When confronted with hardship and adversity, those who share a common purpose at all levels will prevail. This year, BGS has focused on the Capital Airport Group’s deployment requirements for building the “Unifying Hearts” initiative. Combining its own industry characteristics with practical work realities, BGS has adopted the working philosophy of "gathering four strengths through four heartfelt commitments to achieve two kinds of satisfaction." By staying true to our original aspirations, carrying forward artisanal excellence, fostering unity of purpose, and maintaining a pure and focused mind, we aim to further enhance our leadership, ignite combat effectiveness, strengthen our sense of cohesion, and build collective solidarity. We are striving to achieve employee satisfaction and customer satisfaction, and to explore a unique "path of unifying hearts" that reflects the distinctive features of ground services and is grounded in practicality and truthfulness.

Over the past year, BGS has earnestly carried out the “Cohesion Project” based on practical work needs, uniting and leading all cadres and employees to consciously embrace the “path of cohesion.” Through a series of effective initiatives, the company has enabled its employees to genuinely feel happiness and warmth, thereby rallying powerful momentum to drive the company’s development.

Lead with ideological and political guidance to stabilize people's hearts.

The Party Committee of BGS has earnestly implemented the important instructions of General Secretary Xi Jinping, who emphasized that "we must always uphold the people's standpoint as our fundamental stance and regard striving for the happiness of the people as our fundamental mission." Deeply grasping the distinct political nature of our work, we have strengthened political guidance and, focusing on our central tasks, formulated 24 key work tasks under the “Cohesion Project,” systematically promoting and implementing them one by one. We regard studying, publicizing, and implementing the spirit of the 20th National Congress of the Party as a top priority, fully leveraging the leading and promoting role of the Party Committee. We have organized various forms of study, including expanded study sessions of the Party Committee’s theoretical study group and specialized seminars. We also organized a special training workshop on "Xi Jinping: The Governance of China (Volume IV)," inviting external experts to deliver lectures twice and establishing platforms for exchange and interaction. We strictly implement the “First Agenda” system, promptly following up on and thoroughly implementing the important speeches, instructions, and directives of General Secretary Xi Jinping. Addressing the difficult and painful points in Party building, we have oriented our efforts toward the needs of the majority of Party members and employees, launching the Party affairs training initiative “Delivering Lessons to Boost Improvement and Reinvigorating Cohesion.” To date, grassroots Party branches have collectively engaged in learning activities more than 410 times. We firmly grasp leadership over ideological work, establishing long-term mechanisms for identifying and addressing potential ideological risks and maintaining employee stability. We have conducted two specialized studies on ideological work, guiding all Party members, cadres, and employees to elevate their political awareness, keep in mind the country’s overarching interests, steadfastly uphold their political responsibilities and commitments, and secure the enterprise’s “foundation” for survival and development.

Unite people by strengthening grassroots organizations and talent development.

BGS, in light of the characteristics of its joint venture, has identified key areas for integrating Party building with business operations and is making concerted efforts to enhance the organizational strength and cohesion of grassroots Party organizations. We continue to promote the standardization and regularization of Party branch construction, revising and improving the detailed rules for Party branch work and issuing a checklist for standardized and normalized Party branch development. We are firmly holding branch secretaries accountable for their primary responsibility of leading Party building, formulating a task list emphasizing “personal engagement by branch secretaries,” establishing a performance evaluation mechanism for branch secretaries, and strengthening the deep integration of Party building with business operations to fully implement principal responsibilities. We are vigorously eliminating vacant Party groups and promoting a shift in grassroots organizational coverage—from mere physical presence to effective coverage. We are consolidating and deepening the exemplary effects of grassroots Party building demonstration sites, selecting and recognizing two “Party building demonstration sites” and establishing five “zero-violation Party member” teams to guide Party members in fully demonstrating their pioneering and exemplary roles. We have set up temporary Party branches under the “two concentrations” model, leveraging Party building leadership in the management, safe operation, and epidemic prevention and control efforts at these “two concentration” sites. We are actively promoting paired collaborations between Party branches in functional departments and those in operational departments, uniting hearts and minds, working hand-in-hand, and further deepening the integration of Party building with business operations, thereby fostering synchronized resonance between Party building and business activities across both administrative functional departments and frontline operational units.

A lasting enterprise hinges on talent. As a labor-intensive company with a long business chain, a large workforce, and a complex employment structure, BGS, based on its actual conditions, continuously strengthens its talent development efforts. It adheres to the principles of selecting and employing people based on both moral integrity and competence, prioritizing moral character above all else, placing career advancement first, and ensuring personnel fit their roles. BGS emphasizes differentiated training approaches, introduces practical, effective, and innovative measures, and actively unleashes the vitality of various types of talents. Upholding the concept of two-way development, BGS intensifies the cultivation and utilization of versatile, multi-skilled business backbones and outstanding young cadres. It vigorously selects cadres who dare to take responsibility, are courageous in assuming duties, excel in action, and have demonstrated remarkable achievements. BGS has also established a scientific and rational exchange mechanism to foster versatile management talent. To accelerate the rapid growth of outstanding young talents, BGS has formulated a Management Trainee Program and launched a systematic management trainee development initiative, thereby stimulating talent vitality. After careful assessment, the company has selected a total of 25 college graduates as the first cohort of Management Trainees. These trainees will undergo a six-month rotational assignment. During the rotation report and exchange sessions, the Management Trainees, grounded in their actual job responsibilities, put forward well-reasoned suggestions centered on the company’s core business, offering valuable insights and advice for the company’s high-quality development.

Inspire people through the development of ideological and cultural construction.

We are fostering and promoting the corporate spirit, continuously enhancing our corporate culture, and launching two cultural and creative products: the illustrated handbook “The Stories Behind the Paintings of Ground Service Staff” and the WeChat emoji pack “Ground Service Style.” These initiatives will help boost the promotion and dissemination of the “National Gate Ground Service” brand, thereby strengthening the company’s cohesion and sense of unity. We are fully leveraging the crucial role of publicity and public opinion work in serving the broader strategic goals. Using multi-media platforms as carriers, we are extensively publicizing the implementation details and remarkable achievements of the “Cohesion Project,” as well as highlighting exemplary individuals who have demonstrated outstanding performance in supporting the Winter Olympics and in epidemic prevention and control. Among these efforts, the article “The ‘Epidemic’ Frontline Commitment of the ‘Double-Olympic’ Ground Service Staff” has surpassed 1.03 million views on Xinhua Net, resonating deeply with readers and building widespread consensus, thus providing powerful public support and spiritual motivation for the company’s development.

Based on actual work conditions, we’ve established a long-term care mechanism branded as “One Letter Plus,” fostering a shared destiny and mutual support between employees and the company. We’ve organized events such as the Winter Olympics Support Pledge Rally and Advanced Employee Recognition Ceremony themed “A Family Letter from Ground Service Personnel,” sent New Year greetings to the families of out-of-town employees who remain on duty ahead of the Spring Festival via “A New Year’s Family Letter,” created a growth and development platform for young employees through the special campaign “A Letter of Recommendation,” showcased the synchronized resonance between employee growth and corporate development with “A Confession Letter,” and marked the Party’s Founding Day on July 1st with “A Commitment Letter” that vividly expresses Party members’ unwavering dedication and love for the Party. Around the theme of “A Letter of Gratitude,” we’ve specially crafted highlight moments in career journeys for retiring employees. Through the “One Letter Plus” series of thematic activities, BGS demonstrates its precise and thoughtful care for various employee groups, consistently infusing the company with warmth and enhancing employees’ sense of belonging.

Warm hearts with practical and caring initiatives.

BGS adheres to a “people-oriented” approach, focusing on what employees think, feel, and hope for. We are committed to addressing the most pressing issues that employees face—issues that cause them anxiety, difficulty, and concern—and providing year-round, uninterrupted care and support. During the ongoing period of regular epidemic prevention and control, ensuring the physical and mental well-being of personnel in the “two集中” (two centralized) facilities has consistently been a top priority for the company. The Party Committee of the company has conducted numerous online talks and holiday visits with employees in the “two centralized” facilities, gaining a deep understanding of their real challenges and needs, and making concerted efforts to resolve the various concerns they have. We’ve also developed a mini-program for collecting feedback from “two centralized” personnel, further establishing a smooth communication mechanism and completely alleviating employees’ worries. At the same time, we’ve organized distinctive activities in an orderly manner, including online mental health training sessions, and distributed fitness equipment and e-book cards to employees in the “two centralized” facilities, enriching their leisure and cultural lives. For employees celebrating birthdays during their centralized stay, we’ve prepared birthday noodles, small cakes, and other special treats as heartfelt birthday greetings, bringing our care and attention directly into each employee’s heart and continuously boosting their confidence and morale.

In addition, the company’s trade union has fully leveraged its role as a bridge and link, deepening the long-term mechanism of “Doing Practical Things for the Masses” and continuously enhancing routine employee care initiatives. Taking employees’ actual needs as our starting point, we have innovatively launched targeted initiatives such as “Bringing Warmth in Winter and Coolness in Summer.” In light of employees’ needs and age-specific characteristics, we’ve expanded the variety of heat-relief beverages and adjusted the proportion of mineral water in gift packages, while also adding multiple supplements to liquid and capsule medications. We’ve actively responded to frontline employees’ desire for a cool summer by carefully selecting and procuring quick-drying T-shirts and reflective workwear, thereby alleviating the inconvenience of putting on and taking off protective gear during summer. Moreover, we’ve prepared special energy-boosting care packages for employees working in winter conditions to help them combat icy environments. Additionally, we’ve invited trained physicians from the Beijing Emergency Medical Center to conduct first-aid skills training and equipped workplaces with blood pressure monitors and first-aid kits. Through these meticulous and thoughtful measures, we’re delivering heartfelt warmth to every employee.

With unity of purpose, even Mount Tai can be moved. As we find ourselves in a “great transformation unseen in a century,” building the “Unity-Boosting Project” requires our sustained and persistent efforts. The Party Committee of BGS will continue to summarize, refine, and draw upon the best practices, effective approaches, and exemplary models developed during the implementation of the “Unity-Boosting Project,” constantly elevating our work standards. Together, let’s draw a shared circle of development and firmly and realistically advance this “path of unity”—a path that is essential for the company’s growth and the well-being of our employees!