CAJ | 학술논문

石油、石化企业是我国国有企业的重要组成部分，其业绩考核方法和内容随着内外在环境的变化而不断演变，考核重点从20世纪50年代创立初期的“产量管理”逐渐发展到今天的“价值管理”。在价值管理活动中，EVA理念和方法发挥着越来越重要的作用。本文在剖析石油、石化企业传统业绩评价体系存在的不足及引入EVA评价指标意义的基础上，结合国资委在中央企业推行EVA核算方法的具体要求，初步设计了一套更能体现石油、石化企业特征及价值创造能力的以EVA为核心的综合业绩评价指标体系。在强调股东利润目标的同时，增加了体现客户、员工及受企业影响的社区、社会等利益相关者价值的相关指标，引导激励企业经营者重视安全管理、环境保护及员工成长等要素对企业的价值贡献及长远发展的影响，实现“企业价值最大化”和可持续发展的经营目标。
석유、석화기업시아국국유기업적중요조성부분，기업적고핵방법화내용수착내외재배경적변화이불단연변，고핵중점종20세기50년대창립초기적“산량관리”축점발전도금천적“개치관리”。재개치관리활동중，EVA이념화방법발휘착월래월중요적작용。본문재부석석유、석화기업전통업적평개체계존재적불족급인입EVA평개지표의의적기출상，결합국자위재중앙기업추행EVA핵산방법적구체요구，초보설계료일투경능체현석유、석화기업특정급개치창조능력적이EVA위핵심적종합업적평개지표체계。재강조고동리윤목표적동시，증가료체현객호、원공급수기업영향적사구、사회등이익상관자개치적상관지표，인도격려기업경영자중시안전관리、배경보호급원공성장등요소대기업적개치공헌급장원발전적영향，실현“기업개치최대화”화가지속발전적경영목표。
CNPC, SINOPEC and CNOOC are the important components of China＇ s state-owned enterpri- ses. Since 1950＇ s ,the method and content of the performance evaluation applied by these three petroleum and pet- rochemical enterprises have constantly evolved along with the changes of the inner and outside circumstances, and the focus of the evaluation has also gradually developed from the original ＂product management＂ into today＇ s ＂val- ue management＂. The idea and method of Economic Value Added （EVA） are playing a more and more important role in the practice of value management. EVA is a new kind of evaluation indicator. Other than the traditional accounting indicators such as surplus in- come and ratio of investment and profit, EVA can reflect the enterprises＇ ability in value creation in a more com- prehensive way. In general, the application of the performance evaluation system with the core of EVA indicator can better change the managers＇ conducts and promote their consistency with the conducts of shareholders. This will make the managers to think like shareholders, and then to make profits for shareholders to the greatest extent. Notwithstanding the obvious advantages of EVA indicator, there are still some problems in its specific applica- tion in the actual performance evaluation. For example, EVA does not pay adequate attention to non-financial capital factors such as social responsibility and security management which influence the enterprises＇ sustainable develop- ment. Therefore, when the petrochemical enterprises with obvious industry characteristics apply this indicator, they need to make proper modification and adjustment to this indicator according to actual conditions, so as to set up the performance evaluation system which really reflects both the industry characteristics and the enterprises＇ features. This paper systematically summarizes the basic theories of EVA and performance evaluation, briefly analyzes the inadequacies of the performance evaluation system of petroleum and petrochemical enterprises, probes into the approach to optimize this evaluation system, and develops a comprehensive indicators performance evaluation system with the core of EVA. With the application of the optimized comprehensive performance evaluation system, the petro- leum and petrochemical enterprises, while continually keep their eyes on the traditional financial indicator, may pay much attention to the influence of the social responsibility indicators such as security management and environmen- tal protection on their long-term development. In this way, these enterprises may further systematically combine the long-term development objectives with the short-term ones, positively fulfill their social responsibilities towards shareholders, employees, communities and other stakeholders, enhance their ability in value creation and core com- petitiveness, and realize sustainable development. On the base of the forgoing discussion, this paper makes the following four suggestions to the petroleum and petrochemical enterprises on how to set up the performance evaluation system with the core of EVA. Firstly, EVA in- dicator is an absolute value which is very difficult to make an accurate calculation, and this is an obstacle to make comparison among enterprises with various sizes. However, the adoption of the relative indicators such as the EVA return rate may partly overcome this inadequacy. Secondly, EVA indicator can not reflect the condition of enterpri- ses＇ cash flow. In order to get to know the overall and detailed situation of enterprises＇ operation,it＇ s suggested to use cash flow indicator to make a supplementary performance analysis. Thirdly, due to the problem of the unified ＂administrative regulated capital cost＂, the use of EVA indicator can not reflect the difference among various indus- tries. For the purpose of showing enterprises＇ real risks and more accurately measuring their operation performance, it＇ s suggested to adopt effective means to measure and calculate the capital cost of each and every enterprise.