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According to China Petroleum Network (reporter: Xu Yuan; correspondents: Batel, Hu Fei), on November 28th, it marked the 5th anniversary of the official launch of CNPC e-Learning. To date, CNPC e-Learning has seen 980,000 users registered, with over 280 million visits, and has become an important cornerstone for fostering talent development and supporting the group company’s strategy of building a strong workforce through talent development. Over the past 5 years, CNPC e-Learning has undergone more than 10 iterations and upgrades, establishing an intelligent learning ecosystem that vertically integrates the group’s management and technical skill frameworks and horizontally connects training programs related to job performance capabilities. It has become a leading digital learning platform in China’s energy industry. To date, the platform has launched a total of 67,000 courses, organized 5,878 live broadcasts, 3,224 learning topics, 9,711 practical training sessions, and over 175,000 online exams. The rapid growth of CNPC e-Learning reflects the solid progress being made by the group company in the digital transformation of its training initiatives. From breaking down the barriers of time and space to create digital learning pathways, to evolving into a closed-loop ecosystem of \"assessment, learning, practice, and evaluation\" that integrates online and offline elements; from new immersive and interactive training paradigms represented by digital training classrooms and VR+AI simulations, to the development of two AI application scenarios namely \"intelligent learning companions\" and \"intelligent training assistants\", along with nine functions such as \"script coaching\" and \"intelligent grading\" – this approach enables a shift from standardized delivery for all learners to personalized support tailored to each individual. This series of developments serves as a vivid illustration of staying aligned conceptually with the group’s strategy and industrial changes, matching models precisely to the needs of talent development and business growth, and making use of digital tools to reshape learning environments from a technical perspective. Adopting a strategy of strengthening internal mechanisms and expanding external ecosystems, the group company has integrated internal management systems with external learning and training platforms, thereby enabling full-process management of training activities, joint creation and sharing of resources and knowledge, as well as interconnection of data and information. This approach helps to shift training from merely being a means of knowledge transfer to one that generates value. “In the past, organizing classes required manual data processing; today, an integrated platform enables the entire process to be carried out online with automatic data collection, reducing the time needed for manual statistics by over 80%. ”Having been involved in training management for a long time, Bai Xiaoying from the Third Oil Production Plant of Changqing Oilfield has deep insights into the changes brought about by the group’s digital transformation. “Now we can focus on what’s ahead and devote more effort to improving the quality and effectiveness of training.” ” To address the issue of a disconnect between learning and application, the group company has simultaneously implemented the \"321\" classroom knowledge extraction method, the \"136\" outcome transformation approach, and the \"Knowledge Torch\" research and learning mechanism. It has also developed training intelligence systems to enhance knowledge management and resource sharing. Zhang Xiyu from the Oil Production Technology Research Institute of Liaohe Oilfield systematically organized and condensed the knowledge acquired during the training, and proposed solutions to improve quality and efficiency in the optimized design of oil and gas well lifting systems ； After returning to work, special presentations were organized to promote the implementation of the plan; it has since been adopted in several oil production plants, resulting in interim benefits amounting to 15 million yuan. Looking ahead to the 15th Five-Year Plan period, the group company’s training initiatives will continue to be aligned with the \"Digital and Intelligent Oil\" strategy. By increasing the \"density of talent\", it aims to boost the level of \"innovation\", and by accelerating learning, it seeks to facilitate adaptation to changes. The goal is to create a positive cycle in which strategies are well-supported, business operations are strengthened, and employees can continue to develop, thereby providing a solid foundation of talent and driving momentum for the group’s pursuit of becoming a world-class enterprise.