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我国以“厂网分开,竞价上网,打破垄断,引入竞争”为重要内容的电力体制改革,自2002年3月经国务院批准实施以来,已分别组建了国家电网公司、南方电网公司和中国华能、中国大唐、中国华电、中国国电、中国电力投资5家发电集团公司及4家辅业公司。经一年多来的运转实践,在新的体制下究竟如何深入理解改革,适应改革,推进改革,逐步达到改革的目标?这是电力企业热门话题和关注的焦点。耒阳发电厂肖启标厂长从发电专业化管理的角度,在更大的平台、更宽的视角、更高的起点上做了深层次的思考,撰写了几点感受。这虽是一家之言,但具有一定的参考意义。
Since the implementation of the electric power system reform with the content of “separation of factory network and net price, breaking of monopoly and introduction of competition” in our country, since the implementation of the State Council’s approval in March 2002, China National Grid Corporation, China Southern Power Grid Corporation and China Huaneng Group, China Datang, China Huadian, China Guodian, China Power Investment 5 Power Generation Group companies and 4 auxiliary companies. After more than a year of operation and practice, under the new system how to thoroughly understand the reform, adapt to the reform, promote the reform, and gradually achieve the goal of reform? This is the hot topic of power enterprises and the focus of attention. Xianyang Power Plant Xiao Qiubiao factory director from the power generation specialized management point of view, in a larger platform, a wider perspective, a higher starting point to do a deep thinking, wrote a few feelings. Although this is a family of words, but it has a certain reference value.