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Sustainability Report 2011
Hong Kong Experience Sharing Programme
Under this programme, general managers, middle management and employees
from our businesses on the mainland spend time in Hong Kong to gain a better
understanding of our Towngas culture and practices. In 2011, a total of 371 managers
participated in this programme. We also organise cross-regional recreational activities,
such as football, badminton, cooking and singing contests, quizzes and photo
competitions to enhance inter-staff communication and team spirit as well as fellowship
and the sharing of common goals and objectives, between our employees in Hong Kong
and our businesses on the mainland.
Community Initiatives
We work with the Labour Department and the Vocational Training Council in Hong
Kong to extend our training initiatives into the community, with on-the-job internship
and mentoring programmes. The personal and working skills gained by the young
trainees help them, when entering the workplace, to do so with greater confidence and
ability. We operate a similar programme on the mainland. Under our Jingqi Mentoring
Scheme, which is operated in collaboration with the Virya Foundation, our business
managers in Sichuan province, Xi’an and Chongqing provide a one-year mentoring
programme for Virya students. This initiative was also extended to Hunan province
during the year.
Management Development
In addition to the development of technical and professional competencies,
management development also plays a crucial role in our training activities as we seek
to develop leadership competencies and create a pool of talent for our future needs.
A highlight during the year was our “Leading Others” programme which was held to
strengthen leadership skills among our supervisors and managers in Hong Kong. A total
of 56 employees have completed this course so far.
Towngas Leadership Competency
(TLC) and TLC+ Models
These models form the basis of our
performance management and
management development system.
TLC not only provides fair and objective
performance assessments, it also seeks
to build personal development platforms
that enable the advancement of core leadership competencies which tie in with
the Group’s culture, values and business strategies. More than 75% of our General
Managers on the mainland have now completed this assessment.
Social Performance Human Resources