跨国油气长输管道业务管控模式分析——以中油国际管道公司为例

Analysis on the governance pattern of transnational long-distance oil & gas pipeline business——The case study of Sino-Pipeline International Company

基于管控模式分类理论,依照中油国际管道公司海外管道业务"以合资公司为平台,以股权管理为主线"的管控方针,结合公司海外管道业务实际,分析中油国际管道公司管控模式提升重点。遵循中油国际管道公司自身的管控要求,参考国际油气管道企业的管控模式,"战略管控型"管控模式与公司的管理理念相匹配,符合公司专业化、国际化、规模化发展要求,是公司未来的主流管控模式。同时,应充分考虑各合资公司的特点,对不同合资公司实现一定程度的差异化管控。未来公司须加强战略研究与规划能力建设,加强商务能力建设,加强协同机制建设,加强绩效管理考核,加强对管控模式有效性的监测并持续优化。

This article analyzes the management and control mode of Sino-Pipeline International Company (SPI) based on the governance pattern classification theory,accorded with the principle of "joint venture as the platform,shareholding management as the main stream",and combined with the company’s overseas pipeline business practice.By considering governance requirements by SPI with referring to the governance pattern of global petroleum transportation companies,SPI is suggested to take "strategic governance" as the major pattern in the future,which matches the management philosophy of SPI and development vision on the professional,international,and large-scale.Meanwhile,SPI is suggested to consider the diversity of the joint ventures and place to a certain differentiated governance patterns on various joint ventures.SPI is also suggested to enhance capability of strategic analysis and planning,commercial management of operation,and to improve the mechanism of synergy across HQ departments,performance management,and the regular evaluation of governance effectiveness.