The chemical industry companies is undergoing a systemic restructuring centered on "greenization, high-endization, and regionalization": the new energy materials chain is accelerating localization and nearshoring amid capacity expansion and technological iteration; resources and fertilizers, disrupted by resource-rich countries’ policies, need to rely on "localized production, compliance, and digital supply chains" to offset volatility; the Middle East and Southeast Asia have emerged as regional hubs, with tariff and compliance optimization becoming rigid thresholds for overseas expansion.  

1. New Energy Materials Chain (Lithium Battery / PV / Energy Storage)  
As a core segment driving the transformation of the chemical industry companies, the new energy materials chain is witnessing synchronized capacity expansion and technological iteration across key links:  
- Lithium battery materials: High-nickel/lithium-rich cathodes, silicon-based anodes, new lithium salts, and electrolytes additives are accelerating large-scale application; the localization of critical materials such as solid electrolytes and binders is also picking up speed.  
- PV materials: Capacity of polysilicon and EVA film (key materials for PV modules) continues to expand, while the penetration of N-type wafers and TOPcon/HJT technologies is driving demand for high-purity and functional chemical materials.  
- Energy storage materials: The development of flow batteries, solid-state batteries, and new electrolytes is spurring growth in specialty chemicals and separator materials.  

To adapt to this trend, chemical industry companies enterprises are focusing on three core strategies: securing upstream resources (e.g., signing long-term agreements or taking stakes in lithium/cobalt/nickel projects), laying out localized supporting facilities in Southeast Asia or the Middle East, and strengthening carbon footprint accounting and Life Cycle Assessment (LCA) to meet the requirements of the Carbon Border Adjustment Mechanism (CBAM) and green trade barriers.  

2. Resources and Fertilizers (Phosphate Rock / Potash / Agrochemicals)  
This segment of the chemical industry companies is highly sensitive to resource endowments and policy changes in resource-rich countries, with volatility becoming a long-term challenge:  
- Phosphate rock and phosphate fertilizers: China has advantages in both resource reserves and production capacity, creating opportunities for export substitution. However, chemical companies need to guard against anti-dumping investigations and trade barriers in target markets.  
- Potash fertilizers: The global chemical industry companies faces high external dependence on potash, with prices easily disturbed by policies in major producing countries (e.g., Canada, Belarus). To mitigate risks, enterprises are exploring cooperation with Russia and Central Asian countries, and promoting potash production as a by-product of lithium extraction from salt lakes.  
- Agrochemicals: Demand remains supported by global food security policies, and the industry is shifting toward high-value products such as controlled-release fertilizers, water-soluble fertilizers, and biopesticides.  

For overseas expansion, chemical industry companies companies are actively developing overseas paths: building warehousing and formulation production bases in Latin America, Africa, and Southeast Asia to avoid tariffs and meet local compliance requirements through localization.  

3. Globalization and Regionalization (Middle East / Southeast Asia / Tariff Compliance)  
Regionalization has become a key direction for the global chemical industry companies, with the Middle East and Southeast Asia emerging as dual engines of restructuring:  
- Middle East: Leveraging its advantages in oil and gas resources, the region is advancing a "oil-for-technology" model to attract global chemical companies to participate in integrated refining and chemical projects, with a focus on basic chemicals and supporting materials.  
- Southeast Asia: It has become a hotspot for nearshoring and localization investments. Countries such as Vietnam and Indonesia are developing integrated industrial chains from raw materials to downstream products to meet both local demand and re-export needs to Europe and the United States.  

Against this backdrop, tariff and compliance optimization have become "hard thresholds" for chemical industry companies companies to go global. After the transition period of the EU’s CBAM, it is expected to increase costs by 5%–10% for related chemical products. Enterprises must establish full-link carbon footprint management systems, complete LCA and Environmental Product Declaration (EPD) certifications, and optimize trade compliance processes to maintain competitiveness.  

Key Implementation Priorities for chemical industry companies Enterprises  
1. Build a "resilient + efficient" digital supply chain: Use demand forecasting, inventory optimization, and production scheduling systems to enhance supply security in extreme scenarios.  
2. Accelerate regionalized production and compliance capabilities: Establish localized production and distribution networks in the Middle East and Southeast Asia, and set up specialized teams for carbon compliance and trade risk management.  
3. Lock in resources and break through technological bottlenecks: Secure upstream resource supply through long-term agreements or equity participation, and increase R&D investment in high-end new energy materials to promote localization substitution.  
4. Develop differentiated products and markets: Prioritize the layout of high-margin, high-turnover, and green products to match the green procurement needs of European and American markets and CBAM-related requirements.