Abstract
Pearl GTL (Gas to Liquids) required the construction of a state of the art hydrocarbon processing facility with at peak 55,000 employed on site. The company created a worker health and welfare program based on a simple stated premise that it was "the right thing to do". The goal was to enhance health and performance by creating a culture of care and concern for the wellbeing of workers throughout construction as well as mitigate projected risks for a project of such magnitude, This programme involved the creation of a living and working environment (Pearl Village) that delivered quality accommodation, excellent dining facilities and high catering standards reflecting national diets and preferences, medical care, recreational facilities and psychological support network (professional psychologists and a system of camp uncles and aunties) for a population that was living away from home for extended periods.
Throughout the entire lifecycle of the project, various metrics were tracked making comparisons possible with other projects of a similar scale. While not solely attributable to the programme, step change results were seen in terms of increase in productivity and performance during peak construction and a decrease in fatality rates, Total Recordable Case Frequencies (TRCFs) and Non-Accidental Death (NAD) cases.
In conclusion, the worker health and welfare program was seen as key by the project to delivering results. Combined with committed leadership across all participating companies, this translated into creating the culture of genuine care, personal development, and purpose within the construction workforce living inside Pearl Village. It proved that worker health and welfare is not only the right thing to do, but has a material impact on the health, safety and productivity of the migrant workforce.
