[主持人]: 各位網(wǎng)友，大家好！6月30日10:30—11:30,菲尼克斯電氣中國公司總裁李慕松教授做客人民網(wǎng)公益頻道，與大家探討企業(yè)社會責任，敬請關注！  [14:39] 10-06-29
[Host]:  Hello, net friends! Prof. Li Musong, President of Phoenix Contact China (PCC), will join us here at the Public Welfare Channel of the People’s Website from 10:30 to 11:30 on June 30. He is going to give a talk about the corporate social responsibility.. We’d like to have your attention now ! [14:39]
 
[主持人]:各位網(wǎng)友大家上午好！歡迎收看人民網(wǎng)公益頻道在線訪談，今天來到我們演播室的嘉賓是菲尼克斯電氣中國公司總裁李慕松教授。李教授，您好！歡迎作客人民網(wǎng)，首先請您和各位網(wǎng)友打個招呼。  [10:48] 10-06-30
[Host]: Good morning, every net friend! Welcome to watch the online interview in the Public Welfare Channel of the People’s Website. Today the distinguished guest who visits our studio is Prof. Li Musong, President of PCC. Hello, Prof. Li! Welcome to the People’s Website! First of all, please say hello to the net friends! [10:48]

[李慕松]:各位網(wǎng)友、企業(yè)界的朋友們，各位領導、老師們、同學們，大家好！  [10:49]
[Li Musong]: Hello, every net friend, friends of business circles, venerable elders teachers  and students! [10:49]

[主持人]:我們知道菲尼克斯是聞名全球的接線端子的領軍企業(yè)，菲尼克斯電氣中國用了16年的時間，員工從最初6人創(chuàng)業(yè)小組發(fā)展到現(xiàn)在的1100余名，你們是怎么做到的？ [10:50]
 [Host]: As we know, Phoenix Contact is a world-wide famous leading supplier of connectors. Starting the business with 6 men only, the 16-year-old Phoenix Contact China has now grown up into an enterprise with 1100 employees. How did you make it?

[李慕松]:謝謝主持人。我想補充一下，其實菲尼克斯電氣是全球工業(yè)自動化行業(yè)的領軍企業(yè)，也就是包括了接線端子和電子接口，以及成套的自動化解決方案。我們是在中國土地上注冊、在中國運行，我們公司的特點，100%的本土員工、100%的本土管理，所以真正是我們老祖宗所講的“天時地利人和”，實際上公司員工人數(shù)、注冊資金、銷售規(guī)模、生產(chǎn)能力和盈利水平上都取得了長足的發(fā)展，根本的原因是國家和政府的大環(huán)境，還有就是我們公司自己的企業(yè)文化和核心價值觀。  [10:50]
[Li Musong]: Thank you, Host, but I want to add that Phoenix Contact is actually the leading enterprise in the trade of industrial automation in the world. The company provides connectors, series of interface and automation solutions. Our company being  registered in China, also operates in China. The characteristics of our company are with 100 percent local employees and 100 percent local management team. Therefore, it conforms to what our ancestors said “favorable meteorological, and geographical conditions and human relations.” In fact, the company has attained significant development in terms of staff number, registered capital, sales volume, productivity, profitability and so on, its root causes  are the favorable macro environment the nation and government provide and in addition, the corporate culture and core values of our company. [10: 50]

[李慕松]:菲尼克斯電氣本身就是改革開放的成果，我們既是改革開放的成果，又是改革開放的參與人和受益者，16年以來，我們從最初第一個業(yè)務年度，從6人籌備起家，到后來58個人，到現(xiàn)在全國提供1100多個穩(wěn)定的就業(yè)崗位，而且注冊資金從不足60萬美元，到現(xiàn)在7500萬美元，我們在中國市場的銷售超過了700倍。而且還有一點，作為一個外商投資企業(yè)，我們公司的同事在這個崗位上，連續(xù)十年人均給國家上交超過10萬元的稅收，包括金融危機這兩年，2008年我們?nèi)司竭_到了15萬，累計上交了7億多的稅收。這是在外商投資企業(yè)的中國人對國家的貢獻。  [10:51]
[Li Musong]: Phoenix Contact itself is the result of the open-up and reform policy,  and we ,phoenix fellows, being subject to and beneficiaries of the policy, are also the result of it,. Over the past sixteen years, having started the undertaking in the first business year by six pioneers, afterwards with 58 employees, and now we have created more than 1100 stable jobs nationwide; moreover, our registered capital which was less than 600 thousand US dollars now has reached 75 million US dollars. Our sales in the Chinese market have increased more than seven hundred times. Furthermore, as a foreign-funded enterprise, our staff have contributed annually over 100 thousand yuan in tax per capita to the nation for ten years on end, including recent two years during the global financial crisis. In 2008, the tax we paid reached the point of 150 thousand yuan per capita. To add up, since our company’s foundation we have paid more than 0.7 billion yuan in  tax. This is what the Chinese employees working in a foreign-funded company have contributed to the nation. [10:51]

[李慕松]:從行業(yè)來說，1996年起我們就是國內(nèi)行業(yè)的首位，一直到現(xiàn)在，而且非常高興的是從一開始在全球排行榜我們是第40幾名，到2009年一舉取得了全球子公司第一名，這一切都是在中國土地上實現(xiàn)的。所以，我們覺得特別是對于一個企業(yè)來說，善待員工，必須處理好四個關系，員工、客戶、商業(yè)合作伙伴、社會、投資方，我們的核心價值觀就是“振奮民族精神、服務社會大眾、共建和諧社會”。這些都鼓勵了我們不斷奮發(fā)圖強。我們現(xiàn)在7500萬美元的注冊資金，在中國一個集團、五個公司，德方的股份是占99.7%，可是我們實現(xiàn)了100%的本土員工，100%的本土管理。從一個側(cè)面來說，盡管我們是中小型企業(yè)，但我們維護了中國人的尊嚴，體現(xiàn)了中國人的能力和志氣，宣傳了中國的改革開放。  [10:53]
[Li Musong]: Speaking of our position in the trade, we have been in the first place in domestic market ever since 1996. Though at first we were somewhere in the fortieth in the global ranking list,of PhoenixContact Group’s subsidiaries, we are happy to see that our company succeeded in occupying the first place among all subsidiaries in 2009. All this has come true in the land of China. Thus, we think it is necessary especially for an enterprise to coordinate these four relationships in order to treat the employees well: i.e.,in relation to customers, business partners,  society and investors. And our core values are to “Inspire the national spirit, Serve society and the public, and Co-build a harmonious society” which encourage us to strive on and work harder. We now have the registered capital of 75 million US dollars and in China our 5 subsidiaries compose a group. Although the German side holds 99.7% shares, we are with 100% local employees and 100% local management team. Our company is a small / medium -sized enterprise, but in a way we have maintained the dignity of the Chinese people, have reflected the ability and ambition of the Chinese people, and have advocated China’s open-up and reform policy. [10:53]

[主持人]:我們現(xiàn)在企業(yè)越來越重視履行社會責任，從菲尼克斯16年的發(fā)展歷程也可以看出您和您的團隊在不斷做著我們的事業(yè)，同樣也在做著優(yōu)秀的企業(yè)公民。李總能否和我們談談企業(yè)是如何履行社會責任的？  [10:53]
[Host]: Chinese enterprises are now increasingly emphasizing the fulfillment of  social responsibilities. From PCCN’s 16-year development, we can see that you and your team are constantly dedicated to your cause in addition to being an eminent  corporate citizen. President Li, will you please talk about how your enterprise fulfills its social responsibility? [10: 53]

[李慕松]:在現(xiàn)在的生活環(huán)境之下，任何企業(yè)都不能離開社會，企業(yè)只是社會的一個細胞，所以我們有一句古話是“皮之不存，毛將焉附”，企業(yè)和社會是生存發(fā)展的共同體，談到社會責任，過去常有一種提法，認為是做慈善，我本人不太贊成這個提法。我認為慈善是一種居高臨下的，但社會責任是中國人知恩圖報，因為社會大眾撫育了我們、國家撫育了我們，這是我們應該做的。在十天前我們在北京出席了2010年中國企業(yè)社會責任年會，我們作為一個外商投資企業(yè)，被授予“2010中國社會責任優(yōu)秀企業(yè)”的稱號，我覺得這都是政府和社會對我們的鼓勵。溫家寶總理對我們講，這次金融危機的最深層次的原因是企業(yè)失去了道德，企業(yè)家的身上要流淌著道德的血液，這是對企業(yè)界來說的，也指出我們應該做的事情。  [10:56]
[Li Musong]: Under present living conditions, no enterprise can exist outside the society. In short, an enterprise is a cell of the society. Therefore, as an old Chinese saying goes, “No skin, no hair.” That is, enterprises and the society coexist in a community. Speaking of corporate social responsibility, there was a way to put it in the past—it is to do something charitable. I personally disagree with it. I think charity is something like a way to view things or to act from above, while social responsibility is for us Chinese a way to return the favor to society which had done it to us before. This is what we should do because the people, the society and the nation have brought us up. Ten days ago, we attended the 2010 Annual Meeting of the Chinese Enterprises’ Social Responsibility in Beijing. As a foreign-funded enterprise, PCCN was awarded the title of “Outstanding Chinese Enterprise in Fulfilling Social Responsibility in 2010.” I think that is an encouragement to us from the government and society. Premier Wen Jiabao told us that the root cause of the financial crisis was that lots of enterprises were not moral as they should be. Entrepreneurs should have moral blood circulating through their bodies. That was a speech for the industrial circle and also about what we should do. [10: 56]

[李慕松]:談到這個企業(yè)，我想?yún)R報一下，五年以前，作為一家在中國注冊和在中國營運的公司，我們獨立自主的簽署了聯(lián)合國全球契約，當時總部說你們沒有必要參加，我說“不，因為我們是在中國注冊和營運的企業(yè)，我們應當承擔這個責任”。而且我們當時注意到，跨國集團的中國子公司在我們之前是沒有一個參加的，所以我們認為這時候是中國人應該挺身而出的時候，保護勞工、保護環(huán)境、遵守商業(yè)道德、反對商業(yè)賄賂，這是我們應該做的義務。因為我們是一個外商投資企業(yè)，所以很多人有一些誤解，認為社會責任僅僅是捐款捐物。我覺得外商投資企業(yè)的第一條首先應該保護關愛自己的員工，如果一個企業(yè)連自己的員工都不能保護，奢談什么社會責任的話，一定是別有用心、另有圖謀的。所以對于我們來說，一顆平常心，做好我們的本分工作。我們是江蘇省和諧勞動關系模范企業(yè)，我們不但關心員工的福利和員工的收入，我們更關心員工的成長和員工的道德，以及他們未來的人生道路。就我來說，由于歷史的原因，因為公司成立的時候，我已經(jīng)50多歲了，而我的同事都很年輕，我一直是這個企業(yè)的領頭人，如果我不能給同事帶好路，影響了他們的人生發(fā)展，那將是我對他們一輩子的遺憾，我對不起他們和家人。所以我們做事情，憑著中國人的良心，在1994年我們在南京的一個郊縣開始了我們的創(chuàng)業(yè)起步，當時我們就發(fā)現(xiàn)有一個鄉(xiāng)鎮(zhèn)的十名小學生，由于家庭父母雙亡等原因，交不起學費，被迫離開了學校。所以我們當時就想，盡管我們處于創(chuàng)業(yè)最困難的時候，當我們的同胞，當孩子們需要的時候，我們能夠扶他一把、伸出我們的援手，這是每一個中國人應該做的事情。這些年以來，隨著企業(yè)的發(fā)展，我們逐步逐步的也擴大我們關注弱勢群體，履行我們社會責任的領域。比如說在全國的高校，十多個學校，這么多年來，我們資助了數(shù)百名貧困地區(qū)品學兼優(yōu)的貧寒學子。而且我們有一個條件，25%必須來自西部地區(qū)，我們響應政府的號召。我們沒有專業(yè)限制，沒有服務限制，因為這是我們應該做的。另外，比如在全國我們先后援建了八個希望小學，我們選擇的地方都是人窮志不窮的。應該說從精神層面上，我們和他們一起共同成長、共同發(fā)展。  [11:00]
[Li Musong]: Speaking of our company, I want to make a brief report. Five years ago, as a corporation registered and operating in China, we signed the United Nations Global Compact independently. Although the headquarters said that it was not necessary for us to participate in it, I answered, “Yes, we should take this responsibility as we are an enterprise having registered and been operating in China.” Also, we noticed that none of the Chinese subsidiaries of any joint venture had taken part in it, but we thought this was the occasion when the Chinese should boldly stand out to protect the laborers, the environment, to abide by the moral rules, and to oppose commercial bribery. These are the responsibilities we should take. As we are a foreign-funded enterprise, some people tend to think that to fulfill social responsibility is nothing but to donate money and materials.. I think the first thing for a foreign-funded enterprise to do is to protect and take care of their employees. If an enterprise cannot protect their employees but talk glibly about the social responsibility, it must have had an axe to grind or had some ulterior motive. Thus, to us, it is important to have an ordinary frame of  mind to do our duty. We are one of the model enterprises of maintaining harmonious labor relationships in Jiangsu Province. We take care not only of the employees’ welfare and income but also their personality development, morality and their future in life as well. Taking me as an example, due to historical reasons, I was over 50 when the company was founded. But my colleagues were very young and I have led this enterprise from the front. If I could not guide my colleagues well, and if I hindered their personal growth, I would have felt guilty about their careers, like doing a disservice to them and their family members. Therefore, we make it a matter of Chinese conscience in doing anything. In 1994, we started our business in a suburb county near Nanjing. At that time we found there were ten pupils in a village who had to quit school since they had lost their parents and could not afford the tuition. We thought that we could extend our hands and to help , when our countrymen and their children were in need, although it was the time when we ourselves were facing all sorts of difficulties in founding the enterprise. This is what every Chinese should do. Over these years, following the development of the enterprise, we have widened our focus step by step.on the underprivileged and fulfilling our social responsibility. For instance, over these years we have aided the academically good yet poor students in more than ten universities in some poverty-stricken areas. And to answer for the government’s call, we have required that 25% of the aided students come from the west of China. We have no requirements for their specialties, or for their service continuation to get the financial aid since it is just what we should do on our part. Besides, another example is that we have helped found eight Hope primary schools consecutivelly throughout the country. The places we have chosen are there where the people are poor but ambitious. It might be said that we spiritually grow and develop together with them.

[李慕松]:再比如說，我們在上海同濟大學，成立了第一個菲尼克斯電氣自動化實驗室，拉近了高校教育和世界一流先進技術之間的距離，但是后來我們感覺到，我們的國家不僅需要工程師，我們還需要很多高等級的技師和工人，而這點是我們教育制度的缺陷。所以我們就把關注的目標放到了高等職業(yè)教育，像天津輕工高等職業(yè)技術學院，上海同濟中德工程學院等等，陸陸續(xù)續(xù)的援建了六個實驗室。我們定了一條原則，因為我們是一個工業(yè)企業(yè)，不是慈善機構，我也只是企業(yè)的一個員工，我也不是老板，也不能隨便動用資金、違法亂紀，所以我們是在力所能及、合理合法的范圍之內(nèi)，盡我們的一份努力。大家都知道，網(wǎng)上登過北大的一個殘疾人女博士，她和生命抗爭，頑強拼搏，博士畢業(yè)了，但是就業(yè)困難，在這種情況之下，我們能夠幫助的就幫她一把，到現(xiàn)在我們還一直保持著良好的聯(lián)系。前幾天，父親節(jié)的時候，我還收到了郭暉博士給我發(fā)來的短信，祝賀節(jié)日快樂。我覺得這些東西就是憑著中國人的本份，不但我能做，你也會做。所以我就覺得，對我們來說，實際上通過這么多年的實踐，我本人和我們的同事，通過社會責任實踐，受益良多。比如說前不久，去年我們邀請了曾經(jīng)幫助過的一個西藏大學生“次旦卓瑪（音）”回到了南京，而且安排她參加一期“弘揚中華文化，做有道德的中國人”學習班。在這個學習班上、在我們公司，她專門給我們同事做了講演，她的講演，特別是她從西藏出來，回到生她養(yǎng)她的地方，為那里窮困的老百姓服務，深深感動了我們公司的同事。我們雖然做到了一點力所能及的，但我們收到了社會各界、社會群體對我們的幫助，這點是我們感激不盡的。  [11:06]
[Li Musong]: Another example is that we have helped found the first Phoenix Contact Automation Lab at Shanghai Tongji University so that the relationship between higher education and the world first-class advanced technologies is drawn close.  But later we are aware that our nation needs not only engineers, but also many senior technicians and workers. And this is the defect of our current education system. Thus, we turn our focus onto the higher vocational education, such as Higher Vocational Technical Institute of Tianjin Light Industry, Shanghai Tongji Sino-German Engineering Institute and so on. We have helped found six labs consecutively. We have a principle that we exert our efforts to help others as much as we can, lawfully and reasonably as ours is an industrial enterprise but not a charity institution, and I am one of the employees but not the boss so that I cannot use the capital freely or violate the laws or regulations. As is known to all, the story of a handicapped female Ph.D. of Peking University was once reported on the internet. She has struggled against her fate, and striven for better life staunchly. However, she could hardly find a job when she graduated. In this case, we were willing to lend her a hand and invited her to be an advisor of our company. Till now, we still have been on good terms. A few days ago, I received a short greeting message from Dr. Guo Hui on Father’s Day. I think these things are done due to our Chinese nature. Not only I but also you can do them as well. Thus, I think that to us, my colleagues and I have been benefited a lot after all these years practice of fulfilling social responsibility. For another example, not long ago, to be exactly last year, we invited a Tibetan college graduate named Tseten Drolma whom we had once helped to finish her university schooling, to go to Nanjing and arranged her to join in a workshop of “Promoting the Chinese Culture and Being a Moral Chinese.” In this workshop, she made a special speech to our colleagues. Her speech moved us deeply as she is from Tibet, has gone back to her hometown after graduation and serves the poor people there. Although we have done what we can, we are getting requited love from all walks of life in the society. This is what we are deeply indebted to. [11: 06]

[主持人]:不僅是物質(zhì)上的幫助，更多的是精神上的幫助。  [11:06]
[Host]: So it is not only material help, but more than that, help of spiritual values. [11: 06]

[李慕松]:上次在西藏助學的時候，因為當?shù)乜h委書記兼人大主任對我們說了，我們對他們的援助是建國六十年以來，收到內(nèi)地企業(yè)的第一筆援助。更多層面上，你們對我們的是精神上的幫助。而且縣委書記講了，讓我們那邊的人第一次感受到了社會的關愛。我們聽了這個話之后，心里真的沉甸甸的，我們國家正在發(fā)展，還有那么多的貧困人民，還有那么多的弱勢群體，如果有這個能力的話，中國人的本份，老吾老、幼吾幼……事諸父，如事父，事諸兄，如事兄。只不過在他們要起步的時候，伸出自己的援手而已。  [11:08]
[Li Musong]: Last time when we supported the education in Tibet, the local county secretary of the party committee who was also the chairman of the people’s congress claimed that our company has been the first inland enterprise to aid them in these 60 years after the foundation of the new China. “You are helping us spiritually in more ways.” And he continued that the people there have felt to be taken care from the society for the first time. Hearing these words, we had been with heavy hearts: our country is developing, and there are still  many poor people, many disadvantaged groups, and if we have the capacity, we should do our Chinese duty— pay respects to the old and care for the young . . . and tend to the seniors as our parents and to the elders as our siblings. We merely lend our hands to them when they start out. [11:08]

[主持人]:有這樣的一種說法，不知道您聽說過沒有，說您是“德國鳳凰中國心，是您讓世界名牌因中國而驕傲，是產(chǎn)業(yè)報國思想的集中體現(xiàn)者和力行者”。我想問一下李教授，我們?nèi)绾卧谕馄髮崿F(xiàn)產(chǎn)業(yè)報國這一夢想和追求？  [11:12]
[Host]: I wonder if you have heard such a saying concerning you, “A German Phoenix with a Chinese heart, it is you who has made the world famous brand proud of being in cooperation with China and it is you who represent and realize the idea that industries should serve the country worthily.” Prof. Li, I am curious to know how we can realize the dream and pursuit of dedicating ourselves to the service of our country in a foreign-funded enterprise?

[李慕松]:我是一個普通的工程技術人員，在菲尼克斯電氣成立以前，我在設計院工作過，在工廠工作過，在研究室工作過。對企業(yè)管理，實際上對我來說沒有任何經(jīng)驗，而且我覺得您和社會各界對我們的夸獎，過獎了，不敢當。我只能說菲尼克斯電氣是德國投資在中國的一個企業(yè)，我們是中國民族企業(yè)的一部分，我們應該該遵循，而且我們應該堅持國家和人民的利益，我相信這是每一個跨國集團公司應該盡的責任和法律義務。我記得我們百歲老人季羨林老先生曾經(jīng)說過一段話，讓我感悟良多，他說什么是中國優(yōu)秀傳統(tǒng)，什么是中國民族精神，什么是中國人文精神？就是兩句話，第一，愛國；第二，有骨氣。外商投資企業(yè)受西化影響比較多，我覺得外商投資企業(yè)的領頭人，尤其是我們公司，因為我們公司其他同事，可以這么說，當時比我的孩子都小。如果我領他們走上了歪路，那我要對他們、對他們的家庭負全部的責任。所以外商投資企業(yè)的領路人負責任，不但自己不能忘記你是中國人，而且時刻要提醒你的團隊不能忘記我們是中國人。對我來說，感謝國家的改革開放，我在80年代初曾經(jīng)被國家派遣，給了我一個到美國留學考察的機會，我在美國的這三年，92年在德國工作過，在那兩段期間，都給我留下了很深的印象，我是一個工程師，我是一個工程技術人員，當時我就發(fā)現(xiàn)，中國人不比外國人差。在80年代的時候，我們有一篇文章，后來被IEEE美國電機電子工程師協(xié)會三年一次的評選，從15000份論文當中被評為當年的論文大獎，美國當?shù)氐膱蠹埉敃r做了報道，這是華人學者在IEEE歷史上第三次獲獎，而我是這三次獲獎其中之一，來自大陸，又回歸大陸的一個技術人員。我覺得這些說明中國人有志氣、有能力，能夠做到毛主席所說的中國人民有志氣有能力，自立于世界民族之林。  [11:13]
[Li Musong]: I am an ordinary engineer and once worked in a designing institute, also at a factory and a research lab before the foundation of Phoenix Contact. I actually had no experience in business management, and I think I am flattered by you and people from all walks of life. I can say nothing but thank you. I can only say that Phoenix Contact is a German-funded enterprise in China, and we still belong to the Chinese national industry circle so that we should abide by putting the nation’s and the people’s interests first. I believe that this is the responsibility as well as the legal obligation that any transnational corporation group should fulfill. I still remember the famous scholar Mr. Ji Xianlin once saying something which made me meditate deeply—he asked what the excellent Chinese tradition is, what the Chinese national spirit is, and what the Chinese humanistic spirit is. Here is the answer: they are two things, first, patriotism; second, moral integrity. Many foreign-funded enterprises are influenced by the Western ideology, but I think a leader of a foreign-funded enterprise, especially one like our company, where many of employees are even younger than my child, would have to blame for causing losses to the employees and their families, if the leader led them astray. Therefore, the responsibility of a foreign-funded enterprise leader requires him or her to remember his/ her Chinese citizenship and to remind himself/ herself and their team that they are Chinese. To me, I thank the government’s open-up and reform policy for sending me to America to study in the early 1980s. I stayed in the US for three years and in 1992 I worked in Germany. These experiences left deep impression on me. I was an engineer and one of technical personnel. Even then I found that the Chinese were by no means less capable than the foreigners. In the 1980s, we wrote an article which was chosen from among the 15 thousand contributions and was granted the highest award by the American Institute of Electrical and ElectronicEngineers (IEEE) which presents awards once every three years. The local newspaper reported it then, and that was the third time a Chinese had won the award in IEEE’s history. I was one of them. I was a technician from mainland China and returned to the mainland. I think these stories showed the ambition and ability of the Chinese. We can accomplish what Chairman Mao once said that the Chinese people are ambitious and capable enough to stand among the nations all over the world. [11:13]

[李慕松]:談到菲尼克斯電氣，也是緣份。中國過去有一句古話，“有心栽花花不開，無心插柳柳成蔭”，我是搞電力自動化的，我一心想和世界500強電力自動化的企業(yè)合作，但后來發(fā)現(xiàn)由于文化、理念的不同，沒有成功。但這個中小企業(yè)他們找上了我，找我的時候，他們的真誠讓我感動。當時我注意到，這是一個我能報效國家的機會。因為我們國家正在起步，我們整個工業(yè)電氣的技術和水平和歐美先進國家差了好幾十年，能不能在外商投資企業(yè)這個平臺上解決當時國企、民企解決不了的問題，支持國家的重點建設。這就是當時改革開放給了我這樣一個機會。記得1998年，我邀請了電力部的張鳳祥副部長，他是我的老領導，也是我專業(yè)行業(yè)的領導。他是國際大電網(wǎng)學會中國國家委員會的主席，我是國際大電網(wǎng)學會國家委員會電力自動化專委會的國家代表，邀請他到了德國，后來2001年又邀請了機械部的陸部長訪問了德國菲尼克斯電氣集團。這兩位領導去了以后，都對我講，小李，這家企業(yè)的技術和產(chǎn)品確實是我們國家需要的。所以我覺得一個普通的小人物，能夠有報效國家的好機會，我還是很高興的。  [11:19]
[Li Musong]: Speaking of Phoenix Contact, it was a lucky opportunity for it and for me. There are two ancient Chinese verses to match the description of the case, “Someone plants a flower purposefully just to find it never blooms, while another one puts a willow unwittingly into earth, but it grows and gives shades.” I majored in automation of electric power systems and craved for cooperating with the electrical automation industries in the list of world top 500, but later I found that all these attempts failed due to the differences between cultures and notions.. But this German small and medium -sized enterprise sought me out. When they found me, I was really moved by their sincerity. Even then I noticed that they provided a chance for me to serve my motherland, because China was in the starting phase of modernization, the industrial electrical technological levels lagged behind those in European and American countries by decades. I wondered if we could solve the problems which the State-owned and private enterprises are unable to deal with, on the platform of foreign-funded enterprises in order to support the state’s key construction projects. That was the opportunity granted to me by the open-up and reform policy then. I recall that in 1998 I invited Mr. Zhang Fengxiang, Vice Minister of the Ministry of Electric Power and an expert in my profession, to Germany. He was the chairman of the Association of the Chinese National Committee of International Large Power Grid, and I was the state representative of the Chinese National Committee of International Large Power Grid. Later in 2001, I invited Minister Lu of the Ministry of Machinery to visit German Phoenix Contact Group. After visiting the group, they both told me: “Little Li, the techniques and products of this enterprise are really what our country needs.” Thus, I feel lucky and pleased that an ordinary person like me can have a chance to serve our country .” [11:19]

[李慕松]:事實上對我來說，我選擇了菲尼克斯電氣，實際上菲尼克斯電氣也改變了我，不僅僅是給了我這樣一個機會，特別是我的同事，給了我報效國家的機會。我記得1998年的時候，張部長在德國，因為他向我們董事長當面介紹我，他說，李慕松先生是我們的教授，是我們國家級的專家。我們董事長那時候笑了，他說，也許中國將來會少一個教授，可能會多一個企業(yè)家。當然我做的還不夠，我還不敢稱自己是企業(yè)家，確實給了我一個報效國家、改變?nèi)松臋C會。而且以前畢竟也是受到社會的影響，追求個人名利等等。但這16年以來，一步步認清了自己該走的路，真正走上了“振奮民族精神、服務社會大眾”的道路。  [11:21]
[Li Musong]: As a matter of fact, I have chosen Phoenix Contact; and at the same time Phoenix Contact has changed me—it provides not only me but also my colleagues with a chance to serve our country. I remember that in 1998 when Minister Zhang was in Germany, he introduced me to the chairman of the board of Phoenix Contact. He said: Mr. Musong Li is our professor, our state-ranking expert. The chairman smiled then and said: China might lose a professor but in return get one more entrepreneur. I must admit that what I have done is not enough to live up to the title, and that is why I dare not call myself an entrepreneur. Phoenix Contact indeed provided me with a chance to serve the country and change my life. Moreover, I was also influenced by the society and pursued personal reputation and interests and so on. But over the past 16 years, I have come to realize what road I should take and I have stepped onto the very road of “Promoting the National Spirit and Serving the Society and the Public.” [11:21]

[主持人]:剛才李教授講到中小企業(yè)的問題，2009年席卷全球的經(jīng)濟危機，使我們很多中小企業(yè)不勝其寒，有的收縮，有的甚至倒閉，但菲尼克斯電氣中國公司為什么能夠打破經(jīng)濟危機下效益必然下滑的鐵律，以兩位數(shù)的優(yōu)勢一舉超過20多年來全球排名第一的美國公司，正式躍居德國菲尼克斯電氣集團全球56個公司的排行榜首？  [11:24]
[Host]: Just now Prof. Li mentioned the issue of small and medium -sized enterprises and the economic crisis which swept the globe in 2009 and freezed many Chinese small and medium -sized enterprises---some shrank and some even went bankrupt. But  why did PCCN manage to break the invariable law that profitability must drop during an economic crisis? You have surpassed the American subsidiary which had been ahead of any subsidiary over the past twenty years by the advantage of a double digit, and formally jumped to the top of the 56 subsidiaries of Phoenix Contact Group in the world. [11:24]

[李慕松]:當經(jīng)濟危機到來的時候，我們也和其他企業(yè)一樣，出臺了“寒冬戰(zhàn)略”，當然我們的寒冬戰(zhàn)略是基于立足于中國。當時我對董事會講，我們相信中國政府的應對政策，我們相信我們中國團隊，這是一支優(yōu)秀團隊，一定能夠克服困難。當時說服了德國，我們不但是菲尼克斯電氣全球唯一的不裁員、不減薪，而且也是我們江蘇南京地區(qū)唯一這樣做的一個外商投資企業(yè)。當時我們也面臨著很大的壓力，當時總部通知我們，總部已經(jīng)裁員，另有一批人合同到期，不續(xù)約，還是裁員。有一批管理人員，25%，后來說95%，縮短工作時間、減薪。在這種情況之下，我們應該怎么做，我們堅持了自己的原則，而且取得了投資方的尊重。后來從全國總工會、江蘇省、南京市、以及國家的一些媒體都報道了我們公司的“寒冬戰(zhàn)略”，實際上就是“四不、三決定”。四不，一是不作經(jīng)濟性裁員；二是不作經(jīng)濟性減薪，不將困難轉(zhuǎn)移到員工和他們的家庭頭上；三是不改變在中國的戰(zhàn)略投資；四是不改變對中國市場和客戶的承諾。實際上對一個企業(yè)來說，你要處理好四種關系，就是員工、客戶、社會和投資方，前兩條，我們處理了員工關系，善待員工，后兩條，善待我們的合作伙伴、我們的客戶和我們的國家。所以，歸根到底，還是善待了我們的投資方。因為中國公司在危機中的表現(xiàn)，讓他們認識到了，中國公司的決定是對的，中國政府的決策是對的。  [11:25]
[Li Musong]: When the crisis came, like many other enterprises we also worked out a “Winter strategy”. Needless to say, our winter strategy was based on and rooted in the Chinese context. At that time I told the board that we believed in the Chinese government’s corresponding policies and our Chinese team which was an excellent team that must be able to overcome the difficulties. We convinced the German side. PCCN is the only subsidiary of Phoenix Contact Group’s all subsidiaries that did not cut down the staff or the salaries and it is also the only one foreign-funded enterprise that did so in the region of Nanjing, Jiangsu Province. Back then, we were also under great pressure, and the headquarters informed us that they themselves had cut some members—some of the employees’ contracts expired and were not renewed, another way of cutting down the staff. About 25% and later up to 95% of management workers were facing shortened working hours and reduced salaries. Under those circumstances, what should we do? We stuck to our principle at last we won the investor’s respect. Later All China Federation of Trade Union and some media from Nanjing as well as the one on state level reported the “winter strategy” of our company which was in fact “four nots and three decisions.” Four nots are: first, not cut down the staff for the  economic reason; second, not cut the salaries to shift the difficulties onto the employees and their families for the economic reason and ; third, not change the strategic investment in China; and fourth, not change the commitments to the Chinese market and customers. In fact, to an enterprise, you have to manage well four relationships: employees, customers, the society and the investors. The former two concern how we dealt with the relationship with employees and treated them well, while the latter two concern how we treated our partners, customers and our country well. Thus, all in all, we treated our investors well. Our behavior in the crisis made the investors realize that PCCN’s decision is right and so is the Chinese government’s decision. [11:25]

[主持人]:寒冬戰(zhàn)略的實施也不是一帆風順的，聽說德國總部曾經(jīng)要求說，中國公司停止一切的投資活動，但是我們堅持，而且取得了成功。還有一種說法，外資是裝在車輪上的資金，賺了錢就走人。你怎么看待這個說法？  [11:27]
[Host]: The implementation of the winter strategy was not totally smooth. It is said that the German headquarters once demanded PCCN to stop any investment. But you insisted on it and finally succeeded. There is a viewpoint that foreign funds are the capital in the wheels which run away after making money. How do you think of it? [11:27]

[李慕松]:你剛才談到了我們“不降反升”的事情，我們公司16年一直在成長，從來沒有掉下來過，一年比一年高，2007年是我們這幾年發(fā)展最迅速的，那一年業(yè)務增長達到了30%，2008年盡管遭遇突然而來的全球金融危機帶來的影響，我們依然實現(xiàn)25.4%的增長，2009年是以兩位數(shù)的優(yōu)勢超過了雄居世界首位的美國公司。除了中國政府的大環(huán)境以外，就是這支百分之百的本土員工和百分之百管理的優(yōu)秀團隊的努力。我們公司的核心競爭力也就在這兒，至于您講的，我給您匯報一下我們公司的員工在這次危機當中的表現(xiàn)。  [11:27]
[Li Musong]: Just now you mentioned the phenomenon of “not decrease but increase ” in our company where the profit has been increasing for 16 years, never slipping down and higher year after year. The year 2007 saw the fastest growth when the business increased by 30%. Although it was suddenly affected by the global financial crisis in 2008, we still brought out the growth of 25.4%. In 2009, we surpassed the American subsidiary, the No.1 of all the subsidiaries, by a double digit. Our thanks are due to the  excellent team—100% local employees and 100% localized management, apart from the macro environment provided by the Chinese government. This is where our core competence lies. As to what you mentioned, I would like to report the behavior of the employees of our company during this crisis. [11:27]

[李慕松]:我們一個普通工人說了，這是我們所在鄉(xiāng)下的工人，他說看看周邊的企業(yè)和鄰居，在經(jīng)濟危機的冬天有工作做，收入一分不減，真的感到幸福。因為看到其他外資企業(yè)怎么對待他們員工的，所以這個老工人流著眼淚說，只要公司需要，我愿意一輩子為公司服務。比如在經(jīng)濟危機到來的時候，我們大家也在講，誰有棉衣誰就能活下來。我們有一位工人說，具有責任心和使命感的員工，有感恩心的員工是確保公司渡過全球金融危機最暖的棉衣。我們工人和公司連在一起。像我們有一個工程師，不是我們公司的干部，他從其他外資企業(yè)過來，他說我根本就不相信現(xiàn)在這個社會還有任何誠信可言。但到了菲尼克斯電氣之后，我找回了誠信。  [11:29]