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On April 8 , China National Petroleum Corporation held a mobilization (video) meeting for the optimization and adjustment of the headquarters organization system, and issued the "Guiding Opinions on Promoting the Modernization of Corporate Governance System and Governance Capabilities" and "Opinions on Deepening the Reform of Group Companies' Institutions and Mechanisms" "Implementation Plan for the Optimization and Adjustment of the Organizational System of the Headquarters of the Group Company".
On April 8 , China National Petroleum Corporation held a mobilization (video) meeting for the optimization and adjustment of the headquarters organization system, and issued the "Guiding Opinions on Promoting the Modernization of Corporate Governance System and Governance Capabilities" and "Opinions on Deepening the Reform of Group Companies' Institutions and Mechanisms" "Implementation Plan for the Optimization and Adjustment of the Organizational System of the Headquarters of the Group Company".
Dai Houliang, Chairman of the Group Company and Party Secretary, attended the meeting and delivered a speech, emphasizing the need to accelerate the construction of a modern enterprise system with Chinese characteristics, promote the modernization of the group’s corporate governance system and governance capabilities, and inject impetus into promoting high-quality development and building a world-class enterprise with an everlasting foundation provide assurance.
Li Fanrong, general manager of the group company and deputy secretary of the party group, presided over the meeting, and Duan Liangwei, director and deputy secretary of the party group, explained the implementation plan for the optimization and adjustment of the headquarters' organizational system.
1.
Dai Houliang pointed out that it is necessary to focus on the overall reform, strengthen overall planning, optimize and improve the management system structure of “headquarters as strategic guidance and integrated coordination center, business segments as business operations and profit centers, and enterprises as execution centers and profit sub-centers.
Highlight business synergy, professional development and domestic and international integration of the industrial chain, optimize and adjust the division of business segments, and build four major business segments (subgroups) of oil and gas and new energy, refining and chemical sales and new materials, support and services, capital and finance Establish a set of close coordination, internal links, and mutual support system mechanisms to promote comprehensive and deepening reforms.
According to this year 3 Yue 25 Japan-China oil released 2020 annual report, PetroChina original business segment is divided into five parts: exploration and production, refining and chemicals, sales, natural gas and pipeline, international business.
The most obvious differences among the four newly adjusted business segments are: oil and gas and new energy are simultaneously developed as the first of the four business segments; refining and chemical sales are merged to add new materials; capital and finance are separated into business segments, emphasizing their importance Sex.
Corresponding to the four major business sectors, four sub-groups will be established:
Establish a new energy oil and gas subgroup to strengthen the natural gas business.
Establish a new energy oil and gas subgroup to strengthen the natural gas business.
Established a refining and chemical sales new material subgroup.
Establish support and service sub-groups, including CNPC Engineering, General Planning Institute, Shared Operation Company, Veterans Bureau, Petroleum Enterprises, Petroleum Association, etc.
Establish financial capital subgroups, including financial companies such as PetroChina Capital.
2.
Dai Houliang pointed out that in the company's management system structure, the headquarters is at the center, and it is necessary to make great efforts to transfer functions and improve efficiency.
The following are some of the reforms that the oil circle has learned:
The Group Office was renamed the Comprehensive Management Department (Party Group Office), the Stability Maintenance Office and the Secretary of the Board of Directors were abolished, and merged into the Comprehensive Management Department.
The Group Office's emergency management was merged into the Production Operation Management Department.
The Group Office's emergency management was merged into the Production Operation Management Department.
The Planning Department was renamed as the Development Planning Department (Foreign Cooperation Office, New Energy and New Materials Development Office), the foreign cooperation management department was abolished, and the functions of finance, investment, and new energy management were added.
Reorganize the Finance Department, Capital Department, and Capital Operation Department into the Group Finance Department and Stock Finance Department.
The production and operation management department is listed as the production operation command center, and one organization has two brands.
The Corporate Reform Management Department was abolished, merged into the Legal Department, and renamed the Legal and Enterprise Reform Department.
The Personnel Department was renamed the Human Resources Department, co-signed with the Party Organization Department, and the Group Company Party Organization Committee was established.
The Ministry of Quality, Safety and Environmental Protection was renamed the Ministry of Quality, Health, Safety and Environmental Protection.
The Information Management Department was renamed the Digital and Information Management Department, and the Information Technology Service Center was merged into the Shared Operation Company.
It is understood that the optimization and adjustment of the organizational system of the CNPC headquarters was made by the party group of the group company after fully listening to the opinions of all parties and after more than a year of careful study and formulation.
