Ipswitch Secures Value-Added Distribution Channel in China
Nationwide Network of Value-Added Resellers to Help Ipswitch Penetrate
Fast Growing SMB Market in World’s Largest Country
Lexington, Massachusetts - July 21, 2006 - Ipswitch, Inc., a leading developer of network management, messaging and file transfer solutions, today announced a new distribution agreement with Beijing Stone Electronic Technology Co., Ltd of China, a value-added distributor of software solutions and tools, including network management, application software deployment and management, network deployment and security management.
“While many people think of China as an exporter, it has become an increasingly larger consumer of software, particularly for SMBs as the entrepreneurial spirit continues to take hold and grow,” said Alessandro Porro, Sales Director of Ipswitch. “Chinese SMBs, like their counterparts across the globe, are looking for products that have been built with the needs of SMBs in mind, products that are easy to deploy, use and maintain and not stripped-down versions of enterprise software. Our partnership with Beijing Stone Electronic Technology Co., Ltd will provide us with the reach to deliver quality SMB products to the world’s largest country and one of the fastest expanding markets for SMBs.”
“We’re excited to cooperate with Ipswitch to develop the market in China. Beijing Stone Electronic Technology Co., Ltd, as a value-added distributor, already provides China access to infrastructure solutions and IT lifecycle management solutions,” said David Li, General Manager – TCS Department. “We hope to complement our entire product line and give our channel and customers more value. Ipswitch products are just what we need and we are confident we’ll bring Ipswitch growth in China.”
Established in 1999, Beijing Stone Electronic Technology Co., Ltd is a subsidiary of the Stone Group, the first IT company in China. In the past few years, Beijing Stone Electronic Technology Co., Ltd has developed a nationwide network of value-added resellers in Beijing, Shanghai, Guangzhou, Shenzhen, Nanjing, Xian, Tianjin, Dalian and other cities and regions. It works with large and medium-sized enterprises across a host of industries, including financial services, petroleum, petrochemical, telecommunications, electricity, education, transport and government.
About Ipswitch
Ipswitch develops and markets software that works for small and mid-sized businesses worldwide. More than 100 million people use Ipswitch software every day to collaborate via Ipswitch Collaboration Suite, monitor their networks with Ipswitch WhatsUp®, and transfer files over the Internet using the market leading Ipswitch WS_FTP® Professional client and Ipswitch WS_FTP Server. To view the Ipswitch blog visit http://blogs.ipswitch.com. Ipswitch values community involvement; visit http://icare.ipswitch.com to find out how to become involved. For product and sales information, visit http://www.ipswitch.com.
2009年1月4日
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Goldman Sach's Thornton to retire to China
John Thornton, the joint-chief operating officer and president of Goldman Sachs, will retire on 1 July to become a professor at a university in China, the Wall Street bank announced last night.
John Thornton, the joint-chief operating officer and president of Goldman Sachs, will retire on 1 July to become a professor at a university in China, the Wall Street bank announced last night.
The unexpected departure of Mr Thornton, who was seen by many as heir apparent at the bank, helps clear the way for his co-chief operating officer John Thain to succeed Henry "Hank" Paulson as chief executive. Analysts last night said Mr Thornton's exit probably indicated that Mr Paulson, 56, had no plans to retire from his post in the near future.
Mr Thornton, 49, will teach at Tsinghua University in Beijing, and will continue to serve as a senior adviser to the bank. He joined Goldman Sachs in its' mergers and acquisitions department in 1980 and went on to make his name in London, where he helped establish Goldman Sachs as a force in the City.
Mr Thornton first hit the headlines when he helped defend ICI against the unwanted attention of Hanson in 1991. He also planned Goldmans' expansion in Asia in the 1990s.
Mr Thorntonwas named president and co-COO in 1999, the year Goldmans went public. He is the third-largest individual shareholder in the the bank, with about 3.1 million shares, worth about $220m (£140m). But his pay fell to $11.2m last year, down from $16.3m in 2001, reflecting a 20 per cent fall in investment banking revenues.
Analysts last night specutlated that the bear market could have influenced his decision to leave. Like other Wall Street banks, Goldmans has become increasingly dependent on trading revenues and Mr Thain is a former bond trader. Another possible successor for Mr Paulson is Lloyd Blankfein, the head of Goldmans' fixed income unit.
"Power goes where the money comes from and clearly the money comes from different pockets right now," Michael Vogelzang, the president of Boston Advisors, told Bloomberg News.
John Thornton, the joint-chief operating officer and president of Goldman Sachs, will retire on 1 July to become a professor at a university in China, the Wall Street bank announced last night.
The unexpected departure of Mr Thornton, who was seen by many as heir apparent at the bank, helps clear the way for his co-chief operating officer John Thain to succeed Henry "Hank" Paulson as chief executive. Analysts last night said Mr Thornton's exit probably indicated that Mr Paulson, 56, had no plans to retire from his post in the near future.
Mr Thornton, 49, will teach at Tsinghua University in Beijing, and will continue to serve as a senior adviser to the bank. He joined Goldman Sachs in its' mergers and acquisitions department in 1980 and went on to make his name in London, where he helped establish Goldman Sachs as a force in the City.
Mr Thornton first hit the headlines when he helped defend ICI against the unwanted attention of Hanson in 1991. He also planned Goldmans' expansion in Asia in the 1990s.
Mr Thorntonwas named president and co-COO in 1999, the year Goldmans went public. He is the third-largest individual shareholder in the the bank, with about 3.1 million shares, worth about $220m (£140m). But his pay fell to $11.2m last year, down from $16.3m in 2001, reflecting a 20 per cent fall in investment banking revenues.
Analysts last night specutlated that the bear market could have influenced his decision to leave. Like other Wall Street banks, Goldmans has become increasingly dependent on trading revenues and Mr Thain is a former bond trader. Another possible successor for Mr Paulson is Lloyd Blankfein, the head of Goldmans' fixed income unit.
"Power goes where the money comes from and clearly the money comes from different pockets right now," Michael Vogelzang, the president of Boston Advisors, told Bloomberg News.
Wal-Mart Asia President: I hope to retire in China
I have told the US headquarters that I hoped to stay in China till my retirement," said Joe Hatfield, president of Wal-Mart Asia, who usually arrives at his office before 5 o'clock in the morning.
Hatfield was appointed the president and chief executive officer of Wal-Mart Asia: Wal-Mart Stores. Inc. in 1994, and spentnine years in South China's Shenzhen.
Wal-Mart entered China in 1996 and opened its first Supercenterand Sam's Club in Shenzhen, China. It has since then opened thirty-one stores in fifteen cities in China, including Wal-Mart Supercenter, Sam's Club and Wal-Mart Neighborhood Market, and has approximately 16,000 local employees.
On the walls of the office building of Wal-Mart Asia, a six-floor reconstructed workshop, there are some bulletins including tallies of how much paper people saved and recommending merchandises by staffs.
Instead of the huge capital and international reputation, he attributed Wal-Mart's success in China to his excellent 16,000 associates.
"What Wal-Mart basically believes is that people are our real assets," said Hatfield, who believed that Wal-Mart China would grow to be a locally run company.
There is only a small group of expatriates in Wal-Mart China and 99.9 percent of staff are local people. All 31 Wal-Mart storesin China are directly operated by local associates, he said.
Facing international retailer giants, many Chinese local governments and retailers expressed their worries, which often resulted in some policy restrictions on market entrance of foreignretailers.
But the difficulties did not cut down Wal-Mart's expectations of China's market.
In 1996, the former president of Wal-Mart Stores Inc. David Grass said that China was the only country with a potential to duplicate Wal-Mart's miracle in the US.
Hatfield said that when they opened the first two supercenters in Shenzhen, everybody thought it would put off other business. But today they have nine stores in Shenzhen with two more to be opened up in the next year, but other Chinese stores are continuing to grow.
What is actually occurring is that the market is growing and customers are benefiting from better shopping experiences, he said.
"If I had told the Shenzhen government what would occur here, Iam not sure most people would have believed that," said he.
From the speed point, Wal-Mart's developing speed is not as fast as that in other countries, according to Hatfield.
"We have the core beliefs and operating strategy of American stores, but it is critically important to let Chinese customers understand those," said Hatfield, who pointed out the second important issue is gaining people to handle the goal.
"We should learn crawl, walk and eventually run," stressed Hatfield.
He also pointed that one key to success of a retailer was not just to have the money to open stores, but to develop a strong vender base.
We share our sales information with our venders through retail link, our on-going sales base, and we score them and tell them theexpectations of our customers, said he.
In order to ensure the safety of its commodities, Wal-Mart often sends specialists with professional background to visit the store's venders, especially daily items.
As a toy buyer, he witnessed the changes of countries as toy providers in Asia in past decades, from Japan to the Republic of Korea to Thailand to Taiwan, and eventually to the Chinese mainland.
"The only standard is the efficiency. What we are searching foris the place where can provide great value to our customers," saidJoe.
In 2002 Wal-Mart global sales reached 244.5 billion and topped the Fortune Global 500 for two consecutive years. It has set up purchasing offices in 25 countries and holds about 150 buying meetings every year across the world.
Wal-Mart's global procurement unit was relocated in Shenzhen in2002 and set up its branch office in Shanghai in 2003.
Now Wal-Mart has over 2,000 Chinese venders which provide about15,000 kinds of commodities. About 97 percent of Wal-Mart merchandise sold in China are produced locally.
Committed to growing with China, Wal-Mart procured over 12 billion US dollars of merchandise directly and indirectly in Chinain 2002, covering six percent of the total sales of Wal-Mart, and expected to reach 15 billion US dollars in 2003.
"After retirement, I want to be a door greeter of Wal-Mart stores in Shenzhen," said Hatfield.
Hatfield was appointed the president and chief executive officer of Wal-Mart Asia: Wal-Mart Stores. Inc. in 1994, and spentnine years in South China's Shenzhen.
Wal-Mart entered China in 1996 and opened its first Supercenterand Sam's Club in Shenzhen, China. It has since then opened thirty-one stores in fifteen cities in China, including Wal-Mart Supercenter, Sam's Club and Wal-Mart Neighborhood Market, and has approximately 16,000 local employees.
On the walls of the office building of Wal-Mart Asia, a six-floor reconstructed workshop, there are some bulletins including tallies of how much paper people saved and recommending merchandises by staffs.
Instead of the huge capital and international reputation, he attributed Wal-Mart's success in China to his excellent 16,000 associates.
"What Wal-Mart basically believes is that people are our real assets," said Hatfield, who believed that Wal-Mart China would grow to be a locally run company.
There is only a small group of expatriates in Wal-Mart China and 99.9 percent of staff are local people. All 31 Wal-Mart storesin China are directly operated by local associates, he said.
Facing international retailer giants, many Chinese local governments and retailers expressed their worries, which often resulted in some policy restrictions on market entrance of foreignretailers.
But the difficulties did not cut down Wal-Mart's expectations of China's market.
In 1996, the former president of Wal-Mart Stores Inc. David Grass said that China was the only country with a potential to duplicate Wal-Mart's miracle in the US.
Hatfield said that when they opened the first two supercenters in Shenzhen, everybody thought it would put off other business. But today they have nine stores in Shenzhen with two more to be opened up in the next year, but other Chinese stores are continuing to grow.
What is actually occurring is that the market is growing and customers are benefiting from better shopping experiences, he said.
"If I had told the Shenzhen government what would occur here, Iam not sure most people would have believed that," said he.
From the speed point, Wal-Mart's developing speed is not as fast as that in other countries, according to Hatfield.
"We have the core beliefs and operating strategy of American stores, but it is critically important to let Chinese customers understand those," said Hatfield, who pointed out the second important issue is gaining people to handle the goal.
"We should learn crawl, walk and eventually run," stressed Hatfield.
He also pointed that one key to success of a retailer was not just to have the money to open stores, but to develop a strong vender base.
We share our sales information with our venders through retail link, our on-going sales base, and we score them and tell them theexpectations of our customers, said he.
In order to ensure the safety of its commodities, Wal-Mart often sends specialists with professional background to visit the store's venders, especially daily items.
As a toy buyer, he witnessed the changes of countries as toy providers in Asia in past decades, from Japan to the Republic of Korea to Thailand to Taiwan, and eventually to the Chinese mainland.
"The only standard is the efficiency. What we are searching foris the place where can provide great value to our customers," saidJoe.
In 2002 Wal-Mart global sales reached 244.5 billion and topped the Fortune Global 500 for two consecutive years. It has set up purchasing offices in 25 countries and holds about 150 buying meetings every year across the world.
Wal-Mart's global procurement unit was relocated in Shenzhen in2002 and set up its branch office in Shanghai in 2003.
Now Wal-Mart has over 2,000 Chinese venders which provide about15,000 kinds of commodities. About 97 percent of Wal-Mart merchandise sold in China are produced locally.
Committed to growing with China, Wal-Mart procured over 12 billion US dollars of merchandise directly and indirectly in Chinain 2002, covering six percent of the total sales of Wal-Mart, and expected to reach 15 billion US dollars in 2003.
"After retirement, I want to be a door greeter of Wal-Mart stores in Shenzhen," said Hatfield.
China Expat
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4 Responses Is China Milk Safe?
5 Responses Is China More Free Than America?
No Responses Kunming and Changes in China’s Cities
No Responses Is China Doomed?
One Response How a Cute Chinese Girl Faked The Opening Ceremonies
8 Responses 2008 Olympic Medals - Will China Take The Gold?
4 Responses Warning: Chinese Girls Heat Up China Olympics
No Responses Is the New US Embassy in China a Trap?
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Ecspace.us
Ecspace.us is the third generation of online business-to-business (B2B) platforms, combining an international trade portal with vertical search engine technology to provide the complete trade solution for suppliers and buyers. Our unrivalled search technology doesn't rely on a database of registered clients, but instead gets the results you want from all B2B networks and trade portals on the World Wide Web. Whether searching by product, industry, or company name, Ecspace.us's unbiased results let you compare potential trading partners easily and efficiently.
With over 2 million foreign trade suppliers and 3 million international buyers in our network, Ecspace.us has become a trusted platform for international companies to find what they want: either supplies or customers. This is because Ecspace.us has no bias towards buyers or suppliers, so that all the results returned are ordered by relevance and quality, not on how much sponsorship a company gives. Ecspace.us is already the leading B2B search engine in the world, so start searching today.
1. Ecspace.us's Outlook
Our Goal:
To empower local businesses through international trade.
Our Commitments:
◇To offer a complete, hassle-free, search-and-compare trade portal;
◇To give fair, objective results for all our searches.
2. Ecspace.us's Mission
◇For buyers – To make specialized B2B purchases
－－Develop a long-term love of Ecspace.us's search engine and comparison tools.
－－Allow purchases to run smoothly and with mutual trust.
◇For sellers – Increase overseas exposure and marketing capabilities
－－ Develop and promote suppliers' quality and service
－－Let the highest quality suppliers top our search results "first time, every time".
With over 2 million foreign trade suppliers and 3 million international buyers in our network, Ecspace.us has become a trusted platform for international companies to find what they want: either supplies or customers. This is because Ecspace.us has no bias towards buyers or suppliers, so that all the results returned are ordered by relevance and quality, not on how much sponsorship a company gives. Ecspace.us is already the leading B2B search engine in the world, so start searching today.
1. Ecspace.us's Outlook
Our Goal:
To empower local businesses through international trade.
Our Commitments:
◇To offer a complete, hassle-free, search-and-compare trade portal;
◇To give fair, objective results for all our searches.
2. Ecspace.us's Mission
◇For buyers – To make specialized B2B purchases
－－Develop a long-term love of Ecspace.us's search engine and comparison tools.
－－Allow purchases to run smoothly and with mutual trust.
◇For sellers – Increase overseas exposure and marketing capabilities
－－ Develop and promote suppliers' quality and service
－－Let the highest quality suppliers top our search results "first time, every time".
Shanghai Threatened by Water Shortage
Shanghai Threatened by Water Shortage
The Chinese Ministry of Water Resources predicts that beginning from 2010, a serious water shortage will lie ahead of the country. By 2030, when the shortage peaks, the nation will have 40-50 billion cubic meters of water in short supply. What's more, Shanghai -- the biggest Chinese metropolis situated in the estuary of the Yangtze River, by the East China Sea -- has been added to the United Nations' list as one of the six cities predicted to experience severe drinking-water problems in this century. Shanghai Water Affairs Bureau has foreseen that during this summer, when the city uses up to 9.64 million cubic meters of water per day, there will be a possible daily water shortage of 1.5 million tons.
"Unlike north China, which is often afflicted with severe drought, what Shanghai lacks is quality water suitable for both drinking and industrial production," says 73-year-old Zhang Jiacheng, an expert of water affairs.
Although Shanghai abounds with water resources, its usable fresh water is very limited, with the total amount standing at 11.88 billion cubic meters, only 20 percent of the city's surface water. Shanghai's per capita water availability is 1,049 cubic meters, 40 percent of the country's average and 10 percent of the world's average.
"Pollution either occurs in the upper reaches of the Yangtze, or is caused by local plants," said Zhang Jiayi, director of Shanghai Water Affairs Bureau.
The Huangpu River, a tributary of the Yangtze flowing through Shanghai, has supplied 80 percent of drinkable water for the local residents. Nonetheless, in recent years, the river has been seriously defiled by industrial wastes, pointed out Zhang Jiatuan, a senior engineer of the Ministry of Water Resources.
Furthermore, contamination in the neighboring Taihu Lake remains a direct menace to the Huangpu River. Due to discharge of domestic and industrial sewage, high content of phosphorus in the lake has led to the occurrence of potentially toxic blue-green alga over large areas, bringing severe drinking-water problems to Wuxi City at the lakeside. According to Zhang Jiatuan, as a result, in the upper reaches of the Huangpu, dense aquatic plants have been seen floating on the water surface several times since the middle of June. On severe occasions, they covered up almost one-third of the river.
Experts from the Ministry of Water Resources pointed out that along with sharp population growth and rapid economic development, the imbalance between supply and demand of water has become a bottleneck in the nation's industrial and agricultural production and urban development. A scarcity of drinking water in Shanghai will greatly hinder its developing into an international metropolis.
However, most local residents have not yet come to realize the seriousness of the situation. Many people are in the habit of keeping the tap running while brushing teeth and washing up. Old-fashioned toilet tank, with 13 liters of water released in each flush, is still used in many households. At car-washers, tapped water is used to wash vehicles with very low charges. In fact, besides water contamination, wasteful consumption of clean water is also to blame for the water shortage.
"Few water-saving devices are used in Shanghai households," says Yu Longxiang, a water-saving expert. "According to statistics, each of the city's nearly 900,000 old flush toilets leaks 0.5-1 liters of water on average per day, letting millions of tons of clean water flow away for nothing each year!"
Meanwhile, there are quite a few loopholes in the city's management of water resources.
The water subsidy policy originating in the old planned economy era has not yet been completely abandoned today, though reforms have been carried out in the tap water industry. Exploiting this advantage, some street restaurants and car washers use subsidized water to do business. To wash a car, which charges from five to 10 yuan (US$0.625-1.25), 0.2 ton of water is needed, equal to the amount a resident's daily use in the summer, but the cost is only 32 cents. Cheap water charges have encouraged people to use water lavishly.
In a city like Shanghai, which has abundant rainfall throughout the year, rain water could have been collected and used to irrigate fields, wash down vehicles, flush toilets, fight fire, and so on, to reduce the reliance on rivers. However, so far the city is not prepared for rain water collection.
After making an inspection tour to Shanghai, 19 members of the Chinese Academy of Sciences and Chinese Academy of Engineering, including 81-year-old Qian Zhengying, suggested the city to promote water-saving devices, while tapping new water sources and reducing water pollution to the greatest extent.
According to Zhang Jiayi, the city is carrying out a program to remake old water closets used in as many as 600,000 households, aiming at saving an estimated 9.84 million cubic meters of water a year.
"A direct effect of economization on water is to reduce the release of waste water," says Yu Longxiang. "Consequently, the city's burden of sewage treatment will be lessened. This is an act to serve two purposes at the same time."
In terms of tapping new water sources, Gu Yuliang, chief engineer of Shanghai Municipal Raw Water Co Ltd, suggested to establish a water source preservation zone at the mouth of the Yangtze River. "The water flow of the Yangtze reaches 0.93 trillion cubic meters in Shanghai and its environs. Along with harnessing the Yangtze, constructions of mid-stream and riverside reservoirs should also be considered," Gu said.
Currently, Shanghai's waterworks take water mostly from the Huangpu River. Qian Zhengying proposed to shift water intakes from the Huangpu to the Yangtze, which has better-quality water. In addition, related institutions must pay enough attention to preventing salt water from intruding into the Yangtze mouth area, Qian warned.
Currently, the city is considering different ways to tackle the water shortage crisis, including desalination of sea water, full exploitation of rain water, and rational use of groundwater resources, according to Zhang Yijia.
The Chinese Ministry of Water Resources predicts that beginning from 2010, a serious water shortage will lie ahead of the country. By 2030, when the shortage peaks, the nation will have 40-50 billion cubic meters of water in short supply. What's more, Shanghai -- the biggest Chinese metropolis situated in the estuary of the Yangtze River, by the East China Sea -- has been added to the United Nations' list as one of the six cities predicted to experience severe drinking-water problems in this century. Shanghai Water Affairs Bureau has foreseen that during this summer, when the city uses up to 9.64 million cubic meters of water per day, there will be a possible daily water shortage of 1.5 million tons.
"Unlike north China, which is often afflicted with severe drought, what Shanghai lacks is quality water suitable for both drinking and industrial production," says 73-year-old Zhang Jiacheng, an expert of water affairs.
Although Shanghai abounds with water resources, its usable fresh water is very limited, with the total amount standing at 11.88 billion cubic meters, only 20 percent of the city's surface water. Shanghai's per capita water availability is 1,049 cubic meters, 40 percent of the country's average and 10 percent of the world's average.
"Pollution either occurs in the upper reaches of the Yangtze, or is caused by local plants," said Zhang Jiayi, director of Shanghai Water Affairs Bureau.
The Huangpu River, a tributary of the Yangtze flowing through Shanghai, has supplied 80 percent of drinkable water for the local residents. Nonetheless, in recent years, the river has been seriously defiled by industrial wastes, pointed out Zhang Jiatuan, a senior engineer of the Ministry of Water Resources.
Furthermore, contamination in the neighboring Taihu Lake remains a direct menace to the Huangpu River. Due to discharge of domestic and industrial sewage, high content of phosphorus in the lake has led to the occurrence of potentially toxic blue-green alga over large areas, bringing severe drinking-water problems to Wuxi City at the lakeside. According to Zhang Jiatuan, as a result, in the upper reaches of the Huangpu, dense aquatic plants have been seen floating on the water surface several times since the middle of June. On severe occasions, they covered up almost one-third of the river.
Experts from the Ministry of Water Resources pointed out that along with sharp population growth and rapid economic development, the imbalance between supply and demand of water has become a bottleneck in the nation's industrial and agricultural production and urban development. A scarcity of drinking water in Shanghai will greatly hinder its developing into an international metropolis.
However, most local residents have not yet come to realize the seriousness of the situation. Many people are in the habit of keeping the tap running while brushing teeth and washing up. Old-fashioned toilet tank, with 13 liters of water released in each flush, is still used in many households. At car-washers, tapped water is used to wash vehicles with very low charges. In fact, besides water contamination, wasteful consumption of clean water is also to blame for the water shortage.
"Few water-saving devices are used in Shanghai households," says Yu Longxiang, a water-saving expert. "According to statistics, each of the city's nearly 900,000 old flush toilets leaks 0.5-1 liters of water on average per day, letting millions of tons of clean water flow away for nothing each year!"
Meanwhile, there are quite a few loopholes in the city's management of water resources.
The water subsidy policy originating in the old planned economy era has not yet been completely abandoned today, though reforms have been carried out in the tap water industry. Exploiting this advantage, some street restaurants and car washers use subsidized water to do business. To wash a car, which charges from five to 10 yuan (US$0.625-1.25), 0.2 ton of water is needed, equal to the amount a resident's daily use in the summer, but the cost is only 32 cents. Cheap water charges have encouraged people to use water lavishly.
In a city like Shanghai, which has abundant rainfall throughout the year, rain water could have been collected and used to irrigate fields, wash down vehicles, flush toilets, fight fire, and so on, to reduce the reliance on rivers. However, so far the city is not prepared for rain water collection.
After making an inspection tour to Shanghai, 19 members of the Chinese Academy of Sciences and Chinese Academy of Engineering, including 81-year-old Qian Zhengying, suggested the city to promote water-saving devices, while tapping new water sources and reducing water pollution to the greatest extent.
According to Zhang Jiayi, the city is carrying out a program to remake old water closets used in as many as 600,000 households, aiming at saving an estimated 9.84 million cubic meters of water a year.
"A direct effect of economization on water is to reduce the release of waste water," says Yu Longxiang. "Consequently, the city's burden of sewage treatment will be lessened. This is an act to serve two purposes at the same time."
In terms of tapping new water sources, Gu Yuliang, chief engineer of Shanghai Municipal Raw Water Co Ltd, suggested to establish a water source preservation zone at the mouth of the Yangtze River. "The water flow of the Yangtze reaches 0.93 trillion cubic meters in Shanghai and its environs. Along with harnessing the Yangtze, constructions of mid-stream and riverside reservoirs should also be considered," Gu said.
Currently, Shanghai's waterworks take water mostly from the Huangpu River. Qian Zhengying proposed to shift water intakes from the Huangpu to the Yangtze, which has better-quality water. In addition, related institutions must pay enough attention to preventing salt water from intruding into the Yangtze mouth area, Qian warned.
Currently, the city is considering different ways to tackle the water shortage crisis, including desalination of sea water, full exploitation of rain water, and rational use of groundwater resources, according to Zhang Yijia.
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