Al Taweelah Alumina refinery operational readiness

Planning and executing a comprehensive operational readiness program

Emirates Global Aluminium (EGA) | United Arab Emirates | 2015-2018

First-ever alumina refinery in the UAE

Collaborative and integrated operational readiness program

490,000 hours of work comprised of 22 department plans


The Al Taweelah alumina refinery is EGA’s first and the first of its kind in the UAE. Accordingly, EGA needed to develop new systems to cater for alumina production.

Building any greenfield alumina refinery is an ambitious project. Even more so when it requires a global recruitment program to supplement the limited existing alumina capability and technical knowledge in a country with no history in the industry.

The EGA operations team were responsible for completing the majority of the operational readiness (OR) program work. The team was drawn from operational backgrounds rather than greenfield projects.


An operational readiness planning-and-execution solution was deployed that included an overarching approach and the detailed plans required to effectively develop, execute, budget, and resource the operational readiness activities.

The alumina-project-execution and OR capability of the HATCH team strengthened the EGA Operations team's capabilities, creating a deep and extensive knowledge base to draw upon.

The execution of the plan was facilitated and supported by leveraging the Hatch Operational Readiness Management System (ORMS), an intuitive, robust, and secure cloud-based application to easily track deliverables and manage & report progress.


Implementing HATCH’s OR planning and execution management tools enabled the required level of rigour to be applied without creating an onerous administrative workload for the client team.

The ease of using the Hatch Operational Readiness Management System (ORMS) made it simple for the client team to acquire basic project management skills.

Using the Hatch ORMS system, all users could easily update progress on deliverables, view performance, and raise change notices through the system’s user-friendly interface and smart built-in project governance.

Involvement in plan development and the transparency of self-reported performance data fostered a strong sense of ownership and commitment.

Strong functional and cross-functional engagement in work execution and reporting in ORMS drove acceptance of accountability for OR performance.

Compliance or deviation from the agreed plan was easily identified through live dashboards, a war room, and Steering Committee meetings. These drove remedial action and limited the taking-on of significant risk.

EGA’s inclusive, open-minded approach to OR supported by ORMS enabled users from outside EGA to be assigned work and report alongside the EGA team, providing a single point of truth.

The EGA Operations team were well-prepared and ready to take on the challenges of commissioning, start-up, and ramp-up.

“The strength that the Hatch OR team has brought to the Al Taweelah alumina refinery operations-readiness effort spans many facets, but can be encapsulated by two key foundations—quality people and quality systems. “I consider the relationship between Al Taweelah alumina refinery and HATCH OR a valuable partnership where all parties are striving to deliver excellence towards supporting the ultimate success of the Project via a well-prepared and capable Operations Team that will be well-positioned to safely, efficiently, and competently bring the refinery to operational life via commissioning, ramp-up, and on into steady-state operations. It is clear that the HATCH onsite OR team, coupled with the HATCH ORMS tool, are fundamental in successfully developing and implementing the overall Al Taweelah alumina refinery OR Plan, scheduling the identified deliverables across a four-year window, while verifying that the required resources are available to undertake the necessary work and a commitment to quality is embedded."

Bruce Rasmussen | Operations Readiness Director, Al Taweelah alumina refinery

Project numbers

650 new personnel
18 different nationalities
22 organizational functions involved
150 package managers
300 system users
2,300 work packages
14,200 deliverables
500,000 hours of work


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