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Its coal chemical subsidiary is insolvent; Huaneng Group plans to get rid of it for 1 yuan"

2018-05-30View Original

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This post was last edited by kyr on 2018-5-30 at 16:41. The coal chemical companies under its ownership are insolvent; HuanDian Group plans to sell them off for 1 yuan each in an effort to get rid of these burdens. The state-owned enterprise HuanDian Group intends to sell off its two loss-making coal chemical companies as a package. On May 29, the Beijing Equity Exchange announced that Huadian Group intended to sell its shares in Huadian Yulin Natural Gas Chemical Co., Ltd. (hereinafter referred to as Yutianhua) for 1 yuan. The company’s revenue last year was 1.237 billion yuan, but its net profit was a loss of 633 million yuan; it was also insolvent. At the same time, it is planned to sell Shaanxi Huadian Yuheng Coal Chemical Co., Ltd. (hereinafter referred to as Yuheng Coal Chemical) for 310 million yuan; the company had zero revenue last year and its debt ratio exceeded 90%. The conditions for acquisition are not simple; according to information from Shaanxi Famous Brands Network, which has local government connections, the total investment required for the 1.4 million-ton coal-to-methanol comprehensive utilization project planned by Yutianhua is 4.048 billion yuan. Upon completion of the project, it is expected to generate annual sales revenue of 1.859 billion yuan, profits of 704 million yuan, and taxes of 420 million yuan. Huadian Coal Industry, a subsidiary of Huadian Group, entered Yulin in 2006 and acquired Yutianhua in 2011; this includes a facility with an annual production capacity of 510,000 tons of methanol produced from natural gas, as well as another facility under construction with a capacity of 600,000 tons of methanol produced from coal. At that time, Huaneng Group planned to rely on the specialized management of Huaneng Coal Industry to vigorously pursue a development strategy that integrated coal, electricity, and chemicals; Yutianhua thus became an important part of Huaneng Group’s development in the coal chemical industry. After being acquired by Huadian Coal Industry, Yutianhua’s profitability was not satisfactory. According to a announcement by the Beijing Property Rights Exchange, Yutianhua achieved revenue of 1.237 billion yuan last year, but incurred a net loss of 633 million yuan. Its total assets amounted to 4.415 billion yuan, while its total liabilities were as high as 7.374 billion yuan, indicating that it was in a state of insolvency. In the first quarter of this year, Yutianhua’s revenue was only 35,000 yuan; its net profit was in the red by nearly 50 million yuan. Its total assets decreased to 816 million yuan, while its total liabilities dropped to 2.605 billion yuan. Prior to this listing, the transferor also carried out debt-to-equity conversion and capital injection in Yutianhua. Although the listing price is set at 1 yuan, the conditions for acquiring shares in Yutianhua are not simple. Under the transfer conditions, the bidder must acquire all of the equity in Yuheng Coal Chemical Industry. At the same time, the bidder must also take on the related debt issues of Shaanxi Yulin Kaiyue Coal Chemical Co., Ltd., a wholly-owned subsidiary of Yutianhua. Furthermore, after successfully acquiring the subject matter, the bidder must maintain the existing labor relations with its employees to ensure their stability. Yuheng Coal Chemical Industry is also an important part of Huadian Group’s coal chemical operations. According to the official website information available locally, HuanDian Group initially planned to build a coal-to-methanol plant with an annual production capacity of 3 million tons, a coal-to-aromatics plant with an annual capacity of 1 million tons, as well as a coal mine with an annual output of 10 million tons. The goal was to create the largest integrated coal-electricity-chemical energy complex in China, with a total investment of around 38 billion yuan for these projects. However, from last year to the present, Yuheng Coal Chemical has had zero operating revenue and has remained in a loss-making state. The transfer can help reduce the pressure on the controlling shareholders. It is worth noting that both coal chemical companies entered the industry during its rapid development period, and their current profitability does not meet expectations. The controlling shareholders of the two entities being transferred are HuaDian Coal Industry, whose controlling shareholder in turn is HuaDian Group. The profitability of Huadian Coal Industry is also an important factor affecting the performance of Huadian Group. According to the official website of Huaneng Group, in the first half of last year, Huaneng Coal Industry’s total profit amounted to 1.853 billion yuan, an increase of 2.582 billion yuan compared with the previous year. Judging from last year’s financial performance, the two coal chemical companies weighed down Huadian Coal Industry; the transfer of shares will undoubtedly reduce the pressure on the company’s performance. Before Yutianhua was acquired, the coal chemical industry was developing at a rapid pace in various regions, and local authorities attached great importance to it; coal chemical projects once became the favorites of both local governments and investors. In June 2008, He Yongde, who was then a member of the decision-making advisory committee of Shaanxi Province and president of the Shaanxi Chemical Industry Society, believed that of the six coal chemical projects planned in Shaanxi at that time, only one was under construction, while other investors failed to proceed with their projects. This situation risked delaying the development opportunities for Shaanxi’s coal chemical industry. It is worth noting that local policy advisors have suggested that both Zengjiang Petroleum and Yutianhua have planned to build large-scale coal chemical projects in the Yuheng Industrial Park. The sites for the coal chemical projects planned by these two companies are both located on the east side of the Yuheng Industrial Park, separated only by a road. The planned products, scale, and production facilities are essentially the same; each company will need to provide its own utilities such as heat and power generation, as well as systems for wastewater treatment. If we can unite and plan and construct in a unified manner, the project will be built even better. However, the two companies did not seem to collaborate for further development thereafter; Yanchang Petroleum and Yutian Chemical each pursued their own coal chemical projects. On the afternoon of May 29, a reporter from Daily Economic News called China HuanDian Group Capital Holding Co., Ltd., the agency designated in the BESS stock exchange announcement for this transfer. A staff member at that company said it was merely a transaction agent and could not answer related questions. The reporter tried calling the phone number on Huadian Group’s official website, but was unable to get through. Go to NetEase Finance
Reply #22018-05-30
They come when they want to and leave when they want to – shouldn’t we think about why there are losses? Market reasons? Management reasons? Regulatory reasons? Historical reasons?
Reply #32018-05-30
Many coal chemical projects invested in by central state-owned enterprises face numerous problems due to a shortage of talent: issues such as the selection of process routes, equipment ordering, material selection, construction quality, management standards, and even the workforce itself. As a result, these projects encounter difficulties in operation after they come online, suffer from continuous losses, and experience severe asset depreciation. Leaving aside the impact on the local environment, internal management problems should be carefully analyzed; I have heard of a few cases of assets being transferred as a whole at low prices; I hope there won’t be too many instances of such loss of state assets. I wonder why other companies in the same northwestern region are able to turn a profit? Why are coal chemical industries in the mainland all profitable? Only a few people, I fear, know the mystery behind it!
Reply #42018-05-30
Yes, we should reflect on this. Power companies involved in the development of coal chemicals have all encountered similar problems; so how should we conduct this reflection? From what aspects should we reflect?
Reply #52018-05-30
Let me start by sharing some immature opinions, just as a way to stimulate further discussion; I welcome any corrections! When it comes to the development of the power industry and coal chemical engineering, the issue of talent cannot be ignored. It can be said that the power industry got involved in the coal chemical industry at an early stage. The characteristics of this industry mean it has a natural preference for coal resources, and developing the coal chemical industry as a means to obtain such resources was one of the starting points for these companies back then – and it was likely also their main goal. Given these factors, the entry into the coal chemical industry at that time was rather hasty. Back then (around 2005), the industry in China did not yet have the same level of human resources as it has today; the few existing coal chemical companies had limited staff turnover, and those who truly understood the field were not necessarily willing to leave their current employers. As a result, it was difficult for these companies to recruit technical and managerial personnel who had a thorough understanding of their specialty and possessed mature approaches to work. There were also not many models available for reference in China at that time: Shanghai Sanlian Supply, Lunan Fertilizer Plant, Weihe Chemical, Huainan, Haolianghe, and Hualu Hengsheng. Investors in the power industry are not familiar with coal chemical industries, and the layout of many projects is unreasonable. The key issue is that it takes time and a process for the talent brought in to integrate into the new organizations; as a result, existing managers remain more influential in the decision-making process, which explains why some decisions deviate from reality. After bringing in talents from different places, companies, and technical backgrounds, it is indeed difficult to align their thinking and develop a mature, reliable, and cost-effective solution due to the differences in the original environments and corporate cultures, not to mention other influencing factors. Considering the above circumstances regarding talent, it is conceivable that some decisions made at that time were difficult to make in a highly accurate, correct, and cost-effective manner. It is inevitable that this will also have an impact on the later operation of the project.
Reply #62018-05-31
I’ll also analyze it from my own perspective: 1. The original motives are not pure; power companies engage in coal chemical industries mostly to acquire coal mines. 2. The business strategy is poor; markets are volatile at all times. One should not stop production just because the market is sluggish, but rather find ways to increase revenue and cut costs while strengthening internal capabilities. 3. Issues with management philosophy: there are too many departments and processes are overly lengthy; the incentive mechanisms are insufficient. Some very simple changes that could have produced excellent results end up failing due to the complicated procedures, and frontline employees lack a sense of belonging. 4. In terms of innovation, it lacks practicality and is highly formalistic. It’s just my personal opinion; there might be some deviation due to differences in perspective

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