from p>2 to 22, Fu Chengyu participated in the reorganization of two subsidiaries of China National Offshore Oil Corporation-China National Offshore Oil Company Limited and China Offshore Oil Service Co., Ltd., and successfully promoted the listing of the two companies overseas. After becoming the general manager of China Offshore Oil Corporation in 23, Fu Chengyu revised the strategic target system and core development strategy of China CNOOC on the basis of sober judgment and in-depth analysis of the company's internal and external development situation, and established the general idea of realizing the company's comprehensive, coordinated and sustainable development under the guidance of Scientific Outlook on Development. Under the guidance of the new strategy, China CNOOC has achieved healthy and rapid growth in recent years. In 26, the company's production and operation indicators reached the best level in history, and its comprehensive competitive strength continued to grow. The annual sales revenue was 132.4 billion yuan, an increase of 49% over the previous year; The total profit was 49 billion yuan, an increase of 26%; Paid taxes and retained oil * * * 32.1 billion yuan; By the end of 26, the company's total assets were 25.7 billion yuan, an increase of 31%; Net assets reached 137.1 billion yuan, up by 3%. The annual production of oil and gas was 4.33 million tons of oil equivalent, an increase of 3.4%. Fu Chengyu, CEO of CNOOC, made unremitting efforts to promote the adjustment and upgrading of enterprise industrial structure, and turned China CNOOC from a traditional oil and gas exploration and development enterprise into a comprehensive enterprise group with prominent main business and complete industrial chain. In addition to maintaining the sustained and rapid growth of traditional oil and gas core business, the company vigorously develops characteristic middle and lower reaches industries. With the successful commissioning of Guangdong LNG project, the first imported LNG project in China, in June 26, China CNOOC has firmly established its leading position in the domestic LNG industry. The commissioning and construction of two world-class refining and chemical projects, CNOOC Shell Nanhai Petrochemical Complex and Huizhou Refinery, have improved the development level of domestic industries. Based on the differentiated strategic layout, the downstream products such as urea, heavy asphalt and fuel oil have continuously increased their market share and become the main force to replace similar imported products. According to the general idea of scientific development, Fu Chengyu presided over the reorganization and reform of the last surviving part of the enterprise, which enabled China CNOOC to completely complete the transformation from a traditional state-owned enterprise to a modern enterprise and embark on a road of management innovation with China characteristics. With no one laid off, diverted and unemployed, through the integration of internal resources, the five surviving enterprises that were struggling to develop were reorganized into a new enterprise group full of development potential and vitality. Attending the activity meeting (2) Fu Chengyu led China CNOOC to accelerate its step towards an international oil company in an all-round way, and successfully carried out a number of overseas mergers and acquisitions in accordance with international rules, so that the company's business expanded to 1 countries and regions in Southeast Asia, Australia, Africa and Caspian Sea. In June 25, Fu Chengyu organized and launched the largest and most important overseas acquisition in China's history-bidding for Unocal Oil Company of the United States for $18.5 billion in cash. Although the transaction failed to be concluded due to American political intervention, CNOOC's excellent operation ability and outstanding performance in the international capital market greatly enhanced the international reputation of China enterprises, deepened American society's understanding of China enterprises, and accumulated valuable experience for the future overseas development of CNOOC China and other China enterprises. The brand "China CNOOC" has won wide recognition at home and abroad with Fu Chengyu's unique personal charm. As the chairman of two overseas listed companies, Fu Chengyu adhered to international standard corporate governance and standardized and transparent corporate management, and always adhered to the interests of shareholders, which was highly recognized by shareholders and the capital market. Fu Chengyu won the "Best Business Leader Award in China" in the CNBC Best Business Leader Award; Won the "Top Ten M&A Figures in China" selected by the M&A Union of the All-China Federation of Industry and Commerce; Was selected as "26 Entrepreneurial China Reform Meritorious Award" by Contemporary Manager magazine; Won the "financial and intellectual talents" of the top ten series of talents in China in 26 selected by Chinese People's Political Consultative Conference Education, Culture, Sports and Health Committee, All-China Federation of Industry and Commerce, china enterprise confederation and other organizations; Won the "Top Ten People of the Year in Promoting China Brand Internationalization in 26" selected by World Productivity Science Union and China Productivity Society; He was awarded the title of "26 Most Influential China Business Leader" by China Entrepreneur magazine. As an enterprise leader with a strong sense of social responsibility, Fu Chengyu Kan Kan advocates the corporate culture of "people-oriented, caring for employees" internally, creating a harmonious situation in which enterprises and employees develop together; Pay attention to the simultaneous performance of corporate political responsibility, economic responsibility and social responsibility, and extend the connotation of corporate social responsibility to a wider and deeper scope. While contributing energy and economic value to the country, China CNOOC has continuously increased its investment in social welfare undertakings. In recent years, the company has accumulated various social donations of 2 million yuan. In 26, 75.97 million yuan was invested in poverty alleviation, aid to Tibet, donations for education, emergency relief and other public welfare. In April 26, China CNOOC was selected as one of the top ten charitable enterprises in the "26 China Charity Ranking" sponsored by china association of social workers, compiled by Public Welfare Times and Corporate Citizenship Committee. In September, in the first "Social Welfare Demonstration Project" sponsored by 15 well-known non-governmental organizations in China, Soong Ching Ling Foundation of China and China Offshore Oil Corporation won the "Best Partner" award. This year, the company was rated as "the social responsibility model of the most valuable company" by ten media such as CCTV. Facing the 11th Five-Year Development Stage with both opportunities and challenges, Fu Chengyu has drawn a more magnificent development blueprint for China CNOOC. The company will promote the comprehensive, coordinated and sustainable development of enterprises through comprehensive innovation in management and technology, become a multinational company with strong international competitiveness, and make preparations for the goal of "building a world-class energy company"; But also make greater contributions to building a well-off society in an all-round way and building a harmonious socialist society. The main points of this paragraph are as follows: 1. China enterprises should overcome difficulties and strengthen their confidence in their overseas development. China enterprises began to "go global" in the 21st century. At this time, western enterprises have entered the stage of post-industrial development, and their main resources and markets have been almost divided up. The difficulty of "going global" can be imagined. Although China's enterprises can't reach the advanced management level in the west, they have accumulated certain material, management foundation and international operation experience through the development of reform and opening up for more than 2 years, especially through the transformation of overseas listing, so they should believe in their own strength. With the growing strong motherland as the strong backing, China enterprises should strengthen their confidence in "going out". 2. China enterprises should take the road of innovation in their overseas development. The reason why China can develop so fast is that it has taken an unconventional road. China enterprises "going out" must also take the unconventional road of innovation. We should not only learn from the advanced management concepts and experiences of the West, but also give full play to our own advantages and combine them organically to form a development model with our own characteristics, so as to catch up with each other in the competition with Western enterprises. (Source: Fu Chengyu's speech at the 25 Shanghai-Hong Kong Youth Forum, September 25) 3. We should adhere to the principle of equal cooperation and win-win and mutual benefit, and be selected as Time Magazine's Person of the Year. We should highlight the win-win concept in international cooperation and strive to create a new international economic and trade cooperation order with China characteristics. While meeting their own needs, we should fully consider the needs of the host country, make contributions to local economic and social development, and establish a good brand image of China enterprises. If we can't meet the interests of local enterprises, society and government, but only seek our own interests, it is difficult for enterprises to have long-term vitality in the local area. 4. Brand building should emphasize corporate social responsibility. If you want to be a multinational company, you must first be an international citizen. China companies should have a global awareness and take on the responsibility of developing local communities and society. We should have a sense of social responsibility, care for the environment, pay attention to public welfare, share the fruits of enterprise development with the local society, and strive to become responsible corporate citizens. 5. China enterprises should pay attention to the cultivation of soft competitiveness in overseas development. While having strong economic strength, the cultivation of soft competitiveness is equally important for brand building and corporate image. Soft competitiveness includes perfect corporate governance, standardized enterprise management, familiarity with and compliance with the rules of the international capital market, and the construction and dissemination of corporate moral culture. Honesty and trustworthiness, respect for partners, modesty and prudence are the basic aspects of enterprise moral construction. 6. Methods and strategies for overseas development Give full play to the comprehensive advantages of China enterprises, attach importance to communication and publicity, and make good use of foreigners. In the process of overseas development, China companies should complement each other's advantages, work together, give full play to their comprehensive strength, and play a "combination boxing" to help host countries solve problems and meet their needs, while also achieving their own development. The difficulties encountered by China enterprises in "going global" largely stem from the worries and doubts of westerners about the increasingly powerful enterprises in China and China, which need to be "warmed up" through early communication and publicity to deepen the local society and people's understanding and understanding of China enterprises. To go global, we must learn to use and manage international talents. Thanks to the people of China, we will not become a big company with international competitiveness. We should be able to accommodate different cultures, different thinking and talents with different backgrounds.