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In 2012, CDET had focused on carrying out the work of One Maintenance, One Reduction (namely the maintenance and appreciation of the value of the state-owned assets, and the reduction of assets liabilities ratio) and the activities of Management Promotion Year so as to deeply promote the innovation in both industrial development and operating management. 

Firstly, CDET had been among the leading position in franchised operation business of FGD facilities with a total unit capacity of 26,800MW both in operation and in construction, and with a business scale of 2.12 billion yuan, ranking second in domestic market.

Secondly, CDET had consolidated its leading position in domestic DeNOx catalyst business by the manufacture of plate type DeNOx catalyst. Taking advantage of its advanced technologies and the brand influence of Datang group, it had won projects both within and outside of Datang group (such as projects from Huaneng, Huadian and Jingneng groups) and had carried out successful cooperation with DeNOx project general contractors like Guodian Longyuan, Haerbin Boiler and Dongfang Boiler, etc. Its product had been recommended to National Development and Reform Commission by China Electricity Council to be listed as one of the environmental protection products encouraged by the government for its development.

Thirdly, CDET had further strengthened its market position in environmental protection business with a total unit capacity of 34,220MW in FGD, DeNOx and dust removal projects. Its DeNOx business ranked second in domestic market in terms of its total unit capacity. In power plant general contracting business, CDET had been constructing the Xinjiang Hutubi Thermal Power Plant, which represented a new high in the development of its project contracting business.

Ever since its establishment in eight years ago, CDET had been developed from the scratch to go forward along a reformatory path from small to big, from simple to comprehensive, from weak to strong. After the especially remarkable development in the recent three years, CDET had made stage achievements in all its three pillar industries of Project, Operation and Product. In 2012, CDET achieved its best performance since the establishment in terms of both profitability and operation situation.

Since the year of 2010, CDET has earnestly implemented and carried out CDT’s development strategy of Adjusting Four Structures and Developing Seven Industries (the four structures are industrial structure, power supply structure, geographic structure and shareholding structure, the seven industries are electric power industry, coal industry, coal chemical industry, financial industry, science & technology industry, logistics industry and international business) in multiple channels and with substantial results. Over the past three years, CDET had achieved continuous growth in terms of sales contract, business income, total profit and total assets with a good development momentum in the business performance. In 2012, CDET achieved its best business performance since the establishment in terms of sales contract, business income and total profit. The value of its sales contract and business income totaled 6.215 billion yuan and 3.717 billion yuan respectively, which was 2.4 times and 1.9 times the value in 2010 respectively. Its profitability situation had improved conspicuously with a total profit value of 325 million yuan, 101.6% of the target index of 320 million yuan and 38.9 times the value in 2010. By the end of 2012, CDET’s total assets value amounted to 6.69 billion yuan, 180 times the value in its first business year and equivalent to an annual growth rate of 20 times. With the further improvement of its development pattern and further adjustment in its industrial structure, CDET will achieve even greater performance in the year of 2013 with expected value of sales contract at 9 billion yuan, business income 7.69 billion yuan, total profit 480 million yuan and total assets 10.25 billion yuan, which is 277 times the value in its first business year.

Since the year of 2010, CDET has promoted the strategy of Transformation and Restructuring in a concrete way with the remarkable achievements in its industrial development. It has moved forward along a scientific development path with its unique characteristics and with a successful transformation to build up the three pillar industries of Investment & Operation, Project Construction and Equipment & Product Manufacture. The proportion of business income from Equipment & Product Manufacture and Investment & Operation has been increased from 3% and 9% in 2011 to 9% and 15% in 2012 respectively, and is expected to take up 11% and 21% in 2013 respectively, a continuous upward trend. The proportion of business income from Project Construction has been reduced from 88% to 76% in 2012 and is expected to be further reduced to 67% in 2013, a gradual downward trend. As for the profit proportion, the three major businesses of Investment & Operation, Project Construction and Equipment & Product Manufacture took up 57%, 17% and 26% in 2012 respectively and are expected to make up 40%, 33% and 27% in 2013 respectively. The industrial restructuring in a more reasonable way has completely reversed CDET’s over dependence on project construction business, made up for its weak points in risk resistance in the industrial structure and turned around its disadvantageous position in the development due to the market fluctuations.

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