凯悦中国区副总裁兼逸扉酒店管理公司首席执行官兼董事总经理孙武分享了"存量资产破局：从低 效持有到价值裂变"的实践思考，提出从固定租约向动态共赢、从重资产运营向轻资产协同转型、从单 一甲方到借船出海的三大创新路径。 自然资源部相关专家针对"国有企业不动产确权难点及处理思路"进行专业解读，建议分类运用政策 工具箱，通过政府确权、现状整改、分期缴纳等方式解决。强调企业应建立专项机制，主动对接政府部 门，推动确权与后期开发联动，并借助信息化手段实现不动产全周期管理，为资产盘活与资本运作扫清 障碍。 北京九汇华纳企业管理集团有限公司副总经理、北京央合不动产咨询有限公司总经理任真聚焦"国 资不动产全周期风险应对"，基于当前已盘活项目部分出现支付逾期甚至实质性违约的现象，提出系统 性应对方案；以"市场化协商"与"法律手段"双轨并行，构建覆盖集团与执行层的全周期韧性风控体系， 将风险管控内化为资产保值增值的核心能力，实现从"盘活"到"价值释放"的战略跨越。 此次会议搭建了政策解读、经验交流与实践探索的高端平台，为中央企业及地方国资提升资产配置 效率、实现高质量发展注入了新动能。与会嘉宾纷纷表示，通过此次交流，进一步明确了政策 ...

Core Viewpoint - The report evaluates the execution of the "Quality Improvement and Efficiency Enhancement" action plan by the company, emphasizing its commitment to enhancing corporate quality and shareholder value while navigating economic challenges and market competition [1][4]. Group 1: Business Development and Management - The company focuses on its core responsibilities, aiming for stable development by creating a leading cross-border real estate asset management platform [1]. - The company has expanded its management scale through light asset models, adding several new projects, including commercial and residential developments, with a total managed area of 4.2672 million square meters [2]. - The company adopts a "one project, one policy" management approach, enhancing its commercial operation capabilities and responding to changing consumer demands through various initiatives [3]. Group 2: Shareholder Returns and Dividend Mechanism - The company prioritizes shareholder value creation and aims to distribute profits in cash when conditions allow, although it did not declare dividends for 2024 due to negative net profit [4][5]. - Future plans include revising the cash dividend policy to improve dividend rates and stability, aligning with the company's financial health and market conditions [5]. Group 3: Information Disclosure and Investor Relations - The company emphasizes high-quality information disclosure, adhering to legal requirements and principles of transparency, accuracy, and timeliness [6]. - Various communication channels are utilized to engage with investors, ensuring they are informed about the company's strategic direction and operational performance [6]. Group 4: Corporate Governance - The company implements strict governance practices, enhancing the responsibilities of key personnel and ensuring compliance with regulations [7]. - Regular meetings and training sessions for independent directors are conducted to strengthen governance and decision-making processes [7].

Group 1 - The meeting on July 30, 2025, decided to hold the Fourth Plenary Session of the 20th Central Committee of the Communist Party of China in October 2025, focusing on the formulation of the "15th Five-Year Plan" [1] - The "15th Five-Year Plan" period is identified as a foundational stage for building a modern socialist country, emphasizing the need to adapt to challenges and opportunities [1][2] - The meeting reiterated the principle of "seeking progress while maintaining stability," aiming for coordinated fiscal, monetary, and industrial policies to avoid disjointed efforts [1][2] Group 2 - The meeting highlighted the importance of unleashing domestic demand potential, particularly in the context of weak external demand [2] - It emphasized the need for continuous reform and opening up to enhance high-quality development and structural dynamics [2][3] - The meeting underscored a "zero tolerance" approach to risks in key areas, ensuring social stability through comprehensive planning for livelihood security [2][3] Group 3 - The meeting acknowledged the profound changes in the global landscape, including geopolitical tensions and supply chain restructuring, alongside internal structural issues like local government debt and youth employment pressure [3] - It called for accelerating government bond issuance and improving fund utilization efficiency while maintaining a focus on key areas such as infrastructure and technology innovation [3] - The meeting stressed the importance of stabilizing employment, ensuring food security, and enhancing social assistance systems to improve overall resilience [3]

Core Viewpoint - The efficient utilization of existing real estate has become an important and necessary means for state-owned enterprises to enhance asset efficiency in the new economic landscape [1] Group 1: Asset Management Transformation - As the market enters a stock era, asset management needs to shift from simple management and cost control to refined asset operation management [2] - Many central enterprises and state-owned enterprises in Beijing are establishing asset management companies or platforms to elevate management from mere financial oversight to comprehensive asset operation [2] - The integration of operation management, asset management, and property management is crucial to enhance project value in a competitive office market [2][3] Group 2: Challenges in Asset Management - State-owned asset management faces four core issues: unclear asset boundaries, underutilized value of old assets, low management efficiency, and unsustainable development [4][5][6] - Many state-owned enterprises lack a clear understanding of their asset boundaries and underlying information [5] - Old state-owned assets often mismatch in quality, type, and regional development, leading to low operational value realization [5] - The reliance on internal clients has resulted in a lack of market competitiveness, making it difficult to adapt to market changes [6] Group 3: Solutions and Strategies - Companies are exploring solutions such as asset classification and market-based evaluation to manage assets effectively [7] - Enhancing asset value requires addressing compliance issues of flawed assets as a prerequisite for improvement [7] - For urban renewal projects, assessing the suitability of old properties for regional development is essential [7] - Operational efficiency can be improved through software-level adjustments rather than significant hardware investments [7][8] Group 4: Sustainable Development of Assets - Achieving sustainable asset development hinges on resolving exit strategies, funding, and standardization of management [8] - The capital market is increasingly offering diverse exit channels for holding-type real estate, including public and private REITs [8] - Clear asset management strategies and standardized management tools are necessary to align with market demands and enhance operational efficiency [8]

Group 1 - As of April 22, 73 listed companies have included Qualified Foreign Institutional Investors (QFII) in their top ten circulating shareholders, indicating increased foreign interest in Chinese assets [1] - QFII has been actively increasing their holdings in A-shares, with 20 foreign institutions appearing in the top ten shareholders of disclosed companies, including major players like Abu Dhabi Investment Authority and Morgan Stanley [1] - Foreign institutions are launching new products to express confidence in Chinese assets, such as the recent launch of the Lianbo Zhiyuan Mixed Securities Investment Fund by Lianbo Fund [1] Group 2 - The resilience of the Chinese stock market is supported by policy backing and low valuations, with many foreign institutions expressing optimism about its long-term prospects [2] - HSBC and Nomura have highlighted the potential for significant upside in Chinese indices, predicting 12% and 15% increases for MSCI China and CSI 300 indices respectively [3] - The overseas investor ownership in Chinese stocks remains relatively low, suggesting a higher likelihood of positive surprises in the Chinese economy and corporate earnings [3] Group 3 - Continuous policy incentives are driving foreign institutions to be bullish on Chinese assets, with expectations for higher levels of openness to attract foreign investment [3] - Recent policy proposals aim to optimize cross-border investment channels, including the deepening of Qualified Foreign Limited Partner (QFLP) trials and attracting foreign insurance companies and sovereign funds [3][4] - There is a push to enhance the convenience of cross-border investments, encouraging foreign equity investments and the introduction of more cross-border ETF products [4]

Core Viewpoint - CapitaLand has established its first onshore mother fund in China, with a total commitment of 5 billion RMB (approximately 921 million SGD), aiming to expand its fund asset management scale in the region [1][2] Group 1: Fund Establishment and Strategy - The CapitaLand RMB mother fund is expected to contribute 20 billion RMB (approximately 3.7 billion SGD) to the company's fund asset management scale after investments are completed [1] - The mother fund will invest through a series of sub-funds focusing on high-quality assets with stable cash flow and long-term appreciation potential, including industrial parks, shopping centers, rental housing, and serviced apartments in first-tier and strong second-tier cities in China [1] - Future sub-funds may also explore special investment opportunities in data centers, logistics parks, and office buildings [1] Group 2: Market Position and Growth - CapitaLand has been operating in China for over 30 years, showcasing strong local expertise and the ability to create diversified RMB fund products based on domestic investor needs [2] - Since 2021, CapitaLand has successfully established seven RMB private equity funds in China, raising a total of 54 billion RMB, demonstrating the effectiveness of its local fundraising strategy [2] - The company manages approximately 300 projects across over 40 cities in China, with a diversified investment portfolio located in key urban areas, including office buildings, shopping centers, hospitality, industrial parks, logistics parks, and data centers [2] Group 3: Future Prospects - CapitaLand has filed for its first public REIT focused on consumer infrastructure in China, which is expected to be the first foreign-funded consumer public REIT in the country, broadening its access to long-term domestic equity capital [3] - This move is anticipated to drive continuous growth in the company's recurring fee income [3]

Core Viewpoint - The reform of the investment and financing system is crucial for achieving high-quality economic development in China, addressing issues in project management, government debt, fiscal systems, and state-owned asset management [1]. Group 1: Government Investment and Financing Decision Mechanism - The reform aims to centralize management of financial resources across various institutions to enhance coordination and efficiency in government investment [2]. - Establishing a joint evaluation mechanism for major projects will ensure better collaboration among departments and optimize investment models [2]. - Centralizing some investment authority to provincial or municipal levels can improve resource integration and efficiency [2]. Group 2: Government Investment Project Management - Effective management of government investment projects is essential to avoid resource wastage, requiring a full lifecycle management approach [3]. - A long-term project reserve mechanism should be established to align local projects with national policies and local needs [3]. - Strict project feasibility assessments and dynamic prioritization are necessary to ensure efficient project execution [3]. Group 3: Government Debt Management - Addressing debt risk is vital for sustainable development, necessitating both short-term and long-term strategies [4]. - Short-term measures include establishing a debt repayment reserve fund and enhancing transparency in local government financing [4]. - Long-term strategies involve creating a capital budgeting system to align investment activities with fiscal revenues [4]. Group 4: Fiscal System Optimization - Reforming the fiscal system involves redefining the financial and operational responsibilities between central and local governments [5]. - Increasing local tax revenues can alleviate liquidity pressures on local governments and encourage more investment activities [5]. Group 5: State-Owned Asset Management Reform - The reform of state-owned asset management is essential for delineating the boundaries between government and market roles [6]. - The government should gradually withdraw from competitive sectors, allowing market mechanisms to allocate resources more effectively [6]. Group 6: Financial System Reform - The traditional banking system is insufficient for current economic needs, necessitating market-oriented financial reforms to attract long-term, low-cost capital [7]. - Enhancing capital market functions and increasing equity financing can better direct funds towards innovative enterprises [7]. - Diversifying financing channels by involving social security funds and insurance capital is crucial for sustainable development [7]. Conclusion - The investment and financing system reform is a complex, systemic project that requires comprehensive planning and coordination across various measures to enhance efficiency and reduce risks, laying a solid foundation for future development [8].

Core Viewpoint - Local government debt risks have become a significant concern, necessitating a dual challenge of resolving existing debt and restructuring financing models under the constraints of "preventing defaults" [1] Group 1: Project Selection Logic - Incremental projects by urban investment platforms must align with both "serving local functions" and "market-driven revenue generation" [2] - Projects should anchor on national strategic directions such as "Yellow River Basin ecological protection" and "rural revitalization," which attract policy resources and funding [2] - A closed-loop revenue model must be established during the feasibility study phase, exemplified by affordable housing projects that combine commercial space to cover construction costs [3] - Urban investment companies need to transition from "infrastructure builders" to "urban operators," integrating various public utility services to ensure stable revenue streams [4] Group 2: Funding Source Optimization - A mixed funding model of "policy funds as a base + market financing as a supplement" is essential under tight fiscal constraints [5] - Innovative debt instruments and capital raising strategies are necessary, such as leveraging special bonds and policy financial loans to achieve a leverage ratio of 1:5 [5] Group 3: Avoiding Hidden Debt - Breaking the "fiscal dependency inertia" is crucial to avoid new hidden debts, which involves redefining the responsibilities between government and enterprises [6] - Techniques such as market-driven decision-making and cash flow packaging can help mitigate direct fiscal support and reduce the risk of hidden debt recognition [7][8] - Utilizing gray areas in policies, such as indirect fiscal payments and transforming specific project subsidies into broader industry policies, can further reduce hidden debt risks [8] Group 4: Risks and Outlook - While current practices have shown some success, potential risks remain, including regulatory scrutiny and the sustainability of market-driven revenues [9] - Future reforms should focus on balancing risk prevention and growth stabilization, requiring both technical innovations and deeper fiscal reforms [9]