经济大省奋力走在前、作示范、挑大梁，国有资本责无旁贷，必须挺身而出、主动担当。 作为广东省委、省政府重大战略投资平台和省级国有资本运营公司，2025年，广东恒健投资控股有限公司（下称"恒健控股公司"）立足服务全省发展大局， 在复杂环境中保持战略定力、在关键领域持续加力，全年完成投资120.17亿元，同比增长21%，实现"十四五"圆满收官。 2026年是"十五五"开局之年，也是广东增创新优势、实现新突破的关键一年。恒健控股公司将更好发挥战略投资平台和资本运营平台功能作用，不断增强战 略投资和创新投资支撑力，持续提升三大主营业务核心竞争力，为广东奋力跑出高质量发展加速度、确保"十五五"开好局起好步蓄势赋能。 横琴粤澳开发投资有限公司投资横琴深合区跨境电商和文旅产业园。恒健控股公司供图 三大板块协同发力 经营指标再创新高 国有资本是战略资本、耐心资本的重要载体，其投向结构和布局成效，事关现代化产业体系建设和高质量发展全局。立足这一功能定位，恒健控股公司以股 权管理、基金投资、资本运营三大业务板块为核心抓手，充分发挥国有资本功能作用，经营指标再创新高。 2025年，恒健控股公司持续提升专业化、市场化运作能力，推动三大 ...

● 本报记者 王宇露 党的二十届四中全会系统谋划了以中国式现代化全面推进强国建设、民族复兴的宏伟蓝图，并对金融工 作提出了加快建设金融强国等战略要求。金融是国民经济的血脉，金融强国之"强"，不仅在规模与体 量，更在于其服务实体经济、促进科技创新、支撑产业升级的核心功能，关系中国式现代化建设全局。 作为广东省国有资本运营公司旗下的基金投资平台，广东恒健资产管理有限公司将学习贯彻全会精神作 为当前和今后一个时期的首要政治任务，自觉以"服务国家战略，赋能产业升级"为根本遵循，将公司发 展置于"十五五"的历史方位与战略全局中谋划，努力为助推广东省现代化产业体系高质量发展，为金融 强国建设和中国式现代化大局贡献专业力量。 全力服务现代化产业体系建设 二是深入研究驱动，推动投资转向战略引领。通过深入对接行业主管部门、产业联盟、高校及行业协 会，系统开展产业链研究，掌握企业现状和行业发展趋势，挖掘重点项目和典型应用场景，形成研究报 告、绘制产业图谱、建立项目储备库，精准把握技术趋势与投资方向，变"机会投资"为"战略布局"，为 支持技术攻关奠定坚实基础。 二是锚定链主企业，以高质量投资驱动产业升级。在产业体系从"大而全"迈向 ...

四是精准招引重大项目，服务地方产业布局。针对广东省各地市产业发展需求，恒健资产精准引入"大 项目"服务地市开展"大招商、招大商"，通过基金招引模式，精准引入对产业链强链延链补链具有关键 意义的重大项目。恒健资产联合头部银行AIC组建了两个百亿级的广东战略性产业促进发展基金，与省 内十余个地市建立常态化项目对接机制。截至目前，已通过基金完成帮助企业收购上市公司实控权、引 入央企资源投资广东省"百千万工程"等项目，落地项目约30亿元。 ● 本报记者 王宇露 党的二十届四中全会系统谋划了以中国式现代化全面推进强国建设、民族复兴的宏伟蓝图，并对金融工 作提出了加快建设金融强国等战略要求。金融是国民经济的血脉，金融强国之"强"，不仅在规模与体 量，更在于其服务实体经济、促进科技创新、支撑产业升级的核心功能，关系中国式现代化建设全局。 作为广东省国有资本运营公司旗下的基金投资平台，广东恒健资产管理有限公司将学习贯彻全会精神作 为当前和今后一个时期的首要政治任务，自觉以"服务国家战略，赋能产业升级"为根本遵循，将公司发 展置于"十五五"的历史方位与战略全局中谋划，努力为助推广东省现代化产业体系高质量发展，为金融 强国建设和 ...

Core Insights - The M&A market in China is expected to be exceptionally active in 2025, driven by policies such as the "Six M&A Guidelines," with a total of 5,736 new M&A events and disclosed transaction amounts reaching 2.85 trillion yuan [2][3] - Guangdong province leads the nation in both the number of M&A events and the scale of disclosed transaction amounts, with 909 new M&A events in 2025, representing a year-on-year increase of 10.60% [2][3] - The current M&A wave in Guangdong reflects a structural transformation, focusing on efficiency and industry orientation, with significant activity in sectors like semiconductors, communications, and environmental protection [2][8] Summary by Category M&A Market Overview - In 2025, the top regions for new M&A events were Guangdong (909), Zhejiang (721), Jiangsu (648), Shanghai (620), and Beijing (601), collectively accounting for over 60% of the national total [3] - The disclosed transaction amounts for major regions include Beijing (652.3 billion yuan), Shanghai (407.4 billion yuan), and Guangdong (318.2 billion yuan), placing Guangdong among the top three [3][5] Policy and Economic Drivers - The active M&A market is fueled by policy incentives, industrial upgrade demands, and the synchronized momentum of capital leverage, marking a shift towards quality improvement rather than mere scale expansion [5][9] - Local governments in Guangdong have implemented supportive policies for M&A activities, particularly for technology-driven and traditional industries [6] Industry Dynamics - Guangdong's robust manufacturing base and the high number of listed companies (908) contribute significantly to the M&A activity, with many firms seeking to optimize resource allocation and enhance development quality [7][8] - The focus on "new quality productivity" and the search for a "second growth curve" are prevalent themes among listed companies in Guangdong, indicating a strategic shift towards M&A as a tool for industry upgrade [8] Types of M&A Activities - The current M&A wave emphasizes industrial mergers, particularly in high-tech sectors, contrasting with previous trends that prioritized high valuations and rapid expansion [10][11] - Notable M&A cases include TCL Technology's acquisition of a stake in Huaxing Semiconductor and Huanlan Environment's acquisition of Yuefeng Environmental, showcasing the trend towards strategic resource integration [12][13] Future Trends - The M&A market is expected to remain active in 2026, with a focus on technology-driven acquisitions and cross-regional mergers, driven by differentiated local policies [15][16] - Challenges in M&A transactions include valuation disputes and diverse shareholder interests, which can complicate negotiations and lead to failed deals [14][15]

Core Viewpoint - The company aims to play a pivotal role in the realization of China's financial power strategy by enhancing its investment banking capabilities and supporting the real economy through innovative financial services and resource allocation. Group 1: Service to the Real Economy - The company is committed to supporting technological innovation by integrating into the national innovation-driven development strategy, enhancing capital flow to tech sectors, and providing tailored services for high-quality development of tech enterprises [1][2]. - In 2025, the company led equity underwriting in the STAR Market, Growth Enterprise Market, and Beijing Stock Exchange with a total of 55.1 billion yuan, maintaining industry leadership [2]. - The company has actively facilitated mergers and acquisitions in the tech sector, exemplified by its support for significant asset restructuring and financing for companies like AVIC Chengfei [3]. Group 2: Green and Low-Carbon Transition - The company has implemented the "dual carbon" strategy, establishing a green service ecosystem and supporting energy structure transformation with a green bond underwriting scale of 77.6 billion yuan in 2025, leading the industry [4]. - It assisted in the issuance of the first offshore green bond by a central enterprise, raising 6 billion yuan for sustainable financing [4]. - The company has supported significant transactions in the renewable energy sector, including the privatization of environmental companies and the IPO of leading photovoltaic manufacturers [4]. Group 3: Inclusive Finance and Pension Finance - The company has innovated inclusive finance services to support rural revitalization and the pension industry, with a total underwriting scale of 19.3 billion yuan for rural revitalization bonds in 2025 [5]. - It facilitated the issuance of the first pension-themed corporate bond in China, raising funds for various elder care projects [5]. Group 4: Direct Financing Services - The company has strengthened its domestic and offshore equity financing services, achieving an A-share underwriting scale of 272.1 billion yuan in 2025, with a market share of 24.5% [6]. - In the Hong Kong market, it sponsored 33 IPOs, accounting for 28.4% of the market, including significant IPOs for major companies [7]. Group 5: Bond Market Leadership - The company achieved a record bond underwriting scale of 2.2 trillion yuan in the domestic market in 2025, with a market share of 6.9% [8]. - It led offshore bond underwriting with a scale of 5.3 billion USD, supporting major companies in their international financing efforts [8]. Group 6: Capital Market Oversight - The company has maintained high standards in risk management and compliance, achieving an A-class rating in all major business evaluations for four consecutive years [9]. Group 7: Innovation in Financial Services - The company has actively participated in capital market reforms and product innovations, supporting the listing of several tech companies under new regulatory frameworks [10]. - It has been a leader in the REITs market, participating in 29 public REITs with a total issuance scale of 68.9 billion yuan [11]. Group 8: Internationalization Efforts - The company has enhanced its international service capabilities, supporting Chinese enterprises in their global expansion and participating in significant IPOs across various countries [14][15]. - It has facilitated the issuance of offshore RMB bonds, contributing to the internationalization of the RMB [18].

证券日报网讯1月8日，瀚蓝环境（600323）在互动平台回答投资者提问时表示，2025年6月，公司并购 粤丰环保正式完成，并自6月1日起实现并表，并购整合的有关工作正有序开展并初见成效。随着并购整 合的持续深入推进，预计协同效应将进一步释放。公司积极推进上游优质气源供应多元化和结构多样 化，结合短中长气源规划打造稳健的气源保障体系，取得积极进展；加强与供应商、客户及政府的沟 通，积极开拓新客户，并拓展燃气工程业务、非燃业务等，提升整体盈利水平。预计能源业务2025年度 将保持正常盈利水平。 ...

Core Viewpoint - The company, Huanlan Environment, has successfully completed the acquisition of Yuefeng Environmental Protection, which will enhance its operational capabilities and profitability through synergies and integration efforts [1] Group 1: Acquisition and Integration - The acquisition of Yuefeng Environmental Protection was officially completed in June 2025, with consolidation starting from June 1 [1] - The integration work is progressing smoothly and has already shown initial results, with expectations for further synergy effects to be realized [1] Group 2: Business Development and Strategy - The company is actively promoting diversification and structural variety in upstream quality gas supply, aiming to establish a robust gas supply assurance system [1] - Efforts are being made to strengthen communication with suppliers, customers, and government entities, while also actively seeking new clients and expanding into gas engineering and non-gas businesses to enhance overall profitability [1] - The energy business is expected to maintain a normal profit level in the fiscal year 2025 [1]

Group 1: Market Overview - In 2026, the A-share M&A market is expected to focus on three main industrial lines: hard technology, cyclical industries, and state-owned enterprise restructuring[2] - The macroeconomic environment will emphasize the synergy between capital markets and the real economy, supported by a moderately loose monetary policy to lower financing costs[9] - In 2025, the A-share M&A market saw 1,632 asset acquisition announcements, a 14% increase year-on-year, with significant asset restructuring transactions rising by 80%[10] Group 2: Industrial Lines - The hard technology sector will be a key focus, with mergers in AI applications, commercial aerospace, and humanoid robotics expected to accelerate[17] - Cyclical industries will see consolidation through supply-side reforms, particularly in solar energy, automotive, and brokerage sectors, with a focus on optimizing supply-demand structures[22] - State-owned enterprises are anticipated to engage in significant asset restructuring and mergers, with a focus on strategic and commercial asset injections[25] Group 3: Transaction Lines - Control transactions in listed companies are expected to show structural differentiation, with a shift towards "industrial logic" rather than "arbitrage logic" due to regulatory changes[27] - The role of state-owned capital in M&A funds is expected to grow, with 29 new funds established in 2025, targeting over 100 billion yuan in total[32] - Innovative cross-border M&A transactions are likely to continue, with a focus on integrating global high-quality technology assets and enhancing A+H market synergy[37] Group 4: Risks and Challenges - M&A transactions involving equity stakes face higher uncertainties compared to cash transactions, with financial capacity of listed companies significantly impacting deal success[41] - The tightening of regulatory policies may increase the difficulty of mergers, particularly for cross-border transactions and those involving shell companies[41] - The restructuring of ST companies presents both opportunities and high risks, dependent on the successful execution of restructuring plans[43]

Core Viewpoint - The next decade will be a critical period for global restructuring and the transformation of old and new driving forces, marking a key stage for China's national rejuvenation. The solid waste industry will shift from "scale expansion" to "efficiency and value creation," with intensified K-shaped differentiation potentially leading to a "dumbbell-shaped" competitive landscape [1][2][15]. Industry Development Over the Past Fifteen Years - The past fifteen years can be divided into two phases: the "golden decade" during the 12th and 13th Five-Year Plans, characterized by scale expansion and project-driven growth, and the current phase of stock market consolidation, where the industry faces significant bottlenecks and must transition towards quality improvement and efficiency [5][19]. - The industry has entered a clearing process, with many companies struggling for survival, while some strong firms are undergoing internal adjustments, laying the groundwork for future development [5][19]. Company Strategy and Performance - Facing industry cycles, the company has strategically positioned itself by leveraging opportunities during the "golden decade" and establishing a nationwide presence through acquisitions, creating a diversified and integrated solid waste industry chain [6][19]. - The company has adopted a strategy focused on stock integration since 2021, enhancing organizational capabilities and operational efficiency, particularly during the challenges of the 14th Five-Year Plan [6][20]. - The company reported a net profit of 9.67 billion yuan for the first half of 2025, an increase of 8.99% year-on-year, marking a new high since its listing and positioning it among the most profitable environmental companies [7][21]. Future Industry Outlook - The next decade will witness a transformation driven by technological, policy, and industrial changes, with the solid waste industry needing to adapt to a new competitive landscape characterized by K-shaped differentiation [10][22]. - The industry will see a shift from scale expansion to efficiency and value creation, with a focus on innovative business models and the emergence of specialized enterprises at both ends of the "dumbbell" spectrum, while mid-tier companies may face significant survival pressures [11][23]. - Key themes for future development include "innovation-driven, green value, and ecological empowerment," emphasizing continuous innovation across various dimensions to enhance industry competitiveness [12][24]. Company Future Plans - The company plans to drive innovation through a dual business model of "core business" and "pan-green business," focusing on deepening existing operations while exploring new growth avenues [26]. - The company aims to leverage its strategic acquisitions to establish a solid foundation for future growth, positioning itself to capitalize on emerging opportunities in the solid waste sector [26].

Core Viewpoint - The article discusses the evolution of the environmental protection industry in China and its collaboration with local finance, using the case of Hanlan Environment as a key example of how mergers and acquisitions (M&A) serve as accelerators for industrial upgrades and resource integration in a financial powerhouse context [1][16]. Group 1: Historical Context and Development - In 2000, Hanlan Environment's predecessor had total assets of less than 1 billion yuan and a net profit of less than 50 million yuan, focusing on water supply in Guangdong [1][16]. - By 2025, Hanlan Environment had developed into a company with nearly 63 billion yuan in total assets, covering four major business segments: solid waste treatment, energy, water supply, and drainage [1][16]. - The evolution of Hanlan Environment exemplifies the microcosmic development of China's financial history and industrial transformation [1][16]. Group 2: M&A Strategy and Implementation - From 2004 to 2014, Hanlan Environment transitioned from a single water supply service to a comprehensive environmental service provider through strategic acquisitions [6][20]. - The acquisition of Chuangguan China in 2014 was a pivotal event for Hanlan, significantly expanding its national footprint and market share [7][22]. - The acquisition strategy involved a combination of cash and equity payments, which helped mitigate liquidity risks and attract strategic shareholders [7][21]. Group 3: Financialization and Internationalization - During the "13th Five-Year Plan" period (2016-2020), Hanlan's M&A logic shifted from scale expansion to ecological construction, entering new sectors such as agricultural waste treatment and hazardous waste management [9][23]. - The acquisition of Yuefeng Environmental in 2025 marked a significant cross-border strategic move, with a transaction size of approximately 11.1 billion HKD (about 10.2 billion yuan), fully funded in cash [10][23]. - Hanlan Environment is also focusing on international expansion, particularly in Southeast Asia, through partnerships and acquisitions to enhance its operational capabilities [12][25]. Group 4: Conclusion and Implications - The development trajectory of Hanlan Environment from 1999 to 2025 illustrates the synergy between the environmental industry and local finance, highlighting the importance of financial tools in driving industrial upgrades [13][26]. - The case of Hanlan Environment serves as a reference for the integration of finance and industry in China's public utility sector, demonstrating the effectiveness of capital market tools in addressing social needs and promoting sustainable growth [14][27].