In November 2009, Eaton Corporation, a diversified industrial product manufacturer, announced the appointment of Curt Hutchins as President of the Asia Pacific region. His predecessor, James W. McGill, was named Executive Vice President of Human Resources. . He directly reports to Craig Arnold, Eaton’s deputy chairman and chief operating officer of Industrial Group, and is based in Shanghai.
For the new boss who took office four months ago, the first impression made by the staff in China was that he loved the meeting. On the first day of his arrival in China as the president of the Asia Pacific region, He Qinhong called a meeting for different department heads. After that, "every time spent in a meeting." Such a conference is not formalism. Each time the conference ends, He Qinhong will record a lot of important information because he needs to integrate into the new working environment as soon as possible.
He Qinhong joined Eaton in 2003 as general manager of the heavy-duty transmission department. In 2004, he was appointed vice president and general manager of the clutch division. In 2007, he became president of the heavy-duty transmission business. Prior to joining Eaton, Ho Chin Hung was Vice President of Operations at Jie Bi Company. He also served at Parker Hannibal and Textron Corporation. He received a bachelor's degree in electrical engineering from Lawrence Technical University in Michigan and a master's degree in business administration from the University of Notre Dame.
“In the heavy-duty transmission business for more than two years, He Qinhong has handled a variety of market conditions and successfully responded to the delivery requirements under the hot market demand and the challenges brought by the current economic environment.†Eaton Corporation Chairman and CEO Alexander M. Cutler said in an interview with reporters in 2009 that he believes that the rich experience of He Qinhong will help Eaton continue to realize the grand growth plan in the important Asia-Pacific market based on the success it has achieved. .
Now He Qinhong is running at various business bases. He said to the reporter: "Although I am busy, I enjoy this process."
In fact, He Qinhong is no stranger to China. He came to China for the first time in 1995 and has accumulated 25 times since. He is a man who knows how to be grateful. He said that his idols are people who once helped him. His greatest preference is listening, "I listen to it anytime, anywhere."
This is He Qinhong's first interview with the Chinese media. Compared with listening, the interview made him a bit nervous. Before the interview started, he repeatedly communicated with the secretary about what to say next. After an hour, the reporter only met him.
"Successful business managers must first be good at listening"
Reporter: You have been involved in Eaton for more than 6 years. Where did Eaton attract you most during the 6 years?
He Qinhong: There are three main aspects that attract me. The first is that Eaton has a very strong business foundation, has a proper business philosophy, and is highly focused on talent. Second, Eaton has an environment to learn and develop its own management capabilities, because Eaton’s leadership is very powerful and experienced, which is a very good leadership environment. Third, while Eaton has a lot of cutting-edge technology, it is also promoting the continuous progress of technology and pursuing higher service quality.
Reporter: This also means that the pressure of being a manager of such a company will be greater. What do you think are the necessary qualities?
He Qinhong: The first is to be good at listening and collecting different information through various channels. The second is to really pay attention to every member of your team and focus on talent. If they can succeed, the company's overall business can succeed. This is also a goal of Eaton Corporation. Eaton has done a very good job in this area. We believe that talent is the core and fundamental of business. This means that as a leader, you need to devote a lot of personal time and personal relationships to everyone in your team. To add, it is also necessary to help teams establish a short-term and long-term strategy, especially long-term strategy, which should be a systematic and sustainable strategy. Also, as a leader, you should be able to share your previous work experience with your team to help your current team work better. As far as I am concerned, I have had some experience in the aerospace industry, consumer goods industry, and commercial vehicle industry. All these are very helpful. I can share with the current team and benefit from it. In a nutshell, it is listening, helping everyone in the team, and sharing experiences.
Reporter: You and your predecessor, Mr. Ma Kaijie, seem to have some differences in management. He is a sales person and pays more attention to the sales business. What do you focus on?
He Qinhong: In the past few years, Ma has done a very good job and established a very good ability and platform for Eaton’s Asia Pacific region as a whole and laid a good foundation. When there are new leaders, they can always bring different experiences to the company. They will also have different opinions and may also discuss some opportunities that are different from the previous business. In the few months that I took office, I mainly listened, visited various places, and had a lot of meetings with different teams to try to understand the advantages of our business as a whole and globally. Ability, and which aspects need to be changed. Most of these are roughly the same as some of the work plans and methods previously identified by Ma.
So for myself, there may be a few concerns. First, we must have localized leadership in order to have localized talents, especially in terms of the succession and continuity of leaders. Because Eaton’s goal is to significantly improve its business level, to achieve this, we need more and better leaders, so this will be a focus of Eaton’s concern and the focus of investment. This is not only in China, but also in the entire Asia Pacific region.
When it comes to the succession and continuity of leaders, it is also necessary to establish a more systematic and continuous work flow and method. Eaton has good experience in this regard and is worth learning from. This core is the Eaton business system, and I also hope that I can use the Eaton business system and my work experience in the past six years to establish a superior business capability in the Asia Pacific region. This is the focus of my current stage.
Second, it is definitely necessary to further develop the business. There are two sources of business development. The first is endogenous growth, including the introduction of new products, new technologies, new solutions, and better customer service. At the same time, some mergers and acquisitions will be carried out, mainly to better complement current business capabilities and better improve the various products and services provided to customers.
Third, to support business growth, we must also establish a very good communication relationship with government departments, which is also very important in the development of business.
Reporter: In fact, after experiencing this financial crisis, many companies have slowed down the pace of mergers and acquisitions in China. Why did Eaton also consider mergers and acquisitions?
He Qinhong: Before the economic recession arrived, Eaton made several large-scale mergers and acquisitions. After the financial crisis, this pace has actually slowed down. We have devoted more energy to integrating these acquired companies into Eaton. In this process of integration, we did also carry out several strategic acquisitions, mainly to serve some of the well-established departments and some of Eaton's overall plans, and to make better use of some strategic decisions. Promote business development. On the other hand, the economic recovery has improved the convenience of M&A financing, which is also beneficial to our mergers and acquisitions.
"Cultivating Eaton’s capabilities in China Aerospace is my top priority."
Reporter: Many foreign companies now regard hybrid or green power as a huge opportunity for development in China. From what aspects will Eaton take advantage of these opportunities?
He Qinhong: Hybrid technology is the focus of Eaton's investment, and it is also the core of Eaton’s sustainable operations. We think this is a very good technology, not only can bring benefits to customers, there are very good environmental benefits. If you think about it, if a technology can reduce energy consumption by 20% or even 40%, what a significant proportion this is. Eaton’s hybrid technology is a leader in the world. What we need to do now is to demonstrate this technical strength and demonstrate to customers the benefits of these technologies.
In the next 10 years, you will see the continuous improvement of Eaton’s hybrid technology, which will be different in specific areas. This is a very bright technology. In addition to hybrid technology, Eaton has many related connected technologies, such as the technology for charging hybrid vehicles, how to interface with the grid. It can be said that in this respect Eaton is the only company that owns these technologies and can really integrate hybrid equipment and other basic equipment.
Reporter: Speaking of charging stations, the construction of these infrastructures involves many industry authorities in China. How does Eaton plan to strengthen cooperation with the Chinese government?
He Qinhong: In simple terms, it means eight characters, sharing information, and win-win cooperation. The Chinese government is now very concerned about the use of a sustainable way to improve technical facilities, which is very high with Eaton’s products. We mainly actively communicate with the Chinese government and share some information, including what kind of technical help Eaton can provide or contribute to sustainability. At the same time, we will also listen very carefully to the guidance of different government agencies and different regulatory agencies to understand how best we can achieve cooperation and develop products and methods for mutual win-win cooperation.
Reporter: I know that Eaton also has strong strength in the field of aerospace business. Boeing and Airbus all have cooperation with Eaton. It is said that China’s large aircraft company, Shang Fei, has now identified a list of some foreign suppliers. How much did Eaton finally end up in this piece of cake?
He Qinhong: Starting from 2009, Eaton and China Commercial Aircraft and AVIC are actively communicating. The list of all suppliers has not yet been fully announced. It is inconvenient for me to say which systems we have participated in and research and development, but I can say that our cooperation is still in progress. At present, the progress is very smooth.
Reporter: You have previously worked in the aerospace business and have a deep interest. Will the aerospace business become a priority for your next term?
He Qinhong: Indeed, the ability to cultivate Eaton’s aerospace business in China is a priority for my work, and it is of the highest priority. The pursuit of business development and technological advancement are the focus of attention in aerospace.
“We are more inclined to improve energy efficiency when we don’t think of ways to completely eliminate emissionsâ€
Reporter: At present, there are two views on energy saving and emission reduction. One view is that the most important thing in current climate response is to improve energy efficiency instead of reducing emissions. Another view is that the most important thing is to realize emission reduction in absolute terms. Do you also agree that improving energy efficiency is more important? why?
He Qinhong: In fact, these two aspects are inseparable. Just like wearing gloves on your hand, there is no way to separate. Global energy demand is rising every year, and it is expected to grow by 10% to 15% every year. If energy efficiency can be increased immediately, it will immediately reduce greenhouse gas emissions. On the other hand, if there are some very good ways to deal with emissions, the same problem can be solved from another aspect. However, the current situation is that the complete elimination of emissions may require a process that will not be realized immediately.
We think these two aspects should be equal. For example, in improving energy efficiency, it can be very helpful in the short term, such as Eaton’s UPS system, which can reduce energy consumption by 7 percentage points. At the same time, however, we are also looking for a long-term solution to completely solve the problem of emissions. These two aspects do not mean that you can choose one, and the other one will not do it.
Reporter: Many of Eaton’s green efforts are reflected in the emphasis on improving product energy efficiency, and most multinational companies’ views are also more important to improve energy efficiency at the current stage. After all, this will be more beneficial when marketing company products to governments and companies.
He Qinhong: Yes, in the short term, more attention is still focused on improving energy efficiency until we can find a solution and technology that can completely solve emissions. This technology may take 2 years, 5 years, 10 years or more. Study it out. So at present, the only real way to do this is to increase energy efficiency, which can bring immediate results to customers. It is also for this reason that most multinational companies are more focused on energy efficiency issues. However, this does not mean that the technology for improving energy efficiency is easier than the technology for reducing emissions, but the effect is more obvious. When we do not explicitly think of ways to completely eliminate emissions, we are more inclined to improve energy efficiency. At present, various companies are also conducting in-depth research on emission reduction. However, the problem is how effective it is. In the end, how quickly can this effect be achieved is not obvious at present.
Reporter: In 2010, what are your plans and goals for yourself and Eaton?
He Qinhong: For Eaton, our CEO is also constantly emphasizing that the Asia-Pacific region is a core of our future growth. He is also willing to provide us with greater input and support. In this regard, we have a lot of work to do and it is enough for me to be busy for a while now. In addition, we also mentioned the possible M&A and government communication in 2010.
For me personally, I hope to have the opportunity to take a walk in the Asia Pacific region and take a look. I also need to learn about Chinese. Although I may not have children to learn faster, it is also a direction of my efforts. I basically do not have time to stay in the company. I have been running outside these months and are constantly familiar with the business in various regions. The business in the Asia-Pacific region is very large. There are more than 14,000 employees and different production bases. So I have to go to different production bases in different countries to meet different people. Although it has always been busy, I enjoy this process. In general, it is to enjoy life while promoting the development of the entire Asia-Pacific region.
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