In 2009, the confluence of global financial crisis and domestic oil pricing reform brought about relatively large fluctuation in the refined oil market which is characterized by shrinking consumption, resource glut, frequently fluctuated price and exceptionally fierce competition. In face of the complex market situation and arduous operation task, the Group’s oil sales subsidiaries adopted unified strategy and made unified efforts in meeting the difficulties. They made every attempt possible to expand the market so that the refined oil product sales volume reached 12.93 million tons for the whole year, a 1.8% year-on-year increase.

Vigorously carrying out whole-staff marketing campaign. All the staff demonstrated more positive attitude in participating sales expansion activities and gained more proficient site-marketing skills as a result of our measures in improving performance-based salary mechanism and combining mobilization efforts with skill training. The Group effectively consolidated our retail market share by launching marketing activities like mutual-sales-promotion between oil and non-fuel products, lubricator sales pegged with gasoil, fuel card–based selling and small-volume delivery service. 36.6 million fuel cards were issued in total. Meanwhile active efforts were also put in tapping the direct-sale market as well as the major domestic jet fuel market.

Accelerating the development of non-fuel business. The Group made constant efforts in improving our management and operation capacity of non-fuel business by strengthening organizational structure, protecting rules and regulations, innovating operation mechanism, intensifying evaluation-based incentive system and stressing the influence of good examples.

Expanding the sales of “Great Wall”-branded lubricator by giving full play to our overall advantages. The sales subsidiaries’’ advantages of network and resource were made full use of when they were making great efforts in developing and maintaining the key customers in key industries so as to expand the sales of Great Wall-branded lubricator and increase the retail and direct sales proportions.

Actively developing fuel market. With sales volume expansion and market share increase as its objective, the Group sought to expand its resources through various channels, including actively tapping waterborne market, advancing distribution business with centralized purchase and bonded jet fuel business, tax-free products sales, as well as increasing the terminal-sales volume.

Sinopec has a service station network covering the whole country. We constantly follow the philosophy of “putting customers first”. While providing the fuels with good quality and sufficient quantity, the Group is also constantly committed in improving its service through the measures of increasing the issuing of fuel cards, intensifying the training of employees, enhancing routine supervision, perfecting customer service and launching “mystery shopper” system. In particular, during the special period of severe drought in southern China, snow disaster in North China, busy summer and autumn farming seasons, the Group rounded off the fuel supplies to disaster-rescue vehicles and agricultural machines by designating fixed service stations as green channel, providing active delivery services, manual fueling services and leveraging resources.