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中国石油集团公司重组改制之后,存续企业的结构性矛盾十分突出。总体表现为经济总量偏小和生产能力过剩的问题同时存在,总体能力过剩和局部规模偏小同时存在,生产能力的总体过剩和技术相对落后同时存在。因此,以“调控总量,优化质量,促进联合,有效发展”为主要内容的结构调整,就成了集团公司存续企业“十五”规划的主线。两年来,集团公司的存续企业,在平稳过渡的同时,结构调整也有了一个良好的开端。
After the reform of CNPC, the structural contradictions of the surviving enterprises are outstanding. The overall performance is that both the total economic output and the surplus production capacity exist simultaneously, while the overall overcapacity and the local small scale exist at the same time. The overall overcapacity of production capacity and relative backwardness of technology exist at the same time. Therefore, the structural adjustment with the main content of “adjusting and controlling the total quantity, optimizing the quality, promoting the joint and effective development” has become the main line of the 10th Five-Year Plan for the surviving enterprises of the Corporation. In the past two years, the surviving enterprises of the group companies have made a good start in structural readjustment while smoothly transitioning.