关键词: 中国石油, 国际化经营, 作业者, 创新能力, 运营管理, 战略联盟

Abstract: UMultinational oil giants have always carried out the “operatorship” strategy. Effective implementation of the “operatorship” strategy has been the most important factor for CNPC’s success in its internationalized business operation in the past two decades. However, Chinese oil companies have not served as operator in the newly-developed and newly-purchased international oil and gas projects in recent 10 years. Most of the projects see high investment but low proportion of the interests and non-operatorship. There are several reasons for this situation. First of all, there are less opportunities for development of the new projects and acquisition of new assets in global onshore conventional oil and gas area. Secondly, oil and gas development and competition have been concentrated in deepwater areas, natural gas and LNG, and shale oil and gas in recent 10 years. The Chinese oil companies have not established their system for “operator’s ability” in the above-mentioned areas. There is a gap between the Chinese oil companies and their international counterparts in terms of technological and managerial capabilities. Thirdly, the political situation has been not stable in some key resources countries in recent years owing to competitions among the global powers and the increasingly stern oil geopolitical situation. Fourthly, the Chinese oil companies don’t have adequate innovation ability and flexible restructuring mechanisms and are unable to keep an adequate dynamic development momentum for their internationalized business. Therefore, it is of great urgency for the Chinese oil companies to accelerate the reform, improve their abilities and re-establish their confidence. First of all, it is necessary to continually take advantage of China’s giant oil enterprises to enhance their abilities for internationalized business operation. Secondly, it is necessary to accelerate development of the project operation and management model focusing on the projects with high investment but low interests and non-operatorship, while improving the abilities for operational supervision and investment recovery. Thirdly, substantial breakthroughs should be made in technological and engineering service management in the deepwater, natural gas and LNG, and compact oil and gas areas, thus establishing the “operator’s ability” in the related areas as soon as possible. Fourthly, the structuring mechanism should be invigorated on the basis of reform and innovation, using more effective incentives to attract talents. Fifthly, the Chinese oil companies should fully observe the international conventions and rules in management and operation of their projects while entering into strategic alliance with their international counterparts for joint investment and operation of some large-scale and giant oil and gas projects.