经过近两个月的评选，2021年度 ALB China十五佳公司法务团队再次呈现在您面前。今年的上榜团队依旧来自房地产、投资、信息技术、化学、汽车、互联网、能源、生物科技、消费品、人工智能等极为多元的产业领域。他们以优秀的业绩，呈现了中国顶尖公司法务团队的风采。

 

2021年即将结束，这一年的关键词似乎继续是“不确定性”。如果说新冠疫情爆发伊始，“不确定性”意味着对于某种突发事件的应急反应，如今，“不确定”更多成为了一种面对未来的长远心态，而这种心态也促使在华的企业法务团队重新思考、布局自身工作。

过去一年，在以数据合规、知识产权、反垄断为代表的多个领域，中国发生了密集的法规和监管变化。这些变化频率高、改动大，其对商业世界的影响，将在未来很长一段时间里逐步释放。

对于企业法务团队来说，一方面，合规成为大势所趋，需要抓紧时间为企业搭建全面的合规体系；另一方面，在新法实践情况尚不明确的背景下，平衡风险控制与业务发展，需要更强的智慧，以及前瞻能力。法务需要离开“象牙塔”，不但走到业务前线，更与外部律师、学界、政策制定者等展开更密切的交流。

合规之外，作为企业重要的职能部门，15支上榜团队在支持重大交易中也依然保持了亮眼成绩，为企业IPO、投融资、并购、战略合作等一系列项目提供着全流程协助。此外，他们还支持了诸多重大诉讼，不但维护了企业权益，还以许多“第一案”，推动了中国司法实践发展。

走向数字化

2021年，全球仍基本处于封闭状态，企业继续加速数字化转型。与此同时，针对数据、互联网、科技等领域的全球监管也进入“下半程”，数字型经济进入规制发展阶段。

不久前ALB展开的一项调研生动反映出在华企业法务团队对这一领域的关注。受访团队表示，未来五年中，“新技术带来的风险”和“数据安全及保护”是他们面临的前两大风险；“数据和网络安全”是法务团队最重点关注的法律领域，也是和外部律师展开合作的最重要领域之一。

“人类社会发展经历了信息化安全风险三个范式：数字化、网络化、再到今天的人工智能化。21世纪以来几乎可以用‘数据大爆炸’来形容，数字经济的安全风险也给当代社会带来了前所未有的挑战。”第四范式法务VP刘思婷感慨道，“最大监管变化之一就来自数据安全领域”。

“《网络安全法》《个人信息保护法》《数据安全法》《网络数据安全管理办法（征求意见稿）》等纷纷出台 ，很多地方的数据条例也应声而动，这一系列动作都反映出国家对数据资产以及数据安全的重视。”刘思婷说，“我们也持续关注并学习，并和业务部门联动，思考如何在这样的背景下不断优化法务合规管理思路、提升合规管理水平，进而为商业赋能，为企业创新保驾护航。”，刘思婷说。

数字化浪潮席卷各行各业，所谓“传统企业”也深受影响，住友制药便是如此。住友制药中国总法律顾问、首席法务官刘婷告诉ALB，实际上，作为跨国公司，住友制药“从 GDPR时代就开始对数据合规问题予以关注。就中国区来说，伴随2017年《网络安全法》实施，到今年11月《个人信息保护法》落地，我们已经协助推进并完成了若干期公司内部的数据合规项目”。

刘婷进一步介绍道，公司首期数据合规项目中，住友制药邀请外部专业数据合规团队为企业进行了风险评估并提出改善建议，结合相关信息，“法务部协助公司相关部门完成了公司官网的等保认定等事务”。后续项目则专门针对公司个人信息数据管理现状及风险评估展开，法务部同样助力全程并提出法律专业意见和建议。而目前推进中的项目，将“关注于整个数据合规、个人信息数据保护制度建设，以及处理机制的设置”，刘婷说。在此过程中，住友制药“就数据合规形成了专门的管理事务局，该事务局由法务、合规、人事及IT四个部门组成。法务部在其中着重于为公司内部个人信息数据保护规章制度的建立、各类合规措施的拟定，以及相关处理机制的流程设计等工作提供法律专业支持”。

关注数据合规之外，面对这家全球50强药企为应对后疫情时代采取的“数字化发展战略方针”，住友制药中国区法务团队也提供了积极支持。刘婷举了个简单的例子，例如在业务模式转变层面，“很多线下学术会议转为线上进行，这就对合法合规提出了新的要求，例如如何做好线上会议的监管、事后调查、合规风险点的判断？需要公司根据相关行业指导要求给予配合，积极响应并提供专业后台支持”。

新合规时代

在上文所引述的ALB调研中，新技术风险和数据合规外，法务团队位列第二的隐忧围绕快速变化的监管环境展开，他们认为，未来五年“数量及复杂度快速提升的法律法规”将是团队面临的另一重大风险。

面对这样的“合规新时代”，哔哩哔哩法务部采取了十分稳健的态度。哔哩哔哩是中国年轻世代高度聚集的综合性视频社区，被用户亲切地称为“B站”。法务部总经理刘楠如此理解监管环境的变化：“互联网行业经历了二十余年的高速发展期，在多个领域已经产生深入的影响。相应的，互联网相关法律法规也在持续发展变化，立法修法均高度活跃，对我们法务工作提出了更高的要求。”

在此背景下，刘楠认为法务的“初心和要求”并没改变。“企业法务的职责本就是多维度地对公司的决策、产品及经营提供法律支持，从而在合规的基础上提高企业的竞争力。尊重法律、尊重用户一直是我们法务工作的基本要求和初心，也是我们公司发展的准则。”她说。因此当下环境“只不过要求我们工作更加审慎，时刻关注行业变化和法规动态，并更为密切地与业务部门沟通协作”。

作为母基金与直投业务领域的领先企业，深圳天使母基金管理公司则深刻感受到了基金领域监管变化带来的影响。风控团队负责人刘翔告诉ALB：“财政部于2020年发布了《关于加强政府投资基金管理提高财政出资效益的通知》，要求强化引导基金运作效率，减少资金闲置，实施全过程绩效管理，完善基金投后报告制度。去年，国务院大督查也对引导基金投射了更多监管目光，重点关注其投资进度、资金使用效率、管理费收取、返投、绩效管理等。”

这都使得“风控团队的业务边界实现了体量与属性的扩大”，刘翔说，“从市场化股权投资机构的法律合规事务扩展到风控合规、绩效评价、内控、审计等多个维度，并纵向深化至母基金绩效评价、子基金投后评价、子基金业务合规、直投项目风控合规把控等细化方面”。面对监管变化，团队一方面“严守红线”，另一方面也“勇于探索，根据监管要求，努力打造具有自身特色的全面风险管理体系”。

除了境内监管环境的变化，伴随中国企业全球运营足迹不断拓展、中企实力不断提升，新一代“made in China”的跨国企业已见雏形，这也对中企的全球合规提出挑战。在上述ALB调研中，“确保企业在全球范围内的合规”，在法务团队“重点关注榜单”中也名列前茅。

中国石油国际勘探开发有限公司（“中油国际”）就是这样一家典型的企业：它的总部位于北京，投资业务辐射至中东、中亚-俄罗斯、美洲、非洲、亚太多地区。中油国际总法律顾问兼法律事务部主任于海涛告诉ALB，中油国际的油气业务涵盖投资并购、项目运行、合资合作、资产处置全项目周期，涉及油气勘探、开发、生产、加工、运输、销售全油气产业链。

目前，公司业务面临的新挑战主要包括四个方面：一是中美对抗的持续升级，导致地缘政治风险增加；二是跨国执法趋严，更多国家提升了域外管辖能力，对国际投资和贸易产生较大影响；三是更多国家加强了合规管控，包括反腐败合规、贸易合规以及新增的碳合规风险；四是中国企业，尤其国有企业，在海外投资过程中更容易被政治化和标签化，遭受不公平待遇”

面对层层重压，中油国际持续强化合规管理，并采取一系列卓有成效的措施：包括：完善公司合规管理机构、强化专业化合规队伍建设、构建具有特色的合规文化、开展高质量的合规培训、全面梳理公司合规风险、搭建公司合规管理体系、出台公司业务链合规指引，启动多法域的合规试点、持续强化合规监督考核、高效及时处理合规风险等。

更有影响力的角色

过去几年，依托监管环境变化、企业创新加速，以及法务团队自身能力的不断升级，我们也见证了中国法务团队在企业内部甚至社会范围内影响力的提升。今年上榜的团队继续实践着从“支持者”到“引领者”角色的转变。

对此，住友制药中国区法务团队感受颇深。刘婷告诉ALB，法务团队建立早期，“因为当时公司业务模式相对简单，法务部扮演的更多的是合同审阅、基本制度建立等角色”。到了中期，“公司在合规方面压力会大一些，包括政府及监管部门的应对与处理、完善合规及内控制度、提升员工整体法律与合规意识等”。

而现在，住友制药中国区法务团队“开始从业务后台向中台转化，主动参与业务项目前期阶段，贴近业务需求，提出制度和操作的优化建议”。刘婷将法务团队过去的角色形容为“救火队员型法务”，现在则是“业务伙伴型法务”，甚至在“看到某个政策红利或者新法规能够适用于公司业务时，主动向业务伙伴提出建议”。她很高兴地观察到，“在转变过程中，法务部提出的法律建议和分析都能够得到业务部门相当程度的重视，他们会在认真倾听了法务部的建议后，再完成业务决策”。

中油国际法律事务部也观察到了同样的变化。于海涛指出，一方面，公司现有的制度安排保障了法律部能够发挥重要作用，如对重大项目进行严格法律论证、重要决策法律全程参与、制度制定法律合规审查、业务流程修订法律审核、重大纠纷法律牵头应对等。

另一方面，法律事务部既要守护好公司“依法合规”经营的底线，也要保障公司的业务优质高效发展。尤其是在面对重大疑难复杂商务法律问题时，需同时具备“高瞻远瞩”的大局意识、“洞若观火”的观察能力“、“庖丁解牛”的分析能力和“运筹帷幄”的决策能力，能够通过将“复杂问题简单化、抽象问题具体化、商务问题法律化”，真正发挥法律部门解决问题，创造价值的功能。这就需要公司法律团队基于对公司业务的全面了解，运用自身法律知识及时识别各类风险、准确评估各类风险，并有的放矢地化解各类，这无疑对法律团队的综合能力提出了更高的要求。

展望未来

伴随中国各领域的快速发展和公司持续创新的业务需求，虽然已经取得诸多成绩，但法务团队很难有“停下来”的时刻。面对未来，他们又有哪些计划？

哔哩哔哩法务部的刘楠坦言：“公司法务是一个对综合素质要求极高的工种，不仅需要扎实的专业水平、准确的业务风险识别能力、优秀的沟通协作能力，还需要对行业、法规发展保持高关注度，对未来趋势具有前瞻性和预判能力。”因此，人才将是团队关注的重点，“人才的引进、管理、培养是未来的管理重点。我们希望打造一支专业、富有活力和战斗力的团队”。

未来一年，深圳天使母基金管理公司风控团队将继续就母基金业务与直投业务为公司提供风控合规服务，其中有两个领域将得到团队的重点关注，“一是打通天使母基金绩效评价体系及子基金绩效评价体系，形成一套科学、领先、具备参考价值的政府引导基金评价体系，二是探索天使母基金直投业务风控合规标准，推动引导基金直投业务持续深化，助力天使投资行业发展”，刘翔说。

此外，刘翔预见到，未来技术手段将加速赋予效率，“尤其对私募股权基金管理人而言，做好数据收集、录入、更新、管理等将极大影响工作秩序与效率，对此不同业务或同一业务不同环节将共同寻求技术助力”，而风控团队是其中重要的参与者，例如参与“线上签约，提升效率；搭建基金业务系统，固化特定流程的必备文件与审批节点；以及逐步、适量探索人工智能审查合同”。

第四范式法律合规部也感受到了借力标准化法律中台提升工作效率的迫切性。刘思婷说：“目前日趋成熟的法律可交付产品还有待提升，风控涉及方方面面，需要辅助以有效的全流程化环节控制。我们会把用信息化、智能化解决法务工作作为明年的工作重点之一。”

此外，未来一年，刘思婷及其团队还将持续加强对国内外AI技术、产品创新及立法的关注和研究；积极与监管机构、行业伙伴、律所加强沟通。“希望第四范式未来持续赋能企业智能化转型，其法务部也能够为行业的发展贡献力量”。

谈到未来，于海涛给中油国际法律事务部提出了三个定位。“一是打造公司合规管理平台，对标国际一流，树立行业标杆，践行依法合规，防范重大风险；二是夯实公司业务保障平台，为中油国际公司继续发挥好中央企业国际化战略主力军和保障国家能源安全排头兵的作用进行保驾护航；三是构建公司人才培养平台，通过“多渠道吸引人，系统化培养人，多元化聘用人、科学化考评人，人性化凝聚人”，将最合适、最优秀的人才吸纳到公司法律团队中，实现与公司共同成长和发展。

走好脚下道路，但也着眼更高山峰，这正是企业法务团队不断精进的精神体现。ALB相信，未来中国企业法务团队将不但在企业发展，更在中国法治建设、宏观经济结构优化中扮演更加积极的角色。

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2021 ALB CHINA TOP 15 IN-HOUSE TEAMS

Following months of evaluation, ALB is proud to present its ranking of the Top 15 In-house Teams for 2021. The teams that made this year's list cover an extremely diverse range of businesses, including real estate, investment, information technology, chemicals, automobiles, Internet, energy, biotechnology, consumer goods and artificial intelligence, and are flagbearers of China's top in-house teams because of their outstanding performance.

 

With 2021 coming to an end, "uncertainty" still remains a common theme for in-house teams. Earlier, the uncertainty reflected responses to an unexpected emergency in the form of the arrival COVID-19, but it today it relates to the “new normal” that is to be adapted to, prompting in-house teams in China to rethink and reorganize their work.

The past year has seen intensive regulatory changes in China across a number of areas, such as data compliance, intellectual property and anti-monopoly. These constant significant changes are expected to gradually impact the business world over an extended period of time. 

To keep pace with the overall trend of compliance, in-house teams must quickly build well-organized compliance systems for their organizations. On the other hand, as the impact and enforcement of new regulations are still unclear, in-house teams need to be wiser and more forward-looking to balance risk control and business growth. Therefore, in-house teams need to descend from the "ivory tower" and go to the business frontline, and more importantly, have closer interactions with external counsel, academia and policymakers.  

Apart from their compliance role, as an important function of organizations, the fifteen winning teams have also delivered eye-catching performances supporting major transactions, as they have been involved throughout projects including IPOs, investment and financing, M&As and strategic partnerships. In addition, the teams have rendered legal support in many key lawsuits, not only protecting the rights and benefits of their organizations, but also advancing judicial practices in China with many innovative actions.

ONGOING DIGITALISATION

As the world remained largely closed in 2021, enterprises have ramped up digital transformation efforts. In the meantime, regulation over data, the Internet and technology areas are constantly evolving across the globe, pushing the digital economy into the regulatory development era.

In-house teams in China are paying close attention, as reflected in a recent ALB survey that found them citing "risks from new technologies" and "data security and protection" as the top two risks they face in the next five years. They regarded "data and cybersecurity" as the top priority area, and also one of the most important areas to cooperate with external counsel.

Bilibili is a well-known video-streaming and sharing platform in China, and its legal department has gained "first-mover" advantage in this area, established a domestic data compliance system in 2019. From 2020, it gradually established a data compliance control system that complies with GDPR, COPPA and other data-related requirements. In 2021, the compliance work in the field of data and personal information protection has been continuously promoted according to the laws, regulations and standards that have been issued frequently over the past years. Despite more than a dozen of administrative regulatory inspections conducted by competent government authorities, none of the apps of the group have been subject to any regulatory warning, fine, penalty, or sanctions.

The legal and compliance department of 4th Paradigm (Beijing) Technology, an AI technology and service provider, has also confronted a number of challenges in data compliance. According to the team, "in 2021, in the context of the issuance and implementation of the Data Security Law, the Personal Information Protection Law, the Measures for the Administration of Data Security (Consultation Paper) and other related laws and regulations in the field of data security, we carried out work to better understand the company's data operation situations through interviews, established relevant systems, improved supporting agreements and privacy policies, and completed rectification and training."

With the wave of digitalisation sweeping across every industry, so-called "traditional businesses" are not immune. Sumitomo Pharmaceuticals, a global Top 50 pharmaceutical company, introduced "strategic principles for digital-oriented development" for the post-pandemic era, and the company’s China legal team is keeping pace with the "increasingly stringent regulatory enforcement of personal information protection standards, so as to enable reasonable use of personal information available to the company under strict regulation."

So far, Sumitomo Pharmaceuticals has already completed two phases of its personal information protection project with the assistance from the China legal team. The team will continue to play a key role in the ongoing third phase "enforcement of personal information protection policies.”

BASF, a well-established chemical giant, is on a similar path of transformation. According to BASF’s China legal team, it has provided continuous support to the implementation of the "digitalization" strategy of BASF Group, in the context of China's ever-changing cybersecurity and data privacy regulatory regime.

In recent years, the China legal team has assisted with the rapid growth of BASF's e-commerce business in the country. In 2021, the team supported the setup of Digital Hub China in Nanjing, BASF’s second digital hub globally, and carried out specific tasks and made necessary preparations with the aim to ensure compliance with the effective China legislation requirements in cybersecurity and data privacy aspects.

This year, the team also helped BASF introduce to China Xarvio, one of the digital products that help the farmers to produce their crops most efficiently, and presented extensive arguments over market barriers of digital services and cross-border cybersecurity concerns.

A NEW ERA OF COMPLIANCE

In the ALB survey mentioned above, the ever-changing regulatory landscape was named as another primary concern by in-house teams. They identified "increasing number and complexity of regulations" and "global compliance" as other significant challenges over the next five years. 

In this context, in-house teams that made the list this year highlight the need to build internal compliance systems, and share with ALB their best compliance practices.

For example, the legal and compliance team of Generali China Life Insurance has been "staying on top of regulatory changes, and led efforts in repealing or revising existing rules and policies and establishing new ones,” and delivered remarkable results. "We have amended more than twenty internal policies and rules this year, and supervised the implementation of the amended policies by communication and checks."

In addition, the team has also strengthened the information technology construction of compliance management and control, with the new compliance management system expected to go live in the first quarter of 2022. To tackle new issues detected in routine operations, the team embarked on the upgrading and updating of the existing Insurance Company Compliance Manual, which is expected to be completed by the end of 2021.

In the past year, the legal and compliance team of China Resources Land Limited has been focusing on regulatory compliance, apart from supporting company's many investment, financing and M&A projects in real estate and emerging sectors. In 2021, the team released the Integrated Compliance System Roadmap of China Resources Land Limited, which clarifies the compliance management organizational structure, institutional framework, key areas of focus and working mechanisms.

On this basis, the team assisted the company in setting up a compliance committee, released the Compliance Management Guidelines of China Resources Land Limited, and nailed down compliance obligations in key business areas. In addition, the team also leveraged technology tools in compliance and completed the construction of an information technology platform for legal and compliance management.

M&G is a household stationery brand in China. What is less known is that M&G has business presence in not only all cities and towns in China but also in more than 50 countries and regions around the world. "As an important function, M&G’s legal department is responsible for supporting the implementation of the company's strategies and the growth of its business,” and compliance is naturally an important part. 

A more extensive business reach often requires more robust internal compliance and control. As the M&G legal department puts it, "to cope with a more complex business model with broader geographical coverage, the team has gradually established a compliance management system that meets the requirements set for listed companies and fits the company's current business needs. We have structured a sound institutional framework that includes the Anti-Fraud and Internal Investigation Policies, the Guidelines on Anti-Monopoly Management, the Information Disclosure Management Policies, the Information Security Management Policies and the Measures for the Protection of Trade Secrets, and have set up a cross-departmental mechanism to collaborate with audit, internal control and human resources departments."

Indeed, with the expanding global footprint and growing strength of Chinese companies comes a new generation of multinational “made in China” enterprises. This poses a great challenge for Chinese enterprises to ensure compliance globally.

China National Oil and Gas Exploration and Development Company (CNODC) is a typical example. Headquartered in Beijing, CNODC has business presence in the Middle East, Central Asia-Russia, Americas, Africa and other places in the Asia Pacific, and has supported numerous gas and oil investment projects in the past few years.

When asked about its experiences in overseas compliance, CNODC's legal affairs department revealed its “secrets” which seem appear to be grounded in common sense. "Based on an in-depth understanding of our operational status and business profile, as well as business-related compliance risks in areas of geopolitics, international politics, business environment, relations with host countries and third-party management, the legal affairs department conducts risk assessment and analysis, and identifies key risk areas. Therefore, the team learns from the compliance management experiences of leading international peers to develop overseas compliance management systems, in both Chinese and English, that fit business reality and meet normative international compliance requirements." In addition, the team also provides "compliance toolkits" for three major areas: anti-corruption, anti-monopoly & anti-unfair competition, and economic sanctions, so that compliance reviews may be incorporated into routine business processes.

EMBRACING TECHNOLOGY

As companies continue to expand their business reach, in-house teams are also thinking about possible transformation. One of the strategies they have chosen is to accelerate their embrace of technology, an area in which this year's winning teams have also made significant achievements.

Accenture Greater China’s legal department is one of them. According to the team, "we have laid emphasis on the use of legal technologies in legal services, including the use of artificial intelligence (AI), to achieve the all-around intelligent operation and management." All members of the team attended technology quotient (TQ) training to study cloud computing, artificial intelligence, security, blockchain and others.

In addition, an end-to-end contract management platform was realized so that online approval, automated approval and tracking of global compliance status have been realized in many compliance areas. Further, the team leverages the legal shared services center worldwide to provide universal and standardized legal services of a high volume. For example, 70 team members in Dalian, with the help of technology, reviewed more than 1,000 domestic and international procurement contracts and more than 4,600 customer contracts last year.

"Smart" has also been one of the keywords of PingAn Real Estate’s legal compliance department in the past year. The team has launched the "Smart Legal" and "Smart Compliance" initiatives. "The Smart Legal platform aims to use technology, systems and processes to improve daily project management of the company's legal affairs, collect data, and make full use of technology to analyze data, so as to facilitate external counsel management, knowledge management, personnel and project management by in-house counsel and increase efficiency,” says the team.

The Smart Compliance system, on the other hand, aims for a perfect match of human resources and technology tools from the perspectives of conflict-of-interest reporting, affiliated-party transactions management and sanction control, thus empowering compliance and helping business growth.

GROWING INFLUENCE

Over the past few years, in-house teams can be seen as exerting growing influence in their organizations and even in the broader society, as a result of accelerated innovation and continued capability building amid an ever-changing regulatory landscape. The teams on this year's list continue to transform from being "supporters" to "leaders.”

China Harbour Engineering Co. (CHEC) is another Chinese company with a global footprint, having been involved in the financing, M&A and construction of numerous infrastructure projects under the Belt and Road Initiative in the past few years. CHEC's legal team told ALB that in supporting these projects, the team has played an active role in the early-stage process of investment project screening, project evaluation and investment decision-making, "issuing legal opinions and risk warnings.”

The legal department of I-Mab, a company in the heavily-regulated biopharmaceutical industry, has been "working side by side" with business units, shifting its role from being reactive to proactive. As a colleague in I-Mab's global business development department put it, "The legal department has been proactive in advising and advancing all cross-border and domestic projects. What impressed us most is that the actionable legal advice and solutions provided by the Legal Development serve the dual purposes of controlling risks and facilitating business."

Undoubtedly, the shift in the role of in-house teams relies upon the "opportunities" from the transition in a company's business model. More importantly, however, it is rooted in the continued exploration of innovative operating models. A typical example is the legal affairs department of Luzhou Laojiao Group. The group was the first among State-owned enterprises in Luzhou to set up a legal team, by recruiting 28 in-house counsel in 2017. Lately, the team innovated the "1+N" service model internally where an in-charge executive leads a number of legal specialists to serve multiple designated subsidiaries, so as to ensure that in-house counsel are integrated into the production and operation frontlines of subsidiaries.

It is a welcome sign that when "supporting" and "advising" companies on business, in-house teams have even started to apply newly formulated standards and policies to the benefit of the entire industry or sector. The risk management department at Shenzhen Angel FOF Management Co. is such an example. The team has developed many standards for the angel investment industry, including industry norms on "angel projects" and "use of funds" verification standards, guiding the development of the angel investment industry. Further, within the national legal framework, the team has explored the establishment of a compliance system consisted of "full profit relinquishment,” "exemption of liabilities on due diligence basis" and "compensation by investors with subordinate obligations" rules, and formed a complete set of robust parent fund/sub-fund performance evaluation system, reshaping the ecosystem of the national angel investment sector. 

ALB firmly believes that in the future, the in-house teams of Chinese companies will play a more active role not only in the business development of their organizations, but also in the development of rule of law and the optimization of the macroeconomic structure in China.

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LIST OF WINNERS 获奖名单