COOEC adheres to the “people-oriented” philosophy, considers promoting employees’ all-round development as one of its important development goals, fully safeguards its employees’ basic rights and interests, attaches great importance to the building of talent teams, protects and cares for its employees, and strives to create a working environment that fosters tolerance, equality, mutual trust and cooperation and to create value while ensuring its employees’ growth and development.

1. Safeguarding employees’ interests

COOEC implemented a value-based remuneration system and a performance-related pay (PRP) system and continuously improved its employee remuneration and welfare system to ensure high compatibility with employees’ positions and its business development. It improved the interactive mechanism linking performance evaluation with income distribution, strengthened the evaluation and payment of performance bonus, and improved the constraint and incentive mechanism linking the distribution of performance bonus with the evaluation of its own performance and employees’ individual performance. In addition, it constantly promoted the construction of a market-oriented remuneration system, strived to establish an award and incentive system involving multiple elements including production, technology, and management and covering the setting of performance indicators at the beginning of each year, the evaluation of outstanding contributions, and the summarization of important achievements at the end of each year, continuously strengthened the incentives targeted at the personnel engaged in research, at critical positions and on the front lines, and thereby provided remuneration and welfare support for its high-quality development. As of the end of 2021, COOEC had 7,932 employees, and the number of female employees accounted for 9% of the total number of intermediate and senior management personnel.

COOEC has systematically planned the implementation of the three system reforms and vigorously carried out a series of reforms, including organizational optimization and the reform of its management personnel, labor employment and income distribution systems. By implementing the competitive selection process, it has promoted 36 persons to the intermediate management level. The number of employees at the age of about 40 and below 40 accounts for more than 80% of the total number of intermediate management personnel. The average age of intermediate management personnel has decreased by 3.2 years, and the age structure of its management personnel has been improved significantly and generally meets the 4:4:2 requirements. The Company has signed contracts with all the intermediate management personnel working with its subordinate units and at its headquarters.

2. Conducting employee training

In 2021, COOEC earnestly implemented the spirit of the Central Conference on Talent-related Work, made solid strides in implementing the strategy of “enterprise development powered by talents” and the “3+1” talent development program, continued to improve the “Five-in-One” training system, determined the pathway to a training portfolio consisting of generally applicable trainings, trainings for improvement, special trainings and high-end trainings, and continued to develop innovative training modes, seek additional training resources, optimize training processes, strengthen training support, and continuously improve employees’ overall quality and competence. The total number of trainees in 2021 is 194,300, the total number of training hours is 1.34 million, and the average training hours per person is 169, which is greater than the required number of training hours. In addition, COOEC vigorously promoted the use of the “Extensive Learning” platform (a mobile APP), conducted basic knowledge trainings targeted at all employees, developed innovative training methods, improved the efficiency and effectiveness of training, and provided talent support for building a leading international energy engineering company with Chinese characteristics.

3. Strengthening employee incentives

COOEC focused on talent development, continuously improved the system of positions and professional titles, provided clear pathways for its employees’ vertical development, established horizontal communication mechanisms, reasonably planned the structure of its talent team, elected outstanding talents, promoted market-based selection and employment of talents, continued to optimize its employee remuneration, incentive and performance evaluation systems, and motivated its employee to work hard and achieve progress. Meanwhile, it took active steps to recognize the project management teams, employees, groups, and project managers and representatives who have delivered outstanding performances, gave full play to the demonstrative and leading role of models, and encouraged all employees to deliver outstanding performances and constantly improve their competitiveness.

4. Carrying out health promotion activities

COOEC always adheres to the people-oriented philosophy, strictly complies with all applicable occupational health laws and regulations, constantly strengthens labor protection, continuously improves production and working environments, and protects its employees’ health and interests.

5. Enriching employees’ lives

By providing a complete set of facilities including office buildings, parking lots, and employee reading rooms, COOEC enables its employees to take part in various sports, cultural and arts activities to enrich their lives, takes active steps to show care and love for needy employees and retirees, and uses its best efforts to make all employees feel the warmth from COOEC and enjoy their happy lives.