摘要
欧洲国际石油公司一直是国际油气行业能源转型的先行者和领跑者,但随着国际政治经济形势和地缘政治的剧烈变化,欧洲国际石油公司纷纷放弃原先较为激进的“大能源”转型发展战略和降低油气业务比重的计划,被迫实施油气业务“归核化”举措。而北美国际石油公司则坚守“大油气”转型发展战略,始终坚持稳健均衡的转型发展战略、转型实施路径、投资策略及并购策略,采取更为稳妥务实的转型举措,选择开展与油气业务强相关的、可以有效利用现有油气基础设施和公用工程的生物质、氢能及CCUS业务。实践表明,传统油气业务是国际油气行业能源转型的最大底层经济支撑,能源转型要避免大幅剥离传统油气资产而造成暂时或区域能源供应安全问题,油气资源目前依然是油气行业核心竞争力的主要来源。我国油气行业可借鉴北美国际石油公司能源转型发展的经验,研究制定中长期油气增储上产发展战略目标,积极有效地实施高效勘探、效益开发,因地制宜地发展战略性新兴产业和未来产业,优先选择可以与现有产业、业务、资产形成协同效应、耦合效果的新兴产业和业务,摒弃“只买不卖”的传统资产经营理念,树立资产并购与剥离常态化思维,同时加快与数字化、人工智能先进技术的耦合发展。
European international oil companies have always been the pioneers and leaders of the energy transition of the international oil and gas industry.However,with the drastic changes in the international political and economic situation and geopolitics,European international oil companies have abandoned their original more radical"big energy"transition and development strategy and plan to reduce the proportion of oil and gas business,and have been forced to take the oil and gas business"refocusing"measures.North American international oil companies adhere to the"big oil and gas"transition and development strategy,always adhere to the steady and balanced transition and development strategy,transition implementation path,investment strategy,and merger and acquisition strategy,adopt more prudent and pragmatic transition measures,and choose to carry out biomass,hydrogen energy,and CCUS businesses that are strongly related to oil and gas business and can effectively use existing oil and gas infrastructure and public works.The practice has shown that the traditional oil and gas business is the biggest underlying economic support for the energy transition of the international oil and gas industry.Energy transition should avoid the temporary or regional energy supply security issues caused by the drastic stripping of traditional oil and gas assets.Oil and gas resources are still the main source of core competitiveness of the oil and gas industry.China's oil and gas industry can learn from the experience of North American international oil companies in energy transition and development,study and formulate medium-and long-term strategic goals for oil and gas reserve and production increase,actively and effectively implement efficient exploration and profitable development,and develop strategic emerging industries and future industries according to local conditions.Give priority to emerging industries and businesses that can form synergies and coupling effects with existing industries,businesses,and assets,abandon the traditional asset management concept of"only buying and not selling",establish normalized thinking of asset mergers and acquisition,and divestiture,and accelerate the coupling development with digitalization and advanced artificial intelligence technologies.
作者
徐东
付迪
韩百琨
曹晶
王贺
Xu Dong;Fu Di;Han Baikun;Cao Jing;Wang He(PetroChina Planning and Engineering Institute,Beijing 100083;CNPC Planning Department,Beijing 100007;China Petroleum Pipeline Engineering Corporation Limited,Langfang Hebei 065000;Research Institute of Economics and Technology,CNPC,Beijing 100032)
出处
《中外能源》
2025年第2期7-12,共6页
Sino-Global Energy
基金
中国石油集团战略基金项目“典型能源和化工公司发展战略动向研究”(编号:G2024-122)。
关键词
北美国际石油公司
能源转型
“大油气”战略
转型路径
协同效应
并购策略
North American international oil companies
energy transition
"big oil and gas"strategy
transition path
synergistic effect
merger and acquisition strategy
作者简介
第一作者:徐东,教授级高级经济师,博士,2017年毕业于天津大学管理与科学工程专业,目前主要从事战略管理、能源经济、油气体制改革、股权收购与管理、经济评价等方面的研究工作。本刊编委会委员。E-mail:xudong@petrochina.com.cn。
