在企业家代表主旨分享环节，占梦来以"家国情怀与基业长青：科技赋能国家发展，把'小我'融入新时 代成就'大我'担当"为题，围绕成都市民营企业代际传承，分享了自己的思考，他认为新时代代际传承 不仅要传承企业，更要传承精神。 中证报中证网讯(王珞)近日，"蓉商荣耀.青蓝接力——成都市民营企业代际传承系列培训活动"启动仪式 暨首场培训在成都市民营经济发展促进中心举行，活动吸引民营企业家代表共200余人参加。四川省天 府峨眉计划专家、成都市政协委员、四川易诚智讯董事长占梦来作为"创一代"企业家代表在现场做主旨 分享，并在"企业家龙门阵"环节同年轻一代企业家进行了交流。 本次活动围绕民营企业接班人培养和代际传承搭建系统化培训平台，助力蓉商在传承中实现企业转型升 级。 "进入新时代以来，中国民营企业的发展从未像今天这样与国家命运如此紧密地连接在一起。当我们把 对'小我'的追求，融入国家的战略发展、新时代的伟大进程、城市的成长脉动，当我们从'为了自己发 展'走向'为国家需要而发展'，企业的格局就更大了，发展的动力就更强了，走向未来的道路就更宽了。 作为新时代的蓉商，我们愿始终以家国情怀为底色，以科技创新为引擎，以民族志气为担 ...

Core Insights - The "14th Five-Year Plan" emphasizes the importance of invigorating various business entities and ensuring the legal and institutional support for the private economy, which is crucial for its high-quality development [1][4] Group 1: Challenges in Private Enterprises - Over 75% of private enterprises in China face challenges related to generational succession, with ownership typically remaining within the family while management rights are gradually shifting towards a more inclusive approach [1][6] - Issues such as governance structure flaws, succession risks, and the gap between professional managers and family trust are prevalent in private enterprises [1][6] Group 2: Importance of Private Economy - The private economy contributes over 50% of tax revenue, 60% of GDP, 70% of technological innovations, 80% of urban employment, and 90% of the total number of enterprises in China [1][4] - In 2024, the top 1,000 private enterprises are expected to increase their R&D investment to a total of 1.43 trillion yuan, marking a 2.78% growth from the previous year, accounting for 39.64% of national R&D expenditure [4][5] Group 3: Innovation in Private Enterprises - Private enterprises exhibit advantages in technological innovation due to their agility and rapid iteration capabilities, often resulting from a culture that embraces failure and continuous exploration [5][6] - Recommendations for enhancing innovation include strengthening early-stage technology validation, improving intellectual property protection, and diversifying financing channels for high-risk R&D projects [5][6] Group 4: Succession and Entrepreneurial Spirit - The transition of family businesses is increasingly becoming a focal point, with a need for practical experience in passing down the entrepreneurial spirit rather than relying solely on verbal transmission [6][7] - The new generation of entrepreneurs, often referred to as "second-generation entrepreneurs," typically possess higher educational backgrounds and global perspectives, which can facilitate digital transformation and international expansion [6][7]

Core Insights - Over 3 million private enterprises in China will face generational succession challenges in the next decade, involving asset scales reaching hundreds of billions [2] - The transition from "founder generation" to "second generation" leadership is a significant milestone for the Chinese private economy [2] - The second-generation successors generally possess international education and experience, focusing on digital transformation and global expansion [2][3] Succession Challenges - Only 30% of family businesses globally survive to the second generation, with less than 12% reaching the third generation [5] - Institutional governance, cultural integration, and clear delineation of responsibilities are core challenges faced by second-generation entrepreneurs [5] - Many private enterprises are establishing family offices and creating governance frameworks to ensure sustainable entrepreneurial spirit [5] Innovation and Global Expansion - Innovation has become a primary driver for many private enterprises, with significant increases in R&D investment [7] - Private enterprises are rapidly growing in number and quality, particularly in high-tech sectors such as AI and quantum communication [7] - The "going global" strategy is evolving from traditional product exports to comprehensive, high-quality global layouts [8] Investment Trends - Investment in "Belt and Road" countries is becoming a core growth area for private enterprises [8] - The focus of overseas mergers and acquisitions is shifting towards high-tech industries, with TMT, advanced manufacturing, and life sciences as the top three sectors [8] - Chinese private enterprises are leveraging breakthroughs in key technologies to enhance their global market presence [8]

Core Insights - The forum emphasized that the intergenerational succession of private enterprises is crucial not only for family businesses but also for the healthy development of the private economy and high-quality economic growth in China [2][3] Group 1: Importance of Succession - Intergenerational succession is not just about passing on the business but also about inheriting entrepreneurial spirit, social responsibility, and professional management traditions [2] - Family businesses account for about two-thirds of global enterprises, with a significant presence in countries like the U.S., Germany, and Japan, where they represent over 80% [2] Group 2: Challenges in Succession - A significant 76% of family businesses lack clear top-level design and succession plans, while 54% of entrepreneurs have immature considerations regarding succession [3] - Cultural transmission is deemed essential for the success of family business succession, with a focus on legal systems and spiritual beliefs as foundational elements [3] Group 3: Best Practices for Succession - Successful succession requires a top-level design that should be planned 10 to 20 years in advance, including governance structure, equity design, and successor training [3] - The release of the "2025 Best 100 Succession Companies" list highlights the importance of succession planning, with the average age of controlling shareholders being 62.3 years [4][5] Group 4: Key Metrics for Succession - The "succession capability" framework includes control stability, financial health, governance maturity, legal compliance, long-term strategic planning, successor capability, and cultural transmission [5] - The forum aims to shift the perception of succession from a future concern to an immediate necessity for businesses to avoid crises and potential wealth loss during generational transitions [5]

Core Viewpoint - The retirement of Cao Dewang, the chairman of Fuyao Glass, is a strategic move aimed at optimizing the company's governance structure and ensuring sustainable development, with his son Cao Hui taking over the leadership role [2][3]. Group 1: Leadership Transition - Cao Dewang announced his resignation as chairman of Fuyao Glass on October 16, with his son Cao Hui succeeding him, despite his term originally set to last until January 2027 [1]. - The transition has been a well-planned process over the past three years, with Cao Dewang emphasizing the importance of providing his son with ample growth opportunities [2][3]. - After stepping down as chairman, Cao Dewang will continue to serve as a director and hold various positions in subsidiary companies, ensuring guidance during the transition period [3]. Group 2: Financial Performance - Fuyao Glass reported strong financial results for the first three quarters of the year, achieving revenue of 33.302 billion yuan, a year-on-year increase of 17.62%, and a net profit attributable to shareholders of 7.064 billion yuan, up 28.93% from the previous year [3]. Group 3: Succession Planning Insights - The succession planning by Cao Dewang serves as a model for other private enterprises, highlighting the importance of long-term planning and timely execution [5]. - The governance structure of Fuyao Glass, as a publicly listed company, facilitates a smoother transition compared to other companies with complex ownership structures [5]. - Effective communication and trust between generations are crucial for successful leadership transitions, as demonstrated by Cao Dewang's proactive approach in preparing his son for leadership [5][6]. Group 4: Industry Context - The current period marks a peak in generational transitions within Chinese private enterprises, with a significant percentage of second-generation family members expressing reluctance to take over leadership roles [6]. - The challenges faced in succession highlight the broader transformation of China's private economy, emphasizing that successful transitions involve not just power transfer but also the reformation of corporate spirit and governance structures [6]. Group 5: Future Outlook - The success of Cao Hui's leadership at Fuyao Glass remains to be seen, as he embarks on this new chapter following his father's retirement [7].

Core Viewpoint - The retirement of Cao Dewang, the chairman of Fuyao Glass, marks a strategic transition aimed at optimizing corporate governance and ensuring sustainable development, with his son Cao Hui set to take over the leadership role earlier than expected [1][4]. Group 1: Leadership Transition - Cao Dewang announced his resignation as chairman of Fuyao Glass, originally scheduled to serve until January 2027, emphasizing the need for a new generation to take over [1]. - The transition has been a well-planned process over the past three years, with Cao Dewang expressing confidence in the new generation of leaders at Fuyao [1][4]. - After stepping down, Cao Dewang will continue to serve as a director and hold various positions in subsidiaries, ensuring guidance during the transition period [1]. Group 2: Financial Performance - Fuyao Glass reported strong financial results for the first three quarters, with revenue reaching 33.302 billion yuan, a year-on-year increase of 17.62%, and a net profit of 7.064 billion yuan, up 28.93% from the previous year [2]. Group 3: Succession Planning - Cao Dewang's approach to training his son for succession involved rigorous experiences across different roles and locations, ensuring that Cao Hui is well-prepared to lead the company [2]. - The choice of family succession over professional management reflects a strategic decision, contrasting with other companies facing challenges in leadership transitions due to complex ownership structures [3][4]. Group 4: Broader Implications for Private Enterprises - The transition at Fuyao Glass serves as a model for other private enterprises in China, highlighting the importance of long-term planning, governance structure optimization, and effective communication between generations [4][5]. - A survey indicates that 82% of second-generation family business members are reluctant to take over, underscoring the challenges of generational transfer in private enterprises [5][6].