Cost Analysis
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Information Details
20
2026
-
07
The Oriental Cheng Group’s 2026 Semi-Annual Work Conference concluded successfully, with the company firmly focused on driving product digitalization to achieve its full-year objectives.
The theme of this conference is: Breaking the Impasse Through Transformation, Enhancing Quality and Driving Innovation, Strengthening Internal Controls, and Winning with Product Excellence.
July 17, OHC Construction Group The 2026 First-Half Business Review and Second-Half Work Deployment Conference was held at the Ninghe Hotel in Tianjin, with all management personnel from the Group’s various bases and business units in attendance. Centered on the theme of “Transformation to Break Impasses, Quality Enhancement and Innovation, Strengthening Internal Controls, and Winning Through Products,” the conference reviewed the shortcomings in the first half of the year and set the tone for the second half—focusing on improving quality and efficiency, simultaneously expanding both domestic and international markets, and ensuring compliant operations. The event officially marked the Group’s entry into a new era of development in intelligent manufacturing and AI‑driven digital management.
In the morning, Chairman Duo Yue delivered the opening address, first providing a comprehensive briefing on the Group’s corporate culture. He then guided all employees in revisiting the brand’s vision, mission, and core values, followed by a collective recitation of the company’s slogan. Drawing on the current state of the industry, he underscored the importance of adopting a pragmatic and highly efficient work ethic.
Subsequently, the heads of each branch company presented their reports in turn, reviewing existing challenges across key areas such as production, marketing, materials management, digital transformation implementation, and accounts receivable collection, while simultaneously proposing optimization measures for the second half of the year. Two executive directors conducted an in-depth analysis of the construction industry’s prolonged downturn, sharing strategies for developing major clients and pursuing differentiated competitive positioning, centered on the Group’s six flagship products. Meanwhile, the Group’s vice president outlined the overall operational status, highlighted shortcomings and core pain points in management, and set clear directions for year‑long operational oversight and control.
In the afternoon, a series of specialized empowerment trainings were held to comprehensively strengthen the foundation for the company’s sustainable growth. The Group’s Chief Engineer delivered presentations on product processes, internal cost standards, quality control, and the development of patents and laboratories; the Chief Digital Officer advanced the implementation of the computing‑power platform, rolled out AI tools across the board, and established a digital learning organization. The Head of Brand Communications standardized external communications, sales scripts, and online‑platform operating procedures; the Legal Director briefed participants on the latest engineering regulations, clarifying prohibitions on shell‑company arrangements and outlining end‑to‑end risk‑management requirements for projects; and the Finance Director outlined key financial compliance red lines and the internal cost‑control framework. Moving forward, leaders from each major business unit will present on the strengths of their respective production lines, standard pricing structures, and real‑world project case studies both domestically and internationally, while also mapping out strategies for expanding customer acquisition around high‑value‑added products.
The Chairman delivered a concluding address, outlining five key strategic priorities for the second half of the year. He instructed all teams to break down their respective performance targets following the meeting and to advance cost, schedule, and quality management through a two‑week milestone‑driven closed-loop process. Leveraging standardized products and digital tools, he emphasized the need to upgrade the company’s operating model. With smart manufacturing and digital transformation as central levers, the company will steadily drive business growth and strive to fully achieve its annual objectives.
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