A few days ago, in order to implement the group's further comprehensive deepening of the reform work deployment and improve management efficiency, PetroChina Liaohe Oilfield focused on the pain points and difficulties of enterprise operation, repeatedly discussed and planned the "three articles" 2026 implementation plan, the annual deepening reform work plan and other key work, and issued the "Implementation Plan for the Process Reengineering of Liaohe Oilfield Company", which promoted the reform with pragmatic measures and further consolidated and deepened the reform achievements of the "14th Five-Year Plan".
During the "14th Five-Year Plan" period, the company actively implemented the instructions of its superiors, implemented 190 reform measures, paid nearly 38 billion yuan in taxes and fees, invested 5.3 billion yuan in R&D, and won 51 achievements at or above the provincial and ministerial levels.
Liaohe Oilfield Company focuses on enhancing the core function of energy supply and in-depth implementation of functional reforms. Continue to make efforts around the main oil and gas business, establish a strategic thinking of "big exploration", promote the "832" basic research project, and file proven reserves of coal and rock gas with the state in 2025, and discover a 100 billion cubic meter gas field. Deeply practice the concept of "six haves", actively respond to contradictions and challenges such as three floods in five years, imbalance in storage and production, and tightening investment costs, optimize the development management system, coordinate the promotion of a virtuous circle of increasing reserves and production, deeply implement the "Seven One Thousand" project, effectively improve the storage and production structure, the replacement rate of oil SEC reserves has returned to more than 1.0, the replacement rate of natural gas reserves and the storage and production ratio have been effectively improved, reversing the development trend, and maintaining the scale of oil and gas equivalent at 10 million tons. The injection and production capacity of the Liaohe gas storage group has been significantly improved, playing a key role in ensuring regional natural gas supply. At the same time, it actively lays out green and low-carbon transformation, with an installed capacity of 140,000 kilowatts, the world's first electric thermal molten salt energy storage steam injection test station, the CCUS project is steadily advancing, and the development trend of multi-energy integration is gradually taking shape.
Focusing on improving core competitiveness, Liaohe Oilfield Company forges a high-quality development core. During the "14th Five-Year Plan" period, the company deepened the reform around scientific and technological innovation, management system and market-oriented mechanism, improved the scientific and technological innovation system, built a "three generations" innovation pattern, built a "1+6" technological innovation platform system at the provincial and ministerial levels and above, and took multiple measures to solve the problem of "two skins" in scientific research and production, and maintained the intensity of R&D investment at more than 2.5%. Promote the reform of the "oil company" model and the professional reorganization of business, optimize the organizational system, reduce a total of 584 second- and third-level institutions, completely abolish the grassroots team to achieve "three-level management", and make the company's organizational structure more lean and efficient.
In terms of deepening the reform of the market-oriented mechanism, Liaohe Oilfield Company has improved the corresponding mechanism, implemented internal price reform, and finely adjusted the supply-side demand-side structure, optimized the efficient allocation of internal resources, and smoothed the internal and external dual circulation. The tenure system and contractual management have been improved and expanded, and the labor productivity of all employees has been significantly improved through the comprehensive implementation of the human resource empowerment value enhancement project and the human resources "living water plan". Continuously deepen the "three bases" work, achieve full coverage of grassroots shift station management manuals, and continue to improve value creation capabilities and institutionalized management levels through benchmarking management and exploration of the "amoeba" model.