The Development Course of Wuhan Katie Holding Investment Co., Ltd.

1992, Chen Yilong, then a teacher of Wuhan University of Water Conservancy and Electric Power, together with several young colleagues, founded Katie Technology Development Company of Wuhan University of Water Conservancy and Electric Power as the general manager with only one desk and three office chairs and a registered capital of 654.38 million yuan.

During the period of 1993, Katie's self-developed "Non-stop Cleaning Technology for Hydraulic Ash Flushing Pipelines in Coal-fired Power Plants" was published, which made great contributions to China's electric power industry, harvested the first bucket of gold and completed the company's original capital accumulation. At that time, Katie Technology Development Company of Wuhan University of Water Resources and Electric Power absorbed the investment from Beijing Zhonglian Electric Power Technology Co., Ltd. and other units and was restructured into Wuhan Katie Electric Power Co., Ltd.

1In April, 1995, an international tender was held for Ningbo Beilun Power Plant, the largest thermal power plant in China, which was built with a loan from the World Bank. Katie won the only general contracting project belonging to China people-the water treatment island project, with the contract amount exceeding180,000 yuan. Katie completed her first meditation, entered the power plant water treatment industry in an all-round way, and started the EPC mode of water treatment engineering construction in China Power Plant.

From 65438 to 0999, A shares of Wuhan Katie Power Co., Ltd. were listed and traded on Shenzhen Stock Exchange, and successfully entered the capital market, achieving a leap from industrial operation to capital operation.

On 200 1, Katie held national talent recruitment in Wuhan, Tianjin, Xi, Chengdu and Shenyang at the same time, and six international desulfurization experts joined Katie as employees, which broke the geographical restriction of talents and realized the internationalization of talents.

In 2002, the dry desulfurization technology of German Woolf Company introduced by Katie was successfully implemented in Guangdong Hengyun C Plant, which was the first dry desulfurization project of 200MW units in China. The successful implementation of this project has formed the EPC mode of desulfurization construction of power plants in China, realized the internationalization of technology, broke the blockade of desulfurization technology in China by European and American countries and Japan, and reduced the cost of desulfurization construction of power plants from 1.200 yuan /KW to 450 yuan /KW. Reducing the investment cost of environmental pollution by 200 billion yuan has accelerated the speed of air pollution control and made outstanding contributions to air pollution control in China.

In 2004, relying on her own circulating fluidized bed technology, Katie built a blue light environmental protection power plant in Yexian County, Henan Province by EPC method, and put it into operation to generate electricity. Katie completed her own industrial upgrading.

In 2006, JPMorgan Chase, an international investment fund giant, successfully invested in Katie's desulfurization business, which marked a solid step for Katie to realize capital internationalization.

In 2007, Katie successfully internationalized the market with a contract value of US$ 500 million: Katie, as the only environmental protection company in China, cooperated with top international environmental protection companies such as Mitsubishi and Alstom of France for HK$ 600 million; Katie's self-developed circulating fluidized bed boiler power generation technology was successfully exported to Vietnam, with a pre-tender price of US$ 278 million.

Katie's development in the past ten years, including endless innovation in clean technology, EPC innovation in power plant water treatment engineering construction, EPC innovation in desulfurization and EPC innovation in energy system, has formed Katie's development model: taking technology as the guide, taking project management as the core, giving full play to the role and efficiency of social resources, promoting the integration of project investment and financing, project construction and project operation, and realizing the system integration of large-scale engineering projects; Always follow the strategic thinking of "core technology development-core technology market transformation-creating customer value".