a) Creating and increasing employment opportunities
The most important social responsibility of an enterprise is to promote the stability and development of the society through creating rational employment opportunities. The Company, as a multinational enterprise, has established 88 branches and representative offices overseas as well as 288 cargo collection port companies and networks domestically. By the end of 2005, the Company had created 8,090 employment opportunities at home and abroad, amongst which 1,839 positions were provided overseas, accounting for 22.7% of the total and there were 1,753 foreign employees, accounting for 95.32% of the total. In the year 2005, the average job-rotation ratio of internal employees in the Mainland China reached 10.05%.
COSCON Europe Co., Ltd.
b) Employee satisfaction survey
In order to know about employees' cognitive degree and evaluation on the company's management status, development vision, competitiveness, management level and leadership talent as well as their satisfaction degree and improvement suggestions on the company's working environment, salary & security, communication & collaboration, employee development opportunities, internal service management and company development, the company consigned a third-party company to carry out the “Customer Satisfaction Survey” in 2005. Six aspects such as corporation development, working environment, salary & security, communication & collaboration, employee development opportunities and internal service management, and other related contents were involved in the survey to know about employees' cognitive degree and evaluation.
The company divided the employees from different divisions (subsidiaries) into different groups for the survey and collected 659 valid samples based on a definite representative and rational distribution status of sampling. The survey contents cover three types with 47 questions in total. The first type of the survey covers five questions related with employee information. And the second type includes 34 questions related with employees' satisfaction degree on the company's working environment, salary & security, communication & collaboration, employee development opportunities, internal service management and company development, etc. Finally, the third type of the survey owns eight questions related with employees' total satisfaction degree on the company and their suggestions and advices for the company as well. We adopted the five-ladder scale evaluation method, the measurement precision of which can sufficiently and rationally show the difference degree of the employee satisfaction, for the survey. Based on the international convention, we evaluated the five-ladder evaluation scales with the scores of 15, 35, 55, 75 and 95 respectively.
fter investigation, the score for employee satisfaction survey was 72.54. According to the result of the survey, employees felt most satisfied with the company's working environment, with communication & collaboration, company development and salary & security in the second, third and fourth places in succession. However, they gave lower evaluation on the company's internal service management and employee development opportunities. With regard to the employee development opportunities with lower evaluation, COSCON added the function of employee development plan into the annual assessment system. That is, employees can bring forward the individual improvement plans based on their disadvantages and expectations, including the required training and communication, after the assessment feedback is completed. An then the company finally summarizes the individual improvement plans and deploys uniform consideration based on its human resource training program to organically integrate the individual development requirements with the organizational cultivation targets.
c) Competitive salary system
Following the principle of “cause retains talents, sensation retains talents and suitable treatment retains talents”, the company deployed a series of human management reforms. For example, the company canceled the salary system in accordance with position to take the post-based salary system in 2000 and adjusted the salary structure for the organization of the headquarters twice in 2002 and 2005. Experiencing several large-scale salary reforms and near five-year efforts, the company finally formed a set of broad banding salary mode gradually close to the market price.
With regard to the status of the excessive and dispersed items, relatively lagging assessment & encashment and bad incentive effect in the ship bonus distribution, the company reformed seaman's bonus & service fee and adopted some general international practices such as overtime salary for seamen, which is definitely advanced in the domestic market. Thus, the income for the key ship posts has been greatly improved.
The company has established difference incentive distribution methods based on levels and types of employees. It pays special attentions to long-term incentive mechanisms such as high annual achievement awards, annuity system and buying of commercial insurance, so as to attract and keep talents. It sets up all-round incentive mechanism that integrates short-term, mid-term and long-term incentive measures, through which, the salary level of the company can keep up with the development of the market and has high competitiveness.
d) Performance assessment
In order to ensure the validity of the implementation of the salary incentive system, the company established a set of relatively perfect performance assessment system in its headquarters and takes the assessment results as the major basis for the employee management such as salary increase, promotion, re-allocation, release of annual bonus and the extension of the labor contracts, etc. in future. The employee performance assessment covers the assessment on daily employee behaviors implemented by each department and periodically spot-checked by the company's assessment team, the monthly one implemented by each department on the employees' working attitudes and working performances, and the one jointly implemented by the HR department and each department on the employees' comprehensive ability and quality in moral, ability, diligence and performance as well as the fulfillment of the responsibilities in their posts through the ways of appraisal and interview. In addition, under the guidance of the headquarters, the subsidiary companies respectively made their own internal performance assessment systems based on their own characteristics.
e) Vacation policy
The company offers a vacation and recuperation system that is competitive in the industry.
Wedding holiday 3-7 days
Holiday for funeral 3 days
Home leave 20-30 days every year
Annual Leave 5-20 days every year
Employee Vacation and Recuperation
f) Establishment of basic social security system and enterprise supplementary insurance
In order to better ensure the legal rights and benefits of employees, the company established the basic social security system and enterprise supplementary insurance system. Starting from 1992, the company has set up an accumulative accounts for the payment of pension, medical insurance, employment injury insurance, maternity insurance, unemployment insurance and housing fund of all the in-service employees and retirees to ensure the basic economic aids for employees when they are old, ill, injured & disabled and out of work as well as give birth to babies and buy houses, fulfilling its social responsibilities in compliance with the laws. Meanwhile, based on the development status of the corporation management, the company set up the enterprise supplementary insurance for some employees with outstanding contributions, encouraging employees to contribute more to the enterprise and the society.
A medical aid system and relational sustentation medical allowance system were established for poor employees to realize the company's more care and help for employees. Meanwhile, a public traffic accident insurance was set up for the whole staff to give them more securities.
Total amount paid for various insurance premiums for the employees from 2003 to 2005:
The above-mentioned total insurance premiums include the supplementary pension expenditure for the key ship posts paid by the company. Eliminated the supplementary pension expenditure for the key ship posts, the average employee insurance premium in the headquarters of the company was RMB16, 100 in Y2003, RMB29, 500 in Y2004 and RMB43, 200 in Y 2005 in turn.
