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邓亲华:一万年太久,只争朝夕

邓亲华:一万年太久,只争朝夕。

2016-06-01 天翔环境

文章导读

2016年5月26日天翔环境董事长邓亲华先生参加了德国BWT总部举办的全球年会,参加年会的还有来自全球的各分公司的主要负责人以及天翔环境集团重要高管。此次的演讲邓亲华提前了一周的时间准备。对于BWT收购以后的新思想和变化做了重要阐述,他相信,未来的市场对于BWT或天翔来讲,已真正的点燃。以下为邓亲华在年会开幕仪式上的讲话。


 

 

 

尊敬的雅希姆-菲德罗先生以及BWT的四位执行董事,美国圣骑士公司的麦克-库伯先生,来自BWT全球各分公司的主管以及今天与会的各位同仁,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诗词开启今天的演讲,“多少事,从来急,天地转,光阴迫,一万年太久,只争朝夕。”

        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年高中毕业下乡当农民,70年入伍当兵,75年复员进厂当工人,83年又去读书,经历农、兵、工、学、商,人生的所有历程。

      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年自己创业,白手起家,虽然历尽艰辛,但矢志不渝;四十年的机械制造历程,让我深知开拓与创新是企业生存发展的灵魂。今天能与大家共事,使我感到十分的荣幸!

       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.


        从我们接触BWT这个标的信息到签署并购协议,只用了短短47天的时间,之后在331日,总共100天。我们完成了对BWT的并购交割,之所以能顺利高效的达成这一并购,很重要的原因是集团总经理邓翔和海外投资管理公司总经理杨武,他们有全球化的眼光和积极果断的行事风格,同时也显示出BWT管理层对于天翔的企业文化和发展战略的认同。

       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个月时间,也就是到2016年年底,对于我们来说是最关键的9个月。重大资产重组、天翔与BWT的融合、BWT管理层入股,以及相关业务在中国市场的落地的这些事情都要在这9个月内完成,可以这么说,这9个月的工作成果将决定我们明天能站在一个什么样的发展平台上。

       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是一家拥有170多年历史,旗下众多世界品牌,全球10个国家,18家子公司,200多家经销商的跨国企业。有完善的管理体系和成熟的市场渠道。这一切的成就与在座的各位以及全体员工的努力密不可分,这一切的成绩都属于你们过去光荣的历史,但我们更要创造更加美好的明天。

       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.


    为此我代表集团公司对BWT的管理层提出如下四点希望与要求:

      So I hereby extendfour expectations and requirements to BWT management and staff on behalf ofTechcent.

 

一、天翔环境一直以来都秉承分享的理念!走国际化的道路,这次并购BWT,也为BWT的核心管理层准备了持股方案。希望在事业发展的同时,大家也能得到实实在在的利益,今年已过去快半年了,希望BWT的同仁们以主人翁的意识与态度,确保今年业务的稳定、确保营收和利润能够保持在之前的预测值上!

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、加强沟通与联系,推动企业内部的交流与融合、作为天翔的管理团队需要逐步认识消化BWT的管理模式,产品体系和优势工艺。然后把这些管理理念、工艺结合天翔的制造能力,通过技术共享产品落地降低成本、开拓中国市场,同时BWT积极寻求与母公司的协同,利用其销售网络的优势,将天翔的离心机及环保装备和业务推向国际市场,扩大BWT营收和利润空间,这个任务是非常繁重艰巨的,希望同事们经过不懈努力取得成功。

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、20162020年是中国环保产业、世界环保产业发展的好时机,中国中央政府及地方政府给予了极大的关注,出台了一系列支持政策。在这里带给大家一个好消息:68日在柏林、德国经济部长:加布里尔先生与四川省省长:尹力先生,将见证中德天翔、贝尔分格集团,四川省政府,签署三方合作协议。这次收购,集团公司为了BWT的产品研发策划了专项募投资金,希望大家抓住这个机会,全力拓展市场;使BWT公司更上一个新的台阶。

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、管理与创新,BWT331日交割后,实质上它已是中国上市公司天翔环境旗下的一个国际化公司,怎么进行管理,很多人提出了质疑,我的回答是,管理不是目的,它的检验标准是能否促进生产力的发展,具体概括为以下四点

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)对核心管理层的充分授权,日常生产经营不干预,大胆工作,果断决策,看结果,看增长,以完成计划要求为检验标准。

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)股权激励,把股权激励与完成计划营收和利润紧密结合起来。达到公司发展和个人利益融为一体。

2)  Bind the shareholdingscheme to the delivery of planned revenue and profit margin so to combinedevelopment of the company with personal gains.


3)创新与发展,企业的发展与创新,不管是产品研发还是营销模式的创新,都决定了BWT未来能否可持续发展,为此集团将通过资本市场给予多方面的支持,包括对一些相关业务的收购并购,以及新的市场开发。

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作为上市公司的重要组成部分, 应按中国证监会的管理要求来进行管理和管控。

4) BWT, as an importantpart of TECHCENT should be managed in a way abiding by the requirements ofChina Securities Regulatory Commission.


    中国有句老话朋友多了路好走,希望BWT的朋友们能积极参与并推动这一目标的实现;

       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.

 

    同事们、朋友们:前途是光明的,任重而道远。一万年太久,只争朝夕,谢谢大家!

       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.

 

 

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