出海沙特：当中国“卷王”遇见“松弛感”沙特工人

Core Insights - The article highlights the cultural clash between Chinese workers, who prioritize efficiency, and Saudi workers, who adhere to a more relaxed work rhythm influenced by religious practices and welfare benefits [2][4][9]. Group 1: Labor Dynamics - Saudi Arabia has approximately 15.7 million foreign residents, making up 44.4% of the total population, with foreign labor supporting a significant portion of the economy [3]. - The influx of Chinese engineering personnel in Saudi Arabia has reportedly increased two to three times over the past five years due to the Belt and Road Initiative [3]. - Chinese workers in Saudi Arabia often work over 12 hours a day under extreme conditions, earning around 28,000 RMB per month, which is double the domestic salary for similar positions [5][6]. Group 2: Cultural Differences - The work culture in Saudi Arabia is characterized by a slower pace, with local labor laws allowing for shorter working hours and multiple prayer breaks throughout the day [7][8]. - The "Kafala" sponsorship system creates a divide between foreign workers and local employees, leading to significant disparities in pay based on nationality [10][12]. - The high welfare benefits in Saudi Arabia have led to a lack of urgency among local youth, who often feel unmotivated despite the financial security provided by the state [13]. Group 3: Business Environment - Trust and personal relationships are crucial in the Saudi business landscape, with many projects being awarded based on connections rather than formal bidding processes [14][15]. - Chinese companies are adapting by localizing their workforce and respecting local customs, such as prayer times, to foster better relationships with Saudi employees [18][20]. - The success of companies like J&T Express in Saudi Arabia demonstrates the potential for local talent development and integration of efficient operational models [21]. Group 4: Future Outlook - The article suggests that both Chinese and Saudi entities must learn from each other to create mutual value and overcome cultural barriers [24][25]. - The ongoing adjustments in management practices and workforce localization indicate a gradual shift towards a more collaborative working environment [20][22].