In October 1996, Mobil, Amoco, and Amoco's Egyptian joint venture partner, Gupco (Gulf of Suez Petroleum Company), conducted a tier III oil spill exercise with key government authorities, including the Egyptian Environmental Affairs Agency (EEAA) and the Egyptian General Petroleum Corporation (EGPC). This joint exercise represented a significant step forward in promoting global government and industry cooperation in preparedness and response to major oil spills. The exercise involved high-level decision makers from key Egyptian government agencies charged with responding to oil spills. Other participants were local, regional, and international tier II and III consultants and contractors, including responders from Oil Spill Response Limited (OSRL) in Southampton, England. During the exercise, onshore response equipment was deployed, and civil aviation, customs, and immigration issues related to air transport of equipment and mobilization of personnel to Egypt were tested. Technical resources from the Integrated Simulators Complex in Alexandria, Egypt, were used by the response team in developing strategies to deal with the oil spill scenario. Professional media personnel were used to test issues pertaining to government and public affairs. This exercise, which was observed by the Egyptian Red Sea governor and the U.S. ambassador, demonstrates that Egyptian authorities are working to become a “center of excellence” in oil spill preparedness for the Middle East, Eastern Mediterranean, and North African region.

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 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 on completion. The Engineering, Procurement and Construction (EPC) work is being carried out by JGC as the prime contractor. JGC has sub-contracted the construction execution of the work to eight major sub-contractors. The project has achieved over 90 Million Safe Man-hours since July 2012 when the one lost time incident project to date occurred. The workforce is approaching 29,000 persons from multiple countries. The paper describes the overall 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) measured monthly via the SHE&S Work Activities Schedule. The system pertains to all parties (RasGas, JGC, sub-contractors, vendors, suppliers, et al.) and this rigorous monthly accounting helps drive overall SHE&S performance. The contract combines a highly prescriptive as well as goal-setting approach, which to date has delivered a great foundation to build and sustain SHE&S performance at site. Within the paper, some of the key leading and lagging indicators are reviewed to demonstrate the correlation between the scope of work, stage of project execution, progress and key injury trends occurring at the site. The indicators are actively utilised on the project, especially the leading indicators to drive and sustain SHE&S performance. Six stellar areas and six challenging areas are also reviewed. The stellar areas demonstrate some of the key best practices that are implemented on the project and are producing strong results. The six challenging areas demonstrate some of the complex problems on the project and the methods that are used to improve these problem areas and help ensure that sufficient risk reduction measures and actions are being implemented. Overall SHE performance on the project continues to be strong although there are daily challenges. These challenges are overcome by a strong management commitment as well as a worker-focused programme that continually demonstrates care and concern for the project's most valuable asset, the workforce.

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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.