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PetroChina Jilin Petrochemical Company is a massive, comprehensive petrochemical enterprise integrating oil refining, olefins, synthetic resins/rubber, and synthetic ammonia/syngas production. Its predecessor, Jilin Chemical Industry Company (Jilin Chemical), was the nation's first large-scale chemical industrial base—characterized by the "Three Major Chemical Sectors"—established during the First Five-Year Plan. Construction began in 1954, and the facility was completed and put into operation in 1957. On January 1, 1958, with the approval of the Ministry of Chemical Industry, it was formally established as Jilin Chemical Industry Company. From 1978 onwards, it was managed by Jilin Province. In 1994, through corporate restructuring and shareholding reform, Jilin Chemical Industry Co., Ltd. was founded, while the original Jilin Chemical Industry Company became the parent entity, renamed Jilin Chemical Group Company. In 1998, Jilin Chemical Group Company was placed under the management of China National Petroleum Corporation (CNPC). In 1999, following another round of restructuring and reform, the organization was reorganized into PetroChina Jilin Petrochemical Company (including Jilin Chemical Industry Co., Ltd.) and Jilin Chemical Group Company. In February 2006, PetroChina completed its full tender offer for Jilin Chemical Industry Co., Ltd., laying the foundation for further streamlining the management system. For over 50 years, as the "eldest son" of China's chemical industry, Jilin Petrochemical has supplied more than 50,000 professionals to regions across the country, contributed a cumulative total of 27 billion yuan in taxes and profits to the state, achieved over 700 scientific research breakthroughs, and transferred 36 technologies, thereby making outstanding contributions to the development of China's chemical industry and the national economy. Currently, with firm conviction and great enthusiasm, all cadres and employees of Jilin Petrochemical are earnestly implementing the spirit of the Fifth Plenary Session of the 16th CPC Central Committee, the Central Economic Work Conference, and the CNPC work conference. They are deeply learning from past accident experiences and focusing on the themes of "development, innovation, safety, and harmony." They are prioritizing "one area of ​​concentration and three areas of reinforcement"—specifically, concentrating efforts on safe and stable production; reinforcing production command and control, foundational work, and personnel training; enhancing the enterprise's overall quality; reshaping Jilin Petrochemical's image; and creating new glories for the company. During the "11th Five-Year Plan" period, Jilin Petrochemical Company will adjust its development strategy and innovate its development model in line with the requirements for large-scale facilities and the integration of refining and chemical operations. Adhering to the principles of "no increase in energy consumption, land use, or pollutant emissions," the company will focus on quality-oriented, internal growth to ensure long-term stability and sustainable development, thereby achieving safe, resource-efficient, and clean growth. The company will uphold "four imperatives" and successfully execute "four key initiatives": integrating refining and chemical operations to resolve feedstock sourcing issues inherent in large-scale chemical production; substituting natural gas to optimize raw material and fuel structures; consolidating existing chemical facilities to achieve economies of scale; and pursuing clean and resource-efficient development to build an environmentally friendly and resource-conserving enterprise. During this period, the company will prioritize four main development tracks: oil refining, olefins, synthetic resins/rubber, and synthetic ammonia/syngas. By the end of the "11th Five-Year Plan," it aims to complete key projects—including natural gas-based chemical production, retrofitting for Russian crude oil processing, and upgrading existing facilities to improve quality and reduce consumption—thereby transforming Jilin Petrochemical into an integrated refining and chemical production base characterized by prominent core businesses, intensive production of leading products, distinct competitive advantages, and robust development capabilities, ultimately creating a brand-new Jilin Petrochemical. Contact Person:Bepa ZhuMobile:+8618136850665WhatsApp/WeChat:+8618136850665E-mail:sales4@ascent-chem.comE-mail:2146177559@qq.com

On February 26, 2025, in the break room of Jilin Petrochemical’s synthetic ammonia unit, several employees were sharing insights gained after visiting an exhibition of innovation achievements at a sister unit. Since the beginning of the year, Jilin Petrochemical has faced challenges such as overcapacity, shifting product demand, and the rapid rise of alternative energy sources. To achieve sustained growth in corporate value, the company has focused on building independent innovation capabilities, vigorously advancing technological innovation, industrial optimization, and digital/intelligent transformation, thereby continuously accumulating new momentum for development. Last year, the synthetic ammonia unit achieved remarkable results with a technical upgrade project involving "low-temperature methanol wash" technology. Previously, the syngas unit relied on outdated technology and incurred high operating costs. Through this upgrade, the synthetic ammonia unit achieved safe, stable, and long-cycle operation; the number of equipment units was reduced, consumption rates dropped, purification performance improved significantly, and annual economic benefits reached 30.38 million yuan. Recently, the unit successfully overcame a technical bottleneck through independent innovation and R&D, paving the way for replacing imported equipment with domestically produced alternatives. The unit’s P0303 transfer pump is responsible for transporting carbon black-laden water generated by the gasification unit's gasifier. Originally, the P0303 pump was a hose-diaphragm reciprocating pump manufactured by the German company FELUWA. This pump featured a complex structure and numerous wear-prone parts, making maintenance difficult; furthermore, all spare parts were imported, resulting in high costs and long delivery times. Facing this critical "bottleneck" issue, the unit's technical staff took the initiative to research extensive data and consult with sister units to understand the selection and operation of equipment handling similar media. They ultimately decided to replace the original unit with a domestically produced semi-open impeller centrifugal pump. After nearly a month of trial operation, the new pump fully met production requirements, saving over 700,000 yuan annually in repair and electricity costs. Management innovation serves as another key engine driving the company's sustainable development. Jilin Petrochemical has actively explored and implemented a distinctive management system, continuously elevating its management standards through measures such as the "Two Zeros" and "Three Refinements" initiatives, management-accompanied inspections, and a comprehensive staff scoring system. Taking the synthetic ammonia unit as an example, since the implementation of "Three-Pronged Refinement" management, operational stability has steadily improved and the frequency of process alarms has dropped significantly, effectively reducing the risk of production interruptions caused by improper operation or equipment failure. Furthermore, Party members and officials within the unit formed a "Red Task Force" to tackle operational challenges; through on-site inspections and technical discussions, they successfully overcame obstacles such as the slow progress of the "superheater retrofit" project, resulting in annual energy and cost savings of nearly 1.6 million yuan. The company places great importance on and actively promotes grassroots-level economic and technical innovation. By encouraging company-wide participation and pooling collective wisdom, the company fosters a stronger sense of belonging among employees and enhances their innovative capabilities. To address the risk of conveyor belt reversal, employees independently developed a belt backstop device; this compact mechanism effectively prevents reversal accidents and improves production line safety. Additionally, an employee-invented installation wrench for water caps has drastically reduced installation time—boosting work efficiency by approximately 30%—while simultaneously minimizing equipment damage caused by improper handling. "We encourage our staff to actively engage in innovation, break away from conventional thinking, and boldly explore the unknown. By continuously unlocking our team's creative potential and transforming innovative ideas into tangible results, we drive breakthroughs in areas such as quality and efficiency improvements, energy conservation, emission reduction, and product upgrades," stated the head of the synthetic ammonia unit. Looking ahead, the company plans to further refine its innovation incentive mechanisms, implement more targeted reward policies, and provide substantial recognition for high-achieving talent, thereby creating an optimal environment for the enterprise's innovative growth.

Spring breezes usher in new greenery, making it the perfect time for planting trees. On the morning of April 13, 2026, Jilin Petrochemical Company organized its annual spring voluntary tree-planting event. At the designated planting sites—carefully planned in advance—over a hundred representatives of the company's management and staff worked with great enthusiasm and vigor. Filling in soil, tamping it down, and watering—the sequence of actions was performed skillfully and in an orderly fashion. Managers and frontline employees worked side-by-side, planting saplings that symbolize hope. Thanks to their collective efforts, more than a hundred Golden-leaf Boxelder and Silver-Central Poplar trees now stand tall, adding a vibrant, lively landscape to the plant grounds. In recent years, Jilin Petrochemical has consistently advanced its voluntary tree-planting initiatives and the creation of a "garden-style factory" with high standards and quality. Adhering to principles such as "leadership taking the lead," "broad employee participation," and "diverse forms of fulfilling obligations," the company has meticulously planned activities and detailed its work schedules. Clear targets, participants, methods of contribution, locations, and timelines were established. By leveraging these voluntary planting activities, the company has mobilized its workforce to participate in self-initiated greening projects, working together to build a green, ecological home. In 2025, employees actively participated in the "Plant a Tree for Carbon Neutrality" public welfare campaign. They made 12,100 online donations totaling 283,600 yuan—ranking first within the refining and chemical sector. Offline voluntary tree-planting activities saw 14,800 instances of participation, with a total of 170,200 trees planted (including equivalent conversions). This figure far exceeded the national standard requirement of 55,000 trees—surpassing the target by 115,200 trees—and achieved a 100% fulfillment rate, continuously improving the greenery and appearance of the plant grounds. This year marks the third year of the company's "garden-style factory" initiative. The company continues to scientifically plan its greening efforts, diversify plant species, and comprehensively enhance the layering and aesthetic appeal of the plant's greenery. Through diverse initiatives—such as tree planting and tending, nature conservation, tree adoption and sponsorship, infrastructure development, donations of funds and materials, and volunteer services—we are diligently carrying out nationwide voluntary tree-planting activities. We are continuously enriching the foundation of green development and, through tangible results, contributing Jihua’s strength to the company’s low-carbon transition and regional ecological development.

Construction has officially commenced on Jilin Petrochemical’s thousand-ton high-performance carbon fiber project—a major industrial initiative for the Jilin Chemical Industry Park. This marks a pivotal step forward in the park's strategic layout for high-end new materials and the transformation and upgrading of its chemical industry. As PetroChina’s first thousand-ton high-performance carbon fiber project, the facility is located at the Jilin Petrochemical Fertilizer Plant within the park's western industrial cluster and is being constructed under an EPC (Engineering, Procurement, and Construction) contract by Huanqiu Jilin Company. Upon completion, the project will effectively overcome bottlenecks in the large-scale production of high-performance carbon fiber. Its products will find wide application in core sectors such as aerospace, new energy, and high-end equipment manufacturing. This initiative will accelerate the domestic substitution of high-end materials, propel Jilin Petrochemical into the top tier of the domestic carbon fiber industry, and further refine the national strategic layout for the new materials industry. As a landmark project for the Jilin Chemical Industry Park, this initiative will powerfully drive the extension of the industrial chain and elevate the park's industrial capabilities. It will inject strong momentum into the park's high-quality development and accelerate the regional chemical industry's transition toward high-end, fine-chemical, and green production models. The Jilin Chemical Industry Park is committed to providing comprehensive service support to ensure the project’s early completion and commissioning. Leveraging this project, the park aims to deepen industrial cooperation, extend industrial chains, and boost the local economy, thereby helping the city accelerate the realization of its strategic goals: establishing a top-tier national chemical industry base and a world-class carbon fiber industry base.

In February of this year, Jilin Petrochemical Company exported its first batch of 12.6 tons of ethylene-propylene-diene monomer (EPDM) rubber—specifically the binary ethylene-propylene rubber (EPM) grade—to Australia, marking a breakthrough entry into that market. The J-0010 grade binary ethylene-propylene rubber is a key achievement of the company's decades of independent research and development into high-end lubricant viscosity index improvers. Its quality matches the advanced standards of similar international products; it has been exported continuously for ten years and is steadily sold to ten countries and regions, including India, Turkey, and Vietnam. As the first and only domestic enterprise capable of producing both binary (EPM) and ternary (EPDM) ethylene-propylene rubbers, Jilin Petrochemical leverages an integrated "production-sales-R&D-application" mechanism. This approach has fostered a product portfolio characterized by differentiation, high-end positioning, and strong branding, resulting in year-over-year improvements in both product quality and market share. Adhering to a market-oriented and quality-centric philosophy, Jilin Petrochemical continuously enhances the performance of its ethylene-propylene rubber through technological innovation and precise management. On the production front, the company has implemented measures such as deep purification of polymerization solvents and optimization of polymerization parameters to consistently ensure the quality uniformity of the J-0010 product. In R&D, the company utilizes its research center to conduct routine testing on five core performance indicators—including thickening power and 10% kinematic viscosity—thereby clarifying the relationship between performance enhancements and process parameters, which provides robust support for precise production control. On the market front, Jilin Petrochemical Import & Export Company has cultivated the international market for high-end lubricant viscosity index improvers by building a professional sales team and precisely aligning with customer needs, effectively boosting the product's global competitiveness. Following extensive preliminary market research and technical exchanges, the J-0010 product successfully entered the Australian market, achieving volume exports.

Data from April 16 regarding Jilin Petrochemical’s production and operations reveals that sales of its newly developed EPDM rubber product, J-3100, surged in the first quarter. The company sold 1,258 tons, generating over 2 million yuan in profit and establishing the product as a new driver of earnings growth. J-3100 was developed by Jilin Petrochemical to compete with imported products. It boasts excellent overall performance—including outstanding weather and ozone resistance—making it an ideal material for high-end applications such as automotive solid rubber strips, hoses, and molded products. The domestic market for automotive solid rubber strips—which consumes 100,000 tons of rubber annually—has long been dominated by imports. For nearly a decade, Jilin Petrochemical’s technical team has focused on developing EPDM rubber specifically for this sector, conducting in-depth research to reduce odor and optimize molecular weight distribution. Several new technologies were successfully implemented in the company's new EPDM "D" unit, which commenced production in July 2025. By fully integrating advanced technical expertise, the team overcame common industry challenges associated with dry-process EPDM production—such as issues with Mooney viscosity degradation and molecular weight control—thereby achieving lower odor levels and superior product quality. During the product promotion phase, the company employed an integrated "production-sales-R&D-application" collaborative approach. Technical service teams took samples directly to downstream clients to address issues raised during trial runs—such as tensile strength, compression set, and vulcanization performance. The product's quality won widespread recognition, leading to the signing of procurement agreements.

Recently, Jilin Petrochemical tackled the challenge of improving the process capability index (CPK) in the synthetic rubber sector. By launching a targeted initiative to enhance the product quality uniformity of styrene-butadiene rubber (SBR), the company achieved significant improvements in stability, bringing its product quality to the forefront of the industry. The company strengthened operational controls, fine-tuned the temperatures of 30 polymerization reactors, and optimized the management of additive ingredients at the source. It also implemented end-to-end monitoring of key stages—such as Mooney viscosity on the polymerization line, in large latex storage tanks, and at the intermediate processing stage. As a result, the CPK values ​​for its core SBR products, SBR1500E and SBR1502, rose to 1.45 and 1.68 respectively, marking a new milestone in quality control. CPK is a critical metric for measuring product quality control; a higher CPK indicates a more stable production process, a lower defect rate, and greater quality reliability. As one of Jilin Petrochemical’s "flagship" products, SBR boasts excellent properties—including high tensile strength, tear resistance, abrasion resistance, heat resistance, and aging resistance—making it widely used in the manufacture of automotive tires, hoses, conveyor belts, and various other rubber products. This significant boost in CPK not only enhances the product's market competitiveness but also provides strong support for the company's efforts to improve quality and efficiency. Looking ahead to 2026, Jilin Petrochemical will continue to foster a high-quality innovation ecosystem by deeply integrating industrial and technological innovation. Focusing on the supply of high-quality technology and balancing market, customer, and brand-driven R&D, the company will leverage its "1+4" technological innovation system to concentrate resources on key core technologies—such as ABS, synthetic rubber, polyolefins, and carbon fiber. It aims to develop high-end, serialized, and customized products to consolidate and enhance market competitiveness. Simultaneously, the company will accelerate the establishment of an "originator" hub for original technologies, ramp up R&D and production of new materials, and strategically position itself in the biomanufacturing industry. By strengthening forward-looking, strategic, and innovative research, it strives to build a virtuous cycle of innovation and development—characterized by "developing one generation, stockpiling one generation, and applying one generation"—thereby providing a solid foundation for the company's high-quality growth.

In recent years, while accelerating its transformation and upgrading, Jilin Petrochemical has focused on diversifying training platforms and expanding training content, thereby establishing a distinctive training management system. In 2023, the company was recognized by China National Petroleum Corporation (CNPC) as an "Advanced Unit for the 'Strengthening the Enterprise through Talent' Initiative" and an "Advanced Unit for Education and Training," while its training center was designated as a national-level training base for highly skilled personnel. Highly effective training has continuously enhanced the workforce's capabilities; notably, in the Group's inaugural selection and commendation of outstanding skilled talent, six Jilin Petrochemical employees received honorary titles such as "Petroleum Master Craftsman," "Technical Expert," and "Iron Man Team Leader." It is reported that since the beginning of this year, Jilin Petrochemical has been planning strategically from a new starting point, aiming to elevate employee training to a new level through higher standards, stricter requirements, and more practical measures: Refining responsibility implementation to make training dynamic. Top company leaders assume "primary responsibility," while headquarters functional departments handle professional management, headquarters specialized departments exercise line management, and grassroots units fulfill operational management duties. Experts and management personnel at all levels leverage their professional expertise and experience to serve as guides for employee growth. A "comprehensive training" philosophy has been firmly established, with all cadres and employees working in unison and sharing responsibility; quarterly special inspections monitor training quality and effectiveness, ensuring that programs are truly implemented and yield tangible results. Management of full-time trainers is being strengthened, and incentive and assessment mechanisms are being refined to ensure they play their proper roles in their respective fields and specialized training areas. Focusing on core priorities to ensure training excellence. For transformation and upgrading projects, specific training is arranged strictly according to a "one-unit, one-strategy" approach, with staffing and qualification certification completed on schedule. The company actively organizes external internships and accelerates the development of unit simulation software to meet pre-job operational training needs. It also capitalizes on the 2024 major overhaul to conduct practical on-site training, strengthening employees' key operational skills and achieving simultaneous improvements in both the quantity and quality of personnel qualified for multiple roles ("multi-skilled personnel"). Implement "tailored" training programs for different personnel categories and strengthen the long-term development of new hires by establishing a 10-year tracking and cultivation system. Leverage competitions to drive training and learning, with a specific focus on identifying and developing young employees under the age of 35. Cultivate distinctive training brands—such as bringing foundational courses on chemical engineering principles directly to the plant floor—to enhance the professional capabilities of staff and management in solving practical problems. Strengthen support mechanisms to ensure training delivers tangible results. Refine talent development systems by making the identification, cultivation, and recommendation of talent a top priority for senior leadership; create opportunities for motivated and capable employees to excel and achieve results, thereby fostering a virtuous cycle of rapid professional growth. Improve training management by revising internal regulations—such as those governing professional and technical qualification reviews—and establishing comprehensive evaluation standards tailored to specific disciplines and fields. Enhance the company-wide assessment system by conducting tiered and periodic skills evaluations suited to different job levels: implement monthly and quarterly assessments for operators, focusing on process parameters and hands-on technical skills; conduct semi-annual assessments for management and technical staff, focusing on regulations, management workflows, and professional knowledge; and carry out annual assessments for leadership personnel, focusing on the Party’s innovative theories and the political-economic landscape, all to fully leverage the motivational impact of the evaluation process.