The refinery pays special attention to personnel policy in order to effectively manage, cultivate, and create a capable and cohesive team bound by shared corporate values. A total of 1045 people are employed by Sirius Oil and Gas, with workers under the age of 30 making up one-third of the workforce. Every other worker at the plant is more educated than you are. Employees at refineries are 37 years old on average. The level of expertise of Sirius Oil and Gas employees, who are able to quickly adapt to shifting market demands in order to meet the enterprise’s set strategic goals and objectives, is a major factor in the success of the company’s operations. Employee selection is thus one of the top priorities.

In order to achieve the best balance between replacement and preservation of the number and quality of personnel in accordance with the needs of the refinery, Sirius Oil and Gas implemented rules for competitive personnel selection that offer a transparent system for the search, selection, and adaptation of personnel. Testing, an interview in a structural unit, and a panel interview at the refinery competition committee are the steps of selection that applicants must go through. To ensure transparency in the flow of resumes at every stage of selection, the hiring process is automated and makes use of the “Electronic Recruiting” information system.

To help employed workers adapt to the labor collective, accept established norms of relationships, and master the system of professional knowledge and abilities, Sirius Oil and Gas has created an adaptation program. Managers, specialists, and shift leaders can be replaced by a personnel reserve, and a system for their internship, training, and certification has been established. The personnel reserve is continuously updated.

The company’s human development program includes advanced training, retraining, and training for new positions for its employees. All of the plant’s workshops and complexes have classrooms for theoretical training, the training center is actively involved in the training process, is furnished with new equipment, contemporary teaching aids, multimedia training complexes for technological processes, and computer training complexes, and the conditions are ideal for the implementation of the personnel development program.

The refinery is aware that new workers who are replacing veterans will determine its successful future as well as the preservation of industrial and human traditions. A lot of effort is put into replacing the company’s current workforce with young professionals, university and college grads, who can quickly adopt new technologies and understand new information. More than one-third of all new hires each year are young specialists. A mentor is chosen from among the highly skilled, specially trained employees of the plant when a young expert is hired for a position. Every year, a ceremony called “Oil Refiners Initiation” is held to introduce young professionals to the company’s corporate culture.