Construction has begun on the ultra-low emission renovation project for the boilers at Jilin Fuel Ethanol Company

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On May 30, the combined heat and power plant of Jilin Fuel Ethanol Company was in full swing of activity; the infrastructure construction for the ultra-low emission upgrade project of the company’s three 220-ton/hour circulating fluidized bed boilers was progressing at a rapid pace. Laying a technical foundation to enable precise steps in green transformation. Faced with the challenge that existing environmental protection facilities were unable to meet the group’s ultra-low emission requirements, the company’s technical team took proactive action. After thorough market research and rigorous technical evaluations, they ultimately chose a combination of the \"SCR denitration technology\" and the \"semi-dry CFB desulfurization + post-dust removal system\". This solution not only ensures that flue gas emissions remain within specified standards, but also finds the optimal balance between investment costs and long-term operational efficiency, providing a strong technical foundation for achieving green and clean production. Be thrifty, uncover value to reduce costs and increase efficiency. Adhering to the principle of \"using the best materials where they’re most needed,\" the company applies the concept of improving quality and efficiency throughout the entire process of purchasing equipment and supplies. By exploring potential suppliers and enhancing competition in bidding processes, the procurement of skid-mounted equipment for desulfurization and dust removal systems resulted in a 7.88% reduction in costs ； The procurement of skid-mounted equipment for the denitration and economizer systems also saved 2.82 million yuan, enabling maximum utilization of limited funds. Safe escort, upgraded management for construction operations. With the project breaking ground on May 20, the company strengthened management at the construction site, adhered to the concept of \"three controls and three musts,\" followed the requirements of \"five assurances,\" \"three no’s,\" \"two zeros,\" as well as the \"five-in-one\" management standards for contractors. It organized tasks in a coordinated manner and anticipated various operational risks and potential accident consequences in advance, to ensure that construction activities were carried out in a controlled and safe manner. At the same time, a weekly coordination meeting system for project construction is implemented, with the participation of the supervision company, the construction unit, relevant professionals, and local authorities, in order to enhance communication and lay a foundation for the safe and efficient progress of the project. The project is set to be put into operation by the end of the year. Given the tight schedule and heavy workload, the company will adopt a unified approach to the task. Starting from July 1st, it will launch a \"100-day campaign\" to complete the project according to the deadlines of \"the first unit by the end of the 100 days, the second unit by the end of the following month, and the third unit by the end of the year\". With firm confidence and full commitment, the company will make every effort to ensure the project is completed and put into use.