據(jù)路透社2023年7月13日?qǐng)?bào)道，知情人士透露，殼牌公司正在探索其全球可再生能源發(fā)電業(yè)務(wù)的選擇，包括可能向外部投資者出售股份。

這些要求匿名的知情人士表示，這家英國(guó)能源巨頭時(shí)下正在與顧問(wèn)合作，研究一系列可能性，其中可能還包括將該業(yè)務(wù)分拆為一個(gè)更獨(dú)立部門。知情人士說(shuō)，殼牌公司已經(jīng)接洽了幾家國(guó)際投資者，以評(píng)估他們是否有興趣入股。

殼牌公司首席執(zhí)行官將公司的投資重點(diǎn)放在化石燃料上，以提高股東回報(bào)，縮小與美國(guó)同行的估值差距。

知情人士說(shuō)，談判仍處于早期階段，不確定是否會(huì)達(dá)成交易。其中一位知情人士表示，殼牌公司還可能考慮將外部投資者引入下游資產(chǎn)等其他業(yè)務(wù)。

今年6月份，殼牌公司在資本市場(chǎng)公眾開(kāi)放日的一次演講中表示，該公司計(jì)劃在2025年之前剝離某些電力資產(chǎn)，但也會(huì)對(duì)該業(yè)務(wù)進(jìn)行選擇性投資。

如果交易達(dá)成，這可能是殼牌公司綠色戰(zhàn)略的重大轉(zhuǎn)變。這家英國(guó)石油巨頭花了20多年時(shí)間，試圖弄清楚自己想在可再生能源領(lǐng)域扮演何種角色。

殼牌公司近幾年來(lái)的做法象征著，歐洲石油巨頭正在努力為未來(lái)幾年減少碳排放、減少對(duì)化石燃料依賴的世界定位自己的業(yè)務(wù)。這與美國(guó)同行埃克森美孚公司和雪佛龍公司形成了鮮明對(duì)比，這兩家美國(guó)公司更專注于其核心業(yè)務(wù)——石油和天然氣。

在前任首席執(zhí)行官范伯登的領(lǐng)導(dǎo)下，殼牌迅速發(fā)展了綠色能源業(yè)務(wù)，并一度尋求成為全球最大的電力生產(chǎn)商。直到去年年底，殼牌公司的投資組合在運(yùn)營(yíng)或開(kāi)發(fā)的風(fēng)電裝機(jī)容量為6.4吉瓦，設(shè)施位置包括歐洲和美國(guó)的海上和陸上風(fēng)電場(chǎng)。殼牌公司最近還收購(gòu)了印度太陽(yáng)能開(kāi)發(fā)商Spring能源公司、丹麥生物燃料生產(chǎn)商N(yùn)ature能源公司和美國(guó)可再生能源公司Savion。

迄今為止，市場(chǎng)投資者對(duì)美國(guó)石油巨頭的專注油氣策略給予了積極回報(bào)，將它們的估值推高至遠(yuǎn)高于歐洲競(jìng)爭(zhēng)對(duì)手的水平。

殼牌公司的可再生能源業(yè)務(wù)一直面臨壓力，因?yàn)楝F(xiàn)任CEO奉行“無(wú)情”的方式以優(yōu)先考慮回報(bào)，這意味著公司必須在減少碳足跡的同時(shí)創(chuàng)造利潤(rùn)。雖然他表示將繼續(xù)投資可再生能源，但表示要更有選擇性地只追求能創(chuàng)造足夠價(jià)值的項(xiàng)目。

李峻 譯自 路透社

原文如下：

Shell considers selling stake in renewable power unit as CEO turns focus back to fossil fuels

Shell Plc is exploring options for its global renewable power operations, including a potential stake sale to outside investors, people with knowledge of the matter said.

The UK energy giant is working with advisers to study a range of possibilities that could also include separating the business into a more independent unit, the people said. It’s approached several international investors to gauge their interest in buying a stake, according to the people, who asked not to be identified because the information is private.

The deliberations come as Chief Executive Officer Wael Sawan focuses the company’s investments on fossil fuels in a bid to increase shareholder returns and narrow the valuation gap with Shell’s U.S. peers.

Discussions are still at an early stage, and there’s no certainty they will lead to a transaction, the people said. Shell may also consider introducing outside investors into some other operations such as its downstream assets, one of the people said.

A representative for Shell declined to comment beyond a capital markets day presentation in June, when the company flagged plans to divest certain power assets through 2025, but also make selective investments in the business.

If a deal does happen, it could be a significant shift in Shell’s green strategy. The oil major has spent more than two decades trying to figure out just how big of a player it wants to be in renewables. Over the years, some CEOs have set targets for low-carbon alternatives to oil and gas, only for their successors to focus more squarely on the fuels that drive most of the company’s profits.

Shell’s approach in recent years was emblematic of the European oil majors’ efforts to position their businesses for a world that cuts carbon emissions and relies less on fossil fuels in the coming years. It’s been a stark contrast to their U.S. peers Exxon Mobil Corp. and Chevron Corp., which have stuck more closely to their core businesses of oil and gas.

Under previous CEO van Beurden, Shell rapidly grew its green power business and briefly sought to become the world’s biggest electricity producer. The company’s portfolio, which had 6.4 gigawatts in operation or development at the end of last year, includes offshore and onshore wind farms in Europe and the US. It recently acquired Indian solar developer Sprng Energy, Danish biofuels producer Nature Energy and American renewable power company Savion.

So far investors have rewarded the US oil majors’ strategy, pushing their valuations far above their European competitors.

Shell’s renewable-power business has come under pressure as Sawan pursues what he’s called a “ruthless” approach to prioritizing returns, meaning the unit has to generate profits in addition to cutting the company’s carbon footprint. While Sawan said he will continue to invest in renewable power, he’s vowed to be more selective and only pursue projects that create sufficient value.