Human Resources

CMP’s human resources activities centre on competence and development issues, with the aim of ensuring that managers and other staff always have the skills and resources they need to perform their duties. This also involves defining responsibilities and authorities in a way which assures the quality of CMP’s activities.

Active skills development, a broad internal dialogue and a clear division of roles and responsibilities are the core elements of CMP’s human resources activities. The goal is to ensure that CMP has assured, competent employees who feel they have the support and the resources they need to perform their duties in an effective, qualitative and safe manner. Equally important is to ensure that human resources can assist the organisation and employees when changes are implemented in the business.

Broadening the expertise

Skills development activities are designed to meet the company’s current needs and ensure that CMP’s business objectives can be achieved. In 2011 CMP helped develop a new professional training course in Denmark, which will be provided in collaboration with other port operators, trade union organisations and trade associations. The target group is port workers, who are given the opportunity to broaden their expertise and strengthen their professional identity. As a first step, CMP has evaluated the expertise of 30 port workers. The first six employees have started the course, which combines theory and practice. Participants continue to perform their usual duties in parallel with their studies, and for the first six the course will be concluded in mid-2012. The goal is to encourage a growing number of CMP’s port workers to take the course.

The establishment of the Northern Harbour brought to the fore the issue of health and safety. A special training course called “Dangerous Goods” was therefore organised in 2011 for all CMP’s port workers at the new terminals in Malmö. A new company-wide HR tool was also implemented, which will become an important tool in the company’s skills development and other activities. The new IT tool will make it possible to produce clear and up-to-date skills profiles for all employees, which will aid internal planning.

More efficient leadership development

Leadership Forum is a network for dialogue and leadership development at CMP. The network consists of about 25 of the most senior executives in the company, who meet three or four times a year to exchange experiences and discuss current development issues. The terminal managers and managers from other departments have now also formed a network with the aim of broadening knowledge about each other’s operations. Spreading knowledge between different departments will enable the managers to look beyond their own day-to-day affairs. Another aim is to ensure that resources and skills can be used in new ways in the company’s port and terminal operations.

Improved internal dialogue

Dialogue and interaction between different parts of the organisation are being given an ever higher priority. The more knowledge managers and employees have about different areas of CMP’s business the greater the chance that they will be able to help implement improvements. A good internal dialogue will also help to clarify roles and responsibilities, ensuring that employees feel confidence in their managers and colleagues and understand the roles and responsibilities that are linked to their own duties.

Since 2006 CMP has been arranging regular Dialogue Meetings, which are aimed at broadening the employees’ knowledge about CMP. Since their launch, these meetings have been arranged on ten occasions and have during this period helped to place the focus on issues of current concern, but has also helped to strengthen the corporate culture as well as social ties within CMP. Here, too, considerable effort is being put into spreading knowledge between different departments and units, which improves our understanding of the environment in which different parts of the company operate. One positive effect is that the employees now – compared with a few years ago – are playing a more active role in the Dialogue Meetings. Previously, most of the presentations and information were given by the managers and leaders, but the roles are now changing, which is a positive development.

Common programme for change

M/S Progress is CMP’s common change and development programme, which focuses on three areas: Customers, Collaboration/Processes and Leadership/Employeeship. In each area the department sets improvement targets which are measured and followed up over time. Since its introduction in 2011 the programme has become a natural platform for change and new initiatives. And because M/S Progress covers three such wide areas, many day-to-day issues have come to be channelled through this programme. This, in turn, has helped to promote a shared view on what is important to try and improve in CMP, both in the short term and longer-term.

As another part of its work on M/S Progress, CMP established two knowledge exchange groups in 2011, one in Denmark and one in Sweden. Each group consist of about ten managers and employees from different parts of the company. The groups meet every two months to discuss ideas and proposals and help to implement improvements in the business.

Health and safety

CMP aims to offer a good work environment, with a clear focus on the health and safety of its employees. In this field the applicable laws and regulatory requirements are viewed as minimum standards. Health and safety issues are to a large extent based on the risks that can arise at each workplace. CMP’s port and terminal operations are broad and varied, but the common denominator for all these operations is that risks are mapped, assessed and managed in an effective manner. Risk management means that clear instructions are drawn up and communicated to the relevant employees – instructions which describe how risks can be avoided and how to perform tasks correctly and safely.

Although occupational injuries are rare at CMP, the long-term goal is still to reduce injuries by another 20 per cent. In the company’s day-to-day operations health and safety issues are handled jointly by the relevant supervisors and union safety representatives. General issues are handled by the local health and safety committees that have been established in Copenhagen and Malmö, which hold four minuted meetings each year.

Regular activities in this field comprise safety inspections, workplace meetings and continuous reporting of any nonconformities. To support their work in this field, the managers and union safety representatives also have access to a health and safety engineer, who acts as an advisor and coordinator. Preventive work is a key focus in all safety-related activities. In 2011 the focus has been on evaluating new work tasks as well as those business areas which have seen a particularly rapid increase in volumes. A case in point is Break Bulk, where volumes of prefabricated concrete slabs increased sharply towards the end of 2011. In response, new risk assessments were performed, resulting in new work instructions and investments in technical aids. 


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