格隆汇1月10日｜据福建日报，福建省工信厅党组书记、厅长陈建业表示，近年来，我们持续推进实体 经济与数字经济融合，全省关键业务环节全面数字化企业占比超七成。下一步，我们将加快制造业数智 化转型，擦亮工业绿色底色，推动产业向"新"向"绿"转型。深入实施数字化全面赋能工业制造"九大行 动"。坚持企业主体、加强政府引导、发挥服务商作用，打造更多转型标杆，推进链式改造和整体转 型，加快数字技术在制造业大规模普及应用。深化拓展"人工智能+"。用好人工智能新一轮增量政策， 支持培育行业垂直模型和智能体，加快行业适配与场景拓展，推动人工智能赋能千行百业。指导福厦泉 省级人工智能产业园差异化、特色化发展。深入开展节能降碳专项行动。紧盯国家碳考核要求，落实好 工业领域"两高"项目节能审查和碳排放评价。打造福建制造业绿色优势，培育更多国家级、省级绿色园 区和企业，推动建设一批零碳园区、工厂。 ...

青林公司位于江西省南昌市南昌县小蓝经开区，是一家专注于非道路机械座椅研发制造的国家高新技术 企业，产品广泛应用于工程机械、农用机械等领域。目前，公司已形成完整的研发、生产、销售体系， 具备年产50万席各类座椅的生产能力，预计2025年销售额达1.8亿元。 作为一家拥有170名员工、平均年龄仅30岁的企业，青林公司注重培养员工技术本领、调动创新创造积 极性，建立并逐步完善激励机制。"公司设立员工合理化建议奖和创新奖，并每月举行即时表彰大会， 有效激发了员工活力，提升装配精度的新型滑轨工装、实现自动化操作的新型钻孔工装等新技术、新成 果不断涌现。"曾辉介绍，全员"微创新"累计创造近300万元效益，形成人才驱动创新的良性循环，有力 支撑了公司专业化发展。 "公司实现快速发展，有赖于对市场趋势的精准把握和对技术创新的持续投入。即便在市场竞争最激烈 的时候，我们也从未动摇过深耕非道路机械座椅领域的决心。"曾辉告诉记者，随着新能源非道路车辆 快速发展和智能化需求提升，公司牢牢把握市场机遇，加大研发力度，持续推进技术迭代和产品升级， 在细分领域建立起独特的竞争优势。 青林公司将技术创新作为企业的立身之本，融入产品研发的每一 ...

Core Viewpoint - The release of the Jiangsu Provincial Local Standard for "Technical Specifications for the Construction of Biodiversity Observation Stations" marks a significant step towards the standardized and systematic development of biodiversity observation capabilities in Jiangsu Province, set to be implemented on January 30, 2026 [1][2] Group 1: Standard Features - This standard is the first provincial-level technical specification for biodiversity observation stations in China, closely aligned with the ecological characteristics of Jiangsu [1] - It establishes principles of feasibility, standardization, protection, and representativeness for the construction of observation stations, covering site selection, building construction, equipment configuration, quality control, and naming rules [1] - The standard integrates advanced technologies such as AI recognition and environmental DNA, promoting a digital transformation and intelligent upgrade of observation work [1] Group 2: Strategic Importance - The implementation of this standard is crucial for building a biodiversity observation network in Jiangsu, which includes areas along the Yangtze River, Grand Canal, coastal regions, and low hilly areas [2] - It aims to enhance the province's biodiversity observation and assessment capabilities, improve ecological protection spatial patterns, and strengthen ecological protection and restoration supervision [2] - The provincial ecological environment department will organize the promotion and implementation of the standard to ensure its effective application [2]

Core Viewpoint - The insurance industry is undergoing a "downsizing" trend, with numerous branch offices being closed as companies accelerate their digital transformation efforts to reduce operational costs and optimize resource allocation [1][2][3]. Group 1: Downsizing Actions - As of January 9, 2026, regulatory approvals have been granted for the closure of over 40 branch offices across approximately 10 insurance companies, including China Life, PICC Property and Casualty, and Dadi Insurance [1]. - The majority of the closed branches are marketing service departments and sub-branches, accounting for over 90% of the total closures [1]. - Since 2021, an average of over a thousand branch offices have been closed each year, indicating a trend towards downsizing in the insurance sector [2]. Group 2: Digital Transformation - The shift towards online insurance purchasing is becoming a significant trend, driven by advancements in technology such as the internet, big data, and artificial intelligence [3]. - The closure of traditional, high-cost physical branches is a key measure for insurance companies to reduce costs and improve efficiency [3]. - The increasing competition and regulatory policies have made the traditional model of expanding through physical branches unsustainable, prompting companies to adopt a more refined and digital management approach [3]. Group 3: Service Quality Concerns - The closure of branch offices raises concerns about service accessibility, particularly for consumers who may lack digital skills, such as the elderly population [4][5]. - The "digital divide" poses challenges for certain demographics, especially older individuals in rural areas who may struggle to access insurance services without physical branches [5]. - Recommendations include enhancing agent services, deploying self-service machines, and optimizing telephone support to ensure that all consumers, including those less familiar with digital technology, can access quality insurance services [5].

Core Viewpoint - The training organized by Guangxi Zhongyan Industrial Co., Ltd. focuses on enhancing digital talent capabilities to support the company's digital transformation and high-quality development [2] Group 1: Training Overview - The training lasts for five days and is themed "Data Intelligence and AI Empowerment," designed to align with the company's digital transformation needs [2] - Experts from Zhejiang University and Tencent are invited to deliver lectures covering topics such as cutting-edge AI technology, data governance, data application and security, and smart manufacturing scenarios in the tobacco industry [2] Group 2: Objectives and Outcomes - The training aims to systematically enhance participants' technical understanding, practical application skills, and innovative support capabilities in the context of digital transformation [2] - Participants expressed their commitment to applying the knowledge gained from the training to advance the company's digital transformation and contribute to high-quality development and modernization efforts [2]

Group 1 - The core point of the article highlights that Dongguan, specifically Dalang, is a major hub for sweater production, with one in every five sweaters globally produced there [1][6]. - The Dalang knitting industry began in 1979 and has grown to become the largest and most complete knitting industry cluster in China, with an annual transaction volume of 72 billion yuan [2]. - The live broadcast showcased the transformation of Dongguan from a "world factory" to a "city of manufacturing aesthetics," emphasizing the artistic aspect of production through advanced technology [3][15]. Group 2 - Dalang's yarn sector leads the nation, with annual sales exceeding 1 million tons, accounting for over half of the national color yarn spot trading volume [5]. - The town has over 29,000 market entities and employs more than 200,000 people, producing 900 million sweaters annually, solidifying its market position [6]. - The core competitive advantage of Dalang lies in its "flexible production" capability, allowing regular orders to be completed in 2-3 days and high-end custom orders in just 2 hours [8]. Group 3 - E-commerce sales in Dalang have surpassed 10 billion yuan, with a "small order quick response" model enabling traditional manufacturing to adapt to market changes [10]. - The introduction of domestically produced equipment has significantly reduced costs, with self-developed machines priced at approximately 80,000 yuan each, only one-tenth of the cost of imported equipment [12]. - The "Dalang Preferred" brand initiative, set to launch in 2023, marks a significant step towards branding, with government and market collaboration to create a regional public brand [13][18]. Group 4 - The transition from "Made in China" to "Designed in Dalang" reflects a shift towards design, marketing, and brand operation capabilities, indicating a comprehensive upgrade in the industry [16][18]. - The project is now in its 2.0 phase, promoting the industry's transformation towards fashion and digitalization [16]. - Continuous innovations, such as the development of adjustable temperature yarn, demonstrate ongoing industry upgrades and advancements [19].

证券日报网讯1月9日，百联股份（600827）在互动平台回答投资者提问时表示，联华超市作为独立上市 公司，拥有独立完整的业务和自主经营能力。未来将通过数字化转型、业态调整、内部效率的改善，助 力业绩的逐步改善。 ...

（文章来源：证券日报） 证券日报网讯 1月9日，百联股份在互动平台回答投资者提问时表示，联华超市将通过数字化转型、业 态调整、内部效率的改善，助力业绩的逐步改善。 ...

证券日报网讯 1月9日，维信诺在互动平台回答投资者提问时表示，公司已搭建集团级的维数智慧平 台，支撑工厂、研发、供应链、质量、运营、财务、人才、营销、通用办公等业务领域数智化应用全面 赋能业务，实现提质、增效、降本和增收的企业目标，推动公司各业务领域的数字化转型。 （编辑 丛可心） ...

Group 1: Core Insights - During the 14th Five-Year Plan, small and medium-sized banks reduced over 700 legal entities through mergers and restructuring, laying the foundation for quality improvement [1] - The 15th Five-Year Plan emphasizes a shift from scale expansion to value creation, focusing on six key areas: thorough disposal of non-performing assets, restructuring corporate governance, differentiated business development, matching risk control capabilities, advancing digital transformation, and integrating corporate culture [1][18] Group 2: Non-Performing Asset Disposal - Small and medium-sized banks disposed of over 10 trillion yuan in non-performing assets during the 14th Five-Year Plan, but issues remain with incomplete disposal and high actual non-performing rates [2] - The 15th Five-Year Plan aims for a clean and compliant disposal of non-performing assets, establishing a long-term mechanism for early detection, warning, and disposal [2] Group 3: Corporate Governance Reconstruction - Over 3,600 illegal shareholders were removed during the 14th Five-Year Plan, yet issues like internal control and uncontrolled related transactions persist [5] - The 15th Five-Year Plan focuses on optimizing shareholder structure and enhancing governance mechanisms to ensure effective corporate governance [5][6] Group 4: Business Development Differentiation - Small and medium-sized banks are encouraged to focus on local markets and develop differentiated competitive advantages to avoid homogenized competition [7] - The 15th Five-Year Plan outlines a strategy of deepening local engagement, enhancing digital capabilities, and building a financial ecosystem [7][8] Group 5: Risk Control Capability - The 14th Five-Year Plan saw some exploration of digital risk control, but traditional collateral-based methods remain dominant [10] - The 15th Five-Year Plan aims to develop a digital and differentiated risk control system that aligns with diverse customer needs [10][11] Group 6: Digital Transformation - Some small and medium-sized banks have established basic digital platforms but face challenges in integrating technology with business applications [13] - The 15th Five-Year Plan emphasizes the need for digital transformation to focus on business integration and ecosystem empowerment [13][14] Group 7: Corporate Culture Integration - Mergers and restructuring have led to initial integration of institutions, but cultural integration remains a challenge [15] - The 15th Five-Year Plan aims to shift corporate culture from mere institutional integration to cultural fusion and value recognition [15][16]