Performance Management, Training and Development


Seagoing employees

CNCo puts significant emphasis on safety training for our seafarers. In 2018, we ran 33 Safety Awareness Courses (SACs) for senior and junior officers and ratings, covering 390 seagoing employees. In addition, six ‘engine and electric cranes training’ courses were provided for new seafarers and we sponsored 35 other courses ranging from cook training, welders training, logs and lashing, navigation training courses and many more.

All of these are discretionary training courses, not required under the IMO SOLAS, MARPOL, ISPS or STCW legislation. However, CNCo sees such training as critical to maintaining and enhancing the safety of our seagoing employees and all our stakeholders.

The goal of the SACs is to emphasise and reinforce the Company’s safety culture and to promote Zero Harm. The SAC emphasises practical safety management skills, explores the benefits of leading safety indicators and looks at determining accident root cause analysis, proactively recognising hazards and understanding safety control, mitigation and recovery measures.

The total cost of the discretionary training in 2018 was around USD 2 million. This is a very significant investment given the current shipping market conditions.

In 2018, 831 CNCo seagoing employees received 9,568 hours of training, or an average of 5.88 training hours per seafarer.

All CNCo seafarers received a performance evaluation review conducted by their Master or Chief Engineer at least twice a year. The appraisal looks at personal characteristics, team work, aptitude and leadership qualities among other specific skills sets. The process is intended to highlight areas for improvement and training opportunities, and identify individual’s strengths for a robust recognition and promotion programme.

Shore-based employees

CNCo continues to invest in learning and development. Across the group, 655 shore-based employees received 3,210 hours of training, with an average of 3.09 training hours per employee. The overall cost of training for shore-based employees in 2018 increased to USD 322,716 (a 72% increase over 2017 levels).

We continue to run the “Greenbelt” programmes, which equip individuals with more advanced skills and training such as Lean Six Sigma methodology in the area of Business Improvement and Excellence. This training is on-going.

We also continued to run Leadership Development Programmes in Singapore for managers at Team and Operational Leader levels. These programmes seek to equip managers with the requisite leadership competencies and skills such that they can lead their teams more effectively. CNCo employees were encouraged to access the extensive selection of on-line learning resources through SwireConnect to learn new skills and acquire new knowledge at no cost to them and at their own convenience.

Performance management for shore-based employees is effected using the “SMART Goals” on-line system. Performance assessments include a review of SMART goals, performance against Swire group values and job competencies.

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CNCo continues to invest in learning and development. Across the group, 655 shore-based employees received 3,210 hours of training, with an average of 3.09 training hours per employee.

Driving Performance and Developing Potential Framework

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Swire Marine Leadership Programme in 2018

CNCo conducted the Team Leaders Development Programme (TLDP) programme from 27th to 29th August 2018, and the Operational Leaders Development Programme (OLDP) between 3th and 5th September 2018, as part of its ongoing efforts to nurture the current and future leaders of the company. For this fifth run for TLDP and third run for OLDP, a total of 24 team leaders and 15 operational leaders from different business units within CNCo and Swire Pacific Offshore (SPO), our sister company, came together. The aim was to apply the learning from earlier this year on self-insight into an understanding of others, as well as how to leverage this learning to drive high performance and engagement. Participants acquired skills and knowledge in areas such as taking strengths-based approaches, effective communication, coaching, and feedback, as well as the five factors that could cause dysfunction in teams.

TLDP Module – Commentaries
“I have found the TLDP courses interesting and engaging with the modules building upon each other nicely. Last module we learnt the first step towards leadership is control over ourselves. This module we delved into team dynamics and coaching. I will personally endeavour to apply structure whenever I give feedback.”
Rhea Nera, Business Excellence Manager, CNCo

OLDP Module – Commentaries
“OLDP Leading Teams Module was a valuable learning experience with a focus on maximising team strengths, the importance of creating a shared vision and the concept of generating ‘ideas and possibilities’ in the ‘spirit of exploration’ before jumping into feasibility and ‘what won’t work’. To me, this last point is extremely significant, as it will form a vital part of how we look at the digital plan and future for the business.”
Peta Kelly, Customer Service Manager, CNCo