Unite our hearts and pool our strength to stay true to our original aspiration; take practical actions and forge ahead with determination to embark on a new journey.
2026-01-27
Total First Issue (January 2026)
Songzanlin Scenic Area Protection and Development Co., Ltd. January 23, 2026
Focusing Our Hearts and Uniting Our Strengths to Uphold Our Original Aspirations—The 2025 Work Summary and 2026 Work Deployment Conference of Shangri-La City Songzanlin Scenic Area Protection and Development Co., Ltd.
On January 21, 2026, Shangri-La City Songzanlin Scenic Area Conservation and Development Co., Ltd. held a meeting to summarize the work of 2025 and lay out plans for 2026. The meeting was chaired by Sun Nuonianzha, Deputy General Manager of the company. Attending the meeting were Deng Wenzhong, the leading official in charge from the Group Corporation; relevant units within the jurisdiction; Zhou Jianlin, General Manager of the company; members of the management team; and heads of various departments.
First, all participants gathered to study in depth the important speech delivered by Xi Jinping at the opening ceremony of the special seminar for principal leading officials at the provincial and ministerial levels on studying and implementing the spirit of the Fourth Plenary Session of the 20th CPC Central Committee, gaining a thorough understanding of the speech’s core ideas and using it as a guiding principle for the protection and development of the scenic area.
Subsequently, members of the company’s management team and heads of various departments separately reported on the completion status of their 2025 work, the achievements made, existing problems, and improvement measures.
General Manager Zhou Jianlin delivered a work summary for the year 2025 and made systematic arrangements for the key tasks of 2026, outlining the main directions, critical objectives, and specific measures for the coming year.
The meeting pointed out that although the scenic area achieved its planned operational and profit targets in 2025, it still has obvious shortcomings in areas such as service quality, operational management, and production safety.
The meeting called for the following measures: First, we must focus on enhancing service quality and actively develop and optimize distinctive service brands and IPs. Scenic areas should intensify training in areas such as polite language, behavioral norms, and dress codes, effectively reducing tourist complaints and earning tourists’ recognition through high-quality service. Second, we need to elevate the level of civilized service. As a core scenic area within the “Shangri-La of the World” brand, we must consistently uphold and practice the service philosophy of “welcoming the first visitor and seeing off the last,” paying close attention to even the smallest details—such as environmental hygiene maintenance, public order regulations, and enhanced safety measures—and fully and deeply integrating civilized service into every aspect of operational management, making every effort to create a civilized and harmonious tourism environment. Third, we must strengthen management effectiveness. All departments should break down barriers and proactively promote information sharing and complementary strengths through collaborative exchanges, ensuring that decisions are communicated accurately and implemented efficiently and effectively at the earliest possible moment. We must rigorously fulfill management responsibilities, comprehensively improve overall operational efficiency and standardization levels, and truly meet the urgent needs of modern enterprise management and group development. Fourth, we must firmly uphold the bottom line of safe production. All company employees must place the principle that “safety responsibility is heavier than Mount Tai” at the very top of their priorities. On the one hand, safe production is an inviolable red line for enterprise development; scenic areas must always adhere to the principles of putting the people first, valuing life above all else, being human-centered, and prioritizing safety. We must build a solid safety defense from the smallest details, implement a prevention-first approach, and do everything possible to safeguard the lives and property of the people, promptly and properly addressing all kinds of safety issues. On the other hand, we must strengthen the maintenance and management of facilities and equipment, enhance emergency response capabilities, and clearly assign and decompose safety production responsibilities to each department and each post, ensuring the safe and stable operation of the enterprise. Fifth, we must optimize daily reception work. As a service-oriented enterprise, all employees must take satisfying tourists’ visiting needs as their fundamental goal, striving tirelessly and dedicating themselves selflessly, truly anticipating what tourists want, urgently addressing their concerns, and resolving their difficulties. In particular, we must pay close attention to detail control, covering key aspects such as environmental hygiene, responding to tourists’ needs, and service attitudes. By optimizing work processes, strengthening supervision and training, we can effectively improve service quality and tourist satisfaction, ensuring that every stage meets high standards. Sixth, we must strictly abide by disciplinary regulations. All employees must strictly comply with all company rules and regulations, actively assist in perfecting the regulatory system, and conscientiously perform their job duties. We must rigorously implement the spirit of the Central Committee’s Eight-Point Regulation, resolutely refrain from crossing legal boundaries, and strictly prohibit participation in activities involving pornography, gambling, or drugs, as well as driving under the influence of alcohol or any other illegal or disciplinary violations.
Finally, the invited guests and members of the company’s management team presented awards to the winners and representatives of various categories—including outstanding managers, outstanding departments, and outstanding employees—who had demonstrated exceptional performance over the past year.
This meeting comprehensively reviewed and summarized the company’s work for 2025, clearly defined the key priorities for 2026, recognized outstanding role models, rallied the strength of all parties, and boosted work motivation. Moving forward, all departments of the company and all mid-level managers will take this meeting as a starting point to implement its requirements, address existing shortcomings in their work, and stay closely aligned with the core tasks of scenic area protection and development. By working together in unity and taking concrete, solid actions, we will effectively translate the spirit of this meeting into tangible results that drive our work forward, fully promoting new breakthroughs in all aspects of the company’s operations and contributing to the high-quality development of the Songzanlin Scenic Area.
Shangzhenlin Scenic Area Protection and Development Co., Ltd. of Shangri-La City
January 23, 2026
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Related Information
Unite our hearts and pool our strength to stay true to our original aspiration; take practical actions and forge ahead with determination to embark on a new journey.
Focusing Our Hearts and Uniting Our Strengths to Uphold Our Original Aspirations—The 2025 Work Summary and 2026 Work Deployment Conference of Shangri-La City Songzanlin Scenic Area Protection and Development Co., Ltd.
Focusing Our Hearts and Uniting Our Strengths to Stay True to Our Original Aspirations—The 2025 Work Summary and Commendation Meeting, along with the 2026 Work Deployment Conference, of Shangri-La City Songzanlin Scenic Area Protection and Development Co., Ltd.
On January 21, 2026, Shangzhenlin Scenic Area Protection and Development Co., Ltd. of Shangri-La City held a meeting to summarize and commend the achievements of 2025 and to lay out plans for 2026. The meeting was chaired by Zhou Jianlin, General Manager of the company. Attending the meeting were Deng Wenzhong, the leading official in charge from the Group Corporation, representatives from relevant sister units, members of the company’s management team, and heads of various departments.
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