Company/Organization Profile

Tianjin Bohua Chemical Development Co., Ltd., a key stateowned petrochemical enterprise in Tianjin, is located in Nangang Industrial Zone. It focuses on highend petrochemical new materials and owns complete selfoperated spaces including production plant, office building, exhibition hall and staff living facilities. The enterprise implements national dualcarbon strategy, builds digital carbon management platform, promotes clean energy substitution and energysaving technical renovation, fosters lowcarbon corporate culture and green supply chain, and has won multiple provincial and national green honors, acting as a stateowned enterprise demonstration for green transition.

机构简介

天津渤化化工发展有限公司为天津市国有重点石化骨干企业，坐落于天津南港工业区，聚焦高端石化新材料生产研发，拥有生产厂区、办公大楼、企业综合展厅、职工生活配套等完整自有空间体系。公司坚决贯彻国家双碳战略，将绿色低碳嵌入企业治理、生产运营、办公生活、供应链管理全流程，建成数字化碳管控平台，推进清洁能源替代与节能技改，打造全员参与的低碳文化，开展供应链绿色协同，通过线上线下空间传播绿色价值，先后获评国家级绿色工厂、中国工业碳达峰领跑者、天津市低碳（近零碳排放）示范企业，积极编制可持续发展报告，发挥国企绿色转型示范作用。

Project Overview

As a highenergyconsuming petrochemical enterprise covering production, office, exhibition and staff living spaces, the company faced fragmented lowcarbon governance, insufficient refined carbon control, incomplete green standards for supply chain and limited public demonstration. Rooted in fragmented departmental management and incomplete digital foundation, the project aims to establish toplevel regular lowcarbon governance, implement technical carbon reduction, cultivate staff lowcarbon awareness, build green supply chain and enhance public demonstration effect.

项目背景

问题现状：石化属于高耗能行业，企业涵盖生产研发、办公展厅、职工生活多类自有空间，前期各空间降碳工作碎片化；生产端碳排放管控精细化不足；办公及职工生活区域低碳引导硬件配套不足；供应链缺少统一绿色评价标尺；双碳科普展示载体有限，低碳实践对外示范传播力度不足。 原因分析：各类空间归属不同职能部门，缺乏统一顶层统筹机制；碳管理数字化基础有待完善；低碳行为引导、供应链绿色标准、对外科普传播尚未形成系统化体系。 改进目标：依托企业全部自有运营空间，建立顶层推动常态化低碳治理机制；搭建全维度碳管理体系，推进技术降碳；培育员工低碳行为共识；建立绿色供应链协同机制；用好展示触点扩大绿色示范效应，构建化工企业多空间一体化低碳实践模式。

Project Implementation

To tackle fragmented lowcarbon work across enterprise spaces, company management established a special working group for zerocarbon plant construction, bringing together Production, Equipment, Enterprise Management, Human Resources, Marketing and Publicity departments. Dualcarbon targets are included in the medium and longterm plan. Relevant carbonasset and energymanagement regulations have been released, with lowcarbon performance assessed at department level for toplevel governance.

For refined carbon control in production areas, the ProductionTechnology Department built an integrated digital energy management platform for realtime energy and carbonemission monitoring. The onsite distributed PV project was completed, and greenpower procurement expanded. Energysaving retrofits, cascade energy utilization and cleaner production strengthen carbonrelated technical capacity and ensure carbonmarket compliance.

To upgrade lowcarbon facilities for office and staffliving areas and raise staff lowcarbon awareness, the Enterprise Management and Human Resources Department renovated office LED lighting and intelligent airconditioning systems. Paperfree work and classified waste recycling deliver office zerowaste goals. Onsite newenergy shuttles encourage green commuting. Tiered training and themed events during the National EnergySaving Week and National LowCarbon Day foster internal lowcarbon culture.

To set unified green supplychain standards, the Procurement Department updated supplier access and evaluation rules. Carbonemission and environmental performance are adopted in bidding assessment, and binding green clauses are added to procurement contracts. Reusable pallets and hydrogenfueled heavyduty trucks are deployed for logistics. Experiencesharing with key suppliers promotes joint carbon reduction across the supply chain.

Given limited external dualcarbon communication channels, the Brand and Publicity Department upgraded the corporate exhibition hall and opened a special greenlowcarbon zone for visitors. Lowcarbon cases are published on the official website and industry media, and transformation experience shared at industry forums. Regular workinggroup coordination meetings clarify spacespecific responsibilities, break crossdepartment barriers and guarantee solid project delivery.

项目实施

针对多空间低碳工作碎片化问题，由公司管理层牵头成立零碳工厂建设管理专班，统筹生产、设备、企管、人力、市场、宣传等多部门协同推进。将双碳目标纳入企业中长期发展规划，出台碳资产管理、能源管理系列制度，把低碳绩效纳入部门考核，实现顶层制度统筹。

针对生产空间碳管控精细化不足，生产技术部牵头搭建综合能源数字化管理平台，实现用能、碳排放数据的实时采集与监控；落地厂区分布式光伏项目，扩大绿色电力采购规模；实施装置节能技术改造、能源梯级利用，全面推行清洁生产，夯实算碳、管碳、减碳的技术基础，按时完成碳排放市场履约。

针对办公、职工生活空间低碳硬件配套不足、员工低碳意识较为分散，企管与人力资源部实施办公楼宇 LED 照明节能改造、空调智能化改造；推行无纸化办公与废弃物分类回收，落实办公零废弃；配齐优化厂区新能源通勤车辆，倡导绿色通勤；依托全国节能宣传周、全国低碳日，分层组织节能降碳培训及主题实践活动，培育企业内部低碳文化。

针对供应链缺乏统一绿色标准，采购部门修订供应商准入及评审体系，将碳排放水平、环保绩效纳入招标评价指标，在采购合同中增设绿色约束条款；推广循环托盘、氢能重卡开展物料运输；组织核心供应商开展绿色发展经验交流，带动上下游协同降碳。

针对双碳成果对外展示传播载体不足，品牌宣传部门对企业实体展厅实施升级改造，增设绿色低碳专题展区并对访客开放；通过企业官网、行业媒体发布低碳实践案例，参与行业绿色论坛分享转型实践经验。项目推进过程中存在跨部门沟通协同壁垒，专班通过定期调度例会，明确各空间责任清单，破除部门壁垒，保障各项举措落地见效。

Project Outcome

The project realizes integrated carbon reduction covering production, office, living, supply chain and public demonstration spaces. It innovates regular governance mechanism with specialgroup coordination, regulation constraint and performance assessment. Digital carbon monitoring platform replaces manual statistics; distributed PV and cascade energy utilization cut energy intensity, with 100% solid waste comprehensive utilization rate. Paperfree office and classified waste recycling are normalized. Green procurement standards transfer lowcarbon requirements to partners. All measures are embedded into daily operation, forming replicable experience for similar petrochemical enterprises.

成果亮点

机制创新上，建立 “管理层专班统筹 + 制度约束 + 绩效考核” 常态化治理机制，改变以往各空间降碳分散推进的局面，低碳工作由短期活动转为长期企业治理任务。 技术创新方面，建成全厂数字化能源碳管控平台，由传统人工统计升级为实时动态监测；落地厂区分布式光伏，提高绿电消费占比，装置能源梯级利用有效降低综合能耗强度；固废综合利用率达到 100%。 文化与协同模式创新，办公区域实现无纸化办公全面推广，办公废弃物分类回收常态化；分层开展双碳培训，实现员工广泛覆盖；建立完整绿色采购评价体系，将低碳要求传导至上下游合作企业。 传播示范创新，实体展厅设置双碳专题展区，线上多渠道对外输出转型经验。 项目所有制度、平台、宣教、采购标准均纳入企业常态化运营流程，不依赖专项短期项目投入。石化企业同类厂区、办公展厅、职工配套均可借鉴这套组织架构、碳管理工具、绿色供应链、空间宣教方案，具备较强推广复制价值。

Project Highlights

(Environmental benefit, boundary: all selfoperated spaces, recent 2year period). Carbon emission intensity decreases yearbyyear; comprehensive utilization rate of solid waste reaches 100%; paper and disposablegoods consumption in offices drops obviously; PV and lowcarbon logistics reduce fossilenergy consumption. Socially, lowcarbon training covers all staff. Exhibition hall receives visitors to popularize green chemical ideas. Green procurement drives upstreamdownstream decarbonization. Publicshared cases provide reference for peer enterprises.

成果影响力

生态环境效益（统计边界：企业全部自有运营空间，统计周期：近 2 年）：通过清洁能源替代、工艺技改、办公空间节能改造，企业碳排放强度逐年下降；厂区

Reviews & Honors

Internal departments reach consensus on lowcarbon work. Visitors and supplychain partners give positive feedback. The enterprise’s lowcarbon practice is reported by stateowned asset platforms and industrial media. It is invited to share experience in dualcarbon forums. Honors include Nationallevel Green Factory, China Industrial Peakcarbon Runnerup, Tianjin Lowcarbon (Nearzero Carbon Emission) Demonstration Enterprise, with several energysaving projects recognized as municipal demonstration projects.

评价与荣誉

评价反馈：内部各部门形成低碳协同工作共识，员工绿色办公、绿色出行参与度持续提升；来访客户、合作伙伴对企业生产、展厅体现的绿色转型实践给予积极反馈，供应链合作方主动对标企业绿色采购要求完善自身减排举措。 媒体 / 行业认可：企业绿色低碳实践获得国资、行业平台宣传报道；多次受邀在化工行业双碳交流活动分享空间低碳建设实践经验；可持续发展报告对外公开，接受社会监督。 奖项荣誉：企业获评国家级绿色工厂、中国工业碳达峰领跑者、天津市低碳（近零碳排放）示范企业，多项节能降碳技改项目获评地方工业节能示范项目。相关建设成果作为传统化工企业绿色转型典型实践，为行业同类企业提供可借鉴实践样本。