Abstract: As become one of the world’s first-class model enterprises, China National Petroleum Corporation (CNPC) carried out the benchmarking management work in an attempt to rank itself among the first-class enterprises while identifying the gaps for further improvement and upgradation. CNPC Tubular Goods Research Institute optimized and designed a set of benchmarking indexes system which was based on three well-known scientific research institutes at home and abroad that it can fully carry out the benchmarking work, make an in-depth analysis of the gaps and causes existing in the areas of independent innovation capacity, achievement-based performance capacity and motivation of scientific professionals, identify the development trends on the basis of integrated analysis, and formulate the improvement measures. The concrete measures included stepping up the efforts for independent innovation and scientific research, fully strengthening the innovation and performance capacity, accelerating incubation of new businesses and transformation of achievements, steadily improving the business growth capacity, continually improving the quality and efficiency, enhancing the company’s operational capacity, promoting the structuring and mechanism reform, continually making injection of vigor for development, continually taking actions for improvement of benchmarking management, and consolidating and enhancing performance of benchmarking management. Based on the study and practice of benchmarking management, the management operational mechanism was perfected with the management efficiency improved, effectively improving technological innovation and achievement-based performance.

摘要： 中国石油作为创建世界一流示范企业之一，在全集团开展对标管理工作，要求瞄准世界一流企业，寻找差距和不足，有针对性地改进提升。中国石油集团石油管工程技术研究院优化设计了一套对标指标体系，选取国内外3家知名科研机构开展全面对标，深入分析在自主创新能力、成果创效能力、科技人才激励等方面存在的差距和原因，综合研判发展趋势，制定改进措施。具体包括：加强自主创新和科技攻关，全面增强创新创效能力；加快新业务培育和成果转化，稳步提升业务增长能力；持续推进提质增效，不断提高企业运营能力；深化体制机制改革，持续增强发展活力；持续开展对标管理提升行动，巩固和增强对标管理成效。通过开展对标管理研究及实践，完善了管理运行机制，提升了管理效率，有效促进了科技创新和成果创效。

关键词: 科研院所, 对标管理, 科技创新, 企业运营, 风险防控, 体制机制, 人才激励