Most of investment bankers or research analysts concerned China Government will probably take measures “the state advances and the private sector retreats (Guo Jin Min Tui)”, which will incur the FDIs to quit Chinese Market. In Fact, the Chinese state has long heralded a policy to reform the state sector that it calls “mixed-ownership reform,” aiming at encouraging more nonstate shareholders to own stakes in state firms in the hope of making them more competitive. China’s policy choices in the Xi Jinping era have tended to favor SOEs over the private sector, since NPEs are reluctant to play the pioneering role at costly and time-consuming technological upgrading and energy transition which Chinese state advocates consistently in recent years. That indicates there will be more M&A activities among SOEs, among new technology companies or among large NPEs owning heavy assets such as infrastructures, real estates, and new energy industry. We predict that a few M&A launched by Chinese SOEs become a new option of exit strategy in FDIs investment in China Business, provided that the FDIs make investment in the business meeting demand of the SOEs in policy guidance.

For most consumers, sustainability in the automotive industry has traditionally meant switching from internal-combustion-engine vehicles (ICEVs) to new-energy vehicles (NEVs)—i.e., any of the various types of hybrid, electric, natural gas and fuel-cell vehicles. But achieving true sustainability in the industry would require that consumers and automakers also focus on what happens after the manufacture and sale of the vehicle—particularly during servicing, repairs and end-of-life management, together known as “aftersales”. Why is this important? Because achieving sustainable aftersales requires embedding sustainability across all areas of the value chain—starting with R&D and encompassing manufacturing, servicing and repairs, logistics, pricing and even marketing. Sustainable aftersales is perhaps more important to the consumer than automakers may realize, including in the area of brand loyalty. Furthermore, sustainability is no longer just an option but a business imperative, driven by a variety of factors. For instance, regulatory developments are forcing companies to address greenhouse gas emissions, energy consumption and material waste, while investors are diverting financing from “climate risk” companies to sustainable assets, with investment decisions being driven more and more by ESG criteria.

Synthetic biology’s applications in animal and human health are vast, and include improved and novel diagnostics, new production platforms for drugs and vaccines, and precisely tailored therapeutics that even leverage your own cells to fight cancer. Perhaps the most topical of these right now are the mRNA coronavirus vaccines – a novel vaccine technology developed, tested, and delivered within 12 months of the start of the COVID-19 pandemic. Manufacturing can also be transformed through industrial bio-based ‘green’ chemicals, biodegradable plastics and fibres that replace unsustainable petrochemical-based products. Yet these are still early days. Synthetic biology is a relatively new field, discipline, and community – it has only formally been around for a few decades, but has already demonstrated its value and is growing exponentially. Significant public and private investment have driven this growth, and the investments, markets and impacts are projected to only grow. Technological roadmaps and regional strategic plans for synthetic biology have already emerged, along with communities focused on science and technology, technology and culture, business, and finance, and equipping the next generation.