On the occasion of the victory of the party’s 17th National Congress, Hu Maoyuan, president of the China Association of Automobile Manufacturers and chairman of the SAIC Motor Corporation, the largest selling automobile company in China, stated that the automobile industry in China should adhere to the scientific concept of development. We will earnestly fulfill our corporate social responsibilities, realize the harmonious development of our company and society, and take the lead in the entire society to shoulder this historical responsibility.
Representative Hu Maoyuan told reporters that he had the privilege of participating in the 16th Party Congress. After the meeting, the company formulated three strategic goals around the development direction proposed by the 16th National Congress of the Communist Party of China. In the past five years, the Shanghai automobile industry has developed rapidly. This year, the Group produced more than 1.5 million vehicles, entered the world's top 500 for the third time, and the production and sales of self-owned brand “Roewe†boomed. The three strategic goals formulated five years ago have been completed. This is a gift from the Shanghai Automotive Industry to the 17th Party Congress. Subsequently, he received an exclusive interview with the People's Daily reporter on topics such as corporate independent innovation, energy saving and emission reduction, new energy vehicles, reorganization and merger, and enhancement of international competitiveness.
Question: Does SAIC have any further ideas and measures in improving independent innovation capabilities and building independent brands?
A: Independent innovation is the driving force for the sustainable development of the automotive industry. We have made long-term plans for the development of independent brands. We will fully integrate global resources and enhance the internal strength of our own brands by continuously improving the level of technological research and development. The general idea of ​​SAIC's development of independent brands is to focus on the long-term, starting from a higher starting point, and by integrating international and domestic competitive resources and taking a differentiated competitive route, focusing on cultivating the intrinsic genes with long-term competitiveness of independent brands in the initial stage. Sustainable differentiated competitive advantage. We realize that the key to engaging in independent innovation and establishing independent brands is to make breakthroughs in the weak links of product R&D, truly grasp the high end of the automotive industry value chain, master core competencies, and establish technologies and management systems that promote sustainable development.
One of our major initiatives is to gather strength to build Shanghai Automotive Technology Center and strive to create a bridgehead that breaks through the bottleneck of product development. The Shanghai Automotive Technology Center was established on the basis of the former SAIC Engineering Institute. Its mission is to develop a series of products of its own brand Roewe based on the original British Rover model platform and continuously enhance its product R&D capabilities. We have gathered all aspects of R&D and management talents in a short period of time, including recruiting experienced R&D personnel from overseas to work in key positions, thereby strengthening our organization and human resources.
At the same time, we also made plans for the long-term development of the Shanghai Automotive Technology Center. In December 2005, we laid the foundation stone for the new technology center in the Shanghai International Automobile City R&D area in Jiading District. The first phase of the new base covers an area of ​​about 250,000 square meters. It will be completed in mid-2008 with a total of 1800 R&D personnel, and will be equipped with various hardware and software facilities for R&D and prototype testing.
On this basis, we will build a SAIC R&D system that integrates China, Britain and South Korea, integrate R&D resources, and target both domestic and foreign markets. Before the production of Roewe 750, the first model of its own brand, we recruited former British Rover engineers and set up R&D sites in the UK to ensure that the new models are put into production on the basis of high-quality plans and launched the first shot of their own brands. At the other end of the world, Ssangyong Motor Co., Ltd., through its earlier technical cooperation with Daimler-Benz, has inherited a good technical tradition, especially in the research and development of SUVs, and has a total strength of more than 800 engineers and a complete whole. Car development capabilities.
Based on these circumstances, we have developed a strategy for the coordinated development of independent brands, namely sharing product platforms between our own brands, Roewe, and Ssangyong, South Korea, and integrating the R&D resources of China, UK and South Korea for joint development. This will not only greatly enhance the protection of technical forces, but also Collaborative sharing of resources also reduces costs, so that independent brands and Ssangyong products can enter the overseas market in the future. At present, we are improving the unified product development process, project specifications, and the corresponding IT infrastructure and database systems. Through product development projects, we will further strengthen the collaborative R&D system construction in China, Britain and South Korea.
Q: Energy conservation and emission reduction is one of the important measures to implement the scientific development concept and build a socialist harmonious society. As a leading company in the domestic automotive industry, what are the ideas and measures of SAIC in respect of energy saving and emission reduction?
A: The general idea of ​​SAIC in energy conservation and emission reduction work is to take a conservation-oriented development path, form a conservation-type growth mode, achieve sustainable development, continue to consolidate and maintain the leading position in Shanghai's advanced manufacturing industry, adhere to independent innovation, and increase scientific research efforts. Develop new energy vehicles and environmental protection and energy-saving products.
For this purpose, SAIC will actively carry out international benchmarking and implement energy conservation and consumption reduction. Specific measures include the following: First, through inter-government cooperation and international exchanges, seeking for best practices in energy conservation, emission reduction and recycling economy, combined with SAIC Motor's development plan, Develop planning goals and implementation plans. The second is to increase the intensity of planning and management, and implement the energy conservation work of new, modified, and expanded projects from the source. The third is to strengthen follow-up assessment and implement planning goals. For the key energy-using units under the Group, the target for energy consumption reduction was included in the assessment indicators for operators, and the energy-saving work of vehicle manufacturers and thermal processing enterprises was highlighted. Fourth, improve the management system and improve network management. Decompose the energy-saving target layers into the workshops and teams to ensure the realization of energy-saving goals. The fifth is to explore management innovation and promote energy-saving technologies.
At the same time, we will actively develop parts remanufacturing and automotive recycling, and develop a recycling economy. Specific measures include the following: First, we will focus on the development of circular economy, focusing on the remanufacturing of auto parts such as engines, transmissions, motors, and air conditioning compressors. New jobs. The second is to earnestly implement the “Recycling and Utilization Technology Policy for Automobile Productsâ€, start from the source of design, formulate specific goals, and promote the recyclability of automotive products. Since 2008, SAIC's vehicle companies or sales companies have started to register and record the recyclability of vehicles. The recyclability of passenger cars produced in 2010 (excluding light passengers) will reach 80%, and the re-use rate of materials will not be lower than 75%. The recyclability of commercial vehicles (including light passengers) should reach 85%, and the reutilization rate of materials should not be less than 80%. The third is to address the gaps in the dismantling and scrapping of end-of-life vehicles by domestic automakers, integrate the Group's effective resources, find suitable partners, and enter relevant business areas.
In addition, we also need to integrate global resources and conduct comprehensive innovations to develop energy-saving and environmentally friendly vehicles. Specific measures include the following: First, carry out the cooperation of integrated vehicle development, make full use of the accumulated technical and management experience of more than 20 years of joint ventures, integrate various domestic and international advantageous resources, and proceed from a higher starting point to develop new energy vehicles and energy-saving and environmentally friendly vehicles. , And through independent innovation, simultaneous construction of follow-up independent development capabilities, training domestic cooperation team. The second is to promote the three technical lines of fuel cell, hybrid power and DME alternative energy. Set up a pilot base for new energy buses to achieve the first breakthrough of new energy in the field of buses. The synergies between hybrid power and fuel cells will be brought into play, focusing on the three core technologies of drive motors, power batteries, and multi-energy powertrain control. We will continue to strengthen strategic cooperation with Jiaotong University, Tongji, and the Chinese Academy of Sciences, carry out joint research and development of localized components and proprietary technologies, and resolve key component technology sources. The third is to improve the existing gasoline engine technology, continuously improve fuel economy and reduce emission levels. Actively explore the application and development of new technologies such as diesel engines. Carry out extensive cooperation to promote the application of new materials and new processes simultaneously, and improve fuel economy through light weight.
In accordance with the requirements of the “four lead†proposed by the central government to Shanghai, SAIC has determined the total goal of energy consumption per unit of ten thousand yuan at the end of the “Eleventh Five-Year Plan†by 35% compared to the end of the “10th Five-Year Plan†period.
Q: In order to deal with energy shortages and environmental pollution problems around the world, most auto companies are actively researching and developing new energy vehicles and seizing the future of technology. What are the progresses and plans for SAIC to develop new energy vehicles?
A: SAIC is aiming at the world's automotive industry technology development line, focusing on the overall situation of serving the national energy strategy, actively researching and developing energy-saving vehicles, and establishing “accelerating the industrialization of hybrid vehicles, actively exploring the commercialization of alternative fuel vehicles, and promoting fuel cell vehicle technology "Development and demonstration operation" of the new energy vehicle development technology route, has now developed eight new energy function prototypes (Shanghai brand fuel cell vehicles, hybrid vehicles; hybrid power, fuel cells, dimethyl ether and other different technical routes; Leading fuel cell vehicles; SGM18 hybrid vehicles; hybrid buses; fuel cell buses; dimethyl ether buses; supercapacitors and buses) have achieved initial results in the development of new energy vehicles.
In the next few years, SAIC will focus on accelerating the industrialization of hybrid vehicles, promoting the commercialization of alternative fuel vehicles in a timely manner, promoting the development goals of new energy vehicles for R&D and demonstration of fuel cell vehicle technologies, and focusing on the advancement of new energy vehicles R&D. jobs. In addition, we have continuously upgraded the existing internal combustion engine technology to timely promote the dieselization of passenger cars and further reduce the energy consumption standards for automobiles.
In the implementation of the steps, we will adopt a combination of far and near approach, the recent acceleration of hybrid power industrialization, timely promotion of alternative fuel vehicles, long-term fuel cell direction, accelerate research and development and demonstration operations.
In terms of technological innovation, we will further strengthen cooperation with universities and key component suppliers, break through the research and development of key technologies for self-owned brand hybrid cars, and strive to reach 10,000-class production in 2010. In the research and development of fuel cell vehicle technology, we must make full use of the national 863 resources, jointly develop concepts and engineering prototypes with Tongji University, Tsinghua University, and various component suppliers. By 2010, commercial demonstration operation will reach a certain scale.
In terms of development, while accelerating the development of self-owned brand new energy vehicles, we must also actively play the role of a joint venture, and develop different types of new energy automotive products on the product platforms of Shanghai GM, Shanghai Volkswagen, Shanghai Shenwo and other joint ventures. It also paid attention to the synergy effect of self-owned brands and joint ventures in the development of vehicles and parts and components. While autonomously developing new energy vehicles, in conjunction with the needs of the Olympic Games and the World Expo, we will actively use both domestic and international resources. While making full use of domestic 863 resources, we will selectively absorb advanced foreign technologies and promote key technical capabilities through external cooperation to speed up the development of Core competitiveness of enterprises.
In addition, SAIC carried out careful preparations around the two major events of the Beijing Olympic Games and the Shanghai World Expo. Shanghai Volkswagen plans to cooperate with Tongji University to manufacture 20 "Lei Yu" fuel cell cars for the 2008 Beijing Olympic Games. According to the "public transportation zero emission" transportation plan determined by the 2010 Shanghai World Expo, SAIC, as a global partner of the Shanghai World Expo, will be responsible for all new energy vehicles - including fuel cell buses, super capacitor buses, and electric hybrid buses. Development tasks for vehicles such as fuel cell cars. In the next stage, SAIC will concentrate its efforts on technological research and train a dedicated engineering team to ensure the demonstration of new energy vehicles during the Olympic Games and the World Expo.
Q: Could you brief us on some specific practices and achievements of SAIC Motor’s “going global†participation in mergers and acquisitions at home and abroad in the past five years?
A: For enterprises, through reorganization and merger, the size of the company can be quickly expanded and the cost of the company's production capacity can be reduced. Through the coordinated development after the reorganization, the company's core competitiveness can be enhanced. For the country, mergers and reorganizations can avoid repeated investment and construction, and can avoid the situation where the auto industry is too fragmented, production capacity is idle, and overall competitiveness is not strong.
In the past few years, SAIC has actively used the opportunities of mergers and reorganizations of the domestic auto industry to invigorate its stock resources, accelerate industrial integration and nationwide distribution, and realize the layout of its manufacturing base out of Shanghai. Through a series of domestic mergers and reorganizations, SAIC Motor has gradually improved the entire vehicle spectrum of passenger vehicles, mini-vehicles, heavy-duty trucks, construction machinery and other full-series and multi-category models, further increasing production capacity. At present, SAIC Motor has a total annual production of 1.5 million vehicles. More than 50% of production and sales are contributed by manufacturing bases outside Shanghai. SAIC's “going out†has further driven the development of local economies in other provinces and cities. Our manufacturing bases in other provinces and cities have not only created a substantial GDP for the local area, but also provided a large number of jobs, and also stimulated local auto parts and sales services. And related industries such as joint development.
Focusing on the pattern of world economic integration, SAIC has also been actively exploring the global layout of capital management operations abroad and R&D bases overseas and continuously improving its own international operating capabilities. In recent years, SAIC has also carried out a lot of work in going abroad to participate in overseas mergers and acquisitions. First, in 2002, SAIC invested in the acquisition of a 10% stake in GM Daewoo, integrating itself into the international market from many aspects such as capital, products, and human resources, creating a precedent for state-owned auto groups to invest in foreign automakers. Secondly, it established five overseas companies in Detroit, Hamburg, Hong Kong, Tokyo, Seoul and other cities, and gradually built overseas companies into the main channels for overseas mergers and acquisitions, investment and financing of the Group, local regional operating centers, and overseas information distribution centers. , overseas personnel training base. Thirdly, South Korea Ssangyong Automobile Co., Ltd. was successively controlled and the SAIC British Technology Center was established. By integrating the world's resources, a coordinated global development system for China, Great Britain and South Korea was initially established, and SAIC Motor developed its own branded products and created “Roeweâ€. The high-end brand image has laid a solid foundation.
Q: As an auto company, how does SAIC perform its corporate social responsibility?
A: As we all know, automobiles not only bring convenience to people's travel, but also cause social problems such as energy shortage and environmental pollution. As an automobile company, SAIC has been actively fulfilling its corporate social responsibilities and is committed to working with all sectors of society to create a Green, healthy and beautiful environment realizes the harmonious development of enterprises and society.
For auto companies, energy saving is an unshirkable responsibility. SAIC's “Eleventh Five-Year†industrial energy-saving and consumption-reducing goal is to achieve a reduction of 35% in industrial energy consumption per million yuan in 2010 compared with 2005. In order to achieve this goal, SAIC's affiliated companies started from the four aspects of saving coal, saving electricity, saving energy, and saving water, and actively controlled energy consumption. For example, Shanghai Volkswagen, a joint venture of passenger cars, has achieved a total energy consumption reduction of 23.9% from the previous year in 2006. Shanghai Volkswagen also carried out water balance work, and the output of cars has doubled in eight years, but the total amount of water collected It basically remains unchanged. Shanghai GM, another joint venture of ours, proposed the overall goal of reducing energy consumption by 40% during the “Eleventh Five-Year Plan†period, and generally adopted energy-saving measures to reduce energy consumption in various workshops. In addition, in terms of products, companies also adopt new technologies to reduce fuel consumption.
In addition, environmental protection is also an important foundation for building a harmonious society and promoting sustainable social development. SAIC has always been committed to building green and sustainable development capabilities. It has strongly advocated and actively supported subordinate enterprises in adopting environmental protection technologies and launching environmentally friendly products with remarkable results. For example, as the earliest joint venture car company in China, Shanghai Volkswagen has formulated the company's environmental policy in the early days of its establishment. In December 1997, it passed the ISO14000 environmental management system certification and became the first domestic company to obtain ISO14000 green car factory. At present, Shanghai Volkswagen all types of vehicles are at least two years ahead of the time required by national laws and regulations to meet emission regulations. At the same time, environmental protection has been expanded to seal evaporation, electromagnetic interference, and interior odor emission, and it has become the first in the country. All companies that implement green products. Since its inception, Shanghai GM has placed great emphasis on the planning and implementation of environmental protection work. Through all-round efforts, the safety disposal rate of Shanghai GM's noise reduction control and solid waste management reaches 100%, and the pollutant discharge compliance rate reaches 100%. Recycling cycle rate reached the leading domestic level, the company's facilities once passed the environmental protection acceptance of the State Environmental Protection Administration, "three wastes" discharge has always been up to standard. In 2006, Shanghai GM was formally awarded the title of “National Environmental Friendly Enterprise†by the State Environmental Protection Administration and became the first company in the automotive industry to receive this honor.
At the same time, SAIC has also conducted long-term planning in the development of new energy vehicles. At present, SAIC Motor has already achieved a lot of achievements in alternative energy vehicles, hybrid vehicles, and hydrogen fuel cell vehicles. By 2010, SAIC will commercialize hybrid car products. SAIC's own brand and joint venture hybrid vehicle will form 10,000-class production capacity and realize industrialization. At the same time, it will combine the Olympic Games and the Expo to promote fuel cell vehicles. Key technology research and development and market cultivation process, development and formation of core technology development capabilities; actively explore the commercialization of alternative fuel vehicles, promote the technology maturity and demonstration operation of DME buses, and choose the right time to achieve industrialization of DME city bus.
Q: As Chairman of the China Association of Automobile Manufacturers and Chairman of SAIC, what do you think about the overcapacity in the industry? By promoting cooperation and reorganization within the industry, can it effectively improve the utilization rate of production and promote the healthy development of the industry?
A: Overcapacity in the automotive industry is a relatively common phenomenon. This aspect is an inevitable result of market competition. In order to avoid losing market opportunities, the capacity planning of automotive companies is generally well ahead of market demand; on the other hand, it also reveals some In the process of development, enterprises take up too much resources and energy consumption, their overall competitiveness is not strong, and products cannot sustainably develop, which is contrary to the various shortcomings of scientific development. Therefore, auto companies should break geographical boundaries, abandon their predecessors, accelerate their cooperation and reorganization, and work together for the healthy development of the Chinese auto industry.
The cooperative development of products by enterprises in the form of joint ventures and reorganizations is currently the mainstream form of development in the international automobile society. M & A and cooperation among domestic auto companies can effectively revitalize existing assets, increase capacity utilization, and achieve sustainable and healthy development. Take the above steam as an example. In the past few years, SAIC has actively participated in the restructuring of China's auto industry and achieved good economic and social benefits. For example: In 2002, we reorganized Wuling, Guangxi Liuzhou, together with General Motors, and established a joint venture with SAIC-GM-Wuling to create a precedent for China-foreign cooperation. At present, SAIC-GM-Wuling has grown to become the largest domestic vehicle manufacturer and domestic micro-vehicle market leader. In 2004, we completed the asset restructuring of Yantai Daewoo Engine and Shenyang Jinbei General Motors Co., Ltd. and established Shanghai respectively. GM Dongyue Powertrain and Shanghai GM Beisheng Automobile Co., Ltd.; in 2007, SAIC and Iveco jointly reorganized Chongqing Hongyan and established SAIC Iveco Hongyan Vehicles and Engines. In the first half of this year, sales of commercial vehicles increased by 97% year-on-year. In the process of “going out†to participate in industry restructuring, SAIC has developed itself, and has also driven the development of local economies in other provinces and cities. Our manufacturing bases in other provinces and cities have not only created a substantial GDP for the local area, but also provided a large number of jobs. It also stimulated the linkage development of local auto parts, sales services and other related industries.
For Chinese auto companies, accelerating their ability to independently innovate and increase their international competitiveness is a historical mission that we shoulder. The cooperation and reorganization between enterprises can quickly realize the integration of resources and accelerate the building of independent capacity; at the same time, it can also help reduce the investment in fixed assets. Improve the efficiency of asset utilization; help optimize the allocation of corporate resources and gain synergies in R&D, procurement, production, sales, etc., thereby achieving a win-win situation.
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