伴随着经济社会的快速发展,中国逐步成为世界能源消耗大国,能源己经成 为中国高速发展的最重要动力之一。然而,大量煤炭、石油等传统能源的使用给 发展带来动力的同时,也造成大量污染。为解决经济发展和环境污染的矛盾,国 家提出创新、协调、绿色、开放、共享“五大发展理念”,并明确当前和今后一 段时期经济社会高质量发展的要求。降低能源消费带来的不利影响,加快能源结 构调整的步伐迫在眉睫。在能源结构调整方面,加大清洁能源的开发使用力度是 一重要方向,这迫切需要我们发展清洁能源产业。淮南矿业集团是一家以煤炭和 电力为主要业务的国有企业,在全国煤炭、火电等方面具有重要影响力。面对高 质量发展的内在要求和国际能源结构逐步调整的外在形势,企业稳步落实淘汰煤 炭落后产能的供给侧结构性改革任务。在优化煤、电等传统能源发展质量的同时, 淮南矿业集团积极发展清洁能源板块,在天然气、光伏发电、瓦斯(煤层气)开 采利用等领域走出转型发展的重要一步。但是,作为国有企业,内有国有企业的 改革问题,外有市场的激烈竞争,前有清洁能源发展的方向不明,后有传统能源 短期难被替代的实情,企业在发展清洁能源方面面临前进、稳定、后退等方面战 略选择问题。论文通过研究淮南矿业集团清洁能源板块发展的内外部环境,帮助 企业明确战略选择的方向,解决方向模糊、决心不强、力度不大等问题。 论文采用理论研究与实证分析相结合的方法,对淮南矿业集团进行了全面的 综合分析。运用文献研究法,简单介绍了清洁能源产业及企业发展清洁能源产业 国内外研宄情况,综合介绍了企业战略的理论基础,包括战略和企业战略定义、 战略的层次、战略的分类、战略管理的过程等。使用PEST、波特五力模型分析 法以及资源能力分析对淮南矿业集团清洁能源板块发展的内部环境、外部环境进 行系统全面的分析。运用SWOT分析法对外部存在的机会和挑战以及内部存在的 优势和劣势进行概括,找准企业在清洁能源发展方面的存在的优势、劣势以及机 遇和挑战。然后根据SWOT分析,得出企业战略的四个方向,通过比较四个战略 方向的优劣,确定淮南矿业集团清洁能源板块发展战略的选择。在此基础上,系 统设计了清洁能源板块发展战略内容,提出保障措施。最后得出结论和展望。 论文经过系统分析论证认为,淮南矿业集团面对内外变化的环境,在清洁能 I源板块发展上要更加积极主动,战略上锁定增长型方向,充分抓住国内外能源结 构升级,清洁能源产业不断壮大带来的机遇。借助国家支持煤炭去产能企业发展 解困的政策机遇,利用自身在组织、管理、技术、人才、资源等方面的优势,专 注于天然气产业拓展和瓦斯(煤层气)开采利用,立足于淮南丰富的沉陷区资源 谋求光伏产业发展,做优做强清洁能源产业,培育企业新的增长点,实现公司的 转型长远可持续发展。为保障清洁能源板块发展战略成功推进,要重点深化国有 企业改革,优化管理体制机制,进一步释放创新、技术、文化等要素活力。同时 加大人才培育力度,培育一批开拓型产业领军人才、专业型运营管理人才、创新 型专业技术人才、工匠型高技能人才四支重点人才队伍。推进科技创新,获取创 新“红利”的驱动力,以先进的技术引领企业发展。在激烈的市场竞争中,企业 同时要树立风险意识,全面防范和化解决策、财务、安全生产等方面的风险,稳 定企业发展的大局。论文的研宄对于淮南矿业集团清洁能源板块发展有一定的直 接指导,同时也为传统能源企业发展清洁能源提供一定的参考。 关键词:矿业集团;清洁能源;发展战略 IIAbstract Withtherapiddevelopmentofeconomyandsociety,Chinahasgradually becomeamajorenergyconsumingcountryintheworld,andenergyhasbecomeone ofthemostimportantdrivingforcesforChina'srapiddevelopment.However,theuse ofalargenumberoftraditionalenergysources,suchascoalandoil,notonlygives impetustodevelopment,butalsocausesalotofpollution.Inordertosolvethe contradictionbetweeneconomicdevelopmentandenvironmentalpollution,thestate putsforwardfivedevelopmentconceptsofinnovation,coordination,green,openand sharing,andclarifiestherequirementsforhigh-qualitydevelopmentatpresentandin thefuture.Itisurgenttoreducetheadverseeffectsofenergyconsumptionand acceleratethepaceofenergyrestructuring.Intermsofenergystructureadjustment,it isanimportantdirectiontostrengthenthedevelopmentandutilizationofcleanenergy, whichurgentlyrequiresustodevelopcleanenergyindustiy.HuainanMiningGroup isastate-ownedenterprisewithcoalandelectricityasitsmainbusiness,whichhasan importantinfluenceoncoal,thermalpowerandotheraspectsofthecountry.Faced withtheinherentrequirementsofhigh-qualitydevelopmentandtheexternalsituation ofgradualadjustmentofinternationalenergystructure,enterpriseshavesteadily implementedthetaskofsupply-sidestructuralreformtoeliminatebackwardcoal productioncapacity.AiVhileoptimizingthedevelopmentqualityoftraditionalenergy suchascoalandelectricity,HuainanMiningGroupactivelydevelopsthecleanenergy sectorandtakesanimportantstepoutofthetransformationanddevelopmentinthe fieldsofnaturalgas,photovoltaicpowergenerationandgas(coalbedmethane) exploitationandutilization.However,asastate-ownedenterprise,thereareproblems inthereformofstate-ownedenterprises,fiercecompetitionintheexternalmarket, uncleardirectioninthedevelopmentofcleanenergybefore,andthefactthat traditionalenergycannotbereplacedintheshortterm.Enterprisesarefacing strategicchoiceproblemsinthedevelopmentofcleanenergy,suchasforward,stable andbackward.Bystudyingtheinternalandexternalenvironmentofthedevelopment IIIofcleanenergysectorinHuainanMiningGroup,thispaperhelpsenterprisesto clarifythedirectionofstrategicchoicesandsolvetheproblemsofambiguous direction,weakdeterminationandweakstrength. Inthispaper,acomprehensiveanalysisofHuainanMiningGroupismadeby combiningtheoreticalresearchwithempiricalanalysis.Byusingthemethodof literatureresearch,thispaperbrieflyintroducesthedomesticandforeignresearch situationofcleanenergyindustryandenterprisedevelopmentofcleanenergyindustry, andcomprehensivelyintroducesthetheoreticalbasisofenterprisestrategy,including thedefinitionofstrategyandenterprisestrategy,thelevelofstrategy,the classificationofstrategy,theprocessofstrategicmanagement,etc.UsingPEST, Porter'sfive-forcemodelanalysismethodandresourcecapacityperspective,this papersystematicallyandcomprehensivelyanalyzedtheinternalandexternal environmentofthedevelopmentofcleanenergyplateinHuainanMiningGroup. SWOTanalysisisusedtosummarizetheexternalopportunitiesandchallengesas wellastheinternalstrengthsandweaknesses,andtoidentifythestrengths, weaknesses,opportunitiesandchallengesofenterprisesinthedevelopmentofclean energy.Then,accordingtoSWOTanalysis,fourdirectionsofenterprisestrategyare obtained.Bycomparingtheadvantages￡inddisadvantagesofthefourstrategic directions,thechoiceofcleanenergyplatedevelopmentstrategyofHuainanMining Groupisdetermined.Onthisbasis,thedevelopmentstrategyofcleanenergysectoris designedandthesafeguardmeasuresareputforward.Finally,theconclusionsand prospectsaredrawn. Aftersystematicanalysisanddemonstration,HuainanMiningGroupshouldbe moreproactiveinthedevelopmentofcleanenergysector,strategicallylockinthe growth-orienteddirection,fullyseizetheopportunitiesbroughtbytheupgradingof domesticandforeignenergystructureandthecontinuousgrowthofcleanenergy industryinthefaceofthechangingenvironmentathomeandabroad.Withthehelpof thepolicyopportunitiesofthestatetosupportthedevelopmentofcoal-fired enterprisestosolvetheirdifficulties,andwithitsownadvantagesinorganization, IVmanagement,technology,talentsandresources,wefocusontheexpansionofnatural gasindustryandtheexploitationandutilizationofgas(coalbedmethane).Basedon theabundantresourcesinthesubsidenceareaofHuainan,weseekthedevelopmentof photovoltaicindustry,strivetoimproveandstrengthenthecleanenergyindustry,and cultivatenewgrowthpointsofenterprises.Thecompany'stransformationis sustainableinthelongrun.Inordertoensurethesuccessfulpromotionoftheclean energysectordevelopmentstrategy,weshoxildfocusondeepeningthereformof state-ownedenterprises,optimizingthemanagementsystemandmechanism,and furtherreleasethevitalityofinnovation,technology,cultureandotherelements.At thesametime,weshouldstrengthenthetrainingoftalents,cultivateagroupof pioneeringindustryleaders,professionaloperationandmanagementpersonnel, innovativeprofessionalandtechnicalpersonnel,craftsmen-typehigh-skilledpersonnel offourkeypersonnelteamconstruction.Promotescientificandtechnological innovation,obtainthedrivingforceofinnovationdividend,andleadthe developmentofenterpriseswithadvancedtechnology.Inthefiercemarket competition,enterprisesshouldalsoestablishriskawareness,comprehensivelyguard againstandresolvetherisksofcountermeasures,finance,safetyinproductionandso on,soastostabilizetheoverallsituationofenterpri