Program Description
The Coastal GasLink (CGL) project, a 670-kilometer natural gas pipeline through northern British Columbia, showcased exemplary safety and collaboration in unrivaled conditions. A testament to human potential, traversing through two mountain ranges and over 800 water crossings, this endeavor became an unparalleled platform for connecting workers and ideas to one of the most challenging infrastructure projects in recent Canadian history.
To unite our diverse group of stakeholders—owners, eight prime contractors, and workers—CGL developed the Extraordinary Legacy Initiative (ELI), a comprehensive cultural program. Exceeding traditional management frameworks, ELI established shared values prioritizing safety, respect for the environment, community collaboration and workers well-being. ELI was pivotal in aligning efforts throughout a workforce of thousands, fostering a collective sense of accountability and problem-solving in challenging environments. ELI altered CGLs safety performance from being a passive requirement to an active responsibility, ensuring consistent focus on the human and environmental impact of every action.
CGL created a culture of safety ownership across all levels of the project. Workers embraced a philosophy where each action rippled with consequence—not just for themselves, but for communities and ecosystems. Their collective mindset became an impenetrable shield, navigating severe weather, complex and treacherous terrain, external opposition, and a global pandemic with extrodinary perserverance. The result was an inspiring testament to what humans can achieve when united by purpose and mutual respect.
The CGL Project revealed a profound truth: bridging ideas, perspectives and intentions in the most challenging landscapes with a relentless focus on keeping each other safe – human connection—is the most powerful infrastructure of all.
CGL faced safety challenges on an unimaginable scale, blending extreme topography with complicated logistics. To mitigate risks, a layered safety framework was implemented, encompassing expert interventions, real-time communication and cutting-edge technology.
CGL deployed specialized safety subject matter experts. Adopting a “Navy SEAL” methodology, these teams included: avalanche forecasters, operator competency specialists, steep slope experts and a senior incident investigator, moving around the construction footprint supporting site specific activities. Their insights guided high-risk operations and the creation of solutions like color-coded slope grading systems and advanced PPE requirements like cut-proof gloves, elevating safety practices to above industry leading levels. This approach facilitated the sharing of expertise, custom safety management solutions and changes to industry practices.
Safety communications reinforced safety awareness and embraced the Human and Organizational Principles (HOP) as a transformative lens for understanding human behavior and systemic interaction. CGL developed an innovative STCKY (stuff that can kill you) campaign, underlining a robust communication strategy that reinforced safety messaging across platforms. From pre-shift meetings to site-level safety committees and an interactive digital hub where contractors could download, videos, posters, and toolbox tips for multiple safety concerns. Team members were equipped with tools and information necessary to execute tasks safely and empowered to speak up when something was unsafe.
Integrating cutting-edge technology also played a vital role. Heavy equipment fitted with cameras and radar to reduce blind spots, advanced forecasting tools proactively manage weather hazards such as floods, wildfires, and heat domes. In vehicle monitoring systems shared data that reduced vehicle incidents and supported safe driving practices. In the final construction phase, artificial intelligence was introduced in welding shacks to improve worker protection.
Through innovative ideas, collaboration, and proactive risk management, CGL exceeded safety expectations, setting new benchmarks for future large-scale infrastructure projects.
Results
During the project’s rigorous six-year construction schedule, more than 57 million hours of work unfolded without a major safety incident. Over 218 million kilometers—equivalent to circumnavigating the earth’s equator 5,438 times were driven. A staggering 2,352 focused safety inspections were conducted. Over 800 intricate water crossings were navigated with surgical precision, 55,000 welds of 48-inch diameter pipe connected the entire 670-kilometre pipeline from compressor station to meter station. During the global pandemic, to ensure community and worker safety, the project administered 58,923 rapid antigen tests and provided 3,697 vaccinations. Cumulatively this resulted in 19 consecutive months of unwavering safety performance with zero high potential safety incidents.
In the language of accomplishment, perhaps the most profound statement is not a statement at all, but a number: Zero. This zero represents more than an absence—it is a testament to unprecedented diligence – zero fatalities. Zero is not only the safety statistic we are most proud of, but concrete proof of CGL’s collective commitment to working safely in the face of multiple obstacles: severe weather, treacherous terrain, external opposition, and a global pandemic with remarkable resilience.
If ELI was the foundation for everything CGL built, the safety culture of the project would be the reinforcing steel: the critical, interwoven structure that provided strength, resilience, and integrity to every aspect of the construction, preventing potential fractures and ensuring the entire project’s durability. Building a strong safety culture within a workforce of over 7000 individuals was an enormous task and demanded a multipronged approach.
Communication and collaboration were at the heart of safety culture on the project, starting at the top. Executive project leadership met regularly with executive prime contractor leadership, holding quarterly XLT meetings at various points across the project, the meetings offered opportunities to tackle key safety considerations and operational updates at the executive leadership level.
Senior safety leadership from CGL were consistently in the field, maintaining a hands-on approach. Scheduling a meeting that required all five CGL safety managers to be in the same room, was more precisely choreographed than a synchronized swimming team performing brain surgery while riding unicycles. The team scheduled quarterly prime contractor meetings with safety leadership from all eight prime contractors and safety regulators. These interactions provided both formal and informal platforms for building relationships, developing trust, sharing critical learnings and addressing safety challenges proactively.
Safety culture was further reinforced with broad-level communication strategies with networks disseminated information quickly via alerts, bulletins, posters, and engagement sessions. These efforts enabled consistent dialogue between project leadership, safety teams, and frontline workers, ensuring a synchronized approach to safety management.
In the end, CGL’s unwavering commitment to our extraordinary legacy and to safety transformed a complex infrastructure project from a mere construction endeavor into a testament of human potential, where zero incidents spoke volumes louder than any words ever could.
Watch the video. | Visit the website.
