Sinopec – Sharing the achievements of training and education at Yanshan Petrochemical!

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This post was last edited by lovelife1997 on 2019-10-17 at 08:45. Establishing advanced concepts and emphasizing the strategic importance of training: Yanshan Petrochemical has adopted a development strategy centered on people and on strengthening the company through talent. It upholds the concepts that everyone has the potential to succeed, that competition should be used to select talent, that positions should be utilized for talent development, and that growth should help attract talent. The company recognizes the strategic role of employee training in its development and treats it as a top priority; it reports on training activities to the employees’ representative assembly every year, allowing employees to oversee and supervise these efforts. By stepping up its promotional efforts, the company carries out extensive education on market competition awareness, the need for reform, and the importance of lifelong learning. It reinforces the concept that \"training is the greatest benefit for employees,\" enabling more and more employees to realize that the enterprise and its employees share a common destiny – the development of the enterprise depends on its employees, while the growth of employees relies on the company’s support. The mindset of employees has shifted from \"Let me learn\" to \"I want to learn\", with their motivation and initiative in learning continuously increasing. Establish long-term mechanisms to create a favorable environment for the development of talent. The company determines job positions and staffing levels as needed, implements competitive recruitment processes, thereby fostering an environment in which everyone can utilize their talents to the fullest, roles are matched to individuals’ abilities, responsibilities are fulfilled properly, competition drives excellence, and there is reasonable flow of talent within the organization. To attract and retain talent, the company has established an incentive mechanism that combines employment with training and assessment, linking benefits to performance and contributions, giving priority to positions that require complex skills or high levels of technical expertise, while also making efforts to support those working on the production front lines. A special salary system is implemented for talents who possess unique skills that can significantly improve the quality of production operations and generate substantial benefits for the organization. The company recognized 26 employee technological innovation achievements, and those awarded the title of “skilled craftsmen” received higher salary grades. By fostering cooperation between enterprises and universities, a solid foundation for talent development is established. The **-level College Students’ Engineering Practice Education Centers have passed the evaluation by experts from the Ministry of Education; four such centers, including those at Tsinghua University, China University of Petroleum, Beijing University of Chemical Technology, and Beijing Institute of Petrochemical Technology, have been established at Yanshan Petrochemical. The company has established a training base for off-campus talent development in Beijing and maintains close cooperation with multiple universities: it has worked together with the School of Continuing Education at Tsinghua University to develop and implement training programs for engineers ； Co-host advanced training in 3 languages with Beijing Foreign Studies University ； In collaboration with the Beijing Municipal Education Commission and the Workers’ University of the Beijing Federation of Trade Unions, a \"credit bank\" initiative for reforming higher vocational education was launched. It has also collaborated with several renowned universities such as Beijing University of Chemical Technology, China University of Petroleum, and Tianjin University to jointly offer master’s programs in engineering, thereby training professionals for enterprises. Since 1992, it has organized 28 graduate programs in partnership with 9 universities, resulting in the training of 580 master’s degree holders; of these, 170 obtained dual degrees through 7 programs, while 410 received master’s degrees in engineering. Promoting learning through competitions and creating platforms for the development of front-line employees: In order to expand the pathways for skilled workers to achieve success, the company formulated and implemented the \"Yanshan Petrochemical Company Professional Skills Competition Management Measures.\" It organizes workers in key occupational categories to participate in professional skills competitions in a planned and targeted manner, and through various measures such as training and selection at different levels, intensive training, competition-based rewards, and special promotions, it creates pathways for professional and highly skilled workers to develop rapidly. Since 2004, the company has organized vocational skill competitions in nearly 10 different categories each year. More than 5,000 employees across the company participate in these skill competitions held by various departments, and the company also actively sends its contestants to business competitions organized by ** and the group company, achieving excellent results; among them, the skill operators won 17 gold medals, 15 silver medals, and 14 bronze medals in the ** level competitions ； The technical staff won 6 individual gold medals and 1 silver medal, with 6 people receiving first prizes in their respective events. Promoting distance education to open up brand-new avenues for employee learning: Sinopec’s distance training system was launched in July 2011, and the company set up distance education centers, equipped with video recording rooms, courseware production rooms, and live video broadcasting rooms. To facilitate targeted remote training, the company established an internal online training platform within Sinopec’s remote training system, setting up 42 training sites. It also developed 16 training materials, including introductory courses on ASPEN PLUS, on on-site management for team leaders in petrochemical enterprises, on standards for oil product measurement, and on the operation of centrifugal pumps, which were uploaded to Sinopec’s remote training system. This was done to address the shortage of knowledge and operational training materials related to petrochemical production in such remote training systems, thereby meeting the learning needs of workers on the production front lines.