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以下内容为河北金融学院学生最近一个月内的翻译实践成果

【管理之道】一座油库的智慧与爱心

7:00，中国石化浙江绍兴油库的员工们正讨论如何利用数字孪生技术优化油路巡检，同时策划为盲人学校制作触觉式安全科普教具。在这座智慧油库里，科技与人文正如两条交织的油路，持续为城市发展注入动力与温度。微光成炬：十分钟课堂炼就“多面手”团队清晨7点，晨曦掠过储油罐顶的呼吸阀，油库班前会准时开始。主操夏威站在白板前，用红色记号笔圈出关键参数，向同事们讲解油气回收系统压力校准要点。入职仅3年的他，如今已能熟练操作计量、储运、电工等多个岗位。 “别看每次只有10分钟，3年积累下来就是2700分钟的系统学习。”夏威整理蓝工装说道。这个被称为“7-1石化荟”的班前微学习平台，将时政学习、案例研讨、技能比拼等7类活动浓缩在交接班黄金时段。翻看油库2025年度课程表，内容涵盖AI算法优化输油路径、防爆电气设备检修及心理压力疏导——这种“技术+人文”复合型培养模式，使团队90%以上员工成长为高级工及以上技能人才。油库东南角的技师工作室里，墙面密集悬挂的技改项目图见证着“十分钟课堂”的溢出效应。首席技师张晓武介绍：“这套新型油气回收接头装置，正是班前讨论时碰撞出的灵感。”员工自主设计的装置获国家实用新型专利，使油库维护成本降低30%。如今工作室专利墙已悬挂12项国家专利证书。其中，7项源自班前会创意萌芽。 “我们建立了‘问题—创意—成果’转化机制。”油库主任刘喜指着公示栏“金点子排行榜”说。团队设立“啄木鸟奖”鼓励隐患发现、“大师傅奖”表彰流程优化，5年来累计采纳技术建议310条，其中28条获中国石化销售公司及浙江省公司优秀案例。数据亮眼：通过微创新，油库每年节省维修及运营费用超10万元，设备故障率下降67%，发货准确率持续保持100%。匠心永续：技术赋能与温暖传递的双向奔赴每月第二个周末，绍兴越城区某社区总会出现一群蓝工装身影。维修员张晗浩打开“百宝箱”——内含36种规格螺丝刀、可调温电烙铁、集成电路测试仪，正在为居民维修服役15年的收音机。“很多老人的电器承载着岁月记忆，我们修的是物件，守护的是情感。”3年来，他免费修理的小家电超200件，维修笔记写满两本。服务队队长钱越峰的理发推子讲述着另一种温暖故事。“社区有位陈大爷因腿疾三年没进理发店，第一次理发时他悄悄抹了眼泪。”如今钱越峰的服务对象超300人，有老人甚至记住油库排班表，提前带板凳在社区门口等候。理发工具组也在升级——从基础款到配备吸发器、紫外线消毒盒的专业设备，见证着公益服务的专业化进程。更难得的是，志愿服务与油库专业背景有机融合。志愿者将工作中的严谨细致带入公益服务，自行编制《家电维修安全操作指引》，把设备检修的标准化流程应用于社区服务。“虽无智慧平台，但建立了简单的服务台账制度。”钱越峰翻看手机里的服务记录，详细记载着每次活动的时间、地点和服务内容。年均30场公益活动，从需求对接到服务反馈，都实现了有序管理。这种双向赋能体现在更多细节中。油库将公益活动转化为培养员工综合素质的实践课堂，青年员工在服务中磨炼出的耐心与细心，反过来提升了安全生产水平。据统计，积极参与志愿服务的员工，其岗位操作规范度显著提高，合理化建议数量也明显增长。“为老人修电器的经历，让我们更懂责任。”张晗浩的这句话，道出许多员工心声——对技术的追求与对社会的责任，本就是一脉相承的。智慧新生：传统油库的现代化蜕变之路走进绍兴油库中央控制室，智能大屏上跳动的数据流勾勒出能源流转的数字化图景。AI预警系统实时分析着500多个监测点的数据，VR培训系统正在对新员工进行储罐作业模拟训练。但在技术革新背后，真正推动传统油库蜕变的，是那些持续迸发的人文之光。 “我们守护的不仅是设备，更是一种责任与创新的精神。”刘喜主任站在工艺流程图前介绍道。这座2014年投运的现代化油库虽建设时间不长，却始终紧跟技术发展步伐，实现了从传统操作向智能化管理的跨越。如今中控系统可集成处理各类实时数据，但最关键的操作指令仍源于人员的经验判断——那些在无数个“班前十分钟”里沉淀的集体智慧，始终不可替代。这种务实而温暖的氛围渗透在油库各处。发货区，驾驶员通过电子卡系统高效装油，操作流程简洁规范；休息区，“爱心小屋”手写字醒目，为等待的司机提供热水、应急药品和座椅。技术员王建笑道：“我们追求技术提效，也坚持用最直接的方式传递温度。” 油库公益服务亦在稳步拓展。“钱哥来了”服务队近年重点开展青少年能源教育，自主开发的“一滴油的旅程”科普课程已走进多所中小学，通过生动实验与展示传播能源知识。队长钱越峰表示：“我们正脚踏实地，让公益更扎实持久。” 责任编辑：齐铁健

2025-12-02 肖欣阳化工中-英

今年首班已起飞！东航物流新一季智利车厘子包机提速至24小时

《中国民航报》、中国民航网记者钱擘、胡夕姮实习生葛畅报道：中国东航旗下的东航物流“东航冷链号”CK292全货机航班，载运88.75吨智利当季的新鲜车厘子，从智利当地起飞，在短暂经停后，预计将于北京时间11月17日深夜抵达上海浦东国际机场，跨越半个地球的全程约24小时，再次刷新智利车厘子进口中国的运输时效纪录。东航物流在这个智利车厘子季的自有包机运输，由此正式启动。 “东东测”进一步优化了生鲜视频的冷链保障 “东航冷链”号全货机在智利当地装运车厘子（本文图片均由东航提供）随着智利车厘子进入新产季，东航物流车厘子业务已全面开启。此前，通过外采全货机等多种渠道，其已将超过1100吨当季车厘子陆续运抵鄂州、上海、郑州、深圳、合肥、宁波和中国香港等多地口岸，此次自有包机的执飞，将进一步强化东航物流在生鲜速运领域的自主运力优势。据了解，新产季期间，东航物流在合理调度和使用自有运力的同时，旗下东航冷链整合了全球九家主流航司的全货机资源，构建高频次、高密度的“航班波”，并科学安排外租运力从不同口岸入境，联动成都、鄂州、宁波等国内“生鲜港”枢纽，形成“洲际直达—口岸处理—分拨送仓”的一站式生鲜速运体系，实现从海外机场到客户终端的“48小时鲜达”。在此基础上，东航冷链运用“东东测”温控监测系统和“飞来鲜”智能调度平台等数字化工具，实现智利车厘子从采摘、预冷、跨国运输到国内清关、分拨的全流程透明化管理，让国内不同地区和城市的居民都能以更合理价格享受到更优品质的进口车厘子。智利是首个与中国签署自由贸易协定的南美国家，与我国在农产品贸易领域合作密切，已连续十多年位居中国车厘子进口来源地之首。东航物流是首批通过空运包机形式引进车厘子的国内航空物流企业之一，已连续十二年保持智利空运车厘子国内最大承运人和进口商的地位，并通过“海空联运”“整机空空中转”及欧洲中转等多元化物流解决方案，将东南亚等市场纳入智利生鲜的全球版图，还在中国国际进口博览会上签下车厘子的“美味大单”，让智利果农更好共享中国机遇。从进博会展台到中国消费者餐桌，东航物流正持续强化全球生鲜供应链能力，积极服务国内国际双循环新发展格局，助力上海国际航运中心建设，将“世界连中国，中国链世界”的愿景转化为切实行动。未来，东航物流将继续优化“批量定，分批发；全世界、三天到”的运营模式，以更广覆盖、更快速度、更稳品质，让这份“飞越半个地球”的岁末年初甜蜜，成为更多家庭的时令享受。（编辑：李佳洹校对：许浩存审核：韩磊）

2025-12-02 刘慧宁交通运输中-英

Tense board relationships fuel high superintendent turnover

Since the COVID-19 pandemic, high superintendent turnover rates have not let up — and that's not surprising, said Wendy Birhanzel, a district leader in Colorado. Nearly a quarter (23%) of the 500 largest districts experienced a change in their superintendency between July 1, 2024 and July 1, 2025, according to a September report by ILO Group, a national education strategy and policy firm. This turnover is up from last year's survey results showing a 20% rate and a notable uptick from pre-pandemic averages ranging from 14% to 16%, ILO Group found. The job of a superintendent “became a very different role” after COVID-19 shuttered school buildings nationwide in March 2020, said Birhanzel, who is in her seventh year as superintendent at Harrison School District 2 in Colorado Springs, Colorado. “Education is very politicized right now, and can be a little tricky to navigate from all the different sides of everyone in their opinions.” Birhanzel said she mentors superintendents in Colorado and throughout the country, and she finds many saying they are “overwhelmed by the constant pressure” from their school boards, students' families or school staff who are unhappy with the district. While it’s difficult to pinpoint the exact cause of high superintendent turnover nationwide, one underlying reason may be the “real tension” that’s emerged in communities since the pandemic, said Julia Rafal-Baer, CEO of ILO Group and Women Leading Ed, a national network for women education leaders. From controversial COVID-19 policies to rules on screens and devices and growing district enrollment and financial challenges, she said, things have “come to a head” and landed on district leaders. Moreover, the superintendency is one of the most influential roles in K-12 as it directly impacts high-level strategy as well as the teacher workforce and their working conditions, Rafal-Baer said. “And yet we are paying less attention to the fact that the churn [in the superintendency] that we thought would be temporary is our new normal, and it's straining our districts when students need that kind of steady, effective leadership,” she said. Many districts typically outline a five-year strategic plan with set missions and goals that then acts as a blueprint for the system's needs, said Dennis Willingham, superintendent at Walker County School District in Jasper, Alabama. Superintendent turnover is concerning because that means district leaders are likely not staying long enough to execute those five-year strategies effectively, he said. Then when a new superintendent steps into the role, they may want to take the district into a totally different direction, Willingham said, which can be discouraging and confusing to school communities. Birhanzel also noted that superintendent turnover can lead to “a domino effect” with more district turnover in other roles like administrators, principals, teachers and even bus drivers. “It goes deeper than just one position,” she said. Despite the high turnover, just one-third of superintendent roles are held by women, according to ILO Group data. Even with year-over-year improvement, parity between men and women won’t be reached until 2054 if the current pace continues, the firm said. What can be done? Willingham and Birhanzel agreed that much of the pressure put on superintendents stems from disagreements or tension with their school boards. While both superintendents reported good relationships with their boards, they said they recognized that the positive dynamic they experience can be rare. Pressure from strained school board relationships “takes away the focus” from the school system and “also the joy of being a superintendent,” Willingham said. Both superintendents emphasized that board support is key to retaining district leaders. If the superintendent and board are unified, it’s easier to move forward with strategic plans and focus on students and staff, Willingham said. Birhanzel cautioned that superintendents should consider that relationship before accepting the job. It’s important to go where the board “aligns with what you believe in and your why,” she said. If that compatibility isn’t there, she added, “then that won’t be good for anyone in the system.” A shift is also needed in society’s mindset about the value of a superintendent, Birhanzel said. Superintendent turnover may be common because communities and school boards associate firing these leaders with a way to make a change. But if that’s a frequent move, she said, it will be difficult for the school system to be successful. Overall, Birhanzel said, a cultural change is needed to get rid of the idea that firing a superintendent is the answer to a problem — instead of working together to find a solution. “In way too many cases, do we see politics drive decisions of who leads school districts instead of [who is] the best leader for students?” The role of superintendent can be isolating, Birhanzel acknowledged. That’s why it’s important to foster more networks and support systems for those in the role. There’s a high need for mentorship, especially for prospective women superintendents, Birhanzel added. In September, Women Leading Ed released guidance outlining ways districts can go beyond mentorships by intentionally coaching and sponsoring future leaders, particularly women. While efforts are underway to address the underrepresentation of women in district leadership, the issue persists, leading Birhanzel to ask, “How long is it going to take to change these numbers?”

2025-12-02 邹月教育资讯英-中

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