臺灣需要何種能源? 能源的議題，在臺灣內部意見相當分歧，有人主張擁核、有人主張廢核；有人主張減煤，以改善空氣污染；有人主張保護藻礁，反對第三座液化 天然氣接收站興建。不同的主張，其背後無非是減碳與保護環境。因此政府已訂定至 2025 年達成發電量佔比燃氣 50%、燃煤 30%、再生能源 20%之能源轉型目標。
時任行政院長賴清德於 2017 年 12 月 21 日宣示，2035 年、2040 年分別禁售燃油 機車、燃油汽車。惟經濟部長沈榮津於 2019 年 5 月 2 日表示，此項政策並未納入執行 目標，未來一切尊重市場機制及環境需求。石油作為運輸燃料的主導地位，是否會被 電力取代? 歐洲一些國家及亞洲的印度與中國大陸，積極推動運輸機具電力化。據 World Energy Outlook 2018 預測，至 2040 年電動汽車數量達 9.5 億輛，約佔汽車總數 量 20 億輛的近一半；電動輕型商用車約 7,400 萬輛、電動重型車(包括公共汽車和卡車) 約 1,500 萬輛；約 70％的兩輪/三輪車將電力化。
然而，電動車之電池，正是中油公司所生產之汽柴油之替代品，電動車愈普及， 汽柴油銷售量勢必下降，長期而言，終將影響中油公司之業務發展。基此，研究者欲 探究國際大石油公司(SHELL、BP、ExxonMobil)是如何發展再生能源? 策略為何? 對於 運輸機具電力化之趨勢，是如何因應? 以作為中油公司發展再生能源之借鏡。
本研究在確定以中油公司發展再生能源策略之探究為主軸後，經由文獻探討，以 吳思華(2000)策略九說為策略理論基礎，繼確認研究方法與個案選擇，再經資料蒐集， 包括 IEA World Energy Outlook、臺灣能源相關法規、國際大石油公司 2008~2018 年之 年報、永續報告書及官網訊息等，分析該等公司發展再生能源之歷程及策略，提出可 供中油公司發展再生能源策略之建議。
研究結果發現，SHELL 對發展再生能源最為積極且投資範圍最廣(風力發電、太 陽能、生質燃料、碳捕捉與封存、氫能、電動車)；BP 則於風力發電、太陽能、生質燃 料、碳捕捉與封存及電動車等多所投資；ExxonMobil 則專注於生質燃料、碳捕捉與封 存之研究，尚無大規模投資。
綜觀三家國際石油公司在再生能源之策略，可供中油公司強化或仿效之處為：
(1) 在風力發電方面，可採行策略聯盟，評估購買目前已取得風場開發權業者之部分股權；並以垂直整合策略，以中油公司擁有電池負極材料之研發能力與優勢，發展儲 能系統，以解決風電間歇性問題，以及確保併入電網之穩定性；再加上異業合作策 略，就新技術(例如電池、儲能技術等)之探索，與國內或國際技術領先廠商合作。
(2) 在太陽光電方面，由於儲能系統與分散式電力為未來能源發展趨勢，建議可採行垂 直整合策略，投資下游儲能系統公司、具分配能源與增加能源效率之技術公司；並 以多角化策略，建立智慧綠能加油站，藉由微電網之建置，使其具備發、輸、配電 系統，蒐集數據資料，作為精進智慧綠能站及尋求可行商業模式；以及運用策略聯 盟，評估與國內太陽能開發商投資太陽能電站。
(3) 在生質燃料方面，建議採行策略聯盟，與生質燃料開發技術領先公司合作，強化內 部研發能量，並與全球頂尖大學建立研發合作計畫，就不同之生質燃料技術進行研 究，研發可取代汽柴油之生質燃料，技術可行後，再以產品發展策略、全球策略， 評估在原料(如巴西的甘蔗，或是其他非糧食作物)豐富的國家，或歐美先進國家(法 規或政策鼓勵使用再生能源)進行投資。
(4) 在碳捕捉與封存方面，建議採行全球策略，可藉由中油公司參與海外探勘投資或合 資計畫(例如天然氣生產開發)時，與合資股東實施 CCS 合作計畫，獲得學習經驗， 亦可減少碳排放。
(5) 在氫能方面，建議採行產品發展策略，利用中油擁有加油站優勢，與產業鏈相關業 者合作，建立加氫示範站，以評估相關氫能技術；以及運用策略聯盟、市場滲透策 略，結合氫能產業鏈的廠商(如製氫、燃料電池加氫站設置、加油站通路、工業餘 氫、汽車製造商)，成立合資公司，或是初期以中油公司研發經費，展開加氫示範 站之設置，並視市場發展狀況，逐步增加站點。
(6) 在電動車方面，建議採行策略聯盟、全球策略，與國內機車或電池業者合作，運用 中油公司具有電池負極材料研發優勢，發展中油品牌電池，結合國內機車業者，由 傳統機車產業鏈轉型為電動機車產業鏈，進而向東南亞國家推進；以及運用垂直整 合策略，投資電動機車產業鏈上之相關廠商，如充電服務供應商、智能電池技術、 儲能、數位 APP 服務、快速充電系統製造商等，掌握關鍵領先技術。
(7) 在研發費用佔總支出費用比例方面，中油公司 2008~2018 年平均研發費用新台幣 16 億元、佔比 0.17%，均低於 SHELL 平均 11.24 億美元、佔比 0.33%；BP 平均 5.71億美元、佔比 0. 19%、ExxonMobil 平均 10.23 億美元、佔比 0. 35%，應可提高中油 研發支出比例，以維持持續創新之動能。
最後，在組織調整與風險投資方面，無論對國際大石油公司或中油公司而言，再 生能源領域較非屬原有之核心能力，因此，多以技術合作或投資、併購產業鏈上游或 下游公司、策略聯盟、組織委員會加以倡議、與政府合作進行、複製成功經驗跨國投 資等策略進行部署。如 SHELL 的 SHELL Technology Ventures 及 BP Ventures，對再生 能源、新科技等，均有一定之風險投資，儘早投入卡位，不僅是身為指標型領導企業 之所需，亦是探索出一條在再生能源領域上必須做的長期努力，藉由經驗學習，為該 產業找出可獲利之商業模式，誰就是領先的勝利者。

What kind of energy should be used in Taiwan? Currently, controversial opinions are being proposed on the energy-related issues in Taiwan where some claim that nuclear power should be retained, some argue that nuclear power should be abandoned, some preferred coal reduction in order to improve air pollution, and some even proposed to protect the algae reef by opposing construction of the third liquefied natural gas terminal. The reasons behind these controversies are nothing more than carbon reduction and environmental protection. To cope with the trend, a policy has been formulated by the government to achieve targeted energy transformation for power generation by 2025, i.e. 50% for gas, 30% for coal, and 20% for renewable energy.
After confirming CPC’s renewable energy development strategies as the main focus of this study, I also referenced relevant literature by taking #9 Theory of Strategy written by Mr. Wu Se-Hwa (2000) as the theoretical basis. Through subsequent collection of data such as the IEA World Energy Outlook, energy-related regulations in Taiwan, annual reports of 2008- 2018 issued by major international oil corporations, the Sustainability Report, and the messages of the official network, the process and strategies related to the development of renewable energy executed by these corporations are analyzed in order to propose suggestions in developing renewable energy strategies for CPC.
According to the research results, it is found that SHELL has exhibited the most active and widest investment programs in the development of renewable energy (wind power, solar power, biofuel, carbon capture and storage, hydrogen energy, electric vehicles). As for BP, a certain amount of investment has been made for wind power, solar power, biofuel, carbon capture and storage, and electric vehicles; ExxonMobil is focusing on research of biofuel as well as carbon capture and storage, and there is no large-scale investment in renewable energy projects so far.
By summarizing the renewable energy strategies developed by the aforesaid international oil corporations, resources that can be used by CPC to reinforce or imitate are as below:
(1) In the Wind Power aspect, a strategic alliance is suggested to assess and purchase a certain portion of equity from the operators that have secured wind farm development rights. Through a vertical integration strategy, CPC can develop an energy storage system with its research ability and advantages in battery anode materials in order to solve the intermittent wind power generation problem and to ensure the stability of grid connection. In addition, through the cross-industry cooperation strategy, CPC can secure a standing to cooperate with leading local or foreign technology vendors in order to explore advanced technologies (e.g. battery and energy storage related technologies, etc.)
(2) In the Solar Power aspect, as energy storage systems and distributed power systems will be the future energy development trend, it is suggested that CPC should adopt vertical integration strategies by investing in downstream energy storage companies and technological firms specializing in energy distribution and energy efficiency improvement. Secondly, CPC could also adopt diversified strategies in setting up smart green energy charging stations. With a micro-scale grid implemented, power generation, transmission, and distribution systems can be deployed for the convenience of collecting the required data and information so as to create sophisticated smart green energy charging stations and seek a practical business model. Thirdly, CPC could implement a strategic alliance to assess the possibility of cooperating with local solar power developers in setting up solar power stations.
(3) In the Biofuel aspect, it is suggested that CPC should adopt a strategic alliance to cooperate with the leading biofuel developer to strengthen CPC’s internal R&D capability. In the meantime, it is also required to cooperate with world-famous universities to study biofuel technologies to develop biofuel that can replace gasoline and diesel. After achieving feasible technologies, evaluate the possibility of investment in countries with abundant materials (e.g. sugar cane in Brazil or other non-food crops) or advanced Western countries (with available regulations or policies in encouraging the use of renewable energy).
(4) In the Carbon Capture and Storage aspect, we suggest that CPC could adopt globalized strategies. When CPC participates in overseas exploration projects or joint venture projects (such as natural gas production and development), it can implement CCS cooperation plans with joint venture partners to gain learning experience and reduce carbon emission.
(5) In the Hydrogen Energy aspect, CPC could adopt product development strategies to set up hydrogen charging demonstration stations through the advantage of gas stations owned by CPC and cooperation with vendors of the hydrogen energy industrial chain. CPC could evaluate related hydrogen energy technologies through the establishment of hydrogen energy demonstration stations. Secondly, CPC should also combine with vendors of the hydrogen energy industrial chain (e.g. hydrogen production, fuel battery hydrogen charging stations, gas station channels, residual industrial hydrogen, and automobile manufacturers) through a strategic alliance and market penetration strategy to organize a joint venture company. In the preliminary stage, CPC may apply the research and development budget to set up a hydrogen charging demonstration station and then increase the demonstration stations according to market situation.
(6) In the Electric vehicles aspect, we suggest that CPC could cooperate with local motorcycle or battery vendors through strategic alliance and global strategies to develop CPC-brand batteries with CPC’s R&D advantages in battery anode materials owned by CPC. In this way, the conventional motorcycle industrial chain will be transformed into an electric motorcycle industrial chain. Based on Taiwan’s successful experience, and then Taiwan’s companies could enter into Southeast Asia countries. Secondly, CPC may also use vertical integration strategies to invest in vendors in the electric motorcycle industrial chain in order to dominate key developing technologies, such as charging service suppliers, smart battery technologies, energy storage, digital APP service, fast charging system manufacturers, etc.
(7) Regarding the percentage of the R&D budget in total expenditures, the CPC’s average R&D expense of 2008-2018 is about NT$1.6 billion and the percentage is 0.17%. CPC’s R&D expense and its percentage are lower than the average US$1.124 billion spent by SHELL, accounting for 0.33%; the average US$571 million spent by BP, accounting for 0.19%; and the average US$1.023 billion spent by ExxonMobil, accounting for 0.35%. In view of this, the percentage of CPC’s R&D costs could be increased in order to maintain the momentum required for continuous innovation.
Finally, regarding organization adjustment and risk investment, to major international corporations and CPC, the renewable energy sector is not their original core capability. Therefore, most of them are deploying business through technical cooperation or investment, merging of upstream or downstream companies in the industrial chain, strategic alliances, organizing committees for promoting, cooperation with governments, and replication of successful cross-country investment experiences. SHELL and BP participate in venture investment for renewable energy and new technologies respectively through SHELL Technology Ventures and BP Ventures. Earlier engagement is not only the necessity for iconic leading corporations, but also the long-term efforts required to explore new horizon in the realm of renewable energy. Through experience learning, the company that can create a profitable business model for the industry will be the winner leading ahead of others.

中文文獻
1、司徒達賢 (2016)。策略管理新論：觀念架構與分析方法。臺北市：智勝文化。
2、吳思華(2000)。策略九說：策略思考的本質。臺北市：臉譜出版。
3、中油公司(2008~2018年)。中油公司業務簡介。中油公司網站https://www.cpc.com.tw
4、中油公司(2009、2011 ~ 2018年)。中油公司永續報告書。中油公司網站 https://www.cpc.com.tw
5、中油公司(2008~2017)。中油公司審定決算書。中油公司網站https://www.cpc.com.tw
6、中油公司(2018)。中油公司自編決算書。中油公司網站https://www.cpc.com.tw
7、中央社。瑞典跟進歐洲各國，2030 年起禁售燃油車。上網日期2019年1月22日，檢自科技新報網站 http://technews.tw/2019/01/22/sweden-follows-up-with-european-countries-and-banned-fuel-vehicles-in-2030/
8、台灣電力公司網站 https://www.taipower.com.tw/tc/index.aspx
9、行政院。空氣污染防制行動方案。上網日期2017年12月21，檢自行政院網站 https://www.ey.gov.tw/
10、行政院。蘇揆：風力發電4年推動計畫 加速達成「非核家園」願景。上網日期2019年5月16，檢自行政院網站 https://www.ey.gov.tw/
11、行政院。全力推動離岸風電—打造台灣成為亞洲離岸風電技術產業聚落。上網日期2019年6月13，檢自行政院網站 https://www.ey.gov.tw/
12、江睿智。經長證實：2035禁售燃油機車計畫喊卡。上網日期：2019年5月2日，檢自經濟日報網站 https://money.udn.com/money/story/5612/3789868
13、風力發電單一服務窗口網站 https://www.twtpo.org.tw/
14、國家發展委員會網站(經濟小辭典) https://www.ndc.gov.tw/
15、產業價值鏈資訊平台網站https://ic.tpex.org.tw/
16、經濟部(2016)。能源管理法( 2016 年 11 月 30 日)。全國法規資料庫網站 https://law.moj.gov.tw/
17、經濟部(2017)。能源發展綱領(2017年4月核定)。經濟部能源局網站https://www.moeaboe.gov.tw/ECW/populace/home/Home.aspx
18、經濟部(2018)。能源轉型白皮書(2018年4月17日初稿)。經濟部能源局網站 https://www.moeaboe.gov.tw/ECW/populace/home/Home.aspx
19、經濟部(2019)。再生能源發展條例。全國法規資料庫網站 https://law.moj.gov.tw/
20、經濟部能源局(2019a)。再生能源發展條例修正案三讀通過。上網日期：2019年4月12日，檢自經濟部能源局網站 https://www.moeaboe.gov.tw/ECW/populace/home/Home.aspx
21、經濟部能源局(2019b)。經濟部公布能源公投評估結果，確保供電穩定，在法定期限2年內達成年減火力發電1％之要求。上網日期2019年1月31，檢自經濟部能源局網站https://www.moeaboe.gov.tw/ecw/populace/news/News.aspx?kind=1&menu_id=41&news_id=16277
22、經濟部研究發展委員會。國內外經濟情勢分析(2018年3月號)。上網日期2018年4月30日，檢自經濟部網站https://www.moea.gov.tw/MNS/populace/introduction/EconomicIndicator.aspx?menu_id=150
23、謝騄璘(2017)。臺灣綠色產業深度報告：全球電動車市場概況與我國關鍵議題。上網日期2017年9月19日，檢自綠色貿易資訊網https://www.greentrade.org.tw
英文文獻
1、Ansoff, H. Igor (1965), Corporate Strategy：an Analytic Approach to Business Policy for Growth and Expansion, New York：McGraw-Hill.
2、Chandler, Alfred D., Jr. (1962), Strategy and Structure：Chapters in the History of the Industrial Enterprise, Oxford, England：M.I.T. Press.
3、Porter, Michael E. (1980), Competitive Strategy：Techniques for Analyzing Industries and Competitors, New York：Free Press.
4、BP Annual Report and Accounts 2008 ~ 2009, http://www.annualreports.com/Company/bp-plc
5、BP Annual Report and Form 20-F 2010 ~ 2017, http://www.annualreports.com/Company/bp-plc
6、BP Annual Report and Form 20-F 2018, BP website https://www.bp.com/
7、BP Sustainability Report 2010 ~ 2011、2013、2016~2018, BP website https://www.bp.com/
8、BP Statistical Review of World Energy 2018, BP website https://www.bp.com/
9、ExxonMobil Annual Report and Form 10-K for the fiscal year ended December 31, 2008 ~ 2014、2016 ~ 2018, ExxonMobil website https://corporate.exxonmobil.com/en
10、ExxonMobil Financial & Operating Review 2015, ExxonMobil website https://corporate.exxonmobil.com/en
11、Fortune Glogal 500 2018, website http://fortune.com/global500/list/
12、SHELL Annual Report and Form 20-F for the year ended December 31, 2008 ~ 2018, SHELL website https://www.shell.com/
13、SHELL Sustainabiblity Report 2008 ~ 2018, SHELL website https://www.shell.com/
14、World Energy Outlook 2018, International Energy Agency website https://www.iea.org/weo2018/