菲尼克斯電氣中國公司總裁李慕松談企業社會責任

[Li Musong]: So in this way we gradually let the Germans know the strength of our Chinese team. For example, in 2003 at the Tenth Anniversary Celebration of our company, a journalist from CCTV-1 interviewed Mr.Stuehrenberg, the next to the head  of Phoenix Contact and chairman of Chinese subsidiary. When the journalist asked him in English whether he and his board gave Professor Li and his team hundred percent trust and support, the chairman replied: Prof. Li and his team know about our philosophy, our technology and our products, and they know better than us about Chinese history and culture, the Chinese customers and markets, and they do better than us, therefore we surely give them hundred percent trust and support. I remember in 2007 the then German Consul General in Shanghai and the present ambassador from German Foreign Ministry Mr. Reer paid a visit to our company, afterwards he wrote me a letter in which he said that it was really beyond his expectation that there was such an excellent enterprise as Phoenix Contact China within his administrative area. And he added that to his knowledge there had been no German manager who could manage a company with such scale and investment like yours, and you are probably the only one. Therefore I believe in such an environment, if we Chinese want to be strong, we must follow what our ancestors told us, i.e. paying attention to ethics and professional ability and try our best to improve them. [11:41]

[主持人]:我們作為一個跨國公司，在企業這么多年的發展過程當中，中西方文化的碰撞和沖突是不可避免的，您是如何把中西文化有效的結合起來，又是如何取得德國董事會的肯定和信任，并且取得了話語權。當我們中華民族這些優秀的傳統文化融入到企業管理之后，企業發生了哪些顯著的變化？  [11:52]
[Host]: As a transnational corporation, there must inevitably be frictions and conflicts between Chinese and Western cultures in your company’s development process. How could you combine effectively Chinese culture with Western one? And how did you obtain the affirmation and trust from the German board and get the right of speech? When the traditional Chinese culture blended into business management, what significant changes took place in your company?
[李慕松]:你如果到我們公司看一看的話，在我們公司辦公樓，在我們的客戶培訓區，在我們的員工食堂到處都可以看到，體現中國文化的語錄警句。但是也可以看到來自德國總部企業文化的圖片，以及德國公司文化的理念和愿景等等。我們是菲尼克斯電氣公司的子公司，我們傳承和吸收他們的優秀文化和我們的民族優秀文化合在一起，我們這樣做了以后，我們總部非常高興，他們看到的是中國團隊的精神面貌和業績成長。特別是最近這一兩年以來的變化，我可以簡單說一下，比如汶川大地震的時候，沒有一個人說我們公司是外商投資企業、跟我們沒關系，我們1000多名員工，包括在國外出差的紛紛參加捐款。汶川地震5月12日發生的，5月份入職的新員工，包括工人和職員，一共36個人一分薪水都沒拿到，每個人都參加了捐款。因為他們到我們企業之后，受到了我們文化的感召，他們知道我們是社會的一部分，而受難的是我們的同胞。  [11:52]
[Li Musong]: If you pay a visit to our company, in our administrative building, in our customer-training area, in our staff canteen , you can see many quotations and aphorisms illustrating Chinese culture. And in those same places, you can also see pictures about corporate culture, ideas and vision from German headquarters. We are a subsidiary of Phoenix Contact Group, we learn and absorb the German culture and blend it with our Chinese culture. TheGroup headquarters were very happy to see the mental outlook and performance growth of the Chinese team. I would like to briefly introduce the changes in our company in the past two years. For instance, when the Wenchuan Earthquake happened, each of the 1000 or so employees, including those who were abroad on business trips, donated money. Even those employees who were just newly recruited in May, the same month when the earthquake occurred, including workers and staff members, donated money even when they hadn’t got their first-month salary yet, simply because these newcomers were deeply affected by our corporate culture and they knew we are part of the society and the earthquake victims are our fellow countrymen.  [11:52]
[李慕松]:我再舉一個簡單的例子，有一個老工人，女工，在我們一線工作，因為家庭困難我們一直留著，當班組的其他工人捐5塊、10塊的時候，她捐了100。第二天她到銀行取出自己2000元的存款，交到公司來。我們的工會主席是我們公司的副書記，知道她們家困難，就勸阻她說，您已經盡心了。她堅持要捐。后來，鄭主席說，你留下500，我替你上交。因為她丈夫去世得早，母子倆相依為命。但她含著眼淚說了兩句話，留下錢就走了。第一句話，不許告訴公司領導；第二句話，和災區民眾相比，我不困難。你想想，你想我們一個普通的工人過了退休年齡，她圖什么，她只不過是在中華文化的感召之下，她覺得同胞有難的時候，我力所能及的幫上一把。我們不是一個大公司，2001年我們在江寧開發區，我們的注冊資金達到1000萬美元的時候，我們是第137位，意味著有136個公司的投資額比我們大，在我們前面。5月14日晚上，我們收到了慈善總會和民政局領導的通知，5月15號上午在我們那兒召開一個30分鐘的捐贈會，領導一宣布我們才知道，南京市14萬家企業，江寧區幾萬家企業，開發區千家企業，其中世界500強有36家，沒有人能想到居然這次地震捐款，菲尼克斯公司捐款位居第一，員工捐款菲尼克斯電氣第一，個人捐款菲尼克斯電氣第一，其實這從一個側面反映我們的員工真的把國家和民族和我們的人民放在自己的心里。  [11:53]
[Li Musong]: Let me give you another example, there is such an elderly female worker whom we maintain out of consideration of her poor family condition. When other workers of her working team donated five yuan or ten yuan, she donated 100 yuan. And the next day, she went to the bank and withdrew 2000 yuan and gave it to company as a donation. The union head knew she had a poor family and dissuaded her by saying “you needn’t donate so much as you have already shown your sincerity”. But she insisted. Then the union head proposed she donate just 500 yuan. She didn’t take the advice, left the money and made two remarks with tears in eyes. The first was “please don’t tell the company leadership”; the second was “compared with the earthquake victims, I am not in difficulty.” Think about this. An ordinary worker who has passed the retirement age wanted nothing in return but was just affected and moved by traditional Chinese culture. What she thought was when fellow countrymen were in trouble, she felt obligated to offer her help as much as she could. We are not a big company. When our registered capital reached 100 million US dollars in 2001 in Jiangning Development Zone, our company ranked the 137th, which meant there were other 136 companies who had more investment than ours. On the evening of May 14, we got a notice from the Charity Foundation and Civil Affairs Bureau about holding a 30-mintue donation meeting in our company on the morning of May 15. We only learned at the next day’s meeting that among the 140 thousand enterprises in Nanjing, among the tens of thousands of enterprises in Jiangning District, and among the thousands of enterprises in Development Zone,where are located 36 out of 500 world  top enterprises , it was Phoenix Contact who donated the largest sum of money as a company, and it was Phoenix Contact whose employees in total donated the most, and it was an employee of Phoenix Contact again who donated most individually. All these donation figures prove once more that our employees really care about our country and our people.  [11:53]
[主持人]:可見中國傳統的，比如善良、真誠這些美德已經落實到我們菲尼克斯公司這些員工的具體一點一滴的行動上。  [11:53]
[Host]: Obviously such traditional Chinese virtues such as kindness and sincerity have really been implemented in every little bit of actions of Phoenix Contact employees.  [11:53]
[李慕松]:對。  [11:53]
[Li Musong]: That’s right.  [11:53]
[主持人]:在當今的知識經濟的條件下，我們企業的競爭歸根到底是人才的競爭，在人才選擇方面，我不知道您認為我們做事和做人這兩方面孰輕孰重，還有一個現在大家都十分關注的問題，我們大學生就業難的問題，您對當今的大學生有什么建議？  [11:54]
[Host]: In today’s knowledge economy, the competition facing companies can be summed up as the competition for talents. As for selecting talents, I wonder which you think to be more important--- to do things or to conduct oneself? Another question is concerning the difficulty of finding a job for college graduates, what advice do you like to offer to today’s college students?  [11:54]
[李慕松]:我可以給大家一塊分享，在2008年1月份，當時我們召開我們公司15年歷史上第一屆總經理培訓班，我們想把中國文化和我們的發展和歷史結合在一起，從我做起，首先從公司高管開始，當時提出“做事先做人”。我檢討了我自己的錯誤，因為我是90年代清華大學全國工商總裁培訓班第二期的學員，我比較早關注企業的發展。但是后來大量的金錢和時間，走出去請進來，大規模進行西方管理的培訓。現在回過頭來看，10年的時間基本上是方式方法技能技巧的培訓。后來我們公司出問題，有的員工和干部犯了錯誤，痛定思痛讓我認識到是我自己的責任，我領他們走了彎路。當我在會上提了這個問題之后，有些同事不認可，我覺得這也是我的過錯。為什么呢？這些總經理是我看著他們成長起來的，我鼓勵他們去學MBA、EMBA，是我帶頭把西方管理理念引進來的，所以現在是“行有不得，反求諸己”，這是我的過錯，我檢查了自己的過錯，從自己身上認真改，一年過去，去年的5月份，一年三個月以后，第二屆總經理培訓班，這時11名總經理在做人和做事的觀點上達成一致，就是做事先做人。我們顧總說，人生在世，既要做事，更要做人，做人是根本前提。  [11:54]
[Li Musong]: I like to share with you our experience. In January 2008, we held a workshop for directors in our company. That was the first time in our company’s 15-year history. We intended to combine Chinese culture with our development and history, starting with ourselves, with senior executives, and we proposed that “on conducting yourself be laid greater stress than on doing things”. I self-criticized my own mistakes. I was a student of the second workshop for national business presidents held in Tsinghua University in the 1990s. I paid attention to the development of enterprises relatively long time ago. Later on, we spent a lot of money and time, sending people abroad or inviting people from abroad, holding large-scale Western-style business training. When we look back now, the past 10 years were mainly spent in training in respect of methods and techniques. When something went wrong at our company, , some employees and cadres making mistakes, I had to learn a lesson from such painful experience which made me realize that was my accountability. I did lead them astray somewhere. When I mentioned this to the participants at the workshop, some colleagues didn’t agree with me. I felt it was also my mistake. I witnessed the growth of these directors and I encouraged them to join MBA and EMBA programs. I took the initiatives to introduce Western management ideas. As the old Chinese saying goes, “when you fail to achieve something, you have to resort to yourself for explanation.” I admitted my mistake, faced it and corrected it. One year later, that was the May of last year, when we held our second workshop for directors, all 11 of them came to the same conclusion, that is:to put conducting yourself before doing things. Our general manager Mr. Gu said, during our existence in this world, we must learn to do right things right and more importantly, we must learn to behave ourselves, while the latter is most fundamental.  [11:54]
[李慕松]:另外一位總經理說，成功者之所以成功，是做人的成功，失敗者之所以失敗是做人的失敗。談到人才的選擇，我另外再分享一點，負責我們全國市場營銷管理，我們一個總經理在2008年1月22號給我發了電子郵件，其中有這么幾句話，在人才的招聘和選拔上注重品德和職業操守。過去是看學歷，選一些能說會道的，但是沒有來得及對他們的人品進行考察，我們總經理就提出來，在招人的時候要注意這個。我覺得我們的同事不但善良，而且很有智慧。他說，要明確，作為外企員工在中國發展的特定歷史階段，對國家、對民族的使命，從而避免員工在人格和價值觀方面可能的缺失。這是我們的干部對人員招聘的要求和他們的感悟。我記得2006年，當時CCTV二套有一個節目找到我，叫做企業家談招聘。他們找到了我，我記得有一件事，北京有一次人才招聘會上，有的單位在座位上放了一塊牌子，清華北大學生免談，為什么免談？我們的教育是不是出了什么問題？這值得我們深思。去年南京信息工程大學的校長來找說，說能不能空出兩小時的時候跟他們的畢業生談一談，我很高興，我覺得這也是我對同學的一份責任。我當時看到，2008年11月11號中國新聞社報道社科院的藍皮書里面有這樣的數據，2007年495萬大學畢業生到2008年11月份還有100萬沒有找到工作。  [11:54]
[Li Musong]: Another director said, the reason why a man succeeded is he conducted himself successfully, while the reason why he failed is he behaved himself unsuccessfully. Speaking of selecting talents, I like to share with you another story. One of our directors who was in charge of national marketing management sent me an email on January 22, 2008, in which he mentioned we should emphasize the virtues and professional integrity of potential employees during recruitment and selection. In the past, we paid attention to their schooling records and selected those who were good at talking, but we didn’t manage to scrutinize their moral quality. So the marketing director emphasized this when recruiting from now on. I feel that our colleagues are not only kind-hearted but also have wisdom. As he pointed out, as foreign-funded company employees in certain historical stage of China’s development, we must be aware of the mission we shoulder in connection with the country and the people, to exclude the possible defects in the moral quality and values of employees. I remember in 2006, when CCTV-2 invited me to be on a program called “Entrepreneurs on Recruitment”, I mentioned an incident. That was at a job fair in Beijing, some recruiting companies put up a board, saying “No jobs at all for graduates from Tsinghua University or Peking University”. Why no jobs at all? Isn’t there something wrong with our education? This deserves our deep consideration. Last year, the president of Nanjing University of Information Engineering asked me to share two hours to talk with their graduates. I was very happy to do that, since I considered it my obligation to students. I learned from the news report on November 11, 2008 that by November 2008 there were still one million graduates out of 4.95 million since 2007 who hadn’t found jobs yet.  [11:54]
[主持人]:這么多大學生沒有找到工作，您覺得問題在哪兒？  [11:55]
[Host]: So many college graduates couldn’t find their jobs, what is the reason in your opinion?  [11:55]
[李慕松]:有一次我在北京開會遇到教育部的吳啟迪副部長，我們談起這件事兒，吳部長對我說，我們知道，有很多大學生，企業不歡迎。這就有一個問題，我們的教育是不是出了錯？企業歡迎什么樣的人？企業不但需要你有知識和技能，企業更重視有沒有誠信，有沒有道義。而我們現在的大學生一味追求自己個人的利益，沒有責任感和道義，企業怎么會要你。從另外一點來講，過去稱之為海歸很搶手，為什么后來海歸變成“海待”。這對我們同學來說應該注意，我們的學校教育從小學、中學、大學，忽略了道德品質的教育。一個學生從出生到畢業20幾年，是家庭教育、學校教育、社會教育的失敗，你培養了一個不合格的產品，這件事情不僅僅是教育主管部門，我們的老師，而更是我們的家長，特別是同學要知道的，我要走什么路。我看到一篇文章，有一個大學的校長講，是機遇多垂青于有準備的人。什么準備？找一個槍手給你寫論文，找一個公司給你包裝，考一堆考級證書顯示能力？能解決你的問題嗎？不能。企業的判斷和發展，和核心價值觀、企業文化絕對有關，但我相信絕大部分的企業都關注員工的德行。這是我們在這方面的一條教訓。其實我們祖先老早就告訴我們，“行高者，名自高，人所重，非貌高，才大者，望自大，人所服，非言大”。我覺得是這樣，特別是溫總理對清華大學應屆畢業生的講話，他說“艱苦的工作崗位可能更會造就一個真正的人，一個全面發展的人，一個有益于人民的人”。其實這些東西，我們國家領導人對我們同學的愛護，都在言詞當中。我們的祖先，像孟子老早就說過，“天將降大任于斯人也”。我們的同學現在每個人都想做這個、想那個，很大的理想，如果真正要實現理想的話。要注意孟子怎么說的，“天將降大任于是人也，必先苦其心志，勞其筋骨，餓其體膚，空乏其身，行拂亂其所為，所以動心忍性，曾益其所不能。” 其實我們的祖先已經明明白白告訴我們應該達到怎么樣的目標。  [11:55]
[Li Musong]: Once I met Vice Minister Wu Qidi of the Education Ministry at a meeting in Beijing, we talked about this issue. Minister Wu told me that there were many college graduates who were not welcomed by enterprises. That indicated something went wrong in our education. What kind of job candidates do enterprises need? An enterprise requires not only knowledge and skills but also honesty and integrity from job applicants. Today’s college students mainly pursue personal interests while lacking sense of duty and morality. Then how could you expect a company to accept you? From another perspective, overseas-returned students were once very warmly received, but why later they became out of fashion and often than not the situations fall short of their expectations? From primary school, high school to college, our education has all the way neglected the development of ethics and morality. From being born to being graduated from college in 20 or so years, a student could be a disqualified product of family education, school education and society education. Such a matter should draw the attention of not only education departments but also teachers, parents as well as students themselves. What kind of road you like to take? I read an article quoting a college president who said that opportunity favors the prepared mind. What preparations do you need? Finding a ghost writer to write papers for you? Or hiring a company to beautify you? Or getting a lot of certificates to showcase your ability? All these can not solve your problem. The judgment and development of a company are absolutely related to its core values and culture. But I believe the majority of companies pay attention to the virtues of their employees. This is a lesson we learned. Actually our ancestors told us long ago that a person with high moral standards will naturally win the respect from others. As Premier Wen Jiabao said to the graduates from Tsinghua University, “A difficult job could more likely train a genuine person, an all-round-developed person, and a person who is of benefitl to his fellow countrymen. ” As young people, you have a lot of ambitions and dreams, but you should always remember what Mengzi suggested, “when God wants to offer you a big responsibility, you must endure a lot of sufferings and difficulties.”  [11:55]
[主持人]:但是我們當今的企業都花重金對員工進行方式方法和技能技巧的培訓，您怎么看待這種做法？  [11:56]
[Host]: Nowadays most companies spend a lot of money in training employees to improve their working methods and skills. What’s your opinion of this practice?
[李慕松]:企業的生存發展是通過團隊和員工實現的。對員工不斷的進行培訓，從德和才這兩個方面，從職業操守和專業技能方面提高員工的素質，這是必須的。問題是僅僅注重方式方法和技能技巧的培養，忽略了人的思想道德建設，忽略了德行的提高，這樣一定會出問題。我們就犯過錯誤，由于我的過失，引進了西方的管理理念，但是后來還是出現了干部員工犯錯誤，甚至于我們的優秀員工，這是一個教訓。  [11:56]
[Li Musong]: The existence and development of a company are achieved by teams and employees. To provide continuous training for employees in virtues and talents is absolutely necessary. The point is, if you only focus on methods and skills training while neglecting ethics and morality improvement, then problems will surely arise. We made such a mistake due to my personal negligence. When we only introduced the Western management ideas, some cadres and employees did tend to make mistakes In their behavior. That was a good lesson.

[李慕松]:人的行為是受價值觀指導的，被稱為世界最偉大的CEO——GE公司的韋爾奇，他就說過，不接受通用電氣價值觀的人，不能成為通用電氣的雇員，他對員工也有自己的要求。我們最近三年以來，一方面我們給我們同事創造條件，走出去，離開公司，參加弘揚中華文化、做有道德中國人的學習培訓，最近這兩年一共26批，280幾個人，這里包括給我們希望小學的領導，包括我們精神文明共建單位和殘疾兒童福利院的領導。我們還結合公司企業內部的發展，結合我們企業文化，我們舉辦了入模子培訓，這是向中國聯想學的，我們把優秀文化和歷史發展結合在一起。參加完了以后，我可以簡單說幾個，我們在全國有9個國家級的專家，各行業都有，有的年齡比我大，有將近80歲，也有70多歲的。一些老專家就說，從他們參加工作幾十年以來，第一次真正回顧自己個人的成長，回顧團隊、國家、單位對我的幫助。我們一些年輕的同事，有的離開學校十幾年，他們坦率跟我講，離開學校這么多年，從來沒有受到過這種心靈的震撼。這些同事都感覺到，中華文化不僅僅應該跟企業管理結合起來，更重要的應該跟自己個人人生的發展道路結合起來，走好人生路。也就是那句話，成功者之所以成功在于做人的成功，失敗者之所以失敗在于做人的失敗。  [11:57]
[Li Musong]: A person’s behavior is guided by his values. The so-called greatest CEO in the world---the former CEO of GE Jack Welch once remarked, he who doesn’t accept the values of GE cannot be accepted by GE. In the past three years, we offered opportunities to our colleagues to join programs outside our company to learn traditional Chinese culture, about 280 people have gone through such programs. We also organized in-house orientation training programs which we learned  from Lenovo Corp. After attending such programs, some senior experts-advisors said that in the past several decades since they started working, they have for the first time really reviewed their own growth and the help from teams, institutions and nation. Some younger colleagues who graduated from colleges some years ago told me frankly that they had never been touched so deeply. All these colleagues, both senior and junior, felt that traditional Chinese culture should be combined not only with business management but also with the growth path of each individual. Just as I mentioned earlier, a man succeeding in something is that he succeeds in conducting himself , while his failure is that he conducts himself unsuccessfully.
[主持人]:可見企業文化對于菲尼克斯電氣中國公司來說是非常重要的，但是很多人都說，企業文化是虛的東西，我們看不見，也摸不著，我們菲尼克斯電氣中國公司如何用實際行動體現我們企業文化的？  [11:57]
[Host]: Obviously corporate culture plays a very important role in Phoenix Contact China. But many people say corporate culture is empty, invisible and untouchable. Then how could your company put corporate culture into practical actions?
[李慕松]:關于企業文化有很多專家、教授和企業家在講，我本人是普通的專業人員，從研發設計的，沒有太多理論。我認為企業文化是一個企業的行為，員工行為，特別是企業領導人行為的集中體現。從這方面講，企業文化不是看不見、摸不著的，我們那邊有一個同事是我們部門的主管，他管理十幾個人的團隊，十年前從一個超大型的國企到我們公司來。他在培訓的時候跟我們的員工講，企業的文化是看得見、摸得著的。他在我們公司的十年期間，也在不斷受到獵頭公司的邀請，而且價碼一次別一次高，職位一次比一次高，有一次他動心了，2008年，他回去跟他太太講，我很佩服我們員工的太太們，他太太跟他說，我就到過你們公司一次，我聽到過你們的李總介紹過你們公司的發展，匯報過你們的貢獻，我當時的感覺是家的感覺，信任、寬和，是你能夠發展的地方。你們公司在南京，別人想去還去不了，你怎么還想走。第二天早晨，老丈人找他談話，“孩子，我相信你在這個公司定下心來，一定能夠為國、為民族、為家庭做出貢獻。”我們的企業文化不僅僅影響我們的員工，而且影響了他們的家屬，反過來我們員工的家屬也支持了我們的員工，支持我們的企業的發展。像我們公司發展的時候，也有同事離職，這幾年沒有裁員，沒有開除一個人，有的同事因為家庭和各方面原因離職，到了比我們大得多的歐美的企業，但是我們這些同事去了以后一直和我們保持聯系，前天我還收到一位原來人力資源部的同事的電子郵件。他們好幾個人都說，李總，感謝您和公司給我學習做人的機會，盡管我離開了菲尼克斯電氣，但是中華文化和菲尼克斯文化的核心價值觀將陪伴我的一生。所以回顧我自己走過的彎路，我我看到這些東西以后，一方面感到很欣慰，另一方面也督促我們自己，一定要為同事的一生負責，一定要把這個工作做好。  [11:58]
[Li Musong]: There are many experts, professors and entrepreneurs talking about corporate culture. I myself am an ordinary professional in research and development. I know very little theories about culture. I believe culture is a concentrated reflection of the behavior of a company, of employees and especially of company leaders. At this aspect, corporate culture is not invisible or untouchable. A department head in our company is in charge of a team with tens of members. He joined our company after quitting a job in a super-large state-owned enterprise ten years ago. During his ten years in our company, he had been receiving invitations from head- hunters offering higher and higher salary and higher and higher  position. Once his interest was aroused and thought about accepting an offer and leaving our company. That was in 2008. When he talked about his consideration with his wife, she told him, “I visited your company only once, I heard about Prof. Li introducing the development of your company and reporting your contributions. I felt quite at home there and there was an air of trust and lenience and harmony. It’s a place where you can grow and develop. Besides, it is located in Nanjing, a perfect place for you. ” The next morning, his father-in-law came to him and said, “Son, I believe if you settle down in this company, you will surely make contributions to the nation, the people and the family.” So you see, our corporate culture influences not only our employees but also their families; on the other hand, their families also support our employees and the development of our enterprise. In the early stage of our company’s development, some colleagues quit their jobs. In the past several years, we didn’t lay off or fire anybody. Some colleagues left our company for family or  other reasons and found jobs in other European or American companies much larger than ours. But such former colleagues still keep in touch with us. The other day I got an email from a former HR department colleague. He and others all expressed their thankfulness to me for having offered them opportunities in learning to behave himslf/herself. Although they left Phoenix Contact, the traditional Chinese culture and the core values of Phoenix Contact culture would accompany them all through their life. When I look back at those mistakes I ever made and read such feedback from these colleagues, I feel both satisfied and motivated. I must hold responsibility for the whole life of my colleagues and I must work to the best of my ability.