Andrey Sergeev

What I did

• Designed the BGC Worker Welfare Standard covering accommodation, food and hygiene, rest, heat stress, recreation, family communication and mental-health support.
• Integrated welfare requirements into future contracts and the EPCM HSE Program.
• Created Psychological Safety campaign materials for walkabouts, meetings and events.
• Embedded welfare verification into site visits and leadership behaviours.

Project detail

The program addressed extreme heat, remote locations, cultural diversity and long rotations in Iraq. It shifted messaging from “report hazards” to “we want to hear from you” and made welfare visible and leadership-accountable.

What I did

• Implemented real-time HSE dashboards across construction projects.
• Designed and deployed proactive leading-indicator monitoring for high-risk activities.
• Automated HSE data collection, trend analysis, early-warning indicators and executive KPIs.
• Implemented automated contractor HSE scorecards.

Project detail

The transformation reduced manual HSE reporting workload by 50 percent, improved leadership visibility of HSE performance and risk exposure, integrated contractor performance into the digital framework, and freed HSE team capacity for strategic and field-focused activities. The model was designed to be repeatable across multi-site operations in high-threat environments.

What I did

• Standardized Construction Site Safety Standards (CSSS) across all project areas.
• Unified contractor HSE governance covering more than thirty contractors.
• Coordinated SIMOPS with live BGC operations and completed pre-award HSE assessments for major contracts.
• Implemented post-award HSE performance management and improvement programs.

Project detail

The portfolio includes new degassing stations, compression stations, and pipeline infrastructure aimed at capturing additional associated gas currently being flared. South region: Hammar Mishrif Compression; ZM New Compression Station; Umm Qasr Degassing Stations (DG3 approval and construction); N2 Package MC. North region: CS7 / CS8 Rehabilitation; NRNGL New Compression (IBC#4). Infrastructure: tie-in lines between CS6 and MOTD2; transfer lines between CS7 and CS6; West Qurna export pipeline works; new TEG unit for CS8; rehabilitation and upgrades of existing flare systems.

What I did

• Managed 100+ critical crossings, hot-tapping tie-ins and hydrotesting of 25 km at elevated test pressure.
• Coordinated SIMOPS across Rumaila and West Qurna, including more than 80 underground utility crossings involving active oil and gas lines.
• Applied real-time HDD drill-path monitoring and steering systems.
• Managed environmental and community interfaces across canals, agricultural, archaeological and tribal areas.

Project detail

Pipeline: West Qurna to North Rumaila. High-risk activities included more than three hot-tapping tie-ins on live pipelines, hydrotesting, and active-utility crossings. Technical innovation included the longest HDD executed in Iraq’s oil and gas sector (800-meter Sweet Water Canal crossing) and the first railway thrust-boring operation completed in southern Iraq. Zero interruptions to oil production were maintained during construction.

What I did

• Assessed contractor and package HSE programs against EPCM requirements and defined readiness gates.
• Created the HSE Bridging Document to lock minimum requirements, roles and accountabilities before mobilization.
• Defined decision rights, escalation routes, interface routines and ownership for KPIs, incidents, actions and forums.
• Implemented risk-based assurance planning, verification points and closeout discipline.

Project detail

The model institutionalized the EPCM HSE transition for new projects, established the BGC–EPCM interaction model, standardized mobilization across packages and prevented gaps and duplication as accountabilities shifted from delivery support to governance and assurance.

What I did

• Owned full construction safety oversight for a complex greenfield facility.
• Led commissioning and start-up safety for both processing trains.
• Managed HSE across an international EPC contractor and multinational workforce.
• Coordinated SIMOPS with existing BGC processing infrastructure and environmental compliance in a sensitive operating area.

Project detail

BNGL is one of the region’s largest flaring-reduction and energy-transition projects. The first processing train was safely started up with zero incidents. The project supports Iraq’s energy independence and economic diversification and is considered a benchmark for sustainable gas-development projects in the region.

What I did

• Designed a multi-discipline competency assessment framework for excavation, lifting and hoisting, electrical safety and scaffolding.
• Created contractor-specific capability improvement roadmaps using LOD1 assessments and quarterly reviews.
• Implemented Train-the-Trainer for specialized disciplines such as rigging awareness.
• Embedded competence verification into KOM and Go-No-Go audits, making competence a contract condition.

Project detail

Incident analysis identified gaps in high-risk-activity management and dependency on BGC SMEs. The framework addressed new-contractor mobilization and the EPCM transition. Verification was embedded in contract lifecycle controls to prevent mobilization of unqualified contractors.

What I did

• Created a phased integrity-verification protocol using non-destructive testing, thickness surveys and mechanical assessment.
• Identified 30+ safety-critical deficiencies for remediation before contractor mobilization.
• Designed an H2S safety framework with toxic-gas monitoring, H2S-rated rescue equipment, buddy systems and real-time alarms.
• Built a Management of Change process for equipment with no design basis and a production-protection decision matrix.

Project detail

The program covered legacy stations across West Qurna, South Rumaila and North Rumaila. CS7 and CS8 had operated intermittently for more than 20 years with minimal maintenance records. South Rumaila gas required H2S sweetening. Production was maintained throughout rehabilitation; 30+ safety-critical deficiencies were remediated before contractor arrival.

What I did

• Led a three-phase frontline leadership curriculum augmenting technical competence with leadership capability.
• Qualified two trainers per contractor — 14 across seven key contractors — enabling in-house delivery.
• Established a mentoring framework pairing BGC Gold-level leaders with contractor supervisors.
• Built the FF Council governance structure and performance-tracking system for sustainable ownership.

Project detail

Delivered 100 training sessions per year in 2024–25, with 5+ attendees per session. Certificates were awarded within month-end. Frontline supervisor competence was verified through LOD1 assessment, and program ownership transitioned to BGC Asset in 2025.

What I did

• Replaced internal rules with nine IOGP-aligned Life-Saving Rules and introduced the Line of Fire rule.
• Implemented the 7 Safe Work Process and engaged the Senior Leadership Team in frontline safety events.
• Applied ALARP principles to the $500 million OPF Compression Project.
• Introduced SIF metrics, leading indicators, new incident classification, Assist & Assure and fair event handling.

Project detail

The seven pillars were Life-Saving Rules Standardization; Frontline Work Execution; Risk Management Enhancement; Contractor HSE Management; Investigate and Learn; HSE Metrics and Incentives; and Fair Event Handling. Achieved a TRCF of 0.3 in 2022, the best safety performance in company history, and performed 50 percent better than the oil and gas industry average.

What I did

• Developed approximately 30 critical HSE procedures for JV operations.
• Embedded controls for oil spills, aviation, marine logistics and severe Arctic conditions.
• Aligned Shell HSE Framework requirements with Russian regulatory requirements.
• Negotiated standards between Shell global SMEs and Gazpromneft teams during COVID-19 travel restrictions.

Project detail

Critical procedures covered aviation safety, marine logistics, oil-spill prevention and emergency response, extreme-weather emergency response, PTW, confined space and contractor HSE management. All critical procedures were approved by both shareholders and the JV formation timeline was protected.

What I did

• Built pre-qualification, capability assessment, HSE evaluation, ITT cost-estimation and bridging requirements.
• Established KPI tracking, quarterly assessments, Red–Yellow–Green classification and joint improvement plans.
• Launched annual HSE forums, executive sponsorship audits, senior leader field engagement and Contract Holder Academy.
• Implemented centralized dashboards for HSE plans, incidents and actions.

Project detail

The system covered the full contract lifecycle from pre-award through post-award performance management. Results included zero LTIs among newly onboarded contractors over three years, 30 contractors transitioned to sustained Green status, and recognition as a global best-practice model replicated in new Shell JVs.