Liu He, an academician of the Chinese Academy of Engineering: Building China’s “Digital Oil Worker”

Character Profile

Reporter: You have been deeply involved in the petrochemical industry for decades. Why did you choose this field?

Liu He: I was born in Heilongjiang Province and have an abiding affection for this land. So, when the national college entrance examination was reinstated in 1978, I applied without hesitation to Daqing Petroleum Institute (now Northeast Petroleum University). Upon graduation in 1982, I was directly assigned to the Fourth Oil Production Plant of the Daqing Oilfield. At the time, I believed that since the country was short of oil, it was an unparalleled honor for a native of Northeast China like myself to work at the Daqing Oilfield. I started as an ordinary technician in a grassroots team and went on to hold nearly every position in the oil industry. Those years spent working hard on the well pads only deepened my love for this challenging land and for the petroleum industry itself. From that moment on, whether in Daqing or in Beijing, I dedicated more than four decades to the petrochemical sector.

Reporter: At that time, how significant were the differences between China’s petroleum industry in terms of technological level and production conditions and those of today?

Liu He: The changes have been nothing short of earth-shattering. In the early 1980s, China’s petroleum industry was in the arduous phase of its “second entrepreneurial journey.” Following prolonged high-intensity production, the Daqing Oilfield saw a steady rise in overall water cut, making it extremely difficult to maintain stable output. At that time, technological tools were relatively limited; operators relied mainly on listening for unusual sounds, monitoring electrical current readings, and feeling temperatures to assess operating conditions.

Over the past four decades and more, I have personally witnessed the Chinese petroleum industry’s leapfrog development—from “manual labor and shoulder-carrying” to “mechanization and automation,” and now to “intelligentization and digitalization.” What fills me with the greatest pride is that we have transformed from followers and imitators into global leaders: in areas such as stratified water injection and fracturing technology, we now stand at the forefront of the world. Not only have we achieved high and stable annual crude oil production exceeding 50 million tons, but we have also made world-class breakthroughs in the development of complex oil and gas reservoirs, including low-permeability formations and shale oil.

Reporter: How did your time in Daqing influence your subsequent career?

Liu He: Daqing is my second hometown, as well as the starting point of my career and the spiritual home to which I have always returned. That period of work experience has had a profound impact on my professional ethos and approach.

I still vividly recall my days as a technician at the Third Mine of the Fourth Oil Production Plant at the Daqing Oilfield in the 1980s. To gain a clear understanding of the joint station’s operational status, I worked three-shift rotations alongside the workers, getting up in the middle of the night to conduct patrols, prepare reports, and clean my assigned area. This experience instilled in me the habit of “seeing is believing.” Even today, whenever I encounter any data or on-site conditions, I make it a point to inspect them myself and verify them firsthand—never taking paper reports at face value.

That experience also made me keenly aware that every technological breakthrough must be grounded in a precise understanding of the geological characteristics of oilfields and the actual operating conditions on site. Without hands-on, boots-embedded-in-mud practice, there can be no true innovation. Moreover, Daqing’s post responsibility system and the “Three Stricts and Four Rigors” ethos have been ingrained in the very marrow of every petroleum professional; this industry culture, forged over decades, is my most precious asset.

Reporter: Do you still often return to Daqing these days?

Liu He: Every year, I spend three to four months in Daqing. My son’s family still works there, and my academician workstation is also located at the Daqing Oilfield. This workstation serves not only as a research hub but also as a vital bridge connecting research institutes with the oilfield’s front lines—and as an incubator for nurturing young talent. When it comes to mentoring students, I have always adhered to one principle: conducting petroleum research cannot be confined to the laboratories of universities or research institutes; researchers must take root at the operational front lines and gain a deep understanding of on-site conditions. That is why I frequently send students to Daqing, where they can hone their research skills through hands-on experience.

Reporter: The Daqing Spirit and the Iron Man Spirit were forged during the Daqing Oil Campaign. What new connotations have these spirits acquired today?

Liu He: At the heart of the Daqing Spirit and the Iron Man Spirit lie “patriotism, entrepreneurship, pragmatism, and dedication”—a core that will never change. Yet in the new era, we must imbue it with a fresh dimension: innovation. The traditional petroleum spirit emphasized “hard work,” relying on sheer physical stamina and unwavering willpower; in the new era, by contrast, the focus is on “smart work,” driven by intellectual ingenuity and technological advancement. Today’s petroleum scientists and engineers must not only carry forward the pioneering, down-to-earth, and rigorously pragmatic ethos of their predecessors—those who dedicated themselves to frontline operations—but also dare to venture into uncharted territory, striving for self-reliance and strength in cutting-edge fields such as artificial intelligence and deep-Earth exploration. We must break down disciplinary silos and deeply integrate information technology and materials science with conventional oil and gas engineering. Under the “dual carbon” goals, petroleum scientists are called upon not only to ensure energy supply but also to champion low-carbon development—this is the historic mission entrusted to us in the new era.

Reporter: The front lines of oil and gas engineering are fraught with uncertainty. Have you ever experienced a drilling failure or a project setback?

Liu He: Of course there were. In the early days, when we were developing fine-layered water injection technology, the first-generation instruments would fail as soon as they were lowered into the well, resulting in heavy losses and even causing me sleepless nights. Yet failure is the mother of success. I learned a crucial lesson: always respect the field and abide by natural laws. No matter how perfect a theory may seem, if it cannot withstand the extreme high-temperature and high-pressure conditions downhole, it is nothing but a castle in the air. Failure made me more rigorous and more attentive to detail. Moreover, scientific research requires both perseverance and the ability to optimize and choose the right approach. For problems where current technological and environmental conditions are not yet mature, we should not rush for quick results; instead, we can put them on hold and revisit them later, once technology advances and the environment changes, to tackle them anew.

Reporter: Over the past four decades and more, what core technologies have you led the team in mastering? Which of your achievements have brought you the greatest sense of accomplishment?

Liu He: My primary work has focused on advanced zonal water-alternating gas injection technology and innovations in engineering management. In response to the pronounced heterogeneity of China’s continental sedimentary reservoirs, my team and I have spent more than two decades developing third- and fourth-generation zonal water-alternating gas injection technologies. These technologies have addressed the global challenges of “inability to inject, inability to separate, and inaccurate measurement” in oilfield waterflooding operations, effectively rejuvenating mature oilfields. We are currently working on the fifth-generation zonal water-alternating gas injection technology. Guided by the core principles of cost reduction, efficiency enhancement, and improved recovery, our goal is to achieve optimal development performance with the minimum water input. In addition, I have pioneered a model of “continuous integration” between oil-production engineering technology and management, which has accelerated the localization of critical equipment such as fully soluble bridge plugs and fine-scale controlled fracturing.

Over the past two years, I have turned my attention to downhole intelligent agents, aiming to equip downhole tools with “autonomous decision-making” and “real-time control” capabilities through edge computing and AI algorithms. The resulting breakthroughs have already been deployed in mature oilfields, boosting recovery rates while reducing costs and improving efficiency.

Another achievement of which I am particularly proud is the AI-powered visual large model for intelligent evaluation of rock structures. This breakthrough originated from a research topic proposed by one of my doctoral students. Leveraging a proprietary database that we spent four years building, the model employs human-annotated, high-precision training data and integrates advanced deep-learning techniques to replace traditional manual thin-section preparation and identification workflows with a large-scale AI model. By addressing the industry’s longstanding challenges—namely, declining efficiency and elevated error rates in core identification resulting from the retirement of veteran core-analysis experts and the lack of experience among younger professionals—the model has significantly enhanced the productivity of geological research.

Reporter: You have spearheaded the domestication of critical equipment such as fully soluble bridge plugs. What has been the key to shifting from reliance on foreign technology to achieving independent and controllable capabilities?

Liu He: The key lies in adhering to a problem-oriented approach and pursuing systematic, integrated R&D. Many of our innovations are driven by the specific challenges encountered in oil-industry practice. For instance, when foreign countries imposed an embargo on high-end logging and testing instruments, we embarked on independent R&D from scratch; and when foreign software proved ill-suited to China’s complex geological conditions, we developed our own algorithms. At the same time, breakthroughs at a single point are far from sufficient—we must build a full-chain innovation system spanning “theory–technology–equipment–standards” to ensure that we maintain firm control over the initiative.

Reporter: What challenges do you believe the Chinese petrochemical industry is currently facing?

Liu He: At present, the petrochemical industry in China faces external pressures primarily stemming from the complex international energy landscape and increasing uncertainty in securing overseas resources. Internally, the challenges include the growing difficulty of maintaining stable production at mature oilfields, declining quality of new oilfields, soaring exploration costs, and the substantial financial and human resource commitments required for the intelligent transformation of conventional equipment—efforts that yield limited short-term returns.

However, opportunities and challenges coexist. The new round of technological revolution—particularly the deep integration of artificial intelligence, big data, robotics, and the energy sector—offers us the chance to leapfrog and overtake others. Meanwhile, the “dual carbon” goals are driving a green transformation across the industry, compelling the research, development, and application of energy-saving, consumption-reducing, and clean-production technologies, and giving rise to new sources of technological growth.

Reporter: In recent years, you have devoted yourself to leveraging artificial intelligence and digitalization to empower the oil and gas industry. What prompted your shift into this entirely new field?

Liu He: It all stems from our anxiety about the industry’s bottlenecks. As oilfield development moves into deeper water, traditional physical models are increasingly inadequate for capturing the complexity of subsurface conditions, and the efficiency of human-driven decision-making has reached its limit. I came to realize that data is the “new oil,” and algorithms are the “new drilling rig.” The transformation brought about by artificial intelligence is truly disruptive: it is shifting oilfield development from a “post-event analysis” paradigm to one of “real-time prediction and autonomous control.” With the support of new technologies, decision-making in oilfield development no longer relies on the personal experience of veteran experts; instead, it is grounded in model simulations powered by massive amounts of data. For example, our intelligent layered water-injection system can automatically adjust injection rates in response to downhole pressure changes—no manual intervention required. This is driving the oil and gas industry to transition from being “experience-driven” to “data-driven,” and from labor-intensive operations to technology- and knowledge-intensive ones.

Based on this understanding, I am currently accelerating the development of intelligent agents in the oil and gas sector. My goal is to create “digital oil workers” endowed with sensing, cognition, decision-making, and execution capabilities—agents that can venture thousands of meters underground to autonomously perform monitoring, diagnostics, and optimization tasks, thereby truly realizing unmanned and intelligent oil and gas production.

Reporter: What key shortcomings still need to be addressed in China’s petrochemical industry at present?

Liu He: We are already strong in hardware equipment, but we still have shortcomings in industrial software, fundamental algorithms, and high-end sensors. In particular, specialized industrial software and underlying operating systems that are tailored to China’s complex geological conditions urgently require priority breakthroughs. In addition, we should accelerate the refinement of digital transformation, which faces challenges related to data governance and the development of a pool of multidisciplinary talent.

Reporter: How can the issue of building a pool of multidisciplinary talent that you just mentioned be addressed?

Liu He: What we need to cultivate are not merely “specialists,” but rather “strategic leaders” who can master complex systems. At present, there is a severe shortage of interdisciplinary talent at the intersection of petroleum engineering and information technology. The root cause lies in the rapid advancement of both oil-and-gas technologies and AI, yet their integration is still in its infancy; young professionals often have narrow disciplinary backgrounds and insufficient cross-disciplinary complementarity. Addressing this challenge requires a systematic approach. Within enterprises, we must implement “mutual upskilling,” encouraging business personnel and IT staff to learn from one another and gain deeper on-site experience. Research institutes should establish cross-sectoral exchange platforms to foster team-based problem-solving among talent with diverse backgrounds. Meanwhile, universities need to break down disciplinary silos and offer interdisciplinary courses such as “Petroleum + Computer Science” and “Engineering + Artificial Intelligence.”

Reporter: You have extensive frontline engineering experience, have deeply engaged in cutting-edge research, and have long been responsible for engineering management. In your view, what is the relationship among these three aspects?

Liu He: The three elements are in a “root–soul–fruit” relationship. Engineering practice is the “root”—all problems originate on the field; scientific research and innovation are the “soul”—providing the theories and methodologies to solve these problems; and technological equipment is the “fruit”—the vehicle for innovation. To achieve efficient integration, we must steadfastly pursue the integrated development of industry, academia, research, and application. In my view, researchers should “write their papers on the wellsite,” while engineers should “bring the tough challenges into the laboratory.”

Reporter: What do you consider the key to leading a team effectively?

Liu He: The essence of learning from others lies in mastering the core principles, while leading others means striving for breakthroughs. In my view, the most critical aspects of team leadership and new talent development are inclusiveness and a strong sense of responsibility—creating opportunities and paving the way for team members to leverage their strengths. Only by putting the growth of team members first can we build genuine cohesion and synergy. Moreover, scientific research is never a solo endeavor; it requires harnessing the collective power of the team. Individuals and the team are inseparable: from my perspective, when a project encounters challenges, I must take the lead in finding solutions; conversely, the team’s efficient collaboration enables me to focus on the core issues and boost overall productivity.

Reporter: Having dedicated many years to talent development, you no doubt have a lot you’d like to share with young people.

Liu He: The most essential qualities of an outstanding scientist are a deep sense of patriotism and critical thinking. Without patriotism, one cannot go far; without critical thinking, one cannot go deep. I would like to offer three words of advice to young people who are striving and forging ahead.

First, focus on self-improvement: cultivate a positive mindset and maintain optimal physical health. Without a sound mental attitude and a healthy body, all other efforts are mere empty talk—this is something only you can achieve; no one else can take your place. Second, define your position clearly: understand what you should do and what you are capable of, set precise goals for your work, and execute it with diligence and thoroughness. Third, be bold in exploring new paths and thoughtful in your approach: young people should embrace a spirit of daring to try and even to “run into walls,” but when that happens, they must know how to turn back, learn from failure, identify the root causes of problems, and avoid simply persevering stubbornly or giving up too easily. Above all, never stumble over the same obstacle twice.

Reporter: With such a busy schedule, how do you usually unwind?

Liu He: I have been devoted to photography for nearly 30 years and have also been writing poetry for many years. Science seeks truth, while art seeks beauty; yet the pinnacle of both is ultimately the same. These pursuits not only help me relax body and mind but also provide abundant inspiration for my scientific research. Photography has taught me to observe carefully, enabling me to discern aesthetic patterns within complex geological data; poetry has cultivated my imagination, sparking creative insights even amid rigorous logical reasoning, while also honing my ability to express ideas concisely and deepening my understanding of culture. In short, artistic hobbies and scientific work mutually reinforce each other. Often, the breakthroughs in technology are inspired by a kind of intuition—intuition that frequently stems from an artistic sensibility. Only by balancing work with rest and leaving room for mental flexibility can one sustain enduring vitality in research.

Academician on Science Communication