Sinopec has been systematically developing its international talent pool, formulating the Outline for International Talent Pool Development (2025–2030), which establishes a comprehensive lifecycle management system covering recruitment and talent reserves, training and development, selection and appointment, performance evaluation and incentives, as well as support. With a global outlook, Sinopec has prioritized local recruitment in host countries, optimizing overseas labor relations management, strictly complying with local laws and regulations, and effectively safeguarding employees' legitimate rights and interests, thereby fostering a stable and harmonious work environment. In addition, supported by the Management Measures for the Optimization and Recruitment of International Talents, the Management Measures for International Talent Training, and the Management Measures for International Talent Career Development, the Company has delivered targeted training programs in areas including overseas project management, international financial management, market expansion, and foreign language skills, continuously improving its practical training and promotion systems to help local employees grow in knowledge and professional capability. Furthermore, Sinopec has deepened its efforts in employee care and cultural integration. Using traditional Chinese festivals as a cultural bridge, the Company has pioneered a two-way empowerment model that combines "contextual adaptation" with "localized innovation", creatively transforming traditional Chinese cultural symbols into locally resonant, culturally relevant cultural and creative products in its host countries. These initiatives have helped establish a multi-stakeholder service model led by Sinopec, supported by community participation, and coordinated with government involvement, fostering a stronger sense of belonging and identity among its overseas employees.

Case

Pioneering overseas talent development for a stronger China–Sri Lanka friendship

In November 2024, Sinopec held its first training program for overseas gas station managers, jointly conducted in Sri Lanka and Beijing, initiating a new model for talent development in oil product marketing between China and Sri Lanka. Seventeen gas station managers from Sinopec's Sri Lanka operations participated in the program, which covered core competencies such as digital management, precision marketing, six-step refueling service, and safe operations. Upon completion, participants received skill certifications and internal trainer credentials. The program pioneered three firsts: the first training of overseas gas station managers conducted in China, the first practical skills evaluation for foreign gas station staff, and the first issuance of internal trainer credentials to personnel of overseas franchised stations.

Activating "new engines" of international talent development: Introduction, cultivation, appointment, and retention

The Zhongyuan Project, undertaken by the Kuwait Branch of Sinopec International Petroleum Service, has been actively innovating its approach to international talent development. Adhering to the principles of keeping pace with the times, benchmarking against advanced models, and streamlining workforce structure, the project has further strengthened a full-cycle talent development system covering talent introduction, cultivation, appointment, and retention. By strategically managing the scale of Chinese employees and focusing on improving the capabilities and career development of foreign employees, the project team has made steady progress in building a workforce that is more international, market-oriented, and locally integrated. Following an in-depth analysis of the local talent market, the project successfully onboarded 155 highly skilled Kuwaiti employees, injecting new vitality into the company. The project team has implemented team-based strategies, including competency evaluations for 1,541 employees across 20 drilling crews. Key foreign employees have also been appointed as part-time trainers to mentor others, facilitating knowledge sharing and transfer. To enhance job readiness, the project team has taken measures such as introducing tailored upskilling and internship programs for new hires. Employees are assessed for adaptability and growth potential, with promotions granted to those who meet performance benchmarks. Nine foreign employees were promoted in the first quarter alone. The project team has also encouraged employees to align around shared goals, collaborative efforts, and a collective vision, working to build a warm and supportive "Home for Employees".