Core Viewpoint - The article highlights the significant role of Xu Zhijun in Huawei's success, emphasizing his low-profile yet impactful leadership style and strategic contributions to the company’s growth and international expansion [4][38]. Group 1: Xu Zhijun's Background and Career - Xu Zhijun, born in 1967, began his education at a local teacher's college and later pursued advanced degrees at East China Institute of Technology, showcasing his determination and academic excellence [9][12]. - He joined Huawei in 1993, a time when the company was struggling, and quickly became integral to the development of the C&C08 digital switch, which was crucial for Huawei's survival and growth [12][16]. - By 1995, under his leadership, Huawei's sales surged to 1.5 billion yuan, marking its emergence as a key player in the domestic telecom market [16]. Group 2: International Expansion and Market Strategy - In 1996, Xu was appointed Vice President of Marketing, leading Huawei's efforts to penetrate the Russian market, which initially faced significant challenges due to brand recognition and economic conditions [19][20]. - Despite early setbacks, by 2003, Huawei's sales in Russia exceeded 100 million USD, demonstrating Xu's effective management and strategic foresight [22]. - Xu played a pivotal role in Huawei's international strategy, particularly in Europe, where the company achieved significant market share and revenue growth, with overseas sales surpassing domestic sales for the first time in 2005 [25][26]. Group 3: Leadership Style and Corporate Culture - Xu Zhijun is characterized as a straightforward and collective-oriented leader, often challenging conventional views within Huawei and advocating for a culture of accountability and performance [30][31]. - His management approach includes a strong emphasis on organizational health and the necessity of "new metabolism" within the company, reflecting a commitment to maintaining a dynamic and efficient workforce [33]. - Xu's ability to identify and act on emerging opportunities, such as the push for Huawei's smartphone development, illustrates his keen market insight and adaptability [35][36]. Group 4: Current Challenges and Strategic Response - The article notes the ongoing challenges Huawei faces from geopolitical tensions and market restrictions, particularly from Western countries, positioning Xu and Ren Zhengfei as key figures in navigating these crises [38][39]. - Their leadership is crucial in steering Huawei through turbulent times, ensuring the company's resilience and continued innovation in the face of external pressures [39].

Core Viewpoint - The event celebrated the 25th anniversary of CITIC Prudential Life Insurance's Yantai branch, focusing on collaboration and future growth through customer engagement and innovative service offerings [1][8]. Group 1: Event Overview - The 25th anniversary customer festival was held in August 2025, featuring a forum themed "Friendship and Cooperation for a Win-Win Future" [1]. - The event attracted 43 customer representatives, creating a lively atmosphere and achieving significant outcomes [1]. Group 2: Strategic Insights - General Manager Ge Jiantao presented the company's 25-year development history, service system, and the "CITIC Wealth Plaza" collaborative innovation model, enhancing customer understanding of corporate culture and resource integration advantages [3]. Group 3: Customer Experience - Attendees participated in an immersive health and wellness experience by visiting Yantai Xingfu Health Hospital, which highlighted the company's "Insurance + Health" service philosophy and improved awareness of comprehensive protection plans [5]. - The event introduced a series of customer benefits for 2025, including video doctors, psychological counseling, cancer screening, expedited underwriting, interest-free reinstatement, global card upgrades, and travel rights expansion, aimed at enhancing customer experience [6]. Group 4: Collaboration and Future Development - The event broke traditional customer service boundaries by creating an open platform for resource connection and interactive communication between customers and partners [8]. - Participants expressed increased trust in insurance services and the potential for cross-industry collaboration, embodying the vision of "Win-Win Future" [8]. - CITIC Prudential Life Insurance's Yantai branch aims to leverage its 25th anniversary as an opportunity to deepen its customer-centric service philosophy and collaborate with various partners to create value and inject new momentum into regional high-quality development [8].

香港交易及結算所有限公司及香港聯合交易所有限公司對本公告的內容概不負責，對其準確 性或完整性亦不發表任何聲明，並明確表示，概不對因本公告全部或任何部份內容而產生或 因倚賴該等內容而引致之任何損失承擔任何責任。 海外監管公告 本公告乃新華人壽保險股份有限公司（「本公司」）依據《香港聯合交易所有限公司證券 上市規則》第 13.10B 條規定而作出。茲載列該公告如下，僅供參閱。 承董事會命 新華人壽保險股份有限公司 楊玉成 董事長 中國北京，2025年8月28日 於本公告日期，本公司董事長、執行董事為楊玉成；執行董事龔興峰；非執行董 事為楊雪、毛思雪、胡愛民和張曉東；及獨立非執行董事為馬耀添、賴觀榮、徐 徐、郭永清和卓志。 NEW CHINA LIFE INSURANCE COMPANY LTD. 新华人寿保险股份有限公司 （于中华人民共和国注册成立的股份有限公司） 股份代号: 601336 半年度报告 2025 新华保险 保得长久 重要提示 新华人寿保险股份有限公司 1 1. 本公司董事会、监事会及董事、监事、高级管理人员保证本报告内容的 真实、准确、完整，不存在虚假记载、误导性陈述或重大遗漏，并承担 个别和连带 ...

Core Viewpoint - Qilu Bank has established itself as a "citizen bank" by actively fulfilling its social responsibilities, particularly through the provision of social security card services, which have reached over 1.1 million customers [1]. Group 1: Customer-Centric Services - Qilu Bank has launched a one-stop instant card service platform for social security cards, enhancing customer experience through diverse and multi-channel services [1]. - The bank's staff provided on-site service to an elderly customer who was unable to activate her social security card, demonstrating a commitment to customer care and convenience [2]. - Mobile service teams equipped with portable instant card machines have been established to efficiently conduct on-site services, with over 50 outreach activities conducted in 2024, covering 48 administrative villages [3]. Group 2: Community Engagement - Qilu Bank has partnered with the Jinan Social Security Bureau to host community service events, providing consultation and quick solutions for social security-related issues, while also offering interactive activities and discounts for card users [3]. - The bank has actively engaged with local enterprises to facilitate the centralized processing of social security cards for employees, streamlining the process and enhancing efficiency for both businesses and their staff [4]. Group 3: Future Commitment - Qilu Bank plans to continue its customer-centric service approach, aligning with national and local policies to enhance the welfare of the elderly and promote the development of the silver economy [4].

Core Points - The article highlights a case where Minsheng Bank provided exceptional customer service by accommodating an elderly client's request to change their registered mobile number through a home visit, demonstrating the bank's commitment to customer-centric service [1][2] - The bank's operational team assessed the situation and decided to offer door-to-door service to meet the client's needs while ensuring compliance with security protocols [1][2] Group 1 - The client, an elderly individual residing in a nursing home, was unable to visit the bank due to mobility issues and required a change of their registered mobile number [1] - Minsheng Bank's staff visited the nursing home to assist the client with the mobile number change, ensuring that all necessary identity verification and operational procedures were followed [2] - This service not only resolved the client's urgent need but also showcased the bank's flexibility and responsibility in providing tailored financial services to special customer groups [2] Group 2 - The bank plans to continue enhancing its service processes and customer experience by adhering to a customer-centric philosophy [2] - Minsheng Bank aims to create a warmer and more professional financial service environment through proactive listening and flexible service adjustments [2]

Core Insights - Oriental Selection (1797.HK) reported a total revenue of 4.4 billion yuan for the fiscal year 2025, with a net profit of 6.2 million yuan, recovering from a net loss of 96.5 million yuan in the first half of the fiscal year [1] - The gross margin for the continuing operations increased from 25.9% in fiscal year 2024 to 32% in fiscal year 2025, driven by the healthy development of self-operated products and live e-commerce [1] - The company emphasized its commitment to product quality and safety, aiming to become synonymous with quality in the industry [1] Revenue and Profitability - The total GMV (Gross Merchandise Volume) for self-operated products and live e-commerce business reached 8.7 billion yuan in fiscal year 2025, with self-operated products contributing approximately 43.8% of the total GMV [2][3] - The GMV from Douyin accounted for the majority, while the contribution from the Oriental Selection App increased from 8.4% in fiscal year 2024 to 15.7% in fiscal year 2025 [2] Product Development and Service Enhancement - Oriental Selection launched a total of 732 self-operated products in fiscal year 2025, up from 488 in fiscal year 2024, expanding its product range to include health foods, pet foods, and apparel [3] - The company has implemented a cold chain logistics system to enhance delivery services, which has effectively reduced transportation times [3] App and Membership Growth - The Oriental Selection App achieved a paid membership subscription of 264,300, with user satisfaction reaching a historic high of 98.7% [4] - The app has introduced various member benefits and features, including a community forum and book club, enhancing user interaction and experience [4] Future Outlook - The company plans to maintain high standards in product quality and expand its membership benefits, aiming to increase the active user base and registered members of the Oriental Selection App [6][8] - Oriental Selection is committed to building a comprehensive quality control system covering all stages of the product lifecycle, from raw material selection to sales [8]

Core Viewpoint - The company emphasizes a customer-centric approach by providing door-to-door financial services, particularly for vulnerable groups such as the elderly and disabled, enhancing accessibility and convenience in financial transactions [1][2]. Group 1: Service Initiatives - The bank's staff proactively reach out to elderly customers, offering to assist with social security card applications at their homes, demonstrating a commitment to personalized service [1]. - The bank has implemented a "green channel" and home service initiatives to address the challenges faced by special groups in accessing financial services [1]. Group 2: Customer Experience - Customers express appreciation for the convenience of home services, highlighting the positive impact on their experience and the emotional connection fostered by the bank's efforts [1]. - The bank's actions reflect a broader commitment to extending quality financial services beyond traditional branch locations, ensuring that assistance reaches those in need [2]. Group 3: Future Commitment - The bank plans to continue its mission of providing thoughtful services, aiming to reach more customers and enhance their experience with accessible financial care [2].

Core Points - The article highlights the exemplary customer service provided by the CCB Zibo Nanjing Road branch, showcasing their commitment to a customer-centric approach [1][2] - The branch's staff demonstrated quick decision-making and empathy by offering home service to an elderly customer in need, reflecting the bank's dedication to addressing special customer needs [1][2] Group 1 - The elderly customer faced difficulties due to his spouse's accident and the loss of a bank card, prompting immediate assistance from the bank staff [1] - The bank's staff took the initiative to visit the customer's home to facilitate the card replacement process, ensuring a smooth and efficient service [1] - The customer's gratitude and relief highlighted the positive impact of the bank's attentive service, reinforcing the importance of personalized customer care [1] Group 2 - The actions of the CCB Zibo Nanjing Road branch exemplify the bank's service philosophy of being "customer-centric," emphasizing the importance of understanding and responding to customer needs [2] - The bank aims to continue providing thoughtful and comprehensive services to alleviate customer concerns, demonstrating a commitment to maintaining high service standards [2]

"您别客气，" 大堂经理笑着解释，"我们这个'劳动者港湾'就是为像您这样的劳动者准备的，累了能进 来歇歇脚、渴了能来喝杯水、热了能来凉快凉快，这都是应该做的。" 听了这话，大姐连连点 头："好、好、好，我回去跟工友们都说说，以后累了就来建行歇脚，有业务也来这儿办！" 大堂经理连忙引导她到 "劳动者港湾" 区域坐下，转身从饮水机接了一杯温水递过去："大姐，喝点水歇 歇，缓解一下暑气。" 接过温水的瞬间，大姐感动得鼻子一紧，眼眶微微泛红："建行真是好啊，我也 没什么业务要办，都不好意思进来，没想到你们还这么热情，谢谢啊！" 7 月的烟台，持续的高温让室外热浪铺天盖地。一位手拿清洁工具、头顶草帽的环卫大姐路过建行烟台 二马路支行门口时，额头渗着汗珠，汗水早已湿透衣背，脚步也有些迟缓。 大堂工作人员见状，立即主动上前招呼："大姐，外面天太热了，进来凉快一下吧！" 起初，大姐有些 不好意思，连连摆手。但或许是高温实在难耐，身体确实有些不适，她犹豫了一下，将清洁工具放在门 口一侧，缓缓走进了大厅。 这样平凡的服务场景，在建行烟台二马路支行每天都在发生。正是这点点滴滴的人性化服务，让银行与 客户建立起紧密的情感联结。工作人 ...

Core Insights - Xu Zhijun is a key executive at Huawei, recognized for his significant contributions and leadership within the company, often overshadowed by more public figures like Ren Zhengfei and Yu Chengdong [3][5][6] - Xu has been part of Huawei's core leadership since the establishment of its board structure in 2010, holding various critical roles that have shaped the company's strategic direction [5][24] - His educational background is notable, transitioning from a specialized college to obtaining a PhD, which is rare in China's educational landscape, showcasing his dedication and capability [10][11] Group 1: Xu Zhijun's Background and Role - Xu Zhijun, born in 1967, began his education at a local college and later pursued advanced degrees at a prestigious institution, demonstrating exceptional academic achievement [8][10] - He joined Huawei in 1993, a time when the company was still relatively unknown, indicating his willingness to take risks and embrace challenges [10][11] - Over the years, Xu has held various leadership positions, including the head of the wireless business unit, where he played a crucial role in Huawei's international expansion [22][24] Group 2: Contributions to Huawei's Success - Xu was instrumental in the development and success of the C&C08 digital switch, which became a cornerstone product for Huawei, significantly boosting its market presence [12][15] - His leadership in expanding Huawei's market into Russia faced initial challenges, but through persistence and strategic partnerships, he helped establish Huawei as a key player in the region [19][22] - Under his guidance, Huawei's wireless business achieved remarkable growth, with overseas sales surpassing domestic sales for the first time in 2005 [22][24] Group 3: Leadership Style and Philosophy - Xu is known for his straightforward and candid management style, often challenging conventional wisdom and encouraging open communication within the company [26][27] - He promotes a culture of collective responsibility and accountability, emphasizing the importance of teamwork and shared success [28][30] - His approach to management includes a strong focus on performance and results, advocating for necessary organizational changes even in the face of employee dissent [32][34] Group 4: Strategic Vision and Future Outlook - Xu has been a driving force behind Huawei's innovation initiatives, including the establishment of the 2012 Lab, which focuses on long-term technological advancements [35][36] - His ability to identify and seize opportunities has been recognized by Ren Zhengfei, who describes him as a perceptive leader capable of navigating challenges [37][40] - As Huawei faces increasing external pressures, Xu's leadership is seen as critical in steering the company through turbulent times while maintaining its competitive edge [40]