For example , in 1997 bp was the first major oil company to invest in russia and in 2003 , it created russia s third largest oil company - tnk - bp ; in 1998 , bp took the lead by fusing with amoco , precipitating the new wave of oil mergers ; in 1999 , bp was the first to establish gas & power business unit 如在1997年率先进军俄罗斯并于2003年与秋明（ tnk ）合资成立俄罗斯的第三大石油公司； 1998年率先在与阿莫科公司合并，由此引发了全球能源行业的重组浪潮； 1999年率先成立天然气和发电业务部门等。
As a link between upstream and downstream in petrol - chemical industry in china , pipeline transmission play an important role . along with the reform in china petrol and chemical line , the oil - gas pipe market was divided into three parts . there are three main competitors : petrol - china pipeline company ; transport & storage company and west - south transport , their competition are very fiery each other 1998年中国三大石油公司的重组改制打破了中国油气管道运输业由一家企业? ?原中国石油天然气总公司廊坊管道局一统天下的局面，在原管道局的基础上，一分为二，分别组建了中国石油管道公司和中国石化管道储运公司。
As the emphasis of this paper , the third chapter focuses on how to build the chinese oil enterprises into giant oil companies to meet the market economy so and international competition . with adoption of comparison study method , this chapter studies the theories concerning the corporate strategic management and borrows experiences in managerial pattern and decision - making pattern from foreign oil giants . facing the increasingly intense competition and the rising demand for energy with large foreign oil companies access into the chinese oil market , it is necessary to boost the competitiveness of china ' s oil enterprises so that they can take advantage of the resources and market both at home and abroad and implement the wto - oriented development strategies , including integration strategy , diversification strategy , conglomeration strategy , internationalization strategy , petroleum price strategy , oil refining and distribution strategy , innovation strategy and corporate image strategy 作为本文的重点，在解决行业管理体制和企业内部运行机制的问题后，本文第三章根据企业战略管理有关理论，运用比较研究的方法，在对国外大石油公司管理模式和战略制定模式进行研究的前提下，以把中国石油企业打造成适应市场经济和国际竞争的大石油公司为战略出发点，面对国外大石油公司纷纷进入中国石油市场、竞争不断加剧、能源需求不断增加等挑战，从培养中国石油企业核心竞争力的角度，以两利用两种资源、两个市场为基础，比较全面地提出了中国石油企业在加入wto后的发展战略，主要包括：一体化战略、多样化战略、集团化经营战略、国际化经营战略、石油价格战略、石油炼制与销售战略、创新战略和企业形象战略。
The thesis systematically sketches the status quo and tendency of the international oil industry and the developing process of chinese oil industry , besides , it has a brief introduction on our three largest petroleum companies and points out the problems and differences existing in our oil industry , on which the thesis begins to analyze the hr situation of our oil industry , thus transits to the topic gradually 2 、国际石油工业现状及发展概述系统地概述了国际石油工业发展现状与发展趋势以及中国石油工业的发展过程，并就我国三大石油公司作了简介，指出了我国石油工业存在的问题和差距。进而在此基础上转入到我国石油工业人力资源现状，以逐步过渡到本文的主题。
Recently , china has become one of the most rapid growth countries in petroleum consumption and the chinese three giant petroleum enterprises have successfully undergone a series of optimal adjustments and organization reform , which made the chinese petroleum enterprises ’ fdi necessary and feasible 近年来，中国成为世界石油消费增长最快的国家，同时中国的三大石油公司也经历了一系列的优化调整和结构改革，从而使得中国石油企业进行海外投资具备了必要性和可行性。
At the same time the native enterprises must build up the concept of . investment risk analysis and management and establish risk man agement system . more over , it becomes one of important contents of deepening economic reform to increase economic profit of investment about petroleum industry on a large scale 尤其是今年我国已顺利加入wto ，石油企业面临来自实力雄厚的国际各大石油公司的巨大挑战，增加企业的国际竞争力已经迫在眉睫，树立石油投资风险分析与管理观念，建立风险管理机制，进一步提高石油工业投资经济效益成为深化改革的重要内容之一。
