面對全球淨零趨勢，石化業勞工首當其衝，面臨關廠與失業風險。為此，本研究以國營企業A 公司為例，探討淨零轉型對我國石化產業勞雇關係之影響。本研究首先透過文獻分析，梳理公正轉型理論、國際政策與跨國石化企業之因應策略，並檢視我國現行淨零政策及國營事業策略；其次，藉由深度訪談國營事業員工，剖析我國石化產業推動轉型之實務現況。
研究發現，企業內部現況面臨四大困境：「職務屬性決定的認知落差」、「資訊不對稱與程序、分配不正義」、「工會角色的失能與信任危機」，以及基層期盼「從單向決策走向制度化參與」。針對前述發現，本研究提出四大建議：一、強化程序正義：推動「綠色團體協約」與工會實質共決；二、落實肯認正義：建立「六個月早期預警」與「勞動力轉型計畫」；三、落實分配正義：善用「碳費優惠」挹注內部轉型基金；四、強化管理問責：將減碳指標連結「高階主管與個人薪酬」。

In the face of the global net-zero trend, workers in the petrochemical industry bear the brunt of the impact, facing risks of plant closures and unemployment. Therefore, this study explores the impact of the net-zero transition on employment relations in Taiwan's petrochemical industry, using A Corporation, Taiwan, as a case study. Through a literature review, this research analyzes the theory of just transition, international policies, and the strategies of multinational petrochemical enterprises, while also examining Taiwan's current
net-zero policies and state-owned enterprise strategies.
Furthermore, based on in-depth interviews with employees of the state-owned enterprise, this study identifies four current dilemmas in Taiwan's petrochemical industry: "cognitive gaps determined by job attributes," "information asymmetry and procedural/distributional in justice," "the dysfunction of union roles and trust crises," and the grass-roots expectation
to shift "from one-way decision-making to institutionalized participation." To address these issues, this study proposes four recommendations: (1) Enhancing procedural justice by promoting "green collective agreements" and substantive union co-determination; (2)Implementing recognition justice by establishing a "six-month early warning system" and "workforce transition plans"; (3) Realizing distributional justice by utilizing "carbon fee discounts" to inject funds into internal transition funds; and (4) Strengthening managerial
accountability by linking carbon reduction indicators to "executive and individual compensation."

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