The "2014 Financial Ranking Awards Ceremony" hosted by the mainland's authoritative financial website "CICC Online" was successfully held in Fuzhou on March 28, 2015.
Digital Kingdom Chaoting (Shanghai) Culture Media Co., Ltd., a Hollywood visual effects giant that has created Oscar-level visual legends such as "Titanic" and "Rejuvenation", settled in Jing'an District in October last year. Relying on the precise empowerment of regional industrial policies, the company quickly established in-depth cooperation with a number of upstream and downstream enterprises in the industrial chain, becoming one of the most iconic innovative forces in Jing'an's "audio-visual and static world" territory.
"As the core carrying area for Shanghai's ultra-high-definition audio-visual industry, Jing'an has international scientific and technological innovation standards, a connected internal and external business environment, and a series of favorable policies." A relevant person in charge of Digital Domain said that this provides an ideal ground for enterprises to use this as an axis to join hands with the upper, middle and lower reaches of the industry to advance local deployment and cross-domain collaboration driven by artificial intelligence - not only improving the production quality of ultra-high-definition audio and video, but also accelerating its implementation in consumer-level tracks such as e-commerce and cultural tourism.
This is one of the eye-catching results that reporters learned from the 2026 Jing'an District Enterprise High-Quality Development Conference held today (2nd). The conference revealed that Jing'an District will adhere to high-quality development in 2025. The district's GDP will exceed the 350 billion yuan mark, 4,511 projects will be introduced throughout the year, and new investment in projects above designated size will reach 68.457 billion yuan. High-end advantages such as open economy and headquarters economy will continue to be consolidated.
This year is the first year of the "15th Five-Year Plan". Jing'an has anchored the goal of building an important carrying area for the construction of Shanghai's "Five Centers", accelerating the construction of a "two axes, one belt and three areas" spatial pattern, and creating a "(3+3) + (1+3+X)" modern industrial system.
Connect resources into a network
At the scene, a group of benchmark subjects taking root in Jing'an and empowering development appeared together, outlining a prosperous picture of the regional economy with a diverse attitude. Companies such as Cathay Haitong Securities Co., Ltd., L'Oreal (China) Co., Ltd., and Louis Vuitton (China) Commercial Sales Co., Ltd. were awarded the "Jing'an District High-Quality Development Enterprise" for their outstanding contributions, demonstrating their benchmark image as industry leaders; a group of star companies that lead fashion consumption, deeply cultivate cultural and creative integration, and practice technological innovation are divided into The business cards of "Xingrui Pioneer", "Wenchao Zhiqing" and "Digital Intelligence Navigator" show the innovative vitality and development strength of their respective tracks; partners who inject momentum into regional investment collaboration appear as "outstanding partners"; key buildings that enable industrial agglomeration use the style of "excellent buildings" to demonstrate the carrying capacity and attractiveness of Jing'an's high-end carriers. Among them, the "Wenchao Zhiqing" exclusive display board brings together companies that deeply integrate business, cultural creativity, and technological innovation, and is highly consistent with the core layout of the regional "(3+3)+(1+3+X)" modern industrial system.
Companies are competing to bloom, and the power of capital has become a key catalyst. Taking Cathay Capital as an example, it has deeply integrated into regional development with the innovative model of "fund + industrial partners + ecological platform". In the direction of beauty and health, Cathay Beauty Future Fund (Cahui Beauty Fund) has completed registration and started investment in Jing'an. So far, it has completed two key layouts - strategic investments in Lin Qingxuan and Zhiyuan Pharmaceutical, respectively, to enter the high-end skin care and skin health tracks. At the same time, using the fund as a link, it has joined forces with the Jing'an District Investment Office, Jing'an Capital and "Beauty Innovation Jingjie" to build the Jing'an beauty and health ecosystem and continue to promote the gathering and implementation of projects, enterprises and industrial resources in Jing'an. In the direction of digital industry, Cathay and global industrial software giant Dassault Systèmes are promoting the construction of an industrial fund system in Jing'an. Cathay Future Intelligent Manufacturing Fund has been established in Jing'an, and has completed investment in Zhiweixingyi at the project level and released it to the public. This marks that the synergy of Jing'an's "digital industry ecology + industrial capital" is entering a replicable post-investment linkage stage.
"What we value most is not the single-point policy, but the 'combined certainty' provided by Jing'an." This is how the relevant person in charge of Cathay Capital explained the underlying logic of choosing Jing'an. This is not a single location option, but a high-density, cashable industrial ecology: it combines an international headquarters economy, top-level consumption scenarios, a mature professional service system, as well as clear direction guidance and strong execution capabilities for key industries. For investment institutions that emphasize industrial collaboration, Jing'an can significantly improve the efficiency from "investment" to "collaboration implementation" - making it easier to connect enterprises, chain owners, scenarios, professional services and cross-border resources into a network, allowing capital to truly become the "connector" and "accelerator" that connects the industrial chain.
Amplify the "siphon effect" and "multiplier effect"
The reporter learned that Jing'an is building a "1+8+18+X" integrated investment service system, creating a collaborative investment matrix for industrial departments, functional areas, and streets and towns, and deeply exploring multiple models such as industrial chain investment, map investment, and scenario investment, and continues to amplify the region's magnetizing effect on global leading companies and high-growth brands. Among them, Cathay Haitong Securities is committed to building a "Shanghai model" of aircraft carrier-level investment banks; the Jing'an District Government has joined hands with L'Oréal Group and Cathay Capital to establish the "Cathay Beauty Future Fund" to use capital as a link to help the clustered development of the beauty industry; the world's only LV "Louis" giant ship concept landmark has made a stunning appearance on Nanjing West Road, becoming a new fashion landmark in the city.
The rise of digital intelligence companies is accelerating, using AI and big data as engines to cultivate new productivity: Silang Technology released its self-developed MaPU architecture "Sky Dome" 3D scientific computer, achieving a phased breakthrough in the field of medical research and development; Jushuitan will be listed on the main board of the Hong Kong Stock Exchange in October 2025, becoming the first listed company in the domestic e-commerce SaaS ERP field. At the same time, the gathering of international and domestic brands such as Patagonia, Lecoco, and KEIGAN is accelerating, and regional development potential and innovation vitality continue to burst out.
As a key enterprise deeply involved in the field of smart travel, China Post Intelligent Travel has quickly integrated into the regional development ecology and achieved breakthroughs in business expansion, scene implementation, supporting services, etc. under the group-based precise services of industrial departments, streets and functional areas after landing in Jing'an; Yixian Ji With the empowerment and support of the district committee and government, the group continues to promote scientific research innovation and brand upgrading. Its global innovation R&D center has passed CNAS certification. In October 2025, China's first beauty innovation white paper was released at the "Beauty Creation Quiet World", demonstrating the core strength of China's beauty technology. This time, the two companies appeared as "Jing'an District High-Quality Development Enterprise", "Digital Intelligence Navigator" and "Xingrui Pioneer" respectively, which fully reflects Jing'an's strong attraction and strong empowerment of high-growth companies, and also allows companies to continue to release innovation momentum in a high-quality business environment.
At present, Jing'an District is based on the positioning of "International Jing'an, Excellent Urban District", anchors the goal of being an important hosting area of Shanghai International Science and Technology Innovation Center, accelerates the construction of a "two axes, one belt and three areas" spatial pattern, optimizes the spatial layout to drive upgrading of resource allocation, builds a solid carrier and broadens paths for precise investment promotion. The Nanjing West Road-Suhe Bay Central Vibrant Zone (CAZ) presents the charm of high-end services and fashionable consumption, the Daning "Three Life" Integrated Innovation Zone creates a livable, industrial and entrepreneurial cluster, and the Shibei International Science and Technology Innovation Zone deepens the industrial upgrading of the "cloud digital smart chain" - the three major areas work together to continuously amplify the "siphon effect" and "multiplier effect", providing strong support for industrial agglomeration.
Relying on the optimized spatial layout, Jing'an regards the construction of industrial carriers as the key to precise investment promotion, closely follows the "(3+3) + (1+3+X)" industrial system, and focuses on promoting the construction of three major cluster areas: "Data Communication Chain Valley", "Audio-visual Quiet World" and "Artistic Quiet World". By reducing the cost of enterprise innovation, accelerating the transformation of results, and smoothing the collaboration chain, Jing'an is striving to create a "gravitational field" for the integrated development of innovative ecology - so that every enterprise that settles here can find the soil for growth, collaborative partners and certainty of development.
Several opinions on strengthening financial management of institutions of higher learning
Guijiao [2009] No. 7
All municipal education bureaus, finance bureaus, and institutions of higher learning:
In recent years, the scale of higher education in our district has expanded rapidly, the conditions for running schools have continued to improve, the vitality of running schools has gradually increased, the quality of running schools has steadily improved, and higher education has entered a new stage of popular development. As the state's investment in higher education continues to grow, the pattern of raising school funding through multiple channels has become more stable. Financial management of colleges and universities is playing an increasingly important role in the reform, development and stability of schools, and it is also facing a more complex situation. In order to enable colleges and universities to establish management systems and operating mechanisms for independent education, independent development and self-discipline in accordance with the law, standardize financial behavior, optimize resource allocation, prevent financial risks, realize financial management in accordance with the law, scientific financial management, democratic financial management, and improve the efficiency of fund use, according to the "Public Institution Financial Management System" "Business Rules", "Financial System of Colleges and Universities" and "Several Opinions of the Ministry of Education and the Ministry of Finance on Further Strengthening the Financial Management of Colleges and Universities during the "Eleventh Five-Year Plan"" and other relevant regulations. Based on the actual situation of our district, the following opinions are hereby put forward on strengthening the financial management of colleges and universities in our district:
1. Comprehensively implement the Scientific Outlook on Development, attach great importance to and strengthen the financial management of higher education institutions, and provide a strong guarantee for the sustainable and healthy development of higher education.
(1) All departments and schools must adhere to the guidance of Deng Xiaoping Theory and the important thought of "Three Represents", guide the overall financial work with the Scientific Outlook on Development, fully understand the important position and role of financial work in the reform and development of higher education, attach great importance to and effectively strengthen the financial management of colleges and universities.
(2) The financial work of colleges and universities must achieve the goals of "clear rights and responsibilities, standardized behavior, strict management, adequate supervision, effective operation, and high-quality services" through measures such as institutional reform, mechanism innovation, system improvement, and team building, so as to serve the improvement of the quality of higher education, the cultivation of innovative talents, the enhancement of the school's scientific and technological innovation capabilities, and the construction of a harmonious society.
(3) Leaders of higher education institutions, especially party and government leaders, must establish a scientific outlook on development and a correct outlook on political performance, coordinate the relationship between scale, structure, quality, and efficiency, fully fulfill the organizational leadership and economic responsibilities of financial work, strictly abide by and implement various rules and regulations, effectively attach importance to and support financial work, and ensure the sustained and healthy development of various undertakings of the school.
2. Straighten out the financial management system and improve economic responsibility systems at all levels
(1) The president (dean) of a higher education institution is the legal representative of the school. He organizes the management of the higher education institution in accordance with the law and is authorized by the government. He is legally responsible for the school's financial work. He must strictly implement the country's financial laws, regulations, guidelines, policies and rules and regulations, and take effective measures to prevent and correct various violations of regulations and disciplines.
(2) Straighten out the financial management system of colleges and universities. In principle, colleges and universities should implement a financial management system of "unified leadership and centralized management" to concentrate financial resources on major tasks. Colleges and universities must ensure a high degree of unity in school financial rules and regulations, economic distribution policies, economic resource allocation, financial revenue and expenditure budgets, and accounting.
Larger colleges and universities, based on the actual situation and management needs of the school, can implement a financial management system of "unified leadership, hierarchical management, and centralized accounting" to fully mobilize the enthusiasm of each unit in the school to manage finances and increase revenue and reduce expenditures. According to the principle of combining financial power and administrative power, and on the premise of relatively centralized management of financial resources, the right to use funds can be appropriately delegated to secondary units within the school.
(3) Colleges and universities must independently set up a financial department (office) as the school's only first-level financial institution. Under the leadership of the school (dean), it shall centrally manage the school's financial work and participate in the discussion of the school's financial decision-making and the formulation of relevant regulations. Larger schools can set up secondary financial institutions according to work needs, and implement an accounting delegation system for them, clarifying the responsibilities and authorities of assigned accountants, business assessment systems, job rotation systems, major event reporting systems, etc., giving full play to the accounting supervision role of assigned accountants, and ensuring that assigned accountants perform their duties correctly. Strengthen the follow-up management of appointed accounting personnel and effectively protect the legitimate rights and interests of accounting personnel.
(4) Colleges and universities should, based on the principle of combining responsibilities and rights, establish an economic responsibility system at various levels according to the management level within the school, such as "school (department) president - deputy school (department) director in charge of financial affairs - financial director - financial director of secondary units - grassroots financial personnel", and clarify the responsibilities, authority, work specifications and disciplinary requirements of personnel at all levels. One level shall manage the first level, one level will drive the next level, and the lower level will be responsible to the higher level to ensure that all levels and links perform their duties in accordance with the law. At the same time, in accordance with the requirements of the economic responsibility system, relevant personnel who cause economic losses due to poor management, lax control, etc. will be held accountable in accordance with the law.
In order to strengthen the overall planning and control capabilities of financial work in colleges and universities and reduce errors in decision-making and work, schools should establish a financial leadership group that is responsible for the main leaders of the school and the participation of relevant leaders and departments to uniformly lead and coordinate the financial work of the school, promote scientific financial management and democratic financial management, and prevent individual leaders from monopolizing power, making blind decisions, and acting rashly. The school's annual budget, major financial expenditures, external investments, cooperation projects, etc. must be studied by the school's financial team and submitted to the school's highest decision-making body for collective discussion and decision.
(5) The person in charge of the first-level financial institution of a higher education institution is the specific manager and decision-maker of the financial work of the school. He should have a bachelor's degree or above in finance, management and other related majors and have been engaged in financial work for more than two years or have a professional technical title in finance and economics above the intermediate level. He should be familiar with and master the relevant national financial policies, regulations and management rules and regulations, and have strong comprehensive management capabilities and organizational coordination capabilities. His appointment and changes should be nominated by the school (dean) and submitted to the school's competent department for approval. They should not be transferred or replaced arbitrarily.
(6) Colleges and universities should enhance their awareness of financial management innovation and explore the establishment of a financial operating mechanism that focuses on efficiency and saves resources. In internal economic management, market mechanisms can be appropriately introduced to optimize resource allocation, promote resource sharing, and improve resource utilization. Each school should explore and establish a resource allocation mechanism linked to goals, tasks, and performance based on the principle of combining financial and administrative rights. Establish a cost-sharing mechanism for paid use of resources to reasonably share the operating costs of public facilities, reduce resource waste, and reduce school running costs. Establish a performance appraisal and tracking system for the use of project funds to improve the efficiency of the use of funds.
3. Strengthen budget management, rationally allocate school resources, optimize expenditure structure, and improve fund use efficiency.
The budget of colleges and universities is an integral part of the national budget. Budget management is an important aspect of financial management of colleges and universities. It is a means for schools to allocate educational resources and is the premise and basis for schools to carry out various financial work. All institutions of higher learning must organize efforts to carefully handle all aspects of budget preparation, budget execution, budget control, and budget evaluation.
(1) Colleges and universities must adhere to the general principle of "living within their means, operating within their means, and balancing revenue and expenditure" when preparing budgets. They must not prepare a deficit budget that exceeds the school's comprehensive financial resources. They must not use "liability management" or deficit budgeting as the school's economic work strategy or budget guiding ideology. Colleges and universities should prepare medium- and long-term financial revenue and expenditure plans based on the school's career development needs and comprehensive financial resources. The school's career development plan must be consistent with the financial revenue and expenditure plan. The revenue budget must be proactive and prudent. Except for independent accounting units, the revenue of any other units and departments must be included in the unified management of the school budget. Expenditure budgets must be proactive and prudent, make overall plans, ensure key points, and be diligent and thrifty.
(2) Colleges and universities should strengthen budget execution and management, rationally allocate school resources, optimize the expenditure structure, and improve the efficiency of fund use. Once the school budget is formally determined, it should become the "baton" for the entire school's economic work. The rights and responsibilities of organizing revenue and controlling expenditures must be assigned to positions and people according to the management level, so that each person performs his or her duties and assumes his or her responsibilities.
1.
All institutions of higher learning must actively organize revenue in accordance with the law, ensure the realization of revenue budgets, and collect and record revenue in full and in a timely manner. The extra-budgetary income of the school must be paid in full to the special financial account at the same level in accordance with regulations, and is not allowed to be deferred or withheld without authorization; the income is not allowed to be posted as current accounts and is collected and spent; the income of the secondary units affiliated to the school is not allowed to be separated from the unified financial management of the school; the establishment of "small treasury" is strictly prohibited. At the same time, colleges and universities should, within the scope permitted by law, make full use of their own resource advantages and good influence, and raise funds from multiple sources through social donations, asset revitalization, cooperation, and various forms such as alumni associations and foundations.
2. Correctly handle the relationship between "eating" and "construction", school career development and personal interests. The school's various expenditures must have a reasonable proportional structure. In terms of the arrangement of personnel funds, it must not only be conducive to establishing an internal incentive mechanism to meet the needs of attracting and stabilizing talents, but also gradually improve the treatment of all faculty and staff as the efficiency of running the school increases. At the same time, effective rules and regulations and supervision mechanisms must be established to prevent expenditures from being excessively tilted toward individual allocation. Gradually expand the proportion of public funds, tilt the funds towards teaching and scientific research, increase investment in development expenditures such as teaching infrastructure, key subject construction, teacher construction, equipment and book purchases, gradually improve the school's teaching quality, enhance the school's educational strength and development potential, so as to achieve the purpose of rationally allocating limited educational resources, improving the efficiency of fund use, and ensuring the balance of reform, development, and stability.
3. After the annual budget of a higher education institution is approved by the financial department and the competent department, it will not be adjusted in principle during the implementation process. If there are major changes in relevant national policies or business plans and tasks that have a significant impact on the revenue and expenditure budget and it is really necessary to make adjustments between projects, they must be reported to the competent department for review and then to the financial department for approval.
(3) Strengthen budget control and maintain the restraint, seriousness and effectiveness of the budget. Colleges and universities must strengthen rigid management of budgets and arrange expenditures in strict accordance with the expenditure items, standards, scope, amounts and time determined by the budget. Without the prescribed approval procedures, no department, unit or individual in the school can make any expenditure without budget or beyond budget. It is necessary to establish and improve the "one pen" approval system for financial expenditures, and whoever signs is responsible.
(4) Strictly implement the government procurement system and bidding system. Ensure that procurement behavior is standardized and transparent, procurement procedures are scientific and rigorous, effectively saving school funds, and preventing corruption from the source.
(5) Strengthen the management of scientific research funds. Colleges and universities must attach great importance to the management of scientific research funds. School leaders in charge of finance and scientific research must be responsible for the use and management of scientific research funds. School scientific research, financial and other departments and scientific research project leaders must each assume their own responsibilities and jointly manage and utilize scientific research management.
1. The financial scientific research funds applied for and obtained by colleges and universities must be strictly implemented in accordance with the scientific research fund management regulations formulated by the state. Scientific research projects arranged with non-financial funds obtained by colleges and universities shall be implemented in accordance with relevant contract provisions.
2. Colleges and universities should establish and improve the internal management system of scientific research project funds, and clarify the responsibilities and authorities of project leaders of scientific research, finance and other departments in the use and management of scientific research project funds. Funds for scientific research projects must be included in the unified financial management of universities, with separate accounts and dedicated funds.
3. Colleges and universities must strengthen the management of scientific research project expenditures in accordance with relevant national regulations. Expenditures for scientific research projects must be strictly implemented in accordance with the approved budget, with emphasis on strengthening the management of expenditures such as project management fees, labor fees, international cooperation and exchange fees, and collaborative research fees. It is strictly prohibited to adjust the budget on its own in violation of regulations and to divert and misappropriate scientific research project funds. It is strictly prohibited to make various expenditures that exceed the prescribed expenditure scope and expenditure standards. It is strictly prohibited to transfer scientific research project funds from layer to layer and to outsource scientific research tasks in violation of relevant regulations.
4. Strengthen fee management and resolutely put an end to arbitrary fees
The collection of fees in colleges and universities is related to the vital interests of the broad masses of the people, the healthy development of colleges and universities, and the overall stability of society. All colleges and universities must strictly follow relevant national regulations, effectively strengthen the management of various fees, standardize fee collection behavior, and safeguard the legitimate rights and interests of students.
(1) All charging items and standards must be reported to the finance, price, and education departments of the autonomous region for approval in accordance with the prescribed procedures and authority. Institutions of higher learning are not allowed to establish their own fee-charging items, set or raise fee standards or expand the scope of fees on their own, and are not allowed to charge students any fees other than those prescribed by the state.
(2) Administrative fees of colleges and universities are uniformly collected, managed and accounted for by the school's financial department. School fees are collected by academic year or semester. Advance collection across academic years is not allowed. "Two lines of revenue and expenditure" management are strictly implemented. Income is turned over in full and in a timely manner in accordance with relevant national regulations. The special government account can only be used as business income after the approval of the financial department, and can be used for school running expenses as a whole. In principle, service fees are collected uniformly by the school's financial department. If the conditions are not met, they can be collected by the school's functional departments, and are managed and accounted for by the school's financial department. Service charges must adhere to the principles of student voluntariness and non-profit, and must be collected immediately when they occur. They shall not be collected together with tuition fees. It is strictly prohibited to force services, or only charge fees but not provide services. In order to facilitate students' learning and life, the school collects and pays relevant fees on behalf of the units that provide services. It must be settled in a timely manner, refunding any excess and making up for the shortfall. It shall not be collected together with tuition fees, and no fees may be added to the agency fees.
(3) Before implementing charges, each school must apply for a charging license from the designated price department, strictly implement the education fee disclosure system, actively accept the supervision of students, parents and society, and accept the supervision and inspection of finance, price, auditing and competent departments. When collecting administrative fees, fee bills printed or supervised by the financial department must be used. Corresponding tax invoices should be used to collect service charges. The use of self-made bills is strictly prohibited.
5. Establish and improve internal accounting control systems and build a healthy and orderly financial management environment
Establishing an internal accounting control system is not only a need for career development, but also a legal obligation of colleges and universities. Deans of colleges and universities must, in accordance with the requirements of relevant national laws, regulations and rules, and in conjunction with the actual situation of the school, concretize various regulations issued by the state, and make necessary supplements to formulate a school internal accounting control system that is suitable for the school, highly operable, and penetrates into all aspects of financial work, and carefully organizes and inspects supervision. Through a series of control methods, measures and procedures, an internal accounting control environment of self-examination, self-adjustment and self-restriction is formed.
(1) Institutions of higher learning should establish internal accounting controls to achieve the following goals: standardize the internal accounting behavior of the school and ensure the authenticity and completeness of accounting information; promptly discover and correct errors, prevent fraud, plug loopholes, and eliminate hidden dangers; protect the safety and integrity of school assets and prevent the loss of state-owned assets; ensure the implementation of relevant national laws and regulations and school rules and regulations.
(2) Colleges and universities must, in accordance with the requirements of the Ministry of Finance's "Basic Standards for Internal Accounting Control", formulate internal control systems in aspects such as separation control of incompatible duties, authorization and approval control, accounting system control, budget control, property preservation control, risk control, internal reporting control, and electronic information technology accounting control.
(3) Colleges and universities should attach great importance to the supervision and inspection of internal accounting controls, and have specialized agencies or designated professionals specifically responsible for the supervision and inspection of the implementation of internal accounting controls to ensure the implementation of internal accounting controls. Internal accounting control inspections include the following contents: inspecting and evaluating the implementation of internal accounting controls; proposing improvement suggestions for deficiencies in internal control of various economic businesses, internal institutions and positions involved in accounting work; proposing commendation suggestions for internal institutions and personnel that have achieved significant results in the implementation of internal accounting controls, and proposing treatment suggestions for internal institutions and personnel that violate internal accounting controls. In addition, based on management needs, colleges and universities can also hire intermediaries or related professionals to test and evaluate the establishment, improvement and effective implementation of the school's internal accounting controls, so as to promptly discover major defects in internal accounting controls and make improvements.
6. Establish awareness of financial risk prevention to ensure the sustained, healthy and stable development of colleges and universities
Colleges and universities must establish risk awareness, establish an effective risk management system for possible risks in the school's financial work, and conduct comprehensive financial risk management through risk warning, risk identification, risk assessment, risk analysis, risk reporting and other measures.
prevention and control.
(1) Prevention of monetary fund management risks.
With the increase in government education allocations and the enhancement of school financing capabilities, the scale of monetary funds for colleges and universities is increasing day by day. Schools must manage monetary funds well from the aspects of internal control systems, personnel arrangements, etc., and establish and improve a fund security management system with internal control as the core and focusing on collective decision-making on large-amount fund flows, authorization approval of regular fund payments, and the "double signature system" of bank statement finance and audit department heads, to prevent fund losses, corruption, and misappropriation of school funds caused by internal employees' illegal operations. The main tasks of the on-campus settlement center of colleges and universities are to appropriately concentrate financial resources, strengthen internal fund management, and prevent extracorporeal circulation. They are not allowed to engage in illegal fund-raising, high-interest deposits, savings or loan extensions beyond the scope of their business. They are not allowed to engage in stock and other risky bond investment business to prevent investment risks from being converted into investment losses.
(2) Prevention of debt risks.
Moderate debt is widely used as a means for colleges and universities to raise development funds. Colleges and universities should adhere to the principle of positivity and stability, strengthen loan risk awareness, follow the principle of "whoever lends, who is responsible", make a plan for repaying principal and interest, assume the responsibility for loan repayment, and properly manage the school's debt.
1. Clarify the scope of use of debt funds. In principle, funds borrowed by colleges and universities from banks and other financial institutions can only be used for special purposes such as the construction of school infrastructure and teaching facilities. Loan funds may not be used to pay salaries, subsidies, or be used for the school’s daily life.
Operating expenses.
2. Strengthen financial analysis, reasonably determine the critical point of debt warning, and ensure that the school is moderately indebted. Schools should control the scale of borrowing by category based on their expected business income to prevent excessive debt from affecting the school's normal capital turnover.
(3) Prevention of joint liability risks in school-run industries.
Colleges and universities must strengthen the management of school-run industries, standardize the management of school-run industries in accordance with the requirements for the standardized construction of school-run industries, prevent school-run industry risks, promote the development of school-run industries, and ensure the maintenance and appreciation of state-owned assets. Colleges and universities should complete the restructuring of school-run industries as soon as possible, realize the separation of schools and enterprises, clarify property rights and responsibilities, standardize the organizational form of school-run enterprises and introduce modern enterprise systems, so that school-run enterprises can truly become independent operating, self-disciplined, self-developed, and self-financing entities. It is necessary to comprehensively clean up the existing school-run industries. If the investment procedures are incomplete, the registered capital is not in place, and the accounting treatment between the school and the enterprise is inconsistent, it must be regulated in accordance with relevant national regulations; those with poor management, large risks, or low contribution to the school should be closed in accordance with relevant legal procedures, and relevant claims and debts should be properly handled to avoid leaving hidden dangers.
(4) Prevention of economic contract risks.
Colleges and universities should establish and improve the economic contract management system, clarify the authority and procedures for signing economic contracts, and strengthen the management of economic contracts. The school's financial department should be responsible for the review (relevant economic terms), registration, filing and other management of economic contracts, provide relevant consulting services, and prevent economic disputes and financial risks caused by contracts. Institutions of higher learning are strictly prohibited from providing guarantees for the economic activities of any organization (including school-run industries) or individuals.
7. Strengthen financial supervision, improve the internal audit system, and establish a democratic supervision mechanism to improve the transparency of financial work.
Financial supervision is one of the important functions of financial management. While accepting external financial supervision, colleges and universities must strengthen internal financial supervision, establish a mechanism that combines pre-event supervision, in-process supervision and post-event supervision, and supervise the entire process of the school's financial activities.
(1) Clarify the supervisory responsibilities of financial personnel.
According to the provisions of the Accounting Law, the supervision content of financial institutions and accounting personnel mainly covers accounting information and property materials, which is a right granted by law. Accounting personnel of higher education institutions shall perform their supervisory authority in accordance with the relevant provisions. Regarding violations of national financial and economic regulations, accounting personnel of higher education institutions shall have the right to put forward opinions and report them to superior authorities and other departments.
(2) Give full play to the role of the internal audit agency.
The internal audit agency of colleges and universities is an irreplaceable department that supervises the rational and effective use of funds within the school, improves the efficiency of fund use, and ensures the healthy and orderly development of school economic activities. The internal audit institutions of colleges and universities are responsible for auditing and supervising the primary and secondary financial and other economic activities of the school. Colleges and universities must formulate and improve internal audit methods and procedures in accordance with relevant national auditing laws and regulations, standardize audit behavior, implement an audit supervision responsibility system, and ensure the compliance and legality of the school's various financial activities, the safety of funds and assets, and the authenticity and reliability of accounting information. It is necessary to use the power of internal audit to establish and improve the outgoing audit system of economic responsible persons at all levels in the school.
(3) Gradually establish and improve a democratic supervision system.
Colleges and universities should gradually establish and improve a system for reporting financial work to faculty and staff or faculty representatives, comprehensively promote financial disclosure in conjunction with the disclosure of school affairs, achieve scientific financial decision-making, democratize financial management, and institutionalize financial reporting, consciously accept the supervision of teachers, students, and employees, and improve the transparency of financial work. Actively cooperate with finance, auditing, pricing, taxation and other departments in auditing and inspecting colleges and universities. Major problems discovered should be reported to the competent authorities in a timely manner, effective measures should be taken to make serious rectifications, and the relevant responsible persons should be seriously held accountable. The financial responsibility audit report of the dean of a college or university should be included in the work handover of the school's leading cadres.
(4) Effectively strengthen financial supervision of secondary units.
Colleges and universities must establish scientific operating mechanisms and effective internal control systems for their subordinate secondary units in conjunction with the reform of the school management system. Second-level financial institutions must abide by the financial rules and regulations uniformly formulated by the school and accept the supervision and inspection of the first-level financial institutions. Important economic activities of secondary units, such as external investment, bank loans or guarantees for others, signing of important economic contracts, etc., should be requested or reported to the school.
8. Strengthen asset management to ensure the safety and integrity of state-owned assets
Colleges and universities should establish a new asset management system in accordance with the principles of combining asset management with budget management, combining asset management with financial management, and combining physical management with value management. They should use advanced management methods to implement real-time management and dynamic control of assets from formation, use to disposal, and fully grasp the stock, structure, utility and status of school assets.
(1) Colleges and universities must implement asset management agencies, clarify management responsibilities, and establish and improve fixed asset management systems. There must be strict approval procedures from purchase, acceptance, custody, and use to external investment, leasing, lending, selling, transferring, external donations, scrapping, loss reporting, and write-off of monetary asset losses. For houses, buildings, and large, precise, and valuable instruments and equipment, dedicated personnel must be responsible and a job responsibility system must be established. For non-operating fixed assets to be converted into operating assets, such as external investment, cooperation, equity participation, etc., a scientific and rigorous feasibility demonstration must be conducted, an appraisal agency with asset appraisal qualifications must be entrusted to conduct the appraisal, and the approval procedures must be handled in accordance with relevant regulations to ensure the safety and integrity of the assets.
(2) Colleges and universities should establish and improve the annual inventory system and regular inspection system of fixed assets to ensure that the accounts are consistent, the account cards are consistent, and the account facts are consistent. For fixed assets with surplus or deficit, it is necessary to find out the reasons, distinguish responsibilities, and deal with them in a timely manner. At the same time, it is necessary to improve the efficiency of the use of fixed assets and avoid idleness, repeated purchases and waste.
(3) Colleges and universities should report to the competent department or financial department when disposing of important assets, and strictly follow the approval procedures. They must not dispose of them without approval. When auctioning, transferring, or replacing assets of colleges and universities, an appraisal agency with asset appraisal qualifications must be entrusted to conduct asset appraisal in accordance with regulations. The write-off of losses of buildings, land, vehicles and large monetary assets owned and used by colleges and universities, as well as the disposal of instruments and equipment with a unit value of more than 100,000 yuan (including 100,000 yuan), must be reported to the competent department for review and approval by the financial department before they can be disposed of. After the disposal is completed, the asset accounts can be offset or increased accordingly. Units that dispose of assets without approval shall be dealt with in accordance with the Regulations on Penalties and Punishments for Fiscal Illegal Acts. If poor management causes serious losses to school assets, the relevant leaders and those directly responsible shall be held administratively responsible and ordered to compensate for the economic losses. Those who violate criminal laws must be transferred to the judicial department for investigation of legal responsibility.
(4) Colleges and universities should enhance their awareness of intangible asset management, strengthen the protection of intangible assets, and rationally utilize intangible assets in accordance with the law. When institutions of higher learning transfer intangible assets, they must conduct asset evaluations in accordance with relevant regulations to ensure that the rights and interests of the institution are not infringed upon.
9. Strengthen financial information management and establish a system for reporting on the financial operation of special funds and information disclosure on major economic matters.
Timely, true and complete disclosure of the school's financial status is a basic task of financial management, and it is also the financial responsibility of colleges and universities as independent legal persons.
(1) Colleges and universities should prepare the school’s financial statements and financial statements in accordance with relevant national regulations to ensure the authenticity and completeness of relevant data and information, and report them to the relevant superior management departments within the prescribed time.
(2) Establish a special fund financial reporting system. For special funds with designated projects and uses obtained by colleges and universities from relevant departments, before the project is implemented, they should prepare a project construction mission statement and conduct feasibility study and demonstration; during the project implementation, they should regularly report the use of funds to the competent department as required; after the completion of the project, they should submit the final account of the funds and a written report on the use effect, and accept the inspection and acceptance of the relevant departments. Special funds allocated by the school using non-fiscal appropriation funds must be organized repeatedly and carefully based on the school's career development plan and financial capabilities, reflected in the annual school budget, and reported to the competent department and the financial department for review and approval. Develop a corresponding signature and responsibility system for decision-making based on the amount. Whoever signs is responsible. Among them, capital construction projects, in particular, must strictly follow the infrastructure construction procedures prescribed by the state, identify the person in charge of the project, ensure strict planning, reliable funding sources, timely allocation of project funds according to the project progress, no arrears, and excellent project quality.
(3) In order to grasp and understand the economic status of colleges and universities in a timely manner, colleges and universities should fully disclose the following major economic matters and report to the competent authorities in a timely manner:
1. Purchase or transfer land;
2. Major foreign investment or cooperation projects;
3. The school’s loan from the bank. At the end of each year, colleges and universities should report to the competent authorities the total amount of debt, term, principal and interest repayment, etc.;
4. In addition to the salary and subsidy policies stipulated by the state and the autonomous region, the internal distribution system reform matters introduced by the school;
5. Other major matters that need to be reported.
10. Strengthen the informatization construction of the accounting team and financial management, improve the professional quality and professional ethics of accounting personnel, and improve the efficiency and management level of financial work
(1) Colleges and universities should attach great importance to the construction of the accounting team, care about the study and work of accounting personnel, and provide human resources guarantee for the development of school financial work. In accordance with the principle of merit-based appointment, we will systematically recruit high-quality professionals who meet the requirements, have professional qualifications and have both ability and political integrity, strengthen the accounting team, and at the same time attach importance to and strengthen the selection and training of reserve cadres for school financial management. In accordance with the provisions of the "Accounting Law", strengthen the continuing education of accounting personnel, continuously improve their professional quality and professional ethics, strengthen the overall awareness, responsibility awareness, innovation awareness and service awareness of accounting personnel, and formulate effective methods based on actual conditions, conduct comprehensive assessments of accounting personnel on a regular basis, reward the good and punish the poor, and fully mobilize the enthusiasm of accounting personnel to be dedicated to their jobs and manage their finances.
(2) Colleges and universities should speed up the construction of financial management informatization and gradually develop from pure computerization of accounting to comprehensive informatization and networking of financial management. Establish a basic database of financial information, promote the electronic transfer of fund receipts and payments, reduce cash flow, support relevant management information systems and public service platforms within the school, and enhance the sharing of financial information. At the same time, the financial department of colleges and universities should set up special positions and equip qualified professional and technical personnel to be responsible for the management and maintenance of financial management information systems to ensure the security of financial information.
11. Gradually explore and establish a scientific and reasonable comprehensive financial evaluation system, and strengthen the monitoring, inspection and evaluation of financial management work in colleges and universities.
The financial evaluation of colleges and universities is a multi-objective system. Based on the needs and actual situation of school financial management, it makes full use of existing financial and accounting data to gradually establish and improve a scientific and reasonable comprehensive financial evaluation system of colleges and universities. It comprehensively and systematically analyzes the allocation of financial resources of colleges and universities, grasps the overall financial strength of the school, analyzes and compares the school's operating efficiency, and inspects and supervises the school's financial risks. Establish an assessment and evaluation system and a tracking and effectiveness system with performance and risk evaluation as the core and supplemented by comprehensive financial strength, so as to correctly evaluate the financial operations and management status of institutions of higher learning, help institutions of higher learning analyze financial problems, provide a basis for improving management and efficiency, and assist macro management The department correctly understands the financial status and development trends of colleges and universities, understands financial risks, and provides a basis for classified guidance and formulation of financial policies and reward and punishment policies; through reasonable evaluation, it plays an overall correct policy-oriented role, integrates the basic ideas of financial management into evaluation indicators, and through financial management
According to reports from the World Wide Web citing the British Broadcasting Corporation and other media, on March 1, local time, British Prime Minister Starmer said that the United Kingdom has decided to accept the request of the United States and allow the United States to use relevant British military bases to carry out strikes against Iranian missile facilities.
Starmer shared a video of his speech on Iran-related issues on social platforms on March 1, local time. Starmer mentioned Iran's attacks on facilities in relevant countries in the Middle East, and said that "British troops stationed in the region are at risk due to Iran's actions."
Starmer also said that the United States has requested permission to use relevant British bases to conduct operations for "specific and limited defense" purposes, and "we have decided to accept this request." "We are not joining these strikes but will continue to take defensive actions in the area," he added.
On February 28, the U.S. military and Israel launched a large-scale air strike against Iran, killing Iran's Supreme Leader Ayatollah Ali Khamenei. Iran subsequently launched counterattacks against U.S. military bases in the Gulf and Israel.
According to Xinhua News Agency, U.S. President Trump said that he was "very disappointed" that Starmer had prevented the United States from using military bases on the Chagos Islands to attack Iran.
Britain had previously refused to allow the United States to use the base to attack Iran on the grounds of international law. Trump said in the interview that Starmer's change of attitude "took too long" and had "never happened" between the two countries, and that Starmer should have allowed the United States to use the base in the first place.
The Chagos Islands are located in the southwest waters of the Indian Ocean about 750 kilometers northeast of Mauritius. They were ceded to the British colonial authorities in 1965. The following year, the United Kingdom leased Diego Garcia, the main island of the archipelago, to the United States to build an air force base.
On May 22, 2025, the United Kingdom and Mauritius signed an agreement, and the sovereignty of the Chagos Islands was officially transferred to Mauritius. Under the agreement, the Diego Garcia military base will be leased by Mauritius to the United Kingdom and the United States. Trump has repeatedly opposed Britain's transfer of sovereignty over the islands.
Recently, the Ministry of Commerce of China decided to include 20 Japanese entities in the export control list in accordance with relevant laws. Why these Japanese entities? It’s clear when you look at the relevant data.
In this list, entities 2 to 5 are all subsidiaries of Mitsubishi Heavy Industries. In 2024, the amount of military product contracts obtained by Mitsubishi Heavy Industries will be far ahead among all Japanese companies. Mitsubishi Heavy Industries' products involve almost all military fields such as fighter jets, surface ships, submarines, tanks and aerospace equipment. The current range of Japan's domestic Type 12 anti-ship missile is only more than 100 kilometers, and the group is currently making every effort to extend it to more than 1,000 kilometers. The contract value of this project alone reaches 104.7 billion yen. In addition, the group is also developing "high-speed air-to-air missiles for island defense." The contract value of this project is 83.8 billion yen. In addition, the group also holds Aegis ship production orders with a contract value of 139.7 billion yen.
Mitsubishi Heavy Industries Group signed a very large single ship export contract with Australia in August last year. In order to compete with its German counterparts for this large order, the group joined forces with the Japanese government and set up an office in Canberra to lobby Australia at any time. In the end, Japan got what it wanted. It is reported that Australia has ordered 11 improved frigates from the group, with a total amount of up to 1 trillion yen. Among them, the first one will start construction at the group's Nagasaki Shipyard this year and be delivered in 2029. The first three ships were built at the shipyard, and the next eight ships will be built in Australia. Because of this large order, Mitsubishi Heavy Industries' stock market value has soared from 7.5 trillion yen at the beginning of last year to 15.1 trillion yen as of late October last year, which has tripled compared with March 2022, and its stock price-earnings ratio is as high as 65 times! As the Japanese government has significantly increased defense spending in recent years, related military industry companies have also made a lot of money. It is expected that the output value of the group's military industry department will soar from 500 billion yen in 2022 to 1 trillion yen this year.
Mitsubishi Heavy Industries continues to improve the defense capabilities of the Japan Self-Defense Forces by providing military equipment. In order to obtain a steady stream of orders, the group provides large amounts of political donations to the Liberal Democratic Party every year. Japan’s “Political Funds Income and Expenditure Report” shows that the group’s contribution to the Liberal Democratic Party in 2024 will be as high as 330 billion yen. Therefore, the Honorary Advisor of Mitsubishi Heavy Industries was also included in the "Meeting of Insights on Fundamentally Strengthening Japan's Defense Capabilities" established after Sanae Takaichi took office.
Ranked 6th and 7th on the list are subsidiaries of Kawasaki Heavy Industries. Kawasaki Heavy Industries' contract value from the Ministry of Defense in 2024 is as high as 638.3 billion yen, second only to Mitsubishi Heavy Industries. Its products also include fighter jets, submarines, missiles, and aerospace equipment. Among them, the contract value for the CH-47 transport helicopter alone is as high as 232.5 billion yen, and the contract value for the P1 fixed-wing anti-submarine aircraft is 61.4 billion yen. The group also provided 30 billion yen in political funds to the Liberal Democratic Party that year.
Fujitsu Group, ranked 8th on the list, has a contract value of 173.6 billion yen from the Ministry of Defense in 2024, ranking fifth in the industry. The group's core defense products are command and control systems and information communication systems, which are indispensable brain and eye-and-eye systems in modern warfare. Currently, the group is also developing a cloud service system for the Ministry of Defense. The group will donate 26.6 billion yen to the Liberal Democratic Party in 2024.
Ranking 9th to 14th on the list is IHI (Ishikawashima Harima Heavy Industries Group). The Ministry of Defense contract value it received in 2024 is 57.8 billion yen, and its strength is aviation engines. Currently, Japan is jointly developing a next-generation fighter jet with the United Kingdom and Italy, and the group is the leading company in engine research and development. The group's products also include aerospace equipment. In 2024, the group will donate 100 billion yen to the Liberal Democratic Party.
Numbers 15 and 16 on the list are NEC (Nihon Electric Corporation). Its main military products are air defense command systems and sonar systems for detecting submarines. In addition, its research and development and production of communication systems and cloud service systems are also its strengths. In 2024, the group will contribute 180 billion yen to the Liberal Democratic Party, and the contract value obtained from the Ministry of Defense will be 311.7 billion yen.
The 17th and 18th places on the list are JMU (Japan Marine Union), whose contract value from the Ministry of Defense in 2024 is 161.4 billion yen. Its main military products are surface ships including frigates and minesweepers and related ship equipment.
In addition to the above 20 entities, another 20 Japanese companies have been included in the "watch list", with Subaru at the top of the list. Although the company's main product is automobiles, it also produces military products such as trainer aircraft and helicopters. The contract value obtained from the Ministry of Defense in 2024 is 59.5 billion yen. The company donated 170 billion yen to the Liberal Democratic Party that year.
There is also ENEOS, whose products are mainly oil storage facilities. Its military-related products provide fuel to various combat aircraft of the Air Self-Defense Force.
From the relevant data listed above, we can know that the above-mentioned Japanese companies have provided a large amount of advanced equipment to the Japanese Self-Defense Forces over the years, significantly improving its combat capabilities, turning the Self-Defense Forces into a well-equipped army, and providing a material basis for Japan's resurgent militarism. The total output value of Japanese military industrial enterprises is expected to surge from 4,753.8 billion yen in 2013 to 8,845.4 billion yen this year, nearly doubling. For the sake of "sustainable development," these military-industrial enterprises rushed to "feed back" the Liberal Democratic Party. These huge political donations provided financial guarantee for the Liberal Democratic Party's victory in the previous House of Representatives election. This is how Japan's politics and economy reciprocate each other in broad daylight. This is definitely a "Japanese characteristic" that is difficult for other countries to copy. After Takaichi Sanae established one-party dominance, he became more aggressive and arrogant in both domestic and foreign policies. At this time, we took timely action to implement relevant control measures on these enterprises, which can be said to be the right time.
(The author is the former director of the Information Institute of Shanghai Institutes for International Studies)
The 2026 Women's Asian Cup is on fire. On March 3, the defending champion Chinese women's football team will make its debut against the average Bangladeshi women's football team. It must be noted that in the context of the rapid development trend of women's football in the world and the rapid improvement of the level of Asian women's football, the Chinese women's football team has exposed many shortcomings in this cycle, such as the inability to replace the old with the new, the strength not rising but falling, and being out of touch with the world trend. It is not easy for the Sonorous Roses to reach the semi-finals and directly obtain tickets to the Women's World Cup.
The fortune is good, the opponent's strength is from weak to strong
More than 20 years ago, during the heyday of the Chinese women's football team, winning the Asian Cup was almost easy. The "Second Chinese Women's Football Team" dispatched by the Chinese Football Association could basically win the championship easily. With the rapid popularity and rapid development of women's football in the world, the advantages accumulated by the Chinese women's football team in the past by relying on the professional system have been gradually smoothed out. High-level football countries have promoted the development of women's football through professional clubs and relied on universities to increase the popularity rate, achieving "overtaking around the corner."
The first opponent of the Chinese women's football team is the Bangladesh women's football team.
At present, the Chinese women's football team is in the second-tier and lower reaches in the world, and is positioned as the first-tier and lower reaches in Asia. Four years ago, Shui Qingxia led the team to win the championship due to the right time, place and people. Four years later, the team's strength has not improved qualitatively. Fortunately, the Chinese women's football team has good luck in the Australian Women's Asian Cup. The order of the games is easy first and then difficult: they face Bangladesh, Uzbekistan and North Korea women's football team in succession. The schedule is perfect.
It is the first time for the Bangladesh women's football team to participate in the Women's Asian Cup, and the head coach Peter Butler is British. He said that the team had rewritten history by qualifying for the Asian Cup for the first time, and hoped that by participating in this tournament, it would lay the foundation for the future development of the country's women's football team. "Whether we win, lose or draw, we will play our own style and will not 'set the bus'. I respect my opponent very much. Tomorrow will be a difficult game."
On March 2, 2026, Chinese women's football head coach Ante Milicic (second from left) and Chinese team captain Wu Haiyan (second from right) at a press conference. On March 2, local time, the Chinese team held a pre-match press conference for the 2026 Women's Asian Cup at the Western Sydney Stadium in Australia. On March 3, the Chinese team will play the first match of the group against the Bangladesh team. Published by Xinhua News Agency (Photo by Hu Jingchen)
At a press conference on the 2nd, Chinese women's football coach Milicic said frankly that as the head coach of the defending champion, there is definitely pressure, but the key is to focus on the team itself and play every game well. He said he was satisfied with the preliminary preparation work. The opponents have distinctive characteristics, are young and energetic.
"But at the same time, like always, we have to focus on ourselves," the Australian coach said. "Hopefully we can achieve what we have been working hard to achieve in training and have a positive performance tomorrow and bring a positive result."
Aim for the top four and strive to get direct qualification
This Asian Cup is directly related to the Asian quota for the 2027 Brazil World Cup. The top four will have direct access to the World Cup. The losing teams in the top eight will compete for the other two direct quotas through the play-offs. The remaining teams will need to play in the intercontinental play-offs. As the defending champion in 2022 and the nine-time champion in the history of the event, the Chinese women's football team must not only maintain its glory, but also ensure its qualification for the World Cup. No mistakes can be made in every step. Head coach Milicic made it clear that his goal is to reach the finals, and the team needs to prove its resilience in tough battles.
The Chinese women's football team was the champion of the last tournament, but the competition in this tournament is more intense and it is more difficult to defend the title.
As the backbone of the defense, Wu Haiyan served as the captain of the Chinese women's football team as early as the 2015 World Cup. Nearly 11 years have passed and the 33-year-old still wears the captain's armband. She has transformed from a young right back with strong running ability to an experienced central defender today.
"For me, always keeping the game fresh comes from my love for football. I also cherish every opportunity to represent the national team." She said, "I hope to use my actions to inspire more people who like football, and hope that more girls can participate in this sport. This is what I have always wanted to do."
The 2026 Women's Asian Cup will be held in Australia.
Four years ago, Shui Qingxia led the Chinese women's football team to a magical victory in the Asian Cup of the Indian Women's Football Team. Against the backdrop of the Chinese men's football team losing to Vietnam on the second day of the Lunar New Year, it greatly boosted the morale of the fans. The women's football team won the championship and the players' attention soared. The value of players and coaches increased overall. However, the Chinese women's football team subsequently missed the Asian Games championship, qualified for the World Cup group, and failed to qualify for the 2024 Paris Olympics. Shui Qingxia resigned.
Compared with four years ago, this Chinese women's football team is still dominated by veterans, with 10 players participating in the last Asian Cup, namely: Zhu Yu, Zhang Rui, Zhang Xin, Wang Shuang, Yao Wei, Wu Chengshu, Tang Jiali, Zhang Linyan, Wang Yanwen and Li Mengwen.
Facing difficulties head-on, fighting back against doubts about competition results
It must be admitted that Milicic, the Australian coach of the Chinese women's football team, needs to prove himself in continental competitions such as the Asian Cup. In the previous warm-up match, the Chinese women's football team he coached lost to the England team 0-8, creating the humiliation of the largest loss in the team's history, and was even on the verge of dismissal. In the end, the contract was abandoned because the contract signed by the Chinese Football Association and him did not have relevant performance termination clauses and the relevant parties were unwilling to pay high liquidated damages.
On March 2, 2026, Chinese women’s football head coach Ante Milicic gave a press conference. On March 2, local time, the Chinese team held a pre-match press conference for the 2026 Women's Asian Cup at the Western Sydney Stadium in Australia. On March 3, the Chinese team will play the first match of the group against the Bangladesh team. Published by Xinhua News Agency (Photo by Hu Jingchen)
While Milicic remained in office, the Chinese Football Association added Wang Hongliang, Ou Chuliang and other Chinese coaches to enrich the coaching staff, which was understood by the outside world as a check and balance on Milicic. The controversy over Milicic's coaching of the Chinese women's football team focuses on many aspects such as tactics that are out of touch with players' abilities, swings in personnel and stagnation in the replacement of new and old players, rigid on-the-spot command, team management violations, and questionable logic in coaching selection and retention. However, these problems mainly arise in some warm-up matches.
There is a famous saying in the football circle: you need to win the games you must win - compared with insignificant warm-up matches and friendly matches, the "Steel Rose" and the coaching staff need to prove themselves in official competitions such as the Women's Asian Cup.
Milicic's tactical concepts are relatively advanced. He advocates emulating the high-pressing tactics of his mentor Postkoglu. However, the Chinese women's football team's techniques and tactics have long been out of touch with the latest trends in the world. Technology, physical fitness, and confrontation are not enough to quickly support the high-pressing tactical system.
The Chinese women’s football team has certain experience advantages.
Especially when facing the world's top team, the England Women's Football Team, the Chinese team's tactical arrangements were too open, and their offensive methods amplified their own weaknesses. The team's ball possession rate was only 30%, and the offense was almost paralyzed. Fortunately, problems exposed in warm-up matches are sometimes a good thing, and can be gradually solved through daily training. Now in intercontinental competitions such as the Women's Asian Cup, the strength of Asian opponents is not too strong to withstand. As long as the coaching staff directs carefully, the Chinese women's football team can still win in the top four.
However, Milicic's trip to the Asian Cup is regarded as a controversial life-and-death test: if the results meet the standards, such as entering the semi-finals and qualifying for the World Cup, the controversy may be temporarily subsided; if there is another defeat, dismissal is almost inevitable.
Recently, a hotel in Milan became popular because the hotel receptionist liked to eat Hsu Fu Chi candy, which has dominated Chinese New Year for many years. This incident suddenly set off a craze among the Chinese in Milan to feed the front office.
Screenshot of the article posted by the first netizen.
The reason was that on February 17, a netizen posted an article saying that a man at the front desk of a hotel in Milan accidentally ate the candies shared by Chinese tourists. He flattened the candy wrapper and kept it. When he saw the Chinese tourists, he took it out and asked, "Can you bring me this candy next time you come to Milan? I can pay for it." The video was posted online, and netizens started a relay to feed the candy. Many people made a special trip to deliver candies.
On February 28, Ms. Han, who had just gone to the hotel to feed candies at the front desk a few days ago, told reporters that she couldn’t wait to participate after reading a netizen’s article.
Ms. Han is a graduate student in Milan and lives only 15 minutes away from Hotel Flora. Not only did she prepare Hsu Fuji black sesame candies, but she also printed a list, which clearly marked the flavors of the candies packaged in each color, as well as the ingredient list. "Because this candy is said to be the 'burp candy' of foreigners, foreigners are prone to allergies to this kind of nuts." Ms. Han said.
Ms. Han gave instructions to the guy at the front desk on how to prepare various kinds of candies.
Ms. Han told reporters that when she went to the hotel to feed the food, a girl had already been there, so the front desk already knew what she was there for. Ms. Han said in Italian: "You are famous in China." The front desk laughed in a friendly manner. The receptionist was surprised by the black sesame candies she gave him. What surprised him even more was that Ms. Han told him: "You are already very famous in China!"
The guy at the front desk smiled from ear to ear.
Ms. Han told reporters that the receptionist’s name was Karem, and they also became friends.
On February 27, the official account of "Xu Fu Chi China" announced that Hsu Fu Chi sincerely invites a young man from Milan to come to China to experience the thousand-year-old sugar-pulling process of puff pastry.
Xiaoxiang Morning News·Morning Video Reporter Li Shu
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