Yuexiu Property’s 2025 sales revenue was 106.2 billion yuan, with operating income of 86.46 billion yuan.

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On the evening of March 31, Yuexiu Property released its 2025 performance report. In 2025, Yuexiu Property achieved operating revenue of 86.46 billion yuan, flat year-over-year, after-tax profit of 1.78 billion yuan, up 21.4% year-over-year, and net profit attributable to the parent of 60 million yuan, down 94.7% year-over-year.

In terms of sales, in 2025, Yuexiu Property achieved a total contract sales amount of 106.21 billion yuan, down 7.3% year-over-year. During the reporting period, contract sales in six core cities—Beijing, Shanghai, Guangzhou, Shenzhen, Hangzhou, and Chengdu—totaled 90.9 billion yuan, accounting for 85.6% of the sales performance.

According to the annual report, in 2025, Yuexiu Property added 25 new land parcels, with new land reserves of approximately 2.78 million square meters, an equity investment of 24.4 billion yuan, and an average land acquisition premium rate of only about 9.3%. By the end of 2025, the company’s total land reserves reached 18.55 million square meters, with a continued focus on high-tier cities, where first- and second-tier cities accounted for 94.4%. Among the newly added land reserves in 2025, the proportion in first-tier cities rose to 67.7%.

By the end of 2025, Yuexiu Property maintained a full green status on the three red line indicators: asset-liability ratio of 65.5% after deducting prepayments, net debt ratio of 54.9%, and cash to short-term debt ratio of 1.7 times. At the end of the period, cash holdings reached 46.76 billion yuan, with a net operating cash inflow of 13.94 billion yuan for the year.

Facing market changes, Yuexiu Property Chairman Lin Zhaoyuan stated that in 2026, the company will focus on the theme of “lean and steady performance, reform to strengthen capabilities, transformation to promote development,” aiming to maintain a scale of one trillion yuan, consolidate core market positions, optimize incremental growth, implement “investment to stabilize, invest 10%,” and deepen “one main and two wings,” driven by “Four Good Enterprises” and lean management to promote transformation and high-quality development, achieve a good start to the “14th Five-Year Plan,” navigate the cycle smoothly, continue to enhance customers’ beautiful lives, and create value for shareholders.