After three years of reform action, we have delivered an excellent answer. The completion rate of key tasks in the three-year action of state-owned enterprise reform has reached 98%, forming a new situation of up-and-down integration and in-depth advancement.

Source: [Iron Man Pioneer]

html On June 27, the first page of " China Reform Newspaper " published a long report "China Petroleum: Reform Helps Enterprises Climb to the Peak of "World-Class"" and the comment "The Protagonist of the Reform Story Is Human" Detailed explanation of PetroChina reform story. After three years of reform action,

has delivered an excellent answer. The completion rate of key tasks of the three-year action of state-owned enterprise reform is 98%, forming a new situation of up-and-down integration and in-depth advancement.

China Petroleum Corporation has focused on deepening reforms and continued to promote the modernization of corporate governance systems and governance capabilities and achieved remarkable results. As of the end of May this year, 98% of the 86 key reform tasks in 6 aspects deployed by PetroChina have been completed. The company is working hard for a decisive victory. Sprint to ensure that the three-year reform of state-owned enterprises is effective, PetroChina Changqing Oilfield Summit Joint Station.

So far, 84 of the 86 key reform tasks have been completed, with a completion rate of 98%, and the completion rate of enterprise-level reform tasks has reached 99% - China Petroleum Corporation (hereinafter referred to as "PetroChina") has completed three years of reform In the decisive year, an excellent answer sheet was delivered, forming a new situation of up-to-down and in-depth advancement.

In 2020, the Central Committee for Deepening Reform reviewed and approved the "Three-Year Action Plan for State-owned Enterprise Reform (2020-2022)". In the past three years, PetroChina has conscientiously implemented the decisions and arrangements of the Party Central Committee and the State Council on comprehensively deepening the reform of , and has gone all out to promote the modernization of the corporate governance system and governance capabilities with the spirit of "nailing", and completed the three-year action of state-owned enterprise reform with high quality Task. The benefits of the

reform are obvious. In 2021, China National Petroleum Corporation's operating income hit a record high, with total profit and net profit increasing by 90.2% and 99.4% respectively; its comprehensive strength and international competitiveness continued to increase, ranking fourth among the world's top 500 companies and No. 5 among the world's 50 major oil companies. Three, achieving the phased strategic goal of "reaching a new level" in building a world-class comprehensive international energy company.

Establishing rules and regulations, and strengthening the top-level design of reform

html Over the past 2003 years, PetroChina has deeply promoted the modernization of the governance system and governance capabilities, and the top-level design of corporate governance has been fully formed, clarifying the construction of the "six major systems" of structure, organization, operation, system, supervision, and party building. Specific tasks have been formulated for the company's high-quality development of the company's reform "road map" and "construction drawings". They have a high position, new ideas, practical measures, political nature, professionalism, guidance and strong operability.

PetroChina has formulated the "General Secretary's Important Instructions and Instructions on PetroChina and PetroChina-related Work Since the 18th National Congress of the Communist Party of China", and regularly conducts "look back" on the implementation of the spirit of the General Secretary's important speeches and important instructions and instructions, and effectively implements them. The spirit of the General Secretary’s important instructions has been implemented into the practice of planning strategic development, formulating work measures, completing key tasks, and promoting high-quality development.

PetroChina has always regarded adhering to the Party's leadership and strengthening Party building as its "root" and "soul", organically integrating the Party's leadership with corporate governance, including 17 major categories of major operating and management matters and 60 specific aspects, quota standards, etc. The content clearly clarifies the scope of decision-making matters of the party group, the board of directors and their authorized decision-making bodies, giving full play to the role of the enterprise party organization in "setting the direction, managing the overall situation, and promoting implementation". A list of major business and management matters to be studied and discussed will be issued and implemented by the end of 2021.

At present, specific matters such as the scope of authorization by the board of directors, procedures, supervision and accountability have been clarified, and a sound reporting mechanism has also been established and improved. The standards, checklists and work specifications for the board of directors of subsidiaries have also been clarified. The 101 subsidiaries included in the scope of board of directors have established boards of directors in a standardized manner and achieved a majority of outside directors. For example, Kunlun Energy , CNPC Engineering, and CNPC Capital will take the lead in implementing the powers of the board of directors in the first half of 2022, and the branch's simulated corporate governance structure reform task has been fully completed.

Laying the foundation, building a new organizational system and improving the "road map" and "construction drawing" of

reform must be realized by people. PetroChina has highlighted the construction of a value-oriented headquarters through reforms, reducing headquarters departments by 25%, departments by 20%, and personnel by 10%.

In April 2021, PetroChina’s headquarters organizational system made firm and powerful moves to optimize and adjust: establishing four major business segments: oil and gas and new energy, refining sales and new materials, support and services, capital and finance, highlighting business synergy and professional development Integrate and coordinate the domestic and foreign industrial chains, and establish a set of institutional mechanisms that are closely coordinated, internally linked, and mutually supportive. In 2021, the company achieved full profitability.

Subsequently, management system adjustment and business restructuring and integration were further advanced. PetroChina has optimized and adjusted its overseas business and natural gas sales business management systems, established companies such as Kunlun Capital and Kunlun Digital Intelligence, adjusted and reorganized institutions such as the Management Institute, and established an new energy and new materials organizational system... As China's largest oil and gas producer and Supplier, PetroChina In the era of low-carbon transformation, the business model and management model tend to match the company's goals of high-quality development. As of the end of April this year, the group company's secondary and tertiary institutions had decreased by 14.31% compared with the beginning of 2020. The

reform has greatly improved the production organization and operational efficiency of enterprises. The upstream business focuses on the construction of the "oil company" model and actively promotes the construction of new oil and gas production management area operation areas, with a completion rate of more than 60%. For example, the Company's Daqing Oilfield Company has perfected and refined the "1+N+P" reform framework, and its Company, the Company's Liaohe Oilfield Company, has reduced 15 government departments during its reorganization and integration. In the refining and chemical business, we actively promoted business centralization and organizational flattening, exited 42 low-end and inefficient businesses, and established 46 joint operating departments. The sales business also vigorously implemented the "large department system" reform, and the staffing of the two-level headquarters was also streamlined by 33%.

Keeping the right direction, market-oriented reform takes new steps

Today, increasing income and creating efficiency has become the lifeline of China’s oil industry’s survival and development and the job action of millions of oil people. Over the past three years, PetroChina has continued to deepen market-oriented reforms, accelerated the transformation of its corporate operating mechanism, and established the work policy of "market orientation, customer first, production based on sales, promotion based on production, integrated coordination, competition, cooperation, and win-win" to build a group company The intelligent operation center strengthens production and sales coordination and plan execution, and promotes the company's transformation from "production-oriented" to "operation-oriented".

Price marketization is the only way to reform. By innovating the gas storage transfer fee pricing method, PetroChina has improved the formation mechanism of natural gas ex-factory price, internal peaking price, refinery gasoline and diesel ex-factory price, established an incentive and constraint mechanism for the whole chain sharing of imported oil and gas costs, and achieved This ensures reasonable sharing and effective transmission of oil price fluctuation risks.

Talent marketization is another "big move" in reform. PetroChina focuses on "high-precision and urgently needed" scientific and technological leaders and skilled personnel, and implements key talent cultivation programs such as "petroleum scientists", "petroleum masters" and "young scientific and technological talents". The "Young Science and Technology Talent Training Plan", which was fully implemented in May this year, will select more than 1,000 talents by the end of the "14th Five-Year Plan", focusing on geological exploration, oil and gas field development, oil and gas well engineering, petroleum refining, petrochemical industry, geophysical prospecting, Key professional fields such as well logging and strategic emerging industries such as new energy, new materials, and new generation information technology.

PetroChina’s 563 subsidiaries at all levels have implemented full coverage of the tenure system and contractual management of management members. New employees are openly recruited and hired on the basis of merit, and remuneration has been increased to the grassroots front line, key difficult positions and professional and technical personnel. For example, Jinxi Petrochemical Branch will set up chief technicians, corporate skills experts, group skills experts, and group skills masters on top of the "five-level workers" in 2021. After lathe Wang Shangdian is hired as a group skills expert, his salary can be benchmarked. Corresponding management level; the income of employees at Bohai Equipment Company's drill pipe manufacturing plant is directly linked to product specifications, process unit prices, and quantity of qualified products. The per capita profit has quadrupled in the past three years... It is precisely in this way that "doing more and doing less makes a difference" In this atmosphere, PetroChina's labor cost profit margin will increase to 60.25% in 2021.

The reform of divesting

of

's social functions is also proceeding steadily. PetroChina has completed the separation and transfer of 6.5 million employee family areas, 1,401 municipal facilities, 135 community management agencies, and 285 residential buildings. Deepening reform tasks for educational institutions and 285 medical institutions.846,000 corporate retirees of various types were transferred to local management at one time, and a normalized mechanism for corporate retirees to return as they retire has been basically established.

Innovative empowerment, scientific and technological system and mechanism reform are promoted in depth

In the future, PetroChina will accelerate the formation of a green and low-carbon transformation path with its own characteristics - in 2035, the production capacity of new energy and new businesses will be divided between oil and gas, and in 2050, new energy and new business will dominate the world. Business production capacity reaches half of the country. Dai Houliang, Chairman and Secretary of the Party Leadership Group of China National Petroleum Corporation, has emphasized many times that PetroChina must adhere to innovation as its first strategy, continuously strengthen research on key core technologies and equipment such as exploration and development, new chemical materials, energy conservation and carbon reduction, and promote "production and production". "Learn, research and apply" in-depth collaborative innovation, accelerate the creation of the source of original technology, accelerate the construction of national strategic scientific and technological strength and energy and chemical innovation highland.

In the past three years, PetroChina has comprehensively promoted the world-class research institute project and the world-class innovative enterprise construction project. The comprehensive reforms of " Double Hundred Enterprises" and "Science and Technology Reform Demonstration Enterprise" have continued to deepen, and the new development positioning of the seven research institutes has been clarified. , 4 "Double Hundred Enterprises" and 7 "Science and Technology Reform Demonstration Enterprises" were selected into the SASAC pilot list. In fact, establishing a mechanism that allows managers to move up and down, employees to move in and out, and income to increase or decrease is the hardest nut to crack in the reform of the science and technology system.

In May 2021, following Tuha Oilfield , Bohai Equipment, and Kunlun Energy Company, Lubricant Oil Company became the fourth company under PetroChina to be shortlisted for the "Double Hundred Enterprises" list, creating a company with 3 chief technical experts, 12 A core scientific research team composed of 30 corporate technical experts and 30 first-level engineers has explored and formed a three-tiered progression of "full coverage of tenure system and contractual management, in-depth implementation of human rights in personnel selection and employment, and active promotion of the professional manager system" market-oriented reform approach.

In November 2021, Beijing Petroleum Machinery Company was rated as an "Excellent Enterprise" among the "Science and Technology Reform Demonstration Enterprises", realizing that all management personnel can be "moved up and down", and set up specialized skills subsidies to encourage talents. Currently, the company has one specialty and multiple skills Talents account for more than 30%, and multiple innovation consortiums have been established through the "intelligent introduction" project to improve the progress of achievement incubation. In 2021, new revenue will exceed 50 million yuan.

Nowadays, by increasing the research on basic advanced and leap-forward technologies to cultivate new development momentum, PetroChina has achieved landmark results in the construction of the source of original technology, and was awarded the first batch of "Onshore Oil and Gas Resources Exploration and Development" and "New Chemical Industry Materials ( synthetic resin , synthetic rubber )" two original technology sources, Dubai Research Institute, Shanghai New Materials Research Institute and Shenzhen New Energy Research Institute were established one after another. At the same time, PetroChina has also achieved a number of major landmark achievements such as my country's first "one-click" human-computer interaction 7,000-meter automated drilling rig, rotary geosteering drilling system, and end-group functionalized solution-polymerized styrene-butadiene rubber. Tarim Oilfield , Lanzhou Petrochemical, Hebei Sales and other 14 units focused on 108 application scenarios and integrated new generation information technology into the products, services and processes of the oil and gas industry chain, continuing to add new momentum to the company's high-quality development.

By revising the "Measures for Rewarding Science and Technology of Group Companies", PetroChina has increased incentives for major scientific and technological contributors. The exploration and advancement of measures such as equity incentives for listed companies, "simulated shareholding" and "lease cooperation" distribution mechanisms, and rewards for technological innovation and efficiency creation have significantly enhanced the power and vitality of enterprises.

Stay true to our original aspirations and continue to strive on the road of reform and innovation.

Since 2022, more reform results are emerging: PetroChina has initially established a talent pool of 147 directors; the corporate reform of enterprises owned by the whole people has been fully completed and 147 million in funds have been recovered Yuan...

The 2020 three-year action mobilization meeting for state-owned enterprise reform proposed that the three-year action will make state-owned enterprises become market entities with core competitiveness, play a greater role in innovation leadership, and play a leading role in improving the level of the industrial chain and supply chain. , play a special guarantee role in ensuring social and people's livelihood and responding to major challenges, and play a fundamental role in maintaining national economic security.

Today, PetroChina, which has been baptized by three years of reform actions, has not forgotten its original intention and always kept in mind that it is PetroChina for the Party, PetroChina for the country, and PetroChina for the people. It is practicing "green development, dedicating energy, and increasing customer growth". Pursuing the value of "power and empowering people's happiness", we will contribute petroleum power to ensure national energy security, promote the construction of a new development pattern, and win new victories in building a socialist modern country in an all-round way, and welcome the victory of the 20th National Congress of the Communist Party of China with practical actions. .

Comments: The Story of Reform The protagonist is human

Three years, more than a thousand days. Following the progress of the three-year reform of state-owned enterprises, we can feel from the reformers of PetroChina the sense of urgency of "not letting a day go to waste" and the sense of responsibility of "not being at ease at all times."

State-owned enterprises must do a good job. To do a good job in state-owned enterprises, we must continuously promote reforms. What is reform? Reform is to adjust the production relationship of to . As long as we still want to liberate and develop productive forces, we must continue to adjust production relations. The three-year action for the reform of state-owned enterprises is an urgent need for the high-quality development of state-owned enterprises and is a key battle in the long-term practice of state-owned enterprise reform.

PetroChina’s battle has shown its status and created new ideas. The protagonists of this reform story are people.

People are light and airy without pressure, and wells without pressure do not produce oil. This large enterprise is at the forefront of the industry, has a glorious history and outstanding achievements, and has always had a sense of urgency that will lead to retreat if it does not advance. We can feel the pressure on this team very concretely. The key is that instead of being overwhelmed by pressure, they turn pressure into motivation.

people are still those people. But they are determined to use these people to do more things, do new things, and do things of higher quality. So we saw - use good top-level design to lead the entire team's efforts; adjust the organizational system, reduce redundant staff, solve shortages, reduce what should be reduced, increase what should be added, put people in more appropriate places, and let The relationship between people is more in line with the laws of modern enterprises; mobilizing people's enthusiasm, paying attention to people's needs and growth, making people become talents, and making people the power source of innovation.

"Work hard at one go, accomplish it in one go, and do it consistently." China Petroleum’s reformers have been very busy these past three years. They implemented the central government's top-level design and overall deployment, combined with the actual situation of the enterprise, conducted a lot of live exploration, adjusted their breathing while running, and learned to swim while swimming. They dare to attack stubborn diseases, habits and themselves. They have exerted the initiative that is indispensable in reform and embodied the scientific attitude of doing things according to rules.

Today, PetroChina is a giant that is “growing taller”. In addition to oil and gas, we must also advance towards new energy sources. Once people's goals are clearer, their positions are correct, and their vitality is stimulated, this "growing" is an advancement process that integrates quality, structure, scale, speed, efficiency, and safety. They inherit the good traditions of this glorious team, carry forward the spirit of Daqing and Ironman spirit, and shape a new version of themselves driven by innovation in accordance with the requirements of building a new development pattern.

On the road to pursuing high-quality development, the reform story of PetroChina continues to be written. For the protagonists of the story, three years of action has come to an end, and reform and innovation are endless.

This article comes from [Ironman Pioneer] and represents only the author's opinion. , the national party media information public platform , provides information release and dissemination services.

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