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美國油氣行業(yè)今年已裁員10萬余人

Katherine Dunn
2020-10-12

咨詢機構(gòu)德勤稱,油價每漲跌1美元,便會影響到3000個石油行業(yè)的工作崗位。

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如今,油氣行業(yè)不僅面臨價格下滑的問題,其就業(yè)市場也在萎縮。

德勤于10月5日發(fā)布的一份有關(guān)美國石油、天然氣與化工行業(yè)就業(yè)前景報告顯示,今年3月至8月,美國石油、天然氣與化工行業(yè)已經(jīng)裁員10.7萬人。報告稱,如此“裁員速度創(chuàng)下了油氣行業(yè)的歷史紀(jì)錄”,即便油氣行業(yè)向來以“其興也勃、其衰也忽”著稱,這一速度依然令人瞠目。

實際上,這還并非問題的全部。該項研究發(fā)現(xiàn),為保護市場份額不受頁巖氣革命影響,沙特阿拉伯自2014年起便發(fā)動了價格戰(zhàn)。時至今日,這種價格戰(zhàn)對油氣行業(yè)工人造成的影響正在日益加大。

德勤稱,2014年至2019年期間,油價每漲跌1美元就會影響到3000個勘探、生產(chǎn)和油田服務(wù)方面的工作崗位。而在20世紀(jì)90年代,同樣幅度的油價波動只會影響到1500個工作崗位,而且當(dāng)時在油價上升時還會新增許多工作機會。德勤的報告指出,在本世紀(jì)的頭15年,就業(yè)崗位數(shù)量也非常容易受到價格的影響。但由于當(dāng)時油價處于上漲周期,工作崗位數(shù)量不斷增加,而非減少。

但這次情況可能有所不同,許多遭到裁撤的崗位短期內(nèi)可能無法得到恢復(fù)。如果油價維持在每桶45美元左右(當(dāng)前油價遠低于這一水平),那么明年年底前,70%的就業(yè)崗位將無法得到恢復(fù)。

對油價構(gòu)成打壓的既有眼前因素(美國經(jīng)濟增長及政局穩(wěn)定性方面的風(fēng)險)也有長期因素。兩周前,標(biāo)普全球預(yù)計,疫情造成的消費模式變化(居家辦公的情況)以及對經(jīng)濟的影響,意味著在很長時間內(nèi),石油日需求量將減少250萬桶。甚至各大油氣公司高管也都警告說石油需求可能即將見頂,甚至可能已經(jīng)見頂。

此外,油氣行業(yè)自身也在進行變革,歐洲尤其如此。殼牌、英國石油、道達爾、Equinor等歐洲主要的老牌能源公司均承諾到2050年要實現(xiàn)“凈零”排放。這一過程必須迅速推進,截至目前,僅英國石油公司和殼牌公司兩家在推進這項工作的過程中就將減記數(shù)十億美元資產(chǎn),并宣布裁員近2萬人。(如此情形是否純因凈零轉(zhuǎn)型,還是僅因油價下跌,亦或是兩者共同作用的結(jié)果仍然有待討論。)

退休在即

凈零轉(zhuǎn)型并不像乍看起來那樣僅僅意味著大幅裁員。德勤的研究還提出了一個問題,即上述公司將對招聘流程做出哪些調(diào)整,以便轉(zhuǎn)型能夠落到實處。一般來說,新招募的員工都比較年輕,掌握相應(yīng)的技術(shù)與數(shù)學(xué)方面技能,可以勝任伴隨低碳轉(zhuǎn)型出現(xiàn)的大規(guī)模數(shù)字化工作。(正如英國國家電網(wǎng)在封城期間發(fā)現(xiàn)的那樣,從本質(zhì)而言,可再生能源網(wǎng)絡(luò)的數(shù)字化程度更高,也更加復(fù)雜。)

油氣行業(yè)還面臨著其他一些問題,比如許多現(xiàn)有員工即將退休就是其中一個。德勤援引了一項去年發(fā)布的油氣行業(yè)求職研究報告,該報告估計,油氣行業(yè)約有50%的員工屬于“終身”員工,而其中大多數(shù)將于未來5到7年內(nèi)退休。裁員、退休將使油氣行業(yè)在未來幾年面臨嚴(yán)重的系統(tǒng)性知識流失問題。

與此同時,“傳統(tǒng)”油氣行業(yè)工作的人才供應(yīng)也日漸減少。該報告援引的數(shù)據(jù)顯示,2015年至2019年,地質(zhì)學(xué)和石油工程等專業(yè)的大學(xué)畢業(yè)生人數(shù)下降了15%至21%。

而吸引新型油氣員工也殊非易事,一方面要面臨科技公司對同類人才的激烈競爭,另一方面還要解決員工對“可持續(xù)性”的擔(dān)憂。換句話說,在氣候變化的時代,年輕人并不十分愿意為能源公司工作。

對企業(yè)而言,培訓(xùn)現(xiàn)有員工、幫助員工適應(yīng)新工作,同時控制住令人心力交瘁的失業(yè)潮或許是其最好的選擇。有證據(jù)表明,殼牌等企業(yè)一直在進行此類工作。

但要想推進相關(guān)工作就要進行投資,而在利潤收縮時期,其他方面的需求也會對資金流向構(gòu)成競爭。例如,油氣企業(yè)對清潔能源的投資基數(shù)依然低得令人難以置信:據(jù)德勤估計,2019年,清潔能源投資僅占企業(yè)總投資資本的1%至2%,國際能源署也在國際上引用了這一數(shù)據(jù)。而且能否進行這種低水平投資還要看企業(yè)是否有足夠的營收。就像殼牌首席執(zhí)行官范伯登在上周早些時候承認(rèn)的那樣,即便轉(zhuǎn)型中的石油公司也對油價十分依賴。

對產(chǎn)油區(qū)的影響

這是一種惡性循環(huán),不僅會影響到油氣公司,還會影響到從休斯頓、卡爾加里到艾伯塔的各個產(chǎn)油區(qū)。

該報告的作者表示:“(石油、天然氣與化工)行業(yè)時常淪為殘酷價格周期的受害者,深陷產(chǎn)能過剩、產(chǎn)能不足再到產(chǎn)能過剩的循環(huán),周而復(fù)始,無法自拔。”而這種情況顯然會對行業(yè)的長期發(fā)展構(gòu)成傷害。

作者補充說:“令人震驚的是,雖然油氣化工行業(yè)一直在朝著可持續(xù)性、運營敏捷性和勞動力升級的方向努力,但依然難逃上述周期的束縛。”

報告還指出,持反對觀點的人士可能會忽視油氣行業(yè)周期的“新常態(tài)”。換句話說,他們可能認(rèn)為此次蕭條與往常一樣,不過是下一次繁榮的序幕。

但這份報告警告稱,這種轉(zhuǎn)變或?qū)⒆罱K演變成為一場全行業(yè)的競賽,而那些現(xiàn)在就能夠看到挑戰(zhàn)并切實推動轉(zhuǎn)型的企業(yè)或?qū)⒃谶@場競爭中占得致勝先機。(財富中文網(wǎng))

譯者:梁宇

審校:夏林

如今,油氣行業(yè)不僅面臨價格下滑的問題,其就業(yè)市場也在萎縮。

德勤于10月5日發(fā)布的一份有關(guān)美國石油、天然氣與化工行業(yè)就業(yè)前景報告顯示,今年3月至8月,美國石油、天然氣與化工行業(yè)已經(jīng)裁員10.7萬人。報告稱,如此“裁員速度創(chuàng)下了油氣行業(yè)的歷史紀(jì)錄”,即便油氣行業(yè)向來以“其興也勃、其衰也忽”著稱,這一速度依然令人瞠目。

實際上,這還并非問題的全部。該項研究發(fā)現(xiàn),為保護市場份額不受頁巖氣革命影響,沙特阿拉伯自2014年起便發(fā)動了價格戰(zhàn)。時至今日,這種價格戰(zhàn)對油氣行業(yè)工人造成的影響正在日益加大。

德勤稱,2014年至2019年期間,油價每漲跌1美元就會影響到3000個勘探、生產(chǎn)和油田服務(wù)方面的工作崗位。而在20世紀(jì)90年代,同樣幅度的油價波動只會影響到1500個工作崗位,而且當(dāng)時在油價上升時還會新增許多工作機會。德勤的報告指出,在本世紀(jì)的頭15年,就業(yè)崗位數(shù)量也非常容易受到價格的影響。但由于當(dāng)時油價處于上漲周期,工作崗位數(shù)量不斷增加,而非減少。

但這次情況可能有所不同,許多遭到裁撤的崗位短期內(nèi)可能無法得到恢復(fù)。如果油價維持在每桶45美元左右(當(dāng)前油價遠低于這一水平),那么明年年底前,70%的就業(yè)崗位將無法得到恢復(fù)。

對油價構(gòu)成打壓的既有眼前因素(美國經(jīng)濟增長及政局穩(wěn)定性方面的風(fēng)險)也有長期因素。兩周前,標(biāo)普全球預(yù)計,疫情造成的消費模式變化(居家辦公的情況)以及對經(jīng)濟的影響,意味著在很長時間內(nèi),石油日需求量將減少250萬桶。甚至各大油氣公司高管也都警告說石油需求可能即將見頂,甚至可能已經(jīng)見頂。

此外,油氣行業(yè)自身也在進行變革,歐洲尤其如此。殼牌、英國石油、道達爾、Equinor等歐洲主要的老牌能源公司均承諾到2050年要實現(xiàn)“凈零”排放。這一過程必須迅速推進,截至目前,僅英國石油公司和殼牌公司兩家在推進這項工作的過程中就將減記數(shù)十億美元資產(chǎn),并宣布裁員近2萬人。(如此情形是否純因凈零轉(zhuǎn)型,還是僅因油價下跌,亦或是兩者共同作用的結(jié)果仍然有待討論。)

退休在即

凈零轉(zhuǎn)型并不像乍看起來那樣僅僅意味著大幅裁員。德勤的研究還提出了一個問題,即上述公司將對招聘流程做出哪些調(diào)整,以便轉(zhuǎn)型能夠落到實處。一般來說,新招募的員工都比較年輕,掌握相應(yīng)的技術(shù)與數(shù)學(xué)方面技能,可以勝任伴隨低碳轉(zhuǎn)型出現(xiàn)的大規(guī)模數(shù)字化工作。(正如英國國家電網(wǎng)在封城期間發(fā)現(xiàn)的那樣,從本質(zhì)而言,可再生能源網(wǎng)絡(luò)的數(shù)字化程度更高,也更加復(fù)雜。)

油氣行業(yè)還面臨著其他一些問題,比如許多現(xiàn)有員工即將退休就是其中一個。德勤援引了一項去年發(fā)布的油氣行業(yè)求職研究報告,該報告估計,油氣行業(yè)約有50%的員工屬于“終身”員工,而其中大多數(shù)將于未來5到7年內(nèi)退休。裁員、退休將使油氣行業(yè)在未來幾年面臨嚴(yán)重的系統(tǒng)性知識流失問題。

與此同時,“傳統(tǒng)”油氣行業(yè)工作的人才供應(yīng)也日漸減少。該報告援引的數(shù)據(jù)顯示,2015年至2019年,地質(zhì)學(xué)和石油工程等專業(yè)的大學(xué)畢業(yè)生人數(shù)下降了15%至21%。

而吸引新型油氣員工也殊非易事,一方面要面臨科技公司對同類人才的激烈競爭,另一方面還要解決員工對“可持續(xù)性”的擔(dān)憂。換句話說,在氣候變化的時代,年輕人并不十分愿意為能源公司工作。

對企業(yè)而言,培訓(xùn)現(xiàn)有員工、幫助員工適應(yīng)新工作,同時控制住令人心力交瘁的失業(yè)潮或許是其最好的選擇。有證據(jù)表明,殼牌等企業(yè)一直在進行此類工作。

但要想推進相關(guān)工作就要進行投資,而在利潤收縮時期,其他方面的需求也會對資金流向構(gòu)成競爭。例如,油氣企業(yè)對清潔能源的投資基數(shù)依然低得令人難以置信:據(jù)德勤估計,2019年,清潔能源投資僅占企業(yè)總投資資本的1%至2%,國際能源署也在國際上引用了這一數(shù)據(jù)。而且能否進行這種低水平投資還要看企業(yè)是否有足夠的營收。就像殼牌首席執(zhí)行官范伯登在上周早些時候承認(rèn)的那樣,即便轉(zhuǎn)型中的石油公司也對油價十分依賴。

對產(chǎn)油區(qū)的影響

這是一種惡性循環(huán),不僅會影響到油氣公司,還會影響到從休斯頓、卡爾加里到艾伯塔的各個產(chǎn)油區(qū)。

該報告的作者表示:“(石油、天然氣與化工)行業(yè)時常淪為殘酷價格周期的受害者,深陷產(chǎn)能過剩、產(chǎn)能不足再到產(chǎn)能過剩的循環(huán),周而復(fù)始,無法自拔。”而這種情況顯然會對行業(yè)的長期發(fā)展構(gòu)成傷害。

作者補充說:“令人震驚的是,雖然油氣化工行業(yè)一直在朝著可持續(xù)性、運營敏捷性和勞動力升級的方向努力,但依然難逃上述周期的束縛。”

報告還指出,持反對觀點的人士可能會忽視油氣行業(yè)周期的“新常態(tài)”。換句話說,他們可能認(rèn)為此次蕭條與往常一樣,不過是下一次繁榮的序幕。

但這份報告警告稱,這種轉(zhuǎn)變或?qū)⒆罱K演變成為一場全行業(yè)的競賽,而那些現(xiàn)在就能夠看到挑戰(zhàn)并切實推動轉(zhuǎn)型的企業(yè)或?qū)⒃谶@場競爭中占得致勝先機。(財富中文網(wǎng))

譯者:梁宇

審校:夏林

The oil and gas sector isn’t just facing a price crunch—it’s facing a jobs bust, too.

The oil, natural gas, and chemicals industry in the U.S. eliminated 107,000 jobs between March and August of this year, according to a report released on October 5 by Deloitte on the future of work in the sector. It’s the “fastest rate of layoffs in the industry’s history,” the report says—a remarkable pace even for a sector famed for its sky-high booms and punishing busts.

In fact, that’s part of the problem. Since 2014, the year Saudi Arabia unleashed a price war to try to protect market share from the shale boom, the impact on sector workers has become more extreme, the study found.

Between 2014 and 2019, a single dollar swing in oil prices affected 3,000 exploration, production, and oilfield services jobs, Deloitte said. That’s up from 1,500 jobs throughout the 1990s, when rising oil prices also largely added jobs. In the years between—the first decade and a half of the 2000s—jobs were highly price-sensitive, too, the report notes. But because oil prices were rising, those jobs were being added, rather than taken away.

But this time around, many of the jobs lost aren’t expected to come back quickly. If oil stays around $45 per barrel—at the moment, it’s well below that—70% of those jobs will not return before the end of next year, the report predicted.

The forces weighing on oil prices are both immediate—the risks to economic growth and to political stability in the U.S.—and long term. Two weeks ago, S&P Global estimated that changing consumer patterns spurred by the pandemic (think working from home), and the economic impact of the pandemic means 2.5 million barrels per day of oil demand has likely been lost long-term. That builds on warnings even from oil and gas CEOs themselves that oil demand may be on the verge of peaking—or that it has already peaked.

Add to that the transformational change the oil and gas sector, particularly in Europe, is embarking on. Shell, BP, Total, Equinor, and other major European legacy energy companies have committed to reaching “net zero” emissions by 2050. That process has to happen quickly, and so far, it’s come with billions of dollars in write-offs and announcements of nearly 20,000 job losses from BP and Shell alone. (Whether that’s truly because of the net-zero transformation, or a matter simply of sinking oil prices—or, more likely, both—is a matter of debate.)

Nearing retirement

That transformation doesn’t just mean, as seems initially clear, huge job cuts. The Deloitte study also raises questions about how the companies’ recruitment efforts will also adapt to make these transformations work. Those employees look, generally, like relatively young people, with the kinds of technical and mathematical skills that can help guide the mass digitization that will need to occur alongside the low-carbon shift. (Renewable energy networks, by their very nature, are more digital and complex, as the U.K.’s National Grid found out during lockdown.)

There are a few problems here. Many of the sectors’ existing workers are, for one, nearing retirement. An oil and gas job search study from last year that Deloitte references estimated that about 50% of the workforce is “tenured,” with the majority retiring within the next five to seven years. Whether through job cuts or retirement, the sector faces a huge loss of institutional knowledge over the coming years.

Meanwhile, even for “conventional” oil and gas jobs, the skills pipeline has narrowed. University graduates from fields like geology and petroleum engineering dropped between 15% and 21% between 2015 and 2019, according to data cited in the report.

And attracting a new kind of oil and gas employee runs up against both stiff competition from tech companies vying for many of the same skills, but also employee concerns about “sustainability”—in other words, resistance from young people to working for energy companies in an age of climate change.

Training the existing workforce to adapt to these new kinds of jobs—and limiting those punishing waves of job losses—may be the most obvious option, and there’s evidence that companies like Shell have been doing this.

But that takes investment, in a time of crunched profits, with plenty of competing demands for where the money should be put. Clean energy investment by oil and gas companies, for one, is still at an incredibly low base: Deloitte puts it at 1% to 2% of capital investment in 2019, a figure also cited internationally by the International Energy Agency. Such an investment still rests on having the revenue to do so. Even a repositioning oil company is still reliant on oil prices, as Shell CEO Ben van Beurden admitted earlier last week.

The impact on oil towns

It’s a vicious cycle that doesn’t just affect oil and gas companies, but whole regions, from Houston to Calgary, Alberta.

“The [oil, gas, and chemicals] industry is often held to ransom by brutal price cycles and painful successions of over- and under-capacity periods,” the report’s authors said—and that hurts the sector long-term.

“Appallingly, these periods come in the way of the industry’s progressive efforts toward sustainability, operational agility, and workforce improvement,” the authors added.

Naysayers may brush off the “new normal” part of the sector’s cyclicality, the report notes: in other words, just another bust before the boom.

But companies that see the challenge now, it warned, and push to actually embrace the shift, may get a critical head start in what will eventually be an industrywide race.

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