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10 September 2019, Volume 38 Issue 4 Previous Issue    Next Issue

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New Orientation of Oil and Gas Industrial Technology Innovation Management against Background of Global Energy Transformation Lv Jianzhong, Yang Hong, Sun Naida 2019, 38(4): 1-8.  DOI: 10.3969/j.issn.1002-302x.2019.04.001 Abstract ( )   PDF (3978KB) ( )   Under the background of global energy transformation, international oil companies actively optimize assets portfolio, adjust business structure, enhance the study of “super basin” and take part in the “short-period” projects. Meanwhile, they also reduce investment in research and development, concentrate technological innovation on cost-effective application technology and advantageous technology and accelerate technological transformation and utilization. Guided by a more liberalized innovative mindset, they apparently increase new energy, low-carbon industrial collaborations and risk investment activities. With the arrival of digitalized transformation upsurge, oil companies make an active response to the challenge for interconnection between data and information and highlight application of the methods for technological innovation management tools. Oil companies adjust their operational models and develop technological research management systems towards concentration and integration of technological research, support and extension. This paper introduces Halliburton’s digitialized transformation and cooperation and Chevron’s experiences in establishing the concentrated model for technological innovation and centralized organization. It proposes that Chinese oil enterprises should more clearly position their technological innovation strategy, create the ecological system for technological innovation, focus the efforts on optimization of technological portfolio and acceleration of industrialized application, and make preparations for sharing knowledge and data.

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Analysis of Reasons Why “Operatorship” Strategy of Chinese Oil Companies Was Held up in Recent Decade and Suggestionson This Issue Lu Ruquan 2019, 38(4): 9-12.  DOI: 10.3969/j.issn.1002-302x.2019.04.002 Abstract ( )   PDF (1665KB) ( )   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.

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Two Wheels of Technological Innovation and International Standards Propel High-quality Development of Pipelines Enterprises Wang Zhensheng, Chen Pengchao, Wang Yuqin, Cai Peipei, Ma Jiangtao 2019, 38(4): 13-17.  DOI: 10.3969/j.issn.1002-302x.2019.04.003 Abstract ( )   PDF (1912KB) ( )   Under the background of Sino-US trade frictions, application of some technology and equipment in China’s pipelines sector is at the risk of sanction. In addition, there are some complicated technological problems left behind from the construction periods for pipeline welding quality and the construction environment. New challenges call for higher requirements on technological innovation. Based on the key and dedicated technological projects, PetroChina Pipelines Company has made breakthroughs in the key technology and bottleneck technology, accelerated transformation and application of the technological achievements, and led pipelines technological development at a fast pace. It has vigorously promoted standardization of technology, internationalization of standards, dominated formulation of international general rules in the pipelines technological area, organized compilation of four international standards and three advanced foreign standards, and taken part in compilation of one international standard. The amount of the domestic standards formulated by PetroChina Pipelines Company accounts for 80 percent of the total in the country’s pipelines industry. The company has innovated the organizational management system, consolidated construction and operation of technological basic platform, expanded international scientific research cooperation, attached importance to basic research on application, and created an innovation-oriented cultural atmosphere, providing a powerful basis for technological innovation and opening up a new way for high-quality development.

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Practice for High-quality Development of ABS Resin Industry Fueled by Technological Innovation Lu Shulai 2019, 38(4): 18-23.  DOI: 10.3969/j.issn.1002-302x.2019.04.004 Abstract ( )   PDF (2061KB) ( )   TThe productivity of ABS resin units currently owned by PetroChina Jilin Petrochemical Company (JPC) totals 60×104t/a. The ABS resin R&D center has the conditions for experimental research and analytic testing of the full process. The center is internationally advanced in terms of experimental equipment and research ability. The ABS industry of JPC faced difficulties and crises several years ago owing to its outdated technology and product quality. To re-build market confidence and corporate image, JPC has aimed at market demand and satisfaction of users in recent years and while concentrating itself on technological innovation and making sustainable efforts for research on product quality and process technology, development of new technology and new products, and participation in market development and technological services. As a result, JPC has fully upgraded its ABS industry, established the integrated working mechanism and the value-focused system, making fruitful technological achievements and creating tremendous economic results. Based on practice and experiences in the company’s ABS industrial technological innovation, this paper proposes that CNPC oil-refining and chemical enterprises should strengthen the efforts for technological innovation, position themselves to serve factories, development and market, with the respect for technological research and development laws, talent development laws and dignity of professionals. They should also base technological project launch on market demand, link technological development closely to production, and help talents grow in common with their companies. Eyeing the industrial leaders, they should follow the achievements-oriented and equalityoriented principles to synergize integration of “production, marketing, research and utilization” for technological innovation .

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Discussion of Oilfield Development Strategic Management Li Bin, Liu Wei, Bi Yongbin, Li Li 2019, 38(4): 24-29.  DOI: 10.3969/j.issn.1002-302x.2019.04.005 Abstract ( )   PDF (2043KB) ( )   Strategic management of reservoirs is a new development stage following reservoir technological management and reservoir business management. It is designed as a dynamic and full-process control management process for development of oilfields in stages to fulfill the general objective for economic and effective reservoir development and ultimate economic productivity. Concretely, it includes formulating strategic management mindset, analyzing oilfield development strategy, designing the system of oilfield development objectives, making decisions on strategic management according to the procedures, establishing organizational structure and management team, implementing oilfield development strategic management, combining assessment of each stage with assessment of the full process, and adjusting the strategic management and control system at an appropriate time. This paper makes analysis and comparison of the differences between oilfield development strategic management and traditional oilfield development management in the areas of management of targets, management of paths, management of characteristics, management of infrastructure, management of ways, management of methods, management of organizations, management of execution, and management of results. Under the big environment of Internet of Industry, Internet of Things in particular, continual enlargement of the depth and width for oilfield development strategic management is of active and realistic significance to realize general reservoir strategic targets, optimize allocation of resources, and improve management level, development results and economic and social performance.

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Research on Incentive Mechanism for Transformation of Oil-refining and Chemical Industrial Technological Achievements Huang Gesheng, Yang Yanxiang, Huang Weihuan, Qi Rongbin, Zhou Xiaoyang, Shi Xiaoyu, Ren Jing 2019, 38(4): 30-34.  DOI: 10.3969/j.issn.1002-302x.2019.04.006 Abstract ( )   PDF (1511KB) ( )   To accelerate transformation of oil-refining and chemical technological achievements, PetroChina Petrochemical Research Institute has made a study of incentive mechanism for transformation of technological achievements. Based on the country’s related laws and policies to accelerate transformation of achievements, the research institute investigates and analyzes the methods for transformation of technological achievements used by Chinese and foreign companies and research institutions. In accordance with PetroChina’s requirements on transformation work, it comes up with the suggestions on the plans for continual improvement of transformation efficiency and enlargement of transformation incentives. Transformation of technological achievements is a complicated systematic project that calls for market investigation to ensure precise connection between research direction and market demand. It is necessary to establish the achievement-assessing system to accurately identify the transformation feasibility, with a technology promoting and coordinating platform to accelerate transformation of achievements. The different rewarding and incentive measures should be taken for three classifications of technological achievements -- technological transfer licenses, production and marketing of trial scientific research products, and licensed production and marketing. Total wage limitations should be gradually lifted to establish the market-oriented incentive operational mechanism for transformation of research achievements at various stages. Of that, the first stage aims at adjustment of the existing management model and the second stages is to establish the innovative incubation platform.

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Analysis of Patent Protection Situation in Refining and Chemical Sector of CNPC and Its Competitors Li Xiaoyan, Li Yan 2019, 38(4): 35-41.  DOI: 10.3969/j.issn.1002-302x.2019.04.007 Abstract ( )   PDF (3868KB) ( )   Refined products are close to the market consumption terminal. There is a great variety of such products. Imported technologies are dominant in this sector, leading to an intensive competition. Patent is the most important and common form to protect achievements in the area of oil refining and chemical technology. Based on Chinese and foreign applications for patents and from the angles of quantity of patents, application time, types of patents, technological areas and dynamic management, this paper studies the current protection of patents in CNPC’s refining and chemical area while making a comparative analysis of the company’s competitors -- Sinopec and Shell. The study indicates that CNPC falls behind Sinopec and Shell in the quantity of patents, types of patents, technological area and dynamic area. The analysis points out that CNPC should stress and step up technological innovation in the oil refining and chemical area, pay attention to accumulation of patents, improve technological innovation and increase the proportion of invention patents. CNPC should also make the differential strategic plans and patent arrangement for different technologies, accelerating improvement of dynamic patent management.

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Discussion of Follow-up Evaluation Indexes System for Treatment of Inefficient Wells at Oilfields Li Han, Guo Fujun 2019, 38(4): 42-50.  DOI: 10.3969/j.issn.1002-302x.2019.04.008 Abstract ( )   PDF (3095KB) ( )   Some oil wells come under the low-efficiency or inefficent state after the oilfields enter their middle and late development stage. Treatment of inefficient wells is one of the main methods to improve development effects at the oilfield. With oilfield development continually unfolded, the treatment amount and difficulty of inefficient wells are rising year by year, with the treatment results becoming increasingly poor. Based on treatment of inefficient wells for improvement of economic performance, this paper designs a system of three evaluation indexes -- treatment rate of inefficient wells, average single-well profit from treatment, and average additional amount of oil from a single well. The radar graph analysis method is also used to evaluate treatment of inefficient wells at each production unit. Meanwhile, the conception of the comprehensive treatment benefit value is put forward to calculate the benefit value for comprehensive treatment of inefficient wells at the company’s oil production units in 2017 and 2018 so that the annual treatment of inefficient wells can be brought under quantitative evaluation. This method can find the faults existing in treatment of inefficient wells at the production units. The causes of poor treatment results can be analyzed according to the related data so as to make the constructive suggestions on the next-year treatment work.

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Practice and Understanding of Exploration and Development Integration for Groups of Oilfields in Eastern Part of South China Sea Wang Xiuling, Zhang Wei, Zhang Zhenbo, Zhu Yidong, Sun Runping 2019, 38(4): 51-57.  DOI: 10.3969/j.issn.1002-302x.2019.04.009 Abstract ( )   PDF (3411KB) ( )   There is a series of problems in the L oil area in the eastern part of the South China Sea, such as few large and medium-size oil and gas fields discovered, production declining rapidly in old oilfields, discovered marginal oilfields difficult to be brought under production, and inadequacy in replaced reserves. The multi-dimensional integration principle based on the innovative mindset is developed in settlement of those above-mentioned problems. The multi-dimensional integration based on high-grade geological oil reservoir study, including integration of big data information and technology, integration of exploration, development, production and engineering, and integration of regional and overall research, is focused on highefficiency operation of value investment. Exploration-development integration is helpful to accelerate development process of the marginal oilfields in the L oil area in the eastern part of the South China Sea, promoting the progressive exploration of the surrounding areas and locating the new growth point of replaced reserves for sustainable production. Five marginal oilfields under evaluation come under the basic design stage. With the contributable producing reserves accumulated to surpass 5000?04m3, the accumulated oil production is predicted to exceed 1000?04m3.

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Experience in Hydrogen Energy Development from Japanese Energy Enterprises Zhang Zhen, Wan Hong, Du Guomin, Zhou Ying, You Shuangjiao, Qi Xin, Wang Jin 2019, 38(4): 58-63.  DOI: 10.3969/j.issn.1002-302x.2019.04.010 Abstract ( )   PDF (2462KB) ( )   Against the background of energy transformation, hydrogen energy development has become an identical view shared by developed economies. The Japanese hydrogen energy industry is most prominent in global hydrogen energy industrial development owing to the nation’s clear-cut policies and its hydrogen energy industrial system in place. Japan’s energy enterprises attach importance to development of hydrogen energy business, actively involve themselves in industrial collaboration, and formulate the hydrogen energy development strategy on the basis of their own business characteristics. They depend on the technological advantages to experiment with hydrogen energy, establish the different business management systems for the different enterprises, and highlight cost reduction and synergies in business examination. All those measures achieved desirable development results. China has a promising prospect for development and utilization of hydrogen energy, with more advantages for subsequent development in this area. However, some problems of incoordination exist in the aspects of policies, technologies and industrial cooperation at the present time. It is proposed that China should formulate its hydrogen energy development strategy in advance and help the enterprises establish their own characteristics. Hydrogen energy industry still has a long way to make profit. It is necessary to have a global vision and step up international cooperation, instead of engaging in this industry blindly. The mechanism for business management system should be established ahead of time and put into implementation at the appropriate time.