On July 14, CR Healthcare's mid-year 2020 business meeting was held at Shenzhen, and the meeting set up separate video venues in Hong Kong, Beijing, Shenyang, and Pingxiang. More than 50 people attended the meeting, which are including Wang Chuncheng, deputy general manager of CR Group, relevant leading colleagues of CR Strategy Department and Finance Department, CR Healthcare Management Team, heads of various departments, Management Team from Liaoning and Jiangxi Company of CR Healthcare and Management Team from member hospitals .
Yu Hai(Vice chairman and senior deputy general manager of CR Healthcare ) presided over the meeting. Four management team members reported on CR Healthcare's operations, finance, organizational restructuring and informatization in the first half of the year.
In the first half of 2020, while resolutely preventing and controlling the epidemic, CR Healthcare has steadily promoted the resumption of work and production. Through the construction of a full-value supply chain, cost reduction and efficiency enhancement, etc., the company had done well in turnover, operating profit, net profit, and operating net cash. At the same time, CR Healthcare implemented organizational restructuring, which is problem-oriented, from top to bottom, layer by layer. The work has achieved remarkable results.
Subsequently, Song Qing(chairman of CR Healthcare) commented on the company's work in the first half of 2020, and clarified the focus and requirements of the work in the second half of the year. He pointed out that CR Healthcare has both opportunities and challenges. It is CR Healthcare's goal to explore a sustainable business model and form a profit model. In the first half of the year, CR Healthcare has established relatively concentrated medical institutions in the region, and has achieved significant results in stages through full-value supply chain management, cost reduction and efficiency enhancement, and organizational restructuring.
In the second half of the year, we will explore how to form differentiated competitive advantages through deepening full-value supply chain management, establishing service brands, focusing on Internet medical construction, deepening organizational reshaping, building value creation platforms, and strengthening talent echelon building. At the same time, we should take opportunities for state-owned enterprises to reform and obtain more high-quality medical resources.
Deng Ronghui(Assistant Director of the Strategy Department of CR Group) commented on CR Healthcare’s work in the first half of the year. He pointed out that CR Healthcare’s operating data in the second quarter has recovered very well. It is hoped that CR Healthcare will continue to make efforts to strengthen the integration of new units, improve quality and efficiency, and strive to achieve the budget targets. Under the situation of normalization of the epidemic situation, CR Healthcare will continue to strengthen basic management, improve the level of informatization, accelerate the construction of Internet hospitals, use superior resources, and achieve economies of scale. CR Healthcare should clarify the role of CR Healthcare's in CR's big Health industry by the "13th Five-Year" strategy review and the "14th Five-Year" strategy formulation work.
Wang Chuncheng made a concluding speech at the meeting. He fully affirmed CR Healthcare's outstanding achievements in fighting the epidemic, resuming work and production and restructuring in the first half of the year, and expressed his gratitude to all units and all employees who participated in the fight against the epidemic and resumption of production on behalf of CR Group. He hopes that CR Healthcare will continue to face the difficulties in the next stage of work, and keep working hard. He hopes CR healthcare can do something in completing the annual business plan goals, strengthening the acquisition of external resources, promoting the construction of a full-value supply chain, deepening organizational reshaping, promoting team culture integration, strengthening party building, carrying out the "13th Five-Year Plan" strategic review and formulate the "14th Five-Year Plan" planning. He hopes CR Healthcare can build a solid foundation and promote the steady and long-term development of the company's various undertakings.
This mid-year business meeting further clarified the work direction, work requirements and key tasks of CR Healthcare in the second half of the year, and inspired the enthusiasm of the staff of CR Healthcare. The achievements in the first half of the year were hard-won, and the work in the second half of the year is a long way to go. CR Healthcare will continue to grasp the business objectives of the business plan, strengthen its advantages, make up for its shortcomings, deepen the construction of a full-value supply chain, restructure the organization, reduce costs and increase efficiency, ride the wind and waves in the development wave of the investment and operation business of medical institutions, bravely rise to the forefront.
