Due to soaring international energy prices, fuel costs rose. This caused a great pressure in Taipower's management. In order to upgrade its overall management performance, the company strengthened and improved internal anagement through the Management by Objective (MBO) System as a measure to enhance its operation efficiency and cut down costs.

    For  management  strategies,  the  company ① adopted  the  SWOT  (strength,    weakness, opportunity, threat) analysis, ② considered the customer request factors and power industry success factors, and ③ applied the spirit of the Balance Scorecard to establish four perspectives- finance, customer, internal process, learning and growth, to formulate 8 corporate strategies: upgrading productivity, enhancing profitability, upgrading power supply quality, fulfilling corporate social responsibility, stabilizing power supply, strengthening the power system, strengthening services, and building up core competence.

    For management goals, the company made reference to the company's vision, management
strategies and major business directions, and the important points of government's policies and evaluation and adopted the four-perspective spirit of the Balanced Scorecard to establish various management goals to be implemented through the Responsibility Center System. In 2008, the major 15 management goals were: pre-tax income, operation and maintenance control, fuel purchased expense control, power purchased expense control, line loss, customer satisfaction, industrial safety, power supply stability, nuclear safety, environmental protection, renewable energy development, energy conservation, capital expenditure execution rate, innovation, and R&D.

    In the future, the company will steadfastly improve and strengthen core capability to reduce operation cost and raise operation efficiency to continually create good performance.

    The promotion for new business development is based on the strategy of“extending core business, reinforcing flexible use of assets, entering into power-related businesses.”An official establishment of a new business will be finalized after a step-by-step process of brainstorming, selections, trials, etc.

    At present, in addition to its power business, Taipower is also engaged in the following businesses: development and operation of Australia's Bengalla Coal Mine, personnel training services, land development, property management ( leasing lands for parking lots, renting out spaces for advertisement, and renting out houses), operation and maintenance of power plant services, instrument and test equipment calibration services, etc. Taipower reinvested businesses includes: Taiwan Stock Exchange Corporation, Taiwan Cogeneration Corporation, United Asia Electric Company, Bengalla Coal Mine, Agriculture, and Sales Corporations of Australia. In 2008, operation revenue reached NT$2.2 billion, and profit reached NT$1.01 billion.

    In addition, promotion task centers have been established to promote new businesses including: maintenance, security, education and leisure, overseas investment in power plant construction, advertising, recycling of coal ashes, etc. A vice president will assume the responsibility of integrating the company's resources. It is in the high hope that the company's diversification promotion task can blossom and bear fruit in the very near future.