The Group Company Holds a Symposium on Business Operations in the Southern and Northern Markets
Release Date:
2020-06-02
On the afternoon of May 6, the Group held a symposium on business operations in the southern and northern markets in the Headquarters Conference Hall. Attending the meeting were the heads of the Beijing Branch, Hainan Branch, Guangdong Branch, Guangxi Branch, and Installation Branch, as well as relevant leaders and department heads from Group headquarters. Zhang Xiangyang, Secretary of the Party Committee, Chairman, and General Manager of the Group, chaired the meeting and delivered a concluding address. He emphasized that all levels of the company must remain steadfast in their confidence, rise to challenges, strive to enhance the quality and standard of business operations, and ensure the successful completion of the year’s business objectives and tasks.
At the symposium, Lu Binbin, Deputy Manager of the Group’s Business Operations Department, began by providing an overview of the Group’s business performance from January to April. Subsequently, the heads of the Beijing Branch, Hainan Branch, Guangdong Branch, Guangxi Branch, and Installation Branch each presented reports and analyses on their respective units’ business operations since the beginning of the year, outlining their plans for the next phase of business development. Currently, the construction market is characterized by extensive project financing advances, low pricing, and intense competition, placing considerable pressure on business operations. In the face of this challenging market environment, all subsidiary units emphasized that the next step is to establish and refine business incentive mechanisms, strengthen internal capabilities, and elevate the quality and standard of business operations; to integrate resources from various sectors of society and effectively enhance bidding and contracting capabilities; to intensify training and education and improve talent pipeline development; and to focus on and deepen engagement in traditional markets, while rigorously streamlining contract review processes and carefully selecting projects. With regard to the widespread issue of insufficient cash flow at some real estate project companies, the priority moving forward is to concentrate on finalizing project settlements for completed projects, expedite the recovery of outstanding receivables, achieve financial clearance for each project, and thereby prevent and mitigate major operational risks.
During the symposium, Huang Jing, Chief Economist of the Group, and Shao Jinman, Chief Accountant, emphasized that we must remain confident in the face of the pandemic; the greater the challenges, the more rigorously we must manage risks. At present, particular attention should be paid to project fund management and risk control, while adhering to a “bottom-line” mindset—prioritizing survival while pursuing sustainable development—in order to forge a new phase of high-quality corporate growth.
In his concluding remarks, Chairman Zhang Xiangyang pointed out that the sudden outbreak of the pandemic has had a significant and profound impact on both the domestic and global economies. As a construction enterprise, it is especially crucial in such a complex environment to accurately calibrate our business strategy. We must conduct an in-depth analysis of major domestic and international economic trends as well as the pandemic’s impact on our company. Although the pandemic has delivered a substantial shock to the current economy, it has not altered the long-term positive trajectory of China’s economic fundamentals. We must therefore maintain unwavering confidence, thoroughly study policy adjustments closely related to the construction industry, and fully recognize that real estate, as a pillar industry of the nation with a long industrial chain and high intersectoral linkages, still offers considerable untapped market potential. Chairman Zhang Xiangyang then outlined four key requirements for advancing our next phase of operations: First, we must adhere to the guiding principle of seeking progress while maintaining stability and refrain from blindly pursuing scale. We should effectively tap both domestic and international markets, carefully select high-quality clients and projects, and place utmost emphasis on risk prevention and control. Second, we must continuously expand our market reach and extend our industrial value chain. In the face of a complex market environment, we must remain firmly convinced that opportunities and risks coexist. We should closely align our efforts with adjustments to the national development strategy, pay close attention to new infrastructure projects in areas such as environmental protection and municipal works, and actively participate in urban renewal and the development of beautiful countryside. At the same time, we must nurture existing customers and cultivate a pipeline of high-potential prospects. Third, we must focus on on-site management and strive to enhance our corporate brand value. The construction site is the core of our business development; the site is the market. We must prioritize building credibility in each target market and leverage a strong brand to strengthen our voice in an intensely competitive marketplace. Fourth, we must prioritize talent development and elevate the quality and standard of our operational work. In response to the pandemic and evolving market conditions, we must first fortify our internal capabilities and improve our management expertise. To this end, we should vigorously strengthen learning and training, with senior leaders taking the lead in personal development. Through diverse approaches—including study, training, exchanges, and benchmarking—we will continuously enhance the professional competence of our management team and steadily raise the quality and level of our operations.
(General Manager’s Office, Qian Yanjiao)
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