Pilbara Region
Construction and Commissioning
Hamersley Iron Pty Ltd

The WAPS comprises part of Rio Tinto Iron Ore’s Power System Upgrade 330 Project, which has been developed to support a potential increase in iron ore production capacity to 353 Million Tonnes per annum.

WAPS has the capacity to export 80MW of power based upon the installation of two 40MW GE LM6000 PF Sprint Gas Turbine Generator (GTG) packages and all associated balance of plant. Additionally, the GTGs are dual fuel machines, fired on natural gas as the primary fuel, with the capability to run on diesel fuel as a back-up.

Project details

UGL completed WAPS for Hamersley Iron Pty Ltd after the incumbent engineering, procurement and construction contractor went into receivership. Hamersley Iron Pty Ltd is a wholly-owned subsidiary of the Robe Joint Venture, comprising Rio Tinto and Robe River Iron Associates.

With around 70% of the construction reported as completed by the other contractor, UGL’s role was to undertake all construction completion and verification works, as well as all commissioning. Construction completion included the requirement to re-test 100% of the electrical installation that was done by the previous contractor, as well as completing all remaining:

  • electrical
  • instrumentation
  • controls
  • mechanical
  • structural and
  • civil works,

UGL’s scope of works included:

  • overall project management including procurement, construction management and commissioning services, safety, quality, environment and industrial relations
  • construction completions
  • commissioning
  • completion of manufacturing data record documentation
  • operations training
  • design management
  • health and safety management
  • environmental management
  • incident management.

Key plant and equipment:

  • two 40 Mw GE LM6000 PF sprint gas turbine generators (GTGs)
  • consumer gas system
  • liquid fuel (diesel) storage and distribution
  • water treatment plant
  • fire detection and suppression
  • workshop
  • central control building.
  • developed strong client relationship based on solid performance
  • fostered a strong ‘One Team’ approach with the client and stakeholder
  • developed and implemented effective and transparent tools for managing communication and information transfer
  • utilised a Completions Management System for clear, unambiguous progress measurement and reporting
  • improved the quality of the end product
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