职等你来 招聘贤才 我们在等你 不容错过！ 关于我们 官渡区地处云南昆明中心，2024年地区生产总值1564亿元，连续9年居全省第一；2025年位列赛迪中国城区经济高质量发展百强区第47位、中国创新百强 区第60位，连续8年上榜赛迪百强区、4年蝉联创新百强区，持续保持中国投资竞争力百强区第56位。 昆明市官渡区国有资产投资经营有限公司是官渡区政府所属国有公司，资产规模超240亿元，主要业务包括产业投资、城市运营、城市更新改造和基础设 施建设等。 诚聘贤才 真香！！！ 招聘范围 面向社会招聘项目制工作人员数名，具有城市更新改造项目管理（微更新微改造加运营）、商业运营、文旅项目运营管理、外贸（边民互市及市场采购贸 易）、供应链贸易、商超便利店运营、网络交易平台运营维护、文创产品开发销售等工作经验。 福利待遇： 项目制管理，人随项目走，薪资面谈。工作能力和业绩优秀，并符合规定程序的，可以转为签订固定期限劳动合同。 2 报名方式： 意向者请于2026年1月31日前将个人简历投递至我公司报名邮箱：gdgtrlzyb@163.com。 说明 1 本公告为意向公告，仅为正式招聘前意向摸底，我公司后续正式招聘工作中，同等条件 ...

面对市场环境变化与行业周期挑战，越来越多的建筑企业将目光投向"城市运营"这一领域。它并非全新概念，却因系统性、能力要求与传统施工差异显著而 显得陌生；它又始终存在于项目全周期中，如今被推向转型前沿。然而，这条道路并非一声令下即可畅通无阻。企业在入局之前，必须厘清两个根本问题： 为何要做？该做什么？唯有明确动机、找准方向，方能在充满机遇的领域行稳致远。 一、动机梳理：企业为何要涉足城市运营？ 在许多建筑企业的战略讨论中，常见诸如"应对传统业务收缩""培育新增长点""获取稳定现金流"等宏观表述。这些目标虽符合趋势，却往往难以直接落地。 若企业对自身参与城市运营的真实动因缺乏清醒认知，后续的战略定位、组织调整与资源投入极易偏离正轨。基于行业实践观察，建筑企业布局运营业务主 要出于以下三类目的，且存在内在的优先逻辑： 1.盘活存量资产，缓解财务压力 在市场下行、业主支付能力承压的背景下，众多建筑企业积累了大量的抵债资产，如商铺、写字楼、酒店、产业园闲置空间等。这类资产往往区位普通、经 营基础薄弱、短期变现困难。运营的首要现实意义，在于将其从"沉淀成本"转化为"可持续现金流"。通过专业化运营提升资产价值、创造经营收入， ...

2025年1至6月份，普邦股份的营业收入构成为：生态景观占比90.54%，城市运营占比8.58%，绿色建设 占比0.87%。 截至发稿，普邦股份市值为34亿元。 每经AI快讯，普邦股份（SZ 002663，收盘价：1.95元）12月17日晚间发布公告称，公司近日收到深圳 香蜜湖国际交流中心发展有限公司发来的《中标通知书》。根据《中标通知书》，公司被确定为香蜜湖 公园项目工程施工项目的联合中标单位。中标价约3.33亿元。 （记者 王晓波） 每经头条（nbdtoutiao）——"太空快递"来了？全国首个民营飞船成功"上天"！背后公司创始人：正积 极开发"中型货运飞船"低成本产品 ...

Core Insights - Huayuan Holdings, established in 1992 and listed in 1996, is a comprehensive urban operation service provider focusing on urban operation services with certain industry competitiveness [1] Financial Performance - For Q3 2025, Huayuan Holdings reported revenue of 221 million yuan, ranking 61 out of 69 in the industry, significantly lower than the top competitors Poly Developments at 173.72 billion yuan and Vanke A at 161.39 billion yuan, as well as below the industry average of 11.73 billion yuan and median of 1.94 billion yuan [2] - The net profit for the same period was -36.51 million yuan, ranking 43 out of 69, outperforming Poly Developments' 6.515 billion yuan and *ST Zhongdi's 4.586 billion yuan, and better than the industry average of -707 million yuan and median of -9.3687 million yuan [2] Financial Ratios - As of Q3 2025, Huayuan Holdings had a debt-to-asset ratio of 63.65%, down from 92.03% year-on-year but still above the industry average of 60.51% [3] - The gross profit margin for Q3 2025 was 34.45%, significantly up from 19.22% year-on-year and higher than the industry average of 19.19% [3] Shareholder Information - As of September 30, 2025, the number of A-share shareholders decreased by 7.44% to 39,300, while the average number of circulating A-shares held per shareholder increased by 8.04% to 59,600 [5]

Core Viewpoint - The company, Pubang Co., Ltd. (002663), reported a stable business performance in a complex market environment, achieving an operating revenue of 820 million yuan in the first half of 2025, with significant growth in its urban operation segment, which saw a year-on-year increase of 17.61% [1] Group 1: Business Performance - The urban operation segment's revenue growth has been a strong support for the company's overall performance, reflecting positive changes during the business transformation process [1] - The company signed new orders worth 93.06 million yuan in the second quarter, representing a year-on-year growth of 445% [1] Group 2: Strategic Expansion - The company has expanded its business scope to include "urban park management," "urban greening management," and "road management and maintenance," which aligns with its existing strengths in ecological landscape [2] - This strategic deployment aims to create a comprehensive service system that integrates design, construction, planting, and operational maintenance, addressing new urban development needs [2] Group 3: Cost Management and Efficiency - The company achieved a 20.64% year-on-year reduction in management expenses, marking the eighth consecutive year of decline [3] - Through organizational optimization and refined management, the company has improved operational efficiency and strengthened its competitive advantage in the current market environment [3] - The company's long-term cost control capabilities enhance its risk resilience [3] Group 4: Future Outlook - The company plans to deepen its strategic layout in key areas such as urban renewal and actively participate in the reshaping of urban green spaces and enhancement of ecological value [3]

Group 1 - The company announced 176 new contracts signed in Q2 2025, amounting to 385 million yuan, with 278 million yuan for engineering, 13.69 million yuan for design, and 93.06 million yuan for urban operations [1] - As of June 30, the company has 1,115 signed but uncompleted orders, totaling 3.844 billion yuan [1] - In Q2, the company has 44 bids won but not yet signed, amounting to 14.5 million yuan [1] Group 2 - The Zhengzhou High-tech Zone municipal greening PPP project has an investment of 349 million yuan, with accounts receivable service fees of approximately 94.6 million yuan [1]

Core Insights - The article discusses the strategies that urban investment enterprises should adopt during the "14th Five-Year Plan" period to navigate the challenges of the "big operation" era, focusing on three major trends and six key points for breaking through [1][32]. Group 1: Urban Investment Enterprises' Strategic Focus - Urban investment enterprises should concentrate on three main directions: urban infrastructure development, leading investment operations in city-specific industries, and supporting the creation of new productive forces [4][5]. - The transformation of project operation models is essential, with a shift from passive project acceptance to proactive project packaging and investment-driven development [6][7]. Group 2: Building Urban Industrial Ecosystems - The construction of urban industrial ecosystems should follow three main steps: strengthening the ecological foundation, building the ecosystem, and achieving ecological value enhancement [5]. - The "2+3+X" urban industrial ecosystem model emphasizes the dual drive of policy and market, focusing on urban construction, operation, and investment in characteristic industries [14]. Group 3: Operational Mechanisms and Management - Establishing a market-oriented operational mechanism is crucial for urban investment enterprises to enhance their core functions and competitiveness [28]. - The article outlines the need for a modern corporate governance structure and a market-oriented incentive mechanism to ensure autonomous operation and risk management [29][31]. Group 4: Methods for Acquiring Operating Rights - Urban investment enterprises can acquire operating rights through various methods, including direct authorization, competitive procedures, public-private partnerships (PPP), and asset transfer [9][10][12][13]. - The article provides a practical case of Zhengzhou Urban Construction acquiring operating rights for charging stations through a combination of direct authorization and limited competitive bidding [11]. Group 5: Focus Areas for Urban Investment Enterprises - Key areas for urban investment enterprises to focus on include real estate operation, park operation, integrated water services, transportation integration, and various public service sectors [8][19]. - The article emphasizes the importance of integrating digital and innovative ecosystems to enhance urban service quality and operational efficiency [25][26].

Strategic Background - Urban development is a key engine for China's economic and social progress, transitioning from large-scale construction to quality improvement and structural adjustment[10] - The "14th Five-Year Plan" and 2035 vision emphasize promoting high-quality urban development, shifting focus from quantity to quality[10] Necessity of High-Quality Development - Urbanization has led to increased economic growth but also issues like resource waste and environmental pollution, necessitating a shift to high-quality urban development[11] - High-quality urban development aims to optimize resource allocation and meet rising public demands for livable environments and quality public services[11] Main Directions for High-Quality Development - **Livable Cities**: Focus on enhancing living quality through balanced public service distribution and improved infrastructure[13] - **Innovative Cities**: Emphasize creating sustainable ecosystems by attracting high-quality talent and optimizing innovation environments[15] - **Resilient Cities**: Enhance emergency management and risk resilience, especially in response to crises like pandemics[16] - **Smart Cities**: Leverage digital management and smart facilities to improve governance efficiency[17] - **Green Cities**: Promote low-carbon development to achieve carbon neutrality goals[18] - **Cultural Cities**: Protect cultural heritage while innovatively utilizing cultural resources[19] Challenges and Opportunities - Challenges include resource integration difficulties, lack of multi-stakeholder collaboration, and insufficient innovation capabilities in many cities[21] - Opportunities arise from improved policy environments and technological advancements, particularly in AI and IoT, which can enhance urban management and service delivery[22] Policy Background - The transition from incremental development to stock renovation is highlighted, with a focus on updating aging infrastructure to meet public needs[27] - A series of national policies since 2014 have emphasized the importance of urban renewal, culminating in its inclusion as a major project in the "14th Five-Year Plan"[27] Urban Renewal Models - Urban renewal strategies are evolving from large-scale demolitions to more sustainable, incremental updates, focusing on balancing investment and operational efficiency[33] - Three main models have emerged: government-led, market-led, and multi-stakeholder cooperation, with a trend towards more collaborative approaches[33] Chengzhongcun (Urban Village) Renovation - Urban village renovation is crucial for improving living conditions and requires balancing public and economic interests[53] - Future projects will likely involve state-owned enterprises leading the way, with a focus on attracting social capital to address funding challenges[57]