最被看好十大港股:国元香港维持吉利汽车强烈推荐评级

国元香港:维持吉利汽车强烈推荐评级
2016年,公司录得营业收入537亿元,同比增长78%;毛利率为18.3%,同比小幅提升。收入增长主要受益于销量和价格的双重提升。期内,公司共销售汽车76.6万辆,同比增长50%;销售均价同比增长22%。由于费用控制得当,期内实现归属股东的净利润51.1亿元,同比增长达126%。
预计公司2017-2019年EPS将分别为0.82元、1.04元及1.22元,给予2017年16倍PE,相当于目标价14.70港元,上升空间为25.2%,维持强烈推荐评级。
国元香港:维持正通汽车强烈推荐评级
公司是国内最大的宝马经销商集团之一,随着宝马产品周期的加强,公司将直接受益。我们预测公司2017-2019年EPS将分别为0.41元、0.49元和0.54元,给予目标价6.0港元,分别相当于2017年及2018年13倍及10.9倍PE,较现价有29.6%的上升空间,维持强烈推荐评级。
瑞银:重申龙湖地产买入评级 目标价15.62港元
瑞银发表报告表示,龙湖地产(00960)去年度业绩表现反映集团有能力维持高于市场的利润水平,加上集团通过将派息比率由30%提升至35%,展现了良好的资本管理。重申“买入”评级,目标价由13.68港元上调至15.62港元。

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该行预期,集团去年至2019年经营租金收入的年复合增长率达到11%,主因集团自然增长,以及计划未来三年商场数量将扩大50%;集团今年前两个月累计实现合同销售金额245亿元人民币,锁定全年销售目标22%,并认为集团的土储较集中于库存量低于12月或以下的地区,将推动集团今年的销售增长。
瑞信:维持万科跑赢大市评级 目标价25港元
瑞信发表研究报告表示,万科(02202)去年核心盈利同比升19%至209亿元人民币,每股盈利同比升19%至1.9元人民币,高过市场预期。该行将万科目标价由23港元上调至25港元,维持“跑赢大市”评级。
该行称,万科有明确机制,确保集团在共同投资者获取相应项目回报之前,率先获得最低收益率,该行认为机制对股东相对公平,因此上财年股本回报率达18.4%。该行又称万科的“轨道+物业”发展模式符合该行对基建的关注,将毗邻城市发展成超大型城市,而深圳地铁作为基础投资者,有助促进其销售扩张。
瑞信续称,随着股权问题接近平息,管理层应重新专注于其物业业务,属正面信息。
花旗:融创艰难时刻已过 给予买入评级
花旗发表研究报告表示,融创中国(01918)去年核心利润同比跌47%至17.9亿元人民币,高于该行预期的17亿元人民币。花旗给予融创目标价10.09港元,评级“买入”。
此外,剔除公允价值重新计量及物业减值拨备的影响,集团毛利率由18.8%改善至23.4%,好于预期。
该行续称,公司派息比率由20%增至50%,意味股息收益率达3.2%,预计公司艰难时刻已过。
瑞信:维持绿城中国跑赢大市评级
瑞信发表报告表示,绿城中国(03900) 2016年全年基础纯利同比升2.9%至13亿元人民币,核心毛利率4.5%,并恢复派息,每股派息0.12元人民币,相当于派息比率20%,决定上调对其目标价由7.3港元上调至9.1港元,维持“跑赢大市”评级。
瑞信称,由于中交建设集团是绿城母公司,该行预期绿城负债率及融资成本进一步改善,上调2018及2018年每股盈利预测各31.4%及24.3%,以反映新增土储。
花旗:给予深圳控股买入评级 目标价5.27港元
花旗发表报告表示,深圳控股(00604)去年基础盈利26.1亿元,优于该行原预期24.5亿元,公司整体毛利率达38.7%,属行业较佳水平(2015年为34.6%),核心纯利率升至12.2%,受惠于附属盈利贡献及销售/行政开支较低。
该行重申给予深圳控股“买入”评级,维持目标价5.27港元,称其拥有强劲的深圳物业组合,具较高销售及盈利增长透明度。
公司宣派每股特别息5仙令人惊喜,令全年每股共派息22仙(同比升37.5%),派息比率63%,相当于股息回报6.2厘。
麦格理:维持长汽跑赢大市评级 看13.5港元

麦格理发表研报表示,长汽(02333)可受惠于2017-2019年产品组合升级,主因期内将推出H6及WEY车款。该行维持长汽“跑赢大巿”评级,并上调今明两年每股盈利预测分别5%及20%,目标价相应自13港元升至13.5港元。
报告提到,销售、行政及一般开支,加上潜在的边际利润收缩,及新车款推出相关成本,或成为短期制约因素。

中信大锰去年业绩录亏损 钢铁产能过剩压力未减

麦格理惟建议投资者可先等待,观望4月时推出WEY新车款。而未来股价潜在催化剂或包括4月推出Haval H6及W01,及每月销售数字等。
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爱谱华顿亮相2017中国国际智能建筑展并斩获6项大奖
瑞银:给予康师傅买入评级 目标价10.84港元

东莞农商行公布房贷新规 非普通住房首付不低于6成

瑞银发表研究报告表示,康师傅(00322)去年纯利1.77亿美元,较市场预期低8%,但高于该行预期7%,息税折旧及摊销前利润(EBITDA)则分别较市场及该行预期高出11%及12%,主要由于有效税率高于预期,抵销第四季毛利改善因素。该行将目标价由9.86港元上调至10.84港元,评级“买入”。
瑞银又称,康师傅自由现金流转为正数,令负债比率由2015年底的49%减至32%。
该行上调康师傅2017及2018年息税前利润(EBIT)预测15%及17%,但因预期有效税率较高,将抵销折旧开支下降的利好因素,纯利预测不变。
野村:维持申洲国际买入评级 目标价59.5港元
野村发表研报表示,调低申洲国际(02313)目标价,由66港元降至59.5港元,评级维持“买入”。
野村称,申洲2016年纯利29亿元人民币,同比升25.2%,好过该行预测约2%,主要因为毛利率同比升2%至32.5%,高于野村估计30.8%,当中由内地生产力提高、产品组合转向高毛利率体育服饰以及人民币贬值,另外自动化及越南改造也将推低员工成本比率。
野村上调申洲2017及2018年盈利预测5.9%及6.8%,至37.04亿元人民币及44.65亿元人民币,以反映毛利率提高速度,但由于投资者对由中国出口至美国关税潜在负面情绪上升,因此调低目标价。
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Dieter Zetsche at the Annual Shareholders’ Meeting: "We look back on a very successful year. From this position of strength, we are continuing with Daimler’s development."

BERLIN, March 29, 2017 /PRNewswire/ —
“Daimler has had a lot of success in its history of more than 130 years, but our company has never been as successful as now,” states Manfred Bischoff, Chairman of the Supervisory Board of Daimler AG, to an expected audience of approximately 6,000 shareholders at today’s Annual Shareholders’ Meeting at the CityCube in Berlin. “Daimler’s success is based on the strategic changes that were initiated several years ago and which have been systematically implemented since then,” continues Bischoff. “But further fundamental changes will be required also for Daimler to remain successful. With a far-reaching transformation we want to shape the profound transformation of the automotive industry, which is primarily being driven by digitization, from the forefront.”
Dieter Zetsche, Chairman of the Board of Management of Daimler AG and Head of Mercedes-Benz Cars, states to the shareholders: “The ideas, the skills and dedication of our workforce have made Daimler into a pioneer of mobility for more than 130 years. But we have never been as successful.”
Daimler grew profitably once again in financial year 2016, setting new records for unit sales, revenue and net profit. With a total workforce of 282,488 employees (2015: 284,015), the Group for the first time sold approximately 3 million vehicles worldwide (2015: 2.9 million), generated revenue of €153.3 billion (2015: €149.5 billion) and achieved EBIT of€12.9 billion (2015: €13.2 billion). As a result of favorable business developments in most of its divisions, Daimler slightly surpassed its EBIT adjusted for special items of €13.8 billion in 2015 with a new record of €14.2 billion in 2016. Net profit increased to the best-ever figure of €8.8 billion (2015: €8.7 billion). Earnings per share increased accordingly to €7.97 (2015: €7.87).
Due to the good results and the successful course of business in 2016, the Board of Management and the Supervisory Board proposes to the Annual Shareholders’ Meeting the distribution of an unchanged dividend of €3.25 per share. The total dividend distribution amounts to €3,477 million (prior year: €3,477 million) and is the highest of the DAX30 companies to date. The payout ratio is 40.8% of net profit attributable to the Daimler shareholders (prior year: 41.3%).
Election of Supervisory Board members
In its meeting on December 8, 2016, the Supervisory Board of Daimler AG decided to propose to the Annual Shareholders’ Meeting of Daimler AG the reelection of Mr. Clemens Börsig for a further period of office as a member of the Supervisory Board representing the shareholders. In addition, the Supervisory Board announced that following Börsig’s reelection, it would also reelect him as a member of the Audit Committee. Börsig has been a member of the Supervisory Board and Audit Committee of Daimler AG since 2007 and the Chairman of the Audit Committee since 2014.
In its meeting on February 10, 2017, the Supervisory Board decided to propose Bader Mohammad Al Saad, Managing Director of the Kuwait Investment Authority, for election as a member of the Supervisory Board representing the shareholders. In the interests of the company, Bernd Bohr had previously declared his intention to step down from the Supervisory Board with effect at the end of the 2017 Annual Shareholders’ Meeting. In return, the Supervisory Board expressed its intention to propose Bernd Bohr for reelection to the Supervisory Board in the next two years.
The Annual Shareholders’ Meeting today will vote on the proposed candidates for election to the Supervisory Board. When a person is elected, his or her period of office begins at the end of the Annual Shareholders’ Meeting for a period of five years.
Changes in the Board of Management
The Supervisory Board of Daimler AG has appointed Britta Seeger (47) as a member of the Board of Management effective January 1, 2017. Britta Seeger took over responsibility for Mercedes-Benz Cars Marketing and Sales from Ola Källenius (47), who at the same time took over responsibility for Group Research & Mercedes-Benz Cars Development from Thomas Weber. Britta Seeger has been appointed as a member of the Board of Management until December 31, 2019. Ola Källenius has been a member of the Board of Management of Daimler AG since January 1, 2015; his appointment expires on December 31, 2022.
Thomas Weber (62) retired from the company at his own request and by mutual agreement upon expiry of his contract of service on December 31, 2016. Weber had been a member of the Board of Management since January 1, 2003 and was responsible for Group Research & Mercedes-Benz Cars Development since January 1, 2004.
The contract of service of Wilfried Porth (58) as a member of the Board of Management with responsibility for Human Resources and Labor Relations Director, IT & Mercedes-Benz Vans was extended by the Supervisory Board for five years until April 30, 2022. Porth was first appointed to the Board of Management in 2009.
In February 2017, the Supervisory Board appointed Martin Daum (57) as a member of the Board of Management with responsibility for Daimler Trucks and Daimler Buses effective March 1, 2017. The appointment is for a period of five years. From June 2009 onwards, Daum had been President and Chief Executive Officer of Daimler Trucks North America (DTNA) and of the related companies Freightliner Trucks, Western Star Trucks, Thomas Built Buses, Freightliner Custom Chassis Corporation and Detroit Diesel Corporation.
Wolfgang Bernhard (56) stepped down from the Board of Management of Daimler AG at his own request effective February 10, 2017. Bernhard was appointed to the Board of Management of Daimler AG in February 2010. Until March 2013, he was a member of the Board of Management with responsibility for Production and Procurement Mercedes-Benz Cars & Mercedes-Benz Vans; as of April 2013, he was responsible for the Daimler Trucks & Buses divisions.
Daimler and the transformation of the automobile industry
“We demonstrated once again in 2016: The combination of financial strength and innovativeness is stronger than ever at Daimler,” emphasizes Zetsche. “At the same time, we initiated the biggest transformation in our company history last year.” Daimler is developing further from a position of strength for the next generation of customers, employees and shareholders. “Together with 282,000 colleagues, we are shaping the transformation of our industry in order to be even more successful.”
Superficially, the future of the car industry is challenged by opposites: electric drive versus combustion engines, autonomous driving versus driving pleasure, owning a car versus shared mobility, or human versus robot. Zetsche sees no contradiction here, but is convinced that mobility will become even more multifaceted: “It is necessary to do one thing without stopping with the other. That’s why we are strengthening both: the new and the old.”
Daimler’s corporate strategy focuses on emission-free driving. In the coming years, the company will invest €10 billion in the expansion of its electric portfolio and will bring more than ten new electric cars in series by 2022. On the way to emission-free driving, all available means will be utilized to reduce CO2 emissions. For this reason, efficient combustion engines will continue to be a significant element of the solution during the transitional period. A key bridge technology along the way to electric mobility is plug-in hybrid drive, with which Mercedes-Benz already has eight models on the market. The next technology leap will soon follow with the new S-Class as a plug-in hybrid. With the latest lithium-ion technology, its range will increase to around 50 kilometers depending on the style of driving and external factors. Further models will follow. The current stage of battery technology meanwhile allows a range that would be interesting even for heavy-duty trucks. In 2016, Daimler presented the Urban eTruck, which will be launched this year as a small series. Zetsche states at the Annual Shareholders’ Meeting: “We believe in the simple principle: Alternative drive systems must be attractive drive systems.”
Another focus is on the development of autonomous driving. The car has always been more than just a means of transport, and autonomous driving will allow a new dimension of individual freedom and safety. Already today, series-produced cars from Mercedes-Benz can, if the driver desires, independently change lanes, apply the brakes in an emergency, or park themselves. As well as cars, the trucks and buses from Daimler are also pioneers for autonomous driving in their respective sectors.
For several years, Daimler has been developing from being an automobile manufacturer into a leading provider of mobility services. With car2go, Daimler is the global market leader for flexible car sharing – the company is currently testing peer-to-peer car sharing with privately owned cars with Croove in Munich. With mytaxi, Daimler has the biggest app-based taxi network in Europe. And with Mercedes pay, it will be possible to pay for services by smartphone in the future. The mobility app moovel provides simple and direct access to several mobility services – including booking and payment. “The decisive point is not what we want. The decisive point is what customers want,” states Zetsche with regard to the development from premium manufacturer into a mobility provider. “At Daimler, we offer both: emotional products that people want to own, and innovative mobility concepts for those who don’t necessarily want to have a car of their own.”
The key to all these topics of the future is to link up human and artificial intelligence. Intelligent interaction between people and machines offers great opportunities in various applications. In production, workplaces can be made more ergonomic, assembly times reduced, capacities increased and maximum quality delivered. Through digitization and electrification, tasks and requirements for companies and employees will change. For Zetsche, employee protection has priority instead of the protection of job discriptions. At Daimler, the plants in Germany will continue to form the backbone of the worldwide production network. With regard to electrification, Daimler plans to invest more than €1 billion in its global battery production network, about half of which will be invested at the Daimler subsidiary Deutsche ACCUMOTIVE in Kamenz.
In order to fulfill its claim to technology leadership, Daimler is selectively entering into a number of cooperative ventures. “We want to have control over what differentiates us from the competition. In other areas, we are increasingly cooperating with other companies,” explaines Zetsche. For example, Daimler is setting up a fast-charging network for electric vehicles in Europe together with other automobile manufacturers, and is working with ChargePoint in the United States on new products and services connected with electric mobility so that electric cars get established in the market faster. Another example is HERE. Together with BMW and Audi, Daimler acquired the specialist for high definition digital maps in 2015. Meanwhile further companies joined the consortium bringing in their own expertise – bringing forward this key technology for autonomous driving with combined forces. “Building cars is like a decathlon. Anyone who wants to be in the lead on a sustained basis has to master many disciplines,” Zetsche emphasizes. For this reason, existing strengths are being further developed while new challenges and areas for learning are being accepted with openness and the will to change.
Along with the cultural transformation at the company and the “Leadership 2020” project that was introduced in 2015, teams are being organized at Daimler that work like startups with fast decision making and greater freedom. As Zetsche sees it: “Perfection and entrepreneurial spirit are not a question of ‘either/or’ – we are strengthening both.” For example, Daimler is encouraging its employees’ pioneering spirit by providing risk capital for the implementation of new ideas or with streamlined decision processes on two hierarchy levels. Further ideas and activities are being developed by teams of employees. Zetsche: “We are not inventing ourselves only because we have to. But we want to.”
2017 – Status quo and expectations
Mercedes-Benz Cars has started this year very successfully and has continuously increased its unit sales compared with the prior-year period every month for four years. In the first two months of this year, the division sold 351,243 vehicles (retail; +15.6%). The Mercedes-Benz brand posted its 48th record month in succession in February with 153,862 units sold (retail; +15.0%). This was primarily due to very good demand for the new E-Class sedan and the new E-Class wagon, ongoing strong demand for the C-Class and great demand worldwide for the SUVs. The generally very positive development of unit sales continued in March, so the company expects to achieve its highest ever quarterly unit sales.
The division will continue its “Mercedes-Benz 2020” strategy in the year 2017 and aims to slightly increase its total unit sales to a new record level. This is based on an attractive and young model portfolio, which is more diverse than ever before. By the end of this year, the entire E-Class family will be available with sedan, wagon, coupe and convertible models. In addition, a new and particularly versatile version of the E-Class will be on the market for the first time: the All-Terrain. Ongoing success will be supported also by the SUVs launched in 2016, several model upgrades (e.g. for the compact cars) and above all the new S-Class. Furthermore, the “Best Customer Experience” sales and marketing strategy will be continued, for example, with the expanded “Mercedes me connect” range of services. The smart brand anticipates growth impetus from the new electric smart (electricity consumption combined: 13.1–12.9 kWh/100 km; CO2 emissions combined: 0 g/km), which is available as both fortwo and forfour models.
At Daimler Trucks, unit sales in North America in the first several weeks of this year remained lower than the comparatively high numbers sold at the beginning of 2016, as expected. Sales in the EU 30 region in recent weeks were similar to the prior-year numbers, also in line with expectations. Overall, Daimler anticipates a decrease in first-quarter unit sales. The development of orders received is healthy, so Daimler Trucks expects full-year unit sales in the magnitude of 2016.
Mercedes-Benz Vans posted further growth in unit sales in the first two months of this year. The van division expects sales in the first quarter to be higher than in the prior-year period. The division plans to achieve a slight increase in unit sales in the year 2017. As part of the division’s “Mercedes-Benz Vans goes global” strategy, the V-Class multipurpose vehicle and the Vito van were launched in China in 2016 and will stimulate additional demand there in 2017. The division aims to achieve further growth with the Sprinter as well, which is to be produced also in the United States. And towards the end of the year, Mercedes-Benz Vans will enter the midsize-pickup segment with the X-Class, with a positive impact on worldwide unit sales over the long term.
Daimler Buses also started this year with growth in unit sales, and first-quarter unit sales are expected to be above the prior-year level. The division assumes that it will defend its market leadership in its traditional core markets for buses above 8 tons with innovative, future-oriented and high-quality new products. For the year 2017, the division anticipates significant growth in unit sales overall, with moderate growth in the EU30 region. Following the significant decrease in Brazil in 2016, a significant recovery is expected for this year although unit sales will remain at a very low level. Daimler Buses anticipates a continuation of the positive development of unit sales in Mexico.
Daimler Financial Services slightly increased its contract volume in January and February. New business increased compared with the prior-year period due to strong unit sales at Mercedes-Benz Cars and Mercedes-Benz Vans. The division expects a continuation of the positive business development in March and the first quarter. Daimler Financial Services aims to achieve further growth in the coming years. For the year 2017, the division anticipates a slight increase in new business and further growth in contract volume. This is mainly based on the growth of the automotive divisions, especially Mercedes-Benz Cars. In addition, the division is utilizing new market potential above all in Asia, and is using new and digital possibilities for customer contacts, primarily through the systematic further development of online sales channels. Daimler Financial Services sees good growth opportunities also with innovative mobility services under its car2go, moovel and mytaxi brands, as well as through its investments in Blacklane and FlixBus.
“Our business continues to be a growth business,” says Zetsche. “In 2025, approximately 100 million cars could be sold worldwide.” Based on assumptions on the development of important sales markets and the divisions’ planning, Daimler expects to slightly increase Group revenue in 2017. Daimler also anticipates slight revenue growth in 2017. This reflects the generally positive development of unit sales in the automotive divisions.

Daimler assumes that Group EBIT will once again increase slightly in 2017. The individual divisions have the following expectations for EBIT in the year 2017:
– Mercedes-Benz Cars: significantly above the prior-year level, – Daimler Trucks: slightly below the prior-year level, – Mercedes-Benz Vans: significantly below the prior-year level,- Daimler Buses: slightly above the prior-year level and – Daimler Financial Services: in the magnitude of the prior year.
As already announced at the Annual Press Conference in early February, the expected decrease in earnings at Daimler Trucks is primarily based on expenses in connection with the ongoing optimization of fixed costs. The Group anticipates a total expense in the magnitude of up to €500 million, mainly in 2017. This will be partially offset by income of approximately €250 million from the sale of real estate at the site in Kawasaki, Japan. Mercedes-Benz Vans achieved very high EBIT and return on sales in 2016, and the van division anticipates a very high level of earnings compared with its long-term average once again in 2017. The expected significant decrease compared with 2016 is mainly the result of high advance expenditure for the renewal and expansion of the product portfolio.
Daimler aims to achieve an annual average return on sales of 9% in the automotive business – across market and product cycles and on a sustainable basis. This is based on the return on sales of the divisions in 2016, nearly all of which achieved their targets: 10% for Mercedes-Benz Cars, 8% for Daimler Trucks, 9% for Mercedes-Benz Vans and 6% for Daimler Buses.
“Those who want to stay in front must constantly develop. That applies to cars and to companies,” says Zetsche with a view to the future. “After all, questioning the established mobility system was our starting point also with the invention of the automobile more than 130 years ago.”
在网络教学模式下,学生完全可以在家里报读你单位开设的课程,免去了劳途奔波,节省了时间和精力,极大的增加了学习的方便性,同时不乏现场教学中的互动和交流。
Links to Daimler’s webpage for the 2017 Annual Shareholders’ Meeting:German: www.daimler.com/ir/hv2017/video English: www.daimler.com/ir/am2017/webcast
Further information from Daimler is available at:www.media.daimler.com and www.daimler.com
租用网络教学平台成时尚
Forward-looking statements:This document contains forward-looking statements that reflect our current views about future events. The words “anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “may,” “can,” “could,” “plan,” “project,” “should” and similar expressions are used to identify forward-looking statements. These statements are subject to many risks and uncertainties, including an adverse development of global economic conditions, in particular a decline of demand in our most important markets; a deterioration of our refinancing possibilities on the credit and financial markets; events of force majeure including natural disasters, acts of terrorism, political unrest, armed conflicts, industrial accidents and their effects on our sales, purchasing, production or financial services activities; changes in currency exchange rates; a shift in consumer preferences towards smaller, lower-margin vehicles; a possible lack of acceptance of our products or services which limits our ability to achieve prices and adequately utilize our production capacities; price increases for fuel or raw materials; disruption of production due to shortages of materials, labor strikes or supplier insolvencies; a decline in resale prices of used vehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlook for companies in which we hold a significant equity interest; the successful implementation of strategic cooperations and joint ventures; changes in laws, regulations and government policies, particularly those relating to vehicle emissions, fuel economy and safety; the resolution of pending government investigations or of investigations requested by governments and the conclusion of pending or threatened future legal proceedings; and other risks and uncertainties, some of which we describe under the heading “Risk and Opportunity Report” in the current Annual Report. If any of these risks and uncertainties materializes or if the assumptions underlying any of our forward-looking statements prove to be incorrect, the actual results may be materially different from those we express or imply by such statements. We do not intend or assume any obligation to update these forward-looking statements since they are based solely on the circumstances at the date of publication.
Daimler at a GlanceDaimler AG is one of the world’s most successful automotive companies. With its divisions Mercedes-Benz Cars, Daimler Trucks, Mercedes-Benz Vans, Daimler Buses and Daimler Financial Services, the Daimler Group is one of the biggest producers of premium cars and the world’s biggest manufacturer of commercial vehicles with a global reach. Daimler Financial Services provides financing, leasing, fleet management, insurance, financial investments, credit cards, and innovative mobility services.The company’s founders, Gottlieb Daimler and Carl Benz, made history with the invention of the automobile in the year 1886. As a pioneer of automotive engineering, Daimler continues to shape the future of mobility today: The Group’s focus is on innovative and green technologies as well as on safe and superior automobiles that appeal and fascinate. Daimler consequently invests in the development of alternative drive trains with the long-term goal of emission-free driving: from hybrid vehicles to electric vehicles powered by battery or fuel cell. Furthermore, the company follows a consistent path towards accident-free driving and intelligent connectivity all the way to autonomous driving. This is just one example of how Daimler willingly accepts the challenge of meeting its responsibility towards society and the environment. Daimler sells its vehicles and services in nearly all the countries of the world and has production facilities in Europe, North and South America, Asia, and Africa. Its current brand portfolio includes, in addition to the world’s most valuable premium automotive brand, Mercedes-Benz, as well as Mercedes-AMG, Mercedes-Maybach and Mercedes me, the brands smart, EQ, Freightliner, Western Star, BharatBenz, FUSO, Setra and Thomas Built Buses, and Daimler Financial Services’ brands: Mercedes-Benz Bank, Mercedes-Benz Financial Services, Daimler Truck Financial, moovel, car2go and mytaxi. The company is listed on the stock exchanges of Frankfurt and Stuttgart (stock exchange symbol DAI). In 2016, the Group sold around 3 million vehicles and employed a workforce of 282,488 people; revenue totalled €153.3 billion and EBIT amounted to €12.9 billion.
SOURCE Daimler North America – Corporate Communications
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军民融和 | 1470亿 航天科工明确2017军民融合“小目标”(内附七大军工集团混改“路线图”)

2017年被称为军民融合落地年。
航天科工:军民融合产业营入要达到1470亿元
2月21日,中国航天科工集团公司召开2017年军民融合产业工作会。
会议提出,2017年集团公司军民融合产业营业收入要达到1470亿元;初步构建协同共享的集团公司军民融合产业研发体系架构,逐步提升研发能力;争取确立国家信息安全产业领军企业地位、确立国家"互联网+"重大工程核心单位地位、确立中国工业互联网领军企业地位、确立国家城市基础设施综合管控平台论证与建设领军企业地位;着力构建"制造与服务相结合、线上与线下相结合、创新与创业相结合"的新业态。
根据航天科工集团2017年工作会议信息,2016年营收首次超过2000亿,同比增长17.1%,利润总额同比增长10.1%,净利润同比增长9.7%;2017年度营收目标超2200亿,利润总额目标超过150亿。
航天科工定下2017年军民融合1470亿元小目标,可以看做是对集团2017年年度目标的工作细化,顺应国家军民融合的国家战略,后续或有更多军民融合相关具体项目的落地。
七大军工集团混改“路线图”
军工混改和军工科研院所改制一直以来是驱动军工行情的主线。
据国防科工局网站消息,军工科研院所改革取得了重要的阶段性进展,已经形成了军工科研院所初步分类方案,明确了首批转制院所名单,将加快制定和出台军工科研院所转制实施意见。
业内人士分析,军工科研院所改制已经准备就绪,但由于国家关于公益类事业单位改革的配套政策正在制定中,待国家相关政策出台后,军工科研院所改革将快速稳妥推进。
而在军工混改方面,年初以来各大军工集团纷纷绘出了2017年混改“路线图”。
中国电科集团
在2017年工作会部署中首提“全面深化改革总体方案,全面推进事业单位企业化改革”,明确提出“资产证券化率达到35%,实现外部权益性融资超过100亿元,投资超过150亿元”的目标,并再次强调推进核心业务资产专业化重组和市场化运作,新建若干家子集团和专业公司。
中航工业集团
2017年将落实国家军民融合发展战略,研究出台集团《关于加快军民融合发展的决定》,启动一批军品市场化配套试点,起草上市公司资本运作规划及市值管理方案。
中国航天科技集团
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2017年将加大改革力度、加快军民深度融合,着力提高市场竞争力。全力以赴推动供给侧结构性改革取得突破,确保航天重大型号发射和飞行试验圆满成功。

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中船重工集团
2017年公司将以继续深化造、修船资源的军民融合式重组整合削减造船产能;资本经营方面,将坚持混合所有、军民融合一体运作,深入推进资产证券化。
中船工业集团

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优先选择在纯民品、竞争性强的业务领域进行积极混改;持续做好资产证券化工作,提高净资产收益率;优先支持人力资本和技术要素占比较高的相关单位开展员工持股试点工作。
中国兵器工业集团

[公告]中生北控生物科技:至2016年11月30日止股份发行人的证券变…

兵工集团将在子集团开展混合所有制改革试点,通过资产重组上市和新三板挂牌上市加快推进混改。推动完善公司现代企业制度,健全公司法人治理结构,放大国有资本功能。
中国兵器装备集团
制订了军工企业混合所有制改革试点初步方案,确定了4家试点单位,并探索实施汽车产业股权激励计划;同时,围绕“2+4”先进军工和现代产业体系,有针对性地开展资本运作。
(来源:卫星界,版权归原作者所有)
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简介
为在大学校园中掀起对航天理论和技术应用的关注热潮,同时为广大在校航天爱好者交流创新思想和创意设计搭建平台,为大学生增强创新精神和实践能力拓展渠道,进一步丰富与高校的合作形式,在2015年首届“航天科工杯”大学生科技竞赛成功举办的基础上,中国航天科工集团公司于2017年举办第二届“航天科工杯”大学生科技竞赛。

公司简介
中国航天科工集团公司(以下简称航天科工)是中央直接管理的国有特大型高科技企业,以“科技强军、航天报国”为企业使命,从事着关系国家安全的战略性产业。始终坚持“国家利益高于一切”的企业核心价值观,大力发展航天防务技术,经过多年励精图治,建立了完整的防空导弹武器系统、飞航导弹武器系统、固体运载火箭及空间技术产品等技术开发与研制生产体系,导弹武器装备整体水平国内领先,部分专业技术达到国际先进水平,先后为部队提供了几十种性能先进的导弹武器装备,创造了我国国防武器装备建设史上一个又一个辉煌的“第一”,极大地提升了我国的国防实力,并在载人航天、月球探测工程等国家多个重大项目建设中做出了突出贡献。
竞赛主题
前沿理论或创新技术在航天领域中的应用
参赛要求
1)参赛人员或团队须为在校学生。
2)参赛方式:个人或团队(人数不超过5人)。
3)基本要求:体现基础(前沿)理论技术或专业技术创新应用,其中技术创新必须为自主创新研发,无抄袭、仿冒等。
在移动计算时代,移动学习Mobile Learning是重要的趋势。
4)作品形式:实物、试验、演示系统、专利/标准/规范、软件、报告/论文等。
5)参赛作品要求不涉密,如应用背景涉密,需将参赛作品做脱密处理。
6)其他具体要求可下载附件查看。
报名方式
第二届“航天科工杯”大学生科技竞赛通过网上报名方式进行,报名网址:http://campus.casicloud.com。请报名者通过网站注册,并填写相关内容,填写内容需详实、完整。

西藏矿业(000762)融资融券信息(03-20)

可下载附件获取《第二届“航天科工杯大学生科技竞赛用户手册》了解更多内容。
附件下载地址
关注清华青年科创,回复公众号后台“航天科工杯”获取下载地址
1
1
竞赛时间安排
1)参赛报名:2017年3月13日至4月15日,各高校组织学生报名参赛。
2)作品征集:2017年4月15日至7月20日,参赛作品设计及征集。
3)作品初审阶段:2017年8月1日至8月15日,竞赛评审委员会对参赛作品进行评审,确定晋级决赛作品。
4)作品终审阶段:2017年8月16日至8月31日,参赛选手或团队到北京现场对参赛作品进行说明答辩,竞赛评审委员会确定获奖作品及名次。
5)授奖:2017年9月10日至12月31日,对获奖选手进行颁奖、奖励。
竞赛奖项设置
一等奖2名,奖金6万元

北京物美商业集团股份有限公司董事长蒙进暹向新华网网友拜年

二等奖4名,奖金4万元
三等奖6名,奖金2万元
同时为获奖选手提供获奖证书
其他事项
1)本次竞赛不接受与国家现行法律和法规有抵触的申报项目,航天科工不对申报项目侵权等违法行为负责,一经发现申报项目存在违法行为即取消评选资格。
2)已完成或正在进行的、航天科工及所属单位与高校联合开发或委托开发的项目,不得参赛。
3)进入终审答辩的参赛个人或团队可被邀请到航天科工京区所属单位参观实践,答辩和参观实践期间发生的交通、食宿费用由航天科工承担。
4)获奖选手可获得到航天科工所属单位实习或与有关专家交流的机会,由专家对作品的工程应用前景进行评价、推荐,符合条件的优秀获奖选手也可被推荐到航天科工“科技创新团队”参与科研工作。
5)获奖选手可被列为航天科工重点人才引进对象,列入年度“优才计划”后备人选。
6)竞赛活动相关情况将在航天云网、航天科工人才招聘网、航天科工官方微信、《中国航天报》、《军事文摘》等媒介上公布。
7)竞赛未尽事宜由航天科工负责解释。
点击“阅读原文”,获取报名网址
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夏博辉在对自己在金融行业多年的经历进行简要介绍之后开始深入浅出地引出此次讲座的主题,以“优秀商业银行的发展与众不同,其发展理念、发展路径、战略选择和战略执行不同于一般商业银行,更有其本身的另类规律”这一观点作为切入点,举出了富国银行的成功经验、摩根大通的批发银行变形记、招商银行的经营战略转型、兴业银行的特色经营、南京银行的发展经验共五大例证,介绍了这五家商业银行各具特色的发展模式。其中富国银行作为这五家商业银行的最佳实践,有许多值得其他商业银行借鉴和学习的地方。
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夏博辉指出,富国银行的发展成就主要源于富国银行另类的商业模式和经营战略,主要有以下五大方面:第一,社区银行服务为富国银行带来低廉的资金成本;第二,快速但稳健的房地产贷款业务;第三,富国银行把每个网点办成了金融的“生活超市”或者“百货商店”,借助交叉销售获得更加广阔分散的收入来源,降低了银行的经营风险;第四,严格的风险管理与稳健的经营管理体系使得富国银行抵御住了金融危机的冲击,最终在国内市场大获成功,赢得了客户和同行的一致肯定。摩根大通银行通过“一站式批发金融服务”悄然超越了众多银行,银团贷款和高收益债改变商业银行竞争格局,批发业务的革新主要源于资本市场的发展。批发银行中间业务提升中型企业和新兴市场竞争力。招商银行从2004年第一次战略转型开始,到2010年第二次战略转型启动为止的七年时间里,招行的经营战略调整取得了重大突破,经营业绩发生了翻天覆地的变化:资产规模大幅增加,盈利水平倍数级增长,业务结构、收入结构不断优化,成为境内外投资者眼中的中国最具成长性银行,是公认的中国股份制银行领头羊。它的零售业务尤其出色,几乎是逢零售必谈招商,零售品牌深入人心。截至2010年末,招商银行总资产2.5万亿元,是转型前的4.8倍;实现净利润258亿元,是转型前的12倍。兴业银行顺应宏观经济形势,结合自身特点,走出了一条特色经营道路,实现了后来居上。兴业银行是2016年上半年股份制银行的资产龙头,投资业务是兴业银行资产扩张的第一助推手把贷款业务的重心从量转到质上来一直在加快推进综合化经营布局,确立主体银行集团的地位。南京银行和杭州银行都成立于1996年,在发展轨迹上会有如此差距,主要有以下几点原因:制度环境、业务选择、盈利能力、风控水平。
讲座现场

杨元庆的跨时代命题 能让人们重新对联想产生联想吗?

夏博辉最后指出,商业银行快速发展的条件有三:一是资本是商业银行发展的前进和动力,二是风险营治(风险管理)能力是商业银行发展的生命线,三是人才是商业银行发展的最终决定因素。
合影
主讲人简介:
夏博辉,广东外语外贸大学MIB(金融方向)校外导师,厦门大学管理学博士、教授、注册会计师,财政部会计准则咨询专家。现任广东华兴银行行长、党委书记、执行董事,历任湖南财经学院系副主任、科研(研究生)处处长、财务执行总监,招商银行资产托管部总经理。
夏博辉1992-1999年历任湖南财经学院会计系副主任、科研处副处长、科研研究生处长、科研处处长及讲师、副教授、教授,2000-2005年6月历任深圳发展银行会计出纳部总经理、财务会计部总经理、计划财会部总经理、财务执行总监等职;2005年7月,加盟招商银行股份有限公司。曾获”全国优秀教师并授予全国优秀教师奖章”(1993)、湖南省普通高校优秀教学成果一等奖(1993)、湖南省第五届优秀社会科学成果(著作)二等奖(1999)、中国青年科技论坛二等奖(1999)。
夏博辉曾在东北财大、厦门大学学习,在《新华文摘》、《会计研究》、《中国金融》等发表论文210多篇,出版著作29部等,理论学术功底深厚。 1992年起,历任湖南财经学院会计系副主任、科研(研究生)处处长,世界银行技援中国人民银行会计改革体系项目金融会计准则研究组中方工作组组长,深圳发展银行总行部门总经理、财务执行总监,招商银行资产托管部总经理。

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在网络教学模式下,学生完全可以在家里报读你单位开设的课程,免去了劳途奔波,节省了时间和精力,极大的增加了学习的方便性,同时不乏现场教学中的互动和交流。
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戳上面的晶鑫光伏能源圈关注我们哦! 经常有邻居说光伏目前是很好的理财产品,对于这种说法很多小伙伴也深表怀疑,光伏跟理财产品怎么会扯上关系呢?光伏的收益怎么算呢?今天,小编就带大家了解一下为什么我们光伏是时下最火的理财产品呢?
1 、并网模式
家用光伏电站一共有两种并网模式,分别如下:
自发自用余电上网:即光伏发的电自己用一部分,用不完的卖给电网,同时每发一度电都能获得补贴。
全额上网:即光伏发的电全部卖给电网,自己一度都不用。在这种情况下,电网以当地光伏发电标杆上网电价收购电站所发的全部电量。
2 、发电成本

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居民光伏系统大概需要3万-10万元,这是由屋顶面积及电站大小决定的。需要提醒的是,光伏组件、逆变器、配电箱、支架和线缆都要选择质量有保障的产品,才能保证25年稳定的收益。
全额上网:即光伏发的电全部卖给电网,自己一度都不用。在这种情况下,电网以当地光伏发电标杆上网电价收购电站所发的全部电量。
3、日常维护很简单
光伏发电站平时不用怎么维护,简单的清洗一下太阳能电池板就行,一次性投资长达25年的稳定收益,有稳定的现金流,每个月或者季度就能领到钱,就跟养老金一样,非常适合家里有老人的家庭和贫困人群,正因为如此,光伏发电才火遍城镇,成为时下最火的理财产品。

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在农村来说,人口老龄化比较严重,没有劳动能力,安装光伏只需要简单的擦洗就可以了,比较适合投资。
4、两种并网模式的收益如何计算?
以河北省唐山市为例,自发自用余电上网的模式下,一度电补贴收益为0.62元/度(其中国家补贴0.42元/度,省级补贴0.2元/度);全额上网模式下度电补贴收益为1.01元/度(其中河北省光伏发电标杆上网电价为0.81元,省级补贴0.2元)。
民用的电价视0.52元/度,卖电价格是0.3971元/度。

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就河北省的日照条件来说,预计安装5kW电站一年可发8100度电。居民年用电量初步定为2000度。其中1000度用的是光伏发的电,另外1000度购买的是电网的电。
5 、补贴
在中国,家庭光伏电站是申请流程最快,安装最快,并网最快,获得补贴最快的一种应用形式。
一般情况下申请家庭光伏电站仅需要10个工作日,即可获得接入申请意见;整个安装过程通常不超过3天;并网验收一般不超过7天;因此,整个流程最快15天即可完成。而补贴发放一般也不超过3个月一个季度。
目前分布式家庭光伏电站获得补贴是所有新能源项目中最快的,家庭项目一般情况下3个月计算发放一次补贴,最长也不超过6个月。
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