On December 19, the premiere of the third global manufacturing and industrialization Summit (GMIS) in China, which was exclusively introduced and launched by the China Federation of industrial economics, kicked off. At 11:08 a.m., the "trillions of dollars question" gathered by several global manufacturing giants: in the era of digital repair, how to adjust economic objectives to cope with post epidemic changes The main topic of the discussion started. Joe Kaisa, President and CEO of Siemens, Zhao Guohua, chairman and CEO of Schneider Electric, Du Ruizhe, CEO and chairman of Honeywell, and kaldun al Mubarak, CEO of Mubadala investment company in UAE, deeply discussed how to adjust business strategy and future planning to adapt to the changes of the world after the epidemic. John devtrios, CNN's news editor for emerging markets, presided over the conference.
"Trillions of dollars: in the era of digital repair, how to adjust economic objectives to cope with post epidemic changes?" Discussion on the theme
Digital restoration becomes the general trend
The novel coronavirus pneumonia overlay the economic downturn, which is the decisive moment for the fate of the global enterprises. The novel coronavirus pneumonia, which is a new question, is a question of $1000 billion to the four guests. How can enterprises ensure their global output and not only affect the future of the new era, but also innovate? "Digitalization" novel coronavirus pneumonia is the four frequent mention of the high frequency words in the reply. They generally believe that the new crown pneumonia epidemic has promoted the global enterprises to move forward in a digital and rapid fashion. During the epidemic period, most enterprises were forced to quickly start the home-based remote office mode. With the help of digital technology, most of the daily business operations were promoted normally.
Abu Dhabi sovereign wealth fund Mubadala investment company is one of the main investment departments of the UAE government. Its main investment fields include oil, natural gas, aviation technology, energy industry, education, infrastructure and services, real estate development, manufacturing industry, etc. in recent years, it has carried out a large number of investments with shell, Volkswagen, general electric, Siemens, Rolls Royce and Ferrari Investment cooperation. According to Group CEO kaldun al Mubarak, the actual workload of the company during the outbreak was more than ever. He believes that the concept category, daily office mode, operation mode and concept of post epidemic office space will be redefined. In the past few years, Mubadala investment company has been adjusting its investment portfolio, constantly adjusting its investment in new industries and regions in line with the development of science and technology, and gradually withdrawing from the traditional fields and industries it invested in. The epidemic has significantly accelerated the adjustment speed of the company's investment portfolio. The company has rapidly deployed funds and looked for various opportunities. At present, the overall operation mode has changed from pre epidemic era to post epidemic era. For example, over the past eight to 10 years, the company has continued to invest in renewable energy and will continue to expand this field in the future. Mobile travel is an area where companies started investing two or three years ago. Before the outbreak of the new crown, the company invested heavily in Google's autopilot business Waymo. In the post epidemic era, the company's investment philosophy and approach is to accelerate the investment portfolio to energy, renewable energy based on hydrogen energy, energy storage, mobile travel, automation, robotics, artificial intelligence and other fields.
Speech by kaldun al Mubarak, CEO of Mubadala investment company group, UAE
As a global Fortune 500 high-tech enterprise, Honeywell has been focusing on high-tech solutions in the fields of aviation, building and industrial control technology, characteristic materials and Internet of things, and now ranks among the 30 constituent companies of Dow Jones industrial index. Du Ruizhe, CEO and chairman of the company, said Honeywell was lucky to be able to seize the opportunity before the outbreak of the epidemic, and developed three major strategic plans that now seem to meet the needs of the epidemic crisis. The first is the business strategy of Honeywell enterprise intelligence alliance, which provides customers with software solutions for connecting physical devices, and is committed to becoming the leader of the global industrial Internet of things and providing professional intelligent manufacturing digital analysis service solutions for the manufacturing industry. At present, the business of this sector has made innovative breakthroughs and growth in such industries and fields as edge computing, metallurgy, heavy machinery, electronic semiconductor, etc., and the company will continue to increase investment; the second is Honeywell's digital information strategy, which improves the company's internal digital level, so that the company can quickly switch to home work mode within days after the outbreak of the epidemic; the third strategy is In the whole supply chain, the fixed cost is greatly reduced. After the outbreak of the epidemic, the implementation significance of these strategic measures has become increasingly prominent. In the future, the company will accelerate the implementation of these three strategic measures.
Speech by Du Ruizhe, CEO and chairman of Honeywell
Siemens AG is a well deserved pioneer of global automation intelligent manufacturing. Joe Kaisa, President and CEO of the company, who has been in office for seven years and will leave in 2021, pointed out that at present, we need to distinguish the structural changes and temporary changes in production and operation. For example, before the epidemic, the industry generally believed that the construction technology field was one of the most attractive markets in the future. Now that the way people work has changed dramatically and become more flexible, do we still need to build so much office space in the future? During the epidemic period, Siemens successfully realized the remote contact of 150000 employees in the world within 24 hours. At present, the online network system of Siemens held as many as 800000 meetings every day, which was inconceivable before. Another thing we learned from the epidemic is that we need to be very flexible in the R & D area, says Joe Kaisa. The company has tested and implemented it worldwide, allowing 150000 of its 390000 employees in innovation fields to work remotely two to three days a week. He said in the seminar that despite the impact of the epidemic, Siemens has successfully completed the separation of Siemens Industrial Company and siemens energy company, and siemens energy company was successfully listed on September 28. At present, the focus of Siemens' work is to explore how to improve the supply chain to deal with the impact of the second wave of epidemic. Companies must be far more aware of customer needs than in the past, in order to help customers to order accurately, so as to ensure the smooth supply chain.
President and CEO of Siemens
Epidemic situation accelerates enterprise reform
The acceleration of a new epidemic is forcing companies to accept much faster than in the past. However, in the past, when Zhao Guocun, the chairman of the company, was not willing to contact the customers on the Internet, some of them were even reluctant to contact the network. At present, most of the company's systems are networked. The value of flexibility and reliability has been recognized globally. In terms of customer relationship, Schneider quickly replaced the traditional marketing operation with completely digital operation, which increased the number of customers contacted by up to 200 times. Within two days, most of the company's employees work at home, and the communication between the superior and subordinate is more frequent, and they are more willing to share information and exchange experience with each other. These are practices that will be retained after the epidemic.
Zhao Guohua, chairman and CEO of Schneider Electric
In the post epidemic era, the world will not go back to the past. "The world has changed, and we have to adapt. Countries, companies, and individuals that can change in time and really see change can succeed in the post epidemic era. " Chairman Du Ruizhe pointed out clearly in his speech. He also said that we have learned much more in crisis than in good times. This is the moment when we can test the operation ability of enterprises. Those who can't adapt and learn from the crisis will eventually be eliminated. Enterprises need to do a good job in structural adjustment, make the whole industry chain more stable, and invest in simulation technology remote training and services, in order to become future winners. Honeywell looks forward to more effective cooperation in this regard in 2021.
Layout of sustainable development in the future
The epidemic situation has raised people's awareness of sustainable development, and sustainability has become the focus of the international giant companies participating in the conference. During the discussion, kardun al Mubarak and Joe Kaisa stressed that hydrogen energy will be the next energy hot spot, and will strengthen the development of related businesses. But even in the most suitable places, the production cost of green hydrogen is still 50% higher than that of gray hydrogen, so there is a common policy supervision problem in the world, that is, how to price carbon dioxide emissions to make up the price difference. If 1% of the existing fossil fuel is replaced by hydrogen, the carbon dioxide emission will be reduced by 800000 tons per year, so there is still a lot to be done in this field. At present, the European Commission has launched a comprehensive energy program, and Germany and France are also continuing to promote the renewable energy strategy. Zhao Guohua believes that there may be disputes over the development of nuclear energy, hydrogen energy and other specific forms, but energy conservation and efficient use of energy has become a common consensus. He pointed out that in the aspect of energy conservation and environmental protection, the best way is to combine energy conservation with intelligence. In order to break the impasse of climate change, we need to greatly improve efficiency, reduce energy use by strengthening digital and clean electrification and innovative applications. If we rely on digitalization to save 30% to 50% of electricity in all aspects, and at the same time increase today's only 6% of renewable energy to 40%, then the magnitude of climate change can be controlled below 1.5 degrees. According to Zhao, Schneider has always been at the forefront of this area, and currently has proven relevant technologies. As one of the most abundant fossil resources in the world, Abu Dhabi of the United Arab Emirates is a landmark city with forward-looking thinking, and Schneider is one of the first supporters of Masdar environmental protection city project.
Respond to changes with efficient mutual trust and cooperation
In the face of the uncertain future, it is necessary to establish deeper mutual trust between enterprises and between enterprises and governments, cooperate more efficiently, and challenge the normal operation thinking and mode. Durizhe shared the case of strata, a N95 mask manufacturer jointly established by mubadara and Honeywell. Based on years of trustworthy partnership, the two sides quickly reached a business solution, and successfully built the strata company, which usually takes nine months or even a year, in just two or three weeks. It supplies N95 masks to the GCC region, demonstrating innovation, speed and partnership spirit. In the post epidemic era, everything will change. "The epidemic has made us realize the importance of trust," said Zhao Guohua, CEO of Schneider He believes that it is necessary to appropriately delegate power to the front-line staff, truly communicate with the local government staff groups in different places, find out the crux of the problems they are facing, and then come up with quick solutions according to local conditions. The rigid enterprise management mode is not feasible. Quoting the relationship between Mubadala investment company and the Abu Dhabi government, kardun al Mubarak also stressed the importance of "trust": "mutual trust, including trust in the government, is the key to doing well in a crisis."
Coping with the post epidemic challenges of the world economy
In view of the trillions of funds and stimulus plans issued by governments of various countries, the industry pays close attention to the use direction of their funds. "The government is going to invest in the future, not in backward industries, because those industries are going to die out, and we are going to lose the future to a great extent." Schneider Electric CEO Zhao Guohua pointed out in the discussion. He put forward two suggestions: first, the government should pay attention to the young people who have lost their jobs because of the epidemic situation, as they are the future of the world. Schneider is working closely with the government and relevant agencies to provide more internship opportunities to ensure that people of different generations and ages can integrate into the workplace. Secondly, he thinks that the power of stimulating small and medium-sized enterprises is that they need the power of stimulating small and medium-sized enterprises. Targeted packages should be introduced to help these companies survive the crisis and help them use the crisis to strengthen modernization and digitization, so as to prepare for the future and achieve more sustainable development after the epidemic.
In addition, participants also expressed concerns about the potential negative impact of government assistance measures. Du Ruizhe, CEO and chairman of Honeywell, believes that on the one hand, the government has taken rapid and decisive measures in a very clear way and implemented unprecedented economic stimulus. On the other hand, governments of all countries will face greater debt crisis in the future, which will be the focus of attention of governments and enterprises in the future. Kardun al Mubarak also pointed out: "so far, in terms of stimulus and intervention measures, the major economies and governments have dealt with it well to a large extent. But there is a price, and it will come soon. " Du Ruizhe believes that in the next two years, the economy will not have a V-shaped bottom rebound in all fields. Perhaps we can only see a slow recovery. The government needs to formulate targeted policies to provide catalyst for the development of the market.