Page 37 - CPC 2018 Annual Report

HUMAN RESOURCES 35
other disciplines. In line with its corporate transformation needs, the company is also strengthening secondary-skill training. Beyond this, employees are selectively sent abroad for higher education, research and internships as well as to participate in seminars on a range of topics relevant to the needs of the business.
As the number of people leaving or retiring from CPC in recent years has grown, new employees have needed comprehensive guidance and training to ensure a smooth transfer of responsibilities. On-the-job training is now combined with formal training courses; senior employees are designated as mentors to help their new colleagues adapt to their new workplace and responsibilities. These new employees are typically rotated each year to allow them to gain experience in a wide range of jobs and develop their talent at every level. Seniority promotion requirements have been shortened for outstanding managers, lowering the age distribution in management echelons and thus motivating those with ambition. Each department reviews its professional-skill shortfalls at the beginning of the year and formulates a corresponding training plan in which outstanding performers are recruited as instructors, tasked with passing on their operational knowledge and experience. Some departments also make arrangements for on-site or international learning experiences, lasting from several weeks to a year for younger employees, depending on departmental needs. Online learning is also provided to eliminate time and location limitations:training courses are digitized and uploaded to CPC’s e-Academy and knowledge archives, allowing the knowledge and expertise of senior and former employees accumulated over many decades to be preserved and passed on. With digital learning, new employees can gain professional knowledge and workplace information they need without ever having to step into a classroom.
A human resources training center has been established in Chiayi. This facility not only serves as an incubator for internal CPC talent, but is also dedicated to building a talent pool for developing the government’s New Southbound Policy by providing people from domestic enterprises with initial and on-the-job training in the energy and petrochemical fields.
A QUALITY WORKPLACE – LIFTING MORALE
In terms of employee incentives and benefits, it is CPC policy to award bonuses based on overall corporate performance as well as the scale of contribution and performance on the job of the individual employee. All employees are entered in the national health insurance, civil service insurance, labor insurance, group life insurance and accident insurance programs. Consolation payments are made in cases of job-related injuries, disability or death and employee welfare committees organize a variety of welfare, hobby and entertainment activities.
A number of CPC’s business divisions also operate clinics, company restaurants, libraries, company stores and other welfare facilities, along with sports facilities such as swimming pools, ball parks and
gyms at or near the workplace. There are scholarships for employees’ children; educational loans for children attending college and university; medical subsidies for employees and their dependents; wedding, funeral, and retirement subsidies; and interest-free emergency loans. The company also chips in to support the activities of interest groups dedicated to baseball, bridge, mountain climbing, swimming, painting, film appreciation and other pursuits, in order to provide physical and mental relaxation for employees and boost their morale at work – and hopefully, of course, their on-the-job performance as well.