简介:Theglobalcarbonmarkethasdevelopedrapidlywithtwosignificanttrendsofglobalizationandfinancialization.Derivingeconomicinterestisanationdriven-forcebehindtheinternationalclimatenegotiationandcarbonmarket.Accordingtodeeplyanalyzedrelationshipsbetweenthecarbonmarketandthekeysubjectsoftheclimatenegotiation,thisarticlerevealsthatpromotingthedevelopmentoftheglobalcarbonmarketisoneofthecoreinterestsofdevelopednations.Basedonthebackgroundofinternationalcarbonmarketdevelopmentanddomesticcarbonmarketpilots,foursuggestionstothekeyissuesofChina’scarbonmarketareprovided.ThefirstisthatthegoalofChina’scarbonmarketshouldbeinlinewithandcontributetothenationalobjectivesandpoliciesaddressingclimatechange.ThesecondisthattheChinesecarbonmarketshouldmainlytargettheemissionreductionofproduction-sectors,andcontributetotheirupgradationandtransformation.Thethirdismatthedevelopmentofthenation-widecarbonmarketinChinashouldfirsttaketheprincipleofunbalancedregionaldevelopmentintoconsideration.ThefourthisthatlinkingChina’scarbonmarkettotheinternationalmarketshouldkeepstepsinlinewithinternationalopening-upofChina’sfinancingsystem.
简介:ThispaperanalyzesthethreemainfundamentalissuesinthedesignofChina’sETSpilots,includingallowanceallocation,pricemechanismandstate-ownedkeyenterprises,andproposedsuggestedsolutions.Fortheissueofallowanceallocation,wesuggestthatthegradualhybridmodecouldbeappliedatthebeginning,whichstartswithmainlyfreeallocationandthenincreasesauctionratiogradually.Andgrandfatheringisasuitablemethodoffreeallocation.Fortheissueofpricemechanism,wesuggestapricefloatingzonewithopenmarketoperationtoreducetheuncertaintyofprices.Fortheissueofstate-ownedkeyenterprises,wesuggestagoodcoordinationwithSASAC,definingthestate-ownedpropertyrightandsupervisionrightwhenstate-ownedkeyenterprisesareinvolvedintothecarbonmarket,andthelocalgovernmentcansetrulesofallocationandtransactiontolimittheirpotentialmarketpower.
简介:摘要:机电一体化工程项目管理与成本控制是当前工程领域的重要课题。本论文旨在研究如何有效地管理和控制机电一体化工程项目的成本,以提高项目的成功率和经济效益。首先,论文介绍了机电一体化工程项目的特点和挑战,包括技术复杂性、供应链管理、人力资源等方面的问题。然后,论文探讨了项目管理的关键要素,如项目计划、进度控制、风险管理等,以及成本控制的方法和工具,如成本估算、预算管理、成本监控等。最后,通过案例分析和实证研究,论文总结了成功的机电一体化工程项目管理和成本控制的关键因素,并提出了一些建议,以帮助工程项目管理者更好地应对挑战,实现项目的可持续发展。