1. Investment plan: Data on investment plan submission and execution cannot be obtained in time. There is a huge workload of manual statistics, and information is lagging and inaccurate.
2. Project library: There is no unified project library of the Group, with information scattered in all the branches and subsidiaries. Key project information was missing when the Group applied for project establishment with the SASAC. It is difficult to extract data from the state-owned assets supervision platform, and there is shortage of sufficient basis for project decision-making.
3.Investment decision-making: There are no unified decision-making standards and no scientific tools for support, and it is difficult to trace back to the opinions on decisions and decision-making process.
4. Post-investment management: Post-investment transaction processing, regular tracking, asset appraisal and other matters cannot be effectively carried out, and project data cannot be dynamically linked and obtained. Due to the lack of scientific tool and method support for project risks, so it is impossible to form post-investment risk control.
5. Property rights management: Property rights registration has poor timeliness, and property rights information is inaccurate and does not match industrial and commercial information. Data on overall equity investment structure cannot be obtained in time.
6. Project evaluation: There is shortage of standardized, scientific and systematic evaluation methods and indicators. It is difficult to summarize experience and lessons, and come up with countermeasures and suggestions to form a benign project decision-making mechanism.