As a part of an integrated management team, Fluor was involved in a large spectrum of activities, holding key EPC positions, making it very different from a regular project management environment.

The project team worked in Fluor's Haarlem office, Linde's Munich office, Samsung's Seoul office and Tecnimont's Milan/Mumbai offices for the basic and detail design work. At the end of the detail engineering phase of the project, the teams moved to the Al Jubail, Saudi Arabia jobsite to complete the project.

The project team comprised a multi-national and multi-cultural workforce. The project management team worked diligently to ensure that all team members were well aligned toward achieving the common goal of completing the projects safely, within budget and on schedule.

During construction, the onsite workforce peaked at 8,700 personnel, during which time the project achieved 32.5 million safe hours. The total recordable incident rate was 0.02, and overall weld reject rate 0.6%, both truly world-class safety and quality results.

Several novelties were introduced in executing these projects, all employed more deeply and at a larger extent than applied on peer projects. These included “early works,” involving design, procurement and construction activities; early procurement; very much front-end loaded construction; effective risk management; higher degree but tightly controlled overlap between engineering and construction; and a truly integrated TASNEE/Fluor project management concept with no “shadow” functions.