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论文编号：	15427
作者编号：	2320224110
上传时间：	2025/6/11 11:22:47
中文题目：	绿色低碳背景下SLTH集团组织架构优化研究
英文题目：	Research on Optimizing the Organizational Structure of SLTH Group under the Background of Green and Low Carbon
指导老师：	吴德胜
中文关键字：	绿色低碳；油服企业；组织架构；组织变革；集团管控
英文关键字：	green and low carbon; oil service enterprises; structure optimization; business focus; market development
中文摘要：	世界主要经济体积极推动绿色发展，清洁低碳能源迎来新的发展机遇。全球能源体系深刻变革，我国步入现代能源新的阶段，“十四五”规划和2035年远景目标规划明确了“双碳”目标实现的时间节点，国家大力推动油气勘探开发与新能源融合发展，积极扩大油气企业开发利用绿电规模。石油天然气行业由高能耗低环保的生产方式转向绿色低碳、节能环保的发展方向，油田服务型企业普遍面临降本增效、绿色低碳转型的压力。 SLTH公司是胜利油田的主力油田服务型企业，面对油田大幅压降吨油成本，绿色低碳发展以及日趋严格的安全环保节能监管形势，SLTH公司既有战略目标需要变革，根据新的战略方向优化集团的组织架构，以适应油田新的发展形势。首先通过PEST分析对集团内外部环境进行分析研究，明确公司新的战略方向，确立公司的十年发展战略（东西部协同+CCUS）。战略方向直接左右公司组织架构的形态，本文通过调查访谈、问卷统计等方法找出SLTH公司组织架构存在的问题，主要为业务主线不突出、市场化能力弱、总部定位模糊、部分关键职能较弱等。本文运用组织变革、组织架构、集团治理相关理论提出SLTH组织架构优化的建议。突出业务主线聚焦油田作业服务、聚焦数字化油田建设、培育新兴产业CCUS。加强集团管控，重新核定集团组织架构明确部门职责，加强关键部门职能建设，成立子公司专门负责西部市场开发，集团总部定位清晰化，加强集团社会化资源整合能力，加强内控体系的建设。加强市场化能力，对分子公司合理授权，提升市场开拓能力。提出组织架构优化所需的信息化、薪酬改革等保障措施。 本文的研究可以为SLTH绿色低碳背景下高质量的发展提供改革思路，可以增强公司的市场竞争力，更好地应对不断变化的市场。同时，SLTH公司作为传统能源服务行业的代表，其组织架构优化经验可以为其他传统能源服务型企业提供参考，建立可复制的模式，推动整个行业向绿色低碳方向转型。
英文摘要：	The world’s major economies are actively promoting green development, bringing new opportunities for clean and low-carbon energy. The global energy system is undergoing profound changes, and China has entered a new phase of modern energy. The 14th Five-Year Plan and the long-term goals for 2035 have set clear timelines for achieving carbon peak and carbon neutrality. The country is vigorously promoting the integration of oil and gas exploration and development with new energy sources, and actively expanding the scale of green electricity utilization by oil and gas companies. The oil and gas industry is shifting from high-energy-consuming, low-environmental protection production methods to green, low-carbon, and environmentally friendly development directions. Service-oriented oilfield enterprises generally face pressure to reduce costs and improve efficiency while transitioning to green and low-carbon operations. SLTH Company is the main oilfield service enterprise of Shengli Oilfield. In the face of significant cost reductions per ton of oil, green and low-carbon development, and increasingly stringent safety, environmental protection, and energy-saving regulatory requirements, SLTH Company needs to transform its strategic goals and optimize the groups organizational structure according to new strategic directions to adapt to the new development trends in the oilfield. First, through PEST analysis, the internal and external environment of the group is analyzed and studied to clarify the company new strategic direction and establish a ten-year development strategy (East-West Synergy + CCUS). The strategic direction directly influences the form of the company organizational structure. This paper identifies issues in SLTH Company organizational structure through surveys, interviews, and questionnaire statistics, primarily focusing on unclear business focus, weak market capabilities, ambiguous headquarters positioning, and weaker key functions. Using theories related to organizational change, organizational structure, and group governance, this paper proposes suggestions for optimizing SLTH organizational structure. It emphasizes highlighting the business focus on oilfield operations services, digitalizing the oilfield, and nurturing emerging industries such as CCUS. Strengthening group control, redefining the groups organizational structure to clarify departmental responsibilities, enhancing the functions of key departments, establishing subsidiaries specifically responsible for western market development, clarifying the position of the group headquarters, strengthening the groups social resource integration capabilities, and reinforcing the internal control system. Enhancing market capabilities Reasonable authorization of molecular companies should be given to improve the market development ability. At the same time, relevant information technology, salary reform and talent construction measures are proposed to ensure the optimization of organizational structure. The research in this paper can provide reform ideas for high-quality development under the green and low-carbon background of SLTH, enhancing the company market competitiveness to better cope with the ever-changing market. At the same time, as a representative of the traditional energy service industry, SLTH experience in optimizing its organizational structure can serve as a reference for other traditional energy service companies, establishing replicable models to promote the entire industry transition towards green and low-carbon development.
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