To effectively advance the comprehensive improvement of the scenic area’s environment and create a clean, beautiful tourism setting, on the evening of May 4, Luzhi Tourism Company convened a work‑deployment meeting for the 100‑day campaign to comprehensively upgrade the scenic area’s environment. The company’s leadership team, department managers, and heads of contracted service providers attended the meeting.
　　At the meeting, General Manager Zhou Lei first conveyed the spirit of the Town Party Committee and Government’s directives on comprehensive environmental improvement and the ancient town’s traffic‑related work, as well as the Ancient Town Management Committee’s instructions regarding preparations for inspection visits to the scenic area. He then presented photographs taken during that day’s on‑site inspections, followed by a joint review of corrective measures and the assignment of responsibilities to the relevant departments. In light of the current state of the scenic area’s environment and order, each department systematically identified issues and offered recommendations, including unauthorized street vending, non‑compliant shop signage, haphazard stacking and placement of items, riverbank cleanliness, staff leaving their posts, and potential safety hazards. In response, the head of Hengruida Company, responsible for maintaining public order, pledged to bolster security staffing, delineate specific responsibility zones, intensify patrol and management efforts, and ensure the orderly operation of the ancient town. Meanwhile, the representative of Wuchu Property Management, in charge of sanitation services, stated that they would further strengthen internal management, clarify task assignments, enhance professional training, and step up cleaning and maintenance efforts to preserve the scenic area’s aesthetic appeal. Subsequently, Deputy General Managers Bao Rongquan, Gu Hui, and Wang Peinan each outlined specific requirements for their respective areas of oversight, urging both contracted service providers to increase manpower, reinforce team building, tighten daily operations, and expedite the implementation of corrective measures.
　　Finally, General Manager Zhou Lei of the company delivered a mobilization address for the 100-day campaign to comprehensively improve the scenic area’s environment. Drawing on the earlier “263” special action, he outlined five key requirements for the work ahead: First, unify thinking and raise awareness. Given the tight timeline and heavy workload of this initiative—covering all aspects of operations—each department must attach great importance to it, act swiftly, and conduct self‑inspections and self‑corrections. Second, identify issues and handle them by category. For problems identified, adopt a tiered approach involving the company, the management committee, the community, and other functional departments; address those that can be rectified immediately, and promptly notify and coordinate with relevant parties for issues requiring inter‑departmental collaboration. Third, clarify responsibilities and strengthen coordination. Two deputy general managers will each take lead, defining specific responsibility zones and task assignments, while ensuring effective communication and alignment with external contractors and functional departments. Fourth, formulate concrete measures and accelerate remediation. Thoroughly study applicable standards and specifications, develop detailed rectification plans, set clear deadlines, implement a regular meeting system, and conduct at least two on‑site inspections per week, addressing any issues as they arise. Fifth, enforce rigorous performance assessments to ensure tangible results. Closely monitor progress, and for cases of non‑compliance, buck-passing, or inadequate implementation, intensify oversight and apply strict rewards and penalties, thereby guaranteeing that all improvement efforts are effectively carried out and yield measurable outcomes.