Navigating Global Energy Branding: How Chinese Companies Engage with the World

From “Local” to “Global”: How Energy Brands Engage with the World?

Editor’s Note: A brand connects production and consumption, serving as a passport for enterprises to enter the market and engage with the world. Today, China is accelerating its journey towards becoming a manufacturing and branding powerhouse. An increasing number of Chinese energy brands are proactively embracing the global stage through technological innovation, quality enhancement, market expansion, and cultural integration, continuously boosting their international competitiveness. However, the path to global branding is fraught with challenges. Faced with cultural differences and market barriers, Chinese energy brands must continuously explore and innovate. This feature focuses on relevant practices and topics, deeply analyzing how Chinese energy brands transition from “local” to “global,” transcending geographical boundaries to engage in meaningful dialogue with the world.

Oil Insights: Building Collaborative Bridges through Brand Expansion

In the context of a profound adjustment in the global energy landscape, the phrase “Chinese Energy, Global Brand” has become not only an industry vision but also a pressing issue of our time. Recently, the China Energy Brand Week centered on this theme, revealing the key logic behind Chinese energy companies’ global expansion: core strength determines the speed of brand growth, while soft power defines its longevity. Only by combining both can brands break through barriers and establish a prominent “Chinese Energy” presence on the international stage.

Core strength serves as the gateway to the global market. The competition for energy brands on a global scale fundamentally revolves around the battle for technological standards and innovative capabilities. Currently, the contest for technological discourse in strategic emerging industries and future sectors is intensifying. Companies must recognize that scale advantage does not equate to brand advantage; transforming laboratory innovations into market-ready “hard currency” is essential to escape the predicament of being “big but weak.” This requires companies to conquer key technologies and promote independent technologies and standards internationally, showcasing the unique value of Chinese wisdom in solving common industry challenges.

However, the brand stature built on technological strength must also be imbued with a sense of responsibility. Nowadays, the international community expects energy companies to move beyond mere resource exploitation towards creating multi-dimensional value. Issues such as environmental protection and cultural respect are becoming benchmarks for measuring brand value. Companies need to transcend the “technology export” mindset and turn collaborative discussions into tangible responsibilities. By fostering localized operations to cultivate internal motivation, ensuring ecological protection for a shared home, and leveraging livelihood projects to build development consensus, they can enhance their brand’s global appeal.

The deeper challenge of brand internationalization lies in bridging cultural understanding gaps. The energy sector’s technical specialization and public perception require companies to act as “technical translators,” converting specialized achievements into language accessible to the public, while also serving as “cultural ferrymen,” effectively narrating the Chinese story in cross-cultural contexts. Establishing a dual-track mechanism of “technical communication and cultural exchange” is essential, cultivating talent that is well-versed in industry characteristics and adept at international communication, thus interpreting the innovative logic of Chinese technology and the social responsibility of Chinese enterprises in a manner that resonates globally.

The global energy transition is not only a technical revolution but also a dialogue between civilizations. The journey of Chinese energy brands into the world embodies a dynamic practice of uniting hard power and soft wisdom: showcasing industrial strength while conveying cultural intelligence. There are no shortcuts on this path, but when Chinese energy companies can define industry standards through innovation, interpret development concepts through responsibility, and build communication bridges through culture, the essence of “Chinese Energy, Global Brand” will shine ever more brightly.

Brand Stories

Lanzhou Petrochemical: Building Trust through Two-Way Growth

Lanzhou Petrochemical adheres to a dual approach of “exporting technology and co-developing talent,” injecting robust energy into the high-quality co-construction of the “Belt and Road” initiative through overseas project breakthroughs, international standard outputs, and local talent cultivation. Brand Highlights: It has established three key areas: “overseas refinery startup and operation maintenance, overseas refinery repair services, and training for foreign employees.”

In May, the weather in Zhanjiang was already hot, coupled with continuous rain, bringing significant challenges to Ding Feng’s work. As the head of the Lanzhou Petrochemical International Business Department stationed at BASF (Guangdong), Ding is responsible for ensuring the project starts smoothly in October. Currently, the project is in a critical purging phase. “Every process pipeline must withstand the rainy season’s challenges.” For days, Ding and his team have been meticulously checking parameters, and in the humid weather, his work clothes are covered in layers of salt frost.

This international first-class chemical base is about to produce high-end materials supporting the development of new energy vehicles. Behind the flickering screens in the control room is a breakthrough: Lanzhou Petrochemical has successfully provided technical services for a large multinational company’s project in China, with the successful initial operation of the ethylene station last year earning praise from the engineering team.

The trust that crosses borders is rooted in seeds sown on African soil. Rewind to 1998, when over 200 technical backbones from Lanzhou Petrochemical overcame language, dietary, and climatic challenges to go abroad. Within six months, they successfully completed the individual and integrated testing of the refining unit at the Khartoum refinery in Sudan, achieving a first-time operational success. Since then, Lanzhou Petrochemical’s overseas refinery startup brand has gained wide acclaim in Africa, receiving recognition from countries such as Algeria, Niger, and Chad. Over the past 27 years, thousands of Lanzhou Petrochemical’s overseas maintenance teams have built bridges of technical trust with their oil-stained hands, evolving from “going out” to establishing three significant brands: “overseas refinery startup and operation maintenance, overseas refinery repair services, and training for foreign employees.”

Driving brand upgrades through localized needs ensures a strong foothold in overseas markets. Niger has only one refinery with a processing capacity of one million tons, constructed by China National Petroleum Corporation, which Lanzhou Petrochemical assists in operating. In the summer of 2024, Niger trainee Abu arrived at Lanzhou Petrochemical for the first time, joining 43 other trainees for training. Faced with the African demand for catalytic and hydrogenation technologies, China National Petroleum and related enterprises innovatively introduced an international vocational skill certification system. During this training, Abu and his colleagues eagerly learned Chinese technology and operational experience, actively participating in simulation training. Among them, 21 foreign trainees participated in assessments across five specializations: catalysis, atmospheric pressure, reforming, hydrogenation, and air separation. This initiative successfully established a training brand in Africa while nurturing a group of highly qualified specialized technical talents.

“True internationalization is not about one-way export but about two-way growth,” Abu stated.

External Reactions

■ Wahab, HR Manager of the Niger Refinery: “Thank you to Lanzhou Petrochemical for training our employees. Both the training program design and the materials are very tailored to our needs. We hope for more opportunities to strengthen training exchanges between China and Niger.”

Oriental Geophysical: 20 Years of Excellence Elevate Industry Standards

Oriental Geophysical has forged a reliable brand through meticulous management, with its international exploration team, Team 8622, weaving a green safety net from a red alert line, maintaining the highest safety production level globally among seismic teams. Brand Highlights: Team 8622 has set an industry benchmark with 38 million safe labor hours and 75 million safe travel miles.

On May 16, Oriental Geophysical announced that its international exploration division’s Oman project team, Team 8622, achieved a milestone of 20 years without accidents, establishing an industry benchmark of 38 million safe labor hours and 75 million safe travel miles. Currently, this team maintains the highest safety production standards globally among seismic teams.

The Middle East has been the primary battlefield for Oriental Geophysical’s international development. “Since entering the Oman market in 2004, our two seismic exploration teams have consistently operated safely and efficiently. We understand that only by strengthening detailed management of safety and environmental protection can we provide solid support for improving project quality and efficiency,” said Zhang Shengli, Deputy General Manager and HSE Director of the International Exploration Division.

In the Oman project team, HSE is viewed not only as a management tool but also as a deeply ingrained culture. One employee proudly noted, “Every desert has its temper, but our safety management has never compromised.” Over the years, Team 8622 has operated in various regions of Oman, facing different terrains and construction challenges. However, one thing remains constant: upon arriving at a new work area, the team identifies potential hazards and risks posed by the new terrain and environment, controlling them within acceptable limits. Team manager Huang Jianchao explained, “This is our ‘safety Great Wall.’ We constantly remind ourselves that risks are everywhere, and only by adhering to the correct procedures can we avoid adverse outcomes.”

Precise control permeates every operational unit: new employees must undergo a 90-day supervision period before starting work, with mentors overseeing operational standards; desert vehicle drivers receive annual third-party driving training and assessments, maintaining a high pass rate; and the road surveillance team implements a “500-meter observation post” system to ensure safe passage for the line-laying team. “We would rather delay the project than cross a high-pressure line by even a meter,” the measurement team’s guidelines reflect the team’s extreme pursuit of safety.

Every spring and summer, the exploration team’s environmental sensitivity is equally heightened. “The sound of sea birds flapping their wings is our signal to adjust our work pace,” Huang Jianchao remarked. During the seabird breeding season, Team 8622 promptly activates “Sea Bird Protection Action,” drafting seabird protection guidelines and establishing operational procedures to ensure ecological safety in the work area. Safety and environmental protection are the “golden keys” to unlocking international markets. Mohammed Al-Mazroui, Vice President of Oman Oil Development Company, praised via email: “Congratulations to BGP and PDO for achieving this milestone! This is the best reward for all the dedication and hard work!” This letter affirms the Chinese imprint Oriental Geophysical has left in overseas markets—building a reliable brand through the finest management.

External Reactions

■ Ilham Korashian, Project Leader of Oman 44.01 Company: “BGP’s numerous environmental protection practices are worthy of emulation by most enterprises. Thank you for your contributions to Oman’s environmental protection and low-carbon initiatives!”

Bohai Equipment: Hard Power Creates a Global Identity

Bohai Equipment has successfully broken the market monopoly of internationally renowned enterprises with its high-quality products, excellent services, and continuous innovation, enabling Chinese equipment to penetrate overseas markets and take root. Brand Highlights: Zhongcheng submersible electric pumps have demonstrated exceptional performance for ten consecutive years, currently utilized in over 120 pump units with an average failure-free operation period of 2267 days.

“The average failure-free operation period of Zhongcheng submersible electric pumps reaches 2267 days. This is not just cold data; it’s a brand identity we’ve earned through sweat and youth,” said Zhao Dongwei, Bohai Equipment’s Ecuador market manager, standing next to well penvl2 of the Andes project, pointing at the weathered protective coating on the pump unit. This equipment has safely operated for over 2400 days, recording the journey of China’s oil equipment abroad.

In August 2016, when Zhao Dongwei first set foot in Ecuador, the local electric pump market was firmly held by international service giants like Baker Hughes and Schlumberger. Faced with formidable competitors, he and his team did not retreat. They believed that only with outstanding products and meticulous service could they establish a foothold in this market. “In the initial market exploration, we faced unimaginable difficulties,” Zhao recalled. “Ecuador’s market was filled with doubts about the Zhongcheng submersible electric pump brand, compounded by communication barriers and cultural differences, making every step particularly challenging.”

To alleviate customer concerns, Zhao personally demonstrated the equipment and explained every detail thoroughly, aiming to provide customers with a more intuitive and deep understanding of the product. Often, fortune favors those prepared. During one incident, a local oil field’s pump failed, and the previously cooperating international firm was unable to provide timely repair services. Upon learning this, Zhao and his team worked tirelessly day and night, quickly troubleshooting and successfully fixing the fault. This incident not only earned the respect and recognition of the local oil company but also paved the way for future collaborations.

“We understand that only through continuous innovation and breakthroughs can we maintain an unbeaten position in fierce competition,” Zhao affirmed. After numerous experiments and improvements, Bohai Equipment successfully developed a submersible electric pump unit suitable for Ecuador’s highly corrosive environment. This unit significantly enhanced gas adaptability, with the pump’s gas-liquid ratio rising above 70%. In the face of a work area plagued by insects and ants, Bohai Equipment’s technical team innovatively developed a “pump moisture-proof breathing method,” using nanocoatings to protect critical components; addressing fluctuating crude oil sand content, they introduced an intelligent variable frequency anti-sand mode, equipping the pump with an “intelligent brain” to reduce wear and conserve energy. Today, these once-written solutions have become international patents.

Last year, during the bidding for the Andes pump rental project, Bohai Equipment’s Zhongcheng submersible electric pump won again due to its outstanding performance. Zhao expressed, “Ten years to sharpen a sword. Now, the Zhongcheng submersible electric pump shines brightly in foreign lands, becoming a beautiful card presented by China Petroleum to the world.”

External Reactions

■ Miguel, Supervisor of the Oil Extraction Department at the Ecuadorian Andes Oil Field: “Zhongcheng submersible electric pumps excel in sand prevention, scaling, corrosion resistance, and high temperature endurance, with stable operation for ten years, making it an industry model! Their accompanying services are also very comprehensive; Bohai Equipment is our most trusted partner.”

Roundtable Discussion

Q1: How to deepen overseas markets while maintaining brand characteristics and adapting to local needs?

Promoting Brand Integration into the Dual Circulation Pattern

■ Li Rong, Chief Expert of Karamay Petrochemical Company: First, hone internal skills and strengthen brand building. A high-quality and premium brand is the cornerstone for enterprises to establish themselves in the domestic and international dual circulation. When venturing into overseas markets, companies need to solidify domestic branding and quality management while further enhancing international standard registration, filing, and certification work, such as completing EU REACH regulation filings, obtaining North American environmental standard certifications, and managing carbon emissions to gain the necessary qualifications for brand expansion abroad.

Second, conduct in-depth research to effectively expand特色业务. The Belt and Road Initiative connects East and West, facilitating cultural and religious exchanges. To promote domestic brands in overseas markets, it is essential to conduct in-depth market research, combining market needs with individual characteristics to create user-recognized, market-accepted, and reasonably well-known brands.

Third, deepen the integrated model of “research, production, sales, and use.” To make特色产品 a recognized and marketable brand, it is essential to tailor products for end customers by deeply understanding their needs and integrating the characteristics of research and development with production. Throughout the usage process, continuous technical extension services and product iteration services should also be provided.

Finding the Greatest Common Divisor Through Integration

■ Zhang Yunxing, Deputy General Manager of Kunlun Intelligent Market Development Department: True globalization is not one-way output; it is about finding a dynamic balance between adhering to core advantages and respecting local cultures. Strengthening brand characteristics is fundamental for going abroad. The digital transformation of the energy industry has distinct characteristics, requiring both oil and gas expertise and IT technology support. During this process, it is essential to cultivate dual competencies that understand both oil and gas and IT. When promoting products and solutions externally, they should undergo long-term validation across upstream and downstream business scenarios and be widely applied in both domestic and international production environments to provide more reference cases for overseas customers, creating differentiated advantages for brand expansion.

Adapting to local needs is the survival rule. Cultural differences, policy regulations, and technical standards among different countries act as invisible barriers between brands and markets. To overcome these obstacles, it is crucial to respect local cultures, avoid cultural taboos, assemble multilingual technical support teams, and deepen localization processes. Based on adhering to core values, flexible adjustments are necessary, with precise adaptations of technical standards and deep integrations of cultural empathy being key.

For example, in the intelligent transformation of oil and gas equipment, it is essential to comply with internationally recognized API standards while optimizing the operational interface’s interaction logic according to local working environments. This combination of “technical hard power and cultural soft power” maintains the brand’s professional essence while allowing products to integrate into local ecosystems.

Q2: How to build a resilient brand system to cope with market uncertainties?

Strengthening Brand Core Through Dialectical Unity

■ Feng Guang, Minister of the Publicity Department of Changcheng Drilling: First, the brand system must uphold integrity and innovation. It should closely align with the goals of empowering high-quality development, completing top-level design, and establishing a scientific and systematic brand system. This system should closely connect with the company’s development changes and historical culture, deeply excavating and showcasing its unique value and distinct features, presenting a unique style; simultaneously, it should resonate with the characteristics of the times, deepen brand connotations, and reflect the new demeanor of state-owned enterprises in the new era, integrating with the rich heritage of Chinese traditional culture to enhance brand recognition and attractiveness.

Second, the brand image must be cultivated both internally and externally. Adhere to a customer-centric and performance-driven philosophy, consistently establishing a law-abiding, honest operational image. Maintain good performance, accelerate the pace of technological, management, and brand innovation, and enhance the ability of brands to lead the market. Establish standardized processes to provide high-quality products and services to global customers. Build a mutually beneficial bond combining brand construction with job practices, enhancing employees’ identification with the corporate brand and cultivating an awareness of brand communication among all employees.

Third, brand management must be refined and meticulous. Establish brand usage norms to present a unified image to customers and a uniform standard for interpreting the brand. Optimize the supply chain layout, engage in strategic partnerships with other enterprises or institutions, and improve brand value contributions. Innovate communication pathways, establish regular communication mechanisms with stakeholders and non-governmental organizations, and conduct brand showcase events to enhance market and consumer recognition and acceptance.

Enhancing Brand Resilience through Systematic Thinking

■ Hou Yuping, Marketing Manager of Boshi Machinery: A systematic approach is needed to build brand resilience, achieving a transition from product export to brand establishment. First, focus on technology. Using leading products like drilling rigs and fracturing equipment as leverage, accelerate the integration of digital intelligence technology through AI operations and remote diagnostics to enhance product added value, forming a “high performance, digital, green, and low-carbon” differentiated label. Establish a rapid technology adaptation mechanism for overseas markets, employing technical flexibility to address regional uncertainties.

Second, use service as a shield. Promote the “Chuan-Yu Shared Base” model, strategically placing localized parts warehouses and maintenance centers in key areas to achieve 24-hour emergency response. Expand one-stop comprehensive services, extending from equipment supply to drilling solution design and energy efficiency optimization, locking in customers through long-term service contracts to mitigate the impact of market fluctuations.

Third, establish a mechanism as the backbone. Create an international market development operation system based on the principle of “six collaborations,” optimizing coordination mechanisms, quantifying bilateral cooperation assessments, and driving leapfrog development in international market marketing.

Fourth, utilize culture as a bridge. Enhance customer engagement through the establishment of overseas bases, improving customer experience. Train local technical workers in overseas markets, conveying the brand’s values of shared development. Participate in the formulation of international standards, enhancing brand credibility.