Dialogue Jiang Xiaomeng: Using Enterprise Values to Realize Everlasting Foundation
Release time:
2021-11-22
11# May 15 to 19 . Jiang Xiaomeng, Chairman of Jinhua Federation of Industry and Commerce and Chairman of Jianfeng Group, appeared in the first program on 15 to talk about his understanding and feelings of "two health" and "common prosperity.
Moderator: 11
What kind of signal did the meeting on2
release, how do you interpret and view this issue?Jiang Xiaomeng: High-quality development and building a demonstration zone for common prosperity are the new glorious mission entrusted to Zhejiang by the Party Central Committee. This meeting fully affirmed the contribution made by the vast number of private enterprises to the economic development of Zhejiang, and at the same time put forward new hopes and requirements, requiring us to take the lead and set an example in the process of achieving common prosperity. give full play to the role of the new force of common prosperity, consciously devote ourselves to the macro scene of high-quality development, enhance the competitiveness of enterprises and the ability of modern operation, while strengthening, optimizing, and expanding enterprises, we should actively innovate, create wealth, pay taxes in accordance with the law, and increase employment. These are the most basic ways to achieve "getting rich first and then getting rich" or "getting rich first and then getting rich".
Moderator: As far as you know, what do entrepreneurs think of this new requirement?Jiang Xiaomeng: From the entrepreneurs I have met, although there are various understandings of common prosperity, we all realize that when the country and society develop to a certain extent, only when the people become prosperous together can the country be truly strong. As far as I personally understand it, common prosperity is not simply "equalizing the rich and the poor". From the perspective of enterprises, it is necessary to standardize operations, pay taxes in accordance with the law, and continue to innovate to ensure more stable and efficient development; for employees, they can no longer stay at the primary level of not defaulting on wages, but must establish and unblock employees' personal careers Career development channels, ensure the continuous and stable growth of employees' legal income, and ensure employees' physical and mental health and family harmony, this requires enterprises to formulate employees' health plans, pension plans and salary promotion plans, including physical examination, purchase of medical insurance for serious diseases, sympathy and assistance to needy employees, etc., which are all areas of common prosperity. To go further, we must have a high sense of social responsibility and mission, a sense of family and country, an ideal of serving the country, and the ability to create wealth and tax revenue for the country. These are the contents of our private enterprises participating in the cause of common prosperity.
Moderator: As an established company, how has Jianfeng achieved significant development in recent years?
Jiang Xiaomeng: With the continuous development and progress of society, technology and digitization have become an indispensable part of business operations and the only way for business development, so we have been taking technology and digitization as the direction of our efforts over the years. We have invested more than 20 million in the intelligent and digital transformation of the pharmaceutical sector. Through the workshop
DCS system,
EMSsystem, etc., we have realized the information collection, data monitoring and quality analysis of the production status, which not only improves the intelligent level, but also improves the labor productivity. For another example, our natural plant extraction digital workshop only needs to set relevant parameters on the control system, and the equipment can run automatically to achieve more accurate and efficient extraction of natural active ingredients. A workshop that used to require 10 or 20 employees is now less than five. In cement companies, we have also invested heavily in all-in-one card unattended, green intelligent mines, automatic batching, etc., and pollutant emissions are only a few tenths of the previous ones. In addition, our old vertical kiln cement plant used to have an annual output of 200 thousands or 300 thousands tons and 400 or 500 employees. After intelligent transformation, the annual output of the production line of ,200 tons, with about ,200 employees, is enough. If we go to our peak cement enterprises, whether in Hubei, Yunnan or Guizhou, from the working conditions to the factory environment, it is completely different from what we used to see. Host : After entering the era of 5G , there will be more and more smart enterprises, which will also give an old enterprise like us wings to take off. Is that right?
Jiang Xiaomeng: Yes. I can give two examples. First, we have continuously increased our investment in innovation over the years and have also received corresponding dividends. We have two national 1.1 new drugs with completely independent intellectual property rights and global innovation advantages. One of them is listed in the major new drug innovation project of the Ministry of science and technology of the people's Republic of China, and the other is the anti-tumor targeted drug in cooperation with returnees. This year, it has also entered the list of key innovation projects in Zhejiang Province. On the other hand, we rely on digitalization and technology, labor productivity has increased significantly. Host
: Because you have grasped these two main lines, constantly asking for efficiency from productivity, and constantly asking for productivity from digitalization and scientific and technological reform, although the peak is an old enterprise, it gives people a very young and energetic feeling. If you change your role, as president of the Federation of Industry and Commerce, what do you have to say to those companies that are in the early stages of development, or are still a little hesitant about the development of high-tech innovation?
Jiang Xiaomeng: I would like to say that for companies to continue to develop and progress, technological and digital upgrading is the only way to go, and those that leave will eventually be eliminated by history. The era of high-quality development has come, and every enterprise is trapped in it. Innovative development and high-quality development are the themes of the times for every Chinese enterprise.reporter connection: the just-concluded sixth Plenary session of the 19th CPC Central Committee proposed that China's economy has embarked on a road of higher quality, more efficient, fairer, more sustainable and safer development. As a private entrepreneur and chairman of the Jinhua Federation of Industry and Commerce, how do you understand this sentence, and at the same time as you develop yourself, how to drive more enterprises to embark on the road of higher quality and higher efficiency?
Jiang Xiaomeng: First, I will try my best to do my own business well. If my own business is not doing well, how can it be persuasive and influential? Therefore, as the chairman of Jianfeng Group, I should devote myself to running our company well and continue the current good development trend. Second, learn well. In today's era, science and technology are developing by leaps and bounds, and the progress of our enterprises is gradual. This "scissors gap" will bring about industrial changes. If you do not strengthen the learning of new knowledge, new ideas and new skills, you will be eliminated; keeping up is an opportunity. Therefore, I have to continuously learn these new skills and knowledge in order to help others. Third, good service. I would like to work with our colleagues in the Federation of Industry and Commerce to use our knowledge, ability and wisdom to help those enterprises in need, so that our enterprises in Jinhua can become stronger, bigger and better.
Our Federation of Industry and Commerce should also give full play to its own advantages, adhere to the promotion of the healthy development of Jinhua's private economy and the healthy growth of private economy as the main line of work, find the starting point for performing duties, grasp the focus of promotion, and make accurate efforts in publicity, service guidance, bridges and ties, etc. Further explore and carry out various activities that fit Jinhua private enterprises, and use this as a carrier to promote the exchange of ideas, and continuously strengthen the shaping and publicity of entrepreneurs to guide private enterprises to be the main force of economic construction and the vanguard of common prosperity. Only in this way can we leave our own stroke on the magnificent historical picture of "common prosperity. Host
: in the process of enterprise development, we will always encounter some problems of one kind or another. What kind of problems do you think Jinhua enterprises will encounter in the future and must face them together?
Jiang Xiaomeng: The development of an enterprise is gradual and wave-like. Each enterprise is in a different industry and has different market opportunities. The operating conditions will be good or bad. Don't feel too good when it is good., There is no need to be decadent when it is bad. For example, the price increase of coal, gas and other production resources this year has brought great pressure to enterprises. At this time, we have to keep calm and face up to the problem. You know, this problem is the whole industry, if you can improve technology, improve labor productivity, energy consumption down, competition will have an advantage. Similarly, when the business is going well, don't get carried away, rest on your laurels, or be arrogant, let alone "cover up all the ugliness" and fail to see your own defects. When we run a business, we must walk every step with trepidation and treading on thin ice.
host: let's talk about the future development of the peak. Where is the development goal of Pinnacle?
Jiang Xiaomeng: Our corporate vision is to "create a century-old pinnacle", and our company's development strategy is based on this vision, "Cooperation and innovation to strengthen the main business, standardize science and seek development". In other words, with the concept of cooperative innovation, the two main businesses of cement and medicine should be better and stronger; in addition, we are the earliest listed company in Zhejiang Province, and we must operate in accordance with the norms. Our two main businesses are cyclical and non-cyclical complementary, because the cement industry is greatly affected by national policy investment, and the pharmaceutical industry is related to human life and health and will not change with economic fluctuations. We must do a good job in these two industries and make cement cost-leading. It is not necessarily the largest company, but we must strive to become the most profitable company; the pharmaceutical sector must become a leader in the products of the sub-industry. Host
: Thank you for coming to the studio today to tell us about the development of the peak enterprise and your mission as chairman of the Federation of Industry and Commerce. Thank you.
(According to the program recording, there are abridged.)
As an enterprise, we must consistently adhere to the four values, that is, the value of people is higher than the value of things, the common value is higher than the personal value, the social value is higher than the profit value, and the user value is higher than the production value. I think that our majority of private enterprises also need to regard the above values as enterprise-oriented and long-term pursuit, so as to truly lead to the future they yearn for, stand in the forest of the industry, and realize the everlasting foundation.
More information
Recently, it was learned from the competent department that the "ERP/MES full-process informatization" project of Jianfeng Pharmaceutical Company has been included in the list of key projects of "integration of industrialization and industrialization" in Jinhua City, and has now entered the publicity period. In order to speed up the in-depth integration of informatization and industrialization, according to the evaluation criteria in Jinhua City's "Several Opinions on Accelerating Informatization Construction" and "Jinhua City Informatization and Industrialization Integration Key Project Management Measures", 148 projects were included in 2017 Jinhua City's "Integration of Industrialization and Industrialization" key projects. The "ERP/MES Full Process Informatization" project of Jianfeng Pharmaceutical Co., Ltd. was finally included in the list after being recommended, material reviewed and expert reviewed by Jinhua Economic and Information Committee. The ERP-level subsystems of ERP/MES full-process informatization project include sales system, procurement system, MRP system, GMPQbD system, connecting UFIDA financial software and HR system. MES-level subsystems include industrial data acquisition and monitoring system, GAMP/MES system, eBPR (electronic batch production record system), cGMP quality assurance system, QC/eBTR(QC process and electronic batch inspection record system), LIMS system, etc. After the construction is completed, the visualization of drug production process and the collection and integration of industrial data will be realized. Realize the electronization of drug production process parameters, electronic batch production and inspection records; the realization of big data integration of industrial data and information will also be in line with the regulatory concept of GMP data integrity and quality traceability to the greatest extent. The establishment of a unified enterprise information platform will eliminate information islands and realize data one.
2020
07-31
The company's first-half profit record high
According to the 15th meeting of the ninth board of directors of the company on August 25, in the first half of 2017, the company achieved a net profit of 240.5357 million yuan, the highest level in half a year's history. In the first half of 2017, the company focused on the general work policy of "grasping trends, precise development, strengthening management, and improving efficiency", grasping the opportunities brought by economic structure optimization and industrial upgrading, strengthening lean production and management improvement internally, and actively exploring externally Develop new opportunities and continue to promote the "three reductions and three improvements" work. Through the joint efforts of all employees of the company, the best semi-annual performance in history has been achieved. As of the end of June 2017, the company's total assets were 4.226 billion yuan and net assets were 2.511 billion yuan; the company achieved total operating income of 1,305.9327 million yuan, an increase of 18.42 percent over the same period last year, and net profit attributable to owners of the parent company was 240.5357 million yuan, an increase of 132.11 percent over the same period last year. Earnings per share are 0.7 yuan. In the second half of the year, the company will continue to focus on the annual business plan, carry out in-depth work of "three reductions and three improvements", further do a good job in internal control, prevent business risks, and further do a good job in safety and environmental protection. we will further develop and improve the complementary relatively diversified main business structure and constantly enhance the company's core competitiveness. The 15th meeting of the 9th board of directors held on August 25 was presided over by Jiang Xiaomeng, chairman of the group company. Four proposals and reports including the 2017 semi annual report and the proposal on the change of the company's accounting policy were deliberated and passed. on the same day, the 12th meeting of the eighth board of supervisors was held,
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-30
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
Spike Pharmaceuticals set out to explore a new sales model
Agency and Terminal Link Production and Chain Cooperation Spike Pharmaceuticals to Explore New Sales Models From August 16 to 21, the 2017 China Pharmaceutical Retail Industry Information Conference (hereinafter referred to as "Xipu Conference") with the theme of "Building a Blueprint-Market Awakening Focusing on Demand" was held in Boao, Hainan. Huang Jinlong, deputy general manager of the group company and general manager of the pharmaceutical company, and relevant leaders of Spike Health, pharmaceutical sales company and Spike Pharma pharmacy were invited to attend the event, to create a new sales model "road". This year coincides with the 10th anniversary of the Western Conference. More than 1200 mainstream chain pharmacies, more than 800 brand pharmaceutical industries, more than 100 cross-border affiliated institutions, more than 130 top domestic and foreign capital institutions, more than 60 representatives of authoritative media, and authoritative experts in the industry, with nearly 4000 people gathered in Boao. The meeting combed the context of the pharmaceutical retail industry in the past ten years, discussed the development of the industry in the new decade, and built a new blueprint for the industry. During the meeting, Huang Jinlong led the peak participants to have in-depth exchanges with the organizers of the conference and industry experts on issues such as the impact of national policies such as the brand strategy of enterprises, the role of brand enterprises in the industry, medical reform, prescription outflow, etc. on the original sales mode of pharmaceutical enterprises. He also had extensive contact with pharmaceutical counterparts and terminal chains, listened to front-line sales experience, collected relevant information on terminal chains, and collected market trends of the top 100 chains. In the past ten years, the scale of drug retail sales in China has increased from 143 billion yuan to 337.7 billion yuan, and the chain rate has increased from 35.3 percent to 49.4 percent.
2020
07-31
General Manager Yu Jianhong to Yunnan Peak to Guide Work
On August 23, Yu Jianhong, general manager of the group company, went to Yunnan Jianfeng cement company for investigation and guidance, and put forward requirements for the key work in the last few months of this year. At the peak of Yunnan Province, Yu Jianhong went deep into the production site to learn more about the current production and operation situation, and convened the middle-level and above management backbones to have in-depth exchanges and discussions with everyone on the problems existing in work efficiency changes, personnel stability, current production and management after the implementation of post optimization and re-organization. Since the beginning of this year, Yunnan's peak production and sales volume, profits and various technological and technical indicators have been relatively ideal. The kiln output in April has also reached the best level since it was put into production. The development and maintenance of the market, the environmental management of the factory area, and the professional quality and mental state of cadres and workers have also been greatly improved. While fully affirming the above achievements, Yu Jianhong pointed out that as the homogenization of the cement market becomes more and more serious, the market changes faster and faster. If we can't recognize the situation and seize the opportunity, enterprises will face more and more problems. In this case, the management backbone should give full play to the role of the backbone, quickly change the management concept, and strive to improve the competitiveness of enterprises. In view of the focus of work in the last four months of this year, Yu Jianhong put forward the following requirements for Yunnan Jianfeng: break the inherent concept of post functions and responsibilities, set up posts and organizational structures around logistics, people flow and capital flow, and cultivate and forge a team that can fight well. To further implement the training of job skills and quality, managers should take the lead in strengthening their own learning and formulate annual, monthly and weekly training plans, through the combination of internal and external training, theory and practice.
2020
07-31
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