Dan Morehouse, P.Eng. Senior Project Manager

Executing a Complex Remediation Project in a Developing Nation

The Challenge: 
Delivering an Advanced Technological Solution and Exceeding Stakeholder Expectations in a Developing Nation

Background:
In late 1999, Jacques Whitford was awarded the contract for Remediation of the Sungai Bera Holding Basins in Brunei, Southeast Asia.  The contract was awarded through our joint venture company  -- a partnership with Canada-based Envirosoil Ltd. and Inland Technologies Inc., and Brunei-based Haji Adinin & Sons.

This design-build contract involved the engineering and execution of a major site remediation project -- the excavation, treatment and site restoration of approximately 160,000 tonnes of highly contaminated oilfield waste sludge and soil. The waste was contained within three unlined ponds covering a six-hectare area that is bordered by a river and the South China Sea.

Completion of the project included mobilization, set-up and 24-hour operation of advanced treatment equipment to Brunei, including a Low Temperature Thermal Desorption (LTTD) Plant, and systems for wastewater and recovered oil treatment.

The Jacques Whitford Solution:
Successfully executing a complex remediation project 12 time zones away presented us with a unique set of challenges in ensuring that we met - even exceeded - stakeholder expectations.  We also faced numerous technical challenges, and obstacles related to local labor skills and customs.

One challenge involved changing the client service mindset of our local sub-contracting personnel.  Although notable exceptions did exist, our experience  indicated that the typical level of service provided by the local contracting community ranged from  "poor" to "barely adequate." 

Additionally, labor in the region was generally supplied from neighboring, developing countries in Southeast Asia.  Construction laborers generally had limited educational background, limited English-speaking capabilities, and diverse cultural and religious backgrounds.   Furthermore, the technologies and services we provided were completely unfamiliar to the region's labor force, creating added challenges in delivering a consistent level of quality in client service.

Faced with these challenges, and determined that this project would be successful, we started by assembling the right partners.  All four partners had clearly defined project roles and responsibilities.  And the trust and 'synergies' we quickly established during the tendering phase carried forward to completion of the project. Teaming with a long-established and reputable local partner was also critical to the project's success.  Our local partner was an equal and active participant in all remediation operations, as opposed to simply a local agent.

The second step in ensuring consistent client service was a decision to relocate key managerial and technical personnel from North America through the duration of the project. This meant personnel and their families would be relocated to Brunei for up to four years.  Staff relocation was completed within 2 to 3 months following the contract award. This reflected the significant commitment of all four partners, and team members, to the success of the project.

An added benefit of having permanent, on-site technical staff was the enhanced ability to respond to the inevitable challenges and technical issues of such a large-scale remediation program.  Having ready access to engineering design and support capabilities further enhanced our ability to provide consistent performance and meet a demanding schedule of deliverables throughout all phases of the project.

One major goal of the project was local capacity building through training and technology transfer to Brunei and Asia-based staff.  This included the hiring of regional personnel for operation of the treatment facilities, as well as environmental sampling and monitoring, health and safety, and laboratory operations.  Technology transfer included formal classroom training -- on-site and in North America --  as well as informal, day-to-day training through mentoring with Canadian technical and managerial personnel.  This comprehensive training of local personnel played a crucial role in the overall success of remedial operations.

In keeping with the formal contract requirements, we also created an internal QA/QC program. This included detailed inspection and review of all technical aspects of the project by on-site technical personnel, as well as periodic, third party, independent auditing.  The program resulted in a high level of technical quality for all aspects of the project.  A detailed level of supervision also assisted in technology transfer to local staff.

We also maintained quality client service through the establishment of a comprehensive health and safety program.  This included assigning a full-time, on-site Canadian health and safety officer for the duration of the project.  The program demonstrated our commitment to health and safety to our client in a region.  Through formal training, and regular health and safety award/incentive programs, we are working with regional companies toward a greater focus on this issue.   

Finally, operating in a developing nation requires an understanding that you must work within the "cultural context", as opposed to attempting to change regional customs to match your societal perspectives.  For example,  many of the general laborers from small  villages in Southeast Asia shared a different understanding of the world from ours. During nightshifts, some employees would abandon their stations due to regular sightings of ghosts.  This had the potential to create serious safety issues, but the challenge was how to address the very real concern of workers in a sensitive and practical way.  Any attempt to convince them that these ghosts did not exist would have been unsuccessful, so we told them of a Canadian solution to such pests  - a jack-o-lantern.  Having no source of pumpkins in Brunei, a carved local squash had to suffice, but it did successfully rid the site of our unwanted guests.  This demonstrates how understanding and working with the customs of country or community can go a long way toward ensuring good working relationships that result in a successful project.