Introduction: Iran, as one of the largest holders of global gas reserves, has prioritized the development of offshore fields in the Persian Gulf as a central pillar of its national energy strategy. The construction phase of gas platforms, involving activities such as welding, sandblasting, painting, and load-out, generates significant volumes of industrial waste, air pollutants, chemical runoff, and underwater noise. Despite the establishment of comprehensive national (e.g., Article 50 of the Constitution, EIA regulations, INSO HSE35) and international (e.g., ISO 14001, MARPOL) regulatory frameworks, a persistent implementation gap exists in the actual performance of Iranian coastal yards. This gap is primarily driven by weak contractual enforcement, the prioritization of time and cost over environmental considerations, inadequate monitoring, and ineffective training. A systematic review of the literature reveals that the main gap is the absence of a comprehensive, localized, and integrated model specifically for the construction phase. Accordingly, this study, conducted between 2025 and 2026, aimed to design and validate a localized environmental management model for the construction process of offshore gas platforms in Iran, based on the Plan-Do-Check-Act (PDCA) continuous improvement cycle.
Methodology: The study was applied-developmental in purpose and employed an exploratory mixed-methods (qualitative-quantitative) approach. In the qualitative phase, using purposive sampling (combining snowball and criterion-based strategies), nine semi-structured interviews were conducted with experts in environmental management, HSE, and offshore platform construction. Data were analyzed using six-step thematic analysis via MAXQDA 2020 software. Concurrently, 22 national and international legal and standards documents were reviewed, and documentary findings were integrated with the qualitative themes. In the quantitative phase, the statistical population included 1,365 managers, experts, and employees across four major Iranian coastal yards. Using Cochran's formula, a sample size of 300 was determined and selected via cluster sampling. The data collection tool was a researcher-made questionnaire comprising 38 substantive items across 5 main constructs, whose face and content validity were confirmed by experts. Data were analyzed using descriptive statistics and confirmatory factor analysis (CFA) in LISREL 8.8 software.
Results: Qualitative analysis identified seven main themes: predominant operational risks (29%), weak enforcement of legal and contractual requirements (22%), structural, cultural, and economic challenges (18%), ineffective training and empowerment (10%), weak monitoring and evaluation (9%), inefficient corrective action and continuous improvement (7%), and practical recommendations for localizing the PDCA cycle (5%). Systematic document analysis resulted in a comprehensive risk-requirement-challenge-recommendation matrix for key operational activities. In the quantitative phase, item factor loadings ranged from 0.50 to 0.99, with all t-values exceeding the critical value of 1.96. Average Variance Extracted (AVE) values ranged from 0.563 to 0.717, and composite reliability (CR) ranged from 0.775 to 0.975. Model fit indices (χ²/df=1.004, RMSEA=0.065, GFI=0.98, CFI=0.98) indicated excellent fit with the empirical data. The final model was designed in four layers: governance and planning (Plan), project-oriented implementation and empowerment (Do), monitoring and evaluation (Check), and corrective action and continuous improvement (Act).
Discussion: The primary finding indicates that the core challenge in environmental management of offshore gas platform construction in Iran is not the absence of laws and regulations, but the deep implementation gap between formal requirements and actual practice. The proposed model, by systematically integrating the ADDIE instructional design model and the Ability-Motivation-Opportunity (AMO) theory into the "Do" phase of the PDCA cycle, transforms training from a symbolic formality into a strategic risk management tool. The model's novelty lies in incorporating environmental considerations at the project governance and contractual level, strengthening EPC contract enforcement, transitioning from self-reporting to independent and online monitoring, and establishing a national lessons-learned database. Practically, this model provides a translatable framework for HSE plans for employers, contractors, and regulatory bodies.