Zheng Quan Shi Bao·2025-11-25 18:28Core Insights - The "New Three-Year Action Plan" (2023-2025) is seen as a significant initiative for state-owned enterprise reform, distinguishing it from the previous "Old Three-Year Action" (2020-2022) [1] - The plan emphasizes the importance of state-owned enterprises in key sectors such as energy and resources, aiming to enhance national strategic security and improve capital allocation efficiency through market-oriented restructuring [1][2] - There are challenges in the asset securitization of electric power central enterprises, including unclear positioning of listed companies and potential competition among subsidiaries [1] Group 1: Asset Securitization Challenges - The complexity of asset nature is a significant barrier, as traditional power assets are heavy, have long cycles, slow returns, and high debt ratios, leading to valuation discounts in capital markets [2][3] - Regulatory and approval processes involve multiple agencies, making the asset restructuring and listing processes lengthy and complicated, particularly in the power sector affected by various regulations [2] - There is a mismatch in profitability and valuation, with investors favoring high-growth, predictable cash flow assets, while traditional power assets have limited growth potential [3] Group 2: Future Directions for Electric Power Central Enterprises - Electric power central enterprises should focus on expanding renewable and clean energy production, including wind, solar, pumped storage, and hydrogen energy [3] - Increased overseas projects in power and infrastructure can provide funding for acquisitions and project development, aligning with the national "going out" strategy [3] - Emphasis on integrating fundraising with national strategies such as "dual carbon," energy security, and modern power system construction is crucial for effective fund management and risk control [3]