潔淨能源事業之策略布局 —以S公司與母集團為例

Abstract

全球經濟快速起飛，各國大量使用石油、煤及天然氣等石化燃料，導致二氧化碳排放大幅增加，溫室效應日趨嚴重，進而影響人類的生存環境。為了遏阻全球暖化，聯合國於1997年公告《京都議定書》，設定已開發國家的碳排放，至2016年《巴黎氣候協定》，各國承諾減碳，促使潔淨能源的發展與使用，期望能共同延緩全球暖化趨勢。且近年來受烏俄戰爭影響引發的全球國際原油飆漲，加上國際處於能源轉型的過渡期，發電量告急，進而帶動全球潔淨能源產業的加速發展。 我國能源需求超過97%是仰賴進口，面臨嚴峻的國際能源變革情勢以及不斷增加的能源需求，提高能源自給率的唯一辦法就是積極設置潔淨能源與儲能設備，以降低對石化燃料的依賴，維持國家能源安全並穩定的經濟成長以提升國家競爭力，故發展潔淨能源已是刻不容緩。臺灣為了邁向2025年非核家園目標，潔淨能源產業也因政府的政策和法規的鼓勵而快速發展，現階段能源政策係以「安全」、「永續」、「效率」及「潔淨」為主要目標，將擴大無碳能源 (如太陽能、風力、水力等潔淨能源) 和低碳 (如天然氣) 的使用，並建置分散式電網及儲能系統，維持國家能源自給率並提高全國供電的穩定性。此外，發展潔淨能源亦為全球企業共同關注的重要議題，像是「科技巨擘A公司」於2020年宣告「要在2030年對供應鏈和產品實現100%碳中和，目前已協助超過200家供應鏈，全面改以潔淨能源運作」，其中包含母集團，也都投入使用綠電。 本研究將透過蒐集全球主要國家潔淨能源發展趨勢，進而審視我國潔淨能源發展現況、未來推動與政策措施，並以波特五力分析臺灣潔淨能源產業競爭力，帶入鑽石模型探討臺灣儲能產業的國際競爭優勢。以母集團子公司－S公司能源多角化的營運策略，再介紹母集團在儲能產業上的應用與貢獻，並以商業模式九宮格、SWOT和國際競爭優勢鑽石模型三種分析方法說明母集團和 S公司共同在乾淨能源事業的商業模式與策略布局，以供其他能源業者經營參考。未來目標將因應全球能源發展趨勢，並運用母集團經營國內潔淨能源電廠與儲能系統之經驗，布局越南等東協海島國家潔淨能源的建置與維運服務，奠定臺灣能源企業在亞洲市場的關鍵地位。

The global economy is taking off rapidly, and countries use a large amount of fossil fuels such as petroleum, coal, and natural gas, resulting in a substantial increase in carbon dioxide emissions, and the increasingly serious greenhouse effect, which further affects the living environment of human beings. In order to curb global warming, the United Nations set national emission targets in the "Kyoto Protocol" in 1997. By 2016, many countries committed to reducing carbon emissions in the "Paris Climate Agreement", prompting countries to start developing and utilizing renewable energy, hoping to work together to slow down the trend of global warming. In recent years, due to the impact of the Ukrainian-Russian War, international petroleum prices have soared. In addition, the world is in a transitional period of energy transformation, and power generation is in short supply, which in turn drives the accelerated development of the global clean energy industry. More than 97% of Taiwan's energy demand is dependent on imports. Facing the severe international energy transformation situation and increasing energy demand, the only way to increase energy self-sufficiency is to actively install renewable energy and energy storage facilities to reduce dependence on fossil fuels and maintain national energy security and a stable economy growth to enhance national competitiveness. Therefore, the development of clean energy is urgent. In order to move towards the goal of a non-nuclear homeland in Taiwan by 2025, the clean energy industry is also rapidly emerging due to the encouragement of government regulations and policies. At this stage, the main goals of energy policy are "safety", "sustainability", "efficiency" and "cleanliness". It will expand the use of carbon-free energy (such as solar energy, wind power, hydropower and other renewable energy) and low-carbon energy (such as natural gas), and build a decentralized power grid and energy storage system, so as to maintain national energy self-sufficiency and improve the stability of national power supply. In addition, the development of clean energy is also an important issue of common concern to global companies. For example, "Technology Giant Company A" committed in 2020 to achieve 100% carbon neutrality in its supply chain and products by 2030. At present, it has assisted more than 200 supply chains to fully switch to renewable energy operations, including the parent group, which has also put into use green electricity. This research has examined the development promotion, current situation and policy measures of Taiwan's renewable energy by observing the development trend of renewable energy in major international energy leaders. The competitiveness of Taiwan's clean energy industry is analyzed with Porter's five forces, and the diamond model is used to discuss the international competitiveness of Taiwan's energy storage industry. Taking S Company, a subsidiary of the parent group, as a research case, it is analyzed in depth, then introduce the application and contribution of the parent group in the energy storage industry, and discussing the business strategy of the internal diversified energy industry. And use the three analysis methods of the nine building blocks of the business model, SWOT and international diamond model to illustrate the competitiveness of the parent group in the clean energy industry. The future goal is to respond to the global energy development trend, and use the experience of the parent group in operating domestic clean energy power plants and energy storage systems to lay out the construction and maintenance services of clean energy in Vietnam and other ASEAN island countries, and then establish the key position of Taiwanese energy companies in the Asian market.