PDA扫码的瞬间叫料需求精准触发；AGV小车的身影在物料超市灵活穿梭取料收箱；模块化产线的机械臂有条 不紊地完成热熔焊锡；智能检测模组自动分拣不良品输送合格品……在惠州雷士光电（以下简称"雷士照明"） 生产基地，智能化生产场景正高效运行。不远处的研发大楼，技术人员正盯着光谱分析仪的屏幕，反复调试参 数。 从研发大楼里的技术攻坚，到生产车间内的智能制造，一盏盏搭载着创新技术的灯具，从雷士工业园高效产 出，又点亮惠州的各个产业园区、街巷楼宇，悄然串联起企业与城市的共生纽带。1998年在惠州成立的雷士照 明，二十余年扎根于此。如今，它正以总部力量为引擎，以技术创新为利刃，以产业生态为抓手，以社会责任 为底色，为惠州高质量发展长卷洒下温暖光斑。 以扎根之力 与城市同频共振 "十四五"时期，惠州深化实施招商引资"一把手"工程，聚焦重点产业链靶向精准招商。而雷士照明加码一笔12.5 亿元人民币实投资本，让公司注册资金跃升至近15亿元，也为这场热潮增添了生动注脚。 真金白银的投入，比任何语言都更有分量。"这笔增资，进一步壮大了惠州总部的实力，使我们的总部能级不断 提升。"雷士照明相关负责人表示，此次增资是雷士照明对惠州营商 ...

在战略合作签约环节，海南农商银行与华为技术有限公司、腾讯云计算(北京)有限责任公司、上海 商汤智能科技有限公司、正信光电科技股份有限公司分别签署战略合作协议。各方将围绕数字化转型、 人工智能应用、绿色科技、智慧能源等领域展开战略合作，共同探索科技与金融融合赋能可持续发展的 创新路径。 海南日报海口12月23日讯(海南日报全媒体记者 王培琳 通讯员 齐尧友)12月23日，海南农商银行在 海口举办"建功自贸港，赋能可持续"ESG战略启动会暨战略合作签约仪式，正式启动"海南农商银行 ESG战略框架"，标志着该行在全面贯彻国家"双碳"战略、深度融入海南自贸港建设、系统推动可持续 发展新征程全面启航。 会上，海南农商银行负责人发布了海南农商银行ESG战略框架及《海南农商银行ESG白皮书》。他 表示，ESG战略是海南农商银行服务国家战略、构筑未来核心竞争力的必然选择，"深耕海南"是行动宣 言，意味着金融服务将更加精准地滴灌至海南经济的毛细血管;"嘉业长青"是愿景目标，展现了追求永 续发展、构建穿越周期韧性的长期主义价值观。海南农商银行ESG白皮书系统构建了该行ESG实践 的"全景图"，通过光伏贷、GEP贷、星星点灯计划、 ...

"加油！马上就发电成功啦！"上海闵行区莘庄工业区笔遇低碳科学探索馆内，天恒名都幼儿园的孩子们围着骑 行发电装置雀跃欢呼。随着小男孩的脚加速转动，展板上空调、电视造型的LED灯环次第亮起——在暑期上演 的趣味实验恰似一把"钥匙"，为孩子们打开了低碳世界的大门。 生态空间的开放是基础，更关键的是构建让公众深度参与的机制。2023年，莘庄工业区管委会牵头发起的"碳 路者联盟"，正是这样一个打破壁垒的合作平台。 这个由政府、20余家制造企业、高校及研究机构组成的联盟，每年通过两场大型活动撬动全产业链减碳。在 2024年12月举办的第四届绿色低碳安全可持续发展大会上，300余名专家学者、企业代表围坐探讨ESG战略； 2025年4月的"数据要素×"大赛绿色低碳赛道，聚焦数据在减排降碳、环境监测等领域的应用，为低碳发展注入 数字动力。 生态文明宣教的落地，首先需要让公众"看得见、摸得着"。在莘庄工业区，一系列向公众敞开大门的生态场馆 与绿色空间，正成为生态文明的"立体教材"。 园区西北部，4.94公顷的"碳路者公园"（西湖公园）正在进行升级改造。公园2.14公顷的水域里，苦草与轮藻 织就"水下森林"，白鹭、夜鹭在此栖息，鱼 ...

项目实施后，学校运动空间及校园环境得到极大改善，校园受伤事件发生率下降，运动社交成为促进同 学关系的重要纽带。 这家深耕中国市场多年的企业，正为其"好丽友 好朋友"的品牌理念写下温暖注脚。 在内蒙古一所乡镇小学新建的篮球场上，孩子们的奔跑声和欢笑取代了往日的尘土。这改变的起点，源 于好丽友2025年一项500万元的"儿童关爱计划"。好丽友不仅为15片球场与4个运动场奠基，更在上海打 造了集阅读、心理支持于一体的成长综合体。 从脚下的塑胶跑道到心中的梦想桥梁，这家深耕中国市场多年的企业，正为其"好丽友 好朋友"的品牌 理念写下温暖注脚。好丽友始终秉承"培育人才、创造价值、奉献社会"的经营理念，专注于核心品牌的 发展，聚焦产品品质与安全，严格恪守最基本的企业社会责任。 好丽友2025年投入500万元启动儿童关爱计划，聚焦偏远地区与城市薄弱学校的儿童需求，通过硬件升 级、空间再造与服务赋能，构建"体育+阅读+心理+环保"的多维关爱体系，助力每一个孩子平等享有成 长资源，让梦想扎根于优质土壤。 具体看来，好丽友在内蒙古、廊坊、沈阳等地的9所学校建成13个规范化篮球场、2个羽毛球场、4个标 准运动场（配备塑胶跑道与草坪 ...

Summary of Leshu Group's Conference Call Company Overview - Leshu Group holds a leading position in the diaper and sanitary napkin market in Africa, with significant market shares in countries like Ghana, Cameroon, and Kenya. The company has established 18 sales branches in 12 countries, covering over 30 countries and serving more than 25 million customers, showcasing a strong first-mover advantage [2][3][4]. Core Business Insights - The group has built an efficient and robust global supply chain with 44 production lines across eight African countries. The design capacity for diapers exceeds 5.5 billion yuan, while sanitary napkins exceed 2.5 billion yuan. Local manufacturing shortens sales cycles, and global centralized procurement ensures stable raw material supply [2][3][4]. - Leshu Group collaborates with international consulting firms to establish a digital management system, enhancing decision-making efficiency [2][3]. - The company's ESG strategy drives four strategic directions, with a localization employee training strategy resulting in 90.5% of employees being locally hired, promoting win-win cooperation [2][5]. Market Dynamics - Emerging markets like Africa exhibit strong economic vitality and growth potential, with a youthful population and rising consumer power. Africa accounts for approximately 37% to 38% of the world's annual newborns, creating a substantial market opportunity [6]. - High import tariffs (around 25%) in Africa encourage local production, while supportive government policies in countries like Ghana boost demand for sanitary products [6][10]. Competitive Advantages - Leshu Group's core advantages include: 1. First-mover advantage in the sanitary products market in Africa, establishing strong manufacturing barriers [7]. 2. An efficient global supply chain centered on international manufacturing [7]. 3. A localization strategy that emphasizes local employee training [7]. - These advantages enable the company to effectively respond to challenges in emerging markets and maintain a competitive edge [8]. Financial Performance - The company experienced rapid business growth in 2023, with a revenue increase of 19% year-on-year for the first half of 2025, driven by core regional focus, cost control, tariff advantages, and new factory openings. The gross profit margin remains stable between 33% and 35.5% [4][19][20]. Future Growth Potential - The sanitary napkin market in Africa is projected to grow significantly, with the female population expected to reach 1.2 to 1.3 billion by 2050. The usage rate of sanitary napkins among African women is anticipated to rise to two-thirds, compared to current usage rates in China [9]. - Leshu Group plans to expand its product categories beyond diapers and sanitary napkins, exploring related food sectors and considering greenfield investments or acquisitions [29]. Challenges and Strategies - Entering the African market presents challenges such as time barriers and insufficient market knowledge. The company emphasizes the importance of local experience for effective decision-making [10][11]. - Leshu Group's digital operations enhance competitiveness through partnerships with leading firms like IBM and Deloitte, achieving comprehensive digital management across various functions [13]. Regional Focus: Ghana - Ghana is a strategic market for Leshu Group, characterized by a stable political environment and significant economic growth. The government has implemented policies that support economic development, making it an attractive investment destination [45][46]. - The company has established a strong presence in Ghana, with a diversified product strategy catering to different consumer needs and leveraging local market dynamics [55][56]. Conclusion - Leshu Group is well-positioned for continued growth in emerging markets, particularly in Africa, through its robust supply chain, localized strategies, and commitment to digital transformation. The company aims to maintain its leadership in the sanitary products sector while exploring new growth opportunities in related markets.

香港聯合交易所有限公司與證券及期貨事務監察委員會對本申請版本的內容概不負責，對其準確性或完整性亦 不發表任何意見，並明確表示概不就因本申請版本全部或任何部分內容而產生或因倚賴該等內容而引致的任何 損失承擔任何責任。 ENN Natural Gas Co., Ltd. 新奧天然氣股份有限公司 （一家於中華人民共和國註冊成立的股份有限公司） 的申請版本 警告 本申請版本乃根據香港聯合交易所有限公司（「聯交所」）與證券及期貨事務監察委員會（「證監會」）的要求而刊發，僅用 作提供資訊予香港公眾人士。 本申請版本為草擬本，其內所載資料並不完整，亦可能會作出重大變動。 閣下閱覽本文件，即代表 閣下知悉、接納 並向新奧天然氣股份有限公司（「本公司」）及其保薦人和顧問表示同意： 本申請版本將不會於美國刊發或派發予美國人士。本申請版本所述的任何證券並無亦不會根據1933年美國證券法（經 修訂）或美國任何州份證券法例登記，亦不可在未根據該證券法登記或未取得該證券法的豁免的情況下在美國發售或出 售，且將不會於美國進行任何證券公開發售。 本申請版本或其內所載資料並不屬於美國或禁止發售或出售證券的任何其他司法管轄區提呈出售或徵求購買任 ...

企业上市后，面临着更复杂的外部环境（如监管要求、股东压力、市场竞争）和内部转型需求（如规范化治理、价值创造）。 其战略规划需围绕"持续创造价值、平衡短期与长期利益、强化核心竞争力"展开，核心目标是实现业绩稳健增长、市值合理提 升、抗风险能力增强，最终成为"公众认可的行业标杆"。以下从战略规划的逻辑框架和核心要点两方面展开分析： 上市后企业的战略需从"生存驱动"转向"价值驱动"，核心逻辑可概括为： 以资本市场为纽带，通过业务升级、资本赋能、治理优化、生态构建，持续提升企业内在价值（IV）和市场估值（MV），最 终实现"内在价值-市场估值"的正向循环。 具体表现为： 一、上市后战略规划的逻辑框架 二、上市后战略规划的核心要点 1. 明确战略定位：聚焦"核心价值主线" 上市后企业易陷入"盲目多元化"陷阱（如追逐热点跨界投资），需回归本质，基于自身资源禀赋明确战略主线： 2. 资本运作：放大"产融协同"效应 上市平台为企业提供了股权融资、债权融资、并购重组等工具，需通过资本运作加速战略落地，但需避免"为资本而资本"： 上市后企业暴露面扩大，需防范业务、财务、合规等多重风险： 6. ESG战略：契合全球资本趋势 ESG ...

人民财讯12月8日电，12月8日，由证券时报主办的"第十九届中国上市公司价值论坛暨2025新质生产力 巡礼宜宾行"在四川省宜宾市举办。价值在线董事长、创始人苏梅在分享中表示，A股上市公司出海业 务收入长期呈增长态势，海外市场ESG监管要求成为出海企业需面临的重要课题。一方面，中国企业曾 为出海ESG合规问题付出过代价；另一方面，海外ESG监管规则升级，中国企业适应成本增加。在她看 来，上市公司应主动制定ESG战略，为ESG治理提供清晰的方向与衡量标准；企业再通过治理体系搭建 执行框架，推动ESG与企业核心业务深度融合，实现社会价值与商业价值的共生共荣。她表示："对于 企业而言，制定ESG战略不是'成本负担'，而是'增长投资'。" ...

Core Viewpoint - The 2025 Entrepreneur Boao Forum marks its tenth anniversary, evolving from a platform for exchanging ideas to a "super connector" that integrates various forms of communication and showcases innovations in multiple sectors [3][8][14]. Group 1: Forum Evolution and Impact - Over the past decade, the forum has transformed from a single viewpoint exchange to a multifaceted platform that includes keynote speeches, public lectures, and product showcases, creating a comprehensive ecosystem for entrepreneurs [8][14]. - The forum has become a vibrant space for showcasing innovations, such as the application of algorithms in service delivery and the integration of live commerce into traditional business models [7][8]. - The forum's themes have evolved to align with national strategies and business concerns, reflecting the changing landscape of the Chinese economy [20][21]. Group 2: Key Themes and Discussions - The 2025 forum theme, "Linking the World, Leading the Future: New Opportunities in the 15th Five-Year Plan," emphasizes the importance of innovation and adaptation in a rapidly changing environment [16][20]. - Notable speakers, including leaders from major companies, have highlighted the need for traditional industries to innovate while maintaining their core values [16][18][19]. - The forum has increasingly focused on integrating health and wellness into its activities, showcasing a holistic approach to business and community engagement [12][19]. Group 3: Entrepreneurial Spirit and Values - The forum serves as a platform for recording and transmitting entrepreneurial spirit, with leaders sharing insights on creativity, responsibility, and the importance of nurturing future talent [30][31][32]. - The core values of the forum emphasize the balance between profit-making and social responsibility, reflecting a commitment to sustainable business practices [35][36]. - The forum has consistently highlighted the importance of understanding user needs and adapting to market changes, reinforcing the idea that successful businesses must remain agile and responsive [34][36].

Core Insights - The appointment of Hong Zonghua as Vice President of Corporate Affairs for PepsiCo Asia Pacific marks a significant leadership change within the company, coinciding with a broader restructuring of its management team and a recovery in operational performance [1][4]. Group 1: Hong Zonghua's Background and Role - Hong Zonghua has a strong background in public relations and government relations, having worked for major companies like Walmart, Mars, Herbalife China, and Shui Jing Fang, where he held senior positions [2][3]. - His previous role at Shui Jing Fang involved managing government relations, corporate communication, social responsibility, and ESG strategy, contributing to the company's continuous revenue growth, which is projected to exceed 5 billion in 2024 [2][3]. Group 2: PepsiCo's Organizational Changes - PepsiCo has undergone significant structural changes in 2023, dividing its global operations into North America and International segments, with a focus on the Asia Pacific market [4][6]. - The company has seen multiple executive changes, including the appointment of new leaders for its food and beverage divisions, reflecting a strategic shift to enhance performance in a competitive market [4][6]. Group 3: Market Performance and Challenges - PepsiCo's performance in China has shown a mixed trend, with food business revenues experiencing low single-digit growth while beverage revenues faced a slight decline [6][7]. - The overall revenue growth in the Asia Pacific region for 2024 is projected at 1%, with food business sales increasing by 4% and beverage sales only growing by 1%, indicating a challenging market environment [6][7]. - Despite these challenges, there are signs of recovery in 2025, with a reported 4% increase in unit sales for the Asia Pacific food business in the first three quarters [7].