Mission Statement, Vision, & Core Values (2026) of Jinke Property Group Co., Ltd.

Founded on March 20, 1987, Jinke Property Group Co., Ltd. has grown into a multifaceted real estate operator headquartered in Chongqing, with a land bank of about 18.2 million square meters across more than 70 cities, a 2021 revenue of USD 17.42 billion and a 2021 net profit of USD 6.5 billion (up 71.1% year-on-year), even as the company confronts severe headwinds - including a judicial bankruptcy reorganization approved in May 2025 involving debt-to-equity swaps and trust shares and a sharp first-quarter 2025 setback with a net loss of roughly RMB 1.6 billion and revenue down 90% to RMB 753 million - all while proclaiming a mission to "create long-term real value for the overwhelming majority stakeholders," a vision "to be committed to people's better life, take on the leading role in high-quality development," and core values of integrity, innovation, customer orientation, collaboration, and social responsibility that aim to steer its strategic pivot and stakeholder protections

Jinke Property Group Co., Ltd. (000656.SZ) - Intro

• Founded: March 20, 1987 - Headquarters: Chongqing, China
• Business lines: Real estate development & sales, property management, hotel operations
• Land bank (early 2023): ~18.2 million sqm across >70 cities
• Major corporate event: Judicial bankruptcy reorganization approved May 2025 (debt-to-equity swaps, trust shares)

Mission

• Prioritize safe, quality housing delivery and resident services
• Preserve and optimize asset value for creditors, investors, and communities
• Drive recovery through operational efficiency and strategic asset allocation

Vision

Core Values

• Accountability - transparent engagement with creditors, courts, and stakeholders during restructuring.
• Quality - maintain construction, property management, and hospitality standards across remaining operations.
• Prudence - prioritize cash flow preservation, cost control, and disciplined capital allocation.
• Resilience - adapt business models (asset-light, fee-based services) to weather market cycles and regain competitiveness.
• Community - uphold obligations to homeowners and local communities even amid corporate insolvency processes.

Strategic Priorities Aligned with Mission & Vision

• Asset optimization: monetize non-core assets, redeploy proceeds to stabilize core operations.
• Debt restructuring: implement court-approved debt-to-equity swaps and trust-share conversions to reduce leverage.
• Operational focus: shift toward property management and fee-based services where margins and cash visibility improve.
• Stakeholder engagement: maintain clear communication with creditors, bondholders, regulators, and homeowners throughout reorganization.

Jinke Property Group Co., Ltd. (000656.SZ) - Overview

• Long-term real value: prioritizes durable cash flows, asset quality and recoverable book value over one-off profit management.
• Overwhelming majority stakeholders: explicitly broad target including retail shareholders, bondholders, employees, customers, suppliers and local communities.
• Stabilization during restructuring: mission underpins policies to protect livelihoods, maintain payroll and secure contracted construction and property services amid financial reorganization.
• Sustainability orientation: shifts toward asset-light projects, rental & property services expansion, and disciplined land investment to reduce cyclical exposure.

• Cash preservation: tighter capex, selective launches and accelerated collections to improve liquidity turnaround.
• Creditor engagement: restructuring proposals and asset disposals targeted to reduce high-cost borrowings and extend maturities.
• Employee protection: retention measures and continued delivery of contracted projects to safeguard jobs and brand trust.
• Customer confidence: warranty, completion and after-sales commitments maintained to preserve long-term sales momentum.

Jinke Property Group Co., Ltd. (000656.SZ) - Mission Statement

• Customer-first orientation: prioritize livability, safety, and experience in residential and commercial projects.
• Quality-driven execution: raise construction and design standards to shape premium built environments.
• Comprehensive operator model: transition from pure developer to integrated property operator delivering lifecycle services.
• Responsibility to stakeholders: balance profitable growth with financial prudence and social responsibilities.

• A human-centered approach: design and operate assets to improve daily life, convenience, and wellbeing for end users.
• Industry leadership in quality and innovation: set benchmarks for construction quality, environmental performance, and service standards.
• Strategic pivot: evolve toward integrated property and asset management, emphasizing recurring service revenue and higher-margin operations.

• Product mix: increased focus on mid-to-high-end residential communities, mixed-use developments, and serviced properties that support long-term value.
• Service extension: expand property management, smart-living solutions, and community services to enhance customer retention and recurring income.
• Quality assurance: reinforce project management, supply-chain controls, and construction supervision to reduce defects and warranty costs.
• Capital allocation: emphasize capital-efficient projects and monetization of completed assets to manage leverage while investing in service capabilities.

• Management incentives linked to quality, customer feedback, and recurring revenue growth.
• Investment in digital platforms and building technologies to enable smart-living features and operational efficiency.
• Risk controls to manage project delivery timelines, supply-chain stability, and capital structure.

Jinke Property Group Co., Ltd. (000656.SZ) - Vision Statement

• Becoming a top-tier integrated property developer with excellence in living, commercial, and community services.
• Embedding green, low‑carbon building practices across projects to support national and local sustainability targets.
• Delivering superior, personalized customer experiences via digital platforms and service innovations.
• Driving shareholder value through disciplined financial management and market-oriented product portfolios.

• Integrity: rigorous compliance, transparent disclosures, and supplier/partner codes of conduct that reduce operational and reputational risk.
• Innovation: sustained R&D and digital transformation investments to raise product competitiveness and operational efficiency.
• Customer Orientation: customer satisfaction KPIs, service response SLAs, and tailored product offerings for diverse buyer segments.
• Collaboration: cross‑functional teams and strategic joint ventures to accelerate project delivery and optimize capital deployment.
• Social Responsibility: community programs, affordable housing participation, and measurable environmental initiatives (energy, water, waste reductions).

• Integrity → improved disclosure timeliness, lower governance incidents, and strengthened internal controls across finance and procurement.
• Innovation → R&D spending growth year‑on‑year; pilots in prefabrication and smart home systems reducing construction cycle times and warranty claims.
• Customer Orientation → Net Promoter Score (NPS) programs, after‑sales service centers expansion, and digital CRM adoption to lift repeat‑buyer rates.
• Collaboration → JV project pipelines and partnership frameworks that optimize land acquisition costs and share execution risk.
• Social Responsibility → community investment programs, green building certifications (e.g., China Three Star / LEED where applicable), and measurable reductions in energy intensity per sq.m.

• Quality & Product: Standardized modular construction and tightened supplier KPIs have shortened delivery timelines and reduced defects.
• Service & Experience: Digital service portals and on‑site service teams improved customer response times and increased satisfaction scores.
• Environmental Initiatives: Adoption of energy‑efficient systems and waste management protocols across new projects to lower operational carbon intensity.