克莱德的转换——从炼油厂大cale import terminal

Managing the conversion of a 90 year old refinery into a large scale storage and import terminal takes team work and resilience. All the while continuing to supply about a quarter of New South Wales fuel needs. With extensive engineering and operational experience, Clyde Conversion Manager Julie Seymour, was the ideal person to manage this enormous undertaking.

Refinery to Import Terminal

Clyde的设施于1928年至2012年作为炼油厂运营，该决定被禁止净化南威尔士州。植物退役并获得规划批准需要几年时间，工作将旧炼油厂转换为2015年认真开发的大型进口终端。

The brief for the project sounded deceptively simple … “Convert the Clyde Refinery into an Import Terminal”. However, our Clyde facilities help supply around a third of New South Wales’ fuel needs including a significant volume of jet fuel to Sydney Airport. With the terminal being such a critical part of NSW’s fuel supply, shutting it down even temporarily, to enable demolition and construction works was never an option. Julie and her team were tasked with ensuring that 24/7 operations continued without impact to our customers for the duration of the conversion project.

近四年项目将很快借鉴，涉及拆迁炼油厂加工单位和辅助资产，并将其余基础设施巩固到较小的区域。作为一个大型进口终端，Clyde设定为享受一些新建的资产，包括新的燃料储罐，消防系统，高压电气变压器和开关室。In addition, the refurbishment of existing assets into new configurations better suited to terminal operations has necessitated major works (or ‘turnarounds’) on 11 tanks, the installation of new valve manifolds, and the installation of kilometres of new pipework involving over 750 pipework connections.

Three of the largest refinery tanks that were historically used to store crude oil have been completely refurbished and had new geodesic domes installed to enable the storage of Jet A1 for supply to Sydney Airport. These investments have facilitated improvements to our process safety and environmental performance, ensuring Clyde Terminal continues to operate safely and efficiently into the future.

Demolition Challenges

Managing a large-scale demolition and construction project on a major hazard facility adds an additional layer of complexity to managing safety at the work site. This was particularly the case when planning how to demolish five chimney stacks that were part of the old refinery complex, and had been a well-recognised part of the Parramatta skyline since the early 1960s. Despite sounding somewhat unusual for an operating fuel terminal, simultaneous controlled explosive demolition was determined to be the safest way to bring the stacks down.

经过六个月的准备和与规划，EPA和Safewort NSW的联络，批准被授予拆迁计划。从事拆除拆迁项目的自由工业，精心设置爆炸性收费，并将五个堆叠在彼此的几秒钟内下降，精确，并按计划。然而，一个堆栈顽固地拒绝堕落。事实证明，顽固的堆栈建造了比20世纪60年代所示的施工图纸更远的钢铁加固 - 它真的是持续的！尽管挫折，拆迁团队仍然致力于安全地将堆叠放在下降。在引爆了一系列较小的费用后，顽固的第五堆栈接受了它的命运并安全地拖动其预期的秋季路径。悉尼天际线西部烟囱堆栈的轮廓不再。

拆迁挑战还包括一座冗余70米管桥，在鸭河上需要被移除而不会影响相邻的红树林。潮汐运动只允许窗户执行工作，桥梁从其支撑座上抬起，通过安装在驳船上的移动起重机转动90度，并将鸭河沿着克莱德码头浮出水。这是一项项目，由于其复杂性，细致规划和执行所看到的自由产业赢得2016年世界拆迁奖。

项目团队也决心减少the environmental impact from the refinery demolition, with the majority of the 38,000 tonnes of scrap metal being recycled. In addition, 30,000 tonnes of clean high grade sand recovered from the redundant LPG storage facility was transported from site and reused in building projects in the greater Sydney region.

“这是关于与人合作的人”

Julie’s extensive engineering and operational experience meant that being the Project Manager for the conversion of the Clyde Terminal was a natural fit. Over the many years of construction and demolition, there have been approximately 50 Viva Energy team members involved in the project managing over 200 contractors. Being such an old site, as work progressed, the team often encountered challenging legacy issues and, in this environment, focusing on the safe execution of work had to be the overriding priority.

Central to the success of the project has been Julie’s team. “I’m proud to be surrounded by people who care deeply about safety, and the quality of the project they’re delivering for the organisation.

“The team’s strength comes from its diversity and maturity, and the camaraderie that develops after working together for so many years. We had people join us from all disciplines, from different backgrounds and with a broad range of experience. We’ve learnt from each other, and this has meant we’ve been able to get creative with our solutions and deliver the project safely.”

“It’s also important to keep a sense of humour – not everything goes the way you anticipate. The old assets have surprised us with a few unexpected challenges and there’s definitely been moments of frustration, but we try not to let small set-backs impact us. In a project of this scale, spanning multiple years, it’s been important to recognise what we are delivering and achieving along the way.”

“We’ve also worked closely with our Supply and Operations teams to make sure the project doesn’t make their jobs more complicated than necessary, and to minimise any potential impact on our customers. It’s about people working with people, understanding what needs to be done and finding solutions that work for everyone – including our customers.”