Core Viewpoint - Gansu Bank has established itself as a key player in supporting local economic development over the past fourteen years, aligning its services with the needs of the region and contributing to high-quality growth in Gansu province [1][5]. Group 1: Commitment to Local Economy - Gansu Bank's mission focuses on serving the local economy, agriculture, small and medium enterprises, and urban and rural residents, integrating its financial work with the broader development goals of Gansu [1]. - The bank has provided over 800 billion yuan in project loans to support local industries, significantly contributing to economic stability and growth in the province [6]. Group 2: Innovation and Development - Gansu Bank has evolved from a single business model to a diversified financial ecosystem, enhancing its service offerings and operational capabilities [1]. - The bank has established a technology branch and developed specialized products to support technological enterprises, with a total technology loan balance of 237 billion yuan [7]. Group 3: Financial Inclusion and Social Responsibility - Gansu Bank has integrated inclusive finance into its operations, with a balance of 141 billion yuan in small and micro loans, benefiting tens of thousands of clients [8]. - The bank has actively engaged in social responsibility initiatives, including rural revitalization projects and disaster recovery efforts, demonstrating its commitment to community welfare [12][13]. Group 4: Digital Transformation - Gansu Bank is focusing on digital transformation as a core strategy, enhancing its online services and achieving over 400 million yuan in mobile banking clients [11]. - The bank has implemented a dual-channel promotion mechanism for talent development, ensuring a skilled workforce to support its digital initiatives [3]. Group 5: Governance and Leadership - The bank emphasizes strong party leadership and governance as foundational to its operations, integrating political and people-oriented principles into its strategic decision-making [2][4]. - Gansu Bank has established a comprehensive evaluation system for its party-building efforts, ensuring accountability and effectiveness in its governance [3].

Core Insights - The State-owned Assets Supervision and Administration Commission (SASAC) emphasizes the importance of implementing the spirit of the 20th National Congress of the Communist Party of China in state-owned enterprises [1] Group 1: Strategic Direction - The SASAC highlights the need for China National New Holding Co., Ltd. to leverage the opportunity of formulating the "14th Five-Year" plan to focus on strategic orientation [1] - The company is encouraged to enhance its role as a state-owned capital operation company, increasing investment in technological innovation and focusing on emerging and future industries [1] Group 2: Investment and Development - The establishment of a forward-looking strategic industry "incubator" is recommended to promote intelligent, green, and integrated industrial development [1] - A multi-dimensional investment model combining investment entities, industry tracks, and regional centers is proposed to optimize management and operational systems [1] Group 3: Risk Management - The importance of establishing a digital and transparent risk prevention system is stressed to mitigate risks from the source [1] - The company is urged to adopt a bottom-line thinking approach and strengthen accountability to ensure high-quality development [1] Group 4: Party Leadership and Governance - The integration of party building with business operations is emphasized to ensure comprehensive and strict governance of the party [1] - Continuous improvement of the incentive and constraint mechanisms is necessary to enhance the professional capacity of capital operations [1]

Core Viewpoint - The acquisition of a 51% stake in Shandong Zibo Feiyuan Chemical Co., Ltd. by Zhejiang Juhua Co., Ltd. for 1.394 billion yuan marks a significant transition from a private enterprise to a state-controlled mixed-ownership enterprise, leading to impressive financial growth for both companies in subsequent years [1][2]. Group 1: Financial Performance - In 2024, Feiyuan Chemical achieved a revenue of 2.825 billion yuan, a year-on-year increase of 15.4%, and a profit of 530 million yuan, surging by 629.7% [1]. - For the first nine months of 2025, Feiyuan Chemical reported a cumulative revenue of 2.847 billion yuan, a year-on-year growth of 46.9%, and a profit of 868 million yuan, up by 180.6% [1]. - Juhua Co. recorded a revenue of 24.462 billion yuan in 2024, an 18.43% increase year-on-year, and a profit of 1.960 billion yuan, growing by 107.69% [1]. - In the first nine months of 2025, Juhua Co. achieved a revenue of 20.394 billion yuan, a 13.89% year-on-year increase, and a profit of 3.248 billion yuan, up by 160.22% [1]. Group 2: Organizational and Governance Changes - Juhua Co. has implemented a systematic reform focusing on "party building first, dual integration promoting development," ensuring that party work requirements are integrated into the governance structure of Feiyuan Chemical [2]. - The company established a governance model that includes party organization as a legal entity in the governance structure, with key positions held by party members to ensure effective collaboration between state-owned and non-state capital [2]. - The transition of party organization from a non-public economic entity to a state-owned enterprise standard is aimed at enhancing decision-making efficiency and team cohesion [2][3]. Group 3: Operational Improvements and Cultural Integration - The company has launched a comprehensive digital management system, covering 138 management regulations across 23 modules, enhancing operational efficiency [3]. - Safety and environmental training sessions were conducted 378 times, with 111 drills in the first half of 2025, leading to a 4.45% reduction in special operations [3]. - The unified branding of products under the "Juhua" label has significantly boosted sales, with a 233% increase in small packaged refrigerants in northern markets, contributing to revenue growth [3].

秀英边检站举办主题宣传图片展 岁月光影中触摸边检发展脉络 海南日报讯(海报集团全媒体中心记者 杨晓晖 通讯员 符开雄)11月8日，海口出入境边防检查总站 秀英边检站迎来设站70周年，该站举办服务海南自贸港封关运作主题宣传图片展暨"警营开放日"活动。 活动邀请媒体代表、各口岸企业代表和退休民警代表，共同回望边检峥嵘岁月、共话自贸港发展。 据悉，秀英边检站是海南成立最早的边防检查站。1955年11月8日，秀英边检站的前身——海口边 防检查站正式成立，开启了新中国南疆国门的守护征程，也标志着海南边防检查工作步入国家正轨。70 年来，海南多处边检站的建设发展背后，几乎都有秀英边检人的身影。如今，秀英边检站承担海南4个 市县606公里海岸线的出入境边防检查等职责。 近年来，秀英边检站坚持党建引领做好边检工作，其党建案例日前荣获海南省直机关2025年(第六 届)"椰树杯"评选活动一等奖;参与创造的海港口岸"信用+智慧"综合型服务，成功入选海南自由贸易港第 十九批制度集成创新案例;联合海关、海事等部门，创新"联合办检"船员换班模式，将换班时间缩短了 30%，同时整合口岸数据、破除壁垒，实现"高效+无感通关"，让船舶通关时间 ...

"王女士的情况确实特殊，她有强烈的还款意愿，只是暂时遇到困难。"赵芳指着案例汇编中一个类 似案例说："你看这个判决，借款人也是因失业逾期，银行给予3个月宽限期后，不仅全额收回欠款，还 节省了诉讼成本。我们可以参照类似案例，给予适当宽限期，既保障银行权益，又给对方缓冲机会。" 深秋，天气逐渐变得寒冷。河北省石家庄市桥西区人民法院石家庄金融法庭大厅内，当事人王女士 手捧锦旗，走向刚结束调解工作的法官赵芳，说道："谢谢您，让我的生活重回正轨！" 这温暖的一幕，背后是一个关于司法温度与党建力量的生动故事。2020年，王女士办理房贷后，接 连遭遇生病、失业和离异的三重打击，无力继续还贷，被银行起诉至法院，案件来到金融法庭党员法官 赵芳手中。 石家庄金融法庭党支部由22名党员干警组成，占全庭干警数量的84%。其中，审判法官均为党员。 这支高素质的党员队伍是推动法庭工作的中坚力量。 法庭成立以来，创新打造"聚融光·耀天平"党建品牌，充分发挥党组织战斗堡垒作用，积极构建"5 ﹢2"金融纠纷多元化解机制：设立"五类调解室"，汇聚金融行业党员、资深律师、调解员等专业力量参 与调解工作；建立"法庭服务站"，邀请6家银行派驻党员专员 ...

"我们将蔬菜种植示范园划分成4个党员责任区，吸收培养致富能手、产业带头人参与苗床管理、覆 膜植苗等生产环节，以'田园党课''马扎课堂'等形式将农业生产技术和经验传授给大家。"10月24日，铜 川市党代表、宜君县绿佳源蔬菜专业合作社理事长郝艳介绍。 郝艳创新探索将党代表工作室建在产业链上，打造以自己名字命名的生产一线市党代表示范工作 室，先后投资179万元引进新品种果蔬10种、新技术2项，新建联栋大棚85座，建成现代观光采摘农业 园。通过建在产业链上的党代表工作室，郝艳带领群众从一家一户"单打独斗"发展变为"握指成拳"抱团 发展，帮助群众增收致富。 郝艳的故事是铜川市深入推行党代表驻室活动"实化"工作法的生动实践之一。 为精准提升党代表履职实效，铜川市认真落实"四下基层"制度，按照"出题实、领办实、办结实、 评价实"的思路，推行党代表驻室活动"实化"工作法，推动党代表常态高效发挥作用，为全市高质量发 展赋能。 对标党代表驻室活动"强化党建引领、助力高质量发展、回应群众关切"的任务，铜川市各乡镇、街 道党委结合驻室党代表所在领域、岗位职务、优势特长等方面，研究确定问题突出、目标明确、任务具 体的实事，建立党代表驻 ...

Core Insights - The article highlights the successful integration of party building and business environment optimization in Qinghe Town, leading to enhanced economic development and competitiveness [1][4]. Group 1: Party Building and Business Environment - Qinghe Town has implemented a model of "Party Building + Business Environment" to improve the operational efficiency of local enterprises, resulting in the establishment of party branches in companies like Ruifeng Clothing and Hualian Garment [1][2]. - The town has introduced a system where leaders are assigned to support specific enterprises, ensuring regular visits and feedback loops to address business challenges effectively [2][3]. Group 2: Service Improvement and Regulatory Innovation - The town has adopted a dual approach of increasing service efficiency while reducing bureaucratic hurdles, making it easier for businesses to operate [2][3]. - Innovative regulatory practices, such as "scan to enter" smart supervision, have been implemented to minimize disruptions to normal business operations while maintaining market fairness [2][3]. Group 3: Infrastructure and Economic Growth - Qinghe Town is leveraging its geographical advantages, including proximity to major transportation routes, to enhance its industrial parks and attract new businesses [3][4]. - The town has successfully attracted over 30 new enterprises and completed 35 projects, with a reported tax revenue of 10.8164 million yuan and fixed asset investment of 298 million yuan, reflecting a year-on-year growth of 27.2% [3][4]. Group 4: Talent Development and Community Improvement - The town is focusing on improving living conditions and infrastructure, such as green spaces and rural road construction, to create a conducive environment for both residents and businesses [4]. - Initiatives like "Everyone Holds a Certificate, Skills in Henan" training programs are being implemented to supply skilled labor to local enterprises [4].

Core Viewpoint - The article emphasizes the importance of strengthening grassroots governance and enhancing the quality of party building in Gansu's Wudu District during the "14th Five-Year Plan" period, guided by Xi Jinping's thoughts on socialism with Chinese characteristics for a new era [1][2][3][4][5][6] Group 1: Political Guidance and Governance Foundation - The district prioritizes the study and implementation of Xi Jinping's thoughts as a political task, conducting various educational activities to strengthen the ideological foundation of party members [2] - A comprehensive training program for party members and village leaders is established, including the creation of 40 local party schools to facilitate education [2][3] Group 2: Strengthening Governance Infrastructure - The "Strong Foundation" initiative focuses on selecting capable village leadership and enhancing their educational qualifications, achieving 100% coverage of university student village officials [3] - Financial support for village officials' salaries and operational expenses is included in the district's annual budget to ensure timely payments [3] Group 3: Addressing Public Needs and Governance Efficiency - The district aims to resolve grassroots governance challenges by establishing a task list for addressing key issues and reducing bureaucratic formalism [4] - A comprehensive organizational structure is developed to enhance community management and service delivery, involving various stakeholders in governance [4] Group 4: Promoting Collaborative Governance - The "Pioneer Leadership" initiative encourages party members to engage in community service and address the needs of vulnerable groups through volunteer activities [5] - A quantitative management system for party members is implemented to enhance accountability and service effectiveness, with significant participation in community support initiatives [5]

Core Insights - The "Double Hundred Action" in Yixing City focuses on enhancing rural industry development through a combination of local resources and innovative strategies [1][2][3][4][5] Group 1: Industry Development - Yixing City encourages villages to develop unique brands and new industries such as leisure agriculture, digital rural initiatives, and cultural tourism [2] - The city has seen the emergence of innovative products like water celery beverages, and the establishment of popular rural tourism projects [2][4] - The integration of local resources, such as tea and purple clay, has led to increased income for farmers, with some villages reporting annual income boosts of over 5,000 yuan per household [4] Group 2: Community Engagement - The "Double Hundred Action" emphasizes the importance of party building in driving rural revitalization, with initiatives like the "Six Links and Six Commons" mechanism to enhance collaboration [2][3] - Villages are actively involved in projects that promote community engagement and participation in local industries, with some villages attracting over 100,000 visitors annually [3][4] Group 3: Government Support - Yixing City has established a "double pairing" mechanism where city leaders and departments support economically weaker villages, ensuring effective communication and implementation of development plans [5] - Specific projects, such as the development of cold storage facilities and cultural tourism initiatives, have been initiated to enhance local economies [5]

Core Viewpoint - Xizang Tianlu Co., Ltd. has revised its articles of association to optimize corporate governance, enhance shareholder rights, and support strategic transformation and diversification [1][9]. Company Overview and Shareholding Structure - The registered capital of Xizang Tianlu is RMB 1.362 billion, with a total of 1.362 billion shares, all of which are ordinary shares [2]. - The company was established by five entities, underwent three rounds of equity financing, and is currently listed on the Shanghai Stock Exchange (stock code: 600326) [2]. Corporate Governance Structure Optimization - The shareholders' meeting is defined as the highest authority, with new provisions for shareholders to access accounting books under specified conditions [3]. - Special resolutions require approval from over two-thirds of the voting rights, while ordinary resolutions need a simple majority [3]. Board of Directors and Executive Responsibilities - The board will consist of 5-9 members, including 3 independent directors and 1 employee director, with independent directors holding a majority in specialized committees [4]. - The chairman can make investment decisions up to 20% of the latest audited total assets, with a project cap of 10% of net assets [4]. Party Leadership and Social Responsibility - A dedicated chapter outlines the establishment and responsibilities of the party committee, which will participate in major decision-making processes [5]. - The company will also establish labor unions and youth organizations to ensure synchronized planning and execution of party work [5]. Financial and Profit Distribution Policy - The company has established a "cash dividend priority" principle, mandating cash dividends under certain conditions, including a minimum earnings per share of RMB 0.12 [6][7]. - Annual cash dividends must be at least 10% of distributable profits, with cumulative dividends over three years not less than 30% of average distributable profits [7]. Risk Control and Compliance Management - The articles specify that external guarantees exceeding 50% of net assets or 30% of total assets require shareholder approval [8]. - Transactions with related parties must be approved by independent directors and reviewed by the audit committee [8]. Future Development Strategy - The revised articles expand the business scope to include "energy storage technology services, charging pile sales, and electric vehicle charging infrastructure operations," indicating a strategic shift towards diversification in the "transportation + new energy" sector [9]. - The company aims to develop into a large-scale comprehensive enterprise, contributing to the economic development of the Tibet region [9].