On the morning of July 20, Geng Hongbin, a director and deputy general manager of Shaanxi Construction Machinery Co., Ltd., as well as a member of the Party Committee and a director of Pangyuan Leasing, delivered a special Party lecture to the company’s Party members and cadres, titled “Establishing and Practicing a Correct View of Political Achievement and Promoting Safe and Stable Development at Pangyuan Leasing Through Concrete Actions and Tangible Results.”
Geng Hongbin pointed out that launching study and education on establishing and practicing a correct view of official achievements is a major strategic deployment made by the CPC Central Committee in light of the new era and new journey, and a key measure for strengthening the Party’s ideological and political development and cultivating a high-caliber cadre team. Starting from the broad historical perspective of the Party’s century-long history, he systematically expounded the core principles of a correct view of official achievements and traced the evolution of this outlook across four historical periods: the revolutionary war years, the socialist construction period, the reform and opening-up era, and the new era of socialism with Chinese characteristics. He emphasized that a correct view of official achievements is by no means an empty slogan; rather, it is a practical task for implementing sound management and operations—only tangible results that can stand the test of practice, the people, and history are truly enduring, foundational, far‑reaching, and capable of building long-term momentum.
Drawing on Pangyuan Leasing’s current development realities, Geng Hongbin pointed out that the industry is experiencing a deep downturn and market competition has reached a fever pitch. The company now stands at a critical juncture—striving to turn losses into profits and break through to ensure survival. All Party members and cadres must regard sustainable profitability, asset safety, and stable cash flow as the core benchmarks for assessing both operational performance and their own sense of political achievement.
Geng Hongbin emphasized that, grounded in the core business of tower crane leasing, it is essential to calibrate the fundamental orientation of performance evaluation from four key dimensions: First, uphold Party building as the guiding force for operations, dispelling the one-sided mindset of prioritizing business over Party work, and transforming the strengths of Party organizations into competitive advantages that drive market success and improve profitability. Second, strengthen risk management across the entire process, rigorously managing risks related to receivables and firmly safeguarding safety and environmental protection standards. Third, implement meticulous cost control, with all employees embracing the principle of “living frugally,” focusing on careful budgeting and expense management in areas such as labor costs, equipment transportation, and ten specific categories of expenditures. Fourth, institutionalize compliance management by embedding compliance requirements throughout the entire business chain—covering investment decisions, contract reviews, and material procurement—ensuring that every action is based on sound evidence and conducted in strict accordance with regulations.
Geng Hongbin urged all Party members and cadres to strictly adhere to the disciplinary red line of integrity and incorruptibility, and to consolidate the foundation of their performance‑oriented outlook through concrete action and a sense of responsibility. They must remain vigilant in upholding廉洁 self-discipline, closely monitor high‑risk areas, and establish a coordinated oversight system. They should steadfastly uphold the principle of seeking truth from facts, resolutely rectify the pursuit of superficial achievements and formalism, and strengthen sustained, down-to‑earth efforts. This includes proactively taking root at project sites, ensuring rigorous implementation of routine tasks such as equipment maintenance, debt collection, and material‑consumption reduction, and establishing long‑term mechanisms for the effective management of assets and supplies, thereby preventing campaign‑style or short‑lived, half‑hearted remediation.
Party members and cadres attending the meeting unanimously stated that they would take this special Party lecture as an opportunity to recalibrate their values and priorities in pursuing both development and entrepreneurship. They pledged to make the preservation and appreciation of state-owned assets, as well as the safe and stable growth of the enterprise, the guiding principle for all their work; to proceed with a down-to-earth approach, exercise meticulous cost‑control, and uphold integrity and public service; and to drive Pangyuan Leasing toward sustained, steady progress and continuous improvement through a robust work style and tangible results.
Members of the leadership team and heads of all departments of Pangyuan Leasing, along with all Party members from the Shanghai Pangyuan Party Branch and the Shanghai Yidong Party Branch, attended the meeting at the main venue. The secretaries of the Party branches of the eight affiliated subsidiaries, together with relevant responsible personnel, participated in the study session via video link at the sub-venues.