30
CONSTRUCTION WORLD
MARCH
2014
PROJECT PROFILE
Planned Task Observations. From these
Safe Working Procedures are drawn up,
and is communicated to all the teams
every morning.
This approach together with a strong
commitment by management to Visible
Veld leadership has enabled WBHO to
achieve in excess of 500 000 LTI free hours
on the project.
Time, cost and quality
Trough design and construction inno-
vation WBHO was able to construct the
project within the client’s very demanding
schedule, thus ensuring that the client
will be able to commission the plant
within their required time frame enabling
them to commence with production at a
very early stage.
Being a fast track project one could
expect quality to suffer as a result, but
this has not been the case at this project.
The design was optimised even in this
aspect, in not over specifying quality
standards but rather taking a practical
approach
and
specifying
standards
according to the purpose of each structure.
This again enabled us to offer the client
time and cost savings.
Risk management
As part of WBHO’s start up plan a substan-
tial risk schedule is drawn up at the
commencement of the project.
It makes use of a risk matrix where
risks are listed in probability from ‘highly
unlikely’ to ‘almost certain’ and severity
from ‘Insignificant’ to ‘Catastrophic’. From
this matrix control measures are imple-
mented according to the possible impact,
and risk owners assigned.
The schedule is updated on a regular
basis and gets updated as and when
required. The process has been very
successful on the project and to date all
risks were mitigated trough this process.
The most impressive factor of this
project was the combination of design
and construction ingenuity to offer the
client an optimum outcome. Another big
factor to the success of the project was
the team work and co-operation between
the client, professional and construction
teams, ensuring that the project could be
successful under tight deadlines and with
very strict safety requirements.
The most impressive factor
of this project was the
combination of design and
construction ingenuity to offer
the client an optimum outcome.
Project information
• Project start date: August 2012
• Project end date: April 2014
• Client: Glencore
• Main contractor: WBHO
• Project team: DRA Mineral Projects
(EPC Contractor)
• Project manager: DRA Mineral Projects
• Quantity surveyor: Basson & Close
• Project value: R180-million
