On the afternoon of June 24, the Party Branch of Wuhan Jinhuasheng Railway Locomotive Co., Ltd. convened its second-quarter 2026 Party Members’ Congress via online video conference. More than 20 participants attended, including all Party members stationed across China and on front-line projects in Africa, as well as prospective Party members and invited observers.

The participants began by watching the documentary “Role Models” as a group, learning about the exemplary deeds of researcher Comrade Liang Jianying. Her words—“Although scientific research is extremely challenging, it is what the nation needs and what the people hope for; I must shoulder the pressure and keep moving forward”—deeply resonated with everyone. Following this, the branch organized a nomination process for the “Party Member Vanguard Posts,” with all party members casting secret ballots to recommend candidate project teams. The branch committee will conduct a comprehensive assessment based on the voting results and each candidate’s day-to-day performance, and after public announcement, the selected teams will be officially recognized and awarded plaques.

At the meeting, comrades Li Hong, Luo Qiang, Li Nan, and Wang Bo discussed how to leverage the role of Communist Party members in winning the tough battle to turn losses into profits, sharing their plans, identifying gaps, and clarifying their direction in light of their respective positions. Locomotive driver Li Hong shared practical experience in fuel conservation, candidly acknowledging that he still has shortcomings in mastering new technologies for new‑energy locomotives. Li Nan, who oversees track‑crossing operations, reflected on the loose nature of cost control and pledged to strengthen independent maintenance and strictly manage outsourced expenditures. Wang Bo, an active applicant for Party membership and stationmaster of Liangshan Port Station, proactively engaged in self‑criticism, squarely facing recent issues such as inadequate implementation of management measures, and sincerely accepted the organization’s criticism. Luo Qiang, head of the Xinjiang project team, stated that since the organization has entrusted the project team to his care, he must safeguard it and deliver results. He called on everyone to emulate the “meticulous budgeting and relentless pursuit of every ounce” spirit of the Juti project team, to take root in the frontier regions, and to perform their duties with pragmatism and a strong sense of responsibility.

Subsequently, Hu Guangjin, the branch secretary, delivered a special Party lecture, setting forth clear requirements in four key areas.

First, we must clearly understand the situation and, with strategic resolve, firmly bolster our confidence in breaking the deadlock. He summarized the current business environment as “climbing steep slopes and overcoming obstacles”: industry-wide price competition continues to intensify; in the He‑Xing Railway project, our bid was RMB 960,000, while a competitor won the contract at RMB 750,000. In the first quarter, the company posted a loss of 4.45%, signaling that we have fully entered a critical phase of “account‑based management and meticulous operations.” Faced with this challenging situation, the company has officially launched a comprehensive strategic transformation: the remaining lifecycle of our traditional integrated operations and maintenance business is estimated at two to four years, while new ventures in new‑energy locomotives have been fully ramped up and have become the core driver of growth. Meanwhile, the “AI‑powered integrated management plus autonomous driving” initiative has completed its long‑term planning, with the “standardized data preprocessing” module already deployed on the DingTalk platform and slated for official launch on July 1. He urged all Party members to take the lead in thoroughly understanding the strategy, adapting to the transformation, and sharing both the hardships and rewards of the enterprise.

Second, benchmark against the Jutai project and harness the courage of reform to energize our efforts to overcome challenges. He noted that, under cost pressures, the Jutai project team has refrained from complaining or shirking responsibility, proactively streamlining team structures, abolishing centralized vacations, and even having local employees forgo travel allowances for family visits—demonstrating a strong sense of ownership, a meticulous, cost‑conscious management mindset, and steadfast strategic resolve with an eye toward the long term. The company has designated Jutai as a model for “Fengyang’s Xiaogang Village”-style reform, making cost‑control performance a rigid criterion for permanent employment and promotion; all project teams are required to comprehensively align themselves with this benchmark.

Third, we will put the “Four Leads” into practice, demonstrating Party members’ sense of responsibility through a rigorous and exemplary work style. Specifically, we will take the lead in sound financial management to tightly control losses and inefficiencies; spearhead capability enhancement by mastering new energy and cutting-edge technologies; set an example in transforming our work style to eliminate laziness in thinking, action, and implementation; and make continuous learning a norm, making “memorization and recitation” a mandatory performance criterion across all 14 projects. He urged all Party members to translate cost-reduction targets into concrete actions at every post and along every production process, thereby fulfilling their duties as Party members in the enterprise’s efforts to break through and achieve sustainable development.

Fourth, we must rectify conduct and enforce discipline, firmly anchoring our bottom line with clear guidance and a strong rule-of-law mindset. He has established a distinct guiding principle—“those who get things done are valued, while the negligent are left behind”—praising Zhang Shuhe’s sense of responsibility for his boldness in taking charge and bringing about improvement wherever he went, as well as Peng Chan’s selfless dedication in remaining at his post on business travel even on the eve of his wedding. At the same time, he criticized certain comrades for lax thinking, shirking responsibility, and adopting a passive, complacent attitude, ordering them to engage in deep self-reflection. He also urged all Party members to carefully study materials such as the Law on Promoting the Private Economy, to grasp the rule-of-law spirit of “applying the same standard across the board,” and to uphold their moral底线 and practice integrity in their work.

Party members in attendance unanimously agreed that the business performance data is sobering, the Jutai spirit provides clear guidance, and the “Four Leads” directly address shortcomings in work style. They resolved to approach their duties with more concrete measures and stricter standards, contributing pioneering efforts to help the enterprise break through and achieve sustainable growth.