Quarterly Magazine of Consolidated Contractors … 42 Maher Abou Chaaban A. El-Sersy W. Farkouh Human Resources 46 The Education for Employment Foundation, Tunisia N. Sinno Milestones

bulletin

Safety Always ...The 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

Issue 1091st Quarter 2014

Quarterly Magazine of Consolidated Contractors Company

C C CBulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014

Cont

entsFrom the Desk of... 3 T. Khoury

Recent Awards 4

Quality Management 6 Root Cause Analysis M. Soufyan

Feature 10 Reasons to Support HSE O. Reed

12 ISO 14001 Environmental Management Systems & the Construction Industry

R. Harissi

15 Thinking Rationally about Security in an Uncertain World Group Security Office

20 CCC HSE Group Memberships M. Nouriddine

22 Achieving HSE Training Excellency H. Faraj

25 HSE Performance & Monitoring H. Hasanain

26 Building a Positive Safety Culture R. Davies

29 The Importance of a Fit Workforce & Effective Health Surveillance R. Davies

32 Captain No Zone Behind the Scenes C. McDaniel

34 HSE Graduate Under Development Programme M. Saliba

Area News 35 Kazakhstan: Samer Khoury’s Visit to Astana G. Anouti

Corporate Social Responsibility 36 CSR News Report T. Awad

38 Report from Qatar K. Sobh

40 UAE: Employee Volunteers M. Musliar

41 UAE: Bio-Diversity Protection M. Musliar

Interview 42 Maher Abou Chaaban A. El-SersyW. Farkouh

Human Resources 46 The Education for Employment Foundation, Tunisia N. Sinno

Milestones 47 Najib Khoury is Elected President of IPLOCA Bulletin Staff

47 Farewell to Peter Tauro D. Moloney

48 Announcements

3C C CBulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014

From

the D

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Deputy Chairman

T. KHouRy

Health, Safety and the Environment, the theme of this month’s Bulletin, stands as a reminder that CCC is more than a construction company; we are an integral player in the development and progress of countries and communities we interact with, and nothing is as central to the long term

sustainability of our company as our HSE practices and programs, which are a reflection of the core values and culture established by our founders, Said Khoury and Haseeb Sabbagh, my father and late uncle respectively. After all, everything we do touches people’s lives and the environment and it is our moral, social and commercial imperative to safeguard the health and safety of our workers and the integrity of the environment.

Following in my father’s footsteps, CCC’s management and staff are committed to maintaining the entrepreneurial culture behind our success, pushing through continuous initiatives for expansion both geographically and into new segments and ready to take calculated risks. Our drive is supported by the most capable and loyal staff and the family environment that we strive hard to safeguard.

CCC is entering 2014 with an exceptionally large backlog (in excess of $9 billion) and we anticipate the imminent award of major mechanical and civil projects across the GCC markets. While reviewing the status of our backlog I was reminded of my father’s quote “Such developments never occur by coincidence. A distinguished record is always the result of carefully defined and observed ground rules. At CCC, a unique corporate culture with distinct values and practices deserves to receive full credit for our outstanding success”.

Indeed, this success is a result of the founders’ vision and the seeds they planted across the organization. It is also the result of a carefully drawn up strategy, laid out by Said Khoury, of diversifying geographically and across industries, which has so far allowed CCC to generate more than 40% of its revenue and sales outside the GCC. The diversification has broadened CCC’s engagements, thus reducing its corporate risks and ensuring stability in sales, revenue and backlog. Nonetheless, as we continue to grow and expand, we need to remain acutely aware of the changing environment, technologies, competition, and hidden risks and hazards we could face.

Strategies do not succeed without proper execution. CCC has been able to consolidate its leading role in the construction business and its position as the preferred contractor in our region and beyond, thanks to the diligent efforts of our operation teams and the intimate knowledge we have gained of our clients and partners’ needs and demands. This is where the contribution of every member of the CCC family becomes visible, and why we must be vigilant in nurturing a performance culture. It also reminds us that CCC’s employees are our most valuable asset who are and will remain responsible for the company’s success.

Nothing emphasizes our appreciation and recognition of the contribution of our employees to our history of success better than Said Khoury’s words, which still define the CCC culture and environment: “The achievement which gives me the greatest pride is the outcome of the investment we have made in our personnel, resulting I believe in our staff being as distinguished a group as can be found anywhere… [distinguished] by their honesty, self-respect and loyalty, as much as by their individual capabilities”.

As for the prospects for 2014, I am confident it will be another good year for CCC due to the increase in mechanical and civil / infrastructure projects being tendered in our traditional areas, and the boom we are witnessing in Africa. With our established leadership position we are confident that we will succeed in securing a solid share.

I wish you all the best for 2014.

C C C Bulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014

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Construction of Road Infrastructure for the Phase 1 Development at the Warri Industrial Business Park (WIBP)

NigeriaThe works involve the construction of three sets of roads totaling 5.95km, dual carriageway 10.95m wide and 2.0m wide

road median together with all associated concrete drains, culverts, kerbs and protection works.

Pavement is made of cement stabilized sub-base, crushed stone base, 50mm asphalt binder course and 40mm asphalt wearing course.

The client is Delta State Government – Project Implementation Committee of The Warri Industrial Business Park Project.

The contract was awarded on 26 July 2013.

The project start was 16 August 2013 for a duration of approximately 15 months ending on 25 November 2014.

Tie-in of Twelve New Wells to the Gas Gathering SystemUAE

EPC project with the following scope of work:

A. Installation of twelve production wells at three pads:

↳ SP-1: Four wells and related facilities.

↳ SP-2: Four wells and related facilities.

↳ MP-3: Four wells and related facilities.

B. Connection of above twelve wells to existing production manifold.

C. MEG Injection System for three pads.

D. Annulus Bleeding System for three pads.

The client is Al Hosn Gas.

The contract was awarded on 28 January 2014.

The project start date was 4 February 2014 for a duration of 18 months ending on 4 August 2015.

Central Processing Facilities (CPF) “Khazzan”Oman

The project scope is to construct a Central Processing Facility (CPF) comprising two identical gas trains sized

for 14.87 million Sm3/day/per train (525 MMscfd), one liquid train sized for the 15% Amin rich case producing circa 225.26m3/hr (34,000 bcpd) of stabilized condensate, produced water treatment processing with a capacity of 265m3/hr (40,000 bwpd) and all utilities, infrastructure and so on within the plant fence (ISBL).

The scope includes civil works and buildings on EPC basis, steel structure erection, piping fabrication and erection, equipment erection (including heavy lifts), painting and insulation works, electrical and instrumentation works, and precommissioning.

The client is Petrofac E & C Oman L.L.C and the owner is British Petroleum (BP).

The contract was awarded on 18 February 2014.

The project construction start is 1 September 2014 and ends on 18 April 2017.

Construction of the King Hussein Cancer Centre (KHCC) Outpatient Tower and East Tower BP3-KHCC-NEB: Architectural, Finishes and MEP PackageJordan

On 4 March 2014, the King Hussein Cancer Foundation (KHCF) awarded the Construction of King Hussein Cancer

Centre (KHCC) Outpatient Tower and East Tower - BP3-KHCC-NEB: Architectural, Finishes and MEP Package to the Consolidated Contractors Group S.A.L (Offshore) (CCC) & Haddadin Engineering Company for Contracting (HEC) Joint Venture.

The official signing ceremony took place in Amman on 17 March 2014 in the presence of HRH Princess Ghida Talal, the Chairperson of the Board of Trustees of the King Hussein Cancer Foundation (KHCF); CCC’s President (Engineering & Construction) Samer Khoury; CCC’s Area Managing Director Jordan, Ghassan Danan and HEC’s General Director, Dr. Khalaf Haddadin.

The King Hussein Cancer Centre (KHCC) is located in the northern zone of the city of Amman, right across from the existing centre, on Queen Rania Al Abdullah Street near the University of Jordan.


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The joint venture scope of work under this package includes:

• Architectural Finishes.

• MEP Works.

• Communication, IT and Low Voltage.

• General Landscaping.

• Conveying System.

• Standby Power Generator.

• Construction of Power Station.

The project consists of 182 rooms and is comprised of two towers sharing the ground floor and three basement floors. The towers are 10 and 12 floors above ground floor with an approximate total built-up area of 84,360 square metres divided into 23,670 square metres in the basements and the balance of 60,690 square metres for the hospital.

The skeleton works for the hospital building have been implemented through a separate contract.

The construction manager is Projacs International and the engineer is Sigma Consulting Engineers.

The project duration is 730 calendar days commencing 1 April 2014.

HRH Princess Ghida posted the statement below on her Facebook page and we in CCC are committed to providing full support in order to accomplish the aims and bring them to fruition to the highest standards and on time, if not before.

“We have finally reached the stage of signing with Consolidated Contractors Company (CCC) to finish building the new extension of the King Hussein Cancer Foundation and Centre. This new project will be the equivalent of a life-saving space to our patients and will allow us to treat patients who are now on a long waiting list. When this project will see the light, our aim is for no patients to be turned away for lack of space inshallah. But in order to succeed, this project needs your support and the support of the community. Cancer patients are relying on each one of us to support them”.


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tRoot Cause Analysis

M. SouFyAN

IntroductionRoot cause analysis is an approach for identifying the underlying causes of why an incident occurred so that the most effective solutions can be identified and implemented. It is typically used when something goes wrong that has a negative effect on cost and schedule, but can also be used when something goes well to help in understanding good practice. Within an organization, problem solving, incident investigation and root cause analysis are all fundamentally connected by three basic questions:

1. What’s the problem?

2. Why did it happen?

3. What will be done to prevent it?

The Cause Mapping Method of Root Cause AnalysisThe word “root” refers to the causes that are beneath the surface and are not apparent. Most organizations mistakenly use the term “root cause” to identify the one, main and apparent cause. Focusing on a single apparent cause prevents the organization from identifying the real cause of the problem.

There are three basic steps to the cause mapping method:

1. Define the problem and its impact on overall goals.

2. Analyze the cause in a visual map.

3. Prevent any negative impact to the goals by selecting the most effective solution.

The Basic Philosophy1. Define the problem.

2. Gather data / evidence.

3. Ask why and identify the root cause associated with the defined problem.

4. Identify corrective action that will prevent recurrence of the problem and meet your goals.

5. Ensure corrective actions are within your control and do not cause other problems.

6. Implement the recommendations.

7. Observe the recommended solutions to ensure effectiveness.

8. Adopt the solution within your organization.

Basic Elements of Root CauseIn the process, we may identify main causes and secondary causes. The problem may be initiated as a result of many causes that require solutions. The most usual elements of causes may be classified in the following manner:

Materials

9 Defective raw materials.

9 Wrong type for the job.

9 Lack of raw materials.

Management

9 Poor commitment.

9 Failure to establish a system.

9 Failure to establish a policy.


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Methods

9 Substandard procedure.

9 Poor implementation of procedure.

9 Poor communication.

Measurement

9 Incorrect measurement.

9 Instrument not calibrated.

9 Wrong interpretation of result.

Resources

9 Unqualified personnel.

9 Lack of transportation.

9 Defective equipment and tools.

Environment

9 Substandard work environment.

9 Required temperature not maintained.

9 Required humidity not maintained.

The Ishikawa DiagramThe Ishikawa Diagram, also known as the fishbone diagram or cause and effect diagram is a diagram that shows the causes of a certain event. Common uses of the diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation; causes are grouped into major categories to identify these sources of variation.

The Basic ConceptThe basic concept in the cause and effect diagram is that the name of a basic problem of interest is entered at the right of the diagram at the end of the main bone “backbone”. The main possible causes are drawn as bones off the main backbone. Brainstorming is typically used to add more causes on the main “bone” and break it down to specific causes. The 4 M’s method is illustrated in the diagram.

Other categories may be used such as the eight Ps: Product, Price, Place, Promotion, People, Process, Productivity and Physical Evidence.

There is no restriction in identification of the main causes of a problem; management for example could be one of the main causes. In this case, management should be entered as a main cause and broken down into specific causes.

The Ishikawa diagram is a visualization and knowledge organization tool. Simply collecting the ideas of a group in a systematic way facilitates the understanding and ultimate diagnosis of the problem. Several computer tools have been created to assist in creating Ishikawa diagrams: some of these tools limit the options for selecting the main causes “bone”, however, many commercial software may be used without limitation, knowledge of the process under consideration is mandatory.

How to Construct the Ishikawa Diagram The following items represent a brief description of how to construct a fishbone diagram:

9 Place the main problem under investigation in a box to the right side of the backbone.

9 Have the team generate all the potential sources of variation.

9 Use an affinity diagram to sort the process variables into naturally related group. The labels of these groups are the names for major bones on the Ishikawa diagram.

9 Place the process variables on the appropriate bones of the Ishikawa diagram.

9 Add specific causes to the main cause in the same manner as illustrated in the fishbone diagram shown. Ensure that the specific causes are measurable, if not try to break them down to measurable elements.


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The Five Whys MethodThe five whys method is used during root cause analysis to identify the real cause of a problem. The term “five” is a figurative term; the root cause analysis may need less or more than five whys. The principle is to keep asking questions that may lead to the root cause, for example:

Why 1: Why was the compaction level not achieved? The compaction machine broke.

Why 2: Why did the machine break? Preventive maintenance was not carried out.

Why 3: Why was preventive maintenance not carried out? The workshop is running behind schedule.

Why 4: Why is the workshop running behind schedule? There is a shortage of skilled workers.

Why 5: Why do we have shortage of skilled workers? Human resources failed to recruit skilled workers on time.

At the construction site, the usual remedy is to repair the machine and to do the work again without identifying and solving the root cause. Of course, this will lead to other failures in other areas causing losses of time and money because of failure to eliminate the root cause.

The Affinity DiagramAn affinity diagram is a tool that gathers large amounts of data and organizes them into groupings based on their relationships. The affinity process is often used to group ideas generated by brain storming. In root cause analysis, the affinity diagram is used to identify possible causes of a problem and group them under a title. Each title represents the main bone of a fishbone diagram. The subtitles represent possible causes that may be also broken down to identify the real causes of the problem.

Why Should We Use The Affinity Diagram?The affinity process is a good way to get people to work on a creative level to address difficult issues. It may be used in situations that are unknown or unexplored by a team, or in circumstances that seem confusing or disorganized, such as when people with diverse experience form a new team or when members have incomplete knowledge of the area of analysis.

When Should We Use the Affinity Process?The Affinity Diagram is useful when you want to:

↳ Sift through large volumes of data. For example, a process owner who is identifying customers and their needs might compile a very large list of unsorted data. In such case, creating an affinity diagram might be helpful for organizing the data into groups.

↳ Encourage new patterns of thinking. An affinity exercise is an excellent way to get a group of people to react in the right way. Since brainstorming is the first step in making an affinity diagram, the team considers all ideas from all members without criticism. This stimulus is often enough to break through traditional or entrenched thinking, enabling the team to develop a creative list of ideas.

How is the Affinity Diagram Created?Before we go over the steps used to create an affinity diagram, we need to look at some unique features of the affinity process that are important to its success:

Silent Participation: Display ideas silently without talking.

Go for gut reactions: Do not agonize over sorting, just display ideas as you see them.

Handle Disagreement: Disagreement may occur between members over sorting, this is a part of a healthy operation. If members cannot agree, simply display the same idea under a different title group.

There are five steps to generate an affinity diagram:

Step 1: Generate ideas: Write each idea on a single card or a sticker.

Step 2: Display ideas: Display ideas on a board.

For example, the following issues are related to continual process improvement: data collection, pressure for success, lack of follow up by management, unrealistic time, lack of training, too busy to learn, want to solve problem without clearly defined, not using data, customer’s needs, short term planning, behaviour modification, competition versus cooperation, developing a product without development of process, lack of management understanding, need new data collection system, some people will never change, lack of trust in the process, need to be creative, too many projects at once.


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Step 3: Sort ideas into groups. Sort the ideas into related groups by moving the cards independently. In case of disagreement duplicate the idea for inclusion in more than one group.

Step 4: Create header cards. Make sure that each header clearly identifies and captures the essential link among all the ideas related to a certain group.

Step 5: Draw finished diagram. Place a header card above each group of ideas, allow the team to review and to discuss points for clarification, and document the finished product.

How the Affinity Diagram Is Used To Create a Cause & Effect Diagram:Step 1: Place the failure situation at the far end

of the horizontal arrow “backbone”.

Step 2: Place the headers “title of each group” at the end of the main bone.

Step 3: Place the generated ideas on horizontal arrows with a direction toward the main bone.

Step 4: Break down the main ideas into ideas that can be measured.

Following step 4, you need to conduct a thorough investigation to identify the root cause of the problem, and recommend a corrective action.

For illustration only, let us consider a weld defect situation. The following items represent

variables that may contribute to the defect under consideration: voltage, current, inter-pass temperature, training, wind, moisture, oven, preheat, electrode storage, surface, bevel angle, weave, string, rain / moisture, qualification ventilation,

travel speed motivation , electrode treatment temperature, quivers, relative humidity, electrode type, electrode size, oven, heat treatment, equipment, furnace welding machine.

The next step is grouping related variables and giving them a title.

The final step is to create the cause and effect diagram. To identify the root cause, a thorough investigation has to be carried out that may lead to more than one single cause. When the root cause is identified, a corrective action plan has to be put in place and implemented. Measurement and monitoring has to be carried out to ensure that the desired results have been achieved.

OLD WAY OF THINKING

PLANNING ORGANISATION ISSUES

MANAGEMENT CULTURE

LACK OF KNOWLEDGE

Some people will never change

Developing product without a process

Lack of follow-up by Management

Competition versus cooperation

Data collection process needs

Everybody needs to change but me

Don’t know what customer wants Lack of training Pressure for

successNeed new data collection system

Need to be creative

Want to solve problem without clearly defined scope

Too busy to learn Short term planning mentality

Not using collected data

Lack of trust in the process

Lack of management understanding

Process Input•Voltage Current•Inter-pass Temp•Travel Speed

Filler Metal•Electrode Type, size•Electrode Treatment•Electrode Storage

Welders•Training•Weave / String

Technique•Qualification•Motivation

Work Environment•Strong Wind,

moisture•Relative Humidity•Temperature•Ventilation

Machines•Welding Machines•Quivers•Furnace•Oven•Heat Treatment

Equip

References:Methods for Managing Quality, “Department of the Navy - June 1994”The Development Approach, “King R - 1989”The Memory Jogger Plus, “Brassard M - 1989”

Step 4

Step 3


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Reasons to Support HSEo. ReeD

“Why should I support HSE”? This question is often asked by employees, managers, supervisors and even CEO’s. They believe HSE compliance costs too much or requires too much time. It is sometimes viewed as an unwelcome necessity or something that is required by law or the client. They believe HSE compliance slows down work and progress by consuming additional time unnecessarily. They fail to see the value in a good HSE management system, the associated benefits and cost savings. Here are five important reasons to support and implement HSE effectively.

Economic - Injuries, damage to equipment, asset damage, environmental damage and fatalities all cost money. The result is decreased revenue and profit at the project and corporate level. Insurance premiums will be more when more incidents happen and they are often less when few or no incidents happen. Many times lawsuits result in monetary awards to injured parties. In many cases government agencies may impose fines as a result of incidents. In many cases, the productivity of employees will decrease after a serious incident or fatality at their work location. Good HSE management implementation makes money. Do accidents and safety performance affect a company’s reputation? Consider three of the worst disasters in recent history.

• The Macondo incident in the Gulf of Mexico - Loss of life and major environmental damage to several ecosystems along the U. S. Gulf Coast. British Petroleum was fined, sued and required to pay billions of dollars in damages. BP’s reputation was significantly damaged and not only have they not recovered from the financial loss fines and court cases are continuing.

• The Exxon Valdez oil spill in Alaska - significant damage to the ecosystem in Alaska, significant fines, loss of revenue, damaged reputation and boycotting by consumers. This incident not only affected Exxon but many consumers boycotted all major oil companies because the general feeling was that all oil companies only cared about making money and did not care about people or the environment.

• The Piper Alpha incident in the North Sea - more than 150 lives lost and a major oil and gas producing facility shut down for several years. Occidental Petroleum eventually sold the producing field and left the North Sea. Millions of dollars in fines, significantly damaged reputation, loss of revenue and years to recover both reputation and financial losses.

These are just three examples but there are many more and everyone reading this can think of their own examples, perhaps even from experience. Everyone can think of examples from the countries where they live or work. Any incident big or small with injuries, equipment damage or both has both short and long term economic implications. How can a lost opportunity to bid on future work be measured monetarily?

Regulatory - In most countries in today’s world, there are laws that require companies to implement an HSE management system in order to protect employees and the environment. Concerned countries have regulatory bodies that enforce safety laws through inspections, investigations, fines and even prosecution of individuals as well as company leadership. There are many examples of supervisors, managers and company leadership being convicted of negligence and receiving prison sentences. HSE regulation violations are taken seriously and compliance from employers is mandatory. Put simply, “HSE is the law.” It is the responsibility of all employers to provide a safe work environment for all employees.

Public Image (Reputation) - Do accidents and safety performance affect a company’s reputation? Do accidents and safety performance affect a company’s ability to obtain new business, sell products, secure new clients and so on? To answer that question, think about some of the major safety events of the past. What happens when a significant incident occurs at a project site? The news media finds out and it is in the papers, on the TV and possibly even the Internet. This results in serious damage to the public image (reputation) of the company. Refer again to the three incidents mentioned above. All three resulted in significant measurable financial loss both short and long term. The general public may view a company as having no concern for people or the environment. They are only interested in making money regardless of the cost. Remember what the Exxon Valdez incident in Alaska did for the public image of not only Exxon but oil producing companies in


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Reasons to Support HSE

general. Public image is important and a good HSE management system along with no

incidents helps maintain that image. When a significant incident occurs

there is negative publicity that always accompanies injury or

death in the workplace, not to mention the negative

financial and business impacts. In today’s world, when a serious incident occurs both the public and future clients will look at this as a measurement of how important safety is to a company and see frequent incidents as an indication of a poor safety culture or a lack

of concern about the safety of employees. Once

again, in reference to the three incidents above, BP

has still not reestablished its reputation and is still feeling

the economic effects almost four years after the incident. It took more

than 10 years for Exxon to reestablish its reputation as it did Occidental.

A big part of a good reputation is related to the honesty and integrity of a company and its employees. It is imperative that companies be transparent when it comes to HSE performance and challenges. Hiding incidents, altering statistics, not supporting safety at the project level, not taking the clients safety concerns seriously, not responding to client concerns about safety, failure to correct unsafe acts and conditions all reflect on the honesty and integrity of a company and its employees. In addition, it reflects very strongly on whether HSE is a true core value in a company. HSE deserves to be treated with honesty and integrity and we all owe it to ourselves and the company to take HSE performance seriously and support HSE consistently and with conviction.

There is an old phrase that still rings true today:

“Reputation Is Everything”A Good HSE Reputation Improves Chances For Future Work!

A Bad HSE Reputation May Take Years To Overcome And Negatively Affects A Company’s Ability to Bid on Future Work!

Morale - Morale is nothing more than how an employee feels about his work environment.

When an incident occurs, whether it is an explosion, fire, lost time injury or fatality, the rest of the workforce will be affected. In one case a project experienced a significant incident in the form of a collapse of a scaffold that was not built according to standards and with quality scaffold materials. There were multiple fatalities and it took six months for the workforce to return to the same level of productivity that had been achieved before the incident occurred. They want to know what happened, why it happened, could it happen to me, am I at risk, what is being done to prevent this in the future, does the company even care and so on. This fear and concern can affect the morale of employees (how they feel about their work environment), which in turn affects their productivity. Employees will not be nearly as productive in an atmosphere of fear and concern because of incidents. On the other hand, if you have a project that has achieved a significant HSE goal such as several million man hours without an incident, they are very proud of that achievement and are much more productive because they do not feel threatened or uneasy about the HSE on their project. And a big part of that high productivity is because they have learned to integrate safety into their work process consistently on a daily basis. In other words safety consistently becomes a part of everything they do on a daily basis.

Humanitarian - Humanitarian is defined as a person who promotes human welfare and safety. If you support HSE for no other reason, this should be it. You support HSE because you care about people and the environment and it is unacceptable for any of your workforce to be injured or harmed and you do not want to see the environment damaged. Employees will respond very quickly, positively and favorably to a company, manager or supervisor if they visibly see the humanitarian care and concern for their well being and the protection of the environment. In short, being humanitarian is simply doing the right thing for the right reason at all times where people and the environment are concerned.

All of us should think carefully about the reasons to support, promote and take ownership of HSE. They are all important and valid reasons. Good safety performance is a result of both individual and group effort.

Remember: HSE Is Everybody’s Business!Please make a personal commitment to follow HSE procedures, protect employees and provide a safe workplace. If we all make this commitment our HSE reputation will be exemplary and CCC’s future will be bright!


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Environmental Management Systems & the Construction IndustryISo 14001

R. HARISSI

IntroductionAn Environmental Management System (EMS) is a “framework for understanding an organization’s environmental footprint, complying with environmental regulations and implementing proactive pollution prevention strategies”. In this context, ISO 14001 is the standard process that guides the implementation of EMS and aims to organize environmental work of organizations. This is accomplished by systematically evaluating processes and activities and controlling adverse environmental impacts of the facility, through ensuring and maintaining continual environmental performance, based on the Deming’s Quality Management approach of “Plan, Do, Check and Act”.

In view of that, there has been a rapid global movement to implement ISO 14001 EMS as part of an organization’s overall processes. ISO 14001 became a leading management tool in the business strategy and decision-making following the growing environmental awareness and the demand for sustainable development.

Construction projects pose enormous challenges to not only finish within an owner’s schedule and budget, but to also eliminate and minimize harmful impacts to the environment. Construction has significant impacts on the natural environment. Even a minor impact, such as a small release or spill of a hazardous substance, can cause a health or environmental threat and lead to costly cleanup activities. In many instances, a company’s impact can be attributed to the lack of an adequate environmental management system (EMS). An increasing number of construction firms are becoming certified to international standards worldwide, especially the International Organization for Standardization ISO 14001 series, which provide guidelines for implementing an EMS.

Characteristics of Environmental Management System

An EMS is used to address an organization’s impact on the environment. Organizations implement such systems to maintain compliance with environmental regulations, lower environmental costs, reduce risks, train employees, develop indicators of impact, and improve environmental performance. An EMS typically consists of policies, goals, information systems, task lists, data collection and organization, emergency plans, audits, regulatory requirements, and annual reports. In general, an EMS should be based upon an organization’s documented environmental policy and contain the following characteristics:

1. Goals, methods, and a timeline for meeting environmental requirements and voluntary undertakings.

2. Procedures for maintaining appropriate documentation relating to its goals.

3. A defined structure and the responsibilities for each task along with the availability of adequate resources.

4. Corrective and preventative actions as well as emergency procedures.

5. An employee training plan with periodic updates to define goals of the EMS, responsibilities, and risks, and

6. A plan for periodic auditing of the organization’s performance in achieving the goals and how well the EMS helps the organization to achieve those goals.


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Environmental Management Systems & the Construction Industry

Companies that are proactive in implementing an effective EMS seek multiple benefits.• Improved regulatory compliance requirements.

• Open markets and reduced trade barriers.

• Reduction in liability and risks.

• Enhanced credibility among customers and peers.

• Reduction of harmful impacts to the environment.

• Prevention/reduction of pollution and waste, many times resulting in cost savings.

• Improvements in site and project safety by minimizing injuries related to environmental spills, releases, and emissions.

• Improved relationships with stakeholders such as government agencies, community groups, and investors, and

• Establishment of a system for continued environmental improvement.

There are also significant resource requirements for an EMS, especially management and worker time in developing plans, documenting the EMS, undertaking training, accomplishing EMS tasks and undergoing environmental audits.

ISO 14001 Environmental Management SystemThe ISO 14001 serves as the standard for developing an EMS in the International Organization of Standardization’s ISO 14000 series. The remaining standards contain guidance and supporting documentation.

The ISO 14001 standard defines an EMS as ‘‘a management tool enabling an organization of any size or type to control the impact of its activities, products or services on the environment’’.

The ISO 14001 establishes a framework for managing through the development of formal processes and procedures the environmental aspects of an organization. The standard contains 17 key elements grouped into five major areas: environmental policy, planning, implementation and operation, checking and corrective action, and management review. A unique aspect of the system is that it is designed to be appropriate for any company, regardless of industry, size, location, and the level of their environmental responsibilities. The ISO 14001 is a voluntary, consensus-based, and market-driven standard.

Firms that pursue the ISO 14001 certification must conform to the various requirements of the standard and undergo an external review. The ISO 14001 does not require any environmental performance metrics or absolute requirements other than: committing to comply with applicable legislation and regulations and implementing a continual improvement process. Many firms go beyond the ISO 14001 EMS requirements by adding additional elements for goal setting and public reporting of emissions beyond legal requirements. For these firms, ISO 14001 is viewed as necessary, but not sufficient, for effective environmental management.


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Environmental Management Systems & the Construction Industry

Elements of ISO 14001 Environmental Management System for Construction FirmIn order to meet the ISO 14001 EMS model principles, each organization needs to carry out the following:

Environmental PolicyEnvironmental Policy is a statement declared by the organization towards its commitment to the environment, including health and safety of its employees. It includes the organization’s vision and goals in promoting cleaner production and technology, as well as safer work practices. It entails very broad aspects of the organization’s activities and/or more specific aspects. The environmental policy should indicate that environmental protection is a top management commitment and should follow the three pillars of the ISO 14000:

• Commitment and compliance with related environmental regulations and legislations.

• Pollution prevention.

• Continual improvement.

PlanningPlanning is a process of identifying and analyzing the environmental aspects and impacts of an organization’s operations, tracking and following legal and other requirements, setting clear objectives and targets for environmental improvement, and establishing an environmental management programme to achieve expected goals.

Implementation and OperationIt consists of developing and communicating clear EMS roles and responsibilities as well as providing resources needed. Moreover, it includes setting training and awareness programmes for employees, providing effective internal and external communication, documenting and managing operating procedures and records and developing emergency preparedness plans and response programmes.

Checking and Corrective ActionIt allows organizations to carry out monitoring and measuring of key environmental parameters and reporting for non-conformance. In other terms, it allows monitoring of operational activities, tracking performance, conducting internal reviews, evaluating compliance and taking corrective and preventive actions to ensure that all specified practices are followed.

Management Review and ActIt is a process of critically reviewing at regular intervals the suitability, adequacy and effectiveness of EMS by top management. Accordingly, the review process assures that goals and objectives are met and that the organization remains on the path of continual improvement.


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Thinking Rationally About Security In An Uncertain WorldGRoup SeCuRITy oFFICe

Our approach to security comes from years of experience gained from working in and out of countries of high risk, and applying the same processes as Bruce Schneier (the author of such books as Beyond Fear and Liars and Outliers) and other security professionals who do not see security as a black art, but an experienced-based evolving process. The basic security concepts remain unchanged whether you are a homeowner trying to protect your possessions against a burglar, the company’s President trying to protect the workforce against kidnapping / violent crime, or a small animal trying to protect itself from being eaten. The attackers, defenders, strategies and tactics are different from one security situation to another but the fundamental principles and practices, as well as the basic and all important ways to think about security, are identical from one security system to another.

What is taken into account is that on occasions perfectly well-intentioned people sometimes advocate ineffective, and sometimes counter effective, security measures, basically “security theatre” that makes it look like something is being done without actually accomplishing anything useful. There are a variety of psychological reasons we can misperceive risks and one of these that was noted during a project visit was the differing level of what is termed “danger habituation”. Danger habituation is usually an unconscious adjustment of one’s threshold of acceptable risk resulting from constant exposure to danger; the result is a reduction of one’s objective assessment of

risk, which can be argued leads to increased risk-taking behaviour.

Most of the time, we hear about security only when it fails, because security, when it is working, is often invisible not only to those being protected, but to those who plan, implement and monitor security systems. There are many other contributing factors we have to consider, as security’s effectiveness can be extremely hard to measure. Different people have different senses of what constitutes a threat, or what level of risk is acceptable. What is more, this can also be seen between different communities, organizations or consortiums we find ourselves working with, as each can also have their own agenda or proxies, and a subject I shall finish this article on.

Security is also a feeling, and a reality; and they’re different. You could feel secure even if you’re not. And you can be secure even if you don’t feel it. We must also be aware that people do tend to respond to the feeling of security and not the reality due to several biases in risk perception, four of which I will highlight.

Quote: “It ain’t what you don’t know that gets you into trouble. It is what you know for sure that just ain’t so.”Mark Twain


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Thinking Rationally About Security In An Uncertain World

• We tend to exaggerate spectacular and rare risks and downplay common risks.

↳ Flying versus driving. (Driving is vastly more dangerous in a first world country, let alone in country’s termed third world where we find ourselves working).

• The unknown is perceived to be riskier than the familiar.

↳ People fear kidnapping by strangers, when the data supports kidnapping by people known to the kidnapped is much more common, and the same goes for murder.

• Personified risks are perceived to be greater than anonymous risks.

↳ Joseph Starling said, “A single death is a tragedy, a million deaths is a statistic.”

• People underestimate risks in situations they do control and overestimate them in situations they don’t control.

↳ Commercial airplanes are perceived as riskier than driving, because the controls are in someone else’s hands, even though they’re much safer per passenger mile.

Quote: “According to the US National Safety Council, it is 22 times safer flying in a commercial jet than traveling by car. In fact, fewer people have died in commercial airplanes over the past 60 years than are killed in US auto accidents in a typical three-month period. (See Arab News Service March 2014 http://www.arabnewsservice.com/how-safe-is-flying-boeing-answers/ Arab News Service March 2014).

So it is important to ensure we recognize the risk is not just reality, it is feeling and reality. What is important is that they are about the same. It is important that if your feelings match reality, we make better security trade-offs. Of note: it is the threats that determine the risks, and the risks determine the countermeasures (mitigation / contingency). It is also an important distinction drawn between the words “threat” and “risk.” A threat is a potential way an attacker can attack a system. Risk - take into consideration both the likelihood of the threat and the seriousness of a successful attack.

Quote: “People don’t react to reality; they react to their perceptions of reality.“

human psychology truism

The Security Office also fully understands that security can never be 100% in a world of human beings, and that security will always entail trade-offs that make it a cost-benefit

decision. The Security Office therefore must continue to identify more cost efficient ways to provide the right level of security for the Group. Remembering that security is also partially a state of mind, one of the goals of a security countermeasure is to provide people with a feeling of security in addition to the reality.

A leading principle within the company Group, is that security should be achieved through the everyday actions of its members. Therefore, a better understanding of how we arrive at security trade-offs should lead to a better understanding of security and consequently to more rational and cost effective security decisions being made. How do we go about assessing the threat / risk? Well, in its most basic form, the five-point analysis shown here asks questions about what you are trying to protect, what the costs of the protection are and whether the proposed security solution / approach will actually work.

1. What assets are you trying to protect?

2. What are the risks to these assets?

3. How well does the security solution mitigate those risks?

4. What other risks does the security solution cause?

5. What costs and trade-offs does the security solution impose?

These five steps alone do not lead to a direct answer but rather provide the mechanism to evaluate a proposed answer. They lead to another question: is the security solution worth it? In other words, is the benefit of mitigating the risks (Step 3) worth the additional risks (Step 4) plus the other trade-offs (Step 5)?

The five steps process allows us to think intelligently about the trade-offs we make while evaluating the risks we face and the security options we have for dealing with those risks. It is figuring out which security threats are worth worrying about and which ones can be ignored. They also give us the ability to recognize bad or overpriced or ineffectual security when you see it and explain why it is ineffectual.

We also look at ways the project security team can help towards mitigating risks identified within the project’s own construction risk register, such as traffic flow, reducing lost time and accidents, inclusive of material loss prevention solution and so on. We also require to be aware of the Local laws that might prohibit certain security systems or require others.


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The goal is not to eliminate the risks but to reduce them to manageable levels. We know that we cannot eliminate the risk of all security related incidents but with good security situational awareness of the everyday actions of the company’s members, combined with effective site security procedures, we can and will reduce the risk substantially. And remember “Unbreakable,” “absolute,” “100% guaranteed,” and “impenetrable” are all words that make no sense when discussing security. If you hear them, you can be sure you’re listening to someone who at best has reached the outer limits of danger habituation perhaps, as good security systems are designed in anticipation of possible failure.

And lastly, one of the reasons security can be hard to get right “at times” is that it inevitably involves different parties, each with his or her subjective perceptions of threat / risk, tolerances appetite and willingness to make various trade-offs. It should come as no surprise then that there is a strong tendency for others involved in a security system to approach security subjectively, making those trade-offs based on both their own analysis of the security problem and their own internal and external non-security considerations: collectively, their own agenda. On a larger scale, Egypt, Syria and more recently the Ukraine highlight differing agendas.

Russian President Vladimir V. Putin delivered a version of the Ukrainian crisis that was fundamentally at odds with the view held by most officials in the United States, Europe and Ukraine.

Quote: “The mob violence has dragged Ukraine into chaos: the humiliation of the recently appointed governor of the western region of the Volyn region, Oleksandr Bashkalenko: on 20 February he was handcuffed by protesters, doused with water, locked up in a cellar and tortured. He was actually only recently appointed to this position, in December, I believe. Even if we accept that they are all corrupt there, he barely had time to steal anything.”(President Putin).

Which brings me to the proxy “security consultants” from outside the company who are not necessarily going to make the same security management decisions the Security Office would make. They are not necessarily even going to make the same trade-offs between functionality and security, between cost and security, as they also bring with them their own agendas into the security decisions made. Experience has recently

shown also that when left to their own, they can even miss the core reasons and mitigation measures necessary to avoid security incidents they have been brought in to identify. The Security office is here to support the Group.

The Security Office works within the Group and for the Group and sometimes in consultation with our JV / consortium partners and clients, being fully aware of the aforementioned and thinking intelligently about the trade-offs we make while evaluating the risks we all face, identifying which security threats / risk worth worrying about and which ones can be ignored. Remembering also that one’s own perceptions are one’s own reality and only through experience and holding dear the flexibility to evolve to new and emerging threats / risk, can one ensure the Security of the Group.

Quote: “Security involves thinking sensibly about security, not thinking fearfully.” (Bruce Schneier).

Quote: “Worst-case thinking makes us nuts, not safe.” (Alexandros Kotsinis).


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From the Desk of AlexDear Colleagues, As we steadily move through 2014, I would like to share some thoughts, ideas and information, especially with all our project security personnel who are looking after the safety and welfare of our project employees all around the world. Firstly, I would like to inform all that CCC’s Corporate Security Office is now well established and where the concentration of effort has been towards our projects in areas of high risk.

We have visited all our current high risk areas of operation and in the process various project specific plans have been put in place to assist and support our in-country Security Managers to perform their duties more adequately “or providing food for thought”.

The support we are receiving from our senior management team in Athens is unquestionable and this gives us the necessary tools to continuously work towards the improvement of the Corporate Security Office with the aim in the future of supporting all our projects with regard to security issues by way of security plans, procedures, guidance and so on in a better and more organized way.

I am happy to inform you that several security documents have been either revised or newly introduced by our office that are now being employed on all our new projects. Should you want a copy of the PP704-SEC-GEN-I Overarching Corporate Policies & Procedures 08122013 / PP748-SSP-GEN-A Site Security Plan - Detailed Guide - Template V1 08122013 / PP749-HCE-GEN-A Host Country Emergency Evacuation - Detailed Guide -Template 08122013, contact the Security Office direct, as these documents may contain information that will allow you to bring your current project-specific procedures up to date. As you are all aware, all our project procedure documents are living “so to speak” so the above document may give you food for thought at the very least.

If you do want copies of the above, please take some time to read them carefully and if any of you have any ideas or you think that something is missing due to the peculiarities of your area do not hesitate to contact our office to discuss it and if necessary to enhance the documents accordingly. For those projects where security falls directly under the HSE Managers and where Security Managers or Supervisors do not exist, we would like to introduce our office and make you aware that we are here to assist you in ensuring that a professional security approach is attained on your projects, should that assistance be required.

Finally, I would like to thank all our projects’ security personnel for their efforts and support and acknowledge the fact that their help played a very significant role towards the establishment of the corporate security office.

Security Management2013 Aim / Goals

The aim and goal(s) of the office, under the company’s senior management direction and support, have been towards prioritizing areas of high threat where CCC now conducts business, while providing security threat / risks analysis of other countries of interest (High Risk Areas) as part of the estimations process. The Security Office ensures that the security approaches on the ground throughout our higher risk areas are fit for purpose and enhanced where needed. Changes in our approach have been adopted across a number of our projects already and further support to our security team on the ground continues. And the policy and procedures are now in place, as the aim is firstly the security of the Group’s main assets, the workforce.

The Group Security Office continues to encourage and promote an integral working collaboration with all other CCC departments, enhancing our own capability and that of the company’s: to help the company take risks rather than prevent them, to avert losses, shield property, assets and most importantly ensuring the safety and security to all CCC family members - “The Group”.

Revisions to the CCC Security Policy Statementhave been approved and disseminated to the Group.

Establish CCC Security Policies and Procedures

The office has developed, amended and disseminated new CCC security policies, procedures and templates to be used as the foundation for each project’s specific security plans. These same new procedures also take into account the existing or implicit procedures the HSE group already has in place, resulting in an harmony of effort, while enhancing our approach to risk / vulnerability and financial / reputational loss.

NYA International Limited, an area specialist crisis management and response consultancy of our insurer, The American International Group (AIG) made a visit to EPSO on 14 November 2013.


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NYA Quote: “The whole security situation has been reevaluated with new policies and procedures introduced for these high-risk countries. CCC is to be commended for its enhancements made to the security of the company.” (Graham Ashcroft MBE | Operations Director NYA).

Project Visits

These have included security assessments, reviews and auditable compliance with current procedures, identifying weaknesses and lending assistance and support to project and security management teams (training and mentoring). They have been fully endorsed and supported by the in-country management teams to great effect.

Proposal Development / Estimate

The office is now involved in the proposal/estimation phase of any new project in countries deemed to be considered high threat.

• Ensuring security costs are accurately reflected.

• Ensuring the correct security approach and requirements are met.

• Ensuring competitiveness, and not left out of pocket.

• Providing security risks/threat analysis on selected projects.

• Projects deemed to be risk inherent.

The Security Office involvement in the estimations process, (Iraq / Mauritania / Algeria) and its coordination and review of the security approach has shown its capacity to substantially save on costs by providing the right security standards and approaches, to promote best practice.

Human Resources

We now support the Human Resources Departments by developing job specifications for CCC security personnel positions. We assist in the review of selected security staff (CV reviews and validation) and also have the ability to validate / review third party security providers.

Security Education, Training & Awareness

This has provided a cohesive, consistent and cost-effective approach to the management of threats and risks that affect the performance of the organization. (Independent security consultants to provide this training or reviews are no longer required). Furthermore, each is

made fully aware of his role in making and keeping people and assets secure. Security education has included new hire orientation / briefings, travel briefings and all staff security awareness training at their respective projects.

2014 Aim / Goals:

As with all business processes, they evolve over time within organizations as personnel learn more efficient ways of providing confidence in the security of the day-to-day operations and the people who carry out the required policies that create a secure environment for the company’s assets and more importantly, its people. The Security Office will continue to evolve to any new challenges in 2014.

• Continue to deliver business benefit by providing a commercial viewpoint of any security approach adopted.

• Limit the company’s security exposures, threats, and vulnerabilities.

• Enhance (upgrade) the effectiveness of our current security teams.

• Ensure quality assurance and control through onsite training / private security company’s through auditing.

• Continue the development of the organizational and related security policies.

• Develop better security performance measurements.

• Develop a loss prevention programme (project specific).

• Of note: since May 2013 we have remained incident free and as we move into 2014 this will remain our priority.

Security Training

Our employee education and training are crucial to ensure a better understanding of prevention, detection and response concepts. Other organizations with whom we communicate, inclusive of our security service providers, also need to be fully aware of their roles in keeping our people and assets secure. Training of our security team will also ensure both the security of our employees and assets.


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CCC HSE Group MembershipsM. NouRIDDINe

A question is always raised by CCC entities and different clients as to how the HSE Group keeps its HSE management system up to date to meet international HSE standards and how they become cognizant of these changes.

The CCC HSE Group uses in-house expertise as well as that of various international organizations of which it is a member. The group takes advantage of the research done by those entities to continuously improve the CCC HSE management system. The result is that the group is kept aware of the latest HSE Standards. These organizations are:

The United Nations Global Compact - (UNGC)The UNGC is a strategic policy initiative for businesses that are committed to aligning their operations and strategies with ten universally accepted principles in the areas of human rights, labour, environment and anti-corruption.

The UN Global Compact Local Network- HellasThis is the Global Compact Network for the Greek Private Sector.

Global Business Coalition on HIV/AIDS, TB & Malaria (GBC)GBC Health serves as a hub for private sector engagement in the world’s most pressing global health issues. Since 2001, GBC Health has worked with hundreds of members -- individually and in partnership with one another -- to tackle the challenges of HIV/AIDS, tuberculosis, malaria, diabetes and other health issues facing the workplace and communities where business is conducted.

The Disaster Resource Network (DRN)An initiative of the World Economic Forum, the first non-governmental organization to donate to the United Nations’ CERF, a fund created to aid regions threatened by starvation and disasters, particularly African nations. DRN organizes and mobilizes business sector resources to provide assistance in response to disasters around the world.

International Pipeline & Offshore Contractors Association (IPLOCA)IPLOCA’s mission is to provide value to members through a forum for sharing ideas, engaging the industry and its stakeholders, facilitating business opportunities and promoting the highest standards in the pipeline industry.

Founding Partner of the Pearl InitiativeA private sector-led not-for-profit organization set up to improve transparency, accountability and business practices in the Arab world. It is a growing regional membership network of business leaders committed to driving joint action and sharing knowledge and experience. The Pearl Initiative has been developed in cooperation with the United Nations Office for Partnerships.

Institution of Occupational Safety and Health (IOSH)IOSH is the chartered body for health and safety professionals.


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CCC HSE Group Memberships

Emirates Safety Group (ESG)The Emirates Safety Group is a voluntary forum engaged in promoting the Health Safety Environmental knowledge of HSE professionals in the United Arab Emirates.

The American Society of Safety Engineers - Kuwait Chapter (ASSE)ASSE Kuwait Chapter was founded in 2000 is the Kuwait’s premier voluntary, non-profit making Health, Safety and Environmental organization that strives to provide professional guidance, training, consultancy and resources to the industrial and social sectors in the region.

The American Society of Safety Engineers - Gulf Coast Chapter (ASSE) GCC’s purpose is to provide value to its members through professional development, communication, the sharing of ideas and to enhance the safety profession and serve the communities in which our members live and work.

World Safety Organization (WSO)The purpose of the WSO is to internationalize all safety fields including occupational and environmental safety and health, accident prevention movement and so on, and to disseminate throughout the world the practices, skills, arts and technologies of safety and accident prevention.

British Safety Council (BSC)The British Safety Council is a global health, safety and environmental charity. BSC works with businesses to improve their health, safety and environmental management. They campaign and influence and are champions of young worker safety. BSC’s vision is that no one should be killed, injured or made ill by their work. As a charity, everything BSC does is for public benefit.

European Network of Construction Companies for Research and DevelopmentENCORD is a network of active members from the construction industry, represented by decision-makers and executives working on research, development and innovation (R,D&I) and providing services to experts and operational activities within the member companies.


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Achieving Excellency in HSE TrainingH. FARAj

Training and awareness are the essential key elements for improving the HSE culture and developing a commitment to HSE and a competent workforce in order to achieve Zero Incident Projects. In the CCC HSE Group we realize the importance of HSE training and awareness thus we are striving to continuously adopt new ideas, initiatives and techniques along with implementing proper monitoring tools in order to achieve a world class HSE training performance across all CCC projects worldwide.

Furthermore, to achieve a world class performance in HSE training, the Corporate HSE Training Group has adopted many new initiatives and ideas and is continuously working on improving the current system. Below are some of the initiatives / improvements that have been implemented recently:

Adequate HSE Training FacilitiesHaving suitable sized and well equipped HSE training facilities (theoretical and practical training areas) on the projects is imperative. The CCC HSE Group has developed HSE training facilities and manning matrix guides and a practical HSE training facilities guide which guides projects on layout and equipment required for the training facilities based on the main factor which is the project peak manpower.

The Competency of HSE Training Staff and Train the HSE Trainer CourseIn order to ensure the competency of CCC HSE training staff the HSE Group conduct Train the HSE Trainer Course throughout the projects. The CCC project HSE training staff will attend the 20 hours course to improve their training skills, public speaking experience, body language and confidence to name but a few areas covered. The course covers the following topics:

1. Overview of the CCC HSE Management System and Training Procedures.

2. Adult Training and Learning Concepts.

3. Communication Concepts.

4. Presentation Design and Development.

5. Presentation Delivery Techniques.

Theoretical (Classroom) HSE TrainingOur HSE training courses are catered and tailored to suit the requirements of any project’s activities and staff training e.g. Work-at-Height, Confined Space Entry, Machine or Electrical Isolation (LOTO), Scaffolding, Lifeline Erection and Safe Use, Environmental and Waste Management, and many other HSE training courses that can be conducted in a classroom environment. The CCC HSE Training team is working extensively on updating all the HSE Training aids so that they are more pictorial and effective for those who may only have a basic educational level.

Practical HSE TrainingIn order to give employees the chance to apply what they learned in class and to assist them in understanding the mechanism of action / work practical experience proper training in the field of specialization is conducted, for example: Manual Handling, Confined Space, Working at Height, Lifeline Usage and other tailored courses.

The Practical HSE Training Facilities Guide is developed to help assist the project construct the practical HSE training facility on site with regard to the layout, dimensions and equipment required.

HSE Training BusIn order to meet CCC core values and in particular items related to innovative approaches to the construction industry, CCC HSE group took the initiative to bring HSE training to the job site rather than taking employees off site to a static HSE training facility. It was identified that huge cost savings could be made by eliminating the transportation of large numbers of employees, sometimes great distances, and training could be related to actual site conditions and hazards. As a result, the HSE Mobile Training Unit was introduced to some of CCC projects.

The introduction and adoption of the HSE Mobile Training Unit reduces the site logistical issues hindering people from attending HSE training, especially on pipeline, roads and overspread


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Achieving Excellency in HSE Training

projects where long travelling distances are required due to large and expanded worksites. The added value of this initiative and innovative approach to HSE training is reflected in two major aspects of the construction industry:

1. HSE culture is enhanced through the safety signs and messages that are conveyed on these Mobile HSE Training Units.

2. Efficiency and effectiveness approach: Adding to this, the mobile HSE training unit impacts positively on the environmental aspect of the construction industry in general, as it enhances the extended life cycle of fixed assets, old buses that are already depreciated, and thus recycling them rather than getting rid of them. In this way, the construction project will be saving a lot of unnecessary waste to the environment on one hand, and will be developing a new asset from an

already depreciated one on the other hand.

The HSE mobile training unit is easily fabricated by the CCC Project Plant, Machinery and Vehicles (PMV) Department. (See training bus photos.)

Engineers, Supervisors and Line Management HSE TrainingSince we believe that the commitment to HSE starts with the

project management and goes down the chain of command through engineers, supervisors and then workers, HSE leadership training and awareness courses are developed specifically for this group of management staff.

The course covers the following:

1. Engineers, supervisors and line management responsibilities and awareness.

2. Behavioural based safety training.

3. Basic communication, leadership and negotiation skills.

4. How to win people’s hearts.


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Achieving Excellency in HSE Training

Quarterly HSE Awareness CampaignsThe awareness campaigns are run quarterly and aim to raise the HSE awareness and knowledge of CCC employees regarding specific HSE topics, based on trend analysis and current areas of concern.

The Quarterly HSE Awareness Campaign material and action plan are developed by the CCC HSE Group and then circulated to all CCC projects for execution. The Quarterly HSE Awareness campaign includes actions such as training and awareness sessions, posting of signage and posters, pocket size cards to be carried by employees, practical training, games, quizzes and incentive celebrations. Some of the quarterly campaigns that were executed in the last two years were the Safe Drive Stay Alive Campaign, Say YES to Safety, The Happy Camp Campaign, CCC Clean and Green, and Safe Walk Campaign to name a few examples.

CCC Educational HSE GamesHSE training has opened the door to another paradigm of learning which is fun and at the same time educational. CCC’s HSE Group is formulating educational instruments that will not replace the existing methodology but by incorporating educational materials, in such a way, to encourage participants to learn and become attentive by participating in individual and group activities. Although not a new concept, the CCC HSE Board Game is a game played with a dice and pins, a four- player game matrix (1 to 100 cells) with unsafe / safe conditions placed in designated cells. A player who reaches the 100th cell will be the winner. This CCC HSE board game is handy and user friendly - anyone can play.

HSE Training AuditsIn order to monitor the implementation of effective CCC HSE training and induction plans and procedures across all CCC projects, the CCC HSE Group conducts Corporate HSE Training Audits.

Corporate HSE Training Group SupportIn the year 2013 there was a noticeable improvement in the level of HSE training support given by the HSE Group to the projects with a large increase in the number of courses conducted. The graphs shown reflect the corporate HSE training courses conducted, the number of attendees, the training man-hours and HSE training audits for the last three years.

In 2014 the CCC HSE Training Group will continue the journey with further improvement in HSE training systems and planning, implementation and monitoring. The best is yet to come.


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HSE Performance Measuring and MonitoringH. HASANAIN

“You can’t manage what you can’t measure” Peter Drucker.

The CCC HSE management system is established, documented and maintained in line with the OHSAS 18001:2007 standard requirements. The company HSE policy statement, procedures, legislative compliances, performance monitoring and continual improvement are core elements of the HSE management system.

The CCC HSE management system aims to provide the framework and tools to manage evolving HSE issues quickly and easily whilst meeting the high standard of HSE performance and expectation of both the client and regulatory authority. It also serves to ensure that a safe and healthy working condition is provided to our employees, avoidance of injury to any person, damage to equipment or property, or any harm to the environment as a result of the activities for which the company has responsibility.

The primary purpose of measuring HSE performance is to provide information on the progress and current status of activities carried out by the company to control risks to health and safety which has effective benefits in planning and decision making.

It is defined in the CCC HSE management system that HSE performance must be measured and monitored using qualitative and quantitative measures. Both proactive and reactive measures of performance are used for HSE performance monitoring and evaluation.

HSE performance is continuously monitored at all levels of the organization from day to day monitoring by project HSE staff, project, management, line managers and supervisors to periodic audits of management systems by project management and also by the Corporate HSE Group through corporate HSE Audits, Cold Eye Reviews, Project Incident Register, Project Safety Observation Register, Project KPI’s, periodic examination of documents and monthly project reports. This monitoring aims to assess how effectively risks are controlled, and how well a positive health and safety culture is developed at the project level.

The following techniques are used for measuring performance in CCC projects:

• Reactive Monitoring which is looking at events that have passed, arguably monitoring failure, by counting the number of unwanted events such as accidents or incidents (near misses),

ill health, losses from property damages, dangerous occurrences, environment accidents and chemical, gas and/or oil releases.

The project HSE Department and the Corporate HSE Group monitor project performance over a period of time and the trend analysis is developed to make comparison with similar performance data for different time periods for the same project or with other CCC projects.

The Incident Register and trend analysis are being used to find out the causes of these failures, to learn from these mistakes to prevent reoccurrences of injuries and work-related ill health in future and to improve the health and safety management system and risk control.

• Active / Proactive Monitoring which measures the effectiveness of the management systems, the extent of compliance with standards and the HSE management system requirements. Also, the achievement of plans and the goal which is ‘Zero’ fatalities or serious injuries.

The project HSE Department and Corporate HSE Group use different tools and techniques to monitor the performance of the projects, namely, observation safety register and the trend analysis, the HSE site inspection reports, HSE Audits (internal or external), HSE management weekly walkthroughs, Safety Observation Card records by all projects staff, the Job Safety Task Instruction (JSTI) - Pre-task talk records, Stop cards (for unsafe conditions / acts) to name a few.

This type of monitoring provides a firm basis for making decisions regarding improvement in risk control and the health and safety management system.

As well it measures success and reinforces positive achievement by rewarding good work, rather than penalizing failure after the event. Such reinforcement can increase motivation to achieve continued improvement.

The performance measurement is a key step in any management process and forms the basis of

continuous improvement. If measurement is not carried out correctly, the

effectiveness of the health and safety management system is undermined

and there is no reliable data to inform managers how well the health

and safety risks are controlled.

Model of OHSAS 18001:2007


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Building a Positive Safety CultureR. DAvIeS

Key Elements for Creating a Safe Work PlaceThe culture of any CCC worksite is the centre of a safety process. Major influences affecting the safety culture include: physical conditions, policies and regulations, behaviours and reinforcement (positive/negative).

As an organisation we are often frustrated by such simple nagging health and safety issues as the failure of workers to consistently perform start of shift equipment inspections, report near misses, or to wear personal protection equipment.

The impact of accidents on our company, employees and their families is substantial. Monumental strides have been made on the technical side of safety, but this has proven to be “not enough”. Utilisation of Behavioural Safety has made significant headway in developing safety processes.

Through effective supervision, training and the threat of punishment, workers typically become compliant and follow procedures, but a more challenging issue is how to engage and motivate employees to move beyond minimum compliance to become relentless champions of hazard reporting, concerned mentors to peers, and valued problem solvers for the organisation at large. One way to address these motivational issues is through the development of a safety culture.

What is Safety Culture?Safety Culture is the way safety is perceived, valued and prioritised in an organisation. It reflects the real commitment to safety at all levels in the organisation. The best description in my opinion though is ‘how an organisation behaves when no one is watching’. It could be said that perceptions are not reality, but while perceptions may not be real to some, they are someone’s reality. One must not underestimate the effect of perceptions on the culture and behaviours of the workforce.

What is the Importance of Safety Culture?If workers’ perception is that management do not really care about safety and behave in a manner that communicates this, workers will act accordingly. When safety is perceived to be prioritised lower than production and quality, workers will take shortcuts, by-passing policies to meet the priorities inferred. As a HSE professional I

know that production and quality rise when safety excels, yet this is often forgotten. Leadership and organisational

behaviours are important to the success of any process, setting the example to

follow. Workers behaviours often mirror those of management and supervision. Once

employees see management and supervision “walk the talk”, they will begin to trust and accept that the culture must change.

What are the Key Issues?Culture is revealed through behaviour. Having noble aspirations and stated values can be a useful starting point, but it ultimately comes down to again, walking the talk.

• Behaviour shapes culture. Behaviours can be encouraged or discouraged. Care must be taken to promote the behaviours that will best embody a positive safety culture.

• Behaviour is reinforced both intentionally and inadvertently. It has been observed that in the complexity of operations on any of our


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Building a Positive Safety Culture

worksites, the wrong message can easily be sent.

Over complicated accident or near miss reporting requirements can discourage reporting, for example, or over-emphasis on production can inadvertently result in praise of employees who cut corners in order to boost output.

• Behaviour is influenced by people and systems. It is important to understand that behaviour can be shaped by a myriad of systems and people over time. Such systems may include training, equipment, procedures, communication processes, hiring and promotion practices, staffing levels, relations with our suppliers and contractors, etc. All must be considered with respect to how they influence worker behaviour either in a negative or positive way.

The Characteristics of a Strong Safety Culture• A “relentless” pursuit of identifying and

subsequently bringing about the reduction of hazards.

• Our employees having a sense of pride, not just in achieving safety goals, but in the daily process that makes achievement possible.

• Of paramount importance is the emphasis on correcting safety system failures rather than blaming workers for near misses or accidents.

• Elimination of excessive paperwork, computer data entry or other barriers to reporting accidents and near misses.

• A comfort level among employees at all levels in stopping each other when at-

risk behaviour is observed as well as in acknowledging when safe behaviour is identified.

•Open, honest conversations about safety successes and failures, and what

still needs to change.

In order to facilitate cultural change, it is best for any organisation to work backwards. This starts with identifying target employee behaviour on the front line, and then working back to consider what supporting behaviours by supervisors, managers and executives best promote those front line behaviours.

Put

Everyday accept responsibilityfor your safety and health

SAFETY FIRST


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Building a Positive Safety Culture

Great leaders know how to wield attitudinal and behavioural norms to best protect against risks to their workforce. The most important factor that I can’t stress enough is the psychological safety of our workforce. We should be striving to ensure speaking up is not associated with being perceived as incompetent, critical or disruptive. Managers must create an environment where no one is hesitant to voice a concern and our workers know that they will be treated with respect when they do.

Involvement of AllIt is important to also recognise that barriers exist to achieving long term cultural change. Below are some examples to the barriers we face at CCC for effective change:

• Management styles may be different between departments. This may create inconsistencies in the right message been sent.

• There may be weaknesses in the communication interface. Unclear lines of communication may cause confusion and a lack of involvement in the process.

• Management’s role in balancing the principles, policies, objectives, and Safety Culture among the functional areas is often constrained by an inability to communicate between the top and bottom of the organisation. The goal should be to make safety a value, not just a priority.

• Organisational bureaucracy may often work against the Safety Culture. Oftentimes routine tasks become the causal factor of human performance errors because they are so routine that employees find ways to cut steps out of the process.

• The formality of procedures and the clear lines of authority also constrain the competitive nature of empowering employees.

• Risk of recruiting people who may not buy in to the organisation’s Safety Culture. It is important that all new employees (at every level of the organisation) are trained in a timely manner and gain operating experience to match current employees, thus having negative effects on the Safety Culture.

Initiating Cultural ChangeEmployees have a vested interest in having an effective safety process. They know their jobs and areas they work in better than anyone.

Solutions can often be developed before engineering gets involved. Research also shows that if people have input to a process or programme they are more likely to support it. Management commitment and leadership must happen to help the change of all.

The culture within our company will only evolve to a desired level by involving the whole population of our CCC employee family.

Final ThoughtsI unequivocally believe that a zero loss work environment is achievable for CCC as a company. Promoting and subsequently maintaining a positive safety culture at all of our projects is definitely a step towards achieving this.

It is important to mention that any cultural change within our organisation is likely to produce anxiety in our employees. To combat this it needs to be reiterated that people are not being asked to change so much as they are being asked to align with others on their expectations for the best way to act.

No matter our differences of opinion with regards to safety culture, we can all agree that safety is important in the facts that everyone deserves a safe and healthy workplace and everyone should go home intact.

The continued future success of CCC relies heavily on our workforce and it is therefore imperative that the employees on all of our projects look to promote a positive safety culture, whilst feeling empowered to voice health and safety concerns without fear of reprisal.

Employees working in a safe and healthy manner Maximize their productivity

I Make a difference!


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The Importance of a Fit Workforce& Effective Health Surveillance

R. DAvIeS

With fitness issues always in the media and more people than ever making exercise part of their daily lives, it is widely accepted that an active lifestyle is good. Many employers are taking this a step further by introducing fitness measures at work.

As fitness seems to be high on the agenda for many companies, we ask can a fit workforce be good for business in general and CCC’s in particular. To start with, it is very important to differentiate between Workplace Health Surveillance and Health Screenings.

The concept of Workplace Health Surveillance is new to occupational health and is frequently confused with medical screening. Health screening refers to the early detection and treatment of diseases associated with particular occupations, while workplace health surveillance refers to the removal of the causative factors.

NIOSH defines occupational health surveillance as “the tracking of occupational injuries, illnesses, hazards and exposures.” The Joint ILO/WHO Committee on Occupational Health at its 12th Session in 1995 defined an occupational health surveillance system as “a system which includes a functional capacity for data collection, analysis and dissemination linked to occupational health programmes”.

Within CCC Health Surveillance allows us to identify ill health and helps identify any corrective action needed. It may be required by law if employees are exposed to noise or vibration, solvents, fumes, dusts, biological agents and other substances hazardous to health, or work in compressed air.

Why is Health Surveillance so Important?• Detects ill-health effects at an early

stage, so employers can introduce better controls to prevent them getting worse.

• Provides data to help employers evaluate health risks.

• Enables employees to raise concerns about how work affects their health.

• Highlights lapses in workplace control measures, therefore providing invaluable feedback to the risk assessment.

• Provides an opportunity to reinforce training and education of employees (e.g. on the impact of health effects and the use of protective equipment).

• The need for Health Surveillance is determined by thorough risk assessment and it should not be used as a substitute for it or for using effective controls.

• Health surveillance can sometimes be used to help identify where more needs to be done to control risks and where early signs of work-related ill health are detected, in order for employers to take action to prevent further harm and protect their employees.

• Health Surveillance should not be confused with workplace wellbeing checks (such as promoting healthy living) or fitness to work examinations.

Wellbeing in the WorkplaceIt can’t be argued that the healthier the employee, the less likely they are to take time off work sick. Exercise can reduce absenteeism by 23.5 percent and staff turnover can be reduced by 16 percent.

Employers may also be aware of the need to sustain the health of an ageing workforce for as long as possible. With recent research highlighting that HR professionals need to be aware of the health issues associated with their ageing workforce, staying healthy and active can be perceived as a major priority.

People Work

WorkingEnvironment

HealthSurveillance


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The Importance of a Fit Workforce & Effective Health Surveillance

Prevention is Better than CureIncreasingly, with the help of research, employers are realising that exercise could help protect their staff against major causes of long-term sickness absence.

These include coronary heart disease, stroke, obesity, type 2 diabetes, hypertension (high blood pressure), stress, anxiety, osteoarthritis, osteoporosis and lower back pain.

These conditions, all common to our society, are often debilitating illnesses. Employers would be advised to do all they can to support their employees to do more exercise.

Benefits to EmployersMany employers are considering the idea that offering fitness incentives can help with recruitment and retention. With a healthy and active lifestyle high on the agenda of some new recruits, fitness measures could help attract the best talent and increase loyalty to an employer.

Widely recognised benefits of an active lifestyle can also apply at work. Mood enhancing benefits are reported by The American and The British Heart Associations. They point out that physical activity stimulates the release of endorphins - the ‘happy hormones’ which make one feel good.

Practical SolutionsConsidering such compelling evidence it’s not surprising many employers are taking up wellness initiatives and if CCC is to espouse excellence, it should not be an exception.

The Corporate HSE Group Department has made great strides in introducing a full CCC Employee Wellness Programme (EWP), lately in compliance with CCC’s commitment to ensuring that all employees in all areas of operations were cared for effectively. Measures providing successful implementation of this Programme (including cooperation with specialists in wellness) are in place and will be ready for application as soon as top management approval to this Programme is guaranteed.

Our commitment to our employees wellness finds its demonstration in other initiatives, as well: active involvement in GBC Health (The Global Business Coalition on Health), in our Corporate Health Procedures on Malaria, HIV/AIDS, Influenza & Avian Flu, Sexually Transmitted Diseases &

Stress Management, Medical Fitness To Work Procedure, Pre & Post Employment Procedures and different Health Promotion campaigns.

The Mission of EWP is Achieved through• Managing health as a risk to the organisation.

• The practice of effective, proactive self-management principles.

• The delivery of simple and basic intervention programmes.

• The EWP mission is to drive home the advantage and profit gained from being healthy.

The Objectives of the EWP are• To optimise both individual and organisational

effectiveness through wellness, rather than at its expense.

• To identify and select relevant intervention programmes which deliver services related to employee wellness.

• To develop outcomes specific to each intervention programme to ensure effectiveness and efficiency.

• To implement reliable monitoring/tracking/ evaluation measures of the effectiveness of intervention programmes in meeting defined outcomes.

Risk assessmentand controls

Implement healthsurveillance for those

who need it

What sort of healthsurveillance do I need?Employer

Do I need healthsurveillance?

Manage performance,interpret the results and

act on the results

Set up and design healthsurveillance according to need.

Seek help in doing so, if required

Identify who willdo the healthsurveillance


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The Importance of a Fit Workforce & Effective Health Surveillance

• To assess the programme’s success in meeting overall business objectives.

• To raise awareness of occupational health hazards by assessing associated risks and promoting programmes/ actions to improve the employee’s general health.

• The principles underlying the EWP include programme development, ownership, accountability, co-responsibility, confidentiality, privacy and prevention. These targeted programmes must be accessible, equitable, cost effective and trustworthy. They must also be of high quality.

CCC Culture of HealthIn CCC our most important assets are our employees. This is why the Corporate HSE Group has introduced the concepts of “CCC Culture of Health” and “CCC Employees Wellness” and is keen on their implementation.

We want our employees to enjoy their work environment, and to bring the best of themselves to their jobs every day. Encouraging our employees to embrace fitness as a lifestyle choice pays off in numerous ways.

1. Fit employees are less likely to get sick. A person who is physically fit is generally more resistant to the “bug going around” than a person who is not fit. Reduced absenteeism and reduced health care expenditures are the result of a fit employee base.

2. Fit employees have more energy. One of the many benefits of regular exercise is increased and sustained energy throughout the day. This energy allows the employee to stay focused on the task at hand, bringing the best of themselves to each task.

3. Fit employees have more self-confidence. A fit and healthy individual tends to have a high level of self-confidence, because they have proven to themselves that they can accomplish what it takes to obtain a level of physical fitness. This self-confidence empowers the employee to challenge themselves, and strive for higher levels of achievement in the workplace.

4. Fit employees inspire confidence. A person with high fitness level tends to be a person in whom others have confidence.

5. Fit employees tend to take on more leadership roles. Because of the many positive

benefits of a lifestyle, a fit individual tends to make a good leader.

6. Fit employees set and achieve goals. Extraordinary fitness often demands that an individual set and reach goals related to their fitness. Learning to stay true to your goals and see them through to completion is a skill that is naturally brought into the workplace. An employee with the proven ability to set aggressive goals, and then realise those goals, is a valuable asset to any organisation.

7. Fit employees tend to have better attitudes. Fit employees generally “feel good”. They tend to have a physical and mental “balance” that results in a more positive attitude in the workplace.

8. Fit employees are less stressed. Regular exercise releases the physical and emotional tensions that life brings our way, thus a fit employee tends to have lower overall stress levels than an employee who does not engage in regular exercise.

9. A fit employee base presents excellent team-building opportunities. Team activities like softball or tennis are wonderful ways for employees to take their professional relationships to new levels, and discover new ways of working together. Obviously, employees that maintain a level of fitness are more likely to participate in these activities.

10. Encouraging fitness demonstrates a concern for employee’s well-being, and pays off! Employees notice when an employer shows concern for the health and well-being of their employee base through a variety of wellness programmes. Further, it has been shown that employee turnover is significantly lower among employees that take advantage of a wellness programme implemented by their employer.

Final ThoughtsThe continued future success of CCC relies heavily on our workforce. As such championing health surveillance is an integral part of our safety culture.

It is my hope that by learning from the past, reflecting on the present, and planning for the future, CCC can further enhance our health surveillance programmes for the continued benefit to our workforce.


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Captain No Zone (CNZ) CCC HSE ComicsBehind the Scenes

C. McDANIel

As a popular means to reaching employees who

may find it difficult to read standard safety messages, the CCC Captain No Zone (CNZ) Super Hero comics were created. The idea of using artistic pictures instead of words to portray a safety message has been a phenomenal change to CCC through the CCC HSE comics.

Using the CCC HSE CNZ comic has proved to be a good medium to convey many safety campaigns. This comic has relayed many important HSE themes to thousands of CCC employees around the world. No other medium in CCC can compete with the CCC HSE comics for the transfer of safety information to the workforce!

Furthermore, even though a super hero comic figure is nothing new to the world, there has never been a construction super hero comic figure who has emphasized HSE (Health, Safety and the Environment) in the workplace like CNZ not to mention a figure who can save employees from incidents, unsafe conditions and acts occurring in their working areas. No other comic book hero embodies true safety ideals as does Captain No Zone.

As everyone in CCC knows, the man with the large NZ initials on his chest symbolizes the No Zone. Hence his name, Captain No Zone: he is able to save people, due to the Super Hero abilities he possesses. He is able to withstand the hazards and risks of any construction site without any safety protection at all, unlike normal human beings. There is no way for us to work in the danger zones unless firstly, control measures are put into place, secondly, the CCC barriers to accidents are implemented and thirdly, the workers understand the task!

The CCC HSE Group decided to relook at the comic’s initiative in 2012 to bring back the Captain No Zone comics using the talents of Joseph Kit Mangila the original CNZ cartoonist and graphic artist from the CCC QGX

II Project. (Originally the Captain No Zone Comic was first started on

the QGX II Project in Qatar by the HSE Team for the project in 2008 by L. Kornas HSE Manager, C. McDaniel, Deputy HSE

Manager / HSE Training Manager, Allan Cuya Sr. HSE Trainer and with Joseph

Kit Mangila as the artist). The CNZ comics lasted until the end of the QGX II Project.

On average it takes about three weeks to plan, design and develop the comic, as most of the drawings are completed by hand. The artwork is extremely detailed and requires a lot of time and patience to put each scene together. The different episodes of the CNZ comics are derived from recent CCC injuries, statistic reports and other HSE trend analysis information.

The concept of a ‘Safety Super-Hero’ character improving awareness and moulding the minds of CCC employees to work safely and becoming more familiarized with the hazards they face on the different job crafts is the essence of the comic. The Corporate HSE Department circulates this comic on a monthly basis and it is translated into many different languages thus reaching a wide audience.

The story of Earth’s newest Safety Superhero’s journey continues. The real CNZ story started in a far, faraway galaxy, on a small planet called IIF (Incident Injury Free). The inhabitants of the Planet IIF work in the Safe Zone without injury or harm, “The No Zone”. One day the IIF Supreme Council Leader called an emergency meeting of his planet’s safety councilmen after becoming


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Captain No Zone (CNZ) CCC HSE Comics - Behind the Scenes

aware of the injuries being sustained on the plant Earth’s project worksites. The council decided to send Jamal to improve the unsafe culture of the Earth’s project working environments.

Earth’s newest Safety Super Hero is about to receive his new assignment.

“Jamal your new job is to travel to planet Earth and educate the employees there to work in the Safe Zone and how to stay out of the No Zone where they can be injured.”

Jamal left his home planet and ended his long journey from the planet IIF to the planet Earth near a CCC construction project.

Once on the planet Earth, Jamal got a job as a CCC site worker in order to hide his true identity as Captain No Zone.

Captain No Zone has some extraordinary powers; he can see into the future by visualizing upcoming incidents (accidents and near misses) through his JSTI (Job Safety Task Instructions) X-ray vision. He can also sense when someone is in danger from far away especially those who need his help and safety assistance before being injured.

When he senses that an accident is about to happen he transforms himself into Captain No Zone and flies quickly to save the day and conducts training for employees regarding working safely and staying out of the No Zone...


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HSE Graduate Under Development ProgrammeA New Generation and the Future of CCC

M. SAlIBA

Many companies will argue that the cost of taking someone on with no experience is prohibitive. However, new blood, whether young or old, can bring fresh ideas and perspectives to old problems. Their enthusiasm can be infectious. Their naiveté is some of the gold that they bring. They’re not afraid to ask, “Why do you do it this way?” From the most innocent questions, we may go back to our roots and say, “That’s a good point. Why do we do that?” The newest employee may be the one who prompts a positive change.

In CCC, there is an initiative called the GUD programme (Graduate Under Development) created for fresh graduates who upon joining the company will be enrolled in an intensive programme for a certain period of time. The objective of this initiative is to accelerate the fresh graduates’ career development by providing them with a rounded and broad-based set of skills, experiences and attributes, consisting of a structured learning programme, balanced work experience opportunities, on the job coaching, feedback and support for obtaining the best professional qualification.

Recently, the GUD Programme was reevaluated by senior management to discuss its credibility and efficiency. Within the HSE Corporate Group a dedicated team proposed several ideas to

enhance the GUD Programme and make it more applicable. A constructive programme was suggested that aims to prepare the HSE GUDs to become future Project HSE Managers with the best mix of experience and qualifications. This preparation plan for the career path of the new blood employees is essential for the company to maintain its sustainability and progress.

However, an important question needs to be raised and that is how to maintain a low turnover among the new blood employees that are taught, educated and trained by the company.

The answer to this question is by providing an environment that recognizes the potential of the new blood employees and allows them to be nurtured, developed and then to shine. In this way lifelong relationships will be built and mutual interests will be created between the company and its freshly educated employees.

To sum it all up in one sentence, CCC should be looked at as a nation rather than a company and who’s better to support and fight for its existence, prosperity and “sovereignty” more than its own children who are raised in the proper manner!

A group of recent ‘GUDs’


AreA

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Samer Khoury’s Visit to AstanaKazakhstan

G. ANouTI

On 26 February 2014 Samer Khoury arrived in Astana for a two day visit to the Abu Dhabi Plaza Project.

Mr Khoury’s vision to take CCC to new markets started in 1998 with the Group’s involvement in the Karachaganak Field development. For the uninitiated, this was a bold and potentially risky undertaking that posed predictably serious challenges. At the time one could count the number of foreign construction companies in the country on the fingers of one hand, and the pessimists, who predicted quick capitulation, were proven wrong this time.

That period coincided with President Nursultan Nazarbayev’s declaration on 10 December 1997 to give Kazakhstan a new capital, Astana.

Astana, formerly known as Akmola, was faced with the huge task of transforming itself from its Soviet aspect to a super modern city. The task was amplified by a forbidding climate in winter: Astana is the second coldest capital in the world after Ulan Bator, Mongolia.

Against all odds and to the chagrin of the Almaty – faithful and the sceptics, Astana emerged as being worthy of its capital city status, with a distinct character and charm.

One cannot but marvel at the futuristic architecture of some iconic structures like the Khan Shatyr, the Concert Hall, the Museum, the

Library, the Opera house and the Pyramid, to name just a few.

But it is not all metal, glass and concrete. Astana has become an important cultural, academic, financial and political centre, hosting many internationally acclaimed forums and conventions and housing the magnificent opera house and many other theatres and museums.

Another marvel that has added to Astana’s prestigious standing is the Nazarbayev University, which boasts the highest academic level in the country run by internationally recognized staff.

Mr Khoury marvelled at the tremendous development of the city over a short period of time.

During his visit, he met with a number of state officials, visited the ADP site, met with management and hosted a dinner for the entire ADP staff.

Samer Khoury addressing the ADP Staff

Bayterek Tower Abu Dhabi Plaza Project (ADP)


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CSR News ReportToNy AwAD

Contribution to CSR Initiative CCC 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]

Jordan

Charity Works

As part of the Samra Project CSR toward our local community, the Samra Wastewater Treatment Company (SPC), the Operation and Maintenance (O&M) Contractor and Expansion Engineering, Procurement and Construction (EPC) consortium jointly purchased 500 food packages that were distributed to needy families in Hashimiya and Bal’ama districts during the month of Ramadan. The distribution was administered by the companies’ representatives through the Governmental Authorities and Community Based Organizations (CBO).

Museum for All

As a fruit of the partnership, the Mobile Children’s Museum will operate in the Hashimiya district. The mobile museum will offer a unique experience for the children and families of Hashimiya who are unable to reach the museum for logistical and economic reasons.

Children’s Museum To grass-root the Samra Wastewater Treatment Company (SPC) engagement in the community through concrete and long standing CSR initiatives, the SPC partnered, through financial support, the Children’s Museum Jordan which transpired as one of the Jordan’s most attractive destination for families school groups and tourists.

Greece

Relief Assistance Following the Kefalonia Earthquake


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CSR News Report

Typical of CCC’s care to their communities and especially during natural disasters, the CCC owners allocated a generous budget to be utilized for providing relief assistance to the community of Kefalonia Island after the devastation it went through as a result of the recent earthquakes.

On Tuesday 25 February, a big truck transporting CCC’s relief assistance arrived on the island and the donated goods were off loaded at the main stores at the mayor’s office. The items sent consisted of 16 pallets of dry and tinned food stuffs, toiletries, consumables along with one pallet of medical and hygiene necessities. The goods were received by the deputy mayor and his team who were representing the island community. On behalf of CCC, two CSR volunteers, Angelo Khoury and Mazen Stephanou, accompanied the shipment and were met by the mayor and deputy mayor who expressed their thanks and appreciation to CCC for their generous gesture in extending their support following the devastation that the island is going through.

CSR Basket - Blankets CampaignA campaign for collecting blankets and warm covers was launched in January to be donated to KLIMAKA, a not-for-profit organization and a recognized NGO actively addressing the problem of homelessness in Greece. The CSR Basket was filled up with 50 blankets/warm covers from CCC employees and as promised, MOA CSR Committee complemented the collection by doubling the employee’s donation with 100 blankets and 1,000 pairs of woolen socks. The 150 blankets/warm covers and 1,000 pairs of woolen socks were delivered to KLIMAKA who distributed them to the homeless in the areas of Athens and Piraeus while some were kept at the hostel and daycare centre where the homeless

find shelter. The donation was delivered just in time for the cold and wet weather that Greece went through that week.

Visit of Elpida Children to Earth CentreMOA CSR Committee organized and sponsored a visit for the 35 children of Elpida (the Greek word for ‘hope’), a special school which operates as a daycare centre that hosts mentally challenged children with Down’s syndrome, autism and so on aged between 21-40 but mentally are between 5-15, to the Earth Centre Park in the suburbs of Athens. The visit was accompanied by two CSR volunteers and the sponsorship covered all expenses of the visit including snacks, gifts and transportation to which the children enjoyed the visit and programme that was set for them.


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2. Report from QatarKHAleD SoBH

CCC Qatar and Corporate Social Responsibility“From hard working to heart working. Let us all work with a heart”

This is probably the best illustration of how CCC Qatar lives up to the expectations of our Corporate Social Responsibility standards.

Just like the vital organ that pumps the life blood to the body, the significance of our contributions to community development cannot be set aside. They are always considered as part of any project’s success story. It is our responsibility, as an international company, to see healthy growth from within and in the environment where we operate.

Let us look at some of the activities and events which highlight our commitment to support, promote and uphold the protection, preservation and development of our community.

Typhoon HaiyanOn 8 November 2013, a category five super typhoon, bearing the international name “Haiyan”, touched land in the Philippines, leaving thousands dead and thousands more homeless

and broken-hearted. The world was shocked to see the aftermath. But the burden was

felt heavier by the 126 Filipinos who work for CCC Qatar; whose

families live in the areas ravaged by the super

typhoon.

In view of this situation, CCC Qatar projects raised funds for the affected victims. It is our fervent hope that our collective efforts redefine our noblest intentions to build not

only infrastructures but bridges of HOPE.

Every member of the CCC family willingly extended his

token of support. The amount of QAR 246,536 was raised and

awarded to the 126 Filipino workers to aid them and their families recover from the

aftermath. This was witnessed by the Philippine Ambassador to Qatar, the Hon. Crescente Relacion.

Blood Donation Programme

Clearly, it is in our blood to help. In recognition of our golden commitment, a blood donation programme was initiated on 13 March 2013. The activity was fully supported by a vast majority of our workers. A good number of volunteers patiently queued outside the mobile facility, waiting for their turn to donate for the noble cause. This life-saving initiative was welcomed and highly appreciated by the Qatari community.


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Report from Qatar

Qatar National Sports Day

is celebrated every second Tuesday of February as decreed by HH, the Emir of Qatar.

On 11 February 2014, CCC workers took time out to unwind and engage in various sports events such as basketball, volleyball, football, cricket and other indoor games. The activity aims to promote a healthy lifestyle among the workforce.

Football matches were arranged for CCC workers as part of their rest and recreational activities to boost their morale and inspire them to work efficiently.

A happy worker is a productive worker. Taking time out from work to motivate them through sports is a great contribution to every project’s success story.

Qatar National Day Celebration is a national commemoration of Qatar’s unification and independence. It is celebrated every 18 December.

1,800 CCC workers joined the celebration on 18 December 2013 at the following venues:

Al Khor Club for the Nepalese community; Al Rayyan Club for the Philippine, Malaysian and Indonesian communities; Al Wakra Club for the Bangladeshi and Pakistani communities; West End Park for the Indian and Sri Lankan communities.

Camp Sports TournamentsCCC also supports sports activities inside its camps as part of its employee welfare programmes. Among the popular ones include chess and basketball tournaments which ran from November to December 2013.

Festival Celebrations at CCC Camps CCC supports the multi diverse culture of the community. Among the many festivities include:

Onam Festival - Hindu festival from 15-20 September.

Durga Puja Ceremony - Hindu festival from 11-16 October.

Christmas Celebration - Christian festivity from 24-25 December.

The EnvironmentCCC believes that a company needs to be responsible for its actions - socially, ethically and environmentally.

Coastal clean-up drives are more than just taking away the trash. They actually promote marine life preservation and cleaner oceans. Knowing the harmful effects of marine debris, CCC workers act together to collect and remove non-biodegradable wastes along the community shorelines. Among the frequent benefactors of the beach clean-up are QP industrial cities: Mesaieed Industrial City and Ras Laffan Industrial City.

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Employee Volunteering and Community InvestmentAbu Dhabi university Campus, Abu Dhabi

MAMuNNI MuSlIAR

As part of our CSR community outreach, a business innovation day camp was conducted for final year students of Abu Dhabi University. This initiative was part of the skill development programme introduced by Khaleefa Fund for Enterprise Development to inspire graduating students across Colleges and Universities in UAE to explore the perquisites of self-employment and exploit rampant opportunities lying ahead in the expanding business arena of the country. Youth Empowerment drive contributes significantly to the growing number of educated youth in UAE and a national programme under the auspices of The President.

Seventy students attended the business innovation day camp that lasted for 6 hours, starting from 8.30 in the morning. The schedules started with a presentation about CCC and endeavors of the company to support the local community to acquire the extra knowledge and skill required to become successful professionals and business leaders in UAE.

The training touched upon a vast spectrum of subjects including entrepreneurial marketing, creating and capturing value, how to finance an entrepreneurial company, successful pitching and selling strategies, innovative product development, etc., and it was narrated through a combination of high impact interactive teaching, team assignments and pitching practices.

The interactive sessions gave students the opportunity to voice their ideas openly and comment on the ideas put forth by other students, at the end of which students in accordance with their views and ideas formed smaller groups under a group leader and worked out their business development plan. Participants gained a deeper understanding of

the entrepreneurial culture prevalent in UAE and what it takes to accelerate business growth strategies in their home environment.

The programme went through an evaluating and marking process to classify viable and non-viable project ideas. Students were given the opportunity to present their business plan on stage under the eyes of a three member judging committee, who short listed the best three venture proposals and gave away the best proposal award. Students of the winning group will get opportunity to present their project proposal in an annual event, covering participants from all states of UAE for further scrutiny and subsequent acceptance by the Khaleefa Fund for sponsoring the project and funding.

CCC Volunteers from Area PMV, Area Administration & Sicon joined CSR department to successfully conduct this programme at the University Campus. The external joint organizers of the programme included INJAZ (NGO) and The Innovation & Entrepreneurship Centre, Abu Dhabi University.

Employee Volunteering (EVP’s) impacts employee attitudes, strengthens work teams and builds employee skills as well as contributes to professional development. It also influences community attitudes towards the Company, coronate its image and attain high respectability for the dedicated approach.

Bulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014

The winning Team of Students with CCC Volunteers

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Bio-Diversity Protection: Marine EcosystemMAMuNNI MuSlIAR

As part of the UAE Area CSR activity, we volunteered to take part in an environmental protection initiative conducted by the Environmental Agency of Abu Dhabi (EAD) to conserve and protect mangrove forests in Abu Dhabi. The mangrove forests that cover thousands of hectares of land along the UAE shoreline form an integral part of the coastal ecosystem of the UAE and their protection is vital to preserving the rich natural habitat that is home to various indigenous species of flora and fauna.

The closest mangrove forest to Abu Dhabi city is located along the eastern ring road and is named the Eastern Mangrove Lagoon National Park. This unique ecological hotspot is part of the first of five national parks identified by the government in Plan Abu Dhabi 2030. Spread across a stretch of five miles along Eastern Ring Road in Abu Dhabi, the mangrove lagoon is a haven to over 200 fish species and 50 bird species.

Developmental expansion and excessive human activities close to the vicinity of the mangrove forest are increasingly affecting the efforts of the authorities to maintain this expanse as a pollution free habitat. The expedition undertaken by environmental activists and volunteers from commercial companies was aimed at mitigating environmental damage and ascertaining the extent of littering around the mangroves. A major mission of the initiative was to clean the shoreline of plastic waste (especially plastic bags) which prevents the growth of mangrove trees and releases pollutants

that could be harmful for their health. The team also identified affected areas where cultivation programmes to rehabilitate the mangrove ecosystem are warranted.

Under Plan Abu Dhabi 2030, the government is laying the foundation for a socially cohesive and environmentally sustainable community to preserve the Emirates’ unique ecological diversity. The volunteering efforts of private sector companies are thus a highly regarded CSR activity.

Bulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014


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Interview with

mr. Maher Abou Chaaban

Amr El-SErSy / WAlid FArkouH

The Knowledge Management Department recently sat with Maher Abou Chaaban, who has over 45 years’ experience in the oil and gas sector in the Arab world and Kazakhstan, for a comprehensive interview that is detailed below.

Background and Experience

After graduating with a Bachelor of Science degree in Mechanical Engineering from Cairo University in 1967, Maher Abou Chaaban started his career with CCC as a site engineer and worked on various projects in Kuwait, Abu Dhabi, Jordan and Libya.

In 1973 he joined National Petroleum Construction Company (NPCC) in the UAE on secondment from CCC and served as Manager, Onshore Operations for their various mechanical projects until December 1987.

Rejoining the CCC family in 1991, he was made project manager for various projects which included the LNG Project at DAS Island; the Onshore Gas Development Project I (OGD I); the Ruwais General Utilities Plant Expansion Project (GUP); the Saudi Chevron Petrochemical Project and the Onshore Gas Development Project (OGD II).

Moving forward, Mr. Abou Chaaban was appointed site operations manager in Kazakhstan for CCC’s Karachaganak Main Works Contract (KMWC) and then served as project sponsor for CCC’s Oman India Fertilizer Project in Sur, Oman.

Since August 2005 he has maintained a permanent position at CCC’s Mussafah Office as Area General Manager (Mechanical Projects) and has overseen the following mechanical projects in Habshan / Ruwais up to December 2010: RNGL; Borouge 2; HGCE; OAG; OGD 3; HFGR and SAS.

In January 2011, Maher Abou Chaaban was appointed advisor to the regional managing director for mechanical projects.

Recommendations for Project Success and Lessons Learned

1. Pre-Award (During Bidding)The success of the project starts at the estimation stage with proper coordination with area and construction people to cover location/complicity/brown or green, and so on.

Key project personnel to be assigned and involved during pre-tendering and estimation stage.

Assign a senior project team as early as possible to review all contractual issues, budget; use all lessons learned from similar jobs; have a smooth handover from estimation to construction and give enough time to read contracts and understand the project.

When the contract is signed, it is highly recommended that one of the estimation staff be part of the project management team for clarification and coordination with the Athens office and third parties.

If the contract is lump sum, I strongly recommend a ceiling


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Interview with ... Maher Abou Chaaban

(± percentage) for rework/revision and quantities to guarantee that our partner will pay special attention to their engineering works before issuing for construction. Special consideration should also be made to consider material mark-ups for additional works.

The project team should agree with the partner on a clear split between pre-commissioning and commissioning, especially if commissioning is under our partner’s scope. At the same time, agree with partner on a clear understanding of the contract split of scope and battery limit with vendor.

CCC to try with their partner/client to allot land for camp/offices very close to the permanent water and power connection, as this issue is a major cost factor.

2. Post AwardCCC should be involved during the engineering stage. Experienced engineers from different disciplines should work with our partner(s) and coordinate with the project team for any clarification to improve the quality of engineering and constructability.

It is recommended that HDPE heavy duty pipes be used for underground services as they are durable and easy for construction. Clamp pipe supports are also recommended as there is no repair required and do not delay the testing activities.

I strongly recommend having a team building session with all parties for proper common understanding and a smooth working atmosphere. Good relations with our partners and clients is a key factor for success. (In the HGCE Project we used our good relation with GASCO, in addition to the engineering experience, to convince them to cancel the galvanization requirement and use special paint instead.)

Finalize project organization and mobilize good quality engineers for different disciplines at an early stage with special attention to control manager, safety and QA/QC.

Project team to finalize CCC’s scope to avoid any conflict and argument (with the client/EPC/Partner)

Services (camp/offices/supply, power, special

storage/transport)

Communication and good relation with local authorities in the area

Heavy lift

Safety standard (e.g. norms of HSE staff to labour ratios) and any special PPE or tools.

Design mistakes (how much we can accept, put a ceiling for rework)

Clear definition and split for commissioning/pre-commissioning.

Material markup percent to cover any overhead.

Our Rate should include Direct and Indirect Cost

Finalize budget and keep discipline manager aware of his budget with full responsibility and commitment and to be accountable. A realistic F/C budget to be produced jointly by construction and estimation after the project award to consider any underestimated / overestimated items. Progress and productivity to be monitored accordingly (as well as critical milestone dates).

Finalize schedule, loaded with manpower required and equipment, to start proper and timely mobilization within budget, considering holidays, Ramadan and summer break.

Assign full time senior sub-contract coordinator to finalize and follow-up with sub-contractor(s). Big scope to be split between two sub-contractors to have competition and backups.

All meetings, CCC internal or with third parties, to be documented and initialed by all attending parties at the end of each meeting. Action list to be prepared for urgent matters with owners and completion dates.

Project to use two instruments for measuring piping progress; example ID, tonnage, number of joints or welding deposit to avoid misleading and to have a true picture. Commodities reports to be produced at an early stage of the project and be used in parallel with progress monitoring system for preparing progress.

Insist on having standard pipe supports and block set to order material and start fabrication early. I recommend allocating a good weight factor for the final activities like punch items clearance, documentation, pre-commissioning and commissioning which normally take a very long time because the project takes it very


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lightly when the weight factor is low.

To have a clear agreement and split of scope with CCC subcontractors to avoid conflict and additional cost. Manage conflicts with S/Cs and help them to complete the job.

Minimize paperwork and promote paperless reporting and filing. MTO to be updated progressively from IFC drawings.

Maintain good relations and transparency with client and partner.

Project manager and senior staff to prepare lessons learned from different completed projects and run a session with project discipline teams to avoid repeating the mistakes.

To have a joint archiving system for construction records (CCC and partners) to save time and cost. (Avoid many copies / printouts excessive copying, share data).

Project team to prepare a list of documents, procedures, lab tests for civil and safety procedures, welding qualifications and procedure and assign the required team to handle with time limit to avoid delay in starting construction.

Project manager and senior staff to believe in safety as value and support it in the project with proper training and awards. (Awards can be given on site like mobile phone cards).

Need seminar between MEP and oil and gas experienced staff to transfer the oil and gas knowledge to MEP.

3. Early Construction Activity (Site Preparation)

First priority for project team is to complete camp and offices to accommodate all parties and work as one team.

IT and telephone connections are to be made available in the camp and offices.

Project management to consider the concept of area manager with multidiscipline that we tried on Das Island Project in 1991 and Kazakhstan in 2001. With this arrangement we can save multi-layers of senior people and we have more accountability, also saving a lot of people and equipment remaining idle between different disciplines in the same area. Applying the same logic, we should consider the pooling of transport, rigging and scaffolding.

A contributing factor to a successful project is when the project manager and senior staff spend three to four hours of their time walking on site and talking with people to understand their problems and take action.

Site preparation and road access to all work areas to be carried out prior to starting all major construction activities.

To start the project with clear working hours and limited overtime because this issue is a major cost factor.

To establish a lunch shed on site (part of welfare) and serve proper hot meals for all staff (day / night shift) and labour to avoid transportation between site and camp during lunch break and minimize the risk of road hazard.

Project senior staff to run awareness session for all site supervisory team aiming to improve communications and respect between them and the labour force.

To have proper medical support on site to meet any medical needs.

Implementation of a proper and efficient time keeping system will enhance control on site and provide correct man-hour feedback against various activities to have exact cost coding (and to avoid any S/C bonus hours).

Nightshift to be determined for critical activities beside QC/NDT and hydro testing.

Involve construction people with spooling for lessons learned and consultation. Example (Gap-A-let and ring use for fabrication)

4. ConstructionOne important key for success is to have deliverables (engineering drawings approved for construction, materials and equipment) on time as per the construction schedule.

Special attention and control for mobilization and demobilization of manpower and equipment to avoid any idle time and additional cost. Resist any pressure by client for premature mobilization. Best demobilization approach is to release senior staff; PM takes over the demob process as senior staff tend to hesitate releasing people.

Agree with partner on the vendor attendance schedule to complete visas and formalities


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to avoid delay on pre-commissioning and commissioning scope.

Project management to establish a welfare committee, from different nationalities and trades representing manpower, which meets regularly and raises requests, after discussion with management, for actions related to accommodation, messing, administration, personnel and site facilities.

All meetings, CCC internal or with third parties, to be documented and initialed by all attending parties at the end of each meeting. Action list to be prepared for urgent matters with owners and completion dates.

Before discipline starts any activity, availability of all drawings, materials and required data should be guaranteed to ensure continuity and avoid stand by.

After construction clearance and QC release of works and documents, a joint walk-down with all parties is recommended. A team should be assigned to clear punch items during this walk down in order to save time, avoid piling punch items and to accelerate handover and mechanical completion.

Give priority to clear underground scope to open safe access for other disciplines.

Key success comes from timely completion of piping and support fabrication.

Try to use grout sandwich (high-normal-high) whenever possible; rotary equipment foundation should be high.

Prepare 90 days, three weeks, and weekly schedule with proper follow up on daily basis to reduce high risk and avoid back log.

Realistic and accurate progress reporting without misleading information. To assign progress monitoring engineer to check and agree actual progress and report to control manager.

To make use of 3D model effectively to avoid clashed and clear conflicts in complicated area (colour coding of progress).

To prepare and complete database for the project with proper update to be progressively completed and ready for smooth handover. (Implement ATLAS early and do not to wait to the end).

To check ISO’s against PID’s to avoid conflict and rework and to have proper test packs /

subsystem / system which engineering prepared at different stages of the project by using time index.

For the last few years the client started the concept of first time start up contractually. Most of our people in the project understand that this will happen at the end of the project but actually the concept starts from the time of receiving material and equipment. Material to be covered and protected during all construction stages to avoid dust and debris in pipes and valves. A full-time QC material inspector for equipment should be assigned, to open a log and follow all technical instructions for preservation by the vendor to avoid any surprises at the final stage of the project.

Special attention to E/I to start as early as possible, overlapping with other construction activity and pay attention to material availability and engineering document from partners.

System definition and final handover documents index to be prepared and issued at an early stage of construction.

At a certain stage, the project engineering team to move to site according to different discipline completion stages to answer site technical queries and requests for information and to find fast solutions to their problems.

To open all material received to store and check against packing list to avoid last minute surprises.

Project senior staff to run awareness session for all site supervisory team aiming to improve communications and respect between them and the labour force.

5. Pre-Commissioning/Commissioning and Mechanical Completion

To start early preparing test packs / subsystem / system pre-commissioning and commissioning based on priorities and project milestones.

At a certain stage, the project engineering team to move to site according to different discipline completion stages to answer site technical queries and requests for information and to find fast solutions to their problems.


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The Education for Employment FoundationTunisia

NABIl SINNo

The Education for Employment (EFE) Foundation is a US not-for-profit association that addresses the problem of the unemployment of Arab youth. CCC is working in cooperation with EFE for the training of junior engineers. This programme was initiated in Palestine and Jordan and thereafter in Tunisia in 2012. The aim of the programme is to recruit and train junior graduate engineers from various disciplines.

CCC was established in Tunisia in 1986 and has continuously consolidated its presence over the past 30 years. The arrival of CCC in Tunisia was at the invitation of the Arab League for the construction of their headquarters (1986), followed by the construction of the Hammamet – M’saken highway (1993). Following these different projects, CCC uncovered the potential and skills of Tunisian youth and started including them in their projects throughout the world.

Since 2012, with the assistance of EFE-Tunisie, over 20 engineers from different fields (mechanical, electrical, civil and so on) were trained in soft and construction project management skills before being recruited by CCC. EFE-Tunisie developed the partnership with CCC and the University of Colorado in order to provide young people with the training that is needed by the employment market. Once trained and having received their certification, the trainees are placed in jobs in CCC projects.

EFE-Tunisie organized a ceremony on 14 February 2014 to distribute training certificates to young people in the presence of their families, representatives of the CCC/EFE team and partner companies, especially the donor partners. The ceremony was marked by the presence of illustrious guests of honour including HE the Minister of Vocational Training and Employment, Hafedh Lamouri and HE the Ambassador of the United States, Jacob Walles. The purpose of this ceremony is to encourage recipients to perform at their best once employed. Following the ceremony, CCC made the commitment to recruit seven engineers from different regions of Tunisia to be placed in CCC construction projects around the world.

Nabil Sinno addresses the audience during graduation ceremony

from left to right: Minister of Vocational Training and Employment, M. Hafedh Lamouri and His Excellency the Ambassador of the United States, Jacob Walles; young laureate, Rachdi Ben Moussa, Nabil Sinno, CCC Group HR

Manager

The 2013 group of trainees and laureates with Nabil Sinno

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C C C 47Bulletin Issue 109 | 1st Quarter 2014 Bulletin Issue 109 | 1st Quarter 2014

Najib Khoury is Elected President of IPLOCA

Farewell to Peter

BulleTIN STAFF

DAvID MoloNey

CCC’s Advisor to the Board’s Executive Committee & Advisor to the President, Construction & Engineering, Najib Khoury, has been elected to serve as the President of the International Pipe Line & Offshore Contractors Association (IPLOCA) for 2013-2014. Having previously served as the 1st Vice President and Director for Middle East & Africa 2012-2013, Mr. Khoury was elected to this office by the Board of Directors at the annual convention in Washington on 27 September 2013. Mr. Khoury has been an active member of this prestigious organization for more than 30 years.

With members in more than 40 countries, IPLOCA represents more than 255 key players in the onshore and offshore pipeline construction industry worldwide. IPLOCA’s mission is to provide value to members through a forum for sharing ideas, engaging the industry and its stakeholders, and promoting the highest standards in the pipeline industry.

Additional information on the IPLOCA organization can be found on their website, http://www.iploca.com

A dinner party was held on 25 March 2014 to say farewell to Peter Tauro, a very distinguished staff member who served the company for more than 39 years of continuous service in Oman. For the past five years he has served on the board at the DMIA project.

The event took place at the Grill House, Grand Hyatt, Muscat.

We wish Peter and his family a good, healthy and happy life.


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Baby Girls

Ali Shaib (ITD, Area Algeria) and his wife Ghide Yaghi are pleased to announce the birth of their first baby girl, Hala. She was born on 2 February 2014 in Beirut. Their little princess has brought love and pride to all the family.

Mohammed Mousa (DMIA Project, Oman) and his wife Rawan Hijazi are pleased to announce the birth of their second baby, a girl named Yara. She was born on 24 March 2014 in Muscat: all the family members are very happy with the new arrival.

Ikram Ellouze (EPSO, UAE) and his wife Zaineb Derbel are happy to announce the birth of their baby girl Sara. She was born on 10 February 2014 in UAE.

She’s a sweet little treasure, sent from above, wrapped in pink and covered in love! Antoine Nasri Haddad (Athens office) and his wife Marianna joyfully welcome to the world their daughter Anastasia, born 26 March in Athens, Greece.

Baby Boys

Abdul Shakoor (KAIA Project, Saudi Arabia) and his wife are very happy to announce the birth of their baby boy named Furqan Ahmed. He was born on 7 December 2013 in Burewala Vehari, Pakistan.

Errol A. Pereira (KAIA Project, Saudi Arabia) and his wife Sumitha are very pleased to announce the birth of their baby boy, Elston Aaron, on 17 January 2014. He was born in Udupi, Karnataka, India.

Aleksandar Jankovic (MTB Project, UAE) and his wife Marina Nikolic Jankovic are pleased to announce the birth of their first baby boy. His name is Nemanja and he was born on 14 March 2014 in Dubai.

Engagements and Marriages

Rinshad Bin Khadir (SSSP Project, UAE) is very happy to inform us that he got married to Sajni on 29 September 2013 at AJ Hall, Ernakulam, Kerala, India.

Minu Varghese (WGCCC, Oman) is happy to inform us that he got married to Linju Jacob on 30 December 2013. The happy occasion was celebrated at his home town, Chennithala, Mavelikara, Alappuzha, Kerala, India.

Faheem Pathan (DMIA MC1 Project, Oman) would like to announce his marriage to Wardah Tungekar. The ceremony took place in Mumbai, India on 16 January 2014.

Irfan Abbas Syed (DHP Project, Qatar) is very pleased to announce his marriage to Syeda Shazia Bano. The ceremony took place in Lucknow, India on 9 February 2014.

Surrounded by loved ones, Sari Z. Nassar (EPSO, UAE) got engaged to Lubna G. Halasa. The ceremony took place in Amman, Jordan on 15 February 2014.

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

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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

Issue 1091st Quarter 2014

Quarterly Magazine of Consolidated Contractors Company

Documents

Quarterly Magazine of Consolidated Contractors … 42 Maher Abou Chaaban A. El-Sersy W. Farkouh Human Resources 46 The Education for Employment Foundation, Tunisia N. Sinno Milestones