The Qaidam Basin enters winter one month earlier than inland areas. Every year at this time, surface and underground engineering projects under construction begin to rush schedules and accelerate progress. On October 28, inspection teams from the Supervision and Management Company of Qinghai Oilfield split up to conduct spot checks on on-site supervision duty attendance and the implementation of work responsibilities.

More than 95% of Qinghai Oilfield's petroleum supervision and engineering management workload is scattered across the vast oil region of the Qaidam Basin. In recent years, from the perspective of overall development, the oilfield has allocated a group of highly qualified and professionally skilled personnel from various secondary units to strengthen the supervision and management team. Currently, 23 people in this company have obtained national-level supervisory engineer certificates, 55 have obtained supervision certificates from the group company, and the certificate-holding rate for supervision at the joint-stock company has reached 100%.

With staffing in place, the company has focused on on-site implementation and firmly grasped the "bull's nose" of the chief supervisor. At the beginning of each year, the company openly recruits a group of chief supervisors for petroleum supervision and engineering management and implements dynamic management. The chief supervisor is the first responsible person within the area under their jurisdiction and is fully responsible for daily work in the region. The company's assessments and inspections all focus on the chief supervisors, urging them to play the role of "leaders at the grassroots level." To correct others, one must first correct oneself. In August this year, during construction of the Dongping 35KV power supply project, engineering supervisors failed to supervise adequately and did not promptly correct errors by the construction team, resulting in rework. In accordance with regulations, the company dealt seriously with the on-site chief supervisor and associated responsible persons, deducting performance bonuses and issuing internal notices of criticism.

Strict management is not only for implementing systems, but more importantly for creating benefits. During supervision of the Zhahaquan drilling project, engineering supervisors suggested that the drilling team optimize the drill string assembly and coordinate construction in light of different formation characteristics, setting a single-well record of drilling a 3,560-meter well in 15 days and completing it in 22.83 days. Supervisors actively put forward reasonable suggestions. Compared with the same period last year, the average mechanical drilling speed in Block Zha 7 increased by 4.7%, and the average drilling cycle was reduced by 5.05 days. Calculated according to the average daily drilling cost, completed wells in this block saved more than 1 million yuan in costs in the first half of the year.

According to statistics, this year the company's engineering construction supervisors completed 74 projects, and petroleum engineering technical supervisors completed 2,723 projects, making positive contributions to the oilfield's exploration and development, production operations, safety and environmental protection, and livelihood construction.