海外石油作业公司建立国际化管理机制初探

Toward an international management mechanisms for petroleum operations companies overseas

建立符合国际化运作模式的管理机制是海外联合石油作业公司开展生产经营的重要基础。中国石油集团(CNPC)苏丹3/7区项目联合石油作业公司(PDOC)成立伊始,就采取多种措施建立相应的管理机制:明确管理程序,建立和完善适应国际化经营需要的内部管理制度;多种管理手段配套使用,将预算、单项费用审批、筹款、各级人员有限费用授权、采办工作程序、会计工作程序、项目目标责任管理等各种管理手段有机结合,配套使用,形成完善的监督约束机制;从大处着眼,重视规划和工作方案设计,控制和优化投资,从源头抓起,努力降低成本;建立精干高效的团队,着力建设学习型公司,不断提高公司竞争力。从PDOC组建到建成1000万吨产能,并开始1500万吨产能的扩建只用了短短的6年,这些都得益于公司符合国际化运作模式的管理机制。

For joint petroleum operations companies overseas,creating management mechanisms consistent with international models is an important foundation for expanding production and business.The PetroDar Operating Company(PDOC),working with China National Petroleum Corporation(CNPC)on blocks 3 and 7 in Sudan,took a number of steps early on to set up corresponding management mechanisms.As well as clarifying the management process,PDOC established and fine-tuned an internal management system capable of handling international operations.All aspects of management—budgets,approval for particular expenses,fundraising,limited delegation of spending authority to employees at all levels,purchasing processes,accounting processes,project objective responsibility management—are organically integrated and used in concert,forming a comprehensive,binding oversight system.More generally,priority has been given to planning and designing work schemes,controlling and optimizing investment,starting at the source,and striving to lower costs.The company has built a capable and highly efficient team,turned itself into a place of learning,and continues to boost its competitive power.Within just six years of its organization,PDOC has built up to a production capacity of 10 million tons and has begun the process of expanding to 15 million tons.This has facilitated the implementation of a management system consistent with international operations.