广州电力科学研究院：聚焦多元使命 开启城市电网发展转型新程

Core Viewpoint - The article discusses the transformation and development of the Guangzhou Electric Power Research Institute, emphasizing its role in promoting innovation and integrating industry and research to enhance urban power grid management and technology [1][12]. Group 1: Focus on Technological Supervision - The Guangzhou Electric Power Research Institute prioritizes direct service to production, maintaining critical testing operations for high-voltage substations, which helps avoid a shift from core business to less tangible activities [2]. - The institute has implemented a digital quality control system that integrates data from over ten suppliers, achieving a 60% increase in work efficiency in 2024 [2]. - An online monitoring system has been established, achieving a 98% accuracy rate in automated maintenance plans, significantly improving operational oversight [3]. Group 2: Commitment to Innovation - The institute has consolidated various research resources to form the Guangzhou Electric Power Research Institute, focusing on strategic emerging industries like green and environmentally friendly electrical materials [4]. - A platform-based organizational structure has been introduced to enhance innovation service delivery, allowing for better resource allocation and reducing repetitive administrative tasks [5]. - The research teams have been freed from daily operational duties, enabling them to focus on innovation, leading to successful projects like the 220kV plant oil transformer [4][5]. Group 3: Reform and Development Strategy - The new company, Guangzhou New Zhili Energy Technology Co., aims to explore innovative mechanisms and is focused on green electrical products, with a mission to break through existing frameworks [9][10]. - The company has set ambitious revenue targets and has already achieved a goal of 30 million in revenue within four months of operation [10]. - A series of supportive policies have been introduced to stimulate innovation and entrepreneurship, ensuring that both the organization and individuals benefit from the reforms [11]. Group 4: Balancing Production and Research - The institute is transitioning from a service-oriented model to an innovation-driven approach, balancing production, research, and industry needs [12]. - The management team faces new challenges in integrating multiple objectives while maintaining effective oversight of production and research activities [12].