十五五战略规划

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深高速20250825
2025-08-25 14:36
深高速 20250825 摘要 大环保板块在 2025 年上半年表现如何? 大环保板块实现收入 7.5 亿元,占总收入的 19%。其中,清洁能源发电收入 2.9 亿元,餐厨垃圾处理收入 3.9 亿元,电池综合利用收入约 0.7 亿元。大环 保板块整体同比增加 2%,主要由于光明环境园餐厨垃圾处理项目于今年 2 月 正式运营并贡献增量收入,以及兰德环保本年度运营收入增加。此外,由于弃 集团归母净利润 9.6 亿元,同比增长 24%,主要受益于融资利率下降、 有机垃圾处理业务亏损减少及部分项目公允价值变动。 集团正制定十五五战略规划,巩固提升收费公路主业,做优大环保业务, 审慎开拓优质清洁能源发电项目,并适时退出竞争优势不强业务,集中 资源做好核心业务。 风率上升导致部分风电项目发电收入下降,而锂电和拆车业务量减少也对前代 项目产生了负面影响。 集团在建造服务和委托建设管理方面的业绩如何? 报告期内确认建造服务收入约 4.6 亿元,占总收入 12%,同比增长 60%。这 一增长主要源自外环高速及光明环境园等项目根据工程进度确认的建造服务收 入增加。委托建设管理方面,实现了 1.36 亿元的收益,占比 3%,同比增 ...
水晶光电(002273) - 2025年8月19日投资者关系活动记录表之演示文稿
2025-08-19 10:02
关于公司换届选举 证券代码:002273.SZ 及高级管理人员调整的专项说明 目 录 Catalogue 2 创始人发言 林敏 3 新任董事长发言 李夏云 1 公司治理架构调整的专项说明 韩莉 4 总经理发言 王震宇 5 互动交流 2 公司治理架构调整的专项说明 3 董事会调整 第六届董事会 第七届董事会 4 核心领导层人员调整 第六届 第七届 • 董事长 李夏云 5 • 董事长 林敏(创始人) • 董事兼总经理 王震宇 • 董事兼副总经理 刘风雷 • 董事兼副总经理 李夏云 • 副总经理兼财务总监 郑萍 • 副总经理 唐健 • 副总经理 熊波 • 副总经理 钱滔 • 副总经理 王保新 • 副总经理 金利剑 • 副总经理兼董事会秘书 韩莉 • 董事 林敏(创始人) • 董事兼总经理 王震宇 • 董事兼副总经理 刘风雷 • 副总经理兼财务总监 郑萍 • 副总经理 唐健 • 副总经理 钱滔 • 副总经理兼董事会秘书 韩莉 新老交接,打造全球化、专业化、年轻化的管理团队 感谢第六届高管团队兢兢业业,为公司发展作出的杰出贡献! 6 l 全体管理层意识形态统一,理解并大力支持公司迈向发展新阶段! l 离任的原第六届高管 ...
集团企业“十五五”战略规划:把握未来的八大关键战役
科尔尼管理咨询· 2025-07-03 10:11
Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].