Xinjiang Beiken Energy Engineering Co.Ltd(002828)
2021 general manager’s work report
In 2021, affected by geopolitics, the world situation is complex and changeable, with more uncertain factors. The covid-19 pneumonia epidemic has been repeated, and the impact on economic activities is still obvious. Subject to the impact of environmental protection policies and the in-depth promotion of energy consumption control and supply side reform under the background of “double carbon”, commodity prices have generally risen and fluctuated sharply. The above factors have a direct impact on the company’s business activities in 2021. Under the leadership of the company’s management team, the company’s overall business activities in 2021 were relatively stable.
1、 Review of work in 2021
(I) overall operation in 2021
In 2021, the company realized an operating income of 1143382800 yuan, an increase of 22.19% over the previous year; The net profit attributable to the shareholders of the listed company was 199473 million yuan, a decrease of 9.54% over the previous year; The net profit after deducting non-profit was 169794 million yuan, a decrease of 9.48% over the previous year; The return on net assets was 2.05%, down 0.51% from the previous year.
Increase or decrease of the project from 2021 to 2020 over the previous year
Operating income (yuan): 11433827727993575363082 22.19%
Net profit attributable to shareholders of listed companies 19947316042492815788 – 19.98% (yuan)
Net profit attributable to shareholders of listed company after deducting non recurring profit and loss of 16979387341875729293 – 9.48% (yuan)
Net cash flow from operating activities 49815223385503867290 – 9.49% (yuan)
Basic earnings per share (yuan / share) 0.10 0.12 – 16.67%
Diluted earnings per share (yuan / share) 0.10 0.12 – 16.67%
Weighted average return on net assets 2.05% – 0.51%
Increase or decrease at the end of 2021 and 2020 compared with the end of the previous year
Total assets (yuan) 276480467202262948965007 5.15%
Net assets attributable to shareholders of listed companies 96 National Silicon Industry Group Co.Ltd(688126) 81697846929358 – 1.18% (yuan)
(II) initially form a relatively perfect market layout
In 2021, the company further improved the market layout covering coalbed methane, tight gas, shale gas, conventional oil and gas and other fields through mergers and acquisitions and the expansion of new markets and new customers, so as to comply with the trend of the transformation of energy structure to cleaner and low-carbon. At present, the southwest market dominated by Sichuan Chongqing shale gas development, the Xinjiang market dominated by conventional oil and gas development in southern and Northern Xinjiang, the Shanxi market dominated by CBM and tight gas development and the international market dominated by Ukraine constitute the main market pattern of the company at this stage.
1. Sichuan Chongqing shale gas market. In 2021, the company created a number of technical indicators in the drilling and fracturing services in the southwest market. For 6 shale gas wells on platform 203, the designed drilling depth is 67006900m, the horizontal section is 2300m, the drilling design cycle is more than 120 days, and the average completion cycle of 6 wells is 70 days, the fastest 61 days. For the fracturing construction of well 203h2-1, the well fluid volume is 120000 m3, the proppant is 9500 tons, and the maximum construction pressure is 115 MPa. Many technical indexes such as fluid consumption, sand addition, construction displacement and construction pressure of the well have set a new record for fracturing of deep shale gas wells in China.
2. Xinjiang conventional oil and gas market. Due to the influence of climate, the operation time in Northern Xinjiang is obviously insufficient compared with that in the mainland, the utilization rate of equipment capacity is low, the operation time of personnel is short and the efficiency is insufficient. At the same time, the team in Xinjiang’s market system is dominant, and there are many restrictive factors in workload, price, settlement and so on. The company is making greater efforts to expand other types of customers and market segments such as coalbed methane and geothermal in Xinjiang market. At the same time, it is also expanding emerging businesses such as chemical products, testing and leasing around existing customers.
3. Through the acquisition of Zhongneng Wanqi, Shanxi entered the CBM and tight gas market. At present, China energy Wanqi has achieved full coverage of high-quality customers such as Yamei energy, Zoomlion coalbed methane (PetroChina, CNOOC), Lanyan group, orchid group and China Australia Group, and has won the title of high-quality supplier of Yamei energy and Zoomlion coalbed methane for two consecutive years. According to relevant plans, the development of coalbed methane and tight gas dominated by Shanxi is expected to be further strengthened, which will provide strong market support for the company’s subsequent workload.
4. International market. The international market of the company is mainly Ukraine. At present, it is the largest private oil service enterprise in Ukraine, with a total of 7 sets of equipment invested. The company’s business covers mainstream customers such as Ukrainian National Oil Company (UGV), the largest private enterprise dtek and comprehensive energy enterprise UDC, and forms a close cooperative relationship with Halliburton.
(III) further improve business processes and improve management efficiency
In 2021, according to the new regulatory requirements and rules, the company will strengthen internal control and improve management efficiency as an important work. Strong actions have been taken from the aspects of environmental and risk analysis, sorting out internal processes and control measures, staffing and strengthening, and application of scientific and technological means.
1. Comprehensively sort out business and management processes. Focusing on key business links and management activities, the company comprehensively combed the existing management processes and control measures, improved the management processes and increased risk control means and measures in terms of purchase pricing, acceptance, fund receipt and payment, salary assessment and payment, seal management, etc.
The labor contract, employee handbook, purchase contract, sales contract, employee safety risk notification and other texts have been comprehensively sorted and revised to further reduce the compliance risk.
2. Comprehensively promote the construction of enterprise digitization. In 2021, in accordance with the implementation plan of ” Xinjiang Beiken Energy Engineering Co.Ltd(002828) digital construction master plan”, the company launched the systems of “salary and salary”, “reimbursement at any time”, “anno” and so on, realizing the online and intelligent business of human resources, expense, security management and so on. In particular, the “anno” safety management system has changed the traditional mode that the industry relies on “man to man” safety management, and give full play to the role of equipment data, video data, electronic inspection and other means in safety management.
3. Further increase security risk prevention. In order to further implement the requirements of the new work safety law, the company’s quality, safety and environmental protection department takes the lead and personnel at all levels participate in the implementation of the main responsibility for work safety and the safety production responsibility system of all employees one by one, from the aspects of safety management organization structure, safety management system, operation procedures and risk notification of personnel at all posts, safety production training plan and system The formulation of emergency plans and drills have been comprehensively sorted out and standardized. Strictly implement the relevant well control management rules of Party A, give full play to the role of “anno” safety management system in information upload and standardized supervision and inspection, and the safety production presents an overall stable trend in 2021.
2、 2022 annual work plan
In 2022, the company is facing a severe business environment. The Russian Ukrainian war led to the overall shutdown of Ukrainian projects, and the continuous rise of oil and commodity prices further increased the cost pressure. The epidemic prevention and control brought some obstacles to the supply chain and personnel flow, and had a certain impact on the production and operation organization. According to the above situation, after discussion, the management of the company will improve the ability to cope with business risks, improve internal management, reduce costs and increase efficiency and further expand new markets as three important tasks in 2022.
(I) improve the ability to deal with business risks
1. Reduce the impact of shutdown losses in Ukraine. The company’s project in Ukraine is currently in a state of total shutdown, and the personnel have been safely evacuated home. In 2022, the company plans to take various measures to minimize the losses caused by shutdown in Ukraine. First, continue to communicate with relevant customers / owners, fully urge the collection based on the contract, and ensure the collection of accounts receivable on schedule; Second, closely follow the situation of the Russian Ukrainian war, discuss relevant technical issues with existing customers through video and teleconference, study the impact of the existing supply chain and alternative measures, and strive to return to work and production as soon as possible after the war; Third, strengthen the development of surrounding and other international markets, expand the scale of the international market through the export of personnel and technical services and the trade of self owned products, and reduce the losses caused by personnel suspension.
2. Enhance the ability to resist business risks. In 2022, the company will further optimize the asset liability structure, raise funds in various aspects, ensure the safety of the company’s funds and enhance its ability to resist various risks. First, strengthen cooperation with relevant financial institutions to ensure that the new credit scale meets the needs of the company’s normal business. At the same time, the company will further reduce the pressure of capital advance and expenditure through business model innovation, supply chain resource integration and appropriate control of capital expenditure; Second, revitalize idle assets in all aspects and optimize asset allocation. In 2022, the company will continue to promote the inventory of stock assets and dispose of assets that are idle, scrapped and have no actual use value for a long time. At the same time, according to the market development, adjust the equipment assets nationwide to ensure that the equipment assets can give full play to the maximum use efficiency; Third, strengthen the management of accounts receivable. In 2022, the company will further sort out its business structure, reduce or stop businesses with slow collection and poor collection quality, strengthen various collection means and further increase the turnover speed of accounts receivable.
(II) continuously improve internal management, reduce cost and increase efficiency
Subject to the market and competition pattern of the existing business, before there is no major change in the structure of main customers and revenue customers, the company does not have the ability to negotiate and negotiate on the contract price and payment terms. Only by continuously reducing various costs can we ensure the corresponding profitability and market competitiveness.
1. Centralized procurement reduces costs. In 2022, the company will reshape the procurement system with the goal of “centralization, specialization and grading”. By gathering the procurement needs of important materials and engineering technical services used throughout the company, we can establish scale advantages and focus on professional negotiation, so as to win price space for long-term cooperation. At the same time, the company will fully implement the digital construction of procurement management, and ensure the efficiency of procurement management system through a wider range of supplier screening and open and transparent procurement process.
2. Improve engineering and technical capacity and reduce costs. All kinds of costs incurred in drilling operation are the core of the company’s main business costs. In 2022, the company plans to improve the cost control in the operation process through comprehensive technical capacity improvement, standardized management and control, single well / single platform performance evaluation and other measures. First, implement centralized management of engineering technology, gather expert resources and expert experience at the company level, and ensure that technical guidance and implementation can be provided in time in case of complex problems, so as to minimize the cost increase caused by complex problems; Second, carry out all-round operation skill training and complex situation handling experience exchange for key posts through the digital training system, so as to ensure the effective improvement of the ability of personnel in key posts; Third, explore the establishment of digital drilling system. The company will implement standardized management and benchmarking analysis in terms of operation procedures and operation effectiveness by collecting data of operation parameters, learning from advanced drilling optimization software and combining the experience of experts of the company, so as to improve the efficiency and benefit of the operation process; Fourth, supporting the implementation of assessment and incentive measures based on single well and single platform to mobilize the enthusiasm of grass-roots personnel.
3. Continuously improve internal management and efficiency. In 2022, according to the changes of market and business scale, the company will further sort out the organizational structure, strengthen the optimization and streamlining of personnel, and ensure that people perform their duties. First, further optimize the business structure according to market changes, stop loss making projects and reduce business cooperation with customers with poor payment collection. On this basis, further sort out and optimize the organizational structure and personnel structure according to the adjustment of business scale; Second, focus on the comprehensive promotion and operation of the digital system, continue to do a good job in the sorting of process optimization, ensure the efficient development of various functions of the company, reduce the time-consuming, laborious and other inefficient phenomena in the intermediate links, and truly realize fine management and control, so as to continuously optimize and reduce various management costs of the company; Third, implement socialized and specialized outsourcing in the field of administrative logistics, and implement a flexible employment system in accordance with relevant laws and regulations in the field of employment, so as to reduce the impact of insufficient operation time and increased management costs due to regional reasons in Xinjiang.
(III) further improve the existing market structure
With the continuous promotion of the national energy security strategy and the gradual implementation of the national energy system reform, more and more market-oriented subjects have entered the field of oil and gas exploration and development. The modern energy system planning of the 14th five year plan also clearly proposes to actively expand the exploration and development of unconventional resources and accelerate the development of shale oil, shale gas and coalbed methane. The oil production has increased steadily, and we will strive to recover to the level of 200 million tons in 2022 and stabilize the production for a long time. The output of natural gas will increase rapidly and strive to reach more than 230 billion cubic meters by 2025. This is for the company’s business development and market
