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2016年5月26日天翔環境董事長鄧親華先生參加了德國BWT總部舉辦的全球年會,參加年會的還有來自全球的各分公司的主要負責人以及天翔環境集團重要高管。此次的演講鄧親華提前了一周的時間準備。對于BWT收購以后的新思想和變化做了重要闡述,他相信,未來的市場對于BWT或天翔來講,已真正的點燃。以下為鄧親華在年會開幕儀式上的講話。
 
 
 
 
 
 
 
尊敬的雅希姆-菲德羅先生以及BWT的四位執行董事,美國圣騎士公司的麥克-庫伯先生,來自BWT全球各分公司的主管以及今天與會的各位同仁,大家早上好!
 
        Mr. JoachimFoerderer, other four Managing directors of BWT, Mr. Micheal Kopper fromCentrisys US and executives from locations of BWT around the world, Goodmorning, Ladies and gentlemen.
 
 
 
     我想以一首毛主席的詩詞開啟今天的演講,“多少事,從來急,天地轉,光陰迫,一萬年太久,只爭朝夕。”
 
        I would like to start my speech with a poem from Chairman Mao Zedong“So many things tobe done and always urgently, the world rolls on and time presses ahead, tenthousand years are too long, let’s seize every minute we are having”
 
 
 
    我出生于1949年,68年高中畢業下鄉當農民,70年入伍當兵,75年復員進廠當工人,83年又去讀書,經歷農、兵、工、學、商,人生的所有歷程。
 
      I was born in1949. I had been a peasant after my high school education. My social role haschanged many times thereafter. In 1970 I was enrolled in Chinese LiberationArmy and became a worker in 1975. I decided to go back to school in 1983. When Irecall my life, I see myself as a peasant, a soldier and scholar. But all ofthese roles have given me what it takes to be an entrepreneur, a role I am takingnow.
 
 
 
     96年自己創業,白手起家,雖然歷盡艱辛,但矢志不渝;四十年的機械制造歷程,讓我深知開拓與創新是企業生存發展的靈魂。今天能與大家共事,使我感到十分的榮幸!
 
       I started my businessin 1996 from scratch. A road in pursuing business success is full of hardshipand difficulties, but none of them has brought me down. I have 40 years’ experiencein field of mechanical manufacturing. So that I know deep in my heart thatexploration and innovation are the soul of business. And I am quite honoredtoday that we gather together here and communicate like colleagues and moreover friends.
 
 
 
        從我們接觸BWT這個標的信息到簽署并購協議,只用了短短47天的時間,之后在3月31日,總共100天。我們完成了對BWT的并購交割,之所以能順利高效的達成這一并購,很重要的原因是集團總經理鄧翔和海外投資管理公司總經理楊武,他們有全球化的眼光和積極果斷的行事風格,同時也顯示出BWT管理層對于天翔的企業文化和發展戰略的認同。
 
       It took only 47days from getting the acquisition information from   Belfinger SE to sign SPA and 100 days tocomplete the deal. I would say this acquisition is of high efficiency. This takeover would have never made so efficiently without decisive action from DengXiang, president of Techcent and Yang Wu, general manager of oversea holdingsector as well as the identification to culture and development strategy of Techcent from management of BWT. 
 
 
      完成交割后的9個月時間,也就是到2016年年底,對于我們來說是最關鍵的9個月。重大資產重組、天翔與BWT的融合、BWT管理層入股,以及相關業務在中國市場的落地的這些事情都要在這9個月內完成,可以這么說,這9個月的工作成果將決定我們明天能站在一個什么樣的發展平臺上。
 
       Before end of this year, we have significant tasks ahead of us for the 9 months after closing date.Major assets restructuring, Integration of Techcent and BWT, Share holding of BWT management, and marketing in China, all these major steps need to be taken within 9 months. I would like to let you know that how we take these steps will shape the plat form we are going to stand on in the future.
 
 
 
     BWT是一家擁有170多年歷史,旗下眾多世界品牌,全球10個國家,18家子公司,200多家經銷商的跨國企業。有完善的管理體系和成熟的市場渠道。這一切的成就與在座的各位以及全體員工的努力密不可分,這一切的成績都屬于你們過去光榮的歷史,但我們更要創造更加美好的明天。
 
       BWT is an extraordinary International enterprise with longhistory. It creates many renowned world-class brands and develops 18 subsidiaries in 10 countries with well-established management system and maturemarket channels. You have made glory history for BWT but we should renew our efforts to create a better tomorrow.
 
 
 
    為此我代表集團公司對BWT的管理層提出如下四點希望與要求:
 
      So I hereby extendfour expectations and requirements to BWT management and staff on behalf ofTechcent.
 
 
 
一、天翔環境一直以來都秉承分享的理念!走國際化的道路,這次并購BWT,也為BWT的核心管理層準備了持股方案。希望在事業發展的同時,大家也能得到實實在在的利益,今年已過去快半年了,希望BWT的同仁們以主人翁的意識與態度,確保今年業務的穩定、確保營收和利潤能夠保持在之前的預測值上!
 
A. Techcent has amanagement philosophy of sharing. We offer shareholding scheme to BWT coremanagement to put authentic power into the development of BWT. Each staff inBWT should see themselves as the master of the company so everyone has thepower to keep the growth and profit match the forecast value of this year, becausethe part of interests of this company are yours.
 
 
 
二、加強溝通與聯系,推動企業內部的交流與融合、作為天翔的管理團隊需要逐步認識消化BWT的管理模式,產品體系和優勢工藝。然后把這些管理理念、工藝結合天翔的制造能力,通過技術共享產品落地降低成本、開拓中國市場,同時BWT積極尋求與母公司的協同,利用其銷售網絡的優勢,將天翔的離心機及環保裝備和業務推向國際市場,擴大BWT營收和利潤空間,這個任務是非常繁重艱巨的,希望同事們經過不懈努力取得成功。
 
B. To keepintensive mutual communication to accelerate integrationof Techcent and BWT. Techcent needs to understand BWT’smanagement style, products and technology better and BWT should cooperate withTechcent to promote our centrifuge and other products through its mature saleschannels. Increasing the revenue and profit needs all the efforts of everybodyhere.
 
 
 
三、2016—2020年是中國環保產業、世界環保產業發展的好時機,中國中央政府及地方政府給予了極大的關注,出臺了一系列支持政策。在這里帶給大家一個好消息:6月8日在柏林、德國經濟部長:加布里爾先生與四川省省長:尹力先生,將見證中德天翔、貝爾分格集團,四川省政府,簽署三方合作協議。這次收購,集團公司為了BWT的產品研發策劃了專項募投資金,希望大家抓住這個機會,全力拓展市??;使BWT公司更上一個新的臺階。
 
C. 2016-2020 is going to be very rewarding years for environmental protection industry in Chinaand beyond.  Chinese center and localgovernment have attached great importance on the industry by giving a series ofsupporting policies. Speaking of supporting policies from government, I wouldlike to deliver a good news on this occasion: German economy & energy minister,Gabriel, and governor of Sichuan province, Yin Li, will witness signing ofThree Party Agreement among Sino-German Techcent, Belfinger and Sichuanprovince government on June 8th in Berlin. Thesustainable development of BWT and products R&D are also our concerns. Iwould set up special development funding to maintain your core competitiveness.I can see in front of us an opportunity, a window to new markets and new stage.
 
 
 
四、管理與創新,BWT自3月31日交割后,實質上它已是中國上市公司天翔環境旗下的一個國際化公司,怎么進行管理,很多人提出了質疑,我的回答是,管理不是目的,它的檢驗標準是能否促進生產力的發展,具體概括為以下四點
 
D. BWT is atransnational company affiliated to Techcent Environment, a Chinese listedcompany, since the transaction completed on 31st March. There are many doubtsraised by the public concerning the management on BWT after transaction. Weneed good management but more importantly to give power to management level.Optimized productivity is the test criteria for our way of management. There are four steps to promote management:
 
 
 
1)對核心管理層的充分授權,日常生產經營不干預,大膽工作,果斷決策,看結果,看增長,以完成計劃要求為檢驗標準。
 
1)   We will empower core management in BWT but not to interfere. Let them play fullrole in decision-making. So efficiency and growth will finally prove theirdiligent work.
 
 
2)股權激勵,把股權激勵與完成計劃營收和利潤緊密結合起來。達到公司發展和個人利益融為一體。
 
2)  Bind the shareholdingscheme to the delivery of planned revenue and profit margin so to combinedevelopment of the company with personal gains.
 
 
3)創新與發展,企業的發展與創新,不管是產品研發還是營銷模式的創新,都決定了BWT未來能否可持續發展,為此集團將通過資本市場給予多方面的支持,包括對一些相關業務的收購并購,以及新的市場開發。
 
3)   Innovation and development. R&D and marketing mode innovation is the key tosustainable development of BWT. Techcent, as parent company, will integrateresources in capital market to support BWT business expansion like merger andacquisition as well as marketing.
 
 
 
4)BWT作為上市公司的重要組成部分, 應按中國證監會的管理要求來進行管理和管控。
 
4) BWT, as an importantpart of TECHCENT should be managed in a way abiding by the requirements ofChina Securities Regulatory Commission.
 
 
 
    中國有句老話朋友多了路好走,希望BWT的朋友們能積極參與并推動這一目標的實現;
 
       There is an oldsaying in China “The road with many friends is easy.” I expect that our friendsin BWT could fully engage in and actively push forward our business.
 
 
 
    同事們、朋友們:前途是光明的,任重而道遠。一萬年太久,只爭朝夕,謝謝大家!
 
       Dear colleaguesand friends, the future is promising but it builds with our wisdom and effort.Ten thousand years are too long, let’s seize every minute we are having.