中国海洋石油集团有限公司（简称“中海油”）是国务院国资委直属的特大型中央企业。近年来，中海油积极推动数字化转型工作，加强IT基础设施建设、智能油田建设、经营管理信息系统建设和加强网络信息安全防护，通过探索智能巡检机器人、物联网等新技术应用和加快培育电商平台等销售新业态，不断强化数字技术应用。下一步，中海油将按照“一个平台、两套体系、三朵云”的数字化转型顶层设计蓝图、大力推进数字化转型，助力公司降本增效与高质量发展。
Q1：中海油数字化转型经过了怎样的历程？
中海油从成立之初就开始抓信息化工作，主要分为三个时期：从上世纪80年代公司成立之后，主要抓通信技术发展；2005年在公司上市之后，公司发力管理信息化，开始建设以ERP为核心的管理信息系统；“十三五”期间，随着技术的进步，加大了生产信息化力度，提出建设“智慧海油”。不同时期侧重点不同，但管理信息化和生产信息化都在持续升级、应用范围不断扩大。
Q2：中海油数字化转型有什么标志性成果？
近期，中海油宣布建成了我国首个海上智能气田群：这就是一个数字化转型的标志性成果。这个智能应用标志性成果就是东方气田群。它是由10座海上生产平台、1座陆地处理终端和数条海底油气管线组成，可以远程遥控气田生产，实现“一键配气”。一方面，能根据不同用户需求，瞬间完成不同气质的配送，大幅提高生产效率；另一方面，在台风等恶劣极端天气情况下，确保人员安全的同时保障民生供气的稳定。平台自动配气、设备智能检测、智能机器巡检等应用，比传统人工有更高的精确度和准确性，让生产安全更有保障，具有极大的示范推动意义。
中海油开展智能油田的设计，从勘探、开发生产到钻井、到工程建设等等，完全按照数字化来做。下一步将积极开展无人化、少人化平台改造，打造海上油气勘探开发“智慧大脑”，充分发挥智能油田“降本、增效、防风险”的价值。
Q3：中海油在新技术应用场景上有哪些突破？
一是智能巡检机器人。海上生产要保证生产设备的可靠性、完整性、连续性，原来需要人工定期巡检，现在由根据生产规律研发的巡检机器人代替人工，可以降低员工劳动强度和安全风险，提升效率；
二是物联网远程控制。实现了把几百公里外的海上平台连到陆地，从陆地对海上现场操作进行远程控制，让管理更简单。
Q4:数字化转型给中海油业务带来了哪些变化？
在电商迅速发展的背景下，从“借船出海”到“造船出海”，中海油建立了自己的电商平台——“海油商城”。“海油商城”自2019年底正式投用后，到目前累计交易额突破3000亿元，有力推进了销售模式创新，拓展了销售渠道，增加了客户的黏性、忠诚度。目前，“海油商城”还处于发展阶段，随着中海油特色“营销生态圈”的打造，电商、零管、物流等信息系统将逐渐完善，会进一步提升公司经营管理的精细化水平。
Q5:您认为数字化转型有哪些难点？关键是什么？
数字化转型做起来还是很难的。首先，信息化投入就是一大难点。去年我们遭受新冠疫情和油价下跌双重打击，今年形势也很严峻，我们面临降本增效的难题。其次，各业务部门面临人力和物力短缺等问题。这就需要领导下决心，大家积极参与。此外，业务转型是数字化转型的重点，需要懂业务、懂管理、懂信息技术的复合型人才推动，这对企业人才队伍提出了新要求。
简言之，在数字化转型过程中，领导重视、业务部门参与、经费保障，这三点至关重要，否则，光靠信息部门是搞不成的。
Q6:中海油数字化人才培养有何规划？是否有专门的科技公司？
为培养和储备数字化人才，一方面，我们与中国石油大学合办大数据人工智能研究生班，从管理各专业技术的本科生送拔优秀人才做定向研究生培养，需求还很旺盛；另一方面，我们内部每年举办多次IT技术培训班，通过多种形式培训员工，包括在对干部的培训中也有数字化转型的内容。
中海油也有专门的信息科技公司，主要服务公司内部IT建设。从中海油信息架构来看，科技信息部负责管理，信息技术中心（ITC）总体承接总部任务，信息科技公司等单位负责具体的信息化建设和运维工作。
Q7:中海油如何规划数据资产管理？
数据作为生产要素，国家已经写入“十四五”规划。中海油目前在建统一的数据标准、统一的数据服务，其中在上游勘探开发数据治理、财务数据标准化和业务财务一体化方面做了大量工作。有了统一管理的基础再开发应用，避免信息孤岛、烟囱式架构的局限性，保证互联互通。
Q8:未来中海油数字化转型描绘了怎样的蓝图？
为加快推进数字化转型，中海油提出“一个平台、两套体系、三朵云”的蓝图构架。
“一个平台”是统一的技术平台;
“两个体系”是IT治理体系和网络安全技术体系;
“三朵云”是管理云、生产云和销售云，从业务上来划分三大类的应用系统，按照“三朵云”进行管理，以此作为奋斗目标，来推进公司的数字化转型，实现整个公司的降本增效和高质量发展。
翻译：
China National Offshore Oil Corporation Limited (CNOOC for short) is a super large central enterprise directly under The State Council SASAC. In recent years, CNOOC has actively promoted digital transformation, strengthened IT infrastructure construction, intelligent oilfield construction, operation and management information system construction, and strengthened network information security protection. By exploring the application of new technologies such as intelligent inspection robots and the Internet of Things, and accelerating the cultivation of new sales forms such as e-commerce platforms, CNOOC has continuously strengthened the application of digital technologies. In the next step, CNOOC will vigorously promote digital transformation according to the top-level design blueprint of digital transformation of “one platform, two systems and three clouds”, so as to help the company to reduce cost, increase efficiency and develop with high quality.
Host: How has CNOOC’s digital transformation gone?
Wang Tongliang: CNOOC began to focus on information technology at the very beginning of its establishment, which can be divided into three periods: after its establishment in 1980s, it mainly focused on the development of communication technology; After going public in 2005, the company made great efforts in management informatization and began to build a management information system with ERP as the core. During the 13th Five-Year Plan period, with the progress of technology, the production informatization has been intensified, and the construction of “CNOOC” has been proposed. Different periods have different emphases, but both management informatization and production informatization are continuously upgraded and their application scope is constantly expanding.
Host: What are the signature achievements of CNOOC’s digital transformation?
Wang Tongliang: Recently, CNOOC announced the completion of China’s first offshore smart gas field cluster: This is a landmark achievement of digital transformation. The signature result of this intelligent application is the East Gas Field Group. It is composed of 10 offshore production platforms, a land processing terminal and several subsea oil and gas pipelines, which can remotely control the production of gas fields to achieve “one-button gas distribution”.
On the one hand, according to different user needs, instant delivery of different temperament, greatly improve production efficiency; On the other hand, in the case of severe and extreme weather such as typhoon, the safety of personnel and the stability of people’s livelihood and gas supply can be ensured. Applications such as platform automatic gas distribution, equipment intelligent detection and intelligent machine inspection have higher accuracy and accuracy than traditional manual, so that production safety is more guaranteed, which has great demonstration and promoting significance.
Cnooc conducts the design of smart oil fields in complete accordance with digitalization, from exploration, development and production to drilling and engineering construction. In the next step, we will actively carry out the transformation of unmanned and less unmanned platforms, build the “intelligent brain” of offshore oil and gas exploration and development, and give full play to the value of “reducing cost, increasing efficiency and preventing risks” of smart oil fields.
Host: What breakthroughs has CNOOC made in the application of new technologies?
Wang Tongliang: One is intelligent inspection robot. In order to ensure the reliability, integrity and continuity of production equipment in offshore production, it used to require regular inspection by humans, but now it is replaced by inspection robots developed according to production rules, which can reduce the labor intensity and safety risks of employees and improve efficiency. The second is remote control of the Internet of Things. It can connect a platform hundreds of kilometers away from the sea to the land, and remotely control the on-site operations at sea from the land, making management easier.
Host: How has the digital transformation changed CNOOC’s business?
Wang Tongliang: Under the background of the rapid development of e-commerce, CNOOC has established its own e-commerce platform — “CNOOC Mall” from “going to sea by borrowing ships” to “going to sea by building ships”. Since the “CNOOC Mall” was officially put into operation at the end of 2019, the accumulated transaction volume has exceeded 300 billion yuan so far, which has effectively promoted the innovation of sales model, expanded sales channels, and increased the loyalty and stickiness of customers. At present, “CNOOC Mall” is still in the development stage, with the construction of CNOOC characteristic “marketing ecosystem”, e-commerce, zero management, logistics and other information systems will gradually improve, will further enhance the company’s management level of refinement.
Host: What do you think are the difficulties of digital transformation? What’s the key?
Wang Tongliang: Digital transformation is still very difficult. First of all, informatization investment is a big difficulty. Last year, we were hit by the double blow of COVID-19 and falling oil prices. This year, the situation is also grim. We are faced with the challenge of reducing costs and increasing efficiency. Secondly, the business departments face human and material shortages and other problems. This requires the determination of leaders and the active participation of everyone. In addition, business transformation is the focus of digital transformation. Which needs to be promoted by interdisciplinary talents who understand business, management and information technology. Which puts forward new requirements for enterprise talent team.
In short, in the process of digital transformation, leadership attention, business department participation, financial security, these three points are crucial, otherwise, relying on the information department alone can not achieve.
Host: What is the plan of digital talent training of CNOOC? Is there a dedicated technology company?
Wang Tongliang: In order to cultivate and reserve digital talents. On the one hand, we jointly run the big data artificial intelligence graduate class with China University of Petroleum. And send excellent talents from undergraduate students of management and technology for oriented graduate training. The demand is still very strong. On the other hand, we hold several internal IT technology training courses every year. And train employees in various forms, including the digital transformation content in the training of cadres.
Cnooc also has specialized information technology companies, mainly serving internal IT construction. In terms of the information structure of CNOOC. The Science and Information Department is responsible for management. The Information Technology Center (ITC) is responsible for the overall tasks of the headquarters. And the information technology company and other units are responsible for specific information construction and operation and maintenance work.
Host: How does CNOOC plan data asset management?
Wang Tongliang: Data as a factor of production has been written into the 14th Five-Year Plan. Cnooc is currently building unified data standards and data services. Among which a lot of work has been done in upstream exploration and development data governance. Financial data standardization and business and financial integration. With the unified management of the basis for the development of applications, avoid the information island, the limitations of the chimney architecture, to ensure interconnection.
Host: What is the blueprint for CNOOC’s digital transformation in the future?
Wang Tongliang: In order to accelerate the digital transformation. CNOOC proposed the blueprint structure of “one platform, two systems and three clouds”. “One platform” is a unified technology platform, “two systems” are IT governance system and network security technology system. “three clouds” is management cloud, production cloud and sales cloud, from the business of three categories of application system, according to the “three clouds” management. As the goal, to promote the company’s digital transformation. Achieve cost reduction, efficiency improvement and high quality development of the whole company.
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