数字技术可以解决石油的人才危机吗？随着成熟的专家开始退休，年轻一代没有听到对石油行业的呼声，而石油行业正在为严重的人才短缺做准备。那么，如何使人们想再次在石油行业工作呢？答案似乎比某些人想象的要简单：改变行业。使它更多的是技术而不是石油。这不仅仅是叙事或橱窗装饰的变化。一方面，油田服务专业人士正在真正从仅仅从地面提取石油和天然气转变。他们将重点放在数字技术上，其中包括可以在石油工业之外使用的技术。例如，贝克休斯（Baker Hughes）最近在众多其他解决方案中展示了一种名为Phantom View的软件产品，该公司将该产品描述为增强的扩展现实平台。据Phantom View项目负责人Jeff Potts表示，该平台旨在通过虚拟化各种活动并连接员工以促进协作，并最终在降低成本的同时不损害其执行的活动的质量来克服硬件的限制。贝克休斯公司所谓的网络物理系统的领导者。超精确的可视化技术是Phantom View的核心，这使它不仅适用于石油，还适用于其他行业。Potts告诉Oilprice，该技术已经在医学专业人员的测试中，它也可以成功地用于建筑，房地产和可再生能源，从而促进和改善维护，就像在石油和天然气中一样，这也是其中之一。通过数字技术的应用最容易降低成本的领域。斯伦贝谢（Schlumberger）本身已经开发了所谓的技术4.0，据该公司的网站称，该技术专注于自动化和持续优化。斯伦贝谢的Technology 4.0是其中的关键词，其中包括云，大数据和高性能计算，它是应对石油和天然气行业挑战的整体方法。哈里伯顿公司也实现了数字化，这主要是由于三年前通用电气收购贝克休斯而推动的。它的DecisionSpace360平台是一个多应用程序，多用途解决方案，旨在改善油气勘探和生产的各个方面。新员工去年，《休斯顿纪事报》的塞尔吉奥·查帕（Sergio Chapa）概述了石油行业正在招聘的新型劳动力。职位包括Scrum管理员，敏捷教练，数据科学家，云架构师，甚至用户体验设计师。业内人士认为，这些工作可以通过专注于数字技术，消除石油行业的不良代表，从而吸引年轻的人才。油田服务专业的软件推动表明这一转变正在奏效，这使得能源行业的工作对进入就业市场的新一代专业人员更具吸引力。但是，向技术的这种相同转变所吸引的不仅仅是新人才。它还有助于留住人才。从长远来看，这可以缓解过去因油价下跌而不可避免地造成失业的任何潜在打击。由于技术的原因，失业周期不再是标准的情况。贝克·休斯（Baker Hughes）的创投与成长副总裁在接受采访时告诉Oilprice，这听起来似乎违反直觉，但数字技术的兴起，包括自动化和机器学习，并不会取代人工。这将只是对他们工作的补充。确实，该领域的软件解决方案似乎旨在使人类的工作更轻松，更高效，结果更准确，直至并包括无人机维护调查和甲烷泄漏检测，这两者都需要机器背后的人工操作人员。而且，技术使员工队伍更加灵活。再培训比数字环境中的培训要容易得多，并且可以大大提高工作安全性：这是推动年轻人进行教育和职业决策的重要因素，并且在2014年后的这一因素已使许多人远离石油和天然气。自然，这种转变不是无私的。数字化正在帮助降低成本，而且似乎已经在取得回报。例如，哈里伯顿（Halliburton）在发布第四季度和2019年全年财务数据时表示，它将把重点从亏损的页岩油气转向更具盈利性的风险投资，包括数字技术。斯伦贝谢也是如此。根据《休斯顿纪事报》的查帕（Chapa）引用的德勤（Deloitte）调查，其他油田服务公司也应这样做。确实，最近发布的《财富商业见解》研究表明，到2026年，数字油田市场规模可能会扩大到345.8亿美元，复合年增长率将近5％。油田服务和这些服务的消费者的数字化转变背后有一个明确的目标：世界正在数字化，任何行业都不应落后。能源技术除了听起来比石油少争议之外，实际上还反映了不断变化的现实，对转型的合理投资可以使石油和天然气行业成为下一代人才的理想工作场所。译文：Can Digital Tech Solve Oil’s Talent Crisis?The oil industry isn’t just struggling to maintain a modicum of positive reputation under the growing anti-fossil fuel pressure from multiple sides--it’s also struggling to render itself attractive to the next-gen workforce, according to the most recent study sounding the hydrocarbon employment alarm bells.Younger generations aren’t hearing the calling to an oil industry that is gearing up for a dramatic talent shortage as mature experts begin to retire.So how do you make people want to work in the oil business again?The answer appears to be simpler than some may believe: change the industry. Make it more about technology than oil.It’s not just a change in the narrative or window-dressing. Oil field service majors, for one, are genuinely shifting away from just extracting oil and gas from the ground. They are betting big on digital technology, and this includes technology that can be used outside the oil industry.Baker Hughes, for instance, recently showcased among a host of other solutions a software product called Phantom View that the company describes as an enhanced extended reality platform. The platform aims to overcome the limitations of hardware by virtualizing various activities and connecting employees to facilitate collaboration and, ultimately, cut costs without compromising the quality of the activities they perform, according to the project leader for Phantom View, Jeff Potts, who is Baker Hughes’ leader for what the company calls cyber-physical systems.Superaccurate visualisation technology is at the heart of Phantom View, and this is what makes it applicable in other industries besides oil. The tech is already being tested by medical professionals, Potts told Oilprice, and it can also be used successfully in architecture, real estate, and renewable energy, too, facilitating and improving maintenance, which, like in oil and gas, is one of the areas that lends itself most readily to cost cuts through the application of digital tech.Schlumberger, for its part, has developed what it calls Technology 4.0 that, according to the company’s website, focuses on automation and continuous optimization. Cloud, big data, and high-performance computing are among the keywords in Schlumberger’s Technology 4.0, which it describes as a holistic approach to the challenges of the oil and gas industry.Related: Russia And Saudi Arabia Fight For Market Share In This Huge Oil MarketHalliburton has also gone digital, pushed in that direction largely by GE’s acquisition of Baker Hughes three years ago. Its DecisionSpace360 platform is a multi-app, multipurpose solution aimed at improving pretty much every aspect of oil and gas exploration and production.The New WorkforceLast year, the Houston Chronicle’s Sergio Chapa wrote an overview of the new sort of workforce the oil industry is hiring. Positions included scrum master, agile coach, data scientist, cloud architect, and even user experience designer. These were jobs that, according to the industry, could lure in young talent by taking away some of oil’s bad rep with the focus on digital tech. The software push of oil field service majors suggests the shift is working, making work in the energy industry more appealing to the new generations of professionals that are coming to the job market.This same shift to technology, however, does more than lure in new talent. It also helps retain talent. This could, over the long term, cushion any potential blow from oil price drops that have in the past invariably resulted in job losses. The job loss cycle no longer has to be the standard scenario thanks to technology.It may sound counterintuitive, but the rise of digital tech, all that automation and machine learning, will not displace human workers, Baker Hughes’ VP of Ventures and Growth told Oilprice in an interview. It will simply complement their work. Indeed, software solutions in the field seem to aim to make human work easier and more efficient, with more accurate results, up to and including drone maintenance surveys and methane leak detection that both need a human operator behind the machine.What’s more, however, technology makes the workforce more flexible. Retraining is much easier than it has ever been in the digital environment and could significantly enhance job security: an important factor driving educational and career decisions among young people and a factor that has been pushing many away from oil and gas in the post-2014 years.Naturally, this shift is not altruistic. Digitalization is helping to keep costs low and, it seems, it is already paying off. Halliburton, for example, said at the release of its Q4 and full-2019 financial figures that it will be shifting its focus from loss-making shale oil and gas to more profitable ventures including digital technology. Schlumberger is doing the same, and according to a Deloitte survey cited by the Houston Chronicle’s Chapa, so should other oil field services companies.Indeed, a recently released Fortune Business Insights study says the digital oil field market could expand to a size of $34.58 billion by 2026, growing at a compound annual rate of almost 5 percent. There is a clear goal behind the digital shift in oil field services and the consumers of these services: the world is going digital and no industry should lag behind.Besides sounding a lot less controversial than oil, energy technology actually reflects a changing reality, a well calculated investment in a transformation that could make the oil and gas industry a more desirable workplace for the next generation of talent.If the company you work for doesn’t just make drillbits for Shell or Chevron but also diagnostic and planning software for surgeons, it can’t be that bad, can it?

“这是一个非常有意思的会议。关注石油天然气行业数字化转型的人们汇聚北京，交换意见，探讨趋势，了解行业热点。”

——王同良 , 信息化部总经理 , 中国海洋石油集团有限公司
来源：全国能源信息平台