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Jobs and Careers

CNOOC firmly believes that employees are the most valuable resource for its sustainable development and upholds the “People-oriented and Caring for Employees” concept. The Company fulfills its responsibilities to employees, respects their legal rights and interests, facilitates their professional development, improves their working environment, cares for their physical and mental health, and promotes the integration of local and foreign employees, so as to achieve common development of the Company and its employees.

Employee Salary and Benefits

The Company adheres to the principle of “Gender Equality and Equal Pay for Equal Work”, and treats the employees equally, regardless of race, nationality, faith, gender, age, marital status and special legal protection.

CNOOC strictly complies with the applicable laws and policies of the jurisdictions where it operates, and on basis of the principles including marketization of recruitment, monetization of allocations and socialization of benefits, gradually forms a normalized salary and benefits mechanism by building a distribution system which matches the market mechanism and is closely connected to value contribution.

The Company builds a comprehensively effective employee welfare system, continuously implements the unified and standardized occupational pension system and constantly increases the multi-level, multi-dimensional and comprehensive employee insurance framework.

Besides social basic insurance (endowment insurance, medical insurance, employment injury insurance, unemployment insurance and maternity insurance), the Company also provides supplemented insurance (personal accident insurance, commercial supplementary medical insurance, and juvenile children supplementary medical insurance) and occupational pension and housing allowance.

CNOOC also provides physical examination, special physical examination for special types of work, paid leave, difficulty assistance, emergency relief, critical illness relief and various other benefits as part of our efforts to help them solve the worries that employees may have.

By the end of 2017, the workforce had reached 98,000.

Career Development

CNOOC provides employees with equal and open environment and clear access for career development. Based on the characteristics of professions, the Company has designed three career development accesses including management, technology and operation personnel, besides establishing a “Four in One” training system with respect to selection, training, assessment and promotion & certification, so as to improve personal professional ability and work performance step by step in a planned manner.

CNOOC constantly improves the three accesses for management, technology and working personnel with emphasis on mechanism building to shorten the path of promotion. The Company always focuses on building talent pools and constantly implements programs of the selection and training of excellent young talents, enhances systematic management of professional qualification, promotes innovation of the selection of technical experts in subordinates. The Company has put forward the Deepening the Reform of the Professional Title Management System (Provisional) to improve system building, which does not highlight one’s academic background, record of service or published papers, but moral character, ability and performance and allow more excellent young talents to have opportunities to stand out.

CNOOC continuously deepened the reform of the cadre and personnel system, for example, set up the Party Leadership Group on talent work, built the expert consulting system for Party Leadership Group Members, promoted the reform of talent utilization and assessment support mechanism. The Company increased its efforts for cadre selection and exchanges, such as emphasizing the training of young cadres and job exchange between departments at headquarters and frontline units. Making full use of multiple opportunities of job rotation and exchange, training in frontline units, secondment in local governments and aiding constructions in areas under harsh conditions, the Company selected young managers to work under harsh conditions or at the frontline of reform to undertake urgent, hard, dangerous and major tasks for better growth. The Company also enhanced competition in selection and strengthened inspection and examination, increased efforts to train, select, exchange, supervise and manage cadres and enforced accountability, improved the quality of cadres so as to maintain the Party’s purity and capabilities of cadres.

Expert Professionals

The Company enhances recommendation, selection and management of high-level talents and actively participates in the national talent selection and recommendation. In 2017, 107 employees were selected the fourth batch of Technical Experts of subordinate units, 2 were selected the second batch of Skilled Experts of the Company, 88 won senior technician qualification and 357 won technician qualification.

CNOOC attaches great importance to the training and selection of high-skill personnel and achieved excellent results. The Company conducted innovation training courses for technicians to exchange innovative skills and organized technicians to take active part in national and industrial skills competition. The Company has compiled “High-skill Talents Evaluation and Appointment Demand Forecast (2017-2020)” and promoted on-demand evaluation and appointment of skilled talents to keep a scientific proportion of talent structure. The Company conducted skills innovation demonstration sessions and technician comprehensive knowledge training sessions to help skilled talents keep improving their creative consciousness and ability of concluding achievements. CNOOC sent technical experts and Golden Medal winners in national welder competition to the United States to learn and master the international first-class welding techniques, and organized 48 high-skill employees to draw experiences of National Skill Master Studio building from outstanding enterprises.

Employee Training

CNOOC training highlights both long-term and short term effects, taking “Up for Strategy and Down for Performance” as principle, and conduct long-term training for key groups. The Company actively promoted the learning organization constructions, encouraged employees to set up the concept of lifelong learning, improved the talent training system at various levels and stages, innovated training and increased training investment systematically, and created a platform for ability building and potential development for employees.

CNOOC continued to implement Key Training Plan and conducted targeted training. For the managers at middle and high levels, the Company implemented professional subdivision for specific rotational training; for mid-age and young managers, the Company designed three month off-job training programs to improve their strategic management capability with firm belief and global vision so as to shoulder major tasks; for high-level technical experts and core staff, the Company arranged comprehensive professional and technical training sessions in the fields of exploration, development, production, drilling and completion, and put forward the Young Technical Talents Training Sessions to cultivate technical experts and managers in the fields of deep-water, unconventionals, reservoir geophysics, seismic data processing, oil recovery technologies, HTHP oilfields and equipment and facilities integrity, in order to improve the core professional technical capabilities and technological innovation capabilities of the Company’s technical personnel; for high-skill technicians, the Company organized comprehensive capabilities improvement sessions for mid-age and young technicians to improve their abilities of on-site management, innovation and teaching apprentices.

In 2017, CNOOC carried out 540,000 training sessions, with 1.8 million person-time, including 1 million person-time of online learning, and 6.59 million hours of training (i.e. 74 hours per capita), of which, 67 annual key rotational training sessions for senior managers directly under the control of the SASAC were carried out with 4,566 person-time. Aiming to accelerate the cultivation of international talent, the Company selected and sent 5 leading international talents to receive training in the United States; selected 99 core international talents to receive 3 sessions of centralized training, 4 of which were sent to Nexen for a short-term exchange. CNOOC also strengthened construction of the coach team by cultivating 35 qualified talent appraisers (the first batch), 30 case developers and 30 internal coaches. The second competition of “Good Course, Good Coach” was held with receiving a total of 389 courses, of which 40works of face-to-face courses and 60 high-quality microclass works entered the final, and the best 10 lectures were awarded.

Supported by classified and systematical training courses, CNOOC compiled the Individual Development Program (IDP): collect and analyze the information of general and professional training demand of all staff, systematically design training programs, implement individual performance evaluation with the consideration of the results of training. The Program was expected to steadily improve the specialization level and integrative capability quality of employees.

The Company broadened the channels for training on informationization for employees and introduced various training models like “Internet+”. The Company actively set up the mixed training model of “online + offline” with “mobile + PC” and the online platform “CNOOC E-learning Net”, on which more than 500 courses were uploaded and more than 700,000 students registered. With the strict cost control and the use of various online platform, the number of trainees increased by 120% over the year of 2016.



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