《方案》明确了三省在氢能质量强链行动中的合作目标和重点任务。 《方案》强调要着力促进陕粤绿氢制备与并网技术协同，共建氢气品质检测跨区域协作体系，开展氢能 储运装备标准化联合攻关，搭建液氢储运装备极端工况验证平台，开展氢燃料电池系统可靠性评价标准 制定及试点，联动推进风—光—氢能系统一体化示范等11项重点任务。同时提出要通过三省领军企业、 高校、科研院所和质量技术机构深入开展产学研合作，运用"实验室模拟—实地验证—数据反哺"的闭环 机制，共同攻克氢能产业质量关键核心技术难题，加快推动氢能质量技术创新和成果转化。 中化新网讯 近日，陕西、广东、山西三省市场监管局联合印发《氢能产业链跨区域质量强链联动工作 方案》(下称《方案》)，旨在通过跨区域协作联动，共同创新探索氢能产业质量基础设施集成服务模 式，积极构建绿色低碳、清洁高效的新型能源体系。 ...

长庆油田采油八厂迅速组织干部员工开展集中学习、专题研讨，深入理解全会精神的核心要义，把全会 精神落实到日常工作中。数字化生产指挥中心生产运行岗刘继阳表示："我们要把贯彻全会精神落实到 每一项实际行动中，围绕大监控数据融合、流程协同、智能决策'三大方向'，紧盯注水、开发、储量、 提采'四项重点'，突出分类油藏差异化管理，构建覆盖油藏全生命周期、全要素联动的管理闭环，打造 技术有特色、管理有重点、措施有方向的数智化稳产示范标杆。" 目前，长庆气区冬供工作全面提速。长庆采气三厂科技信息部副主任何坤说："我们将始终锚定国家能 源安全战略需求，把数智化升级作为油气报国的重要抓手，深度融合现场管理与技术创新，实现指令下 达快捷高效、生产动态实时预警、运行组织效率全面提升，为气田增储上产、保障能源供应注入强劲动 力。" 党的二十届四中全会的召开在长庆油田广大干部员工中引发强烈反响。一时间，千里油气区掀起学习全 会精神热潮。 全会指出，学习好贯彻好全会精神是当前和今后一个时期全党全国的重大政治任务。全国劳动模范、中 国石油技能专家杨义兴表示："作为一名技能人才，我将大力弘扬劳模精神、工匠精神，积极参与中国 石油和长庆油田重大 ...

"十四五"时期是我国电石行业转型升级、迈向高质量发展的关键阶段。面对资源环境约束加剧、"双 碳"目标深入推进的新形势，全行业坚持以科技创新为核心驱动力，以绿色化、智能化、集约化为发展 方向，在产业结构优化、核心技术突破、产业链协同、数字化转型及安全水平提升等方面取得显著成 效，为实现可持续发展奠定了坚实基础。 产业结构持续优化 集中度显著提升 "十四五"期间，电石行业深入推进供给侧结构性改革，实施"淘汰落后、发展优质"双轮驱动，产业结构 实现系统性优化。根据中国电石工业协会统计，全行业累计淘汰落后产能430万吨，同时新增优质产能 630万吨，总产能从2020年的4000万吨提升至2024年的4200万吨。产能结构优化带动装置运行效率提 升，2021年行业开工率提高至78%，电石产量从2888万吨增长至3108万吨，增幅达7.6%，表观消费量同 步增长7.6%，供需结构更趋合理。 "十四五"期间，行业围绕绿色低碳与能效提升实施多项技术攻关。净化灰洁净焚烧、电石渣资源化制氧 化钙、炉气余热回收、粉体物料气力输送等关键技术实现工业化应用。热解球团、颗粒电石等新工艺研 发取得积极进展，为原料结构优化与能耗降低提供技术 ...

Core Viewpoint - The caprolactam market has begun to rebound after hitting a five-year low of 8050 yuan per ton in early November, with prices rising to 9000 yuan by late November due to self-imposed production cuts by companies aimed at stabilizing prices [1][5]. Industry Overview - During the 14th Five-Year Plan period, China's caprolactam industry has maintained a rapid growth rate, contributing to the swift development of nylon 6 and downstream industries [2]. - By 2024, caprolactam production capacity is expected to reach 6.94 million tons, with an output of 6.54 million tons, while the total annual production is projected to exceed 8 million tons by 2025 [2]. Price Dynamics - The average production profit for the caprolactam industry from January to October was -1557 yuan, with some companies experiencing losses exceeding 600 yuan per ton in October [3]. - The price of caprolactam fell to a five-year low of 8050 yuan due to various factors, including weak demand from the textile sector and external pressures such as U.S.-China trade tensions [2][4]. Production Adjustments - Companies have voluntarily reduced production by 20% to stabilize prices, with several firms announcing price increases of 100 yuan per ton [5][6]. - As of November 20, the overall operating rate in the industry dropped to around 80%, with inventory levels decreasing to approximately 32,500 tons [6]. Future Outlook - The supply-side dynamics are expected to remain tight, with ongoing production cuts likely to support price increases in the near term [7]. - The downstream nylon 6 market is anticipated to gradually follow suit in price increases, although new capacity from Guangxi Hengyi may limit the speed of these increases [8].

Group 1 - The development of clean hydrogen in Europe and the US is facing cost bottlenecks, leading to the cancellation of numerous hydrogen projects by major oil companies like ExxonMobil and BP [1] - ExxonMobil has suspended its flagship low-carbon hydrogen and ammonia production project at the Baytown refinery in Texas due to unmet market demand, which was originally planned to be the "world's largest low-carbon hydrogen project" with a production capacity of 1 billion cubic feet per day [2] - The suspension of the Baytown project reflects common challenges in the global low-carbon hydrogen industry, including policy uncertainty, high technology costs, and insufficient market demand [2] Group 2 - BP has withdrawn its planning application for the H2Teesside low-carbon hydrogen project in the UK, which was intended to be the largest low-carbon hydrogen production facility in the country, crucial for achieving the UK's 10 GW hydrogen target by 2030 [3] - BP cited significant changes in local conditions, including the approval of a data center on the same site, and a deterioration in demand from major industrial users as reasons for the project's cancellation [3] - This is not the first time BP has halted hydrogen projects; previous cancellations include the HyGreenTeesside project and the indefinite suspension of a blue hydrogen plant in Indiana [4]

Core Viewpoint - The establishment of China's first modern industrial cleaning technology major aims to address the long-standing talent shortage in the industrial cleaning industry through collaboration among associations, universities, and enterprises [2][5]. Group 1: Industry Collaboration - The China Industrial Cleaning Association, Huainan University, and several enterprises have signed cooperation agreements to jointly develop the new major and compile seven textbooks covering various aspects of industrial cleaning [2][3]. - The collaboration has expanded from 2 initial enterprises to 7, indicating strong industry support for the new major [3]. Group 2: Educational Structure - The new major will implement a "dual-teacher" training model, encouraging university faculty to gain practical experience in member enterprises and inviting industry engineers to teach [3]. - Students will receive both a university diploma and an industry skills certificate upon graduation, enhancing their employability [3]. Group 3: Employment Prospects - The demand for talent in the industrial cleaning sector significantly exceeds the number of students enrolled in the first cohort, reflecting optimistic employment prospects [3][4]. - Companies involved in the program are committed to providing subsidies, training bases, and internship opportunities for the first batch of students [4]. Group 4: Industry Development - The establishment of this major marks a shift towards systematic, standardized, and professional training in the industrial cleaning sector, moving away from reliance on informal training methods [5]. - The collaboration model of "association + school + enterprise" breaks traditional educational barriers, ensuring that talent development aligns closely with industry needs [5].

佘海峰强调，为践行"极致安全"的价值主张，隆基选择与精控能源（PotisEdge）展开深度合作，将为隆 基储能解决方案提供技术支撑。 此外，为加速欧洲能源转型进程，隆基宣布在欧洲设立首个光储技术创新中心。该中心将整合项目咨 询、技术培训、运维支持与备件服务等核心职能，致力于提供快速响应、覆盖全生命周期的本地化专业 服务。 面对2050年全球电力需求预计翻倍的挑战，隆基绿能集团副总裁佘海峰首次提出以光伏、储能、氢能为 核心的"稳定三角"能源架构。"光伏是清洁能源的创造者，储能是电力系统的稳定器，氢能则是平衡能 源系统的调节器。"佘海峰表示，"三者的协同将构建真正广普及、高韧性、可负担的零碳能源体系。" 据悉，目前隆基已在光伏与氢能领域积累了技术——HIBC电池效率达27.81%、ALK电解槽产能全球第 一。此次布局储能业务，标志着隆基"光储氢"全价值链闭环的战略布局进一步完善。 中化新网讯 当地时间11月26日，隆基绿能在英国伦敦首次向外界阐述其储能战略，正式宣布进军储能 领域，并推出隆基储能一站式解决方案。 ...

Core Viewpoint - Shandong Haohua Group and Inspur Digital Enterprise Technology have signed a partnership to build an "industrial big data + industry big model" intelligent decision-making hub, enhancing AI-driven smart transformation in the chemical industry [1] Group 1: Production Efficiency - The collaboration has led to the development of an intelligent model that optimizes production processes, resulting in an annual increase of 8,760 tons of soda ash and over 10 million yuan in efficiency gains [1] - The operational frequency in the calcium chloride plant has decreased from 3,300 times daily to 83 times, a reduction of 97.5% [1] - The bromine plant has reduced its workforce from 172 to 58, saving over 20 million yuan in labor costs [1][2] Group 2: Equipment Maintenance - An AI-driven predictive maintenance system has been established, transitioning from passive repairs to proactive alerts, significantly reducing maintenance costs and unplanned downtimes [3] - The platform integrates equipment fault mechanisms with multi-source operational data, enabling real-time assessment and early risk identification of critical equipment [3] - The AI predictive model has achieved over 95% accuracy in fault identification for chlorine compressors [3] Group 3: Safety Management - The intelligent inspection system has upgraded safety inspections from human-dependent to AI-led processes, enhancing operational efficiency [4] - Continuous data collection and reinforcement learning have improved the model's ability to autonomously assess hazard levels and generate standardized work orders [4] - The introduction of a "robot + digital human" dual inspection model has increased inspection efficiency by 50% and improved risk analysis and hazard identification completion rates by 20% [4]

Core Viewpoint - The article emphasizes the importance of dynamic identification and rectification of major accident hazards in the chemical and hazardous materials industry to enhance safety production levels and establish a long-term mechanism for dynamic clearance of such hazards [1][3]. Group 1: Understanding Major Accident Hazards - The definition of major accident hazards has evolved, with the initial classification based on the difficulty of rectification being deemed insufficient for practical safety production [2]. - The 2019 guidelines adjusted the definition to include hazards arising from deficiencies in safety risk control measures, unsafe conditions, unsafe behaviors, and management defects [2][3]. Group 2: Changes in Major Accident Hazard Types - The implementation of the 2017 standards has led to a significant decrease in the average number of major accident hazards per enterprise, from 3.2 in 2018 to 0.9 in 2022, with a projected decrease to 0.8 by 2025 [4]. - The types of major accident hazards have shifted, with hardware-related hazards declining due to effective management, while issues related to operational management and compliance remain persistent [5][6]. Group 3: Dynamic Clearance of Major Accident Hazards - To achieve safety production, it is essential to ensure that all risk control measures are effectively operational, as risks are dynamic and can lead to the emergence of major accident hazards [7]. - Companies are required to establish a regular self-inspection mechanism for major accident hazards, with leadership involvement in quarterly checks, and to enhance the professional capacity of inspections [7][8]. - Government oversight is crucial, with a need for improved supervision and a mechanism for closing out major accident hazards, ensuring that all identified issues are rectified [8].

Core Viewpoint - Jiangsu Heyou Chemical Co., Ltd. has successfully navigated 55 years of challenges and transformations, evolving from a small nitrogen fertilizer enterprise to a comprehensive chemical company, while actively responding to national calls and embracing social responsibilities [3][4][22]. Group 1: Company History and Transformation - Founded in 1970 as a local state-owned fertilizer plant, the company has undergone three significant reforms, transitioning from survival to growth without experiencing bankruptcy [4][5]. - The first reform involved shifting from a planned economy to a market economy, where the company adopted a proactive development strategy to improve production and market presence [5][6]. - The second reform marked the transformation from a state-owned enterprise to a limited company, establishing a modern corporate structure that revitalized the business [6][7]. - The third reform transitioned to a shareholding system, fundamentally changing the company's development philosophy and enhancing its market competitiveness [7][8]. Group 2: Green Transformation and Technological Advancements - The company has committed to green development, implementing various projects aimed at energy conservation and environmental protection, including a 200,000 tons/year ammonia energy-saving and emission-reduction upgrade project [10][11]. - Notable technological advancements include the development of low-temperature, low-pressure ammonia synthesis technology, breaking a 30-year foreign monopoly and significantly reducing energy consumption and emissions [10][11]. - The company has achieved impressive results, such as reducing ammonia synthesis system pressure from 31.2 MPa to below 12.7 MPa and cutting CO2 emissions by approximately 11.6 million tons annually [11][14]. Group 3: Social Responsibility and Employee Welfare - Heyou Chemical emphasizes social responsibility, prioritizing community welfare and environmental sustainability while ensuring stable growth and profitability [22][23]. - The company has implemented various employee welfare programs, including skill training, insurance systems, and financial assistance for families in need, ensuring that employees benefit from the company's success [24][23]. - The commitment to safety and quality has earned the company numerous accolades, reinforcing its reputation as a trustworthy partner in the industry [23][24].