As an official themed forum of the China International Fair for Trade in Services (CIFTIS), the 2026 Headquarters Economy Conference and the 6th Building Economy and Urban High-Quality Development Forum convened in Beijing on September 11.

Wang Quan, Deputy General Manager of Huamao Group's Beijing Branch and General Manager of the Office Building Operations Department at Beijing Huamao Center, attended the forum as a featured guest for the summit dialogue session titled "Outstanding Operations: Transforming from 'Landlord' to 'Industry Partner'." The session transcript is as follows.

Moderator Xiang Feng: Mr. Wang, Huamao Center stands as a mature landmark in the core area with established infrastructure, yet market competition remains fierce. Huamao has adopted ESG as a key differentiator. Could you share how Huamao collaborates with tenants to build an ESG-focused building and leverage this to establish a core competitive advantage?

Wang Quan: Huamao's approach is to break down the macro-level "carbon neutrality" goal into actionable, measurable initiatives for each tenant unit. Rather than imposing top-down directives, we have built an ecosystem platform that makes tenants "willing to participate, able to participate, and rewarded for their participation." Our strategy follows three pathways. First, we share infrastructure to lower the green threshold for tenants. Since 2024, Huamao has achieved 100% green electricity operations, procuring over 40 million kWh of green power annually and cutting carbon dioxide emissions by more than 24,000 tons. When the entire building runs on green energy, tenant companies automatically benefit from the carbon reduction advantages of clean power, which converts directly into carbon assets for them. Second, we co-create action initiatives that turn "corporate responsibility" into "community consensus." In 2025, Huamao partnered with the International Green Economy Association and eight other institutions to launch the "Huamao Center ESG Ecosystem Joint Action Initiative," with over 80% of tenants actively participating. This initiative fosters an ESG ecosystem where businesses within the building and the surrounding commercial district collaborate on shared actions. Third, we empower through standard systems, making ESG a quantifiable competitive edge. By introducing a building-level "low-carbon space" certification system, Huamao systematically cascades carbon neutrality targets. Additionally, Huamao actively contributes to industry standard-setting, working to transform its practical experiences into replicable industry norms. Through these efforts, ESG evolves from a burden into a long-term core competitiveness that endures across market cycles.

Moderator Xiang Feng: A second question: Huamao Center has earned the Seven-Star Certification for Outstanding Building Operations, which is a strong endorsement of its operational system. Please provide a systematic overview of Huamao's operational innovations and model. How does the company leverage this certification to further refine and solidify its operational brand and framework while consistently delivering tangible value to tenants?

Wang Quan: The Seven-Star Certification validates our operational system, but more importantly, it has helped us systematically articulate "what we are doing right." Our operational innovation can be summarized with three key concepts: all-hours service, customer co-creation, and smart symbiosis. All-hours service stems from Huamao's natural advantages as a mixed-use complex, with self-owned property and a complete ecosystem that encourages tenant employees to stay longer, strengthens engagement, and naturally boosts lease renewal rates. Customer co-creation is embodied in our "Black Diamond Club," which now brings together 102 leading industry enterprises and over 200 business decision-makers, creating genuine business partnerships and networking opportunities. It is not just about service, but about empowerment. Smart symbiosis relies on our self-developed IOC intelligent operations platform, which covers more than 3,400 pieces of equipment and over 12,000 monitoring points across the building, making demand response more precise and problem resolution more efficient. What we have distilled is an operations system that is time-tested, consistently value-creating, and advancing in step with modern technology. The Seven-Star Certification is not a finish line, but a springboard. It helps us solidify standards, brand our outputs, and turn operations themselves into a recognizable and trustworthy product.

Moderator Xiang Feng: Huamao's footprint extends beyond Beijing, with projects in Shanghai, Suzhou, and Nanjing. Please share your experiences in expanding to other cities. What challenges arise when replicating operational systems across cities, and how do you balance standardization with localization?

Wang Quan: When replicating across cities, our key insight is that standardization applies to "principles" and "baselines," while localization applies to "expression" and "content." "Responsibility to the city, responsibility to society, and responsibility to history" forms the shared DNA of all Huamao projects. The guiding philosophy woven throughout is "making clients successful." This is not just a slogan, but the foundation of our operational approach. Regardless of the city, green operational standards, customer service systems, and quality control baselines must remain consistent. The Suzhou and Nanjing projects have all adopted Beijing's standards for green building, smart operations, and ESG practices. We recognize that when clients choose Huamao, they are fundamentally selecting a trusted "partner for success," not just a building. However, cultural understanding cannot be fully replicated, and content expression must be localized. The Suzhou project restored the Ming Dynasty Zizhi Garden, blending the essence of 2,500 years of Suzhou waterway culture with an international, forward-looking vision. The Nanjing Huamao Center draws on the scenic Xuanwu Lake to craft a "lakeside metropolitan lifestyle." The Shanghai project integrates local heritage buildings with fashion and art to create a differentiated commercial offering. The real challenge lies in how to preserve brand consistency while allowing each project to develop its own "local character." Our answer is to operate within the framework of "three responsibilities," giving local teams ample space to understand and engage with their city, while also granting them full autonomy under the "making clients successful" service philosophy, since every city's clients have tailored needs. The standardized operations manual addresses "how to do things right," while localized content creation addresses "how to be appreciated." The "making clients successful" philosophy is the thread that ties both together.