Cement Character Series: Infinite Scenery at the Peak, People Who can Do Subtraction can Walk Accurately — — Jiang Xiaomeng

Cement is a great cause, carrying the people's yearning for a better life, and laying a solid foundation for economic and social development. Over the past decades, China's cement industry has been developing continuously and making great progress, realizing the technological leap from shaft kiln to new dry process, completing the transformation from following to leading in the world, and becoming a basic industry with great international competitiveness in China. In the course of the vigorous development of the cement industry, a large number of dedicated outstanding figures have emerged, who have profoundly reshaped the development pattern of China's cement industry and injected strong impetus into the iterative upgrading of the industry. In the near future, China Cement Network will review the industry figures who have made outstanding contributions to China's cement industry from a third-party perspective.

Today, Jiang Xiaomeng, Party Secretary and Chairman of Zhejiang Jianfeng Group Co., Ltd.

1. When he took over the baton, Jianfeng was standing at a low ebb

. In 2007, when Jiang Xiaomeng took over as chairman of Jianfeng Group, he was not faced with a generous gift.

In 2006, after 13 years on the market, Pinnacle reached a low ebb. Externally, the mine resources in the province have been divided up, the cement market is excessively competitive, and the price continues to be low; internally, although there is a resounding brand, there is no strong capacity support. There is no room for expansion in the province, lack of funds to go out, coupled with the centralized closure of mechanical shaft kilns, if there is no support from the pharmaceutical business, the performance of listed companies is almost poor.

This is not a succession that has been lifted, but a succession that has been pushed into danger. For more than

20 years before that, the peak took another road. On May 15, 1987, Jinhua Cement Plant was jointly established by several enterprises and units

Diversification is not unreasonable. In November 1994, Jianfeng bought Jinhua Monosodium Glutamate Factory, a state-owned enterprise, for 14 million yuan. Jianfeng Communication Cable Co., Ltd. was completed and put into operation in the same year. In addition, there are ceramics, electronic instruments, mineral water and toll roads. "At that time, there were many fields to enter," Jiang Xiaomeng later recalled, "but we finally found that these were not what the peak really needed, and soon quit."

The problem is that putting eggs in multiple baskets also gets stuck when the main business needs resources.

took office, He put forward the management policy of "strengthening the main business through cooperation and innovation, standardizing scientific development", and led the enterprise to transform from diversified development to relatively diversified and innovative development. After determining the two main industries of cement and medicine, the peak began to withdraw from other industries. The most typical one is real estate-when Hainan real estate is surging, Jianfeng will transfer almost all the shares of Hainan Real Estate Company.

"We must focus on the main business and resist temptation, even if it is a profitable industry like real estate, it is not the industry that the peak is good at." Jiang Xiaomeng said.

This judgment has financial support. In the first half of 2009, the gross profit rate of Jianfeng Pharmaceutical Industry was 19%, and that of Cement Industry was less than 10%. But Jiang Xiaomeng's reason is more than gross profit margin. In his view, Jianfeng's more than ten years of reserves in the field of medicine, business operation experience and the growth space of the health industry are more fundamental convincing. The

peak focuses on two industries that are completely opposite in nature. Jiang Xiaomeng has a clear definition of this: "Cement and medicine are cyclical and non-cyclical complementary industries, but also the two carriages driving the development of Jianfeng Group." The cement industry is characterized by low threshold, large investment, stable income and small risk, which is obviously affected by the fluctuation of the economic cycle; the pharmaceutical industry is characterized by high threshold, large investment, high risk and high return, which is not affected by the economic cycle. Only when the two complement each other can risks be dispersed.

CNBM and Hunan SASAC, Jianfeng Group, Jiangxi Cement and other six companies jointly invested in the formation of

It is a choice that requires judgment to package the cement business in the province and hand it over to the central enterprises. At that time, the Zhejiang market was the province with the highest per capita cement consumption in China. After the war, the price and profit were so low that almost every combatant felt suffocated. Capital from inside and outside the province swarmed in, and the Red Sea had become.

Jiang Xiaomeng sees a win-win situation: for China's building materials, we can make use of the brand, technology and talent advantages of Jianfeng to speed up the pace of integration in Zhejiang Province-Jiande Sanshi, Jiangshan Hushan, Lanxi Sanyuan, Zhejiang Huying, Zhejiang Ma Ma, Songtao and other enterprises have been incorporated into the territory of Jinhua South; For the peak, the replacement of some assets reduces the asset-liability ratio, increases cash flow, jumps out of the vortex of vicious competition, and accelerates other cement investment. Hubei Daye Jianfeng Project, which has been delayed for a long time, was put into operation smoothly in the first half of 2008.

Cooperation also shows a more long-term thinking: Jianfeng retained the "Jianfeng" brand, no transfer, only for the use of Chinese building materials paid. On the basis of ensuring the brand, the peak began to spread rapidly in Hubei, Yunnan, Guizhou and other areas with resources and markets.

Jiang Xiaomeng also learned something in this joint venture. He noted that China's building materials almost do not send people to the acquisition or cooperation of enterprises, but every month with strict data assessment operators, "clear data so that every operator feels fair and just, but also feel pressure.". In Jinhua, Lanxi and Jiande regions, with the southern peak as the center, he creatively implemented the entrusted management model, implemented the "five modernizations + KPI" management, and promoted the integration of private enterprise culture and state-owned enterprise culture.

Across two industry management, Jiang Xiaomeng has his own saying- "drawer" management thinking: "When you deal with cement problems, you open the thinking drawer of cement; when you deal with pharmaceutical affairs, you close the drawer of cement and open the drawer of pharmaceutical industry." This, he says, makes people more focused, more awake, and more focused.

for the interview with China Cement Network." Jiang Xiaomeng made a direct judgment on the situation at that time: the decline in real estate investment was the core factor of the decline in cement demand. At the same time, the continuous release of new production capacity aggravated the overcapacity, and the trust between industries was reduced or even broken, which broke the original synergy situation and made the industry enter a vicious competition.

His response is to return to the simplest proposition.

"In industries with serious homogenization, cost control is the king's way." Jiang Xiaomeng said, "We should constantly pursue excellence and do a good job in high-quality and low-cost manufacturing of products; at the same time, with the implementation of the" double carbon "goal, as a high energy consumption industry, low emissions, energy saving and environmental protection, green production is an inevitable barrier to overcome."."

In recent years, Jianfeng has continuously deepened the upgrading of energy-saving and environmental protection technology, optimized the layout of production lines, strengthened intelligent transformation and reduced production costs.". "In the cement sector, our existing cement enterprises have high-quality mines, advanced equipment, perfect management system and advanced process routes, and have the ability to survive under extreme competitive conditions." He said.

For the positioning of the cement business, the peak uses a word: niche. In order to obtain low resource cost as the primary driving force, investment in Hubei, Yunnan, Guizhou and other places

In an industry where the total volume has peaked, the peak is not only pursuing the ranking in scale, but also leaving a few cents more space than its peers in the cost table of each ton of clinker. In April

2025, Jianfeng Group announced its 2024 annual report: total assets of 7.561 billion yuan, net assets of 5.187 billion yuan, and total profits. 2.

This figure was not easy in the environment at that time. In the words of Jiang Xiaomeng, the development trajectory of any enterprise is composed of one parabola after another, and the key is to see whether the upward line can be drawn again when it declines. Therefore, when enterprises develop smoothly, they should have a sense of crisis, and when they face difficulties, they must have confidence and seek certainty in uncertainty.

His method is fifteen words: "optimize and adjust to make up for shortcomings, reduce costs, improve quality and increase efficiency". When it comes to specific actions, we should continue to increase technological transformation and product innovation, enhance internal control resilience by strengthening internal management, lean production, and using digital means, as well as improve the marketing model and expand product market coverage.

However, the trend of pressure on the main industry has not changed. The annual report of 2025 disclosed in April 2026 shows that Jianfeng Group has achieved an operating income of 2.568 billion yuan, a year-on-year decrease of 10.74%; the net profit attributable to shareholders of listed companies is 412 million yuan, a year-on-year increase of 281.43%; 2. The main source of net profit attributable to the parent company is the sale of equity assets held by Tasly Biomedical Industry Group, a joint venture. 6. During the same period, the company made provision for impairment losses of fixed assets of 160 million yuan and other impairments, which reduced the total annual profit. 2.

This is a report card that needs to be looked at separately. It shows that the complementary structure of "two carriages" does provide a buffer in the trough, and also shows that when the two main industries of cement and medicine face the double pressure of demand and price at the same time, any structural ingenuity can not replace the downward trend of the industry itself.

First, the enterprise culture with strong vitality-the enterprise spirit of "unity and struggle, truth-seeking and innovation, determination to take the lead and climb the peak forever", the enterprise values of "innovation, integrity, tolerance and responsibility", and the work style of "pragmatic and enterprising, steady action, standardized management and effective implementation". Second, it is a road with clear direction and suitable for its own development-focusing on the two leading industries of cement and medicine, and devoting itself to the formation of a dual main business framework with complementary cyclical and non-cyclical performance. Thirdly, it is an endogenous desire for development that matches its own reality- "the expansion of the peak is closely integrated with its own reality, fully considering the scope of its own environmental resources, human resources, capital resources and control resources". Fourth, a management team that highly identifies with the peak culture.

"We should be responsible to shareholders, employees and society." This is what Jiang Xiaomeng often said. By the end of 2024, Jianfeng Group had paid a total of 4.464 billion yuan in taxes and fees since its listing, and paid a total of 1.231 billion yuan in cash dividends to shareholders. 1.

In addition to the chairman of Jianfeng Group, Jiang Xiaomeng also served as the chairman of Jinhua Federation of Industry and Commerce. He often visits private enterprises to share his management experience and build a service platform to help enterprises. "Competition is the underlying logic to promote enterprise innovation and change, and difficulties are accompanied by the whole process of development, but difficulties are temporary and partial, and can be overcome through hard work." He said.

From an ordinary worker in Jinhua Cement Plant in December 1980 to a listed company spanning cement and medicine; The listing bell on July 28, 1993 made Jianfeng the first listed company in China's cement industry, and also made it necessary for it to continue to answer the same question for the next 30 years: how can old enterprise survive.

Jiang Xiaomeng's answer is not how big the stall is, but how accurate the road is-focusing on two main businesses, doing subtraction, being a niche player, and keeping the bottom line in the hedging of cycle and counter-cycle. As for the "centennial peak", he has always been restrained: it is neither far away nor within reach, and what we need to do now is to take every step well.