2025全球技術(shù)報告之能源行業(yè)洞察 KPMG global tech report Energy insights

KPMGglobaltechreport:Energyinsights

Drivethenextwaveofdigitaltransformationwithdataanddecisiveness

KPMG.MaketheDifference.

KPMGInternational|

Methodology

Authors

Executive

Summary

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Datamaturitygapsmakeitharderforthe

sectortoprovethevalueofitstechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Key

findings

Executivesummary

Energyismoreresilientandwillingtotakerisksthanothersectors,butitneedstoincreaseinvestmentsindatacapabilitiesandAItounlockitsnextwaveofdigitaltransformation.

Theenergysectorisatapivotalcrossroads,facingunprecedented

challengesandopportunities.Addressingthechallengesandseizingtheenergytransitionopportunitieswillrequireaunifiedapproach

thatintegratestechnology,dataandstrategyacrosstheentire

business.Thisdualchallengedemandsinnovativesolutionsand

strategicforesight,makingitimperativeforenergyleaderstoleverageadvancedtechnologiesanddata-driveninsightstodrivethenext

waveofdigitaltransformation.

Ourresearchfindsthattheenergysectorismoreresilientand

willingtotakerisksthanothersectors,butitneedstoincrease

investmentsindatacapabilitiesandartificialintelligence(AI)

tounlockitsnextwaveofdigitaltransformation.Basedona

comprehensivesurveyof2,450globaltechnologyleaders,this

reportexaminestheexperiencesof122energytechnology

leadersfrom19countriesandprovidesvaluableinsightsintodigitaltransformationintheenergyindustry.

Thisreportadvocatesthatenergyleadersmustleveragedataand

decisivenesstodrivethenextwaveofdigitaltransformationwithintheirorganizations.BymethodicallyexperimentingwithAIusecasesandleveragingcybersecurityframeworks,energycompaniescan

protectagainstthreatsthatcouldhinderdigitalinnovation.While

theenergysectormatchesorsurpassesotherindustriesinmanyITdisciplines,achievementsareoftenconfinedtoisolatedfunctionalareasratherthanspanningentireorganizationsorecosystems.

Astechnologicalinnovationopensnewpotentialintheenergy

sector,abalanceneedstobestruckbetweenrapidadoptionand

astrategicapproachtoextractinggenuinevaluefromtechnology.

Evidence-baseddecisionsshouldbemadetonavigatethroughthehypeandfindresilientsolutions,scalingnewtoolssuchasAIsafelyandresponsibly.

KPMGglobaltechreport:Energyinsights

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

EnergyCEOsviewGenAIasbothariskandanopportunity.Buttherisks—offallingbehindand/or

makingafatalerrorintermsof

privacy,ethicsorintegrity—

canbemanaged,whilethereis

hardlyanareaofbusinesswhere

AIcan’tbringvalue.Integrating

AIreallycomesdowntochange

management,andthat’ssomething

CEOsshouldfeelconfidentaboutaslongastheyhavethefundamentalguardrailsinplace.

AnishDe

GlobalHeadofEnergy,

NaturalResources,andChemicalsKPMGInternational

2

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Datamaturitygapsmakeitharderforthe

sectortoprovethevalueofitstechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Keyfindings

Theenergysectorisbolderthanothersontechnology

Comparedwiththecross-sectoraverage,the

energyindustryislesslikelytosaythatmarketinfluencessuchaseconomicuncertaintyand

marketcompetitivenesshavedamagedtheir

confidenceaboutinvestinginnewtechnologies.

25%

saythatriskaversionrarelymakesseniorleadershipintheirorganizationsmove

moreslowlythanthe

competition,comparedwithacross-sectoraverageof

17percent.

EnergycompaniesaremethodicallyexperimentingwithAIusecases

ThemajorityofenergyfirmsareinthetoptwomaturitystagesofAI,

ofenergybusinessesachievingbusinessvaluefromtheir

activeAIusecases.Buta

sizeableproportionaretakingacautiousapproachandarestillattheproof-of-concept

stageofAIexperimentation.

with

67%

Energysectorexecutivesare8percentage

pointsmorelikelythanthecross-sectoraveragetobeinthetwoearlierstagesofAIimplementation.

Datamaturitygapsmakeitharderforthesectortoprovethetruevalueofitstechnology

Ineverydatamanagementcategorymeasuredintheresearch,theenergyindustryislaggingbehindthecross-sectoraverageondatamaturity—especiallyregardingdatainteroperability,securityand

extractingmeaningfulinsights.Thesilverliningisthatmanyenergysectorleadersareawareoftheirdataqualitygapsandareactivelyplanninginitiativestoaddressthisproblemarea.

Thesectorisskilledatgettingfinancialvaluefromcybersecurity

Energyisthemostlikelytogeneratestrongprofitabilityfromits

cybersecurityinvestments—thehighestprofitcategorymeasuredinthesurvey.

KPMGglobaltechreport:Energyinsights3

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Datamaturitygapsmakeitharderforthe

sectortoprovethevalueofitstechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Theenergysectorisbolderthanothersontechnology

Energyisnotlettinginfluencessuchaseconomicuncertainty,complexregulatorydevelopments

andmarketcompetitivenesscrushitsconfidenceaboutexploringnewtechnologies.Forinstance,growingmarketcompetitivenesshasdented

theinvestmentconfidenceofothersectorstoa

largerextentthantheenergyindustry.Energy

hasamoreresilientmindsetthanthecross-sectoraverageacrossallinfluencesmeasured.

25%

ofenergybusinesseshavenotroublemanagingcostsandkeepingwithintheirbudget—thehighestofallsectors.

“Theenergysectorisresilientbynaturebecausecompaniescannot

survivewithoutplanningforthelonghaul,”saysSushantRabra,

PartneratKPMGinIndia.Thispragmaticthinkingisreflectedinhow

energycompaniesmakeinvestmentdecisionsaroundtechnology.

Executivesinthesectorarecommittedandhaveaclearviewofwhattheywanttoachieve,whichempowersthemtoendprojectsthatarenotperformingashoped.Energyisthesectorthatismostlikelytosayitcanstopadigitaltransformationprojectwhenitbecomesclearthatitisnotbringingtheanticipatedvalue.

“Energycompaniesmustprioritizestrategicdirectionoverspecifictechnologiesorplatforms,”saysRabra.Thisrequirescompaniestoconstantlyre-evaluateperformance,takestockofcompetitionandstayontopofemergingtechnologies.Italsohelpsreducetheriskofcomplacency.

AccordingtoRabra,“Energycompaniesaresurroundedby

opportunitiesbecausetheyareattheforefrontofenablingmultipletransitions,includingAIandsustainability.”Thesurveysuggeststhat

thistranslatesintoanappetiteforinnovationandrisk-taking,with

25percentoftheenergyorganizationssayingthatriskaversioneitherneverorhardlyevermakesseniorleadershipintheir

organizationsmovemoreslowlythanthecompetitioninembracingtech;thecross-sectoraverageis17percent.

Likelastyear,thesectorhasastrongbeliefin22thepotentialof

moderndeliverysystems:70percentofenergyorganizationsare

planningtoinvestinlow-code/no-codeplatformsinthenextyear—7percentagepointsmorethanthecross-sectoraverage.Andsimilartothecross-sectoraverage,themostimmediateinvestmentsare

likelytogotoXaaSsystems:80percentplantoinvestintheminthenext6months.

“TheevolvingnatureofXaaSprovidesenergycompanieswith

opportunitiestoexperimentinalow-costway,”saysRabra.“But

theymustthinkaboutthearchitecturalintegrityoftheirentire

techstackswhentheydeployit.Howevermaturetheindividual

componentsofXaaSare,mergingthemcanberisky.Tocombat

this,companiesshouldbeintentionalaboutthetechnologytheyuseandavoidmovingtooquicklybetweensolutions.”

KPMGglobaltechreport:Energyinsights4

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

EnergycompaniesaremethodicallyexperimentingwithAIusecases

Theenergysectorisbolderthanothersontechnology

Datamaturitygapsmakeitharderforthesectortoprovethevalueofitstechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Energycompaniesaremorelikelytoprioritizemoderndeliveryinvestmentstosupporttheirambitions

Energycompanies’topprioritiesareXaas,AI,moderndeliveryandcybersecurity.Seventypercentofenergycompaniesareprioritisingmoderndelivery,comparedwithsixty-threepercentglobally.

Energybusinessesareprioritizinginvestmentsinnewtech

Cross-sectoraverage

01

02

03

01XaaStechnologies

02Cybersecurity

03AIandautomation

86%68%65%

Energy

XaaStechnologies

AIandautomation=Moderndelivery

Cybersecurity

90%70%64%

6Weprioritizeembracing

newtechnology5

4

3

2

Q:Ofthefollowingtechnologies,whichisyourorganizationcurrentlyprioritizingandinvestingintosupportitsambitions?Planningtoinvestinthenextyear

Source:KPMGglobaltechreport2024

1Weprioritize

maintainingour

legacytechnology

3%7%

70%

ofenergyorganizationsareplanningtoinvestinlow-code/no-codeplatformsinthenextyear—

7percentagepointsmorethanthecross-sectoraverage.

29%

27%

22%

11%

Energy

KPMGglobaltechreport:Energyinsights5

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Datamaturitygapsmakeitharderforthe

sectortoprovethevalueofitstechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

EnergycompaniesaremethodicallyexperimentingwithAIusecases

Fortunately,theenergysector’sboldoutlookisnottippingoverintorecklessness.Forinstance,energyfirmsappeartobetakingaslightlymoregradual,methodicalapproachtoAIadoption

thanothersectors.ThemajorityofenergyfirmsareinthetoptwomaturitystagesofAIadoptionandareachievingbusinessvaluefromtheir

activeAIusecases.

Butasizableproportionofthesector(33percent)istakinga

cautiousapproachandisstillwithintheproof-of-conceptstageforAIexperimentation.Energysectorexecutivesare8percentage

pointsmorelikelythanthecross-sectoraveragetobeinthetwoearlierstagesofAIimplementation.

Whilethemajorityofenergyfirmsareinthetoptwomaturity

stagesofAIusecaseadoption,asizableproportionofthesectorisstillwithintheproof-of-conceptstage.

“EnergyexecutivesareshowinganincreasedinterestinAI,”saysDanFisher,Principal,Advisory,DigitalLighthouse,KPMGintheUS.“Butwhilethey’reeagertoexploreAI’spotential,therearethree

mainfactorstemperingthepaceoftheiradoption.”

First,thesectormustbemethodicalaboutmaximizingthevalue

ofitsinvestmentlifecycles.Unlikeotherindustries,theenergy

sectorwasafastmoverinmakingsignificantinvestmentsinearliergenerationsofenterpriseresourceplanning(ERP)systems.“Sonowitfacesalargertaskinmodernizingthisentrenchedinfrastructure

toaccessthecloudcapabilitiesrequiredforadditionalAIinitiatives,”saysFisher.

Second,manyoftheenergycompaniesthathavealreadystartedtoimplementAIarestrugglingtoscaleitacrosstheboardbecausetheydidnotsufficientlyredesigntherolesandprocessesinvolved.Fisheradds“Andfinally,manyenergyfirmslackrobust,unified

datafoundations,whichhinderstheirabilitytobenefitfullyfromAI’scapabilities.”

Nevertheless,theindustryclearlyrecognizesAI’spotential:

67percentofenergyexecutivessaytheyhavealreadyseenbusinessvaluefromit.OneprominentwayinwhichthesectorusesAIis

predictivemaintenance,whereperformanceoftheelectricalgridis

continuouslymonitoredtoidentifypotentialfailuresbeforetheyhappen.Thisshouldbenefitbothenergyorganizationsandtheircustomers

becauseitsignificantlyimprovesresourcereliability.

67%

ofenergybusinesseshavealreadyseenbusinessvaluefromAI.

KPMGglobaltechreport:Energyinsights6

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Methodology

Authors

Datamaturitygapsmakeitharderforthe

sectortoprovethevalueofitstechnology

Theenergysectorisbolder

thanothersontechnology

Thesectorisskilledatgetting

financialvaluefromcybersecurity

Thefuture

forenergy

HowKPMG

canhelp

Key

findings

Executive

Summary

Energycompaniesaremethodically

experimentingwithAIusecases

ToacceleratetheirAIadoption,energyorganizations

mustbeproactiveandrethinktheirbusinessprocessesastheyimplementnewtechnologiesby:

AImaturitylevelsoftheenergysectorvs.thecross-sectoraverage

Whichofthefollowingbestdescribeyourorganization’scurrentmaturitylevelwithAIadoption?

43%

TotalEnergy

37%

PushingforwardwithERPmodernizationandcloudmigration.Ourresearchshowsthatthisisalreadyunderway:energyis

thesectorthatismostlikelytosayitsuseofpubliccloudoverthepast12months

30%

31%

hasaccelerateditsadoptionofadvancedtechnology,includingAI.

26%

Puttingtherightrolesandprocessesinplace.Forexample,byappointingachiefAIofficer

19%

togovernfromthetopandhelpimplement

AI

solutionsresponsiblyandeffectively

.1

BuildingsoliddatafoundationsandpracticessothatAIsolutionshave

credibleandwell-organizedsourcesto

drawfrom.Thisisessentialforhigh-qualityoutputsthat

respectdataprivacyrights

.2

Wehaveinvestedstrategicallyincore

businesscapabilitiesandhaveAIusecases

runningactivelyacrosstheorganization

thatarereturningbusinessvalue.

WeareinnovatinganddeployingAI

usecasesintoproductionatscale.

WehaveachievedROIonanumber

ofourAIusecases.

WehavealargenumberofAIproof-of-concept

testsrunningbuthaven'tachievedROIyet.

Wehavealimitednumberofadhoc

usecasesinproduction

1KPMGInternational,‘Trustinartificialintelligence,’2023

2KPMGInternational,‘PrivacyinthenewworldofAI,’2023

KPMGglobaltechreport:Energyinsights

7

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Thesectorisskilledatgettingfinancialvaluefromcybersecurity

Datamaturitygapsmakeitharderforthesectortoprovethevalueofitstechnology

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Datamaturitygapsmakeitharderforthesectortoprovethevalueofitstechnology

Themajorityofenergyexecutivesinthesurveysaythattheirorganizationissatisfiedwiththevalueitgetsfromtechnologyinvestments,buttheydolagbehindotherindustries.

Visibilitylimitationsarelikelytobeacontributingfactorfortheenergyindustry.Inthenineareasmeasuredinthesurvey,energyexecutivesareonaverage11percentagepointslesslikelythanthecross-sectoraveragetosaytheyareconfidentintheirorganization’sabilitytoquantitativelymeasurethevaluebeinggeneratedbyitstechnologies.Customer,employeeandenvironmentalmetricsaretheareaswhereconfidenceislowest.

“Thislackofvisibilitypresentschallengeswhenitcomestodecision-makingandcapitalallocation,”saysRabra.

Alikelycontributingfactorherewillbethatthesectorislaggingondatamaturityinall

categoriesmeasured.Just36percentofexecutivesdescribetheirorganization’sabilitytoextractmeaningfulinsightsaseitherinfluentialorembedded—ourtoptwolevelsofdatamaturity—comparedwith52percentacrossallsectors.Andjust35percentofenergyexecutivessaytheirdatasciencecapabilitiesareinthetoptwolevelsofdatamaturity,

comparedwith50percentacrossallsectors.

Workingwithdatarequiresafundamentallydifferentapproachthan

traditionaltechnologysystems.Businessesshouldadoptmeasuresthathelpensuregreateraccountabilityandtransparencythroughouttheentiredata

lifecycle—fromcollectiontostorageandanalysis.Establishingguiding

principlesrootedinfairness,explicabilityandpurposeisessentialtofosteringtheethicaluseofenterpriseAIassets.Effectivemonitoringsystemsarealsocritical,providingregularassessmentstoensurecomplianceandmaintain

necessarychecksandbalances.Additionally,investingininitiativesthat

cultivateanAI-enabledworkforcewillembedacultureofethicalAIinthe

workplace.Forenergycompanies,whichnaturallypossessahigherdegreeof

self-awareness,implementingthesemeasuresshouldcomemoreseamlessly.

SushantRabra

Partner,TransformationKPMGinIndia

KPMGglobaltechreport:Energyinsights8

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Thesectorisskilledatgettingfinancialvaluefromcybersecurity

Datamaturitygapsmakeitharderforthesectortoprovethevalueofitstechnology

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Energyexecutivesexpresslowerlevelsofconfidenceinquantitativelymeasuringthevalueoftheirtechnologies

Foreachmetric,pleaseindicateifyouareconfidentinyourcompany’sabilitytoquantitativelymeasurethevaluebeinggeneratedbyyourtechnologies(thosewhoanswered‘yes’).

Financialmetrics

Customer-centricmetrics

Brandreputationmetrics

Riskandcybersecurity-relatedmetrics

Operationalmetrics

Businessgrowthandinnovationmetrics

Environmentalgoals

Employeemetric

Source:KPMGglobaltechreport2024

71%

68%

67%

66%

58%

69%

50%

69%

64%

59%

57%

60%

66%

50%

65%

46%

Cross-sectoraverageEnergy

Theenergysectorisgoingtohaveto

investinthequality,visibility,

transparencyandintegrationofitsdataacrossthevaluechain

.3

Itneedstounitethemanydatapoolsithasaccessto—from

operationaldatatofinancialdata.“Thiswillallowcompaniestogetamuchbettersenseofwhereimpactisbeingmadeandwhere

correctionsareneeded,”saysRabra.“Nothavingthisvisibilitycanleadtosuboptimalperformance,forinstancewithgridmaintenanceandinvestmentallocation.”

Fortunately,theseinvestmentsarealreadyunderway.Comparedwith2023,energybusinessesarenowmorelikelytosayboththeirdata

investmentsanddatagovernanceareinfluentialorembedded.

“Manyclientsarebuildingdataexpertisethroughinternalquality

assessments,”saysRabra.“We’realsoseeingmanyorganizationsunbundlingtheirtech,digitalanddatateamsandappointingseparateleadersforeach.Makingonepersonsolelyaccountableforthe

qualityofdatacansignificantlyboostconsistencyandefficiency.”

KPMG’svaluerealizationframeworkisaneffectivewaytodothis.

Just36%

ofenergyexecutivesdescribetheir

organization’sabilitytoextractmeaningfulinsightsaseitherinfluentialorembedded—ourtoptwolevelsofdatamaturity—

comparedwith52%acrossallsectors.

3KPMGInternational,‘Transformingtheenterpriseofthefuture,’2024

KPMGglobaltechreport:Energyinsights9

?2025CopyrightownedbyoneormoreoftheKPMGInternationalentities.KPMGInternationalentitiesprovidenoservicestoclients.Allrightsreserved.

Executive

Summary

Key

findings

Theenergysectorisbolder

thanothersontechnology

Energycompaniesaremethodically

experimentingwithAIusecases

Thesectorisskilledatgettingfinancialvaluefromcybersecurity

Datamaturitygapsmakeitharderforthesectortoprovethevalueofitstechnology

Thefuture

forenergy

HowKPMG

canhelp

Methodology

Authors

Ithelpsorganizationsmaptheirtechnologyinvestmentsagainst

businessgoalsbyusingbalancedscorecardsandKPIsalignedwithstrategicobjectives.Thishigh-levelinsightiscrucialtoavoidinga‘techfortech’ssake’mindset,wheretechisimplementedwithouthavingrealbusinessvalue.

XaaSisalsoplayingacrucialroleincreatingbusinessvalue.Itis

havingmoreimpactonthedatamaturityofenergythananyothersector:43percentofenergyexecutivessaytheirorganizationhasimproveddatamanagementandintegrationbecauseofitsXaaS

usageinthepast12months—6percentagepointshigherthantheoverallaverage.

GenerativeAIwillalsobeagamechangerfordata-leddecision-makingandcapitalallocationviapredictiveanalytics.Whilethepredictivemaintenanceofassetsisnotanewpractice,the

sophisticationoftoday’smodelsmakesitpossibletointegrate

predictiveinsightsintobroaderdigitalproductionprocesses.This

allowsorganizationstooptimizecashflowandpredictmarginsmoreeffectively,ultimatelyimprovingdecision-makingaboutinvestments.

Casestudy

HowEncinoEnergy’sdatamodernizationshiftsavedweeksinreportingcycletime

WhenoilandgasproducerEncinoEnergy

acquired900wellsfromChesapeakeEnergy,itquicklybecameclearthatitsoperationalneedsexceededthecapabilitiesofitsusualwaysof

working.Theseworkingpracticesdependedonasmallsetofapplications,spreadsheets,emailandofflinecommunications.

AsChesapeake’sdatapouredin,Encino’s

employeesspenthourscompilingreportsfromdisconnectedsources,fixingconflictingdata

formatsanddisputingdataintegrity.Encinolackedvisibilityintoreal-timewelleconomics,struggledtooptimizefieldoperationsand

burnedthroughcyclesmanuallycomparingproductionoutputtoforecasts.

Toswiftlymodernizeitsdataandanalytics

functions,EncinoaskedKPMGintheUS

tocreateascalabledatafoundation.Asa

result,Encinonowhasascalablecloud-basedarchitecture,fittedwithmasterdatasetsthatsurfaceinsightsacrossdisparatesystems.

ThisdatainfrastructureisimprovingEncino’s

decision-makingandhasreducedreportingcycletimesfrommonthstoweeks.

Readthefullcasestudy

4

4KPMGUS,‘EncinoEnergytapstheawesomepowerofmodernanalytics,’2024

KPMGglobaltechreport:Energyinsights