1. IPTC 18062-MS
Innovative Risk Management on the Barzan Onshore Project
Robert E. DeHart II, RasGas Barzan Onshore Project
Johnny Brand, JGC Barzan Onshore Project
Copyright 2014, International Petroleum Technology Conference
This paper was prepared for presentation at the International Petroleum Technology Conference held in Kuala Lumpur, Malaysia, 10-12 December 2014.
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Abstract
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.

2. 2 IPTC 18062-MS
1. INTRODUCTION
The Barzan Onshore Project is located in Ras Laffan Industrial City (RLC) in Qatar, and is situated on a green-field site. The
facilities are designed to receive full well stream fluids via two pipelines from offshore and process the fluids to final products
of; sales gas, ethane, propane, butane, condensate, and molten sulphur. This will be achieved through two gas processing trains
integrated with utilities and other onshore processing facilities.
As of October 1, 2014, the project has displayed world-class Safety, Health, Environment and Security (SHE&S) 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
.
Indicator* Barzan OGP Global OGP Middle East
FAR 0 0.005 0.004
LTIR 0.006 0.096 0.050
TRIR 0.169 0.348 0.204
* OGP data has been normalized from 1 million man-hours to 200,000 man-hours (OSHA reporting criteria)
Table 1: Barzan vs OGP Lagging Indicators
The project manpower peaked at 29,000 with a multi-cultural workforce of 45 nationalities, speaking 20+ languages. Although
projects of this magnitude are not uncommon in the region, there are numerous challenges in terms of safety, quality, and
production. At the same time, ample opportunity exists for great achievements in worker safety, project quality, and
production.
The project’s SHE&S performance is attributed to several factors and a good performance is typically indicative that the
foundation and pillars of the SHE&S management system are developed and implemented from the start. It is a common
practice in construction to evaluate and benchmark performance through lagging indicators, e.g. LTI free man-hours, LTIR,
TRIR, (shown in Table # 1 above). Good performance in lagging indicators is typically a clear indication that good
management systems are in place while leading indicators such as SHE&S training hours and the number of SHE&S audits
and close-out of audit actions may be lost in the world of figures and statistics.
This 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, health management, man-machine interface, and heat stress management.
Although implementation of programmes in these areas are standard in most projects of this scale, the organisation,
effectiveness, and level of implementation is unique, and pioneering work has been done in certain elements within these areas
which are shared on the following pages.
2. EMERGENCY RESPONSE AND COORDINATION
The Barzan Onshore Project’s emergency response and coordination have been planned as an essential part of the overall
SHE&S Management System. The innovative parts within this element includes a fully equipped rope and confined space
rescue team supported by excellent tools such as a central information hub (Security Operations Centre - SOC) and a central
coordination centre (Incident Coordination Centre - ICC).
Figure 1: Incident Coordination Centre and Security Operations Centre
1
OGP Publications, OGP Performance Indicators 2012 Data, Report # 2012s, June 2013, pp-42-43
2
TRIR = (Recordable Incidents)*200,000/Total Man-hours (as per OSHA report and record keeping criteria).
3
LTIR = (LTI’s)*200,000/ Total Man-hours (as per OSHA report and record keeping criteria).
ICC – Incident Coordination Centre SOC – Security Operations Centre

3. IPTC 18062-MS 3
A risk assessment for emergency preparedness was conducted at the start of the project which was used as the basis for the site
emergency response plan. The risk assessment included a review of the RasGas’ existing procedures followed by credible
scenario identification, consequence and probability definitions, risk assessment; hazard scenarios and proposed mitigation
measures, and a review of the interface and coordination with local emergency services. Some of the credible emergency
scenarios included injuries at site, rescue from height (up to 65 meters), confined space rescues, fires, labour unrest, and major
spill of hazardous materials, to list a few.
The assessment further reviewed details such as: manpower at site (including day and night shift), activities to be undertaken,
resources available which resulted in the development of the emergency preparedness and response plan. Once developed and
implemented, the plan has been tested regularly and periodically revised as required.
2.1 Emergency Coordination
Emergency coordination is carried out through the Security Operations
Centre (SOC) and the ICC. The SOC is a centralised hub that receives
and cascades information for incidents and emergencies at site. A single
emergency number has been provided for the project and widely
communicated at site. All emergencies and / or incidents are reported to
the SOC through the dedicated emergency number; once a call is
received, the SOC operators take action depending on the type of
information they receive. The typical actions include logging the
emergency call, activating emergency response teams, providing SMS
information to a fixed group, contacting key personnel and in some cases
activating the ICC and / or requesting support from external emergency
services.
The principal concept of the SOC is very similar to that of a courier service. The packages (information) are received at a
central point (SOC), where the information is sorted and distributed to the end user. In this manner, the information can
be sent and received by the intended recipients in the quickest and most accurate manner. The SOC is equipped with
multiple phone lines, radio communications, site layout drawings, weather stations, SMS (text) notification system,
internet and e-mail service and a back-up power supply. The SOC is also manned 24 / 7 with multiple operators who have
been trained in their responsibilities. The SOC supports other key activities and systems such as incident notification,
emergency response team activation, weather monitoring and reporting (including adverse temperature and wind) and
interface with external emergency services, including RLC emergency services and other RLC mutual aid resources.
The ICC is linked, but independent of the SOC. The ICC’s main purpose is
to provide a central point where responsible project management
representatives will meet and coordinate significant emergencies. Thus, the
ICC is activated based on the type of emergency, which normally requires a
relatively serious emergency, such as a rescue from height or an emergency
which requires outside emergency service support (severity and type of
emergency is classed under specific tiers). All key personnel have been
trained in major emergency management to help ensure they clearly
understand their specific roles and responsibilities. The ICC is equipped
similar
to the SOC, but with dedicated seats for relevant ICC designations such as the incident commander, deputy incident
commander, subcontractor management representatives and other key parties. The ICC is also equipped with dedicated
phones lines, radio communications, information boards for collecting information, call out lists and plot plans of the site.
Although the SOC and the ICC are typical elements within an emergency plan, the standard and level of implementation
on the project is unique and has proven to be highly effective. Due to the nature and scale of the project, both of these
facilities are fundamental to the overall success of emergency response. Approximately 3,000 calls have been logged in
the SOC project to date.
To illustrate the volume and type of the information managed by the SOC, the following typical emergency scenario is
illustrated: a pipe fitter sustains a laceration wound from a grinder. The SOC would require information such as: extent
of injuries, location of the injured person, access route to the location, nearest muster point, hazards present in the area,
responsible organisation, and cause of injury. This information will be collected at the SOC, packaged in the correct
manner and sent to the intended recipients. These “information packages” must be communicated to the correct personnel
Figure 2: SOC in action
Figure 3: ICC in Action

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at the correct time to ensure that emergency response and incident command and control take the proper action in any
given situation.
Thus, information management in the SOC (and the actions taken by the ICC in some cases) can quickly become a
complex and time-sensitive task. The SOC requires a very organised and systematic approach, as mistakes, or the “wrong
delivery” can mean that a non-serious injury or illness could escalate into a far more serious situation.
2.2 Emergency Response Teams
The main purpose of the emergency response teams is to act as first responders to site emergencies. They primarily focus
on medical emergencies, confined space and elevated rescues, monitoring workers for potential heat stress exposures
during the summer months, and support proactive inspections as part of safe work pre-planning activities.
The emergency response teams,
known collectively as the Project
Rescue Team (PRT), consists of a
ten (10) man rope rescue team and
a ten (10) man medical response
team, including an emergency
physician. Due to RLC land lease
and Qatar regulatory requirements,
JGC is permitted to provide first
response and first aid treatment
with further treatment provided by
RLC medical facilities and local
hospitals.
The PRT team is based at three (3)
locations, from which they can
mobilise within two (2) minutes to
any location at site. The team is
equipped with four (4) emergency vehicles and relevant tools and equipment to carry out first response and retrieval,
which includes specialised harnesses, ropes and emergency kits. The teams (ERS* North and ERS* South) are based
within the main construction area in the north and south sections of the construction site, respectively.
(*ERS – Emergency Response Station).
The teams carry out daily site tours, to ensure they are familiar with access routes, which change frequently due to
ongoing construction activities. Daily surveys are also undertaken for confined space activities and access points to
elevated areas (maximum rescue at height could be 60 meters). During the construction peak, over 500 confined space
permits were active on a daily basis, of which the PRT would evaluate and prioritize those considered the highest risk.
The “high risk” confined space rescue plans are prepared in advance of the work, with the PRT being an integral part of
this planning process. The team then visits the confined spaces during the course of the day and ensures compliance
through checklists to the project’s confined space and work permit procedures, and the relevant rescue plans.
The guiding principal for the PRT is that all rescues shall be “non-committal” in that a rescuer should not be exposed to a
fall or confined space hazard while undertaking a rescue. “Fail safe systems” are always in place when rope rescue
techniques are used, where the main rope is coloured blue and the safety rope is coloured red, which is standard
international rescue practice.
The PRT operates under a series of basic hierarchy of control, which includes;
1. Rescue from height hierarchy
 Make work at height (WAH) as safe as practicable
 Rescue from within collective controls, e.g. existing working platforms, scaffold, mechanically elevated working
platforms (MEWPS) and cranes
 Rescue using work restraint techniques
 Minimize the consequences of falls by using fall arrest equipment
Figure 4: Project Response Team

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2. Rescue from confined space hierarchy
 Do not enter the confined space for rescue
 Endeavour to engineer a solution to eliminate entry for rescue
 Enter only when the access system can be reversed during rescue
The PRT is a very unique element within the project’s emergency response plan. This professional team has “individual”
strengths and “team” capabilities, which supplements the external emergency service provider capabilities. The key to the
success of emergency teams can be attributed to the level of expertise available within the organisation but also in the pro-
active and planning work that the teams carry out in preparation for emergency scenarios. Emergency coordination and
response work in tandem, and are a fundamental and integral part of site emergency planning.
2.3 Key Achievements
Since April 2013, there have been 20 rescues from height (two at the 40-metre level) and 445 calls for medical assistance
at the worksite. As part of rescue planning, the PRT has a confined space protocol established through the Permit to Work
office. The PRT performs site visits to confined space activity to become familiar with the activity, and to verify rescue
plans are in place. At peak construction, over 200 such visits have been done in a month. The team also does surveys for
access at height. An example is the safe erection of the 152-m flare, which was accomplished over a 50-day period. This
erection was done without the services of a professional abseil team.
Emergency Coordination
In terms of emergency coordination, the following key activities have been completed as of October 1, 2014:
 2,995 emergency calls logged (SOC reports)
 18 ICC call outs
Emergency Response Teams
For the PRT and MRT, the following key activities have been completed:
 4,382 completed confined space entry and working at height task inspections
 640 Confined Space Permit To Work Protocol surveys completed
 737 training hours spent
 24 rescues from height carried out
3. HEALTH MANAGEMENT
3.1 Introduction
Health management on the Barzan Onshore Project is a fundamental part of the overall organisation at the work site and in
the workers’ camps. The site manpower, which peaked at 29,000, can be compared to a small town. As such, health
management (including occupational and non-occupational health) is essential in the execution of the work and the well-
being of the workers for their camp living environment. Most of the project’s workforce has camp accommodations
which are located only five kilometres from the work site.
The welfare of workers is a top management priority, and the project’s worker welfare programme together with the level
of health care can be seen as good examples of what is possible with the commitment and the resources to ensure that
worker welfare is as important as the successful completion of the project.
The JGC Health Department has the capacity to handle diverse set of issues starting from common minor illnesses and
work related injuries, to occurrences of communicable diseases. It also has the ability to manage and track non-
communicable diseases such as hypertension, diabetes and cardiovascular disease.
The Project’s Health Department performs many important functions, such as: pre-employment screening, absence
management, fitness and return to work recommendations, health monitoring, counselling and rehabilitation, stress
management, heat stress management, drug and alcohol management, non-occupational acute and chronic disease
management advise, interface with regulatory bodies for medical issues, maintenance of medical records and
confidentiality, and data collection and recordkeeping. The Health Department is common and fundamental to any

6. 6 IPTC 18062-MS
construction project. However, the nature, scale and the level of care provided by JGC’s facilities and organisation, with
support of RasGas and relevant subcontractor organisations, are unique to this project, particularly when considering the
level of worker care for the region.
3.2 System Overview
Risk Management
At the worksite, the major health and safety hazards identified on the project are associated with: excavation, formwork
and carpentry work, steel fixing, concrete casting, manual handling, transportation / traffic (personnel, material and
equipment), lifting and rigging (including heavy and critical lifts), scaffolding (erection, alteration, dismantling), working
at heights, confined space entry (excavations, vessels, pipes, tanks, storm water pits), radiography; transportation, storage
and use of gas cylinders; electrical, welding (carbon and stainless steel, pipes, flanges supports, structures), hydrostatic
and pneumatic testing; transportation, storage and handling of chemicals and hazardous materials, and mechanical
completions (vessel dry-out, air and steam blowing of lines and vessels, motor solo runs, mechanical test runs). These
hazards are not exhaustive, but highlight the most concerning ones.
The Health Risk Assessment (HRA) captures all project health hazards, from which specific actions are identified for
mitigation. The most common hazards identified through this assessment include communicable diseases and heat stress
due to the extreme Qatari weather (very hot and very humid). For this project, the 29/30 day Ramadan fasting period has
occurred during peak heat stress for the 2011-2014 seasons. Approximately 40% of the workers have been fasting and
working during this time which poses extreme health challenges for the fasting workers, and also the non-fasting workers,
supervision and management. During the summer months, the work activities at height and confined space pose increased
risks as recovery for potential heat illness victims becomes even more complicated and challenging.
Based on the control measures identified in the HRA, the Health Department, including the Industrial Hygienist, carries
out regular health monitoring with the focus on exposure limits and alcohol testing for occupational drivers and equipment
operators. The fitness for duty programme requires all newly employed personnel on the project to undergo a health
screening in the Site Medical Aid Centre (SMAC) where general fitness is evaluated and possible existing medical
conditions can be identified. JGC recognises that stress is a health and safety issue caused by pressures in the workplace,
and / or the stress for dealing with family issues at home. Excessive stress has the potential to directly impact the worker
and his co-workers as it increases the chance of incidents, can create poor performance and health issues. The project’s
Stress Prevention programme aims to assist workers in coping with their individual stress in a healthy manner. The
Ergonomic Control programme focuses on hazards that affect worker fatigue and discomfort, and aims to reduce the
potential for injury and ill-health, such as repetitive strain injury, carpal tunnel syndrome, musculoskeletal disorders and
back strain from improper lifting.
The following document controlled procedures provide the management framework for the programme:
 Health Risk Assessment
 Fitness for Duty (Health Screening)
 Camp Operation and Maintenance Plan
 Camp Health and Welfare Programme
 Occupational Hygiene Programme
 Respiratory Protection and Hearing Protection
 Ergonomics Control
 Heat Stress Management Programme
 Incident Investigation and Reporting
 Medical Case Management
 Medical Aid Centre Management Plan
 First Aid Unit Procedure for Patient Referral
 Infection Control
 Communicable Disease Risk Assessment
 Stress Awareness and Prevention Programme
 Potable Water Programme

7. IPTC 18062-MS 7
 Alcohol and Drug Monitoring Programme
 Safety Suggestion Programme
 Absence Management Programme
Organisation and Resources
The organisation for the Health Department includes medical facilities at the site and the camps, as well as relevant health
personnel. On the project, the medical facilities includes a main site medical facility known as the SMAC, and the
Emergency Response Stations (ERS) within the construction areas known as ERS North and ERS South as noted earlier.
The project’s main camp areas also have dedicated MAC’s.
In accordance with Qatari regulatory requirements, the project medical
facilities may only provide first aid treatment, whereas primary,
secondary and tertiary care is given at the RLC clinics and local clinics
and hospitals. Thus, the project facilities are set up for first aid
provision and registered as such, although the health organisation
includes registered nurses and medical doctors. Not including sub-
contractor medical personnel, the overall contractor organisation
includes some 100 medical staff which includes nurses, doctors,
administrative and management personnel.
Data, information and recordkeeping management make up a large part of the health department’s organisation. The
volume of data and information the health facilities manage is immense and a patient history database captures all project
specific data. Once a new worker has joined the project and has passed his fitness to work examination, he is registered in
the database and all follow up consultations are logged into this database. Over 1.6 million records have been created for
personnel either joining (primary work force) or visiting the project (e.g. vendors, suppliers). Confidentiality to ensure the
privacy of the individuals is of utmost importance to the health department.
In addition to data management, the MAC’s facilitate medical care in case of illness. In many cases, this requires external
referral to the primary care or other facilities, whereby the patient is tracked and supported through the entire process.
The typical external communication includes those with RasGas and Ras Laffan Industrial Security, Emergency Services,
and Medical Services and facilities. With regards to patient health care, as appropriate, JGC is in in contact with the
Supreme Council of Health, Qatar Petroleum HSE Regulation & Enforcement Directorate, third party training providers
and testing and certification bodies, and sub-contractors and vendors. All formal communications with relevant external
parties are done in English. To ensure patients and injured parties with poor or no English language skills can
communicate with medical staff of public health care facilities, JGC and its sub-contractors require a designated medical
case manager (also, referred to as patient escorts) with a medical background, such as a nurse, to accompany the patient
and facilitate communication with the external medical providers.
Only registered medical staff (nurses and doctors) are allowed to physically review and treat patients. Once this process is
complete and referrals or other recommendations are made, the patient escort team will take over and follow up on the
treatment of patients. The process for illness is systematic; however, for injuries the process is very quick and begins
immediately once an injured person is brought into the medical facilities. Regular updates are provided to key personnel
including project management and the process only completes once the case file is closed and the relevant person is fully
fit and returns to his initial duties.
Figure 6: Consultation Area and Patient Escort Team
Figure 5: Site Medical Aid Centre (SMAC)

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In addition to the site facilities, the JGC managed camps within RLC each has its own medical facility, which includes
nurses and doctors, and an isolation unit for any communicable disease or cases requiring isolation. For communicable
illnesses, close coordination and strict policies and procedures are applied. The success of communicable disease
management relies upon the early identification and isolation of sick personnel.
Specific Health Issues
Communicable disease management is a very important function of the Health Department, even more so considering the
amount of personnel that reside together in the camp. Communicable diseases are a key health concern, and worker
health and hygiene must be closely tracked and managed. Ineffective management of communicable disease can be
detrimental to workers’ health and have a significant project impact. The management of communicable disease
fundamentally starts with surveillance and tracking of disease data, and ongoing observation and communication with the
workforce about hygienic practices and personal hygiene. In case a communicable disease is diagnosed, the relevant
government body is immediately notified. The patient would be isolated and relevant treatment provided. Weekly
inspections are done at isolation facilities to ensure that all procedural requirements are strictly followed and that sterile
and hygienic facilities are always available.
Barzan Onshore Project has an infectious disease control procedure, and if a communicable disease is diagnosed, certain
protocols would be followed. In case of certain communicable diseases, the following protocols have been established
and would be implemented upon diagnosis. The infected person’s room will be disinfected (as not to infect his
roommates) and close contact tracing of personnel is started. The infected person is isolated and again strict protocols are
followed, such as daily room cleaning, disposable bed linen, trained catering, security and medical personnel as well as
welfare provisions such as newspapers, books, internet access and TV are provided.
Absence management is another area that is important to track and control. With a peak workforce of 29,000 people, the
management of absent workers can be challenging. With accurate tracking, communication and policies, absence
management can improve the overall health of the workforce and the productivity of such personnel. Data is collected on
a monthly basis and shared with relevant EPC Contractor and sub-contractor project management. Workers with high
levels of absenteeism are reviewed and supported or counselled depending on the situation. Through this system, absences
have been managed at reasonable levels.
3.3 Key Achievements
The presence of the health department makes the safe and healthy execution of the work possible. In line with the
project’s goals for worker welfare, the workers’ health is a top project priority and the management of health is
accomplished through systematic, organised and sustainable resources and facilities.
The health department has managed the following project to date:
 61,375 fitness to work exams
 1,570,324 consultations carried out
 898,860 daily alcohol screenings for classified positions
 25,491 random alcohol screenings
 737 communicable diseases identified, registered and managed
 2,419 chronic illness patients identified, registered and managed
4. MAN-MACHINE INTERFACE
4.1 Introduction
The “Man-Machine Interface” programme is an essential part of the
safe execution of work at the Barzan construction site. With a
workforce of 29,000 and more than 5,000 vehicles and equipment at
site during peak, the risk of “man-machine” interface has been one of
the project’s higher risks requiring effective mitigation measures. The
frequency of exposure to the hazard of moving vehicles and
equipment is further compounded by the potential severity of contact
with the vehicles and equipment.
Figure 7: A Flagman Guiding Vehicles

9. IPTC 18062-MS 9
Using the lessons learned from a lost time incident (LTI), project
management re-tooled the “Man-Machine” programme to ensure that additional measures and controls were put in place
for the safe use of vehicles and equipment at the site. The system now includes several strict requirements and practical
control measures to help ensure the safety of workers near man-machine interfaces. Man-Machine interface has been and
will continue to be until project completion, a big challenge, especially from a behavioural perspective. With workers
from many different countries, backgrounds, and cultures, the control of equipment and personnel is a complex, daily
challenge with a basic safety message that has to be constantly re-enforced and re-communicated.
In addition to the interface, the use of heavy equipment and vehicles is a dangerous construction activity in itself. Heavy
equipment brings additional challenges, and the tough climatic and environmental conditions in Qatar further complicate
the use of this equipment.
For all things considered, Man-Machine interface is an area that requires a very organised and systematic approach to
ensure the safety of site personnel. The project continues to strive towards striking the correct balance between
prescriptive requirements, creative tools, strong leadership and frequent educational site wide reminders, which to date has
resulted in the Man-Machine interface being a success story.
4.2 System Overview
The Man-Machine interface programme has three main elements which include: the site interface, vehicle and equipment
inspections and maintenance, and safe driving. The requirements of these elements are clearly detailed within the EPC
contract which includes:
 Development and implementation of a Transport and Pedestrian Safety programme to help ensure that workers
remain safe at all times.
 In-Vehicle Monitoring Systems (IVMS) for all project vehicles, buses, tipper trucks and concrete delivery trucks to
track critical operating parameters and safe driver performance.
 Hand held speed monitoring radars and static radar units deployed site wide to monitor maximum speed limits.
 All project drivers are required to complete an eight-hour defensive driving course.
 Daily alcohol testing for all vocational drivers and equipment operators including a fitness for duty check.
 A plant and equipment inspection and maintenance programme to be managed through daily, monthly, quarterly and
annual inspections. At peak, this programme was in place for more than 5,000 units of plant and equipment.
 A tipper truck control programme to ensure safe operation at the work site to help ensure the safe segregation of
people and heavy earthmoving equipment. As a note, all tipper trucks used on site are to be no more than 5 years old.
 A bus rodeo programme to evaluate bus drivers’ skills and recognise the best safe drivers. All buses used be on the
project are to be no more than 10 years old; equipped with air conditioning and seat belts; and are overseen by bus
captains and line supervisory staff.
 A heavy equipment rodeo programme for equipment operators and flagmen / banksmen to evaluate and recognise
operators and flagmen / banksmen. A flagmen/banksmen is assigned to each industrial vehicle / equipment at site.
 A vehicle reduction programme to reduce the number of small vehicles on-site, and to promote the use of the drop-
off/pick-up bus service.
 Implementation of a Traffic Violations Tribunal (TVT) which is based on a point system to adjudicate on site and
outside of site traffic safety violations. To date, more than 1,450 cases have been adjudicated by the TVT.
 All vehicle and equipment usage is in full compliance with applicable national / international laws and regulations.
Site Interface
Site interface is managed primarily through the application of “separation” risk management techniques using barricades,
exclusion zones, flagmen and riggers (for lifting activities). A flagman receives specialty training for his daily work
routine that includes how to use two flags (a green flag for “go” and a red flag for “stop”), how to safely position himself
around vehicles / equipment and how to perform omni-directional monitoring. In addition, the flagman is provided with a
whistle and a high visibility vest to improve the equipment operator’s ability to locate the flagman. A critical element in
the process is that the flagman is trained with his equipment operator with the overriding principle that the flagman is in
control of the (vehicle) equipment’s movement. As the equipment moves around at site, the flagman will guide its
movement and ensure that the equipment’s route of travel is safe and eliminates the potential interface between the
equipment and pedestrians and nearby workers, and other equipment and structures.

10. 10 IPTC 18062-MS
Apart from the physical control of the safe zone around the moving equipment, physical barricades have also been erected
to separate personnel and equipment from interface. Typically, barricades are erected on the side of the roads to create
clear road ways and working areas. High congestion areas are the bus pick up and drop off points at the worksite and in
the camps. These pick up points help ensure that 29,000 workers are being safely dropped off and picked up over the
course of the day. The bus loading and movements create a very high frequency of exposure requiring the installation of
Vehicle Interface Protection Units (VIPS) to help mitigate the risks. VIPS act as a physical barricade between passengers
or pedestrians and the vehicles or buses, and are installed at all drop off and pick up points at the worksite and camps.
Early in the project, a design for traffic signs and pedestrian crossings at the site and camps was implemented using old
tyres and scaffold tubes (which also supports the project’s environmental programme). The tube was secured inside the
tyre and relevant signs were then mounted on the tube. In this manner, the signs could be shifted when site conditions
changed. Pedestrian crossings have also been a major concern, and crossings have been equipped with stop signs to
emphasize that pedestrians always have the right of way at site. In addition to the signs and zebra crossings (either with
paint on the asphalted roads or temporary ropes on the dirt roads), traffic marshals are used at the crossings.
Traffic sign locations are updated on the plot plan and regular surveys are done to ensure that they remain current. Street
names are also placed on traffic signs, especially at intersections, and this supports the traffic arrangements at site and the
overall organisation of the construction site for equipment / material deliveries and road closures for construction works.
The surveys also include other elements of traffic safety and man-machine interface and reports are generated that are
transferred to responsible parties for follow up and closure. Although a robust system is in place, regular follow up and
emphasis are required to ensure that the integrity of the overall man-machine interface system is maintained.
The Bus Rodeo and Man-Machine Rodeo are programmes to focus on the improvement of key skills for bus drivers,
heavy equipment operators and flagmen. Due to the size of the site and its 29,000 workers, the interface between
equipment and machinery is an omnipresent risk. Both programmes provide for additional training for the participants
upon which they enter a tournament for skills evaluation via theoretical and practical tests. They are managed in different
phases which include initial evaluation on enrolment, training and then practical assessment of actual skills. The driver
and / or operator then receive grading by RasGas and JGC transportation and SHE professionals. The programme runs on
a 12-month cycle and top drivers and operators selected and receive a recognition award.
Figure 9: Rodeo Winners and Rodeo Assessment
Figure 8: Traffic Signs and Marshalls

11. IPTC 18062-MS 11
Vehicle and Equipment Inspection and Maintenance
A vehicle and equipment inspection and maintenance programme has been developed based on a risk-based approach, and
implemented on the project. During peak construction, the equipment and vehicles on the project exceeded 5,000. The
vehicles include buses, pick ups and other vehicles, and the equipment includes cranes, forklifts, manlifts, trucks, wheel
loaders, dump trucks, pumps and welding machines.
The vehicles and equipment have been split into five (5) main categories each with its own inspection frequency, third
party inspeciton requirements, checklist requirements and identification of inspections (stickers or color coding). For the
purpose of tracking and controlling, a database has been developed that captures all the relevant information of such
equipment including expiry dates based on the relevant requirements. The system has been streamlined in its use as
improvements were noted, and is now considered to be highly effective.
Apart from the regular inspections, spot checks are also carried out on a daily basis, whereby vehicle and equipment
issues are identified and captured. For the more serious issues, “Do Not Use Tags” are installed and the deviation has to
be corrected before the vehicle or equipment can be placed in service again. Monthly meetings are carried out with
management of the relevant subcontractor maintenance sections in which the status of the vehicle and equipment
inspections are reviewed, and key issues are discussed including a review of statistics on main deviations in the field.
Figure 10: Spot Check Inspection Data
As part of the EPC contract requirements, an annual review is performed on all
lifting and rigging equipment by an independent lifting and rigging company. The
review includes a physical inspection at site as well as a review of the procedural
and document requirements on the project. The review proves to be highly effective
as these specialist inspection teams are able to provide fresh eyes on the execution of
lifting and rigging activities. One of the major issues identified during the project
has been the maintenance and inspection of crane wire ropes mainly due to
previously mentioned wire rope failures. As part of the annual lifting and rigging
review, the specialist company also provides detailed training and certification on
wire rope inspection to all project inspectors. This training provides sufficient skill
and expertise to thoroughly inspect and maintain the crane wire ropes and avoid
recurrence of similar incidents. ANSI (American National Standards Institute)
charts are used in the assessment of wire ropes.
Safe Driving
In addition to the rodeo programmes and VIPS, IVMS are fitted on all project vehicles and mobile equipment. These
systems detect over-speeding, harsh breaking and sudden acceleration through satellite transponders. In case of
violations, the driver or operator is brought before the Traffic Violation Tribunal for possible disciplinary action. The data
is downloaded daily from the IVMS records and violations are identified and transferred to a register. The IVMS
combined with the TVT system has had very positive results on the project and more than 86+ million kilometres have
been driven without a serious traffic incident to date.
Figure 11: ANSI Wire Rope Inspection
Chart (Damage Tolerances)

12. 12 IPTC 18062-MS
A programme has also been implemented to carry out alcohol screening for all vocational drivers and operators. The
programme helps ensure that very strict disciplinary actions are taken against violators. As part of the traffic management
system, a team also responds immediately to any traffic incident within RLC. The purpose is to help ensure the safety of
the involved parties, secure the scene, collect initial data and also carry out an alcohol test on the driver.
Figure 12: Road Traffic Incident (RTI) Scene Management and IVMS data
Apart from the IVMS data, practical measures are also implemented at site to control safe driving. Speed monitoring is
done on a random basis and fixed
monitors are also installed in strategic
locations to act as a deterrent for over-
speeding. Regular inspections and spot
checks are also carried out by Security
and Transport personnel to monitor safe
driving and violators are brought before
the TVT. The system has proven highly
effective and a high level of awareness
is present on the project related to traffic
safety.
4.3 Key Achievements
For the Man-Machine interface programme, some of the key achievements include:
 7,300 plus vehicles and equipment inspected regularly over 3+ years of project life
 1,976 IVMS units fitted with 2262 registered IVMS users
 95.1 million KM driven without a serious incident
 Over 2,000 flagman trained
 300 participants in the bus rodeo programme and more than 1,600 participants in the man-machine rodeo programme
 Over 50,000 multi-language (8 different languages) Pedestrian and Vehicle safety brochures published and issued site
wide
 1,709 persons brought before the TVT with a total of 1,069 persons given counselling, 507 persons issued verbal and
written warnings and 26 persons issued with final written warning
Figure 14: Drivers Tool Box Talk and Site Man-Machine Interface
Figure 13: Speed Monitoring (Portable and Fixed)

13. IPTC 18062-MS 13
5. HEAT STRESS MANAGEMENT
5.1 Introduction
Qatar has a very hot and humid climate with summer temperatures ranging from 25C to 49C and an average relative
humidity of 75%. With a peak workforce of 29,000 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
60o
C during the peak summer months. Also, the Ramadan fasting period coincided with peak heat stress during the
construction of the project (2011-2014) with approximately 40% of the workers fasting and working during this period
which poses 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 appreciably increase the risks as recovery
becomes more complicated and challenging.
The heat stress mitigation programme, 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,
acclimatisation (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, and the use of “cool garments” (e.g. cool vests, head covers, wrist
bands).
In accordance with Qatari labour law, fasting workers work fewer hours during Ramadan. Heat stress awareness is
promoted site-wide and workers and supervisors are expected 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
and are encouraged to have a healthy breakfast. Water parades are held on the buses to and from the work site and at the
start of work during Tool Box Talks and Task Instruction meetings and throughout the day. A water parade is a joint
activity where a group of workers drink water together as a reminder and reinforcement that adequate hydration is needed
throughout the day.
An acclimatisation period is required for new workers, vendors, visitors and workers returning from illness or extended
leave. New workers must acclimatize gradually over a period of one week (in line with the Qatari Directorate General
HSE Guidelines) before being allowed a full day of work. 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 conducted throughout the day and night through a centralised site
weather station. Updates are communicated through text message and colour coded flags (representing different HI
bands) are then raised in all site areas to indicate the actual heat index. HI information 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 localized heat index reading.
All the control measures described below 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 all
sub-contractors, where key indicators are reviewed and evaluated, including pro-active indicators (e.g. daily inspections,
use of cool vests) and reactive indicators (e.g. heat illness trends and incident reports).
5.2 System overview
The heat stress prevention programme control measures consists of four (4) main categories which include engineering
controls, administrative controls, personal controls and control of high risk activities. Within these categories, control
measures are clearly detailed within the project procedures which includes shade, ventilation, work / rest cycles (based on
heat index monitoring), communication, fluid replacement, buddy system, acclimatisation, food, PPE, fitness to work,
heat stress monitors and control of high risk activities. These control measures are quite conventional; however for some
of the controls, unique features, outlined below, have been built into the programme.
Fluid replacement
A high level of focus is placed on hydration. To help condition site personnel to regularly hydrate and monitor their own
hydration levels, water parades have been implemented. A water parade is a joint activity where a group drinks water
together as a reminder and reinforcement to maintain adequate hydration while on the job site. These parades are

14. 14 IPTC 18062-MS
typically conducted on the bus to and from the camp to the work site, at the tool-box talks and during Task Instructions
and rest breaks.
Acclimatisation
An acclimatisation period is a standard element within a typical heat illness prevention programme; however the Barzan
acclimatisation programme has been further enhanced to include detailed requirements for return to work from illness.
Table 2 provides information on the levels of acclimatization implemented on the project during the summer months.
Food
A balanced diet is encouraged and menus are carefully selected at camps to ensure site personnel receive adequate
nutrition to cope with the arduous task of working in extreme temperatures. In addition, supplementary food and drinks
are provided in the mess halls at the camps that are rich in potassium and electrolytes.
Personal Protective Equipment (PPE)
Throughout the year, a mandatory part of site basic PPE is to carry an insulated water flask. In 2014, the project invested
in cooling garments and some 30,000 cool vests were purchased for use at site. Two types of vests have been used:
‘evaporative cooling vests’ and ‘phase change vests’. The first type works on the basis of evaporation that cools the
fabric and in turn cools the user. The second type utilises a frozen polyurethane insert that is changed out when the solid
fluid turns to liquid. The vests have been considered partially successful, when used properly, except during a month-long
period with very high humidity conditions (60% and above). The phase change vests were most effective particularly in
high humidity conditions and were used for crafts such as welders who must work in an enclosed booth (welding habitat)
and must complete a weld once welding has started to achieve quality and integrity.
High Risk Activities
The key high risk activities during the heat stress period included working at height and working in confined spaces. For
work at height, work has been controlled by providing suitable and sufficient safe access to elevated areas. This has been
achieved by ensuring that access is provided with green tagged scaffolding or permanent structure to enable easier
movements up and down from elevated locations. The confined space entry work is only permitted if the heat index
within the space is less than 50o
C and engineering controls such as ventilation are used. The entire site is shut down when
the heat index reaches 60o
C. From 2013 experience, it was found that in the event the heat index reaches 60o
C, a
minimum of six (6) hours was required before the heat index dropped below 54o
C and work was allowed to re-commence.
Table 2 – Acclimatisation Guidelines

15. IPTC 18062-MS 15
Heat Stress Monitors
Heat Stress Monitors (HSM) is nurses who are appointed during the heat stress period and monitor workers in the field.
Approximately 4,000 checks are performed each week by the monitors. Every check includes a questionnaire that
includes questions relating to heat illness and heat stress related symptoms. Data is then collated and monitored on a
weekly basis to identify possible trends and areas of concern.
Regular Review
Weekly review meetings with senior management are held to review the implementation status of the heat stress
programme as well as the lagging indicators from actual heat stress cases. The review meeting typically includes heat
index data compared to the previous years, a comparison of heat stress frequency rates and an analysis of illnesses that
occur. Actions are also developed during the meeting and the meetings help ensure that immediate steps are taken on
potential areas of concern and that valuable lessons are shared. Examples of the data are listed below.
Figure 15 – Heat index comparison (2012 / 2013 / 2014)

16. 16 IPTC 18062-MS
Figure 16 – Heat index and frequency graph (2013 vs. 2014)
Figure 17 – Heat stress monitors data (key stats)

17. IPTC 18062-MS 17
5.3 Key achievements
The key achievements for 2014 include:
 Refresher training carried out for approximately 29,000 persons on the 2014 programme
 Approximately 48,000 surveys carried out in field
 Cooling garments were distributed to over 29,000 persons on the project
 Overall heat stress frequency rate in 2014 (per 200,000 man-hours) is 0.140 as of October 1, 2014
6. CONCLUSION
To date, the Barzan Onshore Project has delivered world-class SHE&S performance in keeping workers safe and has made
workers’ health, hygiene and welfare a top priority at the worksite and in the camps. Leadership and commitment by RasGas,
JGC and the sub-contractors’ senior management have ensured that a solid foundation has been laid for worker safety and
worker welfare, which are essential for any successful system and organisation and ultimately the success of the project.
Some of the key elements within the SHE&S Management programme that supported these achievements include the
Emergency Response and Coordination; Health Management; Man-Machine Interface programme; and the Heat Stress
Management programme. The project has numerous challenges to manage through mechanical completion with the remaining
activities. The focus to project completion remains on supporting the schedule and the safe delivery of the plant, through
proper planning and execution, 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
Onshore Project is no exception and the importance of care and concern for the workers has truly helped drive the exceptional
SHE&S results. A testament of this is the manner in which workers engage with all levels of the organisation, 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 SHE&S results that have been obtained by these
collective efforts.