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The global financial crisis of 2009 had an impact on every major economy in the world. There was some pain for all, but there were also clear gains. Those rapid rises in construction costs that struck in 2007, and seemed unstoppable, were in fact stopped and in many cases reversed. Despite the difficult circumstances there were many excellent achievements in 2009, and now we can turn our full attention to what needs to be done in 2010 and beyond.
The rebound of commodities in late 2009 and the effect of government restructuring programs allowed many of our clients to accelerate major projects and to initiate new ones.
This brochure summarizes the interesting new client initiatives that are under way and require Hatch global services.
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Kurt Strobele,
Chairman & CEO
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There is a consistent trend in major project design and construction and that is that projects are getting larger and more complex.
For example, Hatch is:
- Working on the $43-billion Gorgon liquefied natural gas (LNG) project in northwest Australia, the largest project ever in Australia
- Managing South Africa’s largest infrastructure expansion program for Transnet Capital Projects for involving bulk materials handling, heavy-freight rail and ports
- Conducting a major study in Chile for what will become the largest underground copper mine in the world
- Designing and constructing a series of major potash mine and mill expansions in Western Canada
- Completing the world's largest alumina processing expansion program for Alumar in Brazil
- Constructing and starting up the world's most modern, and deepest, nickel mine for Xstrata in Canada in record time and on budget
There are different reasons why boards of directors choose to give the go-ahead to larger projects. Scale is the key driver as clients seek to deliver lower unit costs. Our early studies for client projects and our phased project development approach are designed to expose, define and quantify the unknowns and challenge and verify the “knowns.”
On page 7 you will find our recent major EPCM projects. It is clear that global projects in mining and metals, energy and infrastructure are growing dramatically year over year. But studies, design, procurement, and construction management for major capital projects are only part of the Hatch story.
We have equal numbers of innovative people who are dedicated to process simulation, asset monitoring, operational services, process automation, technology development, environmental services, management consulting, and energy management.
The larger projects, of course, require more innovative engineering; carefully defined procurement strategies; comprehensive safety programs; advanced and reliable controls; and astute management construction, commissioning and startup. We have continued to invest in well-designed training and development programs for staff and management and have created a process that makes it possible for Business Units to rapidly mobilize our human resources for major client projects in different parts of the world.
Hatch has earned its reputation for delivering successful project outcomes on time (often early) and under budget, reflecting savings in the tens of millions of dollars.
Our drive to maintain strong approaches to safety and quality continued in 2009 with project results that validated our reputation.
The simplest measures of quality service are project that are executed safety and meets budget, schedule, and ramp-up targets.
We have several awards and client commendations that recognize the quality of our work. Add to that our tens of millions of safe work-hours in 2009, and you can see that safety at Hatch is never taken for granted.
Last year we announced that Rio Tinto's Madagascar Minerals production facility in Québec, Canada won the Project Management Institute’s International Project of the Year Award. That prize represents the highest standard of project excellence, and it is no coincidence that the mine in Madagascar also won the Rio Tinto Chief Executive's Safety Award for the exceptional safety record of 12.5 million work hours without a lost-time injury.
Strong project outcomes are the product of the trust that our clients have in our abilities and experience, and we’re proud to be able to respond effectively to that trust.
Kurt Strobele
Chairman & Chief Executive Officer
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This is Hatch 2010 Annual Review:
English version [pdf, 4.91 MB]
Version française [pdf, 12.3 MB]
Versión en español [pdf, 5.83 MB]
Versão em português [pdf, 7.03 MB]
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This is Hatch 2009 Annual Review:
English version [pdf, 6.99 MB]
Version française [pdf, 10.25 MB]
Versão em português [pdf, 9.12 MB] |
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This is Hatch 2008 Annual Review:
English version [pdf, 4.07 MB]
Version française [pdf, 7.50 MB]
Versão em português [pdf, 4.17 MB]
Versión en español [pdf, 3.86 MB] |
This is Hatch 2007 Annual Review:
English version [pdf, 6.17MB]
Version française [pdf, 4.35 MB]
Versão em português [pdf, 23.33 MB]
Versión en español [pdf, 3.45 MB]
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