在此背景下，瑞派作为全国规模第二的宠物医疗服务提供商，其规模与市场份额受到关注。数据显示， 截至2025年6月30日，其医院数量约占全国总数的1.8%；2024年市场份额约为4.8%。招股书披露，公司 通过"总部—管理公司—宠物医院"三级架构实施集中采购、统一诊疗规范与跨区域管理，以期实现成本 优化与运营协同。2025年上半年，其在全国性大型连锁（500家以上）中实现盈利，毛利率为24.8%。 规模扩张是否必然带来盈利，是宠物医疗连锁行业长期面临的课题。瑞派2025年上半年经调整净利润为 7200万元，呈现持续增长。其在运营中推行"城市中心医院—区域中心医院—社区医院"三级诊疗体系， 通过内部转诊机制引导专科病例向资源配置较高的医院集中。数据显示，城市中心医院收入占比从2022 年的25.9%提升至2025年上半年的31.5%，显示业务结构有所调整。 近期，瑞派宠物医院正式向港交所递交上市申请，此举不仅意味着资本市场可能新增一家相关标的，也 为观察一个高速增长但仍高度分散的行业提供了窗口——在其中，规模化、标准化与专业化正逐步成为 企业发展的关键路径，并影响其在资本市场的估值逻辑。 中国宠物医疗行业呈现"大行 ...

12月31日，广东省人民政府新闻办公室举行广东省"十五五"公共文化服务"征集令"新闻发布 会，介绍有关情况及"十四五"公共文化服务建设发展成果。本场发布会由广东省人民政府新闻 办公室副主任邓鸿主持。 广东发布"十五五" 公共文化服务"征集令" 邓鸿介绍，为营造公共文化服务"大家事、大家办、大家享"的良好社会氛围，按照省委、省政 府工作部署，中共广东省委宣传部、广东省精神文明建设办公室、广东省文化和旅游厅将于 2026年1月开始，面向省内外开展广东公共文化服务"十四五"优秀案例和"十五五"优质主体征 集活动，坚持投资于人，以健全的公共文化服务体系、高质量文化供给增强人民群众的文化获 得感、幸福感。 "供给包"数字化配送模式 让群众享受便捷文化服务 中共广东省委宣传部副部长、广东省精神文明建设办公室主任陈晓建表示，"十五五"时期，广 东将从民生兜底的角度，对标中央和省委工作部署，落实投资于人、作用于人的要求，充分发 挥人的作用，聚焦如何整合资源、力量、场地、服务，更好地满足群众的文化生活需求，让大 家有更实质的获得感、幸福感。重点围绕"组织化、体系化、社会化、专业化和数字化"五个方 向谋划推进，切实实现高水平的文 ...

来源：遇见宁波银行 日月其迈，时盛岁新。值此辞旧迎新的美好时刻，我们谨代表宁波银行董事会和全体员工向长期关心支 持宁波银行发展的新老客户以及社会各界朋友，致以最诚挚的祝福和衷心的感谢！感谢您与宁波银行携 手同行！ 2025年，宁波银行坚持以习近平新时代中国特色社会主义思想为指导，实施"专业化、数字化、综合 化、国际化"服务体系，扎实践行"五篇大文章"，用专业创造价值，实现稳健高质量发展。2025年，宁 波银行总资产突破3.5万亿，继续是A股估值最高和不良率最低的银行之一，在"2025年度全球银行1000 强"榜单中排名前进到第72位，继续是全国系统重要性银行。这些成绩离不开广大客户和社会各界的信 任和支持，诚挚感谢大家！ 长风浩荡，奋楫扬帆。2026年是"十五五"规划的开局之年，宁波银行将坚持以习近平新时代中国特色社 会主义思想为指导，深入学习贯彻党的二十大和二十届历次全会精神，认真贯彻落实中央经济工作会议 精神，继续将银行的经营发展和推动实体经济高质量发展紧密结合起来，持续践行金融工作的政治性、 人民性，继续扎实做好金融"五篇大文章"，不断加大对实体经济的支持力度，坚持真心对客户好的理 念，用专业为客户创造 ...

（来源：中国妇女报） 近年来，山东省妇联紧紧围绕省委、省政府部署，与有关部门密切配合，着力在争取政策、优化环境、 强化培训上下功夫，在制定标准、数智赋能、打造品牌上做示范，形成了以"山东大姐"品牌为统领， 以"阳光大姐"为龙头，以400多家服务实体为支撑，上下贯通、覆盖全省的巾帼家政服务网络。山东省 各级妇联主动作为，把促进巾帼家政提质扩容作为支持妇女、促进就业、服务家庭、改善民生的重要抓 手。山东省先后承办两次全国巾帼家政服务职业风采大赛，举办六届"技能兴鲁"全省家庭服务业职业技 能竞赛，开展巾帼家政进乡村（社区）活动6400多场，13家家政企业入选首批国家家政服务业提质扩 容"领跑者"企业，15家家政企业入选全国三星级以上巾帼家政服务机构，数量居全国首位，推动家政服 务业向标准化、专业化、规范化发展。 转自：中国妇女报 中国妇女报全媒体记者姚建 发自菏泽 12月23日至25日，"技能兴鲁"第六届山东省家庭服务业职业技能 竞赛在菏泽举办。 本次竞赛由山东省妇联、省人力资源社会保障厅、省发展改革委、省商务厅、省总工会联合主办，为省 级一类技能大赛。竞赛设置家务服务员、母婴护理员、家庭照护员3个竞赛工种。中国妇 ...

Group 1: Core Insights - The report emphasizes the recovery stage of consumer spending, highlighting that different sectors exhibit both commonalities and differences in their recovery rhythms, driven by supply-demand dynamics and industry structure [4][5] - ROA (Return on Assets) is identified as a leading indicator for the operational recovery of consumer companies, with a focus on analyzing various sub-sectors [4][13] Group 2: Sector Performance - The current recovery sequence indicates that soft drinks and snacks are leading, followed by the catering supply chain, condiments, dairy products, beer, and finally, liquor [5][25] - The report draws parallels with Japan's 1990s consumption differentiation, noting that sectors addressing consumer pain points and with low penetration rates are likely to succeed [5][6] Group 3: Investment Strategy - The report suggests focusing on sectors where ROA is stabilizing, indicating potential valuation recovery opportunities, particularly in traditional sectors like liquor, beer, and dairy [6][8] - It recommends identifying sub-sectors with either price or volume growth, with a preference for price-driven strategies [6][8] Group 4: Detailed Sector Analysis - The frozen food sector is showing signs of marginal improvement, with leading companies enhancing operational efficiency through product innovation and channel reforms [27][28] - The snack sector is experiencing high demand, driven by new channel developments, although competition is intensifying [33][35] - The beer industry is under pressure, with a focus on high-end products, but overall growth is slowing due to external economic factors [39][41] - The dairy sector is nearing the end of its adjustment phase, with expectations of improved performance as raw milk prices rise [41][42] - The liquor sector is currently in a phase of inventory reduction, with performance risks gradually clearing as channels stabilize [43][48]

Core Insights - The aging population in China is rapidly increasing, with 310 million people aged 60 and above by 2024, representing 22% of the total population, and 220 million aged 65 and above, accounting for 15.6% [1] - The demand for elderly care is shifting from "survival-type" to "quality-type," necessitating a transformation in traditional elderly care services to meet diverse and specialized needs [1] - The introduction of the "Elderly Care Service Specialist" as a new profession in 2025 is expected to drive the professionalization, intelligence, and personalization of elderly care services [1] Group 1: Professionalization - The transition to "professionalization" distinguishes elderly care specialists from traditional caregivers, focusing on needs assessment, service planning, and implementation, requiring higher professional knowledge and comprehensive skills [2] - Elderly care specialists must break traditional care boundaries and develop interdisciplinary capabilities, covering the entire service chain from needs assessment to quality control [2] Group 2: Intelligent Transformation - The second upgrade direction is "intelligent transformation," where the integration of smart technology with elderly care services is reshaping the work model of elderly care specialists [3] - Specialists can utilize smart assessment systems and IoT devices to collect data on elderly individuals, enhancing service efficiency and enabling proactive care [3] Group 3: Personalization - The third upgrade direction is "personalization," addressing the diverse needs of the elderly population, including basic care and emotional support [4] - Future elderly care services will shift from standardized offerings to personalized solutions, dynamically adjusting to individual health conditions and preferences [4] Group 4: Collaborative Support - The transformation of elderly care specialists requires collaborative support in standard development, qualification recognition, and talent cultivation to ensure stability and effectiveness [5] Group 5: Standards and Qualifications - A comprehensive standard system is essential for the transformation, with national and industry standards being established to regulate service quality and safety [6] - The recognition of the "Elderly Care Service Specialist" as a new profession marks a significant step towards professional development in the elderly care sector [6] Group 6: Talent Development - Continuous improvement of the talent cultivation system is crucial, with educational institutions encouraged to offer relevant programs and training for existing workers [7] - Leading companies like Ping An are setting examples in service quality management and training, significantly impacting the industry [7] Group 7: Future Outlook - With the combined efforts of standards, talent development, policy support, and corporate empowerment, professional elderly care specialists will evolve into "health life managers," equipped to meet the quality care needs of 310 million elderly individuals [8]

据了解，"河北福嫂·燕赵家政"工作连续5年被纳入省委、省政府20项民生工程，连续两年列入推进京津 冀协同发展重点会商事项，形成了党委重视、妇联牵头、部门协同、共抓落实的良好局面。 为推动"河北福嫂"提质扩容，积极对接京津市场，河北省妇联连续3年召开京津冀巾帼家政协同发展工 作会议，建立100个"河北福嫂"进京津基地，创新开通"春供直通车"，推动三地标准互认，畅通"河北福 嫂"进京津渠道。目前，已有约15.3万名"河北福嫂"在京津服务，在北京、天津家政服务人员中占比分 别达到39.6%和22.7%。 （来源：中国妇女报） 转自：中国妇女报 中国妇女报全媒体记者周丽婷 发自石家庄 12月19日，"河北福嫂·燕赵家政"品牌推介会在北京举办。推 介会系统展示了近年来"河北福嫂·燕赵家政"的创建历程、丰硕成果以及广阔前景，京津冀三地妇联、 三地行业协会、家政企业代表、"河北福嫂"代表等150余人参加活动。 河北省妇联相关负责人表示，2026年，作为民生工程牵头单位，将持续开展"妇联约你学家政"宣讲活 动，实施精准化技能培训，培育河北省巾帼家政服务驿站100个，培树五星级"河北福嫂"300名，开展巾 帼家政进社区（农村） ...

随着财富代际传递进入高峰期，遗嘱失效、资产隔离难、特需人群照料无门等问题频发，而被寄予厚望 的家族信托，因行业规范缺失、公众认知偏差，一度陷入"叫好不叫座"的尴尬境地。如今，该领域有望 迎来制度性规范——记者从业内获悉，中国信托业协会起草的《家族信托业务指引（征求意见稿）》已 开始面向会员单位征求意见。业内人士表示，此举不仅为行业划定边界，更被视作破解"传承焦虑"、激 活家族信托蓝海市场的关键抓手。 ● 本报记者 吴杨 征求意见稿的核心突破在于建立了明确的准入与运营标准，其中最受关注的便是业务资质与监管评级的 挂钩机制——当监管评级不符合监管部门要求的开展家族信托业务的最低评级时，信托公司应暂停新增 家族信托业务。在专职人员层面，信托公司开展家族信托业务，应当"至少配备5名专职人员、具备3年 以上相关业务经验"，鼓励信托公司建设具有金融、财税、法律等专业知识的复合型财富管理人才队 伍。 "征求意见稿提出1000万元起投门槛与'财富保护、传承'核心属性，杜绝专户理财'擦边球'操作。"上海 金融与发展实验室主任曾刚分析道，设置准入红线，业务与监管评级挂钩，并对专职人员设置多重要 求，这或让头部机构的优势愈发凸显。 ...

Core Viewpoint - The global photovoltaic industry is experiencing rapid expansion, but currently faces overcapacity, subsidy reductions, and trade barriers, leading to industry-wide losses. A recovery is anticipated by 2025, but third-quarter financial reports do not confirm a reversal yet. Despite this, A-share related stocks have shown more gains than losses in 2025 [5][11]. Group 1: Industry Overview - The photovoltaic industry is projected to reach 2000 GW of installed capacity by 2030, surpassing thermal power as the largest energy source [5]. - The three major companies in the industry—LONGi Green Energy, Tongwei, and TCL Zhonghuan—are navigating through challenging times, with varying strategies of integration and specialization [6][8]. Group 2: Financial Performance - In 2022, revenues for Tongwei, LONGi, and TCL Zhonghuan were 142.2 billion, 129 billion, and 67 billion respectively. By 2023, revenues showed slight declines, with LONGi being the most resilient [8][9]. - For the first three quarters of 2025, revenues continued to decline, but the rate of decline is expected to stabilize [11]. - In terms of net profit, TCL Zhonghuan faced the most significant drop, with a net profit of only 25.7 billion in 2023, down from 64.8 billion in 2022 [12][14]. Group 3: Business Strategies - LONGi has adopted an integrated strategy, significantly increasing its downstream component and battery business, which now constitutes a larger portion of its revenue compared to upstream silicon products [28][30]. - TCL Zhonghuan has been more reluctant to embrace integration, focusing primarily on its silicon wafer business, which has led to substantial losses in recent years [19][26]. - Tongwei has successfully expanded into the component business, achieving significant revenue growth, but still faces challenges in maintaining profitability due to declining prices [42][46]. Group 4: Market Dynamics - The photovoltaic industry is divided into five segments: silicon materials, silicon wafers, cells, modules, and power generation. The silicon wafer segment has the highest technical barriers [18]. - The debate between integration and specialization continues, with evidence suggesting that integrated companies may have better resilience during downturns compared to specialized firms [50].

Core Viewpoint - The company, Hangya Technology, has rapidly developed into a leader in the aerospace engine blade sector within a decade, focusing on professionalization and digitalization to support the industrialization of domestic aerospace engines [1][2]. Group 1: Company Development and Strategy - Hangya Technology was founded in 2013 and successfully listed on the Sci-Tech Innovation Board in 2020, leveraging deep expertise in materials and blades [1]. - The company aims to seize industry opportunities over the next five years, emphasizing a commitment to professionalization and digitalization [1][2]. - Hangya Technology has established itself as a supplier for major aerospace engine manufacturers, including Safran, China Aviation Engine Corporation, GE, and Rolls-Royce [1][2]. Group 2: Product and Market Expansion - The company is expanding its product offerings to include more complex structures, with stable demand for existing blade products and ongoing development of new ones [2]. - Core customer business now accounts for over 80% of the company's operations, reflecting a strong focus on strategic customer needs [2]. - Hangya Technology is also exploring collaborations with Rolls-Royce for additional rotating component projects to diversify its business [2][3]. Group 3: Technical Expertise and Innovation - The company has developed significant engineering capabilities in precision forging, precision machining, and special processes, creating barriers to entry in the aerospace engine component market [3]. - Precision forging technology is highlighted as the mainstream method for producing compressor blades, enhancing blade lifespan and reliability while reducing material waste [3]. - Hangya Technology integrates various specialized processes, including heat treatment and non-destructive testing, to form a comprehensive innovation approach [3][4]. Group 4: Digital Transformation and Future Goals - The company is committed to integrating digital technologies and intelligent tools across all aspects of product development and operations to shorten R&D cycles and optimize costs [5]. - AI is being leveraged to enhance internal operations, including the integration of manufacturing execution systems and data monitoring systems [5]. - Hangya Technology is setting a five-year development direction aimed at becoming a world-class manufacturer of aerospace engine components, maintaining a focus on professionalization and digitalization [5].