为统一案件移送及审查标准，该院还制定《行刑反向衔接案件内部监督管理办法》，并自主研发行刑反 向衔接智能管理平台。"平台可以对案件关键节点进行实时跟踪，并向承办检察官自主预警，有效防止 超期移送、逾期回复等问题；同时能围绕评查要点开展智能分析，向案管部门精准提示风险。"周珍珍 说。 针对个别不起诉案件应当由行政机关依法予以处理却未得到有效落实的问题，该院积极推动该县县委依 法治县办制发《关于三门县行政执法监督和行刑反向衔接协作配合工作办法（试行）》，明确通过联席 会议、专项评查等方式，强化案件移送、处罚标准及协同督办等方面的衔接，推动行刑反向衔接案件规 范办理。 "案件办结后，我们还会再通过'回头看'了解行政机关是否作出相应行政处罚，通过'评查—整改—回头 看'的闭环管理机制，确保问题整改'清仓见底'，堵牢'不刑不罚'漏洞。"林咸丰表示。 本报讯（全媒体记者龚婵婵 通讯员叶佳丽 梅子衿）近日，浙江省三门县检察院行政检察部门检察官 收到相关行政机关反馈，此前因涉嫌虚开发票罪被依法作出不起诉决定的徐某某和张某某，现已被行政 机关依法立案查处。 2025年7月，该院对已办结案件进行自查时发现，徐某某、张某某二人在被移 ...

在麦肯锡有一个雷打不动的习惯：每年两次，团队会坐下来进行残酷而诚实的"照镜子"。围绕咨询顾问 的"核心技能（core skill）"问几个问题：你是否匹配或超越了职级要求？和上次比，有什么具体长进？ 由于这些进步，你为客户带来哪些改变，有哪些具体的实证？ 为什么麦肯锡这么激进地要求顾问提升核心技能？因为这些技能塑造了这家咨询机构的差异化竞争优 势。 在此刻重提医疗机构的"专业化管理"？ 科室经营助理，作为庞大医疗系统中的特殊群体，不拿手术刀，也不做床旁护理，但我们是科室主任 的"参谋长"，是学科发展的"大管家"。我们的每一个决策，都直接关联着临床的效率和患者的体验。 中国医院管理正在经历一场从"手工作坊"到"精密机器"的剧烈蜕变。在DRG/DIP支付改革和国考绩效的 双重倒逼下，粗放式的规模扩张已是明日黄花。医院不仅要"看病好"，也要"运营好"。 医疗行业当下正有前所未有的必要性和紧迫感，把专业管理提到重要高度，像打造学科能力一样，把管 理能力也作为自己的竞争优势来打造。 然后以量化的方式指导行动，设定"怎么去"的行动举措，然后用反馈的结果优化举措。 没有量化比较的"改善"，很可能只是运气的随机误差。 第二项 ...

Core Insights - The effectiveness of SBTi targets relies on deep integration with internal KPIs, requiring a comprehensive process of "goal breakdown - indicator design - collaborative execution - dynamic calibration" to embed emission reduction requirements into daily operations [1] - A three-dimensional system of "scope - department - time" is essential for breaking down SBTi targets, ensuring precise alignment between scientific carbon goals and business scenarios [1][3] - The design of KPIs must closely align with SBTi's core requirements, balancing scientific rigor with operational feasibility [3] Group 1: Target Breakdown - Emission targets should be divided into three scopes: Scope 1 focuses on direct emissions from production, Scope 2 on indirect emissions from energy consumption, and Scope 3 on value chain emissions [1] - A cross-departmental responsibility matrix is necessary, with production departments handling Scope 1, administrative departments managing Scope 2, and procurement and sales departments addressing Scope 3 [1] - The breakdown process should consider industry characteristics, allowing high-energy-consuming companies to further dissect production targets by workshop or equipment [1] Group 2: KPI Design - KPIs should be designed to directly connect with SBTi targets, such as "reduction rate of carbon emissions per unit product" for production departments and "proportion of renewable energy" for energy management [3] - Management KPIs should also be included to ensure the execution process is standardized, such as "timeliness of emission data verification" [3] - Short-term KPIs must meet annual reduction progress, while long-term indicators should align with industry decarbonization pathways [3] Group 3: Data Management - A unified carbon emission data management system is crucial for aligning SBTi targets with KPIs, with clear data reporting responsibilities assigned to each department [5] - Standardized data accounting methods should be adopted to prevent discrepancies between targets and KPIs [5] - A real-time data monitoring system is necessary for dynamic tracking of key indicators, ensuring accurate data support for KPI assessments [5] Group 4: Execution Assurance - A comprehensive "responsibility - incentive - adjustment" mechanism should be established to ensure effective execution of targets [7] - Incentive mechanisms should be diversified, rewarding departments that meet KPIs and encouraging employee suggestions for emission reduction [7] - Regular evaluations of KPI performance and SBTi target progress should be conducted to identify execution deviations and implement corrective measures [7]

Core Viewpoint - The Jinan Municipal Human Resources and Social Security Bureau is implementing a five-year action plan for occupational injury prevention in the mechanical manufacturing industry, aiming to create a replicable model for injury prevention by integrating customized training and a comprehensive "teach, learn, practice, evaluate" approach [2][4]. Group 1: Customized Training - Customized training is addressing specific safety pain points in enterprises, moving away from traditional experience-based hazard identification to expert-led knowledge application [3]. - The training includes tailored courses for different types of mechanical manufacturing companies, focusing on areas such as fire operations, temporary electricity approval processes, and typical case analysis of lifting injuries [3]. - As of October 2025, the training has conducted 127 specialized sessions covering 3,405 frontline team leaders across 46 mechanical manufacturing enterprises [3]. Group 2: Four-in-One Model - The "teach, learn, practice, evaluate" four-in-one model has been established to integrate safety protection capabilities into the entire production chain of enterprises [4]. - This model includes a survey and on-site visits to identify pain points, interactive teaching methods, group competitions for hazard identification, and follow-up assessments of injury rates [4]. - After implementing this model, the incidence of mechanical injuries and object strikes has decreased by over 30% compared to five years ago, indicating a shift in employee attitudes towards safety [4]. Group 3: Replicability and Broader Impact - Companies like Jinan Zhongran Technology Development Co., Ltd. and China National Heavy Duty Truck Group Co., Ltd. have successfully adopted this model, achieving 100% satisfaction in training [5]. - The model demonstrates strong replicability, requiring only a small space and basic equipment, making it adaptable for various industries [5]. - The integration of customized training and closed-loop management is expected to solidify a safety foundation for the mechanical manufacturing industry, promoting sustainable high-quality development [5].

Core Insights - The project aims to enhance groundwater environmental monitoring and regulatory capabilities in Jining, Shandong Province, addressing challenges such as complex groundwater strata and significant water quality differences [1][2] Project Content - The project focuses on three main areas: - Comprehensive integration and assessment of groundwater monitoring well information, establishing a data foundation for online monitoring [2] - Scientific enhancement of the groundwater monitoring network, achieving real-time monitoring of over 200 groundwater monitoring points [2] - Development of a smart regulatory platform for groundwater management, integrating various core functional modules for comprehensive ecological monitoring [2] Project Innovations - The project achieves innovation through: - Scientific site selection and smart regulation, optimizing monitoring well layout for comprehensive coverage and real-time data collection [3] - Source prevention and scientific site selection, implementing strict admission rules to mitigate groundwater pollution risks [4] - Closed-loop management and precise law enforcement, ensuring efficient tracking of environmental issues from detection to rectification [5] Application Effectiveness - The project has led to significant improvements in groundwater environmental regulatory capabilities: - More precise monitoring network, enhancing data accuracy and coverage for real-time monitoring [6] - Smarter regulatory model, providing robust technical support for daily monitoring and emergency response [6] - More efficient management processes, ensuring thorough tracking of environmental issues and enhancing corporate compliance awareness [7] Company Profile - The project is undertaken by Shandong Youqing Environmental Technology Co., Ltd., a high-tech enterprise specializing in comprehensive environmental technology services, with over 20 qualifications and honors [8]

Group 1 - The 15th National Games featured a women's individual road cycling race where Hong Kong athlete Li Siying won the championship by a narrow margin of milliseconds after a 138.7-kilometer race [2] - The men's individual road cycling race, which spanned 231.8 kilometers, was notable for being the first cross-border event in the history of the National Games, connecting the Guangdong, Hong Kong, and Macau regions [2] - The race route included significant landmarks such as the Hong Kong Disneyland and the Hong Kong-Zhuhai-Macao Bridge, showcasing the vibrancy of the Greater Bay Area [2] Group 2 - The event faced challenges related to seamless border crossings, with six entries and exits during the race; innovative solutions included the use of access wristbands and embedded chips in race numbers for real-time tracking [3] - The organizing committee implemented advanced technologies such as RFID, facial recognition, and Beidou positioning to ensure zero-delay and contactless border crossings, enhancing the overall experience for participants and spectators [3] - The National Games aimed to promote integration among the Guangdong, Hong Kong, and Macau regions, with over 6,000 participants expected from the mainland and over 3,000 from Hong Kong and Macau, highlighting the benefits of convenient border crossings [3]

Core Insights - The current market environment presents multiple challenges for companies, including market contraction, weak consumer demand, and funding shortages, making innovation capabilities crucial for overcoming these obstacles [2] - Optimizing organizational processes and implementing process restructuring are essential for enhancing operational efficiency and achieving sustainable development, which is vital for addressing market challenges and strengthening core competitiveness [2][3] Strategic Value of Process Optimization - Process optimization is not limited to simplifying individual job procedures but involves systemic changes at the strategic level, enabling companies to escape the passive position in the global supply chain and enhance product value [3] - Companies must adopt a broader perspective to examine and adjust their overall operational processes, transitioning from "point optimization" to "system upgrade" [3][4] Characteristics of Organizational Processes - The overall operation of a company can be viewed as a "core process," which is divided into several secondary processes based on business logic and management levels, further detailed into tertiary and quaternary processes [4] - Common obstacles in process operation are often related to organizational management flaws, such as overlapping structures leading to redundant nodes and unclear responsibilities causing delays [4][5] Five Supporting Systems of Organizational Composition - Companies operate as dynamic organic wholes, relying on the synergy of five core components: target system, organizational structure, job roles, operational processes, and corporate culture [6] - Each component is interdependent and collectively supports the effective operation of the company, emphasizing the need for a holistic approach to optimize all parts [6] Implementation Path for Efficient Processes - The process of creating efficient operational processes involves systematic analysis, structural design, and responsibility assignment, following a logical progression [7][9] - The first step is to analyze the five components to identify core issues, ensuring a comprehensive understanding of the entire system [9][10] - The second step involves restructuring the process framework to eliminate redundancies and enhance alignment with strategic goals [11] - The final step is to assign responsibilities clearly, establish monitoring mechanisms, and create a feedback loop for continuous improvement [12][13] Conclusion - Developing efficient operational processes is a systemic transformation that encompasses strategic positioning, organizational structure, job roles, and cultural alignment, essential for enhancing operational efficiency and core competitiveness in a complex market environment [13]

Core Viewpoint - The State Grid Minxian Power Supply Company is enhancing employee discipline awareness and work efficiency through a special disciplinary inspection, aiming to inject strong momentum into the company's high-quality development [1] Group 1: Disciplinary Supervision - The disciplinary inspection focuses on "strengthening discipline, improving efficiency, and solving problems" through various methods such as on-site verification, process tracing, and discussions [1] - The inspection covers key areas including daily office work, business handling, and operational standards [1] - Inspectors provide on-site reminders and guidance based on typical cases and regulations to reinforce employees' awareness of rules and responsibilities [1] Group 2: Work Efficiency Improvement - The inspection targets bottlenecks and difficulties in business processes, emphasizing the execution of operational standards and service commitments [1] - A closed-loop management mechanism is established to address identified issues, ensuring timely rectification by assigning responsibilities and deadlines [1] - The company aims to convert the results of supervision into actual work improvements [1] Group 3: Future Actions - The company plans to deepen the effectiveness of supervision and establish a long-term mechanism to create a disciplined and efficient work atmosphere [1] - The focus will be on providing quality power services and ensuring the sustainable and healthy development of the enterprise [1]

Core Viewpoint - The article emphasizes the implementation of a comprehensive grassroots governance system in HeKou Town, Lanzhou's Xigu District, focusing on proactive stability and safety measures to enhance community safety and governance efficiency [1][2][3]. Group 1: Governance Structure - The establishment of a "one-door management" system aims to create a unified command center for governance, integrating various departments to address community issues effectively [2][3]. - A "closed-loop management" mechanism is introduced to ensure efficient operation of the command system, involving monitoring, analysis, and feedback processes [3][5]. - The integration of "grid patrols and data empowerment" is highlighted, with grid members assigned specific responsibilities to ensure timely reporting and resolution of issues [4][6]. Group 2: Operational Mechanisms - The implementation of a "three-single system" for closed-loop processes includes task assignment, feedback collection, and evaluation to enhance accountability and service quality [5][6]. - A "dynamic ledger" system is established to track issues, tasks, and responsibilities, ensuring clarity in governance and problem resolution [2][5]. - The introduction of a "training and empowerment" system aims to enhance the skills of grid members through structured training and knowledge sharing [7]. Group 3: Performance Metrics - The governance center has received a total of 1,739 public requests and achieved a 100% response rate to dispatched tasks, indicating high operational efficiency [3][5]. - The resolution rate of conflicts has improved by 30% year-on-year, while public safety incidents have decreased by 25%, reflecting enhanced community safety and satisfaction [5][6]. - A performance management system is in place to evaluate grid members based on their reporting and resolution rates, linking results to rewards and recognition [6][7].

Core Viewpoint - The business environment is crucial for regional economic development, with a focus on addressing enterprise demands and enhancing service efficiency in the Jin'an Economic Development Zone of Lu'an City, Anhui Province [1][2] Group 1: Enterprise Demand Management - A closed-loop management mechanism has been established to enhance efficiency, with 80 enterprise demands collected and 65 resolved, achieving a completion rate of 81% [1] - The comprehensive service center has actively addressed recruitment needs by collaborating with local educational institutions and job fairs, successfully meeting the labor demands of companies like Jianghuai Electric and Kooding [1] Group 2: Support for New Enterprises - Targeted efforts have been made to support the operational needs of new enterprises such as Yamamoto Optoelectronics and Zhejiang Direction, including the construction of a restaurant and the installation of a 250kVA transformer [2] - The service center has coordinated with relevant departments to ensure that the necessary infrastructure and support are in place for smooth production operations [2] Group 3: Financial and Safety Support - A total of 2.97 billion yuan in guaranteed loans has been successfully applied for by 10 enterprises, alleviating financial pressures [2] - Safety training sessions have been conducted for over 240 employees, enhancing safety awareness and risk management capabilities within the enterprises [2]