As of March 23, the two-year anniversary of the integrated operation of the container terminal at the Chushan Port of Ningbo Zhoushan Port has been completed. In the past two years, Beilun No. 3 Container Co., Ltd., the management and operation entity of the terminal, has actively promoted the integrated operation of container terminals in the Chuanshan Port area, in terms of production, system, and cultural construction, in accordance with the integration requirements of the group “aim at first-rate, balance both history and steadily.” Many achievements have been made. In 2017, the container throughput of the terminal broke 10 million TEUs, becoming the third “ten million box” grade single container terminal in the world.

In the early stage of terminal integrated operation, the production operations of the North Sanji Division still maintained the status of “two zones and two systems”. Various problems such as difficult to check boxes at the site of sharing, cross-operation terminal conflicts, and overlapping data of the joint platform restricted the production operations. Smooth operation. The company started from the "brain center" of the container terminal - the production management system. After eight months of scientific preparation, it successfully completed the integration of the COTS system, the SPARCS system and the production database in February last year, and achieved two areas. Sharing a set of systems, this laid a solid foundation for the subsequent overall arrangement of route layout and flexible deployment of port area resources. After the merger of the production systems, the company gradually achieved a unified deployment of equipment and facilities, dock yards, and operating procedures, which significantly increased the overall production efficiency and service level, and radiated the "1+1>2" effect.

Duplicated job functions, confusing office procedures, and ineffective execution efficiency have gone down ... "Integration Pain" has been highlighted at the beginning of the integration. The original two dock companies have obvious differences in the management functions and operational procedures of the same departments. A business, two heart" situation. The North Sanji Division rapidly unified and standardized the company's organizational structure, system processes, performance appraisal, etc., and integrated more than a dozen departments of the former two companies into an “eight departments and one center”, clearly defined the division of duties among departments and positions, and comprehensively combed the entire company. The current system processes within the scope of responsibilities, and according to the actual needs of the work to be streamlined or re-ordered, accumulatively revised more than 110 management systems such as human resources, production, security, finance, etc.; in accordance with the "strategist-oriented, devoted person-oriented" The principle of re-establishment of staff remuneration distribution and performance appraisal management system, increase the secondary distribution of key post performance, established an on-site management personnel assessment methods, and further enhance the level of refined management. Today, with the judicial decree of the North Third Set, the operation of the terminal has become more efficient and orderly.

At the beginning of the terminal integration, the North Sanji Division devoted itself to the integration and reshaping of corporate culture, and guided all employees to work together to achieve a win-win situation with the new “soul” of the terminal. The company inherits the cultural quintessence of the original Hong Kong Kyrgyzstan company's "realism and innovation" and the "family" of the Far East Company, and has established a new "TOP" brand culture and a new core concept of "team, transcendence, and professionalism." After the establishment of the new culture, the company relied on corporate WeChat public account number, internal magazines and other platforms to carry out multiple activities such as "TOP" advanced appraisal, "TOP" technology contest, etc., to help promote the spread of new culture among employees. At the beginning of this year, the company’s cultural exhibition hall was completed and accepted, further strengthening the corporate culture's substantive display and dissemination. Today, the "TOP" culture has been recognized by the company's employees.