Chairman Zhang Xiangyang Inspects the Advancement of Fine-Grained Project Cost Management
Release Date:
2024-06-17
5 From the 14th to the 23rd of the month, Zhang Xiangyang, Chairman of the Group Company, led a headquarters inspection team to conduct an inspection and research on the advancement of refined project-cost management at several subordinate units. He emphasized that all levels of the company must further align their thinking, rigorously ensure effective implementation, and comprehensively promote refined project-cost management, with the aim of forging new competitive advantages in the market. Zhang Zhongda, Huang Jing, Shao Jinman, Xu Chunyang, Guo Qiyun, and other leaders of the Group Company accompanied the inspection, while heads of the inspected subordinate units, members of their management teams, department managers, and selected project managers participated in the inspection and research activities at their respective units.
After the inspection team heard reports from each unit on the refined management of project costs, as well as on business development and risk mitigation efforts, Chairman Zhang Xiangyang fully commended the achievements made by all subsidiaries in the previous phase of refined project-cost management. He noted that the work was well-conceived, demonstrated substantive progress, and was being advanced at a robust pace, reflecting the high priority attached to and strong execution capability for refined project-cost management across all units. He instructed that, moving forward, each unit should: first, adopt a broader strategic perspective, gain a clear understanding of the current situation, and firmly assign responsibility for refined project-cost control at all levels. The more challenging the environment, the more critical it is to strengthen internal capabilities; accordingly, all units must, in accordance with the Group’s unified deployment and requirements, comprehensively intensify efforts to advance refined project-cost management, thereby building low-cost competitive advantages, enhancing the enterprise’s risk resilience, and ensuring survival and growth in the fiercely competitive market. Second, emphasis must be placed on rigorously controlling the “six key checkpoints” in refined project-cost management to guarantee the quality of implementation. This includes conducting pre-bid cost estimations and post-bid cost breakdowns, strengthening project-cost planning, clearly defining cost-management responsibilities at each job level, conducting regular project-cost analyses, implementing all cost-target control measures, and striving to maximize project profitability.
With regard to the next phase of work across all units, in addition to continuing to comprehensively advance the refined management of project costs, Chairman Zhang Xiangyang put forward four key requirements: First, make every possible effort to create favorable conditions for market development. Prioritizing stable operations, each subsidiary should conduct more in-depth research into its respective regional markets, leverage and amplify the company’s brand image and comparative advantages, increase resource allocation, further refine and intensify operations, formulate incentive measures, engage all employees in business management, strive to expand self-operated projects, and enhance the quality and efficiency of operations. Second, make every effort to mitigate major operational risks. The principal leaders of each subsidiary must personally review the status of high-risk projects, develop specific implementation plans for risk mitigation based on the company’s guidance on risk resolution, assign responsibilities clearly and ensure that measures are rigorously implemented, thoroughly carried out, meticulously executed, and yield tangible results. Third, make every effort to ensure timely project settlement and collection of project payments. Advance planning is essential; establish special task forces for debt recovery, set clear collection targets, define roles and responsibilities, and assign accountability to specific individuals—particularly with a focus on settling and collecting payments for completed projects. Fourth, make every effort to increase revenue and reduce expenditures, and run the enterprise economically and prudently. It is imperative to adopt a long-term mindset of “tight living” and cultivate the habit of “tight living,” strictly practicing thrift and combating extravagance and waste. Comprehensive cost reductions must be pursued, with strict control over operating and administrative expenses, so as to weather the prolonged downturn in the construction industry by embracing “tight living.”
(General Manager’s Office Guo Qiyun)
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