New Chongqing—Chongqing Daily publishes a signed article by Zeng Jinghua titled “Establishing and Practicing the Correct View of Political Achievements to Promote High-Quality Development of State-Owned Assets and Enterprises Across the City.”

Establish and practice a correct view of political achievements.

Promote High-Quality Development of State-Owned Assets and Enterprises Across the City

Zeng Jinghua, Secretary of the Party Committee and Director of the Municipal State-owned Assets Supervision and Administration Commission

The CPC Central Committee with Comrade Xi Jinping at its core has decided to launch, throughout the Party, a campaign to foster and put into practice a correct view of political achievements. This is a major decision and deployment that addresses the complex international situation and is grounded in the overall development of the Party and the country; it is also a crucial arrangement for energetically writing a new chapter of high-quality development in the inaugural year of the 15th Five-Year Plan. It is highly urgent, of paramount importance, and highly targeted. The Standing Committee of the Municipal Party Committee has specifically studied and made arrangements for the city-wide implementation of this study-and-education campaign. All state-owned assets and state-owned enterprises in the city must thoroughly study and implement General Secretary Xi Jinping’s important expositions on fostering and practicing a correct view of political achievements, deeply grasp the overarching requirements of “upholding the Party’s public-spirited nature, delivering benefits to the people, making scientific decisions, and pursuing practical and diligent work,” and devote full effort to the “three musts” so as to firmly establish and practice a correct view of political achievements. With a pragmatic, efficient, and enterprising attitude, they should promote the high-quality development of state-owned assets and state-owned enterprises and deliver concrete results that can stand the test of practice, the people, and history.

State-owned enterprises are a vital pillar and a reliable force for the Party’s governance and national rejuvenation, and the leading personnel of state-owned enterprises are the Party’s core cadres in the economic sphere. It is imperative to genuinely internalize the overarching requirements of study and education and translate them into concrete actions, thereby strengthening political, ideological, and practical awareness in establishing and practicing a correct view of performance, so as to ensure that the city’s work related to state capital and state-owned enterprises consistently advances in the right direction.

Serving the public interest is a fundamental requirement for the Party. The fundamental yardstick for gauging the strength of Party spirit is whether one puts the public interest before personal interests. Only with robust Party spirit and the unwavering rejection of selfish motives can we ensure that our outlook on political achievements remains free from distortion. All Party members and cadres in state-owned assets and state-owned enterprises across the city, especially leading cadres, must always bear in mind that “public” comes first. In making decisions, planning development, managing investment, and advancing reform—whether confronting various temptations or challenges—they must consistently uphold impartiality and selflessness, clearly distinguish between public and private interests, prioritize the public over the private, and put the public good above personal gain. They must steadfastly safeguard the bottom line of preserving and enhancing the value of state assets, thereby protecting the common wealth of all the people.

Serving the people and bringing them benefits is the pursuit of value. State-owned enterprises are the enterprises of the Party and the state, and the enterprises of the people. Meeting the people’s aspirations for a better life is both the starting point and the ultimate goal of their operations and management. Leading cadres at all levels must steadfastly uphold the value orientation that “Chinese modernization puts people’s wellbeing first,” fully discharge their economic, political, and social responsibilities, and deliver high-quality products and services in such areas as industrial development, public services, and livelihood security, so that the fruits of reform and development benefit the people more extensively and equitably.

Scientific decision-making is a crucial link. In the face of a new wave of technological revolution and industrial transformation, a rapidly evolving market, and the complexity and arduousness of state-owned asset and state-owned enterprise reform, scientific decision-making is of paramount importance. Leading cadres at all levels of enterprises must adhere to the principle of seeking truth from facts, base all actions on reality, act in accordance with economic laws and Party discipline, conduct thorough investigations and research, solicit broad input, and carry out rigorous scientific analysis and evaluation. Only in this way can we ensure that every decision stands up to scrutiny and verification, thereby promoting steady and sustainable progress in the city’s state-owned asset and state-owned enterprise reform and development.

Pragmatic and diligent action is the path of practice. General Secretary Xi Jinping has emphasized that all great undertakings are achieved through practical action. For state-owned enterprises, “building world-class enterprises” is not something to be proclaimed—it is something to be accomplished through concrete efforts. Leading cadres at all levels must vigorously carry forward the fine style of seeking truth from facts and being pragmatic, and of working hard and delivering real results. They must put “pragmatism” first and “action” above all else, tell the truth, do practical work, and pursue tangible outcomes. They should press ahead step by step and advance steadily, one milestone after another, turning blueprints into reality and visions into vivid achievements, and using solid work and demonstrable results to deliver a high-scoring performance in the high-quality development of state capital and state-owned enterprises.

Upholding high-quality development is the fundamental principle of the new era, and fostering and practicing a correct view of political achievements is a key measure for advancing such development. To take the lead and set an example in pursuing high-quality development, state-owned enterprises must uphold “three respects” and stand the test of “three examinations,” delivering concrete actions and tangible results to contribute even greater strength from state capital and state-owned enterprises to the vigorous effort to write the Chongqing chapter of Chinese modernization.

We must respect objective laws. We must always maintain reverence for underlying laws and strategic composure, respecting the laws of the economy, society, and nature. We need to gain a deep understanding of the limits of capital expansion, the cyclical patterns of industrial evolution, and the carrying capacity of the ecological environment, and on this basis of grasping objective laws, set work objectives, formulate policy measures, and make work arrangements. All corporate decisions must be grounded in sound economic, market, and investment logic; we must resolutely guard against arbitrary decision-making and reckless, overambitious initiatives, avoid setting unrealistic high targets, refrain from parroting empty slogans designed to attract attention, and eschew vanity projects that waste resources and harm both people and the economy.

We must respect the Party’s requirements and the people’s will. The Party’s requirements and the people’s aspirations are seamlessly integrated. The reform and development of state-owned assets and enterprises across the city must be consciously aligned with major national strategies and the overall development agenda of the municipality, accurately positioning themselves within key strategic initiatives such as bolstering the construction of the Chengdu–Chongqing Twin-City Economic Circle, advancing the New Western Land–Sea Corridor, and building a modern, people-centered city. At the same time, they should pinpoint their priorities by meeting the public’s expectations and needs regarding state-owned enterprises, thereby comprehensively enhancing their capacity and contribution to supporting and serving the overarching national and municipal agendas and the well-being of the people.

We must respect the principle of proceeding from actual conditions in all matters. Chongqing’s state-owned assets and enterprises possess distinct advantages and characteristics: they benefit from the profound historical legacy of a traditional industrial base, while also operating within the unique institutional framework of a municipality directly under the central government. Any decision-making process must begin with a thorough understanding of the local context, taking full account of industry-specific features, resource endowments, and prevailing conditions. Decisions should be aligned with the enterprise’s asset size, debt-to-equity ratio, and financing capacity, as well as its management capabilities, industry experience, talent pool, and risk-resilience. Tailored approaches—“one policy for each enterprise”—should be adopted to address development bottlenecks in light of local conditions and individual corporate circumstances.

It must stand the test of practice. We must steadfastly pursue development that is substantive, free of artificial inflation, and balanced in terms of speed, quality, and efficiency. When assessing and evaluating corporate performance, we should not only focus on superficial growth rates but also on the underlying quality of development; we should consider both current operating metrics and the enterprise’s capacity for sustainable development. We will resolutely eliminate all forms of artificial embellishment, ensure the integrity of our assets, and guarantee that every unit of growth is high-quality and sustainable.

It must stand the test of the people. No trophy—gold or silver—can compare with the people’s praise. We must strive to deliver greater benefits and alleviate greater concerns for the people, and undertake more concrete initiatives that are tangible, measurable, and truly beneficial. In areas closely tied to people’s daily lives—such as water supply and drainage, public transportation, and infrastructure development—we must continuously enhance the quality and efficiency of our services, helping to address the worries, frustrations, and pressing issues that affect people’s everyday lives. In this way, the general public will gain a stronger sense of fulfillment, happiness, and security from the reform and development of state-owned assets and state-owned enterprises.

It must stand the test of history. In the reform and development of state-owned enterprises, we must not fixate solely on short-term, visible achievements while neglecting the foundational, long-term “invisible” gains. As leading cadres of enterprises, we must adopt a long-term vision and strategic thinking in our work and entrepreneurship, maintain strategic composure, resist the temptation of quick wins, and continuously advance fundamental initiatives such as technological innovation, talent development, and institutional improvement. Only by doing so can we build up sustained momentum for the enterprise’s long-term growth and deliver “green performance” that stands the test of time.

At present, deviations in the performance appraisal and governance mindset within the city’s state-owned assets and state-owned enterprises still exist to varying degrees. It is imperative to adopt a self-critical approach, tackle problems head-on with unwavering resolve, and intensify efforts to identify and rectify these issues, thereby addressing deep-rooted maladies and chronic ailments through a spirit of self-revolution. Only in this way can we ensure that the principle of “the General Secretary issues directives, the Party Central Committee makes arrangements, and Chongqing takes concrete action” is consistently implemented across all state-owned assets and state-owned enterprises in the city.

Resolutely prevent and correct arbitrary decision-making and reckless investment. Hasty and ill-considered decision-making and reckless investment are the root causes of all types of risks facing state-owned enterprises. An analysis of the problems underlying certain investment risks reveals that some stem from corrupt practices—such as personal corruption and the transfer of benefits; others arise from blind, uninformed investment driven by inadequate capabilities and a headlong, unthinking approach; still others result from opportunistic investments made to curry favor with superiors or serve personal agendas; and yet others are motivated by an overzealous pursuit of political achievements, aimed at building up a superficial record of accomplishments and securing promotions. All such practices ultimately lead to the squandering of state assets. It is imperative to firmly curb unchecked expansion and impulsive investment, and to refrain from pursuing short-term gains and unrealistic “vanity projects” or “achievement-oriented projects.” We must improve the “three major matters and one significant issue” decision-making system, rigorously standardize investment decision-making procedures, strengthen feasibility studies and risk assessments, and enhance oversight before, during, and after investment. For any major losses caused by non-compliant decision-making, strict accountability must be enforced to compel more standardized and scientifically sound decision-making.

Resolutely prevent and rectify falsification. Data falsification and deceptive practices reflect a distortion of corporate leaders’ values and performance metrics, posing a significant risk of loss of state-owned assets. It is imperative to strengthen penetrative supervision by leveraging big data and digital technologies to rigorously verify the authenticity of financial statements, resolutely prohibiting “empty-turn” transactions such as financing-based trade and fictitious trade, and strictly forbidding deliberate manipulation of profits and “beautification” of financial reports—both of which constitute data fraud. Furthermore, enterprises at all levels must be guided and urged to curb, at the source, the blind pursuit of revenue scale and the impulse to engage in fraudulent trade to inflate reported figures, thereby fostering a sound business orientation that prioritizes core operations, strengthens real-sector activities, and cultivates specialized expertise. Only by relying on genuine performance can we build an honest and trustworthy business environment.

Resolutely prevent and rectify the practice of “new officials ignoring past commitments.” Reform and development is a continuous, step-by-step endeavor; the turnover of leading cadres is the norm, but accountability must never be interrupted. The “Three Tough Battles and One Revitalization” reform initiative represents a decisive campaign to settle outstanding accounts and resolve long-standing historical issues. We must maintain the vigor and boldness required for tackling tough reform challenges, regard the resolution of legacy problems as a key criterion for evaluating performance, refuse to shirk responsibility or evade difficulties, systematically address old issues and overcome persistent obstacles, and focus on establishing and perfecting five long-term mechanisms: a mechanism for preventing and defusing major risks in state-owned enterprises; a mechanism for the routine disposal of risky and non-performing assets; a mechanism for sustained investment; a long-term control mechanism for loss prevention and deficit remediation; and a mechanism for the regular revitalization of assets. These measures will help close the loop on risk management and resolution, ensuring the sound and sustainable development of the city’s state-owned assets and state-owned enterprises.

We will resolutely prevent and rectify the encroachment upon and corruption within state-owned enterprises. State-owned assets are the “family wealth” of all the people and must never be turned into a “cash machine” for a small minority. We must conduct comprehensive and systematic study of General Secretary Xi Jinping’s important expositions on establishing and practicing a correct view of political achievements, as well as relevant documents such as the Regulations on the Honest Conduct of Leaders of State-Owned Enterprises, so as to fortify our ideological defenses at the very source. We must maintain an unrelenting high-pressure stance against corruption, with close scrutiny focused on key areas such as engineering construction, material procurement, and property-rights transactions, and we must improve the mechanisms for supervising and restraining the exercise of power. We must steadily advance the building of clean state-owned enterprises by enhancing quality and expanding coverage, strengthen oversight over “principal leaders” and key positions, severely crack down on the transfer of benefits and the practice of exploiting one’s position for personal gain, and resolutely eradicate the “pests” that erode state-owned assets.

Resolutely prevent and rectify the “Four Winds” problems. We will earnestly implement the Regulations on Reducing the Burden on Grassroots Levels, resolutely combat formalism and bureaucratic practices such as excessive paperwork and meetings, and overemphasis on record-keeping, and rigorously address such negative phenomena as shirking responsibility, adopting a “lie-flat” attitude and passing the buck, going through the motions and evading accountability, and settling for mediocrity. We will uphold a strict tone, keep a close watch on the persistent problems of the “Four Winds,” intensify investigations and punishments, and ensure that the spirit of the Central Committee’s Eight-Point Decision on Improving Conduct takes firm root. We will make effective use of both positive and negative typical cases: strengthen the study and publicity of positive examples, reinforce cautionary education through negative examples, continuously fortify the institutional safeguards against unhealthy conduct, and foster a sound atmosphere of integrity and uprightness.

Resolutely prevent and correct the tendencies of shirking responsibility, avoiding difficulties, and doing nothing. In the fiercely competitive marketplace, where only the strongest survive, there is no room for complacency, opportunism, or buck-passing. We must establish a talent-management orientation that values practical work and tangible results, refine a new performance-assessment and compensation system, and use sound evaluation criteria to weed out mediocrity and reward excellence—ensuring that hard work is rewarded, that greater effort yields greater rewards, and that high performance is recognized and rewarded. We will fully implement the principle of “distinguishing among three categories,” unequivocally supporting and encouraging cadres who dare to take responsibility, work diligently, and act in the public interest, thereby stimulating the enthusiasm, initiative, and creativity of Party members and government officials to pursue and accomplish meaningful undertakings. In this way, we will foster a widespread culture throughout the city’s state-owned assets and state-owned enterprises of willingness, courage, and competence in taking on responsibilities.

Only with a sound view of political achievements can the path of development be broadened. All state-owned assets and state-owned enterprises in the city will take this study-and-education campaign as an opportunity to steadfastly foster and practice a correct view of political achievements, embracing the spiritual outlook of “success need not be mine” and the historical responsibility of “my contribution is indispensable to that success,” so as to vigorously open up a new chapter in the reform and development of the city’s state-owned assets and state-owned enterprises and to assess the effectiveness of this study-and-education initiative through tangible, high-quality development outcomes.