SHE&S Management for the BARZAN Onshore Project

R.E. DeHart II, M. Nour

RasGas Company Ltd.
BARZAN Onshore Project
Ras Laffan, Qatar

Abstract
The Barzan Project is being developed by Barzan Gas Company Limited, a joint venture
between Qatar Petroleum and ExxonMobil Barzan Limited, with RasGas Company Limited
(RasGas) assigned to develop and operate the facilities upon completion. The objective of the
Barzan Project is the economic development of a high quality, reliable, and fully integrated
sales gas facility to supply gas to the domestic market to complement the current and future
infrastructural developments in Qatar, mainly in anticipation of the increased energy demands.
The Barzan Onshore plant is located in Ras Laffan Industrial City (RLC), which is some 70
kilometers north of Doha, in the State of Qatar.
This paper presents a macro overview of the project’s Safety, Health, Environment, and
Security (SHE&S) Management System; highlights aspects of several of the system’s key
elements; and demonstrates the importance of safe work planning and execution for Construction
and Pre-Mechanical Completion (PMC) activities, prior to Commissioning and Start-Up of
operations. This transition phase also requires managing Simultaneous Operations (SIMOPS) as
activities of different hazard and risk profiles are encountered.
This paper discusses several key programs within the SHE&S Management System. It
illustrates how comprehensive contractual SHE&S requirements can translate to positive results
for effective project management. Programs such as observations reporting, sub-contractor
readiness reviews, and risk management are discussed to help demonstrate how they have
collectively contributed to keeping workers safe every day on the Barzan Onshore Project.
 Introduction
The Barzan Onshore Project is being developed by Barzan Gas Company Limited, a joint
venture between Qatar Petroleum and ExxonMobil Barzan Limited, with RasGas assigned to
develop and operate the facilities. The project is located on a green-field site in Ras Laffan
Industrial City (RLC) in Qatar. JGC was awarded the Engineering, Procurement and
Construction (EPC) contract for the project in January 2011 for two of the largest natural gas
processing trains in the world. The facilities will receive well stream fluids via two pipelines
from offshore and process the fluids to final products of: sales gas, ethane, propane, butane,
condensate and molten sulfur via two trains of gas processing facilities integrated with utilities,
and other onshore processing facilities.
Through August 2014, the project has completed 185 million man-hours in displaying
world-class safety performance. A comparison has been drawn between the project’s
performance indicators and the International Oil & Gas Producers 2012 annual report1 (Global &
Middle East Region), including Fatal Accident Rate (FAR), Total Recordable Incident Rate
(TRIR)2 and Lost Time Incident Rate (LTIR)3.

Table 1 Comparison between project performance indicators and OGP 2012

Indicator4 Barzan OGP Global OGP Middle East

FAR 0 0.005 0.004
LTIR 0.006 0.096 0.05
TRIR 0.168 0.348 0.204

From July 11, 2012 to March 25, 2014, the project achieved 131 million man-hours Lost
Time Incident (LTI) free. The project has incurred a total of six (6) LTIs over 185 million man-
hours worked. This accomplishment is mainly due to the strong management commitment
striving to ensure that workers go home safe each and every day.
JGC received the Gold Award from Qatar’s Minister of Energy and Industry as the best
contractor for “SHE Excellence in the Qatar Oil and Gas Industry” in 2012 and 2013. JGC has
also been awarded an International Merit Award by the British Safety Council, scoring 58 out of
60 for their overall performance in 2013.

1
OGP Publications, OGP Performance Indicators 2012 Data, Report # 2012s, June 2013, pp-42-43
2
TRIR = (Recordable Incidents)*200,000/Total Man-hrs. (per OSHA report & record keeping criteria)
3
LTIR = (LTI’s)*200,000/ Total Man-hrs. (per OSHA report & record keeping criteria)
4
OGP data - normalized from 1 Million Man-hrs. to 200,000 man-hours (OSHA reporting criteria)
 Project SHE&S Management System
The project’s ultimate health and safety objective is an injury and incident free
workplace. The focus on SHE&S is not compromised to achieve any other business objectives.
To achieve this objective, the project requires work execution under an effective and systematic
approach. The SHE&S Management System adheres to the classical “Plan, Do, Check, Act”
model. Moreover, senior management has provided both leadership and commitment by
ensuring that suitable and sufficient resources and systems are in place to manage project risks
and to ensure that work is properly planned and safely executed.
A closer look reveals that the system elements and SHE&S programs form a model based
on the EPC Agreement between RasGas and JGC which includes 211 SHE&S contract-related
deliverables (in eight general categories) measured monthly via the SHE&S Work Activities
Schedule. The system pertains to all parties, i.e., RasGas; JGC and its sub-contractors; and
vendors, suppliers and site visitors. Refer to Figure 1.
The JGC Site SHE&S Plan defines the control framework and combines a highly
prescriptive and goal-setting approach which has delivered a solid foundation to build and
sustain SHE&S performance at site. The plan also defines deliverables aligned with the project’s
schedule such as contract defined reviews at certain intervals, specific risk assessments and
deliverables linked to project milestones. RasGas recognized and expected that JGC and its sub-
contractors had existing SHE&S management programs with established policies, processes,
procedures and work practices in place. The EPC Agreement thus framed and aligned these
existing systems to ensure that they meet RasGas SHE&S expectations. A SHE&S Readiness
Review was a mandatory pre-mobilization contract requirement required before a new sub-
contractor could mobilize to the project. The review required JGC and RasGas approval to
ensure that the sub-contractor was ready mobilize to site.

Figure 1 Project SHE&S Management System Model

 The overall SHE&S performance is monitored through different tools and indicators,
using conventional SHE&S tools as varied as audits and Cold Eyes Reviews; teambuilding
sessions; worker recognition; and ongoing engagement for worker welfare in the camps and at
the worksite. The old adage of “if it cannot be measured, it cannot be managed” is very true and
the project has a wealth of data to monitor, measure and manage performance. The indicator
measurement is highly focused on leading indicators to enable the pro-active management of
issues before incidents occur. Various management reviews and annual SHE&S and project
objectives have resulted in changes as the work fronts have transitioned from construction to
PMC to commissioning and finally start-up.

Management Commitment and Leadership

Senior management demonstrated leadership, commitment and involvement and has been
playing a key role in programs designed to promote safety, health and worker recognition at the
worksite and in the camps. The following list details the quarterly, monthly and weekly SHE&S
review meetings involving senior management from RasGas, JGC and its sub-contractors:
(1) Quarterly Senior Management SHE&S
(2) Quarterly Behavioral Observation and Intervention (BO&I)
(3) Monthly SHE&S Management
(4) Monthly Incident and Injury Free (IIF) Leadership Team
(5) Monthly Camp Management
(6) Monthly SHE Recognition, Budget and Disciplinary
(7) Weekly Heat Stress Meetings (May 1 to September 30)

The Incident and Injury Free (IIF) Leadership Team is the ‘champion’ of IIF and the
Behavioral Observation and Intervention (BO&I) Programs, which are the two key pillars of the
behavior based safety program. To ‘champion’ a program requires a lot of dedication and is a
term used on the project for persons who take ownership and steward a particular program,
action or milestone. Further opportunities where visible management commitment is
demonstrated include the regular walkthroughs at site. There are eleven (11) scheduled
walkthroughs per week where senior and middle management interact directly with the
workforce in different areas at site and camp. The main intent of the walkthrough is to create
opportunities for two-way conversations with the workers for positive re-enforcement of safe
behaviors and motivation for execution of work. Project, Site and Construction Managers of all
project organizations (RasGas, JGC and its sub-contractors) also coach and motivate line
supervisors in the field and encourage all to conduct “daily observations and positive
interventions” (i.e., appreciation for good work or “positive” corrective feedback).
Tool-box Talks (TBTs) and Task Instructions (TIs) are two (2) of the key communication
tools used on the project. TBTs are typically a one-way communication, where a standard
message is cascaded across the site on a daily basis by use of a JGC SHE&S bulletin system.
The SHE&S bulletin will contain pertinent information regarding important lessons learned,
recent incidents or simply good practices. TIs are a two-way communication whereby the work
leader communicates with his crew and reviews the day’s target, safety requirements and quality
objectives. Verification of understanding is done through the conversation to ensure the entire
team fully understands the day’s work. TIs and TBTs set the tone for the rest of the work day
and provide the platforms to motivate, encourage and start the day in a safe manner.
Senior and middle management routinely participate in the daily TIs and TBTs. They are
often the keynote motivational speaker at the TBTs for each sub-contractor, and mingle with the
workers to shake hands for “being safe” once the TBT is finished. Another regular activity for
management is to eat lunch with the workers at the camp mess halls, which further demonstrates
visible management as well as genuine care and concern for worker welfare.
Ten teambuilding and six commitment workshops have been held with JGC, RasGas and
sub-contractor management, with the goals to develop and implement sustainable solutions to
worksite challenges, and to promote a caring, safe environment for all workers. Seven
“Worksite Climate Surveys” have also been conducted, which are surveys that are done to gauge
and measure the perception of site personnel (including workers, supervisors and management)
on pertinent project issues. The survey’s output is then reviewed by the IIF Leadership Team
and provides opportunities for the team to have better insight to key issues.
For worker welfare, three sub-committees meet twice a month for recreation and welfare;
food and nutrition; and worker residents. These committees report into the monthly camp
management meeting. Meeting charters are in place for these various meetings which follow a
formal structure and approach.

Risk Management
The project risk management process is one of the key foundation blocks in the overall
SHE&S Management System which sets out and defines the project’s safe work planning and
execution. The main tools used for risk assessments include the project’s Quantified Risk
Assessment (QRA), which has been done at the “front end” of project design, followed by
execution assessment tools including the Risk Register, Construction Risk Assessment (CRA)
and the Health Risk Assessment (HRA).
The risk management process is defined in relevant project procedures. All site activities
are carried out using a permit to work (PTW) system requiring an approved method statement, a
Job Safety Analysis (JSA), and a TI just before starting the work. While work is ongoing,
workers and supervisors are trained to use Step Back 5-by-5 (SB5x5) as a personal Last Minute
Risk Assessment (LMRA). This overall process consists of six (6) main tools: the Risk Register,
CRAs, HRAs, JSAs, TIs and SB5x5.
Hazards, risks and controls are identified in quantitative and qualitative risk assessments
that are formally communicated to the performing parties (normally the sub-contractors) through
the JGC document control system and are addressed when preparing method statements and
JSAs for work activities. The method of the work activity and job steps, and the hazards and
controls are communicated before work starts by the front line supervisors using TI’s as a “two -
way conversation” with the crews in their “common” language, or by using a translator if
required.
Risk assessments are performed for high risk activities - either defined through contract
deliverables, or identified through the execution of the work. The risk assessment / review is
completed as a group exercise with all relevant disciplines and upon completion, a report is
generated and entered into the document control system. The risk assessment includes the
identification of hazards, control measures (existing), specific risks and initial risk ranking
(safety, public disruption, environment and financial risks). Based on the risk ranking, additional
measures may be developed and residual risks identified. Upon completion, the information is
then captured in a Risk Register where actions are tracked to closure through a formal Action
Tracking Register (ATR), which requires a two-party sign-off for confirmation of closure. The
Risk Register is updated regularly and 30 risk assessments have been carried out project to date,
which in turn have generated 658 action items.

Some examples of risk assessments / studies supporting construction are listed below:
 Quarterly update for the Construction Risk Assessment
 Risk Assessment for Scaffolding inside Residual Gas Compressor Ventilation Fan
 Risk Assessment for rundown lines to the port through common roads and third party
facilities
 Risk Assessment for Column Dress Up
 Risk Assessment for Confined Space Entry
 Risk Assessment for Hydro-Test
 Risk Assessment for Pneumatic Testing
 Risk Assessment for AGR Column Tailing-Frame
 Risk Assessment for Flare Erection
 Risk Assessment for Man Basket Activities for Flare Erection
 Risk Assessment for Building Energization
 Risk Assessment Man Riding Activities for Flare Bolting
 Brownfield Risk Assessment

The CRA is a tool used to study and analyze high level construction risks, based on
credible scenarios as the work front changes. Construction activities are very dynamic and the
CRA has proven a highly valuable tool that keeps up with the pace of the construction work
fronts. The CRA is updated on a quarterly basis using group sessions of construction and
SHE&S representatives from JGC and RasGas. The CRA may generate specific follow up
actions in case the initial risks require further mitigation.
The HRA captures all project health hazards and specific actions are identified for
mitigation. The most common hazards identified in this assessment include communicable
diseases and heat illness (i.e., Qatar’s hot and humid climate for six months of the year). The
HRA is also used as basis for determination of relevant resources such as doctors and nurses to
ensure that the staffing requirements address the potential health hazards at the site. The Risk
Management “process and program” for CRA’s and HRA’s are reviewed annually as part of the
audit program and the recommendations are actioned and captured in the tracking register.
As the project transitions from Construction to PMC, and to Commissioning and Start-
Up, the risk management process is enhanced with additional tools and systems. Managing
Simultaneous Operations (SIMOPS) is another challenge that needs to be addressed when there
are areas with mixed hazard and risk profiles, and having different teams for construction, PMC
and Commissioning and Start-Up activities in the same general areas / locations. Risk
Assessment studies for PMC activities are essential to define and manage risks associated with
these higher risk activities. In this regard, the Hazard Identification (HAZID) study, and other
tools and supporting policies and procedures are provided to complete the “risk control” frame
work. This will be discussed further under “Management of the Project Transition Phase –
Construction to PMC” later in this paper (refer to page 13).

Some examples of risk assessments / studies for PMC activities include:

 HAZID Reviews for PMC and SIMOPS
 Risk Study Report PMC Cleaning and Loading Activities
 Buyback Fuel Gas-In Risk Study
 Risk Review for Refractory Dry-Out for Utility Boilers
 Risk Assessment Aqua Milling Activities including Cooling Water Dewatering
 High-level Risk Assessment for Air Blowing and Water Flushing
 Steam Blowing
 “Liven Up” for High Pressure (HP) Steam/Saturated HP Steam
 “Liven Up” for Nitrogen System
 Risk Assessment for SRU (Sulfur Recovery Unit) Combustion Air Blower
 Refractory Dry Out for the Tail Gas Incinerator using temporary burners.

Health Management and Well-Being

To ensure effective health management and worker welfare programs are in place and
sustained for project duration, various SHE&S plans and procedures have been implemented.
Key reference documents for management of health care are:
 Health Risk Assessment
 Camp Health and Welfare Program
 Camp Operations and Maintenance Plan
 Heat Stress Prevention Program
 Medical Aid Center Management Plan
 Case Management Program
 Fitness for Duty Program (Health Screening)
 Infection Control Procedure
 Communicable Diseases Risk Assessment
 First Aid Unit Procedure for Patient Referral
 Incident Investigation and Reporting
 Potable Water Program
 Stress Prevention and Awareness Program
 Human Factor for Project Execution
 Ergonomics Control Program
 Alcohol and Drug Monitoring Program
 Respiratory Protection Program
 Occupational Noise Exposure Program
 Occupational Hygiene Program
 Radiography Safety Control Procedure
 Absence Management

Due to the close proximity of personnel in these camps and at site, communicable
diseases are a potential health hazard and concern for the project. This potential health hazard is
closely managed with careful planning, oversight, and execution. Mitigating actions include pre-
employment screening, fitness to work, promoting good hygiene, proper medical care, and
potentially isolating an outbreak of communicable disease.

To help ensure worker well-being outside of work, recreation and welfare programs are
maintained in the camps, including activities such as weekly movie shows, cricket, football,
basketball, volleyball, tennis, pool billiard, table tennis, various sport competitions, music band
live entertainment, talent shows, educational courses (e.g., computer), yoga and kendo training,
chess competitions, etc. The HRA lists the project health hazards, including camp recreational
activities, with specific actions identified for mitigation and control.

A part of this management commitment is to ensure that workers are appreciated and
recognized for their contributions. In this regard, five (5) major camp celebration events have
been held for the achievement of 20, 50, 80, 100 and 130 million man-hours LTI free milestone
achievements. Celebrations included memorable events such as Bollywood stars, Japanese
drummers and singers, and a two-day Russian ice circus and carnival. Participation in such
events is a first for many of the workers on the project and further reinforces management’s
appreciation for their safe work.

Heat Stress Management

Qatar has a very hot and humid climate with summer temperatures ranging from 25C to
49C, with an average relative humidity of 75 per cent. With a peak workforce of 30,000
persons performing multiple activities, heat stress must be managed very carefully. The heat
season officially required by Qatari authorities is April 1 – October 31, during which all heat
illnesses are to be reported to the government. The heat index (combination of humidity and
temperature) may exceed 60 during the peak summer months. The 29/30 day Muslim Ramadan
fasting period has occurred during “peak heat stress” during the construction of the project
(2011-2014), with some 40 per cent of the workers fasting and working during this period,
posing extreme health and safety challenges for the fasting workers, non-fasting workers and
supervisory and management personnel. Also, work activities at height and in confined spaces
increase the risks even more as recovery becomes even more complicated and challenging.
The heat stress mitigation program, updated each year with the requirement of refresher
training for all personnel at site, details key control measures as well as tools for monitoring
effectiveness of the system. Control measures include: training and education; balanced diets
(including potassium rich food and drink supplements); cool drinking water; acclimatization
(including fitness to work); local heat index monitoring; ample water stations and rest areas
(many are air conditioned); work rest cycles and stoppages of work.
Fasting workers work fewer hours during Ramadan, in line with Qatari law. Heat stress
awareness is promoted site-wide and workers and supervisors are encouraged to observe fasting
workers for signs and symptoms of heat illness or fatigue. All personnel are required to carry
insulated water bottles as part of basic PPE requirements year-round, 24/7, and are encouraged to
have a healthy breakfast. Water parades are held on the buses to and from work, at the start of
work (during TBTs and TIs) and continually throughout the day. A water parade is a joint
activity where a group would drink water together as a reminder and reinforcement of adequate
hydration throughout the day.
Acclimatization is strictly followed and new workers must acclimatize gradually before
being allowed a full day’s work (one week – in line with the Oil & Gas Producer Guidelines).
Workers who have been sick or are returning from leave must be reviewed for fitness to work,
and undergo similar acclimatization periods depending on the type of illness and the period of
their illness. Heat Index (HI) monitoring is done through a centralized site weather station, and
updates are communicated through text message and color coded flags (representing different HI
bands) are then raised in all site areas to indicate the actual heat index. HI boards are updated
within the work areas. Local monitoring is done with hand-held Kestrel monitors with work
being executed according to pre-defined work rest cycles, based on the actual heat index.
All the above control measures are monitored daily and performance reports are
generated. During the hottest summer months (May – September), weekly meetings are held
with project management, including RasGas, JGC and its sub-contractors, where key indicators
are reviewed and evaluated, including pro-active indicators (daily inspections, use of cool vests)
and reactive indicators (e.g., heat illness trends and incident reports).

Behavior Observation and Intervention (BO&I)

The basic concept of the BO&I program is based on a worker who acts or behaves in a
safe or unsafe manner, or at risk behavior, and this worker is being observed by a supervisor or
other trained observer who then interacts positively with the worker. This interaction is known
as an intervention and may either be to correct the at risk behavior in a positive manner, or to
reinforce a safe behavior. Through this process, the intervention conditions the workforce to
behave in a manner that is aligned with SHE&S expectations on the project. The program has
been developed by a project team (RasGas and JGC) considering the work environment, culture,
work activities, trades, language barriers and education level of the workforce; and is simple
enough to allow application in a multi-cultural and multi-lingual work environment. Moreover,
it is designed to provide data and information to enable a high level of understanding and
management of typical behaviors and behavior trends at site.
Selected supervisors and workers attend BO&I Training for skills in observation,
intervention and communication techniques. The supervisor or worker as a trained observer will
use a checklist to observe behaviors of a work crew and recognize safe behavior by public in the
group appreciation and at-risk behavior by isolated personal, but not intrusive intervention. Both
appreciation and intervention techniques are based on an interactive two-way dialogue that
stimulates the observed person’s thinking and helps condition his behavior. A constructive,
corrective or encouraging feedback is provided, helping to motivate the observed person to
change their behavior or continue being safe, whichever applies.
Observed data for both “safe” and “at risk” behavior is recorded on a BO&I check sheet,
which includes behavioral scenarios, root causes and work activities. The information includes
date, day of week, time, location, organization, trade, activity, at-risk behavior categories and
subcategories, as well as the cause of the at-risk behavior. The check sheet is designed to require
only tick marks for simplicity, enabling observers to record data without the need of writing out
comments. Observations can easily be recorded within a few minutes, which supports an always
busy supervisor, and helps prevent possible barriers for not recording the data. Another
advantage of the check sheets is data processing which is made easier and faster as the database
provides exactly the same input fields as the check sheet.
From the observation data, weekly trends are analyzed and fed back to the observers and
management, and are then communicated to the organization providing target areas where at risk
behaviors are present. The trends are reviewed monthly for all project organizations. An
interesting comparison is that the “at risk” behaviors and the incident / injury cause typically
align. The data analysis provides management with a tool that can help predict the future based
on fact (i.e., observation trends and frequency). As such, opportunities are provided to take
corrective and preventative actions proactively - before unsafe acts / at risk behaviors become
actual incidents or serious injuries. Figure 2 is the BO&I process.
A comprehensive trend analysis report is generated on a quarterly basis for management,
including a detailed break-down and analysis of observation trends. The following categories are
trended and analyzed for each reporting period:

 Number of observers trained (per organization)

 Number of check sheets submitted (per organization)
 Top Five (5) at-risk observation categories
 Position of people
 Body use and ergonomics
 PPE compliance
 Tools and equipment use
 Man machine interface
 Location
 Causation trends
 Safe to at-risk ratio
  Day/time observation trends
 At-risk observations per activity
 At-risk observations per craft

Figure 2 BO&I Process

The project now has more than 1,400 trained observers actively participating in the
program, recording around 8,500 sheets per month and 220,000 observations per month, with a
total project to date of 194,000 sheets and more than four (4) million observations. Figures 3 and
4 highlight trend analysis for the 2nd Quarter of 2014 and June 2014, respectively.
Figure 3 - Quarterly BO&I Trend Analysis for Senior Management Reporting (2Q 2014)

Figure 4 - Trend Analysis for June 2014

 Management of the Project Transition Phase – Construction to PMC

The range of typical work activities undertaken for the Barzan Onshore Project are: civil
works (buildings, block work, partitioning, excavations, backfilling, steel fixing, formwork,
concrete casting and curing, road network, cable trays); structural erection works (steel erections
for warehouses, storage and workshops, flare stack tower); mechanical installations and erections
(vessels, generators, air compressors); pipe fitting and pipe rack installation (fire water system,
hydrocarbon pipelines); tank erections (erection of service and storage tanks); electrical - low
and high voltage (temporary electric, permanent electric, cable pulling, step-up / step-down
transformer installation, temporary and permanent lighting); instrumentation works (installation,
testing and calibration of control instruments); chemical cleaning, lube oil flashing (pipes and
vessels); and PMC (e.g., partially or fully energized systems and buildings). This description of
work activities is not exhaustive but describes the major activities.
PMC, sometimes referred to as pre-commissioning in some organizations, is a different
team than the construction team, and includes activities such as cleaning pipelines (water
flushing, air blowing, steam blowing, lube oil flushing, hydro milling, etc.); drying lines with air
or nitrogen; test runs on motors; continuity checks and loop checks for electrical and instruments
and function tests; Mechanical Test Runs (MTR) requiring the coupling of motors with the
pumps or compressors; catalyst, desiccant and chemical loading; tightness tests for flanges, etc.;
refractory dry-outs for heaters and vessels, which typically require gas-in with operational
burners as part of performance test; fire and gas systems tests; etc.
Ideally, construction should finish prior to starting PMC activities, but actually both
activities occur in the same area for some time as construction finishes and transitions to PMC.
This situation generates Simultaneous Operations (SIMOPS) – meaning that the project is no
longer in a pure construction phase, and that PMC activities have begun as construction nears
completion. PMC activities are undertaken for systems completions so that commissioning and
start-up can begin soon thereafter. Provisions for SIMOPS will thus take place throughout the
remaining bits of construction to start-up, as there will nearly always be remaining construction
punch items and warranty items to address, even after start-up. Refer to Figure 5 and Figure 6,
respectively, for a sequence of project activities, and a diagram of PMC activities on the project.
This is one of the most challenging periods of any project. When the project moves to the
mixed phases of construction / PMC / commissioning / start-up, the work fronts are associated
with dynamic changes to the project’s hazard and risk profiles, particularly with the introduction
of new workers and supervisors (new sub-contractors, vendors, suppliers, start-up teams, et al.)
and temporary equipment to enable completions, commissioning and start-up.

Construction PMC Commissioning Start-Up Operations

Figure 5 - Sequence of Project Activities

The control frame work described earlier and the hierarchy of risk management is the
same framework used to manage this transition phase, which is covered in more detail later.
Figure 6 PMC Activities for the Barzan Onshore Project

To support the management of PMC activities, a number of key references are in place:
 PMC PTW Procedure
 JGC PMC / SIMOPS Hazard and Risk Management Plan
 Pre-Mechanical Completions Procedure
 PMC / SIMOPS SHE&S Management Bridging Plan
 SIMOPS Procedure
 SIMOPS RED Blind Procedure
 System Completion and Hand Over Plan
 Critical Temporary Construction Aid Procedure for PMC
 PMC Waste Water Management
 PMC Restricted Area Control
 Final Closure Procedure
 Mechanical and Electrical Isolations
 Temporary Defeats
 Pre-Start-up Safety Review
 PMC Risk Management
The framework for risk management has been presented earlier (pages 5 – 7). For PMC
activities, the risk assessment process starts with a Hazard Identification (HAZID) workshop
where all concerned disciplines meet for one to two days to identify the hazards for all expected
activities. Each PMC activity HAZID is further assessed in a more comprehensive Risk
Assessment based on the hierarchy of risk control noted in Figure 7 below, at which time the
team must establish preventive actions, mitigations and controls for the hazards. The actions are
captured in the Risk Register and followed up to closure prior to starting the activity.

Figure 7 Hierarchy of Risk Control

Hierarchy of Risk Control :

1) Elimination: The most effective method will be to remove the hazard completely, if it is
possible.

2) Substitution: Replace the hazard with a lesser hazard. However, care should be taken to
assess what new risks the substitute/replacement may pose.

3) Engineering: Make changes to the process, equipment or plant to reduce the hazard, e.g.
change to wet processes to reduce dust, enclose or isolate the hazard, install ventilation
systems.

4) Administrative: Establishing policies and procedures to minimize the risks, job

scheduling to limit exposure, posting hazard signs, restricting access, through training.

5) Behavior: Following safe work practices, workplace good housekeeping and personal
hygiene practices.
 6) PPE: Personal Protective Equipment provides a barrier between the wearer and the
hazard. PPE items include respirators, safety glasses, goggles, face shields, blast shields,
hard hats, hearing protectors, gloves, and footwear.

All activities require a written general procedure, known as a method statement, covering the
common aspects and work steps of the activity in addition to a detailed procedure for each
system to demonstrate specific steps for running the activity safely; any required isolations;
Piping and Instrumentation Diagrams (P&IDs) and logic diagrams; chemical use and inventories;
MSDSs; etc. This procedure must be supported with a JSA; also established by a multi-
disciplinary team experienced in the task / job to be undertaken. Refer to Figure 8.

Figure 8 - PMC Work Site Risk Management

A PMC Activity Readiness Review is conducted to confirm the readiness of the system to
start the PMC activity. Part of this review is to verify the required integrity of the system with
no outstanding construction or quality issues that will impact on the PMC activity execution, in
addition to verify the readiness of the team who will conduct the activity, in terms of trained /
competent resources and having approved detailed procedures and JSA in place. This review
also confirms the status of the Risk Register for any open actions from a previous risk
assessment. It is a primary review prior to the first start on a system.
Once the work site location for the PMC activity is set up, a multi-disciplinary team
conducts a pre-activity walk-down of the system and inspects the location to confirm the correct
set up and preparation, and ensure that appropriate controls are in place. The comments raised
by the team are captured and followed up by the performing party to closure before start the
activity can start.
The detailed procedure, safe steps, JSA and other identification of the hazard and
mitigating is discussed and communicated in the TI – i.e., the two-way conversation tool
between the front line supervisor and the work crew prior to starting any activity. The supervisor
discusses the work steps, the various roles of his crew, hazards and controls, emergency
response, and a constant reminder to use Step Back 5x5 during the course of the day as the
crew’s personal risk assessment to be aware of hazards at their site.
To ensure that hazards and risks associated with PMC and SIMOPS and potential hazards
and risks from the transition phase (Construction / PMC / Commissioning), a PMC and SIMOPS
Matrix of Permissible Activities (MOPA) is developed. Referring to Figure 9, the MOPA is a
traffic light system for the different levels of permission and controls required for conflicting
activities executed at the same time. It is used by the project for planning and execution of
activities and ensures the execution and completion of activities can be conducted in a safe and
efficient manner, without having any detrimental impact to or from PMC activities.
In addition, a set of potential abnormal conditions and lessons learned are added to
enhance the effectiveness of the matrix. These conditions consist of pre-requisite safeguards
within the plant such as Fire and Gas (F&G) detection / protection systems. Based on each of
the activities taking place, the assigned competent personnel reviews the potential abnormal
safety conditions and determine whether or not SIMOPS Management should be applied,
considered and / or whether additional safeguards are required.
 Figure 9 – Extract of the Matrix of Permissible Activities (MOPA)

The Activities & Conditions incorporated:

 Abnormal conditions
 Start Up activities
 Pre-commissioning / commissioning activities
 Construction activities

The traffic light system between any two different activities will show one of the three
categories below, which in turn decides the level of risk and the required authorization.

High (Red)
Prohibited work activity which can only be undertaken under extenuating circumstances
provided all "Medium'' level risk controls are implemented and supported by a specific risk
assessment and with JGC Site Manager / RasGas approval.

Medium (Yellow)
Restricted activities controlled by an approved PTW*, JSA, method statement and
additional mitigation measures and documents as required by Project procedures (i.e., Piping and
Instrument Diagram (P&ID), Process Flow Diagram (PFD), cable routing, etc.) and with JGC
Department Manager / RasGas approval.

Low (Green)
Routine activities controlled by an approved PTW* and supporting certificates.
* The Construction PTW is superseded by a PMC PTW procedure for PMC activities.

Selection and Management of Sub-contractors

Another important aspect of managing PMC activities is the selection and management of
the specialized sub-contractors for critical PMC activities such as lube oil flushing, aqua-milling,
vessel drying, refractory dry-out using temporary burners, and chemical cleaning. Managing the
sub-contractors starts with the Tender Bid Evaluations which includes a SHE&S performance
evaluation of the bidders. Assuming the sub-contractor meets these criteria and is selected to do
the work, JGC with RasGas support conducts a SHE&S Readiness Review prior to mobilizing to
ensure that the sub-contractor satisfies the minimum requirements to mobilize to site. Critical
items reviewed include, but are not limited to:
 Planning and Organization
 Risk Management
 Training Requirement
 Policies and Procedures
 Performance Measuring and Continual Improvement
 Transportation Management

The review defines gaps to be closed prior to approval for the start of mobilization. Prior
to start of activities, the relevant sub-contractor is also involved in a risk assessment workshop to
identify, assess and mitigate risks to acceptable levels in accordance with the project
requirements. The results of this assessment are converted in to actions, instructions, method
statements, etc. JSAs are also conducted to support the method statements and ensure specific
hazards related to the safe planning and execution of the job is captured.
A second readiness review meeting is held prior to start of the activity to confirm closure
of different actions and ensure that the sub-contractor is fully prepared to safely carry out the job.
All the required resources must be ready and available; procedures and method statements
approved and issued through the document control system; and construction activity is
completed and ready for handover to undertake the PMC activity.
Once the work site is ready and prepared – including a PMC PTW, a multi-disciplinary
team performs an on-site inspection to ensure that requirements are met. This pre-activity walk-
down is intended to be the final check for SHE&S and technical-related items for the PMC
activity. Once mitigations on site are verified, the PMC team can begin the activity, and must
continue to ensure that site requirements are met so that the job can be executed safely.
 Training and Competence

The level of awareness, knowledge or skills required to handle a task safely, and the SHE
knowledge and education, play a vital role in managing activities and specific PMC tasks.
SHE&S training requirements are defined in the JGC SHE&S Training Plan which includes a
matrix that specifies training requirements for a specific position in either a mandatory or
recommended course. The matrix is the key practical tool to ensure that the required training is
defined, executed and compliance measured. Almost 1.6 million man-hours have been expended
on 64 SHE&S-related courses for workers and management project to date.
A mandatory two-hour PMC / SIMOPS Awareness is required for all personnel working
in PMC-SIMOPS controlled areas, and a separate PMC PTW course for those personnel working
under PMC requirements. In addition to the standard Lock Out / Tag Out (LOTO) training
course, further specialized electrical and mechanical isolation courses have been required for
systems / equipment isolations under the PMC PTW umbrella to ensure that these high risk
activities are properly controlled. Authorized personnel must demonstrate their competence
through special interview and assessment in addition to their previous experiences.
Training is carried out in five basic languages: Arabic, Hindi, Urdu, Tagalog and English.
Important awareness materials are also translated to ensure that workers can read and understand
the messages. A mandatory assessment verifies course understanding, which is conducted at the
end of the training session. The participants have to pass the multiple choice assessment,
otherwise the candidate has to redo the training.

Classroom training is not the only form of training being delivered; On Job Training
(OJT) is being done at the work site with a hands-on demonstration by qualified instructors as
part of the training program. Because OJT takes place in the work environment, using the actual
tools, equipment, documents or materials that trainees will use when fully trained, this type of
training has a general reputation as the most effective for vocational work.

Incident Management and Lessons Learned

Incident notification protocol begins with the Security Operation Center (SOC) that is
notified and then distributes information to key personnel about an incident at the worksite or in
the camps. The SOC is manned 24 / 7 and manages initial incident reporting and cascading of
messages. Thru the SOC, project management mobilizes to the Incident Coordination Center
(ICC) in case of major emergencies. The ICC is equipped with communication devices (similar
to the SOC) and site information that may be required in case of an emergency.
For the incident investigation protocol, the Core Investigation Team (CIT) interviews
witnesses and preserves incident evidence, investigates root causes and contributing factors,
determines corrective / preventative actions and prepares investigation reports. The CIT is a
group of nominated personnel trained in investigation techniques and root cause analysis. The
CIT is comprised of relevant line management as well as SHE&S personnel from RasGas, JGC
and subcontractors. Taproot ™ or SCAT analyses are used for all Recordable Incidents (RI) and
High Potential (HiPo) near misses, and selected personnel are trained and certified to use these
tools. Incident data is analyzed and trended on a monthly basis and figures are reviewed in the
monthly SHE&S steering meeting. The data is benchmarked against the previous month, year to
date, project to date and other RasGas and JGC projects.
All action items that are generated from incident investigations are captured in an Action
Tracking Register and followed up to closure. For quality of action closure, two signatures are
required for verification. The incident tracking register has more than 2,200 actions which have
been closed out to date. After more than three years of project construction and lessons learned
from various incident investigations, the project’s goals are now to ensure that actions are
sustainable and that lessons learned are being implemented to prevent recurrence.
RI’s and HiPo’s (significant incidents) are reviewed weekly by the Incident Review
Committee (IRC), which is a review by JGC and RasGas senior management with the sub-
contractor who owns the incident. The team reviews the incidents and the corrective actions
with the line management, the work crew and the involved parties. Significant emphasis is
placed on lessons learned, actions to prevent recurrence and quick notification throughout the
project of actions taken.
Thus, lessons learned are shared through the JGC SHE&S Department communications
network, which has issued over 1000 SHE&S-related info-grams, including 254 SHE&S alerts,
619 bulletins (497 SHE&S bulletins, 36 Electrical & Instrument bulletins, 50 PMC bulletins, and
36 Immediate Incident Notifications) and 288 posters, and weekly Hit Lists of good and bad
practice – that are used for in-field coaching during SHE&S walkthroughs. These are then
shared site-wide, posted on bulletin boards and communicated to workers through TBTs. Refer
to Figure 10 for representative examples of recent bulletins.
 Conclusion
To date the Barzan Onshore Project has delivered world-class SHE&S performance at the
worksite in keeping workers safe, and has also made worker welfare a top priority. Leadership
and commitment by RasGas, JGC and its sub-contractor’s senior management have ensured that
a solid foundation has been laid for worker safety and worker welfare, which is essential for any
successful system and organization and ultimately the success of the project.
The risk management process has greatly supported the delivery of these results to date.
Full support has been given to managing these risks successfully – whether construction-related
or health-related (e.g., heat stress management). The BO&I and Incident & Injury Free programs
have been successful in helping management focus in on safe and at-risk behaviors at the
worksite, and helping raise safety awareness. Positive BO&I intervention techniques and weekly
IIF walks have paid dividends in the positive safety culture on this project.
As the project transitions from construction to PMC, to commissioning and finally to
start-up, the hazard and risk profiles increase. The risk profiles must be managed to ensure that
workers go home safe, each and every day. The project has numerous challenges to manage with
the remaining activities until mechanical completion. The focus to project completion remains
on supporting the safe delivery of the plant on schedule, through proper planning, continued
engagement on site and ongoing communications.
Any major project is unique and creates a very dynamic and interesting working
environment. The journey on the Barzan project is no exception. The importance of care and
concern for the workers has truly driven the exceptional SHE&S results. A true testament of this
is the manner in which workers engage with all levels of the organization, as the barriers of
communication and hierarchy are removed. This is one of the less tangible but more significant
achievements on the project. The unique culture that has been established on Barzan will be
entrenched in the memory of those who contributed and invested their time as part of the project
team, even more so than the exceptional SHE&S results that were obtained by this collective
effort.