On September 30, Pangyuan Leasing convened its fourth-quarter 2026 safety and environmental protection office meeting, the October safety and environmental protection work meeting, and the launch meeting for the “100-Day Safety Campaign.” The meetings reviewed and conveyed the spirit of the national video conference on work safety and the directives outlined in Premier Li Qiang’s address, while also making arrangements for key tasks in the near term. Drawing profound lessons from the 19 typical production safety accidents nationwide in August, the company rolled out and deployed the implementation plan for the “100-Day Safety Campaign.” Geng Hongbin, Director and Deputy General Manager of Shaanxi Construction Machinery Co., Ltd. and Chairman of Pangyuan Leasing, along with Qu Xiaodong, Party Secretary and General Manager, and other members of the leadership team, attended the meetings.
The meeting emphasized that workplace safety is an inviolable bottom line and red line. At present, the company is at a critical juncture in its operations; during the fourth quarter, tower crane assembly and disassembly activities are concentrated, equipment turnover is frequent, and, compounded by the National Day holiday, personnel may become complacent, leading to overlapping and compounding risks. With tower crane operations intensifying and equipment scheduling becoming increasingly demanding in the fourth quarter, coupled with the potential for diminished vigilance and complacency among staff during the holiday period, multiple safety hazards are converging and escalating. All employees must thoroughly implement the spirit of the Shaanxi Coal Group’s emergency video conference on workplace safety, firmly uphold a sense of responsibility characterized by constant vigilance, and rigorously and practically carry out all aspects of safety management, resolutely preventing and curbing the occurrence of any safety incidents.
The meeting emphasized that the 2026 “100-Day Safety Campaign,” running from today through December 31, will focus on key areas and critical risk points, including tower crane installation and dismantling, jacking and section addition, lifting and hoisting operations, equipment maintenance and repair, management of outsourced and contracted personnel, and prevention of risks associated with extreme weather conditions during autumn and winter. The campaign is anchored to four major objectives: resolutely preventing production safety accidents resulting in serious injury or above; firmly averting fire incidents classified as general or more severe; rigorously guarding against minor injury accidents, equipment damage incidents, and all types of near-miss events; achieving immediate elimination of major hazards and ongoing clearance of general hazards; and ensuring a successful conclusion to the three-year action plan aimed at addressing root causes and tackling tough challenges. The company has established a dedicated Leading Group for the 100-Day Safety Campaign and instituted a work mechanism featuring weekly progress reviews and monthly summaries. It will coordinate regular online and offline supervisory inspections and, for units and individuals failing to adequately implement and advance the campaign, will conduct strict performance assessments and hold accountable those found lacking in compliance, in accordance with applicable regulations.
The meeting mandated the following: First, ensure robust prevention of safety risks during the National Day holiday. Before the holiday, conduct comprehensive safety inspections, with particular attention to foundation fastening, wall‑anchoring rod connections, safety limiters, and wind‑resistance and anti‑slip measures. Strictly enforce the system of on‑duty leadership supervision and 24‑hour standby at key posts, uphold discipline in information reporting, and absolutely prohibit delayed or omitted reporting. Second, rigorously control safety at the resumption of work and production. Firmly uphold the principle that “halted operations do not equate to safety,” strictly implement the mandatory standards of “inspection required before resuming work; no resumption without passing inspection,” and require a fresh safety technical briefing prior to restarting high‑risk operations. Third, shift the focus of safety management downward, continuously strengthen team‑level safety initiatives, and concentrate on enhancing frontline personnel’s five core capabilities: risk identification, standardized procedures, self‑discipline, mutual oversight, and emergency response. Eliminate formalism and prevent substituting superficial compliance for effective management. Additionally, strictly enforce the on‑site supervision system for high‑risk tasks, ensuring that supervisors are present, fully engaged, and conscientiously fulfilling their duties. Fourth, vigorously pursue closed-loop resolution of identified hazards. All issues uncovered during September’s inspections must be fully rectified and closed by October 15. Newly identified hazards shall be managed through a detailed checklist and ledger, implementing the principle of “one item rectified, one item inspected, one item closed,” thereby establishing a complete work cycle. Fifth, progressively strengthen and solidify responsibility for workplace safety at every level. From corporate legal representatives down to grassroots team leaders, transmit safety accountability hierarchically, and ensure that all business units strictly adhere to the principle of “safety must be managed alongside operations.” The company will establish a special inspection team and adopt the “four noes and two direct” approach—going straight to project sites—to carry out on‑site oversight. Any instances of managerial absence from duty or perfunctory remediation will be subject to strict accountability.
The meeting emphasized that all subsidiaries and business units, as well as each operational region, must promptly convey the spirit of this meeting—particularly the requirements for safety management during the National Day holiday—to every project, every work team, and every frontline worker, ensuring that these directives reach the grassroots level and that responsibilities are assigned to specific individuals.
This meeting was held in a hybrid format—both in-person and via video—and was attended by heads of all company departments and subsidiaries, as well as relevant personnel from the safety and environmental protection divisions.