通用汽車口譯

1、Good morning, everybody, it s great to be here and I thank the organizers for invitingGeneral Motors to participate in this important conference.Over the years, the APEC CEO Summit has developed into a crucial forum for dialogue and action on issues that cut across not only theP acific Rim but all c

2、ountries. This morning s topic, Global Corporate Social Responsibility, is an example iosfs aune that truly does cut across all borders.The world we live in today truly is a global village. It as s mall world, and all companies are under am icroscope.To set the stage for our panel discussion, I woul

3、d like to offer just a few observations and comments based on General Motors broad global footprint and our long history as a corporate citizen of many different countries.Let me say first that it especially sa ppropriate that we are discussing these issues here in China. China has opened its econom

4、y faster and more broadly than most observers would have imagined. Yet that opening also highlights many of the well-publicized fears of foreign investment, market integration and globalization. The critics express fear, fear that the process of globalization and the global corporation involved in i

5、t may undermine national authority, local culture and the national environment.Speaking from my own experience and that of General Motors, a company that has done business around the world for nearly a hundred years and now has operations in around 200 countries, I believe these concerns are misplac

6、ed. The data show that global corporations play a positive role in improving income and working conditions, in caring for the environment, in improving education and in raising living standards ingeneral. That role starts, of course, with the business itself. Companies make the invaluable social con

7、tribution of generating jobs, transferring managerial and technological know-how, providing training, and generating tax revenues for governments. Those things are the essentials of any countries and any communities own well-being and progress.However, my own view is that successful companies have a

8、n obligation to do more than而不僅限于 the basic contributions generated by their own business activity. A commitment to paying a fair days pay for a fair idsa ryeally only thse w sotrakrtingpoint. Beyond that is a commitment to an employee health and safety. In the case of General Motors, we have adopte

9、d the same health safety standards for every plant we operate no matter where its located. And these standards exceed all local requiremeWe are the industry leader in health and safety in the United States and around the world. In the environmental area, we also apply best practices in all plants ar

10、ound the world. We do these because it wsh at our own core values lead us to do. Our core values define what we want to achieve and what we want to stand for as a company. They are not only our roadmap for corporate social responsibility. They are the drivers of all our decisions and activities in a

11、ll countries. They are in essenceo ur code of conduct. So I d like to take a moment to describe them to you briefly.Our first core value is customer enthusiasm. We will dedicate ourselves to products and services that create enthusiastic customersN. o one will be second guessed （再三懷疑 ） for doing the

12、 right things for the customers.them and then raise theSecond is continuous improvement. We will set ambitious goals, stretch to meet again and again. We believe that everything can be done better, faster and more effectively in a learning environment.Third is integrity. We will stand for honesty an

13、d trust in everything we do.W e will say what we believe and do what we say.Fourth is teamwork. We will win by thinking and acting together as one General Motors team, focused on global leadership. Our strengths are our highly-skilled people and our diversity.Fifth is innovation. We will challenge c

14、onventional thinking , explore new technology and implement new ideas, regardless of their source, faster than the competition.Sixth is individual respect and responsibility. We will be respectful of the individuals we work with, and we will take personal responsibility for our actions and for the r

15、esults of our work.Every single GM employee around the globe is aware of these six core values.Here in China, we have conducted employee workshops and training sessions around them, using them tob roaden employees understanding and vision of leadership, responsibility and accountability. And we are

16、not alone in defining values and using them to drive and measure behaviors. A recent U.S. business round table study shows that 30 major U.S. companies have similar codes of conduct. That s really no surprise. Those codes are whta define a company charas cterand set it apart from its competition. If

17、 you see yourself as an enterprise that wants to grow and wants to be respected, the kind of enterprise that any employee anywhere in the world will strive to be a part of, then, your core values will reflect that. And they will lead you to run your business in a manner that goes far beyond what the

18、 critics of globalization often seem to perceive asnarrow and short-term self-interest.Now returning to General Motors, our activity here in China is a good example of how core values transform words into deeds.A ctually, we are not newcomers to China. The original GM China was established in 1929,

19、with offices right here in Shanghai. Like so many other companies, we closed our operations in China during WW . When China began opening its economy in more recent year特s( 別是近幾年 ), we were very eager to re-enter the market. Today, China is the world s fastest growing ecoand it s potentially the wor

20、lds largest vehicle market.Let me give you an idea of the magnitude of that potential. China has a population of around 1.3 billion people. Not all of them can afford to own a car, of course, but we know that a huge number of them are already near that point.Per capita GDP in China scoastal region,

21、an area with about 400 million people, is virtually the same as that in most of the central European countries in terms of purchasing power.By way of illustration , let task e a look at Poland, a nation of only 40 million people. Poland had a total car market of abotu 500,000 units last year, compar

22、ed too nly about 650,000 in all of China. So you can see the potential growth in China is huge. A lot needs to be done in developing the infrastructure to support growth, in terms of roads, in terms of the sales and distribution (that work) and , also in terms of financing. However, progresses have

23、already been made, and with China s entry inthe WTO, I believe that this progress will accelerate at a rapid pace. With that kind of potential, all of the major players in the auto industry today would love to have a solid presence here.T he companies that automatically win, though, will be the ones

24、 whose core values lead them to the kind of commitment and innovation that will win thehearts and minds of these future customers.Let me give a quick overview of our activities in China today. We have around 3,900 employees, and out of that figure, about 3,800 of them or 97% are Chinese citizens. Th

25、e presence of expatriates in many key jobs is typical for young operation, and we are expected the number ofe xpats in our China operation will decline from the current level of around 100 to about 50 within a relatively short time. Longer term, given our experiences in other countries, I will expec

26、t us to operate with just a handful of expatriates. Our workforce here is highly-educated,w ell-trained and very eager to do more. We also expect many local employees to move up to higher positions not only within GM China but in other operations around the globe.Just last week, I had the pleasure o

27、f meeting with several Chinese nationals, many of whom have worked at GM China and are now working at our headquarters and vehicle operations in the Detroit area. They are a most impressive group. Here in Shanghai, we have a 50-50 joint venture called Shanghai GM, SGM, we call it for short. Its acti

28、vities range from sheet metal stamping to engine and transmission manufacturing, as well as vehicle assembly, marketing and administration. Total investment is about US $1.5 b. Products manufactured at SGM include our family of 4 midsize sedans, based on the Buick Regal別克君威 and Century 別克世紀 built in

29、 the U.S., / the Buick GL8 executive wagon 別克 GL8 陸尊 /路尊 /陸上公務艙 also based on the van built in the U.S., and Buick Excelle 別克凱越 ,車 based on the Opel Corsa歐寶可賽 , originally designed and built in Europe.class. All of these vehicles- 5 -The sale of China first cso mpact car intended specifically for th

30、e growing middle pecific driving conditions, regulations, andcustomer desires here in China, tailored to our Pan Asia Technical Automotive Center （泛亞汽車技術中心有限公司 ）, or PATAC joint venture. And I have more to say about PATAC in a moment.The Shanghai Manufacturing and Assembly Complex is the most advanc

31、ed in allof China. It uses state-of-the-art processes in the areas of lexible tooling, for example, advanced pollution control equipment and procedures, including emissions and waste water treatment technology. It also incorporates some of the industrymoss tWe also have a 50-50 truck manufacturing j

32、oint venture in the city of Shenyang, which we call Jin Bei GM （ 沈陽金杯通用汽車 ）. This plant represents an investment of U.S $ 230 m, and it, too, incorporates state-of-the-art manufacturing processes, and pollution control equipment and procedures. It began building the Chevrolet Blazer （雪 佛蘭開拓者 ）, whic

33、h is a SUV , sport utility vehicle, just this past spring . And later this year, it s going to start building the Chevrolet S10 Crew -Cupa bt rpuick （雪佛蘭S10雙排座皮卡 ）.In corporation with our Chinese partner in SGM, we established the Pan Asia Technical Automotive Center in 1997. This is a $ 50 m invest

34、ment that providesautomotive engineering services for its parent companies and other automotive companies not only in China but throughout the Asia Pacific region. The services it provides include design, development testing andv alidation of components in vehicles. Finally, our GMAC financial servi

35、ces subsidiary（ 通用汽車金融服務公司 ） has established an office here in China, and is poised a major role in vehicle financing following China s entry into the World Trade Organization. Last year, our total vehicle sales in China were slightly more than 30,000 units and we expect to sell more than double tha

36、t number this year.We are also now eagerly awaiting all the necessary governme natpprovals to begin operating another new joint venture with Wuling Automotive （上汽通用五菱汽車股份 有限公司 ） which builds and sells many vans and many trucks in China.S o, I think you get the idea we are a major player in China s g

37、rowing automotive market. We ve alsestablished several partnerships and initiative isn China that create benefit beyond those of our direct business. For example, we have been an active partner with the Chinese government in addressing current and emerging environmental challenges.This includes a jo

38、int research project with the Chinese and the U.S. environmental protection agencies, to sample air quality and to determine primary sources of pollution.In this vein , we have taken a lead role in advocating the benefits and the use of unleaded fuel in China. Wevea lso partnered with the Chinese re

39、gulatory and safety community on researching development of safety and health standards to ensure that the best available technologyi s used.And we sponsor more a dozen study tours to the U.S. by Chinese government officials on matters of health, safety and the environmentS. ite visit/field visitOur

40、 commitment to education begins with our own employees. GM China employees, like other GM employees around the globe, have many training and education opportunities beyond the scope of their job, including many of the same courses available in the U.S.Employees at our vehicle joint venture here in C

41、hina received 170,000 hours of training last year alone. At a broader level, weve signed a science research cooperatioagreement with the Natural Science Foundation of China 國（ 家自然科學基金委員會 ）. Under this agreement, we will donate $ 1 m over a five-year period for joint research and development projects

42、 on safety, the environment and health. The agreement will also ensure that deserving scientists in China are honored for the work. This is all in addition to around $ 4 m that GM has committed to research development in engineering within a number of outstanding Chinese universities over the past f

43、ew years. We vea lso joined with other companies in China and with APEC to develop world-class customs processes and to train customs officials here in Shanghai. This is, of course, part of APEC zone Shanghai Model Port Project （APEC上海示范通關點項 目） whose lessons will be shared throughout the APEC commun

44、ity. Finally, weve developed customized training in management development programs for our joint venture partners as well as our own employees in China. Again, all of these activities and commitments are driven by our own core values. Those values define what we want to achieve and what we want to

45、stand for in China and everywhere that we do business.G M is also proud to play a key role in drafting The Global Sullivan Principles （全球蘇利文原則 ）. These principles serve as a guidefo r companies of all sizes all over the globe, particularly in developing countries. The focus is respect for employees

46、as well as health, safety and dignity.By endorsing them, companies become a model for other companies in each country to follow. The original Sullivan principles were established in 1977 to define and measure corporate conduct in South Africa. At that time, the Reverend LeonSullivan (Rev. Leon Sulli

47、van, a West Virginia native, was an African American Preacher, social activist, and educator responsible for leading international efforts to promote nonviolent social and economic change.), their creator was serving on GM sboard of directors. In 1999, I had the privilege of introducing The Global Sullivan Principles and the Rev. Leon Sullivan at the UN. We vee ndorsed these principles because, like our own core values, they are not only the right thing to do but they also make good business sense. Companies that demonstrate their commitment to such princ