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• Case Studies
• Dampier port upgrade
• Skilled Park
• Greater Gabbard wind farm

In 2003 Pilbara Iron (a subsidiary of Rio Tinto Iron Ore) appointed SKM as Engineering, Procurement and Construction Management (EPCM) contractor for a US$1.4 billion expansion of its Dampier port facilities to meet the growing demand for iron ore.

The project was aimed at doubling the port's capacity. It was to be undertaken in two phases to allow a staged expansion to meet the emerging boom in the resources market, and was completed ahead of schedule and on budget in 2007-08.

The planning for Phase A, while not reliant on Phase B proceeding, did ensure that a subsequent expansion could be easily implemented, meaning there was a large element of 'future proofing' incorporated into the Phase A design.

Phase A extended the wharf by 450 metres to create two additional shipping berths, a new car dumper facility with provision for an adjacent facility, an extension to the stockyards (including four new stackers and a new bucket wheel reclaimer), a new screenhouse facility and a new shiploader.

During Phase B the wharf was extended by an additional 150 metres to create the final four-berth configuration, an additional car dumper and screenhouse facility were constructed and a new shiploader was installed on the extended wharf. Removal of the original shiploader and deconstruction of the original plant was also completed during Phase B.

Innovative designs

The key to the successful delivery of this project in a period of unprecedented economic activity and major skills shortages was:

• Innovative engineering designs for new car dumpers, multi-berth iron ore wharf and integration of 'old' and 'new' facilities
• Meticulous planning and execution
• A world-first approach to heavy wharf construction involving modularisation of components off-site, which reduced on-site labour and provided a safer working environment
• An ability to successfully work in partnership with the local and wider communities.

Safety benchmark

A new industry benchmark for safety was achieved during the project, with a record five million man hours worked with no lost-time injury (LTI).

This was achieved despite the considerable complexity of the project. For example, a significant portion of the work was complex brownfields, involving work over water and deconstruction around operating facilities.

One of the key strategies involved maintaining excellent working relationships with contractors, where an environment of commitment, responsiveness and cooperation was developed.

Another key strategy was to focus on open communication with everyone working on the project, aided by the development of a safety committee to meet regularly with site management and discuss any emerging trends or issues.