To better plan the Group's 15th Five-Year international development strategy and promote the high-quality advancement of overseas clean energy operations, from August 28 to 30, Yang Changli, Chairman of China General Nuclear Power Corporation Limited, inspected work at CGN Energy International's South Korean subsidiary. He gained an in-depth understanding of the subsidiary's production and operational development, and conducted on-site inspections of safety production and project construction at the Yucheon Power Plant and Daesan Power Plant.

▲ Yang Changli conducting an on-site inspection at Yulchon Power Plant

On August 28, Yang Changli visited Yulchon Power Plant for research, listened to reports on safe production, and gained detailed insight into electricity pricing, fuel supply, equipment maintenance, and operations following the life-extension renovation of Phase 1 of the plant. He inspected areas including the main plant building, waste heat boilers, natural gas supply system, and the Phase 3 site of Yucheon, and held discussions with representatives of the plant's senior officials and staff.

Yang Changli affirmed the achievements in safe production and operational growth, thanked the team for their efforts, and set out specific requirements for the next phase: safety must always be the top priority, fuel supply safety must be ensured, and the foundations of stable production must be solidified; it is necessary to seize opportunities brought by the rapid development of new energy in South Korea, which will require gas power for peak regulation, vigorously promote gas power development, and advance new energy development in parallel to stay aligned with the pace of energy transition; maintain good relationships with local government, the grid, users, and surrounding communities to promote coordinated development between the enterprise and society.

▲ Yang Changli conducting an on-site inspection at Daesan Phase II Project

On August 29, Yang Changli visited the Daesan Phase II project site for research, listened to reports on project construction, and gained detailed information on engineering management models, electricity pricing mechanisms, and production preparation. He inspected areas including the gas turbine plant, waste heat boiler, cooling tower, and safety control room, and held discussions with representatives of the front-line construction team.

Yang Changli stated that one important purpose of this visit to South Korea was to see the subsidiary's cadres and employees in person. During the trip, he deeply felt the team's positive, upward spirit, saw the orderly progress at the project construction site, and gained greater confidence in strengthening, improving, and expanding CGN's South Korean operations. Going forward, the South Korean subsidiary should continue to maintain high standards of management and efficient coordination at project sites, and properly complete the remaining tasks; timely summarize and promote the successful experience of the project in areas such as the "EP+C" construction model, and the "self-elevating" introduction scheme for main equipment to improve efficiency; coordinate the reassignment and placement of personnel after the decommissioning of Daesan Phase I, emphasize employee care, ensure that employees work with peace of mind and live comfortably, fully stimulate employee potential, and achieve growth for both individuals and the company.

On August 30, Yang Changli visited the Seoul office area of the Korea Subsidiary to conduct research, listen to the overall work report of the Korea Subsidiary, and hold discussions with expatriate senior officials and employees. Yang Changli recognized the operational development achievements and the revitalized spirit of the workforce at the Korea Subsidiary since the beginning of its special governance work, and expressed gratitude to all employees for their hard work.

He stated that overseas business is an essential component of the Group's portfolio, and CGN Energy International must steadfastly implement the Belt and Road Initiative, resolutely carry out the Group's international development strategy, and treat it as an important mission to advance diligently. As the Group's platform for clean energy development in Korea, the Korea Subsidiary has a solid foundation and should further strengthen its confidence, seize opportunities arising from Korea's green energy transition and sustained growth in power demand, focus diligently on safe production, vigorously advance market development, consistently enhance operational management, and collaborate with the Group and CGN Energy International to promote higher-quality development of the clean energy sector in Korea.

Yang Changli presented five requirements for the Korea Subsidiary's subsequent work.

First, the company must rigorously ensure safe production management.

The company must maintain a high regard for safety, strictly adhere to rules and operational procedures, uphold the principle of "safety first," promptly identify and mitigate potential hazards, and strengthen the foundation for sustainable development.

Second, the company must continuously strive for further development and expansion.

The company must stay closely aligned with Korea's energy transition policies and renewable energy objectives, fully leverage the company's strengths as a wholly-owned subsidiary of the Group and its advantages in safety management, engineering technology, and corporate governance control, actively advance offshore wind power, photovoltaic and other new energy projects to enhance the scale, quality, and competitiveness of clean energy operations in Korea.

Third, the company must coordinate the advancement of high-level "going global" and high-quality "bringing in."

The company must thoroughly summarize and promote successful models of industrial chain cooperation, leverage the company's substantial experience in biomass and gas power generation, effectively utilize domestic advantages in offshore wind power technology, management, and other areas to optimize synergies.

Fourth, the company must continuously strengthen cultural development. Expatriate senior officials and employees must remain aware of their responsibilities and mission, while complying with local laws and regulations, firmly maintain the "Four Confidences" and achieve the "Two Upholds."

In daily work and life, they should actively integrate into the local community, promote outstanding Chinese culture, and earn the respect and recognition of local employees, fully motivate them, and achieve joint development.

Fifth, the company must foster harmonious and symbiotic public relations.

The company must maintain effective communication with surrounding local governments, residents, and environmental organizations, respect local customs and practices, fulfill social responsibilities, and create a more positive and friendly public opinion environment for the company's high-quality development.

Hu Guangyao, the General Manager of the Corporate Management Department of the Group, Zhang Chaoqun, the Chairman of CGN Energy International, and Ni Yanliang, the Chairman of the Korea Subsidiary, among other relevant personnel, attended the aforementioned activities.