Sinopec's reforms are striving to become "world-class"


2022-08-08: [Chinese Article Link]  According to information received from the Press Office of the China PIC Corporation, since the launch of the three-year State Enterprise Reform initiative, China has advanced the reform in a solid and orderly manner. As at the end of June this year, the overall completion rate of the reform tasks had reached 99.6 per cent. Among them, priority reform tasks such as corporate governance at the core of building modern business systems, three institutional reforms at the core of market-based mechanisms, optimized industrial layout in the direction of green transformation, and “model actions for change” aimed at upgrading STI capabilities have been completed. “China’s petrochemicals have been born of reform, and have flourished as a result of reform, and have been strengthened by reform.” Chinese engineers, secretary of China’s petrochemical group, and head of the board of directors, Ma Yongzheng. To be sure, the reform is making the largest energy-industrial giant in China stronger and moving ahead on the path of “building an internationally competitive world's leading enterprise”. Improving corporate governance: Making decision-making more prescriptive and efficient In the early spring of 2020, the three-year initiative for state-owned enterprise reform was launched: the Central Party School, The Learning Times, published an article written by Ma Yongsheng. This article, entitled Building the World’s Top Energy Chemical Enterprise, says that “there are large-scale, weak, fast-growing, and suboptimal domestic energy industries, and there are large gaps with world-class companies in terms of operational efficiency, efficiency, global resource allocation, and industry innovation leadership. In the following three years of state-owned reform, China’s petrochemicals responded to the request to set up a reform implementation programme and work table, breaking down 80 specific tasks for further reform and implementing them on a case-by-case basis. Building a modern business system is a top priority for state-owned business reform. The three-year action plan for state-owned enterprise reform (2020-2022), which was considered by the Central Committee for the Further Review of the Implementation of the Programme of Action for the Reform of State-owned Enterprises, has given top priority to “building a modern business system that focuses on China’s characteristics.” China's group of petrochemicals has developed an in-depth understanding of the central spirit. The study on this subject identified 28 lists of follow-up tasks and improved the working rules of the three main governing bodies at the level of party membership, board of directors and managers and their accompanying systems. It is understood that, in order to strengthen party leadership, China's petrochemicals have amended the company charter at the group level, developed a list of matters of importance discussed and decided by the group, and clarified the boundaries of authority and responsibility; and, at the direct enterprise level, issued institutional documents such as the Implementation Opinion on the Strengthening of Party Leadership in the Improvement of Corporate Governance by Direct Enterprises ( Trial), which provides guidance to the Business Advancement Party in the construction of its charter, refines the institutional mechanisms and supports the leadership role of the party committees. At the same time, the Board of Directors (executive directors, branch representatives) and the party secretary “one-on-one” leadership system have been vigorously pursued, with the Board playing a strategic, decision-making and risk-proof role. The Board comprises five panels, namely, the Strategy and Investment Committee, the Audit and Risk Committee, the Nominations Committee, the Remuneration and Evaluation Committee and the Social Responsibility Committee. The establishment of the Panel, which is composed of directors of companies who conduct research on matters of a professional nature and provide advice to the board of directors, has made it possible for directors of companies to focus more precisely on the difficulties affecting enterprise development and for decision-making to be more forward-looking and effective. The implementation of managerial tenure and contractual management is an important part of the establishment of a modern enterprise system and an important support for the high-quality development of enterprises. China's petrochemicals promoted market-based reforms such as management at the managerial level and contractual management, career managers, professionalized employees, medium- and long-term incentives, carefully and in an orderly manner gave direct units the authority to manage contracts, test and evaluate and pay management, and progressively moved towards working mechanisms that “are appointed for a term, have a job, have a job, have a job, have a job, have a reward for performance, and have to adjust for incompetence”. “After three years of reform and exploration, China's petrochemicals have established a well-regulated corporate corporate governance structure.” The relevant head of the Organization Department of China's petrochemicals Group (Ministry of Human Resources) reported that, in February 2022, China's PIC was evaluated as a “model corporate governance enterprise” for State-owned enterprises. Strengthening market-based mechanisms: Significant increase in labour productivity For the fourth year in a row, our country has the highest number of companies among the world's 500-strong wealth that has just been released, and the success of central enterprises in promoting high-quality development through reform and innovation has been remarkable. But we should also be sober to see that Chinese firms still have some gaps and deficiencies compared to world-class firms. For example, in the article Building the World’s First-class Energy Chemical Enterprise, Ma Yongsheng stated that China’s three major oil companies had an average per capita sales income of US$1.2 million in 2018, while Exxon and others had between US$30 million and US$4 million. In order to improve productivity, it is necessary to deal with the problems of “managers, staff, staff and income” through three systems: labour, personnel and distribution. On 4 August 2021, China’s three-year action plan for the further reform of the petrochemical system and the three-year advance in the reform of the system will be held in Beijing. Ma Yongsheng stressed the need to be aware of the urgency of the new era in advancing the three-year drive for further reform, to improve the “three-power” mechanism, and to further advance the three institutional reforms. Three institutional reforms – one involving the “hat” and the “vote” – have been a major focus and a challenge for state-owned enterprises. China’s petrochemical wall charts have been fighting, charting, deepening the evaluation and supervision of direct enterprises, building up the “top-level design-promotion-optimization-optimization” closure, and pushing for change. The issue of “hats” is the key to three institutional reforms. After extensive research, the Organization Department of China’s petrochemical group (Ministry of Human Resources) introduced tenure and contractual management, starting with pilot projects, such as catalyst companies, and moving forward steadily from point to point. At present, there are 392 enterprises of all levels and 1,172 members of managers of all levels covered by the State Accounting Committee of the State Council, all of which have signed job appointment agreements, terms of office and annual performance appraisals, with a 100 per cent rate of signature at the top of the list. One of the beneficiaries of this reform is the director of the oil management station in Fuoshan, Guangdong. Because of her outstanding performance, in January this year she was promoted to a post at the special level from a level 4 station where she worked for more than half a year, and this “jumping” often takes five to six years, according to the previous step-by-step promotion path. The issue of “places” is not simply one of “entry” or “out”, but, more importantly, of addressing critical issues such as inadequate workforce dynamics, weak work dynamics and a shortage of “high and short” talent through optimal adjustments in human resources. In China, the petrochemical system has revised the Measures for the Management of Total Workloads, improving the criteria for job placements, and constructing a system for the management of total work stock, based on the “Vision target person-total work planning target-annual work plan” and accompanied by the “Incentive for the Adjustment of Labour Cost Indicators to Increase and Reduce Changes in Work Use and the Optimization of Specialized Evaluation Mechanisms for Work Use”. Over the past three years, China has continued to optimize the total number of petrochemicals and to increase the productivity of its entire workforce. For example, in the Victory Field, 5,300 people have been employed internally and 23,700 people have broken into the market by directing departing workers to new businesses, vacant posts and external markets. China’s petrochemical reform of the pay distribution system is at the core of three institutional reforms. By developing a special system for the management of gross wages, and by improving the wage decision-making mechanisms for “benefit linkages, efficiency adjustments” it stimulates firms to improve their efficiency, while making large “cakes” and creating “cakes” in which “income gains and losses” are accompanied by a common increase in the per capita income and economic benefits of their employees. After three years of reform, the original concept of “doing as much as it does” was completely broken. In 2021, China achieved a significant increase in the rate of withdrawal of its petrochemical managers and the rate of marketization of its employees. The rate of withdrawal of its leaders at the central and grass-roots levels was historically high, with total labour productivity increasing by 26 per cent over the previous year. Optimizing the industrial layout: Promoting quality enterprise development On 8 April 2021, the first commercial hydrogen-filling station in Chongqing City, China's petrochemical semi-sanctide hydrogen-filling station, began work. On 16 April 2021, the first hydrogen-filling station in Hainan Province, the silver-fung-hydrogen plant in China, was inaugurated. On 9 September 2021, at Beijing Yangqing and Chongryon Hebei, four Chinese petrochemical plants were dropped... “The future of China's petrochemicals will seize the historic opportunity of the rapid development of the hydrogen energy industry, press ahead with the deployment of the hydrogen energy industry and work to build China's first hydrogen energy company.” This is a message from Ma Yongsheng to the public during the National Conference in 2022. Not only is hydrogen energy, according to Ma Yongsheng, China's petrochemicals will continue to be active in the field of new energy sources and will vigorously develop other new energy operations, including solar, wind, geothermal and biomass energy. Among them, in the area of solar energy, the company has launched the “Kilga Station Photovoltaic Extension Programme” which, in accordance with local light resource conditions and local support policies, combined with the integrated remodelling of gas stations, the charging of power pegs and the construction of power switching equipment, aims to add 400 megawatts to the 14th Five-Year Plan at the end of the “14th Five-Year Plan”. In three years of state-owned reform, China’s petrochemicals have been at the forefront of the development of national eco-civilization. At the same time, China has intensified its efforts to reform the institutional mechanisms of science and technology for leading international companies, while focusing on the country’s primary responsibility for energy security and building a “one-base, two-wing, three-pronged” industry and promoting high-quality enterprise development. “One base” refers to upgrading the sustainable development capacity of companies, strengthening domestic and foreign integration, strengthening their hydrocarbon resource base, and effectively upgrading their oil and gas reserves and primary energy production capacity; “two wings” refers to enhancing the supply of clean energy and chemical industries, on the one hand, and high-end synthetic materials, on the other, and accelerating the development of high-end materials such as carbon fibre, biodegradable chemicals, high-performance synthetic resins, on the other; and “three new” refers to building capacity in new and emerging energy sources, new economies and new sectors, strengthening strategic and new industries and expanding opportunities for high-quality growth, in keeping with world energy changes and industrial development. As a result of reform and development, China's petrochemical industry is becoming more and more well organized and structured. The replacement rate of oil and gas reserves in 2021 was 154 per cent, while the production of natural gas grew by 11.9 per cent over the previous year, and production of high-value-added chemical products continued to increase. Speeding up the process of re-engineering: Unleashing the engine of innovation. In April 2020, the State Finance Committee of the State Council selected state-owned technology-type enterprises, which are more urgent in terms of innovation, to deepen market-based reforms, and to create models for State-owned technology-based enterprise reform and self-innovating champions. This led to the opening of the National Enterprise Reform Project, the “Model Action for Reforming Science and Technology.” It is understood that China's petrochemicals aim to build technology-led companies, focus on achieving technological self-reliance, carry out science transformation demonstration actions in eight immediate research institutes, and actively innovate institutional mechanisms. On 8 June of this year, China's petrochemical catalyst company spoke at a conference organized by the Office of the State Enterprise Reform Leadership Group of the State Council on the theme “Model actions for science change” and the promotion of incentives for strengthening science, technology and innovation. The company actively explored reforms such as equity incentives and overprofit-sharing, stimulating the dynamism of human innovation, and the launch of the “Model Action for Change” has so far been patented 79 cases. “Cluster Catalyst is only one representative of China's petrochemical acceleration of its science and technology reform, and we take the important lead in promoting the reform of science and technology institutional mechanisms in a high-quality manner so that we can assume the central role of a national strategic science and technology force. In 2021 alone, China's petrochemical company, the head of the company, said, had won a national science and technology award for seven projects, applied for 9338 patents and authorized 5844 patents, all of which were at an all-time high, with a combination of patents at the top of the list. At the beginning of this year, a fierce battle began in China in the field of petrochemical technology: research teams from various institutions of higher learning, such as Zhejiang University and the Dalian Institute of Chemistry and Physics of the Chinese Academy of Sciences, “Five to Six” were successful. They “show” the first list of projects in China’s petrochemical public list of Na-hyun, covering areas such as oil and gas and new energy sources, new high-end materials, and low-carbon environmental technologies. As China’s new model of petrochemical technology containment, the “Soldier Corps” operation will help to break down the boundaries of business, industry, etc., and become effective players in expanding the scope and depth of scientific and technological research and development. More than 60 multi-level R & D institutions, 24 members of both chambers, and more than 20,000 R & D personnel provide a strong foundation for China's petrochemicals as a force for national strategic science and technology and an important basis for collaboration with public relations. By the end of 2021, the company's “Ten Dragons” model of technology closure was built on a well-established industrial chain, with a cumulative total of more than 200 major technology packages undergoing industrial transformation through the “Ten Dragons” focus. In the future, China's petrochemicals will also aim to combat major critical packages of technology and continue to improve the policy of the ten dragons, thereby providing strong support for the achievement of significant results and breakthroughs. Reforms are endless, and it is time to sail. As China’s largest energy industry, petrochemicals are making a transition to the world’s leading cleaner energy industry by deepening reforms and moving toward an internationally competitive world-class firm.


Note: This is a machine translated version of the Chinese news media article. A mature and nuanced reading is suggested.




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Sinopec's reforms are striving to become "world-class"


2022-08-08: [Article Link]  According to information received from the Press Office of the China PIC Corporation, since the launch of the three-year State Enterprise Reform initiative, China has advanced the reform in a solid and orderly manner. As at the end of June this year, the overall completion rate of the reform tasks had reached 99.6 per cent. Among them, priority reform tasks such as corporate governance at the core of building modern business systems, three institutional reforms at the core of market-based mechanisms, optimized industrial layout in the direction of green transformation, and “model actions for change” aimed at upgrading STI capabilities have been completed. “China’s petrochemicals have been born of reform, and have flourished as a result of reform, and have been strengthened by reform.” Chinese engineers, secretary of China’s petrochemical group, and head of the board of directors, Ma Yongzheng. To be sure, the reform is making the largest energy-industrial giant in China stronger and moving ahead on the path of “building an internationally competitive world's leading enterprise”. Improving corporate governance: Making decision-making more prescriptive and efficient In the early spring of 2020, the three-year initiative for state-owned enterprise reform was launched: the Central Party School, The Learning Times, published an article written by Ma Yongsheng. This article, entitled Building the World’s Top Energy Chemical Enterprise, says that “there are large-scale, weak, fast-growing, and suboptimal domestic energy industries, and there are large gaps with world-class companies in terms of operational efficiency, efficiency, global resource allocation, and industry innovation leadership. In the following three years of state-owned reform, China’s petrochemicals responded to the request to set up a reform implementation programme and work table, breaking down 80 specific tasks for further reform and implementing them on a case-by-case basis. Building a modern business system is a top priority for state-owned business reform. The three-year action plan for state-owned enterprise reform (2020-2022), which was considered by the Central Committee for the Further Review of the Implementation of the Programme of Action for the Reform of State-owned Enterprises, has given top priority to “building a modern business system that focuses on China’s characteristics.” China's group of petrochemicals has developed an in-depth understanding of the central spirit. The study on this subject identified 28 lists of follow-up tasks and improved the working rules of the three main governing bodies at the level of party membership, board of directors and managers and their accompanying systems. It is understood that, in order to strengthen party leadership, China's petrochemicals have amended the company charter at the group level, developed a list of matters of importance discussed and decided by the group, and clarified the boundaries of authority and responsibility; and, at the direct enterprise level, issued institutional documents such as the Implementation Opinion on the Strengthening of Party Leadership in the Improvement of Corporate Governance by Direct Enterprises ( Trial), which provides guidance to the Business Advancement Party in the construction of its charter, refines the institutional mechanisms and supports the leadership role of the party committees. At the same time, the Board of Directors (executive directors, branch representatives) and the party secretary “one-on-one” leadership system have been vigorously pursued, with the Board playing a strategic, decision-making and risk-proof role. The Board comprises five panels, namely, the Strategy and Investment Committee, the Audit and Risk Committee, the Nominations Committee, the Remuneration and Evaluation Committee and the Social Responsibility Committee. The establishment of the Panel, which is composed of directors of companies who conduct research on matters of a professional nature and provide advice to the board of directors, has made it possible for directors of companies to focus more precisely on the difficulties affecting enterprise development and for decision-making to be more forward-looking and effective. The implementation of managerial tenure and contractual management is an important part of the establishment of a modern enterprise system and an important support for the high-quality development of enterprises. China's petrochemicals promoted market-based reforms such as management at the managerial level and contractual management, career managers, professionalized employees, medium- and long-term incentives, carefully and in an orderly manner gave direct units the authority to manage contracts, test and evaluate and pay management, and progressively moved towards working mechanisms that “are appointed for a term, have a job, have a job, have a job, have a job, have a reward for performance, and have to adjust for incompetence”. “After three years of reform and exploration, China's petrochemicals have established a well-regulated corporate corporate governance structure.” The relevant head of the Organization Department of China's petrochemicals Group (Ministry of Human Resources) reported that, in February 2022, China's PIC was evaluated as a “model corporate governance enterprise” for State-owned enterprises. Strengthening market-based mechanisms: Significant increase in labour productivity For the fourth year in a row, our country has the highest number of companies among the world's 500-strong wealth that has just been released, and the success of central enterprises in promoting high-quality development through reform and innovation has been remarkable. But we should also be sober to see that Chinese firms still have some gaps and deficiencies compared to world-class firms. For example, in the article Building the World’s First-class Energy Chemical Enterprise, Ma Yongsheng stated that China’s three major oil companies had an average per capita sales income of US$1.2 million in 2018, while Exxon and others had between US$30 million and US$4 million. In order to improve productivity, it is necessary to deal with the problems of “managers, staff, staff and income” through three systems: labour, personnel and distribution. On 4 August 2021, China’s three-year action plan for the further reform of the petrochemical system and the three-year advance in the reform of the system will be held in Beijing. Ma Yongsheng stressed the need to be aware of the urgency of the new era in advancing the three-year drive for further reform, to improve the “three-power” mechanism, and to further advance the three institutional reforms. Three institutional reforms – one involving the “hat” and the “vote” – have been a major focus and a challenge for state-owned enterprises. China’s petrochemical wall charts have been fighting, charting, deepening the evaluation and supervision of direct enterprises, building up the “top-level design-promotion-optimization-optimization” closure, and pushing for change. The issue of “hats” is the key to three institutional reforms. After extensive research, the Organization Department of China’s petrochemical group (Ministry of Human Resources) introduced tenure and contractual management, starting with pilot projects, such as catalyst companies, and moving forward steadily from point to point. At present, there are 392 enterprises of all levels and 1,172 members of managers of all levels covered by the State Accounting Committee of the State Council, all of which have signed job appointment agreements, terms of office and annual performance appraisals, with a 100 per cent rate of signature at the top of the list. One of the beneficiaries of this reform is the director of the oil management station in Fuoshan, Guangdong. Because of her outstanding performance, in January this year she was promoted to a post at the special level from a level 4 station where she worked for more than half a year, and this “jumping” often takes five to six years, according to the previous step-by-step promotion path. The issue of “places” is not simply one of “entry” or “out”, but, more importantly, of addressing critical issues such as inadequate workforce dynamics, weak work dynamics and a shortage of “high and short” talent through optimal adjustments in human resources. In China, the petrochemical system has revised the Measures for the Management of Total Workloads, improving the criteria for job placements, and constructing a system for the management of total work stock, based on the “Vision target person-total work planning target-annual work plan” and accompanied by the “Incentive for the Adjustment of Labour Cost Indicators to Increase and Reduce Changes in Work Use and the Optimization of Specialized Evaluation Mechanisms for Work Use”. Over the past three years, China has continued to optimize the total number of petrochemicals and to increase the productivity of its entire workforce. For example, in the Victory Field, 5,300 people have been employed internally and 23,700 people have broken into the market by directing departing workers to new businesses, vacant posts and external markets. China’s petrochemical reform of the pay distribution system is at the core of three institutional reforms. By developing a special system for the management of gross wages, and by improving the wage decision-making mechanisms for “benefit linkages, efficiency adjustments” it stimulates firms to improve their efficiency, while making large “cakes” and creating “cakes” in which “income gains and losses” are accompanied by a common increase in the per capita income and economic benefits of their employees. After three years of reform, the original concept of “doing as much as it does” was completely broken. In 2021, China achieved a significant increase in the rate of withdrawal of its petrochemical managers and the rate of marketization of its employees. The rate of withdrawal of its leaders at the central and grass-roots levels was historically high, with total labour productivity increasing by 26 per cent over the previous year. Optimizing the industrial layout: Promoting quality enterprise development On 8 April 2021, the first commercial hydrogen-filling station in Chongqing City, China's petrochemical semi-sanctide hydrogen-filling station, began work. On 16 April 2021, the first hydrogen-filling station in Hainan Province, the silver-fung-hydrogen plant in China, was inaugurated. On 9 September 2021, at Beijing Yangqing and Chongryon Hebei, four Chinese petrochemical plants were dropped... “The future of China's petrochemicals will seize the historic opportunity of the rapid development of the hydrogen energy industry, press ahead with the deployment of the hydrogen energy industry and work to build China's first hydrogen energy company.” This is a message from Ma Yongsheng to the public during the National Conference in 2022. Not only is hydrogen energy, according to Ma Yongsheng, China's petrochemicals will continue to be active in the field of new energy sources and will vigorously develop other new energy operations, including solar, wind, geothermal and biomass energy. Among them, in the area of solar energy, the company has launched the “Kilga Station Photovoltaic Extension Programme” which, in accordance with local light resource conditions and local support policies, combined with the integrated remodelling of gas stations, the charging of power pegs and the construction of power switching equipment, aims to add 400 megawatts to the 14th Five-Year Plan at the end of the “14th Five-Year Plan”. In three years of state-owned reform, China’s petrochemicals have been at the forefront of the development of national eco-civilization. At the same time, China has intensified its efforts to reform the institutional mechanisms of science and technology for leading international companies, while focusing on the country’s primary responsibility for energy security and building a “one-base, two-wing, three-pronged” industry and promoting high-quality enterprise development. “One base” refers to upgrading the sustainable development capacity of companies, strengthening domestic and foreign integration, strengthening their hydrocarbon resource base, and effectively upgrading their oil and gas reserves and primary energy production capacity; “two wings” refers to enhancing the supply of clean energy and chemical industries, on the one hand, and high-end synthetic materials, on the other, and accelerating the development of high-end materials such as carbon fibre, biodegradable chemicals, high-performance synthetic resins, on the other; and “three new” refers to building capacity in new and emerging energy sources, new economies and new sectors, strengthening strategic and new industries and expanding opportunities for high-quality growth, in keeping with world energy changes and industrial development. As a result of reform and development, China's petrochemical industry is becoming more and more well organized and structured. The replacement rate of oil and gas reserves in 2021 was 154 per cent, while the production of natural gas grew by 11.9 per cent over the previous year, and production of high-value-added chemical products continued to increase. Speeding up the process of re-engineering: Unleashing the engine of innovation. In April 2020, the State Finance Committee of the State Council selected state-owned technology-type enterprises, which are more urgent in terms of innovation, to deepen market-based reforms, and to create models for State-owned technology-based enterprise reform and self-innovating champions. This led to the opening of the National Enterprise Reform Project, the “Model Action for Reforming Science and Technology.” It is understood that China's petrochemicals aim to build technology-led companies, focus on achieving technological self-reliance, carry out science transformation demonstration actions in eight immediate research institutes, and actively innovate institutional mechanisms. On 8 June of this year, China's petrochemical catalyst company spoke at a conference organized by the Office of the State Enterprise Reform Leadership Group of the State Council on the theme “Model actions for science change” and the promotion of incentives for strengthening science, technology and innovation. The company actively explored reforms such as equity incentives and overprofit-sharing, stimulating the dynamism of human innovation, and the launch of the “Model Action for Change” has so far been patented 79 cases. “Cluster Catalyst is only one representative of China's petrochemical acceleration of its science and technology reform, and we take the important lead in promoting the reform of science and technology institutional mechanisms in a high-quality manner so that we can assume the central role of a national strategic science and technology force. In 2021 alone, China's petrochemical company, the head of the company, said, had won a national science and technology award for seven projects, applied for 9338 patents and authorized 5844 patents, all of which were at an all-time high, with a combination of patents at the top of the list. At the beginning of this year, a fierce battle began in China in the field of petrochemical technology: research teams from various institutions of higher learning, such as Zhejiang University and the Dalian Institute of Chemistry and Physics of the Chinese Academy of Sciences, “Five to Six” were successful. They “show” the first list of projects in China’s petrochemical public list of Na-hyun, covering areas such as oil and gas and new energy sources, new high-end materials, and low-carbon environmental technologies. As China’s new model of petrochemical technology containment, the “Soldier Corps” operation will help to break down the boundaries of business, industry, etc., and become effective players in expanding the scope and depth of scientific and technological research and development. More than 60 multi-level R & D institutions, 24 members of both chambers, and more than 20,000 R & D personnel provide a strong foundation for China's petrochemicals as a force for national strategic science and technology and an important basis for collaboration with public relations. By the end of 2021, the company's “Ten Dragons” model of technology closure was built on a well-established industrial chain, with a cumulative total of more than 200 major technology packages undergoing industrial transformation through the “Ten Dragons” focus. In the future, China's petrochemicals will also aim to combat major critical packages of technology and continue to improve the policy of the ten dragons, thereby providing strong support for the achievement of significant results and breakthroughs. Reforms are endless, and it is time to sail. As China’s largest energy industry, petrochemicals are making a transition to the world’s leading cleaner energy industry by deepening reforms and moving toward an internationally competitive world-class firm.

Note: This is a translated version of the Chinese news media article. A mature and nuanced reading is suggested.

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2022-09-27: Wrote: On 26 September, the Supervisory Board of the Liaoning Provincial Disciplinary Council released information on two officials who had been investigated, namely, the former Deputy Mayor of the city of Khamsan, Liaoning Province, Chen Zhigang, former Director of the Municipal Public Security…  

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2022-09-27: Communist Party of China From the point of view of maintaining the stability of the political system, the long-term governance of the ruling party and the long-term viability of the State cannot be achieved without a combination of legitimacy and effectiveness. In the contemporary world,…

A week of anti-corruption archives : The last railway minister was "enjoying superstitious activities"; this year's female "first tiger" was arrested

2022-09-27: I. OBJECTS (9.17-9.23) Review of investigations Weizo, Second Inspector, Wage Benefits Division, Ministry of Human Resources and Social Security, under review The former Standing Committee of the Changchun City Council and the former Secretary of the Labour Committee of the China-Korean…  

Create an "International E-sports Capital", another strong player enters the game

2022-09-27: In recent days, the Shenzhen City Department of Culture, Radio, Tourism and Sports has publicly sought the advice of Shenzhen City on certain measures for the construction of an international electric competition capital. It has proposed the creation of an international electric competition in the…  

"Twin Cities" on the rise: opening a new situation with Chengdu and Chongqing

2022-09-27: Column Since the Party’s eighteenth birthday, the Party and the State have made historic achievements, made historic changes, and written a new chapter in the history of China’s nation’s development that has rejuvenated itself. Every exciting achievement and change reflects the true light of new…  

Qiu Yong is the Secretary of the Party Committee of the Shanghai Stock Exchange; the underwriting rate of financial bonds has broken the "floor price" again; the limited issuance of more than 500 billion yuan of special bonds will "open the gate"丨Da Asset Management Weekly Intelligence

2022-09-27: The 21st Century Institute of Investment and Management, Wu Shan, the intern's king. I. REGULATIONS AND POLICY 1. The China Silver Insurance Supervisory Board issued the Decision of the China Silver Insurance Supervisory Board to Amend the Regulations on Partial Administrative Permits The…  

The transformation of scientific and technological achievements is favorable, and innovators stand in the C position of the times

2022-09-27: CYOL Reporter Qiu morning Fai, China Youth News client, 27 September 2022 On 14 May 2021, Liao Ning Shenyang, a technical technician at Liao Ning Yanyang Medical Equipment Company Ltd., worked with the Chinese Medical University Hospital No. 1 to build a production research base for the…