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Training and education |
| ■ Overview of COSCO's training and education |
COSCO has formulated the COSCO Group Talent Planning during the 11th Five-Year Period. According to the planning, it had formulated talent cultivation plan and had provided sufficient expenditures. Focus of the plan is "three 300" talent project and high-tech talent project. COSCO has taken "technical talent" as one of the five key talent teams for special cultivation and construction. COSCO Group was also listed as the first batch of enterprises owned by the central government that kick off high-tech talent cultivation trial project. |
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In 2006, COSCO organized one training for directors and supervisors, one training for technical appraisal and inspection personnel, two trainings for senior financial management personnel, one risk prevention training, as well as a training for legal persons, captains and chief engineers respectively, two òthree 300só operation and management trainings. At meantime, it dispatched 43 persons in eight batches to attended training on chief accountants in key state-owned enterprises. Two of the trainings were for auditors (15 persons trained). In 2007, the group company alone had organized eight times of òthree 300só talent training classes, two for operation personnel (107 persons), two for administrative personnel (96 persons), two for capitals, two for chief engineers (200 persons), and two for technicians (189 persons). In addition, it also took the directors, supervisors, senior financial management personnel, senior crewmembers and legal persons as serious insufficient talents. Cultivation and trainings of these talents were enhanced.
Training of technicians: Since 2005, COSCO had held four symposiums, 15 pre-appraisal trainings and four occupational skill appraisals. It had compiled the appraisal standards and specifications for technicians in 10 types of work and published the management rules on technical appraisal and audit. In 2005, 129 persons got the qualifications for shipmen and machine technicians. In 2006, 152 persons got the qualifications for shipmen and machine technicians and six got the qualification for forklift operation technicians. |
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| ■ Training of labor protection supervisors |
COSCO attaches great importance to building up and perfecting labor unions' labor protection network, enhanced training on labor protection supervisors of labor union teams, and therefore boosted the safe production of the enterprise. As of the 2006 end, COSCO's labor unions had a total of 1,634 labor protection supervisors, responsible for supervising and examining COSCO's ships in ports on the safe production and the safe protection for employees, thus ensuring the labor safety and safeguarding the rights and interests of employees. |
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| ■ Training for security guards |
| COSCO trained the security guards according to the administration regulations. In 2006, a total of 346 security guards received training, enabling them to adapt to and meet the company's needs for sustainable development. |
| ■ Training for labor union leaders |
| COSCO pays great attention to the training for labor union leaders. Each year COSCO organizes training activities at different levels, with different forms and content for leaders of labor unions at all levels, in a bid to fully improve the quality of the labor unions' leaders. For instance, COSCO Dalian conducts the business training for full-time and part-time leaders of labor unions at least once a year. In 2006, COSCO trained 1,403 leaders of its labor unions. |
| ■ Performance training |
| COSCO attaches great importance to various training, doing a lot of training work in such aspects as safety management system, performance, "Three 300s", retirees, employees at leave and arrangement of dismissed employees while paying attention to keep the consistence of the training policies. |
| ■ Training on process management technologies |
| Both COSCO and its 2nd-tier subsidiaries have been attaching great importance to the process management technology and actively conducting training. In 2006, COSCO established 78 lean Six Sigma projects with 1,459 participators; the quality management team achieved 187 results; the quality management team had 2,711 participators; a total of 3,877 employees took part in the training on lean management, Six Sigma and quality management team. |
| ■ Performance evaluation |
COSCO pays great attention to the performance evaluation on employees. The company organizes the human resource department to develop the overall evaluation proposal for unified arrangement and coordination and guidance; departments can formulate more suitable evaluation proposals according to their respective work characteristics and actual situations to enable more reliable and accurate evaluation results. The evaluation works more closely with the incentive mechanism. The evaluation results are fully considered in such aspects as year-end bonus, salary increase, management employment, employee training and overseas training, which plays the role of rewarding the excellence and punishing the inferiority to a greater degree. The incentive mechanism brings its role into full play to substantially motivate the employees. The year-end evaluation in 2006 took the evaluation on the performance of employees as a major assessment indicator, setting a right direction for employees and encouraging employees to make greater contributions to the company's development. The evaluation adopts the method of òlayered management and leveled evaluationó. Each evaluation indicator and performance were assessed by the employee and his manager, and the evaluation results will be informed to the employee, allowing him to understand his work performance and ability in a more objective way. Meanwhile, the management at all levels also played their roles in evaluation. The evaluation featured stronger flexibility.
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