Oil and gas wells and installations—developed in the 1970s and later—are reaching the end of their useful lives, and an intense period of offshore decommissioning is ramping up worldwide. But the process is a costly challenge. In fact, the value at stake in handling these projects properly could be worth several billion dollars for many countries. In the North Sea alone, the aggregate estimates for a decommissioning cost is close to $150 billion.
墨西哥湾的解除运作过程进展得很好，北海地区的活动也逐渐赶了上来。目前全球也出现了其他热点地区。他们必须为艰巨的任务做好准备。
很多新兴的热点地区仍处于早期准备阶段。离岸解除运作需要多个政府、运营者和承包商的高度合作——参与者都被不同的激励措施驱使着。此外在很多国家，纳税人受困于高额的解除运作成本，利益相关方行动上所受的公众监督也越来越严格。
虽然运营者和承包商在决定和执行有效解除运作的议程中扮演关键的角色，但政府必须建立全面的治理框架并通过强大的机构加以支持，从而领导整个大方向。此框架必须确保对公共基金的最优使用、激励世界级的项目设计和执行并在整个供应链推广创造价值的合作。
基于我们在全球范围内支持解除运作项目的经验来看，政府应该采取五项措施：
全球的石油和天然气运营商都需要大幅削减解除油井和安装的成本。但成本削减并不只是石油天然气业内人士关注的问题。政府也对削减成本有着强烈兴趣：纳税人可以接受最高50%到80%的税款用于离岸解除运作。一些政府意识到了情况的紧迫性，制定了将解除成本降低30%或更多的目标。但要想获得如此大的降幅，仍然充满了不确定性。
虽然将解除运作成本减少30%的目标很宏大，但我们与政府和运营商合作的经验显示，此目标还是可行的。BCG 已与业内相关方合作，在国家、企业和项目层面大幅削减了解除运作成本。为实现目标，运营商和政府需要一个详细的路线图，用于指导应用众多杠杆，旨在最有效地利用解除运作的资源。
为接触运作的流程制定成本削减路线图时，我们识别出了数十个价值源和风险源。为抓住价值并缓解风险，领先的运营商和政府已采用六种成本削减杠杆。
Operators worldwide need to dramatically slash costs when it comes to the decommissioning of oil and gas installations and wells. But cost reduction isn’t a concern solely for oil and gas industry players. Governments also have a vested interest in reducing costs: taxpayers can be on the hook for as much as 50% to 80% of the bill for offshore decommissioning. Recognizing the urgency, some governments have set a goal to reduce a decommissioning cost by 30% or more. But the path to achieving reductions of this magnitude remains uncertain.
Although the goal of reducing decommissioning costs by 30% is ambitious, our experience supporting governments and operators suggests that it is achievable. BCG has worked with industry players to significantly cut decommissioning costs at the national, company, and project level. To get there, operators and governments need a detailed roadmap that directs the application of a variety of levers that are designed to make the most efficient use of decommissioning resources.
In developing cost reduction roadmaps for oil and gas decommissioning projects, we have identified dozens of sources of value and risk. To capture the value and mitigate the risks, leading operators and governments have applied six cost-reduction levers.
No single lever is sufficient by itself. To realize cost reductions of as much as 30%, BCG's decommissioning consulting services team helps stakeholders take an orchestrated approach that applies each of the levers relevant to a specific decommissioning project or campaign.
If low oil prices persist, deferred decommissioning spend and accelerated shutdowns could create a new wave of "idle iron"—resulting in increased costs, risks, and external scrutiny.
Jacqueline Vaessen, general manager of NexStep, discusses the Dutch platform's goals and priorities in decommissioning.
BCG's Eric Oudenot explains why the decommissioning of wells and platforms has become a fast-growing priority for oil and gas companies—as well as governments—around the globe.
The transition from production to decommissioning operator can provide valuable lessons. Graeme Ferguson shares what he learned from the process.
控制石油和天然气行业的解除运作成本
BCG和荷兰政府合作制定了一个方案，安全、有效地解除在荷兰的资产，同时控制成本。
