POWERCHINA actively develops international business

POWERCHINA's overseas business operations started in the 1960s. Since then, POWERCHINA's three subsidiaries, Sinohydro Group, HydroChina Corporation, and SEPCOIII, have been actively following the country's diplomatic strategy, from overseas aid projects to actively expanding overseas contracting markets.

1. Passive, opportunity-driven, sporadic business stage (before 1994)

At that time, Sinohydro Group and HydroChina Corporation had not yet obtained foreign trade rights. Only some subsidiaries had undertaken foreign economic assistance projects, helping Albania, Equatorial Guinea, Guinea, and other countries to build a number of hydropower, water conservancy, and power transmission projects.

The Lagdo Hydropower Station in Cameroon built in1973 by POWERCHINA was one of the largest foreign aid hydropower projects in China at that time. It is still operating normally and is the backbone power plant of the northern power grid of Cameroon.

2. Exploration stage and forays into branding (1994-1999)

After obtaining foreign trade rights in 1993, Sinohydro Group fully utilized foreign engineering contracting, as well as the corresponding equipment, materials, and labor export rights, forming a certain size and share of the overseas market.

The design institutes of HydroChina Corporation had successively obtained the qualification documents for foreign economic and technological cooperation, designing and building a large number of hydropower projects around the world.

Although the contract value of a single project of POWERCHINA's at that time was only between $10 million and $30 million, this period was of great significance for the company to open the international market.

3. Resource integration stage (1999-2005)

Sinohydro Group began to integrate its resources, after its hydropower international business started to enter a certain scale and formed certain influence. It gradually linked the high-quality resources at all levels within the system to form a group advantage.

At this stage, Sinogydro Group's international business had formed a certain market channel, possessing a driving force and influence on the industry.

It actively promoted economic and technical cooperation between China and other countries, as well as put construction contracting into the management of qualified subsidiaries.

The company headquarters was mainly engaged in contracting and investment development, completing the extension of the international business chain.

4. Internationalization strategy leading stage (2006-2015)

In 2006, Sinohydro Group put forward and implemented its international business priority development strategy. The subsidiaries of the group began to actively participate in international business.

In 2011, POWERCHINA was established and clearly proposed a priority strategy for international business development.

This stage marked the decade of POWERCHINA's rapid development in international business. A large number of projects started or completed construction, such as the Bui hydropower station in Ghana, the Kariba South hydro power station in Zimbabwe, the Soubre hydropower dam in Cote d'Ivoire, and the Adama wind farm in Ethiopia.

5. Globalization strategy stage (2015 on)

POWERCHINA began restructuring its international operations on March 10, 2016. It merged its Overseas Business Department, Sinohydro Group, and HydroChina Corporation to form POWERCHINA Int'l.

POWERCHINA has formed a basic market layout that encompasses a number of neighboring countries, with certain key countries at the center.

It has also established six international regional headquarters, forming a diversified market structure that involves roads, railways, housing, and water treatment.