological competitiveness, support the construction of a large-scale transportation management platform, and build an operating brand. Thirdly, solve the problem of transformation in development. In the process of acquiring incremental assets, the choice of business model must be gradually tilted towards a asset-light model, and an one-size-fits-all approach should not be adopted. Fourthly, it is necessary to focus on system construction, strengthen the management and control of various elements and scientific construction of the system, and prevent system risks.
Transformation to asset-light and building core operation capabilities and comprehensive service value cannot be achieved without the support of talents. In his speech, Zhou Min emphasized the talent structure, ability and quality of grassroots employees, and the corresponding salary and benefits. Zhou Min believed that with the transformation of the asset-light strategy and the development of smart water affairs, it will inevitably bring about the improvement of production efficiency and the subsequent changes in the personnel structure. Therefore, it is important to re-optimize the job structure, improve the capability of employees, and adopt matching incentive mechanisms, culture, etc. to stimulate employees’ enthusiasm. In terms of talent recruitment, Zhou Min pointed out that currently, it is necessary to focus on the cultivation of self-owned talents, supplemented by external recruitment, and strive to build a high-level professional talent team with a sense of belonging to the enterprise, and consolidate the operating foundation. In the future, we should tend to cultivate comprehensive talents who are suitable for the development of smart water affairs and possess both professional knowledge and management capabilities, so as to effectively improve the efficiency of talents.
Li Yongcheng affirmed the efforts of the executive agency and management departments in actively responding to internal and external situations and paying close attention to the implementation of the asset-light strategy. He pointed out that the asset-light strategy is a key measure taken by BEWG to respond to the severe situation, which is a guide for the development direction for a period of time in the future. He hoped that BEWG should first unify thinking, raise awareness, unswervingly and try every means to give play to the subjective initiative of each group and each employee to further enrich and improve the connotation of the asset-light strategy and the methods of strategy implementation. Secondly, BEWG should overcome difficulties, implement various work arrangements at the beginning of the year, and further discuss such business models as stock assets, mergers and acquisitions, and small equity investment, in particular, it should actively deepen the strategic cooperation with the China Three Gorges Corporation to consolidate the foundation for current and future development while ensuring the completion of the annual work objectives and tasks. Thirdly, BEWG should promote operation with party building, and give full play to the overall operation advantages of the Group to realize the strategic and coordinated development of the subsidiaries of BEWG in the region.
