However, for a long time, charity and public welfare behavior have been regarded as decorating their feathers by some enterprises. In fact, "social responsibility action" is the pursuit of profits by great companies and an important step to enhance "corporate personality".
This is not a moral slogan. In July 2006, Global Entrepreneur, together with CCTV and Peking University Institute of Private Economy, began to conduct the "2006 China Corporate Social Responsibility Survey" on all 980 independent corporate enterprises or enterprise groups legally registered and operated for more than three years. The investigation lasted for five months, and finally 20 enterprises were rated as the most socially responsible enterprises by the public and experts (see page 152 for a detailed list).
Please don't stop understanding corporate social responsibility at the donation level. In fact, the best practices of these enterprises reveal that "social responsibility action" is also an effective management tool: Panasonic has improved the efficiency of enterprises by improving employee relations; Microsoft, with strict project management, regards public welfare behavior as the object that can be evaluated and investigated; Haier penetrates the management concept of green production into the whole process from research and development, manufacturing, procurement to recycling, and provides consumers with more environmentally friendly, energy-saving and high-quality products.
As peter drucker said: "Enterprises should be integrated into the community. Enterprises are the means of living rather than making a living. Enterprises are good neighbors and enterprises are the center of strength." In the face of the industry downturn, Beijing Panasonic decided to spend money to improve the treatment of employees.
Paul Yu Pin is an ordinary quality inspector of Beijing Panasonic Color Picture Tube Co., Ltd. (hereinafter referred to as BMCC). One day in 2005, because of a cold, he rushed to the hospital during the break. After the doctor diagnosed, Paul Yupin was asked to stay in the hospital for intravenous drip. Unexpectedly, Paul Yupin was allergic to intravenous drip and fell into a coma as soon as he got it. Soon he was pushed into the operating room, but the accident happened again. Because his trachea was blocked, the doctor had to cut his trachea and operate.
It happened very suddenly. When Paul Yuping woke up from a deep coma, he motioned for the doctor to give him a pen and paper. The doctor thought he was going to write a suicide note, so he took it and was surprised. The note was written by Paul Yupin to his wife, asking her to volunteer in the factory before coming to the hospital to complete the inspection of the remaining 1800 shadow mask (a component of color kinescope), so as to reduce the burden of other colleagues in the workshop.
Subsequently, this letter was handed over to Fan, the chairman and secretary of the Party Committee. Fan cried on the spot after reading it. Since Fan promoted the corporate culture of "caring and encouraging each other" in the company in 2002, what employees gave back to him was often unexpected. In an interview with Global Entrepreneur, Fan said: "As long as you care about them with your heart, they will regard the enterprise as their home, and the workers will live up to expectations, which in turn will inspire us." .
Of course, in exchange for the improvement of production efficiency and cost savings. There is a set of typical data that Fan is proud of. In 200 1 year, BMCC produced 5.72 million color picture tubes, and the material loss in that year reached 88 million yuan. By 2005, the number of color tubes produced by BMCC increased to 98 1 000, but the material loss decreased to 22 million yuan-the output of color tubes increased by 72%, but the material loss was only the original 1/4. In the eyes of many BMCC employees, the sudden SARS in May 2003 was a turning point in the company's culture.
At that time, in just two days, the hospital confirmed that there were 5 SARS cases and 7 suspected cases among BMCC employees, and 56 employees had a high fever. BMCC became the outbreak of SARS, and the residents nearby were not spared, so the factory had to stop production for two weeks and carry out comprehensive disinfection.
However, the crisis has made all employees feel that everyone is a whole related to the fate of brothers and sisters. After the crisis, Fan began to reflect and tried to add genes of mutual care and encouragement to BMCC's rigorous Panasonic culture, forging a brand-new new culture called "alloy" by the Japanese. The so-called "alloy" is an excellent tradition of China and Japan, and it has been proved that "alloy culture" is superior to "single metal culture" taken from one culture. BMCC is the first joint venture of Panasonic in China, established in 1987. Up to now, China and Japan still have a 50% shareholding structure.
Next, Fan began to incorporate new elements into the daily management of the company. The most obvious example is the establishment of contingency reserve arrangement for employees. BMCC's machines always run 24 hours a day. Once, a night shift worker suddenly fell ill and was taken to the hospital by his colleagues, only to find that everyone did not bring enough deposit needed by the hospital. After learning about this, Fan asked the cadres on duty at night to keep a certain amount of cash all the year round in case of emergency. The cautious Fan Wenqiang also found that BMCC currently has 3,600 foreign employees, many of whom are migrant workers. Most of the wages they earn are always sent back to their hometown, and they often can't afford the hospital deposit when they are sick. Therefore, Fan set up an employee contingency reserve arrangement, which all employees can borrow in case of emergency. Fan also took the initiative to contact designated hospitals to establish a green channel for employees to see a doctor, and the company provided protection for employees to see a doctor.
In BMCC, there are two company-wide commendation meetings every year, one is the factory celebration, and the other is the award of the fund specially set up to mobilize grassroots cadres to care for employees. At first, the Japanese side didn't understand and thought it was difficult to quantify the selection of this award. Fan has his own ideas, mobilizing 500 grassroots cadres with awards symbolizing the highest honor of the factory, so that they can get in close contact with employees in the production line. One person cares about ten people, which adds up to at least five thousand. Why not? For this reason, BMCC stipulates that cadres above the section chief cannot participate in the selection, and the squad leader and department head who are closest to employees and production lines are selected anonymously by all employees. Twenty-seven people from BMCC won this honor.
For front-line workers, considering that 3,600 of BMCC's more than 5,000 employees are from other places, the leaders have specially added a very attractive reward to the excellent operators who are assessed once a month: if these excellent operators can be elected three times a year, the company will invite their parents to Beijing, and all the expenses will be borne by the company. Not only is there a travel plan to visit places of interest in Beijing, but Fan will also personally talk with his parents. "This is encouraging employees to be good people, and parents are really happy for their children to work in such a company."
This special award also has an unexpected effect: parents who have been to Beijing return to their villages and spread the news about the doll company. Whenever BMCC goes to these villages to recruit people, it will always encounter the most enthusiastic registration scene, which of course means that it can attract the best labor force. "Responsible" is not a cliche in Fan's mind, but is reflected in the consideration of several details. In BMCC, foreign employees and local employees are treated equally. As long as you have worked for 10 years, you can sign an open-ended contract with the company. In addition, 3,600 foreign employees are provided with free accommodation. In addition to Panasonic TV, air conditioner and telephone, each room is also equipped with professional gas masks, so employees can retreat calmly even if the dormitory is on fire. As for how to use it, employees will be trained in detail when they join the company. BMCC's employee training manual is called "Implementation", which has 500 pages, including corporate culture, quality management, environmental protection and safety, and even Beijing's climate characteristics and life instructions.
Fan Wenqiang has a great vision for employees' sense of responsibility, not for their time in BMCC, but for their long-term career. Many employees of BMCC are engaged in heavy manual labor. If the company does not renew the contract within a certain period of time, it will inform them half a year in advance and offer various training courses for these employees, such as computer training, electrician training training and hairdressing training. BMCC also invested in the construction of training classrooms and hired professional teachers. "Employees who go out from our company are free to try wherever they go. The training course is for re-employment after leaving the company."
This overall view is not limited to the enterprise itself, but also related to Fan's feelings. BMCC keeps records of all employees who have left the company. In Fan's view, being a human being is a lifelong matter. More vividly, everyone who joins BMCC will add BMCC gene to DNA because they work here.
Due to the huge impact of flat-panel TV, 2005 was a disastrous year for the global color tube industry. * * * 32 color tube factories closed down, and the number of global color tube manufacturers dropped sharply to 3 1 home, with 90% of domestic color tube factories losing money. In 2005, BMCC went against the trend and handed over a beautiful report card with a profit of 208 million RMB. Fan Wenqiang can rely on employees' sense of responsibility for the enterprise. During the interview, Fan took out his calculator and made a detailed account with the reporter: If the material consumption of BMCC 2005 is the same as that of 5438+0 in 2006, the loss cost alone will reach 65.438+0.5 billion, while the actual loss cost is 22 million, which will save the enterprise about 65.438+0.3 billion.
BMCC initiated 9 1 projects internally. 1 refers to a small invention, a small creation, a small proposal, a small improvement and so on. Through slight improvement in production or management, a comprehensive saving movement has been formed. For example, some pens can't write on the glass board, and the previous practice was to throw them away directly. Careful employees found that these pens can still write on paper and will remain until they are completely scrapped. This small link alone saved BMCC more than 900 yuan in 2005.
There is also the famous "One-second Project" in BMCC. In 2004. Through technical innovation, the staff of BMCC pipe-making class increased the speed of the sealing machine by 1 sec, and the working procedure time was reduced from 17.3 sec to 16.3 sec. Don't underestimate this second. For BMCC, this means that 654.38+800,000 color tubes can be produced every year, creating an output value of more than 30 million. "This equipment has been running in BMCC for 16 years, and no one can think that this equipment can be changed and improved. Employees will think about it when they have a sense of ownership. " These small savings and improvements, many a mickle makes a mickle, actually saved BMCC 95 million yuan in 2005. I have to say that this is a great feedback for BMCC to promote caring culture.
So, how much does the enterprise spend on employee care? There are also accurate data showing that BMCC spends more than 3 million yuan on employee education, 7.5 million yuan on employee food subsidies and120,000 yuan on employee accommodation subsidies. These expenses add up to more than 20 million yuan, and 65.438+0.3 billion yuan of consumables savings and up to 95 million yuan of savings and improvements, caring for employees has achieved excellent input-output ratio.
"In fact, I later found that all responsible actions will lead to an increase in productivity," Fan concluded his strategy.