中国民航网 通讯员曲漠陶 报道：近日，长春机场成功研发并完成一套专供旅客登机使用的无障碍坡道 改造升级，进一步完善机场无障碍设施建设，为轮椅旅客等特殊群体打造更安全、便捷的出行体验。 （长春机场供图） 此次升级的无障碍坡道，是在现有轮椅坡度过渡板基础上，结合机场登机桥、平台车保障实际及旅客出 行需求进行的创新优化。在结构设计上，采用轻量化金属骨架与可快速展开的铰链模块，兼顾便携性与 强度稳定性，一线保障人员能快速部署到位，大幅提升现场响应效率；坡道配备加宽载物面板与低坡度 过渡结构，两侧增设边缘防护板，确保轮椅旅客平稳通行；同时在与飞机舱门接触区域加装防撞保护胶 条，有效避免设备与飞行器金属结构碰撞，全方位提升使用安全性。 此次无障碍坡道改造，彰显了长春机场主动提升服务品质的责任担当。下一步，长春机场将以此次创新 实践为契机，持续优化服务保障体系，夯实运行基础，全力打造高效优质的服务品牌，为广大旅客提供 更具温度的出行保障。（编辑：张薇，校对：李季威，审核：韩磊） ...

Core Viewpoint - The "Changle Princess" vessel of Hainan Strait Shipping Co., Ltd. has resumed normal operations after completing factory repairs, enhancing the maritime travel experience for passengers between Haikou and Beihai [1][3]. Group 1: Vessel Upgrades and Services - The "Changle Princess" vessel has undergone comprehensive upgrades to its cabin types and public service areas, reflecting a commitment to high service quality [3]. - The vessel operates a stable daily schedule with a "depart in the evening, arrive in the morning" plan, effectively reducing travel time and accommodation costs compared to traditional self-driving options [3]. - The ship is equipped with comprehensive dining and shopping facilities to meet diverse passenger needs, while also offering scenic views of sunrises and sunsets during the journey [3]. Group 2: Company Strategy and Market Response - The upgrades and resumption of the "Changle Princess" service are part of the company's strategy to enhance service quality and strengthen route reliability in response to strong market demand [3]. - The company plans to continue improving service capabilities to meet the growing demand in the market [3].

Core Viewpoint - The company reported a revenue of 6.465 billion RMB for the six months ending June 30, 2025, reflecting a year-on-year decline of 8.3%, but achieved a profit attributable to shareholders of 350 million RMB, compared to a loss of 1.646 billion RMB in the same period last year [1][2] Financial Performance - Revenue from property management services decreased by 0.8% year-on-year to 5.328 billion RMB [1] - Revenue from owner-added value services fell by 32.7% year-on-year to 519.5 million RMB [1] - Revenue from urban services decreased by 14.6% year-on-year to 577 million RMB [1] - Revenue from extended value-added services dropped significantly by 82.4% year-on-year to 40.9 million RMB [1] - Basic earnings per share were 0.25 RMB, with an interim dividend proposed at 0.062 RMB per share (pre-tax) [1] Business Strategy - The company focuses on owner-centric services, continuously improving service quality to meet residents' expectations for "good houses" and "good services" [1] - In response to market changes and demand upgrades, the company balances quality and efficiency by flexibly adjusting service and product offerings, and innovating diverse service products [1] - Despite cost pressures and changes in owner spending levels, the company optimized its business structure, concentrated on core operations, controlled operational risks, and enhanced operational efficiency, leading to a turnaround in profitability [1] Market Position - As of June 30, 2025, the company managed a total area of 516.7 million square meters and had a contracted area of 692.3 million square meters, covering various residential and non-residential sectors [2]

Core Viewpoint - The property service industry in the province is launching an initiative titled "Standardizing Performance Behavior to Build a Better Home," aimed at improving service quality and addressing community issues to enhance resident satisfaction [1] Group 1: Industry Challenges - The property service industry faces issues such as uneven company strength, service homogenization, and high complaint rates [1] - The initiative sets a goal of "two increases and one decrease" (increased disclosure rate and performance rate, decreased complaint rate) as key targets for quality improvement [1] Group 2: Initiative Details - The initiative calls for property service companies to return to a service-oriented approach, adhere to contractual obligations, and enhance service quality [1] - It emphasizes maintaining a balance between quality and price, prohibiting substandard services and false promises [1] - The initiative includes the implementation of a "three meetings and three disclosures" management system, which involves regular meetings with owners and public disclosures of service performance [1] Group 3: Enforcement and Compliance - The province will conduct contract performance inspections to address issues such as low service quality and unauthorized use of public spaces [1] - A problem ledger will be established for tracking issues, with a focus on resolving them systematically [1] - The initiative aims to combat unfair competition practices, such as malicious low-price bidding and false promises, to prevent a decline in service quality and protect owner rights [1]

Core Viewpoint - Lanzhou Airport is enhancing its first-time passenger services as a key initiative following the transition to the new terminal, aiming for a comprehensive, standardized, and intelligent service system upgrade [1] Group 1: Service Mechanism and Standards - The airport has established a comprehensive service quality standard and operational procedures for first-time passengers, covering all core scenarios from identification to transportation [2] - A detailed service specification has been developed, outlining 38 operational standards across 12 scenarios, ensuring consistent service quality through regular inspections [2] Group 2: Service Enhancement and Collaboration - The airport has improved collaboration with airlines and travel agencies to enhance information sharing and streamline the first-time passenger experience, achieving a 92% identification accuracy for first-time travelers [3] - Specialized counters and dedicated security lanes have been set up to facilitate smoother service, reducing check-in time to an average of 8 minutes and security wait times to under 10 minutes [3] Group 3: Integrated Transportation Services - The airport has strengthened coordination with ground transportation services, providing seamless connections between air and rail travel, with over 10,400 passengers transported since the service upgrade began [4] - A "three-forward" service approach has been implemented to proactively guide first-time passengers through critical travel processes [4] Group 4: Innovative Service Products - The airport has launched various service products tailored to different passenger needs, including special services for returning travelers and rural passengers, benefiting thousands of individuals [5] - A pilot program for an integrated air transport network has been initiated, enhancing the travel experience for connecting passengers with streamlined services [5] Group 5: Seasonal Promotions and Community Engagement - The airport is leveraging peak travel seasons to offer promotional packages that include accommodations and transportation, supporting local tourism initiatives [6] - Since the launch of the "Warmth for First-Time Passengers" initiative in 2019, the airport has served over 56,800 first-time travelers, receiving significant positive feedback and recognition [7]

Core Insights - The article emphasizes the transformation of refund management from a potential conflict into an opportunity for service enhancement within the investment service industry [1][2] - It highlights the importance of transparency and proactive communication in addressing refund requests, which can improve investor trust and service quality [1][2] Group 1: Refund Management Strategies - The core issue of refund disputes often arises from information asymmetry, which can be mitigated by standardizing refund processes and making key steps transparent [1] - Some institutions have implemented real-time tracking for refund applications, allowing investors to monitor progress, thus enhancing service quality and compliance [1] - Leading firms view refund requests as insights into service shortcomings, using data analysis to identify weak points in their service chain [1] Group 2: Proactive Service Approaches - Institutions are adopting a preventative service model by educating investors before signing contracts, which helps set realistic expectations [2] - Dynamic assessment points during the investment cycle allow firms to provide timely advice when market fluctuations occur, resulting in a 15% year-over-year decrease in refund rates and an increase in client retention to 89% [2] - By integrating refund clients into exclusive service channels, firms can offer additional value, fostering a positive cycle of "refund-service-reinvestment" [2] Group 3: Long-term Service Philosophy - Refund management is viewed as a starting point for enhancing service quality rather than an endpoint, promoting a long-term relationship with investors [2] - Companies that adopt an open mindset towards refund requests and optimize service processes can address industry pain points and advance towards a more professional and humanized investment service landscape [2]

Core Viewpoint - Xi'an Xianyang Airport has launched the "Spark Action" to enhance passenger travel experience and service quality, inviting travelers to share their experiences and suggestions for creating a first-class airport service that is quality-driven, warm, and engaging [1][3]. Group 1: Service Improvement Initiative - The "Spark Action" is centered around a passenger-centric approach, aiming to address service pain points by listening to the genuine voices of travelers, whether they are frequent flyers or first-time visitors [3]. - The initiative includes a "Service Inspiration Marathon" where passengers can provide feedback on various aspects of the airport experience, including check-in, security, baggage claim, signage, and facilities [3]. Group 2: Participation and Rewards - The airport has simplified the participation process, allowing travelers to submit their suggestions through a WeChat mini-program, with multiple awards such as "Spark Lucky Prize," "Spark Creative Prize," and "Spark Selection Prize" to encourage participation [6]. - The initiative will run until August 10, 2025, and aims to gather insights from travelers to transform their suggestions into actionable service improvements, with selected participants becoming "Spark Experience Officers" to engage in the optimization process [6].

Core Points - The "Spark Action" service quality improvement initiative was launched at Xi'an Xianyang International Airport, involving collaboration with customs, border inspection, and 43 stationed airlines [1] - The airport has officially opened the T5 terminal, enhancing its infrastructure to meet international standards and accommodating an annual passenger throughput of 83 million [1] - The initiative aims to create a comprehensive service optimization system focusing on operational efficiency, service processes, standard execution, product innovation, and atmosphere creation [1] Summary by Sections - The "Spark Action" initiative emphasizes the importance of service quality as a lifeline for the airport, aiming to transition from standardized to personalized and intelligent service [2] - Passenger satisfaction will be integrated into performance evaluations, utilizing digital tools for real-time monitoring of service quality [2] - The initiative seeks to consolidate various expertise to enhance service levels, ultimately contributing to the establishment of a world-class aviation hub [2]

Core Viewpoint - In 2025, China Merchants Shekou Chongqing Company will enhance service quality through property upgrades, community evolution, product innovation, and support actions to create a comprehensive service ecosystem in Chongqing [1][13] Group 1: Service Quality Enhancement - The "Rainbow Plan" aims to improve residents' living experience by optimizing community facilities and landscapes, with over one million yuan invested in more than 100 upgrades in recent years [1][3] - A 360-degree, all-cycle refined service system will be established, focusing on human-centered services, including care for elderly residents and pet convenience [3][5] - The "Little Service Station" will provide a one-stop community service center, offering online and offline services, with a pilot launch planned for 2025 in the Chongqing Yutianfu community [5][9] Group 2: Product Innovation - The company is shifting consumer demand from "living space" to "lifestyle," introducing the fourth generation of residential designs that cater to the needs of all family members [7][9] - Over 5,000 families have experienced quality living through the company's "textbook-level" delivery, with 1,500 more homes set for delivery in 2025 [9][12] Group 3: Community Engagement - The "Zhao Xi Xiang Jian" community initiative will foster new neighborly relationships through various sub-communities and activities, aiming to transform over 100,000 residents from mere occupants to co-builders [10][12] - A new recruitment plan for community leaders has been launched, providing resources and support to enhance community engagement and collaboration [12][13] Group 4: Business Support Services - The company will focus on supporting business-operating residents through new media platforms and promotional services, including a special column to assist in business operations [13] - The "Zhao Xi Xiang Jian Market" will invite external businesses to participate in community events, integrating resources to support local commerce [13]

Core Insights - The transportation system in the province effectively managed the "May Day" holiday traffic, ensuring safe and convenient travel for over 2.6 million people without significant congestion or safety incidents [2][5] Group 1: Traffic Volume Data - The highway exit traffic reached 20.57 million vehicles, a 5% increase year-on-year [2] - The passenger volume for public roads was 5.644 million, up 2% year-on-year [2] - Railway passenger volume was 4.536 million, also reflecting a 2% increase year-on-year [2] - Civil aviation passenger volume reached 989,000, marking a 3.8% year-on-year growth [2] - Waterway passenger volume decreased by 11.8% to 758,000 [2] - Urban rail transit passenger volume increased by 6.2% to 11.89 million [2] Group 2: Traffic Management Strategies - The transportation system focused on three core tasks: ensuring road network smoothness, enhancing service quality, and maintaining safety standards [3] - Specific congestion management plans were developed for 8 congested road sections, 5 busy toll stations, and 9 heavily used charging service areas [3] - Emergency response measures included 107 emergency lane borrowing points, 278 quick vehicle removal devices, and 305 permanent clearing points [3] Group 3: Service Quality Enhancements - Public information was disseminated through hotlines, live broadcasts, social media, and variable message signs to provide real-time travel updates [4] - A "red-yellow-blue" emergency charging mechanism was implemented at service areas, with 2,614 charging guns and 90 emergency charging devices available [4] - Charging capacity at 9 particularly busy service areas was doubled compared to the Spring Festival period [4] Group 4: Safety Oversight - Focused on key areas such as passenger and hazardous materials transport, the transportation sector conducted thorough safety inspections across 480 companies [4] - A total of 16,000 law enforcement personnel were deployed to maintain order in the transportation market [4]