【故事】宋汉平：以八字诀掌舵千亿航母，追逐“富而兴邦”的梦想

8年厂长、8年局级干部、20多年民企董事长，宋汉平30多年的职业生涯，见证并参与了国有集体企业扭亏、两项制度改革等一系列重大事件，带着脱胎于宁波轻工业系统的富邦集团成长为一家优秀的中国500强企业。

58家全资、控股和参股企业，涵盖工业智造、商贸地产、资源环保、文旅体育、投资金融五大领域，按照规划，2025年富邦集团销售额将跻身千亿级。富邦的成长史，是宋汉平热血岁月最生动的注脚，也是中国改革开放40年的最好见证。

一、稳中求进，改革拓新

当一场翻天覆地的变革悄然奔向社会各个角落，那时还没人料到，此后20年，一个刚刚走出校门参加工作不久的年轻科长，将成为推动宁波轻工业系统脱胎换骨的中坚力量，这个人就是宋汉平。

1994年，宋汉平厚积薄发，出任宁波二轻工业管理局副局长。当时宁波二轻下属的大多数企业经营情况都比较困难，为求发展，宋汉平亲自操刀将33家困难企业联合兼并，并大力整顿下属企业领导班子，最终使其中绝大多数企业起死回生。 CXO UNION-CXO联盟（cxounion.cn）

1999年，宁波两大工业局一轻、二轻合并，组建宁波轻工控股集团有限公司，宋汉平再挑重任，出任总经理。当时，下属企业增至128家，近八成亏损，负担产业工人数3.5万余人，几乎是全市产业工人的四分之一。

重压面前，宋汉平把握“稳定是前提，改革是手段，发展是关键”这一要义，以资产为纽带、产业为基础，集中精力办企业，将企业真正转变成一个市场主体，并且坚持以强带弱，继续发挥管理优势，调整企业结构，发展新兴行业，增强市场竞争力。至2001年，宁波轻工控股集团公司综合经济效益名列全国轻工第一，跻身全国500强企业之一。

 “改革有冲劲、思路很新颖、能力很出众、服从组织安排。”这四句评价，在宋汉平的职业履历上浓墨重彩。出色的改革成效与雷厉风行的作风为“身负重荷”的宁波轻工业系统杀出了一条血路，也铸就了宋汉平的不平凡的人生。

2002年4月，宁波轻工控股整体改制，组建了宁波富邦控股集团有限公司（即富邦集团）。仅仅半年之后，宋汉平的商业版图开始触及资本市场。2002年11月，宋汉平牵头对ST甬富邦（即宁波富邦前身）进行MBO（管理层收购）。

二、用“江湖义气”打造富邦的“英雄联盟”

人才兴则企业兴，缔造富邦千亿帝国的过程当中，如何管理人才，是至关重要的一环。对此，宋汉平有着自己独到的见解，他将人才称为“英雄”，在富邦打造出了一支能打胜仗的“英雄联盟”。

 “我从小看《三国演义》《三侠五义》这类书长大，骨子里带点江湖义气。”剖析起自己的“操刀”思路，宋汉平给的答案很直白，“我的着眼点很简单，工人不是改革过程中的‘累赘’，工人之间能力有差距是必然的，这是常态，不是‘被优化’的理由，只要你想做事，就有你的岗位。但你如果占其位却跟不上时代大势，我感谢你这些年为企业的付出，也愿意给予应有的待遇，不过你要把位置让给有能力的人，谁也不要阻碍企业的发展。”

在这个思路的指导下，宋汉平将数万名工人包揽了过来，理顺了劳动关系。与此同时，他大力整顿下属企业领导班子，敢得罪人、做事有一股狠劲，一时成为宋汉平身上的“标签”。

这显然不是一个轻松的过程，上下无数目光聚焦宋汉平。重压面前，他给自己定下了当体系内“透明人”的原则：即处事要公正公道，做事要守住良心和底线，把决策思路和行事作风都放在明面上供人评说。由此，宋汉平愈发展现出“铁血”的一面，在轻工集团改制过程中，企业管理岗位也出现了越来越多年轻的面孔。

将有价值的人才稳稳留住，这些人才将他们的所学推动着富邦在不断前行，同时，富邦的“英雄联盟”也在共享着发展的成果。如今，富邦控股集团公司拥有有效专利共计2116项、中国驰名商标4个、著名商标4个、知名商标6个、国家级的实验室4个、博士后工作站4个、高新技术企业21家、省级新技术企业研发中心9家、省级企业研究院2家。此外，富邦还拥有1个国家级制造业单项冠军产品，2家行业细分领域标杆企业，2家国家级专精特新“小巨人”企业和8家省、市级专精特新中小企业。

“历史造就了我这一代人，大潮中，我们个人的意志并非决定性因素。从目前来看，我们老一批创业者的历史使命已经完成，现在重要的是把传承和交接做好，让我们的企业基于一种共享机制而延续，为更多后来者提供发光发热的舞台，让我们的奋斗成果真正实现取之于社会而用之于社会，这就是我们最大的期待！”宋汉平展望道。

三、与“八八战略”共进的20年

“八八战略”实施的第一年，也是富邦转制的第一年。与“八八战略”共进的20年里，富邦经历了转制、沉淀、融合、传承四个阶段。 CXO UNION-CXO联盟（cxounion.cn）

在20世纪初期的时候，富邦主要是以工业为基础，内外贸为两翼，第三产业为补充的产业转型模式。富邦集团改制以来，先后有双鹿电池科技工业园区、埃美柯工业园区等七大工业城建成投产，规模效应释放，科技竞争力增强；存量资产盘活，使集团有资金收购、兼并、新建4家酒店，重整大型商业广场，参与循环经济利用行业，进入电子商务、资源运营等新兴领域，为企业发展提供源源不断的新鲜血液。

“在‘八八战略’的指引之下，富邦已经活下来了，活下来才能远航，要远航才有未来。”回望富邦的历史，这家伟大的企业已经走过了73年，再过27年，它将是一家成长在新中国成立以后真正的百年企业。

为了让这艘“千亿舰母”行稳致远，掌舵人宋汉平表示，富邦集团目前正在以稳健又快速的一个发展思路前行，确立以“创新、转型、信息化、资本化”的发展战略，以“打造百年富邦”为目标，经过不断地结构调整、产业整合，形成了工业智造、商贸地产、资源环保、文旅体育、投资金融五大产业多元化发展格局，富邦业态正处于一个“多点开花”的状态。而靠着“串珠成线”，富邦控股集团已连续22年跻身“中国企业500强”，同时连续14年被评为“中国民营企业500强”。

近几年，富邦集团确立了“一创一转两化”的战略定位，以目标结果为导向，以改革创新为动力，以转型升级为主线，以数字化为抓手，以资本化为助力，推动了整个集团产业结构调整和管控模式的转变，进一步增强了集团的核心竞争力。 CXO UNION-CXO联盟（cxounion.cn）

数十年的民企经历，也让宋汉平深知，企业要驶入高质量发展轨道，唯有创新。融合阶段的富邦，从制度、结构、产品，到经营模式，完成了一次又一次自我革新。截至2022年年底，富邦的销售额达到575亿元，预计今年全年可以达到700亿元。

宋汉平认为，企业家精神的八字诀是坚守、创新、情怀、责任。“作为一家脱胎于国有集体改制的民营企业集团，我们依然要有传承，要承担社会责任。”宋汉平始终保持国有集体企业党建和思想政治工作优良传统，以产业报国为己任，实现企业发展和社会进步的和谐一致。目前，富邦集团三个层面企业股东人数达数百人，公司以一种新型集体经济的模式，创造着属于富邦的共富生态。

四、心有所信，方能行远

民营企业迎来了高质量发展的最好时代。站在新赛道上，“我们希望政府能出更多的‘实招’，关爱关心民营企业成长，也希望民营企业家们敢于放下包袱，抢占新赛道上的新机遇，实现更高质量的发展。”宋汉平如是说道。

谈及富邦的未来，宋汉平坦言，现在富邦的接力棒已经交给了年轻一代。未来，也许年轻一代企业家们的发展思路会有所不同，但百年企业的梦想不会变，“我们希望通过“一创一转两化”，即持之以恒地以创新转型推动数字化、资本化，培育出更多单项冠军、专精特新企业，打造富邦产业的‘英雄联盟’。”

数字化改革投入近亿元、5万吨镍基新材料项目、石墨烯产业、无人机产业、芯片产业……富邦集团正在积极行动，向着百年企业的愿景一步步迈进。 CXO UNION-CXO联盟（cxounion.cn）

未来，期待宋汉平和富邦集团的“英雄联盟”继续踏浪前行，打造百年富邦，在充满鲜花的道路上追逐他们“富而兴邦”的梦想。

翻译：

Song Hanping: with eight characters at the helm of one hundred billion aircraft carriers, chasing the dream of “rich and prosperous state”

8 years of factory director, 8 years of bureau level cadres, more than 20 years of private enterprise chairman, Song Hanping more than 30 years of career, witnessed and participated in a series of major events such as the state-owned collective enterprise turnaround, two system reforms, Fubang Group grew out of Ningbo light industry system into an excellent China Top 500 enterprises.

58 wholly-owned, holding and equity enterprises, covering industrial intelligence, commercial real estate, resources and environmental protection, cultural tourism and sports, investment and finance five fields, according to the plan, 2025 Fubon Group sales will be among 100 billion. The growth history of Fubon is the most vivid footnote of Song Hanping’s blood years, and the best witness of China’s 40 years of reform and opening up. CXO UNION-CXO联盟（cxounion.cn）

First, seek progress while maintaining stability and make new progress through reform

When a seismic change quietly rushed to every corner of the society, no one expected that after 20 years, a young section chief who had just left school to join the work soon would become the backbone of promoting the transformation of Ningbo’s light industry system, this person was Song Hanping.

Song Hanping early business

In 1994, Song Hanping became the deputy director of Ningbo Second Light Industry Administration Bureau. At that time, most of the enterprises under Ningbo Erlight were more difficult to operate, in order to seek development, Song Hanping personally operated 33 difficult enterprises to merge, and vigorously rectify the subordinate enterprise leadership, and finally made the vast majority of enterprises back to life.

In 1999, two major industrial bureaus in Ningbo merged to form Ningbo Light Industry Holding Group Co., LTD., and Song Hanping took on the responsibility as general manager. At that time, the number of subordinate enterprises increased to 128, nearly 80% of the losses, the burden of industrial workers more than 35,000 people, almost a quarter of the city’s industrial workers.

In the face of heavy pressure, Song Hanping grasped the essence of “stability is the premise, reform is the means, and development is the key”, took assets as the link and industry as the basis, concentrated on running enterprises, and truly transformed enterprises into a market subject, and adhered to the strong with the weak, continued to give play to management advantages, adjusted enterprise structure, developed emerging industries, and enhanced market competitiveness. By 2001, Ningbo Light Industry Holding Group Company’s comprehensive economic benefits ranked first in the country’s light industry and was one of the top 500 enterprises in the country.

“Reform is vigorous, the idea is very novel, the ability is very outstanding, obey the organizational arrangement.” These four sentences of evaluation, in Song Hanping’s career curriculum vita. Excellent reform results and vigorous style of work for the “heavy burden” of Ningbo light industry system killed a blood road, but also cast Song Hanping’s extraordinary life.

Fubon Holding Group was established

In April 2002, Ningbo Light Industry Holdings was restructured and established Ningbo Fubon Holding Group Co., LTD. (i.e. Fubon Group). Just half a year later, Song Hanping’s business territory began to touch the capital market. In November 2002, Song Hanping led the MBO (management buyout) of ST YongFubang (the predecessor of Ningbo Fubang). CXO UNION-CXO联盟（cxounion.cn）

Build Fubang’s “League of Heroes” with “Jianghu Loyalty”

In the process of building a Fubang hundred billion empire, how to manage talents is a crucial part. In this regard, Song Hanping has his own unique opinion, he called talents “heroes”, and created a “hero league” that can win the battle in Fubang.

“I grew up reading books like” Romance of The Three Kingdoms “and” Three Chivalrous Wuyi “, and I have some Jianghu loyalty in my bones.” Analyze their own “manipulation” ideas, Song Hanping gave the answer is very straightforward, “My focus is very simple, workers are not a” burden “in the reform process, there is a gap between the ability of workers is inevitable, this is the norm, not the reason for” optimization “, as long as you want to do things, you have your position.” But if you occupy the position is not keeping up with The Times, I thank you for your years of service to the company, and I am willing to give due treatment, but you must give the position to competent people, who do not hinder the development of the company.”

Under the guidance of this idea, Song Hanping took over tens of thousands of workers and straightened out labor relations. At the same time, he vigorously rectify the subordinate enterprise leadership, dare to offend people, do things with a vicious, and temporarily become the “label” of Song Hanping.

This was obviously not an easy process, and countless eyes focused on Song Hanping. In the face of heavy pressure, he set himself the principle of “transparent people” in the system: that is, do things to be fair and fair, do things to keep a conscience and the bottom line, and put the decision-making ideas and acting style on the surface for people to comment. As a result, Song Hanping has developed a “iron and blood” side, and more and more young faces have appeared in the management positions of light industry groups in the process of restructuring. CXO UNION-CXO联盟（cxounion.cn）

Fubon Center

Will retain valuable talents, these talents will be their learning to promote Fubon in the continuous development, at the same time, Fubon’s “League of Legends” is also sharing the fruits of development. At present, Fubon Holding Group has a total of 2116 valid patents, 4 well-known trademarks in China, 4 famous trademarks, 6 well-known trademarks, 4 national laboratories, 4 postdoctoral workstations, 21 high-tech enterprises, 9 provincial new technology enterprise research and development centers, and 2 provincial enterprise research institutes. In addition, Fubon also has one national manufacturing individual champion product, two benchmarking enterprises in the field of industry segmentation, two national specialized and special new “little giant” enterprises and eight provincial and municipal specialized and special new small and medium-sized enterprises.

Properties owned by Fubon Holding Group

“History has shaped my generation, and our individual will is not the decisive factor in the tide. From the current point of view, the historical mission of our old group of entrepreneurs has been completed, and now the important thing is to do a good job of inheritance and handover, so that our enterprise will continue based on a sharing mechanism, and provide a shining stage for more latecomers, so that the results of our struggle can truly be taken from the society and used for the society, which is our biggest expectation!” Song Hanping looked forward.

Three, with the “88 Strategy” a total of 20 years

The first year of the implementation of the “88 strategy” was also the first year of Fubon’s transformation. In the past 20 years with the “88 Strategy”, Fubon has experienced four stages of transformation, precipitation, integration and inheritance.

In the early 20th century, Fubon mainly based on industry, domestic and foreign trade as two wings, the tertiary industry as a supplement to the industrial transformation model. Since the restructuring of Fubon Group, seven industrial cities such as Shuanglu Battery Technology Industrial Park and Emike Industrial Park have been built and put into operation, which has released the scale effect and enhanced the scientific and technological competitiveness. The stock assets have been revitalized, so that the Group has the funds to acquire, merge, and build 4 new hotels, restructure large commercial plazas, participate in circular economy utilization industry, enter e-commerce, resource operation and other emerging fields, and provide a steady stream of fresh blood for the development of enterprises.

“Under the guidance of the ’88 Strategy,’ Fubon has survived, and only by surviving can it sail far, and only by sailing far can it have a future.” Looking back at the history of Fubon, this great enterprise has gone through 73 years, and in another 27 years, it will be a real century-old enterprise growing up after the founding of New China. CXO UNION-CXO联盟（cxounion.cn）

In order to make this “100 billion ship mother” stable and long-term, Song Hanping said that Fubon Group is currently moving forward with a steady and fast development idea, establishing a development strategy of “innovation, transformation, informatization and capitalization”, with the goal of “building a century-old Fubon”, after continuous structural adjustment and industrial integration, It has formed a diversified development pattern of five industries: industrial intelligent manufacturing, commercial real estate, resources and environmental protection, cultural tourism and sports, and investment and finance, and Fubang’s business format is in a state of “multi-point flowering”. With the “string of beads”, Fubon Holding Group has been among the “Top 500 Chinese enterprises” for 22 consecutive years, and has been rated as “Top 500 Chinese Private Enterprises” for 14 consecutive years.

In recent years, Fubon Group has established the strategic positioning of “one creation, one transformation and two transformation”, guided by goal results, driven by reform and innovation, guided by transformation and upgrading as the main line, digitalized as the starting point, and facilitated by capitalization, which has promoted the adjustment of the industrial structure and the transformation of the management and control mode of the entire Group, and further enhanced the core competitiveness of the Group.

Decades of private enterprise experience, but also let Song Hanping know that enterprises to enter the high-quality development track, only innovation. In the integration stage, Fubon has completed self-innovation again and again from the system, structure, products, to the business model. By the end of 2022, Fubon’s sales reached 57.5 billion yuan, and it is expected to reach 70 billion yuan this year.

Song Hanping believes that the eight keys of entrepreneurship are persistence, innovation, feelings and responsibility. “As a private enterprise group born out of the state-owned collective reform, we still need to inherit and assume social responsibility.” Song Hanping has always maintained the fine tradition of party building and ideological and political work in state-owned collective enterprises, taking industry to serve the country as its own responsibility, and achieving harmony and consistency between enterprise development and social progress. At present, the number of shareholders of Fubon Group at three levels reaches hundreds, and the company creates a co-rich ecology belonging to Fubon with a new model of collective economy. CXO UNION-CXO联盟（cxounion.cn）

The heart has faith, can go far

Private enterprises have ushered in the best era of high-quality development. Standing on the new track, “We hope that the government can make more ‘real moves’, care about the growth of private enterprises, and hope that private entrepreneurs can dare to put down their burdens, seize new opportunities on the new track, and achieve higher quality development.” Song Hanping said.

Song Hanping led party members and employees to take the oath

Talking about Fubon’s future, Song Hanping admitted that now the baton of Fubon has been handed over to the younger generation. In the future, perhaps the development ideas of the young generation of entrepreneurs will be different, but the dream of a hundred years of enterprises will not change, “We hope to” create one and turn two “, that is, persevere to promote digitalization and capitalization with innovation transformation, cultivate more single champions, specialized special new enterprises, and create a “league of heroes” of Fubang industry.”

Digital reform investment of nearly 100 million yuan, 50,000 tons of nickel-based new material projects, graphene industry, drone industry, chip industry… Fubon Group is actively moving towards the vision of a 100-year enterprise. CXO UNION-CXO联盟（cxounion.cn）

In the future, it is expected that Song Hanping and Fubon Group’s “League of Heroes” will continue to tread the waves, build a century-old Fubon, and chase their dream of “rich and prosperous state” on the road full of flowers.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于浙商之家；编辑/翻译：CXO UNIONCXO联盟小U。

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