1.Fully responsible for the group HR management. Improved the group human resource structure, business processes and management and control mechanism;2.Fully responsible for the overall planning of human resource developments and strategic managements; developed human resource management protocols and oversee the executions of various plans;3.Established standards for promotion and performance appraisal; 4. Assisting the top decision-makers on cooperate development strategies and be responsible for the developing of strategies for functional business units; greatly and directly facilitated the achievements of short and long term cooperate goals;5. Conducting the construction and stabilization of the HR system for three subsidiaries and one factory; improved the HR management systems and procedures; established the sophisticated regional talents replacement, training and assessment system;6.Proposing suggestions and execution plans for human resource and organizational structure to the top decision-makers; strived to improve the overall management excellence; conducted the human resource cost control;7.Dealing with critical human resource issues promptly; give guidance on employee career planning;8.Responsible for the overall cooperate culture development;9.Fully involved in the process of the acquisition of an overseas factory and the business setting-up and talent pool building.Project Experience:China-Poland Joint venture1. Participated in the entire process of the acquisition negotiations; supported the strategic decision making from the human resource aspects;2. Focused on the planning and coordinating of the human resource managements between the company and Poland side;3. Planning of all HR components and processes for the new entity, from zero to full;4. Negotiated with government and coordinated the project of Introduction of Advanced Talents --- successfully introduced talents for the company through the ‘National Thousand Talents Program’

Responsibilities:1. Campus recruiting and selecting for mariners2. On-board performance tracking and assessments of mariners for 7 vessels3. On-board/off board appointments of mariners for 3 vessels 4. Organizing of on-shore trainings for mariners5. Assisted with maritime culture development6. Tracking of company’s quality management systemProject Experience: Adjustments of mariners’ compensation structureSea-Land combined performance assessment systemIn 2007, when international maritime transportation declined globally, Far East, being a state-owned company, was facing the challenges of retaining staff and stabilizing its work force. The position-based compensation was replaced by quality and outcome based compensation structure to conduct the cost control to enhance the efficiency. The performance appraisal system adopted tools including marine calendar, on-board assessments and on-land training status indicators to conduct an all-round performance assessment of mariners, which changed the moral of an ‘old state-owned enterprise’.Also, during the process, the previous sea-land separated performance assessments system was reformed and replaced by a sea-land combined appraisal system, accompanied with a close performance follow-up review and communication scheme. The overall human resource quality was improved.