菲尼克斯电气中国公司总裁李慕松谈企业社会责任

[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]:我们作为一个跨国公司，在企业这么多年的发展过程当中，中西方文化的碰撞和冲突是不可避免的，您是如何把中西文化有效的结合起来，又是如何取得德国董事会的肯定和信任，并且取得了话语权。当我们中华民族这些优秀的传统文化融入到企业管理之后，企业发生了哪些显著的变化？  [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]:你如果到我们公司看一看的话，在我们公司办公楼，在我们的客户培训区，在我们的员工食堂到处都可以看到，体现中国文化的语录警句。但是也可以看到来自德国总部企业文化的图片，以及德国公司文化的理念和愿景等等。我们是菲尼克斯电气公司的子公司，我们传承和吸收他们的优秀文化和我们的民族优秀文化合在一起，我们这样做了以后，我们总部非常高兴，他们看到的是中国团队的精神面貌和业绩成长。特别是最近这一两年以来的变化，我可以简单说一下，比如汶川大地震的时候，没有一个人说我们公司是外商投资企业、跟我们没关系，我们1000多名员工，包括在国外出差的纷纷参加捐款。汶川地震5月12日发生的，5月份入职的新员工，包括工人和职员，一共36个人一分薪水都没拿到，每个人都参加了捐款。因为他们到我们企业之后，受到了我们文化的感召，他们知道我们是社会的一部分，而受难的是我们的同胞。  [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]:我再举一个简单的例子，有一个老工人，女工，在我们一线工作，因为家庭困难我们一直留着，当班组的其他工人捐5块、10块的时候，她捐了100。第二天她到银行取出自己2000元的存款，交到公司来。我们的工会主席是我们公司的副书记，知道她们家困难，就劝阻她说，您已经尽心了。她坚持要捐。后来，郑主席说，你留下500，我替你上交。因为她丈夫去世得早，母子俩相依为命。但她含着眼泪说了两句话，留下钱就走了。第一句话，不许告诉公司领导；第二句话，和灾区民众相比，我不困难。你想想，你想我们一个普通的工人过了退休年龄，她图什么，她只不过是在中华文化的感召之下，她觉得同胞有难的时候，我力所能及的帮上一把。我们不是一个大公司，2001年我们在江宁开发区，我们的注册资金达到1000万美元的时候，我们是第137位，意味着有136个公司的投资额比我们大，在我们前面。5月14日晚上，我们收到了慈善总会和民政局领导的通知，5月15号上午在我们那儿召开一个30分钟的捐赠会，领导一宣布我们才知道，南京市14万家企业，江宁区几万家企业，开发区千家企业，其中世界500强有36家，没有人能想到居然这次地震捐款，菲尼克斯公司捐款位居第一，员工捐款菲尼克斯电气第一，个人捐款菲尼克斯电气第一，其实这从一个侧面反映我们的员工真的把国家和民族和我们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]:可见中国传统的，比如善良、真诚这些美德已经落实到我们菲尼克斯公司这些员工的具体一点一滴的行动上。  [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]:对。  [11:53]
[Li Musong]: That’s right.  [11:53]
[主持人]:在当今的知识经济的条件下，我们企业的竞争归根到底是人才的竞争，在人才选择方面，我不知道您认为我们做事和做人这两方面孰轻孰重，还有一个现在大家都十分关注的问题，我们大学生就业难的问题，您对当今的大学生有什么建议？  [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]:我可以给大家一块分享，在2008年1月份，当时我们召开我们公司15年历史上第一届总经理培训班，我们想把中国文化和我们的发展和历史结合在一起，从我做起，首先从公司高管开始，当时提出“做事先做人”。我检讨了我自己的错误，因为我是90年代清华大学全国工商总裁培训班第二期的学员，我比较早关注企业的发展。但是后来大量的金钱和时间，走出去请进来，大规模进行西方管理的培训。现在回过头来看，10年的时间基本上是方式方法技能技巧的培训。后来我们公司出问题，有的员工和干部犯了错误，痛定思痛让我认识到是我自己的责任，我领他们走了弯路。当我在会上提了这个问题之后，有些同事不认可，我觉得这也是我的过错。为什么呢？这些总经理是我看着他们成长起来的，我鼓励他们去学MBA、EMBA，是我带头把西方管理理念引进来的，所以现在是“行有不得，反求诸己”，这是我的过错，我检查了自己的过错，从自己身上认真改，一年过去，去年的5月份，一年三个月以后，第二届总经理培训班，这时11名总经理在做人和做事的观点上达成一致，就是做事先做人。我们顾总说，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]:另外一位总经理说，成功者之所以成功，是做人的成功，失败者之所以失败是做人的失败。谈到人才的选择，我另外再分享一点，负责我们全国市场营销管理，我们一个总经理在2008年1月22号给我发了电子邮件，其中有这么几句话，在人才的招聘和选拔上注重品德和职业操守。过去是看学历，选一些能说会道的，但是没有来得及对他们的人品进行考察，我们总经理就提出来，在招人的时候要注意这个。我觉得我们的同事不但善良，而且很有智慧。他说，要明确，作为外企员工在中国发展的特定历史阶段，对国家、对民族的使命，从而避免员工在人格和价值观方面可能的缺失。这是我们的干部对人员招聘的要求和他们的感悟。我记得2006年，当时CCTV二套有一个节目找到我，叫做企业家谈招聘。他们找到了我，我记得有一件事，北京有一次人才招聘会上，有的单位在座位上放了一块牌子，清华北大学生免谈，为什么免谈？我们的教育是不是出了什么问题？这值得我们深思。去年南京信息工程大学的校长来找说，说能不能空出两小时的时候跟他们的毕业生谈一谈，我很高兴，我觉得这也是我对同学的一份责任。我当时看到，2008年11月11号中国新闻社报道社科院的蓝皮书里面有这样的数据，2007年495万大学毕业生到2008年11月份还有100万没有找到工作。  [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]:这么多大学生没有找到工作，您觉得问题在哪儿？  [11:55]
[Host]: So many college graduates couldn’t find their jobs, what is the reason in your opinion?  [11:55]
[李慕松]:有一次我在北京开会遇到教育部的吴启迪副部长，我们谈起这件事儿，吴部长对我说，我们知道，有很多大学生，企业不欢迎。这就有一个问题，我们的教育是不是出了错？企业欢迎什么样的人？企业不但需要你有知识和技能，企业更重视有没有诚信，有没有道义。而我们现在的大学生一味追求自己个人的利益，没有责任感和道义，企业怎么会要你。从另外一点来讲，过去称之为海归很抢手，为什么后来海归变成“海待”。这对我们同学来说应该注意，我们的学校教育从小学、中学、大学，忽略了道德品质的教育。一个学生从出生到毕业20几年，是家庭教育、学校教育、社会教育的失败，你培养了一个不合格的产品，这件事情不仅仅是教育主管部门，我们的老师，而更是我们的家长，特别是同学要知道的，我要走什么路。我看到一篇文章，有一个大学的校长讲，是机遇多垂青于有准备的人。什么准备？找一个枪手给你写论文，找一个公司给你包装，考一堆考级证书显示能力？能解决你的问题吗？不能。企业的判断和发展，和核心价值观、企业文化绝对有关，但我相信绝大部分的企业都关注员工的德行。这是我们在这方面的一条教训。其实我们祖先老早就告诉我们，“行高者，名自高，人所重，非貌高，才大者，望自大，人所服，非言大”。我觉得是这样，特别是温总理对清华大学应届毕业生的讲话，他说“艰苦的工作岗位可能更会造就一个真正的人，一个全面发展的人，一个有益于人民的人”。其实这些东西，我们国家领导人对我们同学的爱护，都在言词当中。我们的祖先，像孟子老早就说过，“天将降大任于斯人也”。我们的同学现在每个人都想做这个、想那个，很大的理想，如果真正要实现理想的话。要注意孟子怎么说的，“天将降大任于是人也，必先苦其心志，劳其筋骨，饿其体肤，空乏其身，行拂乱其所为，所以动心忍性，曾益其所不能。” 其实我们的祖先已经明明白白告诉我们应该达到怎么样的目标。  [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]:但是我们当今的企业都花重金对员工进行方式方法和技能技巧的培训，您怎么看待这种做法？  [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]:企业的生存发展是通过团队和员工实现的。对员工不断的进行培训，从德和才这两个方面，从职业操守和专业技能方面提高员工的素质，这是必须的。问题是仅仅注重方式方法和技能技巧的培养，忽略了人的思想道德建设，忽略了德行的提高，这样一定会出问题。我们就犯过错误，由于我的过失，引进了西方的管理理念，但是后来还是出现了干部员工犯错误，甚至于我们的优秀员工，这是一个教训。  [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]:人的行为是受价值观指导的，被称为世界最伟大的CEO——GE公司的韦尔奇，他就说过，不接受通用电气价值观的人，不能成为通用电气的雇员，他对员工也有自己的要求。我们最近三年以来，一方面我们给我们同事创造条件，走出去，离开公司，参加弘扬中华文化、做有道德中国人的学习培训，最近这两年一共26批，280几个人，这里包括给我们希望小学的领导，包括我们精神文明共建单位和残疾儿童福利院的领导。我们还结合公司企业内部的发展，结合我们企业文化，我们举办了入模子培训，这是向中国联想学的，我们把优秀文化和历史发展结合在一起。参加完了以后，我可以简单说几个，我们在全国有9个国家级的专家，各行业都有，有的年龄比我大，有将近80岁，也有70多岁的。一些老专家就说，从他们参加工作几十年以来，第一次真正回顾自己个人的成长，回顾团队、国家、单位对我的帮助。我们一些年轻的同事，有的离开学校十几年，他们坦率跟我讲，离开学校这么多年，从来没有受到过这种心灵的震撼。这些同事都感觉到，中华文化不仅仅应该跟企业管理结合起来，更重要的应该跟自己个人人生的发展道路结合起来，走好人生路。也就是那句话，成功者之所以成功在于做人的成功，失败者之所以失败在于做人的失败。  [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]:可见企业文化对于菲尼克斯电气中国公司来说是非常重要的，但是很多人都说，企业文化是虚的东西，我们看不见，也摸不着，我们菲尼克斯电气中国公司如何用实际行动体现我们企业文化的？  [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]:关于企业文化有很多专家、教授和企业家在讲，我本人是普通的专业人员，从研发设计的，没有太多理论。我认为企业文化是一个企业的行为，员工行为，特别是企业领导人行为的集中体现。从这方面讲，企业文化不是看不见、摸不着的，我们那边有一个同事是我们部门的主管，他管理十几个人的团队，十年前从一个超大型的国企到我们公司来。他在培训的时候跟我们的员工讲，企业的文化是看得见、摸得着的。他在我们公司的十年期间，也在不断受到猎头公司的邀请，而且价码一次别一次高，职位一次比一次高，有一次他动心了，2008年，他回去跟他太太讲，我很佩服我们员工的太太们，他太太跟他说，我就到过你们公司一次，我听到过你们的李总介绍过你们公司的发展，汇报过你们的贡献，我当时的感觉是家的感觉，信任、宽和，是你能够发展的地方。你们公司在南京，别人想去还去不了，你怎么还想走。第二天早晨，老丈人找他谈话，“孩子，我相信你在这个公司定下心来，一定能够为国、为民族、为家庭做出贡献。”我们的企业文化不仅仅影响我们的员工，而且影响了他们的家属，反过来我们员工的家属也支持了我们的员工，支持我们的企业的发展。像我们公司发展的时候，也有同事离职，这几年没有裁员，没有开除一个人，有的同事因为家庭和各方面原因离职，到了比我们大得多的欧美的企业，但是我们这些同事去了以后一直和我们保持联系，前天我还收到一位原来人力资源部的同事的电子邮件。他们好几个人都说，李总，感谢您和公司给我学习做人的机会，尽管我离开了菲尼克斯电气，但是中华文化和菲尼克斯文化的核心价值观将陪伴我的一生。所以回顾我自己走过的弯路，我我看到这些东西以后，一方面感到很欣慰，另一方面也督促我们自己，一定要为同事的一生负责，一定要把这个工作做好。  [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.