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在低油价下,以埃克森美孚、BP、壳牌、雪佛龙及康菲为代表的国际一流油公司经营业绩大幅下滑,2015年经营收入同比减少超过1/3、利润降幅超过80%。面对经营困境,国外油公司一方面大幅压减投资、严控成本、压缩用工规模、剥离非核心资产和强化HSE管理,实现了投资规模、成本水平、用工数量、资产规模及安全事故“五下降”;另一方面,着力提高单井产量、保持上游投入和研发费用占比稳定、大幅计提资产减值,使油气产量、上游投资比重、研发投入强度和资产减值呈现出“四个稳定或上升”。这些在一定程度上体现出国际一流油公司应对低油价的政策措施。国内企业可以参照国际油公司的做法,加大对勘探投入和研发费用的倾斜力度,以寻求经济可采储量为目标持续加强勘探工作,变低油价寒冬期为孕育勘探突破的机遇期;大力推进市场化机制建设,进一步明确油田和石油工程公司的市场化运营关系,赋予油田分公司市场化选择施工队伍的权限,为降低勘探开发成本和提高运营效率创造有利条件;同时要积极探索合资合作等资本运营模式,挖掘存量资源潜力。
At low oil prices, the operating performance of leading international oil companies represented by Exxon Mobil, BP, Shell, Chevron and ConocoPhillips fell sharply. In 2015, operating income decreased by more than 1/3 year-on-year, and profit dropped by more than 80%. In the face of operating difficulties, foreign oil companies have significantly reduced investment, strictly controlled costs, reduced the scale of employment, divest non-core assets and strengthened HSE management, and achieved investment scale, cost levels, employment numbers, asset size, and safety accidents. “Five decrease”; on the other hand, efforts were made to increase the output of single wells, maintain a stable proportion of upstream investment and R&D expenditures, and significantly reduce asset impairment, so that oil and gas production, upstream investment proportions, R&D input intensity, and asset impairments presented “Four stable or rising”. These to a certain extent reflect the policy measures of international-class oil companies to deal with low oil prices. Domestic companies can refer to the practices of international oil companies and increase their efforts in investing in exploration and R&D expenditures. The aim is to seek economically recoverable reserves and continue to strengthen their exploration work. To reduce oil prices during the cold winter period is an opportunity for breeding exploration breakthroughs; vigorously promote The establishment of a market-oriented mechanism will further clarify the market-based operational relationship between oilfield and petroleum engineering companies, grant the oil field branch offices the right to select construction teams, create favorable conditions for reducing exploration and development costs and improving operational efficiency, and at the same time actively explore joint ventures and cooperation. Capital operating model to tap the potential of stock resources.