Tangshan, Hebei Implements Summary of National Tobacco Industry Education Practice Campaign

On October 11, the Tangshan Tobacco Monopoly Bureau (Company) in Hebei organized personnel to watch the national summary video conference on the Party's mass line education practice activities in the tobacco industry. After the meeting, the leaders of the municipal bureau (company) proposed four specific requirements for implementing the spirit of the meeting, focusing on four key efforts.

　　First, focus on doing a few practical good deeds for the public. We must actively respond to public concerns, starting from small matters, addressing the specific difficulties faced by retail customers and employees in their production and daily lives, and helping them solve problems with empathy, enhancing the industry's social responsibility image. All units must make public commitments, and the progress of practical deeds for the public must be fully transparent, subject to public supervision.

　　Second, focus on solving the "last mile" problem in connecting and serving the public. Summarize effective practices and experiences such as research, leadership contact points, regular visits from the public, discussions with employees, and grassroots outreach by agency staff, based on actual conditions, highlighting industry characteristics, and using various forms and methods to solve the actual difficulties of employees and help retail customers increase their income and prosperity.

　　Third, focus on achieving practical results in building systems and regulations. Ensure the interconnection of institutional regulations, improve relevant systems based on actual conditions. Each system must be thoroughly researched and discussed, widely soliciting public opinions to prevent formalism in system construction. Those who prioritize quantity over quality, simply copy and paste, duplicate construction, or engage in showy system building must be firmly stopped. We must resolutely correct issues such as non-compliance with orders, ignoring prohibitions, and ineffective systems.

　　Fourth, focus on listing problems and publicly rectifying them. The leadership team of each unit must carefully formulate rectification plans, list problems for rectification, and respond to the "four responses" requirements, ensuring that personnel and issues correspond. Members of the leadership team must actively acknowledge team issues, and individual rectification measures must be organically integrated with team rectification measures, reflected in the team rectification plan, strictly guiding and supervising to ensure that the activities are interconnected, truly achieving "two hands grasping," "two not delaying," and "two promoting."