近日，欧洲市场人士表示，欧盟委员会近日对碳边境调节机制(CBAM)的相关操作将欧洲化肥市场推入 混乱境地。受政策适用范围与实施时间的不确定性持续发酵影响，欧洲化肥贸易已近乎全面停滞。来自 普氏资讯的信息显示，新年以来，欧盟范围内尿素等核心化肥产品还完全没有成交，农户与供应商在定 价上分歧严重，根本无法达成共识。 2025年12月，欧盟委员会提出为CBAM法案新增第27a条，设立一项"紧急制动"条款，旨在应对可能影 响商品价格的"严重且突发的特殊情况"。2026年1月7日，欧盟委员会副主席马罗什・谢夫乔维奇在与 法、意两国农业部长磋商后表示，第27a条可用于扶持农业领域。在随后的新闻发布会上，他进一步暗 示该条款的效力或可追溯至CBAM正式生效的2026年1月1日，欧盟委员会在1月8日发布的第27a条修订 指导文件明确，该条款允许欧盟在"严重且突发的特殊情况"下，将部分商品移出CBAM的管控范围，且 这项调整具备追溯效力。 化肥行业是CBAM机制管控下受冲击最严重的领域。相较于钢铁等工业品，化肥的"碳价值比"要高出许 多，这意味着CBAM机制的落地会对化肥价格造成更为剧烈的冲击。 欧盟委员会也考虑到这一特殊性， ...

Core Insights - The European chemical industry is facing significant challenges, including a shrinking global market share and increased competition, with its share of the world chemical market dropping to 13% [1] - In the previous year, the industry generated a revenue of €635 billion and directly provided 1.2 million jobs, serving as a crucial support for key sectors such as automotive and healthcare [1] - Energy costs remain a primary concern, with European natural gas prices consistently three times higher than those in the United States, which continues to erode the industry's cost competitiveness [1] Industry Challenges - The industry is experiencing weak demand, increasing import pressures, and persistently low capacity utilization rates, which are currently 9.5 percentage points below the average levels from 2014 to 2019 [1] - Despite maintaining a net export position due to high-value specialty chemicals, the growth of Europe's trade surplus has not kept pace with global trade expansion, leading to a relative decline in market position compared to other major exporting regions [1]

Core Viewpoint - Major U.S. oil companies remain cautious about returning to Venezuela despite pressure from the U.S. government, citing safety risks, lack of legal protections, and investment uncertainties as primary concerns [1] Group 1: Company Perspectives - ExxonMobil's CEO Darren W. emphasized that Venezuela is currently in an "uninvestable" state and highlighted the need for a lasting investment protection mechanism [1] - Schlumberger's CEO Olivier Le Peuch expressed a willingness to mobilize local resources quickly when conditions are right, but acknowledged the significant investment scale as a common concern among U.S. oil companies [1] - Chevron is currently the only major U.S. oil company operating in Venezuela under a special U.S. license [1] Group 2: Government Stance - President Trump urged oil executives to commit to investments to help revitalize Venezuela's oil industry during a meeting at the White House [1] - The U.S. Interior Secretary Doug Burgum stated that Washington is unlikely to provide financial subsidies, indicating that investment capital must come from energy companies and the market [1] Group 3: Investment Challenges - Analysts noted that rebuilding Venezuela's devastated oil infrastructure could require years and hundreds of billions of dollars in funding, while the recovery of production capacity is expected to be relatively limited [1]

Group 1 - The core announcement is that Equinor, the Norwegian energy giant, plans to invest $10 billion in maintenance and upgrades of energy facilities through 12 framework agreements with seven suppliers, effective in the first half of 2026 [2] - The investment aims to achieve a stable production target of 1.2 million barrels of oil equivalent per day by 2035, enhancing core competitiveness and ensuring stable energy supply to Europe [2] - Equinor plans to allocate $6 billion to $7 billion annually on the Norwegian continental shelf for projects aimed at increasing recovery rates and developing new oil fields, including drilling 250 exploration wells and 600 recovery enhancement wells each year [2] Group 2 - A significant project involves an investment of $396 million for the construction of the first external connection branch system for the Arctic giant oil field Johan Castberg, which is expected to add 250 million to 550 million barrels of recoverable reserves [3] - Equinor is focusing on low-cost models to enhance overall capacity by exploring resources around currently operating oil fields and implementing branch connections [3]

Core Insights - The Thai petrochemical and plastics industry, which accounts for approximately 20% of the country's GDP, is facing significant challenges as economic growth is expected to slow from 2.2% in 2025 to 1.5% in 2026 [1] - The industry is under pressure from both currency appreciation and trade barriers, with the Thai baht expected to appreciate by 8.2% against the US dollar in 2025, reducing price competitiveness for USD-denominated exports by over 8% [1] - The imposition of a 19% tariff on Thai goods by the US, effective since August of last year, is anticipated to lead to a drastic decline in export growth from 12% in the second half of last year to just 0.6% in 2026 [1] - Demand-side structural weaknesses are evident, with manufacturing PMI remaining at 57.4 but external order growth slowing and domestic consumption under pressure, indicating reduced willingness to procure raw materials and potential impacts on operational rates [1] Industry Response Strategies - Companies need to reassess raw material procurement strategies, considering an increase in regional sourcing [2] - There is a shift towards enhancing production capacity for high-value specialty chemicals and bio-based materials as a transformation direction [2] - Expanding into ASEAN internal markets and emerging markets in the Middle East and Africa is deemed urgent [2] - The Thai central bank may further cut interest rates to stimulate the economy, but the industry requires targeted export tax rebates and support for industrial upgrades [2] - The adjustments will test the supply chain resilience and product innovation capabilities of the Thai petrochemical industry, with companies that can quickly adapt product structures and optimize cost control gaining competitive advantages [2]

Core Insights - Gansu Yingguang Chemical Industry Group Co., Ltd. has implemented a comprehensive safety management system through grid management, expert empowerment, and targeted control since 2025 [1][2] Group 1: Safety Management Strategies - The company has divided management and on-site responsibilities into specific areas, ensuring accountability and standards are assigned to individuals [1] - Weekly inspections led by company leadership encourage departments to engage in self-learning, self-checking, and self-correcting practices [1] - The quality of hazard identification is integrated into the self-management evaluation system, promoting a culture of shared responsibility for safety [1] Group 2: Expert Team and Technical Oversight - In 2024, the company formed an expert team focused on safety, consisting of safety experts and skilled personnel to address technical issues in hazard identification [1] - In 2025, the expert team conducted 22 specialized inspections, significantly improving the identification and management of technical hazards [1] Group 3: Targeted Management and Risk Control - The company has developed an "8+3" management model for special operations, standardizing eight major special operations and adding three high-risk operations for integrated management [1] - Daily appointments and risk identification measures are implemented, along with monthly special inspections to ensure comprehensive risk control [1] - Major accident hazards are addressed through monthly inspections led by key personnel, with a mechanism established to prevent recurrence [1] Group 4: Checklist Management - The company has adopted a checklist management approach, defining responsibilities across four levels: company leadership, professional departments, sub-factories, and teams [2] - A total of 15 types of related party operations have been identified, with differentiated risk control strategies developed for each [2] - Safety training resources are shared among teams, and pre-shift meetings are conducted to reinforce safety protocols [2]

Core Viewpoint - The textbook "Chemical Engineering Principles," edited by Professor Chen Minheng's team from East China University of Science and Technology, has been a cornerstone in chemical engineering education in China since its first publication in 1985, undergoing multiple revisions to adapt to industry needs and educational reforms [1][4][16]. Group 1: Historical Development - The first edition of "Chemical Engineering Principles" was published in 1985, breaking away from reliance on foreign textbooks and introducing innovative teaching concepts [5][6]. - The textbook has been recognized as a key educational resource, receiving multiple national and provincial awards, including two national-level awards and six provincial-level awards [1][4]. - Over 40 years, the textbook has been adopted by nearly 100 universities across China, reflecting its widespread acceptance and impact on chemical engineering education [1][17]. Group 2: Educational Reforms and Innovations - The textbook has undergone five editions, each reflecting advancements in chemical engineering and educational methodologies, with the latest edition published in 2020 [1][16]. - The revisions have focused on enhancing students' practical skills and innovative capabilities, aligning with the evolving demands of the chemical industry and higher education [9][14]. - The fifth edition incorporates modern teaching technologies, including multimedia resources and updated case studies, to improve learning outcomes [16][17]. Group 3: Content and Structure - The core content of the textbook revolves around the principles of momentum, heat, and mass transfer, as well as chemical reaction engineering, which are essential for various applications in the chemical industry [4][9]. - Each edition has progressively integrated contemporary topics such as green chemistry and new material technologies, ensuring relevance to current industry practices [16][17]. - The structure of the textbook has consistently emphasized a unified theoretical framework, linking various unit operations to enhance students' understanding of complex engineering problems [7][10].

向科技要效益 敢揽突破瓶颈的"瓷器活" 生产的瓶颈点，就是增效的突破口。丙烯腈厂将目光牢牢锁定在装置运行中那些消耗高、效率低的环 节。他们坚信，破解难题必须依靠科技这个"金刚钻"。 这个数字的背后，是全厂人员在"科技、质量、成本、环保"四个方向上同步发力的结果。从科技突破装 置瓶颈到提升产品质量，从勒紧成本口袋到拓展绿色空间，吉化丙烯腈厂绘就了一幅内涵式增长、高质 量发展的生动图景。 厂领导亲自挂帅，4个专业攻坚小组迅速组建，把主装置区、主控室和技改的关键现场作为"主战场"。 在这里，"该提的提、该降的降、该节的节、该算的算"不是口号，而是融入每一次参数调整、每一项流 程优化的行动准则。 一场针对废水焚烧系统的优化运行攻关悄然展开。技术人员日夜盯守，反复模拟、调整，寻找最优燃烧 模型与热量回收路径。功夫不负有心人，优化后的系统不仅运行更稳，也带来了每年超过3000万元的创 效。在乙腈装置，他们引入先进的Aspen模拟技术，通过对物料返料流程的精准重构，一举节约蒸汽 6243吨，创效108万元。 由技术能手和操作"明星"组成的"攻坚先锋队"，成了专啃硬骨头的"尖刀班"。乙腈装置提产等5项长期 困扰生产的难题，被 ...

三是深化精益管理，激发全员动能。管理粗放与激励错位是滋生"内卷"的土壤。必须深入推进以价值创 造为核心的体制机制改革，构建"核心+辅助"动态对标体系，落实"周跟踪、月分析、季复盘"闭环管 控。严抓项目可研与投资效益评价，从源头优化资产质量;借助经营分析模型，系统推进设计优化与管 理降本。最终建立导向鲜明、激发活力的考核激励体系，引导全员聚焦价值贡献，从根本上避免内部消 耗。 总之，破除"内卷"是一场关乎长远的系统性变革。天然气开发领域唯有以技术突破立本，以数智转型提 效，以精益管理固基，统筹施策、持续用力，方能彻底摆脱低效竞争惯性与路径依赖，在"十五五"高质 量发展的征程中赢得主动、开创未来。 作者：中原油田普光分公司 王媛 "内卷式"竞争，作为一种低效率的内耗型竞争，已成为制约石化行业高质量发展的突出瓶颈。对于天然 气开发领域而言，破除这一桎梏，更是关乎"十五五"发展的紧迫课题。唯有坚持系统思维，从技术攻 关、数智赋能、精益管理三方面协同发力，才能驶向价值创造的新蓝海。 一是聚焦技术攻关，突破同质"围城"。破除天然气开发技术"内卷"，根本在于掌握核心关键技术。必须 聚焦海相、致密气、页岩气等主战场的工程技术 ...

Core Viewpoint - Huizhou EVE Energy Co., Ltd. has been awarded the title of "National Advanced Private Enterprise in Employment and Social Security" for its significant contributions to stable employment, social security, and employee care [1] Group 1: Company Achievements - EVE Energy has over 20 years of experience in the lithium manganese battery sector and is recognized as a national champion in manufacturing [1] - The company operates across various battery segments, including consumer batteries, power batteries, and energy storage batteries, with a global presence [1] - EVE Energy employs over 28,000 people worldwide, demonstrating its commitment to job stability and social responsibility [1] Group 2: Employment and Social Responsibility - The company plans to have 7,960 employees at the parent company level by 2024, including 209 employees with disabilities [1] - EVE Energy plays a crucial role in establishing a robust social security system and exemplifying the social responsibilities of private enterprises [1]