MILANO, 29 settembre 2009. Nell’incontro di stamane presso Assolombarda la FIAT ha annunciato la procedura di trasferimento collettivo a Torino di tutti i lavoratori in cassa integrazione ordinaria a partire dal 4 gennaio del 2010.
L’azienda ha motivato questa scelta con la necessità di riorganizzazione e di contenere i costi di funzionamento, e di concentrare tutte le attività di progettazione, sperimentazione, stile, qualità e tecnologie a Torino.
La FLMUniti ha giudicato provocatoria e inaccettabile la motivazione addotta dall’azienda automobilistica e ha chiesto l’immediato ritiro della procedura dei trasferimenti.
Di fatto FIAT ha chiarito definitivamente ciò che aveva già messo in pratica dal mese di giugno, quando aveva messo tutti i lavoratori in Cigo ordinaria, cioè chiudendo, di fatto, Arese, come avverrà ad aprile con Powertrain.
FIAT, durante l’incontro, ha anche aggiunto che la concentrazione a Torino si rende necessaria per il fabbisogno di lavoro degli enti tecnici proprio in relazione alle attività inerenti le nuove vetture Alfa che dovranno essere progettate per il mercato americano, una decisione immotivata, considerando anche che in questa città non vi è nessuna capacità di sviluppare vetture di alta gamma.
Il fatto che FIAT insista nel chiudere lo stabilimento di Arese significa che sul marchio Alfa, al di la delle parole, del suo rilancio in relazione all’accordo Chrysler, si sta in realtà imbrogliando l’opinione pubblica con azioni che vanno nel senso opposto.
Domani, venerdì 30 ottobre ad Arese, alle ore 10 si terrà un’assemblea dei lavoratori in Cigo per discutere circa le iniziative opportune, e nei prossimi giorni si passerà a un’ora di sciopero per turno, oltre che per il tempo tuta, anche per cessare il ricorso alla mobilità, e per le 10 posizioni lavorative da salvaguardare, residui della mobilità aperta a fine 2008.
Contemporaneamente però, oltre alla riduzione dei costi di gestione per la salvaguardia di questi 10, sembra che l'azienda voglia richiedere sabati di straordinario.

MILANO, 28 settembre 2009. Buona adesione allo sciopero di protesta con partecipazione del 90% dei lavoratori che subiscono il disagio del cambio tuta fuori dall'orario di lavoro.
Dato che i lavoratori hanno richiesto di aumentare l'intensità della lotta, nei prossimi giorni si passerà ad un’ora di sciopero per turno, oltre che per il tempo tuta, anche per cessare il ricorso alla mobilità.
Vi sono infatti ancora 10 posizioni lavorative da salvaguardare, residui della mobilità aperta a fine 2008, il cui accordo di mobilità sottoscritto dai confederali aveva come impegno il recupero di livelli di efficienza e assiduità.
Contemporaneamente però, oltre alla riduzione dei costi di gestione per la salvaguardia di questi 10, sembra che l'azienda voglia richiedere sabati di straordinario.

MESERO (MILANO), 28 settembre 2009. A un mese di quella che molti ritengono essere stato l’epilogo della vicenda dell’Esab di Mesero, dal 2 settembre con occupazione della fabbrica e un manipolo di sei lavoratori saliti sul tetto contro l’apertura della procedura di mobilità comminata dal 24 giugno a 85 lavoratori, su 143 dipendenti totali, la partita è ancora aperta.
Dall’incontro di venerdì scorso presso la Regione Lombardia, che ha visto anche la partecipazione del sindacalismo di base e dell’azienda, del Ministero per le Attività Produttive, del Comune Mesero e dei soggetti istituzionali presenti all’accordo siglato il 3 agosto scorso, emergono ancora alcuni problemi irrisolti, primo fra i quali una quarantina di lavoratori disoccupati al termine della cassa integrazione.
“A dispetto di quanto qualcuno ha erroneamente scritto, presso il Ministero delle Attività Produttive la CUB ha siglato solamente il verbale di accordo con cui si è stata attivata la cassa integrazione speciale (CIGS) per due anni, naturalmente insieme alle RSA” puntualizza Walter Montagnoli della CUB.
“Quello che era stato scritto in maniera totalmente inaccettabile da un punto di vista sindacale, e che noi non abbiamo non abbiamo sottoscritto, è stato diversamente l’accordo con l’azienda, firmato dalle Rsa” specifica Montagnoli “un’intesa del tutto priva di un impegno, anche solo formale, rispetto a un futuro processo di reindustrializzazione dell’area, problema che guarda caso si sta ripresentando ora in tutta la sua complessità”.
Riguardo a questo aspetto, si è avviato con la Regione un progetto pilota, riguardante anche altre aziende, con, da una parte, l’obiettivo di ricercare nuovi investitori per l’Esab, connesso alla creazione di un piano di reindustrializzazione dell’area, e dall’altra con il fine di creare un percorso rivolto ai lavoratori fondato su formazione e riqualificazione, per garantirne la rioccupazione.
“Vogliamo evitare, come troppo spesso avviene, che una volta conclusa la fase di accordo tutti gli altri problemi, occupazionali e produttivi, restino irrisolti e finiscano nel dimenticatoio e nel disinteresse di tutti i soggetti che hanno dato vita all’accordo” conclude Montagnoli.

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Il Giappone ha acconsentito a concedere un prestito di oltre 93 milioni di Euro a favore della compagnia "Elektroprivrede Republike Srpske" per intervenire sull'impatto del "Ugljevik Mine and Power Plant" (Рудник и Термоелектрана) da 300 megawatts situato a Ugljevik.

La prima miniera di carbone in questo sito risale al lontano 1899 mentre la produzione energetica e' partita solo nel 1985. La guerra jugoslava aveva visto la struttura chiusa dal 1992 al 1995, anche se gli impianti e le attrezzature sono state in qualche modo "salvate" in attesa di riprendere la produzione.

Attualmente, infatti, il Ugljevik Power Plant e' uno dei maggiori produttori di energia elettrica della zona. Riuscendo a garantire un'adeguata erogazione di potenza mantiene l'indipendenza energetica della regione. In realta' era stata prevista una seconda fase di sviluppo dell'impianto per raddoppiare la produzione di altri 300 MW (per un totale di 600 MW) ma la guerra aveva frenato gli investimenti dall'estero.

Oggi, infatti, il nuovo progetto finanziato dal Giappone prevede l'abbattimento delle emissioni di SO2 del 98.4% e delle polvere che potrebbero essere ridotte del 66.7%. Il prestito prevede un periodo di garanzia di dieci anni con un tasso d'interesse del 0,55% ed il periodo di rimborso di 30 anni.
Prestito "verde" consentito, forse, in attesa del secondo impianto.

http://www.ciaonippon.com/

Get onground knowledge and analysis from business and investment guide book: China’s Global Reach
Borderless Business, National Competition, Politics, and Globalization (book excerpts)

by George Zhibin Gu

Afterword
China, United States and Global Development
by Andre Gunder Frank

Part III

China’s New International Experiences

SUMMARY

(1). China, India and many other later developers have rather limited strengths to compete in a highly competitive world market dominated by a few well-developed nations today. Their best strengths come from a low-paid labor as well as hard work. Even so, they are able to provide massive low-priced goods and services. It turns out that this price gap is nothing less than survival.

(2). Gaining competitive advantages through low-pricing tags has been common throughout history. One example is the British competitiveness following the industrial revolution. For long, the British dominated the world commerce through their massively produced, highly competitive textile, steel, and consumer products, among others. China, India and other underdeveloped nations could not compete at all. This naturally changed the world production map in favor to Europe.

By early 20th century, the center of economic gravity moved to the US, as the nation was able to produce the biggest, cheapest volume of products and hence gained world economic leadership. For example, Ford was able to produce the cheapest cars in biggest volume. Through such mass production, the US has become the biggest economic power over some 100 years.

Again, Japan Inc. suddenly rolled its products all over the globe, which began in 1960s. In fact, made-in-Japan products had a low pricing advantage. For example, in 1970s, all the US TV manufacturers went bankrupt, even if the Japanese TV makers had no technological advantage over their US counterparts back then.

(3). The world economic map is changing rapidly for now. Though the late developers have gained quick growth, their advantages are few. It is still the developed world that gains most advantages. For example, the developed world can get enormous benefits simply by outsourcing to the low cost nations like China, Mexico, Vietnam, and India. In addition, they can easily set up shop there. Such moves have already brought unprecedented wealth to the developed world.

At the same time, the developing nations have also gained fast growth doing what they do best: low cost products and services, which have helped to lift living standards. Under this new environment, the world enters a new era, the era of borderless economy and unprecedented opportunities;

(4). One new trend is the increased internationalization of all businesses from all nations. For long, multinationals from the developed nations have dominated the world markets. This is beginning to change, as more emerging companies from the developing nations desire to go global as well. However, these emerging companies like the Chinese ones are still weak. This Chinese weakness happens at home market above all. But the reason is simple: there is a high degree of openness and massive foreign presence. As a result, cutthroat competition is common. In all this, building a strong home base is a must for the Chinese before any meaning international expansion. But achieving this goal will take a long time; and

(5). One alternate strategy for the Chinese expansion is through partnerships with established players overseas. One highly interesting area is that many international giants wish to dump their unprofitable business units to China. Both IBM-Lenovo and Thomson-TCL deals show this new trend in the making. Another kind of development is that Huawei goes global through various partnerships in different markets.

[...]

Chapter 3. Creation of a Global Manufacturing Center

This is a very creative era for China. The nation has become a highly dynamic and vibrant place as if overnight. One most unexpected outcome is the existence of a new manufacturing center, coming to life seemingly from nowhere.

Moving China forward has demanded huge efforts. There have been full of surprises as well. An old Chinese saying goes, “Things one dearly wishes for never occur, while things nobody expects do happen.” This manufacturing center has emerged more by accident than by design. But it is reaching a rational stage for now. We will explore its rise and development here and in the next two chapters.

Unexpected Contributors

To begin with, the center is partly tied to the new private sector. The next group is overseas businesses that have created more than 560,000 companies inside the nation as of mid-2006. The third player comes from the state sector, though it is going through vast transitional pains. These three groups together have produced this commercial hub in some rather accidental ways.

By now, this center has the biggest manufacturing capability in the world. For example, it produced 300 million mobile handsets in 2005 alone. Actually, it could double the volume easily if there were markets for it.

What is the biggest driving force behind this new center? It is nothing but the exploding domestic consumption, which has created all sorts of opportunities. Before the reform, there was a poverty-stricken life in the nation. Most Chinese did not have any personal savings. Today, consumers have over $2 trillion in cash deposited in banks as of mid-2006. This rising consumption power is behind the business boom.

In this market, above all, there are immediate business transactions as well as profits for all participants to gain. Without these quick benefits, it would have been next to impossible to attract huge international capital within a short time.

In addition, integrating China into the global economy is another powerful driving force. Selling low-priced, made-in-China products has gained vast popularity. The US computer giant Dell spent $16 billion in buying made-in-China components in 2005 alone; Wal-Mart spent even more: $18 billion in 2004.

But traffic goes both ways. Foreign selling to China has been setting new records year after year. Selling to China is a new buzzword around the globe. In 1978, the nation’s total international trade was only $21.1 billion, but it had reached $1.42 trillion as of 2005. In that year, international players sold $658 billion worth goods to China. This Chinese buying could reach over $1 trillion within five years.

This exploding trade is partly tied to this new manufacturing hub. In short, China has become the world’s biggest factory within a short time. The massive foreign involvement has become part of a new commercial nation.

Arrival of Indian Companies

Today, numerous developing countries have a labor pool cheaper than China’s. Nevertheless, foreign multinationals see many advantages to being in the Chinese market. Even thousands of Indian businesspeople are here. Why?

[...]

Chapter 13. Chinese Multinationals

In this era, the key Chinese strategy is to bring foreign investors over to China. In this regard, China has been doing very well. Consequently, the nation has quickly become a global center. This basic strategy will not change any time soon.

At the same time, especially recently, a small group of Chinese companies have increasingly tried to reach the overseas markets in various ways. However, it has not happened in any big way so far. In truth, setting up an extensive international franchise for China Inc. remains at the very beginning.

In this chapter and the next one, we will examine various business dealings of China’s international work. Still, the most interesting ones take place at home market still.

Some Sizable Chinese Companies

At this time, the 15 Chinese companies in the 500 club are all state-run companies. The list in 2003 included several telecom operators, four banks, State Grid, China Food Group, China Life, Baosteel, and SAIC, the Shanghai-based auto maker.

For now, China’s energy needs are exploding. It now builds a new power plant each and every week. However, the prize goes mostly to State Grid and six other state energy companies. Only in this era have private investors and overseas parties been allowed to enter the field. Still, nobody can compete with State Grid directly, which controls much of the power transmission business. Its predecessor, State Energy, monopolized the entire energy sector for several decades. Only by the end of 1990s, reform on the energy sector gave rise to State Grid and six other companies.

State Grid was already ranked 46th in the club as of 2003. It will become bigger, as China’s energy needs are still exploding. For long, there have been frequent power shortages, even if China is already the second biggest energy supplier after the United States. Naturally, this attracts more investment.

In the state sector group, at least three companies, China National Petroleum Company (CNPC), Sinopec, and China National Offshore Oil Corporation, are already global players. How can they be this big? Well, these three companies form the state monopoly. Their annual profits could reach over $10 billion.

A booming economy has brought these companies all the perks. Since 1993, China has become a net importer of oil. In 2005, China consumed over 7% of the global oil supply. By 2020, its oil demand will likely triple. Fifty percent or more will have to be imported. Therefore, these three giants must go outside to acquire both supply and assets.

So far, CNPC has been competing with the other two oil players head-on in the international field as well as at home. These three giants have fistfights with each other, especially when they see golden spots for gas stations. CNPC’s new management style is reflected in the letter of complaint it sent to Fortune magazine when the Fortune editors wrongly ranked the company a low 73rd. The magazine had to upgrade CNPC to the 52nd slot.

All three companies have already cut a few dozen deals around the world. They are aggressive and go everywhere oil resources are located. So, these three giants are ahead of the curve compared to China Inc. as far as international expansion is concerned. However, several others in this group are also strong.

Take China Mobile and China Unicom. These companies are the monopoly over China’s mobile communication market. China is already the biggest mobile phone market. By early 2006, there were over 400 million users. China Mobile and China Unicom have been the winners in this game. Private Chinese companies are banned from the field. International companies can only sell them hardware and software.

With billions in cash and over 400 million consumers in hand, these companies can go far. At investor conferences, many investors ask about their plans. But the truth is that China has an exploding mobile market, and these companies will stay at home for a while. They have yet to gain international experience above all. They are far from ready to jump into overseas market in a big way, though they may start to test the water soon.

But there are some occasional ventures especially related to industrial materials. The Shanghai-based steel mill Baosteel has created a major joint venture in Brazil. China’s steel market is already bigger than those in the United States and Japan combined, and China still imports more steel. Its manufacturing expansion is demanding ever-increasing amounts of metals, steel, and cements, among other basic industrial materials. Therefore, Baosteel and several other Chinese companies are reaching out to be near resource-rich places. Latin America, Canada, Australia, and Africa are all natural choices.

[...]

Chapter 6. All International Business Players are important

Today China is the biggest new frontier for international companies. In many ways, the Chinese market has more an international flavor than many other markets around the globe. Many unique characteristics have evolved along the way.

For now, China has already become one biggest theater for international businessmen to display their cultures and traditions as well as ambitions. They are singing their favorite songs and doing their traditional dances—all in one theater. So far, some have danced better than others.

Competing International Players

Up to now, the “Overseas Chinese Inc.” has been the biggest investor in mainland China. The United States is in second position, followed by Japan, numerous European nations, South Korea, Canada, and Australia.

Businesses from Hong Kong had an early start. Most if not all of the factories in Hong Kong have moved over the border. Today, about 240,000 Hong Kong residents work and live in Mainland China.1 Their employers are mostly small and midsize companies. They mostly focus on low-end consumer products. Their strengths are best shown in their vast numbers.

Similar things can be said about the business players from Taiwan and Macau, except that Taiwan’s semiconductor business has a sharp edge, which is increasingly established in Mainland China as well.

But the most influential players are global multinationals. China’s expanding market has created tremendous opportunities for the global giants, especially in capital-intensive and high-tech sectors. These giants have made a huge difference in connecting China to the global markets. But so far, different national players have had very different performance inside China.

Overall, on a global basis, the U.S. companies as a group are the biggest. The power of the United States is the most influential in many markets. In China as of now, U.S. players are just one among many foreign business groups. True, they are already very influential, but they can become even more influential if more US players join in.

Relatively speaking, the South Koreans are more active today than the Americans. To the Koreans, coming to China is a necessity, for their home market is small. They aim to use China as a new engine for growth. But the U.S. companies have a huge market at home. Most of them are less willing to venture out. Except for a few large players and high-tech companies, most sizable US companies have only 10% or less international business today. This is quite different from the situation for many leading companies in Europe, Japan, and South Korea. They may have much bigger international sales than their U.S. counterparts.

In China, many Korean companies have been latecomers in relation to Japanese and Western companies. But they have made great strides. Several are already household names, especially LG, Hyundai, and Samsung. Today, there are over 250,000 South Koreans living in China. In addition, some 4 million Korean workers engage in China-related business inside South Korea.

LG has been a star performer. By 2003, LG had invested $2.4 billion in China. The company has become a leader in the consumer electronics and home appliances sector. Its China business reached $8 billion in 2003 and $10 billion in 2004.2 LG is still expanding its investment programs and hoping to make China its second home.

Samsung is another success story. Its product lines—semiconductors, mobile phones, consumer electronics, and home appliances—fit China’s needs.3 By now Samsung has transferred most of its personal computer manufacturing to China. Its latest project is a new plant of making handsets. By now, it is already a top five player in China’s handsets market.

It seems that the Korean giant Samsung has found jade in China. Samsung intends to make China its biggest market, hoping to reach $14 billion in sales by 2008. To this end, the company has been adding new programs. This has already made Samsung a leader in China. The Korean giant will become even more powerful, for it has found a big space in China.

What is behind the success of Korea Inc. is a combination of good timing and the right products. Above all, the Koreans are committed to China for the long term. The Korean success has inspired envy among international competitors.

In fact, Korean companies now treat China as their own production center as well as a big market. The average monthly salary for a manufacturing job is $1,524 in South Korea, but only $115 in China.4 In addition, China is a huge market, much bigger than Korea—something the Korean companies cannot ignore. They intend to move most of their production from Korea to China, increasing the efficiency and profitability of expanding around the globe.5

Auto Market

In the auto market, all the American players are in China today. As is true internationally, GM and Ford are only two players among many in China. The largest player so far is Volkswagen. Volkswagen has been operating in China since 1985. But GM set up its Shanghai joint venture only in 1996. Volkswagen has kept its leadership role by expanding its programs and adding joint ventures.

But Volkswagen also faces huge challenges. All other players are catching up at its expense partly. In particular, GM has been doing better especially lately and moved up to the number one position as of 2005, which makes the German company try harder only. In Volkswagen’s global sales, China now takes about 20%. The German company is adding $10 billion and wishes to make China a bigger center of its global business.6

At this time, both Volkswagen and GM confront numerous competing players in their price range. Honda and Toyota are two of these. Korea’s Hyundai landed in China in 2000. It hopes to make China its biggest market and is now in a hurry to achieve this goal. So far, progress has been huge. In 2004, Hyundai sold 150,000 cars in China, making it one of the top four car makers here.

Another U.S. giant,Ford, does not want to be left behind. Its most recent project was to build an auto factory in Nanjing in partnership with Japan’s Mazda and a Chinese company. At the present time, all global auto players are busy. They expect China’s auto market to reach 10 million by 2010, from 5.92 million in 2005.

All in all, China has become a new arena for global business. All multinationals have taken their unique roles. They are all important for now, and they all want to become even more important. In order to do so they must fight hard with one another, as well as China Inc.

International Banks

In the banking sector, there have been numerous restrictions for foreign banks up to now. Even so, many international players are eager to establish a foothold. Since 2004, because of the WTO accord, lifting of these restrictions has begun.

There are numerous international banks active today. Both Citibank and HSBC are aggressive players. They are competing with each other head-on. Nobody wants to be behind. Both banks are trying to bring their entire business lines over. Their eagerness and ambition are matched only by the degree of surprise on the part of the Chinese banks. Both players are household names already.

CONTENTS
Introduction
Three New Lessons
Growing Up in China
Going International
Returning Home
This Small Book
The Big Picture

Acknowledgments

Part I China as a New Global Theater

1. Ambitions of Foreign Multinationals in China
Today’s Versions of Columbus and Magellan
International Rush
Why Are They Here?
Why China?
One Big Factory-Market
More Sectors, More Players

2. The Business of China Is Business!
“Empty Talk Destroys Prosperity!”
Foreign Bankers
Spouses and Children
Welcome!

3. Creation of a Global Manufacturing Center
Unexpected Contributors
Arrival of Indian Companies
A Crowded Market
Galanz: the Manufacturer of the World
Convenient Settings
Future Trends

4. The Ultimate Driving Force: Explosive Consumption
Unexpected Development
Impressive Outcome
Continued Consumption Surge

5. Sharp Rise of Private Sector
One U.S. Banker’s Discovery
40 Million New Businesspeople
Rural and Urban Entrepreneurs
Buttons Create a New Industrial Town
Jinjiang, Fujian: Biggest Exporting Center for Sport Shoes
Low-End Players

6. All Players Are Important
Competing International Players
Auto Market
International Banks
International Listings
Consumer Views

Part II Global Interactions, Business Dealings, and Job Transfers

7. Learning - A Big Industry
Demand for Education
A Top School
International Involvement

8. The Officials’ Global Reach
Officials Lead the Way
Guangdong versus Inland
Abolishing Bureaucratic Tricks
International First
New York versus Beijing

9. “Capital Is Not Enough”
No Shortcuts
Two Lessons to Remember
Volkswagen versus Beijing Jeep
“Capital Is Not Enough”
Ericsson’s Seven Mistakes
Bashing Carrefour

10. Global Job Transfers
One International Question
Hiring by Foreign Multinationals
New Era of Global Job Transfers
Job Worries around the World
Hiring by Chinese Players
Global Job Transfers: China versus India

Part III China’s New International Experiences

11. Price, Price, Price
A Chinese Edge
GE in China
Japan’s Global Efforts
Cisco versus Huawei
Microsoft in China
Global Price Reductions

12. When Can Chinese Companies Become Global?
Weakness at Home
Foreign Observations
Low Benefits for China
State Banks: “The Troublemakers”
A Long Way to Go

13. Chinese Multinationals
Some Sizable Chinese Companies
Buying Into International Markets
Overseas Operations
Creating More Partnerships

14. Bringing Foreigners In
Trade Fairs
Industrial Parks
Foreign Acquisitions

Part IV China’s Reform at Home: The Unfinished Task

15. Problems Outpacing Solutions
The Ownership Issue
State Assets and Death on the Nile
“Two Pockets of the Same Jacket”
Lack of Weapons and True Owners

16. How Can a Man Still Wear Baby Clothes?
Credit Crisis and Banking Problems
The Richest Man in Shanghai
Corruptive Partnerships

17. Crises of State Sector
Rapid Changes in the Managerial Class
Hiring Foreign Managers
Long Live Competition!
Reform Difficulties
Painful Layoffs
Government Trimming

18. When Can China Achieve Meaningful Restructuring?
A Saturated Market
Difficulties for a Rational Order
The CEO in China and Elsewhere
Who Is Responsible for Wealth Creation?
Buying Parties Ready?
Need for Greater Determination

19. Employment Traps
Resident Permits
Lives of the Migrants
Employment Difficulties for Other Groups
Death of a College Graduate

20. Bureaucratic Tails
Tails Everywhere
Lucky International Players
“The Red Building”

Part V Globalization in Light of History

21. An Unbroken Circle?
The British Isles as a Global Center
China’s Missed Opportunities
The U.S. Way: Dumping Losers
Expansion and Wealth Creation, Past and Present

22. Universal Companies and Global Expansion
Bigger and Bigger Multinationals
First Strategy: A Strong Home Base
Second Strategy: Creating a New Form of Dominance
Third Strategy: A True Global Reach
China’s Participation in the World Economy

23. More on the Circle
Who Has Affected Globalization the Most?
First Factor: Japan’s Global Reach and Retreat
What Is Going On in Tokyo?
South Korea: Glories and Bubbles
Second Factor: Asia’s Financial Crisis
Third Factor: The World Trade Organization
Unexpected Developments
Global Development Orbit

24. How Does China Achieve Sustained Growth?
A Great Paradox
Effective Government, Different Role
The Big Picture
A New Model
Getting Out of the Box
A New World Order

Afterword: China, United States and Global Development
by Andre Gunder Frank

Notes

ABOUT THE AUTHOR

George Zhibin Gu is a journalist/consultant based in Guangdong, China. A native of Xian, he obtained education at Nanjing University in China and Vanderbilt University and the University of Michigan in the United States. He holds two MS degrees and a Ph.D. from the University of Michigan.

For the past two decades, he has been an investment banker and business consultant with a focus on China. His work focuses on helping international businesses to invest in China and the Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, joint ventures, venture capital, business expansion, and restructuring.

Also, he is a journalist focusing on China in relation to global development. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others.

He is the author of three additional books, China Beyond Deng: Reforms in the PRC (McFarland, 1991),

China and New World Order: How Entrepreneurship, Globalization, and Borderless Business Reshape China and World (Fultus, 2006), and Made in China: Players and Challengers in the 21st Century (English edition forthcoming; Portuguese edition, Centro Atlantico, 2005). He is a member of World Association of International Studies hosted by Stanford University.

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LO SCIOPERO NON SI TOCCA !
23/ X SCIOPERO GENERALE ANCHE IN THYSSEN

Alla vigilia dello Sciopero Generale del 23 ottobre indetto dal Patto di Base (Cobas,Rdb-Cub,Sdl), la Dirigenza del Personale della Thyssen-Krupp di Terni sta mettendo in atto una sistematica ed aperta azione di boicottaggio dello sciopero , convocando e ritorcendo i lavoratori iscritti Cobas , addirittura minacciandoli di licenziamento se scioperano !

Questo illegale e sadico modo di procedere , tipico del ventennio fascista , non ci meraviglia venga adottato da chi non si cura della stessa vita dei lavoratori, mandandoli a morte sul lavoro come il processo nei confronti della proprietà e massima dirigenza Thyssen-Krupp testimonia a Torino.
Ma la protervia, il livore e la bestialità del Capo del Personale e della proprietà Thyssen-Krupp meritano non solo la condanna per “ attività antisindacale”(ex art.28) , quanto quella in sede penale, affinché questi soggetti allevati al più bieco dispregio dei valori umani e del rispetto sociale imparino la lezione della democrazia e della convivenza civile.

Se poi alle minacce seguiranno i fatti, se verranno licenziati i lavoratori scioperanti , la Thyssen si autoprodurrà un danno di immagine ed economico nell’intera Europa che provvederemo ad amplificare nel resto del mondo : il sasso che ha scagliato contro il Cobas ricadrà come una montagna sulle teste di legno di siffatta dirigenza e proprietà !

Quanto alla Fiom ed altri sindacati di fabbrica, che si stanno dando da fare per far fallire lo sciopero, devono solo vergognarsi per aver tradito la funzione originaria del sindacato. Quando mai si è visto un sindacato attaccarne un altro perché convoca lo sciopero nell’interesse generale? Al massimo decide di non scioperare non di allinearsi alle minacce del padrone !
Finora solo i “sindacati gialli” ( filo-padronali) hanno svolto questa infame missione .

Tempi difficili e incerti, ma che ci inducono a mantenere ancor più saldi principi e valori.

I nostri cuori semplici, onesti e solidali ci sollecitano a produrre il massimo impegno per fare tramontare il più presto possibile - insieme al dispotismo e alle attuali porcherie – questa società esaurita e corrotta nella sua funzione emancipatrice , per annunciarne una nuova in cui i diritti dei lavoratori e dei cittadini siano il fondamento costituente.

TOTALE SOSTEGNO A ROBERTO ANAFRINI,
A TUTTI I LAVORATORI MINACCIATI E VILIPESI

IL DIRITTO DI SCIOPERO E’ UN CAPISALDO DELLA COSTITUZIONE ,
CHIUNQUE L’OSTACOLI O LO NEGHI E’ FUORI DALLA REPUBBLICA
E DAL CONSESSO SOCIALE : E’ FUORILEGGE E PAGA PEGNO !

COBAS del LAVORO PRIVATO CONFEDERAZIONE COBAS

Roma 21 ottobre 2009

Il Codacons denuncia l'isterismo del mercato dei carburanti
"Le fluttuazioni non sono giustificate dal rialzo del petrolio"

ROMA - Quello dei carburanti è un mercato "isterico". A definirlo così è il Codacons, l'associazione dei consumatori, che ha riscontrato negli ultimi venti giorni un rincaro di 3,3 euro per un pieno di benzina. "Si tratta di prezzi isterici che aumentano ad una velocità impressionante. Basti pensare che solo 20 giorni fa la benzina costava 1,248 euro al litro e il gasolio 1,095". Lo dice il presidente del Codacons, Carlo Rienzi fornendo i dati sull'andamento dei prezzi dei carburanti: "la benzina verde in molti distributori supera quota 1,3 euro al litro e il gasolio raggiunge la soglia di 1,158 euro al litro".

Secondo il Codacons, il rialzo dei prezzi del carburante è solo in parte giustificabile con i rincari nelle quotazioni internazionali del petrolio. L'associazione dei consumatori ha auspicato una "futura cura che possa guarire la patologia di cui soffre il settore dei carburanti in Italia". Una patologia che comporta "l'aumento dei prezzi al minimo accenno di rialzo del petrolio". Per il Codacons, infatti, questa fluttuazione dei prezzi ha causato solo negli ultimi venti giorni "un maggior esborso pari a 3,3 euro per un pieno di benzina e a 3,15 euro per un pieno di gasolio".

Una tendenza comune alle maggiori compagnie italiane. Questa mattina Agip ha aumentato di 2 centesimi entrambi i prodotti mentre Erg ha ritoccato di 0,5 centesimi la benzina e di 1 centesimo il diesel. LaEsso di 0,5 centesimi entrambi i prodotti e Q8 ha rialzato di 1,2 centesimi il prezzo di riferimento della sola benzina.

Stamattina, intanto, il prezzo del petrolio aveva registrato una nuova impennata. Il greggio sul circuito elettronico a New York registra un rialzo di 25 centesimi a 79,86 dollari al barile mentre a Londra il Brent guadagna 27 centesimi a 78,04 dollari. Secondo gli analisti, la causa è una nuova debolezza del dollaro.

How Globalization, Borderless Business and Entrepreneurship are reshaping China and the world (book excerpts of "China and the new world order)

by George Zhibin Gu, 248 pages

Part II
The Yuan, Trade, and Investment

SUMMARY

Within a very short time, from nowhere seemingly, China has leaped forward, becoming a top manufacturing center and a top trading nation. In 2005 alone, China manufactured 80 million TV sets, 300 million mobile handsets, and 70 million air-conditioning units. These things were unimaginable in the Mao era. What was behind all this?

A basic fact is this: China’s quick development is tied to the outside world. The international involvement has many dimensions. First, the outside world had invested more than $640 billion in the Chinese market by early 2006. Second, overseas investors created over a half-million companies in this frontier market. Third, through their direct involvement, China’s economy is now directly linked to the global markets. These overseas businesses are responsible for the majority of China’s exports. In 2005 alone, nearly 60% of exports from China came through foreign-funded enterprises inside the nation.

This expanding manufacturing power is altering the global production map, and the changing reality also causes trade frictions of all sorts. Different nations have different interests. Reaching common ground is burdensome, to say the least. But there is no alternative and no shortcut. The economic interdependence demands rational thinking and actions.

Among the trade issues, the yuan’s exchange rate stands out. Some people feel that a rising yuan offers an immediate solution to the trade imbalance as well as advantages to the world. But will a rising yuan resolve the deeper issues? Are there any other options?

But the key is a fast changing world production and trade. That is, China and India are fast becoming low cost manufacturing and serice centers, while the developed West is fast becoming hightech and service oriented industries and economies.

[...]

Chapter 6. China's Competitiveness vs. a Rising Yuan

China's surprise revaluation of the yuan on July 21, 2005, has raised many questions and issues. As a result, both inside and outside of China, there has been a great deal of commentary on how different sectors of China's economy stand to gain, or lose, from the policy change.

But the most important question is how the stronger yuan will affect China's competitiveness over the long term. A serious analysis shows that the revaluation could boost China's general competitiveness. And the entire world may benefit from a more competitive Chinese economy.

China's most basic economic challenge for the next generation will be to move from a low-value-added, investment-driven economy to a high-value-added, efficiency-driven one. The stronger yuan and the outside world will both play a significant role in causing this shift.

Business Chains: China's Hidden Strength

China's vast underpaid labor force is widely regarded as the foundation of the nation’s competitiveness. But cheap labor is not the key ingredient in the recipe. True, the average manufacturing job in China pays only $115 per month. But many other developing nations, such as India and Indonesia, have a large supply of inexpensive labor—yet China has pulled ahead of them, and other developing nations, as a top business and investment center. Why?

What has made the biggest difference is that China has built a set of complete business chains, especially in the manufacturing sector. The term business chain encompasses all the phases a product goes through before it reaches the customer, from raw material to parts manufacturing, assembly, marketing, the provision of technology and capital, and so on. To a far greater extent than competing countries, China has successfully achieved critical mass for its business chains: Increasingly, all the required elements are present within the country.

Very significantly, China's business chains increasingly connect final products directly with global markets and buyers: In 2005 alone, Dell purchased about $16 billion worth of products made in China. General Electric (GE) reached over $5 billion in outsourcing plus over $5 billion additional sales in 2005, and Philips did over $10 billion of China business in 2005.

A dominating reason for the localization of business chains inside China is the domestic consumption explosion. For example, prior to 1990, hardly any homes had air-conditioning. Today air-conditioning is very popular; China produced 80 million units in 2005 alone. This rising consumption has become a magnet for international capitalists. Without it, attracting foreign investment would be very difficult.

Obviously, global multinationals want immediate transactions and quick profits. Naturally, they invest mostly in those markets where consumption rises quickly. All business leaders today are under enormous pressures to produce quick results. Their eyes are tightly fixed especially on markets that offer immediate benefits. Therefore, rising consumption has made China a top destination for global capital.

This Chinese consumption growth has had no equal in the world. In 2005 alone, China manufactured around 300 million mobile phones, some 100 million of which were sold to Chinese customers, helping to make China the world's biggest mobile phone market with over 400 million subscribers as of early 2006.

Furthermore, with such an exploding market, international telecom players have little choice but to compete in China if they intend to win in the world marketplace. Nokia's global leadership in 2004 was helped in no small measure by its $6.9 billion in business from China. This foreign rush has further expanded the business chains.

The great advantage of complete business chains is that all manufacturers, Chinese or international, can make products in one place—China. In fact, regions like Guangdong and Shanghai have highly concentrated business chains that provide the best services for all sorts of businesses. This high degree of efficiency exists only in very few markets around the globe. It has been decisive in helping to make China a new business center.

[...}

Reviews

Professor William Ratliff, Hoover Fellow at Stanford University
"Unique Guide. No one I know of has come so close to capturing
(new China's) spirit and meaning ... as Gu." .

Professor Ping Chen, Peking University and University of Texas at Austin
"Not many people have time and energy to investigate basic issues
confronting China and world. Dr. Gu is one exception." -

Winston Ma, Investment Banker and Author, Investing in China
"Essential reading for readers of whatever interests."

Contemporary History Association
"Highly insightful study on Chinese multinationals on the global
stage, as well as implications to global development." --This text refers to the Hardcover edition.

Gurus Online
"Rigorous examination on current China and global affairs by an
INSIDER."

Book Description
China is the world's number-one growth story now. But how is
it that China has achieved such quick growth in this era? How is it that
made-in-China products can flood the globe? Is a trade war going to happen?
Or is a new world order in the making? This second volume of a trilogy-by
Chinese journalist/consultant George Zhibin Gu-aims to answer these
questions and more.

Today, more than a half-million overseas companies conduct business
inside China. Learn about all the opportunities this exploding market
presents, including banking, insurance, and stock market, as well as the
yuan and trade and cross-border business issues. Moreover, it contains
extensive studies on China's political-economic reform as well as evolving
international relations.

This volume addresses eight key topics:

Contents of "China and the New World Order"

This book consists of 26 chapters, which are organized into eight parts:
I. China’s New Role in the World Development

Ch 1. China's social changes vs tourism
Ch 2. Whose 21st century?
Ch 3. Go east, young man!
Ch 4. Everyone in the same boat
ch 5. Power and limits of later developers

II. The Yuan, Trade, and Investment

ch 6. China's competitiveness vs rising yuan.
ch 7. Where to invest your money?
ch 8. Behind a rising yuan
ch 9. Beyond textile trade wars

III. China’s Fast-Changing Society, Politics, and Economy (in light of Chinese and global history)

ch 10. Lessons from Shenzhen, China's new powerhouse.
ch 11. Hunan province: from red state to supergirl and superrice.
ch 12. A revolution of Chinese professions
ch 13. What is the Chinese bureaucratic tradition?
ch 14. Why does Beijing want to reform?

IV. China’s Banking, Insurance, and Stock Market Reforms

ch 15. The explosive insurance market
ch 16. Chinese banks on the move, finally.
ch 17. lessons from China's stock market.

V. Chinese Multinationals vs. Global Giants

ch 18. The coming of age of Chinese multinationals.
ch 19. Behind Chinese multinationals' global efforts.
ch 20. China's technology development.

VI. The Taiwan Issue : Current Affairs and Trends (federation as an alternate way for unity)

ch 21. Federation: the best choice for Taiwan and mainland China.
ch 22. Taiwanese businesses in the mainland.
a vibrant Taiwanese force.
Hightech.
Other sectors.
What is the next?
Will Spring follow winter?

VII. India vs. China : Moving Ahead at the Same Time

ch. 23. China and India: can they do better together?
ch 24. Uneven development: India vs China.

VIII. The Japan-China Issue : Evolving Relations in Light of History

ch 25. Japanese business in China.
ch 26. Japan's past aggressions vs current affairs.

About the Author

George Zhibin Gu, a journalist/consultant based in Guangdong, China. A native of Xian, he was educated at Nanjing University, Vanderbilt University, and the University of Michigan. He holds two MS and a PhD from the University of Michigan.

For the past two decades, he has been an investment banker and business consultant. His work focuses on helping international businesses to invest in China and helping Chinese companies to expand overseas. He has worked for Prudential Securities, Lazard, and State Street Bank, among others. He generally covers mergers and acquisitions, venture capital, business expansion, and restructuring.

Also, he is a journalist on China and its relations with the world. His articles or columns have appeared in Asia Times, Beijing Review, The Seoul Times, Financial Sense, Gurus Online, Money Week, Online Opinion, Asia Venture Capital Journal, and Sinomania, among others. He is also a member of the World Association for International Studies hosted by Stanford University.

He is the author of four books :

1.China and the New World Order : How Entrepreneurship, Globalization and Borderless Economy Reshape China and World, foreword by William Ratliff (Fultus, 2006) ;

2.China’s Global Reach : Markets, Multinationals, and Globalization, afterword by Andre Gunder Frank (revised edition, Fultus, 2006) ;

3. China Beyond Deng : Reforms in the PRC (McFarland, 1991) ; and

4. Made in China ( English edition forthcoming, Fall 08 ; Portuguese edition, Centro Atlantico, 2005)

ACCORDO SEPARATO CCNL METALMECCANICI FIRMATO DA FIM-UILM

ORA LO SCIOPERO GENERALE DEL 23 OTTOBRE !

Questo in sintesi “ il contratto triennale”, l’affare fatto dai padroni a scapito dei metalmeccanici complici Fim-Uilm !
 Aumento retributivo di 110 euro per il 5° livello. La prima tranche dell’aumento - 28 euro lordi - sarà in busta da gennaio 2010, la seconda sarà di 40 euro lordi dal 2011 e la terza di 42 euro lordi nel 2012- pari a 76 euro netti al 5° livello e solo nel 2012 !
 15 euro in più –pari a 11 netti– per quanti non hanno contrattazione aziendale ( 82%)
 “Fondo di Solidarietà”: carrozzone sindacati–padroni finanziato anche dai lavoratori.
Fismic e Ugl non hanno firmato solo perché esclusi della gestione dei fondi pensionistici.
“Cometa” che oggi il padronato si spartisce con i sindacati concertativi FIOM-FIM-UILM.
La Fiom accusa il colpo – dice che è un golpe – ma se i lavoratori accettano, si arrende !
--------------------------
A QUESTO GIOCO DELLE PARTI I COBAS NON CI STANNO !
I Cobas hanno detto chiaro e tondo che il tutto discende dall’arrendevolezza di tutti i sindacati concertativi, Cgil inclusa.
Abbiamo denunciato la scelta filogovernativo-padronale di Cisl-Uil e l’atteggiamento dilatorio della Cgil, che a fronte all’accordo separato sulla “ riforma contrattuale”, di fatto nel 90% delle piattaforme contrattuali di categoria accetta la “ triennalità” e limita le richieste salariali.
Abbiamo criticato le posizioni formaliste della Fiom che, ben sapendo che si sarebbe arrivati all’accordo separato di Fim-Uilm-Padronato, poco o nulla hanno opposto per contrastarlo.
Invece c’è bisogno di fronte alla crisi occupazionale, alla penuria salariale, alla precarietà e disoccupazione diffuse, di una linea di lotta quotidiana e generalizzata, mantenendo il massimo sforzo in difesa dei lavoratori in lotta contro la chiusura delle fabbriche, i licenziamenti, la cassintegrazione.
Sollecitiamo la convocazione delle assemblee e del referendum per sconfessare l’imbroglio, negandogli la validità “erga omnes”.
-----------------

Da tempo s’impone la necessità dello Sciopero Generale, su una piattaforma tesa a rivendicare il finanziamento dei bisogni dei lavoratori e della popolazione , piuttosto che le banche e le spese militari. Una vertenza collettiva che leghi la difesa dell’occupazione a scelte energico-ambientali-infrastrutturali per far decollare il paese, che realizzi aumenti salariali e pensionistici come sostegno al reddito e volano della ripresa, che tuteli e potenzi i beni comuni acqua, energia, trasporti, scuola, sanità) contro la speculazione privatista, che accolga e integri gli immigrati anche per contrastare la piega securitaria e xenofoba imposta alla società.

I Cobas e le altre O.S. del Patto di Base , a questa diffusa esigenza hanno corrisposto chiamando allo Sciopero Generale il 23 ottobre con manifestazione nazionale a Roma, consapevoli che ben altro peso e rapporto di forza si potrebbe esercitare se altre forze sindacali e sociali comincino a passare dalle parole ai fatti, per contrastare la politica affamatrice e disgregatrice del governo.

Roma 16 ottobre 2009

COBAS LAVORO PRIVATO – CONFEDERAZIONE COBAS
www.cobas.it

Roma, viale Manzoni 55 - Tel 0670452452 - Fax 0677206060 – email cobas@cobas.it

Roma, 19 ott - In frazionale ribasso il titolo Mediaset che, sul paniere principale, scambia a 4,94 euro per azione in calo dello 0,30%. Molti i tempi caldi che ruotano intorno al titolo del Biscione, non ultimo il progetto, riportato oggi in un articolo di "Affari e Finanza", supplemento de "La repubblica", di trasferire su internet tutti i contenuti a pagamento di Premium entro novembre 2010. Alla base del progetto ci sarebbe il timore che il modello di business basato sui soli introiti pubblicitari possa risultare ormai superato.