Bei DR. Hu

As a member of the China Leadership Team and the Global Clean Air Leadership Team, I report to the President, Greater China and the CEO, Clean Air. I am fully accountable for the P&L of Clean Air and Hydrogen Technology in China, driving the development and execution of the Clean Air China Strategy and advancing our hydrogen technology initiatives in alignment with Johnson Matthey’s global vision. Leading a talented team across commercial, manufacturing, and technology functions, I oversee the go-to-market strategy, optimize our manufacturing footprint, and drive innovation tailored to local customers. Committed to excellence, we are shaping the future of sustainable solutions in China, pioneering next-generation practices as a leading catalyst and hydrogen technology provider, while delivering profitability, customer satisfaction, and employee growth. Passionate about sustainability, innovation, and collaboration, I am dedicated to positioning China as a global leader in clean air and hydrogen solutions.

A full P&L role to lead Linde China East region, which is reporting to China president. The ~1billion$ business accounts for half of Linde China business. This leadership role covers ~1500 employees, over 70 production sites with 7 JVs; It is to serve a broad range of customers across chemicals, steel, electronic, food and many others industries with over 3000 customers. It includes full P&L functions like operation, commercial, business development, key account, logistics and engineering services etc., serving as the backbone for Linde’s current performance and its future growth. In addition, the head of clean hydrogen is addressing a significant growth opportunity for the organization, tapping into a completely new area to shape China’s new energy transformation based on unique Linde-technology offerings.

The executive role is to lead two business units in China, covering the petrochemical and the intermediate business. The role has a dotted reporting-line to SVP China, while functionally reports to business head of APAC. The two largest business unites are around 1.2 billion$ in sales revenue, which covers the full P&L (except production) like marketing, sales, supply chain, customer services etc. with over 200 employees. In addition, I am also responsible for a JV with Sinopec located in South China. The LBM (Local Business Management) is newly established within the organization to be responsible for P&L and empowered for making decisions locally. The wide range of product portfolio from large commodity to specialties with over 300 products serving more than 2000 customers, is requesting leader to reinvent our business model as the “next practices” to help the organization to thrive in the new normal in China, even as we continue the best practices necessary for current success.

The one-year role is to lead the commercial negotiation with Sinopec for a new world-scale investment at ~1billion$ in south China. As an extended arm of my RBU head I was taking full charge in negotiating the JV contracts and facilitate project execution.

This is a regional strategic role, direct reporting to business VP, to execute strategy, optimize operations, coordinate with global and local teams & lastly drive the investment projects in AP. While covering ~200 chemical products in 13 countries to serve over 800 customers, my portfolio involves a broad range of product segmentation and diverse customer interactions cross the region.

2007 marked a key milestone in my career as I moved from Germany back to Asia. Working in the key segment of BASF in Asia with the largest revenue and EBIT contribution. With direct report to RBU head, my key role was to setup a managerial system to consult our leadership team in business decisions. As part of the leadership team, we have successfully managed the 2008 crisis and the business rebound in 2009/2010.

It was the first step of my shift from the technical focus towards general management functions. The senior project was one of my best learning within BASF, as it covers BASF global network with over hundred entities and demands a high-speed execution facing the extremely rigid time-line. In enriches me to truly understand the essence of how to influence a large corporation and how to align a diverse global organization for a shared purpose from corporate level.

My major focus is act as process engineer for the plant design, process optimization. Various technical projects were conducted to help the plants to enhance their technical performance or solve their technical issues. A profound technical knowledge for the chemical plants, DCS system and process optimization was gained during the time.

TIEMBA is a global EMBA program based on the collaboration between INSEAD and 清华, granting the participants an incredible exposure to the modern global business challenges, but also the business mindset with unique focuses in China; I was the first Chinese in the TIEBA history to be awarded with distinction in its over 10 years’ history

TIEMBA is a global EMBA program based on the collaboration between INSEAD and 清华, granting the participants an incredible exposure to the modern global business challenges, but also the business mindset with unique focuses in China; I was the first Chinese in the TIEBA history to be awarded with distinction in its over 10 years’ history.

The "Asian International Executive Programme" was a program tailored made for new evolving leaders who are preparing themselves for the upcoming management challenges in Asia. Despite 2 weeks crash course, candidates were exposed to a broad scope of topics and significant discussion on issues we are facing as MNCs in Asia.

Thesis is focusing on advanced control issues, applicable for all nonlinear control systems, covering a wide range of industries from automotive to chemical processing