Orient Landscape(SZ:002310)2022-12-07 09:06Group 1: Company Strategy and Management Changes - Several senior executives left the company at the end of 2014 primarily due to personal reasons and the company's future development strategy [1] - 2014 was a year of significant adjustments for the company across various aspects, including personnel and organizational structure [2] Group 2: Financial Performance and Challenges - The main reason for the decline in 2014's performance was the impact of macro policies and industry downturns [2] - To mitigate potential debt default risks, the company enhanced credit qualification reviews for clients, leading to longer signing cycles and lower-than-expected progress on government projects [2] Group 3: Financial Assurance Model - The company implemented a financial assurance model, acting as an internal investment bank to facilitate cooperation between project parties and financial institutions [2] - In 2014, this model helped the company recover 800 million yuan from old projects [2] Group 4: Focus on PPP Projects - The company is primarily focusing on three market types: PPP projects, traditional government contracts, and subcontracting from general contractors [2] - The government is generally positive towards PPP projects, although some lack the necessary conditions for implementation [3] Group 5: Future Business Development - The company plans to apply the PPP model to water ecology projects, addressing water pollution from a watershed perspective [3] - The company has established a strong technical reserve and is seeking to create a complete industrial chain in water ecology, with no direct competitors currently in the market [3]