在数字经济时代背景下，苏州银行敏锐把握技术变革趋势，在业务稳步发展的同时，持续强化系统能力 建设。该行聚焦流程优化和技术赋能，推动运营能力从"标准化"向"智能化"加速升级。通过深化数字化 转型，从产品设计、运营服务、经营管理到市场拓展等全领域、全流程实现了线上化、自动化和数字 化。 在技术创新应用方面，苏州银行积极探索前沿技术在托管业务中的应用场景。通过OCR、NLP等技术的 应用，该行实现托管运营集约化、降低人工操作占比，从根本上加强托管业务的风险防控能力。 在产品布局方面，苏州银行已形成多元化、全方位的托管服务体系。目前，该行托管产品超过1000只， 品类不断丰富，涵盖证券投资基金、银行理财产品、信托计划、资产管理产品等。值得一提的是，在公 募基金托管领域，苏州银行已托管17只公募基金，规模近300亿元。在同批次获批的托管银行中，该行 托管规模稳居第一。 完善的制度体系是托管业务稳健发展的基石。苏州银行以监管法规为基础，建立了完善的托管业务制 度，规章制度共计26项，全方位覆盖基金托管人的法定职责，为业务的合规开展筑起了坚实的制度防火 墙。 近日，在财经网2025年金融业年度评选中，苏州银行（002966 ...

Core Viewpoint - The National Financial Regulatory Administration has established the "Supervision and Management Measures for Custody Business of Commercial Banks (Trial)" to enhance the supervision and management of custody services, ensuring standardized and healthy development of the business [1] Group 1: Overview of Custody Business - Custody services provided by commercial banks have expanded steadily, covering a variety of financial products such as wealth management products, trust funds, and pension funds, effectively meeting diverse needs for asset custody, product accounting, and asset valuation [1] - The new measures aim to improve the professionalism, refinement, and standardization of custody services, as well as risk management capabilities in response to the ongoing development of a high-standard market system and deepening market-oriented reforms [1] Group 2: Key Regulations and Responsibilities - The measures specify that commercial banks must adhere to principles of honesty, diligence, independence, and risk isolation when providing custody services, ensuring the independence of the custodial assets [2] - Commercial banks are required to conduct thorough assessments of their capabilities and service levels before engaging in custody services for non-standard assets, including evaluating the capital strength, governance, compliance, risk control, and market influence of product managers [2] - The measures outline prohibited responsibilities and actions for commercial banks, including assuming credit or market risks of custodial products and providing guarantees for principal or returns [2] Group 3: Supervision and Management - The measures emphasize the need for continuous supervision by the National Financial Regulatory Administration and its branches, enhancing cross-departmental regulatory collaboration and incorporating compliance and prudence into regulatory ratings [3] - Commercial banks are required to establish a robust governance structure for custody business, with specific norms for management systems, business independence, authorization control, and data protection [3] Group 4: Internal Management and Risk Control - To effectively manage risks, commercial banks should develop a risk management system that aligns with the scale and complexity of their custody business, ensuring proper authorization management and establishing checks and balances [4] - The independence of custody business must be reinforced by isolating it from other operations, including personnel, physical locations, accounts, and data management systems [4] - Commercial banks must protect and utilize custody data and client information effectively, while also conducting due diligence on custody products and partner institutions [4]

《办法》明确，托管产品约定的投资范围包括非标准化债权类资产、未上市企业股权等非标准化资产 时，商业银行应当根据自身能力和服务水平，经充分评估后开展托管业务。评估的内容包括产品管理人 的资本实力、公司治理、合规管理、风险控制等，以及产品的交易结构、投资标的、退出方式、估值方 法策略等。 ◎记者 韩宋辉 金融监管总局12月12日发布《商业银行托管业务监督管理办法（试行）》（下称《办法》），在现有监 管制度基础上，进一步明确商业银行开展托管业务的基本规则，强化底线要求，细化重点环节的管理标 准。《办法》自2026年2月1日起施行。 托管是商业银行作为独立第三方，为各类金融产品及专项资金形成的投资组合等提供财产保管及相关服 务的行为。 为有效解决因职责边界不清导致过度承担风险的情况，《办法》列明了商业银行开展托管业务的禁止性 职责和禁止性行为。 金融监管总局有关司局负责人介绍，近年来，商业银行为理财产品、资金信托、证券投资基金、证券公 司资管产品、保险资管产品、社保基金、养老金等提供托管服务，业务规模稳步扩大、服务种类不断增 多、创新活动日趋活跃，有效满足了财产保管、产品核算、资产估值等方面的多样化需求。 主要包括： ...

新规落地。 12月12日，金融监管总局正式发布《商业银行托管业务监督管理办法（试行）》（简称《办法》），进 一步明确商业银行托管业务的概念和开展业务的基本原则，规定商业银行需要建立健全托管业务治理架 构和管理体系制度，根据自身能力和服务水平提供适当的托管服务。相关规定将自2026年2月1日起施 行，对于不符合要求的存量业务，《办法》设置了3年过渡期。 原银保监会曾于2022年12月29日至2023年1月29日就《商业银行托管业务监督管理办法（征求意见 稿）》公开征求意见。与征求意见稿相比，《办法》有较大幅度修改。其中较为明显的改动就包括了新 增对商业银行托管非标准化产品的能力要求、新增禁止"为托管产品垫付资金、提供流动性支持或融资 承诺"等。 强化底线要求 细化重点环节管理标准 具体包括禁止承担托管产品财产的信用风险、市场风险等；禁止为托管产品提供直接或间接、显性或隐 性担保；禁止承诺本金或保证收益；禁止为托管产品垫付资金、提供流动性支持（商业银行和产品间按 照市场化、法治化原则开展的固定收益有价证券合格担保品管理业务不在此列）或融资承诺；禁止参与 投资者适当性管理；禁止保证项目及交易信息真实性、资金来源的合 ...

央视网消息：据国家金融监督管理总局网站消息，为进一步加强商业银行托管业务监督管理，促进 商业银行托管业务规范健康发展，金融监管总局制定了《商业银行托管业务监督管理办法（试行）》 （以下简称《办法》），现正式发布。金融监管总局有关司局负责人就《办法》回答了记者提问。 托管是商业银行作为独立第三方，为各类金融产品及专项资金形成的投资组合等提供财产保管及相关服 务的行为。商业银行开展托管业务应当坚持诚实信用、勤勉尽责、独立审慎、风险隔离原则，保障托管 财产的独立性。 《办法》共五章49条，包括总则、托管职责、管理要求、监督管理和法律责任、附则等部分。主要内容 包括：一是明确商业银行托管业务的概念和基本原则。二是细化商业银行开展托管业务应承担的职责， 压实托管人责任。三是提出商业银行托管业务管理的基本要求，建立健全治理架构。四是明确监管部门 对商业银行托管业务的监督管理和法律责任。五是对办法的执行过渡期等相关事项进行规定。 三、商业银行应当如何开展托管业务？ 商业银行可以根据法律法规规定和托管合同约定，为托管产品提供账户开立、财产保管、清算交割、会 计核算、资产估值、信息披露、投资监督等服务。提供各项服务应当符合办法 ...

登录新浪财经APP 搜索【信披】查看更多考评等级 为进一步加强商业银行托管业务监督管理，促进商业银行托管业务规范健康发展，金融监管总局制定了 《商业银行托管业务监督管理办法（试行）》（以下简称《办法》），现正式发布。金融监管总局有关 司局负责人就《办法》回答了记者提问。 二、《办法》的主要内容有哪些？ 托管是商业银行作为独立第三方，为各类金融产品及专项资金形成的投资组合等提供财产保管及相关服 务的行为。商业银行开展托管业务应当坚持诚实信用、勤勉尽责、独立审慎、风险隔离原则，保障托管 财产的独立性。 《办法》共五章49条，包括总则、托管职责、管理要求、监督管理和法律责任、附则等部分。主要内容 包括：一是明确商业银行托管业务的概念和基本原则。二是细化商业银行开展托管业务应承担的职责， 压实托管人责任。三是提出商业银行托管业务管理的基本要求，建立健全治理架构。四是明确监管部门 对商业银行托管业务的监督管理和法律责任。五是对办法的执行过渡期等相关事项进行规定。 三、商业银行应当如何开展托管业务？ 一、制定《办法》的背景是什么？ 近年来，商业银行为理财产品、资金信托、证券投资基金、证券公司资管产品、保险资管产品、社保基 ...

来源：鹰瞻财经HawkInsight 2025年12月9日，Hashkey Holdings Limited（股票代码：http://）正式启动香港IPO公开招股，拟全球发 售2.406亿股，其中10%用于香港公开发售。招股价区间为每股5.95至6.95港元，每手400股，入场费约 2,808港元，预计将于12月17日正式挂牌。 | HASHKEY | | --- | | HashKey Holdings Limited | | (於開曼群島註冊成立的有限公司) | | [编纂] | | [编纂]項下的[编纂]數目 : [编纂](视乎[編纂]及[编纂]行使與否而 定) | | [编纂]數目 : [编纂](可予重新分配及視乎[編纂]行使 與否而定) | | [编纂]數目 : [编纂](可予重新分配及視乎[編纂]及[编 | | 纂]行使與否而定) | | 最高[編纂] : 每股[編纂][編纂]港元,另加1％經 | | 紀佣金 · 0.0027％證監會交易微費 · | | 0.00565% 鄂交所交易量及0.00015% | | 會財局交易徵費(須於[編纂]時以港元 | | 繳足,多繳股敷可予退還) | | 面值 ...

Core Insights - The education and training industry faces both opportunities and pressures in 2025, with institutions encountering challenges such as demographic decline, decreased consumer spending, increased competition, and rising costs [1][5][29] Group 1: Industry Challenges - The industry is experiencing a significant decline in student enrollment, with first-grade new student numbers dropping by approximately 25% year-over-year, and projections indicating a potential 50% reduction in elementary school students by 2033 [5] - Consumer spending is on the decline, particularly among middle-class families, impacting enrollment rates; for instance, the average monthly fee for after-school care in Shanghai is around 4500 yuan, reflecting a high-end pricing strategy [5] - Increased competition from new chain brands is squeezing the market, making it harder for smaller institutions to maintain their competitive edge [5] - Rising labor costs are driven by mandatory increases in social security and housing funds, coupled with high employee turnover rates, which can reach 7% monthly, leading to increased recruitment and training costs [6] Group 2: Strategies for Growth - The company emphasizes the need for "internal seeking" to address challenges, focusing on both revenue generation and cost control [6][29] - Four key strategies for revenue generation include: 1. **Marketing Optimization**: Implementing detailed tracking of leads and conversion rates to enhance enrollment processes [7][8] 2. **Process Standardization**: Establishing standardized operating procedures (SOPs) to ensure consistent service delivery and management efficiency [18][20] 3. **Training Systematization**: Developing a structured training program to quickly onboard new employees and maintain service quality [21][23] 4. **Visual Value Communication**: Enhancing the visual presentation of services and results to improve perceived value among parents [24][26] Group 3: Cost Control Measures - Effective cost control relies on understanding financial data, including income and expenses, to identify areas for potential savings [27][28] - Institutions are encouraged to maintain basic financial reports and utilize tools like electronic accounting to track costs accurately [28] - Financial forecasting is essential for assessing growth trends and ensuring cash flow sustainability [28]

Core Insights - HGC环电 is focusing on digital transformation strategies driven by robust digital infrastructure and technology expertise, aiming to support enterprises and society in adapting to Industry 4.0 and AI trends [1] - The company serves over 46,000 large enterprises, with gross profit growth in managed services and cybersecurity solutions projected at 7.4% and 52.9% year-on-year by Q3 2025 [1] - HGC环电 has made significant advancements in AI applications, including deploying an AI obstacle detection system at Hong Kong's largest international container terminal and providing AI solutions to enhance customer experience for a leading telecom operator [1] Business Expansion - HGC环电 successfully acquired XMT, a licensed telecom operator in Malaysia, enhancing its regional business footprint and integrating its network with HGC's global backbone to create high-capacity "network highways" [2] - The company is expanding its fiber optic network in Kuala Lumpur and other AI hotspot areas, while also establishing operations in the Philippines to increase the number of available submarine cables from 2 to 17 [2] - To accelerate connectivity in Asia, HGC环电 has built a data center interconnect (DCI) cluster covering over 70 data centers, connecting Hong Kong, Singapore, and Southeast Asia, supporting local and cross-border high-speed connections [2] ICT Solutions and Innovations - HGC环电 provides tailored ICT solutions across various industries, including retail, education, financial services, and public utilities, with ICT revenue increasing by over 10% year-on-year by Q3 2025 [3] - The company developed the "GodEye Intelligent Platform," which utilizes AI-driven large language model operations to significantly reduce fault diagnosis time by 75% and average repair time by 60%, earning recognition for operational excellence [3] - HGC环电 maintains a distinct market position despite local competition, focusing on international clients and overseas market expansion [3] Company Overview - HGC环电 is a prominent telecom operator and ICT solution provider in Hong Kong and internationally, offering a wide range of services and extensive network coverage [4] - The company operates 20 overseas offices and has a comprehensive fiber optic network, connecting with top telecom operators in mainland China through five cross-border routes [4] - HGC环电 interconnects with over 100 world-class international telecom network operators, enhancing its service offerings [4]

Core Viewpoint - The introduction of spring and autumn breaks in primary and secondary schools across various provinces in China aims to enhance family bonding, provide students with a much-needed respite from their studies, and stimulate the tourism and educational sectors [1][5][9]. Group 1: Implementation and Structure - Spring and autumn breaks have been implemented in provinces such as Hubei, Guangdong, and Zhejiang, with Sichuan recently announcing a comprehensive rollout of a 3-day break for each season [3][5]. - The policy in Sichuan allows schools to adjust the timing of breaks based on local conditions, provided they consult with parents and report to the education bureau [3][5]. Group 2: Educational and Social Considerations - The rationale behind spring and autumn breaks includes addressing the accelerated learning pace of students and providing them with opportunities to recharge, akin to a breather during a long-distance run [5]. - These breaks also create valuable time for parent-child interactions, as traditional long holidays often coincide with peak travel times, making experiences less enjoyable due to overcrowding [7][9]. Group 3: Economic Impact - The establishment of spring and autumn breaks is seen as a new driver for social consumption, with government initiatives encouraging localities to explore this option to boost service consumption [7][9]. - Following the announcement of autumn breaks in Sichuan, there was a reported 32% increase in the browsing of leisure products and a 39% increase in bookings compared to the previous year [9]. Group 4: Challenges and Solutions - A significant concern is the mismatch between student holidays and parental work schedules, leading to difficulties in family bonding during these breaks [10][12]. - Various regions are addressing this issue through school-based care programs, study camps, and collective outings, with cities like Hangzhou establishing numerous care points for students during the autumn break [12][14]. - Rural areas face challenges such as a lack of care facilities and resources, leading to a higher proportion of children being left unsupervised during breaks [19][22]. Group 5: Future Considerations - Experts suggest that successful implementation of spring and autumn breaks requires collaboration among schools, families, and communities, as well as the establishment of paid leave policies to align parental and student schedules [22][24]. - The broader significance of these breaks extends beyond mere time off; they represent a shift in educational philosophy, emphasizing learning experiences outside the classroom and addressing the needs of working families and left-behind children [24].