Plug-in hybrids stay the course amid electric-vehicle dominance
Plug-in hybrid cars still find themselves wedged between the internal-combustion age and the emerging era of fully electric cars.
But even as electric cars take on a more prominent market presence, hybrids that straddle the past and future are still being manufactured and sold.
When the green movement first washed over the global auto industry, plug-in hybrids that operate on both gasoline and electricity were the vanguard of new technology.
But the question has lingered: Can hybrids ultimately survive in a zeroemission environment?
The government plays a pivotal role in the green car revolution. Its support for cars with low or no emissions is aimed at reducing pollution, cutting dependence on foreign-imported oil and setting up China as a world leader and exporter of new-energy vehicles.
The nation has certainly been a trendsetter in the field. Sales of electric cars, plug-in hybrids and fuel-cell vehicles hit a record of 179,000 last month, soaring nearly 300 percent from a year earlier, according to the China Association of Automobile Manufacturers. It was the seventh consecutive month of increases.
Electric cars accounted for a majority of those sales, with 151,000 in the month.
The association did note that the large percentage of January gains reflected the impact of COVID-19 on year-earlier sales.
Sales of all new-energy vehicles totaled 1.4 million units last year. Electric cars accounted for 82 percent of those sales, rising 11.6 percent from the year earlier. Sales of hybrid plug-in cars totaled 251,000, increasing 8.4 percent to account for 18 percent of the market. Only 1,000 fuel-cell vehicles were sold.
A fuel cell vehicle is one that runs on a fuel cell to power an electric motor. They generally use oxygen from the air and compressed hydrogen. Most are classified as zero-emission.
Sales of green vehicles in China are forecast to rise to 20 percent of overall new car sales by 2025, up from 5 percent in 2020.
A year ago, in a boost for hybrids, China reclassified gasoline-electric cars as “low-fuel consumption passenger vehicles,” which means manufacturers will accrue far fewer “negative points” than makers of gasoline-only vehicles.
Automakers in China are obliged to manufacture new-energy vehicles to offset negative points they incur when they produce internal-combustion vehicles.
Of all the solutions to eliminating auto pollution, the fully electric car sits at the forefront of China’s auto-development strategy. Multinational car manufacturers such as Volkswagen and BMW, and startups such as Tesla and NIO, have rolled out their models of electric cars, amid competition to win the hearts and pocketbooks of consumers.
And Shanghai, which has led the world in electric car sales, provided the incentives that attracted Tesla to build its first major factory outside the US in the city.
Plug-in hybrid owners have always been a rather small group of consumers, but they still persist in the market. For some, the vehicles address green consciousness while providing a safety net if, for example, charging stations are not readily available or long intercity trips are undertaken.
Li Lin, 31, who works as a fashion blogger in Shanghai, owns a Toyota seven-seat, 2.5-liter engine plug-in hybrid with an electric motor. It is fuel-efficient, at 7 liters per 100 kilometers.
A big factor in her choosing the vehicle, she said, was the free green car license plate that comes with such vehicles, avoiding the cost and hassle of getting a plate for a gasoline-powered vehicle.
Li said she is now suggesting her friends buy plug-in hybrids in advance of a city policy shift that will exclude hybrids from green plates, beginning in January 2023.
Zhang Xiaofeng, an independent market analyst said “the new policy will lift local electric vehicle sales,” noting that China’s largest automaker SAIC Motor and US electric carmaker Tesla are busy rolling out electric vehicles.
He added, however, that the policy doesn’t mean the end of plug-in hybrids.
In fact, the Chinese government has never officially stated which class of new-energy vehicles it favors. It is even aiming to improve the fuel economy of traditional gasoline-powered vehicles.
Competition in China’s plug-in hybrid vehicle market is not as fierce as that of electric vehicles, though there are a multitude of manufacturers that include BYD, SAIC Motor and Li Auto. Moreover, hybrid makers are continuing to roll out new models.
Shenzhen-based electric car startup BYD has released three plug-in hybrid models equipped with its hybrid technology, which will be officially launched in March. One is a plug-in hybrid powertrain called DM-i, which is expected to reduce fuel consumption to 3.8 liters per 100 kilometers.
Chinese automaker Great Wall is unveiling its all-new Mocha sport-utility vehicle. The Mocha is the first model of the Wey brand, featuring a 48-volt, mild hybrid system that will be officially launched this year.
“Auto companies are developing plugin hybrids and look forward to the future potential of this sector,” analyst Zhang said. “Car manufacturers are choosing to adopt a multi-path development strategy, which benefits them a lot. BYD is a great example.”
In June 2012, the State Council, China’s cabinet, published a plan to develop the domestic energy-saving and new-energy vehicle industries. It set an annual target of 500,000 new-energy vehicles by 2015.
But consumers were slow to warm to the new vehicles, citing too few charging stations and limited driving ranges between charges.
To prod the strategy along, the central government a year later introduced a program subsidizing purchase of fully electric passenger vehicles. Various cities, including Shanghai, have introduced their own incentives, though some have been scaled back.
The government has also pledged to increase construction of charging stations.
IT was all over quickly for a man surnamed Li in Beijing’s Dongcheng District.
“It took only 15 minutes from registration to getting the shot,” he said.
Li had just had his first COVID-19 vaccine shot. Since the Spring Festival, vaccination programs have been rolled out to residents across the Chinese capital, after key groups such as workers handling imported cold-chain products completed the two-dose vaccination.
In Daxing District in southern Beijing, where sporadic cases were reported last month, more than 310,000 residents had received the vaccine as of Saturday.
China follows a vaccination strategy that is different from that of many other countries. According to the National Health Commission, China aims to vaccinate the eligible population as widely as possible and gradually build an immune barrier within the whole population to control the epidemic.
The vaccination is being administered first to key groups, then to high-risk groups and then the general population, as the vaccine’s production capacity increases.
The limited initial supply of COVID19 vaccines raises the question of how to prioritize available doses. In a study published in the journal Science last month, US researchers found that the infection was minimized when vaccines were prioritized to adults aged 20 to 49, but mortality was the lowest when the vaccine was prioritized to people over 60.
Experts have pointed out that the vaccination strategy should consider epidemic situations and control goals.
Shao Yiming, chief expert at the Chinese Center for Disease Control and Prevention, said China’s vaccination strategy is scientifically sound.
In December, China officially launched a vaccination program for this winterspring period targeting several key groups, including those engaged in handling imported cold chain products, customs officers, medical workers, and people working in public transport and fresh markets.
The COVID-19 outbreaks in China over the past few months were related to key groups that represent no more than 20 percent of the country’s population, said Zhang Hongtao from the University of
Pennsylvania. He said it is far better to get herd immunity in key groups in the first instance than to vaccinate the same number of people in the general population.
As of February 9, China had administered 40.52 million COVID-19 vaccine doses to key groups, said NHC spokesperson Mi Feng at a press conference.
Some reports recently warned of a potential immunity gap between China and other countries, given the limited number of infections in China.
Feng Duojia, president of the China Association for Vaccines, said such a gap will not occur because China is promoting mass vaccination along with the global vaccination plan, and it may adjust the vaccination plan and strategy in accordance with the development of the epidemic.
China has a good tradition of overcoming epidemics through vaccination and building an immune barrier for all people, Feng said. Through vaccination, smallpox was eradicated, polio eliminated, hepatitis B significantly reduced and measles controlled.
It is understandable that some people may have questions and hesitations about COVID-19 vaccines in the beginning, but Chinese people have a high degree of awareness of public participation in solving health issues, and the public’s willingness to vaccinate will certainly become stronger and stronger with the popularization of vaccine science, Feng said.
This has been proved by the smooth progress of the current vaccination program.
Last month, Ning Yi, a professor from the School of Public Health of Peking University, said he saw no problem with the vaccination rate reaching above the level for herd immunity in China.
Ning pointed out that the world should care more about underdeveloped countries. The future epidemic-control challenge is mainly related to imported cases from countries that cannot get enough vaccines.
A reliable source
Last week, China delivered batches of domestically-developed COVID-19 vaccines to several developing countries, including Mexico, Belarus, Senegal and Colombia.
Chinese vaccines have become a reliable source for many developing countries to fight the COVID-19 pandemic.
China’s expanding efforts to promote the fair and equitable distribution of vaccines, especially in developing countries, have shown that China is fulfilling its commitments to make China’s vaccines
a global public good. The Foreign Ministry, says China has provided vaccine assistance to 53 developing countries that have made requests, and has exported vaccines to 22 countries. China also decided to provide 10 million doses of its vaccines to the COVAX initiative to meet the urgent needs of developing countries.
At least eight foreign heads of state or government have received Chinese vaccines and many countries have sent charter planes to China to transport vaccines, which is their vote of confidence in the safety and effectiveness of Chinese vaccines, said Hua Chunying, a Foreign Ministry spokesperson.
As vaccines are the ultimate solution to win the final victory over the virus, China has started early and made arduous efforts in developing COVID-19 vaccines, adopting multiple technological approaches and pooling national resources to fast-track the process.
China has granted conditional market approval to two domestically-developed vaccines. It now has 16 COVID-19 vaccines undergoing clinical trials, six of which have entered phase-3 clinical trials.
Local vaccine producers are also ramping up the production of vaccines to ensure global supply.
Captain Tom Moore, the World War II veteran who walked into the hearts of a nation in lockdown as he shuffled up and down his garden to raise money for health care workers, died this month after testing positive for COVID-19. He was 100.
“The last year of our father’s life was nothing short of remarkable. He was rejuvenated and experienced things he’d only ever dreamed of,” his family said in a statement. “Whilst he’d been in so many hearts for just a short time, he was an incredible father and grandfather, and he will stay alive in our hearts forever.”
Captain Tom, as he became known in newspaper headlines and TV interviews, set out to raise 1,000 pounds (US$1,400) for Britain’s National Health Service by walking 100 laps of his backyard. But his quest went viral and caught the imagination of millions stuck at home during the first wave of the pandemic. Donations poured in from across Britain and as far away as the United States and Japan, raising some 33 million pounds.
For three weeks in April, fans were greeted with daily videos of Captain Tom, stooped with age, doggedly pushing his walker in the garden. But it was his sunny attitude during a dark moment that inspired people to look beyond illness and loss.
“Please always remember, tomorrow will be a good day,” Moore said in an interview during his walk, uttering the words that became his trademark.
When Captain Tom finished his 100th lap on April 16, a military honor guard lined the path. The celebration continued on his birthday a few days later, when two World War II-era fighter planes flew overhead in tribute. Moore, a plaid blanket over his shoulders, pumped a fist as they roared past.
In July, he was knighted by Queen Elizabeth II in a socially distanced ceremony at Windsor Castle, west of London. The 94-year-old monarch used an impossibly long sword to confer the honor as Moore, wearing his wartime medals on his chest, leaned on his walker, beamed and became Sir Tom.
“I have been overwhelmed by the many honors I have received over the past weeks, but there is simply nothing that can compare to this,” he tweeted after the ceremony. “I am overwhelmed with pride and joy.”
Buckingham Palace said in a statement: “Her Majesty very much enjoyed meeting Captain Sir Tom and his family at Windsor last year. Her thoughts, and those of the Royal Family, are with them, recognizing the inspiration he provided for the whole nation and others across the world.”
Flags were lowered at Prime Minister Boris Johnson’s Downing Street office. The British leader described Moore as a “hero in the truest sense of the word.”
Born in Keighley, West Yorkshire, on April 30, 1920, Moore completed an apprenticeship in civil engineering before being drafted into the army during the early months of World War II. After being selected for officer training, he rose to the rank of captain while serving in India, Myanmar and Sumatra.
After leaving the army in 1946, Moore went to work for the family construction firm. After that failed, he became a salesman and later a manager for building materials companies. When the concrete company he was working for was threatened with closure, Moore rounded up a group of investors and
bought it, preserving 60 jobs.
Along the way, he divorced his first wife and fell in love with his employer’s office manager, Pamela. The couple married, had two daughters and eventually retired to Spain, but returned to England after Pamela Moore became ill.
After his wife died in 2006, Moore moved to the village of Marston Moretaine in Bedfordshire to live with his younger daughter, Hannah, and her family.
The former motorcycle racer slowed down at age 98 after he fell and broke his hip in 2018. A walker replaced his Skoda Yeti, but he kept moving.
During a backyard barbecue in early April of last year, Moore’s family challenged him to walk the entire length of the 25-meter driveway. After he made it to
the end, his son-in-law encouraged him to keep going, offering to pay 1 pound for every lap and suggesting a goal of 100 laps by Moore’s 100th birthday.
The challenge snowballed from there.
Moore thought he might be able to raise 1,000 pounds for the doctors and nurses who took care of him after he broke his hip, and his family used social media to publicize “Captain Tom Moore’s 100th birthday walk for the NHS.” A local radio reporter called first, then national broadcasters. Soon, international media were waiting outside the garden gate.
As he pushed his walker up and down the garden’s path, people facing the UK’s first lockdown of the pandemic watched online. Soon, #TomorrowWillBeAGoodDay was trending on Twitter.
“People told me that there was something about my little walk that captured the hearts of those still in shock at the crisis,” Moore wrote in his autobiography. “With a rising number of deaths and the prospect of months of lockdown, everyone was desperate for good news. Apparently, a 99-year-old former Army captain who’d fought in Myanmar, was recovering from a broken hip, and doing his bit for the NHS was just what they needed.”
Prince Harry, Prime Minister Johnson and dozens of celebrities cheered for him.
But it was the public that embraced Captain Tom, flooding the village post office with some 6,000 gifts and 140,000 birthday cards. Moore marveled that anyone would spend 2 pounds on a card for him and then put on a mask to wait in line at a post office to mail it.
He was made an honorary member of the England cricket team, had a train named after him, and was recognized with the Freedom of the City of London award.
Moore enjoyed the accolades but remained focused on others.
He dedicated his autobiography, “Tomorrow Will Be A Good Day,” to “all those who serve on the front line of any battle — be it military, psychological or medical.”
In the end, Captain Tom urged the public to look after one another, and he thanked the country he inspired for inspiring him.
“I felt a little frustrated and disappointed after I broke my hip and it knocked my confidence,” he said after completing his trek. “However, the past three weeks have put a spring back in my step. I have renewed purpose and have thoroughly enjoyed every second of this exciting adventure, but I can’t keep walking forever.”
Ayear ago, Carlos Millo was renting out rooms to foreigners in the picturesque town of Vinales, a popular tourist getaway in rural Cuba. Now, Millo and other townsfolk have had to return to an age-old means of survival, growing their own food as the coronavirus pandemic has robbed them of holidaymakers.
“We have had to return to the land,” he said, while dusting soil from the chard plants he has started to grow in a 50square-meter garden behind his house.
Until the global health crisis, tourism directly and indirectly provided an income for about 80 percent of the 28,000-odd residents of the town nestled in a fertile valley surrounded by dramatic limestone outcrops known as “mogotes.”
Just a decade ago, Vinales’s economy was an agrarian one based largely on tobacco farming. But as Cuba’s economy opened up, the tourist dollars started flooding in, and people like Millo turned their attention away from farming to the services industry.
But as suddenly as it arrived, the newfound prosperity was cut short by the pandemic. And today, the porches of the town’s famously multi-colored wooden homes — many turned into guesthouses, restaurants, cafes and shops — are heartbreakingly empty.
“They said things would go back to normal in six months, but it’s still going on. We’re heading for one year,” said Millo, who before COVID-19 rented out two rooms in the house he shares with his wife and daughter.
“We are in decline, we are without work.”
“Tourism helped the families a lot,” added Millo, who cannot wait to return to being a guesthouse host.
The Vinales Valley from which the town takes its name was declared a heritage site in 1999 by UNESCO, which describes it as “an outstanding karst landscape in which traditional methods of agriculture (notably tobacco growing) have survived unchanged for several centuries.”
The region also preserves a rich vernacular tradition in its architecture, crafts and music, according to the UN’s cultural organization.
These attributes proved popular with tourists.
Vinales first turned to tourism after Cuba’s partial economic liberalization in 2011 allowed for small business licenses, and benefited from the tourist boom that followed the warming of ties between Havana and the United States a few years later.
Tourism is the economic mainstay of the island, raking in some US$2.6 billion in 2019.
The townsfolk of Vinales have bitter memories of March 2020, when the last tourists left en masse as borders were rapidly shuttered due to the fast spread of the deadly virus.
“There was a time when there were not enough rooms and tourists had to sleep on the town square,” said Millo of Vinales’s early days as a destination for globetrotters.
But the tide started turning even before COVID-19, with US sanctions and other restrictions tightened under the presidency of Donald Trump.
This, in combination with the pandemic shockwave, saw tourist numbers to the island dropping from 4.3 million in 2019 to 1.1 million in 2020.
Cuba itself is one of the countries least affected by virus in Latin America, with some 47,000 recorded infections and 277 deaths.
But it has not been spared the aftereffects.
Until last year, Yusmani Garcia made
a tidy 500 pesos (about US$21) per trip with his horse-drawn cart to show tourists the breathtaking views at the heart of the valley.
At the time, the minimum wage for a Cuban was US$36 per month.
He had built his own cart with throwaway pipes and other construction materials. Its wheels sport old pot lids for hubcaps.
But today the improvised vehicle is stored in a garage, and Garcia — a 45year-old father of two — has taken to making horse shoes.
“It has been a difficult change, not many people want to do this job,” he said while removing a piece of red-hot metal from a furnace with a pair of tongs.
He bent the softened metal and hammered it into a horseshoe shape.
He sells two pairs for 50 pesos.
Eduardo Hernandez, 52, runs the Paco-Concha tobacco farm that has been in his family since 1888, and also became a hot tourist attraction.
Since the foreign income dried up, the family now grows its own food, and Hernandez says his workers have what they need to survive: rice, maize, beans, pigs and sheep.
He has, however, had to let some of the employees go.
For Hernandez’s sister Rosita, the change has meant the shuttering of her restaurant, where visitors used to see out the day with food and music in the lush, green setting.
At one time, “we had 106 tourists together from different” countries, she sighed while folding red tablecloths.
“It was all we had. But without tourism, there is no more money coming in.”
Health is the very foundation of people’s livelihood and an important symbol of Shanghai’s progress towards becoming an outstanding global city.
As a leader of China’s private medical institutions, United Family Healthcare has become a mark of the times in the course of reform and opening up. Over the past 16 years UFH has been working with high-level medical staff and management teams from all over the world striving for excellence for the cause of China’s health.
In 2004, the first UFH hospital in Shanghai, on Xianxia Road, became one of only a few Sino-foreign joint venture hospitals in the city. After 16 years of development, it has become well-known for delivering a brand of high-end medical services in the everexpanding metropolis. Its advanced multidisciplinary development has been based on the continuous expansion of the hospital business. The management team spent more than three years on site selection, renovation and relocation and finally moved the hospital to its new location, 699 Pingtang Road, at the end of 2019.
The new Shanghai UFH location has a spacious obstetrics room and ward with living facilities. The building area is about 20,000 square meters, whereas the advanced medical equipment keeps pace with the times. As an international comprehensive medical institution radiating from Hongqiao Business District, UFH benefits the high-end medical needs of people from surrounding communities at home and abroad and minimizes the inconvenience brought by the location change to new and old patients.
On the other side of the Huangpu River, Shanghai UFH Pudong opened in Jinqiao in June 2018. With a floor area of nearly 30,000 square meters, the hospital, on the basis of obtaining an American JCI international certified medical service standard, provides patients with subspecialty medical services under the international medical system.
UFH has developed two comprehensive hospitals and three community clinics, striving to build from prevention health care, disease diagnosis and treatment to recover the continuity of the health service chain.
Build international standards
“United Family Healthcare is the only medical service institution in Shanghai that has received JCI certification for 12 consecutive years. The United Family Healthcare team consists of more than 200 experienced full-time doctors and more than 300 nurses from over 20 countries and regions, and 15 percent of the medical staff are expats,” said Zhang Chengyu, general director of UFH in Shanghai.
In each department, nurses are available to speak in both Chinese and
English and provide care to each patient. Medical technology and advanced breakthroughs have been made in spine correction surgery, single-cavity implanted cardioverter defibrillator surgery, hip replacement surgery and ovarian malignant tumor removal surgery.
UFH has made continuous progress in the development of specialized departments, such as pediatric medical resources from services in nursing, child care and neonatal care.
The obstetrics and gynecology departments of UFH Pudong have experienced staff. In order to provide full cycle services before, during and after pregnancy, the hospital has set up a customized postpartum rehabilitation department which connects with obstetric services, so that postpartum women can enjoy professional, intimate and meticulous rehabilitation services.
Even under the COVID-19, the hospital continued to explore the establishment of a health management center — Zeiss visual expert shop. Adhering to the concept of continuous innovation, the company is committed to helping customers get efficient and professional personalized health prevention and screening, focusing on creating a continuous medical service system.
Roberta Lipson, the founder and CEO of UFH, said that United Family Health will continue to be based in Shanghai and serve the city, in line with Shanghai’s goal of becoming the “medical center of Asia.”
At the end of 2019, the listed investment platform New Frontier, established by Xinfeng Tianwei Group, completed the acquisition of UFH. After changing its name to New Frontier Healthcare, it will become one of China’s largest comprehensive private medical service institutions listed on the New York Stock Exchange. Under the leadership of New Wind Healthcare Group, UFH will continue to provide quality and comprehensive health care services in China, establish and develop an integrated health care platform to provide quality, reliable and life-cycle health care services to patients and families.
Spread love and help charity
Over the past 16 years, Shanghai UFH has been committed to providing social welfare and philanthropy.
Every year, UFH donates one percent of its annual income to medical services for low-income and needy groups that lack access to medical resources. Statistics reveal United Family Care Foundation has received more than 18,000 free outpatient visits, nearly 5,000 days of hospitalization, and more than 350 patients have received free surgical treatment at UFH.
Operation Smile is a non-profit public service organization with medical and non-medical volunteers, committed to providing safe, high-quality, free surgery and related treatment for poor children with facial deformities in poor and remote areas of the world. Under the leadership of Wan Lijun, chief medical officer of Shanghai UFH, the United Family medical team was actively involved. UFH not only performed surgery for patients in poor mountainous areas, such as Xingren City in Guizhou, Wenshan City Yunnan and Meigu County in Sichuan, but also provided first-aid training for local medical teams to improve the capability of medical skills in poor areas.
In October, Qin Yan, a pediatrician from Shanghai UFH, traveled to Meigu
County in Liangshan Yi Autonomous Prefecture of Sichuan Province, together with other volunteers from Operation Smile to provide safe, high-quality, free surgery for poor children with cleft lip, and palate and other facial deformity. This is the seventh time in two years she’s gone into poor mountainous areas to deliver a “smile.” In two days, she performed 20 surgeries.
Moreover, Hong Xi, the chair of Anesthesiology Department, participates in “Operation Smile” 2-3 times a year — performing surgery in Morocco, the Philippines and remote areas of China such as Yunnan, Guizhou and Sichuan provinces.
“Volunteer work was very hard, requiring at least 10 hours of high-intensity work every day. But people felt that this is a self-improvement experience, because the short operation time could change a child’s fate instantly, improve their quality of life, which was of great significance,” Hong said.
“As a medical institution, when an epidemic hits, our top priority is to fight it and provide high-quality and safe medical services to patients,” Hong added.
Help fight the COVID-19
In 2020, COVID-19 swept the world. In the face of the epidemic, the UFH medical staff, while sticking to the frontline of fighting the epidemic in Shanghai, wanted to help Wuhan.
Medical supplies, such as respirators and protective clothing, were in short supply after the outbreak. Lipson and Yue-Hong Lu, vice president of Supply Chain, sought supplies from multiple channels in domestic and international markets. New Frontier with UFH and other shareholders and partners worked hand-in-hand to send 29 sets of ICU equipment to Wuhan, with a gen/noninvasive ventilator, a 500 pipe breathing machine, 21 respirator masks, 155,000 medical latex gloves, 50,000 N95 surgical masks, 3,960 goggles and 185 reusable protective face screens. On February 8, UFH’s first medical supplies arrived at Leishenshan Hospital before a second batch of medical supplies arrived ten days later at Zhongnan Hospital of Wuhan University.
Blood donations in Shanghai were reduced because of the COVID-19. But
Shanghai UFH medical staff took the lead to donate blood. Shanghai UFH’s foreign orthopedic surgeon Ashish Maskay created a Shanghai blood volunteer center. In September, he received the 2020 Shanghai “Magnolia Silver Award” for his outstanding contribution to the city’s fight against the novel coronavirus.
UFH’s multi-disciplinary consultation team provide a strong professional force for screening suspected cases of fever in the Fever Clinic. During the COVID-19 outbreak, UFH continued to provide 24-hour fever screening every day and emergency services, as well as
comprehensive outpatient and intensive care services. The international medical team has accumulated valuable experience in prevention and control and made use of the big data system to achieve the three-level prevention and triage.
In addition, it has launched online diagnosis and treatment services, providing public welfare online consultation services through the Internet, directly serving more than 5,000 people. Over 300 public lectures about health were held through the Internet, with a total of more than 14 million views.