而平安基金就带有很明显的"老罗风"。 2026年，平安基金迎来成立十五周年。截至2025年底，这家带有鲜明"平安基因"的公募基金管理规模已 逼近9000亿元，累计为客户创造利润800亿元，服务机构客户970家，渠道客户超1.7亿人。 带领这家公司走过十五年的灵魂人物——董事长罗春风，从1993年离开北京机关"下海"加入平安，到参 与筹建基金公司，他的职业生涯与中国资产管理行业共同成长。 来源：小基慢跑 在资产管理行业，一个优秀的领航员能够带领机构穿越市场波动，创造持续回报；而一个不合适的掌舵 人，则可能让巨轮偏离航道甚至触礁沉没。 创业维艰，平安基金的早期岁月 2008年底，罗春风受命参与筹建平安集团旗下的公募基金公司。三年后，平安大华基金（后更名为平安 基金）正式成立，罗春风出任分管市场的副总经理。 创业初期，罗春风回忆道："那时候大家都很年轻，我是年龄比较大的几个人之一，其他大多数同事都 是二十多岁、三十岁出头。大家没有不想干的事，没有不能吃的苦。" 平安集团马明哲董事长用"三碗饭"来打比方指导平安基金制定发展规划："你们今天端着一碗饭在吃， 但同时要把明天和后天那碗饭找到，提前准备和布局。" 这一理念成 ...

新年伊始，万物更新。作为资本市场的中流砥柱，近年来公募基金行业在经历"高速增长"后正朝着"高 质量发展"新阶段迈进。而作为公募行业的"青壮年"，平安基金在2026年也迎来了自己15周岁生日。从 2011年到2026年，15年来平安基金和中国资本市场一起在兼容并蓄中从无到有，从小到大，以"为持有 人创造价值"为使命，坚持做长期正确的事，从管理第一支公募基金起步，逐步成长为受投资者信赖、 行业领先的综合型资产管理公司，截至2025年底资产管理规模近9000亿元，累计服务机构客户970家， 累计服务渠道客户超1.7亿人，累计为客户创造利润800亿元。 平台驱动业绩专业创造价值 作为专业的投资管理机构，15年来平安基金坚持"受人之托，代人理财"的宗旨，持续推动核心投研能力 建设，不断拓展研究的深度和广度，强化投研一体化机制，形成了一套"业绩可归因、策略可复制、人 才可持续"的平台化投研体系，实现了从"个人主义"到"体系化作战"的转型。 在积极为投资者创造超额收益的同时，平安基金也不断深化产品服务能力，为投资者提供更多样化的投 资工具和创造更专业的投资体验。平安基金近年来持续深化产品布局，产品线涵盖货币、债券、混合、 ...

以投资者为本、以投研为基、以长期为锚。华安基金坚持打造硬核的"中心化研究平台+多元化投研团 队"，持续夯实投研核心能力，着力加强平台化建设，在发挥主动权益优势的同时，大力提升固定收益 投资、指数投资和大类资产配置能力。公司拥有超200人的投资管理团队，凭借平台化投研体系建设和 多元化产品布局，持续为持有人提供了长期稳健的回报。 在本次嘉年华的权益专场，华安基金副总经理、首席投资官翁启森领衔，高景气赛道先行者胡宜斌、成 长投资先锋桑翔宇、全球投资专家苏圻涵、行业研究资深专家万建军、医药投资实力派刘潇、高端制造 投资实战家熊哲颖、均衡成长投资专家栾超等多位主动权益基金经理将目光投向海内外市场，覆盖科 技、医药、新能源、高端智造等多个细分领域，就投资者关注的话题分享研究成果。 指数专场同样汇聚多方智慧。由华安基金总经理助理、首席指数投资官许之彦领衔，基金经理倪斌、苏 卿云、刘璇子、周泓灏等来自华安基金指数与量化投资团队的实力选手分别从港股与海外、创业板、科 技、资产配置等维度提供前沿投资思路。此外，多位业内专家将参与黄金配置逻辑、大类资产布局策略 等话题的圆桌交流，值得期待。 在固收投资专场，华安基金首席固收投资官 ...

在遥远的大洋彼岸，以先锋、贝莱德、道富等巨头为代表，已构建起成熟的"平台化、一体化、工业 化"投研体系。它们通过整合投研流程实现投研协同，搭建共享平台打破部门壁垒，依托标准化流程提 升决策效率，为行业提供了可资借鉴的范本。 在我国，这场转型的成效也已初现端倪。近来业绩榜单上的变化像一面镜子，映照投研改革背后的真实 面貌：那些曾经闪耀的名字从榜单前列渐渐隐去，取而代之的是一批由平台化体系支撑的产品。毫无疑 问，行业竞争的核心，正在从"造星能力"转向"系统建构能力"。 然而，转型之路并非坦途。从依赖明星基金经理转向团队协作，意味着必须打破传统的投研壁垒，建立 有效的共享机制。同时，平台建设的前期成本投入高昂，且现有人才的知识结构与新体系所需的协作能 力之间也存在适配挑战。 华南一家公募的实践提供了有益借鉴。这家机构正在摸索和践行真正以业绩为导向，不论资排辈，创造 机制鼓励优秀人才"脱颖而出"；基金经理研究员之间只有业绩的差异，没有职级的差异；基金经理的多 元投资风格实现互补，投资理念、成功的投资标的相互传导、相互借鉴；不以投资排名、规模作为单一 评价来源，结合能力圈、市场风格等因素，识别真正阿尔法贡献；提倡简洁、 ...

Core Viewpoint - The recent appointment of a new fund manager at ICBC Credit Suisse reflects a strategic shift within the company, emphasizing a balance between experienced leadership and fresh talent in its bond investment team [2][3]. Group 1: Management Changes - Wang Shuo, a veteran in bond investment, is now joined by Qu Honghao, who has been with the company since 2019, to co-manage three funds totaling 8.6 billion yuan [2]. - The recent management changes, including the transition of senior executives, signify a deliberate effort to pass on experience while allowing new talent to emerge [3]. Group 2: Performance and Strategy - Wang Shuo manages over 364.8 billion yuan in assets, with multiple funds achieving positive returns, including a 37.60% return for ICBC Money A since 2013 [3]. - The strategy of "suspending large subscriptions while allowing redemptions" has been effective in balancing scale and returns [3]. - The solid performance of the bond funds, such as the ICBC Ruiheng 3-month open-end bond fund, which has returned 14.98% since its inception, highlights the effectiveness of the company's platform-based research system [5]. Group 3: Structural Changes and Future Outlook - The company is undergoing significant changes in its shareholder structure, with UBS acquiring a 20% stake from Credit Suisse, while ICBC retains an 80% controlling interest [5]. - The bond funds constitute 55.5% of the public offering segment, amounting to 230.34 billion yuan, serving as a stabilizing force against market fluctuations [5]. - The dual-track approach of promoting experienced veterans while integrating new talent is seen as a long-term strategy for sustainable growth in the asset management industry [6].

Core Viewpoint - The release of the "Action Plan for Promoting High-Quality Development of Public Funds" by the China Securities Regulatory Commission (CSRC) is a significant measure to implement the decisions of the Party Central Committee and serves as a guide for the high-quality development of public funds [1][2] Policy Deployment and Direction - The "Action Plan" outlines the overall thinking, basic principles, and goals for high-quality development of public funds, proposing 25 policy measures across six areas, including optimizing fund operation models and enhancing regulatory enforcement [2] - The focus of the reform is on strengthening the alignment of interests with investors, enhancing the stability of fund investment behavior, and promoting the growth of equity funds [2][3] Emphasis on Equity Investment - The key point for high-quality development of public funds is to enhance equity investment, increase its scale and stability, and better serve national strategies and the development of the real economy [3][4] Building a Platform-Based Research System - The "Action Plan" emphasizes the construction of a "platform-based, integrated, multi-strategy" research system to enhance the professional asset management capabilities of fund companies [4] - Talent development and technological advancements are crucial for improving research capabilities and ensuring sustainable competitiveness in the industry [4] Long-Term Value Investment - The "Action Plan" mandates that public funds adhere to long-term and value investment principles, prohibiting style drift and reducing turnover rates, thus addressing industry issues of prioritizing scale over returns [5] - The current valuation of the A-share market, with a rolling P/E ratio of 12.3, indicates significant long-term investment appeal [5] Encouraging Equity Fund Development - The "Action Plan" encourages innovation in equity fund products, particularly floating fee structures and index products, to enhance investor engagement and align interests [6] - Strengthening the supply of equity fund products and improving investment management are key focuses for fund companies [6] Enhancing Investor Service Capabilities - The "Action Plan" calls for improved service levels for investors, shifting the focus from scale to returns, and establishing a classification evaluation mechanism for fund sales institutions [7] - Fund companies are encouraged to enhance asset management capabilities and align product offerings with investor needs [7] Building First-Class Investment Institutions - The "Action Plan" emphasizes the need for public fund companies to build first-class investment institutions by enhancing governance, core research capabilities, and compliance management [9] - As a state-owned bank-controlled fund company, the firm aims to implement the "Action Plan" requirements and contribute to the high-quality development of the public fund industry [9]