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All About AirportsThe BULLETIN is a publication issued at CCC in 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 -> About Us -> Our News -> Quarterly Bulletin

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

Quarterly Magazine of Consolidated Contractors Company

Issue 103October 2012

LEBANONBeirut

Beirut International Airport

C C CBulletin Issue 103 | October 2012 Bulletin Issue 103 | October 2012

Cont

entsFrom the Desk of... 3 CCC Flying High Samer Khoury

Editorial 4 Nafez Husseini

Mailbag 5 Message from Sara El-Anas

Recent Awards 6

Quality Management 8 Document and Data Control Mounir Soufyan

Project Profile 12 CCC Group’s Successful Entry into Exploration & Production in Oman Nazih Cherri

Feature 16 CCC Airports Past and Present Bulletin Staff

18 Muscat Airport Expansion: Construction of Airport Access Motorway on High Embankment

David Moloney

24 Muscat Airport Expansion: Superpave PmB Asphalt Runway Pavement

David Moloney

27 Abu Dhabi Airport: Midfield Terminal Complex Jamal Bahlawan

29 Beirut International Airport Project Michel Saad

31 Anatomy of Aircraft Towers and their Role Abubakr F. Abdelaziz

Area News 35 SAUDI ARABIA: Chairman’s Visit to KAIA Project Omar Abdel Qader

36 UNITED ARAB EMIRATES: First Aid Training Course Rakan Al Jazi

37 MAURITANIA: Huge Equipment in Use at Tasiast Bassam Sibahie

Corporate Social Responsibility 38 CSR News Report Tony Awad

40 Habshan 5 - Going Green Tony Awad

43 Sharm El Sheikh Project: Beach Clean Up Adrian Crowley

44 Sicon Oil and Gas Contribution Elisabetta Mastellaro

45 Target Shooting Championship Hassan Moghrabi

46 EPSO-CED 3R’s Initiative Roula Badawi

48 Careers Day Hassan Moghrabi

Sports & Leisure 49 Tournament at SFS Project Oman Abdallah Melhem

50 Civil Aviation Club Ramadan Tournament Oman Mohammad Al-Kiswani

Milestones 51 Announcements

Reflections 52 Why We Need Leadership in Our Life and in Our Work Dr. Riad Elhaj

WE BUILD A NAME

C C C Bulletin Issue 103 | October 2012 Bulletin Issue 103 | October 2012

Design by Haitham Khader

3C C CBulletin Issue 103 | October 2012 Bulletin Issue 103 | October 2012

From

the D

esk

oF...

CCC Flying HighSAMER KhouRy

In anticipation of the high growth in airports throughout the Arab

world CCC has, for a long time now, decided to focus on this sector. We

set out to work in creating strategic partnerships with international

companies which know the airport business, like TAV of Turkey and

Hochtief of Germany.

The recent award to CCC and its JV partners of the iconic Abu Dhabi

International Airport project, the largest airport project in the region,

is a testimony to our success, without, for a moment, forgetting our

existing airport projects in Doha, Muscat and Jeddah.

CCC has always moved ahead of others by strategically positioning

ourselves in new segments and markets and the airport sector is one

example.

I urge you all to work towards identifying the next strategic market for

CCC.


Edito

rial

NAFEz huSSEiNi

Dear loyal Bulletin readers,

The GCC region is experiencing substantial activity in new airports and airport expansion.

Markets such as Dubai have set the stage for the modernization of aviation systems and the region has demonstrated its ability to develop world class services with carriers like Emirates, Etihad and Qatar Airways.

Airports and airport expansions are being built for Jeddah, Medina, Doha, Muscat, Dubai and Abu Dhabi. Riyadh is a tender in progress.

I collected some quick 2011 statistics from the ACI, IATA and ICAO to share with you.

Airports generate over $100 billion annually, out of which 4.6% is from the Middle East. The region’s combined populations including Turkey and Iran are about 465 million people out of a global population of 7.25 billion (ACI).

2011 airport traffic growth is highest in the Middle East at 11.9% followed by Europe at 9.5% (ICAO).

Airlines in 2011 globally carried about a third of the world population, about 2.7 billion people (ICAO). This is a mind boggling number!

Airport capital expenditures in 2010 were $26 billion, in 2011 $29 billion and air passenger traffic growth is between 4-6% annually (ACI).

All this despite a global economic crisis.

We have an impressive record on this at CCC. Please browse through our feature stories to get a sense of where we stand.

Stay well, readers.


Mailb

ag

letters from Readers

The following is a message to Marwan El-Anas, Project Manager, QCLNG

in Brisbane, Australia from his daughter, Sara El-Anas:

Hi Baba,

I thought of sharing this picture with you. My friend Janan went to

Palestine and watched a conference at Bethlehem and one of the

sponsors was CCC. I like it: CCC is everywhere!

Sara El-Anas


Rece

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ARds

Al Jubail 10 General Construction WorksSaudi Arabia

The project is a plant consisting of two HYCO process trains, one Ammonia (NH3) plant, NH3 tank area, process/

transfer piperack modules and associated buildings. Our scope of work is to erect the equipment for the above (except tank), CCC to carry out the foundation works (tanks by others) and EPC of three buildings (substation building, office building/control room and warehouse).

The client is Linde AG, Engineering Division, Germany, represented by Linde Arabian Contracting Co. Ltd.

The contract was awarded on 1 August 2012.

The project start was 1 August 2012 for a duration of approximately 26.5 months ending on 15 October 2014.

North South Carrier 2 Water Transfer ProjectBotswana

(CCC-WBHO JV (50/50) with WBHO as Commercial Leader and CCC as Technical Leader).

The North-South Carrier 2 Project is required to supplement the existing 360km water supply to urban, rural and industrial areas within eastern Botswana from dams to Greater Gaborone. The project is split into several sections that will be executed over several years.

The scope of this section/project is from Break Pressure Tank BPT 1A2 at Moralane to BPT 2B2 above the Palapye Water Treatment Works i.e. 78km of 1200mm CS pipes, along with ethernet microwave link along all route (350km), FOC (350km x 8 core including all associated equipment, SCADA, telecoms (VOIP telephoning, intruder alarm and fire detection system), CP, precomm, commissioning and test run.

The client is the Ministry of Minerals, Energy and Water Resources.

The consultant is Bigen Africa Services (Pty) Ltd.

The contract was awarded on 8 June 2012.

The project start is mid-October 2012 for a duration of 24 months ending mid-October 2014.

Reconstruction of Onitsha Township Roads Lot GNigeria

The project is to reconstruct existing roads including:

1. Site clearance and earthworks (fill quantity 11,500m3), removal of unsuitable (1,500m3).

2. Concrete lined drains of different sizes and catchpits (1,230m3).

3. Laterite sub-base (1,080m3), laterite base (1,080m3), binder course (6,000m2) and wearing course (6,000m2).

The client is The Honourable Commissioner, Ministry of Works, Awka, Anambra State.

The consultant is Engee Nigeria Ltd.

The contract was awarded on 25 June 2012.

The project mobilization start was 20 July 2012 and construction started 20 August 2012 for a duration of about 17 months ending on 20 January 2014.

Obstacle Free-Zone for the Runway of Asaba International Airport - Sector CNigeria

The project includes 1,356,000m3 of earthwork to clear the laterite hill and provide obstruction free zone for the

Asaba International Airport runway and filling of low lying areas around the runway using the excavated material.

The client is the Governor’s Office of the Special Project Director, Asaba International Airport.

The contract was awarded on 12 April 2012.

The project start was 12 April 2012 for a duration of 12 months ending on 12 April 2013.


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Presidential Palace Project - Infrastructure & Roads PackageUAE

The scope of work includes:

1. Site wide road network for 192,000m2 of roads.

2. Site wide utilities network including deep lines for 286km of services lines/trenches.

3. Marine works (16,500m3 of rock revetment & marine excavation of 50,000m3).

4. Boundary walls (5,200m long x 4.2m high) made from precast RC and natural stone cladding and wrought iron.

5. Buildings connection, coordination and commissioning external services and utilities of overall PPP development.

The client is The Ministry of Presidential Affairs (MOPA).

The contract was awarded on 24 September 2012.

The project start was 24 September 2012 for a duration of 15 months ending on 23 December 2013.


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eMen

tDocument and Data Control

MouNiR SouFyAN

IntroductionISO 9001: 2008 Standard requires contractors to identify how Document and Data Control is carried out; the standard also requires a procedure to be documented covering this operation. Although Document and Data Control is considered a secondary process in the Project Realization Cycle, it is a very important process that can have a negative or positive contribution that affects the success or failure of a project.

The Project Realization Cycle consists of many Primary and Secondary Processes carried out by different departments and employees. A tremendous amount of commercial and technical documentation is generated during the life cycle of a project. These documents are required to be distributed (Chart 01), filed, and finally archived in a controlled manner.

A Secondary Process of High ImportanceThe following processes require special attention:

• Receipt and Registration

• Issue and Distribution

• Filing, Storage and Security

• Control of Electronic Data

• Handover of Records to Customer

• Archiving

The above processes are illustrated in Chart 02.

Receipt and RegistrationThis process applies for external and internal documentation.

PCM Dept MGR’sDCG AddresseePM

Start

Develop Distribution Matrix

Forward to ProjectManager for Approval

Revise &Submit

Allocate Unique Numberfor Each Addressee

Identify Number ofCopies for Distribution

Carry of withDistribution Using a

Transmittal

Report to Department ManagersAny Cases of Recipient

Consistenly Failing to Returnthe Signed Transmittal

Update Distribution Matrix toReflect Actual Situation

End

RequestCorrective

Action

Approved

Ensure thatTransmittal is

Signed &Returned to DCG

Destroy or Withdraw Documents From Work Location if New Revisionis Issued or if your Name is Removed From the Distribution Matrix

Check the Transmittal is Complete and Correct and Refer All AnomaliesBack to DCG

Return Transmittal to DCG Signed and Destroy Previous Revisions

Review

Yes

No

01

02 0304

05

06

07 09

08

09

12

13ABBREVIATION

DCG:PM:PCM:Dept:

Document Control GroupProject ManagerProject Control ManagerDepartment

Start/End

Activity

Document

Meeting

Input

Decision

Direction

Flow Chart Key

Chart 01


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Document and Data Control

Internal DocumentationInternal documentation is generated within the project. For example, EPC projects may have the following documentation:

• Design documentation “Conceptual, Basic and Detailed Design”

• Design review, verification and validation

• Technical specifications

• Workshop drawings and technical instructions

• Construction schedules and technical procedures

• Material specifications

• Material submittals

• Purchase orders.

The above documents are subject to single discipline check and inter-discipline check within the project. A technical document controller is usually assigned to handle receiving, registration and distribution of such documents. The Technical Document Controller creates a workspace in the VBC system “a document control system developed internally by ISD” including a Document Register. The distribution of documents is carried out in accordance with a distribution matrix.

External DocumentationExternal Documentation for EPC projects may consist of the following:

1. Contract document and contract specifications

2. Documentation generated by suppliers and subcontractors

3. Documentation generated by Customers

4. Documentation generated by the Engineer “Customer Representative”

5. Documentation generated by Independent Checking Engineer

6. Operation and maintenance manuals

7. Vendor inspection reports.

External Documents are received by Document Control Group (DCG) with a transmittal form. DCG checks the content of the package against the information listed in the document transmittal and acknowledge receiving of documents. Any discrepancy should be recorded on the transmittal note.

Archiving

Handover to Customer

Control of Electronic Data

Filing, Storage and Security

Issue and Distribution

Receipt and Registration1

2 3

4 5

6

All official documentshave to be received

and registered by DCGprior to distribution.

Filing and storage aredone by a secure place

with access to DCGpersonnel only.

Systems for handing over mustbe identified and filing for thispurpose must be in line with

system handover packages. Thisis a certification function.

Distribution of document is carriedout in accordance with a distribution

matrix expert for correspondence thatis forwarded to PM to identify

distribution requirements.

All documentation isstored in electronic datasystem with a controlled

access.

Archiving is carried out inaccordance with projectrequirements or till the

end of warrantee period.

Chart 02


Qual

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Issue and DistributionIssue and distribution is carried out in accordance with a distribution matrix approved by the Project Manager. It is preferred to distribute documents electronically. Ready access to VBC is established based on the distribution matrix. Hard copies are distributed upon Document Control Manager Instruction; this is coordinated with Department Managers.

Filing, Storage, and SecurityA significant amount of documents is generated during the life of a project. A project generates documents that are issued to the customer and the engineer and to different organizations. At the same time a project receives a large amount of documents from the customer and the engineer and other different sources such as suppliers and subcontractors. During the design phase, the internal and external review cycle may include many organizations; the status of each document should be known and controlled by DCG.

FilingHard copies of incoming documentation are received via transmittal notice; they are normally filed by the name of the organization issuing them. A register for such documents is generated by DCG to identify the status of each document including filing location “box file number”. For outgoing documentation, the filing system is based on the document categories listed in the distribution matrix.

Storage and SecurityIt is important to ensure the documents are stored in a manner to prevent deterioration. Storage of documents should take into consideration how fast a document can be found and retrieved. Access to the storage area should be limited to DCG authorized personnel. DCG offices should be under surveillance during working hours and locked during outside working hours. Storage areas should be also equipped with fire extinguishers.

Control of Electronic DataOutgoing documentation is filed in the VBC system. A register is also generated by DCG to be used for identification of status of each document and for tracking purpose. Incoming documentation is scanned and filed in the VBC system in the same manner. The ISD will back-up all current documents filed in VBC system.

Handover to CustomerRequirements for the handing over of documentation to customers must be reviewed at the initial stage. Systems for handing over must be identified and filing should be in line with the identified systems. Handover to customers is a major process and unless identification, filing, and storage are done properly, the handover may prove to be a difficult task to achieve. DCG and the Certification Department are the custodians of documents until final handover to customers.

ArchivingBefore project completion, The Project Control Manager coordinates with the area office and with MOA to determine which documents are going to be archived in each centre.

DCG function in design processes cycle for QBC project is illustrated in Chart 03.


Qual

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DESIGNER JV / DCG

Complete Design Packages

Forward toQBCJV / DCG

Incorporate Comments.Update Revision

Result ofReview

DVS-ADVS-DDVS-EDVS-MDVS-C

Document Review Record Issued by ICEDocument Verification Sheet Issued by JV DesignDocument Verification Sheet Issued by JV Eng.Document Verification Sheet Issued by JV OthersDocument Verification Sheet Issued by Engineer

Start/End

Activity

Document

Meeting

Service

Direction

Flow Chart Key

Distribute to DesignMGR, ENG. MGR, & ICE

DESIGN MGR.

Issue Report DVS-D

ENG. MGR.

Contuct Review

Issue Report DVS-E

Conduct Review

ICE

Issue Reort DVS-A

DCG / JV to Consolidate Into One PDF File

Result ofReview

Result ofReview

Forward to QBCC DESIGN MGR.

Review. Ensure ThatComments areIncorporated

Instruct DCG toSubmit to Engineer

DCG

Forward to Engineer

H.O.SPEC.

Conduct Review

Conduct Review

ENGINEER

Conduct Review

ResultReview

Review

Review

Forward toDesigner

Receive UpdatedRevision

Instruct QBCC / DCGto Conduct Distribution

Forward to Engineerand to ENG. MGR.

for Information

File in VBC

End

Incorporate Comments (B)Update Revision (A)

File in VBC

DCGFunction

DCGFunction

DCGFunction

DCGFunction

DCGFunction

DVS-C C or D

C or D

C or D

C or D

A&B A&B A&B

B

A

A:B:C:D:ICE:DCG:SPEC:

ApprovedApproved with CommentsReview & ResubmitRejectedIndependent Checking EngineerDocument Control GroupSpecialist

Internal Reviewand Approval

0.1, 0.2, 0.3, ...1.1, 1.2, 1.3, ...REV:

1.0, 2.0, 3.0 ...REV:

Engineer’s Reviewand Approval

Chart 03


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eCCC group’s Successful Entry into Exploration &

Production in Oman

NAzih ChERRi

BackgroundA consortium led by CC Energy Development (CCED) Company which is owned by S&K, an affiliate of CCC, struck oil in Saiwan East on Block 4 and in Farha South on Block 3 in eastern Oman in 2009. Following that, in the third quarter of 2010, an early production facility (EPF) was launched for long term production testing of the Farha South structure.

Subsequent to favourable results from the EPF, CCED determined to construct and operate permanent production facilities (PPF) for the recovery of oil and gas from the Farha and Saiwan East reservoirs and future potential discovery until 2040. This development has since been designated as Block 3 & 4 Development Project (Phase II) Oman. (Refer to Figure 1.)

Project ScopeIn connection with Phase II development, CCC Oman was awarded the construction contract to be executed on a fast track basis. The project activities commenced in the third week of September 2011. The scope included construction of the Saiwan and Farha facilities, 50km of 10” pipeline from Farha to Saiwan Station, 68km of 16” pipeline from Saiwan to Alam Station, a launcher receiver at the existing Alam Station and tie-in to existing metering skid and the Farha permanent camp, testing, pre-commissioning and commissioning assistance.

The LocationBlocks 3 & 4 are crude oil production area subdivisions in the central eastern part of Oman. Farha south field is located in Block 3, Saiwan East field in Block 4. The location of the fields is fairly remote from the main centres of population and industrial areas and has scarce road access. The approximate distance from the capital city, Muscat, to Saiwan Station is 450km. The entry point to Saiwan Station is from the Muscat-Duqm main road. (Refer to Figure 2.)

Process DescriptionFarha South StationIntegration of existing EPF at Farha with a PPF with water injection and provision to expand without interruption of production and replacement of a tanker loading facility at Farha with a 50km 10” pipeline from Farha to the processing facilities at Saiwan East. The crude in Farha South Station is treated by separating the oil, gas and water. The gas will be used as fuel. The crude oil will be delivered to Saiwan East Station through the 10” pipeline.

Saiwan East StationConstruction and operation of a Phase II PPF to condition up to 7500bbl crude per day with potential to increase if necessary and a 68km long 16” pipeline from Saiwan East to a CCED operated receiving station within PDO’s Alam and to transfer the oil via an 8” (16km) pipeline to Qarn Alam.

Achievement49km 10” and 68km 16” pipelines were completed in record time (five months) which included the laying of the pipeline in rock excavated path, testing, pre-commissioning, commissioning and putting them in operation.

Current statusSubsequent to the award of the contract, the initial scope of work has been increased considerably during the course of the project. The project recorded a commendable progress of 94.5% as at 31 July 2012 with the stations scheduled to be completed by the end of September 2012 and the permanent camp by the end of November 2012.

UNITED ARAB EMIRATES

SAUDI ARABIA

YEMEN

OMAN

Muscat

BLOCK 3 & 4 DEVELOPMENT PROJECT(PHASE II)

SAIWAN & FARMA - OMAN

BLOCK 3FARHA STATION

BLOCK 4

BLOCK 4SAIWAN STATION

Figure 1


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CCC group’s Successful Entry into Exploration & Production in Oman

Construction HighlightsPipelineA 49 km10” pipeline was constructed from Farha to Saiwan that included 15km of rock excavation. CCC put on the first crew for welding on 23 November 2011. The pipeline was officially commissioned with crude oil on 15 February 2012.

A 69km 16” pipeline was constructed from Saiwan to Alam that included 30km of rock excavation. CCC put on the first crew for welding on 11 November 2011. The pipeline was officially commissioned with crude oil on 30 May 2012.

Pig Launcher and ReceiverA pig launcher for the 10” pipeline from the Farha to Saiwan Station and a pig launcher for the 16” pipeline from the Saiwan Alam station and a pig receiver at the terminal end of 10” pipeline from Farha to Saiwan have already been installed.

PipingThe plant piping included sizes from ½’ to 36”

Major equipmentAll the equipment on the project was ‘free issue’ by CCED. Major equipment and skid are as below:

• Eight stream manifolds

• Production separators

• Heater Treater

• Flare KO drums

• Flare stack blowers

• Scraper launcher and receiver

• H2S removal unit

• Pumps

• Diesel Generator

• Control Valves

• ESD valves

• Instrument Air Package

• Integrated Control System.

Figure 2


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eCCC group’s Successful Entry into Exploration & Production in Oman

Major Buildings & Shelter UnitsWarehouse (Saiwan)

Workshop (Saiwan)

Office Buildings (Saiwan & Farha)

Control rooms (Saiwan & Farha)

H2S unit (Saiwan)

Instrument Air (Saiwan & Farha)

Fire Brigade (Saiwan & Farha)

Car parks (Saiwan & Farha)

Permanent Camp at FarhaThe permanent Farha accommodation camp covers an area of 9300 m2. The accommodation consists of a

plant management studio unit, senior accommodation units, junior and labour blocks, in addition to kitchen and mess halls for senior, junior and labour, cold store, dry store, laundry unit, recreation and gym, masjid, clinic, guard house and open court.

Structural Steel WorksTotal structural steel erected for all stations: 1,165MT

Total grating erected for all stations: 955m2

Total roof sheet for all stations: 6,565m2


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CCC group’s Successful Entry into Exploration & Production in Oman

Manpower DeploymentAs the project was to be completed on a fast-track basis, mobilization of experienced personnel (managerial, supervisory, skilled and unskilled) was a difficult task. However, within a reasonable time, the required manpower including local nationals in compliance with Omani labour law requirements were mobilized.


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CCC Airports Past and PresentBulletin Staff

Abu Dhabi International Airport, Midfield Terminal Building

Abu Dhabi, from 08/12 to 10/16

King Abdul Aziz International Airport Development Phase 1, Jeddah, Service Corridor for Landside and Airside

Saudi Arabia, from 06/11 to 10/13

Muscat International Airport, Main Contract 1 Runways, Roads and Utilities

Oman, from 06/09 to 04/14

Muscat Airport Interchange on 18th November Street


New Tripoli International Airport, Terminal Buildings

Libya, from 08/07 (on hold)

PNG LNG Project, EPC5B Komo Airport and Infrastructure

Papua New Guinea, from 12/10 to 01/13

New Doha International Airport: Main Fire Station, etc.; Administration Building, etc.; General Aviation Hangar, etc.

Qatar, from 01/11 to 04/12

Expansion of Abu Dhabi International Airport, Midfield Terminal Buildings Pile Caps and Associated Works


New Doha International Airport - Midfield Telecommunications Building and North and South Telecommunication Interface Buildings



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CCC Airports Past and Present

New Doha International Airport - Midfield Area Access System


New Doha International Airport - Air Traffic Control and Support Facilities


Dubai Airport Expansion, Phase II, Airwing Facilities

Dubai, from 06/04 to 12/05


Lebanon, from 09/94 to 10/00

Shaybah Infrastructure Residential and Industrial Complex Airstrip Facilities

Saudi Arabia, from 08/96 to 12/98

Seeb Airport Expansion


Masila Export Project, Construction of a 2.8km long aircraft landing strip

Yemen, from 05/92 to 10/93

Tactical Area Site C-6 in Halat Al Bahrani Island


FY87/FY88 Milcon Program


FY89 Milcon Project


Royal Flight Hangar, Seeb Airport


GAMCO Aircraft Maintenance Facility at Abu Dhabi Intl. Airport



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Muscat airport ExpansionConstruction of Airport Access Motorway on high Embankment

DAviD MoLoNEy

IntroductionPart of the main civil contract on the Development of Muscat International Airport (DMIA) project is the construction of the access motorway to the new passenger terminal building, constructed on a high embankment where the underlying soft ground had to be strengthened. Work has started and this article deals with the construction practices and techniques used.

Ground InvestigationGeotechnical investigation by means of a percussive rotary core drilling rig revealed the ground profile to be 1.5m depth of made up ground with gravel, on 4.5 metre depth of soft to stiff marine silt and gravel with pockets of peat, on 2 metre depth of marine gravel and bed rock at 8 metre depth.

Stripping VegetationThe first activity was clearing, grubbing, removing and disposing of all vegetation and loose debris using loading shovels and tipper lorries. Any trees, shrubs, plants and other things to remain were fenced off and preserved.

Stone ColumnsTo improve the load bearing capacity and reduce the settlement of the ground Vibro replacement stone columns with surcharging were used as ground improvement techniques. Firstly an aggregate working platform was constructed with geotextile membrane and 500mm depth of 75mm single size stone. The dry bottom feed stone column technique was used as it is most suitable for the reduction of differential settlements and acceleration of time settlement behavior in the cohesive soils on site. For a treatment depth of up to 6.5 m the vibroprobes suspended from excavators were used. For deeper treatment up to 11 m penetration, crawler cranes were used to suspend the longer vibroprobes. Mobile generators were used to provide power to the electric vibrator motor in the vibroprobes. Compressors provided the airflow to the vibroprobes. The vibroprobes that were carried by excavators or cranes were driven into the ground by means of their own weight assisted by vibration and air-jets at the bottom of the probe. In hard and/or dense soil layers sometimes as additional, small amounts of water were used to overcome the high friction of the soil. After the Vibroprobe reached the required depth, the hopper on top of the probe

was filled using a telescopic loading shovel with aggregate. The aggregate was released from the hopper and with air pressure forced down through the tremie pipe to the tip of the vibroprobe.

The vibroprobe was moved up and down thereby pressing the aggregates latterly into the ground and thus forming a stone column. The columns were constructed to a triangular grid pattern with 1.8 metre equal sides. Average target column diameter was 0.85 m, with a minimum column diameter of not less than 0.75 m. This grid corresponded to the so called SCM (Stone Column Medium) treatment zones with a 20% area replacement ratio.

Rock-fillRock-fill was hauled from the company’s quarry and tipped, spread and compacted in 500mm thick layers. Single Drum Rollers, 18 tonne weight, manufactured by Bomag, model type BW218-D40 fitted with the BCM 05 Compaction with GPS System were used. From


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Muscat airport Expansion

Construction of Airport Access Motorway on high Embankment

a site compaction trial, where the correlation between the number of roller passes and the settlement was determined, it was found that 5 # passes with the 500mm thick layers of rockfill gave the required level of compaction. It was also discovered from the site compaction trial that continuous compaction control equipment installed on the rollers did not work, as the system wasn’t able to determine when full compaction was achieved and gave erratic results. The engineer accepted this as documented in a factual report and it was agreed to use the GPS system to record the number of passes and give a print out to verify same. This delayed the rock-fill compaction operation across the whole site. The GPS is limited as there is a 500mm position tolerance so the print out would mistakenly show strips as not rolled. To allow for this it was necessary to carry out far more rolling on compacted rockfill. This was damaging to the rollers and caused over-compaction and pulverized the causing rockfill. The lesson learned is Compaction Systems fitted to rollers do not work.

SurchargeSurcharging is done by placing temporarily additional load on top of the rock fill embankment to pre-load the underlying subsoil and embankment in order to reduce long-term total and differential settlement. Dredged sand was used as the surcharge material. The surcharge load corresponds to 30 % of the long-term embankment load. Dredged sand with a density of 1.6t/m3 was used as the surcharge material. The embankment was constructed with rock-fill that had a density of 2.34t/m3. Settlement was monitored and recorded weekly during the construction phase and afterwards until the T 90 value of the total settlement was achieved then the surcharge material was removed. The T90 value, it is the time required to complete 90% of the total settlement. The rate of settlement reduces with time. The combination graph shows the height of construction on the left vertical axis and the settlement on the right vertical axis with the weeks across the bottom.

The settlement stabilized. Then the surcharge material was removed. Settlement monitoring points (also known as wells) with settlement plates were installed and monitored at different time intervals during construction of embankment and placement of surcharge, during surcharge period and after removal of surcharge. The monitoring points consisted of a 20 mm thick 500 by 500 mm steel plate with a 25.4mm diameter vertical threaded pipe welded to the centre. The plate was placed on 20 mm of dry sand and solid contact between plate and sand was ensured. The point was protected by a 900 mm diameter concrete ring backfilled with sand. The points were extended as the height of the embankment increased, so that the upper edge of the points was a minimum of 0.4m above the existing embankment level. The level of the sand inside the points was maintained at the current level of the embankment under construction. The surcharge material was spread in 500mm thick layers and compacted with 3 passes of a 10 tonne vibratory roller.

Drainage Catch BasinsWork involved placing catch basins that were cast in the precast yard on-site. Drainage pipes were laid horizontally with a slight fall out through the embankment slope protection. The catch basin were fitted with ductile iron hinged gratings and frames.


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Precast Concrete Road BarriersThe precast road barriers were cast in the on-site precast yard and delivered to the job location on flat bed articulated lorries. A mobile crane was used to off load the 3 tonne precast barriers and lift them into position. For lifting, two horizontal circular holes were formed in the barriers during casting. Solid circular steel bars with a disc welded to one end and a large washer secured with a pin on the other end to prevent the lifting slings from sliding off the bar were used. The washer was removable to allow the bar to go through the holes in the barrier. The barriers were placed on a 50mm layer of mortar that provided a level surface. The level and alignment of the placed barriers was monitored during placement to ensure a good smooth horizontal and vertical line.

Slope ProtectionThe sloping face of the constructed embankment that was deliberately overfilled to ensure compaction of the entire embankment was trimmed by excavator bucket to the required profile, level and line. Any loose material on the sloping embankment surface was compacted using plate compactors.

At the base of the embankment a boulder concrete foundation was constructed

that measured 2 metres deep by 1 metre deep. The boulder concrete was a mixture of 40% boulders and 60% C30 concrete. It was mixed at the job site using an excavator, mixing 3 buckets of concrete to 2 buckets of boulders and placing in a prepared trench.

Riprap which comprised of stone and mortar was placed in layers on the slope of the embankments working out of a face from the bottom upwards in 10m long panels separated by expansion joints. The thickness of the mortared riprap varied depending on location. The stones were hard, sound, durable and erosion resistant rock. Each stone weight was between 20 and 70 kgs. The mortar was a 1:3 mixture of cement: and with a compressive strength of 15N/mm2.


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For the mortar at the

start of each shift, a dry sand

and cement mix was delivered by concrete

transit mixer lorries from the on-site concrete batching

plant and discharged adjacent to stationary concrete mixers

at the job site. As required the dry sand and cement mix was mixed with

water in the stationary mixers to produce the mortar. The stones were delivered by

tipper lorry and were cleaned of any unwanted material and moistened prior to placing.

By excavator bucket, the mortar was carted to the work face and deposited, the mortar was spread by hand shovel. The stones were also moved by excavator bucket and deposited near the work face for placement by hand with the flattest face uppermost and parallel to the finish slope. Spaces between the larger stones were filled using smaller ones. Mortar was shovelled and rodded between the stones until all the voids were filled. On the top exposed surface, the exposed stones were thoroughly brushed and projected not more than 1/4 their diameter above the mortar surface.

Expansion joints were provided in mortared stone riprap at a maximum interval of 10 metres. The joint was formed with 20mm joint filler and the top surface was sealed with 20mm x 20mm hot poured joint sealant. Riprap was placed on either side of the joint filler board at the same time to ensure it was fixed vertically and to the correct line. Curing was achieved using hessian cloth that was kept wet and polythene.

Granular SubbaseThe granular sub-base material is a crushed

rock, size 0 to 63mm, it is delivered directly from

the quarry and tipped and mixed with water using loading

shovels buckets in a location near where it is to be placed on site. For

level and grade reference the paver uses two stringlines or one stringline

and a matching shoe when laying against a previously laid lane.

It is laid by a tracked paver in one 150mm thick layer and compacted by single drum rollers. The compaction requirement is 100% of the maximum dry density. Sub base material is compacted at its optimum moisture value. The moisture content of the subbase material was adjusted where necessary to obtain the specified compacted density either by watering with sprinkler trucks or by drying out. The level tolerance is +/- 10mm.

Crushed Aggregate Base-courseCrushed Aggregate Base-course (CABC) was mixed on site in the concrete batching yard by mixing aggregate factions and water using a continuous twin shaft pugmill mixer to produce the CABC that was within the gradation envelope and had a moisture content of the optimum valve of 6.5% with a tolerance of +2% / -1%. The aggregate fractions used were 0 to 4mm, 4 to 25mm and 25 to 37mm.

The mixed CABC material was delivered by tipper trucks to the job site and tipped into a paver. The 200mm thickness of CABC was placed in two equal layers on the previously completed 150mm layer of sub-base, ensuring at all times that the preceding layer was clean and sound before the laying commenced. The CABC was spread using paver with automatic screed using sensor arms that follow stringlines for level and longitudinal grade. The joint pattern was thus: Longitudinal joints had a 500mm stagger between layers. Transverse joints were offset 3m between layers.

The rolling pattern was:

1. Single drum roller two passes on static, two passes on high vibration and four passes on low vibration.

2. Pneumatic tyre roller (PTR) two passes.

3. Single drum roller two passes to polish off the surface and remove rolling marks.


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For aftercare the surface was kept damp for 3 days using water tankers fitted with spray bars. In the site laboratory the “Proctor Test” was used to determine the “ultimate” dry density and “optimum” moisture content for the CABC. The specification compaction requirement was 100% of the maximum dry density.

Asphalt Pavement Laydown and CompactionThe asphalt pavement is made up of 40mm thickness of PmB asphalt wearing-course on 50mm thickness of binder-course, 70mm base-course, laid. The underlying surface is 200mm of crushed aggregate base-course, on 150mm granular sub-base.

Prior to starting asphalting a site pavement trial was carried out to demonstrate that asphalt could be laid and compacted with the selected plant and work methods to the requirements of the specification, also to familiarize all those that would be involved.

Asphalt was batched on-site to the approved design mixes. A tracked Paver manufactured by Vogele model Super 1900-2 equipped with extending screed, tamper and vibrators, auger and conveyor was used. For level and grade reference the paver worked to two string-lines fixed to steel pegs for the first lane. The pegs used on top of the asphalt base and binder courses had base plates and were nailed down. For adjoining lanes the paver used one string-line and a joint matching shoe. The laid thickness behind the paver screed allowed for a 20% compaction factor that was determined by a site trial. This allows for the reduction in thickness when rolled. The thickness was checked and controlled by pulling a string between the string-lines and taking dip measurements with a tape measure.

The Roller Pattern detailing sequence of rollers, number of passes, speed of rollers and vibratory or static passes was established by a site compaction trial, and is as follows:

1. Initial aka Breakdown Rolling was done using steel tandem rollers with two static passes and two passes with vibration.

2. Intermediate Rolling was done with PTR (Pneumatic Tired Roller) with six passes.

3. Finish Rolling was done with steel tandem rollers with one pass using vibration and one static pass.

A “pass” is defined as one trip of the roller in one direction over any one spot on the mat.

The Rolling temperature range was between 121*C to 160 *C.

The level tolerance is +/- 6mm.

When compacting longitudinal free edges the edge of the roller drum overhung the edge of the asphalt mat by 150mm to ensure compaction without shoving the asphalt sideways. When compacting longitudinal joints rolling was done from the hot side overlapping the existing cold asphalt by 150mm. The roller was operated by travelling forward and in reverse along the same


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drum track and then moved sideways onto the next track overlapping the first track by 500mm. This sequence was repeated across the mat width.

Longitudinal joints were cut back using a steel disc fitted to the steel tandem rollers, prior to asphalting these joints were painted with Tack Coat.

Tack Coat - CSS-1H material that is a slow set bitumen in a water medium was applied between the layers of bituminous pavement at a rate of 0.23kgs/m2 at a temperature of 30*C or the ambient temperature if higher.

Prime Coat - MC70 that is a bitumen in a kerosene was applied to the underlying crushed aggregate base-course at a rate of 0.5kgs/m2 at a temperature of 90*C.

Material TestingMaterials are tested in the site laboratory for compliance with the specification.


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Muscat airport ExpansionSuperpave PmB Asphalt Runway Pavement

DAviD MoLoNEy

IntroductionCCC in a Joint Venture Project with TAV is undertaking the civil contract on the Development of Muscat International Airport (DMIA). Works include the construction of a new 4,000 metres long by 60 metres wide runway and associated taxiways as well as refurbishment of the existing runway. The runway surface comprises three layers of Superpave Polymer modified Bitumen (PmB) Asphalt on 370mm thickness of crushed aggregate base course, on 2 to 6 metres thickness of rockfill.

SuperpaveThe asphalt pavement is a Superpave System that includes a performance-based asphalt binder specification, a mix design analysis system, specific new test procedures and specialized testing equipment.

Rock ExtractionRock for the asphalt aggregates is blasted, crushed and screened fourteen miles from site at the joint venture’s quarry and aggregate processing yard in the Al Hajar Mountains. The rock is Gabbro which is an intrusive igneous rock that is grey in color, moderately strong to strong in strength and has a composition similar to basalt. The contract required that a detailed Aggregates Resources report was produced and submitted for acceptance by the engineer. This was completed and quarrying works subsequently commenced. Extraction of the Gabbro rock is undertaken by drilling and blasting a face on the mountain side. The open face practice of drilling and blasting rock benches, secondary breaking of any over sized rock, loading of blasted rock by excavators and

hauling to the primary crusher using 30 tonne capacity lorries is utilised. Drilling is done with heavy duty down the hole / top hammer drill rigs to a preset pattern of holes at 2.5 to 3m centres longitudinally and 3m centres from face. The holes are charged with explosives and the top 2.7 m is stemmed with grit to minimise fly rock. The explosives in the holes are detonated in a set firing pattern to fragment the rock. Any fragmented rock that is contaminated with clay or fine weathered rock or shale is passed over a grizzly static screed to separate the good rock from the deleterious material. The average blast size is 100m long by 9m wide by 20m deep and produces 18,000m3. Blasting is carried 4 days every week.

Aggregate ProductionRock crushing is undertaken with high-tech equipment: primary and secondary crushers manufactured by Metso. A Barmac crusher is used to cubically shape the aggregate. The crushed rock is screened into the required aggregate sizes for mixing on site to produce the pavement asphalt. The aggregates are dispatched by trucks to site. Trucks are weighted at the weighbridge, given a load out ticket specifying material requirement and directed to the correct stockpile. Loaded trucks are passed back through the weighbridge to be weighted again to calculate their load weight.

Aggregate Storage at the Asphalt YardThe aggregates are stored in stockpile bays where the different sizes of coarse and fine aggregates are kept separated by walls. Front end loaders are used to fill the cold bins of the asphalt plant.


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Superpave PmB Asphalt Runway Pavement

Polymer Modified BitumenBitumen grade 60/70 from BABCO refinery (Bahrain Petroleum Company) is supplied by Shell and delivered to site by road from Jebel Ali Port in Dubai. On-site the bitumen is mixed with polymer in the Massenza Blending Plant to produce the PmB. The PmB provides prolonged life and enhanced pavement performance. The PmB blend is that of 60/70 straight run bitumen, and butadiene-styrene copolymer, Commercial name of PmB is Cariphalte PG 76-22

Tack & Prime CoatThe bituminous MC-70 prime coat and CSS-1h tack coat will be produced on site. The MC-70 prime coat is applied with a lorry mounted sprayer at a rate of 0.50 kgs per m2 at a temperature of 90*C.

Asphalt ProductionHot bitumen PmB is mixed with the heated aggregates in the two on-site asphalt batching plants that are manufactured by Wibau and Marini with a combined output of 480 tonnes of asphalt per hour. The type of asphalt plants are “Batch Asphalt Plants” and the major components are the aggregate cold bins and feed system, aggregate dryer, mixing tower, emission control system, bitumen storage tanks and supply system and the asphalt storage bins and truck loading system. The temperature of the asphalt is in the 160 to 180*C range when produced.

Site TrialsPrior to starting paving all the materials were pretested and a site trial was carried out to familiarise the crew with the equipment and the characteristics of the particular PmB asphalt mix and to ensure that the workmanship, as well as the material, complies with the specification requirements.

LayingThe PmB Asphalt is laid with two tracked Vogele Pavers Super 1900-2 equipped with extending screed, tamper and vibrators, auger and conveyor, working in echelon in a staggered formation producing a fifteen metre wide mat. Level control is maintained by two string-lines as a grade reference system for the lead paver and a matching shoe and one string-line for the following paver. The pavers operate using an automatic screed control, which controls the screed height using the string-line or the matching shoe as a level reference. The un-compacted asphalt level behind the paver is checked by pulling a string-line between the longitudinal string-lines at the ten metre chainage pin locations and taking dip measurements using a tape measure. The asphalt with compaction reduces in thickness by approximately 20%.The jointing and laying sequence across the runway is designed to ensure that the longitudinal joints are staggered by 300 mm between layers, free edges that will form joints are cut back by 100mm.The level tolerance is +/- 6mm and the smoothness tolerance is a maximum of 6mm with a 3m long straight edge. Average output is 4 to 5 loads per hour = 120 tonnes per hour.


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Superpave PmB Asphalt Runway Pavement

CompactionThe asphalt is compacted using a combination of tandem drum steel rollers and pneumatic tire rollers (PTR) to compact the asphalt to the required density and provide a good surface, texture and rideability. The rolling pattern that is used was determined during a site trial where three roller test strips were laid and the asphalt densities obtained by cores were correlated with different rolling patterns. The rolling pattern used is: Initial or Breakdown Rolling by steel drum tandem rollers 3 passes static and 1 pass with vibratory. Intermediate Rolling 6 passes with pneumatic tyre rollers (PTR). Finish Rolling using steel drum tandem rollers 1 pass vibratory and 3 pass static. The compaction requirement is 94% of maximum theoretical density.

Material TestingMaterials are tested on site, within a fully equipped Superpave asphalt testing laboratory for compliance with the specification. The site laboratory is the only fully equipped laboratory of this type in the Middle East. The following are some of the tests that are carried out: finish levels are tested by Engineer’s Level, smoothness by using straight edge, compaction / densities by sample cores, ingredients by samples sent to the laboratory, temperature by digital thermometer, thickness by cores and tensile strength by cores.

ConclusionThe runway is the first of its kind in the Middle East. It has a pavement thickness made up of 70mm base course, 50mm binder course, and 40mm wearing course, total 160mm thickness which was designed by the engineers to take the weight of the A380 Airbus at 592 tonnes.

There is not another runway within 6,000 miles that even resembles this state-of-the-art structure.

Millions of tons of rock were transported from the JV quarries to create the foundation for this runway; crushed rock was placed in 500 mm thick layers. The runway is elevated above the existing ground level.

From first impressions one may conclude that this runway was a build operation like any other. The team from DMIA undertook the challenge of getting the Engineer’s approval for aggregates, bitumen, PmB, paving equipment, method statements for production and laying, factual reports on site trials, attending numerous meetings with the Engineer, responding to the Engineer’s queries, and countless discussions all of which was a mammoth task.

Due to the successful collaboration of the joint venture team and the dedication of its employees, we now have the newest runway in the Middle East, a first of its kind. Surrounding GCC countries will no doubt look to this project when building similar runways in the future. And now for a smooth take off!!


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abu Dhabi airportMidfield Terminal Complex

JAMAL BAhLAwAN

As part of the Abu Dhabi 2030 Plan (the emirate-wide strategy to facilitate Abu Dhabi’s business and tourism growth) the Abu Dhabi government has approved the construction of the Midfield Terminal Complex (MTC) at ADIA. This world-class building is designed to accommodate up to 27 million passengers annually in order to meet the future needs of one of the fastest growing airports in the world.

The $2.93billion contract for this landmark project was signed in July 2012 between Abu Dhabi Airports Company (ADAC) and TAV-CCC-Arabtec JV and with the 49-month contract duration the facility opening is planned for 2017.

The terminal building is located between the north and south runways, allowing for more efficient movement from the runways to the stands and a quicker, smoother experience for passengers. The building’s design includes a unique undulating roof that is expected to be visible from over 1.5km away, rising 52m above ground floor and will comprise over 230,000m2 aluminum roof cladding set on 84,000 tons of structural steel. The envelope also includes over 200,000m2 of high performance glass curtain wall. The concrete works measure approximately 640,000m3, with 130,000 tons of reinforcement

and over 1.5million square metres of formwork required, and placement will peak at 2,000m3 per day.

The interior will be equally impressive with an 8,400m2 indoor park, 10,000m2 of international restaurants, 20,000m2 of retail and outlets, 27,500m2 of airline lounges and a transit hotel. Passenger and employee transit through the building will be facilitated by the 159 elevators, 129 escalators and 56 moving walkways and the baggage handling system is designed to handle 18,000 bags per hour. The striking interior consists of 225,000m2 stonework, cut to distinctive shapes, and over 270,000m2 of metal ceiling panels, each piece with a unique shape to fit to the high curved surfaces.

To complete the project, over 1,000 staff from the three JV partners will be employed and the workforce will peak at around 10,000 labourers. It is expected that the project will require about 340 pieces of various types of equipment including 30 tower cranes.

As all new developments in the Abu Dhabi airport are designed to minimize its impact on the environment, the MTC is designed to take into account the Urban Planning Council’s


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abu Dhabi airport

Midfield Terminal Complex

Estidama sustainability guidelines and achieve a minimum of Two Pearl rating. Several key sustainable features include low thermal conductivity glass facades angled to minimize heat load, day-lighting to interior spaces, solid cladding to further reduce the impact of the sun, water conservation and waste water reuse for irrigation. Furthermore, the highest standard of BIM will be used to ensure integration and coordination of building systems to maximize efficiency.

In addition to the challenge in magnitude, this complex project will present many other challenges notably, completing construction within the active Abu Dhabi airport, creating safe methods for installing the high ceiling finishes and managing the large multicultural workforce will be key HSE concerns. Additionally, the high quality expected for the project will be addressed through proper subcontractor/vendor selection, ensuring workforce competence, thorough quality control of material, and monitoring the quality of the BIM models which will be used across trades to produce shop drawings, develop construction schedules and monitor progress. Successful delivery of this complex project will also depend on implementing rapid mobilization, coordination of permits and interfaces, and effective cultural and organizational integration in staff and labour workforce.

The Midfield Terminal Complex is a keynote project for CCC and, as always, CCC expects to deliver this remarkable project to the highest standards through the strong efforts and hard work of its talented team.


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beirut international airport ProjectMiChEL SAAD

After the civil war finished in Lebanon and as part of the plan to reconstruct the country as quickly as possible, the Lebanese government, headed by the late Prime Minister Rafic Hariri, decided to start with the construction of the gateway to the country, which is the airport.

After a lengthy tendering procedure and with only one percent difference with the second bidder, CCC was awarded the contract in joint venture with Hochtief of Germany. This contract was the largest single contract in the history of Lebanon. It was given the utmost attention by Mr. Hariri, who considered it as his “baby” and who visited the site on an average of twice a month and was getting personally involved in many details, making sure that the works were progressing as planned. Being in the construction business himself, Mr. Hariri understood the complexity of such a project and was doing his best to help resolve the problems.

The most challenging part of the project was that the new airport had to be constructed over the existing one, which had to remain operational at all times.

Phase 1 of the new terminal building was constructed adjacent to the existing terminal which was over 40 years old. This phase was completed and put in operation in 1998. Then

the old building was demolished and Phase 2 constructed in its place. The challenge was that we were working in an operational airport and that we had to make the transition to the new facilities without any interruption of services. This was performed in an amazingly successful way. The most challenging part was the transfer between the existing control tower and the new control tower, both of which were part of the terminal buildings. A temporary arrangement had to be made and some functions had to be duplicated in order to achieve a seamless transfer.

• Under the contract, we had to demolish the old terminal building and construct a new one (160,000m2), a control tower, one runway in the sea, including marine works, a utility plant, a utility tunnel, fire stations (land and sea), a civil aviation training centre, a civil aviation safety centre, a maintenance workshop, sub-stations, a postal sorting centre and several other support buildings, as well as roads, underpasses and flyovers.

• The marine works were a major challenge. Twenty million tons of rock had to be dumped in the sea. Under the electromechanical scope, in addition to the conventional MEP services, we had to provide:


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beirut international airport Project

• A district cooling plant.

• A power plant.

• NO-BREAK generators.

• Airfield lighting systems for two runways.

• Navigational aids for two runways.

• Control tower equipment.

• Meteorological systems.

• Flight information display systems.

• Baggage information display systems.

• A central clock system.

• Baggage handling systems.

• Passenger boarding bridges.

• Visual guidance systems.

• Lifts, escalators, auto-walks and so on.

This being the first complete airport project for the CCC team, as well as for the local subcontractors in Lebanon, experience in the installation of special airport systems was minimal. I remember how I used a video from one of the manufacturers of airfield lighting to train our civil site teams and the subcontractor’s personnel on how to install airfield lighting deep cans and the connecting duct banks. After watching the video a couple of times and making a few trials on site, they all became experts and finally did a very good job.

During my six years on the project, many interesting events happened, a couple of which will be mentioned here.

I was with Marwan Hajjar, driving our little site Pajero on a service road near the terminal

building, when suddenly we saw a huge dark object in the mirror. Looking behind us, we found a Malaysian airliner moving backward just behind us. We almost got run over by an airplane. It was a near miss!!

Another event was having to spend New Year’s Eve (1999 – 2000) in the control tower with a team of experts in order to monitor the Y2K performance of all the electronic systems installed by us. As everybody knows, at that time, the Y2K issue became the industry’s concern all over the world. Luckily, 12:00 midnight passed and nothing happened. Of course, most airlines had already grounded their planes for that night. The first aircraft that landed at around 1:00am was Lufthansa and we were all, including the press and many officials, waiting for it at the gate. When asked if he noticed any strange behavior on the part of the instruments at midnight, the proud captain in his German accent said: “Why, was zere anysing at midnight?”

Now, every time I travel through the airport, I keep looking around, remembering all the stories we had. Above every ceiling, behind every wall, in every corner of the terminal building, on the runways, in every inch of the airport, there is an endless stream of stories.

This airport, which was built for a capacity of six million passengers per year and which was foreseen to be reached in 2020, has already reached its full capacity this year and is now ready for another expansion scheme! Will CCC be involved again?

In any case, the least I can say is that I am very proud of having been part of the CCC team that built Beirut International Airport.


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Anatomy of Aircraft Towers and their RoleABuBAKR F. ABDELAziz

IntroductionAs airports increase in size, flight capacity and passenger numbers, demands for shorter take-off, landing and taxiing/docking while reducing the complexity of the management of the traffic become a priority. Meanwhile stricter airport and safety regulations dictate that new and existing airports adopt a robust approach in upgrading and integrating ATC and MET systems thus enabling air space users to manage and organize the flow of air and ground traffic in a smooth, efficient and safe manner with a decrease in routine work and compatibility between control technology and beneficiaries of services.

The ATC/MET systems in modern multi-billion dollar airport projects may include over 40 systems and many other sub-systems that vary from controlling and analyzing data from complex multilateration radar and antenna systems to basic building controls and monitoring system such as BMS.

CCIC (CP-17) undertook and completed the project for the construction of the air traffic control tower and support facilities within New Doha International Airport (NDIA), which housed nearly all of the ATC related equipment excluding the field devices and remote antenna towers/radars. This involved working closely with the designer, ATC systems contractor and the end user given that as the detailed engineering works evolved the requirements varied significantly ranging from electrical, cooling, space utilization, internal backbone raceways, external backbone ductbanks, radar and antennas installation requirements, ATC console positions and customization (by the end-user), building systems interfaces and management are a few of the hundreds of interfaces that had to be developed and detailed.

ReliabilityDue to the criticality of the airport operation under all conditions, special consideration is given to RELIABILITY, AVAILABILITY and MAINTAINABILITY whereby a fully redundant electrical, HVAC and communication network is the industry standard with an emphasis on elimination of all “Single Points of Failure”. This philosophy is implemented for all critical rooms (VCR, approach room, equipment rooms, main communication rooms, and so on) and systems A-SMGCS, AUTOMATION SYSTEM, VCCS, recording and playback system (RAPS).

ATC/MET Communication NetworkThe initial NDIA design was based on a single NDIA fibre and copper backbone that covers the whole NDIA site, and that there will be separation at network level however during design development and as per client request the ATC backbone was physically separated from the NDIA LAN and two (2) air traffic control (ATC) networks were conceived as follows:

1. One redundant ATC network for east runway named ATC E.

2. One redundant ATC network for west runway named ATC W.

The same principle was applied to comply with ICAO rules for meteorological service: a redundant meteorological network named MET was developed.

1. MET1: meteorological network link 1

2. MET2: meteorological network link 2.

Below is a brief and simple description of a number of the main ATC systems that are essential to the operation of every airport.

Automation SystemThe Automation system is a primarily radar acquisition system that collects and processes data from local and regional PSRs (primary surveillance radar) and MSSRs (monopulse secondary surveillance radar). It also provides all necessary hardware and software to:

1. Display air radar situation (based on ASR) to the air traffic controllers.

2. Manage flight plans.

3. Provide electronic progression strips.

4. Provide coordination links between sectors through OLDI and AIDC protocols.

5. Exchange messages (CPDLC, DCL) with aircraft, communicating through a link provided by an external communication service provider (CSP).

The automation system consists primarily of the following:1. Redundant radar data processing (RDP).

2. Redundant radar data acquisition equipment.

3. Redundant interface for bypass radar data acquisition equipment (DARD).


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Anatomy of Aircraft Towers and their Role

4. Redundant flight plans data processing (FDP).

5. Redundant safety net processors.

6. Redundant AMAN / DMAN processors.

7. Redundant automation remote control and monitoring system (RCMS).

8. Recording and play back system.

9. Two DARD LANS

10. Two System LANS.

Advanced Surface Movement Guidance And Control System (A-SMGCS)The A-SMGCS system is an acquisition and control system that collects, processes and controls aircraft and vehicles’ ground movement via interfacing with the following system:

1. AGL (airfield ground lighting).

2. NAVAIDS (navigation systems such as DME (distance measuring equipment), VDF (VHF directional finder), glide path DME, and so on.

3. Foreign object detector.

4. Vehicle tracking system (VDL).

5. in addition to VCCS (voice communication control system).

Objectives:1. Enhance safety by improving surveillance

and providing runway incursion monitoring facilities.

2. Allow safety levels to be maintained while traffic levels increase.

3. Allow capacity to be maintained in poor weather.

4. Data links to and from other locations will be interfaced to ATC backbone or QTEL telecommunications circuits at a distribution point in the patch panel room.

5. Communicates between all elements of the A-SMGCS (CWP, RCMS, CDP data processing) and TRAPS will be via a local area network (LAN) (ASMGCS LAN). Fibre-optic links will be used between the radar sensor site(s) and the display site for the transmission of digitized radar video, tracks, configuration data and status reports.

6. Will provide information to each CDP through switches from each extractor.


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Philosophy of OperationA. In all Visibility Conditions

A-SMGCS will be used to validate positional information and aircraft identification to reduce the overall controller work load and voice communication.

A-SMGCS will provide a safety net of alerts and alarms on runway.

B. In Normal Visual Conditions

A-SMGCS will not interfere with the tower ATC prime responsibility of using normal visual procedures to determine aircraft position, maintain overall situational awareness and ensure spacing between all moving mobiles.

C. In low Visibility Conditions

A-SMGCS will be used as the prime means to determine aircraft position, maintain overall situational awareness and ensure spacing between all moving mobiles.

General ArchitectureA. The A-SMGCS will use the radar data

received from RDPS/FDPS, flight data and airport data base. These connections will be done through a router connected on the main switch (Ethernet cable).

B. All servers will be connected to a dual 100 Mbps Ethernet LAN.

C. As an emergency backup a dedicated server will provide associated data from SMR and MLAT systems to each CWP.

D. Each process in the CDP will be permanently monitored. In case of failure, the failed process will be automatically replaced by the same process on the redundant server.

Aeronautical Information ManagementA. The purpose of AIM is to provide to airspace

users all relevant information for all phases of the flight (including pre- and post-flight pilot briefing) and flight plan facilities for both domestic and international flights.

B. The system will therefore:

Maintain (keep up to date) and manage a NOTAM local database.

Query data, on some other topics, from other

local or distant databases.

Provide all necessary facilities to request and provide necessary AIP, AIP amendments and supplements, aeronautical information circulars ( AIC), and so on.

Provide a form for flight plan redaction, including syntax checking.

Provide the user with information tailored for the flight plan.

C. The system manages and processes the following information:

NOTAMs, SNOWTAMs, ASHTAMs, BIRDTAMs.

Meteorological information.

AIP (local and destinations), AIC, and so on.

Delay expectation for a flight plan.

D. Interfaces with other systems

The system will query MET data from a MET server.

The system will get / query NOTAMs through the AMHS.

NAVAIDSILS (Instrument Landing System), Landing DME and Marker BeaconsEach runway system composed of independent radio navigation stations called Localizer, Glide Slope, Distance Measuring Equipment, and Middle Marker to provide a complete operational radio navigation system.

ObjectiveThe radio navigation system’s functional requirements are independently generated and simultaneously radiated to provide left-right (localizer), up-down (glide slope), distance to threshold (distance measuring equipment collocated with glide slope station) and guidance (middle marker) along the ILS corridors of the runways to the touch down zone (TDZ) and along the surface of the runway in case of Cat III operation.

Localizer, Glide Slope, and Distance Measuring Equipment (DME) stations include an electronic subsystem, an antenna subsystem, battery chargers and batteries, an air-conditioned equipment shelter, near-field and far field monitors, portable maintenance data terminal and all remote maintenance monitor devices.


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Objective• Localizer stations will provide dual-

frequency, capture-effect lateral guidance about the runway centerline to landing aircraft. The dual-frequency, capture-effect configuration will allow a very narrow course beam while maintaining coverage with the wider, low power clearance beam.

• Far-Field monitor (FFM) takes the measurements of the course line and displacement sensitivity for DDM, SDM and RF level. The received signals are transmitted back via NAV-COM optical fiber cable to the RCMS central unit for processing.

• Glide slope stations provide a dual-frequency, capture-effect descent path guidance to the runway centerline.

• The distance measuring equipment (DME) provides the aircraft with the distance to touchdown on runways.

• The middle marker equipment (MM) provides guidance along the ILS corridor. The middle marker station shelter is located at an approximate distance of 1050m from the landing threshold at the approach end of the runway and at 75m from the extended centreline of the runway.

Interfaces:The ILS RCMS interfaces with the AGL RCMS to enable the ILS interlock facility. For each runway, the ILS RCMS will receive from the AGL RCMS the runway flow direction information and will automatically switch off the ILS currently in use and switch on the opposite ILS. Further to the successful completion of this action, the ILS RCMS will send back an acknowledgement to AGL. This facility could be overridden by means of a command available on the supervisor consoles with the possibility to change manually the runway flow configuration in case of failure of the AGL system.

Airfield Meteorological SystemsThe purpose of the MET system is to provide to airspace users (ATC controllers/pilots) weather and navigation information from the AWOS (automatic weather station) processing inputs/data collected from various sensors and weather radars both local and abroad.

It includes sensors and equipment such as:

1. Wind speed and direction sensors.

2. Runway visual range (RVR) equipment.

3. Cloud base/height equipment.

4. Air and dew-point temperature equipment.

5. Atmospheric pressure equipment.

6. Wind profiler (inclusive of antenna, UHF transmitter, acquisition devices and associated processors and software).

7. Weather doppler radar (which detects and monitor atmospheric disturbances up to a range of 400 km, wind shear and turbulence in the vicinity of the aerodrome characterization of precipitation throughout the country).

8. Meteorological data processing system and

9. Wind cone equipment.

Editor’s Note... and you thought that it was just another tall structure!


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CCC Chairman’s Visit to the King abdulaziz international airport Project

Saudi Arabia

oMAR ABDEL QADER

3 October 2012 was an extraordinary day for the KAIA Project team as CCC’s Chairman, Mr. Said Khoury, spared some of his valuable time to visit the KAIA site office during his trip to Jeddah, Saudi Arabia. Dr. Saleh Jallad (GVP, Treasury, Insurance & Relations) and Mr. Mazen Qaddoura (Area Managing Director, Saudi Arabia) accompanied him.

The KAIA Project team organized a warm welcome ceremony for Mr. Khoury and his companions in the conference room, with the participation of most of the senior staff.

Mr. Khoury addressed the audience and explained the culture and values of CCC which he described as being a large family. He assured the audience that CCC considers all staff and their families as members of this CCC family.

As Project Manager, I briefed the guests about the project, addressing its peculiar status and criticality. I also expressed sincere gratitude to Mr. Khoury for his visit.

During the short, but remarkable, winding up of speeches, Mr. Said Khoury assured full support and wished successful completion of the KAIA Project.


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sFirst Aid Training Course

United Arab Emirates

Rakan al-Jazi

A first aid training course was organized by the HSE group in June this year: the training targeted EPSO employees in Mussafah, Abu Dhabi.

Around 30 employees attended the course, the attendees representing all the departments and trades from office boys to security staff to engineers up to managers.

The course aimed to give the attendees a basic understanding of first aid and confidence in their ability to carry out basic first aid procedures.

The course covered several topics such as defining the level, causes and management of an unconscious person, being able to put the patient in the recovery position, understanding the causes of breathing and heart difficulties, being aware of signs, symptoms and procedures of dealing with choking, being aware of types of bleeding, internal and external and how to control them.

The course, due to its nature, was a practical course where dummies where used to practice mouth to mouth artificial ventilation, CPR, back slaps and abdominal thrusts.

The course results were useful in that everyone understood the right basic first aid techniques, and attendees were certified as approved first aiders for three years.

This initiative was appreciated by the clients Al-Hoson and ADMA and some of their employees who work at CCC Mussafah were invited to the course.

Many thanks to the administration team in Mussafah who provided all the support and capabilities to make this event successful.


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Huge Equipment in Use at TasiastMauritania

BASSAM SiBAhiE

The Tasiast open pit gold mining project in Mauritania, West Africa, is a big operation requiring huge equipment. See the photos of the CAT 793D mining truck which has a nominal payload capacity of 218 tonnes, a body capacity (SAE 2:1) of 129m3 and top speed (loaded) of 54.3km/h.


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CSR News ReporttoNy AwAD

Contribution to the CSR InitiativeCCC Staff are encouraged to come up with ideas and activities 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].

CSR - 2012 First Six Months Progress ReportCCC’s CSR Network links all areas, projects, subsidiaries and branches through Lead Country CSR Coordinators who were nominated by their respective senior management to coordinate and follow up CSR initiatives in their domains. Progress reports covering their CSR activities during the first six months of 2012 were submitted and compiled in a CD that was circulated to area senior managements, project managers, lead country CSR coordinators and other parties involved in supporting the initiative. All parties were requested to review and share the information with their subordinates for spreading CSR awareness across members of the Group.

GreeceKYADA Donation

In continuation of CSR initiatives towards the help of the Greek Community, the MOA-CSR Committee along with staff volunteers has organized a dry food donation to the Municipality of Athens which was delivered

last August. The donation was a full truck load of dry food consisting of various items - pasta, rice, oil, sugar, milk and others. It was presented to the Municipality by members of the Committee and volunteers on behalf of the Company.

The donation was greatly appreciated and according to their estimation, the donation will cover the needs of a thousand persons for

duration of two months.

Race for the CureFor the fourth year CCC was one of the main sponsors of the event Race for the Cure 2012 which took place in Athens on 30 September 2012. CCC was the company with the third largest number of participants and we want to thank all those who came to support this symbolic cause. The race was organized by Alma Zois, the Greek Association for Women with Breast Cancer in cooperation with the American association, Susan G. Komen. More than 8,000 women, men and children of all ages took part in the symbolic race. The purpose of this race is to make people more aware of this illness and of the methods of early diagnosis which nowadays can save many lives.

EPSO3Rs InitiativeAwareness of the 3Rs initiatives “Reduce - Reuse - Recycle” is catching up around the different areas, departments and disciplines within the Group. Following the formation of the 3Rs Subcommittee at MOA, EPSO in UAE


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CSR News Report

have formed their own 3Rs Subcommittee and are active in launching different ideas that are being introduced with the target of being implemented wherever applicable.

KazakhstanDonation of PCs

In continuation of CCC’s CSR commitment towards the support of the local community in Kazakhstan, eleven PCs were donated to humanitarian organizations in the Atyrau region including an AIDS centre, a home for the elderly, a home for handicapped people and a local orphanage.

Distribution of Food Parcels in Kurmangazi, West Kazakhstan

On Saturday, 11 August, the Kazakhstan CSR Team distributed food rations to 50 Kurmangazi families in Western Kazakhstan, 250 kms from the centre of Atyrau (near the Russian border). The programme started with a visit to the Akim of Kurmangazi region in his office, followed by the distribution of food rations to the needy families and ended with an interview with Kazakhstan TV, Atyrau.

PalestineDistribution of Food PackagesDuring the holy month of Ramadan, CSR Palestine contributed food packages (consisting of rice, vegetable oil, sugar, halva, jam, lentils, olive oil and tomato sauce) to 100 poor families.

Saudi ArabiaIftar Party, CCC Al-Khobar

As part of its CSR activities, CCC-KSA Area Management invited on Friday, 10 August 2012 all employees located at the Area Offices in Khobar and Rashid building, White camp, PMV offices and a number of senior staff from the Area office in Riyadh and projects in KSA for Iftar. During the event all the attendees had an excellent time and expressed their appreciation to the owners and management.


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Habshan 5 - going greentoNy AwAD

In 2001 CCC was one of the first companies to support the UN Global Compact in response to an invitation received from Kofi Annan, United Nations Secretary General at the time. Currently, with over 8,700 corporate participants and other stakeholders from over 130 countries, the UN Global Compact is the largest voluntary corporate responsibility initiative in the world.

Every year, the Global Compact publishes its International Yearbook in which are included around 40 best practice examples from different companies which illustrate how to implement the ten Global Compact principles in daily business and projects. This year, CCC was chosen for its best practice achievement towards the environment in the Habshan 5 - Going Green Initiative. We would like to thank the UN Global Compact for permission to reproduce the article below:

Over the years, the Consolidated Contractors Company (CCC) has participated in and contributed to the countries and communities in which it has operated. Contributions have come in the form of monetary and in-kind donations. The “Habshan 5” project is an example of CCC’s sustainable engagement.

Integrated Gas Development, also known as Habshan 5, is a project run by Abu Dhabi Gas Industries to improve the production of natural gas liquids in the region and is aimed at significantly boosting the Emirate’s offshore gas production.

The reason for doing so is the permanent demand for energy all over the world. According to the UN, the world population is rapidly expanding. The world population had reached 1 billion people by 1800; 2 billion by 1922; and over 6 billion by 2000. It is estimated that the population will swell to more than 9 billion by 2050. That means that if the world’s natural resources were evenly distributed, in 2050 people will only have 25 percent of the resources per capita that people had back in 1950.

The world has a fixed amount of natural resources - some of which

are already depleted. As population growth strains our finite resources, fewer resources are available. As a consequence, there is a need for a more sophisticated use of the resources at hand as well as a need for more responsible methods of extraction.


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Habshan 5 - going green

One of the partners of the Habshan 5 project is the Consolidated Contractors Company, which is aware of its social and environmental responsibilities. In six decades of operation, CCC has grown to become one of the leading contractors in the international construction field, with more than 110,000 employees comprised from more than 80 nationalities.

CCC is committed to providing reliable, amicable, and professional service to its clients; being supportive of local business and communities; and being protective of the environments within which it operates.

CCC’s commitment to growth is firmly linked to the continuous development of

its employees and its ability to provide them with rewarding careers. The company is devoted to its employees’ safety and health, job security, and welfare. Its strength emanates from its distinct culture; the strong and close relationships with its clients; its employees’ competence and loyalty; its entrepreneurial and flexible management; and its focus on quality, safety, and commercial acumen.

CCC has been a participant of the United Nations Global Compact since 2001. Corporate social responsibility is always a project in progress, like the rest of CCC’s business. Every CCC activity and practice is meant to make a lasting impact, economically, socially, and environmentally. CCC’s Habshan 5 team started their green campaign to preserve the standard of living for future generations. They began to develop a green strategy to, among other things:


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Habshan 5 - going green

1. Save energy:

In Habshan, electricity is provided from diesel generators. Efforts made to manage consumption include:

• Energy-saving lamps used throughout the camp and offices.

• Solar power supply for all security lights.

• High masts for camp lighting.

• Timers for users’ consumption.

• Fully synchronized powerhouse to ensure optimal operation.

• Newly installed units and offices with high density insulation, improving cooling by 43 percent.

2. Save water:

In Habshan, water is being trucked from filling stations connected to desalination plants. EffortS made to optimize the consumption include:

• Spring taps.

• Gravity water supply (10 m elevated tanks) to control the pressure and reduce consumption.

• Treated water for flushing and irrigation network (50 % reduction in supply).

• Meters used throughout the camp to identify leaks and misuse.

• Flow regulators added on all showers.

3. Less Fuel / Gas = Saving (and better health!):

Personal car travel produces CO2 gas emissions and it contributes to local air pollution and congestion. On average, for each liter of fuel burnt in a car, more than 2.5 kg of CO2 is released. Efforts made to manage consumption include:

• Diesel cars (all 4 x 4).

• Low-consumption engines.

• Proper planning for extended-hours requirements and night loads.

• 1,000 trees planted in Habshan - this will remove up to 50 tons of CO2.

CCC proved to lead by example in promoting the green campaign in Habshan. A brief presentation titled “Habshan 5: The GREEN Journey” was introduced to the project sponsors on February 23, 2011. The CCC Habshan 5 project team is fully committed to making a difference. It is important that we leave a legacy of a clean,

green, and sustainable environment to coming generations. After all, our future lies in our own hands, and going green is the right solution for everyone on the planet.

CORPORATE PROFILEConsolidated Contractors Company (CCC) is a contracting company formed in 1952 and incorporated in Lebanon. The managing office is presently located in Athens, Greece. CCC is by far the largest engineering, procurement, and construction company in the Middle East and is ranked #18 by ENR magazine among all international construction companies. CCC currently operates in 40 countries on 5 continents. It employs more than 110,000 employees comprising more than 80 nationalities and is responsible for building some of the most challenging and complex facilities in the world. Drawing on its long and successful experience, CCC can provide a full range of project services - project development; detailed engineering, procurement, and construction; start-up operation; and maintenance - as pertains to the following:

• Buildings and civil engineering works.

• Oil and gas, and water pipelines.

• Oil and gas, and petrochemical plants and refineries.

• Power plants.

• Marine works.

• Offshore installations.

• Maintenance of mechanical installations and underwater structures.


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Sharm El Sheikh ProjectStaff Clean up Beach near Project Site

ADRiAN CRowLEy

As part of CCC Egypt’s continued support to Corporate Social Responsibility, in particular environmental conservation and protection adjacent to our project locations, the Sharm El Sheikh CCC project team on 19 July 2012 one afternoon (after work) cleaned up a beach reserve. The beach reserve (which looks onto the world famous Gulf of Aqaba on the Red Sea and Tiran Island) is located adjacent to the project. It goes without saying that the Red Sea is famous for its maritime and sub-aqua environment. The CCC project team decided to clean this beach up as a CSR activity, thus providing a clean beach for local residents and tourists, but more importantly to raise the awareness among project staff in areas such as sustainability and environmental protection.

The project is by the Red Sea and is located east of Sharm El Sheikh International Airport, with South Plot of approximately 113,205 m2 with total coastal frontage of approximately 700m. Phase 1 of the project includes a state villas compound comprising early works, a main state villa; two guest villas; staff housing; three security buildings; MEP and communications buildings; all associated infrastructure works, hard and soft landscaping works; boundary wall and all road works and

associated utility service buildings connecting the state compound to the access of the project.

The task involved staff collecting washed up debris on the shore line. This included plastic bottles, plastic, broken glass, tin cans, bottles, barbed wire, old containers, shoes, bits of metal, and so on, all of which was disposed safely afterwards. The team cleaned 700 metres of beachfront.

Project Manager Omar El Kadi commended the project staff team and encouraged them to make environmental conservation a part of their daily work routine but also a part of their lives in the respective communities in which CCC works and operates.


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Sicon Oil and gas Contribution ...... to the victims of Earthquake in Emilia Romagna

ELiSABEttA MAStELLARo

In May 2012, a magnitude 6 earthquake hit the Emilia Romagna, North Italy, leaving thousands homeless and historical buildings in ruins. It was the worst earthquake to strike the region in more than 700 years.

The earthquake also made enormous impact on the most famous Italian Parmigiano Reggiano and Grana Padano cheese, with production losses of up to 10% (thousands of Parmesan cheese wheels being damaged).

Lots of cheese factories started a “Parmesan Campaign” selling pieces of Parmesan at lowest prices to collect money and support the economy of those areas that were registering the highest loss.

Sicon Oil and Gas Management decided to support Emilia Romagna in the above campaign. All employees participated in the initiative and in about two weeks we collected an amount of money that covered an order of 500 kg of Parmesan.

Pieces were collected by Sicon’s drivers directly at the factories and then distributed to all employees. Some other pieces were offered to a non-profit association (Pane Quotidiano) as requested by some contributors.

We would like to thank again all the people who participated in this initiative with a very strong sense of responsibility.


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Target Shooting ChampionshiphASSAN MoghRABi

With the participation of 15 teams from all regions of Mauritania, a target shooting championship began on Wednesday, 29 August. This event took place in Boulenoir town, 170km north of Tasiast.

For three consecutive days, this event attracted a large audience, including regional authorities and fans of this popular traditional discipline in Mauritania.

Overseeing the occasion, the General Secretary of the Mauritanian Ministry of Culture, Youth and Sports, Dane Ould Soueid’ahmed, stressed the importance of this discipline in the preservation of national identity. His successor, Ould Khattry Die, President of the Mauritanian Association for Target Shooting, said that this competition aims to promote this kind of sport in Mauritania.

In a green oasis of date palms, the commune of Boulenoir attracts thousands of tourists every year. They come to eat the fresh dates, to walk on the golden sand dunes and sleep under the stars to banish the stress of the city since it is only 70km from the beautiful beach of Nouadhibou.

A team of 18 CCC Tasiast employees participated in the festival. The participation of our company was much appreciated by the mayor and the

public authorities.

For our first participation, we took third place, received a silver medal and a certificate of appreciation. We intend to participate in other social events in the future and to assist in developing sports in Mauritania.


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EPSO-CED 3R’s initiativeRouLA BADAwi

“The world is Going Green”; “Energy and Water Efficiency”; “Recycle”; “Reduce”; “Reuse “ and “Ecofriendly” are some common terms that we hear nowadays which were not that common a few years ago and that’s why we are all wondering where these came from, what they mean and why now.

As we all know, earth has a limited amount of natural resources such as water and fossil fuels which are considered as the core elements of technology, growth and community wellbeing. Due to the advancement of modern civilization and population growth, the last decade had witnessed an enormous demand for natural resources which has led to resources depletion.

According to the Go Green Initiative “people in 2050 will only have 25 percent of the resources per capita that people in 1950 had”. By using products made from recycled materials and by reducing our natural resources demand, we can help ensure that future generations will have the same resources we enjoy today. These facts forced the “3R’s” initiative to come to light. The 3R’s Initiative aims to “promote the 3R’s (reduce, reuse and recycle) globally so as to build a sound-material-cycle society through the effective use of resources and materials” as stated the Japanese Ministry of the Environment.

In line with the world and CCC’s belief and commitment to natural resources conservation, EPSO-CED 3R’s initiative was started. The 3R’s initiative is governed by CCC’s sustainability pillars; Economy, Society and the Environment and aims to accomplish efficient use of resources and zero waste. The implementation strategy for achieving the 3R’s initiative goals was set based on the following particulars:

Given that waste minimization can be achieved in an efficient way by focusing primarily on the first of the 3Rs, “reduce” followed by “reuse” and then “recycle” more attention should be paid to the practices and actions that would lead to efficient use of resources and waste reduction.

Given the significance and value of water and energy resources, the main area of improvement should concentrate on water and energy use reduction.

The initial phase of CED 3R’s implementation strategy was started a few months ago and the following are some of the actions that have already been taken or are currently in progress:

A. Energy Use Reduction Actions

‣ Installing occupancy sensors that are suitable for an office application.

‣ Conducting a feasibility study on replacing fluorescent lamps with more energy efficient LED lamps.

‣ Installing meters to measure energy consumption per building.

‣ Reducing lamps per luminaire in certain areas (i.e. corridors) while maintaining the required illumination levels.

‣ Placing Stickers around light switches to promote efficient use of lights (Fig.1).

figure 1

figure 2


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EPSO-CED 3R’s initiative

B. Water Use Reduction Actions

‣ Replacing old single flush toilet tanks with more efficient dual flush toilet tanks (Fig.2)

‣ Replacing the toilets/Kitchens faucets with low flow faucets (Fig.3).

‣ Installing water meters to measure water consumption per building.

‣ Conducting a study on the suitable advanced irrigation system.

‣ Scheduling regular maintenance to detect leaks.

C. Paper Use Reduction Actions

‣ Commencing new DCG and IT procedures that reduce the amount of hard copies. (Fig.4)

‣ Applying for electronic subscriptions to technical magazines to replace paper magazines.

D. Recycling Actions

‣ Installing recycling bins for paper, plastic items and CDs. (Fig.5)

E. Reusing Actions

‣ Promoting the reuse of resources such as printed paper.

‣ Endorsing reusable storage media such as flash desk, external hard disks and rewritable CDs.

In order to ensure our success in achieving CED 3R’s initiative goals, it was imperative to consider another major factor, which is the personal behaviour toward waste reduction. Thus, it was necessary to spread the sustainability awareness of CED 3R’s strategy through some of the following;

• Distributing 3R’s tips through periodic emails.

• Making it a policy to bring reusable dishes, silverware and glasses.

• Before recycling, trying to give away your used CDs or selling them to interested buyers at the local music store or on Web sites such as eBay.

• Making it a habit to print on both sides or to use the back of old documents for faxes, scrap paper or drafts.

• Conducting sustainability awareness seminars.

When it comes to creating a sustainable future, no one can go it alone and we all have to work together to meet the needs of the present without compromising the ability of future generations to meet their own needs. We believe that CED’s success would lead to spreading the 3R’s practices in EPSO and ultimately within CCC all around the world.

figure 3

figure 4 figure 5


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Careers DayhASSAN MoghRABi

This was the first job fair in Mauritania that took place over two days in the Congress Palace in Nouakchott during the first half of 2012 and was visited by the President of the Republic.

This exhibition was organized by the Federation of Services and Professions (FSPL) in collaboration with the Ministry of National Education’s Delegate for Employment, Vocational Training and New Technologies. The theme was ‘partnership between the public and private sectors for a better match between training and employment’.

It was an opportunity for job-seeking graduates to meet, via the exhibition stands, with potential employers.

CCC participated in this job fair, sharing a stand with the Kinross Corporation and presenting the current project and other projects as per company profile.

CCC posters and brochures were distributed and our site management was represented by Mohamed Badawi, Project Control Manager, who was available to provide information on the project’s construction.


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Tournament at SFS Project OmanABDALLAh MELhEM

Over the past six years CCC has successfully worked towards the goal of improving productivity, team spirit among all employees, fun, health and wellbeing by making wellness a priority, starting in the workplace.

Such work wellness programmes are linked to many factors such as the following:

• Improving high productivity.

• Less absenteeism and a reduction in long-term health care costs.

• Encouraging our employees to focus on key health behaviour such as increasing physical activities such as sports, improving eating habits, reducing stress and ceasing tobacco use.

• We shall create a company culture where the best employees want to work, such as treating people with respect at all times, taking care of your current people and fairness among all your subordinates.

As part of our commitment to improve wellness in the work place, SFS project management in Oman organized a table tennis, billiard and football tournament during the period 28 July to 9 August 2012. The winners and champions were awarded with trophies and medals.

Table Tennis

1st Miqdam Sabri

2nd Iyad Shouli

3rd Omar Anis Qasem

Billiard

1st Oliver Plagata

2nd Wassim Boustany

3rd Christopher Delas Alas

Football

1st CCED - Team

2nd CCC - Civil Team Football- CCED Team and CCC-Civil Team

from left to right: Iyad Shouli (2nd Place), Meqdam Sabri (Champion), Omar Qasem (3rd Place)


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MohaMMad al-kiSwani

The CCC/TAV football team from the DMIA Project won second place in this league championship held in Muscat. See the photos and the names of the team players.

No. Name

1 Abdulhamid Fatafta

2 Ahmad Sharaf (GK)

3 Ahmed Al-Brashdi

4 Batuhan Berkun

5 Charles Tannous

6 Freddy Naguib

7 Hussein Taha

8 Ismail Al-Brashdi

9 Maamoun El-Hajj

10 Mohammed Khattab

11 Mohammad Kiswani (C)

12 Saleh Al-Handasi

13 Omar Al-Ghazali (Team Coordinator)

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C C C 51Bulletin Issue 103 | October 2012 Bulletin Issue 103 | October 2012

Baby Girls

Mohammed Zafar (GSI Project, Oman) and his wife Fahimun have been blessed with a new addition to the family. Her name is Sahar Hayat and she was born on 1 May 2012 in Jamshedpur, India.

Mohamad Gulam Farid (RKPP, Saudi Arabia) and his wife Sanjida Parveen are very pleased to announce the birth of their daughter Zoya Parveen. She was born on 4 May 2012 in Angus, Hooghly, West Bengal, India.

Mohammad Mubarak (Area Management Office Khobar, Saudi Arabia) and his wife Rasha Abu Baker are delighted to announce the birth of their second child, a girl named Sarah. She was born on 11 June 2012 in Khobar.

Mohammed Aslam (MPAC, Qatar) and his wife Tasleema have been blessed with a second daughter. Her name is Mariyam and she was born on 15 July 2012 in Arfa Wala, Pakistan.

Raouf Bandaly El-Issa (Egypt Area Office) and his wife announce the arrival of their daughter Natalie who was born on 17 July 2012.

Yasar Arafath (PSF Project, Saudi Arabia) and his wife Shaheera are very pleased to announce the birth of their baby girl Fathima on 1 August 2012 in Kerala, India.

Diyaa Akkawi (EU3 Project, UAE) and his wife Dareen are pleased to announce the birth of their first baby, a girl named Lojain. She was born on 15 August 2012 in Abu Dhabi and all the family are very happy with the new arrival.

Lubna Kamal (Amman Area Office) and her husband Abdullah Khalifeh are pleased to announce the birth of their first baby, a girl named Geena on 15 September 2012.

Anup Gopinath (DFM Project, Oman) and his wife Sowmya take pleasure in announcing the birth of their first baby, named Sadhika. She was born on 16 June 2012.

Baby Boys

Ismail Barham (Amman Area Office) and his wife Nancy are pleased to announce the birth of their first baby, a boy named Taim on 12 January 2012.

Ahmad Rababaa (SAS Project, UAE) and his wife Ayah Hatamleh would like us to join them in celebrating their son’s birth. Adam was born on 23 May 2012.

Mohammad Awais and his wife Anz are very glad to announce the birth of their first child. His name is Afif and he was born on 14 June 2012 in Swabi KPK Pakistan.

Prakash Viswambharan (EMC Oman) and his wife Alba Prakash are pleased to announce the birth of their baby boy, named Shreyas on 29 June. He was born in Trivandrum, Kerala, India.

Their first child is a boy: Khalil Al-Ramahi (PNUW Project, Saudi Arabia) and his wife Ayat are very happy to announce the birth of Aws on 7 August 2012 in Riyadh.

Saleem Nettoor (WGCCC, Oman) and his wife Nabeena are very glad to announce the birth of their son Nebhan. He was born on 15 August 2012 in Oman-Ruwi.

Ali Chabayta (KPIZ Project, UAE) and his wife Nisreen are very happy to announce the birth of their first child, a boy called Osama. He was born on 21 August 2012 in Dubai.

Mohammad Moussa Balkis (KAOF, Papua New Guinea) and his wife Doha El-Hajj are very happy to announce the birth of their third baby boy named Amir. He was born on 22 August 2012 in Saida, Lebanon.

Engagements and Marriages

Anil Singh (DMIA Project, Oman) married Deepika on 26 April 2012 in Punjab, India. The happy occasion was attended by family and friends.

On 8 June 2012 Motasem Hyasat (Area Management Office Khobar, Saudi Arabia) got married to Haneen Hmamsha. The wedding ceremony took place in Amman, Jordan.

The marriage of Sameh Daher (DMIA Project, Oman) to Lara Khalil took place in Lebanon on 30 June 2012.

Jojo K. John (QFD Project, UAE) is pleased to announce his wedding to Joshwin Abraham on 12 September 2012 in his home town of Mavelikara, Kerala, India.

Hani Salah (PSF Project, KSA) got married to Abeer Khaled Howarie on 6 July 2012 in Irbid, Jordan.

Luai Naber (Amman Area Office, Jordan) is pleased to announce his wedding to Mirna Halabi on 27 July 2012 in Amman.

Anish V. Mohan (DMIA Project, Oman) is pleased to announce his marriage to Neethu (Sreekutty) on 20 August 2012 in his hometown Thrissur, Kerala, India.


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NSWhy We Need leadership in Our life and in Our Work

DR. RiAD ELhAJ

Leadership is one of the most needed processes in our life and work, yet and unfortunately, it is one of the least understood. Most people fail to recognize the value of leadership and the need to build it and to practice it in every aspect of our life.

Leadership is defined as influence “nothing more, and nothing less.” This influence, which is the currency of leadership, is needed everywhere in our life to help us lead and be in the front as well as to help our people believe in us in order to follow us, willingly, not because they have to. This leadership (or influence) as shown in Figure 1 is generated from the overlap of the three basic areas of our life, namely, who we are (character), what we know (competency) and what we do (action). This implies that everything in our life hinges on this overlap that determines the productivity, the success and the satisfaction of people regardless of who we are and where we are.

Leadership (or influence) is a potential born with humans. This potential has to understood, defined, enhanced, maintained and put into action. People have to believe that leadership is a journey and not a destination. The journey we have now in the 21st century dictates that leadership be the key to coping with challenges we face at home, work and in every aspect of our life. These challenges as shown in Figure Two cannot be faced any more by the “survival of the fittest” mentality but with the success of the wisest who has a high level of leadership (or influence).

We need leadership to cope with new technology and its speed; with diversity and high expectations. We need to place high value on leadership so that we think more, think ahead and think before. We need to enhance our leadership culture at every level by everyone, everywhere.

We need to believe and change our paradigm that everything in life, including our work, hinges on leadership.

BE Know

DOInfluence

The Leadership Process

Challenges of the 21st Century

figure 1

figure 2

LEBANONBeirut

Beirut International AirportLEBANONBeirut


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EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

Quarterly Magazine of Consolidated Contractors Company

Issue 103October 2012