retail trade Constant dispute about the closing time

Status: 21.06.2021 5:43 p.m.

25 years ago, the Bundestag approved longer shop opening times. But to what extent do more flexible rules benefit retail – and what price do employees pay? The debate continues.

From Jens Eberl, WDR

When Berliners want to go shopping in Bavaria, they might find themselves in front of closed doors every now and then. Berliners are used to having shops open around the clock. And Bavaria, on the other hand, has the shortest opening times in Germany. Since 2006, responsibility for regulating shop closing times lies with the federal states. The federal store closing law only applies in the federal states that have not passed their own store opening law; and that is the case in Bavaria. According to the Federal Store Opening Act, sales are allowed Monday to Saturday from 6 a.m. to 8 p.m. Bakeries are allowed to open from 5.30 a.m. In Rhineland-Palatinate and Saxony, the shops are allowed to open from 6 a.m. to 10 p.m., in the other federal states, 0 a.m. to midnight.

“The job can hardly be planned any more”

Have the more flexible opening times proven effective? The balance sheets are very different. Stefan Genth, chief executive of the retail trade association (HDE), says that liberalization was an important and right step. “Especially in the food retail sector, customers like to use the longer opening times to shop later in the evening after the working day and to take a look around.” The service union ver.di, on the other hand, speaks of a massive deterioration in working conditions. “Due to the long opening times, the employees are required to be much more flexible, the job can hardly be planned,” says Federal Board Member Stefanie Benefitberger. Compared to the past, there are many more part-time workers; the longer opening times have not led to the creation of full-time jobs. “There are simply fewer staff available for advice in the store, so that the opening times can be covered,” says Benefitberger. “Two thirds of those employed in retail are women. The expansion of part-time work and employment that is not subject to social security contributions are at their expense and mean that they are dependent on basic security in old age.”

Jobs for millions of people

The industry association contradicts: Liberalization has increased the need for labor in the retail sector. “Particularly in the food trade, additional jobs were created in order to be able to cover the evening and night hours,” said HDE General Manager Genth. Overall, the retail trade in Germany today offers more than three million people a job.

The union also sees a connection between the dying inner cities and the long opening times. There was a big cutthroat competition, so ver.di board member Benefitberger. “Four corporations make around 80 percent of sales in foodstuffs, three corporations make almost 90 percent of sales in drugstore articles.” Not every company was able to go along, especially smaller shops should have closed that way.

Sunday opening as an economic aid?

In the current discussion about shop opening times, the main focus is currently on Sunday. The trade association, the association of towns and municipalities and Marcel Fratzscher, head of the German Institute for Economic Research (DIW), have signed up for a general Sunday opening until Christmas – as an economic aid for the industry, which has been hard hit by Corona.

“In many other areas of the economy, opening on Sundays is a matter of course. In restaurants and pubs it is part of everyday life that the doors are also wide open on Sundays. The same is true of theaters, cinemas or museums worked on Sundays, “said industry representative Genth. “Only in the retail sector, as a rule, everything has to be closed on Sundays. That is no longer in keeping with the times.”

Resistance in court too

But the trade union ver.di is massively resisting further liberalization, which is why it repeatedly goes to court. The advance of the HDE is a “general attack” on the trade workers, their families, and the Basic Law. “The HDE thinks too short-sightedly when it hopes to liven up the city centers and shops with shopping Sundays,” said union Benefitberger. “Because just because it is open longer, people cannot spend more money. Sunday sales only move sales from working days to Sunday.”

At the moment, shops generally have to close on Sundays and public holidays. There are exceptions, for example, for bakeries, flower shops, newsagents, petrol stations and shops in train stations and airports

Amazon On “Prime Day” there is a strike

Status: 21.06.2021 1:11 p.m.

Ironically, during the “Prime Day” discount campaign, a strike is to take place at seven locations of the online retailer Amazon in Germany. In Bad Hersfeld, employees have already stopped working. At the online retailer Amazon, a few hundred employees in Bad Hersfeld went on strike today at the start of the “Prime Day” discount campaign, which is taking place today and tomorrow. The Verdi union called for a strike at seven Amazon locations. In addition to the two logistics locations in Bad Hersfeld, Hesse, these are Werne, Leipzig, Rheinberg, Bad Hersfeld, Koblenz and Graben. The background to the strike is the wage dispute that has been smoldering for years between the union and Amazon. Verdi has been fighting for years to ensure that Amazon employees get a collective agreement and are paid according to the tariff for retail and mail order.

According to Verdi, around 3,300 women and men work across all five shifts in Bad Hersfeld. Since Sunday night they have been called to participate in the action planned until Wednesday. On Monday morning, the union counted around 300 people absent from work.

Group: No impact for customers

“Amazon spends millions on advertising and makes billions of dollars in sales on the days of the campaign. The employees in the shipping centers have to cope with the influx of customers and don’t get a cent for the increased workload,” said Orhan Akman, who is responsible for retail and mail order at Verdi. Amazon said the group does not expect any impact on customers. Amazon already offers “excellent pay, excellent additional services and excellent career opportunities – all in a safe, modern work environment”.

A spokesman pointed out that the starting wages for all employees in the German logistics network would be increased to the equivalent of at least twelve euros gross per hour from July. In autumn 2022, this is expected to rise to 12.50 euros. In addition, Amazon pays a special allowance for overtime, life and disability insurance and contributions to company pension schemes.

“Far from recognition and respect”

Amazon’s payment currently lags behind Verdi’s tariff requirement in retail and mail order, which is 12.50 euros for all employees. The union is harshly criticizing the group: Verdi called the announced increase in starting salaries to twelve euros per hour “cynical and far from recognition and respect”. Amazon behaves “like a landlord” who, when in a good mood, “has a few benefits for his day laborers”. The trade union is demanding that the federal government facilitate the path to generally binding collective bargaining provisions so that all companies in the respective industry are bound by them.

report

VW factory in Emden When 8,000 employees have to rethink

Status: 19.06.2021 10:18 a.m.

In the future, only electric cars will roll off the assembly line at the VW plant in Emden. This means billions in costs for the group – and many changes for the employees. And some jobs will probably disappear.

From Sebastian Duden, NDR

“What is that again?” Andreas Buse looks at his trainer questioningly and points to a magnetic picture that he should hang in the right place on a board. “This is the heater for the battery, which is also in the front of the vehicle.” It is about basic knowledge of the new electric cars that are to be built here at the Volkswagen plant in Emden from 2022. All 8,000 employees at the site go through the training.

It doesn’t work without a plug

It will be more special for the production staff at the next station. Buse has to be even more careful. This is about plugs. He’s trying to build a cable to an electric car charger. It doesn’t work, and he has to find the problem. “Ah, okay, a pin is bent, that’s why it doesn’t work.” His instructor nods. “So don’t just check the connector, but always look at the component to see if nothing is bent.” Plugs – they will be even more important in the future, so they have already been. Without a plug there is no flow of electricity, and then they cannot even drive the cars out of the hall. “To know that the vehicle cannot be delivered at all and that a fault then has to be laboriously searched for, that is something I have great respect for,” says Buse.

No oil, no engine compartment

One hall further is the ID.4 – the electric car that will roll off the assembly line here from 2022. It’s an SUV, weighing more than two tons. Much of the weight is caused by the large battery. Depending on the model, the ID.4 should travel up to 500 kilometers.

“The dipstick is no longer there, oily fingers, the time is over,” says project manager Hanno Greune. He opens the “bonnet” of the car, which actually doesn’t deserve the name anymore, because you won’t find an engine here. That is not much more than a “technical room”, he admits, there are now fans and heaters, for example. “In our vehicles, the engine is on the rear axle,” says Greune. He points to a plain black cover in the trunk. Underneath is a comparatively small unit – about the size of a sports bag.

So far mainly the location for the production of the VW Passat, in a few years pure electrical work: the factory in Emden. Image: picture alliance / Jochen Tack

The VW plant in Emden is already the size of an entire district. It is now being expanded again towards the Ems. For this purpose, foundation piles had to be driven 30 meters deep into the muddy subsoil. The largest hall has 45,000 square meters. A total of six new halls and logistics buildings will be added. The expansion will cost one billion euros. “The renovation is the most massive that the site has ever gone through,” says plant manager Uwe Schwartz. “We are massively involved in all structures. We are creating more than 100,000 square meters of new space.” Schwartz was brought in specially for the renovation. Before he headed the planning staff at the main plant in Wolfsburg, now he can implement the ideas developed there on site.

Simpler technology, fewer jobs

Volkswagen relies entirely on electric drives. The conversion should be a clear commitment to electric drive – even if experts can imagine other drive types in the future, for example in combination with synthetic fuels. For a transitional phase of three years, VW wants to build cars with internal combustion engines in Emden at the same time.

“Emden is the first location in Lower Saxony that will then be completely converted to vehicles with electric drives,” says Schwartz. Up to now, the “Passat” models in particular have rolled off the production line at the plant. Electric vehicles, however, have a much simpler drive than petrol and diesel. Most of them not only have more complex engines, but also finely graduated gears and gearshifts. All of that is missing in an electric car. As a result, manufacturers actually need fewer employees to build them.

Fewer employees needed to build e-cars

The works council in Emden sees the problem and expects the loss of some jobs. However, new employees are also needed elsewhere, says Works Council Chairman Manfred Wulff. For example in digitization. “We still need bodies that have to be pressed and painted, so we won’t lose a lot of work. The fact that we no longer have the classic engine will be eliminated.”

Experts predict that in the worst case scenario, it could hit a third of those employed in vehicle construction during the transformation phase. But they see it differently in the works council in Emden. There they even wished to switch over to electric car construction as quickly as possible. After all, the sales figures for the classic VW models have not developed positively. The alternative would have been to build more models with internal combustion engines at the Emden location in order to utilize the capacities. Then it would be better to have a clear future perspective, according to the works council. This is how Andreas Buse sees it, who is now back on the production line and wiring the engine compartment of the Passat and Arteon models. “Sure, there will be restructuring, but I’m not afraid of it.” Many of his colleagues will probably go into partial retirement in the course of the restructuring. However, he is only 32 years old. And he is also looking forward to the changes. Even if he will miss the Passat, as he admits when asked

On the evening of June 20, Gree Electric announced the first phase of the employee stock ownership plan. The total number of employees who intend to participate in the employee stock ownership plan does not exceed 12,000. The capital scale of the employee stock ownership plan does not exceed 3 billion yuan, accounting for the company’s total share capital. 1.8%.

Southern Metropolis reporter noticed that, perhaps affected by this news, after the opening of the market on June 21, Gree Electric Appliances plummeted all the way. At the close of the market, Gree Electric Appliances stock price was 51.11 yuan, a decrease of 4.79%.

On the evening of June 20, Gree Electric announced the first phase of the employee stock ownership plan. The total number of employees who intend to participate in the employee stock ownership plan does not exceed 12,000. The capital scale of the employee stock ownership plan does not exceed 3 billion yuan, accounting for the company’s total share capital. 1.8%.
Southern Metropolis reporter noticed that, perhaps affected by this news, after the opening of the market on June 21, Gree Electric Appliances plummeted all the way. At the close of the market, Gree Electric Appliances stock price was 51.11 yuan, a decrease of 4.79%.
Gree Electric’s last large-scale equity incentive was in 2009. At that time, the major shareholder Gree Group transferred 16.042,500 shares of Gree Electric. The company’s senior executives provide equity incentives.
On April 15 this year, Gree Electric announced again that it plans to launch an employee stock ownership plan. The total number of stocks to be held in this employee stock ownership plan does not exceed 3% of the company’s total equity. The total number of stocks corresponding to the equity interests of a single employee The cumulative total does not exceed 1% of the company’s total equity. Gree Electric stated that the source of stocks for this employee stock ownership plan is the accumulated repurchased shares in the company’s special repurchase account and the shares obtained in a manner permitted by laws and regulations such as secondary market purchases.
Nandu reporter combed and found that since April 2020, Gree Electric has issued three share repurchase announcements. In 2020, Gree Electric Appliances repurchased shares twice, with a total of 12 billion yuan used to repurchase a total of 209 million shares, accounting for 3.48% of the company’s total share capital. On the evening of May 26, 2021, Gree Electric announced the highest of the new phase The 15 billion yuan stock repurchase plan is used to invest in equity repurchase for employee incentives, improve governance mechanisms, and do diversified businesses. The repurchase amount exceeds the sum of the previous two periods.
According to the announcement on June 20, the latest employee stock ownership plan intends to purchase the company’s repurchase shares at 27.68 yuan per share. The purchase price is equal to 50% of the company’s recent average price of repurchased shares, compared with the closing of the stock (53.68 yuan) last Friday. The price discount is as high as 51%. The total number of employees who intend to participate in this employee stock ownership plan does not exceed 12,000, including a total of 8 company directors (excluding independent directors), supervisors, and senior executives, as well as middle-level employees who have an important role in the company’s overall performance and medium and long-term development Cadres and core employees.

Among them, in this employee stock ownership plan, Dong Mingzhu intends to subscribe for a maximum of 30 million shares, and the proposed maximum amount of funds is about 830 million yuan, accounting for 27.68% of this employee stock ownership plan. Other directors or vice presidents subscribed for 600,000 shares, and employee supervisor Wang Fawen subscribed for 80,000 shares. The remaining shares are the company’s middle-level cadres and core employees. In addition, although employees can subscribe for Gree Electric’s shares at half price, this “benefit” also has additional conditions-the employee stock ownership plan has set a two-year performance appraisal period. The employee stock ownership plan assigns the corresponding rights and interests to the holders of the employee stock ownership plan in two phases according to the assessment results during the vesting evaluation period, and the attributable ratio in each phase is up to 50%. The evaluation indicators of the employee stock ownership plan are divided into company performance evaluation indicators and individual performance evaluation indicators. In the first vesting period, the net profit in 2021 will increase by no less than 10% compared to 2020, and the cash dividend per share for the year shall not be less than 2 yuan or the total cash dividend shall not be less than 50% of the net profit for the year. In the second vesting period, the net profit in 2022 will increase by no less than 20% compared to 2020, and the cash dividend per share for the year will not be less than 2 yuan or the total cash dividend will not be less than 50% of the net profit for the year. After the plan came out, some Gree Electric’s investors’ plan rebounded strongly, believing that the exercise and excitation conditions of the employee stock ownership plan were too loose: Due to the new crown epidemic in 2020, Gree Electric’s performance base for the year was very low. Performance as a benchmark to set the incentive conditions for employee stock ownership is too loose. In addition, Gree Electric’s share price has not risen significantly in more than two years. At this time, the employee shareholding plan stock price can be risk-free arbitrage at a 50% exercise. Some investors also believe that Dong Mingzhu’s personal shareholding is as high as 30 million shares, which is too high in the employee shareholding plan. In addition, the Southern Metropolis reporter noted that on December 31, 2020, Gree Electric’s share price reached its highest point of 69.79 yuan. But after 2021, its stock price has fallen all the way to early 50 yuan, and the cumulative decline has been close to 30%. Written by: Southern Metropolis reporter Kong Xueshao

The content of the post is very long, I have summarized the key points:

1. With HiSilicon chips, you can directly connect with HiSilicon colleagues to solve problems quickly when you encounter problems;

2. With a Qualcomm chip, if you encounter a problem, you must first pay $1,000 before submitting the problem, and then there will be repeated and long communication, and the problem cannot be solved for a long time;

3. HiSilicon and Qualcomm, one of the efficiency in the sky, the other in the ground;

4. HiSilicon slowly caught up with Qualcomm back then, precisely because of the rapid optimization and solution of the problem;

5. Qualcomm is like a “big man”, you will have to pay a fee of $1,000 to raise a case (it should be Qualcomm’s consulting service charge);

6. Exclamation: When can I use my country’s chips? !

   

In Song Zongguang’s Shaoxing three years, Lu You returned to his hometown, watching the beautiful rivers and mountains of the country fall under the iron hoof of the golden man, sorrow appeared between the lines, and he wrote “The deceased’s tears are all in the dust, and the king is looking south for another year.” , Depicting the scene of the people in the occupied areas eagerly looking forward to recovery. The people in the enemy-occupied area groaned in pain under the iron hoof of the golden man. Their tears have drained. How much they want to return to the embrace of the motherland. The posts of Glory employees are not as magnificent as Lu You’s rhetoric, but they express the same emotions.

In this regard, I would also like to talk about some of my views:

First, HiSilicon is really awesome, and its awesomeness is built on the basis of Huawei’s development!

The post mentioned that “HiSilicon slowly caught up with Qualcomm back then because of the rapid optimization and solution of the problem.” As a chip design company, HiSilicon’s subsequent success was based entirely on the symbiosis with Huawei’s several major product lines. Based on.

Let’s take a look at the growth history of HiSilicon chip——

In 2004, Huawei established a wholly-owned subsidiary, HiSilicon, and began to conduct chip research and development more systematically. In 2006, the development of mobile phone chip solutions was officially started. In 2009, HiSilicon launched its first mobile phone application processor, named K3V1. As the first-generation product, K3V1 is quite “rough”, using 110nm process, while mainstream chips at that time have adopted 65nm or even 45nm, a full generation of performance gap, naturally no one in the market cares.

How to do? At that time, all mobile phone manufacturers were lining up to buy Qualcomm chips, and no one wanted to be a guinea pig for Huawei. At that time, Ren Zhengfei gritted his teeth and used his mobile phone! Improve while using. Of course, if you have thunder, you must carry it yourself.

Subsequently, the mobile phone chip business was transferred to Huawei Terminal Company, and the mobile phones produced by Huawei directly use its own chips. As a result, the K3 processor was able to continue development. In 2012, an improved version of K3V2 was born. It adopted the mainstream ARM quad-core architecture and supported the Android operating system.

Of course, things have not been smooth sailing. K3V2 was born with a 40nm process, which is one generation behind the mainstream Qualcomm and Samsung processor processes at the time. The performance cannot keep up, but the power consumption is much larger. These problems led to the fact that Huawei’s flagship D1 and D2, which used K3V2, were frequently complained by users as soon as they were released-“Hand warmers” and “Tractors”.

By June 2014, Huawei chip took a big step-finally realized the integration of application processor and self-developed baseband processor Baron 720 on a single chip to form an independent system on chip (SoC, System on Chip) After surpassing the mountains and ridges, Huawei named this chip Kirin 920.

Why is it called “Kirin”? According to a source from Huawei, it is hoped that Huawei’s mobile phone chips will be more vigorous and vigorous through the guardianship of the beasts. The reality is far beyond the expectations of the Huawei people at the time-the Kirin series of chips helped Huawei’s mobile phones to completely achieve Nirvana.

Subsequently, Huawei upgraded the Kirin 925 and applied it to its own flagship Mate7 mobile phone. In the end, Mate7 created the history of domestically produced flagship mobile phones of more than 3,000 yuan, with global sales exceeding 7.5 million units.

The great success of Mate7 greatly encouraged Huawei’s chip team. Since then, Huawei has been out of control on mobile phone chips, and has continuously released upgraded Kirin 960, 970, 980, 990 and other mobile phone processors. Almost every Huawei Mate, P and Honor series mobile phones equipped with these processors are selling well, successfully establishing Huawei’s position in the mid-to-high-end mobile phone market and becoming a smart phone giant alongside Apple and Samsung.

Along the way, the success of Huawei mobile phones is actually largely based on the Kirin chip. Through the continuous upgrade of the Kirin chip, it has continuously output technical and performance support to Huawei mobile phones, and the continuous innovation of mobile terminals is driven by chip technology. , And formed a virtuous circle between the two.

Therefore, HiSilicon’s success is not for no reason, but standing on the shoulders of the giant Huawei!

Second, Qualcomm is indeed hegemonic, but it won’t be long before it’s “jumping”

Qualcomm is definitely a phenomenon in the chip market!

Qualcomm’s main business is divided into two parts, one is QCT (Qualcomm Semiconductor Business), and the other is QTL (Qualcomm Technology Licensing Business). QCT mainly researches and develops integrated circuit products and system software products based on cellular communication technology, connection technology, multimedia technology, multimedia technology, smartphones and terminal A, such as Snapdragon chips; QTL is Qualcomm’s licensing of a large number of its own patented technologies The method is open to the industry, and a certain percentage of the “patent licensing fee” (Qualcomm tax) is charged from the equipment shipped by the manufacturer. These two businesses actually complement each other. The more QCTs are sold, the higher the corresponding QTL income will be. The current ratio of these two businesses is about 3:1.

Qualcomm’s “Qualcomm tax” has long been notorious. Qualcomm has threatened Huawei that if it does not sign a license agreement and pays the license fee on the basis of spending money to buy chips, it will stop supplying chips. What’s even more annoying is that if Huawei buys chips from other chip manufacturers, then it needs to pay a higher so-called “loyalty tax” like Qualcomm to obtain its patent authorization on CDMA and other topics.

In addition to Huawei, smart phone giants including Apple have also suffered the same “threat.” Domestic manufacturers with large shipments such as Xiaomi, OPPO, and vivo are also struggling under this unequal agreement.

It is precisely because of the supply-demand relationship between the two parties that Qualcomm is particularly “arrogant” in front of Chinese mobile phone manufacturers. I just think about it, which company will charge “opening fees” because of customer feedback? !

However, Qualcomm’s arrogance will not last long. The international patent protection period is generally 20 years. Qualcomm has collected a large amount of patent fees within these 20 years by virtue of CDMA. And because of this patent barrier, Qualcomm’s mobile processor has basically formed a monopoly.

With the expiration of Qualcomm’s CDMA patents, and the number of its patents in the 4G/5G field is not enough to suppress other chip design companies, the entire mobile chip field has the possibility of flourishing development.

From the current point of view, in the high, middle and low end of 5G mobile processors, Qualcomm has to face challenges from many companies including Huawei HiSilicon, MediaTek, Samsung, and Spreadtrum. That is, Apple, which has always had to rely on Qualcomm, has now begun to acquire Intel’s baseband division in an attempt to develop its own chips. VIVO began to cooperate with Samsung, and OPPO also began to develop its own chips. It can be said that in the 5G era, the monopoly of Qualcomm’s mobile chips is in jeopardy.

Finally, let’s summarize in one sentence. The position in the market has always been based on strength. When strength is strong, even when Party B is able to oppose customers, this sentence applies to Qualcomm, and it also applies to Huawei and HiSilicon. So, come on. , Improve your strength as soon as possible, regain lost ground as soon as possible!

On June 15th, according to Dong Mingzhu’s self-media news, more than 3,000 suites Dong Mingzhu promised to give employees will soon be delivered. The surrounding commercial districts and kindergartens are also intensively speeding up construction.

(Source: Dong Mingzhu from the media)

Public information shows that as early as the beginning of 2018, Dong Mingzhu said in public: “Gree will provide 80,000 employees with a two-bedroom and one-living house. As long as you work until you retire, the high housing price will have nothing to do with you.”

In May 2008, at the Gree Dream Ceremony, Dong Mingzhu once again promised to let Gree employees each have a suite. On August 25 of that year, the “Gree Pearl Plaza” containing 3,000 Gree talent apartments held a groundbreaking ceremony in Zhuhai.

At that time, Dong Mingzhu said that the “Gree Pearl Plaza” project is Gree’s major initiative to focus on talent innovation. It aims to reserve and train more outstanding talents for the manufacturing industry in Zhuhai, Guangdong and even the whole country, so that Gree will become a leader in the industry and let China Become the leader of the world.

Although the Gree Talent Apartment has been advancing in an orderly manner, recently some employees have complained in the variety show after staying in Gree for five years and have not been allocated a room.

In response to the above question, Dong Mingzhu said, “Gree’s goal of housing allocation has never changed. Our dream is to allow every employee to own a suite. This year we have 3,700 units, and the first batch is given priority to We have excellent employees, but those who are not excellent will be given, but we have to wait slowly. As long as you are good enough, we can give priority.” (Article|AI Finance News Summer)

Produced | Sohu Think Tank

Edit | Xu Xiaoqi

On May 23, the live broadcast of “Value Symbiosis: Organizational Management in the Digital Era” jointly held by People’s Posts and Telecommunications Press and the BiMBA Business School of Peking University National Development Institute was held online. Chen Chunhua, Dean of BiMBA Business School of Peking University National Development Research Institute, delivered a speech at the meeting.

How does an organization produce high performance? Chen Chunhua believes, Individual development must match the speed of organizational development. Sometimes in an organization, some individuals may feel that the development is not sufficient. The reason is that the speed of individual development exceeds that of the organization. Sometimes, some organizations will eliminate many individuals because the speed of organizational development exceeds the speed of individual development.

“According to this logic, the most important requirement for individuals in the entire organization is how to collaborate with the organization. Because you can’t succeed, you must use the organizational platform. It is very important to discuss the concept of collaboration between individuals and organizations.” Chen Chunhua said.

She pointed out that the individual factors that cooperate with the organization mainly depend on personality, ability, and cognition. There is talent in personality, but the influence of environment on the formation of personality is far greater than talent.

Chen Chunhua analyzed, New individuals and strong individuals who can collaborate with the organization, have a high sense of self-efficacy . People with a high sense of self-efficacy understand their own interests and know the key factors that affect them. He will invest a lot in his field of interest. It must be possible to eliminate any external factors and find ways to achieve expectations.

She also said, The competence of a strong individual can be expanded and has the characteristics of being able to achieve high-performance work. One of the greatest help brought by digitization is to enable individuals to have stronger capabilities. Digitization allows individuals to have a lot of information and a lot of digital tools, which can help solve many problems. Digitalization can also reorganize the cost and efficiency of many things. Young people with digital abilities have done many things beyond everyone’s imagination.

In Chen Chunhua’s view, today’s new individuals, their expectations and psychological contract with others are dominated by personal expectations. In the past, the relationship with the organization was dominated by the organization. But today’s strong individuals and new individuals are not like this, they are dominated by individual expectations. So he cares more about the organization’s ability to commit, rather than his own ability to commit to the organization.

“ Therefore, in the relationship between individuals and organizations, employee loyalty becomes employee satisfaction and finally employee happiness . “Chen Chunhua said.

In the past few years, if you want to talk to the bank manager that the interest must be a large deposit certificate, your deposit must be more than 300,000 yuan, but now it has changed. Many banks have adjusted this situation and reduced it. Starting from June 2015, the central bank has issued a threshold of 300,000 yuan for personal deposits and 10 million yuan for corporate deposits. In June 2016, the central bank changed the threshold for personal deposits to 200,000 yuan, which is appropriate. Mediation, but the two are inseparable, and the amount of profit enjoyed is still based on the principle of multiple deposits.

Then why is the bank so good and will give you such a high interest rate? In fact, from the perspective of the bank, the increase in deposits also means the expansion of the bank’s scale and the increase of profits. In this way, a cycle is formed, and the certificate of deposit with a larger amount becomes a very important business of the bank.

In order to attract more customers to deposit money in banks, many banks are also making various “big losses”. Some banks have adjusted the interest rate of large deposit certificates to 30%, and some even reached 50%-60%. However, it is estimated that such a large gain is unrealistic without depositing it in the bank for decades. Therefore, in order to realize the real “money making money”, one must look at the large deposit certificate. You can look at a few more banks, and then compare it with The bank manager negotiates how to achieve the highest interest rate.

However, someone inside the bank revealed that if the interest rate is relatively low, you can negotiate the highest interest rate with the bank, or you can go to some small banks. They usually require deposits to settle in, and then give you a higher interest rate return. In this case, If we have 200,000 spare cash in our hands, why should we choose large deposits instead of fixed deposits?

The first reason is that the interest rate of large deposits is very high. In the same bank, the interest rate of large deposit certificates is definitely higher than the interest rate of fixed deposits. According to the standards of relevant departments, the highest rate of increase of ordinary fixed deposits is basically 30%. However, the highest interest rate for large deposit certificates is around 50%, so the gap is not small.

The second reason is that large deposit certificates can be transferred, and interest can be recorded and calculated. We all know that if there is a sudden need for money during the deposit period, then all interest will be lost, but the large deposit certificate will not. If you need money urgently, you can transfer the deposit certificate to others at a low price. The last two people can also win.

Even if you don’t want to resell, you can still enjoy deposit interest. Ordinary time deposits take a long time to get the interest, but if you have a large deposit certificate in your hand, even if you are not full, you can still get the corresponding part. For example, if you deposit for 2 years, but you still have 2 Within months, the interest on fixed deposits will cease to exist. However, a large deposit certificate can be charged for one and a half years of interest, and it can also be received. I have to say that this design is very user-friendly.

Everyone knows the last type of deposit. Nowadays, banks have six options for fixed deposits: three months, six months, one year, two years, three years, and five years. The certificate of deposit is increased according to these three types: one month, nine months and eighteen months. On the surface, there is basically no change. In fact, it has brought us more intangible benefits, so we must choose the correct method and amount of deposit! If you have 200,000 spare cash, which deposit method would you choose? What is your different view on this?

Employees spied on for years Million fine for Ikea in France

Status: 15.06.2021 1:44 p.m.

For years, Ikea had spied out unpleasant employees in France and created customer profiles. Two former managers have now been found guilty – and the furniture store has to pay a fine of more than one million euros. In the process of spying on staff and customers, Ikea was fined one million euros in France. The judges at the court in Versailles found that the French Ikea subsidiary had carried out espionage between 2009 and 2012 to investigate unpleasant employees and create profiles of disgruntled customers. Unions accused Ikea France of fraudulently collecting personal data, particularly through illegally obtained police files, and of divulging personal information without permission. Company lawyers denied that the company had any “general espionage” strategy.

“It’s a symbol”

Abel Amara, a former Ikea employee who helped expose the crackdown, called the ruling a major step in citizens’ defense. “I am glad that there is justice in France,” he said. A trade union lawyer, Solène Debarre, expressed hope that the verdict “will shake some companies”. “A million isn’t much for Ikea, but it’s a symbol,” said Debarre.

December 18, 2017

Private security company took care of the data

The disclosure sheet “Canard enchaîné” reported in 2012 about a systematic spying. The security department of the French Ikea subsidiary commissioned a private security company in 2003 to provide the company with some confidential data on staff and applicants – such as information on possible criminal records or bank statements. Similar information is said to have been requested from customers who were involved in a legal dispute with Ikea. The FO union then filed a complaint against unknown persons about the illegal use of personal data.

Probation and fine

The manager, who was responsible for risk management at the time, admitted in court that 530,000 to 630,000 euros had been allocated annually for such investigations. The instructions to his department had come from the former CEO of Ikea France, Jean-Louis Baillot. This denied the allegations, but was sentenced to a fine of 50,000 euros and two years in prison. Another former responsible received 18 months probation and a fine of 10,000 euros. Of the other 13 defendants, some were acquitted, while others were also given parole. The Swedish group distanced itself from the alleged practices. After the investigation began in 2012, Ikea fired four managers and changed its internal policies. Several civil suits by unions and 74 employees are pending. After the judgment, the company said it had taken note of the decision. You now allow us to look ahead.

Deliveries to companies Farms are waiting for more vaccine

Status: 14.06.2021 12:44 p.m.

Company doctors have been able to vaccinate their employees for a week. But the amount of vaccine allocated is nowhere near sufficient. In the second week, fewer vaccine doses are delivered than in the first. From Jens Eberl, WDR BMW has big plans. The automobile manufacturer has set up a total of 29 vaccination lines at its locations in Germany. In Munich alone there are six vaccination lines at two locations. The company said it could do up to 2,500 vaccinations a day. This means that the entire workforce in Germany can be vaccinated within a few weeks. The problem: there isn’t enough vaccine. A little more than 5000 employees were vaccinated in the first week. The situation is similar with the consumer goods manufacturer Henkel. A vaccination center was set up in a company building in the immediate vicinity of the factory premises in Düsseldorf. Up to 1500 employees per week can be vaccinated. In the first week, however, there were only 640.

Fewer vaccine doses in the second week

“Many companies have prepared themselves really well,” says Wolfgang Panter, President of the Association of German Company and Company Doctors (VDBW). “6300 company doctors are available nationwide and have ordered vaccines.” But it is only arriving slowly. The distribution is based on the number of company doctors in the company. Last week there were 102 doses per doctor. This week it should be 84. “Originally, 804 cans per head were planned, but it was clear that this would never be the case,” said Panter. The company doctors are now relying heavily on July. Here one reckons that the vaccination turbo will be switched on. Be prepared.

FAQ 06/08/2021

High demand from the staff

At Thyssenkrupp, vaccinations are carried out every five minutes at the Essen site, on four vaccination lines, with seven doctors from 8 a.m. to 5 p.m. Should more vaccine be delivered, vaccinations can also be carried out in the evening and on weekends and a 5th vaccination line can also be used. 50,000 people work at Currenta, which manages and operates one of the largest chemical sites. They had ordered 20,000 doses here; if these had arrived, the vaccination would be finished in two to three weeks. But only 3000 came. According to the company, the vaccination lines of Deutsche Telekom have a capacity of up to 10,000 vaccinations per week. Telekom has 89,000 employees in Germany. Due to the approval of priority group 3 by the federal states, vaccinations had already been carried out in the company. The company expects up to 30,000 employees to take advantage of the opportunity to be vaccinated by company doctors. Telekom has set up 18 vaccination lines nationwide for this purpose.

06/02/2021

IT facilitates rapid processes

Many companies have also adapted their IT to vaccinate. For example, BASF has developed its own online booking system together with an IT service provider. Employees can use this to register. The navigation along the entire Impfstraße is completely digitized from check-in to check-out. The vaccination center went into operation on April 14th. Up to and including Friday, around 16,000 BASF employees had received an initial vaccination. Initially, the vaccination sequence prescribed by the state of Rhineland-Palatinate was followed and priority groups II and III were vaccinated. Since June 7, all BASF employees at the Ludwigshafen site have been able to register for a vaccination appointment. At the Vonovia real estate group, a random generator determines who receives a vaccination offer for which location based on the activity performed. First, the random number generator selects employees with direct customer contact.

Prioritization canceled in many places

In the meantime, many companies have completely removed the prioritization. The Deutsche Post says that there is no longer any personal prioritization in the sequence of vaccinations. “Through the choice of location and the allocation of appointments, we ensure that employees in the operational area have at least equal access to operational vaccination appointments,” says the company. At RWE, employees have been able to make appointments using an online tool or by telephone since last Monday. RWE does not plan to prioritize vaccinations. The President of the Association of German Company and Company Doctors has established that every company has a different approach to prioritization. From his point of view, employees who are exposed to a higher risk should still be given preference, for example field staff or fitters; People who have a lot of contacts. Of course, you can’t dictate that, says Panter.

Gree Pearl Plaza

As early as 2018, Dong Mingzhu promised in public that he would provide 80,000 employees with a two-bedroom and one-living house; in early 2019, Dong Mingzhu announced the opening of the Gree Talent Apartment. At the end of April this year, when Dong Mingzhu inspected the factory, she again talked about the employee’s housing issue. She said: “You can give employees an extra 10,000 yuan to solve their fundamental problems. These new employees may have to pay two years later. married.”

Gree’s suite for employees will be delivered soon

Even so, Dong Mingzhu was still questioned. Recently, Gree employees complained in a variety show that they had not been assigned a room after five years in the company.

In response, Dong Mingzhu said: “Gree’s goal of housing allocation has never changed. Our dream is to allow every employee to own a suite. This year we have 3,700 units, and the first batch will be given priority to us. Excellent employees, but the ones who are not excellent will be given, but you have to wait slowly. As long as you are good enough, you will be given priority.” Before this, Dong Mingzhu also expressed this view in public many times.

Bamboo Airways sponsored the entire cost of COVID-19 injection for employees. In order to maximize the effectiveness and speed of vaccine protection, vaccination activities are planned by Bamboo Airways in several phases, in which priority is given to frontline forces who are in direct contact with passengers, cargo, and passengers. including: Flight operations (pilots, flight attendants), ground services and operations; Technical – maintenance block… Bamboo Airways has completed the first phase of COVID-19 vaccination from April 2021. The vaccination process is carried out in compliance with the regulations of the Ministry of Health, implemented at the Immunization Center of the National Children’s Hospital. Employees are screened and closely monitored for their health after the injection. All expenses for vaccination for the airline’s staff and related affiliates will be covered by Bamboo Airways’ welfare fund. The new effective shield from the vaccine will act as the next protective belt for the company’s smooth operation during and after the epidemic. A representative of Bamoo Airways said: “For Bamboo Airways, vaccination against COVID-19 for all employees not only helps to protect the health and safety of staff; but also ensure the safety of flight passengers, show the spirit and responsibility to the country, thereby contributing to the good control of the COVID-19 epidemic across the country.” Along with the vaccination, Bamboo Airways has been drastically implementing measures to prevent and control the COVID-19 epidemic in accordance with the direction of the Government, the Ministry of Health, the Ministry of Transport, the Civil Aviation Administration of Vietnam, and the Ministry of Health. including: Checking passengers’ body temperature at the airport; provide hand sanitizers and masks at check-in counters, departure gates and on the plane for passengers; disinfecting the aircraft after the flight; regular maintenance of HEPA aseptic air filters on aircraft; Safe distancing on the plane… Bamboo Airways’ flight attendants and staff are provided with full protective equipment such as masks and medical gloves when serving passengers, and are also equipped with knowledge about service methods and measures. epidemic prevention measures to ensure safety and hygiene according to the standards of the authorities.

Regarding this incident, MB Bank said that after receiving information from public opinion that the artist Hoai Linh’s account was spread on the social network that was supposed to be opened at MB, the Bank checked and verify the facts. And MB has discovered an individual working at the Bank to leak customer information. This individual has seriously violated the Bank’s regulations. In the spirit of respecting the law, MB is committed to taking strict measures to ensure absolute compliance with the provisions of the law on protecting customer information. The Bank will take appropriate disciplinary measures for individuals who disclose/leave information, fail to comply with professional ethics regulations, and do not comply with laws and regulations of the bank. Regarding MB’s handling method for violators, the Bank has suspended the violators’ work and will organize disciplinary action with the highest form of violators, and the bank has transferred the files to the violators. to the investigating agency for handling. In addition, the Bank confirmed that the above information disclosure was not caused by a breakdown in the bank’s information technology system or a hacker attack. The bank’s IT system is built on the most advanced technology and security platforms in the world today, the bank’s online transaction rate reaches 90% with 100 million safe transactions. For example, for the App MB product, transaction information is protected by three layers of fences, including: The first is the eMB application protection system with the feature of refusing to install with unsafe devices; anti-decompile and lock protect sensitive data; the second is an encryption layer that protects when the application transmits information to the service server at the bank, ensuring data integrity and inviolability; third, the ultimate protective barrier is built on each feature that Ebank offers… In order not to let similar incidents happen again, in order to secure information and transaction data of customers, MB’s representative said that the Bank has reviewed the working processes, strictly decentralized and tightened stricter work discipline.

Share with Business Insider , Saki (character name changed) accused Google of not resolving her complaint about being harassed by a male colleague from March to September 2020. This is the time when the Google office in Tokyo (Japan) switched to working from home due to the impact of the epidemic. In an email to Saki, a representative of Google’s human resources department said that the harassment took place outside of the workplace, not under the management of the company. However, Saki claimed to be harassed by colleagues while working remotely according to Google’s guidelines. “I’m completely disappointed… I don’t know what it would be like to work in an office,” admits Saki has difficulty reporting the inadequacies of working from home. Instigating texting when married Saki’s story was shared after 500 employees of Alphabet, Google’s parent company, simultaneously signed a request to stop covering up employees accused of harassing colleagues in April. Some documents shared by Saki for Business Insider including screenshots of messages between her and male co-workers, a copy of the complaint email sent to Google’s human resources department in Tokyo, and a statement from two friends of Saki. Saki joined Google in December 2019. Immediately after joining the job, she received a message from a colleague she had never met via LinkedIn. During the first week, the man offered Saki a drink. “I just want to talk about work,” he texted Saki. Google has faced many accusations of irresponsibility when it comes to dealing with employees who have been sexually harassed. Photo: The Guardian. A few weeks later, her colleague flirted with her by texting: “I find you very attractive… You are so beautiful in white. Come out for a drink with me.” Although Saki said that she was busy, this person still wanted to meet. By January 2020, Japan recorded the first case of infection. Both accepted to date in the context of the outbreak of the pandemic. However, only a month later, Saki discovered that the other colleague was married. Wanting to cut ties as soon as she knew the truth, Saki decided to video call Google’s human resources department to discuss. Through his lawyer, the male colleague confirmed that the “serious” relationship with Saki only started after he revealed he was married. However, records show that Saki called human resources on March 1, as soon as she learned that the man who flirted with her was married. Employees harassed for months, Google still “ignored” Recounting the meeting, Saki said the Google representative cited the policy of accepting relationships between two employees in the workplace, as long as one is not a senior of the other. According to Google, the incident described by Saki mainly took place at home, not the office, so it is not considered a workplace problem. “They said to me: ‘He’s not your boss. You also agreed to date so that’s your private matter'”, Saki said that Google considers this relationship a private matter, so it refuses to resolve it. . For the next several months, the male colleague continued to text Saki regularly even though she wanted to cut off the relationship. “I am very happy to meet you. I am always excited every time we meet. Hearing your voice makes me happy all day” is the content of the message he sent to Saki on April 4, 2020. Saki did not reply to the message. Google believes that employee harassment occurred at home, so it declined to investigate. Photo: Bloomberg. “I want to go for a walk with you,” a colleague texted Saki on May 8, 2020. 9 days later, another text message read: “You may be out of interest or not like me anymore, but I’ve been thinking about this relationship… I’d be happy if we could just go for a walk and talk about everything. “. For many months, the man repeatedly wanted to see Saki during working hours, although she repeatedly refused. “I don’t want to be the third person. I don’t want to see your face, we have nothing to say,” Saki replied to a colleague in June 2020. When Google announced that most of its employees would work from home through the end of 2020, the alleged harassing co-worker regularly visited Saki’s house without being invited. In the first time on July 10, 2020, Saki refused when he wanted to come to the house, but received the response “I’m in a taxi”. After being bothered many times, Saki decided to video call the HR department for the second time in September 2020. However, despite the “obsessive” harassment actions, the Google representative still insisted that it was a consensual relationship, a private matter, so he refused to investigate. “Neither of you have the right to impose others in the company. Therefore, we still maintain that this is a personal matter. I understand this is a difficult situation, but we ask for your understanding for the company. does not have the right to interfere in the personal affairs of employees”, the Google representative continued that it was an incident at Saki’s house, so there was no responsibility to solve it. Saki did not accept the above response because like millions of others, Saki’s home became a workplace for the whole of 2020. Not long after Saki’s second complaint, this man left Google to go to another technology company for unknown reasons. “I have to acknowledge his existence from time to time because our fields of work are similar… I still feel threatened on a regular basis,” Saki said, adding that she was still worried by the person continuing. continue to work in a technology company. Tired of the irresponsible handling of the human resources team at Google, Saki decided to leave the company in January 2021. According to research by Open Democracy, working from home has “provided an opportunity for bad guys to threaten, intimidate and abuse women”. Photo: AP. Does working from home facilitate harassment? Reply Business Insider A Google representative declined to comment on Saki’s allegations, but asserted that local policy “clearly prohibits harassment in the workplace”. “We investigate all allegations and will take decisive action if an employee is found to be in violation,” a Google spokesperson declined to answer a question when asked if the harassment policy was updated in the wake of the outbreak. not yet. The nature of sexual harassment in the workplace has changed after the epidemic. According to research by Open Democracy, working from home has “provided an opportunity for bad guys to threaten, intimidate and abuse women”. Although there is still very little research, experts around the world confirm that many companies have failed to adjust their policies. “In the world of remote work, harassment must be reconsidered. People can be harassed via text messages, comments and videos. That’s why it’s important to HR and public leaders. The company is about raising awareness, increasing training and opening up a safe psychological space for employees to speak up,” shared Josh Bersin, founder of HR consulting firm Bersin Academy. Inside Google’s $13 Billion Data Center In February 2019, Google announced that it would build more data centers in North America. This creates thousands of jobs and expands office space and data centers.

The installation of VssID – digital social insurance application helps employees closely monitor the process of paying – enjoying policies. The authorities have requested the Board of Directors of Hung Hau Agriculture Joint Stock Company to overcome the debt payment for social insurance, health insurance and unemployment insurance. By May 20, Hung Hau Agriculture Joint Stock Company had fully paid more than 2 billion VND of social insurance, health insurance and unemployment insurance debts for employees. From this incident, the Vietnam Social Security urged people and employees to actively install the VssID application to be able to monitor and supervise the process of participating and benefiting from the policy. In order to improve the efficiency of serving people and employees, Vietnam Social Security has just released an upgraded version of VssID application version 1.5.3 on the AppStore and Google Play app stores. The upgraded version allows users to register for electronic transactions with the social insurance agency on the VssID application and through the Public Service Portal (previously only through the Public Service Portal); integrate additional features to support lookup, scan QR codes of social insurance cards, citizen identification cards to automatically fill in the necessary information, instead of manually entering in the account registration information. In addition, the VssID version 1.5.3 application also adds the option to send the declaration Email, the “Invite VssID installation” utility, making it more convenient for users to register to use the account and invite you Friends and relatives use the application together. In particular, the new version of VssID application has added the online public service “Re-issuance of social insurance books without changing information” for individuals, bringing the total number of online public services provided on this application up. 4 services. Previously, 3 public services provided on VssID application were re-issuance of health insurance cards due to damage or loss; relocate to enjoy pensions and social insurance benefits; change the form of receipt or information of beneficiaries of social insurance. With obvious utilities, after 6 months of being put into use (from the end of November 2020 until now), the VssID – digital social insurance application has attracted more than 6.44 million downloads, installations, and registrations. Thereby, more than 5.6 million valid applications were approved, reaching 22.18% of the assigned target in 2021.

Mr. Pham Van Thuong (Nam Yet Lighthouse) cleans and maintains the “magic eye” The “divine eyes” During the voyage, every time the ship 571 anchored to the shore while it was still dark, the only thing for us to know the island’s location was from the light of the Lighthouse, also known as the “magic eye”. According to a sailor, currently on the islands and points of Truong Sa island, there are 9 lighthouses in Da Lat, An Bang, Da Tay, Tien Nu, Song Tu Tay, Truong Sa Lon, Sinh Ton, Son Ca and Nam Yet islands. . All 9 lighthouses are operated and maintained by engineers, officers and employees of the East Sea and Islands Maritime Safety Company. The construction of the lighthouse station on the islands was started when the international shipping route expanded at sea and to meet the requirements of protecting the Fatherland in the new situation. In particular, Song Tu Tay lighthouse was first built on the archipelago (1993), 17 nautical miles away from which ships can see bright white lights, single blinking every 15 seconds. The construction of the Lighthouse depends on the geology and coral background. On Song Tu Tay island, the lighthouse is built in the shape of a circular tower in the east of the island; The lighthouse on Da Lat island is built in the shape of an arrow on a coral background, has an iron and steel structure with flower slanting holes to reduce the acceleration of the wind, while the lighthouse on Son Ca island has a cylindrical shape… Son Ca island lighthouse stands tall like a fortress, standing tall in the middle of the ocean and is considered the most beautiful lighthouse in the 9 lighthouses in the Truong Sa archipelago. Tran Van Chien – Head of Son Ca Lighthouse said: “Son Ca lighthouse is 28m high, 25.5m bright center, group 2 white flash, 10 seconds period, 15 nautical miles effective range. During the day, in good weather, dozens of nautical miles away from passing ships can be seen. The lighthouse operates from 5:30 p.m. the previous day to 5:30 a.m. the next morning. On a day with thunderstorms, fog, or bad weather, the lights must be turned on earlier and turned off later. When there is a problem, the main light is damaged, the auxiliary light will be turned on for replacement and the main lamp must be repaired immediately. Under no circumstances shall the Lighthouse be turned off. Because the lighthouse is not only a landmark for ships operating in the area, but also a light of national sovereignty at sea. The “lighters” With the task of not letting the Lighthouse be turned off under any circumstances, engineers, officers and employees of the East Sea and Islands Maritime Safety Company must work day and night. The environment is harsh, often in contact with batteries, acids, mechanical equipment, and conductive objects, but they always fulfill their noble duties. They are considered to be diligent “lighters”, so that the flame of love for their homeland and country always shines. Their idyllic work is a silent sacrifice, the Lighthouse shines with time, which means that their hair is partly gray because of the sun and wind. Son Ca Lighthouse Station Mr. Pham Van Thuong (SN 1990, Nam Yet Lighthouse Station) worked for 4 years in the profession and went to 6 islands to do his duty. “Due to saltwater contamination, the lighthouses are often rusted, if not maintained continuously, the lights are easy to catch fire. Whether it’s scorching sun or howling wind and rain, we have to climb to the top of the lamp post for periodic cleaning and maintenance. At a height of tens of meters, it only takes a small mistake to have an accident. When the sea is rough, at the lighthouse stations on the island, the waves hit the ground floor. Every 15 minutes, the brothers have to take turns on duty to check the technical parameters. Now there is solar power, so it’s less difficult, but before, it was very tiring to use the generator to generate electricity. It was an opportunity for me to come to the profession,” said Pham Van Thuong. The “magic eye” is never allowed to turn off, because it is lit from the hearts of all officers and employees of the Stations and the naval soldiers guarding the rooster of the Fatherland on a remote island… As a senior in the profession of “lighting lighthouses” for more than 24 years, Mr. Nguyen Ngoc Tuan (SN 1976, Song Tu Tay Lighthouse Station) has celebrated Tet more than 15 times on the island. Mr. Tuan confided: “Working in harsh climates and poor conditions, although it is hard, it has trained me more will and bravery. I am proud to work in Truong Sa. Looking at the bright lights in the black sky, I feel that my country is too sacred. Each flash is the breath and life of the person lighting the fire. To do this job, you must love the job, love the sea and islands of the homeland to complete the task well.” Mr. Bui Van Son (Chief of Sinh Ton Lighthouse Station) is considered an ancient tree of lighthouse stations in Truong Sa. With a period of more than 25 years, Mr. Son has gone to all 9 stations, with the lighthouse he went to for the fifth time. “Each station has its own look, different facilities and conditions. As the station chief, I had to balance the food, calculate how it was reasonable, and then call the mainland to buy what’s urgent so that my brothers and sisters would be less needy. In addition to regulating the work in the station, I often capture the emotional feelings of the staff, timely motivate, help people overcome difficulties. Along with carrying out the task of training and practicing island defense plans, contributing to strengthening the island’s combat strength when situations arise, sports and cultural exchanges are also maintained. We all came together very naturally, the brothers on the station lived more together than with their families,” said Mr. Son. Lighthouse lights run on solar power and automatically turn on and off when it gets dark, but always ensure that the engine and generator operate normally in all conditions, especially prolonged rainstorms. Salt vapor and sea breeze easily damage machinery and technical equipment, so officers and employees must regularly check, preserve and maintain equipment on the station. The “magic eye” is never allowed to turn off, because it is lit from the hearts of every officer, station staff and the navy soldiers guarding the rooster of the Fatherland on a remote island…

Apple supports employees to vaccinate Covid-19 in its offices. Recently, Apple technology company said that they are starting to implement a program to support employees to vaccinate Covid-19 voluntarily right in their offices. An Apple spokesperson said the iPhone manufacturer is currently working with Walgreens Boots Alliance as a supplier and will open a website for employees to register and schedule injections. Apple was one of the first major Silicon Valley companies to launch a program to help its employees get vaccinated. Apple also encourages employees to get the Covid-19 vaccine and allows them to take leave to go to the clinic and to recover if symptoms occur after the injection. Apple also hopes its employees can return to offices soon after working remotely due to the pandemic. Last month, the Amazon Group also gave Covid-19 vaccines to frontline employees, starting in Missouri, Nevada and Kansas. Earlier this month, Germany’s largest private banking group, Deutsche Bank AG, became the first major bank in New York, US to say it would support Covid-19 vaccination staff at my office.

Digital Transformation Awareness Course Recognizing this importance, recently, EVNNPT has organized an awareness raising course on digital transformation in the form of direct and online to 50 bridge points in localities. This is one of the important tasks in implementing the digital transformation of EVNNPT in the period to 2025. Speaking at the course, Mr. Nguyen Tuan Tung – Chairman of EVNNPT Member Council emphasized: Digital transformation is an important task, an inevitable foundation for the application of the achievements of Industry 4.0 in the fields of operation of EVNNPT. ; consistent with the undertakings and policies of the Party and Government; This is an urgent task that should be given top priority in the activities of EVNNPT in the current period and in the coming time. At the course, leaders, officers, and employees of EVNNPT heard about general information about digital transformation, digital economy, digital society in the country and the world; clearly distinguish between digitizing and converting numbers; practical experience in digital transformation in domestic enterprises. In fact, on the basis of implementing Resolution 134-NQ / ĐU of EVNNPT Party Committee dated June 17, 2019 on promoting research and technology application of Industry 4.0 in the field of power transmission, training Raising awareness about digital transformation has been implemented by EVNNPT very early. From 2019, EVNNPT has organized training courses on awareness, strategy, digital transformation management for EVNNPT managers and units; orientation, goals and tasks of Vietnam Electricity (EVN) / EVNNPT on digital transformation; Cultural habits promote digital transformation. Implement training via eLearning combining online competitions to disseminate awareness of digital transformation and information security to all officers and employees. According to Mr. Nguyen Tuan Tung, digital transformation at EVNNPT is to carry out the transformation of perception, digital human resources, digital business processes and application of digital technology at the same time. To facilitate digital transformation, EVNNPT has gradually reviewed and adjusted business processes to allow computerization, reducing reports and paper records; to promulgate policies to promote innovation, creation and application of digital technologies in the power transmission field. In 2020, EVNNPT has completed building an information technology (IT) capacity framework in the digital era and in 2021 will conduct training and assessment of basic IT application skills specified in Clause 1, Article 2. Circular 03/2014 / TT-BTTTT of the Ministry of Information and Communication for employees; assessing, developing and implementing skill development plans for staff in positions in IT positions, meeting IT skill standards and enhancing professional capacity in information security for IT staff . On the basis of the courses and digital transformation plan of EVN / EVNNPT, Mr. Nguyen Tuan Tung asked member units to make detailed plans of their units, with the goal of building EVNNPT into digital enterprises. year 2025, in which the basic number conversion will be completed in 2022. EVNNPT strives that by 2021, most EVNNPT officers and employees will firmly grasp the guidelines, orientations and tasks on the roadmap to change EVNNPT arguments; have basic understanding of digital transformation; have the habit of being ready for number conversion; have basic IT application skills.

TKV Trade Union Vice Chairman Pham Hong Hanh gives support to Ms. Trinh Thi Huong’s family – Than Vang Danh. In addition to the fund formed from the mobilization of employees’ contributions, from 2019, the Investor and General Director of TKV have agreed to annually deduct from the welfare fund of the Group to implement the housing program of the union. At the same time, agreed to consider and approve to support the construction and repair of houses for workers’ families in the policy category chaired by the POKV and request the General Director of TKV to deduct funds from the Group’s welfare fund to support assistance to families that are eligible under the regulations. In 2 years, TKV Union Shelter has mobilized nearly 19 billion VND, of which mobilized employees to contribute 7,925 billion VND and deducted from Welfare Fund of the Group 11 billion VND. Some units have done a good job of mobilizing the employees to respond and contribute the amount exceeding the allocated target of the POKV such as the Hon Gai Coal Company Trade Union reaching 124.6%; Trade Union of Quang Hanh Company reached 121.4%; Ha Long Coal Company Union reached 113.6% … From the spirit of positive responses of the employees, the responsible participation of the units and the care of the leaders of TKV, in 2 years the number of houses supported to build and repair has increased very high compared to the Last year, with 260 families supported (an average of 130 houses / year, an increase of about 50 houses compared to previous years). The total amount of support is 13.08 billion VND, of which 197 families build new and 63 repaired families, with the support for new construction of 60 million VND (an increase of 10 million VND compared to 2018) and 20 million VND repairs. . Families who are supported to build and repair their houses are active and exemplary workers but have different special circumstances such as: their own poor health; his wife and children are seriously ill and handicapped; a worker living alone, raising children alone, low income … Along with the union shelters, in 2020, TKV has supported building and repairing houses for 32 families of workers in the policy category, with a level of VND 100 million / house from the Group’s welfare fund. These are families whose workers died or become disabled (81% or more impaired) due to an occupational accident while working in the Group’s units, without housing or deteriorated housing. . From 2019, in addition to requiring the President of the Trade Union, the units must commit to the POKV on the worker housing model and take responsibility when the worker house model is not supported to build in accordance with the commitment, when testing The collection is also required to have written confirmation of the representative of the grassroots trade union and the family of the worker, together with the actual photos of the houses built and repaired to compare with the model committed by the employee. with the grassroots union. This continues to show transparency in supporting employees, and at the same time attaches the responsibilities of the grassroots trade union to survey, appraisal, inspection, monitoring, acceptance and document completion. . Determining the Lunar New Year in 2020, CĐTKV officially organized the Miners ‘New Year Program for employees, so from 2019 the handover of houses to the families of investors has authorized the units to coordinate with workers’ families. take the initiative to hand over. Nam Mau Coal Union is authorized by the CĐTKV to grant home repair assistance to staff. The CĐTKV organizes the giving to families at the Miners New Year Program, this form has created an impressive image in front of a large number of workers and the masses of the people as well as leaders at all levels of welfare policies. Group for employees. The authorization for the units to take the initiative in handing over has been carried out with research and responsibility by the units and witnessed by representatives of leaders of the population and neighborhoods. In addition to the funding support from the Union Shelter Fund, many units deduct other funding sources and support the workday to additionally support their families from 10 to 60 million VND, typically the Mong Duong Coal Company supports 60 million / newly built house, 20 million / repaired house; Mining Chemical Industry Corporation supported 40 million / new house; Mao Khe Coal Company supports 30 million / new building, 15 million / house repair; Ha Long Coal Company supports 20 million / house to build new, 10 million / house to repair; Uong Bi Coal Company, Ha Lam Coal Joint Stock Company additionally support 20 million / new built house, 10 million / repair house … Many units have mobilized the employees in the unit to support families in the process of building and repairing houses on the day of leveling, construction, material transportation, roofing, painting, electricity and water … and give gifts to workers’ families on the day they come home from VND 3 to 5 million. Some units, in addition to proposing to build and repair houses for workers from the Group’s Trade Union Shelters Fund, also formed legal funds at their units to support their workers’ workers. housing repair such as: Hon Gai Coal Company supported 97 families with the support level of 30 million VND / house; Than Khe Cham Company supports 6 families, the level of support is 150 million / house; Lam Dong Aluminum Company supports 6 families, the level of support is 50 million / house and loans from 30 to 50 million / family, no interest and loans are paid monthly 1.5 to 2 million VND … There are also a number of unit leaders who have donated their personal money to the workers’ families with extremely difficult circumstances such as Tuyen Than Cua Ong, Thong Nhat Coal Company. In general, the union shelters program is a very practical job of the trade union, has a large spread, is responded by the employees’ island and has helped many extremely difficult circumstances early. have a home for them to have more strength and confidence to rise in life. In the two years of 2019-2020, the TKV Union Shelter Fund will support the construction and repair of 260 houses for the union members (an average of 130 houses / year, an increase of about 50 houses compared to previous years).

You can be the best technology company without working overtime.

By Xing Shubo

The employees are so “lazy” and Microsoft is so rich and can lead innovation. This is unreasonable!

【1】

In 2008, Zhang Yiming served as the manager of Kuxun, with 40 employees under his hand, which made him feel that he was in a management bottleneck. So he crossed mountains and rivers and became a Microsoft employee.

Zhang Yiming originally intended to learn about the management of large companies, but chose to leave after only half a year. Speaking of his time at Microsoft, he used two words to describe it: boring.

“Half-day work, half-day reading, work without many challenges.” Zhang Yiming said.

It’s not just Zhang Yiming who thinks that Microsoft’s work is too easy and boring.

A friend once said, “The group that just joined Microsoft is too idle. Basically, the group leader rarely sees it. Every once in a while, he talks about skiing and other entertainment.”

Later, the friend transferred to another group because he thought the job was too idle and affected his personal career development. And the status of another busy working group is like this: 10 mornings and 5 nights every day, a seven-hour work day, and the highest local hourly wage.

▲The picture comes from the Internet

In the IT circle, Microsoft, Intel, and EMC are known as the “three major nursing homes”, where work is idle and employees are “lazy”.

In 2020, Microsoft Japan announced that the four-day shift will have three days off, and the collective start “Three Rest System” .This week, Microsoft’s LinkedIn announced that all employees are paid Take a week off, It is not a statutory holiday, nor is it to circumvent labor supervision, but just to be happy.

Microsoft also allows some employees to work freely at home on a regular basis, not more than 50% of the working time per week. If the manager approves, you can even work remotely permanently. Microsoft will pay for home office expenses for employees who work remotely permanently. It’s okay to work at home for a long time and want to go back to the office. Microsoft has temporary office space available at any time.

▲Microsoft’s hardware laboratory in Redmond, Washington, USA, allows working from home

However, the lazy Microsoft has created amazing performance.

Microsoft’s current market capitalization is US$1.93 trillion, which is equivalent to three Alibaba (US$661.8 billion) and five byte beats (US$400 billion). With another 5% rise, the technology giant may join Apple’s ranks and join the $2 trillion market capitalization club.

In fact, on February 11, 2020, Microsoft once surpassed Apple to become the world’s most valuable technology company.

Microsoft has the highest market share of traditional operating systems and office software, both at over 97%; its innovative business cloud computing, AR business and game business also continue to lead.

In terms of cloud computing, 95% of Fortune 500 companies use Microsoft’s Microsoft Azure intelligent cloud service.

In terms of AR, Microsoft received a $22 billion order at the beginning of this month. The IDC report shows that the scale of global AR market-related expenditures will reach a compound annual growth rate of 54% during the five-year forecast period from 2020 to 2024, exceeding US$70 billion.

In terms of games, Microsoft is also one of the world’s three major console game brands, and its Xbox console market share is close to one-third, reaching 26%; PC games are even the only one.

In March 2020, Microsoft acquired Zenimax Media, the parent company of the well-known gaming giant B. Company B has many world-renowned 3A masterpieces such as “The Elder Scrolls”, “Radiation”, and “Humiliation”, which have a huge influence in the game industry. The acquisition of Microsoft caused industry turmoil, and even attracted a joint review by the US Securities and Exchange Commission and the European Union.

▲Microsoft exclusive game

This leads to a question: Why is Microsoft so lazy, so successful and competitive? Can still lead innovation?

【2】

Scolding employees for throwing their mobile phones and recording their license plates to prevent leaving early, Microsoft has not always been a “good man” in corporate governance.

In the early stage of entrepreneurship, Microsoft was not friendly to employees. Employees not only need high-intensity work, but also face the dilemma of being insulted by their personality anytime and anywhere; in the mid-term growth stage, Microsoft has encountered many antitrust investigations, failed to enter the Internet, and high performance pressure, which has caused its requirements for employees to become more severe; In the later stage of business transformation, in addition to shooting negative advertisements for competitors, Microsoft also smashed its employees’ mobile phones on the hot search list.

In an interview on BBC’s “Desert Island Records” program, Bill Gates admitted that in the early days of Microsoft’s founding, I am “very enthusiastic about work”, which is an unfortunate thing for my colleagues.

Microsoft was just established in 1975, and the company is still in its infancy, with only a few employees.

In order to improve efficiency, Bill Gates not only turned himself upside down day and night, lived in the company, did not change his clothes for a few weeks, but also imposed his almost crazy work habits on his employees. For a while, Bill Gates even relied on recording employee license plates to control employees’ working hours and prevent them from arriving late and leaving early.

“I know everyone’s license plate, so just look at the parking lot, you can know the employee’s commuting time.” Bill Gates said.

▲It is mentioned in the documentary “Decoding Bill Gates” that although he is very busy, he still has two major interests in his spare time: road racing and watching striptease.

Bill Gates is not a human being at work, but in his opinion, one of his clients is even more cruel and inhumane, even workaholics can’t stand it. That person was the famous Apple founder Jobs.

At that time, Apple 2 needed a set of office software. Bill Gates got up early to write the earliest Office software such as Word and Excel for him, but he was often urged by Jobs.

Gates’ evaluation of Jobs is “very enthusiastic about work” and “strictly demanding of me.”

When workaholics encounter people who work hard for their lives, especially when both of them are founders of technology companies, their employees suffer.

According to “Silicon Valley Legend”, Jobs had a grumpy attitude toward employees in the early days, and he also pitted some stocks of co-founder Woznick.

Bill Gates participates in the product review board, swearing for pleasure, and employees even use the number of times he says “fxxk” as a basis for evaluating whether his product design can pass smoothly.

Microsoft engineer Polski wrote about Bill Gates in his blog:

“He didn’t really want to review your design, he just wanted to make sure that you have control over it. According to his usual standards, he will ask harder and harder questions until you admit that you don’t know, and then he can scold you. Unprepared. If you can answer the hardest question he asked, what will happen next? No one really knows. Because no one has ever done this.”

Bill Gates scolds people equally, not only scolding employees, but also co-founder Steve Ballmer. In the multiple work emails exposed by the media, the dialogue between Bill Gates and Ballmer can be described as “violent speech.”

Under the influence of curse culture, especially after Ballmer took over as Microsoft CEO, he also became hysterical.

In Seattle in September 2009, it was dry and dry. Microsoft is experiencing failure to replace Windows Vista, Windows Mobile is suppressed by Google and Apple’s mobile operating systems, and even music players such as Zune cannot sell iPods. What’s more disturbing is that Microsoft, which is jealous of Apple iPhone, released two generations of multimedia mobile phones Kin1 and Kin2 within a year, and sold a total of exaggerated…500 units in the life cycle.

On September 14 of that year, Ballmer smashed an employee’s mobile phone at an internal Microsoft meeting.

At that time, Ballmer had just entered the venue, he was alive and kicking as before. But when he saw someone taking pictures with an iPhone, Ballmer rushed to grab the iPhone, laughed at it, and threw it on the ground, trampling it with his feet.

Ballmer has also thrown chairs at employees, and even yelled at Google because an executive switched to Google: “I want to bury Google CEO Eric Schmidt alive! I want to eliminate Google!”

The irritable culture has also continued into the professional habits of Microsoft employees, so that during the upgrade of Microsoft’s Windows 10 Dev Build 21313, the engineer wrote on the update page: “Configuring update, please don’t turn off the computer”.

Today, when Bill Gates has become a benevolent old man, he has begun to reflect on his relationship with employees:

“I must remind myself that my standards can no longer be used to require employees to work hard.”

【3】

The predecessors planted trees, and the descendants took the shade. Microsoft’s 50-year history, from the disaster of corporate governance to the current “professional pensioners”, is not so much that Microsoft actively chooses to seek benefits for employees, but it is actually forced.

According to the research of historian Thomas McGraw, 4227 American companies merged into 257 from 1897 to 1904. By 1904, about 318 trusts controlled two-fifths of the nation’s manufacturing assets. Since then, the United States has experienced three waves of anti-monopoly, and each anti-monopoly has promoted the improvement of employee welfare and the level of corporate governance, and at the same time promoted new technological progress.

In the first wave of anti-monopoly in 1890, the United States promulgated the “Sherman Antitrust Act.” A batch of trusts such as Rockefeller and the Morgan family were split up. New companies such as Ford and Chevrolet were able to develop at the time. “Wait for the implementation of the system.

In the second wave of antitrust in 1970, telecommunications giants such as IBM and AT&T were punished and almost split up. The two companies have respectively released monopoly technology to the market and corrected vicious competition and bundling sales. Open source technology has enabled companies such as Microsoft, Intel, and Hewlett-Packard to develop. The telecommunications industry has been criticized for improving overtime and overwork. The flat management and flexible working system have spread with the development of Silicon Valley.

In 1998, the Dragon Knight Microsoft grew into a dragon and took advantage of the operating system’s monopoly to infiltrate the browser market. It was not until the release of Google’s Chrome browser in 2008 that the ten-year hegemony of IE browser was ended. It is precisely this decade that the early Internet advantages of the United States have been exhausted, Internet companies such as China, India, and South Korea have developed greatly, and Facebook and Amazon have begun to rise.

Microsoft, which has lost its monopoly advantage, found that the original method of squeezing employees to increase the scale of monopoly benefits is no longer applicable. Internet companies such as Facebook, which are relatively loosely managed, are scrambling for their own talents. The method is simple and rude: higher salary, lower working hours, more flexible employment system.

Silicon Valley has entered a virtuous circle in employee benefits: talents are limited, but business expansion is unlimited. In order to obtain talents, companies have begun to spare no effort to improve employee benefits.

For example, Google built a special bicycle track for employees; Facebook expanded maternity leave, and male employees also had a four-month vacation; Apple provided female employees with up to 20,000 US dollars for freezing eggs.

Microsoft has nothing to do except being rich, so in the face of competition for employee benefits of major Internet companies, Microsoft used its “money capability” to defeat the market dream rate of Silicon Valley technology companies.

In the final analysis, Microsoft’s improvement of employee benefits and corporate governance is the result of a combination of internal and external factors.

On the one hand, Microsoft’s traditional business is shackled by anti-monopoly gloves, and it is difficult to make breakthroughs, and it will be meaningless to continue to squeeze employees; at the same time, Microsoft’s new business growth points are in cloud computing, AR, games and other innovative fields to improve efficiency and development Creativity can increase productivity more than crowded tactics and overtime madness.

On the other hand, in the past ten years, traditional technology companies have encountered the impact of new Internet companies, and Microsoft needs to recruit talents through employee benefits; the problem of declining birthrate in developed markets such as Europe, America and Japan is serious, and there is no demographic dividend and engineer dividend, which objectively improves employees The bargaining chip in the game with the enterprise, because no one is available.

In addition, due to the harsh US “Labor Law” and “Employment Law” and other laws, large companies such as Microsoft are facing huge compensation in labor lawsuits. Countless human rights lawyers use labor disputes to seek sky-high labor compensation; the labor union system is deeply entrenched in the United States, and labor unions even provide free legal aid to laborers in order to obtain mediation fees from companies.

【4】

Both Silicon Valley companies and domestic companies are now inevitably falling into the disease of large companies:

The meaningless but endless meetings and PPT summaries, seemingly strict management but reducing the efficiency of the level of approval, the employees are working overtime on the surface, but under the pressure, people are overwhelmed by things, like to do things.

This disease is incurable, making the company bloated and difficult to adapt to market changes. Silicon Valley has invented various management tools such as KPI (Key Performance Indicators), OKR (Objectives and Key Results Method), agile development, garage planning, etc., but the results have been minimal.

Microsoft and IBM are also the same. When the scale reached a certain level, large company diseases occurred. Each department fought independently. The corporate politics obscured the voice of customers and the response was no longer agile. Compared with emerging companies, the gap is visible to the naked eye.

IBM’s solution is to lay off employees and abolish the business, control the company’s scale to a certain range, reduce the level, and make the business more flexible. Microsoft chose to face it directly. Around 2011, the current CEO Nadella started reforms from the technical level with the least resistance, and finally carried out a comprehensive reform of corporate culture and corporate governance.

The most successful part of Microsoft under Nadella was breaking down departmental barriers and breaking down small circles, but did not vote against the original departmental system.

According to Coase’s theory, when the organization is large enough, there is essentially an “enterprise boundary” between each department. This is a sociological phenomenon that actually exists, and it does not depend on human will.

Microsoft actually acquiesced in the establishment of departmental barriers and factions, because it is impossible to eliminate them. Even Bill Gates said, “The company has grown to a certain scale, and I have to relax this standard.”

Microsoft’s strategy is “the company serves employees to grow”: if an engineer wants to be cool, then create conditions to make him cool; find people by department is too cumbersome, then find people according to specific functions, and be responsible for their own business without having to be responsible for the department. The leader is responsible.

In fact, Microsoft did not use the traditional departmental hierarchical system. Instead, it empowered the employees at the bottom. On the contrary, the goal was easier to achieve and efficiency was improved at the company level.

For a startup company, employees are like a tension spring, and the company needs them to go all out to win the market; for a large company, if it treats employees as a spring like a startup company, it will not rebound if it is too full. Up.

For example, after the implementation of Microsoft Japan’s “four holidays and three holidays” system, Microsoft said its labor productivity has increased by 39.9% compared with last year. Between extending labor hours and improving production efficiency, Microsoft chose the latter.

From Microsoft’s experience, Microsoft employees under Ballmer did not work less overtime, but the company’s performance did not grow much; Microsoft employees under Nadella were very happy, but it did not prevent Microsoft’s market value from approaching two trillion US dollars.

Microsoft summarizes the experience of the corporate governance system into three:

First, improving employee welfare can promote productivity development, but not the other way around; especially in high-tech fields and creative industries, efficiency is more important than simply overtime;

Second, the disease of large companies cannot be eliminated, but it can be adapted;

Third, the level of corporate governance depends on the top level. Don’t expect the middle and bottom levels. They are not obligated to contribute to the company’s culture. The ultimate decision makers that determine whether employees work overtime are still the founders and the senior management team.

But it is undeniable that, to this day, there are still companies and even super large companies that have not realized this.

Recently, Amazon, which is known for its squeezing of employees, still seems to want to continue the employment system of the Rockefeller era 100 years ago. It was strongly resisted by its employees. 30,000 employees went on strike. Amazon in Europe even faced a shutdown.

In addition to Amazon’s e-commerce business, although Amazon’s cloud computing market share currently ranks first in the world, its share continues to decline, from 45% in April last year to 31% in March this year. Under pressure, Bezos announced that he would step down as CEO in the third quarter of this year.

In contrast, Microsoft, ranked second in cloud computing, has a market share that has increased from 7% to 20%, and new businesses such as AR and games have continued to grow. It has also been rated as one of the 25 companies with the highest employee happiness in the world.

Two companies created by different corporate governance cultures can have the last laugh. Let time prove it.

【Reference Materials】

1. “Bill Gates revealed that he was a workaholic in the early stage of his business, recording license plates and checking employee attendance” China News Weekly

2. “Amazon employees organize an online strike next week” Sina Technology

3. Chief Financial Observer of “How the United States Anti-monopoly”

4. “Microsoft’s official announcement is that the B game is exclusive to Xbox! PC players may become the biggest winners in the future” Tencent.com

5. “Gates said the tech executives who testified before Congress reminded him of his own experience: “I bless them”” Squawk Box

6. “Entrance Controversy: The History and Future of Browsers” Tiger Sniff

   ——END——

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You can be the best technology company without working overtime.

By Xing Shubo

The employees are so “lazy” and Microsoft is so rich and can lead innovation. This is unreasonable!

【1】

In 2008, Zhang Yiming served as the manager of Kuxun, with 40 employees under his hand, which made him feel that he was in a management bottleneck. So he crossed mountains and rivers and became a Microsoft employee.

Zhang Yiming originally intended to learn the management of large companies, but chose to leave after only half a year. Speaking of his time at Microsoft, he used two words to describe it: boring.

“Half-day work, half-day reading, work without many challenges.” Zhang Yiming said.

It’s not just Zhang Yiming who thinks that Microsoft’s work is too easy and boring.

A friend once said, “The group that just joined Microsoft is too idle. Basically, the group leader rarely sees it. Every once in a while, he talks about skiing and other entertainment.”

Later, the friend transferred to another group because he thought the job was too idle and affected his personal career development. And the status of another busy working group is like this: 10 mornings and 5 nights every day, a seven-hour work day, and the highest local hourly wage.

▲The picture comes from the Internet

In the IT circle, Microsoft, Intel, and EMC are known as the “three major nursing homes”, where work is idle and employees are “lazy”.

In 2020, Microsoft Japan announced that the four-day shift will have three days off, and the collective start “Three Rest System” .This week, Microsoft’s LinkedIn announced that all employees are paid Take a week off, It is not a statutory holiday, nor is it to circumvent labor supervision, but just to be happy.

Microsoft also allows some employees to work freely at home on a regular basis, not more than 50% of the working time per week. If the manager approves, you can even work remotely permanently. Microsoft will pay for home office expenses for employees who work remotely permanently. It’s okay to work at home for a long time and want to go back to the office. Microsoft has temporary office space available at any time.

▲Microsoft’s hardware laboratory in Redmond, Washington, USA, allows working from home

However, the lazy Microsoft has created amazing performance.

Microsoft’s current market capitalization is US$1.93 trillion, which is equivalent to three Alibaba (US$661.8 billion) and five byte beats (US$400 billion). With another 5% rise, the technology giant may join Apple’s ranks and join the $2 trillion market capitalization club.

In fact, on February 11, 2020, Microsoft once surpassed Apple to become the world’s most valuable technology company.

Microsoft has the highest market share of traditional operating systems and office software, both at over 97%; its innovative business cloud computing, AR business and game business also continue to lead.

In terms of cloud computing, 95% of Fortune 500 companies use Microsoft’s Microsoft Azure intelligent cloud service.

In terms of AR, Microsoft received a $22 billion order at the beginning of this month. The IDC report shows that the scale of global AR market-related expenditures will reach a compound annual growth rate of 54% during the five-year forecast period from 2020 to 2024, exceeding US$70 billion.

In terms of games, Microsoft is also one of the world’s three major console game brands, and its Xbox console market share is close to one-third, reaching 26%; PC games are even the only one.

In March 2020, Microsoft acquired Zenimax Media, the parent company of the well-known gaming giant B. Company B has many world-renowned 3A masterpieces such as “The Elder Scrolls”, “Radiation”, and “Humiliation”, which have a huge influence in the game industry. The acquisition of Microsoft caused industry turmoil, and even attracted a joint review by the US Securities and Exchange Commission and the European Union.

▲Microsoft exclusive game

This leads to a question: Why is Microsoft so lazy, so successful and competitive? Can still lead innovation?

【2】

Scolding employees for throwing their mobile phones and recording their license plates to prevent leaving early, Microsoft has not always been a “good man” in corporate governance.

In the early stage of entrepreneurship, Microsoft was not friendly to employees. Employees not only need high-intensity work, but also face the dilemma of being insulted by their personality anytime and anywhere; in the mid-term growth stage, Microsoft has encountered many antitrust investigations, failed to enter the Internet, and high performance pressure, which has caused its requirements for employees to become more severe; In the later stage of business transformation, in addition to shooting negative advertisements for competitors, Microsoft also smashed its employees’ mobile phones on the hot search list.

In an interview on BBC’s “Desert Island Records” program, Bill Gates admitted that in the early days of Microsoft’s founding, I am “very enthusiastic about work”, which is an unfortunate thing for my colleagues.

Microsoft was just established in 1975, and the company is still in its infancy, with only a few employees.

In order to improve efficiency, Bill Gates not only turned himself upside down day and night, lived in the company, did not change his clothes for a few weeks, but also imposed his almost crazy work habits on his employees. For a while, Bill Gates even relied on recording employee license plates to control employees’ working hours and prevent them from arriving late and leaving early.

“I know everyone’s license plate, so just look at the parking lot, you can know the employee’s commuting time.” Bill Gates said.

▲It is mentioned in the documentary “Decoding Bill Gates” that although he is very busy, he still has two major interests in his spare time: road racing and watching striptease.

Bill Gates is not a human being at work, but in his opinion, one of his clients is even more cruel and inhumane, even workaholics can’t stand it. That person was the famous Apple founder Jobs.

At that time, Apple 2 needed a set of office software. Bill Gates got up early to write the earliest Office software such as Word and Excel for him, but he was often urged by Jobs.

Gates’ evaluation of Jobs is “very enthusiastic about work” and “strictly demanding of me.”

When workaholics encounter people who work hard for their lives, especially when both of them are founders of technology companies, their employees suffer.

According to “Silicon Valley Legend”, Jobs had a grumpy attitude toward employees in the early days, and he also pitted some stocks of co-founder Woznick.

Bill Gates participates in the product review board, swearing for pleasure, and employees even use the number of times he says “fxxk” as a basis for evaluating whether his product design can pass smoothly.

Microsoft engineer Polski wrote about Bill Gates in his blog:

“He didn’t really want to review your design, he just wanted to make sure that you have control over it. According to his usual standards, he will ask harder and harder questions until you admit that you don’t know, and then he can scold you. Unprepared. If you can answer the hardest question he asked, what will happen next? No one really knows. Because no one has ever done this.”

Bill Gates scolds people equally, not only scolding employees, but also co-founder Steve Ballmer. In the multiple work emails exposed by the media, the dialogue between Bill Gates and Ballmer can be described as “violent speech.”

Under the influence of curse culture, especially after Ballmer took over as Microsoft CEO, he also became hysterical.

In Seattle in September 2009, it was dry and dry. Microsoft is experiencing failure to replace Windows Vista, Windows Mobile is suppressed by Google and Apple’s mobile operating systems, and even music players such as Zune cannot sell iPods. What’s more disturbing is that Microsoft, who is jealous of Apple’s iPhone, released two generations of multimedia mobile phones Kin1 and Kin2 within a year, and sold a total of exaggerated…500 units in the life cycle.

On September 14 of that year, Ballmer smashed an employee’s mobile phone at an internal Microsoft meeting.

At that time, Ballmer had just entered the venue, he was alive and kicking as before. But when he saw someone taking pictures with an iPhone, Ballmer rushed to grab the iPhone, laughed at it, and threw it on the ground, trampling it with his feet.

Ballmer has also thrown chairs at employees, and even yelled at Google because an executive switched to Google: “I want to bury Google CEO Eric Schmidt alive! I want to eliminate Google!”

The irritable culture has also continued into the professional habits of Microsoft employees, so that during the upgrade of Microsoft’s Windows 10 Dev Build 21313, the engineer wrote on the update page: “Configuring update, please don’t turn off the computer”.

Today, when Bill Gates has become a benevolent old man, he has begun to reflect on his relationship with employees:

“I must remind myself that my standards can no longer be used to require employees to work hard.”

【3】

The predecessors planted trees, and the descendants took the shade. Microsoft’s 50-year history, from the disaster of corporate governance to the current “professional pensioners”, is not so much that Microsoft actively chooses to seek benefits for employees, but it is actually forced.

According to the research of historian Thomas McGraw, 4227 American companies merged into 257 from 1897 to 1904. By 1904, about 318 trusts controlled two-fifths of the nation’s manufacturing assets. Since then, the United States has experienced three waves of anti-monopoly, and each anti-monopoly has promoted the improvement of employee welfare and the level of corporate governance, and at the same time promoted new technological progress.

In the first wave of anti-monopoly in 1890, the United States promulgated the “Sherman Antitrust Act.” A batch of trusts such as Rockefeller and the Morgan family were split up. New companies such as Ford and Chevrolet were able to develop at the time. “Wait for the implementation of the system.

In the second wave of antitrust in 1970, telecommunications giants such as IBM and AT&T were punished and almost split up. The two companies have respectively released monopoly technology to the market and corrected vicious competition and bundling sales. Open source technology has enabled companies such as Microsoft, Intel, and Hewlett-Packard to develop. The telecommunications industry has been criticized for improving overtime and overwork. The flat management and flexible working system have spread with the development of Silicon Valley.

In 1998, the Dragon Knight Microsoft grew into a dragon and took advantage of the operating system’s monopoly to infiltrate the browser market. It was not until the release of Google’s Chrome browser in 2008 that the ten-year hegemony of IE browser was ended. It is precisely this decade that the early Internet advantages of the United States have been exhausted, Internet companies such as China, India, and South Korea have developed greatly, and Facebook and Amazon have begun to rise.

Microsoft, which has lost its monopoly advantage, found that the original method of squeezing employees to increase the scale of monopoly benefits is no longer applicable. Internet companies such as Facebook, which are relatively loosely managed, are scrambling for their own talents. The method is simple and rude: higher salary, lower working hours, more flexible employment system.

Silicon Valley has entered a virtuous circle in employee benefits: talents are limited, but business expansion is unlimited. In order to obtain talents, companies have begun to spare no effort to improve employee benefits.

For example, Google built a special bicycle track for employees; Facebook expanded maternity leave, and male employees also had a four-month vacation; Apple provided female employees with up to 20,000 US dollars for freezing eggs.

Microsoft has nothing to do with it except being rich, so in the face of competition for employee benefits of major Internet companies, Microsoft used its “money capability” to beat the market dream rate of Silicon Valley technology companies.

In the final analysis, Microsoft’s improvement of employee benefits and corporate governance is the result of a combination of internal and external factors.

On the one hand, Microsoft’s traditional business is shackled by anti-monopoly gloves, and it is difficult to make breakthroughs. It will be meaningless to continue to squeeze employees; at the same time, Microsoft’s new business growth points are in cloud computing, AR, games and other innovative fields to improve efficiency and development Creativity can increase productivity more than crowded tactics and overtime madness.

On the other hand, in the past ten years, traditional technology companies have encountered the impact of new Internet companies. Microsoft needs to use employee benefits to recruit talents; the problem of declining birthrates in developed markets such as Europe, America and Japan is serious, and there is no demographic dividend and engineer dividend, which objectively improves employees. The bargaining chip in the game with the enterprise, because no one is available.

In addition, due to the harsh US “Labor Law” and “Employment Law” and other laws, large companies such as Microsoft are facing huge compensation in labor lawsuits. Countless human rights lawyers use labor disputes to seek sky-high labor compensation; the labor union system is deeply entrenched in the United States, and labor unions even provide free legal aid to laborers in order to obtain mediation fees from companies.

【4】

Both Silicon Valley companies and domestic companies are now inevitably falling into the disease of large companies:

The meaningless but endless meetings and PPT summaries, seemingly strict management but reducing the efficiency of the level of approval, the employees are working overtime on the surface, but under the pressure, people are overwhelmed with things, likes to go back and forth.

This disease is incurable, making the company bloated and difficult to adapt to market changes. Silicon Valley has invented various management tools such as KPI (Key Performance Indicators), OKR (Objectives and Key Results Method), agile development, garage planning, etc., but the results have been minimal.

Microsoft and IBM are also the same. When the scale reached a certain level, large company diseases occurred. Each department fought independently. The corporate politics obscured the voice of customers and the response was no longer agile. Compared with emerging companies, the gap is visible to the naked eye.

IBM’s solution is to lay off employees and abolish the business, control the company’s scale to a certain range, reduce the level, and make the business more flexible. Microsoft chose to face it directly. Around 2011, the current CEO Nadella started reforms from the technical level with the least resistance, and finally carried out a comprehensive reform of corporate culture and corporate governance.

The most successful part of Microsoft under Nadella was breaking down departmental barriers and breaking down small circles, but did not vote against the original departmental system.

According to Coase’s theory, when the organization is large enough, there is essentially an “enterprise boundary” between each department. This is a sociological phenomenon that actually exists, and it does not depend on human will.

Microsoft actually acquiesced to the establishment of departmental barriers and factions, because it is impossible to eliminate them. Even Bill Gates said, “The company has grown to a certain scale, and I have to relax this standard.”

Microsoft’s strategy is “the company serves employees to grow”: if an engineer wants to be cool, then create conditions to make him cool; find people by department is too cumbersome, then find people according to specific functions, and be responsible for their own business without being responsible for the department. The leader is responsible.

In fact, Microsoft did not use the traditional departmental hierarchical system, but empowered the employees at the bottom. On the contrary, the goal is easier to achieve and efficiency is improved at the company level.

For a startup company, employees are like a tension spring, and the company needs them to go all out to win the market; for a large company, if it treats employees as a spring like a startup company, it will not rebound if it is too full. Up.

For example, after the implementation of Microsoft Japan’s “four holidays and three holidays” system, Microsoft said its labor productivity has increased by 39.9% compared with last year. Between extending labor hours and improving production efficiency, Microsoft chose the latter.

From Microsoft’s experience, Microsoft employees under Ballmer did not work less overtime, but the company’s performance did not grow much; Microsoft employees under Nadella were very happy, but it did not prevent Microsoft’s market value from approaching two trillion US dollars.

Microsoft summarizes the experience of the corporate governance system into three:

First, improving employee welfare can promote productivity development, but not the other way around; especially in high-tech fields and creative industries, efficiency is more important than simply overtime;

Second, the disease of large companies cannot be eliminated, but it can be adapted;

Third, the level of corporate governance depends on the top level. Don’t expect the middle and bottom levels. They are not obligated to contribute to the company’s culture. The ultimate decision makers who decide whether employees work overtime or not are still the founders and senior management team.

But it is undeniable that, to this day, there are still companies and even super large companies that have not realized this.

Recently, Amazon, which is known for its squeezing of employees, still seems to want to continue the employment system of the Rockefeller era 100 years ago. It was strongly resisted by its employees. 30,000 employees went on strike. Amazon in Europe even faced a shutdown.

In addition to Amazon’s e-commerce business, although Amazon’s cloud computing market share currently ranks first in the world, its share continues to decline, from 45% in April last year to 31% in March this year. Under pressure, Bezos announced that he would step down as CEO in the third quarter of this year.

In contrast, Microsoft, ranked second in cloud computing, has a market share that has increased from 7% to 20%, and new businesses such as AR and games have continued to grow. It has also been rated as one of the 25 companies with the highest employee happiness in the world.

Two companies created by different corporate governance cultures can have the last laugh. Let time prove it.

【Reference Materials】

1. “Bill Gates revealed that he was a workaholic in the early stage of his business, recording license plates and checking employee attendance” China News Weekly

2. “Amazon employees organize an online strike next week” Sina Technology

3. Chief Financial Observer of “How the United States Anti-monopoly”

4. “Microsoft’s official announcement is that the B game is exclusive to Xbox! PC players may become the biggest winners in the future” Tencent.com

5. “Gates said the tech executives who testified before Congress reminded him of his own experience: “I bless them”” Squawk Box

6. “Entrance Controversy: The History and Future of Browsers” Tiger Sniff

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From Tina Wenzel, BR The HR department of the IT service provider Datev viewed around 18,000 applications last year. The Nuremberg-based company has hired more than 400 employees and more than 70 trainees. “We will have a continuous and high number of hires in 2020”, reports HR manager Michael Link. The company competes for the best minds in the industry and faces the challenge of integrating new employees well into the team in times of home office. “We invest a lot there, otherwise the drop-out rate would be high,” emphasizes Link.

IT and logistics industries are booming

The IT industry has not buckled in the Corona crisis. On the contrary: digitization has received a significant boost with the pandemic, says expert Enzo Weber from the Institute for Employment Research (IAB). Companies have switched to working from home, events are taking place digitally, and online trading has also grown significantly. The IT service provider Datev has also benefited from digitization and mobile working in the home office. In 2020, sales increased by 5.1 percent. The booming online trade, in turn, means that the logistics industry is still looking for workers – especially for parcel services.

Urgently wanted: Nurses

Systemically relevant professions such as food retailing and drug stores are also being hired. The health sector also needs more staff – and that on a permanent basis, because society is getting older and older. At the Nuremberg Clinic, the list of current vacancies is long – especially for nurses. They are also crucial when it comes to coping with the corona pandemic. The intensive care units are currently filling up again rapidly. In order to catch the first corona waves, the clinic has withdrawn staff from other areas and reduced capacities, reports HR director Peter Schuh. For example, some operations had to be postponed. Finding caregivers is not easy, however. Schuh has long been looking not only at the domestic job market, but also abroad. The clinic has been recruiting nurses from abroad for a year. There are already more than 80 employees. However, getting started was tedious. Due to the pandemic, language courses could not take place as planned. Nevertheless: “We are now seeing the first successes and have received positive feedback,” said Schuh.

Qualifications are crucial

The crisis shows that job seekers are ready to change industries. Studies by the IAB show that they have increasingly been satisfied with worse jobs under the pressure of the crisis. “This is something critical, because our job market should actually ensure that people get ahead and not that they lag behind,” said IAB researcher Weber. There is another development to keep an eye on: The pandemic ensures that the economy and the labor market change even faster, and that digitization advances even faster. “This poses clear challenges, especially for qualification policy,” emphasizes Weber. “The further development of qualifications is the decisive means to do justice to such a transformation process.” Otherwise people will be left behind in the labor market – in the worst case permanently.

At BASF, the time has come: As of today, employees at the Ludwigshafen headquarters are the first company in Germany to receive a vaccination offer. Again SWR reported, a separate vaccination center was set up in the world’s largest chemical plant – with vaccination booths, waiting and rest rooms. This is a pilot project between the federal government and the state of Rhineland-Palatinate. One is proud to be able to help to increase the vaccination speed, to relieve the health system and thus to make a further contribution to the fight against pandemics, said board member Michael Heinz, who is also the site manager in Ludwigshafen, in an interview with the SWR . BioNTech will initially offer the vaccine. At the start, according to BASF, 300 employees were given a vaccination appointment. The vaccinations are in the order specified by the state: initially only employees with previous illnesses such as diabetes. The group expects to be able to vaccinate up to 4,000 employees in the coming weeks. Overall, however, the group employs 39,000 people on the Ludwigshafen site. It is “just” a pilot project. From the point of view of the German economy, the vaccination rate could be significantly increased if, after the general practitioners, the company doctors finally got permission to immunize the employees in the companies against Corona.

Model projects also at Daimler and in Bavaria

There are also similar plans in other large companies. According to Daimler, for example, it has set up its own vaccination centers and vaccination lanes at its German locations. “As soon as the vaccine is available and the vaccination is approved for company doctors, Daimler will start a comprehensive vaccination program,” said a company spokesman. In the main plant in Stuttgart-Untertürkheim, several hundred employees could then be immunized against the corona virus every five minutes. The group plans to use up to five vaccines, depending on the approval. The immunizations are to be carried out by more than 70 company doctors and more than 200 medical assistants across Germany. Other DAX companies, such as the Vonovia residential construction group, also declare that they are ready to be vaccinated. The board of directors said that a test lane had been set up in the company’s own casino, in which employees can be tested twice a week. “As soon as we get vaccines, our company doctors will also be able to vaccinate here.”

Bavaria is also starting a pilot project

Bavaria also wants to speed up the vaccination. In addition, Prime Minister Markus Söder announced a relaxation of the prioritization rules. By the end of April, company doctors in ten companies should be given permission to vaccinate employees against Corona. Several companies have already expressed their willingness to take part in the project. At the forefront is Allianz insurance, which has been pushing for weeks to be able to vaccinate its employees themselves. According to a company spokeswoman, the group has already set up 27 vaccination lanes at 15 central, large production sites nationwide and could in principle begin vaccinations. Company doctors are also available for vaccinations at Knorr-Bremse and the truck manufacturer MAN. However, it is only a pilot project in Bavaria, for which the Bavarian state government has only planned 50,000 cans. Because the first thing is to “test and improve the organization and processes in the companies,” says Munich. Companies are also still not allowed to purchase vaccines themselves.

Vaccinations have long been taking place in companies abroad

The big companies have long referred to their experience with vaccinations, since they have been offering their employees flu vaccinations for years. The large corporations can also fall back on the practice abroad, where they have already started corona vaccinations of their employees in some countries. VW boss Herbert Diess had already said before Easter that the group would vaccinate in Russia and Spain. The Friedrichshafen-based auto supplier ZF has started vaccinating its employees in Serbia. In France, many companies also offer their employees the option of being immunized by the company doctors. Deutsche Bank boss Christian Sewing goes one step further: The money house would not only like to use excess vaccine, but is also “basically ready to allow people to be vaccinated even if they don’t work for us,” he told the newspaper ” The world”. Because there was a lack of nationwide vaccine supply in this country, Federal Health Minister Jens Spahn has so far refused the company doctors a permit. At the end of April, a meeting with the Association of Company and Company Doctors, VDBW, is planned to discuss how to proceed.

Other people were taken to hospital to treat the injuries, police said.

Indianapolis Police Department spokesman Genae Cook said police immediately arrived at the scene after receiving notification of the shooting at 23:00.

“Eight people died from bullets”, Ms. Cook said. This figure does not include gunmen.

The scene of the shooting. (Photo: USA Today)

According to Cook, it is too early to know if the gunman is an employee of the facility. His motives are also unknown. An investigation is underway.

In a statement, FedEx said: “Safety is our top priority. We are working to gather more information and are working with investigating agencies.”

The base of the shooting had more than 4,000 people working.

An unnamed witness told local media he heard gunshots while working and looked up to see the villain. As he bent down, he heard more gunshots.

This person then ran out of the building and saw another collapsed on the ground.

A series of shootings have occurred in the US in recent weeks.

In early April, President Biden announced a series of executive orders aimed at curbing gun violence.

“Gun violence in this country is an epidemic and a shame to the world. For God’s sake this must stop”, Mr. Biden stressed.

According to Biden’s new decrees, the US Justice Department will increase sweepstakes to reduce the increase in “ghost guns” and support states to pass “red flag law” that controls the identity of gun owners.

Propagandizing about social insurance policies for employees. (Photo: PV / Vietnam +)

Over the past time, due to the long-term effects of COVID-19 epidemic, many employees quit their jobs and lost their jobs, so they chose to receive social insurance once. This means that in the future, these employees will not have monthly income from their retirement pensions to ensure their life and will not be issued with free health insurance cards for care. Health in the old age, age often encounter many health uncertainties.

One-time social insurance recipients increased sharply

According to the statistics of Vietnam Social Insurance, the number of employees taking one-off social insurance leave is on an increasing trend over the years, the 2016-2020 period has an average annual growth rate of about 9%. Worryingly, in the first three months of 2021, the number of employees receiving one-time social insurance continues to increase rapidly.

Only in the first three months of the year, the whole country had 226,503 people receiving one-time social insurance, an increase of more than 20% compared to the same period in 2020. Some localities affected by the COVID-19 epidemic had the number of insured people. Social once increased such as: Khanh Hoa, Quang Nam, Da Nang …

The representative of the Vietnam Social Insurance Agency said that the cause of the above situation was mainly due to the impact of the COVID-19 epidemic, which made businesses difficult, leading to many employees to quit their jobs. Up to now, the employee has stopped working for 12 months, so they should apply for social insurance once with the desire to have a sum of money to cover their current life.

Labor procedures to receive unemployment insurance due to job loss because of COVID-19. (Photo: PV / Vietnam +)

Analysis by the period of time off waiting for pension entitlement shows that in the 2016-2019 period, the one-time social insurance beneficiaries are mainly employees after a year of leave without social insurance payment, on average, accounting for about 97%.

In addition to the difficulty of income, there is still a small proportion of employees still think “children trust their father, old depend on children”, not forming a habit when children pay social insurance so that when they get old they have a salary. retired, not dependent on descendants.

Many disadvantages for employees

The fact that employees register for one-time social insurance, leave the social insurance system by themselves is a worrying situation, not only directly affecting the interests of employees, but also affecting to the socio-economic situation, as well as to ensure social security for the people of the Party and State.

According to the calculation of the social insurance agency, if receiving social insurance once, the employee will lose about 1.14 months of salary for each year of social insurance payment before 2014 and about 0.64 months. salary for each year of social insurance payment after 2014. Not only affecting immediate profit, receiving one-time social insurance makes employees lose their chance to enjoy pension, there is no guarantee for life in old age.

Settlement of insurance benefits for employees. (Artwork: Vietnam +)

Sharing worries about the increase in the number of employees receiving social insurance once in the first 3 months of 2021, Mr. Do Ngoc Tho, Head of the Policy Implementation Department of social insurance (Vietnam Social Insurance) said: “As the organization implementing the policy, we really feel very regretful when the employees choose the plan to receive one-time social insurance instead of choosing to preserve the paid time and wait for conditions to continue participating in social insurance, accumulate to enjoy the pension at the end of the working age. ”

According to Mr. Do Ngoc Tho, when receiving the one-time social insurance, employees will suffer a lot, because they are not old enough to retire, they have spent all their old-age pension. When you get old, you cannot receive pension benefits and depend on children, grandchildren and the society.

“If unfortunately sick, no card Health Insurance According to the pension regime, when old workers are still facing the risk of not being able to pay for medical examination and treatment costs after only one illness, long-term hospital stay, they may face poverty. hunger and exhaustion become a burden on families and society, ”said Do Ngoc Tho.

Mr. Bui Sy Loi, Deputy Chairman of the Committee on Social Affairs of the National Assembly emphasized that the status of receiving one-time social insurance makes efforts to mobilize and expand social insurance coverage to face many more difficult.

According to Mr. Bui Sy Loi, employees who receive one-time social insurance means that they leave the system to receive social insurance, self-stripping of the right to participate and enjoy social insurance benefits. especially long-term benefits such as retirement and death. This is an alarming and worrying situation in ensuring rights and policies Social Security long term for employees.

Mr. Do Ngoc Tho suggested that trade unions at all levels should coordinate with the local social insurance to focus on information and communication widely to employees about the superiority and long-term benefits of continuing to participate in insurance. society to workers; It is recommended that employees consider carefully, should not decide to enjoy one-time social insurance, but should reserve the time to pay social insurance so that when conditions permit, they should continue to participate in compulsory social insurance or participate. participate in voluntary social insurance, in order to have conditions for self-assurance and health care for themselves in the old age, at the end of working age./.

Statistics of the Vietnam Social Insurance show that in the 2016-2019 period, the one-time social insurance beneficiaries were mainly young workers and concentrated in the non-state sector, the age of the number of people. The most lump-sum leave to enjoy social insurance is from 26-29 years old, and the average age of one-off social insurance entitlement will gradually increase from 32.5 years old in 2016 to 33.3 years old in 2019.

The rate of one-time social insurance benefits for women is higher than that of men, respectively 55.63% for women and 44.37% for men in the 2016-2019 period.