DOCSLIB.ORG

(H Share) 1000 NON-AC

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
(H Share) 1000 NON-AC (H Share) 1000 NON-AC CHINA COMMUNICATIONS CONSTRUCTION COMPANY LIMITED ANNUAL REPORT 2020 1 NON-AC CONTENTS Corporate Profile 2 Performance Highlights 3 Chairman’s Statement 7 Business Overview 10 Management’s Discussion and Analysis 33 Report of the Board of Directors 46 Report of the Supervisory Committee 81 Corporate Governance Report 85 Profile of Directors, Supervisors and Senior Management 96 Investor Relations 101 Independent Auditor’s Report 106 Consolidated Statement of Profit or Loss 110 Consolidated Statement of Comprehensive Income 111 Consolidated Statement of Financial Position 112 Consolidated Statement of Changes in Equity 114 Consolidated Statement of Cash Flows 116 Notes to Financial Statements 118 Terms & Glossaries 237 Corporate Information 239 CHINA COMMUNICATIONS CONSTRUCTION COMPANY LIMITED ANNUAL REPORT 2020 2 CORPORATE PROFILE The Company was incorporated on 8 October 2006 and was initiated and founded by CCCG (a state-owned enterprise under the SASAC) through restructuring as approved by the State Council. Its H shares were listed on the Main Board of the Hong Kong Stock Exchange with stock code of 01800.HK on 15 December 2006. It is the first ultra large state-owned infrastructure enterprise entering the overseas capital market. The Company’s A shares were listed on the Shanghai Stock Exchange with stock code of 601800.SH on 9 March 2012, representing a leap-and-bound advance taken by the Company in the course of its development. As a leading transportation infrastructure enterprise in the PRC, the Group is the industry leader in each of its core businesses, namely infrastructure construction, infrastructure design and dredging. Leveraging on its extensive operating experience, expertise and know-how accumulated from projects undertaken across a wide range of areas over the years, the Company is capable of providing integrated solutions throughout each stage of infrastructure projects for its customers. The Company is the world’s largest port, road and bridge design and construction company, and the world’s largest dredging company; it is also the largest international contractor and highway investor in China; and the Company also owns the largest engineering fleet in the world. The Company currently has 37 principal wholly-owned or controlled subsidiaries. The Company operates its businesses in all provinces, cities, and autonomous regions of China, including Hong Kong and Macau Special Administrative Regions, and has established its global presence in 139 countries and regions. As an important holding subsidiary of CCCG, the Company played a decisive role in the business performance of CCCG. CCCG has been rated as a Grade A enterprise in the Operating Results Assessment of State-owned Enterprises conducted by the SASAC for fifteen consecutive years, and it has been rated as a Grade A enterprise in the Party Building Accountability Assessment conducted by the SASAC in consecutive years. CCCG has ranked the first among Chinese enterprises in ENR’s Top International Contractors for fourteen consecutive years. Meanwhile, CCCG ranked the 78th in the Fortune Global 500. Through designing and constructing in state-level engineering construction projects, the Group has set many records recognised as the “first”, the “best” and the “most” in the history of port and bridge construction not only in the PRC but also the rest of Asia and around the world. Construction projects such as the Sutong Yangtze River Bridge, Shanghai Yangshan Deepwater Port, Yangtze River Mouth Deepwater Navigation Channel Regulation Project, Hainan Project, and the Hong Kong-Zhuhai- Macau Bridge reflected the state-of-the-art standard of China, and that of the world. The Group entered the railway market since the market opened and participated in the design and construction of over 130 national key railway projects, including Harbin-Dalian PDL, Beijing-Shanghai PDL, Lanzhou-Chongqing Railway, Lunan High Speed Railway, etc. Meanwhile, the Group proactively participated in the railway projects of “Going Global”, and the Mombasa-Nairobi Railway in Kenya and the Nairobi-Maraba Railway Phase I Project was designed and constructed by the Group on the basis of the construction standards of railway in China. A number of overseas projects of the Company have won the Luban Award, the National Quality Project Award and the ENR’s awards, and have established a number of landmark projects, quality projects, and people’s livelihood projects overseas. The Company places great emphasis on scientific research and development which would improve the Company’s competency and guidance in operation. Following the direction of “making innovations and leapfrog advances in key areas, supporting development and thus creating a better future”, the Company gradually perfects the three-level scientific innovation system, namely the decision-making level of the headquarters, the execution level of secondary enterprises and innovative platforms and the application level of tertiary enterprises and the project division. The Company continues to optimize the structure and layout of innovative platforms and determines to establish a “three-level and three-type” innovative platform system with key laboratories, R&D centres and enterprise technology centres at national, provincial and group levels as the core, to achieve the objectives to establish three types of scientifically innovative platform by carry out fundamental research on application at key laboratories, engineering and industrial R&D at R&D centres, and supporting production and operation at enterprise technology centres. The Company has a total of 13 innovation platforms at national level, 78 innovation platforms at provincial level and 19 innovation platforms at group level, totaling 110 innovation platforms of all types and at all levels altogether. This basically forms a group of innovation platforms that covers each session within the innovation chain and assembles the characteristics of fundamental research on applications, technology research and development, achievement transformation, and industrialization. The Company owns 11 Post-Doctoral research centres and 3 academician research centres and has systematically nurtured a pool of scientific experts and a professional innovation team by leveraging on innovation platforms and the establishment of key scientific research projects and key engineering projects to create a nurturing model of a “three-in-one” professional team of scientific calibers with its resources on talents, teams and platforms. In 2020, a leading group for scientific and technology innovation and core technology breakthroughs, a high-end scientific and technology think tank and a special committee of young scientific and technology backbones were set up, which, together with the Company’s expert committee, form a sound “1+3” decision-making and consultation system for science and technology innovation of the Company. The Company has been accumulatively awarded with 40 National Science and Technology Advancement Awards, 5 Technological Invention Awards, 100 Luban Awards, 295 National Quality Project Awards (including 31 golden awards), 93 Zhan Tianyou Awards, 2 Chinese Golden Patent Awards and 24 Chinese Outstanding Patent Awards. The Company has accumulatively participated in the compilation of 111 national standards and 406 industry standards that have been promulgated, and had a total of 13,697 authorized patents. The Group owns a diverse range of specialised equipment, including modern dredging vessels, various equipment for marine and onshore engineering, as well as various state-of-the-art machinery and equipment for investigation, design and research, which gives the Group competitive advantages to win and perform contracts for challenging large-scale complex projects. By insisting on the vision of “making the world more expedite, making the city more habitable, making life more beautiful”, adhering to the corporate mission “fostering sustainable development with firm foundation and good morality”, and persisting on the corporate spirit of “communicating with the world and constructing without boundaries”, CCCC will spare no efforts to become a globally competitive world-class enterprise with technology, management and quality and start a new journey of high-quality development in the new era. CHINA COMMUNICATIONS CONSTRUCTION COMPANY LIMITED ANNUAL REPORT 2020 3 PERFORMANCE HIGHLIGHTS For the year ended 31 December RMB million (except per share data) 2020 2019 Change (%) Revenue 624,495 553,114 12.9 Gross Profit 80,036 69,297 15.5 Operating Profit 34,405 34,132 0.8 Profit attributable to owners of the Company 16,475 19,999 (17.6) Basic earnings per share (RMB)(Note 1) 0.92 1.16 (20.7) As at 31 December RMB million 2020 2019 Change (%) Total assets 1,304,169 1,123,414 16.1 Total liabilities 946,365 827,004 14.4 Total equity 357,804 296,410 20.7 Capital and reserves attributable to owners of the Company 245,071 229,916 6.6 For the year ended 31 December Value of New Contracts 2020 2019 RMB million Number of projects Value of Contracts Value of Contracts Change (%) Infrastructure Construction Business 2,166 950,883 851,924 11.6 －Port Construction 407 37,942 28,405 33.6 －Road and Bridge Construction 609 276,907 272,622 1.6 －Railway Construction 28 15,455 16,941 (8.8) －Urban Construction 859 418,912 346,172 21.0 －Overseas Projects 263 201,667 187,784 7.4 Infrastructure Design Business 5,105 47,730 47,509 0.5 Dredging Business 578 58,837 52,783 11.5 Other Businesses N/A 9,349 12,467 (25.0) Total N/A 1,066,799 964,683 10.6 As at 31 December Backlog 2020 2019 RMB million Number of projects Value of Contracts Number of projects Value of Contracts Infrastructure Construction Business 5,483 2,602,729 6,604 1,810,347 Infrastructure Design Business 16,229 129,743 10,849 85,062 Dredging Business 2,076 170,065 1,658 95,017 Other Businesses N/A 7,785 N/A 11,460 Total N/A 2,910,322 N/A 2,001,886 Notes: 1. In calculating the amount of basic earnings per share, the interests/dividends with an aggregate amount of RMB1,586 million shall be excluded from profits 2.
Load more

Recommended publications
  • Chapter 5 Sinicization and Indigenization: the Emergence of the Yunnanese
    Between Winds and Clouds Bin Yang Chapter 5 Sinicization and Indigenization: The Emergence of the Yunnanese Introduction As the state began sending soldiers and their families, predominantly Han Chinese, to Yunnan, 1 the Ming military presence there became part of a project of colonization. Soldiers were joined by land-hungry farmers, exiled officials, and profit-driven merchants so that, by the end of the Ming period, the Han Chinese had become the largest ethnic population in Yunnan. Dramatically changing local demography, and consequently economic and cultural patterns, this massive and diverse influx laid the foundations for the social makeup of contemporary Yunnan. The interaction of the large numbers of Han immigrants with the indigenous peoples created a 2 new hybrid society, some members of which began to identify themselves as Yunnanese (yunnanren) for the first time. Previously, there had been no such concept of unity, since the indigenous peoples differentiated themselves by ethnicity or clan and tribal affiliations. This chapter will explore the process that led to this new identity and its reciprocal impact on the concept of Chineseness. Using primary sources, I will first introduce the indigenous peoples and their social customs 3 during the Yuan and early Ming period before the massive influx of Chinese immigrants. Second, I will review the migration waves during the Ming Dynasty and examine interactions between Han Chinese and the indigenous population. The giant and far-reaching impact of Han migrations on local society, or the process of sinicization, that has drawn a lot of scholarly attention, will be further examined here; the influence of the indigenous culture on Chinese migrants—a process that has won little attention—will also be scrutinized.
    [Show full text]
  • Agreements That Have Undermined Venezuelan Democracy Xxxxxxxxxxxxxxxxxxxxxxthe Chinaxxxxxxxxxxxxxxxxxxxxxx Deals Agreements That Have Undermined Venezuelan Democracy
    THE CHINA DEALS Agreements that have undermined Venezuelan democracy xxxxxxxxxxxxxxxxxxxxxxThe Chinaxxxxxxxxxxxxxxxxxxxxxx Deals Agreements that have undermined Venezuelan democracy August 2020 1 I Transparencia Venezuela THE CHINA DEALS Agreements that have undermined Venezuelan democracy Credits Transparencia Venezuela Mercedes De Freitas Executive management Editorial management Christi Rangel Research Coordinator Drafting of the document María Fernanda Sojo Editorial Coordinator María Alejandra Domínguez Design and layout With the collaboration of: Antonella Del Vecchio Javier Molina Jarmi Indriago Sonielys Rojas 2 I Transparencia Venezuela Introduction 4 1 Political and institutional context 7 1.1 Rules of exchange in the bilateral relations between 12 Venezuela and China 2 Cash flows from China to Venezuela 16 2.1 Cash flows through loans 17 2.1.1 China-Venezuela Joint Fund and Large 17 Volume Long Term Fund 2.1.2 Miscellaneous loans from China 21 2.2 Foreign Direct Investment 23 3 Experience of joint ventures and failed projects 26 3.1 Sinovensa, S.A. 26 3.2 Yutong Venezuela bus assembly plant 30 3.3 Failed projects 32 4 Governance gaps 37 5 Lessons from experience 40 5.1 Assessment of results, profits and losses 43 of parties involved 6 Policy recommendations 47 Annex 1 52 List of Venezuelan institutions and officials in charge of negotiations with China Table of Contents Table Annex 2 60 List of unavailable public information Annex 3 61 List of companies and agencies from China in Venezuela linked to the agreements since 1999 THE CHINA DEALS Agreements that have undermined Venezuelan democracy The People’s Republic of China was regarded by the Chávez and Maduro administrations as Venezuela’s great partner with common interests, co-signatory of more than 500 agreements in the past 20 years, and provider of multimillion-dollar loans that have brought about huge debts to the South American country.
    [Show full text]
  • Shanghai Municipal Commission of Commerce Belt and Road Countries Investment Index Report 2018 1 Foreword
    Shanghai Municipal Commission of Commerce Belt and Road Countries Investment Index Report 2018 1 Foreword 2018 marked the fifth year since International Import Exposition Municipal Commission of Commerce, President Xi Jinping first put forward (CIIE), China has deepened its ties releasing the Belt and Road Country the Belt and Road Initiative (BRI). The with partners about the globe in Investment Index Report series Initiative has transformed from a trade and economic development. to provide a rigorous framework strategic vision into practical action President Xi Jinping has reiterated at for evaluating the attractiveness during these remarkable five years. these events that countries should of investing in each BRI country. enhance cooperation to jointly build Based on extensive data collection There have been an increasing a community of common destiny and in-depth analysis, we evaluated number of participating countries for all mankind , and the Belt and BRI countries' (including key and expanding global cooperation Road Initiative is critical to realizing African nations) macroeconomic under the BRI framework, along with this grand vision. It will take joint attractiveness and risks, and identified China's growing global influence. By efforts and mutual understanding to key industries with high growth the end of 2018, China had signed overcome the challenges ahead. potential, to help Chinese enterprises BRI cooperation agreements with better understand each jurisdiction's 122 countries and 29 international Chinese investors face risks in the investment environment. organizations. According to the Big BRI countries, most of which are Data Report of the Belt and Road developing nations with relatively The Belt and Road Country (2018) published by the National underdeveloped transportation and Investment Index Report 2017 Information Center, public opinion telecommunication infrastructures.
    [Show full text]
  • The Top 225 Global Contractors
    The Top 225 International Contractors The Top 225 Global Contractors August 18, 2008 This annual issue ranks the 225 largest construction contracting firms from around the world. It also ranks the largest firms in a wide variety of market sectors and geographic markets: Building, Manufacturing, Power, Water, Industrial/Petroleum, Transportation, Hazardous Waste, Sewer/Waste and Telecommunications. In addition, readers will get insights from executives of these top firms about the markets and issues affecting the industry around the world. This and other ENR survey issues are used as reference tools throughout the industry. Companies are ranked according to construction revenue generated in 2007 in US$ millions. Main story: "Prices Soar in a Boom Market" Tables - The 2008 Top 225 International Contractors based on Contracting Revenue from Projects Outside Home Country (with description about how to use the tables) - The 2008 Top 225 Global Contractors based on Total Firm Contracting Revenue (with descriptions about how to use the tables) - The 2008 Top 225 At a Glance: Volume, Profitability, Professional Staff, Backlog, Market Analysis, International Regions - Top 10 by Market: Building, Manufacturing, Power, Water, Transportation, Hazardous Waste, Sewer/Waste, Telecommunications - Top 20 Non-US Firms in International Construction Management/Program Management Fees - Top 20 Non-US in Total CM/PM Fees - Top 10 By Region: Middle East, Asia, Africa, Latin America/Caribbean, Europe, U.S., Canada - How the Top 225 International Contractors Shared the 2007 Market - Where to Find The Top 225 International Contractors - Where to Find The Top 225 Global Contractors Web Only Supplements: "Subsidiaries By Rank"-includes in-depth listings of each firm's subsidiaries "Where the 2008 Top 225 Contractors Worked"-lists the countries in which these firms had work or offices during 2007.
    [Show full text]
  • STOXX Greater China 80 Last Updated: 01.08.2017
    STOXX Greater China 80 Last Updated: 01.08.2017 Rank Rank (PREVIOU ISIN Sedol RIC Int.Key Company Name Country Currency Component FF Mcap (BEUR) (FINAL) S) TW0002330008 6889106 2330.TW TW001Q TSMC TW TWD Y 113.9 1 1 HK0000069689 B4TX8S1 1299.HK HK1013 AIA GROUP HK HKD Y 80.6 2 2 CNE1000002H1 B0LMTQ3 0939.HK CN0010 CHINA CONSTRUCTION BANK CORP H CN HKD Y 60.5 3 3 TW0002317005 6438564 2317.TW TW002R Hon Hai Precision Industry Co TW TWD Y 51.5 4 4 HK0941009539 6073556 0941.HK 607355 China Mobile Ltd. CN HKD Y 50.8 5 5 CNE1000003G1 B1G1QD8 1398.HK CN0021 ICBC H CN HKD Y 41.3 6 6 CNE1000003X6 B01FLR7 2318.HK CN0076 PING AN INSUR GP CO. OF CN 'H' CN HKD Y 32.0 7 9 CNE1000001Z5 B154564 3988.HK CN0032 BANK OF CHINA 'H' CN HKD Y 31.8 8 7 KYG217651051 BW9P816 0001.HK 619027 CK HUTCHISON HOLDINGS HK HKD Y 31.1 9 8 HK0388045442 6267359 0388.HK 626735 Hong Kong Exchanges & Clearing HK HKD Y 28.0 10 10 HK0016000132 6859927 0016.HK 685992 Sun Hung Kai Properties Ltd. HK HKD Y 20.6 11 12 HK0002007356 6097017 0002.HK 619091 CLP Holdings Ltd. HK HKD Y 20.0 12 11 CNE1000002L3 6718976 2628.HK CN0043 China Life Insurance Co 'H' CN HKD Y 20.0 13 13 TW0003008009 6451668 3008.TW TW05PJ LARGAN Precision TW TWD Y 19.7 14 15 KYG2103F1019 BWX52N2 1113.HK HK50CI CK Property Holdings HK HKD Y 18.3 15 14 CNE1000002Q2 6291819 0386.HK CN0098 China Petroleum & Chemical 'H' CN HKD Y 16.4 16 16 HK0823032773 B0PB4M7 0823.HK B0PB4M Link Real Estate Investment Tr HK HKD Y 15.4 17 19 HK0883013259 B00G0S5 0883.HK 617994 CNOOC Ltd.
    [Show full text]
  • China in Latin America: the Storm on the Horizon Investigating Chinese Investment and Its Effects in Colombia, Ecuador, and Bolivia Christina Pendergrast
    Prospectus Pendergrast 1 China in Latin America: The Storm on the Horizon Investigating Chinese Investment and its Effects in Colombia, Ecuador, and Bolivia Christina Pendergrast Over the past decade, China has steadily increased its economic presence throughout the global south.1 However, when it comes to scholarly analysis of Chinese investment policy, much of the scholarly focus has been placed on Africa despite major Chinese investments throughout Latin America. I plan to investigate the nature of Chinese investment in Latin America and how China plans to benefit from said investments. Therefore, this project seeks to discover: What kind of influence is China generating in Latin America through its economic investments, and how does/will that influence affect the balance of power in the region? This question interests me largely due to my experience within the realm of national security. While I was working with the State Department, I learned of the priority placed on China within the Intelligence Community. There were so many facets to the issue that it was hard to keep track of them all; however, I naturally gravitated towards the analysis of Chinese involvement in less developed countries. I had read about Chinese projects in Africa during my work with the Cipher Brief writing about developments in Africa, and to a lesser extent heard about China in the context of my Latin America regional classes. So, to research China in Latin America is a way that I can learn more about a topic relevant to the career I aspire to while contextualizing that new region within an area I am already familiar with.
    [Show full text]
  • 2016 Top 250 International Contractors – Subsidiaries by Rank Rank Company Subsidiary Rank Company Subsidiary
    Overview p. 38 // International Market Analysis p. 38 // Past Decade’s International Contracting Revenue p. 38 // International Region Analysis p. 39 // 2015 Revenue Breakdown p. 39 // 2015 New Contracts p. 39 // Domestic Staff Hiring p. 39 // International Staff Hiring p. 39 // Profit-Lossp. 40 // 2015 Backlog p. 40 // Top 10 by Region p. 40 // Top 10 by Market p. 41 // Top 20 Non-U.S. International Construction/Program Managers p. 42 // Top 20 Non-U.S. Global Construction/Program Managers p. 42 // VINCI Builds a War Memorial p. 43 // How Contractors Shared the 2015 Market p. 44 // How To Read the Tables p. 44 // Top 250 International Contractors List p. 45 // International Contractors Index p. 50 // Top 250 Global Contractors List p. 53 // Global Contractors Index p. 58 THE FALCON EMERGES Turkey’s Polimeks is building the NUMBER 40 $2.3-billion Ashgabot International Airport in Turkmenistan. The terminal shape is based on a raptor species. PHOTO COURTESY OF POLIMAEKS INSAATTAAHUT VE SAN TIC. AS TIC. VE SAN OF POLIMAEKS INSAATTAAHUT PHOTO COURTESY International Contractors Seeking Stable Markets Political and economic uncertainty in several regions have global firms looking for markets that are reliable and safe By Peter Reina and Gary J. Tulacz enr.com August 22/29, 2016 ENR 37 0829_Top250_Cover_1.indd 37 8/22/16 3:52 PM THE TOP 250 INTERNATIONAL CONTRACTORS 27.9% Transportation $139,563.9 22.9% Petroleum 21.4% Int’l Market Analysis $114,383.2 Buildings $106,839.6 (Measured $ millions) 10.8% Power $54,134.5 6.0% Other 2.2% 4.1% $29,805.5 0.8% Manufacturing Industrial Telecom $10,808.9 $20,615.7 $ 4,050.5 2.8% 0.2% 1.0% Water Hazardous Sewer/Waste $13,876.8 Waste $4,956.0 $1,210.5 SOURCE: ENR DATA.
    [Show full text]
  • Analysis and Evaluation of the Beijing Metro Project Financing Reforms
    Advances in Social Science, Education and Humanities Research, volume 291 International Conference on Management, Economics, Education, Arts and Humanities (MEEAH 2018) Analysis and Evaluation of the Beijing Metro Project Financing Reforms Haibin Zhao1,a, Bingjie Ren2,b, Ting Wang3,c 1Ministry of Transport Research Institute, Chaoyang, Beijing, China,100029; 2Beijing Urban Construction Design & Development Group Co., Limited, Xicheng, Beijing, China,100037; 3School of Civil Engineering, Beijing Jiaotong University, Haidian, Beijing, China, 100044. [email protected], [email protected], [email protected] Keywords: metro; financing; marketisation; reform Abstract. The construction and operation of a metro system are costly, and the sustainable development of a metro system is difficult using government funding alone, particularly for developing countries. The main source for metro system financing in China is, currently, government budget and bank debt. Many cities have begun to seek new ways to attract funds from finance markets, which is increasing the need for the evaluation of metro financing. This study uses Beijing as a case study that utilises various financing modes with impressive results. As participants of the financing reform, the authors collected all the relative government documents and interviewed stakeholders to accomplish this work. This article reviews the development of financing modes for the Beijing Metro system during the last four decades and analyses the role of the government in the reformed financing system within the Chinese social political environment. The study addresses the advantages and challenges of the reforms in this context. To further analyses the technical processes of typical financing modes, the public-private partnership mode of Line 4, the BT mode of Olympic Branch Line, the insurance claim mode of Line 10 and the failure of the market oriented financing for Capital Airport Line are analysed and evaluated in detail.
    [Show full text]
  • Greentown China Holdings Limited
    Hong Kong Exchanges and Clearing Limited and The Stock Exchange of Hong Kong Limited take no responsibility for the contents of this announcement, make no representation as to its accuracy or completeness and expressly disclaim any liability whatsoever for any loss howsoever arising from or in reliance upon the whole or any part of the contents of this announcement. GREENTOWN CHINA HOLDINGS LIMITED (Incorporated in the Cayman Islands with limited liability) (Stock Code: 03900) ANNOUNCEMENT OF ANNUAL RESULTS FOR THE YEAR ENDED 31 DECEMBER 2020 HIGHLIGHTS • Total contracted sales achieved RMB289.2 billion, representing a year-on-year increase of 43%; • 85 projects were newly added, with a total GFA of approximately 20.41 million sqm and estimated saleable amount of RMB328.8 billion, representing a substantial year- on-year increase of 60%; • Revenue amounted to RMB65.783 billion, representing a year-on-year increase of 6.8%; profit for the year amounted to RMB5.763 billion, representing a year-on-year increase of 46.5%; • Profit attributable to owners amounted to RMB3.796 billion, representing a year-on- year increase of 53.1%; • As at 31 December 2020, bank balances and cash (including pledged bank deposits) totaled RMB65.203 billion (as at 31 December 2019: RMB51.894 billion); net gearing ratio was 63.8%, which remained at a reasonable level; • Weighted average interest cost of total borrowings was 4.9%, representing a decrease of 40 bps as compared to 5.3% in 2019; • Basic earnings per share was RMB1.05, representing a year-on-year increase of 90.9%; the Board has recommended payment of a final dividend of RMB0.35 per share for the year ended 31 December 2020 (2019: RMB0.30 per share).
    [Show full text]
  • Risk Analysis in Construction Stage of Urban Rail Transit
    Risk Analysis in Construction Stage of Urban Rail Transit Mao Tian Postgraduate Department, China Academy of Railway Sciences, Daliushu road 2, Beijing, China [email protected] Keywords: Urban rail transit, Risk analysis, Analytic hierarchy process, Consistency test. Abstract: The paper analyses three kinds of packing methods of urban rail transit construction project; Summarizes the main work of preparation stage, financing stage, construction stage and operation stage in urban rail transit project ; Concludes the key risk points of each construction unit. At the same time, according to the analytic hierarchy process model, the paper calculates the weights and importance scores of risk factors in the construction stage. The main risk sources and risk level of construction phase are identified and analysed, lastly the consistency of the results is tested. 1 INTRODUCTION Table 1: The main types of packing methods and typical applications Urban rail transit project risk identification contains many factors and a variety of response measures, Types of packing Typical applications this article focuses on the urban rail transit Non-sunken capital Beijing Metro Line 4, Beijing Metro investment project Line 14, Beijing Metro Line 16, construction phase of risk identification and model Hangzhou Metro Line 1 and Hangzhou response measures. Prerequisites for risk Metro Line 5 identification include the packing method of The overall Urumqi Line 2, Beijing New Airport construction project, main stages and key tasks of investment and Line, Hohhot Line 1 and Line 2, financing project Chengdu New Airport Line urban rail transit, and the division of organization model among the participating units. Overall construction Shenzhen Metro Line 4, Shenzhen + land development Metro Line 6, Foshan Metro Line 2 model 2 RISK PREREQUISITES OF The first is the type of non-sunken capital investment project model, it’s sunk capital part of URBAN RAIL TRANSIT the investment is capital investment by the CONSTRUCTION PHASE government, non-sunken part is that the social capital investment.
    [Show full text]
  • Trams Der Welt / Trams of the World 2021 Daten / Data © 2021 Peter Sohns Seite / Page 1
    www.blickpunktstrab.net – Trams der Welt / Trams of the World 2021 Daten / Data © 2021 Peter Sohns Seite / Page 1 Algeria ... Alger (Algier) ... Metro ... 1435 mm Algeria ... Alger (Algier) ... Tram (Electric) ... 1435 mm Algeria ... Constantine ... Tram (Electric) ... 1435 mm Algeria ... Oran ... Tram (Electric) ... 1435 mm Algeria ... Ouragla ... Tram (Electric) ... 1435 mm Algeria ... Sétif ... Tram (Electric) ... 1435 mm Algeria ... Sidi Bel Abbès ... Tram (Electric) ... 1435 mm Argentina ... Buenos Aires, DF ... Metro ... 1435 mm Argentina ... Buenos Aires, DF - Caballito ... Heritage-Tram (Electric) ... 1435 mm Argentina ... Buenos Aires, DF - Lacroze (General Urquiza) ... Interurban (Electric) ... 1435 mm Argentina ... Buenos Aires, DF - Premetro E ... Tram (Electric) ... 1435 mm Argentina ... Buenos Aires, DF - Tren de la Costa ... Tram (Electric) ... 1435 mm Argentina ... Córdoba, Córdoba ... Trolleybus Argentina ... Mar del Plata, BA ... Heritage-Tram (Electric) ... 900 mm Argentina ... Mendoza, Mendoza ... Tram (Electric) ... 1435 mm Argentina ... Mendoza, Mendoza ... Trolleybus Argentina ... Rosario, Santa Fé ... Heritage-Tram (Electric) ... 1435 mm Argentina ... Rosario, Santa Fé ... Trolleybus Argentina ... Valle Hermoso, Córdoba ... Tram-Museum (Electric) ... 600 mm Armenia ... Yerevan ... Metro ... 1524 mm Armenia ... Yerevan ... Trolleybus Australia ... Adelaide, SA - Glenelg ... Tram (Electric) ... 1435 mm Australia ... Ballarat, VIC ... Heritage-Tram (Electric) ... 1435 mm Australia ... Bendigo, VIC ... Heritage-Tram
    [Show full text]
  • Water Resource Competition in the Brahmaputra River Basin: China, India, and Bangladesh Nilanthi Samaranayake, Satu Limaye, and Joel Wuthnow
    Water Resource Competition in the Brahmaputra River Basin: China, India, and Bangladesh Nilanthi Samaranayake, Satu Limaye, and Joel Wuthnow May 2016 Distribution unlimited This document represents the best opinion of CNA at the time of issue. Distribution Distribution unlimited. Specific authority contracting number: 14-106755-000-INP. For questions or comments about this study, contact Nilanthi Samaranayake at [email protected] Cover Photography: Brahmaputra River, India: people crossing the Brahmaputra River at six in the morning. Credit: Encyclopædia Britannica ImageQuest, "Brahmaputra River, India," Maria Stenzel / National Geographic Society / Universal Images Group Rights Managed / For Education Use Only, http://quest.eb.com/search/137_3139899/1/137_3139899/cite. Approved by: May 2016 Ken E Gause, Director International Affairs Group Center for Strategic Studies Copyright © 2016 CNA Abstract The Brahmaputra River originates in China and runs through India and Bangladesh. China and India have fought a war over contested territory through which the river flows, and Bangladesh faces human security pressures in this basin that will be magnified by upstream river practices. Controversial dam-building activities and water diversion plans could threaten regional stability; yet, no bilateral or multilateral water management accord exists in the Brahmaputra basin. This project, sponsored by the MacArthur Foundation, provides greater understanding of the equities and drivers fueling water insecurity in the Brahmaputra River basin. After conducting research in Dhaka, New Delhi, and Beijing, CNA offers recommendations for key stakeholders to consider at the subnational, bilateral, and multilateral levels to increase cooperation in the basin. These findings lay the foundation for policymakers in China, India, and Bangladesh to discuss steps that help manage and resolve Brahmaputra resource competition, thereby strengthening regional security.
    [Show full text]