Completing an Indonesian LNG major capital project safely, on time and with exceptional quality
Embedding an IIF™ safety approach at the Donggi-Senoro LNG (DSLNG) project
34 million
Worker hours without a lost time incident
Challenge
The Donggi-Senoro LNG (DSLNG) project, located in Central Sulawesi’s Banggai Regency, was the largest LNG plant in the region. This $2.8 billion project aimed to meet growing energy demands and was Indonesia’s first LNG project developed as a downstream business activity under Law No. 22/2001, separating upstream and downstream activities. JGC Corporation won the contract to provide engineering, procurement, construction and commissioning services for the project.
The DSLNG project promised significant economic growth for Central Sulawesi through social, economic, and infrastructure development. However, it was the first of its kind in a region unfamiliar with such initiatives, leading to initial conflicts and demonstrations among local communities, who sought inclusion in the project. To address these tensions, construction began with a predominantly local workforce, comprising over 50% of the total workers. Many of these individuals were former fishermen and farmers, lacking construction skills and safety training. Additionally, minor interpersonal disputes on-site exacerbated existing inter-village tribal conflicts.
The non-local workforce was also diverse, including Japanese, Indonesian, Singaporean, Filipino, Malaysian, American, and European workers, which created language and cultural barriers. As this was a new venture for PT Donggi-Senoro LNG, concerns arose regarding the project’s stability.
Solution
To address the challenges faced by the DSLNG project, JGC and JMJ initiated a comprehensive strategy at the outset of their partnership. This began with two launch meetings—one at the client office in Jakarta and another at the project site in Banggai. These meetings were followed by an Integral Assessment process, providing an honest evaluation of the project’s culture in terms of beliefs, engagement, and workability. The findings informed Commitment and Alignment workshops for senior leaders, designed to build a unified commitment to safety and a coordinated approach among the diverse companies involved.
Training initiatives included IIF Orientation, Supervisor Skills, and Train the Trainer workshops. For the last six months of the project, trained staff conducted ongoing field coaching to ensure safety became ingrained in the workforce culture. As completion approached, the leadership team, including the commissioning manager, participated in a workshop to define and implement the project’s vision for ‘finishing strong’.
To strengthen relationships with local workers, project leaders engaged with community, religious, and youth leaders. On-the-job training was provided for local hires, and the IIF safety approach was integrated into the project’s core values of care and concern for family and community. The IIF team developed bilingual posters in English and Bahasa, emphasizing the importance of safety, personal protective equipment (PPE), and daily supervisory skills.
Additionally, various companies implemented their own Supervisor Safety Training competitions to encourage two-way communication for planning daily work safely and efficiently.
Client Goals
- Complete the project with no one hurt
- Meet the project schedule
- Address the significant cultural issues and tensions
- Create harmony with the local communities and understand their perspectives
- Build trust and relationships across the project
“The biggest impact for me was when I realized that I was going to the project site not because I have to as the site manage, but because I want to.”
“The emphasis on relationships worked very well. JMJ consistently referenced their importance, transforming the meeting ambience. Subcontractors and owners spoke more freely, sharing laughter and jokes, while challenges were addressed collectively.”
“Honestly, I have been more than 20 years in the project world, and I have never found such a great approach as IIF.”
Results
The project completed on schedule while meeting all quality standards. Throughout its duration, there was a demonstrable commitment to safety, achieving significant milestones which reflect the dedication of project leaders and front-line workers.
On schedule completion
Project finished on time and met quality marks
34 million
Project finished on time and met quality marks
61%
Decrease in Total Recordable Injury Rate (TRIR)