On Nov. 21, APS/VPS Unit of the old plant area discharged feedstock, cooled down and shut down, marking the refining section of the old plant area meeting the goal of “turnaround every your years” and the facilities entering the critical implementation stage of turnaround/revamp, structure adjustment, environmental hazard control project, etc. 2015 old plant area facilities turnaround tough war was in full swing.

Since Nov. 21, the refining section of the old plant area shut down, started turnaround, technical revamp, modification, hazard control and so forth, which would proceed in parallel. The turnaround would focus on the old refining section and the auxiliary systems, together with troubleshooting of some newly built units. It is expected to cost RMB 600 million Yuan, 892K hours, 42 days, with extremely heavy tasks. 

To better organize the turnaround, the Company made greats efforts in “homework” and planned turnaround/revamp ahead of time. Overall plan was made covering various areas - people arrangement, safety training, materials supply, construction preparation, logistic support, etc. and turnaround/revamp early coordination meetings were organized for quite a few times, which timely addressed the conflict in allocation of maintenance human resources and tools, supervised over purchase and delivery of equipment and materials needed for turnaround and revamp which were to progress side by side.

For the shutdown turnaround/revamp, the Company attaches importance to introduction and practice of advanced philosophy and advanced management method, adheres to the working concept of “One Team, One Goal”, sets goals and requirements as “zero injury, zero accident, zero pollution”, “safety, quality, efficiency and timeliness”, and further strengthens safety and quality supervision team.

As the turnaround covers a wide range of work and exposes to a lot of risks, the Company strictly implements the work permit process, supervises and inspects the permit management and safety measures for every maintenance task in the field site, and circulates such at the daily maintenance meeting. In consideration of the construction characteristics at different stages, safety personnel audits critical work steps, further standardizes safety management of direct working steps including hot work, confined space, lifting work, work at height, temporary power utilization and so forth, and therefore offers tight supervision. At the meantime, the Company praises and rewards good safety performance and safety behavior, executes zero tolerance safety provision and thus ensures top priority given to safety during maintenance.

During turnaround/revamp, the Company adopts centralized management, rolls out billboard for maintenance progress, wraps up daily progress of maintenance work and projects and presents such at the field site billboard. The Company adjusts construction sources and work sequence per the turnaround/revamp progress, saves time from critical path, asks resources from non-critical path, timely takes measure to catch up or speed up and makes sure construction progress will keep up with critical node requirements. 

By means of Party building activity themed “shed sweat, be pioneer and make new contributions during turnaround/ revamp” during turnaround/revamp, the Company Party Committee enables Party members to wear Party Badge, show their identity proactively and play their exemplary and vanguard role. To ensure maintenance progress, they make full use of every minute and work around the clock, carry forward the spirit of “particularly able to endure hardship, particularly able to fight and particularly able to dedicate”, and spare no efforts and push forward turnaround/ revamp. In the meantime, FREP Trade Union vigorously launches  “Six Competitions and One Insurance” labor competition in the maintenance site to ensure various maintenance tasks will be completed in a quality and efficient way. (XiaoWanyuan)