Interview Outline for Dominique Pouliquen, CEO of Alstom China

在2011年《财富》世界500强榜单揭晓之际，我们特别邀请到法国阿尔斯通公司中国区总裁濮利康先生，作为上榜公司的中国区负责人代表来分享一下世界500强的中国故事。同样也希望能为很多正在向500强奋斗的公司和个人提供一份借鉴，阿尔斯通代表怎样的一个五百强企业？它如何适应中国环境从而创新在中国的发展战略？五百强企业总裁期待怎样的中国人才？在本期财富中国500强CEO访谈中，我们将请濮利康先生来交流这些问题。

1. AC: First, welcome to our Fortune China CEO Interview. As a global leader in providing power generation solutions, Alstom is also heavily involved in the development of transportation infrastructure such as the high-speed rail network in China. How could you define Alstom as a company in your mind?

2. AC: I understand that you first visited China 12 years ago on behalf of Alstom to conduct a transportation project related to the Chinese subway system. What was your first impression of  China and Chinese public transportation back to12 years ago? After 12 years, what is the most significant change in China, and with Alstom's business in China? Have you experienced subway service in Beijing City?

3. AC: You've served as Alstom China's CEO since September 2010. How have you had to adapt as a Frenchman leading the Chinese division of a multi-national? I am just curious whether you were feeling certain pressure when you accepted the CEO position in China as a French citizen? What were your expectations? What's your social life like in China? Have you moved your family to China?

4. AC: I have heard from your employees that you have been called a modern French leading a new generation. What do you find to be the difference between this generation and traditional French in terms of management style and leadership? How could you apply these theories and experiences you mentioned before in the Chinese market?

5. AC: When you accepted the CEO position at Alstom China, you could not foresee the nuclear radiation crisis happened in Japan, especially the indirect damage to the nuclear power industry both in China and in other countries in the world. How has this affected your strategy in China? (In this case, what is your biggest concern? What strategic decisions have you made to lead your company through these issues? Could you share with us the process in your decision making?)

6. AC: Alstom China has undergone a period of stronger growth, even though in a tougher global economic environment created by the economic crisis. How have you been able to achieve this?

7. AC: In terms of the cooperation with local Chinese companies, could you share some inside stories with us? For example, Alstom China has successfully won 8 metro signaling contracts for Chinese Metro within one year by working with CASCO. Could you share with us more details?  Also, Alstom has invested 1 billion RMB into the hydroelectric power factories in Tianjin City, what is your expectation on Alstom’s first “green energy” project in Asia?

8. AC: Most recently Alstom split the current Power Sector into two Sectors, thermal and renewable.  What are your short-term and long-term strategic goals in China?

9. AC: In 12th Five-Year Plan developed by the Chinese government, China will invest heavily in new energy, smart grids and electric automobiles. As a global leader in providing power generation and transportation solutions, what specific actions will Alstom China take to pursue opportunities in these sectors? And, what challenges do you anticipate?

10. AC: I believe that all Fortune Global 500 companies are actively taking social responsibilities, and must be a visible common interest. I know that since 2007, Alstom has established a fund to support creative environmental protection projects. Could you tell us more about these specific projects, especially in China? How does Alstom manage capital operation and the distribution of such funds in different countries？

11. AC: At the beginning of our interview, we discussed the definition of Alstom. Let us now shift our focus on the future of Alstom. In your mind, what kind of company do you expect Alstom to become in 10 years?

12. AC: Many of our audience have sent me questions through Fortunechina.com. One of the most popular questions is about the recruiting plan of Alstom China. As a CEO, could you share the criteria of Talent Selection for Alstom and give us some insight on what your expectation for Young Chinese might be? How does Alstom aim to attract the best talent?  One more question is from a Chinese professional manager working for an international company in China, he needs some advice from you in terms of how to advance his career from the intermediate management level to a company’s senior executive committee?

13. AC: Thank you so much for your time. I believe that not only me but also our audience have been inspired by your thoughts and experiences. As a rule in our Fortune China CEO interview, could you share one of your typical days at Alstom China with us?

By Cheng AI (cheng_ai@hks12.harvard.edu; +8613401019872)

2011-07-01