Core Viewpoint - The five most urgent tasks for small and medium-sized banks during the 14th Five-Year Plan period are risk resolution, corporate governance, digital transformation, differentiated operations, and capital replenishment, which collectively drive high-quality development [1]. Risk Resolution: Establishing a Safety Bottom Line for Survival and Development - During the 14th Five-Year Plan, the number of high-risk banking institutions was significantly reduced through mergers and restructuring, but small and medium-sized banks still face challenges such as difficulty in disposing of non-performing assets and high reliance on real estate and local government financing platforms [2]. - Lessons from the U.S. and Japan highlight the importance of early warning systems and market-based risk resolution methods, such as asset securitization and targeted credit allocation [2]. - Key measures for the 15th Five-Year Plan include reducing the number of legal entities, categorizing strategies for non-performing asset disposal, strengthening concentration and liquidity management, and improving risk warning and disposal mechanisms using AI and big data [3]. Corporate Governance: Strengthening the Foundation of Modern Banking Systems - The 14th Five-Year Plan saw the removal of over 3,600 illegal shareholders, but issues such as suboptimal equity structure and weak internal controls persist in small and medium-sized banks [4]. - U.S. community banks utilize a "small but refined" equity structure and independent directors to enhance checks and balances, while Japanese local banks leverage stable equity structures and external supervision [4]. - The 15th Five-Year Plan's core initiatives include optimizing equity structure, standardizing corporate governance operations, strictly controlling related transactions, and improving incentive mechanisms [5][6]. Digital Transformation: Building Core Competencies for Efficient Operations - The 14th Five-Year Plan accelerated the cloud transformation of core systems, but challenges such as fragmented technology investment and weak data governance remain [7]. - U.S. community banks effectively deploy digital tools through partnerships with fintech companies, while Japanese local banks create regional fintech alliances to develop specialized digital products [7]. - Key initiatives for the 15th Five-Year Plan include building a centralized digital infrastructure, enhancing scenario-based applications, improving digital risk control and operational capabilities, and establishing a compliance system for digital operations [8]. Differentiated Operations: Creating Competitive Advantages - The 14th Five-Year Plan encouraged banks to focus on their core businesses and local markets, yet many still engage in homogeneous competition with large banks, leading to weak profitability [9]. - U.S. community banks focus on relationship-based financing for small businesses and local residents, while Japanese local banks bind closely with local industries to enhance customer loyalty [9]. - The 15th Five-Year Plan emphasizes defining market positioning, innovating specialized products and services, deepening regional ecosystem integration, and establishing differentiated risk control systems [10][11]. Capital Replenishment: Strengthening the Capital Foundation for Sustainable Development - During the 14th Five-Year Plan, small and medium-sized banks faced challenges in capital replenishment compared to large banks, with pressures on capital adequacy ratios [12]. - U.S. community banks enhance market confidence through deposit insurance and various capital replenishment methods, while Japan supports capital tool issuance through government initiatives [12]. - The 15th Five-Year Plan's core measures include broadening external capital replenishment channels, strengthening internal capital accumulation, and improving capital utilization efficiency [13]. Supporting Measures - To ensure the implementation of the above tasks, policy coordination, resource integration, and talent cultivation are essential [14].

未来，聊城市将深入实施数字化转型行动，进一步激发数字经济创新活力，发挥"三优两重"优质项 目标杆引领作用，培育一批可复制可推广的应用场景，加速企业数字化转型升级，促进数字经济高质量 发展。 "三优两重"项目以数据要素培育新质生产力、赋能新型工业化为导向，培育遴选一批创新能力突 出、应用效果良好、示范作用明显的大数据领域标杆，加速数据要素与实体经济深度融合。项目包括优 秀大数据产品、优秀大数据解决方案、优秀大数据应用案例和重点数厂、重点数商。近年来，聊城市扎 实推进制造业数字化转型，强化政策支持，提升服务水平，持续开展供需对接、政策宣讲、专题培训等 活动，做好场景打造、标杆培育等工作，健全全链条转型生态服务，制造业数字化水平明显提高。 近日，省工业和信息化厅公布了2025年山东省大数据产业"三优两重"项目名单，聊城市鼎立云洲能 碳综合管理平台应用案例等26个项目入选，数量居全省第3位。 ...

"十四五"期间，化工建设行业聚焦科技创新，研发效能实现新提升。行业把科技创新作为"头号工程"， 持续加强顶层设计，聚焦"9+6"优化研发布局，梳理形成尼龙、聚烯烃、高性能树脂、可降解材料、硅 基新材料、绿色化工六大产业链研发图谱；不断完善创新机制，持续优化创新激励政策体系，重点项目 稳步实施，尼龙46、尼龙6T、阻燃尼龙中试投料试车，POE成套技术中试实现长周期稳定运行，尼龙 12、硅酸甲酯、丁二酸、聚甲醛等中试有序推进，超高相对分子质量聚乙烯项目等获批国家发改委专项 资金支持。 "十四五"期间，化工建设行业坚持新发展理念，突出科技创新、绿色低碳发展，以生产要素重新组合及 产业模式变革所形成的先进生产力，为化学工业的高质量发展提供了强有力的技术和建设支撑。 "十四五"期间，化工建设行业推动工程建设领域新技术开发和应用。加快推动科研和产业的深度融合， 为"T+EPC""T+产业"奠定坚实基础；自主研发AI+管道焊接管理平台，形成以"数字化管理+智能化焊 接"深度融合的创新管理模式；机动焊功效监测系统正式上线，实现焊接数据实时采集与分析，有效提 升了焊接管理智能化水平；推广应用全位置自动焊接机器人、建筑机器人、跨 ...

Core Insights - The Nanchang Tobacco Monopoly Bureau has implemented a dual approach of "face-to-face" operational guidance and "point-to-point" policy delivery to ensure a stable and orderly cigarette market during the New Year period [1][3] Group 1: Retail Support Initiatives - Customer managers are providing one-on-one operational guidance and display optimization services to retail clients, focusing on holiday consumption characteristics [3] - Retailers are advised to place best-selling and new products in prime visibility areas, using red elements to enhance the festive atmosphere while ensuring clear price tags and logical product categorization [3] - Over 19,000 retail clients are receiving "Retailer Notification Letters," which systematically address common operational issues and provide guidance on various service matters [3][5] Group 2: Digital Transformation and Efficiency - The Nanchang Tobacco Monopoly Bureau has enhanced its digital transformation through the "Xiao Cheng Code" online service platform, achieving efficient integration with marketing, logistics, and monopoly business systems [5] - Since its launch, the platform has registered 17,587 users and processed over 4,000 requests, with an average response time of 15 minutes, establishing itself as a trusted service station for retailers [5] - The bureau aims to extend its service capabilities to include operational diagnostics, digital empowerment, and cultural integration, thereby improving the quality and efficiency of holiday operations for retailers [5]

（来源：中国市场监管报） 转自：中国市场监管报 G C 0 140500 O ● Endo 0 A STARLEY DF I THE L II C IRLE 第1号 @ 0 NG 基层强能固根基。着力破解基层监管能力与复杂监管任务不相适应的难题，推动首批食品生产安全监管能力提升实训基地落地并投入运行，通过实战化培 训、场景化教学，淬炼一支懂法规、通技术、善监管的专业队伍，为全链条监管提供坚实人才支撑，让治理效能直达"最后一公里"。 全域覆盖 全程监管 数字化转型是提升监管效能的关键抓手。江西以数智化为引擎，推动食品安全监管从"经验判断"向"数据赋能"转变，实现全域覆盖、全程可控、精准高效。 构建智慧监管网络。全力推进食品安全"互联网+AI监管"，将该模块纳入全省市场监管数智一体化平台项目建设，依托"5G+AI"等技术开展校园餐食材数智 化追溯系统应用试点，实现食品源头可溯、过程可查、风险可控，努力让每一份食品都拥有"身份证"，消费者扫码即可知晓产地信息、检验结果、流通轨 迹，让监管透明化、消费更明白。 创新精准监管模式。针对网络餐饮等新业态、高风险领域，运用大数据、人工智能等技术开展智慧监测，自动抓取线上违规 ...

Core Insights - The Ministry of Industry and Information Technology announced the dynamic evaluation results of industrial internet platforms for 2025, with Changhong's dual-cross platform ranking rising by 6 places, marking the third highest increase nationwide and the first in the western region [1] - This achievement solidifies Mianyang's leading position in industrial internet platforms within Sichuan province and highlights its role as a core engine for the digital transformation of manufacturing in the region [1] Group 1: Platform Development - The Changhong dual-cross platform is built on over 60 years of manufacturing experience, emphasizing its unique advantage in empowering industries [2] - Launched in 2018, the platform transitioned from internal transformation to open empowerment, driven by both technological research and practical business applications [2] - The platform has established a service matrix focused on "intelligent, green, and integrated" solutions, facilitating deep transformation in the manufacturing sector [2] Group 2: Industrial Internet Significance - The industrial internet is a key component of the national new infrastructure, driving the manufacturing sector towards high-end, intelligent, and green development [4] - The Changhong dual-cross platform utilizes data to connect devices, systems, and enterprises, creating a collaborative system across the entire value chain [4] Group 3: Service Offerings - The platform employs a "1+4+N" architecture, providing a comprehensive value service system aimed at becoming a strategic partner for enterprises in their digital transformation [7] - It offers a clear transformation blueprint, reduces decision-making risks, and lowers the barriers for small and medium-sized enterprises to start their digital journey [7] - The platform enhances data utilization across eight value segments, driving businesses from "digitalization" to "digital business" [7] Group 4: Data Application and Impact - The platform focuses on the entire supply chain, achieving significant improvements such as a 10% increase in production efficiency and a 30% increase in inventory turnover for upstream enterprises [8] - It addresses data sharing challenges within the manufacturing industry, facilitating dynamic data exchange between upstream and downstream businesses [8] Group 5: Future Directions - The Changhong dual-cross platform aims to evolve into an ecological organizer, enhancing its role in optimizing production operations and accelerating AI-driven innovations [14] - The platform will leverage best practices to create replicable solutions, ultimately positioning itself as a digital exemplar rooted in Chinese manufacturing [14]

Core Viewpoint - The article highlights the innovative approaches taken by the China Grain Reserves Corporation (Sinograin) in Tongliao, Inner Mongolia, to enhance grain storage and procurement processes, ensuring food security and improving farmers' income through direct grain purchasing contracts and advanced storage technologies [1][5]. Group 1: Direct Grain Procurement - Sinograin Tongliao has implemented a "grain direct purchase" model to alleviate the challenges faced by farmers, such as high storage costs and low selling prices [2][3]. - By signing direct contracts with large, well-managed cooperatives, farmers can sell their corn directly to the grain reserve without incurring intermediary costs, saving at least 60 yuan per ton [3]. - Sinograin is exploring a pricing mechanism that guarantees farmers a purchase price 30 to 50 yuan per ton higher than other buyers, addressing farmers' concerns about potential price increases after signing contracts [3][5]. Group 2: Advanced Storage Technologies - The grain storage facilities utilize an internal circulation cooling technology that maintains a low-temperature environment, effectively reducing the need for chemical agents and energy consumption while preventing pest infestations and spoilage [6][8]. - This technology leverages natural cold sources, particularly in winter, to enhance grain preservation, contrasting with methods used in southern regions [8]. Group 3: Smart Management Systems - Sinograin has developed an intelligent monitoring platform that integrates various functions such as visual monitoring, digital storage, and AI alerts, allowing for comprehensive oversight of grain storage conditions [9]. - The system enables real-time monitoring of temperature variations at multiple points within the storage facilities, facilitating prompt responses to any anomalies [9]. Group 4: Future Plans - Sinograin plans to continue exploring cooperative mechanisms with farmers and aims to achieve comprehensive low-temperature storage and pest management across Inner Mongolia, contributing to national food security and sustainable development [10].

Core Viewpoint - The cultural tourism industry in Shaanxi is entering a new stage of high-quality development, aiming to build a trillion-level cultural tourism industry cluster, which is increasingly becoming a strategic pillar for the province's economic growth [1][20]. Group 1: Industry Development - The "14th Five-Year Plan" emphasizes the deep integration of culture and tourism, with Shaanxi aiming to become a leading cultural tourism province [1][6]. - The cultural tourism industry in Shaanxi is projected to exceed 790 billion yuan in revenue in the first three quarters of this year, marking a year-on-year growth of 15.82% [20]. - The cultural tourism industry's added value accounted for 6.81% of the province's GDP in the first half of the year, surpassing the real estate sector [20]. Group 2: Company Overview - Shaanxi Tourism Cultural Industry Co., Ltd. is set to become the first provincial-level cultural tourism A-share listed company, marking a significant milestone for the capital and cultural tourism market in Shaanxi [2]. - Shaanxi Tourism Group has grown from 15 subsidiaries at its inception in 1998 to over 100 today, with total assets increasing from 1.36 billion yuan to over 54 billion yuan [3]. - The group has established six core business systems, including tourism culture, tourism services, and tourism technology, and has a significant presence in various provinces [3]. Group 3: Strategic Initiatives - Shaanxi Tourism Group has signed strategic cooperation agreements to operate the Qian Kun Bay 5A scenic area, enhancing its multi-level cooperation system [5]. - The group is actively integrating technology into its operations, with initiatives in digital transformation and immersive experiences [12][14]. - The group has also expanded its international cooperation, leveraging its position along the Belt and Road Initiative to enhance cultural exchange and tourism [15]. Group 4: Future Outlook - The group aims to achieve a revenue of 9.307 billion yuan in 2024, reflecting a growth of 130.4% since the beginning of the "14th Five-Year Plan" [21]. - The company is positioned to become a leading player in the national cultural tourism sector, targeting a hundred billion-level revenue [21]. - The emphasis on cultural empowerment for economic and social development aligns with national strategies, indicating a promising future for the cultural tourism industry in Shaanxi [21][17].

国投金城冶金有限责任公司航拍。 在"十四五"收官与"十五五"谋篇的历史交汇点，坐落于豫陕晋三省通衢之地——河南灵宝的国投金城冶金有 限责任公司（以下简称"国投金城冶金"）交出了一份沉甸甸的发展答卷。作为央企控股的"河南省双百强企 业"，2025年，国投金城冶金不仅在关键生产指标上实现全面优化与超额完成，更在创新赛道上奋力冲刺 ——26项技术改造项目压茬推进，13项研发课题取得突破，18项专利申报超额完成年度目标，研发投入达 5930万元，科技创新成果正持续转化为高质量发展的实际成效。 这份成绩单的背后，是企业于激烈市场竞争中突破重围的发展密码。回顾发展历程，国投金城冶金也曾面临 传统冶炼行业"高能耗、低附加值、资源利用率低"的共同挑战。"有色金属冶炼企业通过科技创新，同样可以 成为绿色低碳的高科技产业。"国投金城冶金党委书记、总经理刘辉的话语，深刻揭示了企业转型的核心逻 辑。从困境突破到行业领跑，国投金城冶金的绿色智能升级，既是贯彻落实党的二十届四中全会关于"建设 现代化产业体系，巩固壮大实体经济根基"决策部署的生动实践，也是企业锚定"提升核心竞争力、推动科技 创新与生产深度融合"主线，以智能化、绿色化、融合 ...

甬兴证券总裁闻明刚接受中国证券报记者专访时表示，展望"十五五"，随着国家发展战略进一步向培育 新质生产力倾斜，资本市场将被赋予更为重要的历史使命，"我们将持续深耕宁波，服务好实体经济， 在中国式现代化的区域实践中贡献更多的甬兴力量。" ● 本报记者 罗京 与区域共成长 尽管成立仅五年，甬兴证券已在竞争激烈的证券行业中稳步扎根，展现出蓬勃的发展势头。作为国内十 多年来首批获准设立的纯内资、多牌照综合性券商，甬兴证券从诞生之初就承载着服务宁波经济、助力 区域金融中心建设的重要使命。闻明刚表示："我们始终铭记金融服务实体经济的初心，将自身发展融 入地方经济脉动，全力书写好金融'五篇大文章'。" 在闻明刚看来，甬兴证券的业务布局始终围绕着"功能型、集约型、专业化、特色化"的发展方向展开。 公司以"财富、投行、自营"为三大核心支柱，"资管、研究"为战略双翼，通过持续推进"三投联动"，不 断提升对实体经济的综合服务能力。 截至2025年9月，甬兴证券累计服务民营企业融资规模超过140亿元，完成各类投行项目19个，涵盖 IPO、再融资、并购重组等多个领域，多项业务指标已稳健跻身行业中上游。 在服务本土企业方面，甬兴证券的表 ...