Page 36 - CPC 2018 Annual Report

34 CPC Corporation, Taiwan 2018
HUMAN RESOURCES
PASSING THE TORCH: CONTINUITY OF LEADERSHIP IN CORPORATE DEVELOPMENT
CPC aims to fully develop the potential of its current (end-May 2018) 16,076 employees through long-term training and career guidance, while at the same time making both incentives and benefits more attractive. Managerial talent is selectively assessed with the aim of ensuring continuity in corporate development and leadership by talented people of outstanding ability.
ENHANCING PROFESSIONAL KNOWLEDGE – OPTIMIZING HUMAN CAPITAL CAPABILITIES
In terms of human resource utilization, CPC has in recent years engaged in organizational and process re-engineering and also formulated employee rotation policies in order to use its manpower more effectively. It has also recruited young professionals to inject new blood into the corporate body and provide a smooth transfer of technical and operational know-how and competitive skills in preparation for a wave of retirements.
Beyond using professional qualifications and personal traits in the selection of executive personnel, CPC also uses management and leadership development training to help candidates achieve their full potential and to accomplish its corporate growth targets. At the same time, the company is strengthening on-the-job training at all levels, and has integrated existing training systems in the establishment of the CPC Corporate University. This offers beginner, intermediate and advanced courses in exploration, refining, marketing and engineering - the four key areas which comprise CPC’s core competencies. By systematically enhancing employees’ professional skills and helping them develop a broader range of talents, the CPC Corporate University also helps to optimize manpower utilization. CPC also encourages its employees to participate in national skill-qualification examinations and helps them obtain professionally-required certification in industrial safety, environmental protection and