• The company advertises “Core Graduate Programmes” across engineering, commercial, and corporate functions (such as HR, Finance and IT), plus a “Direct Entry Graduate” route for joining a business outside the core tracks.
• INEOS runs a dedicated apprenticeships and internships route across sites and businesses, positioning these as a training platform for longer-term roles beyond the placement.
• The company describes multi-year graduate structures (including a five-year engineering pathway in the UK), which signals repeatable early-career intake rather than occasional junior hiring.

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• The company publishes a staged application process for the Core Commercial Programme, including an initial application and pre-screening questions, a Microsoft Teams interview, an online assessment centre, and final interviews with analysis and presentation exercises. INEOS
• INEOS includes an assessment-centre step as a standard hurdle in the published process, which is transparent about expectations but can be time-intensive for entry-level candidates.
• The company has mixed candidate-reported interview experiences in public interview feedback, including multi-stage processes that can run for weeks and vary by location and programme.

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• The company states that graduate engineers work alongside experienced engineers who mentor and guide them, with on-the-job training as the core learning model.
• INEOS links the UK engineering graduate pathway to a concrete professional development outcome, stating the five-year programme supports graduates to achieve Chartership.
• The company positions graduate development as including corporate events, access to senior managers, and experience across a variety of roles rather than a single static placement.

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• The company does not consistently publish salary ranges on the core graduate pages and programme overviews, which limits pay predictability for early-career candidates comparing offers across employers.
• INEOS reports that most employees are on permanent contracts in the latest social data, which is a stability signal at group level even if early-career roles vary by site and business.
• The company has had recent public reporting about hiring freezes and job cuts in some parts of the broader INEOS group, which can create uncertainty for early-career planning in those specific units.

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• The company ties early-career programmes to progression mechanisms such as multi-role rotations (commercial) and Chartership support (engineering), which are tangible “outcome” pathways rather than open-ended first jobs.
• INEOS has mixed public employee sentiment on career opportunities, with some reviews praising early-career training and internal moves and others describing limited promotion opportunities depending on business area and leadership.
• The company does not publish early-career outcome metrics like graduate-program completion rates, internship-to-offer conversion, typical time-to-promotion, or early-tenure retention, which caps confidence in “average” outcomes.

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