Core Insights - Yangzi Petrochemical's "Strict Control of Fuel Costs for Efficiency Improvement Project" has been awarded the "Pioneer of Value Creation" title for the second batch of 2025 [2] - The company has implemented a series of innovative production management strategies to reduce energy consumption and material costs, achieving a total savings of nearly 2 million yuan [2][4] Group 1: Scientific Decision-Making - The decision to shut down the 910/920 units was made due to historically low load levels, which were causing financial losses [3] - The shutdown led to significant savings in steam and water usage, with a reduction of 9.7 tons of steam and 1,100 tons of circulating water per hour [3] Group 2: Precise Measures - The production team implemented various energy-saving measures, including adjusting raw material structures and optimizing reaction depths, resulting in a 3.4 kg reduction in energy consumption per ton despite a 1.5% decrease in load [4] - The overall cost savings from these measures amounted to 2 million yuan [4] Group 3: Party Leadership - The party branch played a crucial role in coordinating efforts during low-load operations, facilitating daily meetings to address operational issues and share solutions [5] - The collaborative approach among team members, likened to "precision gears," contributed to the successful recovery of full-load operations [6]

独山子石化立足新疆区位优势，深耕炼化领域多年，以严苛标准筑牢产品根基。此次出口的航煤历经多 轮技术验证与质量检测，完全满足国际航空燃料标准。从商务谈判到生产攻坚，从标准对接至发运筹 备，独山子石化始终以服务国家战略为己任，高效完成产能调配、工艺优化等关键工作，实现了从资源 引进到产品出口的中哈能源合作全领域覆盖，为项目落地提供了坚实的产能支撑。 中国石油国际事业公司面对跨境合作中的政策协调、标准认证等复杂挑战，多次对接沟通，高效完成市 场调研、海外客户对接、标准认证等全流程服务。昆仑物流公司将安全置于首位，建立国内可视化、国 外实时监控的全程管控机制，通过追踪车辆位置、行驶速度及油罐状态，实现风险早发现、早控制;提 前规划最优运输路线，联动政府相关部门完善应急响应机制，高效完成运力调配与跨境运输人员培训， 以专业化、规模化服务确保货物安全高效交付。 中化新网讯 12月10日，独山子石化生产的首批符合JET A-1国际标准的航煤，经跨境物流通道顺利启运 哈萨克斯坦。 ...

为确保碳资源稳定供应，中韩石化持续优化管网运行，通过每日巡检、及时维护管道保温与支架等措 施，将月输送能力提升至7000吨，管网负荷率长期保持在90%以上。企业间建立了紧密的协作机制，在 气源供应、销售渠道等方面形成闭环，实现了经济与环保效益的"双赢"。 中韩石化环氧芳烃部环氧乙烷/乙二醇(EO/EG)装置将再生塔顶气中富含的CO2进行回收提纯，通过专用 管道输送至园区企业博达鸿泰环保科技有限公司，作为食品级CO原料。 中化新网讯截至12月10日，中韩石化实现环氧芳烃装置再生塔顶气二氧化碳(CO)的高效回收与再利 用，今年累计向下游企业输送CO突破7万吨，减排成效显著。 ...

中化新网讯 连日来，随着气温持续下降，天能化工二厂密切关注冬季安全生产关键环节，开展安全专 项检查活动，确保冬季安全生产平稳运行。 按照冬季"九防"相关实施方案，该厂检查人员对各生产区域的管道、设备设施、消防器材以及厂内管廊 架等进行了详尽的检查，对于发现的问题，责令相关责任部门在限定时间内完成整改。此外，检查人员 还对聚合车间、机修车间的防冻工作专项方案进行了抽查，复核了方案的实施、责任分配以及应急预案 等记录资料，并对冬季防冻巡检路线、防滑垫的铺设、防冻点和工艺控制等执行情况进行了监督，提出 了相应的改进措施，为企业安全稳定运行打下坚实基础。 ...

2025年，湖北省黄麦岭控股集团有限公司(下称黄麦岭控股)党委坚持以习近平新时代中国特色社会主义 思想为指导，紧紧围绕"党建赋能"主题，持续擦亮"红映黄麦岭"党建品牌，将党的政治优势、组织优势 源源不断转化为企业发展优势、创新优势和竞争优势，为公司实现稳中有进、转型突破提供了坚强有力 的政治保证和组织保障。 截至目前，该公司今年营收已突破60亿元，超额完成目标任务。 铸魂强基 把稳高质量发展方向盘 黄麦岭控股党委始终将党的政治建设摆在首位，坚持以理论武装凝心铸魂。 该公司严格落实"第一议题"制度，组织学习23次，内容涵盖党的创新理论、重要指示批示精神等180余 项。党委理论学习中心组聚焦12个重点专题及7个自选专题开展深入学习研讨12次，班子成员带头确立 研究课题4个，举办专题读书班4期，覆盖党员干部200余人次。这些系统学习，筑牢了全体党员干部对 党绝对忠诚的思想根基。 凝心聚力 营造风清气正好生态 黄麦岭控股党委严格落实意识形态工作责任制，定期分析研判职工思想动态，加强宣传阵地建设与管 理，开设"经营动态""党旗闪耀在一线"等专栏，弘扬主旋律，传播正能量；扎实推进企业文化建设，弘 扬联投精神和黄麦岭精神， ...

中韩石化环氧芳烃部环氧乙烷/乙二醇(EO/EG)装置将再生塔顶气中富含的CO2进行回收提纯，通过专用 管道输送至园区企业博达鸿泰环保科技有限公司，作为食品级CO₂原料。 中化新网讯 截至12月10日，中韩石化实现环氧芳烃装置再生塔顶气二氧化碳(CO₂)的高效回收与再利 用，今年累计向下游企业输送CO₂突破7万吨，减排成效显著。 为确保碳资源稳定供应，中韩石化持续优化管网运行，通过每日巡检、及时维护管道保温与支架等措 施，将月输送能力提升至7000吨，管网负荷率长期保持在90%以上。企业间建立了紧密的协作机制，在 气源供应、销售渠道等方面形成闭环，实现了经济与环保效益的"双赢"。 ...

Core Viewpoint - The focus is on ensuring stable natural gas supply during the winter peak, with Jianghan Oilfield's Fuling Shale Gas Field implementing technology-driven and data-enabled strategies to maintain and increase production [1] Group 1: Production Performance - As of the end of November, the comprehensive decline rate of old wells in the Fuling Shale Gas Field is controlled within 11%, with the well-opening rate increased to 92.68% and the comprehensive gas extraction time rate improved to 91.29% [1] - The field has established a three-level technical process of "diagnosis-classification-governance" to address production bottlenecks such as drainage, blockage removal, and leakage treatment [1] Group 2: Technological Innovations - Innovative gas lift processes are being implemented, including "one machine multiple wells," "gas lift + pressure integration," and "gas lift + foam drainage" composite models [1] - The daily increase in gas volume from these measures reaches 337,000 cubic meters, with an effective rate of 91.27% [1] Group 3: Digital Transformation - The gas field is advancing the upgrade of its gas reservoir management platform, focusing on optimizing production monitoring, intelligent statistics of measures, and dynamic evaluation of transportation [1] - The smart gas extraction system has executed over 200 intelligent process decisions, with the effectiveness of technical measures rising to 86%, achieving breakthroughs in both "efficiency enhancement" and "abnormal pressure reduction" [1]

Core Viewpoint - The coal chemical industry is undergoing a profound transformation from scale expansion to quality improvement, with the need to break free from unhealthy competition and resource consumption in a homogeneous, low-value "red ocean" market. The path to overcoming this dilemma lies in achieving three fundamental shifts [1]. Group 1: Shift in Development Logic - The industry must transition from focusing on "efficiency within the walls" to "value along the supply chain," requiring a restructured development logic that emphasizes value creation and distribution across the entire industry chain rather than just optimizing production efficiency [1]. Group 2: Innovation in Competition - The competition should shift from "scale and cost" to "differentiation and specialty" innovation, moving away from a singular focus on large-scale production and low consumption to developing unique products that can dominate niche markets, thereby establishing core competitiveness based on technological barriers [2]. Group 3: Emphasis on Human Capital - The focus should change from "heavy hardware investment" to "activating human capital," recognizing frontline employees as the most important asset and source of innovation. This involves transforming tacit knowledge into transferable standards and encouraging micro-innovations through greater autonomy for employees [2].

Core Viewpoint - The meeting highlighted the positive achievements in the innovation and development of pilot-scale manufacturing in recent years, emphasizing the need for systematic advancement in this area to support high-quality development of the manufacturing industry and accelerate new industrialization [1] Group 1: Achievements and Developments - The pilot-scale manufacturing innovation has seen significant progress, with an improved policy framework and accelerated platform construction [1] - The enhancement of pilot-scale capabilities and the development ecosystem have effectively promoted the efficient transformation and application of major technological achievements [1] Group 2: Strategic Directions - The meeting stressed the importance of planning for the end of the 14th Five-Year Plan and the layout for the 15th Five-Year Plan, advocating for a systematic approach to advance pilot-scale manufacturing innovation [1] - It called for strengthening top-level planning for pilot-scale work and promoting the integrated implementation of strategies, plans, policies, and standards [1] Group 3: Systematic Support and Collaboration - There is a need to enhance the systematic layout and high-level construction of pilot-scale platforms, as well as to provide comprehensive support to improve the overall effectiveness of the manufacturing innovation system [1] - The meeting emphasized leveraging technological innovation to enhance advanced pilot-scale capabilities and promote digital, networked, intelligent, green, and integrated development [1] Group 4: Resource Optimization and Industry Collaboration - The focus should be on optimizing the development ecosystem across the entire value chain, deepening cooperation between industry and finance, and integrating education with production to stimulate innovation in pilot-scale manufacturing [1] - It highlighted the importance of focusing on key links in industrialization and leveraging leading enterprises to drive the promotion and application of pilot-scale transformation results [1]

Core Viewpoint - The launch of the zero-carbon park construction at the Gulei Petrochemical Base aims to create a leading national and internationally recognized model for low-carbon development in the petrochemical industry, integrating green energy, low-carbon processes, circular economy, and digital governance [2]. Group 1: Project Overview - The Gulei Petrochemical Base will follow a "two-step" strategy for low-carbon and zero-carbon transformation, with the first phase aiming to establish a fine chemical zero-carbon park by 2029, targeting a carbon emission reduction to 0.25 tons per ton of standard coal [5]. - The second phase, set to be completed by 2035, will expand the successful model to the entire base, achieving a national standard zero-carbon park goal of 0.3 tons per ton of standard coal [5]. Group 2: Implementation Strategies - Key tasks for the Gulei development zone include increasing the proportion of green clean electricity, replacing thermal energy with clean alternatives, enhancing energy efficiency in the petrochemical sector, improving zero-carbon transportation infrastructure, and boosting carbon management capabilities [5]. - The Gulei development zone has already made significant progress during the 14th Five-Year Plan period, reducing energy consumption per unit of industrial added value from 4.3 tons of standard coal per 10,000 yuan in 2020 to 2.02 tons by 2024, a decrease of over 50% [5]. Group 3: Collaborations and Initiatives - New projects signed at the conference include green aromatic production from carbon dioxide hydrogenation, sustainable aviation fuel from green electricity and carbon dioxide, and ethylene production from green electricity and carbon dioxide [6]. - The Gulei development zone has partnered with Jilin University and Tianjin University to enhance talent development and research cooperation, promoting the transition to zero-carbon through technological innovation [6].