We and Employees

Safety Management

Health and safety have always been key issues in the construction industry, and their importance has become even more prominent in the COVID-19 pandemic. The Group understands that good health and security management is essential to gaining the support of employees and partners, earning trust from customers and the public, and maintaining the Group’s operations. It has adopted various measures and advanced technologies to minimize safety hazards and protect the safety and health of employees, business partners, customers and the public.

CSCI’s Commitment

  • Attend to safety and health matters as the first priority and to provide a high standard of safety and a healthy working environment
  • Regularly evaluate and notify safety and health hazards arising out of construction works
  • Provide safety and health training to members of the workforce
  • Establish effective channels of communication and consultation among different work groups
  • Ensure strict compliance with both statutory and contractual requirements
  • Implement safety climate survey to enhance worker safety behaviour
  • Adopt all reasonably practicable measures and innovative means to maintain continual improvement on safety and health performance

CSCI’s Efforts

Planning

The Group continued to follow closely on global trends and developments on environmental protection, particularly in the construction industry, so as to adjust its management methods and organization of work in a timely manner. Based on our sustainability roadmap, the Group planned to assign its objectives to its subsidiaries and to monitor continuously the environmental management performance of its premises.

Training

The Group regularly arranges various environmental-related training, including construction noise permit application training, environmental coordinator training and environmental training for new joiners, to enhance employees’ environmental knowledge, awareness and management capabilities. The Group’s roadmap also plans to enhance relevant trainings on low carbon and sustainability to enable staff to understand the importance of the issue and to acquire relevant knowledge.

Hazard Identification and Risk Assessment

The Group’s construction projects continuously identify hazards and assess risks throughout the construction process. Important hazards are compiled into a checklist and rated according to their severity and likelihood of occurrence. Hazard identification also includes consideration of personnel in the vicinity of the workplace, and employees in locations not under the direct control of the company. CSHK’s Site Safety Committees is composed of site managers, engineers, foremen, subcontractor safety representatives and worker representatives. They enable workers to participate and be consulted on the implementation and improvement of the safety and health management system.

Safety Inspection and Risk Investigation

The Group has established the "Production Safety Supervision Management System" and the "Production Safety Responsibility List", which clearly define the responsibilities of all departments and personnel of the Group. Under this system, the Group has established a Safety Management Department, chaired by the Chief Executive Officer, to lead other keys stakeholders, including Vice Presidents, Finance Director, Security Director, and Assistant Director of Human Resources of its subsidiaries, etc., adopting the principle of "safety first, prevention first, comprehensive management", making decisions on the Group's overall security management system.

Emergency Management

All production units develop emergency plans, define personnel responsibilities, handling methods and preventive measures, prepare materials and equipment, conduct training and drills, assess problems and correct them. These units also report emergencies, form on-scene command teams, evacuate people unrelated to the emergency, report to local authorities, and alert surrounding businesses and the public as necessary.

Equipment Management

The bidding method, the list of qualified suppliers and the acceptance criteria for equipment procurement or leasing are formulated by each production unit. Trial runs should be conducted before acceptance, and daily operation is carried out by a special Equipment Management Department for regular inspection, repair and maintenance.

Contractor Management

Each production unit confirms the professional and safety qualifications of subcontractors before they are shortlisted, establishes elimination system and blacklisting, conducts supervision and inspection of site operations, and prohibits further subcontracting. Subcontractors are required to submit safety reports to prove their safety management and technical measures.

Staff Rights

Upholding the human resources mission of “To Assemble the Enterprising Ones and Motivate the Promising Ones” of COHL, the Group has formulated human resources management policies and systems, which are implemented by the Human Resources Department. The Group provides competitive remuneration packages and employee benefits, regularly reviews the remuneration system, establishes a talent echelon, implements assessment and incentives, and builds a talent pool.

We strive to create a diverse and inclusive work environment where employees can demonstrate their talents and grow with the Group.

The Group concludes employment contracts with its employees that comply with the laws of the places of operation. The rights and responsibilities of employees are also set out in the Employee Handbook, which stipulates employees’ salaries, working hours, holidays and benefits. In addition to a basic salary and statutory entitlements, the Group provides employees with various leaves such as paid annual leave, wedding leave, bereavement leave, examination leave and birthday leave, as well as benefits such as travel allowance, relocation allowance, marriage vouchers and long service awards. It also pays for five social insurances and one housing provident fund for mainland employees. Besides, professional qualification subsidies, employee canteen or meal subsidies, and corporate annuities are provided.

Considering the large number of subcontractors involved in the construction industry, the Group is committed to protecting the interests of the workers concerned. Labour officers are stationed at each construction sites to handle labour relations matters, including receiving workers’ complaints, maintaining workers’ attendance records in the registration system, proactively following up on subcontractors’ wages, and managing and monitoring subcontractors’ labour rights. Statements are posted at conspicuous locations on the construction sites listing the complaint channels to ensure that workers are aware of their rights and accesses to assistance.

Staff Development

The maturing of social developments will change the business environment. Except for attracting external talents, enterprises should also pay attention to the cultivation of internal talents and improve the professional skills and competitiveness of employees, so as to keep pace with the times and meet opportunities and challenges in the future. The Group cares about the development of its employees and actively implements talent cultivation plans to establish talent pools and echelons. By closely integrating the personal growth of employees with the Group’s business expansion, it strives to enhance employees’ sense of identity and belonging.

When conducting business in a new region, the Group not only deploys management staff, but also focuses on recruiting talents locally, providing employment and development opportunities for local people, and promoting the development of the local economy, thus enabling the local community to grow together with the Group’s business. It maintains ties with universities in the region where it operates, recruits fresh graduates through campus recruitment each year, and assists local employment.

The Group will expand recruitment in the next few years by recruiting more than 1,000 employees in Hong Kong each year to support the plan of COHL during the 14th FiveYear Plan period. The Group implements the “Double Hundred Youth Development Program” in Hong Kong to support the recovery of Hong Kong’s economy and job market from the COVID-19 pandemic by providing at least 100 jobs in the Greater Bay Area for graduates of Hong Kong tertiary institutions and 100 Greater Bay Area internship jobs for Hong Kong students each year, as well as visits and exchanges. With the aim of carrying out basic systematic talent training and development, these young students will be able to experience the broad opportunities in the field of construction engineering, learn advanced technology related to construction, and even directly participate in the design and construction of large projects.

The Group has set up the Xiangjiang Management Institute to provide training for senior management, key personnel and young students, to train up a high-quality cadre force, and to study the major issues of company development. The training focuses on the Group's strategic development needs, expanding the international vision, and strengthens innovation and governance capabilities. We also focus on values education, culture, faith education and the building of good conduct. The Institute invites management and external instructors to organize comprehensive competency courses for key students, strengthen time management, leadership, emotional management and other comprehensive abilities. It also provides training courses in the two series on project management and functional management for young students. The Group builds and manages a knowledge base that compiles various training content, question banks, courseware and videos, including work guidelines, project summaries, scientific research reports, etc. In addition, the group also organizes internal workshops to share and exchange learning results, and external exchanges and visits.

Echoing the “Thousand People Across the River Project” of COHL, 1,000 Hong Kong staff will be sent across the Shenzhen River to work in the Mainland China during the 14th Five-Year Plan period, promoting the integration of Hong Kong professionals into the Greater Bay area. This will provide an attractive platform for potential, aspiring young professionals from Hong Kong to work in the Greater Bay Area or short-term rotation before returning to Hong Kong. The Group hopes this programme will nurture highquality, visionary individuals with and a good understanding of the overall situation of the country's development, who are also patriotic, to form the future backbone of Hong Kong's construction industry.



Case Study

Safety Measures of Construction and Investment Projects

Involving many construction workers, procedures and use of equipment, the construction industry is often exposed to higher safety risks. The Group values the safety of the construction sites and that of every worker. It develops and implements safety measures in every region to prevent and mitigate potential risks.

CSCHK formulated the Safety and Health Policy, which is implemented, reviewed and supervised through the Integrated Management Committee, the Safety and Environmental Protection Department, the Company Safety Management Working Group and the Construction Site Integrated Management Working Group. Under the guidance of the policy, CSCHK sets specific safety management objectives and targets each year, and sets goals and work plans for the following year by reviewing the completion of targets and indicators. The Engineering Department and all construction sites of CSCHK signed the Responsibility Undertaking on Management of Safety Production on Construction Sites, which includes the annual safety management target.

To realise this goal, CSCHK insists on implementing the Working Procedure of Safety and Health Management. All construction sites are required to establish a corresponding safety management organisation according to the nature and scale of the project. Members of such organisation include site management personnel, engineers, safety representatives of foremen and subcontractor, and workers’ representatives to deepen the divisional responsibility system and clarify the duties of frontline management personnel. The construction sites safety management organisation coordinates the implementation of various safety measures such as construction safety and health checks, safety and health training, safety promotion and quarterly production safety monitoring, as set out in the Working Procedure of Safety and Health Management.

CSC Macau formulated the Safety and Health Policy, the implementation of which is achieved, evaluated and supervised through its Production Safety Commission, the Project Contract Department and each construction site, to meet the goals of preventing occupational hazards and improving the working environment.

Safety management system

In addition to formulating the Management Measures for Comprehensive Management Reward Scheme of Sites, cross examination of the overall safety performance of construction sites led by the CSC Macau, the Engineering Department and construction site managers was organised for assessment every month. At the same time, the occupational health and safety assessment of the Labour Affairs Bureau was introduced to take into consideration the monthly incidence of wokrelated injury. A safety ranking of construction sites was compiled to encourage continuous improvement.

Safety equipment
  • Platform work fall prevention layer: in positions with five metres of height, a compact fall prevention layer is set up about 1.7-1.8 metre below the floor to effectively prevent falls from working at height.
  • Central wireless electric tools charging station: prevent fires caused by overloading.
  • Qualified lifting platform operator fingerprint recognition unlock system: fingerprint identification is required before operation of lifting platform to prevent hazards to workers resulting from unauthorised operation.
Safety training
  • Virtual reality: allow workers to experience the hazards of incidence without being on the construction site. It can help participants stay vigilant and alert of unsafe behaviour.
  • Safety experience zone: the equipment set up in the construction site gives workers a first-hand experience before entering the site to promote stronger safety awareness. At the same time, enhanced training for specific roles can be provided.
Emergency response

Formulated code of practice during typhoons in advance. When typhoon information is available, the Project Department should immediately announce work guidelines to each construction site and formulate a typhoon prevention plan. Tiered risk control and typhoon prevention measure checks should be conducted in each construction site. It will assist the Group’s Safety Department exchange experience in typhoon prevention, increase the typhoon alertness of platforms in affected areas and formulate the relevant typhoon prevention measures, in order to significantly reduce the level of damage and loss, and to shorten the time of recovery.

CSC Macau allocated sufficient budget for employee health and safety facilities, and formulated a series of management methods and safety promotion training measures to enhance the safety awareness of construction workers to improve construction site safety protection according to the formulated safety plan.

In relation to the Group’s investment businesses in the Mainland China, CSCIICL formulated the Safety and Health Management Method to develop a comprehensive production safety management system. CSCIICL has established a Production Safety Commission and requires subsidiaries to establish their own production safety commissions, responsible for leading production safety efforts and the decision-making in important issues. The independent Production Safety Commission supervises the management organisation to implement the Production Safety Supervision Management System to urge subsidiaries to implement production safety and supervise the launch of the relevant safety work.

Objectives, targets and plan

Evaluate the project before commencement, establish safety management objectives and targets, and prepare an implementation plan that includes safety cost management, education and training, operational procedures, and emergency plans.

Identification and assessment of hazards

Organise experienced personnel to form a working group to compile the List of Major Hazards of the Company and the Occupational Health and Safety Management Plan of the Company, and assess the risk factors of the project based on the documents before commencement of new project, and control major hazards and prepare remediation plan in a timely manner.

Assessment of safety technical solutions

Review safety technical measures regarding on-site conditions, construction features and surrounding environment in each construction plan to prevent possible dangerous situations during construction.

Safety technical briefing

The technical director and safety director of the general contractor shall explain the technical requirements of the operation and the safety matters to be followed to the subcontractors and worker teams to ensure that the frontline workers are aware of the technical characteristics, dangers and preventive measures of the construction operations.

Safety and Health Management in Prefabricated Construction Production Plant

Guangdong Hailong Construction Technology Company Limited (hereafter referred to as “Guangdong Hailong”) under CSCIICL is mainly engaged in the development, design, production and construction business of prefabricated construction products and owns two production plants in Shenzhen and Zhuhai. Abiding by the approach of ‘safety first, prevention based and comprehensive governance’, Guangdong Hailong actively promotes safety production inspection in the factory area, and corrects problems spotted and hidden dangers to prevent incidents in accordance with the ‘five fixed’ principle (fixed responsible persons, fixed time limit, fixed funds, fixed measures, fixed plans).

In addition, in response to emergencies, Guangdong Hailong compiled the Production Safety Emergency Response Plan and familiarised all employees with the training procedures through regular training and regular drills, in order to effectively control the impact and reduce the loss of personnel and equipment during the accident.

To arouse attention to safety among personnel in the production plant, Guangdong Hailong actively implemented the Project Production Safety and Civil Construction Reward Scheme and the Methods of Safety Coupon Reward Scheme. At the same time, Guangdong Hailong also attaches great importance to the health of employees. It continuously improves the responsibility system for occupational disease prevention and control, identifies and detects hazards on site, and regularly arranges general medical examinations and occupational disease examinations for employees, and establishes health monitoring files. In addition, through posters, leaflets, health training, etc., Guangdong Hailong publicises health knowledge and ideas to employees and strengthens their own health management.

Labour Relations Management at Construction Site

There had been repeated cases of deduction of wages or request of referral fees by intermediaries in the construction industry, which seriously jeopardise workers’ rights and interests, and weaken the overall competitiveness of the industry. The Group does not tolerate such actions and has taken a number of measures to protect construction site workers.

The Group appoints a labour relations commissioner at each site to handle employee labour relations matters. The Group encourages workers at their construction sites to report any unfair treatment and, through regular questionnaire surveys, proactively checks with workers for any infringement of their interests, such as wage arrears. The Group also posts declarations in public areas at each site to emphasise the importance of safeguarding employee rights and lists means of remedy.

The Group’s site labour officers are required to have monthly labour relations review meetings with all subcontractors. In the event of unpaid wages, late payment of wages and Mandatory Provident Fund (“MPF”) contributions, the site labour officer is responsible for requesting rectification from the subcontractors and notifying the site managers and representatives so that all parties can carry out effective response measures.

Talent Acquisition Scheme

The Group has developed different recruitment methods in response to the needs of each business, ensuring that it can attract talents with diverse backgrounds from multiple channels, support business development, and provide employees with targeted career development directions to encourage employees to grow continuously.

Haina Professional Recruitment Program

Haina scheme is the Group’s recruitment platform tailored for hiring professionals with working experience. The Human Resources Department used a variety of channels, including recruitment platforms, WeChat, internal referral, and self-screening, to promote the recruitment and collect resumes.

Haizhizi Graduate Recruitment Program

The Group focuses on cultivating management talents as part of its corporate responsibility. It conducted recruitment activities at universities across the country to introduce the Group’s culture to graduates and to arouse their interest in joining CSCI.

The campus recruitment programme is themed ‘Build your dream with unlimited possibilities’ and highlights the Group’s emphasis on talent and corporate culture. We tailor made training programs for management trainees, preparing them to meet every stage of their careers and grow with the Group. The Human Resources Department will regularly summarise the work of management trainees to report to the Group’s management to monitor their adaptation and development.

Safeguarding Employees and Workers During COVID-19 Pandemic

The Group has adopted strict epidemic prevention measures to protect the health of its employees and workers. During the peak of the pandemic, all offices of the Group adopted a work-from-home mode, grouped employees to minimise physical contact and restricted visits from outsiders. At construction sites managed by the Group, epidemic prevention and control plans were formulated, personnel were arranged to guide and carry out epidemic prevention work. Once suspected cases of infection were found, timely arrangements were made to deal with them. Formal resumption of work can only be arranged when preparations are made.

Prevention efforts at each site include the following measures.

In early 2022 when the fifth wave of the COVID-19 pandemic occurred, Hong Kong encountered the most severe challenge in recent two years, and the existing isolation and treatment facilities were inadequate. With the support of the Central People‘s Government, the Group has once again assumed an important task, believing that “Together, we fight the virus” and “time is life”. Based on its project experience , the Group managed to build up the project at a rapid pace and continue to contribute to the community Hong Kong community.

The Group has set up a “happy hour Station” at the construction site to provide workers with three meals a day, afternoon tea and late-night snacks, rest facilities, first aid supplies, etc., and provide them with daily consultation and help services. As of late March, we have distributed nearly 300,000 food and beverage, 250,000 medical masks and 150,000 virus quick-detection kits while providing health consultation to our thousands of site workers.

The Group also provides various welfare benefits, such as transport allowance, pandemic prevention allowance, a maintenance allowance for infected areas, etc., depending on the circumstances of each project. We adhere to the principle of timely payment and accurate distribution. We care for and show importance to our workers by trying out our best to make them worry-free, inspire their enthusiasm and vigour, and work together to strive for the goal of completing the construction.