中国石化在致力于打造世界一流财务过程中,特别是未来企业转型为社会化服务型单位后,中原供水要尽快提高协调控制成本、管理费用增加和实现成本节余的财务管理和驾驭能力,助推企业的可持续发展,确保职工福利的同步提高。通过探索加强财会人员软技能的培养,积极推进知识更新、技能改善和能力提升的三大提速工程,让知识的高势能转化为技能的宽动能,进而获得能力的长效能,把更多复合型财会人才,付之于企业的经营财务管理之中,为石化改革改制探索经验。 Sinopec Corp. is committed to building a world-class financial process, especially in the future transformation of enterprises into social service-oriented units, the Central Plains water supply as soon as possible to improve coordination and control costs, management costs and cost savings to achieve the financial management and control ability, boost The sustainable development of enterprises to ensure that the welfare of workers simultaneously improve. By exploring ways to enhance the training of soft skills in finance and accounting personnel, we will actively promote the three major speed-up projects such as knowledge updating, skills improvement and capacity improvement so that the high potential energy of knowledge can be transformed into the wide kinetic energy of skills to gain the long-term capability of capability. More complex Financial accounting talent, paid to the business management of the enterprise, for the reform of petrochemical exploration experience.