The 1.26 million tons per year FITS hydrogenation project at Changling Refining & Chemical has been completed!

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Recently, the 1.26 million tons per year gasoline tubular liquid-phase hydrogenation (FITS) project at Changling Refining & Chemical completed all inspections related to safety, environmental protection, and project quality, and was successfully handed over. It has now entered the production preparation phase, providing the necessary process hardware support for the production of gasoline that meets National Standard VI B requirements. Tubular liquid-phase hydrogenation (FITS) technology is an advanced hydrogenation process developed independently by Changling Refining & Chemical Co., Ltd. in recent years, and it has been recognized and approved by the headquarters. Through a series of expert evaluations and industrial applications by related organizations, it has been shown that this technology can flexibly control the olefin content in gasoline, thereby meeting the quality requirements for National VI B gasoline. With the approval of the relevant authorities, construction of the project commenced in March. To meet the timeline requirements for the upgrade of oil product quality in the market, Changling Refining & Chemical has accelerated the progress of the project. During the project construction period, it encountered adverse weather conditions such as continuous rainfall in spring and persistent high temperatures in summer. To address this, the engineering management department works closely with the project designers and local units to manage project data, and optimizes the construction drawings based on the actual needs on site, thereby minimizing data changes during the construction process. This creates favorable conditions for prefabrication of the project and reduces the various impacts that heavy rainfall and high temperatures can have on project construction. During the project implementation, Changling Refining & Chemical increased its oversight of direct operational tasks, enhanced the technical training for supervisors, and improved their ability to oversee, monitor, and provide guidance on site. To avoid delaying the project schedule, project managers worked overtime and remained on site throughout holidays, strengthening cooperation with the construction party and the supervision party. They issued safety warnings on site, resolved various issues that arose during the project construction process, and ensured steady progress in the project’s development, thereby providing managerial support for the timely completion of the project and its subsequent operation.