A Future Ready Workforce
CCG strives to accelerate the development of its employees and enhance their capabilities through targeted training programmes and structured performance reviews and evaluations.
Performance Highlights
125,759
Hours of training provided, with a 14.38% increase
> HK$ 2 million
Allocated to support learning and development
Female
30.3 Hours
Male
29.6 Hours
Average Training Hours, by Gender
Senior Management
35.4 Hours
Management
32.1 Hours
General Staff
29.6 Hours
Average Training Hours, by Employee Category
KPI for FY2024/25
Training hours per colleague
Performance
Training hours per colleague
Talent Development
In line with our Performance Management Policy, we conduct annual performance appraisals to assess employees’ performance against agreed expectations and goals set by the Group. Managers/supervisors identify employees’ capabilities and potential for succession planning, making recommendations on areas for improvement through ongoing feedback. These appraisals also provide a basis for performance-based rewards, such as salary adjustments, benefits, and non-financial recognition.
Case Study
Engineering Apprenticeship Scheme
To address the challenges of sourcing skilled workers and enhancing the Group brand, CCG introduced the Apprenticeship Scheme during the Reporting Period to develop a talent pipeline by bridging academic learning with essential practical workplace skills.
Targeting students enrolled in three-year part-time Higher Diploma programmes, CCG invited eligible participants to join CCG as full-time Engineering Technicians in the Project Department. The scheme, spanning 36 months, allows apprentices to engage in on-the-job learning and assessment, ensuring they acquire both theoretical knowledge and practical skills.
The Apprenticeship Scheme has shown positive outcomes, demonstrating the programme’s effectiveness in preparing candidates for the workforce.
2 participants
successfully transitioning to full-time roles within CCG
To support employees transitioning into new roles, CCG regularly delivers management training programmes, focusing on problem-solving, decision-making, and target-setting skills through interactive group discussions.
Nina Hospitality has joined the Education Bureau’s Business-School Partnership Programme to connect and share industry knowledge with the next generation of talent through hotel visits and job shadowing.
Case Study
2024 Group Summer Internship Programme
CCG expanded the reach of its Summer Internship Programme in 2024 by engaging six secondary school participants as a new talent pool alongside 10 students from higher education institutions. Interns were assigned to various departments to gain practical, hands-on work experience in the real business world, as well as to develop essential soft skills in communication and interpersonal relationships within eight weeks, preparing them for future career endeavours.
During the concluding sharing session, interns reflected on their experiences and lessons learned, expressing gratitude to CCG for this invaluable opportunity.
Case Study
Pine Care Practical Clinical Placement Engagement
Pine Care recognises the importance of nurturing the next generation to specialise in elderly care and related disciplines. It introduced three practical clinical placements and an engagement programme during the Reporting Period. For approximately two months, Pine Care offered hands-on learning opportunities to 75 students in health studies. They were equipped with skills and knowledge, including vital signs checking, infection control, and administration of medication.
Capitalising on the success of this programme, Pine Care will develop additional initiatives to attract future talent, while elevating skills and leadership to contribute to the elderly care sector.
Case Study
CCG Innovation Ambassador Programme
The CCG Innovation Ambassador Programme, co-organised with the University of Hong Kong Business School Executive Education, is designed to foster entrepreneurial spirit while also cultivating leadership capabilities within the workforce. This programme aims to empower more than 30 colleagues at a time to suggest innovative solutions to both business and societal challenges through a nine-month initiative centred on “Learning by Doing”.
Participants are organised into small teams and attend six workshops that focus on vital workplace skills, including design thinking, innovation, and managing mindset change. With guidance from departmental advisors and external experts, teams also have opportunities to present their ideas to senior management, potentially bringing their projects to fruition.
Investments in Training
At CCG, we recognise that the investment in training is essential for a knowledgeable and capable workforce. The commitment to continuous learning enables us to maintain high industry standards while supporting the comprehensive and dynamic development of our employees. During the Reporting Period, we have allocated a significant amount to support learning and development (“L&D”), including education sponsorships and scholarships.
CCG received the honour of being selected for the Employees Retraining Board’s Manpower Developer Award Scheme, underscoring its ability to deliver outstanding performance in training and developing talent.
The Staff Learning and Development Policy outlines the guiding principles for the Group’s L&D. CCG is committed to allocating resources to support L&D activities based on employees’ performance development plans. These include in-house and external activities, such as workplace learning, coaching, mentoring, e-learning, formal study, and conferences. A Training Committee has been established to plan for a structured and effective training strategy for Property Services. Committee members, representing various departments, including Property Management Services, ESG, Information Technology (“IT”), and Quality Assurance, review the proposed training plans and track training progress to ensure that training objectives are achieved.
Our CCG E-learning platform offers courses on various topics, including the prevention of corruption, anti-money laundering and counter-terrorism financing, employee conduct and business ethics, market conduct and fraud, privacy, confidentiality, and information security.
In addition to internal training, CCG supports employee development by sponsoring external training expenses, including fees for professional memberships and qualification examinations. We also help employees’ professional growth with paid leave for examinations.
CCG recognises the importance of strong leadership in fostering growth within the company. To support this, leadership training programmes help our current and future leaders enhance their skills, empowering individuals and driving overall organisational success.
Case Study
The Home Manager Caring Leadership Training Programme
Pine Care participates in the Home Manager Caring Leadership Training Programme, organised by the Hong Kong Association of Gerontology, to enhance the management skills and leadership abilities of supervisors working in the elderly care sector. This programme fosters a “people-centred” work culture, delivering high-quality elderly care services.
This programme consists of two phases. The first encompasses 80 hours of classroom learning, workshops, and tutorials, while the second phase involves the practical implementation of quality service plans within care homes.
Reinforcing a Sustainability Culture & Skills
Strengthening employees’ sustainability awareness and competencies empowers them to integrate sustainable practices at all levels, improving operational efficiency while advancing our environmental and social commitments.
To support our sustainability efforts, we keep employees informed about sustainability trends and updates from industry experts:
ESG Talk
A representative from Greeners Action shared tips on waste recycling and reduction practices for both work and daily life. The talk was followed by a creative, hands-on workshop where attendees upcycled discarded denim to craft unique phone accessories.
ESG Tour
An ESG-focused tour was hosted at the WWF Island House Conservation Centre in Tai Po. This immersive experience reinforced the importance of environmental conservation within our community. Participants explored rare plant species and gained insights into the historical significance of the architecture, enriching their understanding of cultural and ecological preservation. They learned about the daily responsibilities of gardeners and experienced hands-on gardening, applying skills to different seasonal plants.
Green Building Week
To celebrate Hong Kong Green Building Week 2024, we promoted smart casual wear in the office to incorporate sustainability and decarbonisation into our daily work environment. Employees were encouraged to wear outfits in four colours (red, blue, green, and yellow), representing health and well-being, resource efficiency, environmental friendliness, and innovation. This initiative aimed to foster a culture of sustainability and raise awareness about eco-friendly practices within the workplace.
Go Green Fair
In partnership with Christian Action, the Go Green Fair was organised in 2024 to promote sustainable practices among employees. They were encouraged to generously donate both second-hand and new items to exchange with others. Employees also gained a deeper understanding of the goals of waste reduction.
IT Awareness Training
We conducted six mandatory IT awareness training sessions for employees. We also organised an in-house cybersecurity seminar and a talk on web safety. The cybersecurity seminar focused on analysing emerging trends, identifying online threats, and setting strategies to avoid phishing. The web safety talk addressed cyberattacks in Hong Kong and personal protection measures, accompanied by practical case sharing.
