在“后-Сovid”经济背景下,石油和天然气公司组织远程工作的挑战和机遇

I. Eremina, P. Kolpakov, A. D. Ileritskaya
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引用次数: 0

摘要

本文探讨了在2019冠状病毒病大流行造成的经济危机和2020年全球能源市场高度波动的背景下,石油和天然气公司组织远程工作的经验和方面。本文的目的是全面考虑在危机和公司适应机制下组织石油和天然气公司各种人员群体远程工作的挑战和机遇。研究的结果。文章揭示了2020年新冠肺炎疫情期间油气公司管理人员组织远程工作的主要前提条件,指出了业务流程适应远程工作的总体趋势和主要困难和挑战。与此同时,有人指出,石油和天然气公司面临的主要困难是组织生产人员的远程工作,因为没有生产和技术链和基础设施,适应潜力非常有限。在这方面,提出了为石油和天然气公司雇员提供远程工作机会的混合战略概念。这一混合战略包括开发和改进目前用于行政人员的远程工作方法,并在生产过程的数字化和自动化以及人力资本方面进行大规模投资。结论。作者提出的混合战略的概念符合全球趋势,即在燃料和能源综合体中发展高度自动化的采矿、运输和加工综合体,直至完全废弃的自动化生产设施,但是,当然,这种战略的执行伴随着高成本并形成一些新的风险,这将需要与公司一级人力资源管理的总体战略同步。以及向“工业4.0”过渡过程中的公共政策措施。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Challenges and opportunities in organizing remote work in oil and gas corporations in the context of the «post-Сovid» economy
The text examines the experience and aspects of organizing remote work of oil and gas corporations in the context of the economic crisis caused by the COVID-19 pandemic and the high volatility of global energy markets in 2020. The purpose of the article is to comprehensively consider the challenges and opportunities for organizing remote work of various groups of personnel of an oil and gas corporation within a crisis and corporations’ adaptation mechanisms. Research results. The article reveals the main preconditions for organizing remote work of administrative personnel of oil and gas companies during the COVID-19 pandemic in 2020, identifies general trends and main difficulties and challenges that have arisen in the course of adapting business processes to remote work. At the same time, it was noted that the main difficulty for oil and gas corporations is the organization of remote work of production personnel due to the unavailability of production and technological chains and infrastructure, where the adaptation potential is very limited. In this regard, the concept of a hybrid strategy for providing remote work opportunities for employees of oil and gas corporations is proposed. This hybrid strategy involves a combination of development and improvement of currently used remote working methods for administrative personnel with large-scale investments in digitalization and automation of production processes and in human capital. Conclusions. The concept of a hybrid strategy proposed by the authors is conformed with the global trends in the development of highly automated mining, transport and processing complexes in the fuel and energy complex, up to completely deserted automated production facilities, however, of course, the implementation of such strategies is associated with high costs and forms a number of new risks, which will require synchronization with the overall strategy human resource management at the corporate level, as well as with public policy measures in the process of transition to «Industry 4.0».
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