昨天（12月10日），全国总工会党组成员、经费审查委员会主任蔡安辉率调研组来苏，开展新就业 形态劳动者大慰问大走访活动，并召开专题座谈会。省总工会副主席、党组成员王树华陪同调研。 苏州市总工会有关负责同志陪同调研。 调研组对苏州工会在推进新就业形态劳动者建会入会和关爱服务方面取得的成效给予充分肯定。调 研组指出，头部平台企业要切实履行社会责任，积极配合各级工会推动分支机构建会、开展算法与劳动 规则协商等工作，严格落实劳动法律法规，努力实现企业发展与职工权益的双赢。各级工会要以此次大 慰问大走访为契机，持续深化实施工会维权服务新就业形态劳动者专项行动，指导帮助平台企业工会提 升工作实效，凝聚服务合力，真正把党和政府的关怀、工会组织的温暖送到劳动者心坎上、做到急需 处。 在苏期间，调研组还前往苏州历史建筑遗产保护劳模创新工作室、平江历史文化街区党群服务中心 职工之家以及中亿丰集团进行实地调研。 座谈会上，来自T3出行、淘宝闪送、顺丰速运、滴滴出行、传化物流等新业态企业的一线劳动 者、管理人员和工会工作者代表，结合自身实际，分享了在苏州奋斗的故事，反映了工作生活中遇到的 困难与诉求，并对工会工作提出了意见建议。调研 ...

"一口价"引起的无序低价竞争有诸多危害。网约车平台通过"一口价"模式把价格战成本转嫁给司机，司 机收入下降，便可能以违规加价、降低服务品质等办法压降成本，导致乘客体验不佳。在网约车的行业 生态中，平台、司机、乘客任何一方的权益遭受侵害，都会产生一系列负面传导效应，影响整个生态的 健康与平衡。 辩证地看，"一口价"模式具有独特优势，简单叫停并不能解决根本问题。"一口价"被诟病，是因为畸形 的收益分配方式降低了劳动主体的收益和积极性。治理的关键在于确保收益得到合理分配。建立合理的 收入分配机制，不仅能让司机收入更合理，乘客权益也会更有保障。多方共赢才能推动行业进入良性发 展轨道。一些地方已开展有益尝试，比如，昆明等地要求合理设定平台抽成比例上限并公开发布，多家 平台随之发布公告宣布减少抽成。 为整治网约车低价竞争乱象，多地明确提出暂停"一口价""特惠价"等付费模式，要求网约车平台禁止 以"一口价"模式强制司机接单。滥用"一口价"确实扭曲了行业生态，但简单叫停也非治本之策。 网约车"一口价"，是指在乘车软件中输入起点和终点后，系统根据行程信息给出的结算价格。与实时计 价不同，"一口价"的预估车费即为最终结算价格。这 ...

未来市场将由Waymo和特斯拉主导，合计占据2032年美国自动驾驶里程约70%。两者竞争焦点在于安全与成本的终极博弈：Waymo凭借NHTSA数 据估算的36万英里平均无事故里程，建立7倍安全壁垒；特斯拉Robotaxi当前仅5万英里，但每英里成本仅0.81美元，较Waymo第5代车型的1.36- 1.43美元低40%-43%。Waymo第6代车型预计2027年规模化后成本降至0.99-1.08美元，接近私人拥车成本0.70美元/英里。谁先补齐短板，谁将锁定 胜局。特斯拉CEO埃隆·马斯克近期表示："FSD安全里程将很快追平Waymo，我们的成本优势无人能及。"传统网约车平台优步和Lyft面临"蚕 食"危机。目前Uber占网约车市场70%，Lyft为30%，但到2032年，在Waymo自营APP与特斯拉不合作假设下，二者仅捕获自动驾驶行程的22%和 7%。 格隆汇12月10日｜摩根士丹利最新研报勾勒出2026年自动驾驶33城落地的爆发图景，预计美国将有33个城市推出商业化服务，并将2026年定位为 自动驾驶行业的"奇点"时刻。这标志着从概念炒作向商业落地的残酷转变，投资者需警惕估值逻辑的重塑。报告强调，这一拐 ...

Core Insights - The current ride-hailing services account for only 1% of the annual driving mileage in the U.S., which is approximately 3 trillion miles, highlighting a significant growth opportunity for tech giants like Tesla, Google, and Amazon in the autonomous vehicle market [1][5][18] - If autonomous driving technology can reduce the cost per mile to $1.5-$2.0, the market size could reach $0.9-$1.2 trillion within 15 years, assuming a 20% penetration rate [1][8] - The cost per mile for current ride-hailing services is around $2.5-$3.0, while private car ownership costs range from $0.70 to $1.06, indicating a substantial price gap that limits the adoption of ride-hailing services [1][6][7] Market Potential - The U.S. total driving mileage is projected to be about 3.3 trillion miles by July 2025, with passenger vehicles accounting for approximately 3 trillion miles after excluding large trucks [2] - In 2024, ride-hailing mileage is expected to remain at only 1% of the total, based on assumptions regarding Uber and Lyft's order distribution and average trip length [5][6] Cost Structure and Profitability - The average cost per mile for private car ownership is significantly lower than that of ride-hailing services, which creates a barrier for consumer adoption [6][7] - A critical threshold for the widespread adoption of autonomous ride-hailing is achieving a cost per mile below $2.00 [7][8] - The report analyzes three business models: ownership, leasing, and agency, detailing the break-even points for each model under various cost scenarios [11][13][15][16] Business Model Analysis - In the ownership model, a cost of $1.95 per mile is needed to maintain a 10% profit margin, assuming a vehicle cost of $75,000 [13] - The leasing model requires a pricing of $2.08 per mile to achieve the same profit margin, with a baseline leasing fee of $0.54 per mile [15] - The agency model necessitates a price of $2.15 per mile to sustain profitability, with a payout to vehicle owners of $1.5 per mile [16] Competitive Landscape - Uber currently holds a market share of 70%-80% in the U.S. ride-hailing market, with projections indicating that even if its share drops to 50%, its order volume could still grow to $589 billion by 2040 [18][21] - The entry of well-funded competitors like Waymo, Tesla, and Zoox poses a risk of market share erosion for Uber [18][27] - The report highlights the potential for a price war among major players, as they may leverage aggressive pricing strategies to capture market share [27] Future Outlook - The report suggests that despite competitive pressures, the ride-hailing industry benefits from significant network effects, which may limit the number of viable competitors and support sustainable profit margins [25] - Early data from California indicates that the presence of autonomous vehicles may expand the overall market rather than cannibalize existing services, as seen with Waymo's growth [26]

Core Points - Didi has launched the "Didi In-Car AED Volunteer Service" in collaboration with the China Red Cross Foundation and Shenzhen One Foundation, aimed at equipping volunteer drivers with AEDs in their vehicles [1] - The initiative targets ride-hailing drivers who hold a rescuer certificate and possess strong rescue capabilities [1] - Currently, the pilot program is being implemented in 8 cities across the country, involving 240 vehicles [1]

无人驾驶汽车撞人了。 哈啰Robotaxi撞人 从网传视频中记者发现，肇事车辆贴有哈啰车标，且车窗上贴有"3009"字样。 对此，哈啰无人驾驶方面回应媒体称，正在核实网传情况，目前当地无人驾驶车辆运营已暂停。截至发 稿，哈啰未披露事故责任认定及技术故障排查结果。 哈啰入局Robotaxi的时间并不长。 公开信息显示，哈啰出行于今年6月宣布进军Robotaxi赛道，彼时与蚂蚁集团、宁德时代（300750）合 资成立"造父智能科技有限公司"，哈啰出行、蚂蚁集团、宁德时代、阿里持股比例分别为38%、38%、 19%和5%。 3个月后，哈啰便发布首款前装量产Robotaxi车型"HR1"，单车配置4个中长距激光雷达、4个盲区雷达、 6个毫米波雷达和12个超声波雷达。首款L4级自动驾驶车型计划于2026年6月量产，2027年部署超5万辆 Robotaxi车型。 彼时，作为Robotaxi赛道的新玩家，哈啰自动驾驶联合创始人于乾坤曾强调，"安全是自动驾驶商业化 的基石"。 今年12月初，哈啰Robotaxi传出消息，已在湖南株洲和江苏溧阳实现了商业化运营，并在上海、广州、 常州、长沙启动测试。但几天后，哈啰Robotax ...

Core Viewpoint - The Robotaxi industry is transitioning from a "technology story" to a "business story," with 2025 marking a critical commercialization turning point [1][3]. Industry Overview - The Robotaxi sector is approaching a pivotal moment, evolving from single-vehicle intelligence validation to ecosystem competition [2]. - By 2025, significant advancements in the Robotaxi sector are expected, with a projected annual decrease in autonomous driving system costs of 10%-15% [3]. - The market for Robotaxis is anticipated to grow significantly, with Goldman Sachs predicting 1.9 million Robotaxis in operation in China by 2035, leading to a market size of $47 billion [3]. Company Strategy - Cao Cao Mobility has launched a "Ten Years, One Hundred Cities, One Hundred Billion" strategic goal, leveraging the Geely technology ecosystem to establish a unique three-in-one development model of "smart customized vehicles + smart driving technology + smart operations" [1][4]. - The company plans to introduce a customized Robotaxi model designed for L4 autonomous driving by the end of 2026, utilizing battery swapping technology [6]. Competitive Advantage - The three-in-one model creates a competitive moat for Cao Cao Mobility in the Robotaxi ecosystem, focusing on smart driving technology, customized vehicles, and operational systems [5][7]. - The "Green Intelligent Passage Island" enhances operational capabilities, serving as a hub for automated battery swapping, cleaning, and vehicle management, with plans for replication in other cities [7]. Implementation Plan - Cao Cao Mobility's "three-step" strategy includes: 1. Technical validation and small-scale testing; 2. Transitioning to unmanned operations; 3. Full-scale commercial operations with customized Robotaxi models [9]. - The company has initiated global expansion, signing a memorandum with the Abu Dhabi Investment Office to pilot autonomous driving and green travel technologies [10]. Investment Perspective - The value of Cao Cao Mobility's Robotaxi strategy lies in optimizing unit economics, with total cost of ownership (TCO) for customized vehicles reduced by 36.4% compared to typical electric vehicles [12][13]. - As the Robotaxi business progresses, the company's valuation may shift from a "mobility platform" to a "smart mobility technology company," reflecting its role in future smart city infrastructure [13][14].

凤凰网科技讯 12月9日，福州市民郭兵向媒体反映，曹操出行旗下的"礼帽"专车未能兑现其"每台车均 配备专业无障碍设施"的服务承诺，给残障人士出行造成实际困难。据福州市道路运输事业发展中心调 查核实，该平台在福州市投放的50辆"礼帽"专车中，确有14辆未加装斜坡踏板等无障碍设施。 郭兵因身体原因需依赖轮椅出行。其表示，自2025年7月起，多次预约的"礼帽"专车未配备官方宣传所 述的抽拉式斜坡踏板，导致其无法顺利乘车。此前，曹操出行在宣传中称，"礼帽"专车采用专用车型， 配备抽拉式斜坡踏板及旋转座椅，司机均接受无障碍服务培训。 然而，郭兵在后续体验中发现，部分已"整改"车辆并未恢复原有的抽拉式坡道，而是改用放置于后备 箱、无固定装置的拼接式金属板，其安全性与便利性存疑。同时，司机在协助轮椅上下车时仍显操作生 疏。 11月29日，曹操出行客服在回应媒体问询时表示，需对接当地了解整改进展，待整改完毕后回复。截至 目前，平台未就郭兵要求的公开道歉作出进一步回应。 此次事件暴露出网约车平台在推行特殊服务车型时，于车辆标准统一、设施维护及司机培训等方面可能 存在管理脱节。对于依赖无障碍出行的群体而言，服务的可靠性与安全性至 ...

Core Viewpoint - The issue regarding Cao Cao Mobility's "Hat Car" service, which claims to provide accessible facilities, has garnered public attention due to unfulfilled promises regarding accessibility features [1][4]. Group 1: Incident Overview - The Fuzhou transportation department has responded to complaints, stating they will urge Cao Cao Mobility to improve service facilities and apologize to the complainant [1][4]. - The complainant, Mr. Guo, reported that since July 2025, he has faced multiple instances where the "Hat Car" did not have the promised accessibility features, specifically the ramp for wheelchair access, leading to significant disruptions in his travel plans [1][4]. - A recent investigation by a local news outlet confirmed that a "Hat Car" did not have the required accessibility ramp, corroborating Mr. Guo's claims [5]. Group 2: Company Response and Actions - Cao Cao Mobility has acknowledged the complaints and stated that they have taken the matter seriously, implementing comprehensive rectifications [1][4]. - The company has reported that most of the 50 "Hat Cars" in Fuzhou have completed the necessary improvements [4]. Group 3: Business Performance and Growth - As of October 30, Cao Cao Mobility reported a revenue of RMB 6.2 billion for the six months ending June 30, 2024, representing a 24.7% increase year-over-year [8]. - The company has expanded its operational reach to 83 cities, a 60% increase compared to the end of 2023 [8]. - The gross margin has improved from 5.8% in 2023 to 7.0% [8]. Group 4: Accessibility Initiatives - Cao Cao Mobility launched a social assistance initiative for disabled individuals, promoting a solution that integrates accessible vehicles with ride-hailing services [7]. - As of early 2024, the company has deployed over 1,000 accessible vehicles, serving more than 5 million citizens [7].

Core Insights - Cao Cao Mobility (02643.HK) has announced a strategic upgrade for its Robotaxi services, aiming for a "Ten Years, One Hundred Cities, One Hundred Billion" goal, targeting a total transaction value (GTV) of 100 billion RMB over the next decade [2][3] - The company has established a strategic partnership with Qianli Zhijia to accelerate the commercialization of Robotaxi services, leveraging L4-level autonomous driving technology [2][4] Company Overview - Founded in 2015 and headquartered in Suzhou, Cao Cao Mobility is a ride-hailing platform incubated by Geely Holding Group, currently the second-largest shared mobility platform in China [2] - The company went public on the Hong Kong Stock Exchange on June 25, with a market capitalization of approximately 28 billion HKD [2] Robotaxi Strategy - The Robotaxi strategy consists of a three-phase approach: initial demonstration operations in Suzhou and Hangzhou, transitioning from human-driven to fully autonomous operations, and finally launching fully customized Robotaxi models for global commercial operations [3][4] - The second phase will introduce the Cao Cao Zhixing Ras remote safety service platform and a digital asset management system to enhance operational efficiency [3] Industry Context - The Robotaxi sector is entering a phase of large-scale expansion, with competitors like Zhaofu Intelligent Technology and Pony.ai planning significant deployments in the coming years [4] - Cao Cao Mobility's model combines smart custom vehicles, autonomous driving technology, and intelligent operations, providing a cost advantage in vehicle production and operational efficiency [5] Operational Innovations - The introduction of the Green Intelligent Passage Island aims to improve operational efficiency and profitability, featuring automated functions such as vehicle cleaning and energy replenishment [5] - A strategic partnership with Yujian Technology will see humanoid robots assist in vehicle maintenance and operations, addressing industry challenges related to efficiency [5][6] Future Directions - The company is exploring new operational models, including allowing drivers to purchase vehicles and establish operational partnerships to reduce capital investment burdens [6]