Reinforce Training for Employees, Assist and Promote Their Growth through Practice

Every year, 2.5% of the total wages is spent on employees' training. We constantly improve the training management system with Sinopec's distinguishing feature, make training a indivisible part of employees' whole career, combine the corporate development with employees' growth demand, enrich training content, innovate training mode, devoting unremitted efforts to the growth and development of employees.

"Practice is the best training, work is the best teacher". Sinopec regards on-the-job training as an important way for personnel training, creates a strong "coaching, assisting and guiding" atmosphere during the practice, so as to stimulate healthy growth of all kinds of talents. At the basic level, we extensively carry out on-the-job training, competition of special techniques and vocational skills, establish a broad platform for all kinds of talents to show their talents, exchange techniques and make progress together. As for the training for those young talents, we expand their working platform through the establishement of talents' workshop, technician workshop, technological innovation team, post-doctoral station, and build a solid foundation for training of high-level technological talents through key construction projects, key R&D programs and during market expansion.

In 2011, we trained 997,000 person-times and put remote training system into operation with over 600 courses available on-line. Based on the all staff training, we put more focus on key talents training. In 2011, we organized various key talents training for 3248 persons.

Passage to Growth Expanded and Development Benefits Employees

Guided by the modern talents' development theory, we are engaged in changing the "management-oriented promotion" to a diversified personal development featuring "career development". In 2011, based on the two-year pilot test, we fully implemented the establishment of passage to growth for talents, unified and standardized position sequence and development passage within the company. At the same time, we tried the competitive selection of management team and organized open recruitment for 5 senior management positions of the subsidiaries.

We insist on our pursuit to provide employees with stable and competitive salary which is the base for their survival, gaining respects and self-satisfaction. We stick to the stable growth of salary along with the growth of the company profit, endeavor to improve and establish a just and rational income distribution mechanism. In 2011, we unify the basic salary system within the company, improve the income growth mechanism, and encourage subsidiaries to adopt various distribution forms, which are favorable to talents in R&D, production, marketing, and key positions.

Scientific Performance Assessment and Effective Motivation

Performance assessment reflects the corporate values. Professional performance assessment system will give positive guidance to employees' behaviors, effective motivation, and improvement of employees' satisfaction. We have set up an assessment system for technical talents focusing on morality, knowledge, competence and performance, and an assessment system for highly skillful operating talents focusing on skill, performance and onsite recognition. The results of the assessment will be taken into consideration for professional title appraisal, professional skill appraisal and talent selection.

In 2011, we did a good job in selection and recommendation of national experts of various kinds, carried out selection and commanding of corporate experts of outstanding contribution and "Min Enze" young technological talents. In the reform of professional title appraisal, we put more weight on the first-line staff. More middle and senior professional titles are granted to first-line employees. We continue to strengthen professional skill appraisal work, improve the evaluation method of highly skilled talents, further perfect the performance assessment mechanism, apply the assessment to all employees focusing on performance and competence, and take performance as an important content for talents evaluation. Therefore, we can make excellent employees feel more recognition, make ordinary employees feel more pressure, make behindhand employees feel more sense of urgency, and stimulate innovation of the talents.