MANAGING POWER ASSETS IN CHINA - CLOSING THE CULTURAL GAP?

摘要

In the international arena, contract sanctity is usually taken for granted. Once the power plant's relevant contractual relationships have been established, the power plant managers can focus on operating the power plant in the most efficient manner. Good performance is pretty much measured by high plant availability and low maintenance cost. In China, however, contractual relationships are the beginning of the negotiation process. One can expect continuous changes of the contractual relationships with government officials, partners, customers or suppliers. The power plant managers in China have to spend a significant portion of their time in dealing with issues not related to operational efficiency and cost. They must possess additional management skills to operate successfully in China if they were to achieve the investment objectives for the international power plant owner. Meiya Power Co. Ltd. (MPC) has invested in 16 power assets in Asia and is the operation manager for 15 of these assets. 14 out of the 16 assets are in China. Through ten years of asset management experience in China, we have concluded that just operating the power plant in the most efficient manner is not sufficient to protect and achieve our investment objectives. Our power plant managers must possess additional skills to deal with commercial issues, financial issues and human resource (HR) issues. Ultimately, finding the right people who have or can be trained to possess these additional management skills is the key to success for an international power plant owner in achieving his investment objectives in China.