Client: Rio Tinto Iron Ore (RTIO)
Location: Cape Lambert, Western Australia
Project Type: Industrial Infrastructure – Fuel Farm Construction (Critical Infrastructure)
Project Value: AUD $10.5 million
Project Duration: September 2012 – December 2013
Role: Program Director / Head Contractor
Strategic Objective
Rio Tinto Iron Ore required a new high‑capacity, safety‑critical fuel farm at Cape Lambert to support sustained rail and port operations within one of Australia’s most demanding export environments.
Senior operational and engineering leaders were accountable for delivering a facility that would safely store, manage, and distribute fuel—while integrating seamlessly with live port operations and meeting stringent safety and environmental standards.
The objective was to design, construct, install, test, and commission a fully operational fuel farm, delivering long‑term reliability, operational resilience, and compliance under high‑hazard conditions.
The Challenge / Need
The project presented layered complexity and risk:
- Construction of a large‑scale fuel farm within an active port and rail environment
- Integration of mechanical, electrical, electronic, instrumentation, and communications systems
- Complex piping networks, bunding, oily water separation, water treatment, and tailings management
- Requirement to maintain continuous operations throughout staged construction and commissioning
- Zero tolerance for uncontrolled environmental discharge or safety incidents
Sequencing, interface control, and safety governance were critical to success.
Project Scope
RTIO engaged the team to Project Manage, Design, Install, Test, and Commission the full fuel farm facility, including:
- Construction of the complete fuel farm
- Installation of eight diesel fuel storage tanks
- MEP pipe reticulation and pipe bridges
- Bunding systems and environmental containment
- Oily water separators, water treatment systems, and tailings ponds
- Heavy mechanical, electrical, electronic, instrumentation, and communications systems
- Full operational documentation, training, and handover
Our Approach
A systems‑led, safety‑critical delivery model was applied to stabilise complexity while maintaining operational continuity.
Key elements included:
- Engineering Leadership: Integrated design delivery led by engineers and PLC/SCADA specialists
- Stakeholder Alignment: Continuous engagement with RTIO operations, engineering, safety, and leadership teams
- Safety & Compliance Governance: Design and execution of robust safety systems supported by real‑time monitoring
- Program & Procurement Control: Contractor evaluation, contract negotiation, and milestone governance
- Phased Execution: Carefully sequenced construction and commissioning to avoid operational disruption
I led the delivery as Program Director, accountable across design, construction, safety, and commissioning.
Risks and Challenges
Key risks requiring deliberate management included:
- Executing large‑scale fuel infrastructure works within a live operational environment
- Managing safety and environmental compliance across 111,000 work hours
- Coordinating multidisciplinary contractors across civil, mechanical, electrical, and control systems
- Maintaining schedule certainty while executing staged construction and commissioning
These risks were mitigated through disciplined sequencing, interface control, and proactive safety leadership.
Solution & Key Deliverables
The project delivered:
- A fully constructed and operational fuel farm facility with eight diesel tanks
- Integrated MEP pipe reticulation and pipe bridge systems
- Environmental protection systems including bunding, oily water separation, and water treatment
- Heavy mechanical, electrical, and instrumentation installations
- BIM‑referenced documentation integrated with Digital Control Models (DCM)
- Comprehensive operational training and handover documentation
Delivery & Safety Performance
The project was completed with:
- ~111,000 work hours
- Zero Lost Time Injuries (LTI)
- Two First Aid Incidents (FAI)
This outcome reflected strong safety leadership in a high‑hazard industrial environment.
Outcome
The project:
- Delivered a fully commissioned fuel farm on time and within scope
- Achieved seamless integration into RTIO’s Cape Lambert operations
- Met all safety, environmental, and operational compliance requirements
- Enabled a clean, confident operational handover
- Reduced long‑term fuel handling risk and improved operational resilience
RTIO leadership achieved a defensible capital outcome supporting sustained port and rail performance.
Delivery Team
Design Phase
- 1 × Lead Designer
- 3 × Engineers
- 5 × Drafters
- 3 × PLC / SCADA Designers
- 1 × Project Manager
SMP Construction Phase
- 1 × Project Manager
- 1 × Construction Engineer
- 2 × Fabrication Contractors
- 1 × Erection Contractor
- 3 × Functional Contractors
- 1 × Electrical Contractor
- 1 × Construction Manager
- 1 × Quality Manager
- 1 × Safety Manager
Broader Program Integration
Delivered as part of a broader RTIO portfolio and program of works, the project required alignment with regional and Board‑level governance.
Accountabilities included:
- Engineering and project management across all functional disciplines
- Engineering‑level decisions for structural, mechanical, piping, electrical supply and distribution, and instrumentation
- Management of the Project / Program Management Office and execution conformance
- Engineering design review and compliance monitoring
- Regional Board‑level reporting and control
- Accountability for risk, legal, finance, SHRM, quality, and safety systems
- Leadership of procurement control, contractor evaluation, and contract negotiation
- Safety system development and execution conformance
Value‑Added Differentiator
- End‑to‑End Integration: Design through commissioning under single accountable leadership
- Safety Leadership: Zero LTI across a high‑hazard fuel infrastructure project
- Systems Integration Mastery: Mechanical, electrical, and instrumentation systems delivered as a coherent whole
- Operational Continuity: Phased delivery protecting live operations
- Governance Discipline: Delivery aligned with portfolio and Board‑level expectations
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