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Deepen self-revolution in management    Strengthen the defense line against corruption and degeneration.

□ Group Party Committee

International Anti-Corruption Day (December 9) was established in 2003. In the same year, a classic Chinese drama with an anti-corruption theme—“The Dragon Year Files”—was released. The series vividly exposed deep-rooted ills such as the perversion of power, cliquish culture, and illicit transfer of interests under “political corruption,” prompting profound reflection. Art stems from reality yet also serves as a stark warning to reality itself. We must clearly recognize that the logic depicted in the drama will similarly infiltrate the very fabric of enterprises in a market economy, eroding the foundations of our development in the form of “official corruption.” The recently concluded Fourth Plenary Session of the 20th Central Committee issued a strong call: “We must persist with unyielding determination and unwavering commitment, continuing the fight against corruption as if we were always on the road.” As private enterprises organized under Party committees, we must demonstrate a high degree of political awareness and regard the fight against corruption as a self-revolution that we simply cannot afford to lose—and must never allow ourselves to lose.

“Positional corruption” within enterprises takes many different forms, yet at its core, it invariably involves the perversion of job duties and powers entrusted by the enterprise into tools for pursuing personal or small-group private interests. Whether it’s “accepting bribes, extorting money, and demanding favors” during the handling of specific matters, engaging in “backroom deals” within approval processes, leveraging the spillover effects of official positions to “pursue personal gain,” or exploiting information exchanges to achieve “transfer of benefits” tailored to individual needs—each of these practices poses a deadly threat. Not only does it directly devour the enterprise’s economic gains or cause damage to public assets, but more seriously, it distorts the enterprise’s core values, undermines the fair and just management environment, demoralizes the vast majority of employees and cadres, and ultimately erodes the enterprise’s cohesion and competitiveness, driving it toward the brink of collapse—or even into an abyss.

A thorough analysis of various cases of “official corruption” within enterprises reveals that the root causes primarily lie in the following aspects:

First, there is a misalignment and distortion in the perception of power. Few Some Party members, cadres, and managers have forgotten that the power in their hands stems from the company’s trust and the employees’ entrustment. They treat their areas of responsibility as “private fiefdoms,” regard their approval authority as “personal prerogative,” and misuse public resources for private gain, acting arbitrarily and recklessly. This ideological “breach of the dam” is precisely the root cause of behavioral misconduct and transgressions.

Second, the institutional cage is not tight enough. In certain aspects and procedures, our institutional design still has loopholes, and the allocation of power is not yet sufficiently scientific. The checks and balances mechanism is still not effective enough, and process controls are still not tight enough, making it possible for “cages meant to hold cattle to end up holding cats”—providing an opening for those with ulterior motives.

Third, the oversight system has failed to be fully developed and effectively implemented. The absence of a dedicated compliance management department has resulted in subordinates being afraid to supervise, peers failing to supervise each other, and superiors... The phenomenon of lax oversight exists to a certain extent. Internal supervision, audit supervision, and democratic supervision have yet to fully synergize, resulting in some corrupt practices going undetected and unaddressed in a timely manner.

Fourth, the foundation for a culture of integrity has not yet been fully established. The ideological tendency of "emphasizing business and formalities while neglecting Party building and integrity" has become dominant, leading to a tolerance of corrupt practices. The “tolerance” level, wary of potentially undermining enterprises’ harmonious relationships and external image, is sometimes excessively high; a “zero-tolerance” attitude and atmosphere have yet to fully take root at the corporate level.

Faced with these deep-seated issues, we must not afford the slightest slackness. The Party Committee of the Group must firmly shoulder its principal responsibility for comprehensively and strictly governing the Party and managing the enterprise, taking the relevant guiding principles as our fundamental compass, and with the courage and commitment to engage in self-revolution, adopt a systematic approach that addresses both symptoms and root causes, and promote in an integrated manner the goals of "daring not to be corrupt, being unable to be corrupt, and having no desire to be corrupt."

First, we must maintain the high-pressure deterrence against corruption, ensuring that discipline truly becomes a “high-voltage line” charged with electricity. I We must uphold the principles of zero tolerance, full coverage, and no prohibited zones, and deal strictly with all kinds of violations of discipline, rules, and laws. No matter the level or position, anyone who crosses the disciplinary red lines or legal bottom lines must be dealt with firmly and without any leniency. Every manager must deeply recognize that the cost of corruption is extremely high, thereby developing a sense of caution and self-restraint.

Second, we must improve the institutional mechanisms that make corruption impossible, firmly locking the exercise of power within the “iron cage” of institutions. We need to gather. Focus on key areas and critical positions characterized by concentrated power, intensive capital investment, and abundant resources; optimize the allocation of power, strengthen process controls, and improve the internal control system. We must vigorously promote information disclosure, ensuring that power operates in the sunlight and is subject to the broadest possible oversight. Through scientifically designed institutional frameworks, we should encourage and reward those who are aware of violations or illegal activities to provide clues to the company, promptly investigate and address such cases, and promptly make public the findings—thereby minimizing the scope for rent-seeking through power and effectively curbing corruption at its source.

Third, we must firmly build an ideological dam against corruption and foster a clean and upright “integrity ecosystem.” I We must strengthen education on ideals and beliefs, integrity and discipline, and cautionary education through case studies, guiding managers at all levels to establish a correct worldview, outlook on life, values, and perception of power. We should vigorously promote a culture of integrity, identify and commend exemplary individuals who embody integrity, and foster a strong atmosphere in which integrity is honored and corruption is shamed. We must continuously consolidate the ideological foundation of integrity, ensuring that integrity and self-discipline become the shared value pursuit and conscious actions of all employees.

Addressing “official corruption” within enterprises is a direct test of the Party Committee’s leadership capabilities. We must learn from history, take the spirit of the Fourth Plenary Session of the Central Commission for Discipline Inspection as our guiding principle, and with the firm determination to “remain on the road forever,” dare to tackle tough issues head-on, bravely turn the knife inward, and resolutely eliminate the breeding ground for corruption. This will clear away obstacles to the enterprise’s resilient survival, ensure its high-quality advancement, and provide strong political safeguards for the sustainable development of Qian’an’s cause!