As China’s economy steps into a critical stage of high-quality development, the engineering consulting industry is undergoing profound changes including digital transformation, international expansion and compliance upgrade. The promotion of major national strategies has opened broad prospects for the industry, while also bringing multiple tests such as intensifying market competition and accelerating technological iteration.
Against this backdrop, Jianjing Investment Consulting Co., Ltd. (hereinafter referred to as "Jianjing Consulting") has always adhered to the corporate mission of "Building Achievements, Benefiting the People", followed the ten-character policy of "Lean, Agile, Resilient, Integrated, Grateful", upheld integrity with the corporate character of "Qing" (Purity) and gathered strength with the corporate philosophy of "Run" (Nurturing). The "Four Dedication Spirits" (wholehearted devotion, diligent hard work, courage to overcome obstacles, bravery to forge ahead) have been integrated into the whole process of operation and management, guiding the company to stay true to its original aspiration and forge ahead amid industry changes.
Recently, Jianjing Consulting held the 2025 Annual Performance Review Conference with the core theme of "Reviewing the Past, Uniting for Strength, Planning for the Future". Gathering core forces from headquarters functional departments, branches and directly affiliated institutions, the conference comprehensively summarized the fruitful achievements of all-round tackling in 2025 and systematically mapped out the development blueprint for empowerment and upgrading in 2026.
From the in-depth breakthroughs in regional markets to the precise empowerment of headquarters functions, from the performance responsibility of the management to the in-depth practice of corporate culture, all Jianjing people have written a solid answer for the company’s high-quality development with hard work and innovation, laying a solid foundation for steadily advancing toward the vision of "Building a World-Class Excellent Consulting Brand" in the new year.
Finance Department (Jin Qing)
Focusing on core financial control functions, the department strictly abided by financial disciplines and integrity bottom lines, efficiently completed the 2026 budget formulation and individual income tax planning, and promoted standardized accounting through organizational restructuring and cross-review. It formulated multiple financial management systems, promoted the standardization of budgeting and accounting, and carried out multi-dimensional fiscal and tax training. The reimbursement control system of "pre-review, in-process review, post-supervision" was improved, and team building was prioritized to create a collaborative and efficient working atmosphere.
Marketing & Business Department (He Xuzhong)
Centering on business expansion and team building, the department adhered to compliance bottom lines and deepened the application of AI tools. It organized bidding training, promoted the construction of bidding and customer resource databases, and improved the regional collaboration mechanism. The annual winning bid amount and rate grew steadily, with outstanding contributions from Class A key projects and high satisfaction from major clients.
Digital Center (Deng Xinshan)
Focusing on digital transformation, the department completed the migration of core system architecture, built an AI invoice recognition system, and connected JiandaoYun with intelligent seals. It maintained 7×24-hour service response, promoted the implementation of the "system-process-system" trinity, greatly improved the manual replacement rate of invoice recognition, and reduced operating costs.
Human Resources Department (Liao Xianjie)
Closely focusing on the talent-strengthening strategy, the department led the Red Eagle & Blue Whale Training Camps, promoted the full-process launch of the HR module of JiandaoYun, and built a multi-dimensional recruitment system. It established a management performance management model, deepened school-enterprise cooperation, and kept the core talent turnover rate at a low level.
General Management Department (Wu Liquan)
Aiming at the transformation of "strategic hub", the department led the acquisition of Class A comprehensive qualification and AAA-level qualification, revised the reimbursement and travel system, and innovated the "special team model" to solve internal control loopholes. It established a supplier database and price comparison mechanism in procurement, and organized humanistic care activities.
Risk Control & Audit Department (Han Chu)
Adhering to the core responsibility of compliance and risk control, the department promoted the construction of anti-bribery management system, completed multiple compliance risk assessments and regional audits, and innovated the pre-risk audit model. The annual rectification rate of audit problems and compliance inspection rate of non-directly affiliated branches reached excellent levels.
Chief Engineer Office (Li Yujie)
Practicing the concept of lifelong learning, Li Yujie obtained a master’s degree in engineering and took the lead in carrying out company-wide quality inspections and building technical bid templates. He assisted regional bidding and customer maintenance, optimized processes with AI, and supported the declaration of Class A comprehensive qualification for engineering consulting.
Chief Engineer Office (Chen Yongsheng)
Focusing on professional integration and standardization, the department promoted the integration of "cost + legal + supervision", constructed multiple index databases and material supplier brand databases, and compiled standardized documents. It participated in the compilation of local quotas and was employed in multiple industry expert positions.
Cooperative Development Center (Chen Junfu)
Centering on the collaborative development of branches, the department built a trinity empowerment system of "system + resources + capabilities", promoted cross-regional cooperation of branches, and coordinated the declaration of Class A qualifications. The annual newly developed branches, invoiced output value and management fee arrival rate maintained a high level.
Management Advisor (Li Bin)
Focusing on strategy implementation and team empowerment, the department led the formulation of the 15th Five-Year strategic plan for the Cooperative Development Center, introduced Huawei management system courses, and promoted the construction of Sicheng Academy. It organized "Morning Tea & Evening Coffee" learning sharing sessions and guided the drafting of international business strategies for Shanghai Branch.
In 2025, the engineering consulting industry faced severe challenges, but under the scientific guidance of the company’s Six Modernization Strategies, all independent accounting branches rooted in regional markets and achieved breakthroughs against trends:
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