Yasheng Life: Deeply Cultivating the "Good Service System," Improving Quality and Efficiency for Steady Operations

This article is sourced from Times Weekly. Author: Xiao Bing

On April 2, Yajing Life Smart City Services Co., Ltd. (hereinafter referred to as “Yajing Life,” stock code: 3319.HK) held its 2025 annual results briefing.

Li Dalong, Executive Director and President of the Yajing Life Group, and Huang Jiayi, Chief Financial Officer and General Manager of the Finance Center, attended the briefing.

In 2025, the industry entered a period of deep adjustment. The logic for corporate development shifted from pursuing scale-driven competition to focusing deeply on value creation. Under the strategic guidance of “stabilizing operations, controlling risks, seeking breakthroughs, and forging a brand,” Yajing Life moved with the times, embraced new-quality service capability, and firmly advanced its strategic transformation toward a “quality-and-profitability oriented” model, comprehensively practicing a high-quality development path from “big and all-encompassing” to “strong and precise.”

While consolidating its core operational fundamentals, Yajing Life has built brand competitiveness centered on service capability and product capability. It has accelerated optimization of the service ecosystem layout, deepened digital and intelligent construction, driven lean management and operational efficiency improvements, and achieved bidirectional enhancement in service quality and operational quality. It has actively built momentum for high-quality development in the “15th Five-Year Plan period ending in 2026 and 16th Five-Year Plan period starting in 2027” timeframe, and strengthened confidence.

Steady Operations with Both Quality and Efficiency — Advancing the “City Map” High-Quality Expansion Strategy

Under the strategic guidance of stable operations, Yajing Life, oriented toward independent operations and market orientation, focuses on its core business, digs deep, lays a solid foundation, and keeps cash king. It stabilized revenue, stabilized profits, and stabilized cash—delivering an annual report that combines resilience and determination.

In 2025, Yajing Life achieved revenue of RMB 12.89 billion, gross profit of RMB 1.68 billion, and adjusted net profit of RMB 780 million. Operating cash flow improved significantly, and the overall business fundamentals continued to improve steadily. Revenue from the three major non-cyclical businesses—property services, value-added services for property owners, and city services—reached RMB 12.80 billion, accounting for 99.3% of total revenue. Business sustainability was further enhanced. The Board of Directors recommended a full-year dividend of RMB 0.122 per share, a year-on-year increase of 103%, continuing to create long-term returns for shareholders.

A balanced layout of multiple business formats and a deep focus on high-tier city resources further solidify Yajing Life’s “hard support” for high-quality development. During the period, Yajing Life managed approximately 503 million square meters across 3,864 projects, with third-party projects accounting for about 81.8% of the managed area. In terms of business format distribution, the shares of residential, public buildings, and commercial office segments were 48.7%, 41.1%, and 10.2%, respectively—an even structure and strong risk resilience. Of these, over 73% of the managed area is concentrated in first- and second-tier economically developed cities, fully demonstrating the company’s stable service engagement capabilities and solid operational confidence.

Amid increasingly fierce market competition, Yajing Life has pushed forward the “City Map” high-quality expansion strategy in depth. It focuses on 30 core deep-dive cities and 37 opportunity cities, aiming to enhance the density and depth of project layouts within individual cities. It continues to solidify renewal rates for grain-storage projects, strengthens brand clustering effects, and accumulates a scalable capability for expansion that can be replicated.

In 2025, Yajing Life’s third-party expansion generated annualized contract value of RMB 1.13 billion. Of the newly added projects, 84% came from high-value markets. Successful lock-ins of multiple high-quality projects, including several metro lines of Chengdu Metro, the Ninghe campus of China Civil Aviation University, the Jiangxi Provincial Public Security Department, multiple office premises of the Shenzhen Bao’an public security system, the Shanghai Science and Technology Museum, and the Yunnan Provincial Museum, not only confirm Yajing Life’s professional strengths in non-residential subdivisions and stock markets, but also reflect its precise control over core resources.

At the same time, Yajing Life has continued to optimize project structure—actively exiting low-efficiency and “island” projects—so that the released resources can be precisely allocated to high-value regions, thereby achieving a leap in returns. During the period, cash collection trends stabilized and improved; the receivables scale continued to decline. Service quality continued to be delivered against higher standards, ultimately forming a development pattern characterized by steady progress, equal emphasis on scale and quality, and a virtuous cycle.

Rebuilding the “Good Services” system — Driving a dual leap in service capability and quality

Brand is the “trust asset” long accumulated by a company, while quality is the foundation and soul of brand competitiveness.

In 2025, Yajing Life centered on customers, using full-cycle service and care across the full life journey of clients as its underlying logic. It anchored on the principle of matching quality with price, and rebuilt the “Good Services” system based on dimensions such as service scenarios, humanistic experience, and emotional connection. By iterating hundreds of residential service touchpoints, it improved the transparency of service cost, and initially delivered content such as a residential service tiering model, product line framework, and a service standards SOP manual. It also promoted the landing of project pilots, translating its professional craftsmanship and humanistic warmth into a community space that is perceptible, immersive, and trustworthy—providing ultimate care for life.

                    Figure: Yajing Life reshapes the “Good Services” system

Service upgrades go beyond完善 of standards; they also lie in deep responsiveness to customer experience. Quality audits adopt a “online + offline” model. The proactive lines of work extend to all hidden areas. It has established an issue list, rectifies on the spot, and pushed long-standing issues to reach “bottom and clear to zero.” The rectification completion rate exceeded 98%, achieving a high-efficiency closed loop of “inspection standards — issue list — rectification results.”

During the year, the Chairman and managers at all levels led teams to conduct nationwide quality inspections and customer research. They accurately identified pain points at the service endpoints, solved problems efficiently with a penetrating management approach, and drove a dual leap in service capability and quality.

Safety issues are a “lifeline project” that quality management cannot compromise on. During the year, Yajing Life focused on key areas including vehicle management, elevator safety, fire safety, and customer response. Guided by the approach of “one theme per month and one breakthrough per month,” it systematically advanced the “Monthly Customer Satisfaction Special Improvement Action.” Based on system integrity, equipment operating status, and the degree of risk, it implemented tiered risk control and established a long-term operation and maintenance mechanism. It also regularly carried out multi-scenario drills such as elevator rescues, fire safety, and flood and theft prevention. The integrity rate of elevator and fire systems exceeded 97%, and a safety bottom line was firmly established across the board.

                    Figure: Yajing Life carries out regular fire safety knowledge promotion for its projects

Renovating old residential communities is both a people’s livelihood project and a people’s hearts project. Yajing Life focuses on homeowners’ living needs and initiated special campaigns such as “100 Changes on the Way Home” and “Red Ma Jia,” pushing forward environment quality upgrades for residential areas in depth. It has created property service scenarios that are clean, orderly, livable, and comfortable, effectively improving owners’ satisfaction and sense of happiness—lighting up the road home for residents.

Humanistic communities bring the light of service warmth. In terms of nurturing owners’ loves and nourishing their spirit, “Xiaoya Community 3.0” uses care for life and a four-seasons celebration system as its theme, and holds brand activities such as warm-winter convenience services, non-heritage “Yaya” charm, fun “Ya” sports meets, and owners’ art festivals. It promotes traditional non-heritage such as Cantonese opera into the community. Over the entire year, it organized more than 8,000 community culture events, with participation of more than 500k people. This has built a community culture highland friendly to all ages.

                    Figure: Yajing Life’s second Owners’ Art Festival

Through a variety of measures, Yajing Life has won broad recognition from owners through professional services. During the year, the customer satisfaction rate increased by 2.5 percentage points year-on-year, achieving continued improvements for three consecutive years. The customer complaint rate decreased by 25% year-on-year to 0.45%. High-quality services drove bidirectional improvement in satisfaction and collection rates, and service value and operational quality and efficiency achieved a steady advance.

In addition, the company deeply participated in drafting the national standard “Property Service Customer Satisfaction Measurement,” filling a gap in the industry and supporting standardized development. It actively responded to the national “dual carbon” strategy. Using energy-saving retrofits and smart operations and maintenance as key levers, it effectively lowered energy consumption and operating costs, achieving a win-win of environmental benefits and asset appreciation.

Precisely nurturing “one for the elderly and one for children” living services — Building a lightweight, healthy, and diverse ecosystem

While steadily developing its core operating businesses, Yajing Life actively embraces and explores the value blue ocean of future living styles, building a more focused, lighter, healthier, and more resilient diverse ecosystem.

Value-added services for property owners are accelerating toward market-oriented transformation, and its business structure continues to optimize. Yajing Life deeply understands owners’ real needs and has comprehensively advanced the “15-minute neighborhood life circle” initiative. Focusing on three major segments—local life, spatial services, and asset services—it targets high-frequency and rigid household needs, and builds a curated platform with convenience, high quality, and high cost-effectiveness. It precisely nurtures and lays out living-service solutions for “one for the elderly and one for children,” unleashing new potential for community value. It refines and perfects key single products, and—through intensive management and community and community-group innovative operations—it connects value chains across multiple community scenarios. It creates a more open, brighter, neighborly community together.

                    Figure: Yajing Life owners’ value-added services opening new channels such as partner recruitment and live streaming

Asset services focus on the community’s core assets, continuously strengthening product innovation and full-cycle asset management capabilities. Yajing Life is actively seeking business transformation and exploring new businesses such as asset buying and selling, home repairs and renovations, and retrofits of existing stock properties. It continues to break through operational boundaries, opening up incremental space in the stock market.

The city services segment anchors on operational quality and efficiency and the safety of funds. It advances steadily, continues to optimize project and regional layout, streamlines its organizational structure, and implements lean control. It takes multiple measures to accelerate cash inflows. Cash flow remains robust and well-filled, injecting strong momentum into long-term development.

In terms of integration, Yajing Life adheres to mechanisms of “one approach per district,” “one approach per city,” and “one approach per enterprise.” It consolidates the advantages of the “one product with multiple brands” matrix and promotes deep enablement and resource sharing. On one hand, it opens talent mobility channels, provides targeted professional support, and reinforces the foundation of organizational capability. On the other hand, it actively engages in joint-building of brand culture. Together with the three major regions of East China, South China, and North China, as well as multiple member companies, it made a strong appearance at the three major property management exhibitions in Shanghai and Guangzhou and in China. It comprehensively showcased a service ecosystem and innovative accumulation across all business formats, scenarios, and the full chain, continuously amplifying the brand voice of its ecosystem.

Lean management to improve quality and efficiency — Driving the internal momentum for high-quality development

In 2025, Yajing Life launched a deep organizational transformation, forging an efficient and agile organization, and building a value-driven cost control system. It established a cost procurement management center, elevated the annual supplier performance evaluation framework, and implemented resource integration and intensive procurement strategies. It accurately matched various cost inputs to support healthy and efficient project operations.

All staff developed an awareness of “tightening budgets for lean days,” seeking efficiency and benefits through lean management. Improvements were made across per-square-meter efficiency, profit per employee, and profit per unit of revenue. The enterprise management fee rate was steadily reduced to 5.0%, making the company’s healthy fundamentals increasingly prominent. Simultaneously, it launched the “Efficiency Revolution,” improving efficiency and effectiveness. The average approval node time was reduced by 13%, and event closure time decreased by 2.23 days year-on-year. Efficiency improved by 21.4%. It effectively broke through organizational friction and released business acceleration.

Strengthening the release of asset value. During the year, Yajing Life focused on obtaining asset property rights and diversified asset divestment. It worked with full effort to convert stock assets into cash. It continued to optimize the full-chain management system of “handover — management — efficiency improvement,” and advanced project-based initiatives in which operations, management, and asset lines work together. It systematically improved asset returns and made maximum efforts to tackle accumulated funds.

AI enablement brings service efficiency to a new height

In 2025, Yajing Life fully responded to the national call for “Artificial Intelligence +.” It made breakthrough progress in digital and intelligent construction. Through multi-dimensional model training, operating assistance taking the lead, and deepening quality-focused scenario work, it enabled higher customer service efficiency and more precise targeting. It comprehensively and continuously promoted a leap in management efficiency.

During the year, Yajing Life steadily advanced digital transformation around improving operational efficiency and service experience. It continuously upgraded the company’s dedicated large model, improving the decision-making capability of Yajing Life’s AI. By covering end-to-end business scenario across all business formats, the full life cycle across all business lines, and the full range of operational management processes, it gradually transitioned from a “basic service provider” to a “platform operator,” aiming to become an enabler in the industry and a definer of technology standards.

Yajing Life introduced capabilities such as intelligent risk identification and early-warning, facility equipment IoT connecting to the cloud, intelligent patrols using drones and robots, and smart customer service response. It enabled preemptive protection, proactive prediction, efficient coordination, and transparent control.

                    Figure: Yajing Life uses drones and robots for intelligent inspections

Data validates the effectiveness of transformation. During the year, Yajing Life’s AI intelligent outbound calling and survey efficiency improved by 2 times compared with manual methods. The digital twin grid platform improved the accuracy of work order dispatching by 30%, increased completion speed by 45%, and achieved a closed-loop rate of 81.56%. For daily services, 90% were handled through apps or mini programs at the “fingertips.” “Yajing Life Digital Humans” provides personalized, human-like consultation services online 24/7 for 3 million customers. Yajing Life is using technological strength to digitally model the people, money, assets, and affairs management mode of its managed projects, reshaping the structure of core service costs and steadily supporting the owners’ trust foundation.

Respecting the hardworking and enhancing organizational innovation ability — Building a powerful internal system for the company

In 2025, Yajing Life adhered to the way of righteousness and goodness, and followed the long march toward value. It firmly improved organizational innovation ability comprehensively across talent, organization, mechanisms, and cultural atmosphere—building a specialized team for a “second start-up.” Based on an upgraded talent strategy, it strengthened corporate competitiveness and built a powerful internal system that enables the company to go through cycles.

Respecting striving and activating the source of evolution. Relying on an industry-leading full life-cycle talent development system, Yajing Life connected the full chain of “inventory, selection and recruitment — talent appraisal — special cultivation — succession management,” redefined standards for cadres and talent, optimized models for key positions’ competency, and inventoried 440+ clear “project manager” profiles, driving the organization to leap from “a sea of people” to “a crack team.” Putting strivers first, it deepened the compensation revolution and mechanism restructuring. It systematically built a diversified incentive system oriented toward value creation, enabling more pay for more work and better pay for better work, realizing win-win outcomes among employees, owners, and the organization.

Cultural reshaping, stabilizing the hearts and minds: “the city wall” of people. Yajing Life reshaped its corporate culture, forging an employee belief system. It deepened humanistic care with warmth, so that the striving culture of “simple, transparent, efficient, pragmatic, and responsible” takes root in hearts from top to bottom. In headwinds, it steadily guarded the “city wall” of “people’s hearts.” It built the four-layer trust foundations of employees’ “sense of security, sense of happiness, sense of value, and sense of belonging.”

In 2025, Yajing Life continued to adhere to Party building leadership. Its “Yaxin Chicheng” Party-building activities covered nearly 200 cities nationwide and more than 4,000 projects. It gathered the co-governance strength of more than 100k community Party members, property owners, and cooperation partners, turning co-building and sharing from concept into practice. When extremely strong typhoons wreaked havoc, Yajing Life people rushed to the front. When high-rise building fires became a world-class problem, Yajing Life people responded with professionalism and courage, delivering a rescue report with “zero casualties,” which was praised by CCTV as a “new benchmark for emergency management in high-rise operations.”

As the industry returns to rationality, a company that truly adheres to long-termism will inevitably reap the compound returns of time. With the blueprint of the “15th-Five-Year Plan ending in 2026 and the 16th-Five-Year Plan starting in 2027” rolling out, Yajing Life will always stay true to its mission of “caring for a lifetime and warming an entire city,” and, with quality as the foundation and steadfast action as the method, create lasting value for five parties—customers, employees, society, the company, and shareholders. With steady steps, it firmly moves toward its vision of becoming “China’s outstanding quality service operations provider.”