（来源：市场星报） 在风险处置方面，严格落实"闭环管理"要求。将风险划分为高、中、低三个等级，对应制定停产整顿、 专项整改、日常管控等差异化处置措施，同时要求建立《质量风险清单》，实行"清单制+销号制"管 理，确保风险从识别、评估、处置到跟踪验证全流程可追溯。针对高风险处置情形，还明确可引入外部 专家论证，进一步提升决策科学性。 《指引》深入贯彻落实《国家药监局综合司关于进一步完善药品安全形势分析和风险会商工作机制的通 知》要求，立足我省药品监管工作实际，针对持有人质量风险管理痛点、难点，构建了"科学严谨、全 面覆盖、闭环管理"的风险防控体系。 下一步，省药监局将结合日常监管工作，指导持有人加快完善风险研判会商制度；同时，将企业风险信 息纳入各级监管部门定期风险会商，推动形成"企业主责、监管协同、社会共治"的药品安全防控格局。 近日，省药监局印发《安徽省药品上市许可持有人质量风险研判会商工作指引》（以下简称《指 引》），旨在指导省内药品上市许可持有人（以下简称"持有人"）建立科学规范的质量风险研判会商机 制，全面提升药品质量风险管理能力，压实药品质量安全主体责任，为全省药品生产质量安全和产业高 质量发展保驾护 ...

朱焕桃指出，2025年是学院发展史上不平凡、不寻常的一年，学院人才培养质量持续提升，毕业生就业率稳居全省前列，省市级科研平台接连取得突破。 2026年是"十五五"规划的开局之年，要在新发展阶段找准自身定位，提振信心，爬坡过坎，激扬奋进动能。要坚守"保稳定、保安全、保运转、抓落实、 促发展"的工作主线，集中优质资源打造核心竞争力；营造"让干事者有舞台、让成事者受尊崇"的良好氛围，凝聚起共谋发展的强大合力；秉持"真抓实 干、一抓到底"的拼搏干劲，为学院高质量发展筑牢根基。 他强调，要准确把握发展形势，强化系统思维，明确关键定位；锚定融合发展机遇，把握方向趋势，明确工作主线；精准发力优势领域，聚焦关键重点， 打造特色品牌矩阵；深化内部认同文化，激发实干动能，以闭环管理推动目标落地见效。 华声在线1月24日讯（通讯员 熊勇）1月22日，湖南信息职院召开2026年度院领导务虚会暨"十五五"规划编制工作布置会，深入研讨学校2026年度发展思 路与重点工作。院长朱焕桃主持并讲话，党委副书记苏基协解读编制方案，学院领导班子成员、全体中层干部参会。 责编：谢 振 华 来源：华声在线 原标题：湖南信息职院召开2026年度务虚会暨 ...

Core Viewpoint - Shandong Energy Zhaokang Group implements a rigorous closed-loop management system to ensure accountability and effective execution of key tasks, achieving a completion rate of 92% for annual goals and a normal progress rate of 97% for 186 key tasks in 2025 [1][9]. Group 1: Responsibility and Accountability - The group breaks down annual goals into quantifiable monthly targets, assigning clear responsibilities to departments and units, ensuring everyone knows their deadlines and deliverables [3][4]. - A detailed tracking system is established, including weekly and monthly meetings to monitor progress and ensure accountability [4][6]. Group 2: Process Control - The group employs a dynamic management system using a color-coded electronic ledger to prioritize tasks based on urgency and importance, avoiding overlapping inspections and ensuring effective process management [5][6]. - Various coal mines within the group have developed specific management mechanisms, such as mobile supervision apps and daily meetings, to enhance operational efficiency [5][6]. Group 3: Performance and Results - The group emphasizes the importance of task completion and verification, linking inspection results directly to performance evaluations and incentives, thereby fostering a culture of accountability [9]. - Since 2025, the group has issued 1,679 formal inspection reports and rewarded nearly 120,000 yuan based on performance outcomes, significantly reducing inefficiencies and promoting a proactive work culture [9].

Core Viewpoint - The Nanning 12345 hotline effectively addresses citizens' concerns and enhances public service responsiveness, demonstrating the government's commitment to improving citizens' quality of life [3][5]. Group 1: Service Efficiency - The Nanning 12345 hotline operates under a "case response and closed-loop management" mechanism, ensuring quick action from relevant departments to resolve citizens' issues [3]. - In 2025, the hotline received 1.82 million calls from businesses and citizens, handling a total of 1.99 million requests, which accounted for one-third of the total in the region [5]. - The hotline achieved a resolution rate of 99.73%, successfully addressing 1.58 million citizen requests [5]. Group 2: Specific Cases - A citizen reported broken tiles on a sidewalk, which were replaced within one day by the municipal management department, restoring normal pedestrian access [3]. - A broken manhole cover was reported, and repairs were completed on the same day, eliminating safety hazards for electric bicycle users [4]. - A traffic signal was obstructed by tree branches, and the issue was resolved through precise pruning, ensuring clear visibility for drivers [4]. Group 3: Future Initiatives - In 2025, Nanning will pilot the "Yongxin Deep Handling" initiative to address common issues raised by citizens, aiming for proactive governance and preemptive service [6]. - The hotline will continue to focus on citizens' urgent needs, enhancing response times and service quality to improve overall citizen satisfaction and safety [6].

Core Viewpoint - The article highlights the implementation of a dual-check quality control system by the Sanmen County Procuratorate in Zhejiang Province, aimed at improving the efficiency and effectiveness of the connection between criminal and administrative law enforcement, particularly in handling cases of administrative penalties and ensuring compliance with legal standards [1][2]. Group 1: Case Management and Quality Control - The Sanmen County Procuratorate has established a dual-check quality control system to address issues such as delays in case transfers and inconsistencies in documentation [3]. - Since 2025, the procuratorate has focused on internal integration and external coordination, utilizing internal quality checks and external evaluations to enhance case management [1][2]. - The procuratorate has identified 25 key evaluation points across three categories: process monitoring, quality checks, and document archiving to ensure thorough case examination [2]. Group 2: Collaboration with Administrative Agencies - The procuratorate has actively collaborated with administrative agencies to address cases that should have been processed administratively but were not, leading to the issuance of a new administrative supervision and collaboration guideline [2]. - A joint meeting and special evaluations have been established to strengthen the connection between case transfers, penalty standards, and collaborative supervision [2]. - The procuratorate employs a closed-loop management mechanism, including follow-up assessments to ensure that administrative penalties are applied appropriately after case closure [2][3]. Group 3: Results and Effectiveness - Since the implementation of the dual-check system, the procuratorate has rectified 12 types of issues related to case transfers and documentation, achieving a 100% completion rate for corrective actions [3]. - The procuratorate has conducted 20 process monitoring sessions and issued recommendations for cases where administrative penalties were not applied without justifiable reasons [3].

Core Insights - The healthcare industry in China is undergoing a significant transformation from a "workshop" model to a "precision machine" model, necessitating a focus on professional management as a competitive advantage [3] - The role of department management assistants is crucial, as they act as advisors and managers of discipline development, directly impacting clinical efficiency and patient experience [3] Group 1: Core Management Skills - The first essential skill is quantitative management ability, which emphasizes the importance of data-driven decision-making and establishing baselines to measure efficiency, quality, and structure [6][7] - The second essential skill is closed-loop management ability, which focuses on precise execution and the PDCA (Plan-Do-Check-Act) cycle to ensure accountability and transparency in operations [9][10] - The third essential skill is change management ability, which involves continuous transformation and the need to engage and motivate staff to adapt to new processes and overcome inertia [11][12] Group 2: Implementation Strategies - Quantitative management should guide actions and set clear objectives for improvement, ensuring that changes are based on measurable outcomes rather than assumptions [6][8] - Closed-loop management requires disciplined meeting practices and clear action plans to prevent tasks from falling through the cracks, emphasizing the importance of follow-up and accountability [10] - Change management should focus on building alliances, identifying quick wins, and maintaining resilience in the face of challenges, highlighting the dynamic nature of management [12][13]

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]