Real estate company holds 2023 annual work seminar
In order to earnestly implement the 2023 year management objectives and tasks of the real estate company, on February 3, 6 and 13, the company focused on“How to improve the combat effectiveness of functional departments, cultivate and enhance the competitiveness of the company”Theme, a three-day annual work seminar was held in batches. Members of the company's leadership team, heads of various functional departments, and project leaders attended the meeting.
The participants adhered to the problem orientation, made a profound summary of the 2022 work, discussed the areas that need improvement and the problems that need to be eliminated, and put forward measures to improve their ability and solve the problems, including improving the level of fine management by strengthening team building, improving the mental outlook of the planning officer, stimulating the new vitality of the talent team by promoting the reform of the salary system, and achieving the matching of personnel and posts, making the best use of talents and salary, let those who have the ability go up, those who are equal, those who are mediocre go down, and those who are inferior are eliminated. The participants openly put forward their opinions, unified their thinking, and forged a consensus.
Each functional department will refine and decompose the key tasks of its department around the company's 2023 business target plan, with cash flow safety as the main line, sustainable development as the goal, fine management as the starting point, and strengthening organizational functions as the focus, further clarifying Practical work ideas and direction.
Luo Hua pointed out that the company's development direction is basically clear: first, it is necessary to concentrate on optimizing the allocation of internal resources, deeply cultivate the existing market, and accurately develop new markets; second, it is necessary to strengthen the construction of talent team, improve the quality of employees, improve the incentive mechanism, do a good job in hierarchical assessment management, and implement three system reforms; third, it is necessary to strengthen cost management and risk control, Establish cost database, qualified supplier database and project cost control system; fourth, it is necessary to enhance financing capacity and expand financing channels.
Luo Hua stressed that the seminar has clarified the working ideas, has goals, responsibilities and measures. We should think in one place, work hard in one place, transmit pressure layer by layer, practice internal skills hard, and pay attention to thinking and learning. Leading cadres should be brave“head goose”, dare to set an example, take the lead;“Goshawk”Role, more important than spur incentive, reverse force;“Crow”Role, good at innovation, thinking and improving skills; Play well“ant”Role, good at unity and cooperation, cohesion. In the new year, we will work hard to ensure the completion of various business objectives and tasks throughout the year, and strive to write a new chapter in the high-quality development of real estate companies.
