"Three bases" work is the "heirloom" of the petroleum and petrochemical industry, and it is also a "watchdog" of Sinopec. In 2007, the “three basics†work was well continued in Sinopec, showing a steady momentum of advancement. The basic work of all enterprises was further consolidated, the grassroots construction was further strengthened, the quality of the workforce continued to increase, and the enterprise’s reform and development and production and operation tasks were promoted. The successful completion.
Basic work, and every link in 2007, all companies put the basic work in a prominent position, starting from perfecting the management system and working standards, closely focusing on production and management, scientific establishment of regulations, strengthening of fine management, and Responsibility was implemented, basic management work was further consolidated, and management levels continued to increase.
The rules and regulations for the "three-base" work of all enterprises have gradually improved. Exploration Northwest Branch has compiled the "Three Basics" Work Implementation Manual. Jiujiang Petrochemical Co., Ltd. has compiled the "Jiujiang Petrochemical "Three Bases" Work Inspection Evaluation and Management Measures." Guangdong Petroleum Branch has developed the Basic Post Staff Manual and Basic Posts. Personnel Implementation Rules, other oil fields, refining, and sales companies have also formulated relevant systems.
All companies actively follow the meticulous management ideas, do not miss any hidden dangers in safety production, control every cost in cost reduction and fee reduction, dig every space in optimization and efficiency improvement, and do fine work in basic management. Every link forms a careful, careful work style.
In order to solve the problems of "low standards, old problems, and bad habits" existing in grass-roots management, some refining companies have implemented the "Problem Management Law," requiring grass-roots managers to find at least one problem each day and hang them on the company's problem management webpage. The professional division is in charge of checking and supervising the improvement and quality of key issues. The General Management Office conducts monthly supervision and evaluation on the number of problems discovered by each unit, the completion rate of problem rectification, and the effect of rectification, and implements the problem management activities. Punishment is not given, and the most valuable questions and perfunctory questions are selected each month to be included in the assessment.
Grassroots construction, activating each cell Grassroots team is the company's "cell." In 2007, under the leadership of the group company, all companies insisted on strengthening the establishment of grass-roots classes as the focus, paid close attention to implementation, promoted the continuous development of grassroots construction in depth, ensured a more stable grassroots team, and made grassroots management more solid.
All enterprises listed team building as an important part of enterprise management, incorporated them into the company's development plan, established a leading group for team building and strengthened their functions, and were equipped with high-quality full-time and part-time cadres. Leaders at all levels of the company’s work are also placed in teams and teams, to carry out some suitable status of the team, improve and strengthen the management of the team, improve the quality of the team leader and class training and thematic education activities. At the same time, they often go deep into the team and attach importance to and care about the work, study, and life of the front-line staff of the team, inspiring and mobilizing the work enthusiasm and production enthusiasm of the frontline staff.
In order to stimulate the dynamism of the team, all enterprises also actively carry out the activities of creating and competing in teams. Through activities such as safety production, income increase and savings, energy saving and consumption reduction as the main contents of the team labor competition and the creation of the "red flag team", the employees were mobilized to learn culture, knowledge, science and technology, than the ability, level, and contribution. The enthusiasm has comprehensively improved the quality of the workforce and promoted the transition from team management to autonomous management.
Basic skills training to enhance every quality First-class companies need first-class employees. In 2007, various companies closely integrated the characteristics of the workforce and the characteristics of the positions, and vigorously strengthened basic skills training to guide employees to establish a new concept of “learning training is the greatest benefitâ€. The employees of the enterprise have set off an upsurge of learning that “learning technology is glorious and technology is more powerfulâ€.
Various companies continuously enriched the training content, innovated the training forms, improved the training mechanism, and extensively carried out activities such as technical training, on-the-job training, and skill competitions. From top to bottom, Shengli Oilfield has improved the three operating team positions of operation management, professional technology, and skills operation, and has set up a series of professional technology and high-skilled operation posts, which has initially formed a variety of talents with “longitudinal openness and horizontal penetrationâ€. The channel is changed from a “one-sixth†management position to three-team development; some refining companies are integrated with the “creating learning organization and striving to be a knowledge-based worker†activity, and the training team leaders throughout the year carry out simulations and chemical processes. Advanced training courses for equipment and instrumentation and other specialized trainings with various forms and pertinence have been continuously upgraded to improve employees' business skills; Guangdong Petroleum has formulated the “Employee Education and Training Management Manual†with targeted training for all employees and the training coverage reaches 90. %the above.
The gradual institutionalization of the skills competition has created a good situation in which talented people are able to make full use of their talents, and talented people achieve a win-win situation. In 2007, the company launched a professional competition for five types of work such as petroleum earthquake operatives. Through the full-time position training, layers of selection, and intensive training, the Group promoted the overall quality of the team; the Oil Products Sales Department was launched to enhance team management. In the level-based competition contest, 173,000 employees participated in the job training of professional lines. According to statistics, currently the employees of the sales companies who have obtained vocational qualifications account for 50.5% of the skill operators, and initially established a team of professional technicians and skill operators with reasonable structure and distinct levels.
Basic work, and every link in 2007, all companies put the basic work in a prominent position, starting from perfecting the management system and working standards, closely focusing on production and management, scientific establishment of regulations, strengthening of fine management, and Responsibility was implemented, basic management work was further consolidated, and management levels continued to increase.
The rules and regulations for the "three-base" work of all enterprises have gradually improved. Exploration Northwest Branch has compiled the "Three Basics" Work Implementation Manual. Jiujiang Petrochemical Co., Ltd. has compiled the "Jiujiang Petrochemical "Three Bases" Work Inspection Evaluation and Management Measures." Guangdong Petroleum Branch has developed the Basic Post Staff Manual and Basic Posts. Personnel Implementation Rules, other oil fields, refining, and sales companies have also formulated relevant systems.
All companies actively follow the meticulous management ideas, do not miss any hidden dangers in safety production, control every cost in cost reduction and fee reduction, dig every space in optimization and efficiency improvement, and do fine work in basic management. Every link forms a careful, careful work style.
In order to solve the problems of "low standards, old problems, and bad habits" existing in grass-roots management, some refining companies have implemented the "Problem Management Law," requiring grass-roots managers to find at least one problem each day and hang them on the company's problem management webpage. The professional division is in charge of checking and supervising the improvement and quality of key issues. The General Management Office conducts monthly supervision and evaluation on the number of problems discovered by each unit, the completion rate of problem rectification, and the effect of rectification, and implements the problem management activities. Punishment is not given, and the most valuable questions and perfunctory questions are selected each month to be included in the assessment.
Grassroots construction, activating each cell Grassroots team is the company's "cell." In 2007, under the leadership of the group company, all companies insisted on strengthening the establishment of grass-roots classes as the focus, paid close attention to implementation, promoted the continuous development of grassroots construction in depth, ensured a more stable grassroots team, and made grassroots management more solid.
All enterprises listed team building as an important part of enterprise management, incorporated them into the company's development plan, established a leading group for team building and strengthened their functions, and were equipped with high-quality full-time and part-time cadres. Leaders at all levels of the company’s work are also placed in teams and teams, to carry out some suitable status of the team, improve and strengthen the management of the team, improve the quality of the team leader and class training and thematic education activities. At the same time, they often go deep into the team and attach importance to and care about the work, study, and life of the front-line staff of the team, inspiring and mobilizing the work enthusiasm and production enthusiasm of the frontline staff.
In order to stimulate the dynamism of the team, all enterprises also actively carry out the activities of creating and competing in teams. Through activities such as safety production, income increase and savings, energy saving and consumption reduction as the main contents of the team labor competition and the creation of the "red flag team", the employees were mobilized to learn culture, knowledge, science and technology, than the ability, level, and contribution. The enthusiasm has comprehensively improved the quality of the workforce and promoted the transition from team management to autonomous management.
Basic skills training to enhance every quality First-class companies need first-class employees. In 2007, various companies closely integrated the characteristics of the workforce and the characteristics of the positions, and vigorously strengthened basic skills training to guide employees to establish a new concept of “learning training is the greatest benefitâ€. The employees of the enterprise have set off an upsurge of learning that “learning technology is glorious and technology is more powerfulâ€.
Various companies continuously enriched the training content, innovated the training forms, improved the training mechanism, and extensively carried out activities such as technical training, on-the-job training, and skill competitions. From top to bottom, Shengli Oilfield has improved the three operating team positions of operation management, professional technology, and skills operation, and has set up a series of professional technology and high-skilled operation posts, which has initially formed a variety of talents with “longitudinal openness and horizontal penetrationâ€. The channel is changed from a “one-sixth†management position to three-team development; some refining companies are integrated with the “creating learning organization and striving to be a knowledge-based worker†activity, and the training team leaders throughout the year carry out simulations and chemical processes. Advanced training courses for equipment and instrumentation and other specialized trainings with various forms and pertinence have been continuously upgraded to improve employees' business skills; Guangdong Petroleum has formulated the “Employee Education and Training Management Manual†with targeted training for all employees and the training coverage reaches 90. %the above.
The gradual institutionalization of the skills competition has created a good situation in which talented people are able to make full use of their talents, and talented people achieve a win-win situation. In 2007, the company launched a professional competition for five types of work such as petroleum earthquake operatives. Through the full-time position training, layers of selection, and intensive training, the Group promoted the overall quality of the team; the Oil Products Sales Department was launched to enhance team management. In the level-based competition contest, 173,000 employees participated in the job training of professional lines. According to statistics, currently the employees of the sales companies who have obtained vocational qualifications account for 50.5% of the skill operators, and initially established a team of professional technicians and skill operators with reasonable structure and distinct levels.