bulletin - consolidated contractors company · nafez husseini dear bulletin readers, ... pipeline...

Issue No. 97April 2011

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

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

Contents

The CCC ExcellenceAwards go to …

Cover design credit goes to Nisrin Issa

FROM THE DESK OF....................................Samer Khoury

EDITORS VIEW.................................................................…1

ANNOUNCEMENT.........................................................…1

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

QUALITY MANAGEMENT- Corrective and Preventive Action - Mounir Soufyan….…4

FEATURE: In Search of Excellence Awards- Introduction - Henry Tadros............................................7- New Port at Duqm Awards

Muhammad Suleiman El Dawood...........8- Four Awards at PNUW - Eyad Batarseh...........................9- Waste Minimization at RLPEP - Bassel Kanj.................10- Saving Energy at RLPEP - Imad Khaled........................12- Balanced Scorecard in Kazakhstan - Douglas J. Miller...12- Winning the Employee Satisfaction Award

Prakash S. Jaya........14- SPIN Project & Productivity

SPIN Project Management........15- Satisfaction & Risk at Seeb - Mazen Aker........................16- KM Celebration Brunch - David Moloney......................18- Kazakhstan: Safety - Yousef Khalil................................19- Risk & KM at Muscat Intl. Airport - Issam Dawani.........20- Work Satisfaction at Barwa Project - Tarek Al Shurafa...21- HSE & Balanced Scorecard at MAT - Jihad Nakhleh....22- Borouge-Three Prizes - Salim Khamis............................23- A Future Award: Client Satisfaction - Yousef Khalil.....24

KNOWLEDGE MANAGEMENT- A Strategic Tool for CCC - Stephan Mansour.................25

AREA NEWS- Qatar: Visit to Ras Laffan Port - Imad Khaled...............28- Syria: Two Trips - Salma Shawa/ Shawkat Fakih..........29- Bahrain: Project Management Institute Conference

Yousef Hajeir.....30- Lebanon: Green Building Training Programme

News Highlights, AUB............31- Greece: “Everlasting” by Mariam Elgabry.......................32- Saudi Arabia: Princess Noura University for Women...33

CORPORATE SOCIAL RESPONSIBILITY- CSR News - Tony Awad.................................................34

MILESTONES- Announcements..............................................................36

1Bulletin Issue 97 / April 2011

Editor’s View

Announcement

Text

CCC will be celebrating its official 60th anniversary in 2012. In 2002, we designed this attractive logo for the 50th anniversary.

This time around, we wish to open the opportunity to all our employees to inspire us with their ideas and sug-gestions for a new logo. The designs chosen will win these valuable prizes:

1• st Prize: a state-of-the-art digital video camera.

2• nd Prize: a light computer notebook or PAD.

3• rd Prize: a state-of-the-art digital camera.

Please send your design along with a short description of your theme to [email protected] no later than 1 July, 2011. (A maximum of two entries per person will be accepted.)

We look forward to receiving these.

Nafez Husseini

Dear Bulletin Readers,

According to Engineering News Record magazine

CCC was ranked 19th (International Contractors) and

2nd in the Middle East (Revenue by Region) for 2010.

Such distinguished standings are the fruits of internal

quality and excellence efforts and this Bulletin issue

is geared at honoring the achievers from the project

teams.

Within CCC, this is to become the equivalent of the

OSCARs.

Hearty congratulations to all our winners

Nafez Husseini

2 Bulletin Issue 97 / April 2011

Recent Awards

CCC/Teyseer Joint Venture was awarded in early Jan-uary 2011 three new contracts at the New Doha Interna-tional Airport. These contracts are for the following:

CP 93 Main Fire Station, Satellite Fire Station & 1. Airport Surveillance Radar Building - Package A

CP 94 Administration Building Blocks A & B, Medi-2. cal Center & Employee Village - Package C

CP 96 General Aviation Hangar, General Aviation 3. Terminal & Solid Waste Handling Facility - Pack-age D.

The scope involves the construction of miscellaneous buildings and external works including utilities, land-scaping, road works and car park shade structures. The total buildings covered area is around 25,000 m2. The du-ration is between 11 and 15 months.

The employer is the Government of the State of Qatar represented by New Doha International Airport Steering Committee. The employer’s engineer is Overseas Bech-tel Incorporated (OBI).

Following the award of the Presidential Palace Main Package last August, CCC was awarded another major package covering the following buildings:

Presidential Wings (PMPW); 32,024 m4. 2

Vice Presidential Wing (PMVW); 24,724 m5. 2

Crown Presidential wing (PMCW); 24,677 m6. 2

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 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 contract was awarded in February 2011 and the du-ration is 24 months.

Construction of 15 km four-lane dual carriageway with shoulders to replace the existing two-lane road.

The scope also includes 40 km surfaced collector-dis-tributor roads, 15 km of cycle track, bridge works and ancillary works, including three grade separated junc-tions and associated structures, drainage works, duct in-frastructure for future intelligent transportation system and street lighting.

The client is the Main Roads Projects Steering Com-mittee of the Public Works Authority - Ashghal.

KBR are the programme management consultants (PMC) and will be acting of behalf of Ashghal in the management of the contract.

The award was made in January 2011. However, the contract start date will be April 4, 2011 and the duration is 30 months.

The scope of work involves the construction of a new 8.7 km roadway that will consist of a six to eight lane car-riageway (three to four lanes in each direction separat-ed by a divided median) with shoulders, ramps and serv-ice roads at interchanges. The scope also includes the construction of two interchanges/underpasses, drainage works, duct infrastructure for future intelligent transpor-tation system and street lighting.

The client is the Main Roads Projects Steering Com-mittee of the Public Works Authority - Ashghal.

KBR are the programme management consultants (PMC) and will be acting of behalf of Ashghal in the management of the contract.

The award was made in January 2011. However, the contract start date will be April 4, 2011 and the duration is 24 months.

Doha Expressway F-Ring Road Package 12

Qatar

New Doha International Airport, Miscellaneous Buildings

Qatar

Presidential Palace Project Wings Package, Abu Dhabi

United Arab Emirates

Dukhan Highway Project, Central Contract

Qatar


Recent Awards

The contract includes the construction of the pile caps / ground beams for the Midfield Terminal Building (MTB) with a total built up area of 630,000 m2 including the as-sociated reinforcement, formwork, waterproofing, exca-vation, backfilling and protection measures.

The major components of the works are:

Concrete 146,000 m1. 3

Formwork 75,000 m2. 2

Reinforcement 19,620 tons3.

Excavation 40,000 m4. 3

Backfilling 94,000 m5. 3

Waterproofing 126,200 m6. 2

The client is the Supervision Committee for the expan-sion of Abu Dhabi International Airport (SCADIA) and the project management Parsons International Limited.

The project was awarded in February 2011 and the con-struction duration is 12 months.

Engineering, procurement, construction, pre-commis-sioning and support during commissioning for the fol-lowing:

3400 m 12” P/L1.

Two meter/filter skid2.

Two Tie Ins3.

4000 m FOC cables4.

DCS Upgrade5.

Other related civil and E & I works.6.

The client is Arabian Power Company (APC/ITM) and the job was awarded in February 2011; the duration is twelve months.

Midfield Terminal Building, Pile Caps and Associated Works, Abu Dhabi


Pipeline from Takreer Petrochemical Plant to Umm Al Nar Power and Desalination Plant, Abu Dhabi



Quality ManagementCorrective and Preventive Action

Introduction

Corrective Action as defined in ISO-9000 standard is the action to eliminate the cause of detected noncon-formity or other undesirable situation. It is a set of activ-ities that traces the symptoms of a problem to its cause, and producing solutions for preventing the recurrence of the problem. Corrective action provides a feedback loop based on PDCA “PLAN-DO-CHECK-ACT” cycle in the control process. PDCA cycle “Deming Wheel” is illustrat-ed in Chart 01.

For the purpose of this article we need to distinguish between correction and corrective action. While cor-rective action is designed to eliminate the cause of non-conformity, correction is the action taken to correct a specific nonconformity.

When actual problems do not exist but there is a possi-bility of failure, the action of preventing the occurrence of a nonconformance, or any problem for that matter, is a Preventive Action. In this order we have the following distinguished activities:

Remedial action by correcting a specific nonconform-•ance.

Corrective action by eliminating the cause of detected •nonconformity and

Preventive action by eliminating the cause of potential •nonconformity.

Chart 02 represents a relationship between correction, corrective action and preventive action.

Corrective and Preventive Action procedure for CCC is covered by QMP-GEN-017. Project Management and CS & QMD share the responsibilities related to this func-tion.

Project Responsibilities

The following activities represent the project responsi-bilities in relation to Corrective / Preventive Action re-quirements:

Analyze customer complaints and advise Project Man-•ager on corrective / preventive action.

Analyze the effectiveness of corrective / preventive ac-•tion.

Maintain a corrective / preventive action log with close-•out status.

Carry out trend analysis of nonconformities.•

Analyze cost of non-quality, based on NCR “noncon-•formance reports” trend analysis.

Update procedures, method statements, etc. to reflect •improvement resulting from corrective / preventive ac-tion.

Collect data in the form of monthly report and send to •CS & QMD.

Construction Support & Quality Management Department

The following activities represent CS & QMD respon-sibilities in relation to Corrective / Preventive Action re-quirements:

Maintain a corrective / preventive action log and re-•view the status of corrective / preventive actions on regular basis.

Compile a list of subjects related to quality manage-•ment for presentation and discussion at the periodic management review meetings for corporate wide ap-plication.

Analyze the data and respond according to one or •more of the following categories:

A major area of concern is indicated.*

A trend is indicated suggesting the need to change a * system or a procedure.

A spot audit (either technical or quality system re-* lated).

Analyze corrective / preventive actions that may * benefit other projects or future projects.

Use the experience to improve the quality manage-* ment system.

Report to Senior Management the findings espe-* cially the areas of concern.

Chart 01


Quality Management...Corrective and Preventive Action

Corrective Action

Corrective Action pro-vides a feedback loop in the control cycle: while inspection detects non-conformities, and non-conformance control rectifies nonconform-ing items, Corrective Action prevents the nonconformance from recurring. Therefore, in order to implement Corrective Action pro-cedure a trend in rela-tion to a specific prob-lem should exist.

Analysis of noncon-formance or any un-desirable condition has to be carried out in order to identify ar-eas where corrective action can be imple-mented. In selection of problems for fur-ther analysis, the mag-nitude of the problem and the risk factor has to be considered in relation to lost time, cost and effect on oth-er items in the construc-tion or installation cycle.

Chart 3 represents an example of classifica-tion of nonconform-ance (see next page).

In the example it is clear that, the Nonconforming Prod-uct carries the maximum weight (44 %). Therefore, in terms of priority, the following items should be selected for further analysis:

Nonconforming Product 44 (%)•

Damage to Finished Product 22 (%)•

Nonconformance to Specification 14 (%)•

Nonconformance to Drawings 09 (%)•

ITP not followed 05 (%)•

This is a general approach, however, in some cases items with less weight (%) may have a negative effect on instal-lation of other items, creating a chain of negative effects. These items have to be considered and solved with imme-diate corrective action.

The ISO View

Top Management Responsibilities

Top Management should ensure that corrective action is used as a tool for improvement. Corrective Action plan-ning should include evaluation of the significance of prob-lems, and should be in terms of the potential impact on such aspect as operating costs, costs of nonconformity, product performance, dependability, safety and satisfac-tion of customers and other interested parties.

Involvement of People

People from appropriate disciplines should participate in the corrective action process. In evaluating the need for actions to ensure that nonconformities do not recur, the organization should consider providing appropriate train-ing for people assigned to corrective action projects.

Also, the effectiveness and efficiency process should be emphasized when actions are taken, and the action should be monitored to ensure that desired goals are met. Cor-

Chart 02


Quality Management...Corrective and Preventive Action

rective actions should be considered for inclusion in man-agement review process.

Source of Information

In pursuing corrective action, the organization should identify sources of information, and collect information to define the necessary corrective actions. The defined corrective actions should be focused on eliminating caus-es of nonconformities in order to avoid recurrence. Ex-amples of sources of information for corrective action consideration include:

Customers’ complaints.•

Nonconformity reports.•

Outputs from management review.•

Output from data analysis.•

Outputs from dissatisfaction reports.•

Relevant quality management system records.•

The people of the organization.•

Process measurement.•

Results of self-assessment.•

Determine the Cause

There are many ways to determine the cause of noncon-formity, including analysis by an individual or the assign-ment of a corrective-action project team. The organiza-tion should balance the investment in the corrective action against the impact of the problem being considered.

The organization should incorporate root-cause-analysis, as appropriate, into the corrective action process. Root-cause analysis results should be verified for accuracy prior to defining and initiating corrective action.

Mounir Soufyan

Chart 03


FeatureTextThe CCC In Search of Excellence Awards - Introduction

At CCC we have established a number of systems to measure our individual and project performance. In this context, each project is set a number of goals and targets to achieve throughout the project lifecycle. One of CCC’s top targets is to deliver superb products and services of the highest standards, in terms of safety, quality and spec-ifications, expected by all our clients throughout our are-as of operation. To emphasize and promote this mission, the management has created the “IN SEARCH OF EX-CELLENCE (PROJECT AWARDS)”.

“There are many engineering and construction firms worldwide, but we, at CCC, pride ourselves that we are the best and second to none. We have to work hard to maintain these standards and stay at the top.”

That was Samer Khoury’s message to establish a set of 10 targets for CCC projects, which constituted the ba-sis for a rewarding competition among all projects. The objective was to recognize and financially reward those projects with the best performance and to encourage all projects to excel in their operations. The decision was to concentrate on the pre-established CCC targets as shown in the table.

Financial rewards ranging between US $60,000 and US $100,000 to the top three projects that managed to ex-cel and prove that they have achieved their targets were granted. As with every endeavour, the targets set were difficult to achieve yet they were realistic and in line with the market conditions.

The targets were led by different senior CCC staff knowledgeable and involved in the establishment and monitoring of these measures. Throughout 2010 the projects were monitored for each measure, then short-listed to determine the winners.

In the following pages you will find articles from the winning projects on how they managed to achieve their targets successfully.

We wish the winning projects further success, and for the ones which didn’t win this time, we encourage them to ex-ert extra efforts to become among the winning projects.

Henri TadrosVP Construction Support & Quality Management

IN SEARCH OF EXCELLENCE AWARDSHSE Excellence Award

1st Prize QG III Onshore 3 & 4 (QCS) - Qatar2nd Prize The Pearl Team - Qatar3rd Prize Midfield Access Tunnel (NDIA) - Qatar

QA/QC Award1st Prize Borouge EPC Works for Ethylene Cracker 2 (EU2) - UAE 2nd Prize QCS - Qatar

3rd PrizeAwarded to two projects, Al-Khafji Field Development - KSA and The Pearl Team - Qatar with almost equal performance.Productivity Improvement Award

1st Prize New Port Complex at Duqum - Oman2nd Prize Sohar Port Interchange - Oman

3rd PrizeAwarded to two projects: Building EPC works forNCP - KSA and Princess Noura Bint Abdulrahman University - KSASchedule Award

1st Prize New Port Complex at Duqum - Oman2nd Prize Building EPC works for NCP - KSA

3rd Prize Awarded to two projects: QCS - Qatar andBorouge EPC Works for Ethylene Cracker 2 (EU2) - UAE Balanced Scorecard Perfection Award

1st Prize Borouge EPC Works for Ethylene Cracker 2 (EU2) - UAE 2nd Prize Midfield Access Tunnel (NDIA) - Qatar3rd Prize Sulphur Area, Slug Catcher & Flare - Kazakhstan

Project Recycling Award1st Prize Ras Laffan Port Expansion - Qatar2nd Prize Princess Noura Bint Abdulrahman University - KSA

CO2 Reduction Award1st Prize Princess Noura Bint Abdulrahman University - KSA2nd Prize Ras Laffan Port Expansion - Qatar

Knowledge Management (KM) Award1st Prize Princess Noura Bint Abdulrahman University - KSA2nd Prize New Port Complex at Duqum - Oman

3rd Prize Awarded to two projects: The Pearl Team - Qatar andMuscat International Airport (MC1) - OmanRisk Process Award

1st Prize Muscat International Airport - Oman 2nd Prize The Pearl Team - Qatar

3rd Prize A’Seeb Sewage Collection & Conveyance System - OmanEmployee Satisfaction Award

1st Prize Rasgas Onshore / Onplot Expansion - Qatar

2nd Prize A’Seeb Sewage Collection & Conveyance System - Oman

3rd Prize Barwa Commercial Avenue - Qatar


FeatureTextNew Port at Duqm Awards

The team at NPDD Project in Duqm, Oman is proud of achiev-ing the following “In Search of Excellence Awards”:

1st Prize for Project Schedule

1st Prize for productivity im-provement

2nd Prize for Contributing to Knowledge Management (KM).

We believe that the above achievements and other high scores in other award items such as a 28, or 29/30 on the Balanced Scorecard award, were made possible by the following at-tributes:

Teamwork and effective 1. communication both inter-nally within CCC, and ex-ternally with Partners, Engi-neer, and Client.

Timely and successful mobilisation despite project re-2. moteness and mobilisation taking place immediately after the devastating Gonu Cyclone.

Practice of Value Engineering to produce innovative 3. method statements for best constructability and ef-fective execution of the work.

Comprehensive understanding of scope and contrac-4. tual obligations followed by thorough and accurate planning and progress monitoring.

Risk management and follow up on risks including 5. opportunities to reach the best outcome.

Investment in new construction ideas and technol-6. ogies. This was demonstrated by the management’s timely decision to procure costly GPS Systems, Multi beams, Posibloc devices, additional barges and cranes to overcome unforeseen (at the tender stage) diffi-

culties such as very poor visibility, inclement weath-er, etc.. This investment was teamed with investing in, recruiting and training quality personnel to use these advanced tools.

Investing in young engineers through programmed 7. training seminars, and work rotation. In Duqm, fresh graduate engineers were the spearhead for executing the job.

Considering the welfare of and treating all of the staff 8. and workforce as human beings with as much fairness as possible.

Safe working site.9.

Quality - do it right the first time.10.

Muhammad Suleiman El DawoodProject Manager, Controls


FeatureTextFour Awards at PNUW

The Princess Nourah Bint Abdel Rahman University for Women Project, Saudi Arabia, was honoured to receive four of CCC’s “In search of Excellence Awards” in the knowledge management, CO2 reduction, project recy-cling, and productivity improvement categories. Our ap-proach to excel in each of the above categories was:

Knowledge Management (KM) Award

For several of our project staff, interest in knowledge management was initiated by a session presented to us by CCC’s KM corporate team. We understood the main objective of KM which is to enhance sharing knowledge about our successful practices in addition to sharing im-portant lessons learned from the project. Our project staff contributed by publishing articles, comments, and other useful contributions which can all be found on Fanous.

CO2 Reduction Award

Efforts in this category were focused on two main tasks which are: A) To implement sustainable initiatives that would actually reduce our project carbon footprint such as efficient construction waste management, waste water treatment and reuse, using solar power for domestic wa-ter heating and so on, and B) CO2 accounting and report-ing for our project activities and CO2 reduction account-ing and reporting due to our sustainable initiatives based on the Green House Gas Protocol.

Project Recycling Award

Our approach in project recycling was to identify and implement recycling whenever possible in all the project waste streams including municipal waste from the camp, office waste, vehicle maintenance waste from PMV, and construction and demolition waste from the site. Recy-cling of some of the waste streams was more profitable than other streams but in all cases our sustainable waste management efforts were economically feasible.

Productivity Improvement Award

Throughout the project’s duration, tasks were executed in line with project norms where budget is allocated for specific activities. Our approach to complete the work as per budget was the close co-ordination between the con-trol group (Cost Department) and workers and super-visors on a regular basis in addition to improvements in the efficiency of the construction teams throughout the project.

Eyad Batarseh, Ph.D., LEED APEnvironmental Manager, Lead CSR Coordinator


FeatureWaste Minimization and Recycling Programme at RLPEP

The Ras Laffan Port Expansion Project won 1st Prize for Project Recycling. This is how they did it:

As part of CCC’s policy statement and our commit-ment to enhance the environmental management system for continual improvement and better performance, RLP management with HSE- Environmental Department put in place a waste minimization and recycling programme and set objectives and targets to achieve this programme. The main objective is to minimize the negative environ-mental impacts and reduce operating costs while conserv-ing the resources. Main target is to reduce the use of nat-ural resources and eliminate waste.

Waste generation, recycling and disposal programme is implemented through the following environmental aware-ness activities and control measures:

Reduction of waste generation through inducing •awareness programme and recycling initiatives across the site (signboards, posters, stickers, toolbox talks and training sessions).

Skips for segregating and recycling wastes have been •established at each location of site work activity.

All recyclables are initially segregated at source and •then taken to waste reception/ segregation area for fur-ther segregation and sorting where the recyclables are weighted, recorded and then transported by recyclers.

The following materials are currently recyclable at RLPEP and have stable markets in Qatar:

Paper and cardboard for paper recycler.1.

Plastics bags and hard PE plastic for plastic recycler.2.

Used oil for product or fuel blending.3.

Scrap metal for metal recycler.4.

PVC Scrap, cable drums, cable cuts and Aluminium.5.

Managing for Improving Resource Conservation at RLPEP

Paper Conservation Programme at RLPEP

Reduce, Reuse, Recycle.i.

Initiatives to Reduce Paper Consumption.ii.

Training on Paper Recycling Programme.iii.

Information Campaign.iv.

Segregation at Source.v.

Paper and plastic recycling programmes have run effec-tively since July 2009. The company is one of the biggest active participants in Ras Laffan Industrial City for recy-cling of waste papers and plastic materials collecting the recyclables from RLP project and other CCC Projects and offices in RLIC and Doha, Qatar.

The Recycling Team


Feature...Waste Minimization and Recycling Programme at RLPEP

From July 2009 till December 2010, it marked an im-portant milestone in our RLPEP Waste Paper and Plas-tic Recycling Programme Initiative. Our records showed a total of 172.6 tons of waste paper and cardboard had been delivered to Al-Suwaidi Paper Facility in Doha for recycling purpose and about 162.6 tons of plastic wastes had also been delivered to Petro Plastic Facility in Doha for recycling purpose.

Other resource conservation and waste minimizing pro-grammes at RLPEP

Minimize construction wastes disposal, reuse and im-•prove recycling of waste material by following on site specific reuse methods and waste reduction tech-niques.

Create awareness by sharing information on construc-•tion waste composition, total quantities and cost of waste disposal.

Improve the recycling methods for all construction •wastes.

Establish a programme for monitoring performance.•

Waste Management and Record Keeping

At the end of each week, copies of all correctly complet-ed Waste Transfer Notes will be provided to the Environ-mental Department. The Environmental Department will then summarize the Waste Transfer Notes into a Waste Consignment Master List, which is submitted on a month-ly basis to RLC and QP Environmental Departments.

Bassel KanjHSE Manager

The CO2 Reduction Team


FeatureRas Laffan Port Expansion Project 2nd Prize for CO2 Reduction

The Balanced Scorecard Third Prize Winners

Emissions and greenhouse gases are becoming a major concern throughout the world. At Ras Laffan Port Ex-pansion the management recognized such environmental concern and strived to reduce Plant and Machinery CO2 Emissions, by following a number of simple guidelines;

Follow and implement Manufacturer Technical Specs 1. and Technical bulletins.

Conduct Educational campaigns to raise energy ef-2. ficiency awareness and distribute material and pub-lications.

Drive Sensibly - Aggressive driving wastes diesel. Cal-3. ibrate IVMS on the fleet to control vehicle efficien-cy, idling time, etc…

Proposed a methodology to measure, monitor and 4. verify accomplishment to the Preventive Mainte-

nance Standard.

Calibrate and adjust fuel injection systems to the 5. maximum efficiency level.

Clean air and fuel filters on periodic basis to improve 6. the flow of air and fuel to the combustion chamber, therefore improving fuel efficiency.

Establish a Tracking System to replace older Ma-7. chines with New Generation of equipment with bet-ter performance and less CO2 emissions.

Imad KhaledProject Director

SEE THE CARBON EMISSION REPORTS ON FACING PAGE

The reasons that Kazakhstan has achieved the level of excellence are varied. Let me attempt to explain.

Many projects are driven by our clients and we many times Play Along as TOURISTS to please the client. This approach is self limiting. When a group of dedicated peo-ple work together to achieve a common goal without re-straint and without attempting to reach imposed goals they become PLAYERS. To encourage your team to play well you need to set achievable goals, for instance. To as-sume that our project is working under the same condi-tions as a project in Kuwait is ludicrous for many reasons such as the availability of materials, the availability of the best company ex pats, the extreme crippling cold weather conditions, the lack of world class shopping malls, the lack of CCC families (to name but a few). This creates a set of circumstances that at first sight seem daunting.

Many of our ex pats felt the extreme culture shock when they landed in Atyrau, especially those who came from the Middle East and the Southern Indian sub continent. IT WAS SOOOO COLD. In true CCC style we settled down and realized that if we were to make a success of our project we had to work together as never before. We learned a lot from the local people on how to adapt and set our goals to match our task.

We knew early on that the weather would hamper our progress and we knew that if we did not order and source our materials early and in ways we never had to do in the Gulf we would not succeed. We knew that we had to re-think our HSE policy to reflect our conditions. In short we became extremely FOCUSED and localized in our outlook. We set our goals in line with our conditions; of course we had our setbacks and learned our lessons which forged us into a professional TEAM who are always on the lookout for more ways to improve.

So where do we stand? We stand on our core values that have served our company from its inception. Family val-ues, the belief that our greatest asset is our people, that

there is no substitute for training, the knowledge that as a CCC employee we are part of a worldwide organiza-tion that has the ability to overcome all conditions to en-sure that we are the leaders in our field. How could we fail when we knew that help is only a phone call away and that we have the full support of our family behind us?

Earlier in this report I made a comment about not being able to attract the best company ex pats. Time has proved that we in fact have developed the best company ex pat. TEAM that is determined to top the league. Finally we will list some of the ways that we forged our programme:

We hold a daily management walkthrough.•

We have initiated a monthly safety quiz with good •prizes.

Our office staff continue with their weekly safety walk.•

We have planned an office only training schedule.•

Douglas J. MillerHSE Officer


Feature...The Balanced Scorecard Third Prize Winners


FeatureTextWinning the Employee Satisfaction Award 1st Prize

In the Rasgas Onshore/Onplot Expansion Project, Qatar, the gen-eral attitude of the project manage-ment and project administration was proactive rather than reactive in welfare activities. Starting from the very early stage of mobiliza-tion of the project, welfare and so-cial services to staff and employees were given prime attention and fol-lowed the open door policy in the project by all.

Staff living quarters at the camp are separately constructed and am-ple living space allowed in rooms and between barracks. Rooms and furnishings were selected to pro-vide maximum comfort and always kept the rooms, corridors and toilet facilities clean and tidy which keep the occupants relaxed.

More open areas with greenery and facilities for small groupings were organized for relaxing and socializing during leisure time. Communications facilities and high speed wireless internet connections covered the recreation/leisure area in addition to the dedicated cafes.

In addition to mosques, praying facilities for all faiths •were available in the camp.

Regular recreational activities, like in-house stage pro-•grammes, cricket, football, volleyball and basket ball tournaments were conducted with active participation of voluntary group from the staff.

Also did indoor games like cards, backgammon, bil-•liards, table tennis and baby foot matches.

Picnic trips to nearby beaches and desert safaris for •small groups during holidays were regular.

Transportation to the nearby town for shopping was •available almost every day.

Create homely atmosphere to suit the occasion and cel-ebrate festivals like:

Eid Al Fitr and Eid Al Adha.•

Onam, Diwali, Vishu for Indians/Nepalis.•

Desra for Nepalis.•

Christmas and Easter for all.•

King’s birthday for Thailandis.•

Any occasion upon request of sects/groups.•

During the holy month of Ramadan, in the camp Ram-adan tent will be erected and kept open for public dur-ing the non-fasting hours of the night serving snacks and tea/coffee.

All new arrivals, irrespective of his position he is joining, will be met at the airport and be given a descriptive leaf-let about the project, emergency numbers and local cus-toms, etc. Upon reaching camp facilities, they will be able to contact their families by phone. All recruits were nom-inated to attend the CCC Culture presentation.

An active camp committee was established from the start with representation of all nationalities and weekly meetings were held with camp and catering management and attended by the Senior Administrator. It ensured that concern(s), if any, raised during the meeting be promptly attended to and reported back in the following meeting.

A social worker group was established in the leadership of a qualified social worker who is capable of providing counseling services to the needy and newly arrived per-sonnel. Several cases of home sickness hysteric scenes were experienced and most of them were solved with counseling by the social workers.

All camps are provided with well equipped first aid clin-ics and qualified medical personnel. Allowed and mostly used medicines, except antibiotics, are stocked in addition to the first aid facilities to meet eventualities.

A medical assistance was posted in all government hos-pitals in the vicinity of the camp/site for guiding and as-sisting sick and needy people may report and/or referred by camp clinics for medical attention.

All chronic diseased people are listed and monitored regularly by social workers and followed up the periodical check-ups by clinic staff.

“Win their hearts and all the rest will follow….”

Prakash S. JayaSenior Project Administrator


FeatureTextThe Sohar Port Interchange Project and Productivity Improvement

Since the beginning of the project, the project manage-ment was aware of the big challenge they are going to face in delivering this very fast-track project on time, taking into consideration that most of the main tasks were on the CRITICAL PATH and in addition, it was very hard to carry it out within the allowed budget. By setting the project goals and on how they are going to be achieved, targets were set to concen-trate on implementing the project productivity norms being the best way.

The project manage-ment planted enthu-siasm in the project staff’s spirits by cre-ating an incentive scheme for each goal of the job and by encouraging teamwork spirit between them by the project man-agement as well, a harmony between staff and subordi-nates was created. Senior staff were delegated each in his field and set them ac-countable for their as-signments. Three week look ahead schedules were prepared and weekly pro-ductivities were based on those schedules. Project management closely monitored the daily, weekly and monthly progress and discussed the results at weekly progress meetings. Reasons for schedule delays or slippage were discussed with project staff, seeking the best way to recover. Adequate resources were uti-lized to achieve the required productivity and progress. Incentive schemes were set to reward the distinguished teams or personnel.

By using the root cause analysis and by their wide expe-rience, the project management were able to identify and forecast the risks the project may face and plan ahead the methods of avoiding or getting use of these risks in a way that serves the project benefit. These risks and opportuni-ties were closely discussed with the engineer and client to share with them our experience along with their require-ments.

The project concentrated on teamwork spirit between the project stakeholders by good business and social re-lationships between all parties which reflected in a posi-tive way on the project to overcome the different obsta-cles faced. This also helped in the understanding of the engineer and client to our situation in submitting the time extension claim and their approval of the same.

Due to the criticality of the project, the project was ful-ly supported by the area senior management represented by the VP, Oman & Pakistan and MOA top management and the other supporting departments in Athens.

SPIN Project Management


FeatureSeeb Sewage Collection and Conveyance System (ASCS) Project

This project in Muscat, Oman is unique due to its pres-ence in a developed urban area, housing numerous Oma-ni dignitaries, and it required careful planning and strat-egy for dealing with the public. The management gave special attention to employee satisfaction and risks iden-tification and control on the project.

Employee Satisfaction:

The project provided an excellent platform for CCC to train its members in utilizing the public relations oppor-tunity to boost CCC’s reputation and to avoid the risk of losing it due to carelessness in addressing any public res-ervation.

The management realized from the very beginning that only a satisfied and confident team could achieve the goals on such a unique project and took pertinent measures to achieve it. Members of the project team were given confi-dence by addressing their problems, personal or work re-lated, by always keeping the management doors open for them to approach and speak without any hesitation.

Training and enhancing the knowledge of the employ-ees was given top priority. To achieve this in-house train-ing sessions were held at regular intervals covering techni-cal, quality, safety, public relations, planning/cost control and contractual aspects of the project to establish a good understanding of the work requirements.

Daily and weekly meetings with management helped in making quick decisions and addressing the issues on the spot. These also provided a frank platform to openly dis-cuss and criticize the issues for improvement. Manage-

ment even welcomed criticism of its policies and reacted if an improvement emerged out of it.

The coordination; open discussions of issues; sharing; acknowledging and rewarding achievements; all resulted in a family-like environment at the ASCS project, where satisfaction across the board has been the only outcome.

Risk Management:

Since the mobilization of the project team at ASCS project and the start of the construction activities, the management has been considering the implementation of a risk management process in the project to monitor the project risks identified at time of tender and those real-ized during construction, in order to avoid any surprises and consequent serious affects.

The appointed Project Risk Coordinator developed the Risk Management Plan based on CCC’s Risk Manage-ment Manual, and was approved by the Client, Haya Wa-ter, expressing satisfaction for CCC’s implementation of the process and identification of the Risks.

The process had to be supplemented with a documented check and balance system. To achieve this and to enhance the knowledge and understanding of the project team, the Project Manager, Mazen Aker, invited D. Mavrikios in May 2010 to visit the project and provide his advice and experience on the implementation of CCC’s Risk Man-agement System software i-Risk. Adopting “i-Risk” soft-ware provided a favourable solution for the Risk Manage-ment Plan and keeping track of the identified risks.


Feature...Seeb Sewage Collection and Conveyance System (ASCS) Project

All the identified risks and opportunities were loaded to i-Risk with assistance from the Company’s Beirut office to install i-Risk software. Presentations and training were given to all involved in the risk management process.

After the Initiation Phase of the process had been con-cluded and most of the personnel were well aware of the process, Phase 2 for the Risk Assessment started and a brainstorming session/meeting was held for the identifi-cation and assessment of the potential risks of the project. Risk and action owners were appointed and after i-Risk System tables were updated with all the data, the Project Risk Coordinator held individual meetings with the Risk Owners to finalize the assessment and the Risk respons-es required.

After the Risks were finalized and reviewed/approved by the Project Control Manager and the Project Manag-er, Phase 3 started with Risks Review and Control, where the actions and controlled measures for the risks were dis-cussed in weekly progress meetings, focusing mainly on the risks with high P-I score.

A few months later, when almost 25% of the progress of the project had been achieved, it was decided to proceed with the Post Response Assessment and re-evaluation of the Status of the Risks. To the satisfaction of all, most P-I scores of the identified Risks had dropped significantly after reassessment.

During implementation of the Risk Management Proc-ess in ASCS project all the

data was continually posted in the i-Risk

system, and was finally forward-

ed to the “In Search of Excellence Commit -tee” at their re-quest by the end of September

2010.

The project team was de-

lighted to learn from the Project

Manager that ASCS was among the winners. ASCS team members con-sider this as recognition of their real prize, which is the enhanced knowledge and ex-perience gained during the implementation of i-Risk and the improvement in perform-ance, understanding and deci-sion making.

The selection of the ASCS project for the “In Search of Excel-lence” awards in Risk Process and Employee Satis-faction is a mat-ter of pride for all the mem-bers of CCC’s ASCS family.

Mazen AkerProject Director


FeatureThe Site Team Celebrates Knowledge Management Award (3rd Prize)

The Development of Muscat Airport site team held a special brunch on Friday, 21 January 2011 at the Al Ta-noor Restaurant, Shangri La, Muscat, Oman.

The occasion was to celebrate winning a prize in the com-pany’s In Search Of Excellence Awards for their contribu-tion to the company’s Knowledge Management website. They contributed useful information on Lessons Learned that can be used from estimating to execution for the con-struction of an Airport. The information details how the works were planned and organized to achieve efficiency and quality ensuring that the site was and is a Safe Site Place to Work and Environmentally Friendly.

Please refer to the Fanous website article “How An Air-port is Built” presentation.

The site team and their families to be seen in the pho-to: Artul Can and brother, Sulaf Ali and Family, Jim and Pauline Curtis, Prasad Boraiah, David Moloney, Jose Neri, Mohammad Najar, Imad Houbsh and family, Mu-rat Adiyaman, Gokhan and Selma Celikag, Firas Tamimi and family, Mahmoud Hardan and family.

David MoloneySupport Engineer


FeatureWorking Safely in Kazakhstan

The Shulphur Area, Slug Catcher & Flare Project won 3rd Prize in the Balanced Score-card Perfection Category. Read on...

A weekly training schedule is issued for the whole week for selected items like man-ual handling, working at height, fire safety, AKCO golden rules, electrical safety, con-fined space, and so on, in the English and Russian languages.

At the weekly construction meeting, safe-ty is the main topic with prizes contributed to the safety winners when there is a near miss, stand down where made and the sub-ject of incident discussed.

Daily toolbox talks are performed on site with different topics witnessed by first time supervisors and site management. A tool-box talk is a hands-on way to remind work-ers that Health, Safety & Environment are important on the job. The Toolbox TRIC Card has been introduced to check the risk assessment before starting a job/task, or entering a new operational area. The risk assessment is a process to identify hazards and determine possible control measures to minimize risk and provide a safe work-ing environment.

A weekly safety walk is carried out with the client and office staff and site supervi-sion. Findings and deficiencies are report-ed and forwarded to the site for corrective action.

Monthly Themes/Risks like falling ob-jects, bad weather and scaffolding go for full distribution via email, toolbox talks and posted on notice boards. Big signs are made and posted throughout the site.

We started a new activity: inspection of the areas by different supervisors from dif-ferent areas with fresh eyes to boost aware-ness. We also introduced a monthly safety quiz with nice prizes to estimate the results of our training programme.

The project team compiles a monthly Ka-zakhstan Area Bulletin and a risk register is updated for each new process.

With the harsh weather in Kazakhstan, when temperatures can reach -21C, the safety of employees becomes even more complicated with winter PPE being distrib-uted to all employees (especially ice-grip spikes). It is also necessary for scaffolding to be de-iced before the start of work.

Yousef KhalilProject Director


FeatureRisk and Knowledge Management Awards

We at the Development of Muscat International Air-port (DMIA) Project are extremely pleased to have se-cured two awards in the In Search for Excellence cam-paign.

First prize for Risk Management and third equal for Knowledge Management is a creditable performance for those involved, as they have carried out not only their spe-cific jobs in the project but also the additional tasks asso-ciated with these important subjects.

When the Risk Management initiative was introduced and DMIA was identified as one of the projects where the Risk Management procedure would be applied, the early stages of mobilization were underway and the full team yet to be assembled. Nevertheless, the Project Di-rector appointed the Risk Coordinators and together with

the Area Risk Champion the first of the phases and steps was started.

The First Risk Assessment meeting was held and a large number of “Risks” were discussed and recorded. This was attended by PM’s and key staff including QA/QC, Engi-neering, Contracts and Controls Managers. The initial list was large and was further reviewed by the smaller group of the Project Director, Area Risk Champion and Project Risk Coordinators to discuss each item and fill the As-sumptions and Constraint form. At this stage only Risks had been identified.

At the next step the identified risks were allocated to Risk Owners by the Project Director. With the Area and Project Risk coordinators’ assistance the Risk Assess-ment was carried out. This involved assessing the identi-

fied risk using a Probability - Impact Matrix and catego-rizing each as High, Medium or Low priority indicated on the matrix by Red, Yellow and Green.

Risk owners were asked to consider and develop a re-sponse strategy for each risk, for threats, the response is to avoid, transfer, reduce or accept the threat. For oppor-tunities, when identified, the response will include to ex-ploit, share, enhance or accept.

The project is now in the Review and Control phase of the process where response plans are implemented and periodically reviewed.

New risks are being identified and previous Risks closed, as the situation on DMIA has become constantly change-able due to the design delays which are impacting the works.

The Risk Management procedure has and continues to be a helpful addition to the management and control of the project.

The Knowledge Management prize was awarded on ac-count of a number of articles submitted detailing vari-ous Method Statements which will be of benefit for fu-ture projects. There is an extremely extensive obligation to produce and adhere to Method Statements for practi-cally each activity on site so it’s likely our team will be able to share many more.

Issam DawaniControl Manager


FeatureBarwa Commercial Avenue (BCA) JV Project, Qatar

When asked to describe the means implemented to at-tain the much-sought-after Employee Satisfaction award (3rd Prize), Ghassan Kawash’s response was “CCC Cul-ture. The family-oriented CCC cultures of caring where, to us, our employees are people, not just statistics. We have an open-door policy where we listen to each employ-ee and address concerns accordingly.”

Mr. Kawash, Project Director and highest ranking CCC staff within the BCA-JV, stressed that job security is par-amount and all employees are always encouraged to im-

prove, whether they be office or site staff. Guidance is provided by the management and when reciprocated with integrity and dedication to succeed by the employee, the results can be beneficial indeed to the employee as well as the project. The well-being of our employees is genu-inely observed where employees’ concerns, queries and complaints are noted and addressed in an open and hon-est manner which asserts the sense of belonging and be-ing part of the CCC family and culture.

Furthermore, safety is strictly observed at all times and we have maintained a very good record to make sure all our employees work in a safe environment and go home safely at the end of the day.

This is a tried and tested policy that pays great divi-dends and particularly under a JV set-up, such as the BCA Project. Due to the merging of our system with the partner’s system, our employees may have to overcome hurdles characteristic to a JV set-up, such as: limitations imposed by some of the JV agreements, which result in inflexibility of ease of movement to higher positions with-in the project. Furthermore, our employees need to grow

accustomed to the partner’s systems, work habits, and so on.

Despite all these challenges, our staff dug their heels in the ground, faced up to the challenge, showed invalua-ble commitment to their company and to the project, car-ried out their assignments and duties, conformed to the JV rules and regulations and came out with flying colours indeed. Our partner’s professionalism and valued cooper-ation certainly contributed to this success.

Maintaining this accomplishment is an endless endeav-our by the CCC Senior Management Team, led by Mr. Kawash, to continuously monitor and assess all staff, to ensure our employees are on the right track, by identify-ing weaknesses and utilising their strengths to their full advantage.

Tarek Al ShurafaHead of Document Control


FeatureMidfield Access Tunnel Project - Qatar

I have only recently joined the MAT project and as much as I would like to, I cannot claim to have contributed to the project team’s achievements that are being commended here. How-ever, I take much pride in be-ing a part of that team (even though at this late stage) and join in their well earned cele-brations.

Under the direction of Fathi Abdul Muti and the senior staff in the project key positions, this project has built an exemplary relationship with the Engineer and the Client. For most of the construction period all parties were working in perfect unison thus resulting in one of the best project deliveries among the 30 plus contractors working on the New Doha International Air-port. The current contract val-ue stands at roughly 1.6 % of the original contract value due to contract change orders only and not including any claims. That in itself is an award de-serving achievement.

During the last couple of years, the project has received seven “Contractor of the Month” awards, three “Large Contractor of the Year” awards for 2008, 2009 and 2010 and “Project Contractor of the Year” award for 2009.

The project has also received multiple “Million Hours W/O LTA” awards (the project is currently at 16 million), four “House Keeping Excellence” awards, one “Environ-mental Contractor of the Month” award and two “Spe-cial Recognition for ES&H manager’s Performance of the Year” awards for 2008 and 2009.

Those awards that we received from Bechtel and NDIA and these that we are receiving now from MOA are part of our company’s record that should remain accessible for new and fresh employees to look up to and to strive for long after the dust settles and the current workforce relocates to face new challenges.

Jihad NakhlehProject Manager

The HSE 3rd Prize Winners

The Balanced Scorecard 2nd Prize Winners


FeatureThe Borouge EU2 Project Achieves Multiple Awards

2010 was a rewarding year for the Borouge EU2 Project. The exceptional efforts made by the team, the timely com-pletion, smooth commissioning and high performance of the plant, have been recognized with the following privi-leged awards:

CCC In Search of Excellence Awards

For QA/QC - 1st place.•

For Balanced Scorecard - 1st place.•

For Schedule - 3rd place.•

This resulted in the project being identified as the 2nd •best performing project in the CCC Group.

Linde Award

2010 Linde Site Safety Award.•

None of the above awards could have been achieved single handedly. The team spirit and harmony between Borouge, Linde and CCC were the prime factors behind the project achievements. The following points summa-rize the main reasons that supported the high registered scores:

Schedule Award

One team approach (common interest between Client •and Contractor to deliver project on time).

Partner’s commitment to timely completion (air freight •of shortages to support schedule).

Early detection of potential sources of delay and proac-•tive approach to addressing them (identifying partners’ areas for improvement).

Daily site walk by project management team.•

Accurate reporting (avoidance of over reporting).•

Transparency between partners.•

Early introduction of system completion with close fol-•low-up.

Balanced Scorecard:

Client satisfaction by timely addressing of concerns.•

Quality delivered to Company’s expectation.•

Meeting promised targets and deployment of commit-•ted manpower.

Meeting financial expectations (as a result of timely •completion).

QA/QC:

Very low repair rate (<2%).•

Close follow-up of daily weld reports.•

Early joint walk-down of test packs between EP & C •partners.

Day-to-day monitoring of welders’ performance com-•plemented by additional training.

Conclusion

Completion of projects as per schedule remains the prime REWARD for any team, as it defuses tension be-tween parties and paves the way for positive settlement between Partner and CCC on one side and with the Com-pany on the other.

Salim KhamisProject Manager


FeatureA Future Award - Client Satisfaction

Country: Kazakhstan

Client: AGIP Kazakhstan North Caspian Operating Company N.V.

Project: Construction of Sulpher Area, Slug Catcher & Flare Area Works.

The main purpose originates out of client Satisfaction survey is to see and ensure where a company stands in this regard in client’s stance, thereby en-abling improvements and perpetual en-hancements which will lead to higher satisfaction levels and acceptable con-tent degree.

Once we have identified and pinpoint-ed what needs to be improved or al-tered; modified or revised, we need to develop and forge a plan for improv-ing each identified area. Such plans and schemes must be based on what the cli-ent really needs rather than what man-agement believes to be a good goal.

Client satisfaction is a key perform-ance indicator that is crucial to a com-pany’s overall success. While the helpful factors such as quality, expertise, IT, planning and safe-ty continue to play critical roles, client satisfaction is a determining factor in retaining client business on an ac-ceptable track that keeps all the limits of standards, client specifications, etc. steady and ready to yield an acceptable product that will serve for a long term duty and must be GUARANTEED safely and practically.

Every project section understood the goals, mission, purposes and values of CCC and the effect on having cli-ent satisfaction.

The cardinal content of CCC value message is the con-tinuous client trust gaining and this differentiates us from other contractors since we are always searching to get more client requests not through only tenders and bids rather than deep rooted faith originated through our pre-vious achievements and implementations.

The client has besides CCC another five major construc-tion contractors i.e. BONATTI, GATE, SICIM, AKL, ISKER which started work on site one year before us.

The top management was committed to allocating the necessary resources to be different. CCC succeeded to ex-cel in all disciplines and be ahead of other contractors in completing the works in a professional way with a high de-gree of safety and quality achievements records and thus gained AGIP’s appreciation and satisfaction.

Appreciation and satisfaction are branches in the main tree of trust gaining policy of CCC and the main rule is building up of business relationships is the precedent work that was implemented/inspected/approved and ac-cepted beside the completion deadlines required by the client.

AGIP, recognizing that CCC was up to the challenge, therefore decided to:

Withdraw the electrical heat tracing scope of work that •was supposed to be implemented by another stumbled contractor and grant it to CCC in order to complete it.

Give CCC steel structure pipe racks in the gas plant •which was constructed by other contractors.

CCC was transparent with AGIP, honest and up front •about the information that AGIP should be privy to. The more transparent we can be with the client, the better. The more the client knows about our capabili-ties, process, commitments, and management the more they feel like they can trust us. Trust is vital.

Gaining the client satisfaction on SSCF onshore project •AGIP awarded CCC the HUPC offshore project.

AGIP showed a great deal of cooperation with us and •approved at no cost to CCC the below major chang-es that involved a considerable cost cut and accelerat-ed the schedule.

The method statement for erecting steam drums of •waste heat boiler from using 16m high, 20 ton tem-porary steel structure rack to simple saddle type sup-ports.

Applying full paint system on carbon steel and stainless •weld joints before hydro testing.

Using wire power brushes on weld joints instead of grit •blasting.

Changing the biggest test packs which we were plan-•ning to test at sub- zero temperature in winter from hy-dro testing to pneumatic testing.

Using CARBOLINE paint instead of JUTON which •made 50% cost saving on paint material.

Welding plates of thickness 90m-50mm at the pneu-•matic test limits of pipes of diameter 76”-36” and thus having golden joints instead of using high pressure test plugs which would have cost us about US$1 million with a four-month delivery delay.

As CCC has a safety and quality commitment statement, we propose to have the same on client satisfaction.

Finally, CCC commits the value of the client final deliv-erable: once we have assessed the client’s needs we are in a position to validate the final deliverable that will satisfy the needs according to client acceptance criteria that will be used to evaluate the satisfaction degree. This principle originated out of the perpetual approach with client to define the CAC along with the requirements.

Yousef KhalilProject Director


Knowledge ManagementA Strategic Tool for CCC

Knowledge Management (KM) is a strategic backbone within CCC that puts in place a supportive social and technical framework and structure that encourages staff to contribute, share, and innovate knowledge for the ben-efit of CCC (its clients, employees, local businesses, and partners), which in exchange provides staff clearer in-sights on how and where they can develop through the application and sharing of knowledge.

The KM initiative currently comprises ten Communities of Practice (CoPs) which are focused groups with defined Business Cases (Charters) and set of Elemental Initiatives (Objectives). Elemental Initiatives are not only the back-bone of each group but typify the objectives sought by each group in particular and the KM Initiative in general. The following paragraphs provide a synopsis on each commu-nity. For detailed information please visit Fanous (the KM online Wiki based system) at http://km.moa.gr.ccc

Building Construction from Design to Handover, one of the pilot CCC Knowl-edge Management in-itiatives encompass-es several categories of building construc-tion knowledge such as High Rise Building Is-sues, Concrete Tech-nology, Formwork Study, Architectural Input, Green Buildings/Sustainable Design/LEED Certification, and Building Logistic. Further key initiatives include Building Infor-mation Model (BIM) integration in our op-eration and the De-velopment of a Shop Drawings Guide; a draft was compiled and posted in Fanous with the focus of establish-ing shop drawing pro-duction standards to achieve high quality, achieve effi-cient working, and set guidelines for staff to follow when producing shop drawings.

Trenching and Bulk Simulation software is a key initi-ative within the Earthworks and Plant Productivity com-munity. The main purpose of the simulator is to obtain “optimal” equipment mix in order to meet schedule and cost objectives. The simulator captures the interaction be-tween different equipment having a direct effect on pro-ductivity. Daily Production figures, Idle Time and Cost Indicator for each type of equipment can be easily moni-tored using this type of software. Further community key initiatives include Paving Simulation Software and the Search into new Technologies for Construction Equip-ment and Surveying.

A significant achievement by the Mobilization with Em-phasis on New & Remote Areas community was the pro-duction of Standard Camp Design Manual (1) (Corpo-rate Manual Camp Design, Layout, and Setup Manual - CM-CSQM-013). The manual covers the design and ini-tial setup of camps. It is the first of three manuals intend-ed to document the CCC standards and requirements for the establishment and operation of camps and site facili-ties. The information compiled in the document is a cul-mination of CCC’s experience, best practice, and lessons learned in camp design and setup as well as the incorpo-ration of environmentally sound, cost saving, and safety practices. Further community initiatives include the de-velopment of a Camp Welfare Manual, Camp Audit Pro-cedure, RFID Access - Access control implementation in Camps and incorporation in Timesheet, and to continue to Develop and Test Ideas to support the Green Camps Initiative.

Identifying Best Practices, Ensuring all projects are pre-commissioned to best Industry Standards, and Supporting Company’s EPC Strategy are key objectives of the Hydro-testing & Pre-Commissioning KM community. Also one of the original communities established as part of the KM undertaking, key initiatives include Hydrotesting Best Practices (Test Center, Testing Activity and Recommen-dations), New Technologies, Flawless Startup Initiative (FSI), and Identifying Special Techniques and Methods (e.g. Hydro-Jetting) and make related data available on Fanous.

Pipe Fabrication involves the successful integration of design of the fabrication shops and yard layout, the utiliza-tion of suitable equipment and process technologies, and the use of efficient logistical support resources. The goals


Knowledge Management...A Strategic Tool for CCC

to be achieved by the Pipe Fabrication Improvement on Productivity & Quality community are to improve safety, quality, and productivity, tasks which are dependent on a large number of interrelated factors involving considera-ble technical expertise and experience. Key initiatives cur-rently being addressed by the community include establish-ment of Fully Automated Fabrication Shops, Standardize Measurement of Productivities (Improve Controls and Reporting), Materials and Spools Handling and Storage (Best Practice), Develop Guidelines on how and what to Order in Terms of Equipment in a Fabrication Shop, and Development of a Fabrication Shop Manual.

The Integration with EP Partners community was es-tablished to improve CCC’s Image with Key Partners and enhance awareness on Partners Operations and require-ments among CCC Project Managers, Control Managers, and other involved Staff. Construction realities are gen-erally not considered by EP Partners without CCC timely intervention; major engineering and procurement prob-lems must not be resolved during the construction phase, as they can have severe and costly consequences with the main impact on Construction. This initiative’s objective is to enhance awareness within the CCC Group to adopt pro-active and timely approach with individual EP Part-ners, facilitate implementation of Lessons Learned inter-nally and with EP partners, build awareness about the im-portance of effective links between EP-C activities, and development of qualified staff to interface with EP Part-ners.

Focused on the areas of Safety, Health, Security, and Environment the Construction HSE community pro-vides an environment for Project Construction staff to in-teract with HSE Managers to exchange ideas and under-stand each others’ concerns and objectives. In addition, the Construction HSE Community hosts in every meeting one of CCC Area General Managers for sharing their ex-periences and views, as well it hosts one of the Clients rep-resentatives to share their experience with CCC in terms of the implementation of HSE on their projects and other lessons learned. Key initiatives of the Construction HSE Community include the Compiling of Lessons Learned in HSE per Discipline, Development of HSE Targeted Sto-ries, Adoption of Tools to Assess the Financial Impact of HSE Incidents, and Training of HSE Champions to De-liver HSE Messages to Project Managers.

The Contract Administration and Project Control com-munity was instituted with the focus of establishing the grounds for career path planning and critical competen-cies, developing and enhancing awareness of the role of project controls in project delivery and promote the dis-cipline, document best practices and processes (manuals, guides, etc.), and enrich training materials and case study based training. In order to sustain aforementioned objec-tives the community has adopted KM initiatives which in-corporate the Development of Best Practices for Contract Administration, Promoting BIM Based Project Control System, Best Practice Warehouse Management, Recom-mended Planning Technique, and Increase Control Staff Awareness of New CCC Control Systems.

Socket Welding is usually an area of quality concern since maintaining the needed gap during welding is a dif-ficult undertaking at best. An article in the Piping, Equip-ment and Steel Structure Installation community discuss-es the use of Spacer Rings to provide the needed space for Socket Welding. The article typifies an experience sustaining the community’s initiatives. A CCC project fabricated Spacer Rings in-house resulting in both cost and time saving ( 1/10 of original price – the experience and equipment manufactured by the project were so suc-cessful that they were adopted by a different project in a different area). The community continues to work to-ward achieving its initiatives which are characterized as putting together a Manual for Installation of Piping on Pipe Racks, Recommendations for Engineering to Im-prove Constructability, In-house Bolt Torquing / Ten-sioning and Flange Facing, Purging of Stainless Steel Pip-ing Solution, and Modular Construction.

Finally, the Training and Career Development com-munity in coordination with the HR department (whose members are represented in the community) has achieved great strides on many issues: (1) examining the new GUD procedure: (2) examining the orientation manuals for new recruits; (3) examining the revised summer trainees pro-cedures; (4) giving feedback on the career development program for future managers; and (5) updating its mem-bers on the new developments such as the India training center and on the job training for cost engineers. Other is-sues were tackled as well such as the new exit forms to be

Spacer Ring Machine


Knowledge Management...A Strategic Tool for CCC

used throughout the com-pany and the recruitment of vocational training gradu-ates. Further initiatives cur-rently in the works include Establishment of an Exper-tise Locator System, Com-piling Content/Curriculum for Training Schools, and the technical inventory.

Stephan MansourSenior Knowledge

Management Specialist

It is worth noting that the Standard Camp Design, Layout, and Setup Manual is made possible largely through the kind efforts and invaluable input of Nasser Nasser. It is also worth noting and acknowledging Naim Abu Laila, Antoine Nahhas, Elias Koyess, Fouad Harb, Hemmat Safwat and MO-SCD who have given so generously of their time to assess the document and incorporate their professional recommendations.

(1)

Community Spaces on Fanous


Area News

Visit to Ras Laffan Port

Qatar

Samer Khoury honoured the Ras Laffan Port Expan-sion Project with a visit dur-

ing his participation in the inaugura-tion of the Ras Laffan Industrial City which is the

largest natural gas exporter with a capacity of 77 million tons per annum.

It has to be mentioned that, out of the 77 million tons, CCC proudly contributed to the construction of all the 14 producing trains over six different projects within a peri-od of 15 years i.e. from 1995.

After being briefed on the latest status of the project by Nazih Abdul Kader and the project team, Mr. Khoury was happy to be photographed with them. In return he ad-dressed the attendees with a very warm encouraging mes-sage urging them to maintain their efforts and to com-plete this challenging project on time.

Imad KhaledProject Director


Area News

Two Trips to Damascus

Syria

CCC signs Memorandum of Understanding with the Syrian Ministry of Labour

Suheil Sabbagh signed on behalf of CCC a MOU with the Syrian Ministry of Labour and Social Affairs (the Public Agency for Employment and Enterprise Devel-opment) to train Syrian labourers and employees to de-velop their skills in the construction industry to help in their placement in the future at CCC projects or other mega projects.

It was agreed that CCC would provide trainers for these sessions and would provide training material to train fu-ture trainers. The agreement aims to help unemployed Syrian labourers to find work opportunities in the con-struction industry and to provide a pool of trained la-bourers to be employed at CCC projects and other mega projects in Syria and other Arab countries.

Salma Shawa, PhDHR-Training and Career Development

CCC President Said Khoury visited Damascus during the period 21-23 November 2010

President Said Khoury visited Damascus last November and had meetings with many Syrian top dignitaries and businessmen including Rateb Al-Shallah, Chairman of the Syrian Chamber of Commerce, H.E. Diala Al-Haj Aref, the Syrian Minister of Social Affairs and Labour, Dr. Abdallah Al-Dardary, Deputy Prime Minister for Economic Affairs, Nasri Khoury, Head of the Syrian/Lebanese Cooperation Council and Ahmad Al-Khater General Manager of Qatari Diar in Syria.

Shawkat FakihArea Manager Syria

from left to right Suheil Sabbagh, H.E. Diala Al Haj Aref, Shawkat Fakih, Mujahed Mohammad Abdallah

left to right H.E. Diala Al Haj Aref, Shawkat Fakih, Said Khoury

from left to right Shawkat Fakih, Samih Zaben and Azzam Fedda


Area News

Thirteenth Project Management Institute Conference

Bahrain

C C C participated in

the 13th PMI In-ternational Confer-ence, Seminars and Exhibition in Man-ama on 24-26 Jan-uary 2011. The fo-cus of these events was on major issues of delivering val-ue and productivi-ty through project management les-sons learned in boom to bust cy-cles.

CCC’s corporate gifts and company profiles were sent from Managing Of-fice Athens and from CCC Riyadh. We received positive comments and compliments on our presentations from visitors to our stand. We had pleasant meetings with our friends and vis-itors from Saudi Aramco, Saud Oger, Punj Lloyd, Nes-ma, Techint, SNC Lavalin, SK, JGC, KOC, Worley Par-sons, KNPC, Samsung, Kettaneh, SINOPIC, TR and all the participating engineering offices in Saudi Arabia.

Najib Khoury, GVP Business Development; Mazen Qaddoura, Area General Manager, Saudi Arabia; You-suf Hajeir and the undersigned, all attended the opening ceremony, with an introduction by H.E. Eng. Essam bin Abdulla Khalaf, the Bahraini Minister of Public Works. Manar Shami, Senior Training Coordinator, was one of the main speakers at the conference and he spoke about CCC’s experience of in-house training programmes. Si-

nan Melhem and Khaled Al Khat-ib attended most of the seminars and our stand.

Mohammad Al-HajBusiness

Development Consultant, Saudi

Arabia


Area News

AUB Starts Green Building Concepts Training

Lebanon

The American University of Beirut signed a memoran-dum of understanding that will allow AUB to offer engi-neering students a specialized course on environmental-ly-friendly construction specifications.

Under the MOU, CCC will finance the Green Building Training Programme, a one-year project provided by the Education for Employment Foundation, a Mideast-based institution that trains your people on special skills to im-prove their employment prospects.

“The world is moving towards green buildings” said AUB Provost Ahmad Dallal, one of the signatories. “The trend is to invest in environmentally-efficient projects, and AUB wants to be at the forefront of this trend by pro-viding its students with the skills and qualifications that will allow them to implement green projects.”

CCC Area General Manager, Yusuf Kan’an, who signed on behalf of CCC, expressed his enthusiasm for the train-ing project and AUB’s interest in joining forces with CCC to enhance student skills.

Bulletin Staff

AUB Provost Ahmad Dallal (far left) and CCC Area General Manager, Yousuf Kan’an signing the MOU


Area News

“Everlasting” by Mariam Elgabry

Greece

On 27 January 2011, Mari-am Elgabry’s first published book, a novella, was present-

ed in the theatre of the American Community School in Athens. Mariam had dedicat-

ed her book to the late Hassib Sabbagh, and his son Samir was welcomed on the stage. At this event the Acting Min-ister of Foreign Affairs, Ms. Mariliza Xenogiannakopou-lou honoured the assembly with her presence, along with Tawfiq and Hala Khoury.

Mariam’s family and friends, teachers and co-athletes from the national team of Greece in track as well as CCC founders and associates attended. Following the presen-tation, refreshments were offered in the theatre lobby where the book signing took place.

All the proceeds from the book will be donated to edu-cational services in Palestine.

Bulletin Staff

from left to right: Hala Khoury, Mariam Elgabry, Tawfiq Khoury

from left to right: Dr. Gialamas President of ACS , Mariam Elgabry, Samir Sabbagh


Area News

Princess Noura University for Women Nears Completion

Saudi Arabia

Samer Khoury, President Engineering & Construction, arrived in Riyadh on 1 March 2011 and visited the Princess Noura Universi-ty for Women Project on Wednesday 2 March 2011 accompanied by Nazih Abdul Qader, Senior Group Vice President and Mazen Qad-doura, Saudi Arabia General Manager.

Mr. Khoury met the project management team and had a general discussion on the project status focusing on how to complete all the remaining works by the end of March 2011; how to avoid risks and demobilize manpower and equipment on time. A short visit was paid to DAR Al Handasah site offices and a meet-ing was held with DAR Chief Resident Engi-neer Hussein Hamieh who shared his opinions, expectations and concerns regarding timely completion of the project.

The visit was concluded by a site tour specifi-cally to the General Generators Building, Boil-ers Buildings and Data Center.

Mr. Khoury expressed his appreciation for the remarkable achievement of the project team in successfully completing one of the world’s few mega projects in just two years and wished the team good luck.

Hassan MoghrabiProject Manager, Control


Corporate Social ResponsibilityCSR News Report

Contribution to CSR Initiative

CCC Staff are encouraged to come up with ideas and ac-tivities related to CCC’s CSR Initiatives including Going Green and community involvement events. Please send your ideas, initiatives and achievements to “CSR-CCC” email address [email protected]

Paperless Day

The paper-saving campaign is catching on in all CCC offices, areas, projects and departments where every sec-ond Thursday has become a “Paperless Day” and all oth-er days are recognized as “Less-Paper Days”. Reports are showing a 25-30% reduction in overall paper consump-tion since the campaign was launched in mid January.

Greece

Bicycle Parking

The “Green Bikers” of MOA who frequently use their bicycles to commute to work have approached CSR Com-mittee proposing the possibility of providing of a safe lo-cation to park their bicycles during the day. Being a viable request that would support CCC’s Going Green initia-tive, the Committee in coordination with Maintenance Department have provided a dedicated shelter equipped with special bicycle parking racks for the purpose.

Oman

Second Blood Donation Day

Continuing with the spirit of CCC’s Corporate Social Responsibility and the successful blood donation activity of July 2010, a second campaign was organised last Feb-ruary by the ASCS Contract 5B Management in collabo-ration with the local Blood Donation Bank, which turned out to be another successful CSR event.

Qatar

Ras Laffan Port Project - Beach Cleanup Drive

As part of the collaborative effort to contribute towards environmental protection, RLP Project HSE - Environ-ment in coordination with RLP Project Administration and RLIC Environmental Department organized 2nd beach cleanup drive in RLIC on the occasion of 2011 New year celebration. On December 31, 2010, approximately 40 employees accompanied by senior environmental of-ficers, RLIC environmental representatives and security (RLIC and CCC) volunteered in the cleanup event.

Turkmenistan

International Day of Persons with Disabilities

CCC Turkmenistan sponsored an event devoted to the celebration of the International Day of Persons with Dis-abilities, which took place on December 3rd in Ashgabat. The ceremony was organized by the Society of Persons with Disabilities, and CCC being the sponsor of the event, presented to each attendee with disabilities a small gift


Corporate Social Responsibility...CSR News Report

to express our support and encouragement to their situ-ation.


PV Solar Powered Christmas Tree

Schemes to utilize PV Solar Power at different installa-tions, projects and sites are being implemented as part of

CCC’s Going Green Initiative for reducing our CO2 foot-print. Although the impact was negligible, but to show the importance of the campaign, PMV at Musafah had ar-ranged to power the lights of a Christmas Tree from one of the existing PV Solar Power Systems there.

Tony AwadCorporate Social Responsibility Officer


Milestones

Engagements & Marriages

Births

Dipak Khadaka (PNUFW Project, Saudi Arabia) and his wife Diksha are very glad to announce the birth of their first child, a girl named Diya on 15 August 2010 in their native town of Barkalpur (Imliya), Nepal.

A son called Joel was born in Kerala, India on 21

October 2010 to the proud parents Jobi Kolkunnel

John (GTL Project, Qatar) and his wife Jisha Joby.

Congratulations to Ansar Umar (PNUFW Project, Saudi

Arabia) who married Hishana Thasni on 7 November 2010 in

Wandoor, Kerala, India. Ayman Labib Sabbagh (RUFW Project, Saudi Arabia) wishes to announce his marriage to Sally Marouf on 24 October 2010. The ceremony took place at the Saida Country Club, Lebanon.

Place: Renaissance Hotel, Atyrau City, Kazakhstan. Date: 18 December 2010. Occasion: wedding of Rani Sowayleh (Admin. CCC Kazakhstan) to Uliana Khokhlova. Thanks: to all CCC colleagues who shared the happy celebration.On 3 February 2011, Ahmad Al-Saeed (HUPCCA Project,

Kazakhstan) became engaged to be married to Huda Ali. The

ceremony took place in Saida, Lebanon and was attended by

friends and family members.

Marwan Abboud (RUFW) and his wife Yusr Jalloul

are extremely pleased to announce the birth of their son

Karim on 18 January 2011. His brother Mohammad

Ebrahim and the entire family are very happy with the

new arrival.

Omar Magdy (BIM Centre, Cairo) and his wife Rana

are delighted to announce the birth of their first baby on

28 January 2011. It’s a boy and his name is Yahia Omar

Magdy Nour.

Mohammad Abu Rajab (DMIA Project, Oman) and his wife Deema are pleased to announce the birth of their twin girls (Lelia and Lamar) on 16 February 2011 in Amman, Jordan. Mira is very happy with her newborn sisters.

Rakesh Gairola (Komo Airfield, PNG) and his wife Pooja are very happy to announce the birth of their baby girl called Riya. She was born on 18 February 2011 in Uttrakhand-Rishikesh, India.

Anil Manakunnath (The Pearl Project, QATAR) and his wife Ambili Anil are extremely happy to announce the birth of their twin babies Aadidev Anil (boy) and Aavani Anil (girl) on 11 September 2010 in Thrissur, Kerala, India.

Issue No. 97April 2011

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

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

Contents

The CCC ExcellenceAwards go to …

Cover design credit goes to Nisrin Issa

FROM THE DESK OF....................................Samer Khoury

EDITORS VIEW.................................................................…1

ANNOUNCEMENT.........................................................…1

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

QUALITY MANAGEMENT- Corrective and Preventive Action - Mounir Soufyan….…4

FEATURE: In Search of Excellence Awards- Introduction - Henry Tadros............................................7- New Port at Duqm Awards

Muhammad Suleiman El Dawood...........8- Four Awards at PNUW - Eyad Batarseh...........................9- Waste Minimization at RLPEP - Bassel Kanj.................10- Saving Energy at RLPEP - Imad Khaled........................12- Balanced Scorecard in Kazakhstan - Douglas J. Miller...12- Winning the Employee Satisfaction Award

Prakash S. Jaya........14- SPIN Project & Productivity

SPIN Project Management........15- Satisfaction & Risk at Seeb - Mazen Aker........................16- KM Celebration Brunch - David Moloney......................18- Kazakhstan: Safety - Yousef Khalil................................19- Risk & KM at Muscat Intl. Airport - Issam Dawani.........20- Work Satisfaction at Barwa Project - Tarek Al Shurafa...21- HSE & Balanced Scorecard at MAT - Jihad Nakhleh....22- Borouge-Three Prizes - Salim Khamis............................23- A Future Award: Client Satisfaction - Yousef Khalil.....24

KNOWLEDGE MANAGEMENT- A Strategic Tool for CCC - Stephan Mansour.................25

AREA NEWS- Qatar: Visit to Ras Laffan Port - Imad Khaled...............28- Syria: Two Trips - Salma Shawa/ Shawkat Fakih..........29- Bahrain: Project Management Institute Conference

Yousef Hajeir.....30- Lebanon: Green Building Training Programme

News Highlights, AUB............31- Greece: “Everlasting” by Mariam Elgabry.......................32- Saudi Arabia: Princess Noura University for Women...33

CORPORATE SOCIAL RESPONSIBILITY- CSR News - Tony Awad.................................................34

MILESTONES- Announcements..............................................................36

bulletin - consolidated contractors company · nafez husseini dear bulletin readers, ... pipeline...

Documents