1月12日上午，珠海关键供水枢纽——平岗泵站二期扩建工程通水运行。作为珠澳原水系统的"动力心 脏"，平岗泵站取水能力提升至每日360万吨，大幅提升咸潮期珠海"抢淡压咸"能力，为珠澳两地应对咸 潮侵袭、饮用水安全增添坚实保障。 "以前抽一天的水大概只够用一天，现在抽一天就能用上三天。"珠海水控集团生产调度中心经理何晓梅 表示，平岗泵站取水能力倍增，意味着在有限的抢淡时间内，能为后方水库储备更为丰沛的水源，显著 增强城市抵御咸潮的能力。 平岗泵站水质处理能力同步提升。新投用泵站率先在珠海引入前端应急预处理系统，配备了粉末活性炭 与次氯酸钠投加装置。这一将水质保障关口前移的设计，在省内泵站中较少运用，相当于咸潮期在取水 源头加装一道"前置滤网"。 从1960年起珠海承担着对澳门供水的职责。目前珠海对澳年原水供应量约1亿立方米，占到澳门实际用 水量的98%左右。其中，澳门回归祖国以来，珠海累计对澳供水21亿立方米，是回归前的3倍。后续珠 海将锚定"协同、建设、运维"三个维度持续做好珠澳供水安全保障，推进珠澳水务全方位深层次合作， 携手守护区域水资源安全、提升战略保障能力。 珠海核心取水泵站数量增多。平岗泵站二期投用后 ...

在2.4米口径的管道中，西江水正源源不断奔涌向前。珠海平岗泵站的控制室内，仪表盘上跳动的数 字，默默守护着珠澳320万居民的原水供应。随着西江之水迎来崭新"脉动"，珠澳供水保障体系也正式 迈入一个全新的量级。 1月12日上午，西江河畔，珠海市平岗泵站二期扩建工程通水仪式现场，水流奔涌之声仿佛一曲崭新乐 章的前奏。这项被喻为珠澳原水系统"供水心脏"的关键工程正式投用，将泵站总取水规模从每日140万 立方米大幅提升至360万立方米，提升幅度达2.6倍。 "通俗来讲，以前在有限的'抢淡'窗口期，平岗泵站抽一天水，大约够用一天。现在，我们可以实现'抽 一天，用三天'。"珠海水控集团生产调度中心经理何晓梅给出了一个形象的对比。 这意味着，在每年10月至次年3月咸潮上溯的枯水期，珠澳供水系统在宝贵的取水窗口期内，抢蓄淡水 的能力获得了历史性跨越。 01 核心升级，供水"心脏"实现历史性扩容 平岗泵站并非普通泵站。作为珠澳原水供应系统的核心枢纽，它承担着丰水期取水供水、枯水期"抗咸 补库"的重任，服务范围覆盖澳门和珠海多个片区。 据了解，平岗泵站位于珠江河口区域，其供水网络设计独具特色，系统复杂度高。该工程自2022年11 ...

Core Viewpoint - The implementation of benchmarking against world-class enterprises is a crucial measure for advancing state-owned enterprise (SOE) reform and enhancing efficiency and development [1][3] Group 1: Benchmarking Implementation - The benchmarking initiative aims to address the disparity in performance among SOEs, as many exhibit strong asset totals and revenue but lack competitive profitability compared to industry leaders [3][4] - Water Development Group has established a "2+2+2" operational management benchmarking system, focusing on internal and external benchmarking to enhance performance in various sectors such as water supply, wastewater treatment, and renewable energy [2][5] Group 2: Challenges in Benchmarking - A common issue faced by SOEs is the difficulty in finding comparable external benchmarks due to differing development stages and operational contexts, leading to ineffective benchmarking practices [4][5] - Previous benchmarking efforts often focused on external comparisons, which did not yield actionable insights due to the unique circumstances of each enterprise [4][5] Group 3: Benchmarking System Features - The "2+2+2" system includes two levels of benchmarking (secondary companies and project companies), supported by standardized operational management and demonstration facilities [5][8] - The internal benchmarking indicators include return on net assets, income profit margin, gross profit margin, and direct operating costs, evaluated dynamically to encourage continuous improvement [8][9] Group 4: Performance Improvements - Water Development Group reported significant reductions in operational costs across various sectors, with specific decreases in unit costs for water supply, heating, and renewable energy [12][14] - The profitability of Water Development Group's subsidiaries has improved, with notable increases in profit and cash flow, indicating the effectiveness of the benchmarking system [14][15] Group 5: Future Directions - The company plans to maintain a focus on internal benchmarking while enhancing the conversion of external benchmarking experiences into actionable strategies for continuous improvement [16]