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Ian Cluroe

The document discusses Hatch, a global engineering firm, and its approach to project delivery. It highlights Hatch's focus on safety, quality, sustainability, and innovation. It describes Hatch's global presence with over 11,000 employees working on $35 billion worth of projects. It also outlines Hatch's approach to engineering excellence, procurement, material management, construction, commissioning, and project lifecycle process to maximize value and minimize risk for its clients.

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Thinking and Acting– For Our Clients This is Hatch 2012
www.hatch.ca2 Contents Chairman’s Message................................ 2 Global Presence....................................... 4 Major Client Projects................................ 6 Our Principles—Safety, Quality, Sustainability, Innovation.......................... 7 Project Delivery— Maximizing Value, Minimizing Risk......... 10 Partnering for Success........................... 12 Mining & Metals...................................... 20 Energy.................................................... 30 Infrastructure.......................................... 38 Expert Services...................................... 44 Awards.................................................... 48 Hatch in our Communities...................... 50 Board of Directors.................................. 52 Chairman’s Message: Thinking Like an Owner While the world’s economy continues to walk the recovery tightrope—particularly in Europe and the United States—our clients are forging ahead with investments that had been postponed or canceled during the slowdown that began in late 2008. We believe that the rapid acceleration of industrialization, particularly in highly populated parts of the world like China, India and Brazil, will continue to drive growth in demand for our clients’ products. As the industrialization evolution of these countries continues to gather steam, we see increased demand for both conventional and alternative energy sources to power that next stage of growth. At the same time, countries and corporations will be investing in improved infrastructure— roads, ports, railways and the like—to better connect within and outside their borders, and to get their products into the global marketplace more efficiently and profitably. Opportunities and Challenges This is all good business for our clients and their stakeholders. And it means we have an ever-growing opportunity to support our clients across all three of our sectors—Mining & Metals, Energy, and Infrastructure—as they seek to meet the demands of a global market, and deliver healthy returns for their owners and stakeholders. But these exciting times also pose challenges. New technical and cultural challenges are coming to the fore as our clients move into more remote parts of the world—where their experience is sometimes limited. And we all have an obligation to deliver projects that are environmentally sustainable and benefit the communities in which they are located. That is why leading professional services companies like Hatch must step up. We must deliver the powerful combination of our technical expertise, our project delivery experience and our business vision to help our clients shape their future. Leaders take calculated risks and manage them closely. They expand into new markets. They hire the best people—technically impeccable, but also innovative and visionary—and they empower them to deliver new, value-creating solutions that solve their clients’ business needs. Hatch is reaping the benefits of strategies we executed during tougher times. We continue to invest heavily in training, and in developing new technologies. And we are continually improving the rigor with which we deliver our projects, enter new markets, and add capacity and capability to our portfolio of services.
This is Hatch 2012 3 What Matters Most In this annual review, we take you around the world on a virtual visit to many of the projects we are helping our clients develop. We currently manage over US$35 billion worth of projects around the world (see page 6). Every day, Hatch teams are working closely with their clients to deliver on a common goal: to safely, efficiently and sustainably deliver a profitable outcome. We have always prided ourselves on taking the long view of our business and our client relationships. This kind of attitude helped Hatch become an industry leader in technologies like autoclaves and high-powered furnaces. And it is how we are leading the way in applying new management tools in project implementation, and in emerging areas like construction modularization, unconventional gas and oil technologies, and gateway logistics, among others. As our clients grow, so does Hatch. We now number more than 11,000 people around the world (see page 4)—a broad reach that gives us the ability to serve both global clients wherever they may be, as well as local clients contributing to the development of their domestic economies. While we grow, it is vitally important that we not lose touch with our strong focus on the key principles of safety, quality, sustainability and innovation. Our clients demand these principles of us, and we demand them of ourselves. The Future We continue to set the stage for success. But at the same time, Hatch and our clients all serve a higher purpose— to help bring products to market and to grow our global economy. As economies prosper, so do all of us. Our management team’s pledge for the future is very simple. We will continue to do the right things for all of our stakeholders: our clients, our employees, and the communities in which we work and live. On a final note, Hatch’s Board of Directors recently appointed John Bianchini to the position of Chief Executive Officer. It has been my privilege to serve as Hatch’s CEO since 2004, and I will continue to serve as Chairman. I hope you enjoy our trip around the world in This is Hatch. Kurt Strobele Chairman We will continue to do the right things for all of our stakeholders: our clients, our employees, and the communities in which we work and live.
4 www.hatch.ca Global Presence
This is Hatch 2012 5
'08'00 '01 '02 '03 '04 '05 '06 '07 '09 '10 '11 '12 '08'00 '01 '02 '03 '04 '05 '06 '07 '09 '10 '11 '12 100to750750to1,5001,500to3,0003,000to50,000 CapitalCostUS$Millions Barrick Gold Pueblo Viejo Autoclave, Dominican Republic Pacific Hydro Chacayes Hydroelectric Project, Chile Impala Platinum Shaft Sinking, South Africa BHP Billiton Cerro Matoso Smelter Expansion, Colombia BlueScope Steel No. 5 Blast Furnace Reline, Australia Anglo Platinum ACP Phase A, South Africa Anglo Platinum ACP Phase B, South Africa Vale CORe Project, Canada Rio Tinto Alcan ISAL, Iceland Galaxy Lithium Plant, China Thompson Creek Mining Endako Expansion, Canada Richards Bay Minerals MSP Tailings Treatment Plant, South Africa Agnico Eagle Meadowbank Gold Project, Canada Anglo Platinum Rustenburg Base Metal Refinery, South Africa Xstrata Persévérance Zinc Mine, Canada Peter Kiewit Infrastructure Co. Sea-to-Sky Improvement Program, Canada Canadian Natural Resources Horizon Oil Sands, Canada Rio Tinto UGS Expansion to 375 ktpa, Canada BlueScope Steel China Coating Project, China Bruce Nuclear Units 3 & 4 Restart, Canada Kumba Iron Ore Sishen South Mine Project, South Africa Rio Tinto Alcan AP60 Jonquière Smelter Pilot Plant, Canada Shanghai Krupp Stainless Steel Plant, China Sacramento International Airport Terminal B, USA Freeport-McMoRan Tenke Project , DRC Manitoba Hydro Wuskwatim Generating Station, Canada NCIG Coal Export Terminal Expansion, Australia Delaware Catskill Aqueduct, USA BBI Dalrymple Bay Coal Terminal 7X Project, Australia Rio Tinto QIT Madagascar Minerals (QMM) Ilmenite Project, Madagascar Xstrata Nickel Rim South Mine, Canada GTAA Pearson Airport Redevelopment, Canada Woodside LNG Train 4 Expansion, Australia AdelaideAqua Desalination Plant, Australia Ontario Power Generation Niagara Tunnel, Canada CQPA/QR Wiggins Island Coal Terminal, Australia BC Hydro Gates Project, Canada Spadina Subway Extension, Canada Peter Kiewit Infrastructure Co. Port Mann Highway 1, Canada Windsor-Essex Parkway Project, Canada Vale Onça Puma Nickel Smelter, Brazil Toronto Transit Commission Sheppard Subway Line, Canada Alumar Alumina Refinery Expansion, Brazil Aluminerie Alouette Smelter Expansion, Canada Codelco Ministro Hales, Chile Ma’aden, Saudi Arabia Xstrata Koniambo Nickel Smelter, New Caledonia Bruce A Nuclear Units 1&2 Restart, Canada Transnet Rail and Ports Expansion Program, South Africa LAX Modernization and Expansion Project, USA Gorgon Liquefied Natural Gas Facility, Australia Santa Clara Transportation Agency BART Extension, USA Alaskan Way Viaduct & Seawall Replacement Program, USA Kinross Gold Tasiast Project, Mauritania Mary River Iron Ore Project, Canada TTC Eglinton LRT, Canada Anglo Coal Program, Australia Mosaic Saskatchewan Potash Expansion, Canada QSLIC Industrial Complex, China This is Hatch 2012 6 Major Client Projects
7 www.hatch.ca Safety Maintaining a consistent approach to safety can be a major challenge in our business. Hatch’s standards are clear: we work diligently to ensure no harm comes to our own people, our clients’ people, and the contractors and suppliers with whom we work. Our safety record surpasses industry standards and is a testament to the diligence of our people and the transfer of this mindset to everyone we work with and for. Hatch’s safety record has improved even as our business has doubled. Our record currently stands at 0.07 lost time injuries (LTIs) for every 200,000 man-hours of project work completed. One recent example is our team working on Barrick’s US$655 million Pueblo Viejo pressure leach gold plant in the Dominican Republic, which surpassed two million man-hours without an LTI in 2011. The Band of Principles – What We Believe and How We Work During 2011, we launched a new campaign that confirms and reminds us of four key commitments Hatch makes every day—to our clients and ourselves—and, combined, make us unique in our industry. We call it our Band of Principles.
Quality Does quality actually pay off? At Hatch, we know it does. Clients hire us to study, design and build projects that will deliver the best possible financial result to their shareholders and owners. Our commitment to quality was recognized by clients and at awards ceremonies around the world throughout 2011. One of many examples was a trio of wins at the Consult Australia awards. Our joint venture work on the Abbot Point Coal Terminal X50 project received two honors: Project of the Year; and the Gold Award for Resources and Mining. In addition, the Newcastle Coal Infrastructure Group Stage 1 project received the Gold Award for Excellence in Project Management. Sustainability Our clients’ projects are often located close to sensitive environments and can have a significant social impact on nearby communities. Delivering projects sustainably is important not just for the long-term health of our planet, it is increasingly an important financial driver for our clients. Sustainability to Hatch is about providing services that benefit not just our clients’ businesses, but the communities and environment in which we live. One example of our sustainability work has taken us to the Solomon Islands, the Pacific island nation northeast of Australia. There, Hatch is working with SMM Solomon Limited to develop its Solomon Islands nickel project. As part of Hatch’s work, we are conducting an environmental impact assessment (EIA), which requires particular attention to conservation areas, the local community, and the cultural heritage of the region.
This is Hatch 2012 9 Innovation For Hatch, innovation is quite simple: it is a new idea or way of working, which can be big or simply incremental, that delivers a cost saving or a new revenue opportunity. We look to our clients to help us drive our own innovation processes. Innovation leadership is happening right now in Canada’s oil sands, where Hatch, Suncor Energy, Enbridge and Nenniger Inc. are developing a pilot plant to demonstrate BEST—bitumen extraction solvent technology. BEST is a low temperature, primary, in-situ production technology for bitumen reserves using a pure, condensing solvent. It will produce 85 percent less greenhouse gases than steam assisted gravity drainage (SAGD) and will reduce the consumption of process water to zero. It is also expected to have lower operating and capital costs than SAGD.
10 www.hatch.ca Hatch’s clients invest billions in the development of their most important assets. That kind of investment is never taken lightly, and it demands the best possible project set-up, quality and delivery to ensure that facilities are built safely, on-time and to budget—and achieve the expected profitability. Engineering Excellence and Differentiation From Hatch’s beginnings in the mid-1950s, our company has built a reputation for delivering strong and differentiated engineering skills. Our strategy at the engineering stage of a project is always on designing a plant—from the first flowsheet onwards—that can be constructed efficiently, started up quickly, and operate at capacity. It is that focus on our clients’ business objectives that distinguishes Hatch’s approach to engineering. Hiring and developing the best people, from new engineers to those with decades of experience, is one way that we achieve this goal. Another is by seeking out and working with our clients on their most challenging issues— challenging ourselves to deliver robust and innovative solutions that pay off for our clients and enhance our people’s skills. We also make significant investments in building and maintaining teams to support our in-house technology groups, such as those focused on furnaces and autoclaves, and specialty areas like custom machine design, custom structural design, bulk material handling, pipeline design, automation systems, noise control and many others. Procurement Hatch’s global procurement team works to identify, select and manage the best suppliers at the best prices, from around the world. Project Delivery— Maximizing Value, Minimizing Risk The Dalrymple Bay Coal Terminal is located within the Great Barrier Reef Marine Park and environmental protection measures were paramount in undertaking the terminal expansion.
Our procurement team continues to enhance the functionality of our Global Procurement Intelligence system (GPI). GPI aggregates knowledge on suppliers worldwide so that project teams can access supplier intelligence relevant to their particular project. The system is also integrated with an online supplier performance assessment process, enabling project teams to communicate useful information acquired on suppliers back to the procurement team. Material Management Hatch’s material management processes coordinate engineering and procurement activities and optimize the flow of materials and information in support of a construction-driven execution plan. We coordinate engineering, procurement, construction, logistics, project controls, and project scheduling and site activities during the execution phase of a project in order to manage materials throughout their life cycle. This integrated approach enables teams to constantly coordinate the engineering and procurement activities in a way that best meets construction schedule requirements. Construction As a full-service engineering, procurement and construction management (EPCM) provider, Hatch has made significant investments in building a world-class construction management team. Our construction approach is inextricably tied to the engineering phases of a project. To help our clients plan and execute effective construction projects, we believe it is essential for construction management to be involved early, with an emphasis on ensuring constructability which is cost-effective, minimizes risks, and maintains the intent of the design. Today, our construction teams are working on more than 30 sites in virtually every corner of the world—from Western Australia to the Dominican Republic. Ten additional projects will move into construction phase during 2012, growing our on-site construction management team to over 2,000 people by 2013. Commissioning As these construction projects move forward, an integral step in the life cycle of a project is to ensure facilities are constructed as complete systems—enabling effective commissioning. Hatch’s commissioning team assigns quality people to handle all pre-operational testing and commissioning phases. They inspect and test plant components, making sure the facilities meet the project design, and test plant systems to ensure design performance is met. The overriding goal is to deliver a facility that will reach design capacity as rapidly as possible. Team members who participated in early stages of a project—and best know the facility inside and out—continue to be involved in the commissioning stage. Project LifeCycle Process Hatch’s Project LifeCycle Process (PLP) defines our approach to delivering projects. PLP takes a project from concept to completion and is a highly structured methodology that has evolved over the years. It is designed to work effectively for projects of any size, as clients look to build, expand or upgrade a facility. Its goal? Reduce risk and deliver predictable outcomes, consistently and efficiently. Our PLP methodology has undergone a rigorous review over the past two years, with the aim of refreshing and updating all of the materials that underpin our approach, including policies, procedures, methods, tools, and systems. Hatch’s Project Delivery Group focuses on: • Delivering projects with no harm to client, Hatch, and contractor personnel • Mobilizing effective project teams, with the skill sets to achieve the kind of quality our clients expect • Providing our teams with efficient, standardized tools and systems • Reviewing our projects and supporting our teams with the full breadth of capabilities that Hatch can deliver
www.hatch.ca Partnering for Success Hatch is delivering EPCM services for a new 600,000-tonne-per-year (tpy) recovery coke oven battery at U.S. Steel’s facility in Clairton, Pennsylvania, USA.
This is Hatch 2012 13 Hatch’s business is rarely transactional. Our projects can span years. And in that kind of environment, it is important that we build strong relationships with our clients—relationships built on trust and a commitment to delivering value and practical innovation. It is about knowing our clients’ businesses and their markets as well as they do. Not just doing projects, but helping clients tackle their toughest challenges. It is about building a one-team approach to every project, and sharing an understanding of what constitutes value. We have deep relationships with all of the major organizations in our three business sectors. We have delivered engineering, procurement and construction management (EPCM) services to every one of the top 20 metals companies by market capitalization, on projects that reach into the tens of billions of dollars in capital expenditure. Hatch has been working with many of our energy clients for decades. And our infrastructure business— which traces its roots to Hatch’s very first project, Toronto’s University Avenue subway—works with governments and private sector clients around the world. Three of our deepest relationships are with Anglo American, Brookfield Renewable Power, and Newcastle Coal Infrastructure Group. In the following pages, we explore these relationships and the reasons why they are so successful.
14 www.hatch.ca Anglo American is one of the world’s leading mining companies, with high-quality assets and natural resources spanning bulk commodities such as iron ore, manganese, metallurgical coal and thermal coal; to base metals such as copper and nickel; to precious metals and minerals, including platinum and diamonds. Hatch cut its teeth with Anglo American in the company’s platinum business. In the early 1990s, Hatch worked with JCI Platinum (now Anglo Platinum) to apply its furnace technology to upgrades of its operations in Africa. Projects to upgrade two furnaces at JCI’s Waterval facility helped to nearly double the original power capacity. The successful projects cemented Hatch’s relationship with JCI and, subsequently, Anglo Platinum. Today, Anglo American is a global mining powerhouse employing over 100,000 people around the world. The company’s Supply Chain transformation program—initiated by CEO Cynthia Carroll—was designed to enable Anglo American to leverage its massive scale across business units to improve quality, reduce delivery lead times and reduce the overall cost of projects, among other objectives. One of the first steps in implementing this program was to prequalify engineering, procurement and construction management (EPCM) suppliers. Anglo American selected only three or four of the most qualified EPCM companies in each of its major operating regions, which include Africa, South America, Australia and Asia. To determine the list, EPCM providers were evaluated against the following criteria: a demonstrated track record of excellence in safety; project delivery and innovation; a substantial resource base; best-in- class systems; effective low-cost country sourcing capability; and a willingness to engage in a collaborative partnership. Hatch is the only company to qualify globally for Anglo American’s program. And for both organizations, the designation is an important step forward in an increasingly deep relationship. Over the next seven years, Hatch will provide EPCM services for more than 20 of Anglo American’s major projects—totaling about US$17 billion in capital expenditure. These include metallurgical and thermal coal projects across Queensland and New South Wales; port and rail to support the export of coal from Australia; and, in South Africa, ten platinum projects as well as work for Kumba Iron Ore, the fifth-largest iron ore producer in the world, 65 percent owned by Anglo American. The evaluation process to become an EPCM provider involved not only written and oral responses, but on- the-ground teams that inspected project performance and verified that organizations actually had the services, procedures or tools they claimed to have. While this new qualification can be viewed as a strong endorsement of Hatch’s performance, it is also a graduation of sorts to the next level of relationship between the two companies. This robust affiliation has already proven to Joining Forces: Hatch participates in Anglo American initiative Hatch is the only company to qualify globally as a Tier-1 EPCM provider for Anglo American. Hatch is the only company to qualify globally as a Tier-1 EPCM provider for Anglo American.
This is Hatch 2012 15 be beneficial to both sides. Many people in both companies have worked on several projects together. This has built a strong degree of respect for each other regarding roles and responsibilities, each organization’s capabilities, and the expectations of combined project teams. This understanding makes both companies more efficient because it nurtures a culture of continuous learning and rapid knowledge transfer as teams move from one project to the next. Indeed, the relationship between the two companies has stood the test of time in many different parts of the world. Take Anglo American’s metallurgical coal business unit for example. This unit’s activities are largely concentrated on the east coast of Australia where Hatch has a large presence. Many Hatch professionals have worked on Anglo American projects there for more than a decade and are now engaged in supporting the company’s goal of bringing on a mine development every two years in an effort to triple its current output levels by 2020. The long-running relationship has allowed the two companies to align organizational structures and execute with integrated project delivery teams—an approach that is quite different from a conventional EPCM model. Forming relationships across all levels provides insight not only into the company’s corporate governance needs but also its operational realities. One example is the joint commitment to safely deliver projects with a zero-harm outcome. Both companies are well-aligned on what has to be done to achieve such an important target. Maintaining this close alignment will continue to be a top priority as Hatch moves forward in carrying out the responsibilities associated with its global appointment, the continuation of which is governed by very strict key performance indicators. Performance is closely related to alignment, and Hatch’s involvement in the Supply Chain transformation initiative is an excellent example of how a mature relationship and approach to managing and executing projects can deliver a mutual benefit. US$17 billion capital expenditure Triple current output levels by 2020
16 www.hatch.ca It is hard to believe that a bright, promising relationship could begin in a dank, dark tunnel. But those were indeed the circumstances that brought Brookfield Renewable Power Inc. (Brookfield Renewable) and Hatch together nearly 40 years ago. Today, Brookfield Renewable is one of the largest publicly traded renewable power platforms globally, and it is also one of Hatch’s premier clients. Its primarily hydroelectric generation portfolio includes 170 hydropower facilities and five wind farms, and totals approximately 4,800 megawatts (MW) of installed capacity, including projects under construction. The relationship between our two companies dates back to 1975 when an engineer from Acres (now Hatch) met with representatives from Brascan (now Brookfield Renewable) inside a tunnel in Brazil to discuss possible solutions to an underground problem. While the names have changed over the years, Brookfield Renewable and Hatch have worked together for nearly four decades. This longevity can largely be attributed to open communication, trust and consistently delivering quality work. Since that initial meeting, people from both companies have continuously demonstrated their commitment to these qualities in a variety of field situations. One of the earliest involved the Shikwamkwa dam, which had a history of problems commencing with first impoundment. In the late-1970s, Hatch began assisting Brookfield Renewable (then Great Lakes Power) in managing the serious risks associated with this structure. With Hatch’s assistance, the company implemented monitoring and remediation programs, which enabled the dam to remain in service for Anatomy of a Relationship: Brookfield Renewable Power and Hatch The replacement of the Shikwamkwa dam was delivered ahead of schedule and under budget to Brookfield Renewable. 170 hydro facilities Five wind farms 4,800 MW of installed capacity
This is Hatch 2012 17 nearly 30 years. Eventually, Hatch recommended that the dam be replaced and this was accomplished by the end of 2006, ahead of schedule and under budget. Not surprisingly, Hatch’s successful work at Shikwamkwa led to other collaborations. Hatch’s first greenfield hydro project for Brookfield Renewable (then Great Lakes Power) was the Clergue hydropower facility in Sault Ste. Marie. This EPCM engagement was successfully delivered in 1982. From that point forward, Hatch provided near-continuous water power services on upgrades and remedial works for all of the company’s facilities in northern Ontario. Ultimately, when Brookfield Renewable was ready to expand, Hatch was well-positioned to help, assisting the company with its first purchase of a hydro facility in northern British Columbia in 1999. This very successful assignment resulted in Hatch’s services being part of the company’s growth strategy. Since that initial acquisition, Hatch has steadily undertaken due diligence assignments, helping Brookfield Renewable to purchase hundreds of assets in Canada, Brazil and the United States. From Hatch’s perspective, the best part of the relationship is that it has always been—and still is—a two-way street. Brookfield Renewable has benefited by having access to a responsive, consistent team of engineers who are dedicated to delivering high-quality, yet cost-effective services. And Hatch has benefited from a steady stream of assignments, as well as the opportunity to develop innovative solutions. Among them was a reservoir mapping system designed to help find and monitor sinkholes that were developing at the Shikwamkwa dam. Another was Hatch’s operations software for hydro plants, which was developed to assist Brookfield Renewable in managing its plants in Canada. These systems have since evolved and have been used for numerous other clients. Today, Brookfield Renewable stands as a powerful international player in the renewable energy space. It has recently completed a major restructuring in which it combined its assets and became a publicly traded company. This produced an enterprise with a value of US$12 billion, creating new cash flow that will be used to continue growth in strategic markets. Like many good matches, the relationship between Hatch and Brookfield Renewable has not only stood the test of time but is getting better. With the company on the verge of significant expansion, Hatch is standing alongside Brookfield Renewable—positioned to work together as the company expands in South America and other markets well beyond its Canadian origins.
18 www.hatch.ca “Ahead of schedule. Below budget.” These are welcome words to any project manager. Add “outstanding quality” and “exemplary safety” and you begin to capture the remarkable results achieved by the Aurecon Hatch joint venture in support of Stage One of the Newcastle Coal Infrastructure Group’s (NCIG) Coal Export Terminal (CET) on Kooragang Island in Newcastle, New South Wales, Australia. Making these accomplishments even more noteworthy is the fact that the NCIG greenfield terminal represents the largest single-stage development of a new coal terminal of its type in history, with an estimated capacity of 30 million tonnes per annum (Mtpa). An initiative of this size never comes without challenges. A massive four-year program of dredging about six million cubic metres of sediments from the Hunter River was undertaken to both widen and deepen its southern arm in order to accommodate the loading of large Cape-class bulk vessels at the terminal. The project also faced significant geotechnical challenges, stemming from Kooragang Island’s original formation from a number of smaller islands, and the fact that the site was used as a contaminated waste dumping ground between 1960 and 1990. An accelerated project schedule, combined with a shortage of sands from dredging, necessitated the development of a faster ground improvement technique and an innovative construction method designed to accommodate long-term settlement. Aurecon Hatch’s involvement in Stage One of this three-stage project was comprehensive, ranging from preparation of the initial project concept in 2005 prefeasibility and detailed feasibility studies, to oversight of geotechnical investigations and dredging and fill-materials management, to provision of full-scope engineering, procurement and construction management (EPCM) services through completion in 2010. Aurecon Hatch also helped NCIG to negotiate with the New South Wales government for the land lease. A distinguishing feature of the program was the team’s ability to reduce capital costs through innovative design. The NCIG CET uses wide-bed stockpile designs with the world’s largest capacity, dual-function stacker-reclaimer machines. This reduced overall capital costs by approximately A$160 million while increasing the port’s coal storage capacity by 60 percent compared with conventional narrow stockpiles and separate stackers and reclaimers. These accomplishments were consistent with a budget-conscious project that was ultimately delivered in 26 months—five weeks ahead of schedule—at a cost of A$1.12 billion, compared with an original budget of A$1.16 billion. The success of the project was recognized at the 2010 Australian Bulk Handling Awards, where it won Bulk Handling Facility of the Year. Another hallmark of this successful program was its strong safety achievements. The project experienced one lost-time injury in more than four million man-hours of labor—a feat that earned the coveted Safety Leadership Award from the WorkCover Kings of the (New) castle: Newcastle Coal Infrastructure Group and Aurecon Hatch In 2011, NCIG’s Coal Export Terminal project won the Gold Award for Excellence in Project Management at the Consult Australia awards.
This is Hatch 2012 19 Authority of New South Wales. The safety challenge was especially significant on a site where over 5,000 workers were inducted, a wide range of contractors with differing degrees of safety maturity were engaged and the hazards were significant. The secret to success? A combination of expertise, consistency and attitude—all of which coalesced into an exceptionally strong relationship in which both Aurecon Hatch and NCIG were laser-focused on delivering a successful project safely. The Aurecon Hatch team was carefully chosen to bring together members with considerable coal terminal maintenance and operations experience. The team was also committed to maintaining a stable workforce, without the frequent “fly in and fly out” dynamics often associated with these sorts of projects. The consistency and deep experience of the team also contributed to the project coming in under budget. Above all, however, the key to this project’s success has been the attitude of the joint team. Day-in and day-out, the team had an unswerving “can do” attitude, which quickly diffused potentially challenging situations before they compromised its ability to deliver on the performance, time or cost commitments. Today, Aurecon Hatch is already ahead of schedule and under budget for the recently initiated Stage Two of the project, which will take the site’s annual coal capacity to 53 Mtpa. Stage Three, expected to be completed by the third quarter of 2013, will grow capacity to 66 Mtpa. 5,000 workers inducted 60 percent increased capacity
20 www.hatch.ca Mining Metals Coal Industrial Minerals Iron Ore Iron Steel Light Metals Mining Mineral Processing Non Ferrous Metals
This is Hatch 2012 21 The days when worldwide commodity markets were interesting only to industry insiders and financial analysts are far behind us. As exploration expands, and commodity prices rise, the mining and metals industry is increasingly making front-page news. One major reason is the rapidly developing economies of Asia and South America. Asia, for example, is continuing apace to add three billion people to the world’s middle classes. That creates new demand for raw materials, including minerals and metals like copper, iron ore, coal, aluminum and nickel. Most large resource needs of the past century were fulfilled through new properties coming online or through technological advances that improved the efficiency of existing facilities. Today, Hatch’s mining and metals clients are making significant investments in both their existing and new properties. They are rushing to meet demand, both by maximizing the throughput of their existing assets and by finding and exploiting new properties. Hatch’s challenge is to help our clients meet this demand safely and cost effectively. Mining booms are happening in parts of the world that previously had been left untouched. From the Andes to the Arctic, and everywhere in between, owners and investors are looking farther afield to extract, process and deliver commodities to global markets.
22 www.hatch.ca In Canada, Rio Tinto Alcan brings new aluminum smelting technology to commercial development Rio Tinto Alcan’s AP60 technology is the most cost effective, energy efficient and environmentally friendly aluminum reduction technology to reach the threshold of commercial development. The C$1.2 billion AP60 Phase 1 Jonquière plant aims to demonstrate the technology at an industrial scale and enable further developments of the AP60 cell. The “60” in AP60 stands for 600 kiloamperes (kA). Compared with today’s most advanced smelters, AP60 will deliver 40 percent more metal per pot at a lower full economic cost. Hatch’s joint venture has moved from the feasibility stage to full execution of the demonstration plant. In subsequent phases, Rio Tinto Alcan plans to expand the facility to full industrial scale. The project is based on Rio Tinto Alcan’s “Zero Harm by Choice” approach. In close cooperation with suppliers and contractors, the project team is focused on building the most modern aluminum smelter in the world—safely, on time and on budget. The Mosaic Company continues to expand its share of the global potash market with Canadian expansion Mosaic is one of the world’s largest producers of potash and the company’s facilities in Saskatchewan are in the midst of a significant production expansion. Mosaic’s Esterhazy operation is the world’s largest potash production facility and underground mine complex. The Esterhazy expansion will leverage existing facilities and infrastructure at three mines. Hatch has completed a series of studies at all of Mosaic’s sites in Saskatchewan, and has provided engineering, procurement and construction management (EPCM) services for the expansion program. In late 2011, Hatch successfully completed Phase 4 of its EPCM services for K2— ahead of schedule and significantly under budget. Hatch is also the EPCM provider for the K3 greenfield mine project, which will see construction of one of the tallest headframes in the world. Preparation is now under way for shaft sinking activities. The new K3 mining complex delivers an additional one million tons per annum (Mtpa) of production to the Esterhazy operations. Rio Tinto Alcan’s AP60 technology will deliver 40 percent more metal per pot. Hatch works with Mosaic to expand the company’s Canadian potash production capacity.
This is Hatch 2012 23 Onça Puma nickel plant in Brazil nears full production Vale’s Onça Puma laterite nickel operation stepped up production in 2011. Located in the state of Pará, Onça Puma is Vale’s first ferronickel operation in Brazil and one of the largest in the world. The project has an annual production capacity of 220,000 tons of ferronickel, containing 53,000 tons of nickel. The Onça Puma project was acquired by Vale in 2005. The nickel production plant will use ore from two areas in the Onça Mountain, which is close to the plant, and the Puma Mountain about 16 kilometres away. The facility’s first shipment was made during 2011. Onça Puma will go into full production during 2012. Hatch provided EPCM services to the project, including assistance with start-up for all phases—from the feasibility study to hot commissioning. Hatch’s scope included the delivery of two rotary kiln electric-furnace smelting lines. Galaxy Resources enters the world’s lithium market Construction and commissioning is nearing completion on the world’s largest spodumene-processing lithium plant for Galaxy Resources, located near Shanghai, China. Galaxy mines lithium pegmatite ore and processes it on site to produce a spodumene concentrate and tantalum by- product at a property near Ravensthorpe, Western Australia. At full capacity, Galaxy will process 137,000 tonnes per annum (tpa) of spodumene concentrate and 56,000 pounds per annum of contained tantalum. The concentrated spodumene is then shipped to the plant in China. Hatch undertook process test work, basic and detailed design, and the construction and cold commissioning of the Galaxy plant. The project moved from a concept design in April 2008 to a completed facility in less than three years. The Jiangsu plant will produce 17,000 tpa of battery-grade lithium carbonate, making it the largest producer in the Asia-Pacific region, and fourth-largest in the world. Vale’s Onça Puma nickel facility tapped its first metal in March 2011. Galaxy Resources’ lithium plant in China progressed from prefeasibility study to construction in less than 12 months.
24 www.hatch.ca Kolomela mine sets new benchmark for safety in South Africa Sishen South is a greenfield iron ore mine owned by Kumba Iron Ore, a part of Anglo American. Renamed Kolomela— which means to “seek deeper” or “to persevere”—the project is scheduled to deliver first production in the early half of 2012, and will ramp up to nine million tonnes per annum in 2013. To meet increasing demand for high-grade iron ore, Hatch was retained to provide EPCM services in delivering the plant, as well as a 17-kilometre private siding connected to the Postmasburg link line, which ultimately joins the Sishen–Saldanha rail line. In 2011, Hatch delivered additional construction management services. The mine requires additional housing to accommodate staff, as well as infrastructure, roads and services for 718 houses. Hatch is providing construction management services, schedule management and reporting, quality assurance and control, and health and safety management. World’s largest open-pit mine transformed by Codelco in Chile Codelco is the world’s leading copper producer, controlling about 20 percent of the world’s reserves. Its Chuquicamata underground mine is a cornerstone in the company’s portfolio—and the current program will transform the world’s largest open-pit mine into an underground operation. Chuquicamata will be among the world’s most efficient mining operations, producing 140,000 tonnes per day of ore by 2027. It is also expected to reduce the mining operation’s particulate matter emissions by 97 percent. Hatch worked on the project’s feasibility study, focusing on the development of access works, environmental studies, human resources, management models, mineral handling, permanent infrastructure, services and supplies, shafts and tunnels. Our team has provided basic engineering for early works, which include a 1000-metre-deep shaft, 34 kilometres of tunnels, roads, power lines, and permanent offices and administrative facilities. Today, the team is working on the development of the mining facilities and infrastructure. Kumba Iron Ore’s Kolomela facility will ramp up to 9 million tonnes per annum in 2013. Hatch is helping Codelco transform the world’s largest open-pit copper mine into an underground operation.
This is Hatch 2012 25 Vale and Hatch improve production in Canada’s Nickel Belt At its Clarabelle Mill nickel operation, Vale has embarked on a C$210 million brownfield investment to improve recoveries by approximately three to four percent. Construction is under way on the Challenging Ore Recovery (CORe) project, which includes greenfield development of a new flotation building. The brownfield work is being executed with minimal interruption to plant operation. As part of the project, Hatch is managing the installation of an IsaMill™—an energy-efficient grinding mill for mineral ores. The construction schedule was built around the existing plant’s 2011 and 2012 planned maintenance shutdowns in order to allow Clarabelle Mill to continue operating at full production. Hatch is now providing full EPCM services to the project. The schedule was advanced by a full year, while the commissioning of the IsaMill™ was also accelerated—by four months—to help Vale reach its goals more quickly. United States Steel alliance grows Since 2009, Hatch has been working in an alliance with U.S. Steel to deliver EPCM services at several of the company’s facilities in North America. Hatch is responsible for all U.S. Steel capital projects with a total installed cost of between US$100,000 and US$100 million, and several larger, strategic projects. In 2011 Hatch’s involvement in the company’s major projects and plant engineering functions doubled, and has expanded to include all of U.S. Steel’s North American operations. Major project work in 2011 included: • EPCM services for a new 600,000-tonnes-per-year recovery coke oven battery in Clairton, Pennsylvania • Prefeasibility and feasibility work for a 3.6-million- tonnes-per-year pelletizing plant expansion in Keetac, Minnesota • EPCM services for infrastructure and material handling engineering at a coke manufacturing facility at the company’s plant in Gary, Indiana. Today, Hatch is directly involved in over 90 percent of U.S. Steel’s worldwide capital programs.
26 www.hatch.ca New Caledonia sees progress at Koniambo nickel project The Koniambo nickel project is a greenfield pyrometallurgical facility designed to develop one of the world’s largest and highest-grade nickel laterite deposits by Koniambo Nickel SAS, a joint-venture partnership between Société Minière du Sud Pacifique (SMSP) and Xstrata Nickel. The project will process ore in a 60,000-tonnes-per-annum ferronickel smelter. Hatch, in joint venture with Technip, under an EPCM arrangement, is constructing a metallurgical plant; a 350-megawatt coal-fired power station; an ore preparation plant; an 11.5-kilometre ore conveyor; a port; and a construction camp for more than 6,000 people. 2011 saw the project continue with the major construction activities and prepare for the commencement of commissioning. Pre-operational testing and commissioning began in early 2012 in preparation for start-up of the process plant and power station in the second half of 2012. Endako expansion project nears completion in Canada’s west The Endako molybdenum mine is located in British Columbia, Canada. The surface mine is a joint venture of Thompson Creek Metals, which holds a 75% interest, and Sojitz Corporation, holding a 25% interest. Endako includes a concentrator for processing ore into molybdenum disulfide concentrate and a multiple-hearth roasting facility that converts the concentrate into technical- grade molybdenum oxide. When global demand for molybdenum increased in recent years, the mine operators decided to expand—a half-billion-dollar investment that aims to increase the molybdenum ore processing capacity of the mine to around 52,000 tonnes per day, while also improving recovery and total annual production. Hatch’s work includes EPCM services for the new concentrator plant, including upgrade of the power supply to the mine, SAG and ball mill grinding, pebble crushing, flotation, tailings, brownfield interfaces, ore feed from the existing mine feed, access road, precommissioning and assistance at performance testing. Thompson Creek Metals’ Endako facility will process up to 52,000 tonnes of molybdenum per day. In New Caledonia, the Koniambo nickel project is expected to start up in late 2012.
This is Hatch 2012 27 Copper Mountain project gives new life to a Canadian community Copper Mountain is a 35,000-tonnes-per-day (tpd) copper concentrator located on the site of a former producing mine which closed in 1996. The C$400 million-plus facility commenced production in 2011 and made the Copper Mountain Mining Corporation Canada’s newest major copper producer. The annual production target is 105 million pounds of copper with gold and silver credits. Hatch began working on the project at the feasibility study stage. Detailed engineering and procurement services followed, and in mid-2010, the plant started up on schedule and under budget. Hatch representatives were on hand to witness the rebirth of Copper Mountain, as well as the town of Princeton, which had suffered since the original mine closed. Hatch also worked with the client and the local utility to identify potential energy savings. The utility provided funding to finance trade-off studies for implementing energy-saving measures. Hatch helps China’s Qinghai Salt Lake Industry Group develop the world’s most advanced calcium carbide production system The city of Golmud, China is host to one of Hatch’s most innovative projects. The Qinghai Salt Lake Industry Co., Ltd. (QSLIC) manufactures and distributes potassium fertilizers and is developing a processing facility for producing magnesium metal and polyvinyl chloride. QSLIC engaged Hatch to help deliver what will be the highest capacity and most advanced furnaces in the world. Hatch is providing licensed technology for calcium carbide production, including furnace off-gas systems, product handling equipment design, supply of electrode columns and control furnace software for four furnace process lines. We are also involved in the design of the magnesium smelter, while QSLIC subsidiary Haina is developing a polyvinyl chloride production facility which will include a fifth 90-megawatt Hatch furnace. The calcium carbide industry has declined in Western countries, but is expanding significantly in China, with approximately 20 million tonnes of annual production capacity now installed. The Copper Mountain Mining Corporation’s new copper concentrator has revitalized a community in western Canada.
28 www.hatch.ca Baffinland Iron Mines’ Mary River project poses unique challenges because of its Arctic location. Hatch’s cold-weather experience, proven at Agnico-Eagle’s Meadowbank gold mine—visited here by Canadian Prime Minister Stephen Harper—is one reason why Baffinland Iron Mines chose Hatch for its project in Canada’s Arctic.
This is Hatch 2012 29 Mary River—Baffinland Iron Mines’ project in Canada’s Arctic—moves forward Baffinland Iron Mines Corporation’s Mary River property consists of nine high-grade direct shipping iron ore (DSO) deposits in the Canadian territory of Nunavut. Once Mary River comes online, the high-grade iron ore will be mined, crushed, screened, transported to the coast and shipped to customers—which means no chemical processing facilities will be required. All major components of the facility will operate year-round. The project includes a DSO development, a rail line and a port. Hatch conducted a due diligence review of the project to support the development of a financial model and the project’s economic assessment, as well as identifying risks and opportunities. Geology, mining, rail, port, environment and community social aspects, project execution, capital costs, and operating costs were reviewed. Construction logistics were also assessed since all supplies and equipment must be shipped during a short three-month window each summer. Hatch is now completing a feasibility study for the project.
30 www.hatch.ca Energy Power • Thermal • Nuclear • Renewable • Transmission Distribution Oil Gas
This is Hatch 2012 31 Around the world—in industrialized nations and those still on the path of development—Hatch is helping organizations develop and implement effective plans for their energy needs. After all, in today’s world every company is an energy company. Take Google. Visit the company’s headquarters in Silicon Valley and you’ll see a 1.6-megawatt solar installation, supplying about 30% of peak energy consumption to the buildings it covers. In addition to investing in renewable power for its own operations, Google has invested hundreds of millions of dollars in projects such as large-scale wind and rooftop solar. Generating economical, reliable power is one of the greatest challenges facing any chief executive in any industry. But it is especially acute for companies in the resources sector. The fluctuations in supply and price of fossil fuels can translate to millions of dollars lost or gained on the bottom line. And for many countries that rely largely on imported sources of fuel, it can be a matter of national security. Now, sustainability has moved to the forefront of the debate. Fossil fuels are still the fuel of choice, but companies are investing in technologies that minimize adverse impacts on the environment while still providing a reliable source of power. Hatch is there, on those front lines. We are working around the world—from wind farms in Africa, to the natural gas fields of Australia, to the oil sands of Canada— with companies that produce, transmit and consume energy. We also work with government entities to help developing countries build national energy plans that serve the needs of their citizens and the development needs of their economies. With our decades of experience in both the resource and energy sector, we are well positioned to understand how energy powers the world’s economy.
32 www.hatch.ca Hatch assists Canada’s BC Hydro in meeting dam safety requirements BC Hydro operates 33 generating facilities, including 30 hydroelectric generating stations, two gas-fired thermal power plants and one combustion turbine engine, with a total installed generating capacity of 10,700 megawatts and an average annual energy production of 48,000 gigawatt hours. The crown corporation also owns, operates and maintains 41 dam facilities, and regularly reviews these facilities to ensure they meet or exceed current safety and reliability requirements, and comply with federal and provincial legislation. Occasionally, the corporation develops plans to maintain and/or upgrade facilities. The Spillway Gates Reliability Upgrade Program—a C$400 million-plus initiative—was created to ensure that the spillway gates at all BC Hydro sites operate reliably. Hatch was engaged as design manager for the program and has managed the full design life cycle for six of the highest priority facilities. The work will involve repairing or replacing gates, hoists, power supplies, controls and other aspects of the infrastructure to meet BC Hydro’s current reliability principles for flood discharge systems. Hatch is tackling the sites concurrently and managing them as a portfolio to ensure consistency of the design approach. Australia’s Gorgon liquefied natural gas project poised for a pivotal year in 2012 The Gorgon Project is one of the world’s largest natural gas projects. It is operated by Chevron and is a joint venture of the Australian subsidiaries of Chevron (approximately 47%), ExxonMobil (25%), Shell (25%), Osaka Gas (1.25%), Tokyo Gas (1%) and Chubu Electric Power (0.417%). Hatch is part of the KJVG joint venture undertaking the liquefied natural gas (LNG) downstream and logistics portion of the A$43 billion project. Hatch currently has over 500 people working in Western Australia and the fabrication yards. Chevron’s A$43 billion Gorgon Project is one of the world’s largest natural gas initiatives. Hatch is design manager for the BC Hydro Spillway Gates Reliability Upgrade Program.
This is Hatch 2012 33 The complexity and sheer scale of Gorgon is unprecedented. The project includes: • A gas-processing facility on Barrow Island consisting of three 5-million-tonnes-per-annum LNG trains and carbon-dioxide injection facilities, and a domestic gas plant of up to 300 terajoules per day • Subsea development of the Gorgon and Jansz gas fields involving up to 30 subsea pipelines from the fields to Barrow Island • LNG shipping facilities to transport products to international markets. Approximately three LNG shipments are expected to leave a dedicated LNG loading jetty each week. Hatch has been involved in the project since 2004 and has undertaken both pre-front-end engineering and design (FEED) and FEED studies. In 2011, the project made strong progress on and around Barrow Island as dredging activities were completed. On-island preparation advanced—with almost five million cubic metres of earth being moved and the first pre-cast concrete foundations placed awaiting the arrival of the first modules in 2012. The construction village has almost doubled in size and the team has poured the foundations for the LNG storage tank in preparation for substantial construction in 2012.
34 www.hatch.ca Palo Viejo hydro project to annually displace over a quarter million tonnes of CO2 Enel Green Power is finishing construction of an 84-megawatt hydro project along the Cotzal River in the Department of Quiché, Guatemala. Palo Viejo will produce 370 gigawatt-hours of clean energy per year, displacing an estimated 280,000 tonnes of CO2 emissions. Hatch has worked with Enel Green Power from conception through to commissioning. The project’s backdrop of mountainous terrain, tropical storms, seismic activity, landslides and river sediment has presented unique challenges. Hatch designed a 22-kilometre water conveyance system to connect five separate intakes to a reservoir. Crossing two large steep river valleys required the design of two unique, large metal siphons. Challenges for the siphons included high pressures, sediment accumulation, river control and unstable slopes. Enel Green Power has worked closely with Hatch to achieve its goal of zero accidents. Hatch mobilized in-house safety experts to develop a comprehensive, site-specific safety program and to provide a full-time safety auditor to the site. Since the program was initiated, the project has achieved over four million man-hours with no lost time injuries. U.S. project to deliver high-quality, low-impact oil shale U.S.-based Red Leaf Resources, Inc., has developed the EcoShale™ In-Capsule Technology to economically and environmentally produce high quality liquid transportation fuels from oil shale, oil sands, coal, lignite and biomass. The unique oil shale retorting process produces a shale oil with a much higher concentration of middle distillate than West Texas intermediate crude oil. And it requires no process water, protects groundwater and vegetation, uses low temperatures for heating, and allows for rapid site reclamation. The process also results in synthetic natural gas production, allowing for energy self-sufficiency. Hatch has been engaged from the beginning of the pilot plant stage, working on computational fluid dynamics, finite element analysis and process simulation to analyze data from the pilot plant. This process was used for the scale-up and optimization of the processing configuration for the commercial demonstration plant. Currently, Hatch is engaged in the design of capsule and downstream processes. Enel Green Power’s Palo Viejo hydroelectric facility will produce 370 gigawatt-hours of electricity per year.
This is Hatch 2012 35 Big Becky breaks through after a 57-month journey under Niagara Falls, Canada In May 2011, the world’s largest hard rock tunnel boring machine—dubbed Big Becky—completed its 10.2-kilometre journey under the city of Niagara Falls. Workers emerged carrying a statue of St. Barbara, the patron saint of miners. Big Becky began her journey in September 2006. During the project, 1.6 million cubic metres of rock were excavated, and the outer ring of the 14.4-metre diameter cutter-head traveled a total of 65,000 kilometres. Ontario Power Generation undertook the C$1.6-billion project to divert water from the Niagara River and carry it downstream to the Sir Adam Beck Generating Stations. The Niagara Tunnel will provide enough water power to generate an additional 1.6 billion kilowatt hours of electricity annually—enough to meet the needs of about 160,000 homes. The project will be completed in 2013, after the tunnel has been lined with concrete for reinforcement, and tested. Hatch Mott MacDonald and Hatch served as Owner’s Representative. Big Becky, the world’s largest hard rock tunnel boring machine, breaks through in Niagara Falls, Canada.
36 www.hatch.ca Hatch helps New Brunswick Power remediate issues at generating station in eastern Canada Mactaquac is the largest hydroelectric generating station in Canada’s Maritime region. Owned and operated by New Brunswick Power, the project was constructed between 1964 and 1968. The initial installation consisted of three 110-megawatt units. The fourth unit was installed in 1972, and the fifth and sixth followed in 1980. Evidence of distress in the structures was first noticed in the mid-1970s. In fact, the rate of concrete expansion due to alkali-aggregate reaction (AAR) at Mactaquac is about three times greater than rates observed at other facilities elsewhere in the world. Hatch has worked with NB Power to apply remedial measures to the generating equipment in the powerhouse substructure, as well as elements of the powerhouse itself. In addition, Hatch has developed an industry-leading finite element program, called GROW3D, that can help NB Power—and other hydroelectric producers facing similar issues—predict the future behavior of the structures. South Africa’s Exxaro to enter the alternative energy business Exxaro is a South Africa-based, publicly traded mining group. The company has plans to significantly grow its energy generation business over the next 20 years and has set a target of increasing its renewable energy power generation capacity to 2,000 megawatts (Mw) by 2030. • 40-MW Tiqua wind power plant in the Western Cape • 140-MW Amakhala Emoyeni wind energy facility in the Eastern Cape • 93-MW Tsitsikamma Community wind farm in the Eastern Cape • 30-MW Lephalale solar power plant in Limpopo Province • 10-MW Letsatsi solar photovoltaic power plant In total, the projects represent about US$800 million in capital investment. Hatch’s understanding of the technologies, process and resourcing of similar projects is helping Exxaro deliver on its plan to become one of the leading green energy independent power producers in Southern Africa. Hatch’s GROW3D program helps hydro operators predict future behavior of powerhouses — including this one at New Brunswick Power’s Mactaquac Generating Station.
This is Hatch 2012 37 Wintering Hills wind project goes online a month ahead of schedule in Canada’s Prairies In late 2011, Hatch completed the Wintering Hills wind power project in Alberta, Canada. Suncor Energy and Teck developed the project—with a total installed capacity of 88 megawatts delivering power to the Alberta electric grid. This was the fifth Suncor wind development that Hatch has helped deliver, and the largest in Suncor’s portfolio. The development is made up of 55 turbines. A 6.5-kilometre, 144-kilovolt power line was built to interconnect with a substation belonging to ATCO Electric. Civil works, including access roads, lease preparation, and turbine and substation foundations began in 2010. The 65-kilometre underground collection system also began in 2010, with final terminations completed in 2011. The substation was completed and the turbines installed and commissioned in 2011. Wintering Hills was not short of challenges. Hilly terrain and weak soil threw up issues when building access roads and constructing the turbine foundations. The Hatch team managed to overcome the challenges, however, delivering the project one month ahead of schedule and under budget. Wintering Hills—delivered a month ahead of schedule—is the largest wind development in Suncor’s portfolio.
38 www.hatch.ca Infrastructure Ports Marine Terminals Rail Transportation Water Infrastructure Services
This is Hatch 2012 39 Hatch’s infrastructure businesses serve a broad range of industrial, public, entrepreneurial and financial clients. We are known around the world for bringing together advisory, technical, engineering and project delivery services in the resource sector. Our infrastructure business is closely tied to our unique knowledge of the resources industry. During the course of 2011, Hatch reorganized its infrastructure sector into four business units: Ports Marine Terminals; Rail Transportation; Water; and Infrastructure Services. As we see in other parts of Hatch’s business, newly developed economies are driving a global thirst for raw materials. That demand—and its supply—will increasingly come from parts of the world that had, until now, sat largely on the sidelines. More and more often, commodities will be sourced from challenging, oftentimes remote locations. And will be shipped from and to parts of the world that have underdeveloped infrastructure. Each of Hatch’s infrastructure services can be delivered to satisfy a specific client need. We can also combine elements of our services to create what we call “Gateway Logistics”. Quite simply, Gateway Logistics brings together all of Hatch’s infrastructure services— developing ports, marine terminals, rail and other capabilities—in one cohesive offering. In addition to our commercial infrastructure capabilities, Hatch continues to be involved in public infrastructure— roads, bridges, passenger rail, airports and so on, largely through our Hatch Mott MacDonald joint venture in North America.
40 www.hatch.ca Postmasburg rail link helps Kumba Iron Ore to reach world markets from South Africa In 2011, Hatch, Mott MacDonald, GOBA, (HMG) completed engineering, procurement and construction management (EPCM) work on the 32-kilometre Postmasburg rail link line. The project will be central to the planned expansion of iron ore supply from the Northern Cape area of South Africa, and connects Kumba Iron Ore’s Kolomela mine to the existing Sishen–Saldanha rail line, which runs to Saldanha Bay for ore shipment around the globe. The rail line represents an agreement between Kumba Iron Ore—a division of Anglo American— and Transnet Freight Rail, part of the state-owned Transnet organization responsible for South Africa’s commercial infrastructure program. This is the first new line of this length that Transnet has undertaken in 36 years. It is a major component of Kumba Iron Ore’s expansion plans as the total production of the new Kolomela mine, nine million tonnes per annum at full production in 2015, will be transported along the new line. The first train began its journey onto the new Postmasburg link line in September 2011. South Africa rail project helps Assmang to nearly double production capacity Based in South Africa, Assmang Limited, a joint venture between Assore Limited and African Rainbow Minerals Limited, is one of the world’s leading suppliers of raw material to the world’s steel mills and alloy plants. Assmang’s Khumani iron ore mine is situated in the Northern Cape province of South Africa and represents some of the best iron ore resources in South Africa—both in quality and quantity. The Khumani expansion project will increase production capacity to 14 million tonnes per year. For the past two years, Hatch has been working with Assmang to provide design and EPCM services for all rail-related work as part of the expansion project. The rail infrastructure is required to support the increased mining throughput and will enable Assmang to increase capacity from approximately 10 to 14 Mtpa—most of which will be exported. Commissioning has proceeded on the local siding and second balloon, and the rail infrastructure for these sections is fully operational. The newly constructed local siding also delivers to Assmang one of its strategic business objectives: to service the local market with iron ore. The 32-kilometre Postmasburg rail link is central to the planned expansion of iron ore supply from the Northern Cape area of South Africa.
This is Hatch 2012 41 Hatch Mott MacDonald helps ease commercial traffic between the United States and Canada This C$1.4-billion Windsor–Essex Parkway project is a key component in Ontario’s initiative to provide a new Canada–U.S. border crossing between Windsor, Ontario and Detroit, Michigan, which currently accounts for 28% of Canada’s trade with the United States. The new 11-kilometre-long, six-lane highway runs through environmentally sensitive areas and will be constructed mostly below grade to minimize its impacts on adjacent neighborhoods. The depressed highway will run through 11 cut-and-cover tunnels designed to support local roads and landscaped parks in order to link the communities on either side of the right-of-way. Service roads running parallel to the Parkway will maintain access to local schools, shops, neighborhoods and natural areas. As the lead designer, HMM is responsible for designing the highway to meet Infrastructure Ontario’s strict physical and environmental requirements while also minimizing the life cycle cost of the project. Construction of the Parkway began in mid-2011 and it is scheduled to be opened to traffic in 2014. The Windsor–Essex Parkway is the largest single highway investment in Ontario’s history, and in places will run under landscaped parks like this one.
42 www.hatch.ca Award-winning GO TRIP project helps system deliver 21 percent passenger increase for the Greater Toronto Area The past year saw Hatch Mott MacDonald (HMM) complete its work on GO Transit’s Rail Improvement Program (GO TRIP). HMM delivered program management services on the $1-billion, eight-year initiative. Launched in 2003, the program was an ambitious plan by GO Transit to expand and improve its rail network. The program added 100 kilometres of new track, 16 new bridges, three grade separations and 17 station expansions. HMM personnel worked from a dedicated GO TRIP office, along with GO Transit staff. The team oversaw 80 separate engineering assignments and construction contracts, covering all aspects from environmental assessments through design and construction to commissioning. The project had to be implemented without delaying the 180,000 daily commuters who use the GO system. The project team maintained uninterrupted rail operations, and did so while bringing in the program on time and on budget. With the improvements in place, GO Transit ridership has increased to more than 57 million passengers a year—a 21% increase. GO Transit also bettered on-time train performance and eliminated one million kilometres of daily car travel. Tunnel Boring Machines begin their journey beneath Toronto, Canada Four tunnel boring machines that will create the tunnels for Toronto’s Spadina Subway Extension began their journey in mid-2011. Holey and Moley are boring northbound toward the Finch West Station site. Later in the year, Yorkie began to bore from the Steeles West Station launch shaft, heading southbound toward Finch West Station. Yorkie’s twin, Torkie, launched early in 2012. The C$2.63-billion Spadina Extension is one of the largest expansion projects ever undertaken by the Toronto Transit Commission, one of Hatch’s original clients. The line is a critical expansion for the current TTC subway system. HMM is providing program management services for design, construction and commissioning of the seven-year extension program. It is also the designer of the twin bored tunnels from the current termination of the line through to the future termination in York Region. The existing Spadina line will be extended by 8.6 kilometres. The project adds six more stations to Toronto’s network, and goes into service in 2015. GO Transit’s Rail Improvement Program facilitated a 21 percent increase in commuter traffic. The Spadina Subway Extension will take Toronto’s subway beyond the city’s limits for the first time.
This is Hatch 2012 43 Port Mann Highway in Vancouver, Canada to meet traffic forecasts to 2031 The Port Mann/Highway 1 Improvement project will see construction of a new 10-lane Port Mann Bridge, improved access and safety on Highway 1 and widening of the highway itself. The 37-kilometre project also involves the reconstruction of 13 interchanges and the addition of two new ones—all while maintaining uninterrupted traffic flow. HMM has been working to deliver design management and geotechnical, civil and structural engineering services to the design-and-build contractor, Kiewit-Flatiron general partnership. The project has made significant use of building information modeling (BIM) technology. Surveys and laser scans of existing infrastructure were incorporated to help visualize how the new infrastructure would interact with the existing infrastructure, and consider how to relocate and protect existing assets. Now in the construction phase of the project, BIM is being used to assist in the design of temporary works, and to determine quantities and control construction machinery. The new Port Mann Bridge will be operational by 2012/13, and the entire project is scheduled to be completed by the end of 2013. Transnet program continues to transform South Africa’s commercial infrastructure For six years, Hatch, Mott MacDonald, Goba (HMG) has worked with Transnet—the government body which owns and operates South Africa’s freight transport system consisting of port, rail and pipeline infrastructure. HMG has provided EPCM services for more than 30 Transnet projects. Several have won awards, including the Durban harbor entrance widening—which took home the South African Institution of Civil Engineering’s (SAICE) Durban Branch Award for Most Outstanding Civil Engineering Project in Technical Excellence; and the Ngqura container terminal project, which received SAICE’s National Award for Technical Excellence. While Ngqura adds new capacity to South Africa’s network of six major ports, HMG also led the refurbishment and upgrades of ports at Cape Town, Durban, Port Elizabeth and Richards Bay. At Durban—the busiest multi-service port on the continent—the entrance channel was widened and deepened to enable safe access for vessels up to 9,200 TEU (twenty-foot equivalent unit) under most weather conditions. On dry land, HMG worked with Transnet to more than double the capacity of the 860-kilometre iron ore heavy rail line from Sishen to Saldanha, from 27 million tonnes per annum (Mtpa) to 60 Mtpa. The 37-kilometre Port Mann/Highway 1 improvement project will improve the daily commute for hundreds of thousands of Greater Vancouver residents. HMG has delivered over 30 different projects in the US$14 billion Transnet program for South Africa.
44 www.hatch.ca To complement our core engineering, procurement and construction management (EPCM) services, and deliver additional value to our clients, Hatch provides an array of expert services. Specialists work side-by-side with our project teams to tackle issues that can impact a project at any stage. Expert Services
This is Hatch 2012 45 Environmental Services Group (ESG) Our ESG team helps clients understand and manage the full range of environmental, social and overall sustainability issues involved with their projects. In the Solomon Islands, we are working with SMM Solomon Limited—a subsidiary of Sumitomo Metal Mining Corporation and Japan Oil, Gas and Metals Corporation (JOGMEC) — on its Solomon Islands nickel project. This includes an environmental impact assessment (EIA), a social impact assessment and the engineering prefeasibility study for the mining areas of the project. The Solomon Islands are largely untouched by industry and the EIA places particular focus on conservation areas, local community and the cultural heritage of the project area and the region. The International Manganese Institute (IMnI) has been working closely with Hatch to develop a sustainability strategy and implementation program for the manganese industry. Manganese is the fourth most-used metal in terms of tonnage, following iron, aluminum and copper. Based on this program, the ESG team is working with IMnI to develop an industry-wide life cycle assessment of its members. The study will not only satisfy IMnI’s sustainability outreach program, but will also provide the industry with data to better understand and improve the total environmental impact of manganese mining, processing and use.
46 www.hatch.ca Technologies Hatch has built a reputation for delivering innovative solutions to some of the toughest engineering and production challenges. Our Technologies group delivers innovations that have practical applications—saving clients money, improving safety, protecting the environment and improving production. For Angang Steel Company Limited (ANSTEEL) in China, Hatch conducted the condition monitoring by non- destructive testing (NDT) for three facilities. ANSTEEL needed to determine the remaining refractory thicknesses of its operating furnaces to plan for repair and maintenance. The project team used NDT technologies to calculate the remaining refractory thicknesses, which can be done while the furnace continues to operate. In Canada, Hatch and DuPont Canada signed an agreement to further commercialize DuPont’s Particlear™ mature fine tailings (MFT) technology. The agreement will focus primarily on Canada’s oil sands in Alberta and Saskatchewan—some of the largest oil deposits on earth. Particlear™ helps to remove particulate matter from water and waste streams and can be used to convert MFTs into a trafficable surface ready for reclamation in a fraction of the time it would take naturally. Operational Services Hatch’s commitment to a project’s success does not end when a facility goes into commercial production. Our Operational Services group helps clients achieve effective project ramp-up and optimal plant operations. Our capabilities include asset management, ongoing engineering support, operational readiness and improvement, production support and maintenance support. The team focuses on continuously improving a plant’s operations once it comes online. For BHP Billiton’s Brisbane Major Projects Hub in Australia, Hatch is managing a program of work to support operational readiness for a portfolio of major projects. Hatch is currently working on seven projects—including coal and manganese assets—running through 2013. Meanwhile, we are developing a global methodology for operational readiness support with Rio Tinto. The program is part of the company’s focus on maximizing the value of its investments. Rio Tinto has an unprecedented A$60 billion- plus of growth projects planned over the next five years. Hatch’s management consulting team helps asset owners across all our sectors build their business strategies. A Hatch engineer conducts non-destructive testing at one of ANSTEEL’s furnaces.
This is Hatch 2012 47 Systems Process Control Hatch’s global Systems and Process Control (SPC) group builds effective information management, process control, information technology and communications infrastructure capabilities for our clients. In Canada, Hatch worked with the Mosaic Company on its Provox Migration initiative. Mosaic was looking to migrate its existing Fisher-Provox distributed control system (DCS) at its Colonsay potash treatment plant in Saskatchewan to a new Emerson DeltaV system. The existing system could not be scaled to meet the growing needs of the plant’s expansion and the new DeltaV system will enable Mosaic to better connect its people, processes, and production. In Chile, the SPC team was engaged by Codelco to build and execute the information management and communications infrastructure requirements of its greenfield operations at Ministro Hales—a copper and silver mine set to begin operations in 2013. The work was completed primarily by a team in Santiago, supported by specialist consultants from outside of Chile providing insights into best practices, approaches and methodologies from projects executed in other parts of the world. Management Consulting Hatch consultants work across all three of our sectors, providing advisory services to senior executives around corporate strategy, investments, innovation, operational improvements and energy management. The group combines an array of technical skills with its business-first approach. In Southern Africa, our energy management team has been retained by the Electricity Control Board of Namibia and the World Bank to prepare a national integrated resource plan (NIRP) for the country’s power generation sector. The NIRP will identify the recommended supply mix of resources to meet the near- and long-term energy needs of Namibia in a sustainable, efficient, safe and reliable manner, at the lowest reasonable cost. At Mosaic’s Colonsay potash treatment plant, shown here, Hatch’s SPC team won an award for managing the migration to Emerson’s DeltaV DCS.
48 www.hatch.ca When a client’s project goes into production safely and profitably, that’s reward enough. At the same time, however, Hatch projects are consistently recognized for their industry leadership in delivery excellence, innovation and safety. For us, these awards symbolize our daily focus on working alongside clients to deliver positive outcomes for their company and all of their stakeholders. Global Recognition Australian Bulk Handling Review Bulk Handling Facility of the Year Award: Abbot Point X50 Canadian Consulting Engineer and Association of Consulting Engineering Companies—Canada Award of Excellence: GO Transit Rail Infrastructure Improvements Program Aon Hewitt 50 Best Employers in Canada of 2012 National Post, Deloitte, CIBC Commercial Banking, and Queen’s School of Business, 2011 Canada’s 50 Best Managed Companies Consulting Engineers of Ontario Willis Chipman Award: GO Transit Rail Infrastructure Improvement Program Chilean Safety Council Risk Prevention Excellence Award: Recognition of zero-incident frequency rate for two consecutive years National Safety Council Award: Recognition of lowest incident frequency rates in the industry based on the number of staff Chilean Construction Chamber Six Star Safety Award Consult Australia Awards, 2011 Project of the Year: Abbot Point X50 Gold Award of Merit in Project Management: NCIG Project Stage 1 Gold Award in Resources and Mining: Abbot Point X50 WateReuse International Award WateReuse Association: Luggage Point Advanced Water Treatment Plant Awards The NCIG coal export terminal features the largest capacity coal stacker-reclaimer machines in the world.
This is Hatch 2012 49 In addition to our corporate awards, several current and former Hatch professionals were honored during 2011. Dr. Gerald Hatch, the founder and first president of Hatch, was inducted into the Canadian Science and Engineering Hall of Fame in Ottawa. He joined Canada’s scientific giants such as Alexander Graham Bell, inventor of the telephone, and Sir Frederick Banting, who co-discovered insulin. Dr. Hatch was honored for his outstanding contributions to metallurgical processing in Canada, as well as his pioneering engineering management techniques. He was president of Hatch from 1958 to 1988. Dr. Bert Wasmund was inducted into the Canadian Mining Hall of Fame. Dr. Wasmund joined Hatch in 1966 and has played a pivotal role in the company’s growth. He is responsible for many breakthroughs in metallurgy and metals processing, and has been credited with revolutionizing the smelting furnace business. He has also focused on mentoring students, demonstrating a life-long commitment to help the next generation of engineers gain valuable experience in their field. Hatch’s current Global Managing Director of Technologies, Nils Voermann, was awarded the Ontario Engineering Medal by Professional Engineers Ontario. Mr. Voermann’s work is reflected in the design of metallurgical furnaces around the world, and his engineering has significantly enhanced the safety, environmental performance and productivity of metals smelting operations. Mark Eichhorn of Hatch’s Autoclave Technology Group received the 2011 CIM-Bedford Young Mining Leaders Award. The award is sponsored by the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and Bedford Consulting Group, and recognizes outstanding achievement and the potential of young Canadian mining leaders from around the world. Dr. Gerald Hatch, founder and first president of Hatch Dr. Bert Wasmund joined Hatch in 1966
50 www.hatch.ca Hatch is in the people business. Every single day, our people work with their clients and community leaders, to deliver on the promises we make to assess, design, build and deliver a quality outcome that benefits everyone. That commitment to people and the communities in which they live goes beyond our project work. Chile Master Plan moves forward In February 2010, an 8.8 magnitude earthquake and subsequent tsunami devastated the central and southern coasts of Chile. Working together with the municipality of Licantén, the Chilean government and Universidad Mayor, Hatch created a plan that helps rebuild the impacted areas, and helps Licantén, which suffered heavy damage, to be safer in the event of any future incident. More than 60 employees volunteered their engineering and environmental expertise to create the reconstruction plan. They worked more than 5,000 hours to design evacuation corridors, a civic center, a waste management plan, a sewage treatment plant, a bus station, as well as electricity and water supplies. In late 2011, the Chilean government announced that it will implement the first stage of this effort: the civic center, which will house a kindergarten and small clinic, as well as the police station, a fire station, and municipal offices. Commitment to our Communities
This is Hatch 2012 51 Hatch is helping to fund a combined gymnasium and community center. To date, Hatch employees in Chile and Canada have raised over C$110,000 towards the project— which will be matched dollar-for-dollar by the company. Support for higher education In a world where students are less likely to pursue careers in science, technology and math, Hatch recognizes the need to focus our support of higher education in these areas and contributes over C$1.5 million a year to finance scholarships, bursaries and university chairs on five continents. One example is the Gerald G. Hatch Scholarship, launched in 1990. It is awarded to 12 students entering undergraduate engineering studies at a university or college each year, in each of our regions—Africa, the Americas and Australasia. Engineers Without Borders Hatch has worked with Engineers Without Borders (EWB) Canada for a number of years. EWB maintains 36 chapters at universities across Canada— and is focused on delivering the skills and energy of young engineers to help the development of African countries. In 2011, Hatch was a lead sponsor of EWB Canada’s annual conference. And in 2012, we will increase our support of EWB’s African leaders program. The program invites African delegates from four countries—Burkina Faso, Ghana, Zambia and Malawi—to a leadership experience in Canada. Hatch sponsored two African delegates with work placements in our Mississauga, Canada office. First Robotics Created in 1989 by inventor Dean Kamen, FIRST means “For Inspiration and Recognition of Science and Technology”. Today, FIRST has a family of programs engaging children from age six to 18 in the fields of science, technology, engineering, and mathematics, as well as promoting innovation, entrepreneurship and creativity. FIRST Robotics Canada (FRC) challenges students to build— in only six weeks—a five-foot-tall, 140-pound robot that goes on to compete in high-intensity robo-sports. Hatch sponsors three FRC teams in the province of Ontario—Oakville-Trafalgar High School and St. Mildred’s- Lightbourn School in the Toronto area, and Lo-Ellen Park Secondary School in Sudbury—and is lead sponsor of the Greater Toronto Regional event. At last year’s FIRST Lego League World Festival, held in St. Louis, USA, a Hatch- sponsored team captured the World Championship. Three of the North American winners of the Gerald G. Hatch Scholarship (left to right) Angela Wang, Lisa Huang and Kevin Westermann—meet Jim Sarvinis, Global Director, Thermal Energy. On Chile’s Pacific coast, Hatch is helping three towns damaged by a 2010 tsunami to rebuild for the future. The Oakville-Trafalgar High School FIRST Robotics team—the Red Devils—fine-tune their machine as it prepares to compete.
52 www.hatch.ca Board of Directors Kurt Strobele Chairman kstrobele@hatch.ca John Bianchini Chief Executive Officer Global Managing Director, Metals jbianchini@hatch.ca Rob Metka Global Managing Director, Industrial Minerals Coal rmetka@hatch.ca Rory Kirk Global Managing Director, Africa rkirk@hatch.co.za Greg Fauquier Global Managing Director, Mining Mineral Processing gfauquier@hatch.ca Tony Hylton Global Managing Director, Project Delivery Group thylton@hatch.ca Eric Kolatchew Global Managing Director, Australasia ekolatchew@hatch.com.au Joe Lombard Global Managing Director, Light Metals jlombard@hatch.ca Nils Voermann Global Managing Director, Technologies nvoermann@hatch.com.au Martin Doble Global Managing Director, Infrastructure mdoble@hatch.ca Robert Francki Global Managing Director, Project Delivery Group rfrancki@hatch.ca John Pearson Global Managing Director, Energy jpearson@hatch.ca Doug Stirling Chief Financial Officer dstirling@hatch.ca
Photo Credits Page 20-21, Copyright © 2010 Rio Tinto Page 24, courtesy MINING.com Magazine Page 32-33, courtesy of Chevron Australia This publication contains information in summary form, current as of the date of publication, and is intended for general guidance only. We make no guarantees, representations or warranties of any kind, expressed or implied, regarding the information including, but not limited to, warranties of content, accuracy and reliability. Any interested party should undertake their own inquiries as to the accuracy of the information. Hatch Ltd. excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and excludes all liability for loss and damages arising therefrom. This publication is the copyrighted property of Hatch Ltd. © 2012. All rights reserved.
www.hatch.ca ASIA Abu Dhabi, UAE +971 2 650 5665 Al Khobar, Saudi Arabia +966 3 887 8472 Beijing, China +86 10 8500 2288 Gurgaon, India +91 124 460 9200 Shanghai, China +86 21 6119 5900 AUSTRALIA/PACIFIC Brisbane, Australia +61 7 3166 7777 Newcastle, Australia +61 2 4968 6868 Nouméa, New Caledonia +687 237 802 Perth, Australia +61 8 9428 5000 Wollongong, Australia +61 2 4231 7200 EUROPE London, United Kingdom +44 020 7906 5100 St. Petersburg, Russia +7 812 332 2890 NORTH AMERICA Mississauga, Canada (Global Office) +1 905 855 7600 Calgary, Canada +1 403 269 9555 Millburn, USA +1 973 379 3400 Montréal, Canada +1 514 861 0583 Niagara Falls, Canada +1 905 374 5200 Pittsburgh, USA +1 412 497 2000 Pleasanton, USA +1 925 469 8010 St. John’s, Canada +1 709 754 6933 Saskatoon, Canada +1 306 657 7500 Scottsdale, USA + 1 602 572 2600 Sudbury, Canada + 1 705 688 0250 Tampa, USA +1 813 630 5684 Vancouver, Canada +1 604 689 5767 Winnipeg, Canada +1 204 786 8751 SOUTH AFRICA Cape Town, South Africa +27 0 21 949 7836 Woodmead, South Africa +27 11 239 5300 SOUTH AMERICA Belo Horizonte, Brazil +55 31 3308 7200 Lima, Peru +51 1 714 4000 Rio de Janeiro, Brazil + 55 21 3513 5000 Santiago, Chile +56 2 430 2600 São Paulo, Brazil + 55 11 3195 8000 Principal Offices

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Hatch_EN

  • 1. Thinking and Acting– For Our Clients This is Hatch 2012
  • 2. www.hatch.ca2 Contents Chairman’s Message................................ 2 Global Presence....................................... 4 Major Client Projects................................ 6 Our Principles—Safety, Quality, Sustainability, Innovation.......................... 7 Project Delivery— Maximizing Value, Minimizing Risk......... 10 Partnering for Success........................... 12 Mining & Metals...................................... 20 Energy.................................................... 30 Infrastructure.......................................... 38 Expert Services...................................... 44 Awards.................................................... 48 Hatch in our Communities...................... 50 Board of Directors.................................. 52 Chairman’s Message: Thinking Like an Owner While the world’s economy continues to walk the recovery tightrope—particularly in Europe and the United States—our clients are forging ahead with investments that had been postponed or canceled during the slowdown that began in late 2008. We believe that the rapid acceleration of industrialization, particularly in highly populated parts of the world like China, India and Brazil, will continue to drive growth in demand for our clients’ products. As the industrialization evolution of these countries continues to gather steam, we see increased demand for both conventional and alternative energy sources to power that next stage of growth. At the same time, countries and corporations will be investing in improved infrastructure— roads, ports, railways and the like—to better connect within and outside their borders, and to get their products into the global marketplace more efficiently and profitably. Opportunities and Challenges This is all good business for our clients and their stakeholders. And it means we have an ever-growing opportunity to support our clients across all three of our sectors—Mining & Metals, Energy, and Infrastructure—as they seek to meet the demands of a global market, and deliver healthy returns for their owners and stakeholders. But these exciting times also pose challenges. New technical and cultural challenges are coming to the fore as our clients move into more remote parts of the world—where their experience is sometimes limited. And we all have an obligation to deliver projects that are environmentally sustainable and benefit the communities in which they are located. That is why leading professional services companies like Hatch must step up. We must deliver the powerful combination of our technical expertise, our project delivery experience and our business vision to help our clients shape their future. Leaders take calculated risks and manage them closely. They expand into new markets. They hire the best people—technically impeccable, but also innovative and visionary—and they empower them to deliver new, value-creating solutions that solve their clients’ business needs. Hatch is reaping the benefits of strategies we executed during tougher times. We continue to invest heavily in training, and in developing new technologies. And we are continually improving the rigor with which we deliver our projects, enter new markets, and add capacity and capability to our portfolio of services.
  • 3. This is Hatch 2012 3 What Matters Most In this annual review, we take you around the world on a virtual visit to many of the projects we are helping our clients develop. We currently manage over US$35 billion worth of projects around the world (see page 6). Every day, Hatch teams are working closely with their clients to deliver on a common goal: to safely, efficiently and sustainably deliver a profitable outcome. We have always prided ourselves on taking the long view of our business and our client relationships. This kind of attitude helped Hatch become an industry leader in technologies like autoclaves and high-powered furnaces. And it is how we are leading the way in applying new management tools in project implementation, and in emerging areas like construction modularization, unconventional gas and oil technologies, and gateway logistics, among others. As our clients grow, so does Hatch. We now number more than 11,000 people around the world (see page 4)—a broad reach that gives us the ability to serve both global clients wherever they may be, as well as local clients contributing to the development of their domestic economies. While we grow, it is vitally important that we not lose touch with our strong focus on the key principles of safety, quality, sustainability and innovation. Our clients demand these principles of us, and we demand them of ourselves. The Future We continue to set the stage for success. But at the same time, Hatch and our clients all serve a higher purpose— to help bring products to market and to grow our global economy. As economies prosper, so do all of us. Our management team’s pledge for the future is very simple. We will continue to do the right things for all of our stakeholders: our clients, our employees, and the communities in which we work and live. On a final note, Hatch’s Board of Directors recently appointed John Bianchini to the position of Chief Executive Officer. It has been my privilege to serve as Hatch’s CEO since 2004, and I will continue to serve as Chairman. I hope you enjoy our trip around the world in This is Hatch. Kurt Strobele Chairman We will continue to do the right things for all of our stakeholders: our clients, our employees, and the communities in which we work and live.
  • 5. This is Hatch 2012 5
  • 6. '08'00 '01 '02 '03 '04 '05 '06 '07 '09 '10 '11 '12 '08'00 '01 '02 '03 '04 '05 '06 '07 '09 '10 '11 '12 100to750750to1,5001,500to3,0003,000to50,000 CapitalCostUS$Millions Barrick Gold Pueblo Viejo Autoclave, Dominican Republic Pacific Hydro Chacayes Hydroelectric Project, Chile Impala Platinum Shaft Sinking, South Africa BHP Billiton Cerro Matoso Smelter Expansion, Colombia BlueScope Steel No. 5 Blast Furnace Reline, Australia Anglo Platinum ACP Phase A, South Africa Anglo Platinum ACP Phase B, South Africa Vale CORe Project, Canada Rio Tinto Alcan ISAL, Iceland Galaxy Lithium Plant, China Thompson Creek Mining Endako Expansion, Canada Richards Bay Minerals MSP Tailings Treatment Plant, South Africa Agnico Eagle Meadowbank Gold Project, Canada Anglo Platinum Rustenburg Base Metal Refinery, South Africa Xstrata Persévérance Zinc Mine, Canada Peter Kiewit Infrastructure Co. Sea-to-Sky Improvement Program, Canada Canadian Natural Resources Horizon Oil Sands, Canada Rio Tinto UGS Expansion to 375 ktpa, Canada BlueScope Steel China Coating Project, China Bruce Nuclear Units 3 & 4 Restart, Canada Kumba Iron Ore Sishen South Mine Project, South Africa Rio Tinto Alcan AP60 Jonquière Smelter Pilot Plant, Canada Shanghai Krupp Stainless Steel Plant, China Sacramento International Airport Terminal B, USA Freeport-McMoRan Tenke Project , DRC Manitoba Hydro Wuskwatim Generating Station, Canada NCIG Coal Export Terminal Expansion, Australia Delaware Catskill Aqueduct, USA BBI Dalrymple Bay Coal Terminal 7X Project, Australia Rio Tinto QIT Madagascar Minerals (QMM) Ilmenite Project, Madagascar Xstrata Nickel Rim South Mine, Canada GTAA Pearson Airport Redevelopment, Canada Woodside LNG Train 4 Expansion, Australia AdelaideAqua Desalination Plant, Australia Ontario Power Generation Niagara Tunnel, Canada CQPA/QR Wiggins Island Coal Terminal, Australia BC Hydro Gates Project, Canada Spadina Subway Extension, Canada Peter Kiewit Infrastructure Co. Port Mann Highway 1, Canada Windsor-Essex Parkway Project, Canada Vale Onça Puma Nickel Smelter, Brazil Toronto Transit Commission Sheppard Subway Line, Canada Alumar Alumina Refinery Expansion, Brazil Aluminerie Alouette Smelter Expansion, Canada Codelco Ministro Hales, Chile Ma’aden, Saudi Arabia Xstrata Koniambo Nickel Smelter, New Caledonia Bruce A Nuclear Units 1&2 Restart, Canada Transnet Rail and Ports Expansion Program, South Africa LAX Modernization and Expansion Project, USA Gorgon Liquefied Natural Gas Facility, Australia Santa Clara Transportation Agency BART Extension, USA Alaskan Way Viaduct & Seawall Replacement Program, USA Kinross Gold Tasiast Project, Mauritania Mary River Iron Ore Project, Canada TTC Eglinton LRT, Canada Anglo Coal Program, Australia Mosaic Saskatchewan Potash Expansion, Canada QSLIC Industrial Complex, China This is Hatch 2012 6 Major Client Projects
  • 7. 7 www.hatch.ca Safety Maintaining a consistent approach to safety can be a major challenge in our business. Hatch’s standards are clear: we work diligently to ensure no harm comes to our own people, our clients’ people, and the contractors and suppliers with whom we work. Our safety record surpasses industry standards and is a testament to the diligence of our people and the transfer of this mindset to everyone we work with and for. Hatch’s safety record has improved even as our business has doubled. Our record currently stands at 0.07 lost time injuries (LTIs) for every 200,000 man-hours of project work completed. One recent example is our team working on Barrick’s US$655 million Pueblo Viejo pressure leach gold plant in the Dominican Republic, which surpassed two million man-hours without an LTI in 2011. The Band of Principles – What We Believe and How We Work During 2011, we launched a new campaign that confirms and reminds us of four key commitments Hatch makes every day—to our clients and ourselves—and, combined, make us unique in our industry. We call it our Band of Principles.
  • 8. Quality Does quality actually pay off? At Hatch, we know it does. Clients hire us to study, design and build projects that will deliver the best possible financial result to their shareholders and owners. Our commitment to quality was recognized by clients and at awards ceremonies around the world throughout 2011. One of many examples was a trio of wins at the Consult Australia awards. Our joint venture work on the Abbot Point Coal Terminal X50 project received two honors: Project of the Year; and the Gold Award for Resources and Mining. In addition, the Newcastle Coal Infrastructure Group Stage 1 project received the Gold Award for Excellence in Project Management. Sustainability Our clients’ projects are often located close to sensitive environments and can have a significant social impact on nearby communities. Delivering projects sustainably is important not just for the long-term health of our planet, it is increasingly an important financial driver for our clients. Sustainability to Hatch is about providing services that benefit not just our clients’ businesses, but the communities and environment in which we live. One example of our sustainability work has taken us to the Solomon Islands, the Pacific island nation northeast of Australia. There, Hatch is working with SMM Solomon Limited to develop its Solomon Islands nickel project. As part of Hatch’s work, we are conducting an environmental impact assessment (EIA), which requires particular attention to conservation areas, the local community, and the cultural heritage of the region.
  • 9. This is Hatch 2012 9 Innovation For Hatch, innovation is quite simple: it is a new idea or way of working, which can be big or simply incremental, that delivers a cost saving or a new revenue opportunity. We look to our clients to help us drive our own innovation processes. Innovation leadership is happening right now in Canada’s oil sands, where Hatch, Suncor Energy, Enbridge and Nenniger Inc. are developing a pilot plant to demonstrate BEST—bitumen extraction solvent technology. BEST is a low temperature, primary, in-situ production technology for bitumen reserves using a pure, condensing solvent. It will produce 85 percent less greenhouse gases than steam assisted gravity drainage (SAGD) and will reduce the consumption of process water to zero. It is also expected to have lower operating and capital costs than SAGD.
  • 10. 10 www.hatch.ca Hatch’s clients invest billions in the development of their most important assets. That kind of investment is never taken lightly, and it demands the best possible project set-up, quality and delivery to ensure that facilities are built safely, on-time and to budget—and achieve the expected profitability. Engineering Excellence and Differentiation From Hatch’s beginnings in the mid-1950s, our company has built a reputation for delivering strong and differentiated engineering skills. Our strategy at the engineering stage of a project is always on designing a plant—from the first flowsheet onwards—that can be constructed efficiently, started up quickly, and operate at capacity. It is that focus on our clients’ business objectives that distinguishes Hatch’s approach to engineering. Hiring and developing the best people, from new engineers to those with decades of experience, is one way that we achieve this goal. Another is by seeking out and working with our clients on their most challenging issues— challenging ourselves to deliver robust and innovative solutions that pay off for our clients and enhance our people’s skills. We also make significant investments in building and maintaining teams to support our in-house technology groups, such as those focused on furnaces and autoclaves, and specialty areas like custom machine design, custom structural design, bulk material handling, pipeline design, automation systems, noise control and many others. Procurement Hatch’s global procurement team works to identify, select and manage the best suppliers at the best prices, from around the world. Project Delivery— Maximizing Value, Minimizing Risk The Dalrymple Bay Coal Terminal is located within the Great Barrier Reef Marine Park and environmental protection measures were paramount in undertaking the terminal expansion.
  • 11. Our procurement team continues to enhance the functionality of our Global Procurement Intelligence system (GPI). GPI aggregates knowledge on suppliers worldwide so that project teams can access supplier intelligence relevant to their particular project. The system is also integrated with an online supplier performance assessment process, enabling project teams to communicate useful information acquired on suppliers back to the procurement team. Material Management Hatch’s material management processes coordinate engineering and procurement activities and optimize the flow of materials and information in support of a construction-driven execution plan. We coordinate engineering, procurement, construction, logistics, project controls, and project scheduling and site activities during the execution phase of a project in order to manage materials throughout their life cycle. This integrated approach enables teams to constantly coordinate the engineering and procurement activities in a way that best meets construction schedule requirements. Construction As a full-service engineering, procurement and construction management (EPCM) provider, Hatch has made significant investments in building a world-class construction management team. Our construction approach is inextricably tied to the engineering phases of a project. To help our clients plan and execute effective construction projects, we believe it is essential for construction management to be involved early, with an emphasis on ensuring constructability which is cost-effective, minimizes risks, and maintains the intent of the design. Today, our construction teams are working on more than 30 sites in virtually every corner of the world—from Western Australia to the Dominican Republic. Ten additional projects will move into construction phase during 2012, growing our on-site construction management team to over 2,000 people by 2013. Commissioning As these construction projects move forward, an integral step in the life cycle of a project is to ensure facilities are constructed as complete systems—enabling effective commissioning. Hatch’s commissioning team assigns quality people to handle all pre-operational testing and commissioning phases. They inspect and test plant components, making sure the facilities meet the project design, and test plant systems to ensure design performance is met. The overriding goal is to deliver a facility that will reach design capacity as rapidly as possible. Team members who participated in early stages of a project—and best know the facility inside and out—continue to be involved in the commissioning stage. Project LifeCycle Process Hatch’s Project LifeCycle Process (PLP) defines our approach to delivering projects. PLP takes a project from concept to completion and is a highly structured methodology that has evolved over the years. It is designed to work effectively for projects of any size, as clients look to build, expand or upgrade a facility. Its goal? Reduce risk and deliver predictable outcomes, consistently and efficiently. Our PLP methodology has undergone a rigorous review over the past two years, with the aim of refreshing and updating all of the materials that underpin our approach, including policies, procedures, methods, tools, and systems. Hatch’s Project Delivery Group focuses on: • Delivering projects with no harm to client, Hatch, and contractor personnel • Mobilizing effective project teams, with the skill sets to achieve the kind of quality our clients expect • Providing our teams with efficient, standardized tools and systems • Reviewing our projects and supporting our teams with the full breadth of capabilities that Hatch can deliver
  • 12. www.hatch.ca Partnering for Success Hatch is delivering EPCM services for a new 600,000-tonne-per-year (tpy) recovery coke oven battery at U.S. Steel’s facility in Clairton, Pennsylvania, USA.
  • 13. This is Hatch 2012 13 Hatch’s business is rarely transactional. Our projects can span years. And in that kind of environment, it is important that we build strong relationships with our clients—relationships built on trust and a commitment to delivering value and practical innovation. It is about knowing our clients’ businesses and their markets as well as they do. Not just doing projects, but helping clients tackle their toughest challenges. It is about building a one-team approach to every project, and sharing an understanding of what constitutes value. We have deep relationships with all of the major organizations in our three business sectors. We have delivered engineering, procurement and construction management (EPCM) services to every one of the top 20 metals companies by market capitalization, on projects that reach into the tens of billions of dollars in capital expenditure. Hatch has been working with many of our energy clients for decades. And our infrastructure business— which traces its roots to Hatch’s very first project, Toronto’s University Avenue subway—works with governments and private sector clients around the world. Three of our deepest relationships are with Anglo American, Brookfield Renewable Power, and Newcastle Coal Infrastructure Group. In the following pages, we explore these relationships and the reasons why they are so successful.
  • 14. 14 www.hatch.ca Anglo American is one of the world’s leading mining companies, with high-quality assets and natural resources spanning bulk commodities such as iron ore, manganese, metallurgical coal and thermal coal; to base metals such as copper and nickel; to precious metals and minerals, including platinum and diamonds. Hatch cut its teeth with Anglo American in the company’s platinum business. In the early 1990s, Hatch worked with JCI Platinum (now Anglo Platinum) to apply its furnace technology to upgrades of its operations in Africa. Projects to upgrade two furnaces at JCI’s Waterval facility helped to nearly double the original power capacity. The successful projects cemented Hatch’s relationship with JCI and, subsequently, Anglo Platinum. Today, Anglo American is a global mining powerhouse employing over 100,000 people around the world. The company’s Supply Chain transformation program—initiated by CEO Cynthia Carroll—was designed to enable Anglo American to leverage its massive scale across business units to improve quality, reduce delivery lead times and reduce the overall cost of projects, among other objectives. One of the first steps in implementing this program was to prequalify engineering, procurement and construction management (EPCM) suppliers. Anglo American selected only three or four of the most qualified EPCM companies in each of its major operating regions, which include Africa, South America, Australia and Asia. To determine the list, EPCM providers were evaluated against the following criteria: a demonstrated track record of excellence in safety; project delivery and innovation; a substantial resource base; best-in- class systems; effective low-cost country sourcing capability; and a willingness to engage in a collaborative partnership. Hatch is the only company to qualify globally for Anglo American’s program. And for both organizations, the designation is an important step forward in an increasingly deep relationship. Over the next seven years, Hatch will provide EPCM services for more than 20 of Anglo American’s major projects—totaling about US$17 billion in capital expenditure. These include metallurgical and thermal coal projects across Queensland and New South Wales; port and rail to support the export of coal from Australia; and, in South Africa, ten platinum projects as well as work for Kumba Iron Ore, the fifth-largest iron ore producer in the world, 65 percent owned by Anglo American. The evaluation process to become an EPCM provider involved not only written and oral responses, but on- the-ground teams that inspected project performance and verified that organizations actually had the services, procedures or tools they claimed to have. While this new qualification can be viewed as a strong endorsement of Hatch’s performance, it is also a graduation of sorts to the next level of relationship between the two companies. This robust affiliation has already proven to Joining Forces: Hatch participates in Anglo American initiative Hatch is the only company to qualify globally as a Tier-1 EPCM provider for Anglo American. Hatch is the only company to qualify globally as a Tier-1 EPCM provider for Anglo American.
  • 15. This is Hatch 2012 15 be beneficial to both sides. Many people in both companies have worked on several projects together. This has built a strong degree of respect for each other regarding roles and responsibilities, each organization’s capabilities, and the expectations of combined project teams. This understanding makes both companies more efficient because it nurtures a culture of continuous learning and rapid knowledge transfer as teams move from one project to the next. Indeed, the relationship between the two companies has stood the test of time in many different parts of the world. Take Anglo American’s metallurgical coal business unit for example. This unit’s activities are largely concentrated on the east coast of Australia where Hatch has a large presence. Many Hatch professionals have worked on Anglo American projects there for more than a decade and are now engaged in supporting the company’s goal of bringing on a mine development every two years in an effort to triple its current output levels by 2020. The long-running relationship has allowed the two companies to align organizational structures and execute with integrated project delivery teams—an approach that is quite different from a conventional EPCM model. Forming relationships across all levels provides insight not only into the company’s corporate governance needs but also its operational realities. One example is the joint commitment to safely deliver projects with a zero-harm outcome. Both companies are well-aligned on what has to be done to achieve such an important target. Maintaining this close alignment will continue to be a top priority as Hatch moves forward in carrying out the responsibilities associated with its global appointment, the continuation of which is governed by very strict key performance indicators. Performance is closely related to alignment, and Hatch’s involvement in the Supply Chain transformation initiative is an excellent example of how a mature relationship and approach to managing and executing projects can deliver a mutual benefit. US$17 billion capital expenditure Triple current output levels by 2020
  • 16. 16 www.hatch.ca It is hard to believe that a bright, promising relationship could begin in a dank, dark tunnel. But those were indeed the circumstances that brought Brookfield Renewable Power Inc. (Brookfield Renewable) and Hatch together nearly 40 years ago. Today, Brookfield Renewable is one of the largest publicly traded renewable power platforms globally, and it is also one of Hatch’s premier clients. Its primarily hydroelectric generation portfolio includes 170 hydropower facilities and five wind farms, and totals approximately 4,800 megawatts (MW) of installed capacity, including projects under construction. The relationship between our two companies dates back to 1975 when an engineer from Acres (now Hatch) met with representatives from Brascan (now Brookfield Renewable) inside a tunnel in Brazil to discuss possible solutions to an underground problem. While the names have changed over the years, Brookfield Renewable and Hatch have worked together for nearly four decades. This longevity can largely be attributed to open communication, trust and consistently delivering quality work. Since that initial meeting, people from both companies have continuously demonstrated their commitment to these qualities in a variety of field situations. One of the earliest involved the Shikwamkwa dam, which had a history of problems commencing with first impoundment. In the late-1970s, Hatch began assisting Brookfield Renewable (then Great Lakes Power) in managing the serious risks associated with this structure. With Hatch’s assistance, the company implemented monitoring and remediation programs, which enabled the dam to remain in service for Anatomy of a Relationship: Brookfield Renewable Power and Hatch The replacement of the Shikwamkwa dam was delivered ahead of schedule and under budget to Brookfield Renewable. 170 hydro facilities Five wind farms 4,800 MW of installed capacity
  • 17. This is Hatch 2012 17 nearly 30 years. Eventually, Hatch recommended that the dam be replaced and this was accomplished by the end of 2006, ahead of schedule and under budget. Not surprisingly, Hatch’s successful work at Shikwamkwa led to other collaborations. Hatch’s first greenfield hydro project for Brookfield Renewable (then Great Lakes Power) was the Clergue hydropower facility in Sault Ste. Marie. This EPCM engagement was successfully delivered in 1982. From that point forward, Hatch provided near-continuous water power services on upgrades and remedial works for all of the company’s facilities in northern Ontario. Ultimately, when Brookfield Renewable was ready to expand, Hatch was well-positioned to help, assisting the company with its first purchase of a hydro facility in northern British Columbia in 1999. This very successful assignment resulted in Hatch’s services being part of the company’s growth strategy. Since that initial acquisition, Hatch has steadily undertaken due diligence assignments, helping Brookfield Renewable to purchase hundreds of assets in Canada, Brazil and the United States. From Hatch’s perspective, the best part of the relationship is that it has always been—and still is—a two-way street. Brookfield Renewable has benefited by having access to a responsive, consistent team of engineers who are dedicated to delivering high-quality, yet cost-effective services. And Hatch has benefited from a steady stream of assignments, as well as the opportunity to develop innovative solutions. Among them was a reservoir mapping system designed to help find and monitor sinkholes that were developing at the Shikwamkwa dam. Another was Hatch’s operations software for hydro plants, which was developed to assist Brookfield Renewable in managing its plants in Canada. These systems have since evolved and have been used for numerous other clients. Today, Brookfield Renewable stands as a powerful international player in the renewable energy space. It has recently completed a major restructuring in which it combined its assets and became a publicly traded company. This produced an enterprise with a value of US$12 billion, creating new cash flow that will be used to continue growth in strategic markets. Like many good matches, the relationship between Hatch and Brookfield Renewable has not only stood the test of time but is getting better. With the company on the verge of significant expansion, Hatch is standing alongside Brookfield Renewable—positioned to work together as the company expands in South America and other markets well beyond its Canadian origins.
  • 18. 18 www.hatch.ca “Ahead of schedule. Below budget.” These are welcome words to any project manager. Add “outstanding quality” and “exemplary safety” and you begin to capture the remarkable results achieved by the Aurecon Hatch joint venture in support of Stage One of the Newcastle Coal Infrastructure Group’s (NCIG) Coal Export Terminal (CET) on Kooragang Island in Newcastle, New South Wales, Australia. Making these accomplishments even more noteworthy is the fact that the NCIG greenfield terminal represents the largest single-stage development of a new coal terminal of its type in history, with an estimated capacity of 30 million tonnes per annum (Mtpa). An initiative of this size never comes without challenges. A massive four-year program of dredging about six million cubic metres of sediments from the Hunter River was undertaken to both widen and deepen its southern arm in order to accommodate the loading of large Cape-class bulk vessels at the terminal. The project also faced significant geotechnical challenges, stemming from Kooragang Island’s original formation from a number of smaller islands, and the fact that the site was used as a contaminated waste dumping ground between 1960 and 1990. An accelerated project schedule, combined with a shortage of sands from dredging, necessitated the development of a faster ground improvement technique and an innovative construction method designed to accommodate long-term settlement. Aurecon Hatch’s involvement in Stage One of this three-stage project was comprehensive, ranging from preparation of the initial project concept in 2005 prefeasibility and detailed feasibility studies, to oversight of geotechnical investigations and dredging and fill-materials management, to provision of full-scope engineering, procurement and construction management (EPCM) services through completion in 2010. Aurecon Hatch also helped NCIG to negotiate with the New South Wales government for the land lease. A distinguishing feature of the program was the team’s ability to reduce capital costs through innovative design. The NCIG CET uses wide-bed stockpile designs with the world’s largest capacity, dual-function stacker-reclaimer machines. This reduced overall capital costs by approximately A$160 million while increasing the port’s coal storage capacity by 60 percent compared with conventional narrow stockpiles and separate stackers and reclaimers. These accomplishments were consistent with a budget-conscious project that was ultimately delivered in 26 months—five weeks ahead of schedule—at a cost of A$1.12 billion, compared with an original budget of A$1.16 billion. The success of the project was recognized at the 2010 Australian Bulk Handling Awards, where it won Bulk Handling Facility of the Year. Another hallmark of this successful program was its strong safety achievements. The project experienced one lost-time injury in more than four million man-hours of labor—a feat that earned the coveted Safety Leadership Award from the WorkCover Kings of the (New) castle: Newcastle Coal Infrastructure Group and Aurecon Hatch In 2011, NCIG’s Coal Export Terminal project won the Gold Award for Excellence in Project Management at the Consult Australia awards.
  • 19. This is Hatch 2012 19 Authority of New South Wales. The safety challenge was especially significant on a site where over 5,000 workers were inducted, a wide range of contractors with differing degrees of safety maturity were engaged and the hazards were significant. The secret to success? A combination of expertise, consistency and attitude—all of which coalesced into an exceptionally strong relationship in which both Aurecon Hatch and NCIG were laser-focused on delivering a successful project safely. The Aurecon Hatch team was carefully chosen to bring together members with considerable coal terminal maintenance and operations experience. The team was also committed to maintaining a stable workforce, without the frequent “fly in and fly out” dynamics often associated with these sorts of projects. The consistency and deep experience of the team also contributed to the project coming in under budget. Above all, however, the key to this project’s success has been the attitude of the joint team. Day-in and day-out, the team had an unswerving “can do” attitude, which quickly diffused potentially challenging situations before they compromised its ability to deliver on the performance, time or cost commitments. Today, Aurecon Hatch is already ahead of schedule and under budget for the recently initiated Stage Two of the project, which will take the site’s annual coal capacity to 53 Mtpa. Stage Three, expected to be completed by the third quarter of 2013, will grow capacity to 66 Mtpa. 5,000 workers inducted 60 percent increased capacity
  • 20. 20 www.hatch.ca Mining Metals Coal Industrial Minerals Iron Ore Iron Steel Light Metals Mining Mineral Processing Non Ferrous Metals
  • 21. This is Hatch 2012 21 The days when worldwide commodity markets were interesting only to industry insiders and financial analysts are far behind us. As exploration expands, and commodity prices rise, the mining and metals industry is increasingly making front-page news. One major reason is the rapidly developing economies of Asia and South America. Asia, for example, is continuing apace to add three billion people to the world’s middle classes. That creates new demand for raw materials, including minerals and metals like copper, iron ore, coal, aluminum and nickel. Most large resource needs of the past century were fulfilled through new properties coming online or through technological advances that improved the efficiency of existing facilities. Today, Hatch’s mining and metals clients are making significant investments in both their existing and new properties. They are rushing to meet demand, both by maximizing the throughput of their existing assets and by finding and exploiting new properties. Hatch’s challenge is to help our clients meet this demand safely and cost effectively. Mining booms are happening in parts of the world that previously had been left untouched. From the Andes to the Arctic, and everywhere in between, owners and investors are looking farther afield to extract, process and deliver commodities to global markets.
  • 22. 22 www.hatch.ca In Canada, Rio Tinto Alcan brings new aluminum smelting technology to commercial development Rio Tinto Alcan’s AP60 technology is the most cost effective, energy efficient and environmentally friendly aluminum reduction technology to reach the threshold of commercial development. The C$1.2 billion AP60 Phase 1 Jonquière plant aims to demonstrate the technology at an industrial scale and enable further developments of the AP60 cell. The “60” in AP60 stands for 600 kiloamperes (kA). Compared with today’s most advanced smelters, AP60 will deliver 40 percent more metal per pot at a lower full economic cost. Hatch’s joint venture has moved from the feasibility stage to full execution of the demonstration plant. In subsequent phases, Rio Tinto Alcan plans to expand the facility to full industrial scale. The project is based on Rio Tinto Alcan’s “Zero Harm by Choice” approach. In close cooperation with suppliers and contractors, the project team is focused on building the most modern aluminum smelter in the world—safely, on time and on budget. The Mosaic Company continues to expand its share of the global potash market with Canadian expansion Mosaic is one of the world’s largest producers of potash and the company’s facilities in Saskatchewan are in the midst of a significant production expansion. Mosaic’s Esterhazy operation is the world’s largest potash production facility and underground mine complex. The Esterhazy expansion will leverage existing facilities and infrastructure at three mines. Hatch has completed a series of studies at all of Mosaic’s sites in Saskatchewan, and has provided engineering, procurement and construction management (EPCM) services for the expansion program. In late 2011, Hatch successfully completed Phase 4 of its EPCM services for K2— ahead of schedule and significantly under budget. Hatch is also the EPCM provider for the K3 greenfield mine project, which will see construction of one of the tallest headframes in the world. Preparation is now under way for shaft sinking activities. The new K3 mining complex delivers an additional one million tons per annum (Mtpa) of production to the Esterhazy operations. Rio Tinto Alcan’s AP60 technology will deliver 40 percent more metal per pot. Hatch works with Mosaic to expand the company’s Canadian potash production capacity.
  • 23. This is Hatch 2012 23 Onça Puma nickel plant in Brazil nears full production Vale’s Onça Puma laterite nickel operation stepped up production in 2011. Located in the state of Pará, Onça Puma is Vale’s first ferronickel operation in Brazil and one of the largest in the world. The project has an annual production capacity of 220,000 tons of ferronickel, containing 53,000 tons of nickel. The Onça Puma project was acquired by Vale in 2005. The nickel production plant will use ore from two areas in the Onça Mountain, which is close to the plant, and the Puma Mountain about 16 kilometres away. The facility’s first shipment was made during 2011. Onça Puma will go into full production during 2012. Hatch provided EPCM services to the project, including assistance with start-up for all phases—from the feasibility study to hot commissioning. Hatch’s scope included the delivery of two rotary kiln electric-furnace smelting lines. Galaxy Resources enters the world’s lithium market Construction and commissioning is nearing completion on the world’s largest spodumene-processing lithium plant for Galaxy Resources, located near Shanghai, China. Galaxy mines lithium pegmatite ore and processes it on site to produce a spodumene concentrate and tantalum by- product at a property near Ravensthorpe, Western Australia. At full capacity, Galaxy will process 137,000 tonnes per annum (tpa) of spodumene concentrate and 56,000 pounds per annum of contained tantalum. The concentrated spodumene is then shipped to the plant in China. Hatch undertook process test work, basic and detailed design, and the construction and cold commissioning of the Galaxy plant. The project moved from a concept design in April 2008 to a completed facility in less than three years. The Jiangsu plant will produce 17,000 tpa of battery-grade lithium carbonate, making it the largest producer in the Asia-Pacific region, and fourth-largest in the world. Vale’s Onça Puma nickel facility tapped its first metal in March 2011. Galaxy Resources’ lithium plant in China progressed from prefeasibility study to construction in less than 12 months.
  • 24. 24 www.hatch.ca Kolomela mine sets new benchmark for safety in South Africa Sishen South is a greenfield iron ore mine owned by Kumba Iron Ore, a part of Anglo American. Renamed Kolomela— which means to “seek deeper” or “to persevere”—the project is scheduled to deliver first production in the early half of 2012, and will ramp up to nine million tonnes per annum in 2013. To meet increasing demand for high-grade iron ore, Hatch was retained to provide EPCM services in delivering the plant, as well as a 17-kilometre private siding connected to the Postmasburg link line, which ultimately joins the Sishen–Saldanha rail line. In 2011, Hatch delivered additional construction management services. The mine requires additional housing to accommodate staff, as well as infrastructure, roads and services for 718 houses. Hatch is providing construction management services, schedule management and reporting, quality assurance and control, and health and safety management. World’s largest open-pit mine transformed by Codelco in Chile Codelco is the world’s leading copper producer, controlling about 20 percent of the world’s reserves. Its Chuquicamata underground mine is a cornerstone in the company’s portfolio—and the current program will transform the world’s largest open-pit mine into an underground operation. Chuquicamata will be among the world’s most efficient mining operations, producing 140,000 tonnes per day of ore by 2027. It is also expected to reduce the mining operation’s particulate matter emissions by 97 percent. Hatch worked on the project’s feasibility study, focusing on the development of access works, environmental studies, human resources, management models, mineral handling, permanent infrastructure, services and supplies, shafts and tunnels. Our team has provided basic engineering for early works, which include a 1000-metre-deep shaft, 34 kilometres of tunnels, roads, power lines, and permanent offices and administrative facilities. Today, the team is working on the development of the mining facilities and infrastructure. Kumba Iron Ore’s Kolomela facility will ramp up to 9 million tonnes per annum in 2013. Hatch is helping Codelco transform the world’s largest open-pit copper mine into an underground operation.
  • 25. This is Hatch 2012 25 Vale and Hatch improve production in Canada’s Nickel Belt At its Clarabelle Mill nickel operation, Vale has embarked on a C$210 million brownfield investment to improve recoveries by approximately three to four percent. Construction is under way on the Challenging Ore Recovery (CORe) project, which includes greenfield development of a new flotation building. The brownfield work is being executed with minimal interruption to plant operation. As part of the project, Hatch is managing the installation of an IsaMill™—an energy-efficient grinding mill for mineral ores. The construction schedule was built around the existing plant’s 2011 and 2012 planned maintenance shutdowns in order to allow Clarabelle Mill to continue operating at full production. Hatch is now providing full EPCM services to the project. The schedule was advanced by a full year, while the commissioning of the IsaMill™ was also accelerated—by four months—to help Vale reach its goals more quickly. United States Steel alliance grows Since 2009, Hatch has been working in an alliance with U.S. Steel to deliver EPCM services at several of the company’s facilities in North America. Hatch is responsible for all U.S. Steel capital projects with a total installed cost of between US$100,000 and US$100 million, and several larger, strategic projects. In 2011 Hatch’s involvement in the company’s major projects and plant engineering functions doubled, and has expanded to include all of U.S. Steel’s North American operations. Major project work in 2011 included: • EPCM services for a new 600,000-tonnes-per-year recovery coke oven battery in Clairton, Pennsylvania • Prefeasibility and feasibility work for a 3.6-million- tonnes-per-year pelletizing plant expansion in Keetac, Minnesota • EPCM services for infrastructure and material handling engineering at a coke manufacturing facility at the company’s plant in Gary, Indiana. Today, Hatch is directly involved in over 90 percent of U.S. Steel’s worldwide capital programs.
  • 26. 26 www.hatch.ca New Caledonia sees progress at Koniambo nickel project The Koniambo nickel project is a greenfield pyrometallurgical facility designed to develop one of the world’s largest and highest-grade nickel laterite deposits by Koniambo Nickel SAS, a joint-venture partnership between Société Minière du Sud Pacifique (SMSP) and Xstrata Nickel. The project will process ore in a 60,000-tonnes-per-annum ferronickel smelter. Hatch, in joint venture with Technip, under an EPCM arrangement, is constructing a metallurgical plant; a 350-megawatt coal-fired power station; an ore preparation plant; an 11.5-kilometre ore conveyor; a port; and a construction camp for more than 6,000 people. 2011 saw the project continue with the major construction activities and prepare for the commencement of commissioning. Pre-operational testing and commissioning began in early 2012 in preparation for start-up of the process plant and power station in the second half of 2012. Endako expansion project nears completion in Canada’s west The Endako molybdenum mine is located in British Columbia, Canada. The surface mine is a joint venture of Thompson Creek Metals, which holds a 75% interest, and Sojitz Corporation, holding a 25% interest. Endako includes a concentrator for processing ore into molybdenum disulfide concentrate and a multiple-hearth roasting facility that converts the concentrate into technical- grade molybdenum oxide. When global demand for molybdenum increased in recent years, the mine operators decided to expand—a half-billion-dollar investment that aims to increase the molybdenum ore processing capacity of the mine to around 52,000 tonnes per day, while also improving recovery and total annual production. Hatch’s work includes EPCM services for the new concentrator plant, including upgrade of the power supply to the mine, SAG and ball mill grinding, pebble crushing, flotation, tailings, brownfield interfaces, ore feed from the existing mine feed, access road, precommissioning and assistance at performance testing. Thompson Creek Metals’ Endako facility will process up to 52,000 tonnes of molybdenum per day. In New Caledonia, the Koniambo nickel project is expected to start up in late 2012.
  • 27. This is Hatch 2012 27 Copper Mountain project gives new life to a Canadian community Copper Mountain is a 35,000-tonnes-per-day (tpd) copper concentrator located on the site of a former producing mine which closed in 1996. The C$400 million-plus facility commenced production in 2011 and made the Copper Mountain Mining Corporation Canada’s newest major copper producer. The annual production target is 105 million pounds of copper with gold and silver credits. Hatch began working on the project at the feasibility study stage. Detailed engineering and procurement services followed, and in mid-2010, the plant started up on schedule and under budget. Hatch representatives were on hand to witness the rebirth of Copper Mountain, as well as the town of Princeton, which had suffered since the original mine closed. Hatch also worked with the client and the local utility to identify potential energy savings. The utility provided funding to finance trade-off studies for implementing energy-saving measures. Hatch helps China’s Qinghai Salt Lake Industry Group develop the world’s most advanced calcium carbide production system The city of Golmud, China is host to one of Hatch’s most innovative projects. The Qinghai Salt Lake Industry Co., Ltd. (QSLIC) manufactures and distributes potassium fertilizers and is developing a processing facility for producing magnesium metal and polyvinyl chloride. QSLIC engaged Hatch to help deliver what will be the highest capacity and most advanced furnaces in the world. Hatch is providing licensed technology for calcium carbide production, including furnace off-gas systems, product handling equipment design, supply of electrode columns and control furnace software for four furnace process lines. We are also involved in the design of the magnesium smelter, while QSLIC subsidiary Haina is developing a polyvinyl chloride production facility which will include a fifth 90-megawatt Hatch furnace. The calcium carbide industry has declined in Western countries, but is expanding significantly in China, with approximately 20 million tonnes of annual production capacity now installed. The Copper Mountain Mining Corporation’s new copper concentrator has revitalized a community in western Canada.
  • 28. 28 www.hatch.ca Baffinland Iron Mines’ Mary River project poses unique challenges because of its Arctic location. Hatch’s cold-weather experience, proven at Agnico-Eagle’s Meadowbank gold mine—visited here by Canadian Prime Minister Stephen Harper—is one reason why Baffinland Iron Mines chose Hatch for its project in Canada’s Arctic.
  • 29. This is Hatch 2012 29 Mary River—Baffinland Iron Mines’ project in Canada’s Arctic—moves forward Baffinland Iron Mines Corporation’s Mary River property consists of nine high-grade direct shipping iron ore (DSO) deposits in the Canadian territory of Nunavut. Once Mary River comes online, the high-grade iron ore will be mined, crushed, screened, transported to the coast and shipped to customers—which means no chemical processing facilities will be required. All major components of the facility will operate year-round. The project includes a DSO development, a rail line and a port. Hatch conducted a due diligence review of the project to support the development of a financial model and the project’s economic assessment, as well as identifying risks and opportunities. Geology, mining, rail, port, environment and community social aspects, project execution, capital costs, and operating costs were reviewed. Construction logistics were also assessed since all supplies and equipment must be shipped during a short three-month window each summer. Hatch is now completing a feasibility study for the project.
  • 30. 30 www.hatch.ca Energy Power • Thermal • Nuclear • Renewable • Transmission Distribution Oil Gas
  • 31. This is Hatch 2012 31 Around the world—in industrialized nations and those still on the path of development—Hatch is helping organizations develop and implement effective plans for their energy needs. After all, in today’s world every company is an energy company. Take Google. Visit the company’s headquarters in Silicon Valley and you’ll see a 1.6-megawatt solar installation, supplying about 30% of peak energy consumption to the buildings it covers. In addition to investing in renewable power for its own operations, Google has invested hundreds of millions of dollars in projects such as large-scale wind and rooftop solar. Generating economical, reliable power is one of the greatest challenges facing any chief executive in any industry. But it is especially acute for companies in the resources sector. The fluctuations in supply and price of fossil fuels can translate to millions of dollars lost or gained on the bottom line. And for many countries that rely largely on imported sources of fuel, it can be a matter of national security. Now, sustainability has moved to the forefront of the debate. Fossil fuels are still the fuel of choice, but companies are investing in technologies that minimize adverse impacts on the environment while still providing a reliable source of power. Hatch is there, on those front lines. We are working around the world—from wind farms in Africa, to the natural gas fields of Australia, to the oil sands of Canada— with companies that produce, transmit and consume energy. We also work with government entities to help developing countries build national energy plans that serve the needs of their citizens and the development needs of their economies. With our decades of experience in both the resource and energy sector, we are well positioned to understand how energy powers the world’s economy.
  • 32. 32 www.hatch.ca Hatch assists Canada’s BC Hydro in meeting dam safety requirements BC Hydro operates 33 generating facilities, including 30 hydroelectric generating stations, two gas-fired thermal power plants and one combustion turbine engine, with a total installed generating capacity of 10,700 megawatts and an average annual energy production of 48,000 gigawatt hours. The crown corporation also owns, operates and maintains 41 dam facilities, and regularly reviews these facilities to ensure they meet or exceed current safety and reliability requirements, and comply with federal and provincial legislation. Occasionally, the corporation develops plans to maintain and/or upgrade facilities. The Spillway Gates Reliability Upgrade Program—a C$400 million-plus initiative—was created to ensure that the spillway gates at all BC Hydro sites operate reliably. Hatch was engaged as design manager for the program and has managed the full design life cycle for six of the highest priority facilities. The work will involve repairing or replacing gates, hoists, power supplies, controls and other aspects of the infrastructure to meet BC Hydro’s current reliability principles for flood discharge systems. Hatch is tackling the sites concurrently and managing them as a portfolio to ensure consistency of the design approach. Australia’s Gorgon liquefied natural gas project poised for a pivotal year in 2012 The Gorgon Project is one of the world’s largest natural gas projects. It is operated by Chevron and is a joint venture of the Australian subsidiaries of Chevron (approximately 47%), ExxonMobil (25%), Shell (25%), Osaka Gas (1.25%), Tokyo Gas (1%) and Chubu Electric Power (0.417%). Hatch is part of the KJVG joint venture undertaking the liquefied natural gas (LNG) downstream and logistics portion of the A$43 billion project. Hatch currently has over 500 people working in Western Australia and the fabrication yards. Chevron’s A$43 billion Gorgon Project is one of the world’s largest natural gas initiatives. Hatch is design manager for the BC Hydro Spillway Gates Reliability Upgrade Program.
  • 33. This is Hatch 2012 33 The complexity and sheer scale of Gorgon is unprecedented. The project includes: • A gas-processing facility on Barrow Island consisting of three 5-million-tonnes-per-annum LNG trains and carbon-dioxide injection facilities, and a domestic gas plant of up to 300 terajoules per day • Subsea development of the Gorgon and Jansz gas fields involving up to 30 subsea pipelines from the fields to Barrow Island • LNG shipping facilities to transport products to international markets. Approximately three LNG shipments are expected to leave a dedicated LNG loading jetty each week. Hatch has been involved in the project since 2004 and has undertaken both pre-front-end engineering and design (FEED) and FEED studies. In 2011, the project made strong progress on and around Barrow Island as dredging activities were completed. On-island preparation advanced—with almost five million cubic metres of earth being moved and the first pre-cast concrete foundations placed awaiting the arrival of the first modules in 2012. The construction village has almost doubled in size and the team has poured the foundations for the LNG storage tank in preparation for substantial construction in 2012.
  • 34. 34 www.hatch.ca Palo Viejo hydro project to annually displace over a quarter million tonnes of CO2 Enel Green Power is finishing construction of an 84-megawatt hydro project along the Cotzal River in the Department of Quiché, Guatemala. Palo Viejo will produce 370 gigawatt-hours of clean energy per year, displacing an estimated 280,000 tonnes of CO2 emissions. Hatch has worked with Enel Green Power from conception through to commissioning. The project’s backdrop of mountainous terrain, tropical storms, seismic activity, landslides and river sediment has presented unique challenges. Hatch designed a 22-kilometre water conveyance system to connect five separate intakes to a reservoir. Crossing two large steep river valleys required the design of two unique, large metal siphons. Challenges for the siphons included high pressures, sediment accumulation, river control and unstable slopes. Enel Green Power has worked closely with Hatch to achieve its goal of zero accidents. Hatch mobilized in-house safety experts to develop a comprehensive, site-specific safety program and to provide a full-time safety auditor to the site. Since the program was initiated, the project has achieved over four million man-hours with no lost time injuries. U.S. project to deliver high-quality, low-impact oil shale U.S.-based Red Leaf Resources, Inc., has developed the EcoShale™ In-Capsule Technology to economically and environmentally produce high quality liquid transportation fuels from oil shale, oil sands, coal, lignite and biomass. The unique oil shale retorting process produces a shale oil with a much higher concentration of middle distillate than West Texas intermediate crude oil. And it requires no process water, protects groundwater and vegetation, uses low temperatures for heating, and allows for rapid site reclamation. The process also results in synthetic natural gas production, allowing for energy self-sufficiency. Hatch has been engaged from the beginning of the pilot plant stage, working on computational fluid dynamics, finite element analysis and process simulation to analyze data from the pilot plant. This process was used for the scale-up and optimization of the processing configuration for the commercial demonstration plant. Currently, Hatch is engaged in the design of capsule and downstream processes. Enel Green Power’s Palo Viejo hydroelectric facility will produce 370 gigawatt-hours of electricity per year.
  • 35. This is Hatch 2012 35 Big Becky breaks through after a 57-month journey under Niagara Falls, Canada In May 2011, the world’s largest hard rock tunnel boring machine—dubbed Big Becky—completed its 10.2-kilometre journey under the city of Niagara Falls. Workers emerged carrying a statue of St. Barbara, the patron saint of miners. Big Becky began her journey in September 2006. During the project, 1.6 million cubic metres of rock were excavated, and the outer ring of the 14.4-metre diameter cutter-head traveled a total of 65,000 kilometres. Ontario Power Generation undertook the C$1.6-billion project to divert water from the Niagara River and carry it downstream to the Sir Adam Beck Generating Stations. The Niagara Tunnel will provide enough water power to generate an additional 1.6 billion kilowatt hours of electricity annually—enough to meet the needs of about 160,000 homes. The project will be completed in 2013, after the tunnel has been lined with concrete for reinforcement, and tested. Hatch Mott MacDonald and Hatch served as Owner’s Representative. Big Becky, the world’s largest hard rock tunnel boring machine, breaks through in Niagara Falls, Canada.
  • 36. 36 www.hatch.ca Hatch helps New Brunswick Power remediate issues at generating station in eastern Canada Mactaquac is the largest hydroelectric generating station in Canada’s Maritime region. Owned and operated by New Brunswick Power, the project was constructed between 1964 and 1968. The initial installation consisted of three 110-megawatt units. The fourth unit was installed in 1972, and the fifth and sixth followed in 1980. Evidence of distress in the structures was first noticed in the mid-1970s. In fact, the rate of concrete expansion due to alkali-aggregate reaction (AAR) at Mactaquac is about three times greater than rates observed at other facilities elsewhere in the world. Hatch has worked with NB Power to apply remedial measures to the generating equipment in the powerhouse substructure, as well as elements of the powerhouse itself. In addition, Hatch has developed an industry-leading finite element program, called GROW3D, that can help NB Power—and other hydroelectric producers facing similar issues—predict the future behavior of the structures. South Africa’s Exxaro to enter the alternative energy business Exxaro is a South Africa-based, publicly traded mining group. The company has plans to significantly grow its energy generation business over the next 20 years and has set a target of increasing its renewable energy power generation capacity to 2,000 megawatts (Mw) by 2030. • 40-MW Tiqua wind power plant in the Western Cape • 140-MW Amakhala Emoyeni wind energy facility in the Eastern Cape • 93-MW Tsitsikamma Community wind farm in the Eastern Cape • 30-MW Lephalale solar power plant in Limpopo Province • 10-MW Letsatsi solar photovoltaic power plant In total, the projects represent about US$800 million in capital investment. Hatch’s understanding of the technologies, process and resourcing of similar projects is helping Exxaro deliver on its plan to become one of the leading green energy independent power producers in Southern Africa. Hatch’s GROW3D program helps hydro operators predict future behavior of powerhouses — including this one at New Brunswick Power’s Mactaquac Generating Station.
  • 37. This is Hatch 2012 37 Wintering Hills wind project goes online a month ahead of schedule in Canada’s Prairies In late 2011, Hatch completed the Wintering Hills wind power project in Alberta, Canada. Suncor Energy and Teck developed the project—with a total installed capacity of 88 megawatts delivering power to the Alberta electric grid. This was the fifth Suncor wind development that Hatch has helped deliver, and the largest in Suncor’s portfolio. The development is made up of 55 turbines. A 6.5-kilometre, 144-kilovolt power line was built to interconnect with a substation belonging to ATCO Electric. Civil works, including access roads, lease preparation, and turbine and substation foundations began in 2010. The 65-kilometre underground collection system also began in 2010, with final terminations completed in 2011. The substation was completed and the turbines installed and commissioned in 2011. Wintering Hills was not short of challenges. Hilly terrain and weak soil threw up issues when building access roads and constructing the turbine foundations. The Hatch team managed to overcome the challenges, however, delivering the project one month ahead of schedule and under budget. Wintering Hills—delivered a month ahead of schedule—is the largest wind development in Suncor’s portfolio.
  • 38. 38 www.hatch.ca Infrastructure Ports Marine Terminals Rail Transportation Water Infrastructure Services
  • 39. This is Hatch 2012 39 Hatch’s infrastructure businesses serve a broad range of industrial, public, entrepreneurial and financial clients. We are known around the world for bringing together advisory, technical, engineering and project delivery services in the resource sector. Our infrastructure business is closely tied to our unique knowledge of the resources industry. During the course of 2011, Hatch reorganized its infrastructure sector into four business units: Ports Marine Terminals; Rail Transportation; Water; and Infrastructure Services. As we see in other parts of Hatch’s business, newly developed economies are driving a global thirst for raw materials. That demand—and its supply—will increasingly come from parts of the world that had, until now, sat largely on the sidelines. More and more often, commodities will be sourced from challenging, oftentimes remote locations. And will be shipped from and to parts of the world that have underdeveloped infrastructure. Each of Hatch’s infrastructure services can be delivered to satisfy a specific client need. We can also combine elements of our services to create what we call “Gateway Logistics”. Quite simply, Gateway Logistics brings together all of Hatch’s infrastructure services— developing ports, marine terminals, rail and other capabilities—in one cohesive offering. In addition to our commercial infrastructure capabilities, Hatch continues to be involved in public infrastructure— roads, bridges, passenger rail, airports and so on, largely through our Hatch Mott MacDonald joint venture in North America.
  • 40. 40 www.hatch.ca Postmasburg rail link helps Kumba Iron Ore to reach world markets from South Africa In 2011, Hatch, Mott MacDonald, GOBA, (HMG) completed engineering, procurement and construction management (EPCM) work on the 32-kilometre Postmasburg rail link line. The project will be central to the planned expansion of iron ore supply from the Northern Cape area of South Africa, and connects Kumba Iron Ore’s Kolomela mine to the existing Sishen–Saldanha rail line, which runs to Saldanha Bay for ore shipment around the globe. The rail line represents an agreement between Kumba Iron Ore—a division of Anglo American— and Transnet Freight Rail, part of the state-owned Transnet organization responsible for South Africa’s commercial infrastructure program. This is the first new line of this length that Transnet has undertaken in 36 years. It is a major component of Kumba Iron Ore’s expansion plans as the total production of the new Kolomela mine, nine million tonnes per annum at full production in 2015, will be transported along the new line. The first train began its journey onto the new Postmasburg link line in September 2011. South Africa rail project helps Assmang to nearly double production capacity Based in South Africa, Assmang Limited, a joint venture between Assore Limited and African Rainbow Minerals Limited, is one of the world’s leading suppliers of raw material to the world’s steel mills and alloy plants. Assmang’s Khumani iron ore mine is situated in the Northern Cape province of South Africa and represents some of the best iron ore resources in South Africa—both in quality and quantity. The Khumani expansion project will increase production capacity to 14 million tonnes per year. For the past two years, Hatch has been working with Assmang to provide design and EPCM services for all rail-related work as part of the expansion project. The rail infrastructure is required to support the increased mining throughput and will enable Assmang to increase capacity from approximately 10 to 14 Mtpa—most of which will be exported. Commissioning has proceeded on the local siding and second balloon, and the rail infrastructure for these sections is fully operational. The newly constructed local siding also delivers to Assmang one of its strategic business objectives: to service the local market with iron ore. The 32-kilometre Postmasburg rail link is central to the planned expansion of iron ore supply from the Northern Cape area of South Africa.
  • 41. This is Hatch 2012 41 Hatch Mott MacDonald helps ease commercial traffic between the United States and Canada This C$1.4-billion Windsor–Essex Parkway project is a key component in Ontario’s initiative to provide a new Canada–U.S. border crossing between Windsor, Ontario and Detroit, Michigan, which currently accounts for 28% of Canada’s trade with the United States. The new 11-kilometre-long, six-lane highway runs through environmentally sensitive areas and will be constructed mostly below grade to minimize its impacts on adjacent neighborhoods. The depressed highway will run through 11 cut-and-cover tunnels designed to support local roads and landscaped parks in order to link the communities on either side of the right-of-way. Service roads running parallel to the Parkway will maintain access to local schools, shops, neighborhoods and natural areas. As the lead designer, HMM is responsible for designing the highway to meet Infrastructure Ontario’s strict physical and environmental requirements while also minimizing the life cycle cost of the project. Construction of the Parkway began in mid-2011 and it is scheduled to be opened to traffic in 2014. The Windsor–Essex Parkway is the largest single highway investment in Ontario’s history, and in places will run under landscaped parks like this one.
  • 42. 42 www.hatch.ca Award-winning GO TRIP project helps system deliver 21 percent passenger increase for the Greater Toronto Area The past year saw Hatch Mott MacDonald (HMM) complete its work on GO Transit’s Rail Improvement Program (GO TRIP). HMM delivered program management services on the $1-billion, eight-year initiative. Launched in 2003, the program was an ambitious plan by GO Transit to expand and improve its rail network. The program added 100 kilometres of new track, 16 new bridges, three grade separations and 17 station expansions. HMM personnel worked from a dedicated GO TRIP office, along with GO Transit staff. The team oversaw 80 separate engineering assignments and construction contracts, covering all aspects from environmental assessments through design and construction to commissioning. The project had to be implemented without delaying the 180,000 daily commuters who use the GO system. The project team maintained uninterrupted rail operations, and did so while bringing in the program on time and on budget. With the improvements in place, GO Transit ridership has increased to more than 57 million passengers a year—a 21% increase. GO Transit also bettered on-time train performance and eliminated one million kilometres of daily car travel. Tunnel Boring Machines begin their journey beneath Toronto, Canada Four tunnel boring machines that will create the tunnels for Toronto’s Spadina Subway Extension began their journey in mid-2011. Holey and Moley are boring northbound toward the Finch West Station site. Later in the year, Yorkie began to bore from the Steeles West Station launch shaft, heading southbound toward Finch West Station. Yorkie’s twin, Torkie, launched early in 2012. The C$2.63-billion Spadina Extension is one of the largest expansion projects ever undertaken by the Toronto Transit Commission, one of Hatch’s original clients. The line is a critical expansion for the current TTC subway system. HMM is providing program management services for design, construction and commissioning of the seven-year extension program. It is also the designer of the twin bored tunnels from the current termination of the line through to the future termination in York Region. The existing Spadina line will be extended by 8.6 kilometres. The project adds six more stations to Toronto’s network, and goes into service in 2015. GO Transit’s Rail Improvement Program facilitated a 21 percent increase in commuter traffic. The Spadina Subway Extension will take Toronto’s subway beyond the city’s limits for the first time.
  • 43. This is Hatch 2012 43 Port Mann Highway in Vancouver, Canada to meet traffic forecasts to 2031 The Port Mann/Highway 1 Improvement project will see construction of a new 10-lane Port Mann Bridge, improved access and safety on Highway 1 and widening of the highway itself. The 37-kilometre project also involves the reconstruction of 13 interchanges and the addition of two new ones—all while maintaining uninterrupted traffic flow. HMM has been working to deliver design management and geotechnical, civil and structural engineering services to the design-and-build contractor, Kiewit-Flatiron general partnership. The project has made significant use of building information modeling (BIM) technology. Surveys and laser scans of existing infrastructure were incorporated to help visualize how the new infrastructure would interact with the existing infrastructure, and consider how to relocate and protect existing assets. Now in the construction phase of the project, BIM is being used to assist in the design of temporary works, and to determine quantities and control construction machinery. The new Port Mann Bridge will be operational by 2012/13, and the entire project is scheduled to be completed by the end of 2013. Transnet program continues to transform South Africa’s commercial infrastructure For six years, Hatch, Mott MacDonald, Goba (HMG) has worked with Transnet—the government body which owns and operates South Africa’s freight transport system consisting of port, rail and pipeline infrastructure. HMG has provided EPCM services for more than 30 Transnet projects. Several have won awards, including the Durban harbor entrance widening—which took home the South African Institution of Civil Engineering’s (SAICE) Durban Branch Award for Most Outstanding Civil Engineering Project in Technical Excellence; and the Ngqura container terminal project, which received SAICE’s National Award for Technical Excellence. While Ngqura adds new capacity to South Africa’s network of six major ports, HMG also led the refurbishment and upgrades of ports at Cape Town, Durban, Port Elizabeth and Richards Bay. At Durban—the busiest multi-service port on the continent—the entrance channel was widened and deepened to enable safe access for vessels up to 9,200 TEU (twenty-foot equivalent unit) under most weather conditions. On dry land, HMG worked with Transnet to more than double the capacity of the 860-kilometre iron ore heavy rail line from Sishen to Saldanha, from 27 million tonnes per annum (Mtpa) to 60 Mtpa. The 37-kilometre Port Mann/Highway 1 improvement project will improve the daily commute for hundreds of thousands of Greater Vancouver residents. HMG has delivered over 30 different projects in the US$14 billion Transnet program for South Africa.
  • 44. 44 www.hatch.ca To complement our core engineering, procurement and construction management (EPCM) services, and deliver additional value to our clients, Hatch provides an array of expert services. Specialists work side-by-side with our project teams to tackle issues that can impact a project at any stage. Expert Services
  • 45. This is Hatch 2012 45 Environmental Services Group (ESG) Our ESG team helps clients understand and manage the full range of environmental, social and overall sustainability issues involved with their projects. In the Solomon Islands, we are working with SMM Solomon Limited—a subsidiary of Sumitomo Metal Mining Corporation and Japan Oil, Gas and Metals Corporation (JOGMEC) — on its Solomon Islands nickel project. This includes an environmental impact assessment (EIA), a social impact assessment and the engineering prefeasibility study for the mining areas of the project. The Solomon Islands are largely untouched by industry and the EIA places particular focus on conservation areas, local community and the cultural heritage of the project area and the region. The International Manganese Institute (IMnI) has been working closely with Hatch to develop a sustainability strategy and implementation program for the manganese industry. Manganese is the fourth most-used metal in terms of tonnage, following iron, aluminum and copper. Based on this program, the ESG team is working with IMnI to develop an industry-wide life cycle assessment of its members. The study will not only satisfy IMnI’s sustainability outreach program, but will also provide the industry with data to better understand and improve the total environmental impact of manganese mining, processing and use.
  • 46. 46 www.hatch.ca Technologies Hatch has built a reputation for delivering innovative solutions to some of the toughest engineering and production challenges. Our Technologies group delivers innovations that have practical applications—saving clients money, improving safety, protecting the environment and improving production. For Angang Steel Company Limited (ANSTEEL) in China, Hatch conducted the condition monitoring by non- destructive testing (NDT) for three facilities. ANSTEEL needed to determine the remaining refractory thicknesses of its operating furnaces to plan for repair and maintenance. The project team used NDT technologies to calculate the remaining refractory thicknesses, which can be done while the furnace continues to operate. In Canada, Hatch and DuPont Canada signed an agreement to further commercialize DuPont’s Particlear™ mature fine tailings (MFT) technology. The agreement will focus primarily on Canada’s oil sands in Alberta and Saskatchewan—some of the largest oil deposits on earth. Particlear™ helps to remove particulate matter from water and waste streams and can be used to convert MFTs into a trafficable surface ready for reclamation in a fraction of the time it would take naturally. Operational Services Hatch’s commitment to a project’s success does not end when a facility goes into commercial production. Our Operational Services group helps clients achieve effective project ramp-up and optimal plant operations. Our capabilities include asset management, ongoing engineering support, operational readiness and improvement, production support and maintenance support. The team focuses on continuously improving a plant’s operations once it comes online. For BHP Billiton’s Brisbane Major Projects Hub in Australia, Hatch is managing a program of work to support operational readiness for a portfolio of major projects. Hatch is currently working on seven projects—including coal and manganese assets—running through 2013. Meanwhile, we are developing a global methodology for operational readiness support with Rio Tinto. The program is part of the company’s focus on maximizing the value of its investments. Rio Tinto has an unprecedented A$60 billion- plus of growth projects planned over the next five years. Hatch’s management consulting team helps asset owners across all our sectors build their business strategies. A Hatch engineer conducts non-destructive testing at one of ANSTEEL’s furnaces.
  • 47. This is Hatch 2012 47 Systems Process Control Hatch’s global Systems and Process Control (SPC) group builds effective information management, process control, information technology and communications infrastructure capabilities for our clients. In Canada, Hatch worked with the Mosaic Company on its Provox Migration initiative. Mosaic was looking to migrate its existing Fisher-Provox distributed control system (DCS) at its Colonsay potash treatment plant in Saskatchewan to a new Emerson DeltaV system. The existing system could not be scaled to meet the growing needs of the plant’s expansion and the new DeltaV system will enable Mosaic to better connect its people, processes, and production. In Chile, the SPC team was engaged by Codelco to build and execute the information management and communications infrastructure requirements of its greenfield operations at Ministro Hales—a copper and silver mine set to begin operations in 2013. The work was completed primarily by a team in Santiago, supported by specialist consultants from outside of Chile providing insights into best practices, approaches and methodologies from projects executed in other parts of the world. Management Consulting Hatch consultants work across all three of our sectors, providing advisory services to senior executives around corporate strategy, investments, innovation, operational improvements and energy management. The group combines an array of technical skills with its business-first approach. In Southern Africa, our energy management team has been retained by the Electricity Control Board of Namibia and the World Bank to prepare a national integrated resource plan (NIRP) for the country’s power generation sector. The NIRP will identify the recommended supply mix of resources to meet the near- and long-term energy needs of Namibia in a sustainable, efficient, safe and reliable manner, at the lowest reasonable cost. At Mosaic’s Colonsay potash treatment plant, shown here, Hatch’s SPC team won an award for managing the migration to Emerson’s DeltaV DCS.
  • 48. 48 www.hatch.ca When a client’s project goes into production safely and profitably, that’s reward enough. At the same time, however, Hatch projects are consistently recognized for their industry leadership in delivery excellence, innovation and safety. For us, these awards symbolize our daily focus on working alongside clients to deliver positive outcomes for their company and all of their stakeholders. Global Recognition Australian Bulk Handling Review Bulk Handling Facility of the Year Award: Abbot Point X50 Canadian Consulting Engineer and Association of Consulting Engineering Companies—Canada Award of Excellence: GO Transit Rail Infrastructure Improvements Program Aon Hewitt 50 Best Employers in Canada of 2012 National Post, Deloitte, CIBC Commercial Banking, and Queen’s School of Business, 2011 Canada’s 50 Best Managed Companies Consulting Engineers of Ontario Willis Chipman Award: GO Transit Rail Infrastructure Improvement Program Chilean Safety Council Risk Prevention Excellence Award: Recognition of zero-incident frequency rate for two consecutive years National Safety Council Award: Recognition of lowest incident frequency rates in the industry based on the number of staff Chilean Construction Chamber Six Star Safety Award Consult Australia Awards, 2011 Project of the Year: Abbot Point X50 Gold Award of Merit in Project Management: NCIG Project Stage 1 Gold Award in Resources and Mining: Abbot Point X50 WateReuse International Award WateReuse Association: Luggage Point Advanced Water Treatment Plant Awards The NCIG coal export terminal features the largest capacity coal stacker-reclaimer machines in the world.
  • 49. This is Hatch 2012 49 In addition to our corporate awards, several current and former Hatch professionals were honored during 2011. Dr. Gerald Hatch, the founder and first president of Hatch, was inducted into the Canadian Science and Engineering Hall of Fame in Ottawa. He joined Canada’s scientific giants such as Alexander Graham Bell, inventor of the telephone, and Sir Frederick Banting, who co-discovered insulin. Dr. Hatch was honored for his outstanding contributions to metallurgical processing in Canada, as well as his pioneering engineering management techniques. He was president of Hatch from 1958 to 1988. Dr. Bert Wasmund was inducted into the Canadian Mining Hall of Fame. Dr. Wasmund joined Hatch in 1966 and has played a pivotal role in the company’s growth. He is responsible for many breakthroughs in metallurgy and metals processing, and has been credited with revolutionizing the smelting furnace business. He has also focused on mentoring students, demonstrating a life-long commitment to help the next generation of engineers gain valuable experience in their field. Hatch’s current Global Managing Director of Technologies, Nils Voermann, was awarded the Ontario Engineering Medal by Professional Engineers Ontario. Mr. Voermann’s work is reflected in the design of metallurgical furnaces around the world, and his engineering has significantly enhanced the safety, environmental performance and productivity of metals smelting operations. Mark Eichhorn of Hatch’s Autoclave Technology Group received the 2011 CIM-Bedford Young Mining Leaders Award. The award is sponsored by the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and Bedford Consulting Group, and recognizes outstanding achievement and the potential of young Canadian mining leaders from around the world. Dr. Gerald Hatch, founder and first president of Hatch Dr. Bert Wasmund joined Hatch in 1966
  • 50. 50 www.hatch.ca Hatch is in the people business. Every single day, our people work with their clients and community leaders, to deliver on the promises we make to assess, design, build and deliver a quality outcome that benefits everyone. That commitment to people and the communities in which they live goes beyond our project work. Chile Master Plan moves forward In February 2010, an 8.8 magnitude earthquake and subsequent tsunami devastated the central and southern coasts of Chile. Working together with the municipality of Licantén, the Chilean government and Universidad Mayor, Hatch created a plan that helps rebuild the impacted areas, and helps Licantén, which suffered heavy damage, to be safer in the event of any future incident. More than 60 employees volunteered their engineering and environmental expertise to create the reconstruction plan. They worked more than 5,000 hours to design evacuation corridors, a civic center, a waste management plan, a sewage treatment plant, a bus station, as well as electricity and water supplies. In late 2011, the Chilean government announced that it will implement the first stage of this effort: the civic center, which will house a kindergarten and small clinic, as well as the police station, a fire station, and municipal offices. Commitment to our Communities
  • 51. This is Hatch 2012 51 Hatch is helping to fund a combined gymnasium and community center. To date, Hatch employees in Chile and Canada have raised over C$110,000 towards the project— which will be matched dollar-for-dollar by the company. Support for higher education In a world where students are less likely to pursue careers in science, technology and math, Hatch recognizes the need to focus our support of higher education in these areas and contributes over C$1.5 million a year to finance scholarships, bursaries and university chairs on five continents. One example is the Gerald G. Hatch Scholarship, launched in 1990. It is awarded to 12 students entering undergraduate engineering studies at a university or college each year, in each of our regions—Africa, the Americas and Australasia. Engineers Without Borders Hatch has worked with Engineers Without Borders (EWB) Canada for a number of years. EWB maintains 36 chapters at universities across Canada— and is focused on delivering the skills and energy of young engineers to help the development of African countries. In 2011, Hatch was a lead sponsor of EWB Canada’s annual conference. And in 2012, we will increase our support of EWB’s African leaders program. The program invites African delegates from four countries—Burkina Faso, Ghana, Zambia and Malawi—to a leadership experience in Canada. Hatch sponsored two African delegates with work placements in our Mississauga, Canada office. First Robotics Created in 1989 by inventor Dean Kamen, FIRST means “For Inspiration and Recognition of Science and Technology”. Today, FIRST has a family of programs engaging children from age six to 18 in the fields of science, technology, engineering, and mathematics, as well as promoting innovation, entrepreneurship and creativity. FIRST Robotics Canada (FRC) challenges students to build— in only six weeks—a five-foot-tall, 140-pound robot that goes on to compete in high-intensity robo-sports. Hatch sponsors three FRC teams in the province of Ontario—Oakville-Trafalgar High School and St. Mildred’s- Lightbourn School in the Toronto area, and Lo-Ellen Park Secondary School in Sudbury—and is lead sponsor of the Greater Toronto Regional event. At last year’s FIRST Lego League World Festival, held in St. Louis, USA, a Hatch- sponsored team captured the World Championship. Three of the North American winners of the Gerald G. Hatch Scholarship (left to right) Angela Wang, Lisa Huang and Kevin Westermann—meet Jim Sarvinis, Global Director, Thermal Energy. On Chile’s Pacific coast, Hatch is helping three towns damaged by a 2010 tsunami to rebuild for the future. The Oakville-Trafalgar High School FIRST Robotics team—the Red Devils—fine-tune their machine as it prepares to compete.
  • 52. 52 www.hatch.ca Board of Directors Kurt Strobele Chairman kstrobele@hatch.ca John Bianchini Chief Executive Officer Global Managing Director, Metals jbianchini@hatch.ca Rob Metka Global Managing Director, Industrial Minerals Coal rmetka@hatch.ca Rory Kirk Global Managing Director, Africa rkirk@hatch.co.za Greg Fauquier Global Managing Director, Mining Mineral Processing gfauquier@hatch.ca Tony Hylton Global Managing Director, Project Delivery Group thylton@hatch.ca Eric Kolatchew Global Managing Director, Australasia ekolatchew@hatch.com.au Joe Lombard Global Managing Director, Light Metals jlombard@hatch.ca Nils Voermann Global Managing Director, Technologies nvoermann@hatch.com.au Martin Doble Global Managing Director, Infrastructure mdoble@hatch.ca Robert Francki Global Managing Director, Project Delivery Group rfrancki@hatch.ca John Pearson Global Managing Director, Energy jpearson@hatch.ca Doug Stirling Chief Financial Officer dstirling@hatch.ca
  • 53. Photo Credits Page 20-21, Copyright © 2010 Rio Tinto Page 24, courtesy MINING.com Magazine Page 32-33, courtesy of Chevron Australia This publication contains information in summary form, current as of the date of publication, and is intended for general guidance only. We make no guarantees, representations or warranties of any kind, expressed or implied, regarding the information including, but not limited to, warranties of content, accuracy and reliability. Any interested party should undertake their own inquiries as to the accuracy of the information. Hatch Ltd. excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and excludes all liability for loss and damages arising therefrom. This publication is the copyrighted property of Hatch Ltd. © 2012. All rights reserved.
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