Core Viewpoint - The implementation of the new national standard for food delivery platforms, titled "Basic Requirements for Delivery Platform Service Management" (GB/T 46862—2025), aims to address issues such as "ghost deliveries," irrational competition, and insufficient protection of delivery personnel's rights within the industry [1][2][7]. Group 1: Standard Implementation - Major food delivery platforms, including Meituan, Taobao Flash Purchase, and JD Delivery, have committed to voluntarily implementing the new national standard and integrating its requirements into their operational management and service processes [1][7]. - All three platforms participated deeply in the drafting and formulation of the standard, contributing to discussions on core clauses and endorsing principles such as fair competition and service quality enhancement [2][4][6]. Group 2: Focus Areas of the Standard - The standard focuses on four main areas: merchant management, platform fees and promotional practices, labor management, and dispute resolution within the platform [1][7]. - Specific measures include requiring merchants to provide location-verified videos to combat "ghost deliveries," implementing dynamic review mechanisms for risk monitoring, and ensuring transparency in fee structures by detailing service charges to merchants [8]. Group 3: Industry Impact and Future Directions - The standard represents a shift from an "efficiency-first" approach to a "people-centered" philosophy, aiming to balance corporate profits with the rights of workers in the delivery sector [9]. - The market regulatory authority plans to promote the standard actively, encouraging the industry to adopt these guidelines to enhance service management and protect the rights of various stakeholders [9].

Core Viewpoint - A New Oriental employee expressed dissatisfaction with excessive working hours and unrealistic recruitment targets, contrasting the company's stated values of "education初心" and "people-oriented" principles as articulated by founder Yu Minhong [1][4]. Group 1: Employee Concerns - The employee reported working over 12 hours daily, with the promised two-day weekends becoming rare, and the standard 8-hour workday now seen as unattainable [1][4]. - The employee highlighted feelings of confusion and exhaustion due to unreasonable work expectations, including constant changes in plans and additional tasks that detract from primary responsibilities [4][5]. Group 2: Company Response - Following the employee's message, the company confirmed the communication was sent by a course consultant and stated that it would take appropriate action, emphasizing the existence of internal reporting mechanisms [5][7]. - Yu Minhong, in a previous communication, acknowledged the importance of maintaining the company's image and encouraged employees to address grievances through internal channels rather than public platforms [7].

Core Points - A New Oriental employee expressed dissatisfaction in a company-wide letter, criticizing excessive overtime and unattainable enrollment targets, contrasting with the founder's message of "educational original intention" and "people-oriented" approach [1] - The employee mentioned working over 12 hours daily and that the promised weekends off had become unrealistic [1] - The letter was reportedly sent by a course consultant from Hangzhou New Oriental and was quickly deleted along with the employee's account [1] - A representative from Hangzhou New Oriental confirmed the authenticity of the letter and stated that it would be addressed through the company's internal reporting mechanisms [1] Company Response - The company acknowledged the letter's existence and indicated that the employee's method of communication was inappropriate [1] - The company has a clear reporting structure in place for such grievances, and the matter will be followed up by designated personnel [1]

Core Viewpoint - The article critiques the dehumanizing management practices at Guangxi Hengyi New Materials Co., highlighting a disturbing corporate culture that prioritizes efficiency over individual dignity and rights [1][3][4] Group 1: Corporate Culture and Management Practices - The slogan at the entrance of the factory reflects a chilling mindset that reduces employees to mere production tools, stripping them of their social identity and rights [1][3] - The management's response to media scrutiny reveals a dismissive attitude towards employee rights and public oversight, indicating a rigid and arrogant management culture [2][3] - The company, a wholly-owned subsidiary of the publicly listed Hengyi Petrochemical, is expected to uphold higher governance standards and social responsibility, raising concerns about its ethical foundations [3] Group 2: Employee Rights and Dignity - The article emphasizes that true freedom in the workplace involves respecting individual rights and fostering creativity, rather than imposing restrictions that undermine personal autonomy [3][4] - The criticism of the slogan is framed as a necessary reevaluation of corporate values, warning against the normalization of rights suspension in specific environments [3][4] - The removal of the slogan should serve as a wake-up call for corporate leaders to prioritize respect and trust, as depriving employees of freedom does not lead to sustainable safety or efficiency [4]

Core Insights - Advantech has been recognized in Forbes' 2025 "World's Best Employers" list, reflecting high trust in its employer brand from global employees and the public [1] - The recognition underscores Advantech's commitment to a "people-oriented, diverse development" strategy, aiming for a fulfilling life goal of "work, learning, and love" [1] Employer Brand Evaluation - The Forbes list is based on an anonymous survey of over 300,000 employees across more than 50 countries, assessing employer image through dimensions such as compensation attractiveness, learning development, career opportunities, work-life balance, and cultural values [1][3] - Advantech's selection is attributed to its long-term talent development mechanisms that enable employees to achieve comprehensive growth in professional advancement, career progression, and life balance [1] Talent Development Strategy - Advantech adheres to a core strategy of "people-oriented, diverse development," viewing talent growth as a personalized, dynamic process [3] - The company has established a comprehensive empowerment system covering new hires, professional talents, and core leadership, respecting individual differences while supporting diverse choices [3] Employee Empowerment Mechanisms - Advantech employs various mechanisms such as eLearning, one-on-one mentorship, cross-team learning communities, and book clubs to create a regular empowerment matrix [3] - Specific programs like the "Launch Training Camp" and "Professional Skills Courses" accelerate the progression of new and professional talents, while leadership training includes international workshops and camps to enhance strategic thinking and cross-cultural governance [3] Work-Life Balance Initiatives - The company emphasizes the importance of work-life balance, believing that employee growth extends beyond career advancement to include the nurturing of personal life and family [5] - Initiatives like the annual Family Day strengthen the bond between employees and their families, allowing them to express gratitude for their support [5] Community and Personal Development - Advantech fosters a sense of community through the ABLE Club, which provides diverse interest groups for employees to engage in activities like reading, sports, and public service, allowing them to reconnect with their passions [5] - This approach helps employees find balance between family warmth and personal interests, enhancing their creativity and vitality, which in turn benefits the organization [5] Commitment to Sustainability - Advantech integrates sustainability into its long-term development goals, focusing on "green operations," "IoT for public benefit," and "employee and social well-being" [7] - The company believes in a symbiotic relationship between corporate and talent growth, emphasizing a people-oriented philosophy that has earned deep trust from global employees [7] - The recognition by Forbes serves as international validation of Advantech's commitment to its vision of being a "driver of a smart earth," encouraging continued investment in talent value and sustainable innovation [7]

郑州市经开区中大门购物公园"折扣牛"仓储式超市，工作人员在理货。记者 聂冬晗 摄 顾客在郑州市熙地港购物中心鲜风生活超市选购水果。 编者按 一个超市可以带火一座城。零售业是观察消费活力潜力的一个窗口，零售业一头连着源头产地和厂商，一头 连着居民消费，贯穿全产业链，对于提振消费意义重大。党的二十届四中全会强调，坚持惠民生和促消费、 投资于物和投资于人紧密结合，以新需求引领新供给，以新供给创造新需求，促进消费和投资、供给和需求 良性互动。河南零售业近年来强势崛起，多种新业态并存，成为行业学习、外界观察河南的一个窗口。观察 当今零售业演变，是为提振消费、建设强大国内市场寻找答案。 2025年销售额在11月8日突破200亿元。近日，胖东来公布的销售数据再度引爆网络热议。 这串惊人数字的背后，是河南商业零售一脉相承的人本主义基因。 改革开放四十余载，这片沃土上的商业零售从业者，用坚守与创新书写了一部"以人为本，诚信经营"的商业 零售史诗。从亚细亚的破晓惊雷，到丹尼斯的体系筑基；从购物中心的场景革新，到非标商业的情感共鸣， 胖东来商超模式的重塑，河南商业零售始终以"人"为核心，于时代浪潮中坚守人情温度，在迭代变革中传承 ...

Core Insights - The article discusses the business philosophy and operational strategies of "胖东来" (Pang Donglai), a retail company that has transformed from a small tobacco shop into a significant player in the retail market, emphasizing the importance of trust, quality, and employee welfare in achieving long-term success [2][4][11]. Group 1: Growth Journey - Pang Donglai started in 1995 with a 30 square meter tobacco shop, focusing on genuine products and customer trust [4]. - The company faced challenges, including a fire in 1998, which strengthened community ties and reinforced the belief that a business is a community of employees, customers, and society [4]. - By 2025, Pang Donglai is projected to achieve sales exceeding 20 billion, with a store efficiency three times that of competitors, and a growth rate of over 55% from 2022 to 2024 [4][5]. Group 2: Human-Centric Business Philosophy - The company adopts a dual customer approach, treating both employees and consumers with equal importance, which is reflected in its profit-sharing model and employee benefits [7][8]. - Employee retention is high, with a turnover rate below 3%, attributed to generous welfare policies and a supportive work environment [8]. - The company emphasizes genuine service, implementing a no-questions-asked return policy and a comprehensive quality control system to alleviate consumer fears [8][9]. Group 3: Social Responsibility and Community Impact - Pang Donglai prioritizes community welfare, especially during the pandemic, by selling essential goods at cost and ensuring the lowest prices for medications [9]. - The company has established a range of free services that enhance customer experience, such as 24-hour service stations and various convenience offerings [9]. - The business model has positively impacted local tourism and transportation, making it a significant economic driver in its region [5]. Group 4: Business Lessons and Insights - The article highlights that trust is the ultimate competitive advantage in retail, as demonstrated by Pang Donglai's transparent policies that foster customer loyalty [11]. - The value of employees is recognized as a core asset, with a culture that promotes respect and engagement, leading to enhanced productivity and customer satisfaction [11]. - Long-term success is attributed to a focus on core business rather than expansion, with a commitment to quality over quantity [11][13]. Group 5: Practical Applications for SMEs - Small and medium enterprises (SMEs) are encouraged to adopt Pang Donglai's principles of sincerity and human-centric approaches, tailored to their specific contexts [13][15]. - The article suggests a phased approach to implementing core capabilities, emphasizing the importance of genuine service and employee involvement [14]. - It warns against blindly copying high-cost benefits without considering the financial viability of such practices [14][15].

Core Viewpoint - The forum focused on transforming "old houses" into "good houses" in urban renewal, emphasizing the importance of community and human-centered design in the process [1][4][8]. Group 1: Urbanization and Challenges - By the end of 2024, China's urbanization rate is projected to reach 67%, marking the end of the incremental era, with the renovation of old residential areas being a key challenge in urban renewal [4]. - The transformation of old residential areas is crucial as it directly impacts people's livelihoods and is considered the main battleground for urban renewal [4]. Group 2: Successful Case Studies - Wuhan has been actively promoting the renovation of old communities over the past five years, achieving notable progress [4]. - The renovation project in Wuhan's Qingshan District aimed to preserve local industrial culture while enhancing residential vitality and commercial value [4]. Group 3: Design Philosophy - "Good houses" should not merely be associated with increased space or luxurious materials but should focus on human-centered, refined design that contributes to high-quality development in the housing industry [4][8]. - The core of transforming "old houses" into "good houses" lies in a collaborative approach that considers the relationship between people, communities, and cities [8]. Group 4: Targeted Community Needs - Urban renewal should cater to the specific needs of different demographics, such as young people and the elderly, by providing personalized services and facilities [8]. - The renovation of old communities must address ownership and funding challenges, moving beyond superficial improvements to attract investment and enhance community value [8]. Group 5: Investment in People - Investment in human-centered design is essential for urban renewal, with a focus on collaborative design processes and operational service planning [8].

Core Viewpoint - The Guangdong Olympic Sports Center has undergone a significant transformation, blending technology and art to create an immersive experience for the 15th National Games, showcasing the vibrancy of the Greater Bay Area [1][2]. Group 1: Venue Overview - The Guangdong Olympic Sports Center covers an area of 654,600 square meters with a total construction area of 154,900 square meters, accommodating approximately 75,000 spectators [1]. - Originally built for the 9th National Games in 2001, the venue has now hosted significant events for the second time, reinforcing its status as a "dual National Games venue" [1]. Group 2: Design and Aesthetics - The design features a "ribbon-like" roof with a light gray tone and dynamic lines, enhancing the visual appeal and creating a sense of movement [2]. - The innovative PTFE membrane design covers exposed steel structures, optimizing the visual effect and allowing for diverse dynamic lighting during events [2]. - The integration of modern projection technology transforms the venue into an interactive performance space, enhancing the atmosphere during events [2]. Group 3: Accessibility and User Experience - The entrance features a gently sloping ramp instead of stairs, improving accessibility for elderly and disabled individuals while providing a scenic experience [3]. - The overall color scheme of the venue is dominated by sea blue, with seating areas resembling blooming petals, creating a dynamic visual effect [3]. Group 4: Environmental Considerations - The renovation includes features to improve ventilation, reduce energy consumption, and adapt to the humid subtropical climate, such as a ventilated fitness platform and sunshade eaves [3]. - Solar photovoltaic panels and climbing plants are incorporated to further decrease energy consumption and carbon emissions [3]. Group 5: Community Integration - A key goal of the renovation is to establish the Olympic Sports Center as a "People's Sports Park," encouraging local residents and visitors to engage in physical activities post-events [4].

Core Viewpoint - The article emphasizes the importance of human involvement in the automotive manufacturing process, particularly in the context of Japanese automotive practices, which can provide valuable lessons for the Chinese automotive industry as it transitions towards electrification and automation [3][5][11]. Group 1: Human-Centric Manufacturing - Japanese automotive manufacturing, exemplified by Lexus, prioritizes human involvement alongside automation, showcasing a balance that enhances quality and efficiency [5][11]. - The Lexus Miyata factory, known for its high production capacity, integrates human skills with advanced machinery, demonstrating that certain tasks still require human touch for optimal results [6][9]. - The concept of "craftsmanship" is highlighted, where skilled workers perform tasks that require sensitivity and dexterity, which machines cannot replicate [10][14]. Group 2: Lessons for Chinese Automotive Industry - The Chinese automotive sector, while advanced in electrification and automation, faces challenges in battery safety and driving efficiency, areas where Japanese practices could offer solutions [5][11]. - Japanese manufacturers have historically maintained a lower level of automation compared to China, focusing instead on lean production and skilled labor, which can serve as a model for improving quality in Chinese manufacturing [11][12]. - The article suggests that the human element in manufacturing can lead to better outcomes, particularly in quality control and intricate tasks that require nuanced judgment [14][15]. Group 3: Employee Welfare and Innovation - Lexus factories emphasize employee welfare, encouraging workers to monitor their health and report issues without fear of punishment, fostering a culture of safety and quality [16][18]. - The encouragement of employee innovation is evident, with workers empowered to propose improvements that enhance production efficiency, reflecting a commitment to continuous improvement [19][21]. - The factory's operational philosophy includes three key principles: safety first, thoroughness in all tasks, and a commitment to quality, which collectively contribute to high manufacturing standards [23].