出品｜虎嗅ESG组 作者｜陈玉立 头图｜AI生成 本文是#ESG进步观察#系列第140篇文章 本次观察关键词：公司治理 谁也想不到，一次本应是增长见识的"求学之旅"，却导致六名大学生殒命。 2025年7月23日10时20分左右，东北大学6名学生在中国黄金集团内蒙古矿业有限公司乌努格吐山铜 钼矿选矿厂参观学习浮选工艺过程中，因格栅板（钢格板）脱落，学生坠入含有危险矿浆的浮选槽， 最终全部溺亡。 据央视网稍早前消息，浮选槽内的介质不是水，而是由磨碎的矿石粉末、水与浮选药剂混合形成的矿 浆。这种矿浆密度远高于水，如泥浆般黏稠，人体下坠后迅速沉底，挣扎时矿浆就会附着口鼻堵塞呼 吸道。此外，矿浆还含有氢氧化钠（强碱）等腐蚀性药剂，呛入后会严重灼伤人的呼吸道和肺部，加 速窒息。同时，浮选槽中因有高速旋转的叶轮，施救十分困难。 据媒体报道 ，东北大学属于"双一流"A类高校及985、211工程院校，而溺亡的6名大学生均是这所大 学资源与土木工程学院矿物加工工程专业的大三本科生，其中有的学生家庭条件并不好，原本承担着 整个家庭对未来的美好期望，如今全都付之一炬。 六条鲜活生命消逝的背后，最关键的问题在于，这场事故因何发生？ 矿 ...

以下文章来源于那个NG ，作者渣渣郡 那个NG . 用关注决定视界｜复杂世界的策展人 出品 | 虎嗅青年文化组 作者 | 渣 渣郡 本文首发于虎嗅年轻内容公众号"那個NG"（ID：huxiu4youth）。在这里，我们呈现当下年轻人的面貌、故事和态度。 虽然在这个混乱的时代，人们的共同记忆越来越少，但有一件事肯定是世界的普遍共识： 那就是全世界的长辈家里，都有一个被改造成针线盒或是其它收纳装置的曲奇饼干盒。 这种状况我愿称之为"曲奇盒效应"，它绝对算得上是消费主义时代节俭美德的具象表现。 但现在，中国机灵鬼们正对这种效应更新换代，开始拿木盒进行更具巧思的改造： 从传统的收纳器，到功能性的花台，再到十分狂野的百宝阁，一切改造教程都能在小红书上觅得踪迹。 外国也洞察到了中国包装方面的变化。 据专业市场研究机构IndexBox报告，2024年中国木质箱盒市场的规模达到209亿美元，同比增长8.7%。 这种盒文化的升级，离不开市场消费需求的托举。 数家机构声称，木盒包装在中国的使用范围正在持续扩大，尤其在"国潮"概念不断深入、文化周边不断升级的情况，木盒在礼品、消费品、 高端包装领域增长显著。 "亚太地区的市场正经历 ...

Core Viewpoint - The article discusses the recent developments in the American AI sector, focusing on Meta's restructuring of its AI team, the challenges faced by its LLaMA models, and the increasing influence of Chinese talent in the AI field [3][5][8]. Group 1: Meta's AI Team Restructuring - Meta's AI team underwent significant restructuring, with a large number of new hires and the dismissal of older staff, indicating a shift in strategy due to underperformance of previous models [5][8]. - The core of Meta's AI team now reportedly consists of at least 50% Chinese talent, many of whom have experience in major AI companies [5][8]. - Yann LeCun, a prominent AI figure and former chief scientist at Meta, was replaced due to dissatisfaction with current model architectures, highlighting a broader industry consensus on the need for architectural improvements [8][17]. Group 2: Challenges and Competition - The performance of LLaMA models has been criticized, particularly LLaMA 4, which was seen as lacking in reliability and presence in the open-source community [5][8]. - The article notes a shift in focus within the AI community from AGI (Artificial General Intelligence) to SSI (Superintelligent Systems), with both concepts being difficult to define and assess [17][18]. - The emergence of Chinese open-source models, such as DeepSeek, is seen as a challenge to American closed-source models, potentially destabilizing the commercial promises associated with AGI [18][22]. Group 3: Ethnic Dynamics in AI - The article highlights the paradox of Chinese talent being crucial to the success of American AI while facing systemic discrimination and a lack of recognition [10][24]. - It discusses the tendency of some Chinese professionals in the U.S. to adopt a subservient attitude, which does not alleviate the discrimination they face [10][24]. - The narrative suggests that the American AI industry is heavily reliant on Chinese talent, particularly in high-tech sectors like AI and semiconductors, yet continues to perpetuate negative stereotypes about Chinese innovation [10][24].

Core Viewpoint - The article discusses the challenges Tesla faces in its Full-Self Driving (FSD) subscription model, AI technology development, and the transition to Robotaxi operations, which are critical for its long-term valuation and market perception [11]. Group 1: FSD Subscription Market - The current FSD subscription price is $99 per month, reduced from $199 in April 2024, but its sustainability is uncertain [4]. - Tesla's global vehicle ownership is approximately 7.6 million, with an estimated FSD subscription user ratio of less than 15% [4]. - The acceptance of FSD subscription pricing varies by region, with potential pressure from local competitors in markets like China, which may force Tesla to adjust its pricing strategy [4]. Group 2: AI Technology vs. Manufacturing Capacity - Tesla's FSD system has made significant advancements with the introduction of end-to-end deep learning and improvements in latency to under 50 milliseconds [6]. - However, the automotive production capacity is a bottleneck, with global annual vehicle sales around 88.3 million and Tesla's projected 2024 deliveries at 1.79 million, representing about 2% of the global market [7]. - The disparity between rapid AI software development and the slower pace of automotive manufacturing could limit user experience improvements [7]. Group 3: Transition to Robotaxi Operations - Tesla's Robotaxi initiative, set to begin trial operations in Austin in June 2025, faces significant operational challenges beyond technological advancements [9]. - Key operational complexities include fleet management, high maintenance costs, and societal acceptance issues, which could hinder the success of Robotaxi services [9][10]. - The profitability of Robotaxi operations will depend on daily mileage, passenger utilization rates, and cost control, with failure to achieve scalable profitability potentially impacting Tesla's long-term valuation [10]. Group 4: Tesla's Valuation Factors - Tesla's current stock price is $332.11, with a market capitalization of approximately $1.07 trillion and a P/E ratio of 178.2 [12]. - The company's valuation is influenced not only by financial metrics but also by the challenges in subscription acceptance, AI technology alignment with production capacity, and the feasibility of Robotaxi operations [12]. - The future valuation of Tesla is a dynamic interplay of market conditions, user acceptance, technological advancements, and regulatory factors [12].

Group 1 - A serious accident occurred at the China Gold Group Inner Mongolia Mining Company, resulting in 6 deaths and 1 injury, prompting the establishment of an investigation team by the local government [2][3] - The investigation aims to clarify the cause of the accident and propose corrective measures [2] Group 2 - The Central Anti-Corruption Coordination Group has successfully extradited Zhou Jinghua, a wanted individual involved in corruption, from Thailand to China, marking the 63rd capture under the "Sky Net" operation [6] - Zhou was previously the deputy general manager of China Yun Copper (Thailand) Investment Development Co., and had been evading justice since 2012 [6] Group 3 - The Shanghai Public Security Bureau announced that a robot traffic officer is currently in the training phase and has not yet been officially deployed for traffic management [17][18] - The robot has learned basic traffic directing gestures such as going straight, turning left, and stopping [18] Group 4 - Meituan held a conference addressing concerns from various restaurant brands regarding the impact of price wars and declining delivery prices, with reports indicating a drop in average order value by 7 to 10 yuan and a 15% reduction in net income [24] - A national chain's delivery operations director noted that the average order value has decreased from 25 yuan to just over 10 yuan due to competitive pressures [24] Group 5 - Tesla plans to launch an affordable electric vehicle, which is a new version of the Model Y, with initial production having started in June and mass production expected in the second half of the year [30][31] - The decision to introduce a lower-priced model comes as Tesla's main vehicle sales face pressure [31] Group 6 - Sam's Club responded to concerns regarding the use of genetically modified soybean oil in their products, stating that they have updated the ingredients of their bread and ensured compliance with labeling regulations [28] - The company clarified that the change in soybean standards was due to a switch from regular to high-protein soybeans, adhering to different national standards [28]

以下文章来源于凤凰网财经 ，作者风暴眼 凤凰网财经 . 你好，我们是凤凰网财经，全球华人都在看的财经公众号，传播最有价值的财经报道，你值得关注！欢 迎访问：http://finance.ifeng.com/ | 子会调名称 | 末期发生能 | | | 上周发生篇 | | | | | --- | --- | --- | --- | --- | --- | --- | --- | | | 有量数入 | 29-8439 | 松在收益总额 经营品动理企业量 | 骨�数入 | | 冷利润 综合收益总题 经营品动现金成装 | | | 中国黄金集团内蒙古矿业有限公司 | 091,477,83 | 278, 041, 25 | 265, 397, 65 228,041,25 | 619,046,44 | 228, 195, 63 | 228, 595, 695, 6 | 271, 674, 87 | | 就无 畜会钢股价有限公司 | 214,637, 40 | 102, 243, 09 | 102, 243, 09 118, 298, 59 | 173, 750, 36 77, 937, 27 | | 79, 937, 27 ...

题图｜虎嗅拍摄 编辑 | 余杨 许多企业创始人希望借助人工智能来实现"降本增效"的目标。然而，AI 并非只是一个简单的效率工 具，它更像是一场管理思维的系统性变革。 若缺乏清晰的战略定位、组织诊断和基建准备，AI 的引入不仅难以带来预期成果，反而可能扰乱原 有秩序。 真正实现"AI 原生"的企业管理，意味着从 底层数据结构到组织流程、再到价值体系的全面重塑：你 的战略目标是否清晰？效率与风险如何权衡？在人机共生的未来，组织如何保持核心竞争力？ 若这些问题尚未准备好应对，而仅将 AI 视为"裁员工具"，它可能带来的不是助力，而是混乱。 近期《虎嗅·AI无悖论》节目，特别邀请到了中欧国际工商学院管理学教授韩践与易路人力资源科技 董事长&CEO、中欧EMBA校友王天扬，他们深入探讨了AI对企业管理的冲击与机遇，分享了关于组 织变革、员工激励、数据伦理及中小企业转型的洞见： 本期主持人为资深媒体人、热AInext主理人陈庆春，以下为交流实录（虎嗅有删编）： 如何看待AI对组织与岗位的冲击 陈庆春：目前AI正在如何影响企业的组织结构与管理方式？ 韩践： AI对企业管理的影响，正在从个体层面逐步扩展到组织结构层面。 首先 ...

Core Viewpoint - The article discusses the phenomenon of "technology fusion" in consumer electronics, highlighting both its advantages and disadvantages, and emphasizes the need for genuine innovation rather than mere feature stacking [2][4][12]. Group 1: Technology Fusion in Consumer Electronics - Xiaomi's AI smart glasses achieved sales of over 80,000 units within 15 days of launch, prompting an increase in sales targets from 300,000 to 500,000 units [2]. - The article critiques the trend of combining multiple functions into single products, questioning whether this truly represents technological advancement or merely results in "Frankenstein" products [2][4]. - The automotive industry has also seen rapid evolution in features, with modern cars now standardizing advanced functionalities that were once considered luxury [3]. Group 2: Positive Aspects of Technology Fusion - Multi-functional products lower the barrier for users to try new technologies and meet diverse needs, particularly in small living spaces [4][5]. - The evolution of smartphones exemplifies successful technology fusion, transforming them into essential tools for daily life [5]. Group 3: Negative Aspects of Technology Fusion - The article warns that excessive feature stacking can dilute the user experience, leading to products that fail to meet real needs [9]. - Examples include unnecessary features in cars and kitchen appliances that do not enhance usability but rather complicate the product [9][10]. Group 4: Market Dynamics and Manufacturer Behavior - Manufacturers often misinterpret consumer needs, equating more features with better experiences, which leads to the creation of "Frankenstein" products [7]. - The drive for differentiation in a saturated market results in rapid feature additions, often without genuine consumer benefit [8]. Group 5: The Need for Fundamental Innovation - The prevalence of "Frankenstein" products highlights a lack of foundational technological innovation in China, with a significant gap in basic research funding compared to developed countries [12][14]. - Despite increased investment in basic research, the article notes that many Chinese companies focus on incremental improvements rather than original innovations [14]. Group 6: Future Outlook - There is a growing recognition within the Chinese tech industry of the need for foundational innovation, with initiatives being launched to support basic scientific research [14][15]. - The article suggests that as awareness of these issues grows, the industry may move towards genuine technological leadership rather than continuing the trend of feature stacking [15].

以下文章来源于一席少年 ，作者一席YiXi 一席少年 . YiXi Youth：A Journey to Inspire 这是一个母亲并非主动的选择。她摊上了"跟学校八字不合"的小孩，没有暴怒放弃，而是选择耐心接 纳，帮助孩子建立自我，以他自己的方式跟社会建立有效连接。 "成绩不好的小孩"也可以有明天，对吧？ 的确，母亲的社会地位和社会关系对孩子是起了正面作用的。在中国最好的大学教书，让她对学习成 绩袪魅，有能力区分"学术的"与"人生的"。周围高认知人群的包容，也帮助这对母子度过了最深的黑 暗，她们永远充满感激。 我们要谈论的是，在现有条件下，面对出了问题的孩子，如何接纳。至于其他，实在并非"这一个"个 案可以承担。混为一谈等于一个不认。 本文来自微信公众号： 一席少年 ，演讲嘉宾：赵冬梅（北京大学历史学系教授），原文标题：《上 次我来一席的身份是北大教授，这次是一位辍学孩子的妈妈 | 赵冬梅 一席少年第18位讲者》，头图 来自：AI生成 大家好，我是北京大学历史学系的赵冬梅，这是我第二次来到一席，上一次我用的是北大历史系教授 的身份，但是我这一次来，我是作为泱泱的妈妈来到这儿的。我的题目是——我的儿子跟学校 ...

Core Viewpoint - The article provides a detailed retrospective on the challenges and lessons learned from opening a physical store after working in a large internet company, emphasizing the complexities and pitfalls of entrepreneurship in the physical retail space [3][4]. Group 1: Reasons for Choosing to Open a Store - The company sought to explore side business opportunities due to the downturn in the internet economy and the desire for a second income stream, leading to the decision to open a store in the health and wellness sector [6][7]. - Previous attempts at light-asset projects yielded minimal results, prompting a shift towards a more tangible business model [7]. Group 2: Financial Expenditures - Initial startup costs included a franchise fee of 50,000 yuan, renovation costs of 33,000 yuan, and equipment purchases totaling 35,000 yuan [10]. - Monthly operational expenses comprised salaries, rent, utilities, and high-cost consumables sourced from the franchisor [12][13]. Group 3: Major Pitfalls Encountered - Lack of thorough market research led to uninformed decisions regarding product categories and brand selection, resulting in significant operational challenges [16][17]. - Poor site selection due to ignorance of essential requirements, such as the need for a restroom in a wellness center, compounded by high competition in the chosen area [18][19]. - Inadequate support during the store's renovation phase resulted in critical oversights, such as the failure to install an effective air circulation system [20][21]. - Recruitment challenges arose from a lack of experience in hiring, leading to difficulties in finding qualified staff and managing employee dynamics [23][24]. - Ineffective marketing strategies and reliance on costly customer acquisition methods, such as ground promotions, resulted in unsustainable operational costs [28][31]. Group 4: Key Lessons Learned - The notion of being a "hands-off" owner is unrealistic; active involvement is crucial for the success of a retail operation [35][36]. - The importance of recognizing ongoing operational costs, including time and effort, which often exceed initial financial investments [41][42]. - The low leverage in physical retail compared to internet businesses highlights the need for expertise in the chosen field to ensure success [46]. Group 5: Conclusion - The experience serves as a cautionary tale about the realities of entrepreneurship, emphasizing the necessity of preparation, research, and active management in the retail sector [48][49].