Challenges and Countermeasures for the global oper

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The Ministry of public security and the Ministry of housing and urban rural development of the people's Republic of China have made it clear that they must enforce the law strictly in accordance with the requirements of technical specifications to detect the challenges and Countermeasures Faced by companies in their global operations.

while recognizing China's contribution and creation in transnational investment and operations, we should also see a series of major challenges faced by China's national petroleum companies from transnational operations to global operations, Especially in the institutional and capacity aspects, it is difficult to deal with and solve the hard injuries in a short time

at present, these challenges and injuries are testing the global investment, operation, international competitiveness and cooperation ability of China National Petroleum Corporation

globalization faces four challenges

first, at the level of risk management. At present, the overseas assets of CNPC are mainly distributed in developing countries such as Africa, the Middle East and Latin America. The formation of these key investment areas is closely related to the starting point, entry strategy and advantages of Chinese oil companies' transnational investment. However, in recent years, the political, economic and social unrest in several resource countries in the Middle East, Africa and Latin America has led to major adjustments in the way of cooperation, which has brought a great impact on the safety of overseas personnel and assets of Chinese companies, resulting in a significant increase in the risk of overseas projects, and even led to the interruption of oil production, transportation and export in some blocks. This is a hard geographical injury caused by the initial entry opportunities and entry strategies of PetroChina. It is difficult for PetroChina to flexibly avoid the synthetic plastic business in the investment location and destination, which has seriously affected the future development of the company. On the contrary, it can only become a risk bearer to varying degrees

in recent years, developed countries and regions such as Canada, Australia, the United States and Europe have increasingly become new targets for global investment and cooperation of Chinese oil companies. However, PetroChina companies in developed countries are faced with environments and problems quite different from those in developing countries, especially various constraints such as a complete legal system, independent supervision, pressure and transparency from different regimes, political factions and public interests. Take CNOOC's merger and acquisition of Nixon as an example. From 2005, it began to track, study and negotiate, to July 2012, the acquisition was officially initiated, and then to the final completion of the transaction. After the review, questioning and review by the approval agencies of the European Union, the Canadian government and the United States government, it encountered two review delays, with great potential variables. Before and after the merger, China and Canada still face opposition and doubts from Canada and abroad. This operational risk is difficult to eliminate in the short term

the second is at the level of investment mode. After entering the second decade of this century, the multinational business environment of Chinese oil companies is no longer the period when large and small projects were profitable around 2000. Due to changes in the international business environment, a number of overseas projects have fallen into business difficulties. This situation is driven by the extensive domestic investment mode and the expanding overseas industrial development mode in the past 20 years, and it is also related to the fact that overseas companies do not grasp and highlight the project value management. Ashland has always carried out research and development around the needs of customers and industries, resulting in some companies keen on blind expansion, keen on buying assets and companies, but not selling assets and companies. This is a serious injury to the system and the way of development

again, at the level of corporate capabilities. By analyzing the operation and development of ExxonMobil, BP, shell and other international oil giants, people can find that they have relatively comprehensive and comprehensive development capabilities and competitiveness in the future strategic highlands and frontier fields such as conventional resources, deep-sea and unconventional resources. In contrast, at present, the advantages of CNPC are often limited to single (capital, technology or labor) advantages and a certain field (such as land-based oil and gas development, shallow sea oil and gas development and some downstream processing and utilization), so it is difficult to have advantages in several fields at the same time in the future and form a comprehensive competitive advantage. Moreover, at present, the overseas oil and gas resources and production of PetroChina companies are mostly located on land and in developed and mature areas. With the depletion of conventional land resources and the decline of oil and gas production in resource countries, the above advantages currently possessed may become strategic disadvantages in 10 years. This is another kind of serious injury that cannot be ignored due to various factors such as system, technology and history

finally, at the level of knowledge and experience structure. Under the background of the eastward shift of global energy demand and the polycentric supply, the global energy governance rules have changed significantly, and multilateral cooperation and the establishment of new international governance rules have become a consensus. For example, the joint data initiative (Jodi) and the Extractive Industries Transparency Initiative (eiti) have been widely promoted in developing resource countries and developed countries such as Africa. Best practice guidance has been respected and promoted in developed countries and implemented under the G20 framework. These will become the rules that all governments must abide by. Developed countries have put forward stricter requirements for China National Petroleum Corporation in terms of global climate change and environmental protection measures. These problems are currently avoided by some Chinese companies, and they are also hard injuries brought about by the domestic system, which have had an impact on the existing knowledge and experience structure of Chinese personnel. If you are not familiar with these problems, you can't talk about studying and dealing with them

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