他表示，可能大家也都关心，近期一些地方仍然出现校园食品安全的问题，警示我们还要落实专项整治的责 任感抓紧不放，持续发力，特别压实地方责任，坚决守住孩子们舌尖上的安全。 (光明日报) 23日上午，在国务院新闻办新闻发布会上，针对近期发生的校园餐问题，教育部副部长王嘉毅表示，教育部 将紧抓不放、持续用力，压实各方责任，坚决守护孩子们"舌尖上的安全"。 王嘉毅表示，近两年，教育部在中央纪委国家监委的直接领导下，会同有关部门开展了中小学校园餐的专项 整治，制定全面细致的校园食品安全指引，严格规范食材的采购、验收、加工、售卖等关键环节，组织从业 人员全覆盖培训，改善食堂硬件条件，推动中小学普遍成立膳食监督家长委员会，严肃查处一批校园食品安 全事件。 ...

Core Viewpoint - The meeting between Lunan Pharmaceutical Group and Shandong University of Technology focused on collaboration in talent cultivation, scientific research, and cultural education, emphasizing the importance of integrating humanities with economic and scientific development [3]. Group 1: Collaboration and Achievements - Shandong University of Technology highlighted its achievements in talent training, scientific research, and cultural education, while praising Lunan Pharmaceutical Group's development and social responsibility [3]. - Both parties expressed a desire to explore new cooperation paths that combine humanities with economics and science with art, aiming to cultivate high-quality interdisciplinary talents and produce impactful innovative results [3]. Group 2: Research and Development - Lunan Pharmaceutical Group shared its recent achievements in research innovation, R&D investment, and talent acquisition, focusing on the future development of traditional Chinese medicine (TCM) [3]. - The company aims to leverage modern technology to advance TCM, particularly through the digitalization and visualization of the relationship between the quantity and efficacy of traditional medicines [3]. Group 3: Facility Tour and Research Insights - Following the meeting, both parties visited the Shandong Province Biological and Pharmaceutical Engineering Experimental Teaching Demonstration Center, gaining insights into cutting-edge technologies and research outcomes in the field of planarian research [4]. - The potential applications of this research in the biopharmaceutical industry were also discussed, highlighting its significance [4].

近日，胜利油田CB6C平台组织员工对注水井进行测调施工，确保精准注水。 一直以来，海洋采油厂把精细注水作为开发提质提效的关键，工作中严格注水质量管理，加强注采井网完善，强化注水井治理，确保向地层"注好水、注 足水、注准水"，促进海上油气高效开发。(大众新闻记者顾松通讯员张灿) ...

队伍引进来，履职能力提升也是关键。针对承包商监护人，管理区举办作业许可专项培训，内容涵盖动 火、受限空间、高处作业等7项作业的监护要求、职责、安全措施及人员证件查验等，用考核提高监护 队伍的专业素养和安全意识，作业现场的安全水平大幅提高。 生产运行中，管理区将通过评估考核的监护人纳入承包商作业监护人员清单，属地单位按当日作业内容 预约监护人员，非清单人员严禁担任作业许可监护职责。其间，他们全程落实风险识别和安全技术交 底，一旦施工人员违反安全规定，立即清退并纳入"黑名单"。(大众新闻记者顾松通讯员赵强) "'三关'管控的核心，是让安全成为承包商作业的'标配'。"滨南采油管理区经理孙冰表示，他们严格落 实反"三违"专项整治要求，确保每项作业在严格监护下进行。 管理区坚持"管业务必须管安全，谁准入谁负责"的原则，严格落实"各单位、各部门主要负责人对承包 商的引入、监管、评价、考核、淘汰负总责"的要求，由安全生产指挥中心联合各组室、班站，对26家 承包商的57名监护人员开展全面能力评估，逐项审查承包商安全资质、监护人员HSE培训合格证及各项 安全培训记录。 "这家承包商监护人员HSE(健康、安全、环境)培训合格证已 ...

近年来，聊城市积极响应"党政机关过紧日子"要求，在公务用车管理等领域开展了公物仓试点工作，取 得了初步成效。但在数字化浪潮和新质生产力发展要求下，仍存在数智化赋能不足的问题。通过构建体 系架构、推进资产全生命周期管理、建立健全机制制度等举措，可有效推动聊城公物仓数智化发展。 聊城市在公务用车领域探索建立"云服务+公物仓"管理模式，在市级层面建立了实体公物仓基地，在制 度层面出台了《聊城市市级政府公物仓管理暂行办法》。但数智化发展任重道远，当前存在的主要短板 表现为：一是覆盖范围与数据互通不足。从资产类型来看，公物仓的覆盖范围有限，未能形成多层次资 产共享网络；从行政层级看，除市本级建立了初步的公物仓体系外，县区大都未启动系统性建设工作； 从信息互通来看，数据孤岛现象严重，各行政事业单位的资产数据分散存储，无法实现资产信息的实时 共享和动态更新。二是功能应用与流程效率不足。现有公物仓平台功能模块单一，缺乏全生命周期管理 能力；移动端功能缺失，无法实现"掌上办"便捷操作；流程电子化程度低，影响工作效率。三是制度建 设与保障机制滞后。缺乏对资产强制入仓、跨部门调剂的刚性规定；标准体系缺位，影响跨区域调剂； 缺乏将资 ...

齐鲁晚报.齐鲁壹点侯梦茹通讯员陈倩雪 作为直面企业和群众的一线服务窗口，聊城市生态环境局窗口始终秉持"企业无小事、事事放心中"的理 念，全力解决企业急难愁盼问题。通过不断优化工作流程、创新服务方式，在提升政务效能、优化营商 环境方面发挥了积极作用。 为进一步增强责任意识和服务意识，聊城市生态环境局窗口推行制度化学习机制，利用周末时间组织集 中培训，深入研读法律法规及政策文件，不断提升工作人员业务水平和服务能力。同时，窗口动态更新 并公开审批事项服务指南和办事流程，提高政策透明度和企业知晓率，推动行政审批工作更加规范、公 正、高效。 聊城市生态环境局窗口将继续保持务实的工作态度和饱满的服务热情，进一步提升服务质量和服务效 率，将高效务实的服务，转化为企业真切的满意度和获得感，为全市经济高质量发展注入绿色动能。 近日，聊城市生态环境局驻政务服务中心窗口以"严真细实快"为工作准则，持续优化审批服务，积极回 应企业群众关切，努力打造高效、透明、便捷的政务服务环境，赢得办事企业好评。 ...

济南再获人才殊荣！近日，《2025年人才友好型城市研究报告》正式发布，济南入选"2025年全国人才友好型城市"，这也是济南连续两年获得该荣誉。 选择济南，是选择与一座懂得欣赏的城市共鸣。在这里，每个人的才华都能找到回响，每个梦想都能得到呼应。这座千年古城正以独特的方式，与天下英 才共同书写新时代的"城才佳话"。 分量十足： 与济南精准匹配 2025年人才友好型城市研究报告发布会上，报告公布了2025年人才友好型城市全国50强榜单。济南除入选"全国人才友好型城市"外，还同时入选了"全国 最具人才吸引力城市""全国最佳人才发展生态城市"和"全国最佳科技产业创新城市（300778）"。 这份报告的含金量有多高？ 今年3月，济南人才政策"双30条"迎来新一轮升级，这已是该政策实施以来的第三次重大修订。按照"更有效、更精准、更具针对性"的原则，济南的人才 政策更加注重了精度和温度，通过"精准滴灌"，针对不同人才群体量身定制政策措施。这种持续迭代的做法，确保了政策始终与人才需求同频共振。 今年6月，济南率先针对数字经济、青年科技、银龄和种业四个细分领域出台专项政策。数字经济领域推行企业家培育导师制度，为创业者配备"创业导 ...

Core Insights - The article highlights the recognition of Kuiwen District as a model for the development of the building economy in China, showcasing its innovative practices and achievements in enhancing economic vitality through building operations and enterprise services [1][4]. Group 1: Building Economy Development - Kuiwen District has been awarded the title of "Typical District for Building Economy Development Index" and has implemented practices that have been included in the "Research Report on High-Quality Urban Development" [1]. - The district has established 117 commercial buildings with over 9,300 enterprises, contributing more than 60% of the total tax revenue from the building economy [1][4]. - The building economy has become a dual model for headquarters and building economy development in Weifang City, with 26 buildings generating over 50 million yuan in annual tax revenue and 13 exceeding 100 million yuan [1]. Group 2: Innovative Mechanisms - The government has shifted from a "government-led" approach to a "multi-party co-governance" model, actively engaging with enterprises and building operators to create a collaborative development ecosystem [3]. - A building economic development service center has been established, along with 8 street operation teams and 47 joint operation teams, to enhance service delivery and support for enterprises [3][4]. - Various activities have been organized to address enterprise needs, including 28 promotional events and 174 service delivery sessions, benefiting over 4,000 enterprises [3]. Group 3: Industry Cultivation - The district has formed the Weifang Building Economic Development Alliance, promoting collaboration among key building operators and industry-leading enterprises [4]. - Specialized associations have been established in various sectors, such as animation, pet industry, and e-commerce, fostering industry cooperation and resource sharing [4]. - The electronic commerce association has secured a 3% discount on express delivery for local e-commerce enterprises, demonstrating the benefits of industry collaboration [4]. Group 4: Operational Innovation - The "6+3" building operation model has been introduced, transforming buildings from mere office spaces into vibrant industrial communities [6][12]. - Internal communication among enterprises within buildings has been enhanced through organized activities, creating a "familiar social circle" that promotes mutual cooperation [7]. - A comprehensive service manual has been developed to assist enterprises with various business and lifestyle needs, optimizing the business environment [8]. Group 5: Brand Development - The district has launched the first provincial brand identifier in the building economy sector, "Building Economy Looks at Kuiwen," aimed at enhancing regional influence and attracting more enterprises [11]. - The establishment of a digital platform for building economic development has improved transparency and service efficiency, facilitating better enterprise engagement [10]. - Recognition at the national level, including titles such as "Top Ten Vibrant Districts for Building Economy," underscores the district's commitment to building a strong brand in the sector [11].

Core Insights - The company has established a robust supply chain for the distribution of its "Beibei" pumpkins, ensuring a steady supply to both domestic and international markets [1][2][6] - Daily sales volume has reached 70,000 jin (approximately 35 tons), with a significant portion of the produce being exported to countries such as Malaysia, Russia, and Kazakhstan [2][4] - The company emphasizes quality control and rapid turnover to minimize losses, with a logistics strategy that allows for quick processing from harvest to delivery [3][5] Group 1: Operational Efficiency - The company operates a distribution center that processes 30,000 jin (approximately 15 tons) daily, with the total sales volume reaching 70,000 jin when including the parent company [2] - Quality grading is a strict requirement, with specific standards for packaging and pricing, ensuring that only the best products reach consumers [2][4] - The logistics process is designed to minimize storage time, with a target of 3 to 4 days from harvest to warehouse, and same-day dispatch for orders [3] Group 2: Market Expansion - The company has expanded its market reach significantly, with exports constituting a notable portion of its sales, particularly to Taiwan, which accounts for 10% of total sales [2][4] - The establishment of a full supply chain from seed selection to sales has allowed the company to maintain control over quality and production standards [5][6] - The company leverages local agricultural advantages and technology to enhance its competitive edge in the market [6][7] Group 3: Strategic Development - The company was founded to address past challenges in selling produce, aiming to create a platform that connects farmers with broader markets [4] - A comprehensive approach to agriculture, including seed development and technical support for farmers, has been implemented to ensure consistent quality and yield [5] - The company’s operational model is supported by a network of bases across various regions, ensuring a steady supply of high-quality pumpkins [4][5]

Core Insights - The closure of Jinan Shunhe Hotel on Quancheng Road is part of a broader transformation wave affecting traditional high-end dining establishments, which are now seeking to redefine their market positioning in response to changing consumer preferences and market pressures [1][2][4]. Company Overview - Shunhe Group, established in September 2002, was once a pioneer in the industry, known for its innovative approach to business-themed hotels and high-end dining, with restaurant revenue accounting for over 75% of its income [2][3]. - The group has expanded its brand portfolio to include various dining concepts, but recent closures indicate a shift in strategy due to evolving market conditions [2][3]. Market Trends - The high-end dining sector is experiencing significant pressure, with a reported 40% decrease in customer traffic compared to previous years, as traditional business clientele has shifted to younger and family-oriented consumers [4][5]. - National statistics show that the restaurant industry saw a revenue increase of only 3.6% year-on-year in the first eight months of 2025, with high-end dining particularly under strain [5]. Consumer Behavior - Consumers are increasingly unwilling to pay for "show" or prestige dining experiences, favoring value for money and quality over traditional high-end offerings [5][6]. - The shift in consumer demographics has led to a decline in business-related dining, which previously constituted about 60% of restaurant traffic, now reduced to 30% [5]. Strategic Responses - In response to market challenges, traditional restaurants are adopting new strategies, such as outdoor dining ("外摆") to attract customers and enhance visibility [6][9]. - Restaurants are also focusing on niche markets, such as family gatherings and health-conscious dining options, to adapt to changing consumer preferences [7][9]. Cultural Integration - There is a growing trend among restaurants to integrate local culture into their dining experiences, enhancing the appeal of their offerings through unique cultural themes and local flavors [9][10]. - Establishments are exploring immersive dining experiences that combine food with cultural elements, aiming to create memorable experiences for consumers [10][11].