Inner Mongolia Energy Group Achieves a Strong Start to Q1 with Thermal Power Leading the Way and Both Volume and Price Rising

In the first two months of this year, several thermal power subsidiaries of Inner Mongolia Energy Group seized the dual opportunities of peak winter power supply and Spring Festival energy security. Through scientific dispatch and precise efforts, power generation increased year-on-year, average electricity selling prices rose steadily, and the comprehensive standard coal cost per unit for on-grid power continued to decline. Operating profits grew substantially year-on-year, helping the group achieve a strong start in the first quarter.

From January to February, Jinshan Thermal Power Co., Ltd. saw a sharp year-on-year increase in operating profits, with profits of Phase I up 38.4% and Phase II up 97.3% year-on-year. Its profitability improved significantly, showing a steady and positive development trend.

In terms of increasing power generation and revenue, the company seized the golden period of power generation and heating, implemented scientific unit operation scheduling, and strived to secure more power generation quotas. By optimizing operation modes and coordinating dispatch arrangements, it effectively boosted power generation and drove steady growth in electricity revenue. Meanwhile, it tapped into heating potential, optimized heating dispatch, and achieved a notable year-on-year increase in heating revenue. On the other hand, it strengthened fuel procurement management and strictly controlled the standard coal cost for on-grid power. From January to February, the comprehensive standard coal cost for Phase I and Phase II decreased year-on-year, providing strong support for profit growth.

On this basis, the company took lean management as a grip, comprehensively reduced non-essential expenses through rigid budget constraints and dynamic process control, and continuously optimized the cost structure. Adhering to a problem-oriented approach, it held monthly economic activity analysis meetings to accurately identify profit-increasing and profit-reducing factors, adjusted business strategies in a timely manner, and formed synergy in power marketing, fuel procurement, financial control and other aspects to ensure the orderly progress of business objectives.

Since the start of the year, Wusitai Thermal Power Plant has firmly adhered to the bottom line of safe production, focusing on four key tasks: increasing power generation, raising electricity prices, cutting costs, and implementing lean management. It has achieved profitable results for two consecutive months, laying a solid foundation for accomplishing the annual target.

The plant kept pace with changes in the power market, took the annual power generation target as a guide, took the initiative to strengthen multi-party collaboration, flexibly adjusted power generation strategies, optimized unit operation modes, and established a daily indicator analysis mechanism to finely tune operation parameters. With the spirit of "striving for every kilowatt-hour and every second", it made every effort to generate and supply power at full capacity, focused on raising the average electricity selling price, and continuously expanded the power generation “cake”, injecting core impetus into profit growth.

The plant pursued both cost reduction and efficiency improvement, intensified the signing of long-term coal contracts, and successfully signed 1.98 million tons of 2026 thermal coal long-term contracts. It strictly controlled all links of procurement quality and storage and transportation management, fully ensuring coal supply and price control, and reserving sufficient high-quality “fuel” for the safe, stable and economic operation of units. In addition, it deepened comprehensive budget management, refined cost breakdowns, clarified control responsibilities at all links, realized controllable costs, and maximized profit margins.

With the concerted efforts of all cadres and employees, the plant’s accumulated profits in the first two months increased significantly compared with the initial annual budget.

As spring returns and everything revives, Keyouzhong Power Generation Company has exceeded profit expectations in the first two months with its keen market judgment and efficient collaborative execution, sounding the strong prelude to high-quality development in the Year of the Horse.

Behind the profits is the marketing team’s in-depth control of market trends and strict prevention of operational risks. The marketing center closely monitored power grid operation data every day and deeply studied thermal power utilization space and power market trends. Faced with the volatile spot market, it adhered to dynamically optimizing trading strategies, refined rolling matching, and strictly controlled trading boundaries to ensure the safe and stable operation of units without triggering any over-deficit, minimizing risks from market fluctuations.

Comprehensive and rigorous risk control measures translated into tangible operational benefits. Relying on accurate market judgment, the company decisively carried out inter-provincial spot trading operations, achieving an additional income of 6 million yuan.

To address the traditional operational challenge of benefit loss caused by low-load operation, the marketing team, based on the principle of maximizing benefits, put forward a scientific shutdown strategy after multi-dimensional data calculation and benefit demonstration, and actively communicated with the Northeast and East Mongolia dispatching institutions, finally obtaining approval. This “shutdown” is a vivid practice of the concept of “marketing guiding production”. By timely avoiding loss risks during low-load periods, it achieved the optimal matching of unit resources and market conditions, turning load troughs into key nodes for benefit protection.

Hangjin Power Generation Company combined goal-oriented and problem-oriented approaches, and made concerted efforts in key areas such as marketing, fuel control and equipment management. In the first two months, it accumulated 551 million kWh of power generation, and its accumulated profit exceeded the monthly budget by more than 20 million yuan, making a good start for the annual development.

Since the beginning of the year, the marketing team of the company has focused on the core goal of “rising volume and price, optimal benefit”. According to market changes, it seized the opportunity of peak electricity consumption, and deeply studied key policies such as capacity electricity fees, peak revenue, and two detailed rules. By optimizing spot market quotation strategies and establishing a refined management mechanism of daily tracking, analysis and control, it promoted the quality and efficiency of marketing work through solid efforts. By the end of February, the company had become the only thermal power enterprise in the group to fully recover capacity electricity fees, with the average electricity selling price ranking first among peer power plants at the same node.

The Material and Fuel Department took scientific blending of engineering coal and slime as a key measure, optimized coal blending structure and on-grid ratio, strictly controlled coal quality acceptance and coal yard loss, and implemented closed-loop management of the whole process of purchase, storage, blending and combustion. By the end of February, the comprehensive standard coal cost for on-grid power decreased by 86.63 yuan per ton year-on-year, resulting in a significant reduction in fuel costs.

The company took boiler anti-abrasion and anti-explosion treatment as its top priority, conducted in-depth research on problems and treatment experiences of similar boilers, formulated a systematic treatment plan, and fully implemented it during overhaul. Meanwhile, it gradually shifted maintenance from emergency repair to condition-based maintenance, continuously improved the equipment preventive maintenance system, applied new technologies to strengthen wall temperature monitoring and online expansion indicator system operation management, and continuously improved equipment reliability, providing a solid guarantee for the safe and stable operation of units and increased power generation.

Great Wall Power Generation Company focused on annual business objectives, overcame difficulties and implemented precise measures amid multiple challenges such as unit shutdowns and load fluctuations, achieving a contrarian rise in operating performance and a substantial increase in total profit.

The company closely followed load demand and dispatching policies, planned power generation plans in advance, and strived to secure power generation quotas during peak hours. During the single-day shutdown of Unit 1 in January and the long-term shutdown of Unit 2 in February, it effectively reduced power loss by optimizing unit start-stop and load allocation schemes, and implementing the strategy of rapid defect elimination during trough periods and full and stable power generation during peak periods. From January to February, the accumulated power generation exceeded the annual planned progress target, supporting steady growth in revenue and benefits with sufficient power generation.

The marketing team tracked power market dynamics in real time, objectively judged electricity price trends, locked in medium and long-term high-price trading contracts, seized peak electricity price windows in the spot market, and implemented a differentiated quotation strategy of “high prices during peaks, stable prices during normal periods” to maximize the average electricity selling price. Through market-oriented operation and precise load matching, it achieved dual increases in power generation and electricity prices, effectively expanding profit margins.

Adhering to cost control, the company reduced all kinds of consumption in an all-round way. Key energy consumption indicators such as power supply coal consumption, auxiliary power consumption rate and power generation water consumption were all better than planned; benchmarking against advanced enterprises in the industry, it achieved remarkable energy conservation and consumption reduction through optimizing combustion adjustment, economic operation of auxiliary machines, and recycled water use. At the same time, it strictly controlled fuel costs, optimized coal intake structure, standardized procurement and blending management to effectively reduce standard coal prices, and strictly controlled non-productive expenses, further refined expense breakdowns to achieve rigid cost constraints.