Dedicated to pioneering original innovation, we shoulder the responsibility of “serving the country through advanced equipment.”

Gem Machinery We will focus on achieving tangible results in breaking through bottlenecks in scientific and technological innovation and in harnessing the power of artificial intelligence, using the “AI Plus” special initiative as a key lever to promote the deep integration of the innovation chain, industrial chain, value chain, and talent chain.

As a leading enterprise in China’s petroleum equipment manufacturing sector, Baoshi Machinery firmly recognizes that, in the inaugural year of the 15th Five-Year Plan, only by placing technological innovation at the core of its development and accelerating the growth of new‑type productive forces can it seize the initiative and gain the upper hand in the new round of scientific and technological revolution and industrial transformation, thereby providing robust strategic support for the Group’s overall development.
 

Raise political awareness and gain a profound understanding of the strategic imperatives of scientific and technological innovation. The Group’s 2026 Work Conference identified “strengthening collaborative, collective problem-solving to break new ground and reach a higher level in achieving high‑level scientific and technological self‑reliance and strength” as a key priority, emphasizing the need to “accelerate the development of national strategic scientific and technological forces and continuously expand the supply of high‑quality science and technology.” This provides Gem Machinery with a clear direction forward and a fundamental guideline. At present, the global energy landscape is undergoing profound adjustments, and the equipment manufacturing sector is experiencing deep transformations toward green practices, intelligent technologies, and service‑oriented models. Gem Machinery must proactively recognize, adapt to, and pursue change, placing technological innovation in an even more prominent position. The company deeply understands that achieving high‑level scientific and technological self‑reliance and strength is the only path to driving its high‑quality development. In recent years, Gem Machinery has firmly embraced the strategic orientation of “four orientations,” progressing from keeping pace to running alongside others and ultimately taking the lead, in… Ultra-deep well drilling rig , a series of major breakthroughs have been achieved in areas such as intelligent control platforms. In the face of new circumstances and tasks, we will focus on delivering tangible results in overcoming bottlenecks in scientific and technological innovation and in leveraging artificial intelligence, using the “AI Plus” special initiative as a key driver to promote the deep integration of the innovation chain, industrial chain, value chain, and talent chain, thereby contributing to the Group’s goal of “basically becoming a world-class enterprise by 2030.”
 

Focusing on core responsibilities and primary business, we are building a hub for innovation in energy equipment. Gem Machinery takes “serving the nation through advanced equipment” as its mission, focusing on the core needs of oil and gas exploration and development. It continuously strengthens research into critical, cutting-edge technologies, striving to become a key national strategic scientific and technological force. First, by deepening expertise in deep‑earth equipment technology, it reinforces the barrier to energy security. In line with the Group’s special initiative to stabilize the reserve‑to‑production ratio, we have designated deep‑earth equipment as a strategically vital area, persistently tackling key technologies for ultra‑deep well drilling rigs. We are further optimizing rig performance, developing customized solutions tailored to diverse geological conditions, and providing robust equipment support for the Group’s exploration and development of deep‑earth oil and gas resources. Second, by advancing intelligent control technologies, it leads the industry’s digital and smart transformation. On the product side, we focus on intelligent upgrades, continuously enhancing product performance and reliability; on the management side, we strengthen system integration, leveraging information technology to bolster engineering capabilities, Yunmengze Smart Platform , achieving interconnectedness of governance, production, and operational data and optimizing business processes to enhance operational efficiency; on the manufacturing side, by refining industrial layout and accelerating the development of six major bases, we are building an industry chain structured as “one center and five bases,” and completing the intelligent upgrade of the drilling pump production line, among other initiatives. By fostering a new business model integrating “equipment + data + services,” we are driving the transformation of oil and gas equipment toward “smart terminals.” Third, we are innovating green equipment technologies to promote low‑carbon industrial development. In alignment with the “4+4” strategic emerging industries plan, we are speeding up the development of drilling operations at water depths of 1,500 meters. Riser system Industrialization: We will develop hydrogen‑production equipment such as AEM electrolyzers, solid‑state hydrogen storage systems, and mobile ultra‑fast hydrogen‑electric refueling units; efficiently advance the implementation of controlled nuclear fusion projects; and expand into emerging and future‑oriented industries, thereby providing robust equipment support for the Group’s green and low‑carbon development.
 

Deepen reform and innovation to unleash the endogenous driving force of scientific and technological development. . The year 2026 marks the inaugural year of the 15th Five-Year Plan period. Baoshi Machinery will continue to deepen the implementation of the Group’s “Four Major Breakthrough Projects” and fully carry out the requirements of the “Four Special Campaigns,” harnessing reform and innovation to unleash new momentum for development. First, we will push forward reforms with greater depth and substance. By deepening reform, we will foster a favorable environment for scientific and technological innovation, and translate concrete reform measures into powerful drivers of innovation. Focusing on the Group’s corporate governance framework, building on progress in human resource optimization and revitalization, advancing supply chain management, bringing key manufacturing operations back in-house, and achieving initial results in marketing mechanisms, we will accelerate the implementation and tangible outcomes of reforms in research systems and quality management. Adhering to a results-oriented approach, we will further refine the “Four Major Reform Initiatives”—structural optimization, innovation capacity building, institutional and mechanism reform, and management improvement—detailing specific action plans, strengthening execution, and ensuring that our rigorous work ethic and demonstrable achievements turn the reform blueprint into a clear roadmap and a compelling vision. Second, we will establish an efficient innovation system and enhance collaborative problem-solving capabilities. We will fully implement the innovation-driven development strategy, uphold technology as the cornerstone of the enterprise, strengthen internal capabilities, and increase the market share of high-end, highly efficient business segments. Employing systems thinking, we will coordinate and integrate technology transfer with the seamless convergence of the three industrial chains. We will reinforce the R&D organizational structure at two levels—the National Research Center and the subsidiary company technical centers—and clearly define the functional roles of each innovation entity. We will simultaneously advance both specialized and diversified innovation capacities, comprehensively promote the use of an integrated R&D platform, and significantly enhance our capabilities in 3D design for complete product sets. Furthermore, we will rigorously implement the “military‑order” approach… Announcing the challenge and appointing a leader “…systems, guided by customer needs, we are coordinating and advancing efforts to tackle critical bottlenecks. We are focusing on strengthening the synergistic effectiveness of the three types of R&D, optimizing and refining the performance‑evaluation mechanism for technology transfer, and accelerating the conversion of scientific and technological achievements into real productive forces. Third, we are bolstering science‑and‑technology support for safety and fortifying the safety‑production defense line. In earnest implementation of the Group’s requirements under the QHSE Quality‑Improvement Initiative, we have introduced a “Snap-and-Report” management model for quality issues and safety hazards, establishing an end‑to‑end closed‑loop management system encompassing “identification–reporting–rectification–verification.” We have upgraded the production‑monitoring system to an “all‑weather safety sentinel,” enabling a shift in QHSE management from human‑centric oversight to technology‑driven governance, and elevating autonomous management from professional supervision to widespread participation by all employees, thereby providing a solid foundation for the enterprise’s high‑quality development.
 

Uphold Party leadership and forge a powerful synergy for scientific and technological innovation. Gemstone Machinery consistently upholds the Party’s comprehensive leadership over scientific and technological innovation, deeply advancing the integrated development of Party building and technological advancement, thereby using high‑quality Party work to guide and ensure a high level of self-reliance and strength in science and technology. The company has guided its cadres and employees to gain a profound understanding of the strategic significance of achieving scientific and technological self‑reliance and strength, enhancing both their awareness of innovation and their commitment to action. In key research teams, it has established model posts for Party members and designated responsibility zones, launched “Party Member Innovation Projects,” and translated the political and organizational strengths of Party organizations into competitive advantages in innovation. Furthermore, it has established a three‑channel career development system encompassing management, technical, and skilled roles, implemented a “Young Scientific and Technological Talents” training program, and accelerated the growth of young scientific and technological professionals through project‑based experience and mentorship. Finally, it has refined its incentive mechanisms, awarding substantial rewards to teams and individuals who have made outstanding contributions to scientific and technological innovation, thereby igniting a spirit of innovation across the entire workforce.

Standing at a new historical juncture, Baoshi Machinery will steadfastly shoulder the responsibility of “serving the country through advanced equipment,” relentlessly deepen its efforts in original innovation, courageously forge ahead in tackling key technological challenges, and continuously seize the commanding heights of science and technology, thereby leveraging high‑level scientific and technological self‑reliance and strength to drive the development of a new quality of productive forces.