As a major specialized port operator in Northern China, Qinhuangdao Port Co., Ltd. (QHD PORT) operates across various sectors including port handling, logistics transportation, and smart warehousing. Its extensive network of grassroots teams, diverse business operations, and varied employee needs present new challenges to traditional management models. To address the disconnect between Party building and production operations and to activate grassroots organizations, the QHD PORT Party Committee initiated an innovative "Three-Group" linkage model in 2025, integrating Party cells, work teams, and trade union groups. This system establishes a tripartite framework centered on political guidance, production drive, and humanistic care, effectively converting the Party's political and organizational strengths into competitive advantages for the company.

Party cells serve as the guiding beacons. A visit to the "Rongchuang Garden" at the QHD PORT Material Center's distribution service team feels like stepping into an art district transformed from industrial relics, where thoughtful designs are evident everywhere. Under the leadership of the Party cell, the team converted a former abandoned oil depot area into the "Rongchuang Garden." Discarded containers were painted in bright colors and repurposed into well-lit meeting rooms and book-filled reading corners; decommissioned dry powder fire extinguisher tanks were welded with eyes and limbs to become charming "tin figures"; fire equipment boxes were assembled into a retro-style train engine parked roadside; large disused pipes, painted with vibrant colors, now serve as directional "caterpillar" markers in the grass. "Our employees created all this with their own hands, bit by bit!" said team leader Liu Gang with pride. Five years ago, the scene was截然不同different. As a former diesel storage tank area in the East Port, the site had become overgrown and waterlogged after the tanks were decommissioned, turning into a neglected storage yard for scrap materials. "When we heard we were moving back to the old oil depot, everyone was unhappy," Liu Gang recalled. "The buildings were dilapidated, the ground was sunken, and vehicles couldn't even get in when it rained. Who would want to work here?" Faced with low morale, a "homestead reconstruction" campaign led by the Party organization quietly began. "At critical moments, Party members must step up first," Liu Gang explained. The team quickly established a collaborative structure with the Party branch as the core, coordinating efforts among Party cells, work teams, and union groups, combining Party leadership with operational攻坚and team building. The Party cell became the backbone for unity. Talks during breaks saw Party members taking the lead in explaining the importance of contributing to corporate development. As mindsets shifted, enthusiasm grew. A lively redesign followed soon after. "The ground needed raising, this area would become a living space, and if there was no meeting room, we'd drag a container from the scrap pile and convert one," Liu Gang said. Employee ideas quickly turned into construction plans. Inside the container-turned-meeting room, a contrasting photo titled "Old Times, New Atmosphere" stands out, showing the site's破旧past and vibrant present. The former fire pump house, now a staff living area, is fully equipped with amenities, decorated with plants and tips for "Happy Work, Healthy Life." "You needed rain boots before; now, look how solid it is," Liu Gang said, stamping on the firm ground. Employees named their new home "Rongchuang Garden"—"Rong" signifying integration with port culture, "Chuang" representing relentless innovation, and "Yuan" meaning a shared spiritual home. Through the "Three-Group" linkage, Party cells moved theoretical study to the renovation site, integrating policy discussions into collective labor. Employees gained deeper understanding of corporate strategy, fostering consensus. This "Party cell navigation" model has now been implemented port-wide. Across QHD PORT's 16 Party committees, 383 teams have established 123 standardized linkage sites. Party cells focus on political guidance, embedding Party leadership into production via "Party member responsibility zones" and "exemplary Party member posts," significantly enhancing grassroots organizational strength and cohesion through tangible changes.

Work teams drive production as the operational core. At 6:30 PM, as night falls, the study room at QHD PORT's Sixth Company discharge team is brightly lit, with steam rising from rows of teacups. "When the dust suppression system in the discharge house activates, the moisture and low night temperatures can cause icy surfaces. Be careful on stairs and platforms during the night shift!" reminded Yan Jinghai, head of the third Party cell, leader of operation shift B, and trade union group head. Sixteen team members sat in a semicircle, jotting down notes. "Our discharge machines are like family cars; they need regular checks," Yan said, flipping through his densely filled equipment inspection log. "Small issues unattended can lead to shutdowns." He paused, looking around. "We ranked first in the last efficiency contest; keeping the title depends on thorough inspections." Yan referred to the comprehensive discharge efficiency competition launched last August among the Sixth Company's five teams, focusing on quality and efficiency, where his shift B team won twice consecutively. "The secret?" Yan smiled. "We hold Party cell meetings by the equipment and include Party member commitments in inspection logs. Teams tackle equipment management through project-based Party building, assigning specific responsibilities, encouraging immediate reporting and resolution of issues." For Yan, the "Three-Group" linkage lets teams concentrate on production drive, tackling targets, innovation, and safety, translating Party requirements into practical standards. The competition spurred employees to actively compare efficiency, quality, safety, and collaboration. In 2025 alone, shift B identified and reported over 600 production issues, ensuring early detection and resolution of equipment risks. Competitions among discharge teams boosted both efficiency and equipment reliability. "Smooth equipment enables full production capacity." With technical upgrades, the Sixth Company's discharge turnover rate reached 99.77% last winter, up 0.45 percentage points year-on-year, setting a record; overall discharge efficiency improved by 20 minutes per train; single-train discharge time shortened by 2 minutes; equipment operational readiness hit 98.9%, ensuring high-intensity production. Across QHD PORT, 231 teams emulate this model, often with Party cell, team, and union leadership roles combined. Party members lead management and union services, turning political study into strategy sessions and technical challenges into Party projects. They focus on enhancing port efficiency, cost control, and solving operational issues, implementing innovations that serve as "micro-engines" for quality and efficiency gains.

Trade union groups build warm bridges of connection. At QHD PORT's Ninth Company control center, blood pressure and oximeter devices beside the consoles are an unexpected sight. "The control room is the company's core. Employees work long hours seated, monitoring screens, which can affect circulation. These devices help them check vitals before and after shifts, ensuring personal health and安心上岗," explained Cheng Baogang, union group head and shift B director. "Control operations leave no room for error; even minor data deviations could cause cargo quality incidents." Cheng pointed to a health log filled with daily employee readings and reminders. His eyes then scanned production data: "Last quarter, we were rated 'Safe and Efficient Team.' Maintaining that requires precise operation and good health." The company equips each union group with a "happiness kit" containing sports gear like badminton equipment and dumbbells, plus medical kits with oxygen tanks and first-aid supplies, addressing practical concerns. Teams use these health tools for daily check-ins—pre-shift tests, in-shift monitoring, post-shift reviews—ensuring employees work at their best. This system detected over 30 health anomalies, safeguarding well-being and enabling zero-error control system operation annually. As 5G, AI, and IoT technologies advance port operations, the Ninth Company's control center has grown smarter, allowing single operators to handle multiple lines efficiently. However, prolonged screen focus exacerbates sedentary and eye strain issues. In response, union groups added ergonomic chairs tailored for long sitting, tackling health challenges in smart work environments. In 2025, shift B excelled in safety, environmental, quality, management, and productivity metrics, winning top honors in comprehensive competitions. For Cheng, union groups convert "caring services" into "production momentum," aligning employee efforts to protect both health and operational integrity. Since launching the "Three-Group" linkage, QHD PORT has emphasized union groups collaborating with Party cells and teams to improve worker conditions, addressing issues like rest area upgrades and scarce recreational activities. Through regular dialogues and rights protection, unions resolve practical difficulties; sports events and book clubs enrich off-duty life; labor contests and skill drills provide platforms for employee growth and interaction. "The vitality of the 'Three-Group' linkage lies in employee recognition and participation. With Party cells guiding, teams driving, and unions connecting, employees gain benefits, skills, and motivation, creating powerful unity that injects lasting vitality into grassroots governance," stated Zhou Peng, head of QHD PORT's Party Organization and Human Resources Department.