曾经的海外上市失利,痛定思痛,中海油原总经理卫留成要求中海油遵照上市公司的标准去做,每年定时出年报,同时加强投资者关系的沟通与维护,并把中海油真实的一面展示给投资人。基于这样的考虑,在2001年导入“对标管理”便是顺理成章了。在中海油人看来,对标不单为了寻找差距、分析不足、补齐短板,还有透明、公开的意味在其中。对标是面镜子,既照自己,也照别人。 Once overseas listed defeat, bitter experience of pain, CNOOC General Manager Wei Liucheng asked CNOOC to comply with the standards of listed companies to do an annual report regularly, while enhancing investor relations communication and maintenance, and the real side of CNOOC to show to investors. Based on this consideration, in 2001, the introduction of “benchmarking management” is a matter of course. In the view of CNOOC, the benchmarking is not only aimed at finding gaps, analyzing deficiencies, filling shortages, but also being transparent and open to them. Benchmark is a mirror, both as yourself, but also according to others.