Micro stories about the corporate culture of the State Grid

About Micro stories about the corporate culture of the State Grid

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6 FAQs about [Micro stories about the corporate culture of the State Grid]

When did the State Council approve the State Grid Corporation of China?

The State Council on 28 February 2003 announced its decision to approve ‘in principle’ the two documents submitted by the State Economic and Trade Commission (SETC): ‘The Formation of the State Grid Corporation of China’, and ‘The Charter of the State Grid Corporation of China’.

What happened to SGCC's North China Grid Company?

When the SGCC management adopted a pilot change by bringing two municipal power companies in Beijing and Tianjin under its umbrella as one direct subsidiary in late 2008, it in effect hollowed out the North China Grid Company.

How many companies did the State Council create from SPCC?

Upon unbundling in 2002, the State Council created four separate companies from SPCC—Hydro China, China Power Engineering Consulting Corp., Sino Hydro, and China Geizhouba Hydro Construction Corp. The State Council placed these companies under the auspices of the CCP Central Enterprise Work Commission, which was soon replaced by SASAC.

Why did SGCC create an office of internal restructuring?

In 2009, SGCC created an office of internal restructuring to speed up the centralisation of human, material, and financial management. For the SGCC management, these centralisation programs were necessary and critical when it decided to speed up UHV development.

Why did the SGCC consider the media a 'Wild West'?

‘Sensational business news became a hot commodity, leading to inaccuracy as well as media manipulation.’ 63 While there was little legal protection of journalists or corporations, the SGCC management considered the media terrain as a ‘wild west’, where creating and managing its own narratives was imperative.

Why did SGCC become a multilayered Corporation?

It shows that the mandate of the electricity reform in 2002 not only created SGCC, but also bred a sense of identity, a set of interests, and a large degree of autonomy, with which SGCC expanded horizontally and vertically into a multilayered corporation that makes it extremely difficult for its ‘owner’ to monitor.