齐鲁晚报.齐鲁壹点王保珠 山东能源鲁西矿业单县能源主动求变，聚焦"设计优化、旧物利用、流程再造"三个关键方向精准发力，通过搭建 平台、完善机制，广泛激发一线职工智慧与创造力，将降本增效融入生产经营的每一个环节，形成了"人人关注成 本、事事讲求效益、处处可见创新"的生动局面。 (观摩学习) 优化设计谋长远，技术挖潜提效益 "省下的就是赚到的！"生产技术部赵浩深谙此道。在8301轨道顺槽施工时，他们发现原来的钻孔设计"有点绕 路"，于是联合钻探队，通过反复测算，将F1、F2钻孔方位统一优化调整，并改进帮部钻孔倾角。 经过反复测算，团队巧妙调整了钻孔方位和倾角，这一改，每循环直接少打26米！"可别小看这26米，一个季度下 来，光钻探费用就省了近6万元，还腾出时间让掘进工作面多往前推进了45米。"赵浩说，这笔"长远账"，算出了 真金白银，更算出了效率红利。 为激励广大职工修旧利废的积极性，该公司坚持用制度规范管理、规范程序、规范行为，不断修订完善修旧利废 管理制度，通过进一步规范井上、下材料交旧领新程序，细化材料使用流程，确保节支降耗形成长效机制。他们 还制定相关管理考核办法，通过在班前会、班后会组织学习，教育引导职 ...

今年以来，山东能源鲁西矿业唐口煤业锚定"降本增效"核心目标，通过自主加工、自主维修、自主改善等系列举 措，将成本管控融入生产经营各环节，持续收紧成本"钱袋子"，为企业高质量发展注入强劲动力。 (回收复用旧牌版) 唐口煤业大力推行自主维修、自主加工以及修旧利废，将原本依赖外委的施工项目转变为自行解决，为企业开源 节流。该公司机修工区积极认领需要外委制作的40块安全文化长廊牌板项目，利用新河煤矿回撤的牌板进行复用 改造，不仅节省了外委制作资金近3万元，还合理利用了废旧材料，可谓一举两得。 (加工制作单轨吊轨道) 无独有偶，该公司运输工区积极探索"深挖内潜、创收创效"的劳动组织模式，将员工的积极性、主动性和创造性 融入工区经营，以激活班组活力实现创新提效。该工区胶轮车司机在完成运输任务后，利用碎片化时间兼顾巷道 清扫除尘；把钩工在工作之余负责矿车除锈复新；维修工则通过清理大巷水沟来增加收入，并利用废旧轨道加工 制作单轨吊"转弯"所需轨道，为企业节省购置费。这种"一岗多职"的模式，让岗位职工实现效益最大化。胶轮车 司机周凯表示："我们完成运输任务后，顺便清理大巷落矸及巷道垃圾，既不耽误本职工作，还能增加收入，大家 对 ...

Core Points - The Guangxi Agricultural Investment Sugar Industry Group has officially commenced the 2025/2026 sugar production season with multiple sugar enterprises starting operations, aiming for a strong performance in the new season [1][5] - The companies are focusing on high-quality production and efficiency, with various measures in place to ensure a successful start to the season [3][4] Group 1: Production Initiatives - The Daqiao Sugar Company was one of the first to start production, achieving the output of first-grade white sugar within 24 hours, 16 hours earlier than the previous season [1] - The Mingyang Sugar Company also reported a successful start, producing first-grade white sugar within 24 hours of operation, with stable quality and quantity [1] - The Lingli Sugar Company produced first-grade white sugar 22 hours after starting operations, emphasizing quality control and efficiency in production processes [3] Group 2: Performance and Capacity - The Dongjiang Sugar Company reported significant improvements in key indicators, producing first-grade white sugar 26 hours after starting, with a focus on cost reduction and profit maximization [4] - The Boxuan Company invested over 60 million yuan in technological upgrades, enhancing core crushing capacity to a historical high of 13,000 tons per day, while optimizing production processes [4] - The Boqing Company achieved a sugarcane processing volume of 216,000 tons and a sugar output of over 23,100 tons, with a first-grade product rate of 100% [4] Group 3: Future Outlook - The Guangxi Agricultural Investment Sugar Industry Group plans to strengthen scientific scheduling and ensure safe and efficient production, aiming for dual improvements in product quality and production efficiency [5]

截至11月末，中海油东方石化有限责任公司(以下简称东方石化)今年累计降本增效突破1亿元，交出了 一份亮眼的成绩单。这份沉甸甸的"硬核答卷"背后，是东方石化在降本增效上的系统布局：从全链条挖 潜到技术攻坚破解生产瓶颈，再到以市场为导向开拓经营新局，多向发力共同铸就了突破亿元的效益成 果。 多点发力 全链条挖掘效益潜力 "降本增效不是单点突破，而是全流程、各部门的协同作战。我们要把每一分能省的钱都省下来，把每 一处能挖的潜力都挖出来。"谈及全链条降本思路，东方石化副总经理余焱冰直言。 今年以来，炼化产品市场波动加剧，融资成本压力较大。东方石化敏锐发现，供应链融资中存在"融资 渠道单一、成本偏高"的优化空间。此前原料采购、运费结算多采用传统转账方式，融资成本率维持在 2.45%左右，资金占用压力较大。 为破解这一难题，计划财务部门牵头组建专项工作组，历时3个月调研梳理，最终锁定票据融资这一核 心抓手。团队逐一对接中远海运、南方电网等6家核心合作企业，协商拓展低利率票据结算场景，将银 行承兑汇票用于蒸汽款、运费、电费等高频支出;对比12家商业银行贴现利率，选择最优合作方，部分 票据融资成本率低至0.5%。此外，他们还 ...

Core Viewpoint - The engineering machinery sector is currently at the beginning of an upward cycle, with expected profit growth of over 20% in the next 2-3 years, and core targets showing a profit valuation of only 10-16X by 2026 [1] Group 1: Domestic Market Outlook - The engineering machinery sector is expected to fully recover domestically in 2025, with a gradual acceleration in revenue [1] - From January to October 2025, domestic excavator sales increased by 19.6% year-on-year, indicating a significant improvement compared to 2024 [1] - The overall revenue of the engineering machinery sector is projected to grow by 12% year-on-year in the first three quarters of 2025 [1] Group 2: Profitability and Cost Reduction - The sector's profitability is improving due to scale effects and ongoing cost reduction initiatives [2] - As demand recovers, the capacity utilization rate is expected to rise, positively impacting profits [2] - In the first three quarters of 2025, the net profit margins for major companies like Sany Heavy Industry, XCMG, and Zoomlion increased by 2.4, 0.1, and 0.8 percentage points respectively [2] Group 3: 2026 Outlook - Domestic excavator demand is projected to grow at an average annual rate of over 30% from 2025 to 2028, with peak sales expected to reach 250,000 units by 2028 [3] - The current cycle is characterized by a lower slope but a longer duration, with a moderate recovery trend anticipated [3] - The overseas excavator market is expected to enter a new upward cycle in 2026, coinciding with the Federal Reserve's interest rate cuts, creating a resonance effect with the domestic market [3]

格隆汇12月9日丨华是科技(301218.SZ)在投资者互动平台表示，公司将积极应对市场环境变化，通过优 化自研产品结构，加大研发投入，拓展营销渠道；加快应收账款回收，提升资金周转效率；加大费用管 控，降本增效，努力提升盈利能力并及时履行信息披露义务；公司目前暂无海外业务项目，往年海外业 务均已验收。 ...

采购管控链：闭环发力压减支出 聚焦源头降本，打通 "计划制定—采购执行—库存盘活" 全流程。构建"计划—设计—考核"闭环体系，将降本目标逐级分解，以生产需求为导向优化部 署。推行"需求+库存+修旧+复用"联动模式，审计科全程参与161项招投标，常用物资采购单价再降3%，关键物资实行"先试用、后签约"机制。通过清仓 利库，成功盘活储煤仓8000余吨积煤，节约成本超百万元。 物资循环链：精益管理盘活存量 以精益管理为核心，搭建"系统+机制+督导"管控体系。推行"定额制定—财务把关—预警—考核"全流程管理，将20类常用工具纳入"交旧领新"刚性管理， 四季度回收率保持100%。建立修旧利废专项激励机制，重点回收井下报废巷道支护材料，累计回收万吨钢材、锚杆，复用率达75%。依托数字化管控手 段，实现物资周转效率提升40%，通过"优先复用、按需采购"模式，既保障生产备用需求，又压降库存规模。管理人员常态化深入井下督导，及时整改超 定额使用问题，筑牢物资消耗管控防线。 （来源：兰花集团） 四季度，东峰煤矿深度落实集团公司生产经营提质增效推进会精神，紧扣 "降本增效" 核心要求，以 "采购管控链、物资循环链、人员效能链" 三 ...

Core Viewpoint - The company is focusing on international capital expansion and overseas production capacity in response to the trend of de-globalization, aiming for long-term development and enhanced global market presence [2] Group 1: International Strategy - The issuance in the Hong Kong stock market is expected to attract more overseas value investors, optimize the equity structure, and enhance the company's international brand reputation and market influence [2] - Establishing a factory in Brazil will facilitate localization and convenience in the automotive consumer market of South America and African tariff alliance countries, thereby increasing customer loyalty and enhancing market competitiveness [2] Group 2: Risk Management and Operational Efficiency - The company will strengthen risk assessment and management during the execution of its global strategy, utilizing financial tools to optimize financing and debt structure while controlling capital expenditure [2] - Continuous improvement in research and development, marketing systems, procurement, production processes, and digital transformation will enhance equipment and management efficiency, effectively increasing existing capacity utilization [2] Group 3: Product and Market Development - The company aims to adjust product and market structures to increase the proportion of mid-to-high-end products and overseas business, which will drive overall profitability improvement [2] - The goal is to deliver sustained good performance to reward investors in the long term [2]

证券日报网讯 12月8日，红太阳在互动平台回答投资者提问时表示，公司第三季度在用药淡季及高温检 修等不利条件下，通过积极主动运维，已实现环比大幅减亏。具体业绩情况请以公司定期报告为准。公 司正通过聚焦主业、降本增效、优化结构等措施全力提升经营业绩。 （文章来源：证券日报） ...

Group 1 - The steel industry is a crucial foundation and pillar of the national economy, essential for stabilizing industrial growth and supporting economic stability [1] - The "Steel Industry Energy Conservation and Carbon Reduction Special Action Plan" aims to enhance energy efficiency and significantly reduce energy consumption and carbon emissions by the end of 2030 [1] - The "Guiding Opinions on Promoting High-Quality Development of the Steel Industry" emphasizes the need for total control and technological innovation in carbon reduction, as well as coordinated governance of pollution reduction and carbon reduction [1] Group 2 - Ansteel Group, as a leading enterprise in the domestic steel industry, has undergone significant restructuring and now operates eleven production bases across various regions [2] - The integration of production resources post-merger has led to challenges such as high inventory costs and increased management complexity due to mixed equipment brands and technical standards [2] - The core demands of Ansteel Group include cost reduction and efficiency enhancement, necessitating a focus on product quality control and operational cost reduction [2] Group 3 - Schneider Electric has positioned itself as a key partner for Ansteel Group, providing comprehensive lifecycle services from initial consulting to operational management [3] - The collaboration aims to address Ansteel's transformation needs through an integrated solution that enhances product supply and value creation [4] Group 4 - Schneider Electric expanded its partnership with Ansteel Group after the acquisition of Benxi Steel, establishing a framework agreement that facilitates deep cooperation across the group [4] - The integrated solution includes a thorough assessment of Ansteel's power distribution system, identifying issues that affect electrical safety and supply reliability [5] Group 5 - The project involves upgrading outdated equipment with Schneider Electric's full range of compatible products, enhancing equipment stability and compatibility [5] - Schneider Electric provides ongoing lifecycle support, including 24/7 technical assistance and regular inspections to ensure efficient and safe operation of equipment [5] Group 6 - The collaboration between Ansteel Group and Schneider Electric serves as a replicable model for transformation in the steel industry post-restructuring [6] - The integrated solution effectively addresses challenges such as diverse equipment systems and high inventory pressure, achieving both cost reduction and digital transformation [6] - This partnership highlights the core value of new quality services, demonstrating a focus on customer needs and value creation in the steel sector [6]