传统油气公司对新兴产业项目管控模式探析

Types of control by traditional oil and gas companies of projects in emerging industries

传统油气公司主要从事石油天然气勘探开发、与油气勘探开发相关的专业技术业务以及大型炼油化工业务等,建立了完备的管理体制机制。新兴产业特别是新能源产业具有独特的行业特点,油气公司进入新兴产业面临很多挑战,管理模式和管控机制上的不适应是一个重要方面。集团企业对业务单元的管控模式分为四种:财务型管控、战略规划型管控、战略控制型管控和运营型管控。在这四种模式下,总部对业务单元的管控内容和集权程度各不相同。油气公司进入新兴产业,不建议实施运营型管控,新兴产业的发展对于集团企业来说也还没有达到财务型管控的阶段,建议更多地对新兴产业项目采用战略规划型管控和战略控制型管控。同时,对所投资的新兴产业项目,建议以参股形式为主,并建立相适应的管控机制。

A conventional oil and gas company engages in oil and gas exploration and production primarily, and related specialized technology, oil refining and petrochemical services, etc., and has its own complete set of management practices. Emerging industries, especially in new energy, have their own characteristics completely different from the oil and gas industry's. Oil companies face multiple challenges in entering emerging industries, especially because their management structure and control mechanisms are ill-suited to those industries. There are four types of control over and within a group enterprise operating unit: financial, planning,strategic, and operating, with differing content and degrees of centralization determined by headquarters. Oil and gas companies are advised not to impose operating control on subsidiaries in emerging industries whose development relative to the group company's is also considered still not to have reached the fi nancial control stage, but to implement planning and strategic control there. Meanwhile oil and gas companies are advised to use equity participation in new energy investment projects and a mutually accommodative control mechanism.