"咸渔台"页面截图。时 中新网浙江新闻1月5日电（奚金燕 时曼斐）建筑余材处置正迎来一场深刻的数字化变革。近日，建筑 领域专业废旧物资处置平台"咸渔台"宣布全面升级至2.0版本。新版平台聚焦交易保障、资源聚合与交 互体验三大维度，新增10余项核心功能，旨在构建更开放、智能、便捷的物资循环服务生态，以数字化 交易为载体，打造建筑行业物资循环的"一站式"服务枢纽。 曼斐 供图 "过去在平台查看订单最新状态，需要点进多层级的菜单页面，容易错过待办事项的时点，现在系统可 以做到订单状态实时推送提醒，确实更方便了。"一位平台处置商表示。据悉，此次升级中，"咸渔 台"2.0首创"交易信息提醒"功能，通过实时智能推送，将传统的被动查询转变为主动服务。平台同时推 出"竞买帮助"全流程指引模块，从入驻审核、竞价规则到保证金缴纳、成交确认，为用户提供精准的步 骤指引，力求实现"新手用户5分钟上手"的操作便利性。 下一步，平台计划引入区块链技术，实现重要物资的碳足迹追踪与可信存证，为建筑行业落实"双碳"目 标提供数字化基础设施支持。（完） 为汇聚行业力量，平台2.0版本重磅开通"机构入驻"专属通道，面向施工单位、建材供应商、回收企 ...

为深入贯彻落实长三角一体化发展国家战略，创新区域职业教育协同发展机制，12月27日，长三角职教名校长创新发展联盟第一次理事会在苏州旅游职业 学院举办。该联盟由首批入选教育部"新时代职业学校名校长培养计划"的校长及其所在单位共同发起成立，标志着长三角职业教育领域以名校长群体为引 领的协同创新进入机制化、平台化的新阶段。 经大会推举，江苏省通州中等专业学校当选为联盟首届轮值理事长单位。该校党委书记姜汉荣接受记者采访时表示，联盟成立的目的是将长三角职业教育 我们已经取得的特色、经验能够在更大范围更好的得到发展，发挥共建共享的优势，更多的是要聚焦当前职业教育发展遇到的一些难点、堵点问题，开展 研究和探索，更好地推动职业教育高质量发展。 本次会议由苏州旅游职业学院承办。联盟的发起与成立旨在凝聚区域职教领军者的集体智慧，共同应对产业升级对复合型技术技能人才培养提出的系统性 挑战，探索职业教育服务区域高质量发展的新路径。 大会以"融创.共链.赋能——共筑长三角职业教育高质量发展新生态"为主题，审议并通过了联盟行动共识。共识明确了联盟将致力于打造"研修共同体"、 构建"协作网络"、建立"协同生态"，并最终构筑具有示范意义的" ...

当时间的刻度指向2026，一个崭新的五年征程即将启幕。 此刻，我们立足承前启后的交汇点，"十四五"即将圆满收官。回顾2025年，在多重压力之下，中国经济再次走过了"很不平凡"的一年，并展现出强大韧性和 活力。 刚刚闭幕的中央经济工作会议深刻指出，做好明年经济工作，要"坚持稳中求进工作总基调"，在政策取向上，"要坚持稳中求进、提质增效"，着力稳就业、 稳企业、稳市场、稳预期，推动经济实现质的有效提升和量的合理增长，保持社会和谐稳定，实现"十五五"良好开局。 启新程，当乘势而上，更须砥砺前行。站在"十五五"新程待启的关键时点，如何看待2026年的经济形势？2026年经济工作怎么干？新京报贝壳财经推出《看 2026：十五五·启新程》专题报道，汇聚监管部门、知名学者和领军企业家，解读政策脉络，洞察趋势变化。2026，我们携手出发。 对于企业而言，针对中央经济工作会议提出的持续扩大内需等议题会有哪些举措？2026年有哪些战略发展目标？新京报贝壳财经记者就此采访了一亩田集团 董事长邓锦宏。 他告诉记者，一亩田将始终坚守"让每一亩田更有价值"的初心使命，全面拥抱AI技术，坚定扎根产地，探索AI与产业的深度融合应用，推动农业 ...

京东方科技集团副变革与IT管理官 齐永鑫 嘉宾观点 数字化变革的成功要素包含了"七个反对"：反对完美主义、反对繁琐哲学、反对盲目创新、反对没有全局效益提升的局部优化、反对没有全局观的干部主 导变革、反对没有业务实践经验的人参加变革、反对没有充分论证的流程进入实用。 数字化转型在企业提升核心竞争力方面，正起来越来越大的作用。但麦肯锡、埃森哲等机构的数据都显示，全球数字化变革成功率不足20%。由于存在着 价值认知偏差、生存周期短、资源错配等核心矛盾，进入数字化转型深水区的企业必须开始思考：面对数字化变革失败率高的全球性困境，如何才能提升 企业数字化转型的成功率。 失败根源拆解： 从认知偏差到投入错位， 五大问题拖垮变革 近日，由CIO时代主办，新基建创新研究院作为智库支持"智能引领·数字未来 | 2025 AI 智创未来 CIO 峰会"在京落幕。会上，京东方科技集团副变革与IT 管理官齐永鑫带来了主题为"企业数字化变革的成功要素"的精彩分享。 针对这些问题，企业该如何破局呢？总结起来就是要让"五大成功要素"落地。这五大要素分别是：走对路、选对人、重投入、建体系、控时机，它们是变 革成功的必要条件。 结合多年数字化 ...

来源：环球网 【环球网科技报道 记者 张阳】在数字中国建设纵深推进的背景下，金融科技正成为推动普惠金融高质量发展、服务乡村振兴战略的关键力量。作为扎根县 域、服务"三农"的金融主力军，农村信用社系统长期面临科技能力薄弱、核心系统陈旧、服务效率受限等现实挑战。而贵州省农村信用社联合社（以下简 称"贵州农信"）与华为公司深度合作，以520天攻坚、22小时焕新64套系统的硬核实践，蹚出了一条自主创新、安全高效的科技赋能之路，撬动普惠金融服 务能力跃升，为乡村振兴和数字经济高质量发展注入源源不断的"金融活水"。 从"系统焕新"到"服务升级"：夯实普惠金融数字底座 这就意味着，核心系统升级之后，它让贵州农信这样的区域性金融机构，首次具备了与大型银行同等的技术响应能力，能够更敏捷地响应农户、新型农业经 营主体和小微企业瞬息万变的金融需求。 打造可复制的"贵州方案"，照亮农信转型之路 贵州农信与华为的合作，远不止于一次技术升级，而是一场系统性、深层次的数字化变革。它证明了：即便资源有限的区域金融机构，也能通过自主创新与 生态协同，走出一条安全、高效、特色的科技赋能之路。其经验包括全栈核心系统建设、IPv6+网络部署、AI场 ...

今天分享的是：TOP100CFOs：上市公司CFO薪酬白皮书（2025版） 报告共计：35页 2025年上市公司CFO薪酬白皮书核心总结 《上市公司CFO薪酬白皮书（2025版）》聚焦港股与A股市场，基于海量样本数据，系统分析了CFO薪酬水平、影响因素及发展 趋势，核心内容如下： 港股与A股CFO薪酬存在显著梯度，港股CFO 2024年平均年薪160.20万元、中位数107.70万元，A股平均年薪85.76万元、中位数 68.42万元，港股平均薪酬约为A股的1.9倍。两地薪酬分布均呈现"中部高台+高薪长尾"特征，多数CFO薪酬围绕中位数集中，少 数头部CFO年薪可达数百万甚至千万元，显著拉升整体均值。 个体特征对薪酬影响明显。性别上，两地CFO均以男性为主，港股男女比例约7:3，A股男性占比61%，男性整体薪酬高于女 性，但头部女性CFO薪酬可与男性持平甚至超越。年龄方面，40-55岁中生代是主力，薪酬随年龄和资历阶梯式上升，港股50岁 以上、A股50岁左右CFO薪酬达到高位。学历与海外背景也显著影响薪酬，学历越高薪酬越高，有海外背景的CFO平均薪酬远超 无海外背景者。 行业与公司特征是薪酬差异的关键因素。港 ...

Group 1 - The average annual salary for CFOs in Hong Kong is 1.602 million RMB, while in mainland China it is 857,600 RMB, indicating that Hong Kong CFOs earn approximately 1.6 to 1.9 times more than their mainland counterparts [1][2] - In Hong Kong, 5.34% of CFOs earn over 5 million RMB annually, while nearly a quarter of mainland CFOs earn over 1 million RMB [1] - The salary structure in both markets shows a "high middle + high salary tail" pattern, with top-tier CFOs in leading companies earning several million or even tens of millions [1] Group 2 - Individual characteristics significantly influence CFO salaries, with male CFOs earning more than female CFOs in both markets, although top female CFOs demonstrate competitive salaries [1][2] - The age group of 40-55 years is the primary demographic for CFOs, with salaries increasing with age and experience; in Hong Kong, CFOs over 60 earn an average of 2.4563 million RMB [1][2] - Educational background and overseas experience are also linked to salary levels, with PhD CFOs in mainland China earning an average of 1.3004 million RMB, and those with overseas experience earning 556,000 RMB more than their counterparts without [1][2] Group 3 - Industry and company characteristics are key factors affecting CFO salaries; in Hong Kong, the "new economy + domestic demand" sectors (TMT, consumer, healthcare) lead in salary levels, with a median of around 1.2 million RMB [2] - In mainland China, the financial and real estate sectors offer the highest average salaries at 1.2241 million RMB, followed by healthcare and high-tech industries [2] - Company size and profitability are directly correlated with CFO salaries; companies with higher ROE see significant salary premiums, with CFOs in firms with ROE over 20% earning an average of 1.605 million RMB [2] Group 4 - The average salary for CFOs in AH-listed companies is 3.05 million RMB, reflecting a 15% increase from 2023, with leading companies showing a "high base + double-digit growth" trend [2] - The overall salary growth is expected to moderate, but the premium for top-tier CFOs and structural differentiation will continue; salary structures are shifting towards long-term incentives linked to ROE and cash flow [2] - The increasing importance of digital and AI capabilities is becoming a significant source of salary premiums, with the CFO role evolving into a strategic leader [2]

Group 1 - The 2025 Dreamforce conference showcased the digital transformation achievements of Fisher & Paykel, highlighting its role as a benchmark in digital marketing, IT infrastructure, and customer service [1] - In marketing, Fisher & Paykel utilized AI technology to enhance personalized experiences, resulting in a 33% increase in order conversion rates and a 75% efficiency improvement through internalized advertising content and automated operations [1] - In customer service, the company reduced user inquiries by half and shortened service wait times by nearly one-third through AI and automation technologies [1] - Fisher & Paykel's IT platform underwent significant digital transformation, enabling seamless data flow from order to service, which is essential for providing a high-end customer experience [1] - The company's digital practices reflect its commitment to designing for a changing world and responding to the demands of the digital age, offering valuable insights for the industry [1] Group 2 - Digital transformation has effectively driven market growth, with Fisher & Paykel and Haier holding the top sales share in the Australia-New Zealand market, achieving a 20% share in Australia and over 40% in the New Zealand white goods market [2]

数字交易打通堵点，让生意更"好做"。过去，线下门店常担心线上电商以低价冲击市场，或自己店里缺 少线上爆款。如今，海尔针对大B端服务商推出灵活的退换货政策，缓解了老品滞销压力；针对乡镇小 b端客户，则推出"产品直投"模式，即使上级服务商缺货，乡镇店主也可直接在平台下单，货物直发到 镇。这些举措的核心，都是为了让用户的购买过程更顺畅、选择更丰富，无论通过何种渠道，都能获得 一致、便捷的品牌体验。 数字门店与数字营销，把流量"抓"回来。海尔智家通过与高德地图、抖音本地生活等平台合作，使用户 能方便地查看附近门店、在售商品，甚至直接领取优惠券。更深层次的变革在于，其自研的AIIC用户 洞察体系能精准捕捉用户痛点，将用户的"吐槽"转化为产品创新源泉。例如，多孩家庭对衣物分类洗的 需求，催生了与用户共创的"三筒洗衣机"；AIGC工具则能快速生成"39分钟最快洗烘"等内容，精准回 应用户对效率的关切，让营销成为一场与用户的深度对话。 数字化变革本身并非目的，让生意更好做、让用户体验更优，才是最终的答案。海尔智家的数字化变 革，通过数字技术将"研、产、销"各个孤立环节，串联成一个以用户体验为导向的完整价值链。在这种 新范式下 ...

Core Insights - Japan is significantly adjusting its security policy, increasing defense budgets, and relaxing weapon export restrictions, aiming for a breakthrough in military capabilities [2][7] - The credibility of Japanese manufacturing is declining, with numerous scandals affecting major companies, leading to a loss of the once-revered "craftsmanship spirit" [3][4] - Japan's manufacturing sector is facing structural challenges, including a significant decline in its global manufacturing value added share over the past 20 years [3][4] Group 1: Defense and Security - Japan's Defense Minister announced the deployment of medium-range air defense missiles on Yonaguni Island, just 110 kilometers from Taiwan, and is negotiating the export of air defense missiles to the Philippines [1] - The push for enhanced defense capabilities is criticized for lacking domestic industrial support, as exemplified by scandals at Kawasaki Heavy Industries, which has admitted to long-term, large-scale fraudulent transactions [2] Group 2: Manufacturing Sector Challenges - Major Japanese manufacturers, including Toyota and Kobe Steel, have faced scandals involving data manipulation and quality issues, undermining their reputations [3] - The traditional manufacturing sector in Japan is experiencing a significant decline, with a structural lag in digitalization and new energy transitions [4] Group 3: Automotive Industry - Japanese automakers are struggling to adapt to the electric and smart vehicle market, with a slow transition to electric vehicles due to a defensive strategy focused on existing fuel vehicle supply chains [4] - The aging population and declining birth rates in Japan are contributing to a shortage of talent in advanced technology fields, further hindering innovation [4] Group 4: External Economic Pressures - Japan's exports to the U.S. fell by 3.1% in October, with significant declines in automotive (7.5%), semiconductor manufacturing equipment (49.6%), and pharmaceuticals (30.8%) [5][6] - The decline in exports reflects both U.S. tariff pressures and a weakening position of Japanese manufacturing in global competition [6] Group 5: Structural Issues - The decline of Japanese manufacturing is attributed to an aging manufacturing system, rigid governance, and technological stagnation, indicating a structural crisis rather than isolated corporate issues [7] - Attempts to shift focus to military issues as a means to cover economic and technological stagnation may exacerbate internal social divisions and regional instability [7]