本报9月18日讯(大众新闻记者顾松通讯员王芳)胜利油田地面工程维修中心坚持科技创新为引领，组织 基层单位围绕"技术+管理"做好新技术应用规划，全力推动技术创新成果高效转化为新质生产力。 在服务模式上，河口维修服务部将传统吊装升级为拆卸、吊装、转运、安装的"一站式"吊装服务；现河 维修服务部深化目标同向合作，创新"1+N"机制，"一区一策"推进"零动火"和"零泄漏"示范区建设，在 六户采油管理区拓展"建、维、保"一体化运营试点；胜北维修服务部建立"需求快速响应+资源弹性调 配"机制，优化运行模式，通过提前预制、动态调配提升保障能力，以高效表现赢得管理区信任，对方 主动撤销自设维修站并将辖区维修全盘委托，突发故障处置效率提升30%。 地面工程维修中心持续完善科技创新体系，坚持围绕业务链布局创新链。他们强化顶层设计，建立管网 零泄漏、管道运营优化、泵站效能运行等专业分析团队和数据库，形成"大科技"联动机制。在技术攻关 上，坚持"应用一代、储备一代、研发一代"策略，聚焦管网、储罐、机泵、信息化四大技术类别，重点 攻关自动焊、维修机具改造、机泵配件修复材料等难题。 地面工程维修中心推动管理升级，多维度提升竞争力。滨州维 ...

Core Viewpoint - The company reported a steady growth in revenue and net profit for the first half of 2025, despite facing external challenges such as international trade friction and industrial chain restructuring [4]. Financial Performance - The company achieved operating revenue of 283.30 million yuan, representing a year-on-year increase of 8.59% [4]. - The net profit attributable to shareholders reached 66.28 million yuan, reflecting a year-on-year growth of 5.15% [4]. Strategic Developments - The company is focused on a "one core, two wings" development strategy, emphasizing technological innovation, international expansion, and management upgrades [4]. - Internal reforms have been implemented to enhance operational efficiency, including organizational restructuring and performance management [5]. - A comprehensive upgrade of the production system has been completed, with new workshops and intelligent team models in operation, improving production efficiency and flexibility [6]. Technological Advancements - Significant breakthroughs in core technologies have been achieved, particularly in high-performance bearings and PEEK material applications, leading to successful market recognition [7]. - New product lines, such as water-lubricated and air-floating bearings, are being developed and recognized by customers, contributing to new growth points [7]. International Expansion - The company has seen a notable increase in international orders and has successfully secured multiple international client projects [8]. - A strategic acquisition agreement with Levicron has been signed, and the European center is now operational, enhancing the company's international brand influence and technical collaboration capabilities [8]. Future Outlook - The company plans to continue focusing on core technology breakthroughs, deepening international strategies, and improving management efficiency to drive sustainable growth and achieve annual targets [9].

截至7月27日，湖南石化年产60万吨己内酰胺产业链搬迁与升级转型发展项目自2023年12月单线投产以 来，已累计生产优质己内酰胺93.19万吨，销售66.90万吨。 除平稳产出优质产品外，项目运行质量也在不断提升。目前，单炉烧嘴运行时间从86天延长至150天， 年有效生产时间较搬迁前增加10%，装置产能提升30%，合成氨综合能耗下降20多个百分点，关键物耗 氨耗煤指标优于设计目标；重要反应原料双氧水采用的流化床生产技术有效解决了双氧水生产的本质安 全问题，全球首套酯化环己酮装置双生产线日产环己酮产量创出新高；己内酰胺装置集成创新应用4项 关键技术，蒸馏工序实现长周期稳定运行逾600天，远超国内同行业180多天周期运行记录…… 2021年6月，总投资153.5亿元、占地2651亩的湖南石化年产60万吨己内酰胺产业链搬迁与升级转型发展 项目，启动土建施工。按照"安全绿色、技术升级、先建后拆、规模翻番"的思路建设，2023年11月下旬 老区装置安全停产，同年12月15日装置全流程贯通。2024年5月，装置实现双线全流程贯通。 后续的实际运行显示，项目达到了"2431"的预期目标，即有效破解"化工围江""化工围城"两 ...

Core Viewpoint - In times of economic turbulence, unicorn companies must exhibit resilience to adapt to the new normal, with founders needing to continuously adjust their mindset and actions to enhance management capabilities and lead effectively [1] Group 1: Challenges Faced by Unicorn Companies - Unicorn companies often face five key demands during their growth phase: founders need to transition from entrepreneurs to managers, align their strategic vision with organizational consensus, continuously identify and convert growth opportunities, establish a lean financial system and organizational structure, and recruit and develop key talent for future growth [2] - The six major challenges identified include: 1. Disconnection between strategic planning and implementation, necessitating optimization of the business model [2] 2. Core executive teams from technical backgrounds may overlook leadership development and talent pipeline construction [3] 3. Insufficient financial management capabilities, with a lack of integration between business and finance leading to cash flow issues [4] 4. Inadequate digital marketing and management capabilities, resulting in poor data analysis for decision-making [5] 5. Deficiencies in risk management across knowledge, financial, and legal domains [7] 6. Transitioning from startup and growth phases to facing maturity challenges, including bureaucratic tendencies and the need for organizational optimization [8] Group 2: Key Values and Actions for Success - Successful tech companies embody five core values: listening to customer feedback, continuous improvement to meet customer needs, driving innovation for sustained enhancement, fostering a winning team culture, and maximizing shareholder value [9] - The five key actions for rapid growth include: continuously seeking new growth opportunities, expanding management bandwidth, promoting lean operations, managing market capitalization, and enhancing leadership excellence [9] Group 3: Specific Actions for Growth - Continuous exploration of new growth opportunities is essential, utilizing systematic methods and tools to identify potential value within investment portfolios [10] - Expanding management bandwidth involves aligning strategic goals with organizational capabilities and ensuring effective execution of strategies [12] - Integrating business and financial management is crucial for maintaining profitability during growth stagnation, focusing on proactive risk management and performance monitoring [19] - Implementing lean operations through effective management tools can optimize performance across production, commercial, and personnel levels [32][36] - Market capitalization management aims to maximize company value through strategic optimization and effective communication with stakeholders [37][41] Group 4: Leadership Development - Exceptional leadership is critical for navigating uncertainty, with CEOs needing to cultivate resilience, balance cost control with innovation, and develop key talent [39] - The six dimensions of effective CEO leadership include setting strategic direction, unifying the organization, fostering a collaborative executive team, managing personal efficiency, building stakeholder relationships, and collaborating with the board [40]

Core Viewpoint - Luoyang Molybdenum's Q1 performance shows a decline in revenue but a significant increase in net profit, driven by rising copper and cobalt prices and improved cost management [4][5]. Financial Performance - The company reported a revenue of 46.006 billion yuan, a slight decrease of 0.25% year-on-year [4]. - Net profit attributable to shareholders reached 3.946 billion yuan, a substantial increase of 90.47% year-on-year [4]. - Basic earnings per share increased by 80% to 0.18 yuan [4]. Product Performance - In the mining and processing segment, copper production reached 170,600 tons, up 15.65% year-on-year, marking a historical high for the period [5]. - Cobalt production was 30,400 tons, with a completion rate of 27.65% [5]. - Molybdenum and tungsten production were 3,341 tons and 1,993 tons, respectively, with tungsten production increasing by 3.73% year-on-year [5]. Sales and Pricing - Revenue from copper and cobalt segments increased by 43.91% and 83.90%, respectively, despite no significant growth in sales volume [6]. - The gross margin for copper and cobalt reached 55.21% and 61.42%, significantly higher than the previous year's figures [6][7]. Market Dynamics - Copper prices approached 10,000 USD per ton in March, while cobalt prices rose by approximately 50% from January to March [8]. - The cobalt market is expected to face downward pressure in 2024, with a projected average price drop of 26.18% compared to 2023 [8]. Trade Segment - The mineral trading segment showed a mixed performance, with primary metal product sales increasing by 3.16% and revenue soaring by 98.59% [9]. - Refined metal product sales dropped by 68.44%, leading to a revenue decline of 32.27% [9]. Management Changes - Significant management changes were announced, including the resignation of the chairman and vice chairman, with new appointments aimed at enhancing operational efficiency [4][11]. - The new COO, Que Chaoyang, previously held a senior position at Zijin Mining, indicating a strategic shift in leadership [12][14]. Strategic Intent - The management changes reflect a strategic intent to optimize operations and enhance competitiveness in the mining sector [14]. - The company aims to improve its operational efficiency and product structure, focusing on high-margin primary products [10][14].

扩大规模，同时不降低协作效率，是蜜雪冰城接下来的重要管理议题。 文丨王与桐 编辑丨程曼祺 此前，蜜雪冰城的内部沟通和协作一直使用第三方工具，供应链和加盟商等管理系统则由公司 IT 团队搭 建。在采购飞书后，蜜雪冰城自研的 IT 系统会逐渐迁移到飞书上，总部的沟通和管理将会更多使用飞 书。 据了解，蜜雪冰城会分批使用飞书：第一批是蜜雪冰城总部的数千名门店管理和市场营销等办公室人员 他们已自 2024 年 11 月起陆续使用飞书，这批账号的协同、智能功能和权限都更多。 接下来，蜜雪冰城会在 2025 年分批给各大区的加盟商、门店人员、供应商人员开通飞书账号。其中，河 南、广东两个大区将最先开始，其它区域可能会在之后跟进。这批账号的功能和权限会与总部有所区别。 据今年 1 月 1 日蜜雪冰城递交的港股招股书，截至 2024 年 9 月 30 日，蜜雪冰城全球门店数量超 4.5 万家 ——已超过曾经全球门店数第一的连锁品牌麦当劳。 这 4.5 万家门店中，超过 99% 为加盟门店。若以一家加盟店平均配置 3 名员工计算，加盟店员工数量超过 13 万人。 据了解，蜜雪冰城相关人士在 2023 年第一次到字节跳动与飞书交 ...