Looking Back at 2020 回顾2020年

Event

I know it’s a little early, but I would like to thank all of our employees for your hard work in 2020.
Of course, some of you are working during the New Year holidays for security and other reasons.
Thank you very much.
I really would like to extend my gratitude to everyone for your hard work over the past year.

When looking back on 2020, we are reminded that everything was affected by coronavirus.
Automobile production came to a halt in many parts of the world, and our group was greatly impacted.
However, production recovered more than we had expected from July, and we were forced to turn around and respond to increased production.
On the other hand, in general industrial products, high-pressure hoses performed well, especially in China, and we had them continue to operate at full capacity.
In such a business environment, I am sure that it must have been really difficult to carry out production activities with thorough disinfection and wearing masks in the extreme heat.
Because of everyone’s sincere and diligent efforts, we were able to meet the demands of our customers, which led to our brighter interim financial results.

虽然2020年还没有结束,还是要在这里向各位员工说一声:2020年大家工作辛苦了。
当然,还有安全保障等岗位的员工在年末年初依然需要坚守岗位。
非常感谢。
对于大家在这一年里的孜孜不怠,再次致以诚挚的感谢。

回顾2020年,是充斥着新冠疫情的一年。
世界各地的汽车生产陷入了停滞状态,本集团也受到了极大的影响。
但是,由于7月以后产量的恢复超出了预计,继而开始转为忙于应对增产。
另一方面,以中国为中心的通用工业产品的高压软管市场状况良好,因此全线运转得以持续。
在此业务环境中每天要彻底消毒,在酷暑中佩戴口罩,这确实让生产活动变得格外艰辛。
因为有各位诚挚认真的努力,我们才得以满足客户的需求,并维系了期中财务决算的结果。

Appointed as President  就任社长

Well, as for me, I was appointed as President and CEO in June.
When I first took office, people around me often said, “How can you become president at such a difficult time? ……
However, from the very beginning, I have answered those people like this, “It is great for me to be the president at a time like this”.
That’s because I have been feeling that it is a time when all the employees are sharing a sense of crisis, and we could all move in one direction together.
I feel that we have made some progress in the honest communication that I have been asking for since I took office.
Also, as I mentioned in my blog, we were able to conduct individual communication with our employees about 40 times in the past six months, with thorough infection prevention.
I would like to thank each and every one of you for sharing your stories with me.

说起我自己,于6月就任了社长。
就任之初,周围经常出现这种声音:“在这么艰难的时期就任社长实在是……”。
但是我从一开始就回答:“正是因为这样才是挺好的”。
正因为在这样艰难的时候,各位员工可以时刻保持危机感,团结一心朝着同一个方向努力奋进。
我从就任以来就希望开展言为心声的沟通交流,在各方努力下,也切实感受到这样的交流在一点点地推进。
另外在博客中也记述了,这半年里在贯彻防止感染的基础上实施了约40次与各位员工一对一的沟通交流。
在此感谢每一位一起畅谈的员工。

What has changed  发生的变化

Transformation into a “more muscular corporate structure” has been our mission since Chairman Matsui was president.
Low profitability had been a problem for a long time, but we had been gradually making improvements thanks to the cooperation of our employees through company-wide activities such as the Re-do Zero program.
However, if you review the first quarter financial results, you will see that the damage caused by the novel coronavirus pandemic was so severe that it pushed down the profitability significantly.
However, in order to turn this crisis into a chance, I asked each department to thoroughly eliminate waste since I became the president.
In addition, we abolished and reviewed meetings that were only for reporting to executives, and were able to drastically reduce overhead costs.
In the future, as the coronavirus pandemic comes to an end, there will be an increase in overhead costs on things such as overseas business trips. At that stage I would like you to review the ways we spend money and decide where to really invest after thoroughly considering cost effectiveness and other factors.
For example, I think we have realized that meetings and events that require travel can be replaced by remote meetings.
Not all of them can be replaced, but I hope that these improvements should be continuously implemented.
In addition, I started the President’s Blog in June to stimulate communication among us. The blog is sent out once a week, and a total of 25 posts were made so far.
I would like to continue this blog in the future, so I would appreciate it if all employees would read it and comment on your thoughts and feelings.
You can comment on the blog or email me directly.
In December, we also started RIKO2, an information notification tool for Sumitomo Riko.
We would like to communicate in a way that suits the times, and I hope that each workplace will further enhance communication.

在松井会长还是社长的时候就提出了“向精益型企业体质的改革”的命题。
从以前开始就备受收益性低下问题所困扰,但是在各位员工的不懈努力之下已在逐步改善,比如在全公司范围推行Re-do Zero活动等。
但遗憾的是新冠疫情的突袭给收益性低下问题带来了进一步的下行影响, 给我们造成了不小的影响,关于这一点相信重新回顾第一季度的财务决算就可以知道。
就任社长以后,为了将此危机转化为机遇,得到了各部门的大力的支持,积极贯彻落实消除浪费。
另外,对于仅为了向役员报告而举行的会议进行了废止、重新评估等,这也大幅度削减了间接费用。
虽然今后随着新冠疫情的结束,海外出差等间接费用还会有相应的增加,对其应有的状态打算重新评估,在充分讨论性价比等的基础上,力图做到物尽其用,将资金切实用到需要投资的地方。
比如因出差产生的会议和活动,采取WEB会议等方式来代替也未尝不可。
虽然并不是完全代替,但是希望能持续推进WEB会议等的改善。
另外,为了促进活跃沟通交流,从6月开设了社长博客。
到现在为止已经更新发布了25次,平均每周1次。
今后也会继续写下去,希望各位员工都能积极阅读并留下你们的感触和想法。
在博客留言也可以,直接给我发邮件也没有问题。
另外,从12月开始住友理工的信息通知工具“RIKO2”正式上线。
我觉得今后沟通交流的方式要顺应时代的发展,也希望在各工作岗位能充分地进行沟通交流。

How to spend the year-end and New Year holidays  如何度过岁末年初

Well, it’s almost the end of the year and the beginning of the new year.
Due to the influence of the third wave of coronavirus, some of you may not be going home this year.
I’m planning to exercise and go to the library as usual.
I’m also planning to have time to make plans for next year and beyond.
I am sure that many of you are also busy with family matters, but why don’t you set aside a little time to think about your goals for the coming year?

Then everybody, I wish you all have a good year-end and new year holiday.

岁末年初即将到来。
新冠疫情第3波的影响尚未平息,今年应该也有要暂缓回乡探亲的员工吧。
我想我应该还是同往年一样,做做运动,跑跑图书馆。
另外,也准备留出时间,规划一下明年及以后。
也许各位因家里的事情都比较忙碌,但还是希望能抽出一点时间来思考设想一下明年的目标。

在此衷心祝愿大家度过一个愉快的岁末年初。

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