The hottest the Belt and Road policy benefits mill

  • Detail
Popular sentiment No. 2: EPS board is easy to cut and connect. It focuses on building mutually beneficial cooperation networks, new cooperation modes, and diversified cooperation platforms, and on building a green silk road, a healthy Silk Road, an intelligent Silk Road, and a peaceful silk road together. With the spirit of nailing down, it will push forward the construction of the "the Belt and Road" step by step, so that the construction of the "the Belt and Road" will benefit the people of all countries along the line. With the "the Belt and Road" officially established as China's highest national top-level strategy, from upstream machinery plants to production and packaging enterprises, they have increased their development steps. At present and in the future, China's focus on promoting industrial restructuring is one of the core topics of China's real economy transformation

the "the Belt and Road" policy benefits millions of packaging enterprises in China

the further promotion and implementation of the "the Belt and Road" policy and the adjustment of industrial structure have made many Chinese packaging enterprises see hope and feel unprecedented pressure. Facing the new situation, how can Chinese packaging enterprises adapt to the new development and changes and better develop and expand their operations? Does the development of enterprises depend on layoffs, layoffs, reduction or suspension of wages? Or do you start from the enterprise itself to find the reason by changing the thinking and management operation mode? Why do some packaging enterprises face difficulties, and as a result, their development keeps rising, while others retreat to avoid stagnation or even bankruptcy losses. What's more ridiculous is that some enterprises can't develop or once there is a problem, they always blame it on one employee. Is it because one or several employees cause the company or enterprise to have poor overall benefits and losses? This is obviously an "untenable" theory and absurd excuse

if an enterprise completely shirks its mistakes and even lets an innocent employee bear them, how far the enterprise can continue to go is really unknown. Bian Jing once interviewed a successful entrepreneur. What he said has been used for life: "90% of the success of an enterprise comes from the attitude of the enterprise towards its employees!". Is it the employees' problem that enterprises cannot develop today? Or is there no strategic planning? The basic process of the enterprise is poor, and the orderly management is not good. The specific performance is the poor overall operation efficiency; Without a good distribution system and value sharing, enterprises should be forward-looking. In contrast, the management philosophy of foreign companies: "retaining an employee is as important as cultivating an employee's value." "For those enterprises that make employees feel no sense of belonging, I think it is the company that pays too much attention to money and is not good enough for employees. If an enterprise wants to run for a long time, the focus should be on the long-term goals of the company, not on short-term profits. When an enterprise has grown to tens of thousands or even hundreds of thousands of people, the so-called 'centralized' practice of the enterprise has been difficult to work, and every employee must be able to get the driving force Salary, welfare and company atmosphere are equally important. " A senior German enterprise official, who declined to be named, said frankly to sina finance

reprint an interview. He said that he learned a new English word called "Ergonomics" in a recent interview with BMW enterprises. BMW's plant has always had a reputation for caring for workers. At BMW's Dingolfing factory in Germany, it is more considerate to some older workers, from plant settings to medical care, and even physiotherapists. The word "Ergonomics" appears frequently in BMW's production department, mainly because they believe that the setting and installation of factory production lines must take into account the human structure. These parts and production lines that conform to the basic principles of ergonomics are reflected in the details. For example, the special wooden floor can display a rotating frame display screen with larger fonts; Comfortable benches provided everywhere to prevent workers from standing too long; Shelves with adjustable height to prevent employees from flashing to the waist; Enhance illumination for employees with poor eyesight. Between shifts, workers can even take a nap in the convenient bed provided in the rest room in the factory

Saskia ebbauer, spokesman of the production department of BMW Group, explained: "automation can greatly liberate manpower. Some simple tasks that need to be repeated and consume physical strength can be handed over to robots in the future, and they can undertake all the heavy work. This is also the feature of future factories. Even so, manpower is still an important part of factory operations." So BMW has been working hard to take good care of its employees. 70% of the employees of BMW group work in Germany. The employment principle and human resource plan of BMW group can basically match the situation in Germany. According to BMW's analysis data, by 2020, the proportion of German workers over the age of 50 will increase from 15% to more than 35%

in 2004, BMW Group launched a comprehensive "today for tomorrow" project, mainly to explore how to ensure workers' innovation and productivity while workers get older. "In short, we should create a working environment suitable for all ages. In fact, there is no so-called 'old-age production line', let alone 'lightweight workstation', but only a production line suitable for all ages. Even young workers should ensure that they are healthy while growing old and can maintain productivity for a long time." Saskia ebbauer said. Robert Frederick Veit further explained, "the development of the company is very stable; the degree of internationalization is very high; there are many opportunities for employees - naturally, I will not change jobs."

Stefan Albrecht, President of Daimler truck China joint venture project and executive vice president of Beijing Foton Daimler Automobile Co., Ltd., said frankly: "the high employee loyalty of German enterprises is due to the problem of corporate culture: the company is willing to invest in employees and make them happy. Naturally, employees will pay more and be loyal to the boss. This is a two-way." Of course, the so-called "investment" is more than salary. Giving employees the opportunity to constantly learn and improve is the secret of many German enterprises. Further training seems to encourage employees to "lifelong learning", but Wolfgang Hapke, President of human resources of BASF Group, believes that ensuring that employees have lifelong learning opportunities is also an investment in BASF's future. Continuous training of employees is to ensure the future human demand. Like many high-quality German enterprises, BASF Group did not lay off staff during the financial crisis, because they took many measures to tide over the difficulties, including reducing overtime work, controlling costs and more flexible personnel transfer. In Ludwigshafen, 600 employees have been transferred to temporary positions or other positions. "Facts have proved that it is entirely possible to avoid layoffs during the financial crisis." Wolfgang Hapke said

(source: China packaging industry magazine Author: Bian Jing)

Copyright © 2011 JIN SHI