The Opportunities and Cooperation for Electric Power Enterprises on the New Silk Road Economic Belt

New Silk Road Economic Belt has an important strategic significance for European and Asian economic integration, which is a concept that formed on the ancient Silk Road and is about of contemporary economic and trade cooperation. The focus of New Silk Road Economic Belt integration strategy implementation is the energy integration. The key areas in energy development are electricity, oil and gas. This article analyzes the opportunities and challenges for the power equipment manufacturing enterprises, power generation enterprises and electric grid enterprises on the New Silk Road Economic Belt. This article also emphasizes the importance of seizing the development opportunities and strengthening the international power cooperation.

Optimization of Chinese power enterprises R&D staff incentive mechanism

With the deepening of electric power market reform in China,the monopoly edge of the state-owned electric power enterprises will lose.On the basis of the existing post performance salary mechanism,Chinese power enterprises need to optimize the incentive mechanism of R&D staff,to arouse the R&D staff's enthusiasm and creativity,to adapt to the new market competition and further improve market value.Whilst the incentive mechanism optimizing processing needs to consider not only the changing market environment but also the personal and working characteristics of R&D staff.This paper summarizes the characteristics of the current Chinese power enterprises' R&D staff:staff's theory quality is high,but insensitive to the market;they are confronted with heavy workload and diversified job choices;managers can observe their behavior choices or not;besides,the process of R&D is complex and the market reactions of R&D achievements are uncertain.Based on the premise of the above features,two incentive models are established in this paper from the point of view of enterprise managers.One is for the situation when staff's behavior choices can be observed;the other is for the situation when staff's behavior choices cannot be observed.Through solving the model,we analyze the optimization path of electric power enterprises R&D staff incentive mechanism under these conditions:(1) when staff's behavior choices can be observed,managers can pay more to the R&D staff who develop products with higher output value,in order to encourage them to work harder.(2) when staff's behavior choices cannot be observed,managers should take reasonable strategies according to the different situations:a.when R&D staff incentive totally depend on the market value of the R&D achievements,managers should allocate workload rationally according to their different technical levels;b.when the market reactions of R&D results become more precarious,managers need to reduce the incentive intensity which based on the market value and raise their fixed salary level;c.when R&D staff become more risk averse,managers should reduce the incentive intensity which based on the market value and raise their fixed salary level;on the contrary,managers should improve the incentive intensity and reduce the fixed salary level.

Supply Chain Cooperation between Coal Enterprise and Electric Power Enterprise in China

Based on the two-stage Stackelberg game method, value creation of supply chain cooperation between coal enterprise and power utilities is studied by formulating profit functions of coal and power enterprises and calculating the maximum profit. According to the analysis, it is found that the profit from supply chain cooperation between coal and power enterprises is more than that of non- cooperation. The cooperation is validated to be beneficial for both units; however, the profit is mainly taken by the power enterprise. Thus, it is necessary to set up the incentive mechanism to distribute cooperation value between coal and power enterprises to promote their continual cooperation.

Three Management Innovations of SGCC and Three Transformations of IBM

Through analyses of the three transformations of IBM and the three management innovations of the State Grid Corporation of China (SGCC) and its consequential achievements, this paper condudes that the key to management is innovation. An enterprise can obtain core competitive advantages for sustainable development only if the innovation it makes is closely integrated with its management. Hereby SGCC has set up a good example for other state-owned enterprises to carry out innovational management.