Who's Fu Chengyu? Introduction!

From 2000 to 2002, Fu Chengyu participated in the reorganization of China Offshore Oil Co., Ltd. and China National Offshore Oil Service Co., Ltd., two subsidiaries of China Offshore Oil Corporation, and successfully promoted the listing of the two companies overseas. After becoming the general manager of China Offshore Oil Corporation in 2003, Fu Chengyu revised the strategic target system and core development strategy of China Offshore Oil Corporation on the basis of sober judgment and in-depth analysis of the company's internal and external development situation, and established the overall 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 2006, 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 654.38+32.4 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 1 100 million yuan; By the end of 2006, the company's total assets were 250.7 billion yuan, an increase of 31%; Net assets 1, 376,5438+0 billion yuan, an increase of 30%. The annual oil and gas output was 40.33 million tons of oil equivalent, an increase of 3.4%. Fu Chengyu, CEO of China Offshore Oil Corporation, has made unremitting efforts to promote the adjustment and upgrading of enterprise industrial structure, and transformed China Offshore Oil Corporation from a traditional oil and gas exploration and development enterprise into a comprehensive enterprise group with prominent main business and complete industrial chain. While 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 LNG import project in China in June 2006, China Offshore Oil Corporation 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 market share of downstream products such as urea, heavy asphalt and fuel oil has been continuously improved, becoming the main force to replace similar imported products. According to the general idea of scientific development, Fu Chengyu presided over the restructuring 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. Under the condition that no one is laid off, no one is diverted and no one is unemployed, through the integration of internal resources, the five surviving enterprises that were originally struggling to develop will be reorganized into a new enterprise group full of development potential and vitality. Attending the activity meeting (20) Fu Chengyu led China Offshore Oil Company 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, which expanded the company's business to 65,438+00 countries and regions such as Southeast Asia, Australia, Africa and Caspian Sea. In June, 2005, 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 with a cash of US$ 654.38+US$ 08.5 billion. Although the transaction failed 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 the 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 of American Consumer News and Business Channel "Best Business Leader Award in China"; Won the "Top Ten M&A People in China" selected by the M&A Trade Union of the All-China Federation of Industry and Commerce; Selected as "2006 Entrepreneurial China Reform Meritorious Award" by Contemporary Manager magazine; Won the top ten series of talents in China in 2006, which were selected by the Education, Culture, Sports and Health Committee of China People's Political Consultative Conference, 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 2006" selected by World Productivity Science Union and China Productivity Society; He was awarded the title of "the most influential business leader in China in 2006" 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, and creates a harmonious situation for the common development of enterprises and employees; 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 broader 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 received a total of 200 million yuan from various social donations. In 2006, a total of 75.97 million yuan was invested in public welfare undertakings such as poverty alleviation, aid to Tibet, education and disaster relief. In April 2006, CNOOC China was selected as one of the top ten charitable enterprises in the "2006 China Charity Ranking" sponsored by China Social Workers Association and compiled by Public Welfare Times and Corporate Citizenship Committee. In September, in the first "social welfare demonstration project" jointly sponsored by national 15 well-known NGOs, the "China Offshore Oil Corporation Scholarship Fund Project" jointly sponsored by China Soong Ching Ling Foundation won the "Best Partner" award. This year, the company was rated as "the model of social responsibility 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 Offshore Oil. Through comprehensive innovation in management and technology, the company will promote the comprehensive, coordinated and sustainable development of enterprises, become a multinational company with strong international competitiveness, and make preparations for the goal of "building a world-class energy company"; It will also make greater contributions to building a well-off society in an all-round way and building a harmonious socialist society. The main point of this paragraph is 1. China enterprises should overcome difficulties and strengthen their confidence in overseas development. Enterprises in China began to "go global" in 2 1 century. At this time, western enterprises have entered the post-industrial development stage, and the main resources and markets have almost been carved up. You can imagine the difficulty of "going out". Although enterprises in China 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 20 years, especially through the transformation of overseas listing, so they should believe in their own strength. With the increasingly powerful motherland as the strong backing, China enterprises should have firm 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 road of unconventional innovation. We should not only learn advanced management concepts and experiences from the West, but also give full play to our own advantages and organically combine them to form a development model with our own characteristics, so as to catch up with western enterprises in the competition. (Source: Fu Chengyu's speech at the 2005 Shanghai-Hong Kong Youth Forum, September 2005) 3. We should adhere to the principle of equal cooperation, win-win and mutual benefit, and be selected as the person of the year of Time magazine. 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 become an international citizen. China enterprises 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 observance of international capital market rules, 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 enterprises should complement each other's advantages, work together, give full play to their comprehensive strength, and play a "combination boxing" to help the host country solve problems, meet the demand, and at the same time realize their own development. The difficulties encountered by enterprises in China 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 abroad, 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 adapt to talents with different cultures, different thinking and different backgrounds.