On June 13^th, ZPEC Drilling and ZPEC Oilfield Services jointly organized a special symposium under the theme “Leading Teams to Drill Wells Right”. ZPEC Group Chairman Mr. Li Chundi and Executive President Mr. Bo Qiliang attended the symposium. A total of 121 trainees took part in the discussion, comprising attendees from ZPEC Drilling ‘s full‑scale training program and ZPEC’s Oilfield Services English training class.

Chairman Li Chundi encouraged all trainees to apply what they would learn to fulfil their duties conscientiously, and to strive for dual improvement in drilling operations and team building through a more solid work ethic.

During the exchange session, eight outstanding rig managers, including Mr. Wang Mingxi, Rig Manager of Rig 51, shared their experiences in turn. They drew on their long‑term services at drilling sites, their coordination of production and operations, and their leadership in overcoming on‑site challenges to elaborate on hands‑on know‑how in frontline drilling, safety management, and cost reduction while maintaining quality. They also shared their reflections and approaches on strengthening team management, building team cohesion, boosting morale, and delivering high‑standard drilling results. Their remarks were firmly grounded in real‑world operations and supported by concrete cases, offering all participants practical and readily applicable management methods for the front line. 

After the trainee exchanges, Chairman Li Chundi delivered a concluding speech. He fully acknowledged the dedication, resilience, and pragmatic spirit and strong sense of responsibility of grassroots managers and employees who have been deeply rooted in frontline operations. He underscored the fundamental role of grassroots team building in enhancing quality and operational efficiency in the drilling business. He pointed out that the overall competence of a drilling crew directly determines the quality of drilling operations and urged all participants to use this training symposium as a springboard to continuously sharpen their professional skills and team management capabilities. He stressed the need to combine strict supervision with care and support, forging a grassroots workforce with a solid work style, strict discipline, and strong execution. He also reiterated the importance of holding the safety red line firmly, strictly adhering to construction standards, and exercising meticulous control over the entire production process to ensure that every well is safe, high‑quality, and efficient.

Looking ahead to the next phase of work, Chairman Li put forward the following specific requirements:

Firstly, implement comprehensive cost accounting for drilling teams, ensure effective internal communication, and, finally, apply the learned knowledge to the practice.

Secondly, optimize the performance appraisal and incentive system by replicating the cost‑saving assessment model used in the Iraq project, eliminating egalitarianism, fully mobilizing employee initiative, and building a shared‑interest community between the company and its staff.

Finally, keep pace with intelligent drilling, big data, and AI‑driven digitalization by benchmarking against advanced oilfields, absorbing cutting‑edge experience, and continuously conducting high‑density, company‑wide training. Leveraging the Company’s flexible decision‑making advantages and a series of incentive measures, the goal is to build a highly efficient and lean core team that will provide lasting momentum for the Company’s high‑quality development.

(Drilling Company/ by Zhang Jiantao)