To further promote grassroots team building and comprehensively strengthen the “three fundamentals” work, recently, Shi Yuhong, a member of the BGS Party Committee, Deputy General Manager, and head of the trade union, led a group of 20 frontline team leaders—participants in the second-phase Team Leader Safety Training Camp—to the Beijing Safety Operations Management Department of China National Aviation Fuel Corporation North China Branch for study and exchange.

This learning and exchange session was conducted through team-based discussions and on-site observations. During the team座谈会, the Operation Control Room of the No. 2 Oil Depot under the Beijing Aviation Fuel Safety Operations Management Department shared its experiences and highlights in areas such as basic management, safety management, safety culture, innovation and efficiency enhancement, performance management, and skills training. Subsequently, the Rui Xiang International Cold Chain Team from the BGS Cargo Department and the Pei Liang Xin Team from the Central Operation Control Center presented their achievements in “three fundamentals” construction, focusing on business management, integration of Party building with business operations, and implementation of safety measures. Following that, both sides engaged in an in-depth discussion and exchange on the challenges and uncertainties encountered in team-building efforts. Led by aviation fuel management personnel and team leaders, the participants visited key areas including the Party building base and control room of the No. 2 Oil Depot, gaining a detailed understanding of the depot’s production scale, operational models, management of safety equipment and facilities at the work sites, as well as the smart oil depot and the development of the “four systems.” The rigorous safety management system, serious safety management approach, and strict safety management discipline adopted by the Beijing Aviation Fuel Safety Operations Management Department left a deep impression on the attending team leaders, who unanimously expressed that this team-building exchange had been highly beneficial. They noted the gaps they observed in the details and learned advanced working methods and team management models, gaining fresh insights into their own team-building efforts.

After the study tour, Shi Yuhong stated that it is essential to combine theory with practice, leverage strengths and make up for weaknesses, integrate team-building efforts with training programs for team leaders, and align them with the career development of team members. She also emphasized the need to further innovate approaches and methods for team building, striving to cultivate a highly qualified workforce and playing a leading role as a model in advancing BGS team-building initiatives.

Next, BGS will earnestly study and draw on the experiences and best practices of leading organizations, strengthen exchanges, deepen cooperation, and actively engage in building team-level brands. We will strive to achieve lean management at the team level and continuously provide strong grassroots support for driving BGS’s high-quality development!