Core Viewpoint - The article explores the journey of Liu Chang, the daughter of Liu Yonghao, founder of New Hope Group, highlighting her personal growth, challenges in leadership, and the evolving landscape of the agricultural industry in China [3][4][5]. Group 1: Personal Journey and Leadership - Liu Chang took over as chairman of New Hope Liuhe at the age of 33, leading the company through economic cycles and achieving a scale of over 100 billion yuan [4][22]. - Despite external labels such as "successful second-generation successor," Liu Chang seeks to maintain her authentic self amidst societal expectations [5][21]. - The transition to leadership brought significant anxiety, particularly when dealing with large financial decisions, leading to physical symptoms of stress such as insomnia and premature graying [22][23]. Group 2: Company Growth and Challenges - New Hope Liuhe achieved a revenue milestone of over 100 billion yuan in 2020, but faced a significant net loss of 9.59 billion yuan in 2021 due to external pressures like the COVID-19 pandemic and African swine fever [22]. - The company is undergoing a transformation from a traditional agricultural business to a more integrated and technology-driven operation, focusing on enhancing profitability and operational efficiency [24][28]. - Liu Chang emphasizes the importance of adapting to industry changes and leveraging digitalization to improve management capabilities and reduce operational volatility [24][32]. Group 3: Future Vision and Personal Reflections - Liu Chang envisions a future where New Hope can thrive without her constant oversight, aiming for a more professional and institutional governance structure [35]. - She expresses a desire to explore simpler, fulfilling work, such as running a small fish ball noodle shop, reflecting her journey towards finding balance and contentment in life [36].

Core Viewpoint - Since the beginning of the 14th Five-Year Plan, Shandong's highway construction has accelerated significantly, with total investments exceeding 440 billion yuan, marking a 1.7 times increase compared to the previous five-year period, and the total highway mileage is set to surpass 9,300 kilometers this year [1][2][6]. Investment and Project Completion - A total investment of over 440 billion yuan has been completed, which is 1.7 times that of the 13th Five-Year Plan, with 28 projects completed and put into operation [2][6]. - The total highway mileage will exceed 9,300 kilometers, with the proportion of six-lane highways and above increasing to 41% [2][6]. - Eight-lane highways have reached 1,596 kilometers, leading the nation in scale [2][6]. Network Expansion and Connectivity - The province has implemented a network expansion project, enhancing the road network facilities and ensuring annual improvements and new openings [2]. - Major north-south corridors, including the Beijing-Taiwan, Jinan-Guangzhou, and Shenyang-Hai highways, have been expanded to support efficient connections with key economic regions [2]. - The coverage rate of "double highways" in all counties has reached 97.8%, with the number of inter-provincial exits increasing to 27, up by 5 from the end of the 13th Five-Year Plan [2][6]. Intelligent Construction and Technological Advancements - Shandong has made significant breakthroughs in intelligent construction, focusing on standardized management and industrialized building methods [4]. - The application of prefabricated assembly has shown remarkable results, with the establishment of two fully automated, intelligent bridge precast industrial bases [4]. - The province has pioneered the use of intelligent equipment in tunnel construction, achieving a 45% reduction in workforce for key processes [4]. Digital Transformation and Innovation - The company has developed the first domestic asphalt pavement in-situ thermal regeneration unit, breaking foreign technology monopolies [5]. - A comprehensive digital transformation plan has been implemented, including the establishment of the first "smart highway" pilot project in the country [5]. - The construction of the first zero-carbon smart highway has been completed, showcasing a range of independent intellectual property and internationally leading research outcomes [5].

Tax Contribution - During the "14th Five-Year Plan" period, the total tax revenue from state-owned enterprises in Qingdao remained stable at over 14 billion, representing a 46.7% increase compared to the end of the "13th Five-Year Plan" [4][20]. Social Welfare - The construction of transportation hubs has accelerated, including the world's largest and longest underwater highway, the Jiaozhou Bay Second Tunnel, which is being advanced by Guoxin Group [4][23]. - The Jiaodong International Airport has won the Excellent Service Quality Award for airports with over 10 million passengers for the third consecutive year [4][23]. - Public transport improvements have enhanced travel experiences, with annual passenger volume exceeding 940 million [4][23]. - Infrastructure projects, such as the largest LNG receiving station in the country and the comprehensive renovation of old heating pipelines, have been implemented [4][23]. Industry Leadership - Seven enterprises, including Qingdao Beer, Aucma, and Haigang, have been cultivated as "chain leaders" in the food and beverage, smart home appliances, and high-end chemical industries [5][24]. Asset Management - The Qingdao State-owned Assets Supervision and Administration Commission has developed a three-year action plan to revitalize idle assets, establishing an asset ledger and guiding enterprises in formulating revitalization plans [25]. - A dual-driven platform has been created for asset revitalization, including an online cloud platform for asset management and a physical platform for market-driven operations [25][26]. Innovation and Digital Transformation - The Qingdao State-owned Assets Supervision and Administration Commission has implemented a special action plan to cultivate new productive forces, with R&D funding expected to exceed 3.3 billion by 2025, more than doubling from 2020 [28]. - A digital transformation action plan for state-owned enterprises has been established, significantly enhancing digital management capabilities in finance, investment, and procurement [29]. - Notable achievements include the establishment of the first "Lighthouse Factory" in the global beer and beverage industry by Qingdao Beer and the development of the first autonomous train operation system in the country by the Metro Group [29].

Core Viewpoint - The State Administration of Foreign Exchange has released the compliance and prudent operation assessment results for bank foreign exchange businesses for 2025, with ICBC Jiyuan Branch achieving an "A" rating for the third consecutive year, highlighting its strong compliance capabilities and stable operational performance in the foreign exchange sector [1][2]. Group 1: Compliance and Operational Excellence - ICBC Jiyuan Branch has adhered strictly to foreign exchange management policies and established a comprehensive compliance internal control system [1]. - The bank conducts regular specialized training and compliance checks to ensure that foreign exchange operations are standardized and risks are controllable [1]. - The branch has optimized cross-border financial services based on corporate needs and introduced various measures to benefit enterprises [1]. Group 2: Support for the Real Economy - The bank actively implements policies to facilitate trade foreign exchange receipts and payments, creating a "green channel" for compliant enterprises [1]. - It focuses on hedging against exchange rate risks by providing tailored solutions such as forward contracts and options, maintaining a leading position in the regional exchange rate hedging business [1]. - The branch is accelerating its digital transformation to expand the application scenarios of cross-border financial service platforms, enabling online processing of financing and settlement, thereby reducing operational costs for enterprises [1]. Group 3: Collaboration with Regulatory Authorities - ICBC Jiyuan Branch enhances communication and collaboration with regulatory authorities, actively participating in various research and inspection activities [1]. - The bank promptly conveys policy directions and builds a communication bridge between enterprises and regulatory bodies, fostering a positive interaction between regulation and operations [1]. Group 4: Future Commitment - The branch views its continued "A" rating as both an honor and a responsibility, committing to strengthen compliance management and innovate cross-border financial service models [2]. - It aims to enhance the quality of professional services to support local foreign trade enterprises and inject financial momentum into the high-quality development of the regional open economy [2].

Core Viewpoint - In 2025, the manufacturing and energy-chemical industries will enter a rebalancing phase under multiple structural pressures, with geopolitical changes and trade rules reshaping global layouts. The focus will shift from "betting on growth" to "realizing value" as companies seek sustainable returns through asset optimization, capability restructuring, and operational upgrades [1]. Group 1: Manufacturing "15th Five-Year" Layout - The "15th Five-Year" plan (2026-2030) is a critical period for China's modernization by 2035, emphasizing the need for manufacturing enterprises to anticipate socio-economic and technological trends, plan high-quality development paths, and enhance international competitiveness amid geopolitical tensions [4]. Group 2: Asset Operation Restructuring - Energy and chemical companies must optimize asset layouts through normative analysis to enhance long-term decision-making certainty and return rates, particularly in the context of geopolitical and demand structure changes [7]. Group 3: Digital Transformation - Oil and gas companies face limitations in AI potential due to data quality and system fragmentation. Establishing a high-quality data foundation and governance mechanisms is essential to unlock the value of AI and digitalization in supply chain and operational transformations [9]. Group 4: Chemical M&A Recovery - The chemical industry is witnessing a gradual recovery in M&A activities, driven by overcapacity, weak demand, and tariff uncertainties. Companies and private equity are seeking growth paths through portfolio restructuring and regional diversification [11]. Group 5: Accelerated Power M&A - The demand for large data centers is driving a new wave of M&A in the U.S. power sector, compelling power companies to enhance scale, delivery capabilities, and clean energy supply to compete for core customers [13]. Group 6: Electrification Investment Decisions - The electrification trend brings substantial capital investments, but profitability is not guaranteed. Investment returns depend on asset utilization rates, contract structures, and service models, necessitating a careful balance between infrastructure and digital platforms [15]. Group 7: Renewable Value Realignment - The renewable energy sector is transitioning from a narrative of rapid growth to one focused on capability and return realization. Factors such as subsidy reductions, grid constraints, and rising capital costs are pushing companies to reshape their competitive edge through market-oriented capabilities [17]. Group 8: CCUS Commercial Breakthrough - Carbon capture, utilization, and storage (CCUS) is emerging as a viable decarbonization pathway in high-emission industries, but its adoption is constrained by economic viability and carbon pricing mechanisms. Innovative business models and policy collaboration are crucial for large-scale implementation [19]. Group 9: Industrial Aftermarket Opportunities - The industrial aftermarket is becoming a significant profit engine for OEMs, with growth rates of 7.8% in China and 6.5% globally. Companies can achieve steady and high-quality growth through network expansion, complexity management, and pricing capability upgrades [21]. Group 10: CBAM Cost Restructuring - The EU's Carbon Border Adjustment Mechanism (CBAM) is reshaping competitive rules in high-carbon industries like steel. Importers need to proactively manage emissions accounting, supply chain adjustments, and cost transfer mechanisms to mitigate the impacts of visible carbon costs [23]. Group 11: Infrastructure Innovation - Modern construction methods (MMC) are significantly enhancing efficiency, sustainability, and resilience in the global construction industry. Despite higher initial investments, the long-term value of MMC is becoming evident in global capital projects [25].

Core Insights - Guangzhou is actively promoting the digital, networked, and intelligent transformation of its manufacturing industry, accelerating the deep integration of 5G technology with the industrial economy, which supports the construction of a strong manufacturing city and a digital Guangzhou [1][14] - The city has 33 national-level 5G factories, accounting for 41% of the province's total, ranking first in the province [1] - The article explores how technological innovation can lead traditional industries to upgrade and empower the construction of a modern industrial system [1] Group 1: 5G Factory Insights - Yantang Dairy is the only dairy company included in the national-level 5G factory list, showcasing advanced automation and digital management in its operations [1][3] - The dairy farm employs a unique identification system for each cow, utilizing wearable technology to monitor health and productivity, which enhances management efficiency [5][8] - The 5G factory has achieved significant improvements in milk production, with each cow's annual output increasing from over 9 tons to over 10 tons [8] Group 2: Automation and Efficiency - The factory features high levels of automation, with IoT devices managing the milk collection process, significantly reducing the need for manual labor [9][11] - The production lines are flexible, allowing for quick changes between different products, which enhances production efficiency and reduces costs [11] - The implementation of digital technologies has led to estimated annual savings of 400,000 to 600,000 yuan in management costs and 200,000 to 300,000 yuan per production line [11] Group 3: Technological Integration - Yantang Dairy has established an integrated IoT industrial big data platform that connects various production systems, enhancing operational efficiency and data management [12] - The factory is continuously improving its information technology infrastructure, with plans to integrate AI into various business scenarios for smarter decision-making [13] - Guangzhou is set to add 23 new national-level 5G factories by 2025, covering multiple manufacturing sectors, which positions the city as a leader in this domain [14] Group 4: Emerging Industries - The article also highlights developments in the flying car sector, with companies like XPeng and GAC establishing production facilities for flying vehicles, indicating a diversification of advanced manufacturing in Guangzhou [17][19] - XPeng's flying car factory aims for an annual production capacity of 10,000 units, showcasing innovative manufacturing processes that merge automotive and aerospace industries [19]

摘要：2023年，泰安烟草坚持"以客户为中心"的发展思想，深入践行"四个第一"服务理念，聚焦零售客 户"急难愁盼"问题，从数字化转型、暖心服务、精准培训三个维度发力，全方位为零售客户赋能，推动 零售客户从"传统食杂店"向"智慧服务体"转型，帮助客户实现"盈利提升、能力增强、价值认同"三重目 标，显著提高零售客户盈利水平和满意度，书写了"国企赋能客户成长"的生动实践。 关键词：智慧零售；客户赋能；数字化转型；暖心服务 1、数字化转型，开启智慧经营新模式 在消费市场快速变化的背景下，数字化转型成为零售客户提升竞争力的关键。泰安烟草精准把握这一趋 势，积极推动零售客户数字化转型。泰安市岱岳区的贾先生经营烟草超市20多年，随着年龄增长，在商 品进销存管理和账目核算上逐渐感到力不从心。岱岳烟草了解到这一情况后，"量体裁衣"为贾先生制定 了专属提升方案。客户经理主动上门，为他免费安装智能店铺管家云POS系统，耐心协助完成全商品录 入，并将商品保质期信息录入系统，设置及时提醒功能，帮助贾先生实现所有商品的进销存数字化管 理。不仅如此，岱岳烟草还联合相关企业开展共建，为贾先生开通聚合支付服务，并减免了相关手续 费。经过几个月 ...

英特尔越南总经理谢建国对科技部代表团到访表示欢迎，并高度评价越南推动半导体产业的积极政策。 他表示，英特尔将深度参与越南半导体发展战略的实施，分享生态系统建设与高端人才培养经验，并助 力开发面向数字化转型的专用芯片。 此外，裴还建议英特尔参与集成电路设计开发工程师培训，提供强化课程、实习或奖学金，并与高校及 研究机构合作培养半导体高素质人才。 越南《越南经济时报》12月22日报道，越南科技部副部长裴黄芳近期访问胡志明市英特尔越南封装测试 厂时表示，建议英特尔扩大在越芯片封装测试领域的投资，并积极参与越南半导体战略实施。他还鼓励 英特尔扩大在越研发中心或与本地伙伴合作，投资实验室、仿真与测试设施，聚焦数字化转型所需专用 芯片的研发，并拓展在越南的制造与ATP(组装、测试、封装)业务。 ...

摘要：2023年，泰安市烟草专卖局（公司）认真践行"以人民为中心"发展思想，切实将"两个至上"融入 企业生产经营全过程，坚决落实"四个第一"服务理念，紧扣国家烟草专卖局数字化转型战略，以"数据 赋能、智能管控、生态构建"为核心，打通数据应用关键节点，通过终端数字化改造、线上平台搭建、 智能系统开发，推动零售客户经营模式升级与行业管理效能提升，众多零售客户实现数字化转型，鲁产 烟市场表现亮眼，为烟草行业数字化转型提供了可借鉴的"泰安样本"。 关键词：数据赋能；数字化转型；智能终端；生态构建 一、工作成效 为进一步提升行业管理精细化水平，泰安烟草自主开发"泰靓丽"智能终端系统，在资源管理、评价考 核、资源循环利用等方面实现三大功能突破。一是资源数字化，为柜台、货架等终端资源赋予唯一二维 码，建立电子台账，实现终端资源的可视化、数字化管理，彻底解决了传统纸质统计"易出错、难核 对、效率低"的问题，方便管理人员实时掌握终端资源分布和使用情况。二是评价智能化，将终端建设 标准固化到系统中，客户经理在对终端进行检查评价时，只需拍照上传相关图片，系统就能自动比对标 准进行评分，不仅大幅缩短了评价时间，还提高了评价的准确性和 ...

记者今天从国务院国资委获悉，2025年中央企业各项工作取得积极进展和明显成效。实现经营稳中有 进，高质量发展根基更实更牢。 2025年作为"十四五"规划收官之年，中央企业扎实推进提质增效、价值创造等专项行动，抢抓市场机 遇，大力降本开源，经济运行企稳向好。 国务院国资委党委书记 主任 张玉卓：今年1-11月，中央企业实现增加值9.5万亿元，同比增长1.4%，发 展质量不断提高。央企年化全员劳动生产率81.1万元每人，同比提升3%。 张玉卓介绍，2025年，面对国际变幻局势，中央企业积极应对贸易战对资本市场的冲击，助力新疆、西 藏高质量发展，巩固拓展脱贫攻坚成果过渡期帮扶任务圆满完成。 2025央企关键词：创新 今年是"十四五"收官之年。五年来，中央扎实推进高质量发展，取得了丰硕成果。中央企业资产总额连 续跨上70、80、90万亿元三个大台阶，中央企业规模实力、价值创造能力和品牌影响力明显增强。 "十四五"以来，国资委持续推进国企改革三年行动和国有企业改革深化提升行动。6组10家企业实现战 略性重组，新组建设立9家中央企业。中国特色现代企业制度和国资监管体制不断健全，一批企业加快 建成世界一流企业，发展活力动力 ...