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Effective control of investment in infrastructure projects is an important part of project construction management, and investment control for construction projects should be carried out throughout the entire project lifecycle. Therefore, during the investment decision-making, design, contracting, and construction phases of a project, it is necessary to keep the investment in the construction project within the approved limit, and to correct any deviations that arise at all times. This approach enables more rational use of human, material, and financial resources during project construction, thereby achieving better investment and social benefits. Investment control requires that all relevant personnel carry it out diligently at every stage of the project construction. To ensure the achievement of the investment management objectives for construction projects, measures are taken from various aspects such as organization, technology, economics, contracts, and information management, so as to enable \"control\" to be proactive and carried out in advance; hence, the following provisional measures are formulated. I. Investment decision-making stage: 1. Led by the company’s responsible leader, with the cooperation of relevant departments such as investment, audit, production, and engineering, efforts are made to prepare a thorough project proposal and feasibility study report. All costs necessary throughout the construction period of the project are taken into account, including costs for surveys, testing, design, bidding, supervision, as well as expenses related to utilities such as water, electricity, and gas; construction costs; various fees required to obtain construction permits from municipal and district authorities; costs associated with land acquisition and demolition, site preparation, construction work (including civil engineering, installation, decoration, and exterior works); costs for completion inspection, auditing, and surveying. 2. The Engineering Department is responsible for preparing a feasibility study report based on the actual conditions of the project’s users and the decisions made by the group company’s leadership. 3. The Engineering Department is responsible for submitting project proposals and feasibility study reports to the higher-level authorities, and for ensuring that the approvals related to these proposals and reports are obtained in a timely manner, as well as for securing the funds needed for project construction. II. Design phase: 1. Led by the vice president or chief engineer in charge of the group company, design bidding is carried out or a design firm is hired based on the construction scale, standards, and construction costs specified in the approvals issued by higher authorities for the feasibility study report; these costs include those for equipment and installation as well as outdoor works. A task statement for the design work is prepared, and contracts for surveying and design are signed. The design unit is required to carry out the design in strict accordance with the requirements of limited-design, meeting the functional needs; without exceeding the designated investment limit, it should strive to advance the functional aspects as much as appropriate, but must not arbitrarily expand the scale of construction or raise the construction standards. Additionally, a design budget that corresponds to the design drawings must be prepared accurately. 2. It is the project team established when each project enters the detailed design phase that is responsible for this task, with the support of various specialized departments (units, sections), to carefully review the design drawings (including those related to architecture, structure, installation, functional requirements, floor area, etc.) as well as the project’s budget estimates, thereby strictly controlling the scale, standards, and investment associated with the construction. 3. The Engineering Department and the Production Department are responsible for carefully and promptly collecting information on engineering materials and equipment, as well as providing inquiries regarding the performance and prices of such materials and equipment required for construction projects, so as to ensure effective investment control. III. Contract awarding phase: 1. The deputy in charge or the chief engineer of the group company is responsible for organizing the preparation of tender or negotiation documents, based on the reviewed construction design drawings, the budget for these drawings, as well as other actual conditions related to the construction project, and for handling the procedures associated with tendering or negotiation for the construction work. 2. When preparing the tender and negotiation documents, it is necessary to take full account of various factors such as the investment situation (including the allowable amount for construction costs, equipment and installation costs, furniture costs, and the availability of funds for outdoor works), the actual conditions of the site above and below ground where the project will be constructed, the status of the construction drawings, the requirements for project construction, the requirements for bidders and those participating in negotiations (including requirements for tender submissions), the principles for evaluating bids, the main terms of the contract, the scope of work to be contracted out, the method of contracting, the start and completion dates, the supply of materials and equipment along with methods for determining and settling their prices, the methods for submitting bid prices and calculating them, the methods for adjusting and settling the volume of work, and the methods for paying project fees, so as to make the tender documents as comprehensive as possible. 3. It is the responsibility of the deputy in charge or the chief engineer of the group company; the various professionals (relevant departments and sections) draft, negotiate, and sign the construction contract in accordance with the requirements specified in the tender documents. In the contract, it is necessary to fully consider various provisions related to investment, such as the scope and methods of project contracting, the responsibilities of the contractor and the employer, the rules regarding the procurement of materials and equipment, as well as design changes and the determination of associated costs, in order to make the contract as comprehensive as possible. IV. Construction Phase: 1. The project team is responsible for the management of the project construction. In the actual management process, project managers must be familiar with the construction drawings and construction organization plans, as well as the contract documents. They should also be aware of the permitted investment for the project and the budget outlined in the construction drawings, and must adhere strictly to the terms of the contract. Strictly review on-site visas; while ensuring the quality of the work, various rational suggestions are put forward to reduce the number of work steps and strive to lower the project cost. 2. Strictly control design changes that involve increased investment. 3. Project visas shall be issued in strict accordance with the regulations on project design changes and visa management. 4. For the procurement of materials and equipment for engineering projects, the regulations regarding the procurement of such materials and equipment must be strictly followed. V. Completion Settlement: 1. The completion settlement statement is a document that reflects the actual cost of the construction project. Settlement shall be carried out strictly in accordance with **, the regulations of the project location, relevant standards and specifications in the construction industry, quotas, as well as the relevant provisions of the contract documents for that project. 2. The project management personnel shall cooperate with the auditing entity to familiarize themselves with the contents and clauses related to project costs in the contract documents for this project, as well as with the construction drawings. They should also become acquainted with any supplementary agreements, design changes, and project visa documents related to changes in project costs. Settlements must be carried out carefully, ensuring that no items are overlooked and that there is no double counting (including the work contents specified in the quota items). 3. The project settlement submitted by the construction unit is first reviewed initially by the on-site project management personnel, then reviewed again by the budgeting and accounting staff. At the same time, a third-party auditing firm conducts concurrent audit oversight. Finally, in accordance with the group company’s relevant regulations regarding project audits, it is submitted to the Audit Department for final approval. 4. The deputy in charge or the chief engineer of the group company shall work together with the auditing agency to conduct phased audits of the engineering projects. Regardless of whether there are increases or decreases in the audit results, the audit reports must be submitted promptly to the relevant leaders of the group company, so that adjustments can be made to subsequent projects. 5. The Engineering Department shall compile statistics on relevant data such as the structure, area, and cost of completed projects, conduct post-evaluations of these projects, and use the results as a reference for future similar construction projects. VI. The investment control for major repair projects shall be carried out in accordance with the relevant provisions mentioned above