Labor Rights and Human Rights
Human Rights Management
Primary human rights issues concerned with CTCI cover the operation process (employees and contractors) and the procurement stage (suppliers). Each year, we would evaluate human rights issues and stakeholders that pose as risks through management measures such as human rights issue identification, affected stakeholders, due diligence, and complaint channels. This will then be followed by a formulation of risk mitigation measures and compensation systems. In 2019, human rights issues with potential risks are working hours, safety, and health. Compared with 2018, the risk value has increased from 23.5% to 29.51%, mainly due to the impact of working hours issues. For human rights management of suppliers and contractors, please refer to "2.1.5 Sustainable Supply Chain Management" and "2.3.4 Safe and Healthy Work Environment,"respectively.
▼ CTCI Human Rights Due Diligence
▼ CTCI Human Rights Assessment
▼ CTCI Engineering Human Resource Management Risk Matrix
▼ Human Rights Mitigation Measures
▼ Human Rights-Related Trainings
Employee Engagement Survey
In order to enhance peer engagement and improve the workplace atmosphere, CTCI conducts Group global engagement survey once every two years. The survey includes executive management, performance and advancement, career planning, learning and development, rewards and benefits, sense of achievement at work, teamwork, communication, talent retention, division of labor and resources, among others. According to the survey results, the percentage of employees who “highly identify with CTCI"" has increased significantly from 48% in 2016 to 72% in 2019. This shows that more CTCI colleagues are happy to promote CTCI, proud to be a member of CTCI, and are willing to contribute more for t CTCI’s success.
At the same time, we wish to improve the level of identification for those employees who ""poorly identify with CTCI."" Measures include further communication, improvement, and encouragement. Through specific improvements measures, the percentage of employees who have ""poor identification with CTCI"" has dropped from 21% in 2016 to 7% in 2019. It shows that the engagement survey and action plans in place since 2016 actually work, as more colleagues now have positive feedback. In 2019, we set up three action plans, namely performance management, expatriate management and employee experience, to respond to issues raised by employees and strive to increase employees' level of identification with CTCI.