今年以来，金陵石化认真贯彻落实集团公司工作会议精神，扎实开展“牢记嘱托、感恩奋进，创新发展、打造一流”主题行动，紧跟市场优化生产运营，增产增销航煤、苯类、低硫焦等高附加值产品，狠抓安稳生产、降本减费等工作，一季度效益位列炼化企业首位，实现高质量开门红。

精益求精优化生产经营。密切跟踪原油市场变化，灵活把握原油采购节奏，根据生产安排衔接好原油资源，优化原油管输方案，加快到港油轮靠泊接卸，原油滞期时间同比大幅缩短，有效保障原油资源稳定供应。抓实系统优化、计划执行、资源统筹等工作，全方位推进“购运产储销”协调运转，坚持“日、周、月”滚动优化，精准测算不同负荷下的边际效益，统筹安排装置原料，按照效益优先原则优化加工方案，抓住有利时机，积极提高加工负荷、调整产品结构，统筹做好自产及互供原料结构优化，动态调整产量及重整装置各单元加工负荷，利用芳烃库存增产增销产品，累计生产航煤超60万吨，同比增加22%，实现效益最大化。

慎终如始狠抓安稳生产。扎实开展“百日安全无事故”行动和安全管理提升年行动，深入研究生产异常、参数波动的原因，加强装置日常管理，向大平稳要大效益。落实HSE管理体系要求，强化管理网格化应用，全面实施标准化管理，以点带面、由表及里实现整体管理水平提升。强化生产运行管理，坚持“不安全不生产、不安全不施工、不安全不开工”，严肃工艺纪律、操作纪律执行。高质量开展“会前安全教育5分钟”活动，深入学习企业内外安全生产事故案例，举一反三排查同类装置风险隐患，同时深入开展装置长周期运行、安全环保立功等劳动竞赛，促进全员查找安全隐患。推广承包商双向考核评价机制，为承包商单位提供培训上门服务，不断提升承包商安全管理水平。

精细管理全面降本减费。持续优化装置原料供应流程，加大污油回炼力度，严控输转损失和污油流失，并采取合理安排船期、提前介入监管等措施降低损耗，原油储运损失率和加工损失率持续降低，两项指标位居炼化企业前列。跳出固有模式，深挖直热供料、低温热、蒸汽等方面节能降耗潜力，进一步降低用能成本。统筹谋划春季检修装置停工方案，优化开停工顺序，抓实流程切换、管线吹扫等关键环节，完善停工期间全厂氢气、氮气、蜡油等物料平衡方案，减少开停工用能。深入调研学习兄弟企业的优秀经验做法，紧盯同类装置优化的关键点，制定有效追标措施，锚定27项非生产性费用硬下降目标，杜绝无预算、超预算安排支出，持续深化全员降本和公司成本目标管理有机融合。

Since the beginning of this year, Jinling Petrochemical has earnestly implemented the spirit of the working conference of the Group company, firmly carried out the theme action of "bearing in mind the entrust, forging ahead with gratitude, innovating and developing, and creating first-class", followed the market to optimize production and operation, increased production and sales of high value-added products such as jet coal, benzene, low sulfur coke, paid close attention to stable production, cost reduction and other work, and ranked first in the refining and chemical enterprises in the first quarter. Achieve a high quality start.

Strive to optimize production and management. Closely tracking changes in the crude oil market, flexibly grasping the pace of crude oil procurement, connecting crude oil resources according to production arrangements, optimizing crude oil pipeline transportation plans, accelerating the docking and unloading of oil tankers at ports, and significantly shortening the demurrage time of crude oil compared with last year, effectively ensuring the stable supply of crude oil resources. Grasp the work of system optimization, plan implementation and resource coordination, comprehensively promote the coordinated operation of "purchase, transport, production, storage and marketing", adhere to the rolling optimization of "day, week and month", accurately calculate the marginal benefit under different loads, plan the arrangement of equipment raw materials, optimize the processing plan in accordance with the principle of benefit priority, seize the favorable opportunity, actively improve the processing load and adjust the product structure. Coordinate the optimization of the structure of self-produced and mutual supply of raw materials, dynamically adjust the output and the processing load of each unit of the reorganization unit, use the aromatic inventory to increase production and sales of products, and produce more than 600,000 tons of aviation coal, an increase of 22% year-on-year, to maximize the benefit.

Be careful in the end and pay close attention to stable production. Solid implementation of the "100 days of safety without accidents" action and the annual action of safety management improvement, in-depth study of the causes of abnormal production and parameter fluctuations, strengthen the daily management of the device, and achieve greater benefits to the great stability. Implement the requirements of HSE management system, strengthen the application of management grid, fully implement standardized management, and improve the overall management level from the surface to the surface. Strengthen the management of production and operation, adhere to the "unsafe not production, unsafe not construction, unsafe not start", and strict implementation of process discipline and operation discipline. High-quality "5 minutes of safety education before the meeting" activities, in-depth study of internal and external safety production accident cases, investigation of similar device risks and hidden dangers, and in-depth development of equipment long cycle operation, safety and environmental protection and other labor competitions, promote all personnel to find hidden dangers. Promote the contractor two-way assessment and eva luation mechanism, provide on-site training services for contractor units, and constantly improve the level of contractor safety management.

Fine management and overall cost reduction. Continue to optimize the raw material supply process of the device, increase the intensity of the dirty oil back refining, strictly control the transfer loss and the loss of dirty oil, and take reasonable arrangements for shipping dates, advance intervention supervision and other measures to reduce the loss, crude oil storage and transportation loss rate and processing loss rate continue to reduce, the two indicators ranked in the forefront of refining and chemical enterprises. Jump out of the inherent mode, dig deep into the direct heat feed, low temperature heat, steam and other aspects of energy saving and consumption reduction potential, further reduce energy costs. Plan the shutdown plan of spring maintenance equipment, optimize the opening and shutdown sequence, grasp the key links such as process switching and pipeline purging, improve the material balance plan of hydrogen, nitrogen and wax oil during the shutdown, and reduce the energy consumption of opening and shutdown. In-depth research and study of the excellent experience and practice of brother enterprises, focus on the key points of similar device optimization, develop effective tracking measures, anchor 27 non-productive cost hard reduction targets, put an end to no budget, over budget expenditure arrangements, and continue to deepen the organic integration of all staff cost reduction and the company's cost target management.