To organize, implement, and promote the arrangements and deployments of the group company's special activities themed "Study Party History, Recall the Journey, Understand Gains and Losses, Strengthen Confidence, and Create Great Achievements," Xinxing Heavy Industry, following last week's organizational leadership visit to its affiliated enterprises for concentrated research, held a special activity supervision and deployment video conference on June 8th to re-mobilize and re-deploy the group company's special activities from June 1st. Members of the Xinxing Heavy Industry leadership team, members of the special activity working group, and the main leaders of its affiliated enterprises attended the meeting. Zhao Ming, deputy secretary of the Xinxing Heavy Industry Party Committee and secretary of the Discipline Inspection Commission, presided over the meeting.

　　The meeting first collectively studied the important speech of General Secretary Xi Jinping, "Make good use of red resources, inherit the red gene, and pass on the red regime from generation to generation." Subsequently, Zhao Ming expounded on the main purpose and significance of this special activity. Zhang Li, head of the special activity working group, interpreted the "Xinxing Heavy Industry's Work Plan for the Special Activity of "Studying Party History, Recalling the Journey, Understanding Gains and Losses, Strengthening Confidence, and Creating Great Achievements." Team members discussed and spoke about their own learning experiences. Gong Guoping, deputy secretary of the Party Committee and general manager, combined with the actual development of Xinxing Heavy Industry, gave a detailed interpretation of the spirit of the meeting of the State-owned Assets Supervision and Administration Commission of the State Council on the promotion of the three-year action plan for the reform of central enterprises and the spirit of the speech of General Manager Jia Shirui of the group company, and made arrangements and deployments.

　　The meeting pointed out that all enterprises should recognize the current situation, thoroughly understand the mobilization speech of General Manager Jia Shirui and the spirit of the two commentaries, and seriously learn from the advanced experiences of units such as FAW Group in promoting the three-year action plan for state-owned enterprise reform. Further enhance the awareness of development, the momentum of reform, and the determination of rectification. Through studying party history, improve theoretical level and political consciousness, further emancipate the mind, and leverage to solve the pain points and difficulties hindering the reform process. At the same time, we should make arrangements and deployments for the "dual improvement" of style and ability as a specific task in this special campaign. All levels of Party organizations should give full play to their propaganda mission of "raising the flag, uniting the people's hearts, promoting culture, cultivating new people, and exhibiting image," increase publicity efforts, create a good atmosphere for undertaking, entrepreneurship, and reform by reporting typical cases, experiences, and practices at the grassroots level.

　　The meeting stressed that we should carefully sort out the current situation and diagnose ourselves to discover problems. We should benchmark against the group's goals and requirements, benchmark against the 14th Five-Year Plan tasks, and benchmark against advanced brother enterprises. Based on our own resource endowments and market demands, we should make ourselves stronger in the process of moving from "creating something out of nothing" to "making something better." We must face change bravely and overcome "three hurdles": first, the "state adjustment hurdle." Leading cadres should take the lead in changing their awareness and improving their work style and dare to take the lead; second, the "performance hurdle." In the first half of the year, we should consolidate our foundation and stabilize cash flow, and in the second half of the year, improve profitability and ensure that annual targets are met; third, the "14th Five-Year Plan hurdle." We must ensure that the direction, path, goals, constraints, resources, and capabilities of the development plan are feasible. Leaders should take the lead in integrating into the scene, integrating into the market, and integrating into the industry, analyzing policy and regulatory guidance, and constraints. Combining with the actual situation of the enterprise, ensuring that the formulated plan respects objective laws and reflects the requirements of high-quality development. We must act quickly to do three things: according to the time node specified by the group, organize and implement the materials of achievements, experience, and lessons learned, through understanding gains and losses for "diagnosis and treatment" and "prescribing medicine"; launch in advance, sink to the front line, and cooperate with the group's special activity working group to conduct grassroots interviews, investigations, and supervision and inspection work; do a good job in the discussion of the "14th Five-Year Plan", adhering to the combination of vertical and horizontal lines, focusing on professional division of labor to clarify benchmark objects, and at the same time, using professional agency guidance to finally form an index system.