貢憲云

河鋼集團(tuán)黨委書記、董事長(zhǎng)于勇：我們將積極響應(yīng)國(guó)家“一帶一路”倡議，以更加開放、包容的姿態(tài)積極融入全球鋼鐵產(chǎn)業(yè)鏈，加強(qiáng)國(guó)際資本合作，進(jìn)一步完善“全球鋼鐵制造平臺(tái)”“全球營(yíng)銷服務(wù)平臺(tái)”“全球技術(shù)研發(fā)平臺(tái)”，建設(shè)“世界的河鋼”。

Yu Yong， Party Secretary and CEO of the Hebei Iron and Steel Group（HBIS）： “We will actively respond to the Belt and Road Initiative of our nation and integrate into the global steel industry chain in an ever open and inclusive manner. We will enhance global capital cooperation and growing global steel making platform， global marketing service platform and global technology R&D platform， so as to reposition HBIS to be a global conglomerate.”

4月的多瑙河，碧水潺潺，綠意蔥蘢，是塞爾維亞人心中最美的地方。

盡管距離多瑙河不遠(yuǎn)，河鋼塞爾維亞公司（簡(jiǎn)稱“河鋼塞鋼”）總經(jīng)理趙軍，此時(shí)卻沒工夫去欣賞多瑙河畔的美景，隨著一系列技改項(xiàng)目緊鑼密鼓地落地，他帶領(lǐng)中方管理團(tuán)隊(duì)與塞方員工一起，全心投入到新設(shè)備的引進(jìn)和調(diào)試中。

2016年6月19日，習(xí)近平總書記視察河鋼塞鋼，要求河鋼言必信、行必果，打造中國(guó)與中東歐國(guó)際產(chǎn)能合作和“一帶一路”建設(shè)樣板工程。

近3年，河鋼人牢記重托，不辱使命，用行動(dòng)實(shí)踐著初心誓言。2018年，河鋼塞鋼產(chǎn)鋼176.9萬噸，實(shí)現(xiàn)銷售收入10.6億美元，同比增長(zhǎng)43.5%，月度生產(chǎn)運(yùn)營(yíng)水平連續(xù)刷新歷史紀(jì)錄。

在河鋼塞鋼管理團(tuán)隊(duì)這支“鋼鐵尖兵”的努力下，一個(gè)活力迸發(fā)、綠色高效的河鋼塞鋼正在美麗的多瑙河畔崛起。

在河鋼塞鋼生產(chǎn)車間、接待室等很多地方，都懸掛著中國(guó)和塞爾維亞的國(guó)旗。

“五星紅旗大多是2016年習(xí)近平總書記視察時(shí)掛上去的，工人們感到親切，就一直保留到現(xiàn)在?！泵慨?dāng)看到這些旗幟，趙軍心中總是涌起一種身為中國(guó)人的自豪感。

河鋼收購斯梅代雷沃鋼廠，堪稱中國(guó)大型企業(yè)“走出去”的典型案例。

斯梅代雷沃鋼廠成立于1913年，是塞爾維亞唯一一家國(guó)有大型支柱性鋼鐵企業(yè)，被譽(yù)為“塞爾維亞的驕傲”。然而，由于國(guó)際市場(chǎng)競(jìng)爭(zhēng)激烈和管理不善等原因，該廠發(fā)展一度陷入困境，瀕臨倒閉。到2015年，設(shè)計(jì)年產(chǎn)能為220萬噸的鋼廠，全年產(chǎn)量不到90萬噸。

2016年4月，河鋼集團(tuán)以4600萬歐元收購了斯梅代雷沃鋼廠，并成立了河鋼塞鋼。

河鋼集團(tuán)能成功么？一時(shí)間，質(zhì)疑聲一片。

外界的質(zhì)疑并非毫無根據(jù)。2003年，斯梅代雷沃鋼廠破產(chǎn)，以2300萬美元的價(jià)格賣給美國(guó)一家鋼鐵公司。2012年，美國(guó)投資者撤資，塞爾維亞政府以1美元重新收回該鋼廠所有權(quán)。此后，塞爾維亞政府久久未能尋找到新的投資者。

“這是挑戰(zhàn)，更是機(jī)遇?！壁w軍說，此時(shí)的河鋼，在中國(guó)提出“一帶一路”倡議的大背景下，正在加速國(guó)際化發(fā)展戰(zhàn)略和產(chǎn)業(yè)鏈全球化布局。2014年，河鋼控股瑞士德高公司，使河鋼擁有了遍布全球的營(yíng)銷服務(wù)平臺(tái)。一旦收購以歐盟為主要銷售對(duì)象的斯梅代雷沃鋼廠，意味著河鋼將在歐洲擁有本土化的全球制造平臺(tái)，對(duì)開拓歐洲市場(chǎng)具有重要意義。

令河鋼人倍感振奮的是，收購兩個(gè)月后，在塞爾維亞進(jìn)行國(guó)事訪問的國(guó)家主席習(xí)近平就來到河鋼塞鋼視察。

“我相信，在雙方密切合作下，斯梅代雷沃鋼廠必將重現(xiàn)活力，為增加當(dāng)?shù)鼐蜆I(yè)、提高人民生活水平、促進(jìn)塞爾維亞經(jīng)濟(jì)發(fā)展發(fā)揮積極作用。”習(xí)近平總書記一番熱情洋溢的講話，激發(fā)了河鋼人在“做世界河鋼”的同時(shí)，主動(dòng)承擔(dān)起“國(guó)家角色”的責(zé)任和使命。

不忘初心，牢記使命，河鋼集團(tuán)派出9名經(jīng)驗(yàn)豐富、業(yè)務(wù)精湛、素質(zhì)過硬的河鋼塞鋼管理團(tuán)隊(duì)，扎根異國(guó)他鄉(xiāng)。僅半年時(shí)間，這個(gè)百年老廠就扭虧為盈，重回健康發(fā)展軌道。2017年，在遭遇極端天氣的不利情況下，河鋼塞鋼全年產(chǎn)鋼147.6萬噸，實(shí)現(xiàn)銷售收入7.4億美元，創(chuàng)歷史最好水平。

“我們代表著中國(guó)形象、中國(guó)角色?！壁w軍表示，河鋼塞鋼管理團(tuán)隊(duì)時(shí)刻牢記習(xí)總書記“言必信、行必果”的殷殷囑托，以飽滿熱情和斗志，打造“一帶一路”建設(shè)樣板工程，努力將其建成歐洲極具競(jìng)爭(zhēng)力的鋼鐵企業(yè)。2019年一季度，河鋼塞鋼產(chǎn)鋼46.17萬噸，全年產(chǎn)量有望創(chuàng)歷年來的新紀(jì)錄。

連日來，河鋼塞鋼副總經(jīng)理王連璽多次來到河鋼塞鋼軋鋼、燒結(jié)等車間，檢查今年實(shí)施的技改項(xiàng)目進(jìn)展情況。

新建現(xiàn)代化燒結(jié)線已做好場(chǎng)地準(zhǔn)備，主要設(shè)備已自國(guó)內(nèi)發(fā)貨，燒結(jié)效率更高，節(jié)能效果更好；連鑄涂油機(jī)、二號(hào)酸洗線焊機(jī)等新設(shè)備已簽訂供貨合同；步進(jìn)式加熱爐將采用國(guó)內(nèi)最先進(jìn)的雙蓄熱式，大大提高轉(zhuǎn)爐煤氣利用率，降低天然氣消耗……

“這些技改項(xiàng)目全部投用后，河鋼塞鋼裝備和工藝將更加完善，產(chǎn)品檔次進(jìn)一步提升，獲得更大的競(jìng)爭(zhēng)優(yōu)勢(shì)。”王連璽說。

作為最早來到河鋼塞鋼的管理人員之一，3年間，王連璽親眼見證了這個(gè)百年老廠的蝶變。

“收購前，鋼廠基本處于半停產(chǎn)狀態(tài)，很多設(shè)備老化陳舊，亟待升級(jí)?！蓖踹B璽說，這家鋼廠一共有兩臺(tái)高爐，但多年以來一直是單臺(tái)生產(chǎn)。河鋼收購后，基于對(duì)歐洲鋼鐵市場(chǎng)的預(yù)判和自身實(shí)力的信心，決定重啟已停產(chǎn)多年的2號(hào)高爐。

同時(shí)，河鋼立即選派技術(shù)骨干對(duì)鋼廠進(jìn)行設(shè)備維修及系統(tǒng)改造，并對(duì)塞方原有管理和技術(shù)團(tuán)隊(duì)進(jìn)行培訓(xùn)，還對(duì)鋼廠員工實(shí)行一系列獎(jiǎng)懲制度，提高了員工的積極性。

“我們帶來的不僅是技術(shù)和服務(wù)，還有先進(jìn)的管理理念?！蓖踹B璽說，鋼廠過去沒有全成本核算觀念，用料只愿意用精料。河鋼依靠科技進(jìn)步和管理創(chuàng)新，建立了全流程成本費(fèi)用控制，用“經(jīng)濟(jì)料”做出高標(biāo)準(zhǔn)的鋼材，讓塞方員工服了氣。

一系列針對(duì)性措施，凝聚了人心，提升了企業(yè)競(jìng)爭(zhēng)力。

此后，河鋼集團(tuán)從資本、技術(shù)、管理等方面進(jìn)行全面輸出，不遺余力地支持塞鋼發(fā)展。先后派出11批、近200人次的雄厚技術(shù)管理團(tuán)隊(duì)，深入生產(chǎn)線進(jìn)行專業(yè)診斷；組建銀團(tuán)為公司提供低成本項(xiàng)目融資；發(fā)揮河鋼國(guó)際營(yíng)銷團(tuán)隊(duì)作用，為塞鋼穩(wěn)定原料供應(yīng)、擴(kuò)大產(chǎn)品出口提供了巨大平臺(tái)。

近日，在河鋼塞鋼冷軋車間一個(gè)辦公室，設(shè)備維修工亞歷山大·杜訥柴維奇接到一個(gè)維修電話，立即拎起工具箱奔往故障發(fā)生地。

亞歷山大·杜訥柴維奇一家三代都在這家鋼廠工作，外祖父1991年退休，母親是財(cái)務(wù)部門主管，父親和姐夫也在這里上班。像這樣的家庭，在以鋼鐵為支柱產(chǎn)業(yè)的斯梅代雷沃市并不罕見。

據(jù)了解，斯梅代雷沃市有11萬人，其中三分之一從事鋼鐵相關(guān)行業(yè)，對(duì)鋼廠有著深厚感情。

“過去鋼廠處于倒閉邊緣，員工人心惶惶，最怕的就是失業(yè)。河鋼來了，承諾鋼廠原有員工一個(gè)不能少，給我們吃了安心丸?！眮啔v山大·杜訥柴維奇說，如今，他的工作穩(wěn)定，收入也不錯(cuò)，讓朋友十分羨慕。

“河鋼收購的初衷就是要共贏，讓企業(yè)發(fā)展越來越好，而不是簡(jiǎn)單地獲利。”王連璽說。

收購之初，社會(huì)上曾有河鋼到國(guó)外占有資源、攫取利潤(rùn)的質(zhì)疑。回應(yīng)社會(huì)關(guān)切，河鋼集團(tuán)黨委書記、董事長(zhǎng)于勇提出河鋼塞鋼要堅(jiān)持“三個(gè)本地化”原則：用工本地化，除了9名中方管理團(tuán)隊(duì)之外，其余全部為當(dāng)?shù)貑T工；利益本地化，企業(yè)收益主要用于技術(shù)改造和規(guī)模擴(kuò)充；文化本地化，完全依照當(dāng)?shù)胤?、法?guī)及文化習(xí)俗實(shí)施管理和經(jīng)營(yíng)。

王連璽曾做過一項(xiàng)調(diào)查，發(fā)現(xiàn)鋼廠一名軋鋼工使用上世紀(jì)70年代的設(shè)備，生產(chǎn)出了厚度僅為0.14毫米的冷軋板材。而這樣的冷軋板材，即便使用現(xiàn)代化全自動(dòng)設(shè)備生產(chǎn)都有難度。

“這些員工不是企業(yè)的包袱，而是企業(yè)的財(cái)富?！睂?duì)塞方員工的深入了解，堅(jiān)定了中方團(tuán)隊(duì)用人本地化的信心。如今，河鋼塞鋼原有5000名員工全部安置，沒有裁減一人，而且還新增了300多個(gè)工作崗位。

河鋼塞鋼首席技術(shù)官趙凱星，對(duì)利益本地化有著很深感悟。在原材料采購上，鋼廠原料以歐洲采購為主。到目前，鋼廠投入設(shè)備升級(jí)改造的資金已達(dá)1.9億美元。

在塞方員工的建議下，河鋼塞鋼辦起了塞文雜志，介紹技改項(xiàng)目，刊登員工故事，還有反映中國(guó)文化的文章，內(nèi)容豐富，員工都愛讀。每到節(jié)日期間，河鋼塞鋼還組織開展各種互動(dòng)性活動(dòng)與比賽，向員工子女發(fā)放禮物，營(yíng)造了“中塞一家親”的濃厚氛圍。

“公司關(guān)注我們員工的日常生活，激勵(lì)我們更加努力工作?！本S斯娜是河鋼塞鋼的一名庫管員，女兒在學(xué)校組織的漢語比賽中，贏得了一次去中國(guó)學(xué)習(xí)的機(jī)會(huì)。令她沒想到的是，女兒的中國(guó)之行得到河鋼塞鋼的資助，這讓維斯娜至今激動(dòng)不已。

河鋼的到來，讓斯梅代雷沃整座城市都發(fā)生了積極變化。

在推進(jìn)企業(yè)快速發(fā)展的同時(shí)，河鋼塞鋼也自覺擔(dān)負(fù)起應(yīng)盡的社會(huì)責(zé)任。近3年來，河鋼塞鋼投入100多萬美元，用于當(dāng)?shù)氐缆沸藿?、村莊供水、軍烈屬家庭兒童慰問、捐資助學(xué)等，在國(guó)際社會(huì)上展現(xiàn)了中國(guó)和河北、河鋼的良好形象。

“當(dāng)?shù)鼗A(chǔ)設(shè)施改善了，人們消費(fèi)能力提高了，開始計(jì)劃子女教育、醫(yī)療以及家庭旅游，生活更加美好，城市更有活力?！焙愉撊搯T工斯特維奇·博揚(yáng)說。

The Danube in April， with clear waters and greenery， is the most beautiful place in the hearts of Serbians.

Zhao Jun， general manager of the Hesteel Group Serbia Iron & Steel （Hesteel Serbia）， does not have time to appreciate the beauty of the Danube though he is not far from the river. With a series of technological renovation projects landing， he leads the Chinese management team and the Serbian staff to devote themselves to the introduction and commissioning of new devices.

On June 19， 2016， General Secretary Xi Jinping inspected the Hesteel Serbia， demanding that the HBIS Group must be true in word， resolute in deed and create a model project for the international capacity cooperation between China and Central and Eastern Europe and the Belt and Road construction.

In the past three years， the people of the HBIS Group have kept their trust in mind， accomplished their missions， and practiced their original vows with action. In 2018， 1.769 million tons of steel were produced by the Hesteel Serbia， achieving sales revenue of USD 1.06 billion with a year-on-year increase of 43.5%. The monthly production and operation level has continuously set a new historical record.

With the efforts of the management team of the Hesteel Serbia， the “Steel Pioneer”， a vigorous， green and efficient Hesteel Serbia is rising along the beautiful Danube.

The national flags of China and Serbia are hung in many places such as production workshops and reception rooms of the Hesteel Serbia.

“Most of the Five-star Red Flags were hung up during General Secretary Xi Jinping’s inspection in 2016. The workers feel cordial and have kept these flags until now.” Whenever he sees these flags， Zhao Jun always feels a sense of pride as a Chinese.

HBIS Group’s acquisition of Smederevo Steel Works is a typical case of “going global” of large Chinese enterprises.

Founded in 1913， Smederevo Steel Mill is the only large state-owned pillar steel enterprise in Serbia， known as the “Serbian national pride”. However， fierce international competition and poor management was leading it to predicament and closure. The designed annual capacity of the steel plant is 2.2 million tons， but the annual output was less than 900，000 tons by 2015.

In April 2016， it changed to the Hesteel Serbia after a 46-million-euro purchase by HBIS in April 2016.

Can HBIS Group Succeed？ For a time， there were a lot of doubts.

The outside doubts were not groundless. In 2003， Smederevo Steel Mill went bankrupt and was sold to an American steel company for USD 23 million. In 2012， the US investors withdrew and the Serbian government regained ownership of the steel plant for one dollar. Since then， the Serbian government has not been able to find new investors for a long time.

“This is a challenge， but also an opportunity，” Zhao Jun said. At this time， under the background of the Belt and Road Initiative of China， HBIS Group is accelerating the internationalization development strategy and the global layout of the industrial chain. In 2014， HBIS Group held the controlling share of Duferco DPH， gaining a global marketing service platform. The acquisition of Smederevo Mill， whose main sales target is the European Union， means that HBIS Group will have a localized global manufacturing platform in Europe， which is of great significance to the development of the European market.

What makes HBIS Group people excited is that President Xi Jinping， who was on a state visit to Serbia， came to the Hesteel Serbia to inspect two months after the acquisition.

“I am confident that， with close cooperation between the two sides， Smederevo Steel Mill will regain its vitality and plays an active role in increasing local employment， improving people’s living standards and promoting Serbian economic development.” General Secretary Xi Jinping’s enthusiastic speech inspired HBIS Group people to take the initiative to bear the responsibility and mission of “national role” while “repositioning HBIS to be a global conglomerate”.

Remaining true to the original aspiration and keeping the mission firmly in mind， HBIS Group sent a management team including nine experienced， professional and high-quality staffs to take roots in Serbia. In only half a year， this century-old factory turns its losses into profits and returns to the track of healthy development. In 2017， under the adverse circumstance of extreme weather， the Hesteel Serbia produced 1.476 million tons of steel a year， achieving sales revenue of USD 740 million， the highest level in history.

“We represent the image and role of China.” Zhao Jun said that the management team of the Hesteel Serbia always keeps the sincere instructions of General Secretary Xi Jinping in mind， “One must be true in word and resolute in deed”， so as to build a model project of the Belt and Road construction with full enthusiasm and fighting spirit， and strive to build it into a highly competitive European iron and steel enterprise. In the first quarter of 2019， the Serbia Company of HBIS Group produced 461，700 tons of steel， and its annual output is expected to set a new record over the years.

Over the past few days， Wang Lianxi， deputy general manager of the Hesteel Serbia， has come to the steel rolling and sintering workshops of the Hesteel Serbia for many times to check the progress of technological transformation projects implemented this year.

The site for the construction of new modern sintering line has been prepared. The main devices have been shipped from home， of which the sintering efficiency is higher and the energy-saving effect is better； the new devices such as continuous casting oiler and No. 2 pickling line welder have signed the supply contract； the walking-beam heater will adopt the most advanced double regenerative type in China， which will greatly improve the utilization rate of converter gas and reduce the consumption of natural gas...

“After all these technical renovation projects are put into use， the equipment and technology of the Hesteel Serbia will be greatly improved， the product grade will be further promoted， and greater competitive advantage will be obtained，” said Wang.

As one of the earliest managers to come to the Hesteel Serbia， he has witnessed the transformation of this century-old steelworks during the three years.

“Prior to the acquisition， the steelworks was basically in a semi-shutdown state， and many devices were obsolete and in urgent need of upgrading.”Wang said that the steelworks has two blast furnaces， but has been producing with just one blast furnace for many years. HBIS Group decided to restart the No. 2 blast furnace which had been shut down for many years after achieving its acquisition. The decision was based on the prediction of European steel market and confidence in its own strength.

At the same time， HBIS Group immediately appointed technical backbone to carry out equipment maintenance and system transformation of the steelworks， and trained the original management and technical team of the Serbian side. It also implemented a series of rewards and punishments system for the steelworks employees， thus improving their enthusiasm.

“We bring not only technology and services， but also advanced management concepts，” said Wang. In the past， steelworks did not have a full-cost accounting concept， and it was only willing to use concentrates. Relying on scientific and technological progress and management innovation， HBIS Group has established the cost control of the whole process， and made high-standard steel with “economic materials” to convince the Serbian employees.

A series of targeted measures have gathered people’s hearts and enhanced the competitiveness of enterprise.

Since then， HBIS Group has exported its capital， technology and management in an all-round way， sparing no effort to support the development of the Hesteel Serbia. Strong technical management teams have been successively dispatched to HBIS for 11 times with nearly 200 visits paid， going deep into the production line to conduct professional diagnosis； banking syndicate was formed to provide low-cost project financing for the company； the International Marketing Team of HBIS Group has been given full play in providing a huge platform for stabilizing raw material supply and expanding product export for the Hesteel Serbia.

Recently， in an office in the cold rolling workshop of the Hesteel Serbia， the equipment maintenance worker Alexander Dunezicovic received a call for repair service. Then he immediately picked up the toolbox and rushed to the fault spot.

Three generations of the Dunezicovic family worked in the steel mill. His grandfather retired in 1991， his mother is the head of the Finance Department， and his father and brother-in-law also work here. Families like this are common in Smederevo where steel is the pillar industry.

It is understood that one-third of 110，000 people in Smederevo are engaged in steel-related industries， and they have deep feelings for the steelworks.

“In the past， the steel mill was on the verge of bankruptcy and workers were in a panic for losing their jobs. Later， HBIS Group rescued the steelworks and promised that all the original employees could stay. It truly relieved us.” Alexander Dunezicovic said. Now his work is stable and income is good， which makes his friends admire him very much.

“The original intention of HBIS Group’s acquisition was to achieve a win-win situation to make the enterprise develop better and better， instead of simply pursuing profit，” Wang Lianxi said.

At the beginning of the acquisition， it was doubted that HBIS Group had gone abroad to occupy resources and seize profits. In response to social concerns， Yu Yong， Party Secretary and President of HBIS Group， proposed that the Hesteel Serbia should adhere to the principle of “three localization”： localization of employment， which means that except the management team with nine Chinese staffs， all employees should be local people； localization of interests， which means that enterprise profits should be mainly used for technological transformation and scale expansion； and localization of culture， which means that management and operation should be full accordance with local laws， regulations and cultural customs.

Wang Lianxi had a survey once and surprisingly found that a rolling worker in the steelworks could produce the cold-rolled sheets which were only 0.14mm thick with the devices from the 1970s. Such cold-rolled sheets are difficult to produce even with modern automatic devices.

“These employees are not the burden but the wealth of the company.” The deep understanding of Serbian employees has strengthened the confidence of Chinese teams and made them adhere to the principle of “l(fā)ocalization of employment” continuously. Today， the original 5，000 employees of the Hesteel Serbia have been resettled with no one laid off， and more than 300 new jobs have been added.

Zhao Kaixing， chief technical officer of the Hesteel Serbia， has a deep insight into the localization of interests. In the procurement of raw materials， the raw materials of steelworks are mainly purchased in Europe. Up to now， the funds invested in devices upgrading have reached USD 190 million.

At the suggestion of the Serbian staffs， the Serbian magazine is launched in the Hesteel Serbia to introduce technological transformation projects， publish the stories about staffs and articles reflecting Chinese culture， which are rich in content and popular with the staffs. During the holiday season， the Hesteel Serbia also organizes various interactive activities and competitions， distribute gifts to employees’ children， creating a strong atmosphere of “Chinese and Serbians seeming like a family”.

“The company’s act of paying attention to our daily life encourages us to work harder.” Weisna is a warehouse keeper in the Hesteel Serbia. Her daughter has won a chance to study in China in the Chinese language competition organized by school. To her surprise， her daughter’s trip to China is funded by the Hesteel Serbia， which has made Weisna so excited until now.

With the arrival of HBIS Group， positive changes have taken place in the entire city of Smederevo.

While promoting the rapid development of enterprise， the Hesteel Serbia also consciously assumes its due social responsibility. Over the past three years， the company has invested more than USD 1 million in local road construction， village water supply， consolation for children of military martyrs， donation and other fields， which has demonstrated the good image of China， Hebei and HBIS Group in the international community.

“With local infrastructure improved and people’s consumption capacity increased， children’s education， health care and family tourism can be planed. Life is better and the city is more dynamic，” said Spiegel Boyang， an employee of the Hesteel Serbia.