Magazine - Hatch Advantage-En

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%



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



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



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



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.”




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



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.




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



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.


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.



$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



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




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



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


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




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



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.





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



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.


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




$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



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




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



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


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




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



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.




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



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.





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



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.




“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



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: [email protected]

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




$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



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.




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

Documents

Magazine - Hatch Advantage-En