Not long ago, after accompanying a senior leader on a visit to a petrochemical park, the author had the opportunity to manage several local chemical companies that were performing well economically. One day, an officer from the local industrial bureau visited another company. To save time and distance, he took us through the back entrance of the facility. What we saw was shocking: waste was being dumped haphazardly, environmental protection systems were outdated, and even the public restrooms were in deplorable condition. During the closing meeting, the company—unaware of what had been observed—was reprimanded and ordered to make urgent improvements.
The author believes that today, leaders at all levels frequently visit companies for inspections, assessments, and fieldwork. Generally, local governments prefer to showcase enterprises with strong economic performance to their superiors. There's nothing inherently wrong with presenting successful companies, but there's a growing concern about how this is done. The "front door" of a company often highlights its advanced production lines, brand reputation, market share, and tax contributions—these are the metrics that attract attention. However, the "back door"—where wastewater, exhaust gases, and solid waste are managed—is often overlooked or hidden. If a company only looks good from the front, but its back is problematic, it becomes a serious issue.
Some companies do maintain high standards both in the front and back. But many others don’t. They may have impressive financial figures, high production output, and good tax records, yet their environmental practices are questionable. When senior leaders aren't fully aware of these issues, they tend to praise the surface-level achievements—like revenue and profits—without addressing deeper concerns. This creates a misleading impression, where the "front door" is celebrated while the "back door" remains unexamined.
If a company focuses only on economic indicators like production value, profit, and taxes, but neglects safety, environmental protection, and public health, it lacks long-term sustainability. On the other hand, if a company has poor environmental practices but generates high profits, and still receives recognition, it reflects poorly on the leadership’s ability to assess real performance. Without a comprehensive understanding of a company’s operations, it’s impossible to make informed decisions about regional economic development.
From this perspective, when senior leaders and officials visit companies, they should not just focus on the "front door"—the visible economic results—but also take a closer look at the "back door," where the real challenges and risks lie. Only by doing so can they truly understand the situation and make sound judgments.
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