The Barzan Onshore 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 engineering, procurement, and construction (EPC) work is being carried out by JGC as the primary contractor. JGC has subcontracted the construction execution of the work to eight major subcontractors. The project achieved 131 million man-hours without a lost-time incident from July 2012 to March 2014. The workforce peaked at more than 29,000 (or approximately 30,000) persons from multiple countries. This paper describes the overall safety, health, environment, and security (SHE&S) management system as a three-tier model based on the EPC contract in which there are 211 SHE&S contract-related deliverables (in eight general categories) that are measured monthly by means of the SHE&S work-activities schedule. The system pertains to all parties (i.e., RasGas, JGC, subcontractors, vendors, suppliers), and this rigorous monthly accounting helps drive overall SHE&S performance. The contract combines a highly prescriptive and goal-setting approach. The project has a strong leadership team, which has exhibited daily visible commitment to SHE&S from project outset and has solidified the success of the program. Care and concern for the welfare of workers have been top priorities for the leadership team. The systematic approach combined with the leadership team's efforts has delivered a great foundation on which to build and sustain SHE&S performance at site.

The Barzan Gas Project is being developed by Barzan Gas Company Limited, a joint venture between Qatar Petroleum and ExxonMobil Barzan Limited, with RasGas Company Limited as the developer and operator. The project's objective is the economic development of a high quality, reliable and fully integrated sales gas facility that further monetizes Qatar's North Field resources to supply gas to the domestic market for power generation and water desalination. JGC was awarded the Engineering, Procurement, and Construction (EPC) contract for the Barzan Onshore Project on January 1, 2011 for design, procurement, and construction of two of the largest natural gas processing trains in the world. The workforce on site has peaked with 29,500 workers from 45 countries representing 20+ languages. The project has displayed world-class Safety, Health, Environment and Security (SHE&S) performance due in part to its SHE&S Management System. For the EPC phase, the current Lost Time Incident Rate (LTIR) is 0.006 and Total Recordable Incident Rate (TRIR) is 0.169 based on 195 million man-hours worked as of October 1, 2014. Only six (6) Lost Time Incidents (LTI) have occurred project to date. Between July 11, 2012 and March 25, 2014, the project attained 130 million man-hours without an LTI. The paper provides an overview of four (4) areas that have significantly contributed to the success of the project. The areas include emergency response and coordination; medical management; man-machine interface and heat stress management. Although the areas are standard in most projects of this scale, the organisation, effectiveness and level of implementation are very unique, with pioneering work being done in certain elements within these areas.

This paper illustrates how significant improvements were implemented for SHE&S (Safety, Health, Environment and Security) performance by Descon; a site Subcontractor organisation on the RasGas executed Barzan Onshore Project. Under contract to JGC, the project's primary EPC (Engineering, Procurement and Construction) contractor, Descon's work scope was to construct the Common Process South and Offsite facilities which have been completed. At the outset of the project, Descon aligned their SHE&S (Safety, Health, Environment and Security) Management System with JGC's SHE&S management system, which is based on the EPC SHE&S contractual requirements provided by RasGas. However, in the early days of the project, Descon was incurring incidents at a frequency greater than the other seven subcontractors and also experienced the project's first Lost Time Incident (LTI) in July 2012. The paper evaluates the management system tools and practical actions that drove and sustained improvement of Descon's SHE&S management. In response to incidents which had occurred, in the second half of 2012, Descon management made significant changes to their programme - including improvements to: SHE&S and craft training programmes; the site organisation; site SHE&S campaigns; enforcement of site SHE&S policies and procedures; and worker recognition. The improvements were also driven by various IIF (Incident and Injury Free) activities for ongoing engagement with the workers at the worksite and in the camps including: IIF site walks; social camp visits and management lunches with the workers; various camp sports; and educational and cultural activities. The improvement actions were captured within action plans, and key indicators were selected to monitor and measure the success of the programme. Since the July 2012 LTI and SHE&S programme overhaul, Descon established and sustained a positive safety culture with the workers and supervisors; worked 31 million man-hours without any additional LTIs; and clearly demonstrated leadership and innovation for SHE&S improvement on the project. This paper addresses how these improvements were accomplished and the actions that made these SHE&S programme improvements sustainable. In summary, positive initiatives and actions taken by Descon ensured that the fundamentals of a SHE&S Management System were executed consistently and sustainably, with strong management commitment and buy-in by the workers and supervisors.