Incitec Pivot employee Hannah Campbell has been awarded the prestigious 2017 AREEA Industry Awards Young Professional category announced in Perth last night.

Hannah is the company’s Moranbah Operations Readiness Coordinator and has been recognised for her impressive leadership of the planning and execution of plant shutdown and decommissioning at the company’s Ammonium Nitrate Facility.

Just one year into her role as a process engineer and with only two years’ industry experience, Hannah led the Operations function team for the 2017 Major Turnaround.

It was one of the largest turnaround executed in Incitec Pivot Ltd (IPL) Australian Manufacturing history with 94,000 man hours, 695 Workpacks, and high risk and complex scope of work including commissioning of five compressor trains following major overhauls and catalyst reductions.

This involved assisting with the planning and execution of plant Shutdown and Decommissioning, isolation and blinding, permit issuing, Commissioning and start-up of the Ammonia, Nitric Acid, Ammonium Nitrate and Power and Utilities plants.

“In addition, the work Hannah did left a legacy for both the site and the IPL Turnaround Management System (TMS).” Peter Henderson, Site Manager at Moranbah said.

“Hannah expanded the TMS operations function to include the best practice processes developed during the turnaround and mentored the lead from the next Incitec Pivot turnaround to get on-the-job experience.”

“Hannah is one of many up-and-coming young professionals in the industry who are showing great leadership and innovation,” AREEA’s Director Industry Services, Tara Diamond, said.

“To take part in a history-making turnaround at the company outlines Hannah is going to continue to be a real leader of the industry for years to come.”

“She is lighting the path for other young female professionals to make their way in the resources industry.”

Hannah showed experience beyond her years to successfully control the large risk to customer contracts with the ability to maintain supply with the plants offline capacity being unproven.

“Applying a continuous improvement mentality, Hannah focussed on how she would leave a legacy, as well as executing the turnaround successfully,” Ms Diamond said.

“By interacting with, and seeking input from different departments, she was able to develop the processes to match the site’s needs both during the Turnaround, and going forward.”

“Following a lesson learnt review post-turnaround, she then updated the Operations Readiness TMS documents for use in future Turnarounds.”

Hannah led key changes including an Electronic Permit Map, Schedule Development Process and Commissioning Workpacks for critical machine commissioning.

Ms Diamond said the Turnaround scorecard criteria of safety, quality, schedule and cost were all achieved, and all customer demand was met during the period with no injuries occurring during the Turnaround window.

“Exit plant performance was also achieved with new MSPRs (maximum sustainable production record) being set for all plants,” she said.