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Bulletin

C O N S O L I D A T E D C O N T R A C T O R S C O M P A N Y

Borouge Ethylene CrackerIssue No. 95September 2010

CORPORATE SOCIAL RESPONSIBILITY

In this issue of the Bulletin, we have included a considerable sector covering Corporate Social Responsibility as it is becoming of increasing importance to all international companies.

Long before the title “Corporate Social Responsibility” was introduced into the corporate world, CCC had been giving back to the society in which it operates, as we always believed it was our duty to improve the status of the communities in which we operate.

Today we are more organized in this endeavour. We have created several teams and coordination has been established throughout our offices to provide more impact. I urge everyone to participate in these activities.

In addition, as many members of our staff are approaching retirement age, CCC welcomes their engagement in the CCC-CSR activities. In this way they can stay in touch with CCC and contribute positively to society as well.

Samer KhouryExecutive Vice President - Operations

From the Desk Of...

Editor’s View

1Bulletin Issue 95 / September 2010

Dear Bulletin Readers,

I received an email from Ramez Chouhaiber in KSA of a farewell dinner held in honour of Hatem Dahleh.

We thank Ramez for bringing this to our attention and the Bulletin family in turn wishes to recognize Hatem and his achievements.

Many, myself included, consider him a perfect role model for project management, professionalism, honesty, peer and subordinate relations.

Hatem like many of us at CCC joined early in his career life and found a home not an employer.

Hatem has a degree in Mechanical Engineering that took him to positions on many of our major projects and locations in Saudia, UAE, Kuwait, Oman, and Yemen.

His career of 42 years saw him manage projects as low as $2.8M of simple iron ductile pipeline to as high as $1.1B gas plants. A real career feat by any standard.

I am sure that as Hatem sits back and enjoys his well deserved retirement (having been pulled out of it quite a few times so far), he is looking back at a distinguished career carved with a lot of friendships.

The trouble he will find with retirement is that he will never get a day off and that it may take the meaning out of week-ends.

We wish Hatem our sincere best.

Nafez Husseini

left to right Yousef Hajeir, Ramez Chouhaiber, Hatem Dahleh, Mahmoud Adada, Khalil Yafawi, Jubran Bishouti, Nasser Shawwa and Mohammad Ramahi

Recent Awards

2 Bulletin Issue 95 / September 2010

The presidential palace is located at Ras Al Akdar in Abu Dhabi; the site covers an area of approximately 250,000 m2 within the entire project site of approximate-ly 1.3 Mio m2.

This contract includes all skeleton and concrete works, block work, windows and doors and electromechanical works for the whole project in addition to internal fin-ishing works for spaces and rooms for back of the house area.

The main portions of the works are:

The main building (PMMB) including supreme 1. council (137,725 m2).

The service tunnel (PMST) (23,240 m2).2.

Musical band waiting area (PMMU) (6,141 m2).3.

The drivers’ waiting area (PMDW) (5,137 m2).4.

Carparks P3 & P4 (48,000 M2).5.

The client is the Ministry of Presidential Affairs, the consultants are Ewan Architectural Engineering Consul-tancy and the project management is by R.W. Armstrong & Associates.

The project was awarded in July 2010 and the duration is 29 months.

This job is in the Queensland area, 300km west of Bris-bane and the scope of works involves engineering, pro-curement and construction of:

42” ND natural gas export pipeline approximately •335km in length.

42” ND natural gas collection header pipeline ap-•proximately 190km in length, and laterals of varying diameters between 12” and 24” ND; and

Seven main line valve stations, five scraper stations •and various facilities for each pipeline.

CCC is part of the MC Joint Venture with McCon- ~nell-Dowell for the procurement and construction execution while KBR is the subcontractor for per-forming the engineering works.

The owner is Queensland Gas Company (QGC), a BG Group business. Main construction activities are expect-ed to start in January 2011 with completion in Septem-ber 2012.

This job is in the Gladstone area, Queensland, Aus-tralia, 300km west of Brisbane and the scope of works involves detailed designed, construction and pre-com-missioning of up to four 42-inch nominal diameter gas pipelines through five distinct sections:

Phillipies Landing Road (1. ~ 2.5 km).

Creek section (2. ~ 1.34 km).

Marshland Section (3. ~ 1.56 km).

Narrows Section (4. ~ 2.45 km).

Curtis Island Section (5. ~ 5.10 km).

Scope of work also involves detailed design, construc-tion and pre-commissioning of:

one mainline valve station.•

one scraper trap station.•

The Narrows Crossing Pipeline will connect onshore pipelines to the Curtis Island Plants.

CCC is part of the MC Joint Venture with McCon- ~nell-Dowell for the construction and pre-commis-sioning execution while KBR is the subcontractor for performing the engineering works.

The owner is Queensland Gas Company (QGC), a BG Group business. Main construction activities are expect-ed to start in January 2011 with completion in July 2012.

This job is located on man-made islands (namely Island A and Island D) in the Caspian Sea, approximately 80km south of the city of Atyrau. All main modules and com-ponents are pre-installed on the island by other contrac-tors. CCC’s scope of work consists of:

The interconnection and hook-up of pre-installed •modularized pipe racks, including structural elements, piping, and cable racks.

The interconnection and hook-up of pre-installed •modules to pipe racks, including structural elements, piping, and cable racks.

Stick-building of some pipe-racks and bridges.•

Electrical and instrumentation works connecting the •LER to process units.

Painting, insulation, and fire-proofing of hookup el-•ements.

Hydro-testing and pre-commissioning of entire sys-•tems.

Optional commissioning assistance.•

Presidential Palace Project Main Building Package

Abu Dhabi, United Arab Emirates

QCLNG Narrows Crossing

Queensland, Australia

QCLNG Export Pipeline & Gas Collection Header

Queensland, AustraliaAGIP KCO - Hook-up, Pre-commissioning & Commissioning

Kazakhstan

Recent Awards


The work areas include:

Work Areas on Island D, Train 2.a.

Work Areas on Island D, Riser Island.b.

Work Areas on Island A.c.

The owner is Agip-KCO and the CCEP is directly con-tracted by the client to perform the above works. Con-struction was expected to start in April 2010 and comple-tion is in December 2010.

The project is in two locations in Qatar - Mesaieed lo-cated 40km south of Doha and Dukhan located 100km west of Doha.

The primary objective of the project is the following:

At Mesaieed, it is to comply with upcoming state envi-ronmental regulations by:

Upgrading the existing sulphur recovery facilities at 1. NGL3 to achieve a sulphur recovery of 99.5% in-stead of the present 70% recovery.

Process existing acid gas streams that are currently 2. routed to flare & atmosphere.

The scope of work at Mesaieed involves the following:

Construction of new acid gas enrichment unit.•

Upgrading the existing sulphur recovery unit •(SRU).

Construction of a new tail gas treating unit.•

Installation of a new tail gas incinerator.•

Construction of new utilities and expanding the ex-•isting ones to support those new facilities.

At Dukhan, the new facilities are required to receive the non-associated sour gas from Khuff Gas Reservoir (450 MMSCFD) and carry out necessary gas treatment so that the treated gas meets sweet and dry gas specifica-tions to supply the existing fuel gas grid.

The scope of work at Dukhan involves the following:

Construction of a new amine package unit utilizing •MDEA as solvent.

Construction of TEG gas dehydration unit utilizing •TEG as solvent.

Construction of acid gas compression facilities.•

Construction of two 30” pipelines 14.5km each, one •for incoming sour gas and one for outgoing sweet and dry gas.

Construction of new utilities to support those new •facilities.

CCC construction scope of work involves piping fab-rication and erection, equipment erection, civil works,

steel structure erection, pipelines erection, electrical and instrumentation, painting, insulation and EPC of build-ings and jetty works (six service buildings of a total area of 2,150m2 and 150m length of jetty platform).

The owner is Qatar Petroleum and the main contractor is Petrofac International Limited. Construction at Me-saieed is expected to start in November 2010 and be com-pleted in January 2013. Construction at Dukhan is ex-pected to start in December 2010 and be completed in May 2013.

This job is in Ras Laffan Industrial City and the scope of works involves:

General excavation • ~ 2,700,000m3.

General fill • ~ 2,200,00 m3.

Perimeter fence, gates, roads within fence and access •roads.

Site storm water drainage system.•

Basic infrastructure, including telecom, office build-•ing and potable water line.

Field operation centre (FOC) building and associat-•ed facilities.

11 kV electrical power system.•

The owner is RasGas Company Limited as agent for and on behalf of ExxonMobil Barzan Limited. Construc-tion started in June 2010 and the expected completion is May 2011.

The scope of work includes the following:

Earthworks and drainage.a.

Roads and associated infrastructure including rail b. bridges and mechanically stabilized earth walls.

Electrical power system, potable water, storm wa-c. ter, ground water, waste water network

Abu Dhabi Ports Company is the client and Interna-tional Bechtel Company Ltd. is acting as the project management consultant.

The award was made in August 2010 and completion is expected in July 2012.

Gas Sweetening Facilities At Mesaieed & Dukhan (QP)

Qatar

Procurement and Construction of Site Works for the Barzan Onshore Project

Ras Laffan, Qatar

Khalifa Port and Industrial Zone, Industrial Zone A, Infrastructure North Project

Abu Dhabi, United Arab Emirates

Recent Awards


This job is located at the PNG LNG Plant, ~ 30km from Port Moresby, Papua New Guinea and the scope of work involves:

Detailed design applying local and Australian codes •and standards.

Procurement and construction of 31,876m2 of process •and non-process buildings. The details of the build-ings are as follows:

Building categories: h

Permanent operations rotator housing commu-•nity buildings – 15,972m2 including two-storey housing buildings.

Non-process buildings – 13,544m2•

Process buildings – 2,360m2•

Buildings structural framing: h

~ • 15,876m2 of pre-engineered structural steel framed buildings.

~ • 16,000m2 of reinforced concrete framed build-ings.

Earthworks including excavation and backfilling of •foundations.

Finishing and architectural works.•

HVAC, plumbing and fire fighting works.•

Electrical works including power, lighting, grounding, •telecommunication and fire alarm works.

The owner is : ESSO Australia PTY. Limited (for the offshore contract) and ESSO Highlands Limited (for the onshore contract).

The main contractor is: Chiyoda / JGC Joint Venture (CJJV)

Construction is expected to start in April 2011 and com-pletion in planned for June 2013.

The scope of work involves the design and building of the renovation of the existing Aden Hotel on a cost-plus basis. The total covered area is 16,500m2.

The client is the Abu Dhabi Fund and the Ministry of Tourism, Yemen.

This job was awarded in May 2010 and the expected completion date is end of June 2011.

Procurement Engineering and Construction of PNG LNG Buildings

Papua New Guinea

Refurbishment of Aden Hotel

Aden, Yemen

Quality Management


Control of Nonconforming Product

Introduction

Nonconformity in ISO 9000 standard is defined as the non-fulfillment of a requirement; the requirements are ei-ther requirements prescribed by the customer and agreed by the contractor / supplier in a contract for product or service, or are requirements specified by the contractor / supplier which are perceived as satisfying market needs.

In addition, there are other requirements specified by rules and regulations of the country, these requirements may not be mentioned in a written contract, however, they are considered mandatory for implementation. Non-conformity in relation to these requirements may have se-rious consequences.

Nonconformity

In general, nonconformity is addressed in the context of products, processes and services. However, nonconformi-ty may occur at any stage of a contract execution.

Execution of projects is carried out based on set of proc-esses / procedures established by the organization. Devi-ation from these rules at any phase of the project can be classified as a nonconformance. At the same time devia-tion from applicable codes and standards is also consid-ered as a nonconformance, this type of nonconformance could be severe in nature.

During design phase many possibilities of non-conform-ances may occur by ignoring statutory or regulatory re-quirements or by selecting substandard equipment. Non-conformity may be extended to procurement phase in ordering materials and equipment or during installation and commissioning.

Control of nonconformity may be extended to the man-ufacturers’ internal operation. Contractor may get in-volved in the manufacturing process depending on criti-cality rating of equipment identified at the design stage.

The ISO View

The organization shall ensure that product which does not conform to specified requirements is identified and controlled to prevent its unintended use or delivery. The controls and related responsibilities and authorities for dealing with nonconforming product shall be defined in a documented procedure.

The organization shall deal with nonconforming prod-uct by one or more of the following ways:

By taking action to eliminate the detected noncon-•formity.

By authorizing its use, release or acceptance under •concession by a relevant authority and, where applica-ble, by the customer.

By taking action to preclude its original intended use •or application.

Records of the nature of nonconformities and any sub-sequent actions taken, including concessions obtained, shall be maintained.

When nonconforming product is corrected it shall be subject to re-verification to demonstrate conformity to the requirements. When nonconforming product is de-tected after delivery or use has started, the organization shall take action appropriate to the effects, or potential effects of the nonconformity.

Where material or a component fails to meet the speci-fied acceptance criteria due to a material deficiency or to poor workmanship or to insufficient documentation, such circumstances constitute a nonconformance and the ma-terial, or equipment is described as nonconforming prod-uct. The following steps are associated with identification and processing of nonconformance:

Identification of nonconforming product.•

Classification of nonconforming Product.•

Documenting nonconformance.•

Evaluation of nonconforming Product.•

Segregation of nonconforming Product.•

Disposition of nonconforming product.•

Review of nonconforming product.•

Re-inspection of repaired or reworked product.•

Identification of Nonconforming Product

The standard requires the organization to provide for identification of nonconforming product. The most com-mon method is to apply red labels to the products to dis-tinguish them from other conforming products. In this way we can determine the product status from a distance and reduce the chance of confusion. On the label we should identify the product by name and reference number and the number of applicable nonconformance report issued.

Classification of Nonconforming Product

Nonconformance can be severe in nature either due to cost implications, safety, or by causing major delay in construction. It is recommended to classify the noncon-formance to identify the implication related to the non-conformance. A nonconformance may be related to over-all failure in a system or a process, such nonconformance has a negative effect on the management system that may lead to significant impact on cost and schedule, and must be given priority in closing.

Documenting Nonconformance

The standard requires the organizations to establish a documented procedure for nonconforming product. The following reports are usually used for documenting non-conformance:

Nonconformance Report.•

Labels for identification of product.•

Quality Management


A tracking system to identify status of nonconform-•ing product.

A cost report to identify the cost of rectifying the non-•conformity.

The nonconformance report should cover the follow-ing items:

Description of nonconformance in-•cluding reference to acceptance cri-teria by the originator.

Recommendation for correction; •this is usually carried out by the re-sponsible department.

Confirmation by the responsible •department that the rectification is complete.

Verification by quality department •that rectification is acceptable.

The last section of the report cov-•ers recommendation to prevent re-currence.

The report also allow for review and approval carried out by department managers and in some cases custom-er’s representative.

Evaluation of nonconforming Product

Evaluating nonconforming product is carried out to determine the effect of the nonconformance, and provid-ing information to those who will de-cide what to do about it. It is also de-sirable to conduct trend analysis to identify trends. For nonconformance with significant cost or schedule im-pact, it is recommended to conduct a root-cause-analysis to establish the cause of the nonconformance, in or-der to establish corrective action to avoid making further nonconforming product.

Segregation of nonconforming product

Nonconforming product should be placed in an area with restricted ac-cess. Such areas are called quarantine area or hold area. The area should be clearly marked and a register main-tained of all items that enter and exit the area. The quarantine area may be included within the stores, providing there is adequate separation to pre-vent mixing of conforming and non-conforming items.

When items are too large to be placed in the quaran-tine area, they may be placed in any marked area to iden-tify their status.

Disposition of Nonconforming Product

Disposition means to decide what to do with the non-conforming item: whether to use it, repair it, scrap it etc. The decision on product acceptance is a relatively sim-

...Control of Nonconforming Product

A graphic representation of a CCC procedure implemented for control of nonconforming product (QMP-GEN-008)

Quality ManagementText


ple one because there is a specification against which to judge conformance. When a product is found to be non-conforming there are three decisions to be made:

Can the product be made to conform?•

If not, is it fit for use?•

If not, can it be made fit for use?•

Furthermore, a review has to be carried out to deter-mine the method to be used to make the product con-formant.

Review of Nonconforming Product

The standard requires the organization to review non-conforming product and provide recommendations:

To rework or repair to meet speci-•fied requirements.

To accept as is without any change.•

To use it for alternative application.•

To reject or scrap the product.•

Rework or reject decisions can be made by the organization as an inter-nal decision. However, if repair is in-volved, it is a usual practice to obtain approval from the customer or the end user. It is also possible to use the non-conforming product for alternative ap-plication, however, depends on the na-ture of the alternative application; it may require customer’s approval.

Re-inspection of Repaired or Re-worked Product

Any product that was subject to re-work or repair must be inspected to ensure that it meets specified original requirements. This is usually carried out in accordance with an approved in-spection and test plan, or procedure.

Further review and analysis of non-conformances and identification of trends is carried out under corrective action as specified in clause 8.5.2 of ISO 9001 standard.

Cost of Quality

The quality cost consists of conform-ance cost and nonconformance cost. The cost of nonconformity may be very high depending at what stage the non-conformity is detected. High cost is as-sociated with repairs caught by exter-nal customer.

Mounir Soufyan

...Control of Nonconforming Product

A graphic representation of a CCC procedure implemented for control of nonconforming product (QMP-GEN-008)

Feature


More Success for CCCOn 4 December 2006 Linde/CCC signed the letter of in-

tent for the construction of the Borouge Ethylene crack-er EU2 project in Abu Dhabi. The cracker as it turned out is the world’s largest single train with a capacity of 1.5 million tons per year housing the biggest ever built multi-stage cracked gas compressor.

The project com-prises seven crack-ing furnaces, three steam boilers and three compressors using major com-modities as shown in the table.

In addition to the tight construc-tion schedule, the project had many challenges to be overcome, to list a few:

The quench tower (60m tall and weighing 1,200 tons) •and the C3 splitter (92m tall and weighing 490 tons) were delivered in two pieces to be welded in a vertical position. This was CCC’s first experience of carrying out this procedure.

An extremely congested plot measuring 425m x 200m •with approximately 16km of U/G GRE/GRP piping with the bulk ranging from 96” to 40”.

A lot of P91 material that needed induction heating •and PWHT.

Movement of the 1,600 ton and 450 ton cranes that •stayed on site for five months.

Cranage reach due to •height and congestion pre-determined the need for more than 10 cranes with capacity range from 100-300 tons.

Schedule IssuesAt the inception of the con-

tract, CCC was faced with a back-loaded tight construc-tion schedule due to over-heated market conditions with the compressors com-ing two months later than the tender agreed dates. (Lead time on compressors was 22 months against a total con-struction schedule of 31 months.) At the early stages of the project, it was always doubtful that the schedule could be met because of the late delivery of the compres-sors. The project started lag-ging behind with the delayed deliveries of the U/G cooling

water lines (massive trenches that paralyzed the site for a good while) followed by delays in structural steel, E/I ca-bles and equipment deliveries. To add salt to the injury, the material and equipment that arrived to Abu Dhabi was stuck at the port due to traffic congestion. To cut a long story short, most deliveries arrived two months after the scheduled delivery dates.

Recovery MeasuresIt did not take the project team long to realize that the

schedule would not be met without adopting exception-al measures.

Having completed the fabrication of spools and sup-ports, the team had only one remaining focus and that was how to recover the lost progress affected by late materi-al deliveries. To make targets more challenging, the shift in schedule pushed the peak to the hot summer days. The whole plot was literally covered with cranes that made it impossible to add any and made it extremely difficult to move (65 cranes on this tiny plot). Neither the heat, nor the congestion could stop the enthusiastic team from achieving the aggressive targets with completing lines in-clusive supports installation to make it easy for the next challenging target of Hydro-testing.

Hydro-testing was the next challenging target (to com-plete an average of 140 test packs per week).

Construction of the furnaces was treated as a separate entity and was run completely in parallel to be complet-ed in 13 months. Construction of the three boilers was not made any easier by starting construction in December 2008 and needing to be ready for steam production by 4 November 2009. The steam production milestone was the first penalized milestone and it was accomplished by 27 October 2009 (8 days ahead of schedule).

The Borouge Ethylene Cracker EU2 Project in Abu Dhabi

Concrete 80,000 m3

Structural steel 11,700 Ton

Seven cracking furnaces 10,600 Ton

Equipment (~ 650 pieces) 15,900 Ton

Piping 13,850 Ton

Electrical Cables 360,000 LM

Instrumentation cables 610,000 LM

Painting 420,000 m2

Insulation 170,000 m2

Feature


Construction of the com-pressor tables and shelters was delayed as a result of the late dynamic load analy-sis affected by the giant sizes of the compressors. Embed-ded plates for the compres-sor shelter were air freighted from Germany due to strin-gent specifications.

Pre-commissioningThe final action to complete

the project was dependent on the plans and strategies set for pre-commissioning activ-ities. In this regards, an ef-fective team was established that had a solid understand-ing of the process, procedure and methods of pre-commis-sioning. The difficulty that we had to overcome in the ethylene cracker plant was the inter-link between pre-commissioning and commis-sioning activities that fall un-der the responsibility of different parties.

Electrical & InstrumentationDespite the inadequate and deficient quality of engineer-

ing in many instances, the progress of the electrical and instrumentation operation remained positive throughout the execution. Within a short period, CCC was able to set a recovery plan to mitigate the delays in engineering and materials delivery by introducing a couple of engineers to highlight all defects and embark on remedial actions.

InsulationThe quantity of insulation needing to be completed in

the last five months (approximately 140,000m2) was the final biggest challenge that needed unorthodox methods to overcome the delays compounded by the late piping re-leases and delayed equipment insulation by the poor per-formance of the subcontractor. A second subcontractor was introduced to carry out the hot insulation with two other additional contractors and own manpower supply to complete the cold insulation.

AchievementsAll the preceding challenges had been overcome with

a lot of sweat and persistence of a dedicated team that worked relentlessly to meet the set targets. The sweat of the team had been dried with the following remarkable rewards:

Steam production was achieved ahead of schedule.1.

The timely mechanical completion.2.

The successful completion of pre-commissioning 3. which is usually carried out by an EP partner assist-ed by CCC.

The completion of 31,000,000 man-hours without a 4. lost-time accident.

The completion of welding with a remarkable repair 5. rate below 2%.

The successful implementation of Atlas to cover con-6. struction, pre-commissioning and commissioning.

Impeccable certification.7.

Key factors for successThe first key to the success of the project lay in the •timely completion of the piping fabrication and sup-ports.

The second key to success lay in completing full test •packs according to system priorities.

Pre-commissioning procedures that were prepared in •advance for the 73 P&ID systems and involvement of the pre-commissioning team at an early stage formed the third success factor.

E/I proactive and positive approach was the fourth suc-•cess factor.

Close monitoring of insulation with timely effective •corrective actions was another success factor.

Linde’s focus on timely completion and being respon-•sive to contractor needs (air freight of hundreds of tons) played an essential role in the completion suc-cess.

Accurate and thorough reporting.•

Last but not least, the project management’s site in-•volvement in day-to-day activities paid back in meeting the commitments made by the site team.

Salim KhamisProject Manager

...The Borouge Ethylene Cracker EU2 Project in Abu Dhabi

Feature


Overview

Atlas is a comprehensive project completion system that provides full visibility during the project lifecycle with re-spect to the quality of work undertaken by the contractor. It supports the QC and certification process throughout all project phases (construction, pre-commissioning, com-missioning and so on) and maintains the records and doc-uments needed for the project handover and completion.

The application workflow starts with data collection of “reference data” (like defining disciplines, phases, catego-ries, TAGs, forms and form types) and then data prepa-ration (such as assigning re-quired forms to categories, mapping categories to phas-es and building relations between TAGs to build the system hierarchy).

The outcome of the above two activities, automatically generated by Atlas, consists of the “scope of work” which basically defines the project hierarchy in terms of sys-tems and subsystems as well as the overall set of inspec-tions (QC forms) to be done in order to reach accept-ance of the executed work. In addition, the “scope of work” will allow measuring the progress of the project completion (from a quality perspective).

As soon as the scope of work is defined (or partial-ly defined), the day-to-day activities (inspections and walk-downs) can start.

Inspections begin with the construction engineer issu-ing an Application for In-spection (AFI) specifying the construction activity be-ing completed and relat-ed to which components (TAGs). Then, the type of inspection to be carried out (i.e. QC form) is deduced throughout the process; in addition the required at-tendees (inspectors /engi-neers) are selected by the QC Department and invit-ed to the inspection. All at-tendees will be notified, by e-mail, with the AFI details (date and time, location, and so on).

Upon completion of the inspection by all concerned par-ties, the result is noted on the QC form which will be of-ficially signed by all attendees. The Atlas database will be updated with the inspection result as well as the attached scanned QC form containing all required signatures.

At any time, project management is empowered with dynamic progress reporting showing all activities taking place and their statuses. Thus, next to every TAG, the list of required forms is summarized and for each one wheth-er the inspection has taken place and, if so, the corre-sponding details (AFI number, sequence number, status and signature dates) are shown.

Atlas: From Vision to Successful Implementation, a 3-Year Journey

Feature


...Atlas: From Vision to Successful Implementation, a 3-Year Journey

Walk-down is also a major activity in Atlas that reflects “visits” made by concerned stakeholders to visually veri-fy systems that reach completion stages. In the walkdown form, the required attendees are selected. All attendees will be notified, via e-mail, with the walk-down details (date and time, location, and so on). At walk-down time, the outcome (a list of punch items) will be noted on the walk-down form which will be handed over to the QA/QC Department for further action with the construction team. The Atlas database will be updated with the walk-down result and attached scanned walk-down form bear-ing all the required signatures.

At any time, project management is empowered with dynamic punch-list reporting showing all punch-list items and their statuses. Thus, for every punch-list item, details are listed (classification code, action code, responsibility, signature dates, etc…).

Atlas Backbone

Atlas is built against VBC framework. VBC is a robust EDMS (electronic document management system), ECM (enterprise content management), BPMS (business proc-ess management system) framework. Besides the end user interface is empowered with VBC Dashboard (a Rick In-

ternet Application, tip of the art technology).

Testimonial

At the time of writing of this article, Atlas has al-ready been implement-ed in a number of projects across CCC. In the Borouge project EU2 in Abu Dhabi, where Atlas is in use, hando-ver is being achieved in al-most record time. In one au-dit report, the client at EU2 project, Borouge, states the following:

“The project completion software application (Atlas) was reviewed and found to be very good in both control of completion certification but also regarding dossiers and associated document identification and compi-lation. Further to this, the progress tracking and re-port elements of the soft-ware were demonstrated as very useful in keeping IPMT members up to date with the completion status.”

Aref BoualwanIT Department, Athens

Area News


On 9 May 2010 at the Four Seasons Hotel in Cairo, Taw-fic Khoury representing the

CCC Group signed a memoran-dum of understanding with the Industrial Mod-

ernization Centre (IMC). The event was held under the patronage of the Egyptian Minister of Trade and Indus-try, Rachid Mohamed Rachid.

The IMC was set up by the Ministry of Trade and Indus-try as an independent body to implement and coordinate the modernization of Egyptian industry. The IMC’S mis-sion is to provide business development services to Egyp-tian industrial enterprises and assist them in becoming competitive in the Egyptian and global markets through growth and export potential.

The common objective of IMC and CCC is to upgrade and modernize local manufacturers to increase their com-petitiveness among other international suppliers, by iden-tifying their deficiencies and weaknesses, hence, providing CCC with a reliable, globally competitive and sustainable local supply/value chain.

In case CCC elects to buy from local suppliers, IMC shall coordinate and facilitate anticipated challenges with all Egyptian Government institutions and organizations to allow CCC to source construction materials from local suppliers to serve CCC projects in the region.

Amr El-Sersy

The Industrial Modernization Centre

Egypt

from left to right: Adham Nadim, Executive Director, Industrial Modernization Centre; H.E. Rachid Mohamed Rachid, Egyptian Minister of Trade and Industry; Tawfic Khoury; Samih Zaben, VP North Africa

Area News


CCC is one of the few leading contracting companies that, at an early stage, recognized the importance of me-chanical electrical plumbing (MEP) works and formed a centralized MEP Department that gives support to the area offices and projects. Among CCC area offices, Cai-ro office is one of the first to embed within its structure a decentralized MEP team that looks after projects and the cost estimation of the new tenders in cooperation with the main office in Athens.

Due to the increasing demand for MEP services (espe-cially after becoming involved with the prestigious Qa-tari Diar multiple projects) CCC Cairo established a cen-tralized electromechanical department (EMD Cairo) that looks after North Africa, Sudan and Qatari Diar and Barwa projects.

Apart from the Qatari Diar and Barwa projects, EMD Cairo ultimately will give technical and commercial sup-port to projects being handled by Cairo office such as: cost estimation, QS, procurement support, technical sup-port and problem solving. As for Qatari Diar projects, and due to the engagement of CCC’s multiple departments and structures, the scope of the EMD Cairo is broadly de-signed to cover the following:

The preparation of the MEP cost estimation.1.

Obtaining material and subcontract quotations and 2. conducting the technical and commercial evaluation of the offers received.

Recommending budgets.3.

Quantity verification and if 4. needed conducting quantity take off for certain assignments.

Design review and verification in the context of com-5. pliance with the specifications and contract require-ments.

Value engineering studies.6.

Assisting in the procurement process including direct-7. ly procuring specific packages upon the request of the project managers.

EMD Cairo staff members were chosen in a way that en-ables them and the department to cope with the dynamic-ity of the project requirements; they possess a blend of de-sign, site and cost estimation experience. The department is organized in four sections:

Cost estimation - electrical and low current systems.•

Cost estimation - mechanical and plumbing.•

Procurement - MEP.•

Technical support and quality control.•

Ghanim HumaidiManager, EMD Cairo

The Electromechanical Department, Cairo

Egypt

Area News


On 17 June 2010 Aqaba Development Corporation (ADC), the central development arm of the Government of Jordan in the Aqaba Special Economic Zone, signed a Memorandum of Understanding (MOU) with Bouygues Travaux Publics S.A (Bouygues), Bolloré S.A (Bolloré), and CCC setting out the main principles for their po-tential collaboration relating to the development of the new port of Aqaba based on a public-private participa-tion scheme. The MOU was signed on behalf of ADC by its CEO H.E Shadi Ramzi Al Majali; Dominique Lafont, CEO of Bolloré Ports & Logistics; Jean-Pierre Margolin, Executive Director for International Devel-opment of Bouygues Travaux Pub-lics and the undersigned.

The signed MOU sets an ambi-tious and aggressive road map with mile-stones for concluding, among other agreements, a development and operation agreement to design, build, operate and maintain as well as finance the new port of Aqaba under a private-public participa-tion scheme.

The project comprises the design, construction and operation of a full port infrastructure, general cargo and ro-ro terminals, a grain termi-nal, in addition to a marine services port. Furthermore, it entails equip-ment provision maintenance and also financing the new port facili-ties.

The EPC Construction Works will be executed by Bouygues TP and CCC, under a joint venture arrange-ment on 60:40 basis (Bouygues TP: CCC). The estimated EPC cost is US$390 m.

The main scope of work includes:

2 berths for cargo/grain at -15m •CD (basin area).

2 berths for cargo at -10m CD.•

19,815 m2 buildings including •14,550 m2 sheds.

100,000 ton (capacity) flat silos.•

Pavement: 141,000m2 heavy •duty and 107,350m2 light duty.

ME & Miscl works.•

The programme lasts 31 months including seven months preparato-ry works. Completion is scheduled for March 2013.

Ghassan DanaanArea General Manager

New Port at Aqaba

Jordan

Area News


The International Exhibition “Turkmen Construction -2010” and Scientific Conference “Development of the Construction Industry of Turkmenistan” took place on 20-22 August, 2010 in Ashgabat, Turkmenistan under the patronage of the President of Turkmenistan H. E. Gur-banguly Berdimuhamedow and in cooperation with the Ministry of Construc-tion.

The Deputy Chairman of the Cabinet of Min-isters for Construction Deryageldi Orazow inau-gurated the International Exhibition where most of the ambassadors to Turk-menistan were present at the opening ceremony. The International Exhibition for Construction is the 2nd to take place in Ashgabat and thus CCC’s participation was essential and would prove profitable in the long run.

CCC’s representatives at this exhibition and scientif-ic conference were Raja Esau and his team from the CCC Ashgabat office, as well as Su-hayl Shami and Hani Elsafa-di from MOA. CCC’s country manager Ahmad El-Refai was present during the opening and with his team participated par-tially in this event.

The exhibition hosted many international compa-nies from Turkey, France, Russia, Germany, Iran and Fin-

land, as well as some local companies.

The event lasted three days during which CCC’s repre-sentatives got acquainted with staff members of the Ministry of Construction, met and ex-changed cards and referenc-es with representatives of lo-cal and foreign companies active in Turkmenistan. It was a good opportunity for CCC to show its presence in such an event.

The organizers welcomed participating exhibitors with a reception on a couple of occasions and on the last day of the event they had arranged for a guided tour around the city for foreign representatives. Diplomas were distributed to all par-ticipants by the organizers on the closing day.

The town planning of Ashgabat city is well struc-tured with roads and high quality buildings; au-thorities however antic-ipate that in the coming 10 years their construc-tion plans will concen-

trate mainly on edifices such as schools, hospitals, universities and large complex structures.

To conclude, I would like to express our gratitude to Mr. Esau and his team and Steph-anie Patsatzis from the Corpo-rate Planning Department in MOA for their support and as-sistance with our undertaking in Ashgabat.

Hani ElsafadiIT Support & Presentation -

Engineering

Turkmen Construction 2010 Exhibition

Turkmenistan

Area News


The new mayor of Sa-ida, Mohamad Seoudi who is CCC Group

Vice President Opera-tions and Support, sponsored the opening

of the public beach of Saida in collaboration with CCC and other companies that all together facili-tated making this dream a reality for the citizens of this city.

People have been suffering for decades and it was one of Mr. Seoudi’s objectives to make this beach clean and safe for all the people to enjoy. This be-came a reality with the efforts made by CCC that focus on making improvements to the community to ensure the prosperity and the wellbeing of the people.

Mohamad Seoudi and the members of the mu-nicipality were all wearing caps with the CCC logo since it had a vital role in making this beach again a place for all the citizens to enjoy and ensure the elimination of all the wastes through extensive beach cleanup.

The ceremony started with the Palestinian and Lebanese anthems performed by “Lebanon Future Scouts” followed by a welcome speech by the com-missioner of scouts and the public relations offic-er.

Mr. Seoudi was pleased to announce “Our beach is clean … Saida is more beautiful, our beach is clean and you, the people of Saida and its sur-roundings are more beautiful; by this slogan we open this public beach. We are few meters away from Saida beach, where the works are to connect and link sewers, which empty into the sea contam-inating our golden sandy beach of Saida. Today I tell you that all sewage will be transferred perma-nently to the main network to feed into the fluids treatment plant, and work is underway to achieve this goal through the period of weeks, God will-ing.”

The ceremony continued with presentations and folk art performed by the Palestinian Al-Quds band, demonstrations of sports such as boxing, and karate shows. Also the Palestinian poet Muham-mad Kadriye impressed the audience with a poem in which he discussed the strong relationship be-tween the Lebanese and the Palestinian people in the region of Sidon and also noted the new munici-pal council under the chairmanship of Mr. Seoudi.

Activities concluded with a live demonstration of saving a man from drowning by beach rescuers and volunteers from the Hariri foundation.

Firas HijaziIT Department, Athens

Saida Beach Cleaning

Lebanon

Area News


The Tripoli Towers Complex Project, 9pm on 14 June 2010: two girls are heard crying and calling for help.

We assessed the situation and discovered that a fire had broken out in their residence opposite our room. We im-mediately responded to the situation and brought along with us the fire extinguishers that the HSE Department had provided in every accommodation.

The situation was brought under control immediately with the help of our maintenance personnel who were on duty at that time.

Fortunately no one was hurt and the fire was contained with the minimum of damage to property.

Thanks to our people who did not hesitate to help others in need. The personnel involved were Alexander Custo-dio, Lister Litdog, Mohamed Salem and Tawfiq Hunan.

Yousef TitiDocument Control Engineer

Act of Bravery

Libya

Tripoli Towers Complex Project Recreation Club

We are very proud to announce that our new ex-pat recreation club was inaugurated on 15 June 2010. The club is located in the basement of one of the staff residences in Gargaresh, Tripoli.

The event was attended by most of the junior and senior project staff and we all gathered later on to watch the World Cup football game between Bra-zil and Korea.

The setting up of such a clubhouse was part of the area management’s strategy to develop and en-courage team spirit and a healthy and friendly en-vironment for the CCC employees who are living in difficult and harsh conditions in Libya. I would

therefore like to thank management on behalf of the project staff for their support in making this possible.

Khaled Y. KhatibProject Controls Manager


In the early part of September, the Pres-ident and the under-signed toured India, Chi-na, Australia and Papua New Guinea as we be-lieve CCC’s future lies with our drive eastwards.

Today, China and In-dia have the best growth figures and their compa-nies are competing with their international coun-terparts worldwide. CCC has to form new alliances with the newly-emerging global players.

China has become the manufacturing factory of the world, but we are not taking advantage of this. We plan to improve on our procurement activi-ties from China.

Australia and Papua New Guinea have large gas projects and CCC has captured some of them. We are targeting to grow in these two countries.

Our trip was a success thanks to our clients, partners and, above all, our employees.

Samer KhouryExecutive Vice President-

Operations

Area NewsCCC’s Drive towards the East

India

China


Area News...CCC’s Drive towards the East

(The Feature articles of the next issue of the CCC Bulletin will fo-cus on our Drive to-wards the East as de-scribed above. So, don’t miss all the news on CCC’s plans and projects in this excit-ing and quickly de-veloping part of the world!)

Australia

Papua New Guinea

Corporate Social Responsibility


Contributions to the CSR Initiative

CCC staff are encouraged to come up with ideas and activities related to CCC’s CSR initiatives including Going Green and commu-nity involvement events. Please send your ideas, ini-tiatives and achievements to “CSR-CCC” email address [email protected]

Donations to Pakistan

After the floods that hit the Indus Valley in Pakistan in July and August, CCC Management at MOA, Ar-eas and Projects along with the employees have trans-ferred an appreciable con-tribution to the Internation-al Federation of Red Cross & Red Crescent Societies and for Relief International, two international relief or-ganizations that are active on the ground helping in re-lief activities for the Pakistani victims.

QatarCertificate of Appreciation

Consolidated Contractors/Tayseer were awarded a cer-tificate of appreciation from the RasGas Company in ap-preciation of their support and generosity at the 5th An-nual Charity Gala Dinner 2010 in helping to make a real difference to those in need in Qatar through the RasGas Sunduk Al Kheir Charity Fund.

PalestineGreek Cultural Week

Again this year CCC Palestine was the major sponsor for the Greek Cultural Week event that took place in Jerusalem, Nablus, Ramallah, Bethlehem, Hebron and Birzeit between 4 -13 May, 2010. It was organized by the Consulate General of Greece in Jerusalem and the aim of the event was to promote Hellenic civilization, which included film screening and Greek traditional music concerts. The final performance which was about Greek traditional dances – Alonaki, was held at CCC’s Conven-tion Palace in Bethlehem. Members of our CCC Pales-tine Area were present to support the events.

Greece

Computers to Paleo Faliro Primary School

In continuation of CCC’s support to the welfare of the Greek community, ten PC systems were donated through the MOA CSR Committee to the 10th Elementary Pub-lic School in Paleo Faliro.

CSR News Report



...CSR News Report

KazakhstanCricket Tournament

In early June, the CCC camp administration in Atyrau launched a cricket tournament at the CCC camp with the participation of three companies; CCC, Punj Loyd, and Bureau Veritas. The CCC team won the final game. Project Management congratulated CCC’s cricket team and thanked the organizing team for organizing this event.

Foot Race

During April, the CCC camp administra-tion organized running races of four distanc-es; 100m, 200m, 1km and 4 km. The event was successful and the winners were awarded with medals and trophies.

Tony AwadCorporate Social Responsibility Officer



CCC Build, Heliopolis, Cairo set up a Corporate Social Responsibility committee at the end of February 2010 to initiate and implement CSR at CCC Build (CCCB) fol-lowing the CCC global initiative. Ideas were subsequent-ly gathered from all CCCB staff. 49 ideas were forward-ed. A committee was formed, committed to researching and implementing CSR ideas that are aligned with CCC CSR’s objectives.

MISSION - Undertake Corporate Social Respon-sibility externally outside of CCC Build (Social & En-vironment) and internally within CCC Build Office.

VISION - Generate Cor-porate Social Responsibility ideas, research, obtain ap-proval and deliver these ide-as. Integrate this as part of what we do within and out-side CCC Build, thus mak-ing it a part of our team cor-porate culture.

CCC Build suggested the way to implement CSR ide-as in accordance with CCC Corporate Objectives:

Evaluation and selection of ideas and drawing up a a. plan of action.

Detailed research of projects and ideas and formu-b. lating business proposals by task teams.

Approval by the committee to see if the project will c. work and comply with CCC CSR objectives.

Presentation to CCCB Directors for approval.d.

Approval / rejection or re-look at proposal/plan and e. resubmit.

Project planning and organization.f.

Implementation of project.g.

Project Completion and Coordination.h.

Feedback and onward operation of project where i. necessary.

So what have we achieved so far?

Initiative Nr. 1 - We made a collection box for people re-turning from CCC business trips with spare currency and loose change (we hope to use this money to buy an acre of tropical rain forest in South America for environmental conservation to offset CCC Build Carbon footprint).

Initiative Nr. 2 - We have started recycling all used of-fice paper and drawings. We placed recycling boxes in all the offices and at all the printers. “Resala” a local chari-ty in Cairo collects paper on a regular basis and sells it to a recycling company; Resala in turn uses the money for

their charity works throughout Cairo.

Initiative Nr. 3 - We produced and circulated a CCCB guide on office ergonomics to all CCC Build staff. This is to ensure that staff physical health and wellbeing is main-tained.

Initiative Nr. 4 - We collected old clothes and shoes from all staff at CCC Build for Resala for less privileged people than ourselves.

The CSR Committee, Egypt

CCC Buil Cairo CSR Team

Build CSR Team planting a seed for each staff member`s workstation (Initiative Nr. 6)



Initiative Nr. 5 - We e-mailed and placed posters over each light switch to ask staff to switch off lights, comput-ers and airconditioning units - to save electricity and cost and the environment at the end of each day.

Initiative Nr. 6 - We planted seeds for each staff member in old used yoghurt cartons. Once these plants are mature, we aim to give a plant to each staff member to make their workstation greener.

Thank you to the CCC Build Cairo Committee members, and keep up the good work. The team members include: Mohamed A.Tantawy, Tarek Tantawi, Andy Thomas, David Payne, Moham-med Gad, Tamer Abdel Hamid, Ahmad Kachmar, Ahmed Refai, Senthil Balasubramanian, Sara SON. Othman, Dina Farid, Ve-nees Faied, Douglas Hiscock and thanks and appreciation to Az-zam Fedda, Director CCC Build for his permission to carry out these projects.

Adrian CrowleyCCC Build,

Cairo CSR Committee

...The CSR Committee, Egypt

Build CSR Team planting a seed for each staff member`s workstation (Initiative Nr. 6)



CCC teamed up with the Sudanese Blood Bank to conduct a major blood donation campaign. The event took place at MUP in Khartoum on 1 July, 2010. About 35 li-tres of blood were collected.

A professional nurse from the Sudanese Blood Bank gave useful information to all potential blood donors to raise awareness about the importance of performing such an act.

“We are honoured to help the communi-ty and we would be very excited to join ef-forts with any local Sudanese group in the near future to develop additional corpo-rate social responsibility programmes such as environmental projects and road safety programmes. In this respect, the noble act of donating blood will not only give the gift of life to many, but it will also increase our humanitarian support within our local community” said MUP Project Manager, Zikar Masroua.

CCC expressed pleasure and gratitude towards all blood donors, and is looking forward to holding a blood dona-tion campaign twice a year, as a large number of local and

foreign employees pledged to donate blood on a regular basis.

Farid AzarStructural Engineer

MUP Project-Sudan

CCC Khartoum: Blood Donation Campaign

CCC Oman: Blood Donation Day

A Blood Donation Day was organized on 31 July 2010 at CCC-ASCS main office vil-la in collaboration with the Department of Blood Services, Ministry of Health, Sul-tanate of Oman.

The initiative was taken by Quality Con-trol/Quality Assurance heads of both the organizations. The idea was welcomed by the project management and all staff mem-bers as a good gesture and CCC’s contin-ued contribution towards Corporate So-cial Responsibility.

It started at 8:30 in the morning and con-tinued till the afternoon. The donor was required to fill in a form giving basic data and information about his health and med-ication. Then he/she would go for a hae-moglobin count test. The form and test re-sults were placed before a doctor from the ministry who interviewed the donor to decide if he/she was fit to donate blood. Finally the blood donation proc-ess would start. Refreshments and snacks were arranged for donors.

All in all, it was a well organized and well sequenced op-eration. The sign boards placed outside the office build-ing to guide donors from CCC staff members also caught the attention of the local people and some willingly con-tributed towards the noble cause. The project consultants also participated in the cause.

A total of 72 people volunteered, out of which 65 were accepted to donate blood while the remaining 7 were not considered fit, primarily due to the medication they were taking.

Lauding the success of this CSR campaign, the organiz-ers suggested repeating it every six months.

M. Ayaz MirzaContracts Manager

CCC - ASCS Contract 5B



No one can deny that the problem of poverty is one of the most important global problems that affects all as-pects of life negatively. Limited opportunities and re-sources lead to ignorance and illiteracy, and often cause family breakdown in any society. From this premise came the idea of a work day open to student orphans who have lost one parent and/or supporter. The number of orphan children in Sudan has been estimated by the Ministry of Social Welfare to be 167,000. Sudanese Life Makers

Group and the Sudanese Assembly Tomader organized the event with the support of CCC; Qatari Diar, Qatar Project Management and Khatib & Alami that sponsored the event and helped in planning it. Entertainment of or-phans took place on Friday, 11 June, 2010 in the Hall of Martyrs in the city of Omdurman.

Participants in the celebration were Sudanese officials, the companies previously mentioned and volunteers. In his speech, Musheirab Project Manager, Zikar Masr-

oua stressed the role of CCC in helping the needy and contribut-ing to lighten com-munity problems as a family. In total, 750 in-dividuals attended the ceremony and par-ticipated in various games, songs and pup-pet shows. In addition, 1000 school bags and uniforms were given to participants.

Farid AzarStructural Engineer

MUP Project-Sudan

CCC Khartoum: Open Day for Orphans



C.S.R. / SILATAKThe Al Houara Coastal Resort Project in Tangiers, Mo-

rocco, has taken on eight trainee HSE officers. These are local Moroccans who have come on board under the CSR & SILATAK schemes as the HSE culture is in its prelim-inary stage in the construction industry in Morocco. To date, the trainees are delighted to be part of a new con-cept and develop a career in HSE.

The project has also recruited a local trainee training of-ficer , Nabih El Mahdi, a 2008 English Literature univer-sity graduate. Madhi , who was previously employed as an English teacher at a local school said:

”I am excited to be part of the HSE Team here in Tangiers and to be giv-en the chance to develop my skills and achieve job satisfaction, in this a new era in HSE while it is still in its infan-cy here in Morocco and to know that I will be part of the change that can make a difference to people’s attitudes regarding HSE. We at the project wel-come them too and look forward to a safe and rewarding project.”

What’s HappeningAt present we have four qualified and professional HSE

Officers on site:

E. Lanzi•

R. Dasig•

F. Cancino•

S. Fahed•

Heading the team up is J.Mclnnes.•

Mr. Mclnnes added at present we have six HSE train-ees on site and one training officer and the HSE Depart-ment looks good at the moment. I feel that the C.S.R. / SILATAK programme will benefit everyone involved and it is also an excellent way to bring the HSE culture to Mo-rocco.

StatusIn mid-March we initially took on board six trainee HSE

Officers. A month later we added another seven totaling thirteen. These men are all local Moroccans. They were put on a probationary three- month trial period and be-gan training on site.

At the moment, the Al Houara Project is divided into phases and sectors so the boys were separated and put into hands-on training with experienced CCC HSE per-sonnel. They were given specific training on working at height, manual handling hazard awareness and power tools. They were also given continuous training and work-shop training, through a selective programme and exams .We have now reduced this number to seven. We will con-tinue to train the boys in HSE procedures and activities and we are sure that we have a dedicated and committed trainee team on board.

“As I had heard about safety in con-struction sites and previously worked in communication, I thought this would be a good move for me. I am enjoying the job but in construction the hours are long and my family lives far away. But maybe CCC will get a con-tract nearer to my home and every-thing would be better then. I also enjoy the fact that I am helping people: that makes me feel good.”

‘When I applied for a job in CCC I never knew what HSE was. Now I am glad that I was accepted in the depart-ment as I like learning new things and I like to save other people like me. I hope that I can do this job for a long time.”

“After leaving my last job and did not know what I wanted to do when I was offered the job in safety, I was very happy as I felt that God was giv-ing me a chance to help other people and keep them safe. I don’t know eve-rything about HSE but I am learning every day and I know this job is giving me the opportunity to give something back. I am very happy and enjoy work-ing as part of the team.”

“Before joining CCC I worked in se-curity and emergency so I knew what safety in the work place was about al-though it was not a big thing in Moroc-co. I had never worked in construction before and like the fact that I can com-bine the two. I am learning new things everyday and this keeps me busy. I hope other companies start to develop HSE as it save people’s lives.”

“Previously I was involved in securi-ty in a factory in Tangiers and saw a few accidents there. When I heard that CCC was looking for people in the HSE Department although I wasn’t sure what that was, when I discovered it involved safety, I was very interested as I want to help people and this was a good chance to do that. I like my job and like all the new things I am being taught.”

Al Houara Project: Newsletter Issue No. 1(June 2010)

Corporate Social ResponsibilityText


The first day of CCC football tournament started good humouredly with everybody in the town of Sangredi asking about CCC and their activities. All the local authorities at-tended.

Throughout the seven days of the tourna-ment the stadium was almost full with the very high spirits of the audience. The name of CCC after this tournament became well known and appreciated by everybody in our territory.

The final day was really competitive from both the team and the audience, between the expatriates from CCC and the client. Finally the UNISECO School won by penalty shots 4 to 2.

Ahmad Karzon

Soccer in Sangredi (Equatorial Guinea)

Corporate Social ResponsibilityText


Date:• 26 June 2010

Event:• Forestation in Heraclion (Archalochori City), Crete

Venue:• ABC Sports Camp

CCC’s involvement:• Donation of 500 trees and major sponsorship of the event.

The primary target of CCC zeroed in on the effort to in-culcate in the children the principle of environmen-tal awareness as well as to provide the incentive for “Think Green” activities.

Therefore, the local community camping site in col-laboration with the ABC sports Camp furnished the appropriate setting for CCC to become the highlight of the event during the final day.

The “Think Green, play basketball” T-shirts provid-ed Ahmad Hifnawi with the opportunity to converse with the “curious young children” about the CSR‘s ac-tivities. Mr. Hifnawi explained that though the actual contribution to the local community and to the envi-ronment is not presently lifesaving, however, it brings to the fore the moral obligation to start doing some-thing about it.

Finally, par-ents and chil-dren, as well as the local author i t ies , were thrilled to experience the generous spirit of CSR’s contribution to their Greek c o m m u n i -ty, laying the f o u n d a t i o n for further ac-tivities.

Last but not least, the requirements of an installed irri-gation pipeline system and a written municipality confir-mation for maintaining the trees were successfully met.

Vangelis Magiras and Angelo KhouryCSR Committee, Athens

Forestation in Crete, Greece


Success Story

During his last visit to the Barwa Commercial Avenue Project in Doha, Qatar, Samer Khoury, accompanied by Nazih Abdul Kader, met one of our construction manag-ers, Aref Ayash.

These gentlemen advised Aref to get in shape and lose some weight as both of them were not pleased with what they saw. Aref at that time did not feel good about himself and was somewhat dispirited, but he took those comments se-riously as he believed that they expressed concern for his wellbeing.

Aref Ayash took that ad-vice, welcoming the com-ments positively and pro-ceeded to take immediate measures to control his health and was determined that next time he met with them he would be healthy and fit.

Over a period of 11 months, Aref went from 150kg to 86kg (a loss of 64kg or 43%) and from a waist size of 52 to 34. Aref is now confident, relaxed and even smiles more than before and is proud of what he has achieved.

I am happy to announce this accomplishment because I feel it needs to be shared as it is an amazing achievement.

Since we report the progress being made on our projects, a little reporting on the wellbeing of our employees deserves some attention too.

By the way, Nazih Abdul Kader personally congratulat-ed Aref on his recent visit to the project.

Ghassan KawashProject Director

Barwa Commercial Avenue

Aref Ayash Shapes Up

Aref Ayash ‘before’

Aref Ayash ‘after’


Training & Development

Succession management was brought to the limelight at CCC a few years ago due to many factors influencing the perspective of CCC Management summarized in the fol-lowing:

linking the overall business strategy of the company 1. with its human resources;

realizing that a number of CCC veterans were getting 2. closer to retirement age;

the expansion of CCC and the need for a larger 3. number of managers which could not be supplied in-ternally;

linking career development programmes with succes-4. sion management;

and discouraging top performers from leaving CCC 5. as a result of the presence of a plethora of new com-panies aiming at attracting CCC employees.

Succession management is the process of identifying and monitoring various talent pools within CCC to match its future needs with available talent. It is a continuous annual process and requires an ongoing commitment of senior management, the HR department, sponsors, and CCC employees. This process requires a complete frame-work that combines training at various levels internally and externally, mentoring, coaching, besides furnishing the candidates with the necessary leadership and manage-rial skills. It goes beyond classroom training as it depends on diversifying the experience of candidates and exposing them to challenging circumstances to encourage innova-tion and enhance decision making capabilities. The simi-larity between succession management and career devel-opment is that both refer to a series of steps that an indi-vidual can take to establish and reach career goals and increase his or her produc-tivity in the workplace. They involve as well planning with supervisors and HR an at-tainable career path with-in the company. The differ-ence between them is that succession management aims to gear career develop-ment towards filling specif-ic positions which are iden-tified by senior management as positions critical to CCC’s growth and continuity. This process also includes the identification of competen-cies and expertise needed to acquire these positions.

As for CCC employees, there has been a paradigm shift in their perception of work, as has occurred to oth-er employees globally and in

the Middle East. Due to the ever changing global job mar-ket, nowadays employees give more attention to their ca-reer, professional growth and interests. Moreover, the in-stitutionalization of work at CCC and the induction of new employees have transformed the employees’ relation with CCC. Employee loyalty has become more diversified and divided between: (1) their company; (2) their pro-fessions and their career development; (3) their families; and (4) their personal interests and hobbies. Job satisfac-tion surveys of CCC employees portray the above needs especially for career development and their emphasis on a clear career path.

In response to the above and to formalize succession management at CCC - despite its presence in an infor-mal way - the Career Development Programme for Fu-ture General, Project, Construction and Control Man-agers was launched in 2010. The main features of this programme are:

A systematic approach for the implementation of the 1. programme;

an individualized approach for each candidate;2.

targeted executive leadership programmes;3.

a mix of internal and external development packag-4. es;

matching high performance with succession;5.

matching employee needs with company needs;6.

continuous retention policies; and7.

continuous assessment of the effectiveness of the pro-8. gramme.

Succession Management and Career Development at CCC

Planning & Scheduling Seminar, Qatar November 2009


Training & Development

This programme involves a number of stakeholders who include the sponsor (who is usually a senior person with-in the area of the employee), the HR Department and of course the employee. It involves compiling up-to-date in-formation about the employee, selecting an appropriate development plan and package for development, and HR support in implementing it. Moreover, it requires updat-ing Senior Management on the latest developments re-garding the candidates.

The success of this programme depends on many factors which ought to be present. The most important are:

Integrating the succession 1. programme within CCC and the active involve-ment of all parties;

Engaging the spon-2. sor, the candidate, HR and senior man-agement in this proc-ess and clarifying the roles of each;

Providing a smooth transition for the succes-3. sor to take on the new position and ensuring he/she has the right skills;

Supporting HR in compiling the necessary 4. data on the programme;

Raising the morale of candidates and 5. their motivation without promising diffi-cult to achieve goals;

Early detection of high potential candi-6. dates in order to prepare for their develop-ment at an early stage;

Using technology for facilitating this 7. process; and

Introducing new untraditional learning 8. methods such as action management; taskforce assignments and web-based learning as a way to ensure high quality development.

It is worthy of note that this programme forms a part of CCC’s career development programmes, some of which are ongoing, and others which will be introduced. While this programme focuses on future managers, oth-er programmes focus on developing specif-ic technical skills and disciplines - along with the concerned departments - which are equal-ly important to CCC. An example of career de-velopment programmes is the Planning Engi-neers’ Programme which was launched last year with a framework for developing planning engi-neers. Surveys were carried out to get the employees’ views on their training and development needs in order to match them with CCC’s needs. This effort is being du-

plicated in other disciplines such as cost engineering. In conclusion, career development in general and its com-ponent, succession management are no longer viewed as a complementary task but rather as an important invest-ment in the future with a large number of positive and re-warding outcomes for CCC.

Salma A. Shawa, PhDTraining and Development, HR

...Succession Management and Career Development at CCC

Sports & Leisure


Like any major metropolis, Moscow was too large to fully appreciate in a couple of days but we were

able to visit the major sites before our attempt to bring home any medals. Luckily most of the capital’s best

sights were within a three-mile radius inside the Circle Line of the metro and could be visited

on foot.

We stood in the Red Square where one could undoubtedly recall pictures of the of-ficial military parades demonstrating to the world the might of the Soviet armed forces. The square is also home to Len-in’s tomb: a gleaming granite mausoleum in honour of the Father of the Revolu-tion, the first Premier of the Soviet Un-ion and the founder of Soviet Commu-nism - a system that, like Lenin himself,

is dead but by no means forgotten.

St Basil’s Cathedral was built in the 1550s to commemorate a victory over the Mongols and, according to legend,

Ivan the Terrible was so taken aback by its beauty he had the architect blinded so he could never design

World Corporate Games 2010, Moscow

TO RUSSIA WITH LOVELenin, Marxism, Communism: powerful legen-dary nouns that take ones thoughts automatically to the fascinating country of Russia. Its capital city Moscow was the host of the 2010 World Corporate Games an event in which the CCC Bowling Team proudly participated.

Sports & Leisure


such an architectural feat again. The Resurrection Gate, the Lobnoy Mesto and the State Historical Museum are also housed in the Red Square and were every bit as im-pressive as we had hoped they would be.

The Moscow Metro carries more people in more splen-dor than any other metro in the world: nine million pas-sengers per day. What makes it truly remarkable, how-ever, is the astonishing design and architecture of its stations, or ‘underground palaces’, as they have been de-scribed.

Photographs were taken of every building and every im-pressive site - the male companions (Haddad, Morrison, Yannoulis and Yousef) were truly impressed by the actu-al people and snapped many shots depicting their beau-ty and perfectly sculptured anatomy (for those who have been fortunate enough to visit Moscow, you know exact-ly what I mean).

Our Mission proved extremely successful - playing on foreign ground in an alien environment, having no time to practice and test out the lanes and encountering fiery competetion did not deter us from triumph. We proudly brought home a total of six medals (three gold and three silver). In doing so we not only excelled in the field of sport but also in enhancing awareness of CCC and its presence

simultaneously promoting and encourag-ing fitness and sports in a corporate environment.

Special thanks to the man who made all this possible: Samir Sabbagh. His continuous support and encourage-ment turned this mission into another success story.

Olga Dionysiou Bisbikis

...World Corporate Games 2010, Moscow

MEDALS RECEIVED

Damon Morrison Men’s, Singles GOLD

Youssef Abdelhamid Men’s, Singles SILVER

Olga BisbikisWomen’s Open

SinglesSILVER

Yannis Yannoulis & Olga Bisbikis

Mixed Doubles GOLD

Damon Morrison & Youssef Abdelhamid

Men’s Doubles SILVER

Antoine Nasri HaddadYannis YannoulisDamon Morrison

Youssef Abdelhamid

Team Event GOLD

AWARDS RECEIVED

Championship Divisions Award (Division 1) 54 Points

Sport Championships Award (Tenpin Bowling) 54 Points

Sports & Leisure


Between 15 May and 5 June CCC-Am-man’s soccer team participated in the 2010 Maharat Football Tournament. This was the team’s first official performance and they played along with eleven other teams representing various business sectors in Amman.

The tournament was organized by Ma-harat (the Employment & Training Pro-gramme for Recent Graduates), funded by USAID and managed by the BDC (Busi-ness Development Centre).

Ramez KakishSenior Administrator

The Maharat Football Tournament, Jordan

Cricket comes to KazakhstanIn the midst of the extreme winter weath-

er at -30C and during the heat of the sum-mer at +45C, CCC brought something new to the Atyrau region of Kazakhstan: a cricket tournament.

The four teams playing were the CCC Royals, the CCC Roadies, the Bureau Veritas Rangers and the Punjloyd Tigers. From the CCC management, Ghazi Anou-ti, Fadi Mustafa, Jamal Jafar and his col-leagues, were all instrumental in organiz-ing this event.

The exciting final match was between the CCC Royals and the Punjloyd Tigers: the Royals finally won. All the participants and supporters enjoyed every moment of the tournament and it will be remembered for years to come.

Syed Iqbal QuraishiSenior IT Support Engineer

Back row, from left to right: Hani Nadi, Yazan Jariri, Mohammed Al Hissan, Adel Sabbagh (coach), Ramez Kakish, Mohsen Haddad and Nader Qushair.

Front row, from left to right: Espeero Salman, Shawqi Ayyoub, Yonan Girgis.

Congratulations to the CCC Royals for winning the cup!

Sports & Leisure


CCC Egypt organized its first Ramadan soccer tourna-ment between August 15th and September 1st where 8 teams from different projects and office locations com-peted in a friendly and cheerful atmosphere which ended with the stated results.

After the games, Bassam Daher (Area Manager), Az-zam Fedda (CCC Build Director) and myself presented the trophies and rewards to each player of the 3 finalists in addition to the best scorer and the best goalkeeper.

I believe that this event was a very successful one, so hopefully it will be part of our yearly Ramadan plan with a possibility of building a CCC team to enter Egypt’s Soc-cer Intercompany Championship

Dany ChouaibManager Finance & Administration

CCC Egypt Ramadan 2010 Soccer Tournament

Management with the players

CCC - Ramadan Football Tournament 2010 Schedule

GROUP A: CCC Build A - Cairo Office B - Saudi Embassy Project Site - BB ‘BIM / BARWA”

GROUP B: CCC Build B - Cairo Office A - BIM A - Saudi Embassy Project Office

Group A

Team Score ScoreCCC Build A vs BB 4 0

Cairo Office A vs BB 3 3

SEP - Site vs CCC Build A 3 3

Cairo Office B vs CCC Build A 3 3

SEP - Site vs BB 3 1

SEP - Site vs Cairo Office B 3 2

Group B

Cairo Office B vs Cairo Office A 0 2

BIM A vs SEP - Office 0 5

CCC Build B vs SEP - Office 0 6

Cairo Office A vs SEP - Office 1 1

BIM A vs CCC Build B 1 1

Cairo Office A vs BIM A 12 0

Semi Final

SEP - Site vs SEP - Office 5 2

Cairo Office A vs CCC Build A 4 (4) PK 4 (3) PK

3rd & 4th SEP - Office vs CCC Build A 9 3

Final Cairo Office A vs SEP - Site 6 9

Champion Saudi Embassy Project - Site

2nd Place Cairo Office A

3rd Place Saudi Embassy Project - Office

4th Place CCC Build A

Milestones

Engagements & Marriages


Births

Vijesh Vijayan (Habshan 5 Project, UAE) is very glad to

announce his marriage to Deepika. The wedding ceremony was

held on 16 May 2010 in his home town in Kerala, India.

CCC Amman congratulates the following happy couples who got married recently:

Hana Imseeha & Mariam Ibrahim on 18 April

•

Ismail Barhan & Nancy Swede on 20 May

•

Zuhair Habash & Mays Al-Bandak on 8 July

•

Marwan Al Assad (GTL Project, Qatar) and his wife Adal Al Mamlouk are extremely pleased to announce the birth of their baby girl Celine on 17 July 2010 in Sidon, Lebanon.

Tamer Estilyanides (Pearl GTL Project, Qatar) and Kathy Al-Farraj are happy to announce their wedding which took place on 24 July 2010 in Amman, Jordan.

Aslam Valiyakath (Pearl GTL Project, Qatar) has

pleasure in announcing his marriage to Jaseena on 3 July

2010 in Thrissur Kerala, India.

Khaled Ramez Assaf (RUFW Project, Saudi Arabia) and his

wife Shadia along with their sons Kareem and Hadi would like to

share their joy and happiness with you by announcing the birth of

Karen, their first baby girl and sister on 11 August 2010.

A new baby girl called Mira was born in Amman on 16 September 2010. Her daddy is Bashar Al-Hasan (Muscat, Oman) and he and his wife Lina are very happy to announce this news to their colleagues.

Reflections

Bulletin Issue 95 / September 2010

Encouragement Empowers Us

37

We all need

sometimes we

perately. Enc

the oxygen of

is an honest

from the hea

positive initia

some trait o

formance tha

serves comm

tion.

By enco

ing others w

them gain c

to prevail ove

ing obstacles;

ize their fears

themselves; to

to take risks

and make a

difference.

The effec-

tiveness of

our people

increases dramatically in proportion to the amount of

encouragement they receive.

The heart of encouragement is to care, to initiate and

to communicate peoples’ value, so that our people feel

valuable, motivated, stimulated, more appreciated and

more loved. The benefits of encouragement are plenty.

The model shows just a few of those benefits.

Effective managers practice encouragement by using

their leadership and empathy to make their people think

they are better than they are; they make their people

believe in themselves and get more out of themselves.

And once our people learn how good they really are,

they never settle for anything but the best.

Encouragement starts with the way we see our people,

and this determines the way we treat them. And the way

we treat our people determines what they will become.

With an encouraging word or initiative, like praise and

recognition, our energy level surges, our confidence ris-

es, our level of perseverance, involvement and loyalty in-

creases.

s the poten-

an encour-

atter where

nd no mat-

are your cir-

ces, you

always en-

ge others.

r people

o feel im-

nt, praise

your peo-

e to be un-

d, listen to

our people

cceed, help

your people

ir role mod-

ourself as a

role model;

your people

like to be

loved, love

them.

Encouragement has a ripple effect, like a stone

dropped into a pool of water. We do not only stimulate

those whom we encourage, rather we create for them an

environment and atmosphere in which it becomes easier

for them to contribute and succeed.

Everybody needs somebody to help and encourage

them. Once we encourage, care and initiate, we influ-

ence our people who will reciprocate their encourage-

ment accordingly. And those whom we encourage will

never forget us.

Dr. Riad Elhaj

Encouragement Empod

e

co

f

a

at

r

a

m

o

we

c

e

s

o

s

has

me

ma

an

at a

tan

a

rag

our

e to

tan

m;

ike

ood

yo

suc

n; y

hei

yo

r

y

l

l

them

Encouragement Empd encouragement and

e even need it des-

ouragement is

f the soul; it

statement

art or a

tive for

r per-

at de-

enda-

ourag-

e help

courage

er daunt-

to neutral-

s; to energize

o do things right;

s

Every one of us h

tial to becom

ager. No m

you are,

ter wha

cumst

can

cour

Yo

like

port

them

ple li

dersto

them;

like to s

them to win

like you to be th

el, develop

The BULLETIN is a publication issued at CCCin Athens by volunteer staff.

All opinions stated herein are the contributors’ own. Submissions (announcements, stories, artwork, etc.) are

welcome.

CCC BULLETIN

P.O. Box 61092

Maroussi 151 10

Fax (30-210) 618-2199 or [email protected]

see The BULLETIN on line at

www.ccc.gr - News - Quarterly Bulletin

EDITORS

Samer KhouryZuhair HaddadNafez HusseiniDamon Morrison

PUBLIC RELATIONS

Samir Sabbagh

PRODUCTION

Jeannette ArduinoNick GoulasGeorgia GianniasAlex Khoury

ContentsFROM THE DESK OF...................................Samer Khoury

EDITOR VIEW - Nafez Husseini….................................…1

RECENT AWARDS........................................................……2

QUALITY MANAGEMENT- Control of Non-Conforming Product

Mounir Soufyan…..........…5

FEATURE- Borouge2 - EU2 Project

1. Introduction - Salim Khamis…..................…82. ATLAS - Aref Boualwan …......................…10

AREA NEWS- Egypt: Industrial Modernization Centre

Amr El-Sersy….................…12- Egypt: Electro-mechanical Department, Cairo

Ghanim Humaidi…......…13- Jordan: New Aqaba Port - Ghassan Danaan….......…14- Turkmenistan: Turkmen Construction 2010

Hani Elsafadi.............…15- Lebanon: Saidi Beach Cleanup - Firas Hijazi….....…16- Libya: Act of Bravery - Yousef Titi….......................…17- Libya: Tripoli towers Recreation Club

Khaled Y. Khatib….......…17- CCC’s Drive towards the East - Samer Khoury….......…18

CORPORATE SOCIAL RESPONSIBILITY- CSR News Report - Tony Awad…...............................…20- Egypt: CSR Committee - Adrian Crowley…..................22- Oman: Blood Donation - M. Ayaz Mirz…......................24- Sudan: Blood Donation - Farid Azar…..........................24- Sudan: Open Day for Orphans - Farid Azar…..............25- Morocco Newsletter - Al Houara Team…......................26- Equatorial Guinea: Soccer in Sangredi

Ahmad Karzon….........27- Greece: Crete Forestation

Vangelis Magiras/Angelo Khoury…..................28

SUCCESS STORY- Aref Ayash Shapes Up - Ghassan Kawash…..............…29

TRAINING & DEVELOPMENT- Succession Management & Career Development at CCC

Salma A. Shawa….........30

SPORTS & LEISURE- World Corporate Games 2010 - Olga Bisbikis…..............32- Maharat Football Tournament, Jordan

Ramez Kakish…....................34- Cricket Tournament in Kazakhstan

Syed Iqbal Quraishi…............34- Football Tournament in Egypt

Dany Chouaib…....................35

MILESTONES........................................................……36

REFLECTIONS- Encouragement Empowers Us - Riad Elhaj…..............37

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