在安徽，党建工作正从"墙上"走进"链上"，从"纸面"落实到"产线"。 对此，安徽省市场监管局标准化处党支部发起了外贸企业出口转内销产品市场监管服务专项工作。 随着质量强链四项行动的深入推进，截至目前,全省已经组建质量创新联合体181个，实施攻关项目544 个，解决质量问题1322个。 问题解决的背后，是基础设施的完善。数据显示，当前安徽省已经建设省级以上产业计量测试中心7 家，新制定国际标准11项、国家标准1150项。 同时，安徽省已建成招商检测华东测试基地，完成国家汽车零部件产品质量检验检测中心（芜湖）转企 改制，省计量院、安徽德技汽车检测中心有限公司获批电动汽车供电设备、轮胎CCC认证指定实验室， 提升了安徽省新能源汽车等核心产业的支撑能力。 支部扎在"一线"：打通内外循环的"堵点" 如果说"质量强链"是强基固本，那么"服务外贸"则是稳中求进。在复杂的国际经贸形势下，如何帮企业 从"单条腿走路"转为"内外互补"，考验着基层党支部的应变能力。 《中国经营报》记者近日从安徽省市场监督管理局（以下简称"安徽省市场监管局"）获悉，安徽省市场 监管局正在将党建工作嵌入产业链关键环节。在安徽，党建红正加速转化为发展绿 ...

（来源：内蒙古日报） 转自：内蒙古日报 □文/本报记者 白丹 图/本报记者 王智华 "政府工作报告提出，'把坚持党的全面领导贯穿政府工作各方面全过程。'这充分彰显了以党建引领发 展、应对挑战、把握机遇的坚定决心。"自治区政协委员、赤峰市巴林左旗委书记陈虎男说。 陈虎男表示，对基层而言，党建从来不是"虚功"，而是破解发展难题、凝聚民心力量的"实招"，只有把 党组织建强、把党员作用发挥好，才能确保五大战略定位和使命任务、七项重点工作在基层取得实效。 在今后的工作中，要紧紧围绕"十五五"规划和自治区中心工作，按照"大讲学习、深入调研、真抓实 干、清正廉洁"的要求，坚持问题导向、聚焦民生关切，深入一线察实情、听民声、汇民智，着力提出 更多契合地区实际、具备可操作性的务实之策，真正做到为群众服务、为基层服务、为发展服务。 "下一步，巴林左旗将持续压实管党治党责任，建强党员队伍、创新党建载体，以高质量党建引领保障 全旗各项事业行稳致远，为书写中国式现代化内蒙古新篇章贡献基层力量。"陈虎男说。 ...

产业链党委牵头组建服务专班，扎扎实实解决发展难题。"登门三问"摸清企业痛点，综合服务精准直 达；"人才联育"为产业突破注入智力活水；"创新联动"助力企业在新赛道上勇立潮头；"产业联促"让产 业链环环相扣、韧性十足。 常州经开区的"五彩党建"成为生动注脚："上市红"赋能企业成长，"工业蓝"助推产业升级，"阳光金"破 解融资难题——党建的软实力转化为发展的硬支撑。 这份实干，浸润于常州千年文脉之中。从延陵季子"徐墓挂剑"的诚信守礼，到"常州三杰"变革图强的爱 国精神，"讷于言而敏于行"早已刻进常州的城市肌理。 如今，"万亿之城再出发"的号角已经吹响。党建引领下的常州，正以人才为基、产业为翼，用每一件实 事、每一次突破，书写着"不止于常"的发展奇迹。 在常州采访的数日里，"实"是这座城市给人最深刻的感受——不尚空谈，唯重践行。 从企业自建的温馨社区到政府统筹的人才公寓，"拎包入住"的背后，是常州对"有家才能有业"的质朴坚 守，更是"来时一个包、安下一个家、共建一座城"的郑重承诺。放弃海外高薪的创业者、濒临破产仍坚 守的企业家、二次创业实现涅槃的追光者……许多人正是被这座城市扎实的诚意所打动，选择成为"新 常州人"。 ...

政治领航定方向，组织嵌入融链条，先锋攻坚达末梢，严管厚爱聚合力。从公司党委的决策部署到外场 飞机的喷涂作业，陕飞已探索出一条以高质量党建引领保障高质量发展的实践路径。这既是陕飞党 委"把方向、管大局、保落实"重要作用的生动体现，也是对党建与科研生产经营"双融双促"的全面落 实。 党旗在科研生产经营主战场高高飘扬。各基层攻坚单元高效释放战斗力，锤炼了队伍，将组织优势转化 为攻克难关、保障交付、提升品质的强大优势。 在航空工业陕飞外场机库内，一架待作业的飞机旁，陕飞表面工程中心"漆彩先锋队"整机喷漆单元长陈 辰正俯身检查蒙皮涂层。他手指划过漆面，逐一排查。"在外场，我们代表公司形象。"作为党员骨干团 队，他们分散驻守在各个外场，承担飞机表面处理关键工序。面对新技术工艺挑战，老师傅雍凯、刘亮 宇倾囊相授实操经验，带领年轻成员反复钻研喷涂参数；细化各项流程，将质量安全红线转化为操作手 册明确条目，确保每架交付飞机的涂层均符合严苛标准。 高效攻坚的背后，是陕飞党建工作的有力支撑。2025年党委多次召开党委会，审议涉及科研、市场、投 资的"三重一大"事项，保障资源精准投向关键任务。党委将"第一议题"学习与科研生产难题相结 ...

Core Viewpoint - The Baoying Urban Construction Group is committed to integrating its development into the broader provincial, municipal, and county development frameworks, focusing on transforming into a comprehensive urban construction and operation service provider while emphasizing modern governance, risk prevention, asset value creation, and party leadership [1][7]. Group 1: Modern Governance System - The group aims to establish a modern governance system as the foundation for high-quality development, focusing on clear responsibilities, efficient operations, and strong control mechanisms [1]. - It will optimize the governance structure by clarifying the roles and responsibilities of the party committee, board of directors, and management, institutionalizing the party's leadership in governance [1]. - The implementation of a contract-based management system for management team members will enhance accountability and operational vitality [1]. Group 2: Cost Control and Smart Construction - The group plans to implement a detailed cost control system through a comprehensive project cost management manual, ensuring all new projects are monitored digitally from budgeting to settlement [2]. - A centralized "operational data hub" will be established to analyze key project data in real-time, enhancing management transparency and supporting scientific decision-making [2]. - A differentiated assessment system will be developed to motivate the workforce, linking compensation to performance and exploring long-term incentives for core teams [2]. Group 3: Risk Prevention System - The group emphasizes the importance of a robust risk prevention system to balance development and safety, focusing on comprehensive and responsive risk management [3]. - It will enhance internal control systems across key areas such as bidding, procurement, and safety, ensuring that power operates within a regulated framework [3]. - The introduction of "flying inspections" and dynamic supplier management will strengthen oversight and accountability in project execution [3]. Group 4: Asset Operation Efficiency - The group is redefining its asset operation platform to focus on activating dormant asset value and optimizing management for value creation [5]. - A dynamic management ledger for all assets will be established to facilitate centralized management and efficient activation of resources [5]. - Innovative asset activation strategies will be explored, including market-based approaches and asset securitization [5]. Group 5: Party Leadership - The group is committed to integrating party leadership with business operations, transforming party advantages into developmental strengths [6]. - It will promote a distinctive "party building brand" across various business sectors, aiming to create impactful and recognizable initiatives [6]. - A three-year action plan will be implemented to enhance work style and capabilities, ensuring that leadership is closely connected to project execution [6].

Group 1 - The core mission of Kunshan Dengyun Technology Vocational College is to integrate party building with educational development, emphasizing the importance of political education and talent cultivation [1][2] - The college has established a three-tiered learning system to enhance political education, involving the party committee, party branches, and a theoretical study group [2] - The college has been recognized as a vice-chair unit of the Party Building Professional Committee of the China Private Education Association, receiving high praise from provincial evaluation experts [1] Group 2 - The college has implemented a joint decision-making mechanism involving party and administrative leaders to ensure that party leadership is integrated into all aspects of school governance [2] - A "Three All Education" system has been developed to promote ideological and political education, with initiatives such as integrating political education with local cultural experiences [2][3] - The college has established a comprehensive training program for party officials to enhance their capabilities and effectiveness [3] Group 3 - The college has initiated 27 joint party-building projects with local enterprises and institutions to strengthen the integration of education and industry [4] - Six industry colleges have been established to align educational programs with regional industrial needs, enhancing the employability of graduates [4] - The college has achieved high employment rates for graduates and has received accolades in national and provincial skill competitions, contributing to local industrial transformation [4]

Core Viewpoint - The Industrial and Commercial Bank of China (ICBC) Inner Mongolia Branch is focusing on grassroots development and high-quality party building to drive high-quality economic growth and enhance its service capabilities to support national strategies [1] Group 1: Political Construction and Supervision - The branch prioritizes political construction, establishing a multi-level supervision system to ensure adherence to central government directives [2] - A comprehensive learning mechanism is in place to deepen theoretical understanding and implement the "First Agenda" system for continuous learning [2] - The "工诚北疆" party building system has been optimized, enhancing brand influence and receiving recognition from higher authorities [2] Group 2: Strengthening Organizational Capacity - The branch is enhancing grassroots party organization capabilities through standardized construction and refined management practices [3] - The "three full coverage" initiative has been implemented, upgrading 353 outlets into multifunctional "red bases" for service and policy promotion [3] - Innovative activities and management systems are in place to improve the quality of organizational life and engage party members effectively [3] Group 3: Integration and Development Empowerment - The branch is integrating party work with business development, creating synergies that enhance operational advantages [4] - The "党建+" model has been advanced, with 76 teams conducting over 47,000 community service events benefiting more than 500,000 people [4] - Innovative financial products and services have been introduced, including the first public REITs in clean energy in the region and significant debt financing arrangements [4] Group 4: Talent Development and Team Building - The branch is focusing on grassroots as a training ground for talent development, establishing a comprehensive nurturing system [5] - A clear talent selection strategy emphasizes promoting individuals from high-performing teams and grassroots levels, with 70% of new promotions in 2025 coming from these sources [6] - Initiatives like the "千人储备" project are in place to build a robust talent pipeline across various age groups and professional areas [6]

Group 1 - The core viewpoint of the articles highlights the integration of party organization and corporate governance in Shenzhen's state-owned enterprises, emphasizing the role of party leadership in driving innovation and development [3][20][21] - Shenzhen's state-owned enterprises have adopted a "1+4" classification guidance system to enhance the quality of party building, focusing on specific operational categories such as infrastructure, technology innovation, and investment operations [3][16][24] - The successful case of Yujian Robotics, which evolved from a startup to a leading "embodied intelligence" company with the support of Deep Venture Capital, illustrates the effectiveness of strategic investment and party support in fostering innovation [1][3] Group 2 - Infrastructure enterprises in Shenzhen are focusing on enhancing public services through party-led initiatives, such as the establishment of self-operated restaurants at Shenzhen Airport to improve service quality for all travelers [4][10] - The Shenzhen Energy Group has implemented a "party building + ecological friendliness" model, transforming previously problematic facilities into community-friendly projects, showcasing the integration of environmental sustainability and party leadership [7][10] - The technology innovation sector is seeing significant advancements, with companies like Shenzhen Fangzheng Microelectronics overcoming technical barriers in chip production through dedicated party-led teams, demonstrating the critical role of party organizations in driving technological breakthroughs [13][15] Group 3 - Investment and operation enterprises are leveraging party leadership to enhance capital deployment and foster industry ecosystems, with initiatives aimed at addressing financing challenges for small and medium-sized enterprises [21][22] - The construction sector is witnessing innovative approaches to project management and community engagement, with party teams actively involved in customizing solutions for businesses, thereby strengthening local economic ecosystems [22][24] - The overall impact of party organizations in Shenzhen's state-owned enterprises is reflected in the growth of total assets and revenue in emerging industries, indicating a successful alignment of party initiatives with business objectives [15][20]

Core Viewpoint - Wang Jiangjing Town is leveraging party leadership to drive economic development and social governance, transforming political and organizational advantages into developmental momentum and governance effectiveness [1] Group 1: Economic Development - Wang Jiangjing Town is transitioning from a traditional industrial town to a smart manufacturing hub, utilizing party leadership to connect talent and accelerate the construction of high-energy industrial platforms [2] - The town has established the "Wenchuan·Tongxin Hui" platform to unite new social classes and entrepreneurs, facilitating academic exchanges, technology connections, and project promotions to build a stable talent pool for continuous innovation [2] - The town is seizing opportunities from the establishment of the Xiuzhou National Modern Agricultural Industrial Park, fostering regional agricultural leaders like Qinfeng Seed Industry and enhancing agricultural productivity [2] Group 2: Urban Infrastructure - The completion of key public projects such as shopping centers and kindergartens has improved urban livability and aesthetics [3] - The town has addressed traffic congestion by opening new roads, enhancing the urban development framework [3] Group 3: Social Governance - Wang Jiangjing Town is enhancing grassroots governance through party-led initiatives, establishing a "red network" for community services [4] - The town has effectively managed 19,929 urban management and safety incidents in 2025, achieving a 100% resolution rate through improved grid governance [4] Group 4: Emergency Management - The establishment of 14 emergency water supply points has significantly improved emergency water supply capabilities in village industrial parks [5] - The town plans to expand emergency water supply points to cover all hard-to-reach villages by 2026, enhancing disaster response and self-rescue capabilities [5] Group 5: Rural Development - The "He Mei Wenchuan" area has been recognized as a leading rural area, generating an average of over 1.2 million yuan in village income through collaborative development efforts [6] - The town is exploring cross-province party-building initiatives with neighboring towns to enhance collective economic growth and resource integration [6]

Core Viewpoint - The development zone in Kunshan is leveraging party-building work as a core engine for high-quality development, implementing innovative practices to integrate development and party work effectively [1]. Group 1: Organizational Structure - The development zone has established a unique "7+61+N" organizational management system, achieving 100% coverage of party organizations and work in 3,127 non-public enterprises, including all key enterprises such as listed companies and specialized ones [2]. Group 2: Talent Development - The effective integration of party organization secretaries and union chairpersons, with over 50% of such positions held by the same individuals, has enhanced leadership effects, while 40 skilled talents have joined party organization leadership through a cross-appointment mechanism [5]. Group 3: Industrial Empowerment - An innovative organizational system combining "industry chain party committees, working special classes, and enterprise assistance officers" has been established, leading to significant advancements in new industries, such as the introduction of the first G4.5 Micro LED production line in the country [8]. Group 4: Economic Performance - In the first three quarters of the year, the development zone's GDP grew by 6.0%, surpassing provincial and municipal averages, with industrial investment and foreign capital inflow increasing by 25% and 26%, respectively [10]. Group 5: Technological Innovation - The development zone has established 22 platforms for tackling technical challenges, resulting in over 100 technical breakthroughs and more than 2,000 patent applications, showcasing its manufacturing capabilities [12]. Group 6: Community Integration - The development zone is exploring a dual-integration model between new employment group party organizations and community party organizations, leading to the establishment of 25 service stations and a significant reduction in disputes in key areas by 60% [14]. Group 7: Overall Impact - The solid party-building work in Kunshan is contributing to a comprehensive approach to industrial upgrading, social governance, technological innovation, and public service, continuously writing a new chapter in the "Kunshan Road" of high-quality development [16].