magazine - hatch advantage-en
Post on 04-Jun-2018
221 Views
Preview:
TRANSCRIPT
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 1/32
Premie r I ssue | July 2011
Safety hasa dollar value
Safe workers producemore, better
Koniambo: A mine life of 25 years
from 62.5 million tonnesof saprolite ore
Nils VoermannHatch engineer wins PEO
Award for EngineeringExcellence – designing and
installing world’s largestfurnaces since 1999
$15 millionSaved in budget,schedule and process
in this issue
energy
savings
fewerelectrodes
Our band of principles
25%
35%
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 2/32
We have only our employees to thank.
To become a best-managed company, you hire the best people.
It’s that simple.
Hatch’s 9,000 people — in 65 offices around the world —
set the standard in delivering value to our clients in the
mining and metals, energy and infrastructure sectors.
We’re project and construction managers.We’re engineers. We’re business consultants.
And we’re part of Hatch’s legacy of excellence.
Learn more about us at www.hatch.ca
A U S T R A L I A • B R A Z I L • C A N A D A • C H I L E • C H I N A • I N D I A
P E R U • R U S S I A • S O U T H A F R I C A • U A E • U K • U S A
M et a ls • Ene rgy • I n f r as t r uc t u re
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 3/32
4 | Welcome
5 | Award-winning projectno surprise to clientPort of Durban expansion, winner of the
South African Institute of
Civil Engineering Award for
technical excellence
6 | Madagascar Minerals:Patience pays dividendsRio Tinto's ilmenite project in Madagascar
is one of the world's most honored
resource projects of all time
8 | Xstrata proud of new mineNickel Rim mine in the Sudbury basin
shows a modern face in its design of
surface infrastructure
10 | An incredible journeyThe design, manufacture
and global transportation of
the world’s largest pressure vessels
14 | QIT’s UGS, the third
and best expansionInternational Project of the Year Award
16 | Adelaide Desalination planton schedule despite delaysPlaying catch-up: $1.83-billion Adelaide
Desalination plant remains on schedule
for completion by December 2012
17 | Impala Platinum,a milestone projectNew furnace achieved “astonishing
performance indices"
18 | Dalrymple BaySeventh award-winning coal terminal
expansion makes it world’s largest
20 | AltaGas wind project,
rst on BC power gridEnough wind power
to serve 26,000 homes
21 | Welland Ship CanalAn opportunity to generate electricity
using spill water
22 | Koniambo:A world-class resourceWorld-class resource base provides mine
life in excess of 25 years
24 | Mosaic expands minesThree major mines expanding
to meet growing demand
25 | Hatch engineer honoredNils Voermann wins PEO Medal of
Engineering Excellence
26 | Bruce Power:Two awards for restartsSchreyer and Project of the Year
28 | CommendationsClient feedback
29 | Our band of principlesSafety, Quality, Sustainability
and Innovation
29 | Improved safety programslead to improved productivityEconomics of safety and quality
30 | Transnet, focuson infrastructureThe redevelopment and
expansion of ports and railways
Cover photo: Koniambo metallurgical
plant lights up the night
Premier Issue | July 2011
Hatch Advantage July 2011 | 3
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 4/32
Welcome
to HatchAdvantageThis is a new publication from Hatch that
will tell readers how clients receive direct
benefits and added value beyond the
expectations of the project team.
Our clients wanted theimmediate expansion
of reliable and low-costproduction facilities.
For more than 50 years Hatch has
established itself as a preeminent
supplier of engineering and construction
management in the Metals, Energy and
Infrastructure sectors.
As the global population grows the demand
for commodities grows and prices rise.
Our clients are committed to the urgent
expansion of reliable and low-cost facilities.
In this new environment of sustainability,
safety management, and high quality, our
legacy of excellence and our experienced
staff have demonstrated that we can deliver
to meet our clients' needs.
This publication shows many examples of
exceptional value delivered on projects.
In one example (p14) client Rio Tinto
completed a 15-percent production boost
three months ahead of schedule and$15 million under budget.
QIT’s UGS project was the winner in 2008
of the International Project Management
Institute Project of the Year Award.
Kurt Strobele Chairman and CEO
Hatch
4
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 5/32
1,000,000+work-hours without a lost-time injury
19 - m - deepapproach channel
8−
11% immediate
trafc increase B
Y
T
H
E
N
U
M
B
E
R
S
Award-winningproject
no surpriseto clientThe Port of Durban, the largest
in Africa, was deepened and
expanded to accommodate
bigger ocean-going vessels
carrying commodities in and out
of Africa.
The project was a component
of the infrastructure program
that won the 2009 Technical
Excellence Award of the
South African Institute of Civil
Engineering.
‘…ahead of schedule,under budget andwith an excellentsafety record…’
Hatch and its joint-venture
partners, Mott MacDonald and
Goba Engineering, provided
all engineering, procurement,
and project and construction
management.
Moira Moses, Group Executive,
Transnet Capital Projects, on
hearing the project won theaward said, “For many years
skeptics were doubtful that
the Durban Harbor Entrance
Channel project would ever get
off the ground.
"Not only did we complete it
ahead of schedule, under budget
and with an excellent safety
record, we scooped one of the
most prestigious awards inthe industry.”
Hatch Advantage July 2011 | 5
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 6/32
85% of workforce sourced
and trained locally
3,900personnel, Madagascar's
largest project ever
12,500,000+work-hours without a lost-time injuryBY TH
E N
U
M
B
ERS
Madagascar Minerals:Patience pays dividends
6
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 7/32
AN OUTSTANDING PROJECT
• Winner, Rio Tinto's Chief Executie Safety Award
• Winner, The Bentley Innoation in Mining Award
• Winner, The Nedban Capital Green Mining Award
• Winner, The South African Steel Association
Export Award
Rio Tinto's
ilmenite project in
Madagascar is one
of the world's most
honored resource
projects of all time.
It was at the time also the largest
project ever undertaken in
Madagascar, an island state that
is home to 200,000 species of
animals of which 150,000 exist
nowhere else on the planet.
Hatch was most proud of the fact
that it could recruit and train 85
percent of the workforce fromMadagascar and amass 12.5
million work-hours without a
lost-time injury.
The project established
precedents for very careful and
incremental development, and
still began production
on schedule.
Rio Tinto's approach to thenovel development was one
of sensitivity to Madagascar's
unique ecology, and a single-
minded determination at Rio
Tinto's director level to respect
the company's commitment
to sustainability.
After several years of discussions
with local communities and
national regulators about
how the ilmenite sands could
best serve one of the most
ecologically sensitive regions in
the world, Rio Tinto drew up a
plan to create a dredging mine,
much like Rio Tinto & BHP
Billiton’s successful facility at
Richards Bay, South Africa.
Using a conventional cutter/
suction dredge, a floating
concentrator in the dredging
pond, a land-based minerals
separation plant, and associated
infrastructure (including a new
port facility, a power generator,
a 20-km-access road, and a water
supply), Rio Tinto developed
"a model for future projects
in Africa and elsewhere in the
developing world," said Rio
Tinto's Chief Executive Officer
Tom Albanese.
Despite its remote location
and the need to educate and
mobilize the local workforce,
the construction was completed
in three years and the overall
project in five years.
Hatch Advantage July 2011 | 7
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 8/32
15contracting rms on site
5,000,000+work-hours without a lost-time injury
25 km of lateral mine shafts
125 kmof diamond-drillingB
Y
T
H
E
N
U
M
B
E
R
S
Xstrata proud of new mine
8
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 9/32
Nickel Rim, a new
nickel mine in the
Sudbury basin,
shows a modern
face in its design and
project execution
Xstrata Nickel assigned the full
EPCM scope for engineering,
procurement, and construction
management to Hatch in joint-
venture with a local partner.
The Hatch EPCM team peaked
at 120 members managing five
design groups and up to 15
contracting firms on site at thesame time.
Strict access rules and
performance standards were
imposed on all site personnel,
contractors and suppliers to
guarantee that safety protocols
were obeyed to the letter.
When the project was completedmore than seven million hours
were expended including a run
of five million without a
lost-time injury.
The project’s scope included
all surface and underground
infrastructure, a ventilation shaft
sunk to 1,685 metres, and a
production shaft sunk to
1,750 metres.
The underground infrastructure
includes 25 km of lateral mine
development, and, to prove ore
body geometry, mineral grades
and tonnage some 125 km of
diamond-drilling.
Nickel Rim is now producing at
1.2 million tonnes per annum;
however hoisting infrastructureis designed to extract up to a
maximum of 1.7 million tpa of
combined ore and waste rock,
when required.
The project was completed
safely, three percent below
budget with first production
ahead of schedule.
Hatch Advantage July 2011 | 9
Environmental Services Group
Meet the Specialists
Permitting can be a long and tedious step in
the development of a mine, port or power
generation facility.
Protecting the environment, engaging aboriginal
groups and controlling energy costs require special
expertise and knowledge.
Corinne Boone
Global Director Environmental Services Group
Benchmark: We can show you where you are…and where you should be.
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 10/32
$2.3 billioncapital cost
four
780-tonnebrick-lined Hatch-designed autoclaves
transported from Malaysia in Southeast Asia
to the Dominican Republic in the CaribbeanB
Y
THE
N
U
M
B
E
R
S
One of four 780-tonne
pressure vessels on the
way to Barricks's new
Pueblo Viejo mine site
10
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 11/32
Each 780-tonne autoclave
took 18 days to be
transported just over
120 kilometres from
the port at Samana,
Dominican Republic,
to the Pueblo Viejo
operation.
The Pueblo Viejo gold operation
in the Dominican Republic is on
track for its first gold pour in the
first quarter of 2012. But getting
to this point has not exactly
been easy sailing. Because
the ore is double refractory, inorder to access it, the project
had to commission the largest
autoclaves ever built and
transport them halfway across
the world from Malaysia to the
Caribbean.
Accessing gold
Pueblo Viejo, a joint venture
between Barrick Gold
Corporation and Goldcorp Inc.,
boasts gold reserves of
approximately 23.7 million
ounces. Barrick owns 60 per
cent and is the managing
partner. The sulphidic refractory
gold deposit is being constructed
to a 24,000 tonne-per-day design
capacity. In the first five years, it
will produce an average of 1.042to 1.125 million ounces annually
(100 per cent basis).
Hatch Autoclave Technology
Group has been on the project
since 2006 with the engineering,
procurement, construction
management (EPCM) contract
for the core part of the refractory
process, namely, the autoclaving
facility and supporting oxygen
plant. “It’s a double refractorygold ore, associated with two
mineralogical issues: sulphides,
in the form of pyrite and minor
base metals such as silver,
copper and zinc, which prevent
cyanidation from directly
recovering the gold; and a
natural carbon component to the
ore, which causes issues with the
recovery under a conventional
system,” explains Hatch project
manager Kevin S. Fraser. The
incorporation of autoclaving
in the processing of the ore
addresses these challenges.
In the autoclaves, all sulphides
are oxidized, producing
sulphuric acid as a by-product.
The iron, copper and zinc
dissolve into the solution; then
the acid is washed out in a
counter-current decantation
(CCD) circuit leaving free
microscopic gold to allow
for leaching in cyanide. The
An incredible journeyThe design, manufacture
and global transportationof the world’s largest autoclaves
Hatch Advantage July 2011 | 11
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 12/32
underflow slurry is pushed to
a carbon-in-leach circuit. Also
in the autoclaves, the carbon
contained in the sedimentary
materials is oxidized with the
combination of oxygen and high
temperatures.
Within the autoclaves, oxygen
is the primary reagent. During
design of the autoclaves, Hatch
included a heat recovery circuit
that, combined with the nature
of the exothermic reactions
that produce heat within the
autoclaves, makes the heat
autogenous by design. “Without
the heat recovery system, we
would need some external
heat source,” Fraser adds.
“This way, we keep the energy
needs down.” The Pueblo
Viejo autoclaves are the largest,
by weight, refractory-lined
autoclaves built to date globally,
with an onhook weight of 780
tonnes when shipped lead lined.
The massive structures are each
5.6 metres by 34.8 metres, andwill nominally operate at 230
degrees Celsius. There are four
in total.
The grand voyage
Hatch designed the autoclaves
and provided quality assurance
during fabrication. They were
built by KNM Process Systems
Sdn Bhd in Gebeng, Malaysia.
“We had two full-time quality
assurance inspectors on site
throughout the 33-month
fabrication,” Fraser recalls.
The autoclaves were then
shipped approximately
10 kilometres to the Kuantan
Port using a 24-line, self-
propelled modular transporter
(SPMT) heavy-haul unit. At the
port, they were loaded on the
Beluga Bremen, a P2-class ship
owned by Beluga Charters out of
Germany, for its maiden voyage.
The autoclaves were transported
in two shipments of two
autoclaves each on the Bremen,
which used both of its 750-tonne
cranes and needed six hours
to load the autoclaves from the
SPMT into the cargo hold.
“We had two full-timequality assuranceinspectors on site
throughout the33-month fabrication”
The ocean voyage took four
weeks one way, heading
through the Panama Canal to
reach Samana in northeastern
Dominican Republic. “Samana
is basically an old and unused
former cruise ship pier that
was refurbished for the Pueblo
Viejo project, including the
autoclaves,” Fraser explains.
There, the autoclaves were
transferred from the Bremen
onto a 4.9-metre-wide 22-lineGoldhofer heavy-haul trailer unit
to transport the autoclaves over
120 kilometres to the Pueblo
Viejo site, a trek that took about
18 days, and had to be repeated
for each of the four autoclaves.
“I think I’ve walked every
kilometre of that route – I’ve
definitely driven it many times,”
says Fraser. “The Goldhofer
moves at an average of two
kilometres per hour and can only
operate during the daytime.”
Prior to the autoclaves arriving
in the Dominican Republic, the
project of readying the route to
get them to site took about
16 months. Due to the sheer
size of the autoclaves, there
were a lot of interference issues
to deal with: trees, power lines,
communications lines, signs in
villages that had been modified
so they could rotate, and bridges
(some had been temporarily
reinforced to support the excess
weight of the load; others had
metal ramp structures added
along each side to allow the
Goldhofer to drive over them).
The actual trek across the land
with the autoclaves required
a number of teams. Heavy
lifting and transport specialist
Mammoet Caribbean Inc. was
responsible for driving the
Goldhofer. A crane and ramp
team moved the ramps – the
team would go ahead, ramp
up a bridge, and then once the
Goldhofer crossed, dismantle
the ramp, move ahead of the
Goldhofer and ramp up the next
bridge. A safety team acted asan escort and ensured all were
well-fed and hydrated, while
also providing necessary crowd
control near towns.
Upon reaching the massive
gates at Pueblo Viejo, which
12
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 13/32
is situated on a mountain, the
autoclaves were transferred
from the Goldhofer to an SPMT
trailer unit, as it can rotate
and manoeuvre tightly, using
hydraulics for better accuracy.
The autoclaves were transported
to the north bench area of the
project and negotiated into the
autoclave building, where a
jack-and-slide process was used
to lift the large items to be slid
sideways onto piers and lowered
down onto two six-metre bearing
plates and sixteen 70-millimetre-
diameter anchor bolts. “The fit
was perfect,” Fraser says.
By August, the first two
autoclaves were on site, and the
remaining two were there by
mid-November.
Brick by brick
The autoclaves are constructed
of carbon steel, with the vessel
shell made of 100-millimetre-
thick plate. A lead lining was put
in during fabrication to protect
the vessel shell from corrosion.A team of 12 lead burners from
JL Goslar GmbH & Co. KG
welded approximately 60 tonnes
of lead into each autoclave.
Currently, at site, a refractory
brick lining is being put in the
autoclaves by Koch Knight LLC
to thermally insulate the process
and protect the vessel from the
challenging conditions. Thelining will be 300 millimetres
thick, comprising four layers of
brick. A team of 12 masons is
working on site laying 98,000
bricks in each autoclave.
“Bricking the autoclaves takes
talent – there are many nozzles,
openings for pipes, agitators,
internal structural components
and so on,” Fraser says, “all
with specific designs to ensure
they are protected thermally
and chemically and perfectly
fit. The brick work started at the
beginning of September 2010
and will finish at the end of
June 2011.”
Article from CIM Magazine,
March/April, 2011
Reprinted with the kind
permission of Canadian Institute of
Mining, Minerals and Petroleum
www.cim.org
Hatch Advantage July 2011 | 13
ConsultingMeet the SpecialistsFrom asset audits to maintenance management
Hatch helps clients to set realistic improvement
targets, monitors equipment, trains personnel,
develops strategic operating plans and provides
technical support.
Mary Ann Crichton
Global Practice Director Hatch Consulting
Benchmark: We can show you where you are…and where you should be.
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 14/32
525,000work-hours without a lost-time injury
3 monthsahead of schedule
$15 millionunder budget
400+piping, mechanical and
elecrical tie-ins required
15% production increase
B
Y
T
H
E
N
U
M
B
E
R
S
Every objective was met with the
highly successful third expansion
of Rio Tinto's UGS to 375,000
tons per year.
The project was fast-tracked from
the outset and was completed
three months ahead of scheduleand $15 million under budget.
During the 525,000 work-hours
dedicated to the expansion
project in a facility operating
at full capacity there was not a
single lost-time injury.
Rio Tinto had concluded
that a 15-percent increase
of production could best beaccomplished with two new
production lines.
QIT’s UGS,the third and
best expansion
14
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 15/32
The project won theProject ManagementInstitute Project ofthe Year Award inQuébec. UGS isat Sorel-Tracy,Québec, on the
St. Lawrence River.
The project was then entered
into the International Project of
the Year competition, against
competitors from more than 60
nations, and Rio Tinto captured
that honor as well.
It was a global project:
• All the main production
equipment was designed at
Hatch Mississauga in Canada;
• The preliminary design studies
were completed in HatchMontréal and Hatch Sorel-
Tracy; and
• The structural engineering
and steel detailing of the
Slag-Preparation Plant were
assigned to the team at
Woodmead, South Africa.
Hatch's scope of services were
engineering, procurement and
construction management, i.e.the “full EPCM.”
Hatch also designed the process
equipment including the
reactor, dryer, and classifier; and
programmed the controls.
More than 400 piping,
mechanical, and electrical tie-ins
were needed.
A dozen major pieces of
equipment were installed.
Through it all, production
continued without interruption.
The Acid-Leach Plant was on
stream after two days. The
Slag-Preparation Plant was
operational in a week.
Hatch Advantage July 2011 | 15
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 16/32
$1.83 billioncapital cost
100 gigalitres
total expanded capacity
1.1 kilometres
of undersea tunnel boredB
Y
T
H
E
N
U
M
B
E
R
S
The rst 50 gigalitre
plant can start producing
desalinated drinking
water by the end of
July 2011 and will reach
capacity by the end of
October 2011.
— JOHN RINGHAM,SA Water Chief Executie
““Adelaide
Desalinationplant on
scheduledespitedelaysDespite delays caused by ground
conditions under the seabed,
inclement weather, safety
investigations on site, and delays
in the supply and installation
of electrical infrastructure,
the $1.83-billion Adelaide
Desalination plant remains on
schedule.
Hatch is a member of the
design and construction
multidisciplined consortium,
Hatch/SMEC Joint venture, that is
developing the facility.
AdelaideAqua advised
the South Australia
government that
the overall project
completion date,
incorporating the
100 gigalitre-expanded
plant, remains within
the Government’s
approved schedule.
Milestones include:
• Completion of the
transfer pump station and
transfer pipeline system to
Happy Valley
• Completion of significantmarine works for the intake
and outfall pipelines
• All site structures, including
process buildings and
chemical storage buildings
• All site civil works
• Tunnel boring machine
reached its destination 1.1
kilometres from shore.
• Power supply infrastructure
ready to meet the needs of the
50-billion-litre facility
• The energy recovery system.
“We are continuing to workclosely with AdelaideAqua to
ensure safety, quality, durability
and environmental compliance
remain at the highest levels,”
John Ringham South Australia
Water, Chief Executive Officer,
said.
AdelaideAqua reassured the
government that “safety
remains a key priority on theconstruction site.”
16
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 17/32
35% fewer electrodes
25% power savings
B Y T H E N U M B E R S
ImpalaPlatinum,a milestone
projectHatch developed an efficient
electric furnace for Impala
Platinum. Power needs were
slashed by 25 percent, and
electrode consumption was
reduced by 35 percent.
Impala Platinum had a clear
objective when it asked Hatch
to expand its smelter and that
was to increase production
while cutting costs per unit of
production.
Hatch designed a single smelting
furnace designed to operate at
40MW, equal to the combined
power of Impala’s
previous four furnaces.
The single furnace
throughput is now more
than the total of the other
four furnaces.
When the new furnace
was commissioned, it
achieved “astonishing
performance indices,” says
Bert Wasmund, Executive
Director, Hatch.
The new furnace uses
25 percent less power per tonne
of feed, and has 35 percent
lower electrode consumption.
Impala used Hatch’s proprietary
refractory cooling and high-
voltage technologies.
Hatch’s specialized team of
furnace technologists designed
all components of the new
furnace including the innovative
three-dimensional (3D) structural
binding arrangement as well
as mechanical and electrical
systems for the 40-tonne
automated Soderberg electrodes
that deliver power to the furnace.
The Impala furnace No 5 in
South Africa was designed in
1991 by Nils Voermann, Hatch’s
Global Managing Director,
Technologies. He also led the
team that commissioned the
furnace. Nils was the winner
of the 2011 Professional
Engineers of Ontario Engineering
Excellence Medal.
Hatch Advantage July 2011 | 17
Technologies
Meet the Specialists
Original ideas from Hatch often lead to research
and development, technology audits, intellectual
properties and tax concessions that provide clients
with continuing income from improved and exclusive
processes and equipment.
Nils Voermann,
Global Managing Director
Technologies
Benchmark: We can show you where you are…and where you should be.
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 18/32
$1.26 billion
capital cost
56% increase in capacity
85 Mtpa
upgraded terminal capabilityBY TH
E N
UM
B
ERS
Dalrymple Bay:Award-winning
terminalexpansion
When the award-winning
Dalrymple Bay Coal Terminal’s
(DBCT) seventh expansion
concluded, the capacity of the
terminal was increased by
56 percent from 54.5 million
tonnes per annum (mtpa) to
85 mtpa, making it one of the
largest export terminals in the
world.
Under Hatch’s leadership the
Aurecon Hatch JV provided
full engineering, procurement,
construction and project
management services. The
$1.26 billion project had a total
of 5.5 million hours worked
and more than 21,000 audits of
safety protocols.
The DBCT project won the
2010 Queensland Engineering
18
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 19/32
Excellence Award. A year earlier
the project captured a Facilities
Excellence Award.
Engineering design excellence
produced:
• Automated wagon vibratorsthat eliminate manual handling
and noise-related occupational
health and safety hazards
• Jetty widening on a single row
of vertical piles to ensure the
benefits of lower capital cost,
smoother constructability and
easier maintenance
• Further expansion
accommodated by the jettywidening and the vertical
pile structure
• Processes that allowed full
production being achieved
within days of startup
• An enhanced working
environment that is cleaner,
provides good maintenance
access and is less constrainedfor operational personnel.
At program completion, a
distinguishing operational feature
of DBCT was the technology of
two reclaimers simultaneously
feeding each outloading
conveyor/shiploader. This feature
enables DBCT to efficiently
blend cargoes out of the
stockpiles which have enhanced
terminal users' commercial
positions in global markets.
The DBCT 7X project scope of
work included the introduction
of 3D anti-collision technology
that increased the advantage
of cargo blending. In addition
to the innovative higher bund
walls in the stockyard, greater
capacity, efficient blending and
simultaneous machine operation,
is only part of the engineering
components that have placed
DBCT as the highest throughput
coal export terminal in the
southern hemisphere
Hatch Advantage July 2011 | 19
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 20/32
34 turbines
Enercon prototype WTGs
40-metre-longturbine blades
102MWelectricity
generated
26,000
homes poweredB
Y
T
H
E
N
U
M
B
E
R
S
Construction
management was
very efcient, and
site supervision was
focused on safety
and results.
— MARC BOUCHER,
AltaGas project manager
““
AltaGaswind projectrst on BCpower gridThe Bear Mountain wind project
in the Peace River Country of
British Columbia generates102 MW of power, enough
to serve the needs of
26,000 homes.
To appreciate the scale of the
project, consider that nearby
Dawson Creek, a community
in the northeast corner of the
province, has a population of
about 11,000.
Hatch provided full EPCM
services for the design,
construction and commissioning
of access roads, turbine pads, a
substation, a 34.5-kV collection
system and 138-kV transmission
system.
The project was completed onschedule and on budget.
The Bear Mountain project
features 34 Enercon prototype
wind turbine generators.
The Enercon wind generators
hub height is 80 metres. Each
is capable of producing 3 MW,
making them the largest wind
generators in Canada.The Bear Mountain project was
the first wind farm to be tied into
the BC power grid.
Sea, rail and road were allused to transport the turbine
components. The blades of Bear
Mountain’s 102 wind turbines
are 40 metres long.
20
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 21/32
25 GWhof green energy
generated
16,000 tonnes
of CO2 offset annually
B Y T H E N U M B E R S
The Welland Ship Canal was
first constructed in 1824 to
help cargo vessels ascend and
descend the escarpment between
Lake Erie and Lake Ontario in
the Great Lakes system.
Today more than
40 million tonnes of cargo
move freely each year through
the canal avoiding the famed
Niagara Falls.
But the St. Lawrence Seaway
Management Corporation saw
another opportunity in the canal:
the generation of electricity.
Today the spill water from
Locks 1 and 2 generates 25
GWh of green energy and offsets
annually 16,000 tonnes of
carbon dioxide.
Hatch was retained to design
two water-power facilities
within the locks. There are eight
locks in the canal between
Port Colborne (Lake Erie) and
Port Weller (Lake Ontario),
compared with 40 in the first
Welland Canal. Hatch’s scope
was to ensure the designs were
constructible within the tight
and variable confines of the
canal and that the construction
activities could be completed
during the icy months of January
to March when the canal was
closed. The objective was ‘no
interference with shipping’ in
this critical waterway.
Hatch was up to the challenge
and for this novel project
received the Canadian
Consulting Engineering
Award of Excellence.
Water spillsgenerate electricityfor historic
Welland Ship Canal
Hatch Advantage July 2011 | 21
Systems & Process ControlMeet the Specialists
Hatch’s Systems & Process Controls business practice is
a key differentiator for Hatch. We offer a full spectrum
of services from instrumentation and automation to
operational information management in order to ensure
our clients' facilities operate at the highest reliability
and efficiency.
Bruce MacKay
Global Director
Systems & Process Control
Benchmark: We can show you where you are…and where you should be.
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 22/32
142.1 million
tonnes of saprolite reserves
50+ years
economic production life spanBYTHE
NUMBERS
Koniambo, Xstrata’s nickel mine
in New Caledonia, benefits
from a world-class resource
base, and will have a mine life
of more than of 25 years from
62.5 million tonnes of saprolite
reserves grading 2.40% nickel at
a 2.0% cut-off grade.
Koniambo:A world-class
resource
22
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 23/32
Koniambo represents the opportunity to develop an outstanding
nickel operation with cash costs in the lowest quartile and
exciting, low-cost growth potential from its vast resource base.
The project is based on very strong valuation metrics.
— MICk DAvIS, Xstrata Chief Executie
““
This major resource has the
potential to extend mine life
beyond 50 years of economic
production.
The Koniambo Nickel project,
a joint-venture partnership
between Xstrata Nickel andSociété Minière du Sud
Pacifique (SMSP), is a greenfield
pyrometallurgical facility in New
Caledonia designed to develop
one of the world’s largest and
highest-grade nickel laterite
deposits.
The project will process orein a 60,000-tonne-per-annum
ferronickel smelter. The
smelter will use a standard
pyromettallurgical process and a
new technology to confine dust.
Because of the scale of the
project and its remote location,
the metallurgical plant wasconstructed in 15 separate
modules in Qingdao, China,
then shipped to site. The
modules, weigh up to
3,500 tonnes each and can
be more than 50 metres tall.
They arrived in New Caledonia
between October and
December 2010.
Hatch, in joint venture withTechnip in an integrated
owner’s team, is constructing a
metallurgical plant; a
350 MW coal-fired power
station; an ore preparation plant;
an 11.5-kilometre ore conveyor;
a port; and a construction camp
for more than 4,800.
Hatch’s Systems & Process
Control group was responsiblefor the project’s fully integrated
systems-and-automation
approach, which includes
state-of-the-art communications
infrastructure, operational
systems, fibre optics and
networks, security systems,
management systems and all
automation.
Hatch Advantage July 2011 | 23
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 24/32
50% increased
production capacity
5.3million tonnes shipped per annum
BY
THE
NUMBERS
Mosaic is the world’s second
leading producer of potash with
mines and mills in the USA and
Canada. Mosaic’s facilities in
Saskatchewan, Canada, are in
the first phase of expansion oftheir production capacities.
Hatch has completed a series of
studies at all Mosaic sites within
Saskatchewan and is providing
prefeasibility and feasibility
studies, as well as engineering,
procurement and construction
management (EPCM) services for
the expansion program.
The capacity of facilities near
Esterhazy, Saskatchewan, the
world’s largest potash mine,
will increase to seven million
tons per annum (Mtpa). The
expansions at Esterhazy include
a new mining complex that will
add a new source for potash
ore to feed the local mills. The
new mining complex, named
K3, is currently being prepared
for shaft sinking activities that
will take more than two years to
complete. Hatch is the EPCM
provider for these services, plusthe shaft lining system and all
surface facilities.
Hatch is also the EPCM
service provider for the current
expansion project at the
Colonsay mine and mill located
Mosaic expands mines
24
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 25/32
Nils Voermann, Hatch’sGlobal Managing Director,
Technologies, will be awarded
the Professional Engineers of
Ontario Medal for Engineering
Excellence in November in
Toronto.
The Award is presented jointly
by the Professional Engineers
of Ontario and the Society of
Professional Engineers.
Nils joined Hatch in 1989
after graduating from Queen’s
University in Kingston with a
B.Sc. in Mechanical Engineering.
He is currently assigned to the
Hatch Brisbane office.
As a member of the global
electric furnace team, Nils and
his colleagues introduced Hatch
technologies in the early 1990s
to the platinum industry in South
Africa. Hatch’s new technologies
made it possible to double the
power level of rebuilt furnaces
by adding Hatch sidewall
copper-plate coolers and taphole
blocks.
The rebuild option for electric
furnaces is popular today
thanks largely to the Hatch
technologies, the faster
implementation schedule, and a
much lower capital cost
As GMD, Technologies, Nils is
responsible for the technical and
commercial performance of the
global technologies business unit
of 150 engineers and designers
in the Furnace, Hydrometallurgy,
Steel Mills, Advanced Controls,
Electrotechnologies, Non-
Destructive Testing, and Energy
Technologies Commercialization
groups.
Nils has won several awards for
his technical papers, and has
been awarded three patents from
the US Patent and Trademark
office.
In 1994 Nils received his
MBA (Business) at INSEAD in
Fontainebleau, France.
Nils is a member of the Hatch
board of directors.
Nils Voermannwins PEO Medal ofEngineering Excellence
near Saskatoon, Saskatchewan.
The expansion will increase the
capacity of the mill by up to
2.5 Mtpa.
At another Mosaic site at
Belle Plaine, Saskatchewan,
a feasibility study has been
completed to increase the
capacity by an additional 1Mtpa. The Belle Plaine site is
the world’s largest potash mine
and refining complex.
Hatch Advantage July 2011 | 25
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 26/32
$4.25 billioncapital cost
6,200 MW
total output potential
25% of Ontario's
electricity
25-year constant delivery rateB
Y
T
H
E
N
U
M
B
E
R
S
Bruce Power:Two awards for restarts
26
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 27/32
QUICk FACTS:
• Bruce A is a 4 x 750-MW CANDU nuclear
plant commissioned in the 1970s.
• The plant was shut down in the late 90s,
when the demand for power slumped.
• In 2001 Bruce Power opted to restart two of
the Bruce A units (3 and 4) to tae adantage
of a revitalized economy.
• In 2005 Bruce Power commenced wor to
restart two more units (Units 1 and 2).
The restarts won two prestigious awards:
The Canadian Consulting Engineering 2004
Schreyer Award, and the Project of the
Year Award from Power Engineering for
the restart of Bruce Power A (Units 3 & 4).
Hatch is a member of the
Acres–Sargent & Lundy and
E.S. Fox Ltd Joint Venture,
known as ASLF, which currently
provides Bruce Power with
engineering and construction
services for upgrading the fire
protection systems and installing
a secondary control area.
The joint venture is workingas an integrated team with
Bruce Power in its $4.25-billion
investment program.
In October 2005, Bruce Power
announced the restart of Units 1
and 2.
Ultimately the four units will
boost Bruce Power’s output to
more than 6,200 MW, making
it potentially the source of
about 25 percent of Ontario’s
electricity.
The restarts will give Bruce
Power enough nuclear
generating capacity to supply
the annual power needs of morethan four million homes.
The units have been designed to
deliver power at the same rate
for another 25 years.
Hatch Advantage July 2011 | 27
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 28/32
“The Shikwamkwa
Replacement Dam was
a high priority project forBrookeld Renewable
Power. This complex
and challenging job was
completed signicantly
ahead of schedule on a
fast-track basis with no lost-
time injuries and well within
budget.”
— Colin L. Clar,
Executive Vice President,
Brookeld Renewable
Power
“We are fully condent in
recommending Hatch to anyother client who is in need of
detailed hydroelectric design
expertise.”
— Ralph Wittebolle,
Division Manager,
New Generation
Construction,
Power Supply,
Manitoba Hydro
“We had an excellent
meeting with the Ministry of
Natural Resources and theywere very complimentary
of the work Hatch has
done. Your reports were
praised as ‛textbook’ in
their thoroughness and
presentation.”
— Brian J. Barr,
President,
3G Energy Corp.
“Ten months after the restart
I would like to put on the
record our great satisfaction
with the furnace that we are
seeing in action every day.The work that Hatch did for
us, all the way through the
project, was rst class.”
— Andrew Nelson,
Minera Loma de Niquel,
Venezuela, Anglo
American Group
28
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 29/32
Every dollar invested in
workplace safety can deliver as
much as $10 to a company's
income statement, says a study
funded by Liberty Mutual
Insurance.
A recent statistical study ofconstruction records showed
a strong association between
improved safety and improved
productivity.
Another company's records
agreed with that finding and
went on to say that by cutting
accidents in half, the company
could immediately reap a
12 percent improvement inproductivity.
Unknown is why a relationship
between productivity and
safety exists.
The speculation is that
companies that want
both improved safety and
productivity, simultaneously
create cultures in which the
employees see management
supporting safety while at thesame time demanding
improved productivity.
A meat processing company
analyzed 10 years of safety and
productivity records and found
that the company could point to
an internal rate of return of
30 percent.
It was clear too that large
construction companies couldclaim better productivity and
safety programs for the simple
reason that they could afford
to implement comprehensive
safety training and supervision
programs.
Foster Wheeler examined the
safety and productivity records
of 19 major projects and 34
million work-hours on site
and concluded that the key
performance indicators of cost,
schedule, safety and productivity
are all "interdependent."
The School of Health Services
at Purdue University concluded
that the primary element that
reduced falls from elevations
on construction sites was the
commitment of senior managers
to promote safety as a priority.
The second important element
was training supervisors on how
to promote safety. Leadership
was found to be the key to
success in improving safety
results and productivity.
Contact us: hatchadvantage@hatch.ca
Send to us:
Hatch Corporate Ofce
Sheridan Science and
Technology Park
2800 Speakman Drive
Mississauaga, Ontario, Canada
L5K 2R7
Band ofprinciplesOur band of principles begins
with Safety. There is nothing
more precious to us than thewell-being of our employees and
visitors. Quality is embedded in
our professional and technical
performance on every project,
irrespective of size, to meet
and exceed the high standards
and realistic demands of our
clients. Sustainability is the
promise that Hatch plans for
the continuous development
of our employees, our teams of
specialists, our technologies and
our methodologies. Innovation
is the easiest of our principles
to discuss. For Hatch, new
concepts, designs, materials,
processes and disciplines are
instinctive, stimulating and
productive.
FROM THE EDITOR'S DESk
Improved safety programslead to improved productivity
Hatch Advantage July 2011 | 29
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 30/32
$12 billioninfrastructure-expansion program
91 mtpa
iron ore rail capacity totalBY
THE
NUMBERS
Transnet, focuson infrastructure
Hatch and its joint-
venture partners
in South Africa
were selected to
manage the EPCM
roles for all projects
in an aggressive
$12-billion program.
30
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 31/32
How do youspell that?Offering professional services
on a global basis can be both
instructive and engaging.
The Republic of South Africa
has been expanding its port and
rail facilities to accommodate
burgeoning commodity exports.
A website for one of the port
projects explains the potential
for confusion over its name,
Ngqura.
“Several spellings exist for
Coega. These include Ngqura,
the Xhosa spelling, which is
used in the Port of Ngqura
Establishment Act and is
the ofcial spelling used by
the National Ports Authority;
Ngqurha, as has been used on
occasion by the Department of
Public Enterprises; and Coega
which is that used by the CoegaDevelopment Corporation, the
Industrial Development Zone,
and by most other people.
“Other spellings include
Cougha, Coecha, Koecha
and Koega. The name is of
Khoekhoen origin for the
river of the same name and
means 'ground water.' Coega
is pronounced 'koo-gha,' with aguttural sound forming the last
syllable.
“To pronounce Ngqura correctly
requires an ability to sound the
click as used in Koekhoe and
Xhosa.”
Seven ocean ports and the
associated export rail lines
were expanded to ensure that
South Africa’s economic growth
was not constrained by lack of
capacity of those infrastructure
facilities.
Hatch’s scope included:
• Increasing the capacity of the
iron ore rail line from Sishen
to Saldanha (800km) from 37
million tonnes per annum to
91 mtpa
• Expanding the Port of
Saldanha, including revamping
tipplers, conveyors, stacker
reclaimers and ship loaders
• The award-winning widening
of Durban Harbor
• Developing Ngqura container
terminal, and
• Expanding the Cape Town
container terminal.
Hatch Advantage July 2011 | 31
8/13/2019 Magazine - Hatch Advantage-En
http://slidepdf.com/reader/full/magazine-hatch-advantage-en 32/32
World leader in mining & metals,
energy and infrastructure
Hatch is among the world’s largest companies
providing safe and high-quality projects to the
mining and metals, infrastructure, and
energy sectors.
We’re project and construction managers.We’re engineers. We’re business consultants.
And we’re part of Hatch’s legacy of excellence.
Learn more about us at www.hatch.ca M et a ls • Ene rgy • I n f r as t r uc t u re
top related