Trend reversal in local transport The train discovers the surface

Status: 06/22/2021 6:53 p.m.

Deutsche Bahn reactivates 20 disused routes and expands again into the area. The goal: Local transport should also become more attractive for people in rural areas.

Of Ulrich Crüwell, rbb

Despite all – partly justified – criticism of Deutsche Bahn AG: No other means of transport is under the same economic pressure as rail transport. “The rail is the only transport infrastructure that is shrinking. It is the only transport infrastructure that has to pay off. If we apply these standards to motorways, some roads in Mecklenburg-Western Pomerania would have to be demolished immediately,” says Dirk Flege, the managing director of Allianz per rail.

The rail network is growing for the first time in ninety years

But the shrinking of the rail network has finally come to an end, says Flege and speaks of a turning point. The railway is no longer dismantling, but the network is growing – as the federal government has longed for.

In their coalition agreement, the Union and the SPD agreed to double the number of passengers by 2030. But despite political will, the rail network became smaller and smaller and the road network increasingly dense by 2020. Many smaller cities lost their rail connections. But now Deutsche Bahn is putting 20 disused routes with a total length of 245 kilometers back into operation. “This is clearly just the beginning,” announced Jens Bergmann, head of planning at the DB Netz division. For people who live in the countryside, this could be good news.

Historical undesirable developments

For Martin Henke from the Association of German Transport Companies, it is even a historic one, because it ends an undesirable development that began ninety years ago with the construction of the first motorway. In the fifties and seventies there were real shutdown programs for railway lines, according to Henke. The Germans clearly preferred the car and built one of the densest motorway networks in the world.

After the fall of the Berlin Wall, it was a matter of optimizing, and politicians wanted the railway to be privatized as a stock exchange company. Rural local transport turned into a losing business. Deutsche Bahn speaks of a downward spiral: “If demand fell, little was done to make the route more attractive for passengers or freight traffic again.” According to Allianz pro Schiene, more than 15 percent of the rails were decoupled between 1990 and 2020 alone. But the mood in the country seems to have changed. The rail is experiencing broad political and social support, says association representative Henke. And this mood could also change the group.

“Every kilometer of track is active climate protection”

Among other things, the railway is putting closed connections in sparsely populated regions in Mecklenburg-Western Pomerania and Schleswig-Holstein back into operation. Whether big money can be made with it seems at least questionable. But apparently that is no longer that important – what counts is political and social will.

Bergmann, board member of Deutsche Bahn, formulates the corporate objective as follows: “We want to attract more people to the railways, get more goods on the rails. Every kilometer of track is active climate protection.”

Produced | Sohu Finance

Author | Gu Zitong

On the evening of June 14, Xiabuxiabu issued an announcement stating that its board of directors had held an extraordinary general meeting to remove Zhao Yi as an executive director.

In terms of the reasons for the recall, the Xiabuxiabu Board of Directors believes that Zhao Yi’s management methods and concepts are significantly different from those of other members of the board of directors, and that allowing Zhao Yi to continue to participate in the management of the company will not be in the overall best interests of the company and its shareholders. The board of directors believes that if the recall takes effect, it will not have a material adverse effect on the group’s operations.

It is worth mentioning that on May 20 this year, Zhao Yigang was dismissed from the post of chief executive officer of Xiabuxiabu.

Within two months, there have been three personnel changes in the senior management of Xiabuxiabu.

In terms of stock price, as of the close of trading on June 15, Xiabuxiabu’s share price has fallen 68.5% from the high in February this year to 8.5 Hong Kong dollars per share. The market value has evaporated by more than 20 billion Hong Kong dollars (about 16.5 billion yuan) in four months.

Three high-level personnel changes during the year, the stock price fell by nearly 70%

On May 20 this year, Xiabuxiabu issued an announcement stating that Zhao Yi was dismissed from the post of Xiabuxiabu’s chief executive officer because the performance of some of the group’s sub-brands failed to meet the expectations of the board of directors.

On May 21, He Guangqi, the founder and chairman of the board of directors of Xiabuxiabu, told the media including Sohu Finance that the appropriate flow of company personnel is a good thing for the group, because Xiabuxiabu’s previous performance in East China and South China was not good. It’s too ideal, so I consider taking over the surgeon’s adjustment and promotion personally.

According to Wind data, Zhao Yi joined Xiabuxiabu on November 12, 2012, and is mainly responsible for group auditing, accounting, financial management and IT-related affairs. From November 2012 to August 2019, Zhao Yi was the chief financial officer of Xiabuxiabu; from August 2019 to May 2021, Zhao Yi was the executive director and chief executive officer of Xiabuxiabu.

Before joining Xiabuxiabu, Zhao Yi served as the Commercial Manager of Unilever Services Co., Ltd., the Director of Retail Operations of Sony Ericsson, and the Chief Financial Officer of McDonald’s North.

As early as October 2019, Xiabuxiabu launched a young sub-brand “in xiabuxiabu”. Zhao Yi once publicly stated that the brand was launched by him personally, optimistic about the high-end development of small hot pot, and hoped to make the “one person, one pot” small hot pot to the extreme.

It is reported that the unit price of “in xiabuxiabu” is around 110 yuan, which is between Xiabuxiabu and Coucuo. So far, the brand has only opened two stores in Shanghai and Beijing.

As of last night’s announcement, Zhao Yi has been removed from the position of executive director of Xiabuxiabu, and currently has no current position in Xiabuxiabu.

It is worth noting that this is also the third change in Xiabuxiabu’s senior personnel in the past two months.

In April of this year, Zhang Zhenwei, the COO of the Coucou brand under Xiabuxiabu, confirmed to Sohu Finance that he would no longer serve as the COO of Coucou Catering from April 15th, and at the same time step down from all other positions related to Xiabu Xiabu Group and Coucou Catering.

Zhang Zhenwei revealed that he left Coucou for his current new catering business project.

Goldman Sachs previously issued a report stating that Zhang Zhenwei, CEO of Coucou, under Xiabuxiabu, has strong execution and investors need to pay attention to the risks associated with the departure of Coucou’s CEO. On the day Zhang Zhenwei announced his resignation, Xiabuxiabu’s share price fell nearly 15%.

The executives have left their posts successively, and the current major operations of the various brands of Xiabuxiabu are under the unified responsibility of the chairman He Guangqi.

It is reported that He Guangqi is the founder of Xiabuxiabu and serves as the chairman of the board of directors, chief executive officer and executive director of Xiabuxiabu. He is mainly responsible for formulating the group’s overall development strategy and business plan. He has more than 20 years of experience in the catering industry. Up to now, He Guangqi holds 41.46% of the shares of Xiabuxiabu.

One-fifth of the goal of opening stores in 2021 will be completed in half a year, and the number of new stores will be lowered

As of the close on June 15, the share price of Xiabuxiabu was reported at 8.5 Hong Kong dollars per share, a drop of nearly 70% from the February high. The market value had evaporated by more than 20 billion Hong Kong dollars (about 16.5 billion yuan) in four months.

Except for frequent high-level turmoil, Xiabuxiabu’s financial data has been bleak in recent years, and there has been no significant improvement in the later stages of the epidemic.

The financial report shows that Xiabuxiabu will achieve revenue of 5.455 billion yuan in 2020, a year-on-year decrease of 9.5%; net profit attributable to shareholders is 1.837 million yuan, a year-on-year decrease of 99.4%; net loss after non-deduction is 180 million yuan, a year-on-year decrease of 176.36%.

Sohu Finance found that Xiabuxiabu’s net profit growth rate has shown a downward trend for five consecutive years. From 2016 to 2020, Xiabuxiabu’s net profit growth rate was 39.74%, 14.17%, 10.07%, -37.71% and -99.36%, respectively.

In addition, the Taiwan turnover rate of Xiabuxiabu has also been declining year by year. From 2017 to 2020, the Taiwan turnover rate was 3.3, 2.8, 2.6 and 2.3 respectively.

As the main growth engine of Xiabuxiabu in recent years, Cocoa Hotpot will contribute 31% of total revenue in 2020. However, the turnover rate in 2020 will also drop from 2.9 in 2019 to 2.5.

In 2020, Xiabuxiabu will add 77 stores, including 39 Xiabuxiabu restaurants and 38 Coucuo restaurants, bringing the total number of restaurants to 1,201.

Previously, Xiabuxiabu had expected to open 100 new stores in 2021, but as of May 21 this year, it only opened 20 new stores, which is far below the target.

Xiabuxiabu Group CFO Yu Xiaofang previously stated that in order to solve the current development bottleneck, the group has made a series of adjustments. Previously, the vice president of development in charge of Cou Cou has also been transferred to the group level while managing Cou Cou and Xiabuxia. Bu, the speed of opening stores will also accelerate in the future.

He Guangqi told Sohu Finance that he would lower the target number of stores this year.

“Coucuo’s business will continue to focus on opening stores and the continued growth of the old store business in the short term. Before this, the tea and beverages part has declined, mainly due to the unavailability of imported raw materials due to the epidemic.” He Guangqi said.

Benedetta Quagli: Federico Chiesa has won a place in the Italian team to attend Euro 2020 . Chiesa’s private life is rarely mentioned in the media. However, his relationship with his girlfriend Benedetta Quagli still cannot hide from fans. According to the Inews This girl is known for her role as a model. Image: Benedetta Quagli. Chiesa has been dating Quagli since he was with Fiorentina. The Italian winger is currently 23 years old, while Benedetta is 27 years old. Besides modeling, this girl also helps her family in the fashion business. Photo: Benedetta Quagli. Chloe Wealleans-Watts is a member of girl band 303. She has been dating Chelsea’s Mason Mount for the past 4 years. Because she wanted to try different fields, she decided to sign with Storm modeling agency. According to the company representative, Chloe left a first impression with black hair and brown eyes. Image: Chloe Wealleans-Watts. When there is no photo session, the female model from the UK prefers to wear clothes that show her personality and youthfulness at the age of 21. In addition to neutral clothes, Chloe also makes herself stand out more with brighter tones. like pink, blue or yellow. Photo: Chloe Welleans-Watts. Zulay Pogba: Paul Pogba is one of the pillars of the French team at Euro 2020 . He is said to be married to a model born in 1996, from Bolivia. According to the Goal Initially, she studied Business Administration at the University of Bolivia but dropped out to emigrate to California (USA) as a real estate agent. She then quit her job to pursue a modeling career. Image: Zulay Pogba. Zulay Pogba’s style is not fixed. She constantly changes from the image of personality, luxurious lady to gentle, feminine. Branded bags are always an accessory that helps her create accents for her look. Photo: Zulay Pogba. Ashleigh Behan: Besides the model lineup, the player’s back Euro 2020 There is also a make-up artist. Ashleigh (26 years old) met Kalvin Phillips at school and they have been dating since 2010. Photo: Kalvin Phillips. Ashleigh often focuses on expressing her sexy features through tight dresses or cut-outs. Photo: Kalvin Phillips.

ENVSPC will join FPT in digitizing and digitalizing many processes. Southern Electricity Corporation (EVNSPC) and FPT Corporation have officially signed a strategic cooperation agreement in the field of digital transformation. This is part of the plan to turn EVNSPC into a digital enterprise by 2025. According to the cooperation agreement, EVNSPC will join FPT in digitizing and digital transformation of power distribution business operations management processes, contributing to improving the quality and efficiency of distribution management and business. electricity distribution, reduce costs, improve the competitiveness of the company. Mr. Nguyen Phuoc Duc – General Director of EVNSPC affirmed: “Digital transformation is the most important key program of EVNSPC, a strong driving force for EVNSPC to continue to improve its competitiveness, promote its growth and increase credibility with customers. We are determined to become a digital enterprise, ready to accept and test new ideas and technologies, make points, do it quickly, then evaluate and replicate; promote innovation”. Towards this goal, FPT will propose a number of digital transformation focuses that can be implemented right at EVNSPC, closely following the unit’s 5 key digital transformation goals for the period 2021 – 2022 towards 2025, including including: Accelerating the application of digital technology to innovate and improve the management and operation process of the power system; Design experiences to attract more and more customers to interact on digital channels, enhance analytics to understand customers; Improve processes, optimize corporate governance, enhance governance and data-driven decision making. EVNSPC also plans to build a strong and flexible digital ecosystem, maximize services, shared data, enhance security and so on. Mr. Nguyen Van Khoa – General Director of FPT Corporation expressed that EVNSPC has a great vision and determination to innovate for development. “FPT will study and advise on a suitable and effective digital transformation roadmap and commit to accompany EVNSPC on the digital transformation roadmap (…), contributing to turning EVNSPC into a digital enterprise soon” – Mr. Khoa said. The EVNSPC’s digital transformation program is one of the key themes of EVN Group’s 2021 which is “Digital transformation in the Vietnam National Electricity Corporation”. Over the years, EVNSPC has prioritized investment in information technology in improving business operations and has prepared for the digital transformation strategy. It is known that EVNSPC has deployed many technology solutions to serve electricity customers, EVNSPC has provided 100% of online electricity services to customers on website www.cskh.evnspc.vn and through Portal National public service, 21/21 Southern member Power Company has connected with the Public Administration Center in the “one-stop shop” method to quickly respond to people’s electricity demand . In system operation, EVNSPC has deployed SCADA system, built on 230 unmanned 110kV substations synchronously connected with remote control centers at units, initially building GIS maps and data Big data, thereby successfully building a series of IT application systems to improve business-business efficiency in the Corporation such as: Customer Management Information System (CMIS) , Remote metering data collection and management system (MDMS), Power purchase and sale monitoring system in the field of business (MDAS); Power and Grid Engineering Management System (PMIS), Grid Reliability Management System (OMS); Supervisory control and data acquisition system (SCADA); GIS system 110kV, GIS 220kV; Safety monitoring system through images in the field of technical and safety management;…

Signing of a cooperation agreement on waste collection and recycling. Accordingly, URENCO and PRO Vietnam cooperate to develop a specific plan to promote the model of sorting at source, collecting, transporting and treating recyclable waste in Hanoi; building and implementing communication plans: Designing, training, communicating to raise awareness, guide the method of garbage classification at source; thereby changing the habits and behaviors for the community in the classification and collection of recycled waste. At the same time, the two sides build a network to connect between collection and transport units – recycling units in promoting a circular economy … PRO Vietnam currently has 18 members who are the leading brand owners and packaging manufacturers, importers, distributors and retailers in the food and beverage industry. Speaking at the signing ceremony, Mr. Zahanzeb Khan, Vice President of PRO Vietnam shared: “Through this cooperation, we wish to create a connection between PRO Vietnam and members of the Urban Environment Association. Vietnam market and industrial park in implementing environmental protection activities, for a green – clean – beautiful Vietnam; at the same time, making packaging recycling more accessible and sustainable, towards the goal All packages of PRO Vietnam members put on the market are collected for recycling. According to URENCO’s statistics on the results of the implementation of waste management, classification and collection at sources deployed in 4 districts (Hoan Kiem, Ba Dinh, Dong Da, Hai Ba Trung) in Hanoi, from mid-August Until now, URENCO has purchased more than 150 tons of recycled waste. Of these, plastic accounts for 35%, paper 55% and 10% are metals.

The beaches in Phuket are empty of foreign tourists. (Photo: Bangkok Post Office) The Minister of Tourism and Sports of Thailand said that the number of Covid-19 cases per day has increased to more than 2,000 and is not sure how the pandemic will break out, so the previous goal is to attract 6.5 million foreign tourists in 2021 are difficult to achieve. The Thai government currently expects international arrivals by 2021 to be only 3 million to 4 million visitors. Meanwhile, local tourists are predicted to make about 100 million -120 million trips this year, down from 160 million in the previous forecast. However, Thai officials will continue to plan to attract international tourists who have been vaccinated against Covid-19, through a pilot project in the tourist city of Phuket from July 2021. The Ministry of Tourism and Sports will help distribute Covid-19 vaccine to 70% of Phuket’s residents in preparation for international tourists. Regarding the Covid-19 situation in Thailand, today (April 24), health officials of this country recorded a record high number of new cases in the day, with 2,839 cases and 8 more deaths. To date, this Southeast Asian country has recorded a total of 53,022 cases of Covid-19, of which 129 died and 22,327 are under treatment./.

Share with VTC News , expert Phan Anh Tu analyzed the wisdom in Kiatisak’s tactics and explained the failure of Hanoi FC. Video: HAGL 1-0 Hanoi FC – Are you surprised by the HAGL’s preemptive strike approach? HAGL played wisely. Coach Kiatisak arranged a foreign striker and a naturalized striker in the attack, with the aim of restraining the midfielder duo of Hanoi FC. As a result, technical winger players like Van Toan and Van Thanh have space to promote their abilities. HAGL knows in advance that Hanoi FC will be impatient to attack, so they play closely, systematically and counterattack very well. After having a goal from Xuan Truong, HAGL played leisurely, very alertly and in no hurry. Therefore, the quality of the home team’s finish is very good. If you play in a hurry, HAGL can easily pass and kick, but in this match Kiatisak’s team is not in a hurry. If they lose the ball, they can reduce the tempo of the game. Thanks to the leisurely, psychological comfort and the ability to control the game very well, HAGL has played better than Hanoi FC. Brandao (white shirt) was very aggressive. Contrary to the leisurely HAGL is a rare image of haste and impatience of Hanoi FC. The visitors are having psychological problems? Looking at the whole game, HAGL deservedly won. HAGL’s approach to the match, organization of tactics and idea of ​​playing ball is completely correct. They have a computational advantage, due to being the top team in this match. HAGL is kicked at Pleiku’s home ground, ranked above Hanoi FC and has a huge cumulative score. Coach Kiatisak’s team has a stable play style, increased player confidence. Meanwhile, Hanoi FC played in a bad mood. They have to play in Pleiku, which is a very difficult soccer field. In addition, the performance of Hanoi FC is also poor, so the calculation door of this team is much narrower than that of HAGL. In the first half, Hanoi FC attacked with a long ball, then in the second half put all his strength on the kick in a way to eat, fell to the air. However, the Capital team could not solve the situation due to psychological instability. Van Quyet’s missed situation is an example. Geovane is ineffective. The Hanoi FC players are very thirsty to win and impatient in this match, contrary to the confidence of HAGL. In addition, the foreign striker of the Capital team is very poor. They can besiege the opponent, but the quality of the shots is almost nonexistent. Geovane is not a mighty striker. He is a technician, an artist, but in fact Hanoi FC has no shortage of artists. They need a brave hero to describe a sudden conflict in the penalty area like Hoang Vu Samson, Oseni, … Foreign soldiers are poor, so Hanoi FC’s stone style is also bankrupt. – Confidence is also a different factor for HAGL today and HAGL in the previous defeat to Hanoi FC? That is the difference of HAGL in today’s match. The players believed in the coach’s tactical ideas, so when the Kiatisak was successful, he became even more confident. Having confidence, HAGL can execute situations with a very high probability of success. Conversely, if the player loses confidence, how many goals the striker scores and then the lower line conceded, the player can kick with fire and enthusiasm but still will lose. HAGL defends well now. The defender’s stone line is very solid and safe, creating a feeling of peace of mind for the striker. Thus, the attacking players only need to know the chance. HAGL strikers have good technical qualities from the past, so they can promote their abilities. HAGL defensively rolled out. – Kiatisak put Cong Phuong on the bench and when the player came on the field in the 30th minute (just like the match against the HCM City club), HAGL immediately got a goal. Is this luck, or a well-thought-out tactical plan? HAGL does not take into account the times when replacing Cong Phuong. That is the replacement of the tactical waiter. Bringing Cong Phuong in, HAGL can play counterattack effectively. Cong Phuong has the ability to pass the ball, to play the ball well, to play miraculously and unpredictably. When Hanoi FC was on the rise, coach Kiatisak needed Cong Phuong to create a threat in a counterattack. This decision is purely professional. Coach Kiatisak is also very good at hand. He understands that HAGL has many computational advantages, while Hanoi FC is in a difficult position without the staff. Cong Phuong is an unpredictable player. – Has HAGL had enough time, advantage, and humanity to compete for the throne? HAGL has good players, human quality is appreciated. After many years, the player’s experience has also increased a lot. They are more confident and mature. Coach Kiatisak also came to HAGL at the right time when the player entered the field, reaching a nine-year career, just like when Coach Park Hang Seo took over Vietnam. If Kiatisak came 3 years ago, HAGL is not as sure as it is now. At this time, HAGL has a mature, closed force, built with a very stable overall gameplay, instilled to each player. Every position on the field feels confident, understanding that doing the right tasks assigned by the coaching staff is successful. That gives HAGL great confidence. In addition, the HAGL force replaced very well, although replacing Tuan Anh, Viet Hung, and Quang Nho, the Nui Street team still showed this style of play. Of course, the star player will have better handling than a normal player, but Kiatisak’s students understand that if they keep doing the right direction, the team will have good results. HAGL is a potential candidate for the championship. They deserve this position. Thank you for the conversation!

Fernando is still injured, the other players are ready

Reporter (hereinafter referred to as “question”): In the past two months, how has the Guangzhou team been training?

Cannavaro (hereinafter referred to as “Ka”): I haven’t seen you for a long time, and the team’s preparations have been static for a long time. Last year, everyone was stranded in Doha. After returning to China, they went through isolation again. Now it takes a lot of time for the players. We return to the competitive state they deserve. During this period, our training plan is still different from last year. Now we have five days of training within a week and two rest days. The training intensity is very high in four days within five days, and there is a warm-up match in the remaining day. Many of our players have accumulated injuries. Some players also have some problems when they come back from the national team. Fortunately, the problems have been solved. Except for Fernando’s injury, the other players are ready for the Super League.

Q: What is the goal of the Guangzhou team this season?

Card: I don’t need to say too much about the team’s framework and lineup. Everyone sees it very clearly. We are now going to complete the replacement, but at the same time, it is difficult to maintain competitiveness in the process. It can be said that this is the most difficult year of my four years in the club, and we have not done any introduction. What’s more, the team still lacks Paulinho and Talisca. This year’s important goal is to reduce the average age of the team as much as possible, and the speed of replacement should be accelerated. At the same time, we must maintain a high level of competitiveness, and it cannot be said that there is no pursuit.

Q: How about the 11 people who entered the first team from the football academy?

Card: I personally and the coaching staff watched a lot of youth training games in more than two months, and finally selected 11 players to enter the first team. In Europe, the age of 17-20 has already begun to get opportunities. However, none of the 11 players in the team are ready to play in the Super League tomorrow. But they have been investigated for a long time. I think many of them are more promising. They are very promising young people. I will help them find opportunities. Their arrival is an important supplement for the first team. Don’t think that this is a task given by the team, nor is it an advertisement for the football school. They do have the qualifications and conditions to enter the first team. For these children, it takes time to see if they can grow up physically and adapt to the training intensity and lifestyle of the first team. I have a chance this year and I will let them appear on the stage.

Riding a bike to exercise recently makes me look young

Q: How will the relationship between the Chinese Super League and the AFC Champions League be balanced in the new season?

Card: Before the season, the coaches will write down the strongest players of each team on paper, calculate how many goals they can score in a single season, and finally calculate the sum. To win the Chinese Super League, you need 60-80 goals, and sometimes 80 is not enough. Calculating now, Paulinho can score 20 and Talisca scores 15. How much is 60 minus 35? If Barcelona does not have Messi and Juventus does not have Ronaldo, the problem is the same. The overall strength of a team can be very strong, but it still has key players, who are not the problem. Looking at the schedule, the first three scenes are against Guangzhou City, Shandong Taishan, and Shenzhen. They are all relatively strong.

Q: In recent years, some teams in the Super League have disappeared, and some big-name foreign players have left. What do you think?

Card: I am more qualified to answer this question. I have coached in the Chinese Super League for six years. If the league is to be important, one of the points is credibility and solidity. In the past six years, the league will change every year, and everyone who participates will have big challenges and influences. In the past two months or so, I have participated in a FIFA course, in which I will discuss the differences between different countries’ leagues and the management of clubs. Many of them will mention the Chinese Super League. Speaking of it, the Chinese Super League has unique advantages: there are a large number of fans, a large number of clubs, and the most important thing is to have strong investors. The team expected investors to “add more fuel” to the team, because they were used to this, but suddenly the oil gun was pulled out and the car was paralyzed. Once the investor’s gasoline can’t get in, the team will basically be paralyzed.

I hope that in the future, the Super League can improve its hematopoietic ability and living space, including fans, broadcasting, and marketing, but it is not that simple and requires a long-term plan. I regret the disappearance of the club, but I say that these are not critical or prejudicial attitudes, but my different perspectives on the issue.

Q: I love cycling recently. What is the reason?

Card: The feeling of riding a bicycle is very good, and you can see different scenery, which is very helpful for me to integrate into life in Guangzhou. The most important thing is that there is no worry about the epidemic in China, and it is very good to go anywhere. It can be said that China is the safest country in the world.

For me, using the rest time to exercise by cycling makes me look young. Once I start playing the game, if my results are not good, everyone will say that I am much older.

New express

Luka Modric and Real Madrid have agreed a new contract. (Source: Goal)

Luka Modric agrees to extend his contract with Real Madrid until the summer of 2022

According to the AS, After a period of negotiations with the “White Vulture”, Luka Modric agreed to extend the Bernabeu team until 2022.

Real Madrid’s biggest problem with Luka Modric is the salary reduction in the new contract that has been agreed. The contract will be announced soon.

Luka Modric joined Real Madrid from Tottenham in the summer 2012 transfer window for € 35 million. He quickly proved his ability, got 26 goals, 61 assists after 383 appearances.

The 35-year-old midfielder with Los Blancos won 16 titles big and small. In which, notably 4 Champions League championships, 2 La Liga championships, 3 European Super Cups and a number of other titles.

This season, Luka Modric, although 35 years old, is still one of Real Madrid’s irreplaceable pillars.

He played 3,038 minutes, helping Los Blancos compete for the La Liga championship with Barca and Atletico Madrid, and reached the semi-finals of the Champions League 2020/2021.

With the request from the representative, the price of Erling Haaland’s new club is estimated at 500 million Euro? (Source: Getty Images)

To leave Dortmund, Erling Haaland needs to reduce the transfer requirements

Although Dortmund clearly will not sell Haaland this summer, Mino Raiola attached “it does not mean I agree”.

Source Goal said, Erling Haaland wants to pay 35 million Euro / season. This means that the majority of teams who are interested, want to own the Norwegian striker.

Because only the salary paid to Haaland in the 5-year contract, for example, has cost 175 million euros for any team that wants him.

That is not to mention the overwhelming commission fee that Mino Raiola and Haaland’s father require – announced up to 20 million Euro / person.

Dortmund will not consider any offer of less than 150 million euros for a player who only costs 20 million euros to buy from Salzburg in January 2020.

Sheet Mundo It is estimated that, if including bonuses and surcharges plus the above numbers, the team that wants to own Erling Haaland will have to spend up to 500 million euros, a figure in heaven even before translation. Covid-19 happened, let alone the current situation.

If Haaland really wants to leave Dortmund to develop his career to a new level, it will definitely have to lower the requirements for a transfer to happen, when Real Madrid, Barca, Man City, MU, Chelsea are all interested. want to sign.

Dani Olmo will increase the flexibility of Barca’s play. (Source: AS)

Barca chose Dani Olmo

In addition to Erling Haaland and Sergio Aguero’s goals, Barcelona are implementing plans to recruit Dani Olmo.

Dani Olmo is in outstanding form with RB Leipzig, scoring 5 goals and making 11 assists. He is also a promising factor for the Spanish team.

Barca chose Dani Olmo to increase flexibility for the game, when the 22-year-old player played very versatile.

Dani Olmo was a member of Barca’s La Masia academy, before moving to Dinamo Zagreb (Croatia), and now impresses with Leipzig.

The cost for Barca to take Dani Olmo to the Nou Camp is about 40 million euros.

(synthetic)

Author | Zhang Yating

On April 12th, at Huawei’s 18th Global Analyst Conference, Huawei’s rotating chairman Xu Zhijun responded to many hot topics such as “future goals”, “whether to build a car”, and “frequent adjustments to cloud business”.

He pointed out that Huawei’s goal this year is still to survive, “There is hope for survival, and strive to live better.”

Regarding the topic of car building, Xu Zhijun said that after years of discussion, Huawei’s conclusion of not building a car has been discussed. At a meeting in Sanya in 2018, Huawei decided not to build a car. This decision has remained unchanged until now. This year, Huawei’s investment in the research and development of smart auto parts reached US$1 billion.

He said that after discussing with German, Japanese and other car companies, he found that the industry does not need Huawei branded cars, but needs ICT capabilities to help them build future cars. When working with car companies, we hope to create new business models and jointly build some sub-brand cars with car companies to make cars truly face the future.

“We selected three car companies to launch three sub-brand cars, such as BAIC ARC FOX. A series of cars will be launched in the fourth quarter. We have also cooperated with Chongqing Changan and Guangzhou Automobile.”

Regarding the cloud business, Xu Zhijun said that the business model of Huawei Cloud is different and more developed in an independent manner. “When the Cloud and Computing BG was established, it was hoped to integrate servers and storage, but later discovered that the energy of the cloud was consumed in the development process. Now I hope to concentrate on developing the cloud and increase the proportion of software service revenue.”

The following is the full text of the Q&A of the analyst conference:

1. “South China Morning Post”: At present, we have seen many companies deploying in the field of smart cars. Under this circumstance, Huawei does not build cars. Will this strategy stick to it? The payback cycle of the auto industry itself is relatively long. Was this strategy made by Huawei to reduce the pressure of liquidity and the pressure of chip shortages? Can you share more development plans in the field of smart cars and the reasons behind them?

Xu Zhijun: I have been asked this question many times. I have explained the answer to this question in detail in the process of communicating with friends in the auto industry media at the Beijing Auto Show and the Shanghai Auto Show. Of course, I also understand everyone’s aspirations. Everyone thinks that Huawei should build a car. Huawei has the brand and technical capabilities and should build cars. Why not build cars like everyone else? Companies such as Xiaomi are building cars. But I tell everyone that Huawei made this decision after years of discussion. Huawei started to conduct car-related research in 2012, when we established a car networking laboratory under the 2012 laboratory. At that time, there was no concept of smart cars, no concept of autonomous driving, only the concept of electric cars. We first wanted to study the technology needed for electric vehicles.

But as research continues to move forward, the automotive industry is constantly changing, from a simple electric car to an autonomous car. From 2012 to the present, the entire future-oriented car has undergone tremendous changes, and the technology has also undergone tremendous changes, especially after the rise of artificial intelligence technology. It turned out to be a “three-electric” system, and then it was discovered that we were to be a “driver”. In fact, the automatic driving system is to be a driver instead of driving. Later, our research found that all the technologies and capabilities that Huawei possesses are being applied more and more widely in vehicles. We believe that ICT capabilities are becoming more and more valuable for the various technologies and components required for future autonomous driving and electric vehicles.

From 2012 to the present, I have also communicated with the chairman and presidents of all Chinese auto brands, as well as the senior executives of German and Japanese auto companies, and found that the industry needs Huawei more, not the Huawei brand, but Huawei’s ICT Ability to help them build future-oriented cars. Therefore, in 2018, our management team met in Sanya and made a decision: clarify that Huawei will not build cars and help car companies build good cars. This decision has not changed so far.

Of course, as a company in the ICT industry and dealing with the automotive industry, we also hope to create some new business models. Therefore, we will choose some partners for in-depth cooperation, and then we will use the “Huawei inside” approach to support car companies to build their sub-brands, empower some car companies, and truly make future-oriented cars. We have now selected three partners to support them in building their own sub-brands. You may already know that we support the ARCFOX brand created by BAIC New Energy and will soon launch a series of cars for the market. ARCFOX brand series cars will fully combine all of Huawei’s (ICT) capabilities and BAIC’s (complete vehicle) capabilities to give consumers a different experience. We have similar cooperation with Changan and Guangzhou Automobile in Chongqing. We will have options for this kind of cooperation, not too many.

We designed a brand logo called “HI” for the “Huawei inside” model, which stands for Huawei Inside. Seeing the HI logo in the future will prove to be a car built by Huawei and this partner. However, not all vehicles provided by Huawei can be marked with the HI LOGO. Only vehicles using our autonomous driving solution can be marked with the HI LOGO.

2. “China Business News”: Last year, Mr. Xu, you said that the biggest goal is to survive and make a financial report. We see that this year’s financial report has achieved a relatively stable growth. You mentioned just now that the entire external environment this year is still relatively complicated. What are our new challenges or goals this year?

Xu Zhijun: The goal this year is to survive. But this year we hope to have some time to think about the next steps and see if we can live a little bit better. Everyone knows that we are spending time in 2019 and 2020 to deal with the three sanctions imposed by the United States, so there is not much time to think about whether we can really survive in the future and whether we can live better. After so long of inventory and business adjustments, I found that it is still very promising to survive, but we still have to strive to live a little better. So I hope that next year’s annual report conference will be held normally, and the analyst conference will be held normally. Of course, it is the best that it can be held every year. I can meet everyone and you can also see me.

3. IDC: I have two questions I would like to ask. The first is about HUAWEI CLOUD, because we noticed that not long ago, HUAWEI CLOUD made very frequent organizational structure adjustments, and finally changed from BG to Cloud BU with Xiao Xu as the chairman. Finally, Cloud BU is in Huawei’s organizational structure. What exactly is the position of? What changes or adjustments will the corresponding HUAWEI CLOUD strategy have in the future?

The second is about the Kunpeng industry. Not long ago, ARM just released the instruction set of the V9 architecture, and said that V9 is not under the control of the US administrative export license. What is Huawei’s authorization for ARM V9 now? Is it a complete authorization or a perpetual authorization? In addition, in respect of the corresponding Kunpeng industry, how will the future problems of our chip design, production, and foundry be solved? please explain it.

Xu Zhijun: The business model of Huawei Cloud is an online business and a subscription business model. Therefore, Huawei Cloud has always been an independent BU operating end-to-end and relatively closed-loop. When we set up the cloud and computing BG, we hoped to be able to coordinate the operation of servers and storage with Huawei Cloud, but some problems were discovered during the coordinated operation, which instead consumed the energy of our cloud team. So we are now returning the server and storage to let Cloud BU focus on developing cloud services.

We strengthened the positioning of HUAWEI CLOUD BU, which is actually a measure of our company to strengthen software investment. HUAWEI CLOUD invests more in software and has its own industry rules. We hope that it will be more independent and develop more freely to increase the proportion of software and services in Huawei’s total revenue.

Regarding Kunpeng, it itself is an ARM ecosystem, but we have named it in China. No one dares to give us foundry chips now, at least I don’t think it will be solved in the short term. However, we are unswerving to develop Kunpeng’s ecology, and this will not waver. Once Kunpeng’s ecology develops, I believe that other companies will design CPUs. It is just a matter of strength and weakness. This also provides another option for the whole of China.

Regarding ARM V9, whether it is the CEO of ARM or the vice president of marketing, it has been very clear that it is not restricted by the US export control. Unrestricted means that we can carry out normal business cooperation with ARM. , Cooperate as you want.

4. IHS Markit: In recent years, more and more new cars are equipped with interconnection technology. With the improvement of the level of autonomous driving and the addition of various technology companies, more and more rich applications and ecology have been integrated on the car. In the 5G era, cars, as nodes of IoT devices, are interconnected with everything, such as the interconnection of cars and cars, the interconnection of cars and roads, the interconnection of cars and devices, and the interconnection of cars and hybrid clouds. First question, what changes does Huawei think 5G technology and future 5.5G technology will bring to smart cars? Second question, please share the recent progress of Huawei’s smart car product line?

Xu Zhijun: Actually, there are different opinions on how much value 5G has for autonomous vehicles. People who do traffic more hope that the vehicle and the road can be coordinated to realize the automatic driving of the vehicle and give full play to the coordination of the road and the vehicle. In this case, whether 5G or 5.5G, its value is greater. But there is a question. Without 5G or 5.5G, can this car realize autonomous driving? Do you want to achieve autonomous driving?

Another point of view is that in order for a car to realize autonomous driving, it must realize autonomous autonomous driving and cannot rely on others. Just like every normal person of us, all your behaviors are managed independently by you, without relying on others, unlike a blind person who has to rely on a crutch. If a car must rely on 5G or 5.5G in order to achieve autonomous driving, it will be miserable. What if a 5G base station is broken? This puts too high a requirement on the network of mobile operators. The network must cover any place, and it must be ensured that there will be no problems under any circumstances. It must have strong resilience, which is unrealistic.

So from this perspective, whether 5G or 5.5G, it cannot be necessary. Of course, 5G will be better, but it is more of an auxiliary capability. I have always believed that 5G has been politicized and its capabilities have been exaggerated. I once attended a conference and listened to everyone talking about 5G, and the talk was full of enthusiasm, but I couldn’t understand which G they were talking about 5G. Our mobile communication technology has evolved from 1G to 2G, 3G, and 4G every ten years or so. 5G is to evolve one generation and upgrade one generation on 4G technology, which is not much different from the evolution generation of 2G and 3G. Of course, do you say that 5G is better than 4G? That’s not realistic, after all, it was built after the industry has spent ten years and huge investment. Of course, it will be better than 4G. However, it is an exaggeration to say that 5G is the foundation of everything, as everyone said.

Smart car BU is our key investment industry. It has its own sales, delivery and other organizational capabilities. It is our company’s most complete BU except for consumer BG. We have invested more than US$1 billion in the research and development of smart auto parts this year. China now needs 30 million vehicles a year, and there will be more in the future. We believe that even if we only focus on the Chinese market, an average annual income of 10,000 yuan from each vehicle is enough. Of course, Huawei hopes to be a global industry in any industry, not just limited to the Chinese market.

Now every component we make has been introduced to the market and is gradually gaining application. At the Shanghai Auto Show in April, the “Huawei inside” cooperation mode car will provide everyone with an autonomous driving experience in densely-vehicle urban areas. Our team told me: They are the best, able to autopilot without intervention for 1,000 kilometers in the urban area, which is much better than Tesla. You can go to Shanghai to experience it after this meeting.

5.Guardian: Two issues. First, under the sanctions imposed by the United States, Huawei is actually facing a series of supply pressures including chip supply. Now the sanctions will not disappear in the short term, so is Huawei? The future still depends on the reserves prepared before the sanctions? Second, after the Biden administration took office, how did Huawei judge the US sanctions and the future relationship between the US and Huawei?

Xu Zhijun: I think all the customers, partners and people who care about Huawei all over the world are squeezing their sweat for Huawei: How much inventory is there? Our annual report conference has clearly stated that we have no problem meeting the needs of To B customers, but not always.

To cope with this problem, we mainly rely on two points. One is to use these stocks to support us to live as long as possible. For this reason, we focus more on some regional markets and customers. Second, Huawei is a large global purchaser of semiconductor chips and devices. We originally ranked third in the world, second only to Apple and Samsung. We have huge demand. At the same time, China is a huge chip market with nearly 400 billion U.S. dollars in purchases each year. Many Chinese companies are worried that they will be suppressed similarly to Huawei, and they also have similar needs to Huawei. If there is such a big demand, there will always be companies willing to invest, to see if they can find a way that can not only meet the regulatory rules of the United States, but also meet the needs of Huawei and other Chinese companies. We hope that our global partners can do this at a certain time. If our inventory consumption happens to be in line with this, then our problem will be solved. I believe this day will come!

Of course, after the Biden administration came up, we are also paying attention, but we have no illusions about Huawei being removed from the list of entities. We think we will work and live on the list of entities for a long time. We cannot formulate the company’s strategy under assumptions and illusions. Our current overall strategy and specific measures are based on Huawei’s long-term survival and development under the entity list.

6. “Jakarta Global”: Many countries in the Asia-Pacific region have proposed digital transformation plans. From the perspective of Huawei, how do you view the future development of the entire digital transformation in the Asia-Pacific region? What role will Huawei play in this process?

Xu Zhijun: Except for a few countries, the Asia-Pacific region is still relatively backward in terms of digitalization. This new crown epidemic has fully let all government departments, consumers and enterprises see the value of digitalization.

Huawei’s vision is to bring the digital world to everyone, every family, and every organization, and build an intelligent world with all things connected. Therefore, our company’s mission and everything we do is to help the digital transformation of all walks of life.

We have been working in the Asia Pacific for more than 20 years, and Huawei has been working hard to promote the digital transformation of various industries in the Asia Pacific. I believe that this is an opportunity for Huawei. I also believe that through Huawei’s efforts, the digitalization process in the Asia-Pacific region can be accelerated. We can bring advanced technology and digital transformation experience to every country in the Asia-Pacific, as well as every industry, enterprise and government organization in every country.

7.ITR Research: In your introduction, you mentioned 5G and 5.5G. My question is, you just mentioned some visions in 2030, but now many operators and manufacturers are already talking about 6G in 2030. Then I would like to ask what is Huawei’s strategy on 6G?

Xu Zhijun: We believe that 6G should be introduced to the market around 2030. But what 6G is now, we don’t know yet. Our industry hopes that around 2030, like 4G and 5G, there is one thing to contribute to consumers and enterprises, so now we are mainly doing two aspects. First, we work with the industry to work hard to define what 6G is. We may soon release the 6G white paper, hoping to discuss with consumers and all walks of life what 6G will look like in the future. Second, we are doing some basic research and research on cutting-edge technology around the vision and the definition of 6G, hoping to realize the 6G we jointly defined.

Maybe our imagination is limited, or all the industries in the world have limited imagination, and we find that we can’t find 6G application scenarios anyway, then maybe 6G is not needed. If 5G or 5.5G can help realize the scenarios and applications you imagine, then 6G is not needed.

So we may have to wait for the next generation of us, who are smarter than us, or their consumer needs are different, they play differently, and they find that 5G can’t handle their needs. There must be a 6G, which may be the value of 6G. In the past, I discussed with the wireless team, I said that we have achieved 5G from 2G, can this group of people stop doing 6G. But we found that people always come to discuss 6G with us, so we can only organize everyone to study 6G. Therefore, the president of wireless products and I said that we must find a group of young people to do it with us, so that in the 6G era, those of us will retire, because we have no room for imagination and can’t imagine it. At that time, this When a group of people grow up, they can continue to imagine and continue to do it.

So let me summarize our views on 6G: We look forward to 6G, but not necessarily 6G. But we still have to prepare, do research, and invest for the possible arrival of 6G.

8. Nihon Keizai Shimbun: Under the pressure of the United States, how does Huawei maintain cooperative relations with Japanese companies? In 2019, Huawei purchased 1.1 trillion yen in parts and components from Japanese companies. What is the amount in 2020? What about this year? Thank you!

Xu Zhijun: All cooperation between Huawei and Japanese companies is still in a normal state. Our cooperation is mainly in three aspects: First, we provide products and solutions to Japanese operators to help operators serve their customers. Second, we participate in the digital transformation of Japanese companies. Third, we are facing the future together with the Japanese industry to build industries and standards.

Our purchases from Japan in 2019 are about 10 billion U.S. dollars, and in 2020 it will be about 8 billion U.S. dollars, a decrease of 20%. Therefore, Japanese companies are typically treated by unfair trade and non-free trade, because Japanese companies need the approval of the US government to sell a chip or a device to Huawei. This is a typical unfairness and a typical hindrance to free trade. And it’s not just Japanese companies that are affected.

9. DBS Bank: My question is about HiSilicon. Under the pressure of the United States, advanced manufacturing processes cannot help HiSilicon to manufacture chips. I want to know what HiSilicon’s future business model will be?

Xu Zhijun: First of all, any chips developed by HiSilicon now have nowhere to be produced and processed. Secondly, for Huawei, HiSilicon is just a chip design department, not a profitable company, so we have no desire for profit by itself. Now we are raising this team and moving forward as long as we can afford it. Of course, this team can continue to do some research, technology development, and technology accumulation to make some preparations for the future.

“I had a great relationship with Mourinho, all saw it. But the next day, I couldn’t understand what happened. This is the strange thing between me and Mourinho. I can’t explain it, by myself. I also do not know why “, the French midfielder stressed.

The relationship between Pogba (right) and Mourinho rifted in the 2018/19 season. Photo: Getty.

Pogba and Mourinho worked together in the 2016-2019 period. In the summer of 2016, Mourinho directly influenced MU leaders to spend 89 million pounds, recruiting Pogba from Juventus. This is the MU and Premier League record deal.

The French midfielder shined in the early stage of wearing MU shirt. From the second phase of the 2017/18 season, the relationship between Mourinho and Pogba deteriorated. Before “Special One” was fired, it was reported that Mourinho and Pogba did not want to see each other.

Under Solskjaer, Pogba gradually regained his form. This season, the French midfielder played 34 games, scored 5 goals and had 6 assists. Inspiration gradually returned to Pogba’s feet.

“Solskjaer’s coaching works, because he is close to the player. Of course, every coach has a different philosophy and the player has to adapt. There are some actions that make you uncomfortable,” Pogba continued. Continuity of the exchange.

Besides Pogba, Luke Shaw is another MU player who had a conflict with Mourinho. “Special person” publicly criticized Shaw in the newspaper in 2018. After that, Shaw determined to practice and was progressing at the hands of Solskjaer.

“Solskjaer helped Shaw a lot. That season (2017/18 – PV) was really hard for Shaw. He showed his ability when he received the trust from Solskjaer”, Pogba concluded.

Pogba: ‘They tried to get me fired’ The French star said that the Granada players made a mistake to provoke him to receive a second yellow card in MU’s 2-0 victory in the second leg of the Europa League quarter-finals.

Quang Ha town, Hai Ha district, increasingly spacious and modern.

Quang Ha town is the political, economic, cultural – social center of Hai Ha district, located on the traffic route connecting Ha Long with Mong Cai, which is identified as one of two “breakthrough points. breaking an important “socio-economic development” of Quang Ninh province with the orientation of becoming an economic, commercial, industrial, tourism, service and seaport center of the Northern midland and mountainous region, of the coastal economic belt in the Gulf of Tonkin and the focal point of the Vietnam-China economic corridor, playing a role in promoting the economy of the whole district.

More than 10 years ago, Quang Ha town was only a small scale with 5 streets, walking around for a dozen minutes, the end of the town. But so far, Quang Ha has completely changed with the formation of a series of urban areas and residential areas. Especially, in early 2020, Hai Ha will merge Quang Dien, Quang Trung, Phu Hai communes into the town with the total natural area of ​​the town after the merger is 26,02km2, with a population of 14,815 people. This meets the need for urban expansion in the district.

The urban traffic routes of Quang Ha town have been expanded.

Not up to this point, but over the years, the district has focused on investment and urban upgrading. Up to now, the urban infrastructure of Quang Ha town has basically been completed. Most of the townspeople have houses with an average floor area of ​​32.2m2 / person. The traffic roads are invested, widened, spacious, clean and beautiful. All main streets in urban areas of the district have lighting equipment at night. The town has a square, green park, theater, cultural house … to meet the needs of entertainment, culture, arts, sports and sports of the people. The investment in medical and educational establishments is spacious and modern. The entire town is covered with mobile communication.

The people of Quang Ha town clean and clean the river bank that runs through the town.

Quang Ha town’s environment is focused by the people. Hazardous wastes are collected and treated in accordance with regulations; 95% of solid waste, domestic waste in urban areas is collected and treated. The water supply and drainage system is also invested quite fully, currently nearly 90% of the population in the urban area of ​​the district is supplied with clean water for daily life. In particular, the people of the town are always actively cleaning and cleaning the environment of the neighborhood, river embankment … Volunteer groups also donate to renovate the landscape of the river embankment around the town, plant trees. green … create a clean, beautiful environment.

The members of the group “Ha Co old definition” donated money and labor to plant the giant pine tree, to clean and embellish the area of ​​the embankment of the Ha Coi River running through the town. Photo: Le Thanh (Old group of Ha Coi)

Although merging 3 communes into the town, but shifting the economic structure of the town quite quickly towards increasing the proportion of commerce, service, industry and construction; reduce the proportion of agriculture. The rate of non-agricultural workers in inner-city areas reaches 89.5%. This has contributed to increase the town’s budget revenue in 2020 to above VND 863 billion, while the town’s budget expenditure is at a lower level. That helps to balance the town’s budget revenues and expenditures quite well.

The quality of life of the townspeople has been improved; Average income in 2020 of Quang Ha town will reach 2,822 USD / person. The urban appearance in Quang Ha has undergone significant changes. Currently, the poverty rate of the expanded Quang Ha town is only 0.97%.

Compared with the standards of grade-IV urban centers, Quang Ha town basically meets all the necessary conditions. Currently, the district continues to invest in town infrastructure to be recognized as a Grade IV urban center in the shortest time; at the same time, reaching the criteria of grade-III urban infrastructure by 2025.