中央企業(yè)是如何在“一帶一路”建設(shè)中成長的？

周麗莎

“一帶一路”倡議提出5年來，中央企業(yè)對外投資合作發(fā)展迅速，呈現(xiàn)出主體結(jié)構(gòu)更趨合理、區(qū)域范圍不斷拓展、涉足領(lǐng)域日趨多元、“走出去”模式日益深化等特點。

參與“一帶一路”建設(shè)，不僅加快了中央企業(yè)“走出去”的步伐，也使中央企業(yè)在國際化進程中穩(wěn)步成長、日益成熟。

5年來，中央企業(yè)積極參與“一帶一路”建設(shè)，按照市場化原則，充分發(fā)揮技術(shù)、管理和資金優(yōu)勢，與“一帶一路”沿線國家在基礎(chǔ)設(shè)施建設(shè)、能源資源開發(fā)、國際產(chǎn)能合作等重點領(lǐng)域開展合作，加深了對“合作共贏”的理解。

合作共贏，是與東道國利益共享，和全世界共同發(fā)展。為提升沿線國家互聯(lián)互通水平，中央企業(yè)參與了一批鐵路、公路、通信等重大基礎(chǔ)設(shè)施項目，，有力推動沿線國家的緊密聯(lián)系和協(xié)同發(fā)展;結(jié)合“一帶一路”沿線國家產(chǎn)業(yè)發(fā)展情況，中央企業(yè)加大投資力度，加強國際產(chǎn)能和裝備制造合作，多個工業(yè)、制造業(yè)項目在馬來西亞、老撾、印尼等國家成功落地，有效滿足了當?shù)亟?jīng)濟發(fā)展需求。

合作共贏，不僅體現(xiàn)為具體的建設(shè)項目，還體現(xiàn)在與當?shù)毓餐砷L。中央企業(yè)在對外投資合作過程中，運用專業(yè)優(yōu)勢積極回應(yīng)和解決當?shù)厣鐣狳c問題，實現(xiàn)與商業(yè)伙伴、當?shù)厣鐓^(qū)和區(qū)域經(jīng)濟的共同成長和發(fā)展。通過聘用當?shù)厝瞬?、尊重當?shù)匚幕?、與當?shù)亟?jīng)濟融合，使企業(yè)經(jīng)營深植于當?shù)厥袌?，實現(xiàn)雙贏乃至多方共贏。數(shù)據(jù)顯示，中央企業(yè)目前海外分支機構(gòu)38.4萬名員工中，85%是本地員工，不少企業(yè)員工本地化率達到90%以上。

合作共贏，履行好社會責任必不可少。中央企業(yè)“走出去”過程中，堅持做國際化經(jīng)營的優(yōu)秀企業(yè)，贏得所在國政府和人民、合作方和社會各界的認同和尊重。中央企業(yè)堅持誠信經(jīng)營，尊重所在國習俗，保證產(chǎn)品和服務(wù)質(zhì)量，維護當?shù)貑T工權(quán)益。積極參與社區(qū)建設(shè)，加強與所在國利益相關(guān)方和社會各方的溝通，努力以積極履行社會責任的實際行動，來培育和發(fā)展企業(yè)的軟實力。堅持尊重所在國的法律，尊重當?shù)刈诮绦叛龊惋L俗習慣，尊重利益相關(guān)方和消費者的權(quán)益，促進當?shù)禺a(chǎn)業(yè)鏈發(fā)展。積極參加當?shù)氐墓娲壬剖聵I(yè)，促進當?shù)亟?jīng)濟、環(huán)境、人文等多方面的發(fā)展。

回首5年，中央企業(yè)通過對外投資，補充了“一帶一路”沿線國家資金不足的問題，促進了當?shù)亟?jīng)濟發(fā)展。通過開展屬地化經(jīng)營，融入當?shù)厣鐣?，為東道國培養(yǎng)了大批人才，促進東道國產(chǎn)業(yè)升級和自主發(fā)展能力。通過能源資源合作，滿足了中國部分能源供給需求，同時也幫助了東道國提高資源附加值，將資源優(yōu)勢轉(zhuǎn)化為發(fā)展動力。通過基礎(chǔ)設(shè)施建設(shè)合作，擴大了中國與有關(guān)國家的利益交匯，改善了當?shù)氐耐顿Y和生活環(huán)境。在這一過程中，越來越多的中央企業(yè)加深了對國際化經(jīng)營的理解，提高了國際化經(jīng)營的能力，正穩(wěn)步向世界一流企業(yè)邁進。

Since the Belt and Road Initiative was?proposed five years ago， overseas?investment made by China's centrally-administered state -owned enterprises （centralSOEs） have witnessed a rapid increase， reflecting their?more reasonable structure， expanding regional?scope， increasingly diversified fields and deepening?"going global" model.

By taking part in the Belt and Road Initiative，?central SOEs have not only speeded up their-pace?in "going global"， but also grown up steadily?the process.

In the past five years， in order to play a positive?role in the Belt and Road Initiative，?central SOEs have stuck to the market-oriented?principle， and given full play to their strengths in technology， management and capital. By doing?so， they have launched cooperation with countries?along the Belt and Road in infrastructure， energy resources?exploitation， global cooperation on production?capacity and other key fields， and also enhanced?their understanding of the concept of"win-win cooperation" in the process of overseascooperation.

Win-win cooperation is forged to share interests?with host countries and common development?with the world. To improve the connectivity?among countries along the Belt and?Road， central SOEs have taken part inan array of major infrastructure projects likerailways， highways and telecommunication，?giving a strong boost to the close connection and?collaborative development among countries along?the Belt and Road. In the meantime， in light?of industrial development of countries along theBelt and Road， they have strengthened global cooperation?on production capacity and equipment manufacturing?by increasing investment. At the moment， a slew of industrial and manufacturing projects?have been successfully launched inMalaysia， L aos， Indonesia and other countries，?effectively meeting the demands of local economic advancement.

Win-win cooperation is embodied not online?the implementation of construction projects but?also in the course of shared growths withhost countries. In the course of investment and?cooperation with foreign countries， centralSOEs， by leveraging their expertise， have actively?responded to and resolved local issues of?public concern， in hope of achieving common?economic growths with business partners， local communities?and regions. Central SOEs are also committed?to making their businesses deeply?rooted in local markets and creating a win-win?and even a multi-win scenario. To this end，?they hire local talents， respect local cultures and?integrate their growths with local economic growth. According to the data， about 85% of?the employees at the central SOEs' overseasbranches are hired locally， and in many of these enterprises， local employees take up 90% or?above.

Win-win cooperation is an indispensable part?of fulfilling?social responsibility. When"going global"， central SOEs have been training?their sights on good corporate citizens engaged in?international operation. With these efforts，?they have won the recognition and respect of?local governments， peoples， partners and all walks of life. Specifically， they have adhered to?integrity- based operation， respected local customs， ensured product and service quality and?safeguarded local staff's interests and benefits. They have taken active part in the construction?of local communities， enhanced the communication?with local stakeholders and other parties?concerned and endeavored to perform their?social responsibilities， thereby fostering and reinforcing?their soft power. They have respected the?laws of the host countries and local religious beliefs?and customs， valued the interests and?benefits of stakeholders and customers， and boosted?the improvement of local industrial chains. In addition， they have also proactively?participated in local public welfare causes and?helped local regions develop their economy，?environment， culture and other fields.

Looking back on the past five years， centralSOEs have increased their investment abroad and?assisted countries along the Belt and Road?to fill the funding gap， promoting the economic development?of these countries. The companies，?by launching localized operation and integrating themselves?into local communities， have cultivated?numerous talents for host countries，?and also lifted these countries' capacities?of industrial upgrading and independent development. The firms have on one hand satisfied?the demand for energy consumption in?some regions of China through energy cooperation， and on the other hand， helped host?countries increase the added value of their resources?and transform resource advantage into?the driving force of their development. Inanition， in the infrastructure cooperation with countries?along the Belt and Road， they have expanded?the convergence of interests between?China and countries concerned and also helped refresh?local investment and living environments of?these economies. In the course of promoting the?Belt and Road Initiative， a growing number of central?SOEs have deepened their understanding of intonational?operation and also boosted their ability?of international operation， steadily moving forward?to the world- class enterprises.