北美国际石油公司能源转型特征分析及其启示  

Analysis of Energy Transition Characteristics of North American International Oil Companies and Its Implications

作　　者：徐东[1] 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)

机构地区：[1]中国石油天然气股份有限公司规划总院,北京100083 [2]中国石油天然气集团有限公司发展计划部,北京100007 [3]中国石油管道局工程有限公司,河北廊坊065000 [4]中国石油集团经济技术研究院,北京100032

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)。

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 tradition

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 

分 类 号：F42[经济管理—产业经济]