好，大家好。
尊敬的各位领导，各位投资者、分析师朋友们，大家上午好！感谢各位今天参加中海油田服务股份有限公司2023年中期业绩发布会。首先，请允许我介绍出席本次发布会的董事会和管理层代表。他们分别是董事长兼首席执行官赵顺强先生，总裁执行董事卢涛先生，独立非执行董事赵丽娟女士，首席财务官崇晓杰女士。
副总裁兼董事会秘书孙维周先生。今天的发布会会分为两个部分，首先由公司管理层为大家介绍2023年中期业绩情况和2023年下半年的公司展望，然后是问答环节。接下来我们将时间交给管理层。
尊敬的各位来宾，大家好！欢迎各位参加中海油服2023年中期业绩发布会。在正式介绍前，提醒您留意此页关于本次会议材料的免责声明。今天展示的内容分三个部分，一是公司五大发展战略践行回顾；二是2023年上半年业绩展示；
第三部分呢，是公司的经营展望。2021年的中期，中海油服深刻分析研判公司各主营业务板块发展面临的新形势、新挑战，提出了技术驱动、成本领先、一体化、国际化、区域发展五大发展战略。两年来，公司深入践行五大发展战略，取得了丰硕的成果，助推公司迈入高质量发展的快轨道。
两年来，技术供应不断加速，技术成果产出显著增长，推动公司盈利能力跃升。主流技术全面、主体技术突出、特色技术初挑的格局不断完善。两年来，通过夯实管控基础、创新管理模式、精益过程管理，成本控制质量实现了大提升，生产经营实现了从生产作业型到精益管理型的转变。
两年来，公司紧贴客户需求，为客户提供低成本一站式综合解决方案，一体化多点突破，实现规模化快速发展。两年来，国际化道路越走越宽，生产经营稳扎稳打，发展质量效益稳步提升。截止目前，海外锁定合同金额超$15亿美元，持有海外合同额超$50亿美元。
两年来，区域化布局日趋合理，取得了多项大额度、长周期、高价值的合同。以国内市场为基本盘，以中东、东南亚为两翼的一加二加N的市场格局逐步成型，带动海外区域良性发展。
第二部分，接下来展示公司2023年上半年取得的优异成绩。2023年上半年，全球原油需求持续复苏，国际油价在震荡中逐步攀升，全球上游勘探开发资本支出总量持续增长，油田服务行业逐步复苏。公司密切跟随行业上升的环境，积极保障国内勘探开发增储上产的同时，持续地推进国际市场开拓。
上半年累计实现营业收入¥188.7亿元人民币，同比增加¥36.6亿元人民币，增幅24%，净利润为¥14.6亿元人民币，增幅31%。上半年公司立足优势，精准发力，技术驱动战略焕发了新的活力。旋机系统在南海西部页岩油井实现首次应用，一次入井成功率再获提升。
自主高温多维核磁仪器作业井温突破190摄氏度，创最高温度的纪录。地震采集处理解释一体化技术助力客户勘探成功率提升至历史新高。自研非硅酸盐水泥浆体系成功应用于国内海上首口二氧化碳回注井。公司持续推动科研成果高质量转化，助力客户实现增储上产。公司始终把成本领先战略作为打造核心竞争力的重要途径。
上半年，随着精益管理不断升级，实现降本增效¥3.2亿元人民币，成本管控的机制日趋成熟。公司在国内外市场充分运用一体化运营思维和商务模式，以客户资产增值为目标，推动一体化战略收获新成果。
上半年，公司新鲜一体化业务合同金额近¥43亿元，一体化技术服务成功为智慧石油低成本解决了世界级技术难题，并喜获日产千吨高产油流探井。海外一体化多点突破，伊拉克一体化项目顺利开钻。
墨西哥陆地技术服务一体化项目首口探井顺利完工，东南亚和北美洲分别中标钻完一体化项目和钻完井一体化服务项目，实现了两地市场的首次突破。上半年，公司积极把握行业上升趋势，集中优势资源，全力开拓海外市场，海外市场连续获得突破。
公司坚持区域发展战略，以大型装备板块为依托，加速实施一体化服务模式，带动公司全产业链进入区域市场。亚太区域实现装备、技术、一体化及销售全业务链服务。中东区域十一座自升式平台执行长周期高价值合同。欧洲计划新增一座半潜式平台，进入高价值合同的执行阶段。
美洲一体化项目进入高速的增长期，乌泰业务时隔多年重返西非市场。公司始终坚持安全至上的理念，安全生产形势整体平稳。上半年OSHA可记录事件率为0.019，创历史新低。此外，公司积极履行社会责任，开展支援服务，持续打造品牌。期内，公司荣获最佳投资者关系奖、杰出上市公司奖等奖项。
那么第三部分，让我们一起展望公司2023年下半年的发展前景。公司将以国内市场为基本盘，国内海外相互促进、协调发展，不断地增强装备实力，持续地推进科技创新，聚焦精益管理，提升以客户需求为导向的全油田生命周期一体化的服务能力，逐渐将公司建成中国特色世界一流能源服务公司。
国内市场聚焦增储上产的核心任务，优化市场布局，统筹装备和资源配置，持续巩固海上市场的领先地位，预计国内工作量营收规模稳步上升。海外市场，公司将紧盯重点客户，紧抓市场机遇，坚持开拓大额度、长周期、高价值一体化项目，加大战略性客户的培育力度，推动海外业务在一加二加N市场布局下取得新的突破。
在持续践行技术驱动战略方面，创新建立研产用改技术攻关体系，以价值创造思维，加强科技创新全过程的关键节点控制，促进科研成果高效转化与产出，助力成熟技术迈向世界领先。
在成本管控方面，公司将聚焦于供应链建设、优选资源配置、科技成果转化、优培创新增效和单主体管理优化维度三个着力点，聚焦全过程、全链条、全周期的协同降本，持续增强提质增效的水平。
公司基于独特的一体化优势，稳健的财务结构，优质高效的作业团队，在技术驱动、成本领先、一体化、国际化、区域发展五大发展战略的引领下，为股东、客户、社会各方创造更高价值的回报。再次感谢各位股东、投资者对公司一如既往的支持和理解。下面欢迎大家提问。谢谢。
谢谢管理层的介绍。接下来我们进入问答环节。为了让更多的投资者朋友们有提问的机会，请每位提问不超过两个问题。提问之前请告知您所在的机构和姓名，并请注意，我们将问答环节提供同声传译，在您提出问题后，留出一点时间进行口译。接下来我们有请第一条问题。有请第一排的这位女士。
领导早上好，我是美银证券的王一鸣，我想向领导请教的第一个问题是关于我们的钻井平台日费的后期展望，因为其实我们的国际友商其实都已经提升了他们的日费，但我们的日费是相对平稳的，所以想问一下领导，我们后续有这个尤其是在中国近海有提升日费的可能性吗？
然后我们今年其实也帮助有限实现了非常好的成本管控，有限有没有机会给我们分享一下他们的经营成果？这是第一个问题。第二个问题是关于我们的市值管理这一块。
那我们中期业绩以来，我们也是见了不少央企下行的公司，然后很多公司呢，他们都提出了一些回购啊，或者是派息的承诺啊，这方面的市值管理的手段。想请教一下领导对我们目前的市值是怎么看的，有没有想做市值管理的这种想法？谢谢。
Two questions from Wang Yiming, Merrill Lynch. The first question is about daily rate for all the rigs. As you know, the international players have already raised their daily rates. What about your plan and the possibility of raising your daily rate as well, particularly for the nearshore rigs? Also, you did a good job in controlling your cost in the first half. Can you also share with us about the achievements in terms of your cost control? This is the first question. The second question is about the buyback and dividend payout. As we know that you talk to different central enterprises recently, and they have all talking about buybacks and paying more dividends. So in terms of managing your market value or market cap, do you have any plans on that? Thank you.
谢谢你的问题。第一个问题呢，我请我们这个卢涛总裁来回答。
好，谢谢美林的这位投资人。钻井平台日费一直是COSL的这些投资者特别关注的一个事情。COSL现在运营着目前为止正在运营的60条钻井平台，在中国大概我们有42条，海外在18条。可能未来我们的长期的比例可能就是2比1的这样一个情况。
海外的平台呢，应该说在今年我们所有新签订的合同的平台的日费都有增长，而且基本上是按照整个全球市场的这样的一个情况。经营的成果呢，大家都会在今年的下半年，包括明年彻底把它看到。中国的平台呢，大家比较关心，尤其是前几天我们的核心客户，中海油的有限公司，也刚刚做了这个业绩的发布。
因为我们今年的平台的日费呢，都是在去年的10月谈定的，实际上去年呢，已经在考虑到一些因为人工成本的上涨和其他中国海上我们运营的这些平台，都已经在今年上半年执行的过程当中有一个小幅度的微调，当然非常小的，实际上主要是以我们的人员成本的一个上涨。
上半年实际上应该说有限公司和我们之间的协同的发展，就是中海油的有限公司和我们之间协同的发展，在上半年有一定的这个体现。目前呢，针对未来，有限公司和我们呢，实际上也一直在积极地去进行沟通。
整体来讲呢,我们新入列的这些平台,新入列的平台,比如说像我们的深蓝探索,之前我们是在海外作业,现在呢,已经回到了深圳,会在南海东部作业,它的平台的日费就和它原来在中国打井的时候也会有增长,包括我们一些新购置的入列的一个平台,应该整体是这么一个情况。
所以说，COSL和有限公司之间，我们一直是一个共生共荣的这样的一个关系。它是整个中海油服的重资产的装备最关键的基础基本盘，或者叫大后方。
所以呢，它呢，在市场非常高的时候，它的日费可能是达不到海外市场这样的一个程度，但是呢，在整个油价下行的时候，它能够保证COSL是一个正常的持续生存的这样的一个公司。好吧，就回答这么多。
好，谢谢。
Thank you for your first question about the daily rate of our rigs. This is also a question that our investors have been considering a lot. You know that we are running 60 rigs altogether, 42 in China, 18 in the overseas market. Basically, we will maintain this proportion of two against one, two to one distribution of our rigs in China and outside. Our daily rate for all the new rigs according to our new contracts have been a little bit higher this year, and you can see our result more clearly in the second half and also next year's performance.
We have been maintaining a very good relationship with CNOOC, and you know that they have been considering raising their daily rates last year, and therefore particularly because of higher labor cost this year, we also increased our daily rate slightly in the first half for our onshore rigs. This is also a part of the result of our synergy with CNOOC. In the future, we will also consider the possibility of further raising daily rates for some of their rigs. Because this is a heavy assets equipment, and when the market is good, we will try to catch up with the international rates. And when the business is slack, is down going, we will first of all consider our survival. That's why we will make sure that the daily rates adapt to our plan. Thank you.
好，那么第二个问题呢，我来回答。关于这个分红啊，这个我们回看这个中海油服历史上，基本上给股东的分红呢，始终保持在一个比较平稳的这种状态。不论是行业好的时候和行业不好的时候，基本上都能维持在一定的这种分红比例，相信这个大家也有一个同感。
另外一方面呢，随着这几年我们的这个国际化步伐的不断加快，客户多元化的这个程度不断加深，人民币的收入和美元的收入，或者是外币的收入都处在一个比较快速的这个增长区间。
现在管理层呢，也在从一个相对比较长的时间框架内，你比如说两年、三年到五年，美元的现金流是什么状况，人民币的现金流是什么状况，美元和人民币的汇率会是一个什么走势？那么在这三到五年我们设计好了之后，会有一些债务结构的这种调整优化。
同时呢，根据我们股票走势情况，如果说发现目前它的股票价值不能代表公司实际基本面的时候，公司也会采取一些相应的市值管理措施。总之吧，就是在客户多元化的同时，市场多元化的同时，我们也寻求在资本市场上能够以更多的操作手法来体现公司的基本价值。好，谢谢。
As for your second question is about buybacks and the dividend payout ratio. If you look at our history, we have been maintaining very stable payout ratio all these years, no matter whether the market is good or bad. The percentage has been maintained. In the past few years, along with more internationalization of business, as well as the diversification of our customers, we have been keeping a very close eye on our revenue in RMB, US dollars, or any other currencies, as well as the foreign exchange situation in the market.
Therefore, for the management in the next two to three years or even three to five years, we'll be monitoring the changes in the capital market, the foreign currency market. For example, we will admit what is our USD cash flow, the RMB cash flow, the foreign exchange changes in the market. That's why, if necessary, in the future, we may take measures to optimize and adjust our liability structure. If the share price cannot reflect our fundamentals, we may take some measures to manage our market value. Anyway, along with more internationalization of business and diversification in the markets we're operating, we may take measures in the capital market to guarantee that our fundamentals are truly reflected in the market share. Thank you.
谢谢。
感谢管理层的解答，那接下来我们有请第二条问题。有请第二排的男士。
管理层好，我是花旗的Toby。
两个问题，第一个是跟进一下刚刚卢总讲到这个，比如像那种深海探索，就拿回去国内去做作业，这样子，然后这个价格会有所调整，这样子的情况，那我们是不是可以就是理解为就是说，其实如果后续有线这边对这个钻井打井的这个需求不断增大的一个情况底下，我们可能需要把更外面的一些资源调回去国内的话，这个价格也会就是跟随着市场的这个价格往上去调整，是这个意思吗？
就是因为其实市场上有一些担心，就是如果这个趋势是这样子的话，担心这个可能平均收费对我们来讲可能会有一些压力，这是第一个问题。
第二个问题是想问一下，就是可能卢总如果可以，新任总裁卢总可以给我们解答一下，就是说，这个油气板块，我们看到上半年这个报告里面有蛮大的一个篇幅说到我们海外的一些突破，一些发展，我想了解一下这边的现在的一个进展是如何的。
如果从过往我们看到的一些数据来看的话，主要还是国内的一些项目比较多，或是有线的这边的项目比较多，那想知道就是说这边可能现在海外的一个占比是多少？还有就是说如果这个国内跟国外这种油气板块的这种作业，大概可能毛利率的一个差别是怎么样的？谢谢。
Two questions from Toby, Citi Group. The first question is about the daily rate. Now that we have seen that there are more and more demands coming from CNOOC, and you have reallocated some of the resources from the overseas market back to China and also adjusted the rates accordingly. We do feel that the market may worry if the trend goes on, what will be the pressure in the daily rate? And this is the first question.
The second question is about the gross margin for the oil and gas segment. In your announcement, we have noticed that there's a very detailed explanation about your performance in the oil and gas segment. Particularly, you mentioned that there have been some breakthroughs in the overseas market. I just want to know more about the progress of such breakthroughs. And we have also noticed that you have more projects in China and also projects from CNOOC. Just wonder, for all the overseas projects, what is the gross margin? Thank you.
好，第一个，第一个问题我来回答吧。第二个问题让我们这个罗涛总裁回答。在国内啊，这个钻井平台深蓝探索今年回来了，下半年呢，可能也会有一些其他的平台会到国外。
总之，现在我们对大型装备的管理，这个目标市场的概念是越来越清晰，就是主要的大型装备适合哪个区域的发展，这个会是我们最主要的关注点。那么对于日费，可能它的这个高低，有的时候它不会按照这个价格高低走了。
对比以前我们这个国际化的程度，实际上以前大型装备国际化程度也挺高的，但是后来我们一算总账的话呢，不赚钱，然后后来发现把这个价格再高啊，都花在运输费上了。
在这个欧洲工作一年两年，去亚洲工作一段时间，然后再去美洲工作一段时间，那么这些再好的日费，我相信这个大型装备，它的这个成本算起来是比较高的，就是全都坐车了，最后这个没落到自己兜里，这是个大问题。所以说我们现在一个是大型装备的目标市场管理是一方面；
第二个，大型装备只要运转，价格是其次，是吧？我们看今年上半年，半潜式的这个出租率相对不如自升式的高，是吧，我们现在还在追求一个，如何让它的这个运营更可能的高起来。
一条平台，老一点的，停一年大概成本都要两三千万，但是它这一年它是尽管维持一个低价格的这种活动，在运作，它的成本会得到很好的这个分摊，是吧？
所以说呢，深蓝探索回来，和我们下一步可能有的平台要出去，都在商谈当中，有的可能出去的价格会高，回来的价格可能会低，但是我们寻求一个目标市场要好，第二个出租率要高，这是对大型装备管理的追求的两个基本原则。
另外一个呢，我们再谈谈中国市场，就是中国市场的这个大型装备啊，相对处在一个市场，这个主体或是竞争主体多元化的这种阶段。我们讲上一轮海工潮的时候，是吧，许多船东最终变成了这个装备的这个出租啊，或者提供，我们看看，有这个中集是吧，那么还有山东海工是吧？
那么现在它处在一个市场出清和整合的这个阶段，在出清和整合这个阶段，有的时候价格体系它就比较难保障了。所以说我们坚定不移地走国际化，就是想让国内市场资源相对变得紧俏一点，这样我们的作为一个承包商的议价能力，还有对市场的掌控力强一些，是吧？这个呢，是我们在国内市场就专注地做一些工作的，是吧？
有的时候呢，像我们这种运营平台的成本观念，成本概念，它可能跟小的一些这个承包商就不能同时相比。所以说呢，这个面临着国内这种市场，再加上我们的这个市场关注的两个主要原则，是吧，我觉得叫单纯的一个价格，它不能体现我们大型装备运营总体的这个基本面了。
最后一个就讲讲我们和有限公司的这个关系。应该说有限公司，中海油啊，是我们的这个核心客户，我们和它之间的关系应该远远超越了一个平台涨价多少降价多少的这个概念。我们是把中海油作为我们的核心客户来对待的。核心客户是什么呢？
你对它来讲是有价值的,它对你来讲也是有价值的,而且这种价值呢,能够和我们公司的自身追求和目标能够走得很远,是吧?所以说我们在这个技术方面坚定不移,把我们中海油作为叫原创技术的策源地,是吧,特色技术的孵化器,是吧?
那么把有限公司它的需求作为我们油服这个专业行业高低的时候，是吧，行业好的时候，我们可能要保证它的资源需求，行业不好的时候呢，我们希望它能是我们的一个公司基本面的压舱石和稳定器，是吧？
那么这么做作用，体现在我们的核心客户身上的时候，有的时候他很难用单纯说，哎呀，你的价格不如国际市场高，你的价格不如国际市场，比国际市场低了，这种简单的一个部分的价格来体现我们之间的互相的这个价值关系了，是吧？谢谢。这个给翻译造成了不小的困难。
I will try my best. Yeah.
First of all, I talked about rigs moving back to China and going out to other countries. So it's true that we moved some of the rigs back to China, and in the second half this year, we are also planning to move some rigs to other markets as well. This is a part of our plan to manage all the heavy equipment. Because in our plan, what we really care about is where is the market target. So this is our basic consideration when we think about where to move this equipment. We look at the different market areas and we will also look at our equipment, which equipment is the best for which area. Actually in our plan, the daily rate is not the most important concern, nor the international daily rates or the price level.
In the past, sometimes we saw that the daily rates were high in the market. However, when we tried to move our equipment there, we found that we couldn't make any profit because the transportation costs were so high. Some of our equipment have been operating in Europe, in Asia, in American area. And even though the daily rates might be higher than those in China, however, because of the higher transportation cost, we could barely make any profit. That's why whenever we think about allocating the heavy equipment, we would look at the transportation cost first. This is about the daily rate.
You also asked about our relationship with CNOOC. Actually we have been, the CNOOC has been our core, one of our core customers. Since it is a core customer for us, it is more than just the price. It's not about the price is higher or lower than the international level. Rather we would take it as our core customer, and the core customer, our first priority is to satisfy their needs when the market is good, and when the market is not that good, our core customer can also help us weather a difficult period by stabilizing our own resource utilization.
Meanwhile, in terms of technology advancement, our core customer can help us developing new technologies, and we can also test and apply those new technologies in the core customer, so that we can survive better with the support to and with each other. Another question asked is about also about the heavy equipment.
We do have our market target management. We have basically two principles in managing our target markets. Number one, the rental rate or rental percentage, and number two, the rate level. These are the two principles we would look at each target market as well as the allocation of our heavy equipment. Sometimes the daily rates are high, however, the overall profit margin would not be satisfying enough. That's why we will follow these two principles in managing our heavy equipment and the target markets. Thank you.
第二个，第二个技术板块的问题，Toby我回答一下。我们也感谢你对COSCO技术板块的这个关注。我本人在COSCO工作三十一年了，二十七年一直在技术板块，到公司刚刚四年。确实，COSCO的技术板块大概我要总结的话，有这么几个特点。
第一个，从数字上你能看到COSCO技术板块营收和利润的绝对值，以及它们在COSCO整个这个公司里面的占比，这些年是在快速的提升，这个大家可以从这个年报上能够看到。
第二个原因，实际上就是COSCO这么多年来始终坚持在技术的研发上不断投入，以及强化我们的研发管理，导致我们的研发效率在中国同业当中，应该说COSCO在技术这一类的研发效率，也包括研发的投入产出，应该我们是处在一个领先的水平。尤其是在几个重要的技术服务专业，像钻井业，像固井，包括像测井，也包括像定向钻井，这些实际上也是世界上油田技术服务公司，世界上top one、top two的，它最核心的营收和盈利最重要的几大专业。
在这一块呢，COSCO基本上经过这十几二十年吧，二十年的这样的一个持续不断的努力，基本上我自己的评价，我们已经进入到了世界的第一个集团的阵营当中，只不过我们现在在第一集团的这个，目前就规模来讲，我们还在尾部，所以就它未来的空间，就技术能力的水平已经进入到了世界的第一集团，也就是说可以开展一个全面的市场的竞争，这是第二个事情。
第三个呢，COSCO的技术板块呢，这些年你看到的主体的收入是在中国国内，主要是因为中国海上的最近这些年的工作量的快速的增长。COSCO的技术板块呢，很多人认为技术板块不需要什么资源的投入，实际上不是，包括你像侧井、定向钻井，这都需要把研发的成果转化为制造业，然后到装备。COSCO现在自己在做制造业，我们从这个大家也都知道我们的旋机系统，之前我们叫艾利斯侧井，现在的旋机的LWD和定向钻井，旋转导向的这样的钻井系统，这样的一个叫产能的提升，整个制造业提升它也需要一个过程。
所以呢，从目前来看呢，我们应该说在国际上技术板块的所谓的营收的这个增长，绝对值好像没有在中国境内，尤其中国海上这块增长得快，但这正是我们下一步的趋势。就像我讲的，如果我的技术水平达到了，技术的服务能力达到了，它就会在海外，就是满足了中国市场的需求以后，那么就会快速地在海外实现新的一个突破。
也包括你可能能看到技术板块的这一块，在国际化的初期，技术板块的利润的增长，利润总额是会是增长的，因为我们在做国际化，我们的技术板块，因为你有竞争力，它也是盈利的。
但实际上技术板块呢，在任何一个国家、一个区域，你前期的投入、基地啊、设施啊，整个这一块的建设会拉低整个的这个利润率，就是从利润率上来讲，它会降，但是整个的利润的绝对的值都会增长。未来这样的情况啊，你应该是能够看到，从我们去年开始到今年，技术板块在海外拿到的大额的合同就是越来越多。
所以在未来的几年呢，我相信技术板块应该会像我们现在的钻井装备一样，就是海外的占比会是一个快速提高的这样一个过程，好吧，谢谢。
Your next question is about the technical segment. Thank you for your concern and thank you for your interest in our technical segment in the company. I've been with the company for 30 years, and 27 years I've been working in the technical segment. If you look at our revenue and the profit, the absolute figures have been improving year by year in the past few years in the technical segment, and in the recent years, you can see that the growth has been even faster.
The reason is that we have been keep investing in our R&D to develop different new technologies and apply them into our projects in China and in the other countries. Actually, in terms of our technology development, we have been leading ahead of others in terms of our total investment, R&D expenses, as well as the utilization of such technology. Some key technology areas, for example, the cementing wells, the directional drilling, sand and so forth. These are the key technical areas where we have been performing very well and delivering very good revenue and profit in the past few years. I believe that in the next 10 to 20 years, we will continue working on further advancing our technologies.
By technical capability, I believe that we are one of the strongest companies in the world. It's only that our business size or the scale is not big enough to compete with the top players in the world. However, we have already built up capabilities to reach a full competition in the market with other companies. It's true that a lot of new technologies are, first of all, applied in the domestic market. However, in the past few years, the more and more technologies are also being used in the overseas market, and through these projects, we have been bringing in more revenue and profit. One thing you have to understand is that technologies are not going alone. The advancement of a technology also brings along the advancement in our manufacturing capabilities.
For example, once through R&D, we've got a new technology, we will start manufacturing this equipment accordingly in the company. Therefore, we're also improving our own manufacturing capabilities in some key technical areas. In this way, technology will also continue to contribute more revenue and profit in the future. There will be more and more overseas projects that will first of all adopt our own technology instead of the technologies from other parties. One thing you have to be aware is that in the overseas market, for the early stage, before the technologies are being used, we have to build up the facilities. There will be some early-stage investment in the overseas facilities, which may bring down the overall margin a little bit.
But if you look at the absolute figures brought in by the technologies in terms of revenue and profit, these figures have been improving year by year, particularly this year. Since the past few years, we have won more and more big contracts, the technical contracts from the overseas customers. I believe that in the future, the contribution from a technical sector will continue to grow. Thank you.
谢谢管理层的解答。接下来我们有请下一条问题，有请第一排的这位女士。
好，管理层大家好，我是来自兴业证券的、覆盖我们公司的分析师李静云。恭喜公司取得这么优秀的一个业绩。
那我这边呢，有两个问题，第一个问题呢，就是关于目标指引方面，那像在这个装备这个板块，包括油田技术呢，如果有一些目标方面的指引，比如说像装备板块，我们的这个平台的一些利用率啊，包括产能的一些规划呀，不知道管理层有没有什么可以跟我们分享，这是我的第一个问题。
第二个问题呢，就是关于降本增效方面，想请教一下管理层能不能更新一下我们有什么提升的空间和未来发展的一些方向？主要是这两个问题。谢谢。
Two questions from Li Jingyun of Xingye Securities. The first question is about guideline. In terms of the technical segment and the equipment segment, can you please share with us about your guidelines in terms of the utilization rate as well as your capacity, production capacity rate? This is the first question. Second question is about cost control. We noticed that you have done a lot to reduce the cost and improve efficiency. Any room to further improve efficiency and reducing costs in the future? Thank you.
好，谢谢你的问题。这个你的问题有点复杂哈，尤其是第一个问题。第一个问题我来回答，第二个问题呢，让我们这个CFO，宗小洁女士来回答。大型装备的目标指引，大家因为有合同了，看的是比较清楚了，是未来这一段时间的这个方向，是吧？大家比较有信心。
但是同样，从我本人来讲，对我们技术板块也十分有信心。一方面呢，就是现在中海油服的技术板块，它应该说是和大型装备板块，我们叫中海油服的基本态势叫无装不稳，无技不兴，是吧？一方面它和我们同行来讲，是大型装备，是我们的另外一个优势。
第二个呢，就是这个技术板块和我们同行比起来，虽然我们还是在快速进步当中，和第一集团有一定的这种差距，但是呢，我们能够自己的能够体会出来，这种差距正在以肉眼可见的速度来降低。请翻译。
Thank you for your two questions. I will take the first question, a bit complicated though. The second question will be taken by our CFO. The first question is about the guideline in our utilization rate and capacity rate. Actually, you can get a clear picture if you look at our purchase orders in our backlog as well as our technical advancement. For the technical, technology is also a critical area.
Internally, we always say that if we launch, if we manufacture a new piece of equipment, it must be the best. If we develop any new technology, it must be a new one. This is something that we have been, both of us have been focused on. Heavy equipment has been a very competitive area that we have had in the past few years. In terms of our technical advancement, even though there is still a gap between console versus the best players in the market, however, we believe that the gap has been now narrowing down year by year very, very quickly.
对于这个装备技术板块，我们现在是处在产业化布局阶段，那么我们总体上几个主流技术已经达到了这个能够拿出去和我们的同行PK一下，比比高低了。所以说这一段时间呢，我们尤其这一两年来，正在快速布局技术板块，如何尽快实现国际化，加速产业化的这个进程。
投了那么多钱了，投了那么多年了，也想利用这个快速的这个产业化过程，把成本尽快回收回来。那么基本上本着三个原则，就是第一个市场多元，从国内大面积的成功的基础上，我们开始如何把它推广到国际市场。第二个叫客户优质。
在以前我们技术板块出国的，相对来讲，小客户多一些，当然说客户之间没有高低贵贱哈，但是确实是小客户多一些，大客户少一些，低价值的合同多一些，高价值的合同少一些啊，这也是现状。所以说我们现在有一个叫客户优质。
第三个就是合作多种，合作方式我们自己也行，互相之间在项目上合作也可以，建立合营公司也我们也是这个和同行有竞争实，有这个实力，市场实力的，市场控制力的，建立合资合营公司也是一种选择。所以说呢，利用这些方式，我们这两年不断地在国际上，实际上已经开始为技术板块的国际化预演了。
那么另外一方面，在技术品牌的打造方面，我们也采用了多种方式，一方面就是和主要目标市场的地区国际性的展会，把我们的技术推出去，产生了一定的很好的效果。那么另外一方面呢，我们在主要地区也在设计我们的主要技术产品发布会，是吧？
通过把我们的外籍雇员，了解客户需求的，了解自身技术特色的，能够把两个方向结合得比较好的国际雇员，资深的雇员，能够在中东、东南亚、北美，或者是北海，每三年到五年，轮回一个地方，开一次技术发布会，把我们的客户、合作伙伴、同行，也跟大家宣讲一下我们的技术发展这个历程和取得的这个成果。
今年上半年应该说我们盯住了几个比较好的合同，都在产生突破，去年已经有突破了，那今年呢，我们希望这个突破更大点。总体上来讲呢，我们现在基本上有两个地区，一个是东南亚，还有一个是墨西哥，就是离开大型装备，我们技术板块也可以自身生存发展得比较好了。
所以说呢，这是目前看到的这个现状，希望我们能把大型装备经营得很好。同样也希望在座的各位对我们把经营好技术板块也有一定的信心。好，谢谢。
Your second part of question is about our equipment segment and any further room to grow in this segment. As I said, the heavy equipment has been one of our advantages comparing with others, and now we are still within the period of deploying the technical segment to make it more internationalized and more industrialized. Even though we are still behind the key players in the market in terms of overall technical capability, however, in the past one or two years, we have done a lot of work in deploying internationally to promote our technologies to different markets, because for so many years we have been investing different resources, a lot of money in R&D, developing those technologies.
Of course, we want to get the returns back as quickly as possible. That's why we have worked out three strategies in order to promote the growth in this segment. First of all, the diversification of markets. We have been successful in China's market with our technologies, and we will try to adopt the same methodology in the international markets as well, trying to be successful as well. Secondly, the optimization of our customers. In the past, a lot of our customers who were waiting to use our technologies were those small, and their contracts value in terms of amount or the value were also used to be the small ones. I'm not saying that we are disappointing the small customers versus the big customers.
However, it's true that we have had more small customers and more low value contracts in the past in terms of the technology adoption in their customers. That's why we want to optimize our customers, trying to encourage more customers using our technologies and getting more high value contracts from them. Thirdly, is about the way we cooperate with others. In terms of utilizing the technologies, we can do it alone. We can work with others on different projects, and we can also consider setting up a joint venture with any partner. As a matter of fact, we already started internationalizing our technologies, so we do it through different ways.
For example, we can attend trade shows in different countries to promote our technologies, and in some key areas, we can also hold the press conference to launch our technologies. Some of our own employees, they understand what are the needs in the local markets. They are also very much familiar with our own technologies. We can invite them to attend the press conferences as well. For example, in Middle East, in South, Southeast Asia, North Americans and so forth, we can hold such a press conference every three years.
For example, we can invite our colleagues, our partners, our customers, as well as their peers to attend. Through which we can let them know our history as well as our technical achievement. We had some breakthroughs in the contract winning in the past few years, and this year we want to win more high value contracts through our customers, particularly in Southeast Asia and Mexico markets. I believe that we have done a good job in our heavy equipment segment, and we also hope to deliver good results in terms of technical segments. Thank you.
那么接下来我回答第二个问题。这个降成本管控的这个工作呢，也是大家一直非常关心的。那么我们大家也都知道，成本领先是公司的五大战略之一，那么近两年呢，公司也一直致力于成本管理相关的工作，来提高自身的这个内生的这个竞争力。
那么在成本管理这方面的整个的公司管理的一个思路呢，还是要建立系统性、结构性和长效性的一个机制。具体来说呢，就是要把精益的成本管理贯穿于我们研、产、用、服、修、储各个环节，各个业务链条。那么主要的一个手段呢，第一个方面呢，还是要科技的一个创效和成本的一个提升，来提升我们的成本管理的一个水平。
具体来讲呢，就是我们刚才卢总也提到了，不断地加大科研的投入，加大我们自有技术的这种转化的这个力度，来通过我们自制的这些仪器的服务，来降低我们整个服务的这么一个成本水平。
那么第二个呢，也就是在产业的供应链端这一块，我们也是做了大量的工作，包括整个的这个装备的整个的这个备件的这种标准化的工作，国产化呀等等，跟我们建立战略合作伙伴的一些关系。所以这一块呢，也是我们的一个主要的一个手段。
那么第三个呢，也就是我们刚才提到了，结合整个公司的整个全业务链条的特点，我们再强化一体化的服务的这么一个整个的一个拓展的工作，也希望通过一体化的这种管理，或者服务来，整个的优化公司的整个成本管理的水平。
今年呢，我们还在做的一项工作呢，就是更加地加大了我们基层的最基础单元的这种成本管控的意识和能力，这一块呢，目前的效果也是非常不错的。那么整个上半年运作下来看呢，我们整个成本增效的这个工作呢，整个的效果呢，是实现了¥3.2亿，预期呢，全年呢，也会优于这一水平。好，谢谢。
Let me take your question about cost control and efficiency improvement. I believe that this is also a question that our investors are concerned about. It is a part of our strategy, the strategy that we maintain our cost level at a competitive level in order to improve our overall competitiveness. In our thinking, we will do it in a systematic manner, we will do it in a structural manner, and we must set up a long-term mechanism to maintain the cost competitiveness in the market. We look at our R&D, our production, our services, our PS and so forth, for all the business segments.
We also try to further drive down the cost through technical innovation. Specifically, we will keep increasing, keep investing more in our R&D in order to get new technologies, and by replacing the foreign technologies with our own technologies, we hope to further drive down the cost. Meanwhile, we also work together with our competitors in the supply chain side. For example, we try to standardize all the components and the parts. We are using more local components and parts instead of those imported ones in order to drive down the cost further.
Thirdly, we are also, you may have noticed, we are also launching more and more integrated services, so through integrating different services into one, we can further optimize our cost as a whole. This year, we have done another piece of work, which is that we are educating and making the, or from the primary level, the very front line, we are trying to make people be more aware of cost so that we can control the cost from the front line. This has been very effective, actually. We have done a lot in cost control and efficiency improvement in the first half, about $320 million. At the year-end, I believe that our achievement will be much more than that. Thank you.
好的，再次感谢各位的提问和各位管理层详尽的解答。感谢大家对中海油田服务股份有限公司的关注和支持。那由于时间关系，此次业绩发布会即将结束，如果您还有更多的问题，欢迎随时联系公司。再次感谢各位的出席，本次会议到此结束，谢谢大家！