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人称“红筹大班”的中国海外集团副董事长兼总经理孙文杰,1981年踏足香港,在“新界”参加修建引东江水工程,从睡工棚、啃面包的地盘工程师做起,一项项工程圆满完成,一个个台阶迈上来,1985年,被正式任命为香港中国海外建筑公司的第三任总经理。 这一年,公司还清了1979年来港时国家给予的全部创业贷款。自那时起,迄今11个年头,他们完全运用社会上的资金,在香港建立起一个拥有150多亿港元资产的集团,成为国有资产在海外增值最高、国有企业在海外经营非常好的一个典范,孙文杰本人亦获选为香港中资企业的唯一全国劳动模范。 在商言商获成功 一个国有企业的老板,完全运用香港的市场规则,在短短11年间,竟取得如
Sun Wenjie, vice chairman and general manager of Overseas Chinese Group, who is known as the “Red Tale Big Group,” set foot in Hong Kong in 1981 to participate in the construction of the diversion project in the “New Territories”. From the sleeping shed and site engineer who bakers, a project Successfully completed, one step up the stage, in 1985, was officially appointed Hong Kong China Overseas Construction Company’s third general manager. In the same year, the company paid off all the entrepreneurial loans granted by the state when it came to Hong Kong in 1979. For the 11 years since then, they have fully used social funds to establish a group in Hong Kong with a total assets of more than $ 15 billion. They have become a model for maximizing the value added of state-owned assets abroad and the state-owned enterprises operating overseas very well , Sun Wenjie himself was also chosen as the only national model worker for Chinese-funded enterprises in Hong Kong. The successful bidder of a state-owned enterprise in the commercial speech fully utilizes the market rules of Hong Kong. In just 11 years,