Shanghai Urban Construction Urban Operations Group officially established, only for the purpose of taking good care of each city

2017-09-08

On September 8, the meeting on appointment announcement of the leading group members of Shanghai Urban Construction Urban Operations (Group) Co., Ltd.(SUCUOC) was held, marking the official establishment of the only group corporation in Shanghai whose name contains “city operation”, through cooperation among the three largest leading infrastructure operation and management enterprises in Shanghai—STEC Shanghai Municipal Maintenance & Management Co., Ltd., STEC The Operation Management Co., Ltd. Shanghai Pujiang Tunnels and STEC Shanghai Urban Construction Maintaince Management Co.,Ltd. SUCUOC will be responsible for operating and managing almost all traffic infrastructure above municipal level in this international city. Among those at present the meeting were Zhang Yan, secretary of STEC Party Committee and Chairman of the board, vice secretary and president Zhou Wenbo, vice president Sheng Borong, and the leading group members of the above three companies.

Shanghai Urban Operations Group is jointly formed by three enterprises that boast more than 8,000 experts in urban operation and management and take charge of over 95 percent of traffic infrastructure above municipal level in Shanghai and 1,800 kilometers of bridges, tunnels, high speed railway and rail transits in Huaian, Nanchang, Hangzhou, Zhengzhou, Hong Kong, Zhuhai and Macao. In the future, the group will provide Shanghai, even other cities in China and foreign countries, with high quality lifecycle services at unified high standards and in unified mode and mechanism of management and innovation.

At the meeting, Chairman Zhang Yan set forth the significance of establishing SUCUOC (Shanghai Urban Construction Urban Operations Group) and his assumption of the group’s future, in terms of mission, vision, upgrading and innovation.

Key Word One: Mission

The final purpose of urban construction is to serve city operation. To become an outstanding city in the world as well as a real international metropolis, Shanghai needs good operation and management to improve its intention, scale and influence in China and in the world, and to make it and its life orderly and smart. This is why the previous governments of Shanghai never stop their efforts to adjust their structural systems to meet new great demands for city operation and management, and why the current CPC Party Committee of Shanghai gives a priority to city management rather than urban construction.

It is the case with Shanghai, so is it with other cities. The key problem is whether we could meet the demands of a city.

STEC, as the most important force in Shanghai infrastructure operation and management, represents the level of Shanghai’s infrastructure management. If we were at the same level with ordinary maintenance enterprises and could not improve our overall capability of serving city operation with innovative and systematic management, we would not be able to accomplish the task of building Shanghai into an outstanding international city.

The newly established group is the only corporate group with “city operation” in its title. It is expected to be able to undertake the operation and management of large infrastructure of a large city. This is both the demand of Shanghai for development, and our duty, responsibility and mission. To accomplish the job is the unshirkable responsibility of STEC.

Key Word Two: Vision

Let’s consider today’s city operation and management from the dimension of a city’s future.

The key to this adjustment lies in the change of visions. We should judge today’s city management in the terms of the future of a city, rather than simply ensure facilities are intact, clean and safe to meet the basic needs. The vision of SUCUOC is to become a technologically intensive outstanding management enterprise with a well-known brand. To accomplish this vision, we must change our past practice of giving a priority to construction and engage in construction and management with a view to improving and serving future city operation.

STEC has determined a clear strategy for the stock corporation on the whole, which contains two parts: one is construction and the other is operation. The corporation is an integrated service provider that should combines urban construction with operation, and all innovation, transformation, and environmentally friendly and green ideas and concepts should serve the two parts.

We are glad to see that over the past two years our vision has been accepted by grass roots. Our work (including the digital platforms and smart traffic that is underway) is all serving infrastructure operation. For example, we consciously fulfill the needs of future operation in construction, and we provide digital files and form digital assets while completing a project.

The most important work, therefore, lies not in the management of construction but in the management of future operation. We will set up many companies to serve the two part of work. Our starting point is the vision of the entire stock corporation and our footing lies in operation. And this is the unavoidable trend for our future development.

On the other hand, we should carry out management with the idea of upgrading a city. In the future it is unlikely to demolish and reconstruct a city on a large scale. In the past the purpose of our research is to meet the needs of construction, while now we do research to make our facilities play a reasonable role in operation and make our city a convenient place to live. To upgrade our city, we need data. And where are the most data available? In city operation, who should effectively utilize and manage such massive data? The answer is integrated operation service provider. This represents the future development trend of a city.

Key Word Three: Upgrading

Improve capability and standards and turn fragmentary management ideas into systematic management mode

SUCUOC is not established by reorganizing the original structure. STEC Shanghai Municipal Maintenance & Management Co., Ltd., STEC The Operation Management Co., Ltd. Shanghai Pujiang Tunnels and STEC Shanghai Urban Construction Maintaince Management Co., Ltd. keep the rank, welfare and treatment in their original systems unchanged; but what the new group should do is to improve their management capability, their operation quality and standards and turn fragmentary management ideas into systematic management mode. We should formulate unified operation and management standards to meet the demands of markets, and foster new concepts. In addition, we should produce new things, say big data, and should carry out life cycle operation and management of infrastructure through close cooperation with government employers. And finally, we may replace “major repair” with “minor repair”, and avoid the jam of city “arteries” through testing of processes, and improve a city’s operation quality by advanced and fine management.

To achieve this, we should send young cadres and talents to schools, universities and even foreign countries to receive training, so that they may come into contact completely new and international concepts of operation and consider our company’s pattern from an international dimension and a city’s future. We should apply “old experiences” in a flexible way, and more importantly, we should direct our company’s development with “new ideas”. It is expected that in two to five years, even in a shorter time, our efforts will make SUCUOC grow into a really outstanding life cycle city operator and manager and provide cities with top-quality operation and management services.

Key Word Four: Innovation

Chairman Zhang Yan requires the leading group of the newly established SUCUOC to:
Be highly positioned. Your position determines everything. So we should run an enterprise in the circumstances of urban transformation and development. Next, we should study the urban development planning of Shanghai, understand the urban vision described by the current CPC Party Committee of Shanghai Municipality, and solve today’s problems with a view of ensuring Shanghai’s future development.

Keep in mind the overall situation with an eye to the mode guiding city operation, rather than focus on a single project. We should, as “technology leaders”, formulate and unify standards for city operation and promote a city to adopt lifecycle management according to the needs of infrastructure. Then we should help with the common improvement of the design concept, management mode and operation system of the stock corporation.

Have new ideas and utilize new ideas and patterns when setting up a company and arranging its departments. For example, when treating big data on city operation, we should establish research centers, technological centers and information centers, cooperate with scientific research institutions, and affect and serve a city with accumulated data and in-depth data analysis; meanwhile, when organizing a company, we should discard the idea of “selecting an official” and use men of action and finish our tasks in the spirit of doing solid work.

Formulate new operation mechanism. In the future, SUCUOC will undertake projects of long cycle which involve great quantity of work. New departments and administration entities therefore should explore and utilize new systems and mechanisms. For instance, we may introduce entity incentive mechanism into life cycle management. Only in this way can we meet the demands of markets and society. Meanwhile, we should combine good mechanisms, concepts, management and methods with services provided to current projects, and integrate “two sets of system”. The leading group members of SUCUOC should cooperate with and support each other in transition and connection.