Coal-to-oil technology?

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On February 7, 2009, Zhang Jiming, Secretary of the Party Committee of Shenhua Coal-to-Oil Company, delivered an important speech at a meeting of the Party Committee’s central study group, calling for careful study of the speeches given by Zhang Xiwu and Zhang Yuzhuo, two leaders of the group, at the group’s work meetings as well as those held by the group’s Party leadership group. It was necessary to fully and thoroughly understand the guiding principles and strategic plans for the group’s work in 2009, so as to guide the operations of the subsidiaries in the right direction. The Party committee of the branch organized all its members as well as the responsible officials from various departments of the company to conduct studies, with a focus on studying Chairman Zhang Xiwu’s speech at the group’s central group study session, as well as the speeches delivered by group leaders Zhang Xiwu and Zhang Yuzhuo at the group’s work meeting. At the academic conference, Party Secretary Zhang Jiming delivered a key speech. Following Secretary Ming’s request, now that the Spring Festival has passed, all our employees who worked hard while driving last year have been able to get proper rest during the festival and enjoy time with their families, which reflects our company’s people-oriented management philosophy. The Spring Festival holiday for employees has now ended, and they will return to work within a day or two. We must quickly regain our spirits, get back on track, and dive into this year’s intense work. In 2008, all the employees of our company worked hard continuously, made tremendous efforts, and achieved excellent results. The contributions of our comrades should be fully recognized. However, past efforts and achievements only reflect the past; future tasks are even more arduous and require higher standards. All employees of our company must study carefully and thoroughly the spirit of the speeches delivered by Chairman Zhang Xiwu and General Manager Zhang Yuzhuo at the group company’s safety meetings, the 2009 work meetings, and the studies held by the group party committee’s central group, and translate that spirit into our working approaches and practical actions in order to achieve sound and rapid development for the coal-to-oil industry. There are several key tasks that need to be addressed at present: 1. Focus on the renovation and maintenance of equipment after it is parked. Judging from the driving conditions, there are still quite a few problems with our device. The workload for renovation, inspection, and maintenance is very large. The group and its subsidiary companies have asked us to drive again in mid-June, ensuring 1,000 hours of continuous operation, while also having to meet economic efficiency criteria; this is a very challenging task. In his speech, Chairman Xi Wu described our coal-to-oil chemicals segment as the seed business of Shenhua Group, a source of hope for future development and an anticipated new engine for economic growth. This is both an encouragement and support for us, as well as a spur to us. If we fail to achieve good results, we will be failing to live up to the expectations and support of our leaders, as well as the trust placed in us by **** and the State Council. Therefore, our Ordos Coal-to-Oil Branch has set an internal goal: to operate the plant for another 2,000 hours or more in order to achieve optimal economic performance. To achieve this goal, all employees of our company must be prepared to endure great hardships and hard work, and must possess a spirit of perseverance that allows them to keep working without fatigue, so as to complete the renovation and repair tasks in one go and ensure that the plant can be put back into operation by mid-June. 2. Strengthen employee training. Based on the problems that arose during this drive as well as previous test drives, it is clear that our operators and managers do not have sufficient proficiency in handling the equipment; their ability to deal with situations or problems, as well as their responsiveness and quick thinking skills, need to be improved further. For front-line production workers, the period before equipment modification and installation is a relatively free time, and this time must not be wasted. Use this period to conduct training for all employees. Each production center must provide training for different levels, different types of jobs, and different positions. The training content should be based on the requirements for driving operations, without any unnecessary fancy elements ； Time must be guaranteed; it’s a requirement just like in driving training ； Assessments must be strict; academic performance should be treated in the same way as work performance. Those who fail the training assessments should have their positions changed. I must not make any such silly mistakes while driving next time. 3. Revise operating procedures and production processes. Through actual driving, we have gained some experience in operating the equipment as well as technical expertise. Based on the outcomes of these drives, it is necessary to modify and improve the series of procedural documents we previously issued, so that these documents can truly serve as guidelines to direct our work. 4. Improve management levels. In 2008, we devoted almost all our efforts to the final adjustments of the equipment and its commissioning, resulting in many shortcomings in terms of management. This situation is far from meeting the requirements of high-tech, large-scale, modern enterprises. All departments and centers must make firm resolutions, exert great efforts, and put in significant time and effort to improve their management levels in line with the requirements of \"five-type enterprises\", starting with even the smallest details. Taking corporate culture construction as the overarching approach, overall improvement of management standards is achieved in various areas such as employee behavior norms, labor discipline, efforts to increase output and save costs, production management, material management, safety management, equipment management, and team building. Each department must play a core role in the company’s overall management. It is necessary to determine the headcount for all management staff in the company as soon as possible. 5. Strengthen confidentiality efforts. Direct coal liquefaction is the world’s first commercially operational industrial facility, featuring our own intellectual property. Keeping all kinds of trade secrets related to this production line confidential is not only in the interest of Shenhua Group but also in our own interest. The employees of our company bear direct responsibility for safeguarding these trade secrets. Leaking information is a crime. Please have the General Office take the lead in conducting a thorough review of our company’s confidentiality measures, in order to promptly address any potential vulnerabilities that could lead to information leaks. A confidentiality training session should be conducted among all employees to raise their awareness of confidentiality. Once a data breach occurs, responsibility must be pursued. 6. Summarize the first driving experience. We planned to stop after driving for 303 hours for the first time, which is an impressive achievement. We need to conduct a comprehensive summary of the driving situation. It is necessary to summarize both the successful experiences and the lessons that should be learned. Those who have emerged as heroes, skilled experts, pioneers in overcoming challenges, and other individuals who have made outstanding contributions to driving should be recorded in history, so that history will always remember them. 7. Ensure successful first-start-up of indirect liquefaction. Starting up indirect liquefaction is one of the key tasks for our company this year, and there must be no mistakes in carrying out this process. For the commissioning of indirect liquefaction, a command center still needs to be established to provide unified command and coordination. I will serve as the chief commander, with the other members of the team acting as deputy commanders, and the heads of various departments serving as members. The specific details regarding the start-up of indirect liquefaction will be studied in a separate study.

Confidentiality? Hasn’t this technology been kept secret for a long time? It’s just that the investment is too large; many domestic companies cannot afford to undertake this project!