Core Insights - The new wave of globalization for Chinese enterprises is gaining momentum, with Deloitte assisting over 2,000 Chinese companies in their internationalization efforts across 96 countries in 2024, highlighting the depth and breadth of this trend [2] - Opportunities and challenges coexist in the global market, with capability building becoming a key factor for success, requiring a long-term strategic approach [2] Existing Advantages - Chinese enterprises currently possess strong advantages in technological innovation, large-scale manufacturing, and supply chain organization, which are crucial for establishing core competitiveness in international markets [3] - In technological innovation, Chinese companies lead in emerging fields such as renewable energy and artificial intelligence, with notable examples including BYD's blade battery technology and DJI's drone control systems [4] - The speed of technological iteration is essential for maintaining competitive advantage, as seen with Huawei's commitment to R&D and CATL's significant investment in battery technology [5] Manufacturing Capability - Manufacturing is a critical area for national competition, with China's mature industrial chain and cost advantages making it attractive for global markets [6] - Companies like BYD and CATL are expanding their manufacturing capabilities in Europe, establishing a high-end manufacturing presence and integrating into local supply chains [6] Supply Chain Organization - Chinese enterprises must evolve from being mere producers to leaders in supply chain organization, requiring global planning and local supplier development capabilities [7] - The case of Geely's acquisition of Proton illustrates how Chinese companies can enhance local supply chains and foster mutual growth [7] High-Level Goals - Chinese enterprises should focus on building brand value, setting standards, and gaining industry influence to transition from OEMs to globally recognized brands [8] - Anta's strategy to prioritize its main brand and Nanjing QuanFeng's commitment to developing its own brand exemplify this shift towards brand independence [8] Global Standards and Influence - Mastering technical standards is crucial for long-term competitive advantage, as seen in the case of Chinese electric vehicles in Indonesia, where adherence to European standards has limited their market competitiveness [9][10] - Companies must aim to export not only products and technologies but also standards, requiring collaboration between national strategies and corporate initiatives [10] Overall Capabilities - Compliance, cross-cultural management, and understanding international dynamics are essential capabilities for Chinese enterprises venturing abroad [12] - Compliance challenges often arise from a lack of legal knowledge and resources, necessitating a robust compliance framework [13][14] - Cross-cultural management is vital for building trust and understanding local customs, which can mitigate cultural conflicts [16][17] - Companies must develop a keen awareness of international trends and geopolitical risks to navigate potential disruptions effectively [18][19] Conclusion - The essence of going global for Chinese enterprises lies in evolving capabilities and managing increasing environmental complexities [23] - Companies must leverage their first-mover advantages and focus on strengthening their overall capabilities to thrive in the new global landscape [24]

2025年6月8日，高登在线课堂"新国际形势下的海外工程人才实战特训营"第六讲——"国际工程项目HSE属地精细化管理实操案例分享"成功举办。本次课 程由国际注册高级项目管理师刘老师主讲，吸引了来自国内外工程企业的众多学员在线参与。课程围绕国际工程HSE属地管理的核心难点，结合日本、巴 西等典型案例，系统解析了HSE组织架构设计、执行标准落地及文化差异应对策略，为学员提供了可复制的属地化管理解决方案。 一、资深专家领衔， 剖析HSE属地管理核心逻辑 刘老师拥有27年工程管理经验，曾深度参与17个海外EPC项目，擅长从文化差异与制度冲突中提炼HSE管理方法论。课程以"体系融合、细节致胜、文化 适配"为主线，结合自身在海外市场的实战经历，揭示了国际工程HSE管理的底层逻辑。 （一）国际工程HSE管理典型问题解析 1.标准认知误区：力拓集团项目因未遵循当地法规，仅因劳工手指擦伤停工半月，暴露出中企对属地安全标准的认知盲区。 2.细节管理体系： 车辆安全检查：涵盖后视镜、刹车灯等20项细节，每日由属地安全员签字确认，避免"重制度、轻执行"。 2.组织架构陷阱：某EPC项目招聘20名中方安全人员，因管理架构"中式化"导致 ...