Initially the consortium comprised American and Japanese participants along with Comalco, an Australian company. All participants entered the project through an Australian subsidiary, and are obliged to take the whole of the production of the smelter in proportion to their shareholding. Comalco managed the construction and ongoing operation of the plant. The first aluminium was produced in Feb. 1982 on schedule and within budget. Potline 2 start-up was July 1983 and the smelter officially opened after that. With approval of the project by the board the smelter development came under the Smelter Division of Comalco headed by Executive general manager Mr. Jim L. Merritt, he formed a team of experienced engineers to manage the design and construction. A wholly owned company Calliope Constructions Ltd (CCL) was formed with directors; New Projects general manager Mr. Jack M. Lees, responsible for the project fruition. Neil M. Jacobs Design Manager responsible for technology, plant design and day-to-day management of design. Mr John B. Gray Construction Manager responsible for site selection, environmental, infrastructure and day-to-day management of construction. In 1974 along with establishment of its local office, field studies began and extensive discussions and negotiations were held with both Local and State Governments and departments. It was therefore possible to define the public facilities needed associated with a Boyne Island smelter site. As a result, a new community at Boyne Island / Tannum Sands was proposed. Comalco staff was actively involved in planning services for the new community and much of this was commenced before construction of the smelter itself began in earnest. By the time construction on the smelter site began, housing subdivisions were proceeding with new housing, (eventually nearly 500 homes) access roads, new bridges onto Boyne Island and another built to Tannum Sands, joining the two previous villages, water sewerage, power supplies and phones constructed. Caravan parks and quarters surrounding a new recreation club with sporting facilities initially for the construction workers but eventually for community use were completed. Nearly $40 million was spent by the company on community facilities. Reduction of the lead time activities was crucial in getting the project off to a successful start. With the foregoing arrangements Comalco were able to achieve a start on its project some 18 months ahead of competitors with similar plans. A 'fast track' approach was used for the main plant with simultaneous design and construction with multiple contractors. Although carrying out the technology selection and plant criteria development the company did not have staff to fully carry out detail design and contract supervision, so CCL decided on an arrangement where it retained project management responsibility and sought the services of a widely recognised engineer constructor.