Sinopec has always regarded employees as its most valuable resource. So, we work to safeguard their legitimate rights and interests; ensure their occupational health; boost their career growth, and deliver care. We also work to synchronize talent growth with enterprise development, thus improving their sense of security, happiness and belonging.

Basic rights and interests

Respect for human rights

Sinopec observes domestic and foreign laws and conventions; respects and upholds internationally recognized human rights; and fights disregard and abuse of human rights. As for recruitment, promotion, training and remuneration, employees of different nationalities, races, genders, ages, religious beliefs and cultural backgrounds are treated as equals, and the use of child labor is prohibited. We implement Labor Law, Labor Contract Law and other relevant domestic laws, conclude, perform, change, cancel or terminate labor contracts with employees according to law, and ensure labor contracts are in keeping with the laws. In addition, we advocate employee diversity and equal opportunities; employ ethnic minorities on an equal basis; improve the working environment and conditions for female employees and focus on their physical and mental health.

Compensation and benefits

Sinopec attaches great importance to employee compensation and the welfare system, and implements an incentive policy featuring both salary incentives and non-salary incentives. In terms of compensation and welfare, we have strengthened the overall salary incentive and built a multi-dimensional incentive system based on the principle of connection with the value of the job, competence level and performance. Meanwhile, we have implemented such employee benefits as rest and leave, paid leave, and rehabilitation. As for social insurance, we follow the relevant national and local regulations to enable employees to be covered by pension, healthcare, industrial injury, childbirth, unemployment and other social insurance programs, with social insurance premiums paid on time and in full. We have also established a group-wide unified occupational annuity system, allowing affiliated businesses to offer supplementary medical insurance accordingly.

Democratic management

Sinopec also promotes democratic management and has improved its democratic management system mainly through the workers' congress system; the employees' director and supervisor system; and the factory affairs disclosure system. We give full play to the role of the workers' congress as the main channel to strengthen the employees' democratic supervision; listen to the opinions and suggestions of employees; and protect their rights to participate in democratic decision-making, management and supervision. In 2021, we received more than 7,700 proposals from staff representatives, 99.7 percent of which were implemented.

Employee health

Controlling occupational health risk

Sinopec has strictly abided by the Law of the People's Republic of China on the Prevention and Control of Occupational Diseases; and issued a Circular on Further Strengthening and Regulating Occupational Health Management. We have intensified efforts to identify occupational hazards and risks; regulate inspection and monitoring of hazards; promoted excess hazard control; and implemented a pilot scheme to study chemical fiber plants and petroleum engineering noise control to improve the working environment.

Enhancing employee health management

To coordinate staff health management, Sinopec has set up an Occupational Health Sub-committee under the HSE Committee at the group's headquarters. Here, we have identified and managed high-risk groups; established health records and developed person-specific health interventions. Besides, it has established first aid venues, equipment and facilities including AED and other emergency rescue devices; and published and released teaching videos on cardiopulmonary resuscitation and AED use.

Caring for employees' mental health

Sinopec has also set up a mental health committee to monitor psychological abnormalities of employees; evaluate their health status periodically; and improve their mental health. During the COVID-19 pandemic, psychological wellness hotlines, psychological wellness surveys; compilation and distribution of psychological books; and online live classes were made available for key groups, including employees in key areas and overseas, helping them respond to the pandemic in a rational and peaceful manner.

Career development

Improving the talent introduction system

To build a more sophisticated talent pool, Sinopec has brought in top-notch talents from home and abroad through its "Double Hundred Plan", marking a major breakthrough in pooling high-level overseas talents. Based on the urgent need and shortage, we have highlighted marketization and professionalism, and introduced more than 220 socially mature talents. We channeled and supported the flow of talents to businesses in urgent need as well as newly established and emerging businesses. Throughout the year, we optimized the allocation of more than 1,230 talents within the system. We implemented the central government's drive to stabilize employment, attracting nearly 10,000 college graduates. An "enterprise-specific policy" was adopted to explore a new type of apprenticeship system, and the "enterprise-school dual system, work-study integration" approach was employed to address structural understaffing.

Building channels for talent growth

In a bid to attract all kinds of talents, Sinopec has continued to strengthen its talent growth channels and improve its talent development mechanisms. We have made further efforts to improve the selection and management of the expert team; optimize expert management; carry out the evaluation of specialgrade technicians; and break cross-sequence, horizontal development barriers on positions among the three teams. In 2021, three chief scientists, 10 chief experts, 71 senior experts and 49 top technicians were recruited from the group, and 264 of them were among the first to be made special-grade technicians.

Improving the vocational training system

Sinopec has set up a leading group for education and training to improve the training system for new employees, managers and technicians, with 5,122 key personnel within the headquarters trained throughout the year. Moreover, we deepened the reach of the Sinopec Network Institute, and made our training more intelligent and targeted, with annual online training exceeding 50 million class hours. We also developed a school-enterprise mode for training talents; deepened cooperation with institutions of higher learning at home and abroad; and delivered good outcomes by using postdoctoral workstations and a mobile stations joint training platform. In 2021, 213 postdoctoral fellows worked in the postdoctoral workstations, 68 of whom were retained after leaving the stations; and seven young scientific and technological professionals were cultivated in partnership with the Imperial College London. Besides, we continued to push forward talent exchange and our versatile talent training model, and made solid progress in implementing "Three Thousand" practice program. We hosted three national-level competitions and seven group-wide competitions, and awarded gold, silver and bronze prizes to 157 contestants.

Coordinating the development of a high-level talent team

Sinopec is dedicated to building a high-quality talent team with improved core competitiveness. A number of top talents have won national honorary titles; two academicians were elected to the Chinese Academy of Engineering; and 80 experts with outstanding contributions from the group were selected and commended, along with 20 well-known petrochemical personnel and 200 technical specialists. We also carried out a "Future Scientists" training program, and selected 99 Min Enze young scientific and technological talents.

Enhancing the training of overseas employees

Sinopec has also conducted training of international talents based on specialties amid its efforts to address the impact of the pandemic overseas. With a focus on training overseas project teams, we held training courses for overseas project managers; international trade managers, international refining and chemical talents. Additionally, we restarted overseas public safety training; urged training bases to strictly follow the Pandemic Response Plan for Overseas Public Safety Training Courses, ensuring the completion of our annual training targets.

Caring for employees

Nurturing a "family culture"

Sinopec advocates the core philosophy of "interdependence between the enterprise and employees", nurturing a "family culture" at the oil (gas) stations, depots, and terminals. We are committed to turning our primary depots and stations into better homes featuring "warmth, safety, progress, harmony, responsibility, and integrity", making our employees happier and our enterprise cohesion stronger.

Visits to families of employees

Sinopec has improved the long-term mechanism for "visits to families of employees"; done a survey of assistance within our system; studied the policy for relief fund compliance management, and resolved employees' practical problems. These moves directly benefited our employees in need, including those in difficulty; special employees and family members of overseas staff.

Caring for retired employees

In keeping with the idea of "enabling retired employees to live a happy life is our responsibility", Sinopec has practiced "respecting and caring for the elderly heart and soul", improving their mental and physical health through health check-ups, field visits, recreational and sports activities, greetings and psychological counseling by telephone amid the pandemic. In 2021, its health check-up for retired employees totaled 360,000 person-times, and over 60,000 visits were paid to sick and hospitalized retired employees.