華潤置地組織架構調整

地產黑鐵時代

02/03

華潤置地2026年初進行了新一輪組織架構調整和高管人事調動。一、區域整合：從「六城」到「四核」公司對原華東區域的六大城市公司進行了合併重組，形成了全新的四大城市公司格局：• 蘇州公司與南京公司合併，成立新江蘇公司。• 杭州公司與寧波公司合併，成立新浙江公司。• 上海公司與合肥公司也進行了相應的管轄範圍調整與整合。此舉旨在優化資源配置，聚焦核心城市進行深度深耕，以提升在關鍵市場的份額和運營效率。...

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區域整合：從「六城」到「四核」公司對原華東區域的六大城市公司進行了合併重組，形成了全新的四大城市公司格局：• 蘇州公司與南京公司合併，成立新江蘇公司。• 杭州公司與寧波公司合併，成立新浙江公司。• 上海公司與合肥公司也進行了相應的管轄範圍調整與整合。此舉旨在優化資源配置，聚焦核心城市進行深度深耕，以提升在關鍵市場的份額和運營效率。調整後，華潤置地全國開發板塊的地區公司總數變為18個，進一步落實了「總部做專、城市做實」的扁平化管理思路。二、 人事換防：優化配置與強化專業伴隨組織調整，關鍵崗位的人事也進行了同步優化：• 原地方負責人調整：原蘇州總經理王進和原寧波總經理趙繼正，均調任至其他城市公司擔任副總經理，繼續在華潤體系內發揮管理才能。• 集團營銷負責人更換：這是一次重要的人事變動。原華潤置地杭州公司分管營銷的副總經理朱勇（80後，早年出身於萬科蘇南公司）被調任至集團總部，擔任運營管理部副總經理，分管營銷工作。而原集團運營管理部副總金石則調任其他核心崗位。這次人事安排，一方面體現了管理人才的統籌調配，另一方面也引入了頭部房企的成熟經驗，旨在強化集團層面的營銷與運營管控能力。三、 戰略升級：確立「三大麴線」業務群本次調整最核心的戰略宣示，是明確了未來發展的「三大麴線」業務：1. 第一曲線（開發業務）：作為基本盤，將由經驗豐富的高管（如早期幾大區域總）領銜，確保穩健經營。2. 第二曲線（資管業務）：代表未來增長的核心，專注於經營性不動產的資產管理，提升長期價值。3. 第三曲線（有巢與養老業務）：聚焦「住房租賃」與「養老」兩大民生服務賽道，佈局未來社會需求。這三大業務群分別由三位核心高管主持，構建了 「開發銷售+經營持有+服務生態」 的均衡業務模式，旨在降低對單一開發業務的依賴，以經營性業務的穩定現金流提升公司整體抗風險能力與長期競爭力。總結而言，華潤置地的這次調整是一次系統的主動變革。 它通過 「區域聚焦整合、人才優化配置、戰略清晰錨定」 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