As spring brings warmth and renewal, the early confirmation performance review meeting for outstanding trainees of CIMC SOE's 2025 cohort was recently held. Two external HR experts were specially invited to provide guidance. Company and departmental leaders attending included Su Fei, Deputy General Manager of CIMC SOE; Zhou Lubing, Deputy General Manager and Chief Engineer; Chen Xinwen, Assistant General Manager of the Offshore Business Division; Li Lanpo, Director of the Ship Design Department; Shen Jie, Director of the HSE & Security Department; and Shao Hongzhao, Deputy Director of the Integrated Management Department. Together, they witnessed the growth and transformation of 25 outstanding trainees over nearly eight months, providing direction for the career advancement of these young talents. The meeting was hosted by Su Chang from the Integrated Management Department. This event served not only as a milestone summary of the trainees' transition from "campus students" to "workplace professionals" but also as an important initiative demonstrating the company's commitment to nurturing young talent and building a platform for their growth.
Dedicated Training, Demonstrating Youthful Responsibility Through Performance
Since joining the company in July 2025, the 25 trainees have grown steadily under the company's systematic training system. From onboarding training and summer professional training in shipbuilding and offshore engineering to monthly work reports, the company has tailored a growth path for the trainees, allowing them to root themselves in their respective positions, learn humbly, and refine their skills. During the review meeting, the 25 trainees took turns presenting. In seven-minute presentations, they comprehensively described their work achievements, skill improvements, reflections on challenges, and career plans over the past eight months, based on their specific job practices. The content was practical and clearly structured, fully displaying the vitality, sharpness, and sense of responsibility of the young employees, and allowing the attending leaders and experts to witness their rapid growth and transformation.
Figure 1: Li Huiru, trainee from the HSE & Security Department, delivering her performance review
Professional Feedback, Precisely Guiding the Direction of Growth
Throughout the presentations, targeted feedback was provided in an orderly manner. Company leaders and external experts offered precise assessments and valuable suggestions from multiple perspectives, including professional expertise, industry development, and workplace growth. Shen Jie, Director of the HSE & Security Department, and Li Lanpo, Director of the Ship Design Department, combined their departmental business realities to provide detailed analyses of the trainees' strengths and areas for improvement, offering specific guidance.
Figure 2: Li Lanpo, Director of the Ship Design Department (top), and Shen Jie, Director of the HSE & Security Department (bottom), providing feedback on trainee performance
Passing on Experience, Sharing Workplace Insights
Chen Xinwen, Assistant General Manager of the Offshore Business Division, shared his personal journey. He recalled his own growth after joining SOE as a fresh graduate in 2008, noting that the company's current development platform and training opportunities are especially valuable. He encouraged trainees to stay grounded in production lines, seek advice humbly from experienced employees, hone their skills through practice, and grow into key personnel capable of solving practical problems for their departments and the company.
Figure 3: Chen Xinwen, Assistant General Manager of the Offshore Business Division, providing feedback on trainee performance
Expert Empowerment, Offering Professional Perspectives
The external HR experts also provided professional guidance. Both experts highly praised the trainees' growth rate. Having witnessed SOE's university graduate performance reviews for the past three years, they observed that each cohort has shown increasingly impressive growth and performance. They commended SOE's youth development platform and humanistic care, encouraged the trainees to learn the spirit of "Zhang Xue Motorcycles" — dedicating themselves to their work with responsibility and passion — and advised them to focus on developing comprehensive abilities and establishing a long-term career development mindset.
Witnessing the Journey, Consolidating the Fruits of Talent Cultivation
Shao Hongzhao, Deputy Director of the Integrated Management Department, has witnessed the entire growth journey of this trainee cohort, from campus recruitment and onboarding training to trainee development and monthly assessments. He stated that this early confirmation performance review not only provides a precise "diagnosis" of the trainees' work and career development during the probation period but also serves as an in-depth "examination" of SOE's youth talent cultivation system. The efforts and interim achievements demonstrated by the trainees stem from four key "hearts": the attention and care of company leaders at all levels, the meticulous guidance of department heads and mentors (through the solid implementation of the dual-mentor system), the dedicated follow-up and process control by the university student management team (through regular monthly work communication meetings and timely resolution of work and life issues), and the company's carefully designed youth development model tailored to SOE's needs. These four "hearts" have facilitated the trainees' rapid integration and growth within the company.
Figure 4: Shao Hongzhao, Deputy Director of the Integrated Management Department, reviewing the trainee development journey and providing feedback on trainee performance
Executive Message, Charting the Path for Future Growth
Zhou Lubing, Deputy General Manager and Chief Engineer of the company, fully recognized the trainees' work performance reports, encouraging them to face challenges head-on, take responsibility, and remain grounded in production, staying close to the front line. He emphasized that production is the foundation of all work. As a shipbuilding enterprise, most of our work experience comes from frontline production practice — this is what he called "production guiding technology." He expressed his hope that the trainees would be proactive and grow into core professional staff for their departments and the company within three to five years.
Figure 5: Zhou Lubing, Deputy General Manager and Chief Engineer, providing feedback on trainee performance
Concluding Remarks, Clarifying New Directions for Growth and Development
Finally, Su Fei, Deputy General Manager of the company, delivered concluding remarks. On behalf of the company, he expressed gratitude to the external experts, company leaders, and department heads for their guidance, while also offering sincere expectations for the trainees' performance.
Mr. Su conducted two on-site surveys, revealing that among the 25 trainees present, 10 (40%) were graduates from 985/211 universities, consistent with the overall proportion of the 2025 cohort, confirming that while academic qualifications serve as an entry threshold, diligent effort and alignment with company development are essential after joining. Additionally, 6 trainees had participated in the non-shipbuilding/marine professional knowledge training at Jiangsu University of Science and Technology, accounting for 30% of the original 18 participants in that program, fully demonstrating the effectiveness and soundness of the company's "recruit first, train later" approach for university graduates from non-shipbuilding/marine majors.
Figure 6: Su Fei, Deputy General Manager, delivering concluding remarks
Mr. Su pointed out that the varying performances observed in this review are closely related to the level of mentorship provided by each department. He put forward clear requirements for the training of the 2026 trainee cohort: in principle, the business mentors for each department must be personnel at the Assistant Manager level or above.
Regarding the trainees' own development, Mr. Su offered two specific requirements: First, in workplace development, one must not only work diligently but also focus on cultivating abilities in thinking, summarizing, and expressing — both written and verbal. Second, remember that growth is one's own responsibility. When young employees encounter difficulties in their future work, they should actively seek ways to overcome them, avoiding excuses, complaints, or retreat. By solving problems, they will refine their skills; through practical experience, they will increase their capabilities, striving to turn every challenge into a stepping stone for growth.
Figure 7: Group photo of all attendees
The successful holding of this early confirmation performance review not only provided a platform for trainees to showcase themselves, summarize, and reflect, but also further improved the company's youth talent cultivation and assessment mechanism. Based on on-site scores and cumulative monthly assessment results, 14 out of the 25 trainees stood out and received early confirmation with salary adjustments. In the future, CIMC SOE will continue to invest deeply in talent development, continuously optimize its talent development system, build broader growth platforms for young talent, and empower youth as a strong driving force for the company's high-quality development.
