reducing the amount of costly brominated
carbon needed to meet emissions limits.
It was the first commercial installation
of such a system at a full-scale power
plant and one of the first certified to
comply with anticipated mercury-emissions reporting requirements.
“The power industry is generally
reluctant to accept new technologies
since reliability is so critical,” Mr.
That’s where all that work toward
building trust and constant communication paid off.
“People from all three companies were
at the table constantly,” Mr. Hevelone
says. “It wasn’t just Fluor delivering a
power plant. It was a three-team effort.”
To stay ahead of the compen-
sation curve, the team studied
salary surveys and offered
bonuses equaling 5 percent
of each laborer’s hours if the
person remained on the
project through completion.
The team brought together boiler specialists and structural engineers to design
building components that would meet the
seismic code requirements. The facility had
to be able to absorb the effects of an 8.0
magnitude earthquake with no injuries.
“This required a tremendous effort
of alignment and design integration to
ensure seamless transitions and con-structability,” Mr. Gerspacher says.
The tremendous effort paid off.
Since going operational, the area has
encountered a few seismic events with
no impact to the building or operations.
“The erection time took a lot longer
than a normal structure, but when the
building shook and there was no damage,
it reminded us all why we did it,” Mr.
UP TO CODE
The project’s locale didn’t just create
recruiting issues. It also happened to be
right in the middle of an area prone to
frequent seismic activity. This point was
particularly critical because the plant
would use extremely volatile low-sulfur
coal that has been the cause of many
power plant explosions. And the
Newmont plant would be one of the
first large boiler structures designed
under requirements being introduced
under the International Building
Throughout the project, Newmont
conducted quarterly assessments of
Fluor’s progress, rating the team on
safety, costs, schedule, community relations, teamwork and other issues.
Because the project was paid on a 25
percent fixed fee and a 75 percent
discretionary fee, getting high scores
meant more money for Fluor.
“It was a way for Newmont to drive
expectations in real time,” says Mr.
Brown. “We knew exactly what they
were concentrating on at various stages
of the project and we made sure we
were focused on the issues that were
most important to them.”
Safety, for example, was a top priority,
and Fluor addressed the issue with
training, bilingual signage and bonuses.
The project team also performed quarterly risk analyses.
It worked. The project, which at one
point had 1,000 laborers on site, completed 3 million hours of work without a
single lost time incident.
Not surprisingly, budget was another
Newmont concern, so the team implemented frequent cost reviews.
“We gained accountability from
project team members by having them
sign off on each forecast for which they