On August 10, at the construction site of the PTA project for PetroChina Urumqi Petrochemical Company (hereinafter referred to as "Urumqi Petrochemical"), tower cranes towered overhead and personnel moved busily about; the project has now entered the phase of installing rotating equipment.

To break through the growth "ceiling" faced by traditional fuel-oriented refineries, Urumqi Petrochemical has mobilized its entire organization. Driven by a deep sense of responsibility and a commitment to thorough execution, the company has made the project site the primary battleground for implementing the spirit of the Group's mid-year work conference. It is accelerating the creation of a "second growth curve" anchored in new chemical materials, thereby laying a solid foundation for corporate transformation, upgrading, and future success.

Refined management enhances quality and efficiency, solidifying the foundation during the "gear-shifting" phase of the growth curve. Currently, Urumqi Petrochemical’s units are nearing the end of their four-year maintenance cycle, marking a critical "gear-shifting" period for the transition from old to new growth drivers. The company firmly upholds the philosophy of "high stability, high safety, and high efficiency," adhering to differentiated control strategies tailored to specific units and towers. It has upgraded its "5+X" management model to a digital process control platform, ensuring 100% rates for automatic unit control and safety interlock activation. By resolutely preventing unplanned shutdowns, the company secures the time needed for progress by prioritizing stability. The Group's mid-year work conference emphasized that the refining and chemical sector should optimize production based on specific product strengths—prioritizing olefins, aromatics, or fuels where appropriate. At the operational level, Urumqi Petrochemical prioritizes "calculating profitability before action," utilizing APS models to achieve "minute-level" response times for profitability analysis of individual crude oil types. It directs limited resources toward high-value-added products like PX and aviation kerosene and is transforming its monthly economic activity analysis from a mere "accounting report" into a "diagnostic review." Amid the challenge of peaking fuel demand, the company relies on refined management to stabilize its core profitability, accumulating the momentum needed for the "second growth curve" to surge upward.

Innovation drives green development, adding luster to the "second growth curve." Urumqi Petrochemical is thoroughly implementing the Group's mandate to "cultivate and expand emerging and future industries through original and disruptive technological innovation." Adhering to the principle of "supporting current operations while leading the future," the company has established a project selection mechanism driven by the needs of frontline production and operations. It is focusing on key technical areas—such as the targeted modification of slurry oil to produce anode coke and the production of durene via the alkylation of aromatics with methanol—and is streamlining the entire "laboratory-to-pilot-to-industrialization" pipeline. This effort aims to transform the "critical variable" of technological innovation into the "greatest driver of growth" for industrial upgrading. Simultaneously, the company is deepening the integration of digital and intelligent technologies, accelerating the "AI+" initiative, and leveraging its leadership in digitalization to empower management transformation. It is implementing closed-loop VOC (Volatile Organic Compounds) control across the entire chain—covering tank farms, loading/unloading operations, and process tail gas—and comprehensively advancing the creation of "odor-free" plants. These measures ensure that the emerging "second growth curve" embodies both "green" and "smart" qualities, translating the "Dual Carbon" goals into concrete action.

The company is going all out to advance project construction and accelerate the development of its aromatics industrial base. Establishing this base is a "lifeline project" for Urumqi Petrochemical to break free from reliance on fuel products and secure a winning position for the future; it also serves as the most critical pillar of the company's "second growth curve." Thoroughly implementing the Group's strategy of shifting from basic refining and chemicals to specialized, high-end materials, Urumqi Petrochemical is accelerating project construction through a rigorous, "visualized schedule" management approach. For the new 2 million-ton-per-year PTA project, civil engineering has entered the final "sprint" phase; the installation of steel structural frameworks (up to the second level) for major process units—such as oxidation and purification—is complete; and 16 oversized core units made of titanium are scheduled to arrive on-site in batches starting in September. To manage the compounded risks of intensive concurrent operations and the simultaneous retrofitting of old and new units, the company is employing scientific coordination and scheduling. The goal is to achieve mechanical completion for all public utility and auxiliary facilities, as well as the main production units, by the end of the year. By simultaneously advancing engineering construction and production preparations—including the early assembly and training of a robust start-up team—the company aims to ensure a successful start-up of the units on the first attempt. Upon completion, the project will fully integrate the entire "oil and gas extraction–refining and processing–textile manufacturing" value chain in Xinjiang. It will drive the transformation of the Urumqi Petrochemical Company from a traditional fuel-oriented refinery into a base for new chemical materials, provide the core raw materials needed to cultivate a textile industry cluster worth over 100 billion yuan, and accelerate the transition of the enterprise's "second growth curve"—key to its future success—from a grand blueprint into reality.