Shengli Oilfield launches benchmarking world-class management improvement action

According to the requirements of "Sinopec's Implementation Plan for Benchmarking World-Class Management Improvement Actions" and "Domestic Upstream Benchmarking Management Improvement Action Promotion Plan Arrangements", to promote the implementation of Shengli Oilfield's benchmarking of world-class management enhancement actions, and promote oilfields With higher quality, more efficiency, and more sustainable development, on April 1, Shengli Oilfield issued the "Shengli Oilfield Benchmarking World-Class Management Improvement Action Promotion Plan" (hereinafter referred to as the "plan").

According to the plan, Shengli Oilfield takes the benchmarking world-class management improvement action as the carrier, takes "six leading examples" as the benchmarking direction and goal, establishes a benchmarking evaluation system hierarchically, targets benchmark companies, and finds management shortcomings.

The benchmarking promotion action is guided by goals, scientifically constructing a benchmarking evaluation system, using goals to lead indicators, and using indicators to decompose and implement goals.

According to the three levels of oilfields, directly affiliated units and grassroots units, the implementation of hierarchical benchmarking: the oilfield level aims at industry-leading and world-class enterprises for benchmarking; the directly affiliated units independently select the benchmarking objects, and can compare with the benchmarking units selected by the oilfield.

Through the improvement of benchmarking management, Shengli Oilfield has cultivated and created a number of benchmarking units, selected a number of benchmarking projects and benchmarking management standards, solidified the good experience of benchmarking promotion actions into relevant systems, standards, and procedures, and transformed benchmarks into standards and demonstrations.

In addition, the plan provides clear guidance on the improvement of basic oilfield management, and requires the implementation of the “three basics” work manual for party building and the implementation of the “three volumes” of grassroots management as the focus, and the “year of strict management and improvement” as an opportunity to promote the realization of the grassroots party The four aspects of organizational political function and organizational strength, the quality and ability of grassroots cadres and employees, quality and risk management and control capabilities, and the ability of grassroots core business innovation and efficiency have continued to improve, thereby promoting the continuous improvement of basic management.