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MCCT Makes Strenuous Efforts in Technical Training for Saindak Project
  Author:MCC    From:MCC    Updated:2010-6-2 【Font Size:Reduce Enlarge Print】【Close


It was a very common day of July 2009. The site of Saindak project was as busy as it had been. In a meeting room of the Saindak office building, tens of Pakistani employees were fixing their eyes on the projection screen in the front, taking notes or pondering as the Chinese technician was explaining. They burst into warm discussion or applause from time to time. To the Saindak project, this was a very ordinary scene, like sand and stone in a river which could be found everywhere.
The Saindak project, run by MCC Resources Development Co., Ltd. (“Company” below) on a lease basis, is the convincing evidence of traditional friendship between China and Pakistan, a crystallization of the ability and wisdom of both sides’ engineers and technicians, and what’s more a successful paragon of transnational leasing management and mutual benefit.
Since the restart of the facilities in early 2001, the Company has always kept to the principle of employing local people living nearby, giving priority to residents in Chagai District and then expanding its employment into the entire Balochistan and even other provinces and municipalities of Pakistan. With the Saindak project developing and swelling, the Company can offer more than 1,300 jobs a year to Pakistani people, and 84% of its employees are from Balochistan. In addition, it has also employed nearly 200 Chagai villagers as temporary workers, to increase income of local people and improve their living standards.
Because Pakistan has a weak industrial foundation, the overall level of literacy of its people is low and especially Balochistan is rather less-developed economically and educationally, many Pakistani employees are incompetent for their jobs due to lower levels of education. Therefore, the Company has specially formulated the training program, in which short-term training requirements and medium- and long-term development objectives are set forth. A training plan is sent down to the production units each year, and training effectiveness is checked at the end of the year in several forms such as skills competition and examination. Training contents are flexible and diverse, including, among other things, operating (maintaining) skills, business management knowledge, and literary and discipline education. The Company uses such forms as training courses, “master/apprentice agreements” and job description and practice to increase the management ability or skills of Pakistani employees at key posts. Through efforts made to train Pakistani paragons, the Company has strengthened the training of Pakistani employees in the form of “passing on experience; giving help and setting an example”, boosted in-depth employees training and promoted overall improvement on qualities of Pakistani employees. In 2009 alone nearly 4,900 employees participated in various training activities, including: “master/apprentice pairing” training for 271 pairings; 531 training and lecture courses; training by Chinese experts to approx. 100 Pakistani managers and technicians.
With the work of training developing in an in-depth and persistent way, Pakistani employees have seen remarkable improvement in their skills; outstanding ones of them have already become key technicians for various production fronts, who will not only give an impetus to development of the Saindak project, but also bridge the gap Pakistan faces in human resources in the field of non-ferrous metals.
In addition to developing a large number of technicians for Pakistan, the successful restart of the project also indicates that the Pakistani advantages in resources, manpower and policy and the Chinese strong points in technology, management and capital are effectively combined and synergized. Emerging rapidly as the second largest state-owned enterprise in western Pakistan, the Saindak project has improved the strength and image of the national industry of Pakistan and put an end to the country’s embarrassing history of stocking yet not producing copper. The project has also promoted economic development and market prosperity in western Pakistan. Materials locally purchased each year amounted to US$40 million in value. In transportation alone, each year the Company pays up to US$2.6 million for transportation of materials, a massive contribution to the rapid development of relevant industries.

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