NICHEEXPERTISE

vol. 22EDITIoN

No. 32013

quaRTERly magazInE of SnC‑lavalIn

Paper made fromrecycled material

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Spectrum is published for SnC‑lavalin group Inc. by global Corporate Communications.

Spectrum est aussi disponible en français.

n.B.: all figures are in Canadian dollars unless otherwise indicated.

Editor-in-Chief:amélie Plante, Director, External Communications

Writing and coordination:noel Rieder, Senior Writer

Contributors:marie‑Claude Dubeault nicola Cardwell

Copy editing:frédéric Bouchard Éveline Chiasson miriam gartenberg

Copyright deposit:Bibliothèque nationale du québec. articles may be reproduced, with attribution, upon request.

Design and production:mosaic design

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Please send all correspondence to:

SpectrumSnC‑lavalin Inc. 455 René‑lévesque Blvd. West montreal, quebec, Canada H2z 1z3

Tel.: 514 393‑1000 fax: 514 875‑4877 E‑mail: spectrum@snclavalin.com

We invite you to visit our website to learn more about SnC‑lavalin:www.snclavalin.com

04Practice Makes Perfect at Darlington

06Taking our Resources Expertise to the Next Level

09Putting the Partnership in P3s

10Creating State-of-the-Art Coastal Infrastructure in Colombia

12Top 8 Reasons Why SNC-Lavalin Remains a Preferred DND Contractor

14At the Top of Their Game in Offshore Jackets

16Port Colborne: Balancing Risk and Remediation

18Sustainable Mine Development: Engineering Environmentally and Socially Responsible Solutions

Paper made fromrecycled material

C103114

03Spectrum Edition No. 3 | 2013

President’s Message

Tier-1 Status means Being a Tier-1 PartnerEvery major engineering and construction firm has niche expertise, areas where it can perform at the highest level vis‑à‑vis its competitors. more than a century’s worth of experience and lessons learned has allowed SnC‑lavalin to develop that capacity across a variety of sectors.

I n this issue of Spectrum, you’ll find articles about projects in some of those niche markets, including offshore platform substructures (also known as jackets), sustainable mining development, mass transit public-private part-

nerships, nuclear power plant refurbishments, ports for mining facilities, in-service support for military vessels and environmental remediation.

While it may be tempting to assume that top expertise is the main ingredient for success in a niche market, technical capability is really only part of the story. Our success in these areas has just as much to do with our ability to foster an atmosphere of collaboration and understanding with clients, achieve outstanding health & safety and environmental performance, demonstrate respect for all stakeholders and deliver projects on time and on schedule with-out fail. And now, more than ever, it is very much dependent on our capacity to display outstanding ethics and compliance consistently at all levels of our organization.

Enhancing this complementary expertise is at the forefront of our efforts as we execute our near-term strategic objective of building our capabilities in the mining, oil & gas, environment & water, infrastructure and power sectors. We are well aware that we will not be able to enhance or solidify our Tier-1 status in these markets without, at the same time, building our capacity to go far beyond technical distinction and deliver projects that meet the standards of global excellence in all ways and categories.

So here is our commitment to our clients as we embark on this next phase of transformation at SNC-Lavalin: we will be more than their best technical option for a project; we will also be their most suitable partner and safeguard their investment and reputation as if they were our own. We will do this because we understand that holding Tier-1 status means more than just being technically flawless. It also means being a Tier-1 partner.

BoB CardPresident and Chief Executive Officer

“We will be more than our clients’ best technical option for a project; we will also be their most suitable partner and safeguard their investment and reputation.”

04Spectrum Edition No. 3 | 2013Nuclear Refurbishment

Practice Makes Perfect at DarlingtonWith the award of the Darlington Retube and feeder Replacement project, SnC‑lavalin has entered the elite ranks of reactor core refurbishment contractors.

I n March 2012, Ontario Power Generation (OPG) awarded SNC-Lavalin Nuclear and its joint venture partner, Aecon Industrial, a contract to carry out the Retube and Feeder

Replacement (RFR) project at the Darlington Nuclear Generating Station near Oshawa, Ontario. Once fully refurbished, the station will continue to produce approximately 20 percent of the prov-ince’s energy for at least another 20 years.

The definition phase of the RFR project is now in full swing: sophisticated tooling is being designed and built to perform react or retubing operations, new replacement reactor compo-nents are being procured, a full-scale reactor mock-up is being built and various engineering, construction and planning activities are underway.

All this front-end activity will allow the project team to determine the most efficient and therefore safest way of removing and replacing the fuel channels in Darlington’s four nuclear reactors. Perhaps more than any other sector, in the nuclear industry effi-ciency is directly associated with worker safety.

a mock‑up for the machinesIt was decided early on that large electro-mechanical tools, many remotely operated, would be used to perform much of the work. A best practice in the industry, these tooling systems (imagine mobile versions of the machines in industrial factories) do the heavy lifting and precision fitting, while reducing the exposure of workers to radiation. The machines are now being designed by SNC-Lavalin’s wholly owned subsidiary, Candu Energy.

The Darlington Energy Complex—already built and occupied a few kilometres from the power plant—will soon include a full-sized mock-up of a Darlington reactor so the tooling systems can be tested and production rates proven ahead of time. All reactor components deemed important for the job, such as the core and surrounding steel structure, were precisely measured and will be rebuilt to within an inch of their actual dimensions.

“Previous models of these tooling systems have proven effective on other refurbishment projects, but we have to fine-tune them for Darlington’s specific configuration,” says Brian Savage, Project Director for the joint venture. “The mock-up is very close to the real thing in all the ways that matter, so it will be ideal for that purpose.”

The mock-up will continue to be used during the execution phase, where it will serve as a training site for the operators of the tool-ing systems. The reactor retubing process has several different stages, each requiring a separate toolset. Once the operators for a particular stage have been trained, they will be put into action in one of the four reactor vaults inside the plant and the operators for the next stage will take their place.

“By making the whole execution phase more efficient, we are not only saving OPG time and money, we are greatly reducing the amount of radiation that each worker is exposed to over the course of the project,” says Savage. “Well-trained workers using well-engineered tooling systems spend less time near sources of radiation because they perform their tasks more rapidly. That’s very important to us and OPG. At the end of the day, how well we are able to protect our workers will be a key determinant of our success.” 

20%Of ONTARIO’S

ENERGy IS PRODuCED By DARLINGTON

05Spectrum Edition No. 3 | 2013

Nuclear Refurbishment

“At the end of the day, how well we are able to protect our workers will be a key determinant of our success.”

Brian SavageProject Director, SNC-Lavalin Nuclear

The SNC-Lavalin /Aecon Industrial Joint Venture sent teams inside Darlington’s reactor buildings to laser scan the dimensions, geometry and all key components in order to build a near-perfect replica.

06Spectrum Edition No. 3 | 2013feature Interview

INTERvIEW WITHNEIL BRuCEPRESIDENT, RESOuRCES, ENVIRONMENT & WATER, SNC-LAVALIN

Taking our Resources Expertise to the Next LevelSnC‑lavalin’s strategic plan places expansion and growth in the resources sector at the core of its drive to become a truly global Tier‑1 company.

The individual who will lead the expansion is neil Bruce, the company’s recently named President, Resources, Environment & Water. Bruce has more than 30 years of experience in the oil and gas, mining, and energy industries worldwide, including several years as the Chief operating officer at amEC, one of SnC‑lavalin’s main competitors. It is a résumé that suggests SnC‑lavalin has entrusted the future of some of its most important niche sectors to someone who understands the opportunities ahead.

Spectrum recently sat down with Bruce to learn more about his plan for taking the company’s resources expertise to the next level.

Spectrum (S): What is it about SNC-Lavalin that convinced you to join the company?

Neil Bruce (NB): SNC-Lavalin’s history, its employees, its proj-ects, its balance sheet and strong presence in the ICI market, as well as the extensive shareholder support the company enjoys in Canada, were all very attractive. But what really clinched it for me were the discussions I had with President and CEO, Robert Card. I liked his strategic focus on resources and globalization, as well as his very real and firm commitment to outstanding ethics and compliance, health & safety, and environmental performance. In the end, I knew my decision had to be about potential, and I could see that this company has phenomenal potential.

S: you were hired to lead the company’s Mining & Metallurgy, Oil & Gas and Environment & Water business units. What was the thinking behind grouping these three units together under one executive?

NB: The decision largely had to do with the natural synergies that exist between them. Approximately three quarters of the technical people that we have in Mining & Metallurgy and Oil & Gas can operate equally well in either sector. The reorganization facilitates the sharing of those employees, which in turn helps us field the strongest possible teams and retain our talent. It also

07Spectrum Edition No. 3 | 2013

feature Interview

made sense to add Environment & Water to the group, since so much of that expertise can be directly applied to the front-end of resource projects. Bringing in Environment & Water also allows them to act as an ambassador with the client for our Mining & Metallurgy and Oil & Gas teams, which carry out the subsequent phases of resource projects.

S: Part of your strategy for resources involves expanding the company’s capabilities in the copper and gold sectors through increasing its footprint in South America. Why are you putting more focus on those commodities in particular?

NB: We currently have world-class expertise in several commodi-ties, such as aluminum, nickel, iron ore and potash. Our copper and gold expertise, while also very strong, could become truly Tier-1 if we were to expand our capability in South America, and particularly in Chile. The ultimate goal is to bring more stability and growth to our performance in the mining sector by having Tier-1 strength right across the full range of major commodities.

S: The strategy for Oil & Gas includes growing our share of oil sands work in Alberta and expanding our capabilities in the offshore sector. Why are you targeting those areas for growth?

NB: The oil sands, while historically somewhat volatile, is a big industry in Canada. If you look at our expertise and project man-agement capability, there’s no reason why we shouldn’t have a greater portion of that market. In offshore oil and gas we have developed very strong design capabilities in the substructures of offshore platforms, but I would like us to gain more expertise in the topsides of platforms. We want to be able to offer our clients the complete offshore package.

S: Rates of safety incidents tend to be somewhat higher for the engineering and construction industry as a whole in the resources sector. What, in your experience, is the key to health & safety success?

NB: What ultimately drives industry-leading health & safety per-formance in any sector is actually caring about the people who are working on and delivering your projects. Take the example of a global engineering company that estimates that about 40 people will be injured on its projects in a given year, which is unfortunately a realistic number. Would anyone in that    

08Spectrum Edition No. 3 | 2013feature Interview

company actually want to go out and hand-pick those 40 people? Would anyone want to go out and even pick one person who will be injured? Since no one would ever want to do that, it follows that there should be absolutely zero tolerance for any kind of health & safety incident. So real caring is the starting point for building a successful global health & safety system and never accepting that people must inevitably get hurt.

S: Does the very best in health & safety management tend to put pressure on a project’s schedule and costs?

NB: I would say that the opposite is true. When you achieve world-class health & safety performance, it’s usually because you are very well organized, which always benefits a project’s schedule and budget. Take EMAL II in Abu Dhabi, which recently celebrated 25 million man hours without a lost time incident. EMAL II is an absolutely massive aluminum smelter project with tens of thou-sands of employees, and it is on schedule with a very happy client. So there is a great example of a project where good health & safety management is part of a successful project delivery approach. We should be looking very closely at EMAL and our many other health & safety successes to help us develop a truly world-class global health & safety system.

S: Last question: are you enjoying yourself?

NB: Yes I am. For me it comes back to the huge potential that I see in SNC-Lavalin. It is very exciting to be part of a company like this. I am also really enjoying getting out and meeting the different employees in my group and the really great clients they work for. I know the company is going through some challenging times, but I am committed to working with my colleagues in the Office of the President to create the next successful chapter in SNC-Lavalin’s remarkable history. 

EMAL II in Abu Dhabi recently celebrated 25 million man hours without a lost time incident.

09Spectrum Edition No. 3 | 2013

Public-Private Partnerships

LRTs fROM COAST TO COASTSnC-Lavalin was recently awarded landmark LrT public-private partnership projects in greater vancouver and ottawa. When completed, the projects will have expanded the public transit networks in two of Canada’s largest cities by 23.5 km.

INTERvIEW WITHJIM BuRkEExECuTIVE VICE-PRESIDENT, AIRPORTS, MASS TRANSIT, RAILWAYS, PORTS & MARINE, SNC-LAVALIN

Putting the Partnership in P3sover the last decade, SnC‑lavalin has entered a select group of global firms with the total ability to finance, design, build, operate and maintain light rapid transit (lRT) systems.

Spectrum recently spoke with Jim Burke, Executive vice‑President, airports, mass Transit, Railways, Ports & marine, to learn how the company built its world‑leading capabilities in the sector and find out more about the public‑private partnership (P3) approach to project delivery.

Spectrum (S): SNC-Lavalin is one of few firms in the world that can singlehandedly deliver complex LRT projects. How did the company acquire an ability that so few firms possess?

Jim Burke (JB): We understood that our first mandates in the 1990s on projects like the SkyTrain in Vancouver and the Kuala Lumpur LRT in Malaysia were more than opportunities to help deliver world-class transit systems. We saw them as a means of acquiring new expertise in key areas, such as guideways, tunnels and systems integration. By the mid-2000s, the scope of our capabilities for LRT projects had grown considerably. I think we demonstrated how much we had learnt in 2009 when we com-pleted the Canada Line in Vancouver ahead of schedule.

S: The Canada Line was the first major LRT system in Canada completed under a P3 model, and there have been several others since. Why are an increasing number of governments adopting that approach for LRT systems?

JB: It’s been shown that P3 projects are more likely to be com-pleted on time and on budget, and that’s attractive for govern-ments looking to get the most out of their infrastructure budgets. The P3 model also allows for a transfer of project delivery risk from the public to the private sector, which, in most cases, is best equipped to manage it.

S: How does the P3 approach maximize project performance on LRT projects?

JB: under the traditional approach, a transit authority awards contracts to a series of independent firms which it manages. That can work, but a lack of cooperation between those firms can easily lead to delays and cost overruns. under a P3 model, we take on direct management of the project and integrate our people into every level and all aspects. Delays on certain project components may still occur, but our integrated project team is better able to adapt because it is more cohesive with better alignment of inter-est throughout all levels of the project organization. So, ultimately, you can think of the P3 approach as an ideal model for enhancing communication and synergies on a project. 

The Evergreen Line’s Burquitlam Station will be bright and open with high ceilings.

10Spectrum Edition No. 3 | 2013Ports and Marine

Creating State-of-the-Art Coastal Infrastructure in ColombiaSnC‑lavalin’s Coastal Engineering team is busy creating world‑class coastal infrastructure with its expansion of the Cerrejón port facility in Colombia.

T he Cerrejón Coal Mine expansion in northern Colombia is a mega-project by any standard of measurement. Currently being carried out by SNC-Lavalin’s Mining &

Metallurgy business unit, the project will see the mine’s produc-tion capacity boosted from 32 to 40 million tonnes per year. To export all the new coal, a simultaneous expansion of Cerrejón’s port complex at Puerto Bolivar on the Caribbean Sea is also needed. The facility will get a second loading berth and a new causeway to handle additional ship traffic.

Every major port expansion has unique challenges, and this one is no exception. Space limitations at Puerto Bolivar meant that the new berth had to be located approximately 500 metres off-shore from the existing one, increasing its exposure to tropical storm-generated waves and issues related to a potential future rise in sea levels.

SNC-Lavalin’s challenge was to devise a robust solution for a new causeway leading out to the second berth that was cost-effective for the client. For that task, Mining & Metallurgy brought in the company’s Coastal Engineering team, located in Vancouver.

“In order to design the facilities, we needed to know exactly how waves behave at the new location, which was challenging because of the existing entrance channel and its effect on waves during tropical storms,” says John Readshaw, Manager, Coastal

Engineering. “Fortunately, we now have sophisticated computer modelling programs capable of simulating a wide range of com-plex wave conditions.”

A series of computer simulations were performed to evaluate the range of incoming wave directions and ascertain the condi-tions at the project site. “We satisfied ourselves that the very interesting and peculiar things that happened to the wave cli-mate were reproduced accurately by our model,” says Grant Lamont, Coastal Metocean Engineer.

5,500,000LITRES Of WATER

CAN BE HELD IN THE CANTABRIA COASTAL AND

OCEAN BASIN

A 1:46-scale physical model of the causeway and berth was built and tested at the Cantabria Coastal and Ocean Basin in Santander, Spain.

11Spectrum Edition No. 3 | 2013

Ports and Marine

getting physicalWhile today’s computer models are capable of accurately predict-ing wave activity, they are much less effective when it comes to determining how those waves will interact with a physical struc-ture. For that, the team commissioned a 1:46-scale physical model of the causeway and berth at the Cantabria Coastal and Ocean Basin in Santander, Spain. Over 40 metres wide and 30 metres long, the basin can hold 5.5 million litres of water, or enough to fill two Olympic-sized swimming pools. Thanks to its sophisticated multi-directional wave maker, the basin was able to simulate a wide range of wave conditions and even demon-strate the effects of future rises in water levels.

The tests revealed that the complex pattern of waves captured in the computer model was accurate. It also showed that the initial designs of the causeway, which had been developed by another firm, were actually over-engineered.

“The preliminary designs we were given had a series of very heavy toe blocks around the base of the causeway, but the physi-cal model showed that they were not required for stability,” said Readshaw. “We reduced the weight of the toe blocks to improve constructability and lowered the number of expensive concrete armour units, replacing them with much less expensive rock

available directly from the site. We knew this would provide more than enough stability for the new structures.”

By reducing the mass of the toe blocks, which were each over 40 tonnes and had to be lifted out over a great distance by crane, and by eliminating approximately 500 of the expensive concrete armour units, the project team was able to generate significant cost savings for the client.

“Most importantly, we were able to do it in a way that does not compromise the structural integrity of the facility,” added Readshaw. “That’s what good coastal engin eering is all about.” 

“The preliminary designs we were given had a series of very heavy toe blocks around the base of the causeway, but the physical model showed that they were not required for stability.”

John readShaWManager, Coastal Engineering, SNC-Lavalin

12Spectrum Edition No. 3 | 2013In-Service Support

Top 8 Reasons Why SNC-Lavalin Remains a Preferred DND ContractorJust over 21 years ago, SnC‑lavalin signed a contract with the Department of national Defence (DnD) to design and build 12 maritime Coastal Defence vessels. The award was a first for both SnC‑lavalin and DnD. It was, until then, the largest lump‑sum contract in the company’s history, and it was the first time DnD had gone to the private sector for the total execution of a major ship project on a fixed‑price basis.

I t was also the start of an excellent client relationship. Following the successful completion of the project, SNC-Lavalin went on to win an in-service support contract

for those same 12 ships in 1996. The company has since successfully rebid that contract three times, and now provides in-service support for about 50 minor warships and auxiliary vessels (MWAV), with the possibility of taking on up to 30 additional ships.

What is the secret to SNC-Lavalin’s staying power on the MWAV project? Spectrum interviewed Tony Thatcher and Clint Laidlaw, two of the company’s senior managers for the MWAV program, to come up with a Top 8 list:

1 ExPERIENCED STAff WITH LIMITED TuRNOvER

SNC-Lavalin’s MWAV employees are loyal and highly moti-vated with an average of 10-12 years of in-service support experience. There is a significant level of turnover within the Navy, so the SNC-Lavalin team has effectively become the main custodian of historical information and support processes for many of the vessels. That allows the com-pany to provide an important added value to the Government of Canada.

2 SELECTION AND COORDINATION Of HIGH-vALuE SuBCONTRACTED SERvICES

SNC-Lavalin uses a broad range of commercial service pro-viders to get the best possible value for DND on every man-date. When a work order exceeds $5,000, SNC-Lavalin gets bids from at least three qualified companies and selects the winner based on the best overall combination of price and quality.

3 QEH&S OvERSIGHT Of CONTRACTORS

Specialist subcontractors report directly to SNC-Lavalin, which allows the company to closely coordinate all work. Certified to ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007 standards, SNC-Lavalin ensures a high level of quality, environmental and health & safety performance among the companies it employs. All key service providers performing hazardous activities are audited at their home office beforehand, and then periodically verified for compli-ance at the worksite.

SnC‑lavalin ensures a high level of quality, environmental and health & safety (qEH&S) performance among the companies it employs.

4 ENSuRING BENEfITS ARE SPREAD ACROSS THE MARINE REPAIR INDuSTRy

By maintaining a network of high quality contractors from Halifax, Nova Scotia, to Victoria, British Columbia, SNC-Lavalin can take the government funds it receives for in-service support work and appropriately tender to various levels of service providers, whether large or small in size. That creates a strong and loyal industrial base for its in-service support contract, while strengthening a key sector of Canada’s economy.

5JuST-IN-TIME SERvICES

Time is always of the essence when the Navy must meet a mission requirement or perform a search-and-rescue opera-tion. While not a contractual requirement, SNC-Lavalin always ensures that the best service provider and the right parts are available on the waterfront within one hour of notification.

6STAff WITH NAvAL AND COMMERCIAL MARINE kNOW-HOW

Many of the SNC-Lavalin team members have a Naval and commercial marine background so they implicitly under-stand the needs of the client and service provider. It is this understanding among all members of the ISS team that allows SNC-Lavalin, service providers, DND and Public Works and Government Services Canada (PWGSC) to work together so successfully.

7 TRANSPARENCy

SNC-Lavalin provides the client with complete visibility into its project financials. DND and PWGSC have the same level of access to the project’s financial and workflow information management system as SNC-Lavalin senior managers. Transparency earns the confidence and trust of the client, which in turn fosters good teamwork.

8GLOBAL MOBILITy

When vessels deploy to other parts of the world, SNC-Lavalin is often called on to arrange maintenance at the ports they visit, something the company can do thanks to an extensive global network. Over the years, the MWAV team has provided in-service support for vessels in the Arctic, the Pacific, Northern Europe, the Mediterranean and the Caribbean. 

SNC-Lavalin ensures that the best service provider and the right parts are available within one hour of notification.

The MWAV team provides global in-service support to the DND.

14Spectrum Edition No. 3 | 2013Offshore Oil & Gas

Buzzard

vaLemon

goLden eagLe PuQ

goLden eagLe Whd mariner

2008 – 2010BuzzARD PS JACkET AND PILESdetailed design Client: heerema vlissingen BvJacket Weight: 3,634 t Water depth: 96.5 m Lifted

2009 – 2012vALEMON JACkET Feed and detailed design Client: hFg engineering europeJacket Weight: 9,200 t Water depth: 133.5 m Lifted

2010 – 2013GOLDEN EAGLE AREA DEvELOPMENT Feed and detailed design Client: nexen Petroleum uK LtdJacket Weight: PuQ 6,500 t, Whd 6,500 t Water depth: 110 m Lifted

2011 – 2015MARINER JACkET Feed and detailed design Client: Statoil (Feed) dragados Sa (detailed design)Jacket Weight: 21,000 t Water depth: 110 m Launched

INTERvIEW WITHDAvID MACLARENHEAD OF STRuCTuRAL – OFFSHORE, OIL & GAS BuSINESS uNIT, SNC-LAVALIN

At the Top of Their Game in Offshore JacketsSnC‑lavalin is on a roll in a key niche market: the company’s london, uK, office is currently working on its ninth consecutive mandate for the substructure and foundations of oil and gas platforms, commonly known as “jackets” to the engineers who design them.

T his series of wins is all the more impressive because it has been achieved in one of the most highly regulated sectors in the world. Offshore jackets must be able to

effectively support the topsides of offshore platforms weighing tens of thousands of tonnes. They must also be engineered against a host of potential hazards and environmental changes, including a 100-year storm, impacts from supply boats, the natu-ral fatigue and corrosion of materials, possible jet fires, as well as the loading, transportation, and lifting or launching of the structure into the water.

Spectrum spoke with David Maclaren, Head of Structural – Offshore for the Oil & Gas business unit, to learn how the office has successfully managed to carve out a niche for itself in this highly specialized area of offshore oil and gas engineering.

Spectrum (S): What is the origin of SNC-Lavalin’s jacket expertise?

David Maclaren (DM): The story actually began at our offices in Halifax, Nova Scotia, and St. John’s, Newfoundland and Labrador, which participated in the development of the Sable Island Tier-1 and Tier-2 projects in the Canadian Atlantic in the late 1990s and early 2000s. Following SNC-Lavalin’s success on those jobs, key members of the design team moved to an existing office in London to set up offshore capability to grow the busi-ness. Since 2007, we have had considerable success with secur-ing and delivering offshore jacket design work.

2008 2009 2010 2011

BreSSay

gina Krog

auQ aWhPCygnuS

aPu BWhP

2012 – 2016BRESSAy Feed and ePC Proposal Client: Statoil aSaJacket Weight: 19,000 t Water depth: 93 m Launched

2012 – 2014CyGNuS detailed design Client: Burntisland Fabricators LtdJacket Weight: aPu 1,725 t, aWhP 1,150 t, auQ 1,230 t, BWhP 1,200 t Water depth: 22 m Lifted

2012 – 2015GINA kROG OffSHORE DEvELOPMENT detailed design Client: hFg engineering europe BvJacket Weight: 16,000 t Water depth: 116 m Launched

S: What were some of the first jacket contracts performed out of London?

DM: Our first break came in 2008, when we were invited by Heerema Fabrication in the Netherlands to partner on the engi-neering design of a small platform at Nexen’s Buzzard complex in the North Sea. The project went exceptionally well, and we were then asked by Heerema to perform the FEED for Statoil’s Valemon jacket, located in the Norwegian sector of the North Sea. The challenge with Valemon was keeping the jacket weight down since it was right at the limit for lifting. We are proud that we were able to successfully maintain the jacket at the target weight of under 9,500 tonnes despite weight increases to the topsides.

S: Statoil is known for being very selective when it comes to contractors, so it must be quite validating to win work with them.

DM: It was very satisfying, and we were particularly pleased in 2011 when Statoil awarded us the FEED for its massive 21,000-tonne barge-launched jacket at the Mariner development in the uK sector of the North Sea. This was followed by a similar man-date for Statoil’s Bressay development, also in the North Sea.

When we secured these projects, it was clear that Statoil had recognized our ability to perform the specialized work needed for these massive, complex structures.

S: What projects are you working on at the moment?

DM: We are working with GDF Suez and Burntisland Fabrication on four jackets for the Cygnus development, and with Heerema once again on a jacket for Statoil’s Gina Krog development, both of which are in the North Sea. Meanwhile, we have moved on to the EPC phase of the Mariner jacket, and are looking forward to beginning work on the EPC phase of the Bressay jacket in the near future.

S: Looking back, what would you say have been the main reasons for your success?

DM: It has a lot to do with the expertise we have been able to develop here. We now have top experts in all areas of jacket design. I also think we have become highly adept at meeting the needs and expectations of all the owners and fabricators. The owners have elevated quality standards that need to be respected, while the fabricators are trying to build quality structures afford-ably. I think we’ve been able to do a good job of ensuring the right balance is struck between quality and affordability. 

2012 2012 2012

The jacket SNC-Lavalin designed for the Golden Eagle Area Development weighs 6,500 tonnes.

16Spectrum Edition No. 3 | 2013Environmental Remediation

Port Colborne: Balancing Risk and Remediationfor more than 40 years, the Port Colborne marine terminal in southwest ontario was an essential cog in the Canadian economy, supplying massive cargo ships with diesel and bulk oil fuel.

Four decades of heavy use resulted in soil and groundwater contamination at Port Colborne.

17Spectrum Edition No. 3 | 2013

Environmental Remediation

T he Canadian port’s storied history as a supply terminal came to an end when it was closed in 2007. By then, four decades of heavy use had resulted in soil and groundwa-

ter contamination that required an extensive remediation. SNC-Lavalin’s Environment & Water business unit, which was already providing a variety of environmental services at the ter-minal, was retained to lead the effort and prepare the site for its next tenant.

While major remediation projects always present unknowns, Port Colborne had an unusual history that brought another level of complexity to the task. The terminal was located on a man-made peninsula that was created using fill from surrounding locations, including other former industrial sites.

“When you are conducting a remediation, you can’t just look at what your target contaminants might be,” says Susan Froud, Environment & Water’s Senior Project Manager for the work. “You have to make sure that you have covered any potential contami-nant concerns. In doing that, we discovered there was significant contamination in the soil that had been used to build up the site in the first place.”

With such a range of contamination, and so much uncertainty about where and how much there was, the project team worked with the landowner on the client’s behalf to negotiate a more surgical, risk-based approach to the project.

“We basically had two options,” explains Froud. “We could either clean the site up to what we call ‘generic standards’, or we could look at the problem from a more pragmatic standpoint. That meant remediating in such a way that costs would be significantly reduced, without compromising safety and environmental protection.”

adapting to uncertaintyOnce the landowner had agreed to a risk-based approach, SNC-Lavalin negotiated a contract with its sub-contractor that accounted for uncertainty surrounding the location and extent of contamination. Enough flexibility was incorporated into the agreement to allow SNC-Lavalin to shift focus from one area to another along the way without increasing the budget.

“The contract we developed gave us the flexibility to revise the scope as long as we stayed within the parameters of the original budget,” explains Froud. “It was the only way to keep costs down on this kind of remediation project.”

The team had to make such an adjustment when the former product piping was being removed and asbestos insulation was discovered on the underground pipes. One of the fuels that the terminal supplied was called Bunker-C, a very thick oil product that must be heated before it will flow through the pipes.

“Because of the heat, the pipes were insulated with asbestos. We reacted immediately, shifting the scope while taking all necessary precautions to ensure the safety of stakeholders.”

leaving no stone unturnedThe final stage, now wrapping up, involves an assessment of the risks associated with remaining contamination, ensuring it poses no present or future danger. Soil-vapour probes have been installed to take readings where contamination remains, and water table monitors are set up in outlying areas to ensure the site is not affecting groundwater beyond the property line. The future use of the location has also been circumscribed to indus-trial purposes, with specific guidelines about what kind of under-ground structures can be built.

As SNC-Lavalin awaits the outcome of the risk assessment, which must be approved by all stakeholders including the Ontario Ministry of the Environment, it can rest assured that it has pro-vided an affordable solution for its client that also protects the environment and surrounding population—a fine balance of risk and remediation. 

Close to 20,000 tonnes of contaminated soil was excavated from Port Colborne using a risk-based remediation approach.

18Spectrum Edition No. 3 | 2013Sustainable Mine Development

Sustainable Mine Development: Engineering Environmentally and Socially Responsible Solutions

SnC‑lavalin’s Sustainable mine Development (SmD) team collaborates with the company’s many divisions to deliver unique value to clients. SmD’s secret is its ability to pool this expertise to deliver a combination of leading technical expertise and environmental and social thinking.

P art of SNC-Lavalin’s Mining & Metallurgy (M&M) business unit, SMD offers exploratory front-end studies and pro-vides engineering services throughout the complete opera-

tional lifecycle of a mine. These services, which cover the three sustainability pillars of mine economics for extraction and process-ing, social responsibility and environment, can be provided sepa-rately to clients or combined into one value-adding package.

SmD’s Three Pillars in actionlife after an EPCm: new business in plant engineering and operational support

SMD provides an economic platform to service sustaining capital and operations markets. Working with the client’s operational project teams, SMD provides the client-focused, adaptive and flexible solutions required for a maturing operational mine. The team’s competitive advantage lies in its ability to offer clients the flexibility and local know-how of a small company combined with the broad expertise and network of a large corporation.

Meadowbank vault Pit projectThe Meadowbank Vault Pit project in Nunavut exemplifies this flexibility and adaptability. SNC-Lavalin supplemented the client’s operational teams by providing specialized detailed engineering and project management services, as well as procurement sup-port. SMD was able to successfully integrate into the owner’s team to deliver a lean project. This allowed the group to win ongoing mine design, pit optimization and site water management work, as well as water treatment plant review mandates.

Throughout the lifecycle there is social responsibility

Social engagement has become a basic necessity across the project lifecycle. Through the Environment & Water business unit, SMD can offer a proactive and integrated approach to project delivery that prioritizes the assessment and management of social responsibility issues. Three key areas of expertise are offered: project social performance development and manage-ment, Aboriginal and indigenous affairs, and tailored Local Resource Development Initiatives (LRDITM).

19Spectrum Edition No. 3 | 2013

Sustainable Mine Development

Éléonore projectIn collaboration with SNC-Lavalin’s Global Training & Simulation team, SMD developed and is executing an operational training strategy and Aboriginal inclusion plan for the Éléonore Project in northern Quebec. An emphasis on local resource development and close collaboration with the client and community led to the creation of 700 jobs for residents in the area. As a result of this initiative, the Éléonore Project will be better harmonized with surrounding communities, its people and its environment.

Throughout the lifecycle there are environmental considerations

Responsible resource management minimizes the environmental impact of mining projects while optimizing economic returns. SNC-Lavalin’s strength lies in its ability to offer a holistic approach and multidisciplinary design capability to address envi-ronmental issues across the entire project lifecycle. Through local engagement and operational ownership of environmental management, SMD can also ensure the successful restoration of project sites after they are closed.

Raglan MineSNC-Lavalin has supported Raglan Mine operations in northern Quebec for the past 10 years across all of its business operations. Today, SMD has furthered that close relationship by fully inte-grating into the client’s teams. SNC-Lavalin’s project team has progressively moved into key environmental management posi-tions for studies on reclamation and closure concepts at Raglan

Mine (prefeasibility level). Key SMD members sit on the Raglan Steering Committee, which reviews the long-term implications of climate change on the tailings management process, and is helping to evaluate life-of-mine impacts on the site’s tailings storage facility.

The complete packageSMD delivers value to clients through its understanding of the challenges across the full mining lifecycle and by providing follow-up to pre-development studies. Its three-pillared approach has the potential to grow into big business for SNC-Lavalin. SMD services enrich longstanding relationships within the mining industry, and enhance the range of services offered by the com-pany’s Environment & Water business unit.

Goro MineSNC-Lavalin is currently participating in an integrated mine plan-ning and waste management study for the life of the Goro Mine in New Caledonia. Such a large site cannot be managed without a holistic approach, so mining, processing and waste and water management must take stringent environmental regulations and social engagements into account. The assignment ties in and completes previous work carried out at the plant site by other M&M offices, providing Vale with holistic end-to-end sustainable engineering services. 

“No project in the resources sector can be carried out today without respect for the principles of sustainability. We are proud to provide our clients with innovative solutions that allow them to create facilities that maximize benefits for all their stakeholders.”

neiL BruCePresident, Resources, Environment & Water, SNC-Lavalin

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