Zhenhai Refinery, formerly known as Zhejiang Refinery, was founded in 1975. With the support of relevant state departments and local party committees and governments at all levels, and under the leadership of China Petrochemical, several generations of Zhenhai Refiners seized the opportunity of reform and opening up to promote scientific development, and gradually transformed Zhenhai Refinery from a blending refinery with an initial processing capacity of only 2.5 million tons/year to the largest refining and chemical integrated enterprise in China: at present, it has a comprehensive refining capacity of 23 million tons/year and an ethylene production capacity of 1 10,000 tons/year. Together with the 45 million tons/year deepwater marine terminal and the storage of more than 3.5 million m3, the industrial pattern of "large oil refining, large ethylene, large terminal and large storage" has been formed.

Zhenhai Refining and Chemical Company has established the goal of "managing the largest refining and chemical enterprise with the least number of people", continuously optimized the allocation of human resources, established a mechanism conducive to employees' hard work and talents' emergence through reform, and promoted the formation of a harmonious situation of "political integrity and harmony".

In addition, Zhenhai Refining and Chemical Co., Ltd. has also opened a horizontal communication channel between the "three teams". Skilled operators and professional technicians who have been awarded ranks can be directly promoted to the corresponding management positions without publicity, but at the same time, it is stipulated that managers cannot change their ranks, effectively preventing ranks from becoming a "safe" for cadres to quit.

Zhenhai Refining & Chemical Company has established a rank sequence that reflects the backbone income, and at the same time, it has also implemented the reform of the monthly income and salary distribution system, and implemented the "clear price tag" for each post, and the "price tag" of each post is clear at a glance, and quantitative performance appraisal is carried out every month, changing "leaders pay money" into "employees earn money". At the same time, the increase of departmental incentive funds and other means to adjust income distribution has effectively widened the distribution gap between cadres at the same level and in the same position, and between employees and workers, widened the gap between heavy responsibility and light responsibility, big contribution and small contribution, doing and not doing, doing well and doing poorly, and effectively stimulated the enthusiasm of cadres and workers.