华润置地部分员工分流优化降职降薪

地产黑铁时代2025-12-20

华润置地近期进行的员工分流、优化及降职降薪，是其为应对房地产行业深度调整而推行的战略性组织变革的一部分，这一系列动作旨在“降本、提质、增效”，但也不可避免地给部分员工带来了直接影响。组织调整与人员优化华润置地的核心改革方向是构建“强总部+强一线+弱大区”的管理格局。• 架构调整：公司已将原有的七个大区整合为五个大战区，片区数量由28个缩减至20个。大区平台的住宅开发核心职能（如投资、营销、设计等）...

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架构调整：公司已将原有的七个大区整合为五个大战区，片区数量由28个缩减至20个。大区平台的住宅开发核心职能（如投资、营销、设计等）被大量取消或调整，20个城市公司总经理直接向总部汇报，大区总经理的角色转变为“业务督导”。• 人员优化措施：调整通过“远航计划”和“起立坐下”等方式进行。“远航计划”鼓励员工从开发条线向物业等新业务流动，但被部分员工视为变相降薪，例如有员工薪资从50万元先后降至约20余万元，并伴随职级下降。“起立坐下”则要求员工下岗后重新竞聘上岗，未能成功竞聘者可能面临调岗或优化。降薪范围与行业背景降薪潮并不仅限于基层员工，而是自上而下的普遍现象。• 高管降薪：例如，董事会主席李欣的年薪已从2021年的千万级别降至2023年的390万元。首席财务官郭世清的薪酬在2023年也大幅下降逾50%。• 行业普遍性：这并非华润置地独有的情况。招商蛇口、万科、碧桂园等头部房企也出现了高管团队大幅降薪甚至月薪降至1万元的情况，反映了行业整体面临利润下滑、谋求“降本增效”的巨大压力。公司立场与员工权益面对调整，公司和员工的立场及应对方式有所不同。• 公司表态：华润置地管理层将这些变革的目的阐述为提升组织效率，以应对市场挑战。对于由此引发的个别劳动仲裁，公司表示会依据法律法规协商处理。• 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