Not long ago, following a visit to a petrochemical park with a leader, the author ran several local chemical companies with good economic returns. One day, after an officer from a local industrial bureau visited another company after a visit to a company, in order to reduce the number of miles, the officer took us from the back door of the company to the factory. This accidental choice surprised us: industrial waste emissions are disorderly, environmental protection facilities are lagging behind, and even public toilets are appalling. At the wrap-up meeting, the company that unwittingly revealed the stuffings was criticized and required to be rectified within a limited time.
The author believes that at present, leaders and departments at all levels go to companies for investigations, inspections, and inspections. In general, all localities are willing to “end†companies with good economic efficiency to the leadership. There is nothing wrong with demonstrating good local companies in front of superior leaders, but if we put advanced production lines, we can create brands, occupy the market, and pay taxes. These indicators are called the “front door†of enterprises, and put waste water and waste gas from the production process. Solid waste treatment These usually not very glamorous places are called “back doors†in the factory. If a company is just “front door†looks good, “back door†is difficult to enter, it becomes a problem.
Some companies are not convinced you. Not only did they have a pleasant "front door" view, but the "back door" was equally impeccable. However, there are a considerable number of companies that do not, from the "front door" on the value of production, profits, on the tax is also good, but once you look at the "back door" is not the code. If the superior’s leadership is not clear, he will only praise or commend the production value, taxation, and taxation. This is a foot-and-forth door.
If a company looks at the production value, profits, taxes, machinery and equipment, etc., but looks at the development strength, especially in terms of safety, environmental protection, and health, this enterprise has no future; if it piles on some environmental issues, it has good economic returns. The company's business is honored, and such leaders will be blamed for looking beyond the surface. Can not understand the true situation of the company, of course, it is impossible to make correct judgments on the economy of the region. From this point of view, when senior leaders and relevant departments visit the company, they must not only look at the "front door" of the company's economic activities and results, but also must take a closer look at the company's "back door."
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