Quarterly Magazine of Consolidated Contractors Company · For example, as the major ... piperack, structure steel erection, piping, ... The contract includes also the design and supply

bulletin

All Aboard!The Rail Revival …

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 1073rd Quarter 2013

Quarterly Magazine of Consolidated Contractors Company

Mile

ston

es

Bulletin Issue 107 | 3rd Quarter 2013 Bulletin Issue 107 | 3rd Quarter 2013

UAEDubai

10 MW Solar Power Plant

37

Bulletin editors

Gracy John: 37 Years with CCC

21 September 1977 was the day that Gracy John joined CCC Sharjah and she proceeded to work there for the next 37 years!

From almost the beginning she has worked directly for Samir N. Khoury, Area Managing Director, Northern Emirates. She has been a secretary, cashier and accountant and generally acted as Mr. Khoury’s assistant.

When asked why she has stayed so long working for CCC Gracy replies:

‘The company has been like a family for me and I have had such a nice boss and his wife. When I’ve been on leave, after a few days I started wondering what was happening back at the office.’

When asked what advice she would give to young people just starting out with CCC, she replies:

‘They should respect their bosses, be reliable, give of their best and work hard.’

Gracy does not want to retire but her health is delicate. She is looking forward to returning to her homeland which is Kerala in Southern India. She has two married sons (one in Brunei and one in the United States) and three grandchildren and she’s going to spend a lot of time visiting them.

Congratulations to Gracy for a long and successful career!

C C CBulletin Issue 107 | 3rd Quarter 2013 Bulletin Issue 107 | 3rd Quarter 2013

Cont

entsFrom the Desk of... 3 Wael S. Khoury

Recent Awards 4

Quality Management 5 Materials Control Mounir Soufyan

Feature 9 Rail and Metro Projects in the GCC States Eimert Los

12 Qatar Integrated Railway Project Antoine Keraan

13 The Riyadh Metro Antoine Keraan

Project Profile 15 Muscat Airport Interchange Mohammad Abdel Lateef

Area News 16 CIS: 17th Uzbekistan International Oil & Gas Exhibition Juan K. Boulos

17 Australia: Engineers Australia Excellence Awards Rana Hamid

18 Australia: Visit by CCC Executives Samer S. Khoury

Saudi Arabia: National Construction Polytechnic Mazen Qaddoura

19 Japan: Visit by CCC Executives Samer S. Khoury

20 UAE: BIM Conference Shakib Firzli

Corporate Social Responsibility 24 CSR News Report Tony Awad

25 Al Wathba Wetland Reserve Mammuni Musliar

26 UN GC Yearbook Tony Awad

28 Paper Consumption at KAIA Omar Abdel Qader

Health, Safety & Environment 30 The Art of Safety Michael J. S. Mangulabnan

32 Physicality in the Workplace Naim Abu Laila

Culture 34 A Heritage Crafted by Fire (article reprint) Rafique Gangat

Milestones 36 Announcements

37 Gracy John: 37 Years with CCC Bulletin Editors

3C C CBulletin Issue 107 | 3rd Quarter 2013 Bulletin Issue 107 | 3rd Quarter 2013

From

the D

esk

oF...

Chairman

WAEl S. KHouRy

Dear Colleagues,

As the newly elected Chairman of CCC, I am honoured and privileged to have gained the confidence of the CCC Board of Directors to take on this role. Following in the footsteps of my father, and before him my late uncle Hassib, I will have a hard act to emulate. I give you my commitment that I will build on their achievements and devote my energies to ensure the continued success of CCC for generations to come.

I’ve given a lot of thought to the subject of my first message as Chairman and in the end it was an easy decision to make - it has to be about the crucial importance of accepting and adapting to the constantly changing world in which we live. Change can take many different forms. It could be shifts in the market, emerging new trends, political upheaval in a region, or simply having to deal with new players internally and externally. In order to continue with our successes and growth we must maintain our ability to both accept and adapt to new circumstances. That is why I believe it is important for all of us in CCC to recognize change as an opportunity to exploit. Indeed we must enhance our ability to anticipate change by planning for different future scenarios. We should also train and prepare our future generations to be agile, to ensure and maintain our leadership position in our industry and markets.

Over more than 60 years of operation, CCC has itself witnessed numerous changes, built its capabilities and expertise in contracting and construction, and entered new markets. Our history is replete with examples where we recognized the shifts in our industry and took proactive initiatives to support our clients and grasp new opportunities. For example, as the major international oil companies moved into the countries forming the CIS after the breakup of the Soviet Union, the founders of CCC recognized the potential demand for the services of our group and responded by focusing and investing in these markets. This strategy helped CCC win one of the largest projects in the region, and at that time the largest CCC had executed. I’m proud to say we rose to the challenge by carrying out the contract to the highest safety and quality standards, achieving success for all stakeholders. The recent award of the prestigious contract for the Riyadh Metro is another example of our collective positive response to the opportunities opening up in a new sector of the market that secured the award of this contract to our consortium.

Since the creation of CCC we have been blessed with strong and far sighted leadership. It is vital that we build on the foundations that have been laid for us. I want CCC to be a company that applies our long established aims and principles to the new world in which we live and work; or to put it simply, capitalize on our traditional values in a modern setting. This is my vision for CCC and I look forward to working with you to deliver it.

C C C Bulletin Issue 107 | 3rd Quarter 2013 Bulletin Issue 107 | 3rd Quarter 2013

Rece

nt Aw

ARds

Upgrade of Falaj Al-Qabael Roundabout

OmanThe project calls for the construction of an interchange over existing roundabout along with allied road works. The total

length of roads will be 4km along Batinah Highway which will be converted from four lanes to six lanes. Works also include relocation/protection of services, road lighting works and traffic signals.

The client is the Ministry of Transport & Communications and the consultant is National Engineering Services Pakistan and Partners L.L.C. (NESPAK).

The contract was awarded on 16 July 2013.

The project start is October 2013 for a duration of 20 months ending in June 2015.

Laffan Refinery 2Qatar

Laffan Refinery (LR2) is a condensate refinery to produce 146,000 BPSD of refined products. The plant includes

process units, utilities, green and brown field works.

CCC’s scope of work includes civil works, precast, piperack, structure steel erection, piping, piping fabrication, electrical, instrumentation, precommissioning, commissioning assistance and buildings (EPC).

The client is QatarGas and the main contractor is Chiyoda / CTCI JV (CTJV).


The project start is 1 October 2013 for a duration of approximately 28 months ending in January 2016.

Riyadh Metro ProjectSaudi Arabia

The project comprises the design, detailed engineering, procurement and construction of Riyadh Metro project

including all related infrastructure (stations, viaducts, tunnels, rail networks, control systems, depots and all other operational elements).

The contract includes also the design and supply of the rolling stock, operation control centres, traction power supply, SCADA, road works and utilities, park and ride facilities, training and an option for a ten year (five plus five) maintenance contract.

The project is divided into three packages (total length of lines being 176.8km). Our scope of work is Package 1 comprising line 1 (38km and 26 stations) and line 2 (25.3km and 15 stations).

The client is Arriyadh Development Authority and the consultant is Parsons-Egis Rail JV.

The contract was awarded on 28 July 2013 based on a consortium consisting of Bechtel (Leader), Al-Mabani, CCC and Siemens (BACS).

The project start is in October 2013 for a duration of 60 months ending in October 2018.

Presidential Palace Project - Hardscape Package LP/1UAE

The project is part of the Presidential Palace Project. The scope of work for this package includes hardscape works,

furniture, external lighting, car park shades, pavilions/pergolas structures, external paving, arcades and drop offs external cladding, and so on.

The client is the Ministry of Presidential Affairs (MOPA) represented by the Executive Committee for the Presidential Palace Project (ECPPP) and the consultant is EWAN / ICON.


The project start is 15 August 2013 for a duration of 14 months ending on 15 October 2014.

Mila & Tamda SubstationsAlgeria

The project comprises the design, supply, delivery, transport, supervision of civil works, supervision of erection and

commissioning of one conventional poste extérieur 60/30 KV 2x40 MVA substation situated in Mila and another similar substation situated in Tamda.

The client is Société Algérienne de Gestion du Réseau de Transport de l’Electricité (GRTE).


The project start is 4 August 2013 for a duration of 18 months ending 3 February 2015.

Agricultural Feeder Roads - Phase 2Grenada

The project comprises the reconstruction of 15 agricultural feeder roads to bitumen standard totaling 22km with

associated structures and drainage works.

The client is the Ministry of Works, Physical Development & Public Utilities and the consultant is DIWI Germany GmbH.

The contract was awarded on 17 May 2013.

The project start was 14 June 2013 for a duration of 18 months ending on 14 December 2014.


Qual

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Materials ControlMouNiR SouFyAN

IntroductionControl of Materials in line with ISO 9001 standard is covered in quality management procedure “QMP-GEN-007”. This procedure is related to materials / equipment that would be incorporated in permanent works and includes the following:

• Receiving and identifying materials.

• Incoming inspection of materials.

• Storage, handling and preservation of materials.

• Control and issue of materials at site.

Chart 01 represents the basic requirements for material control as required by QMP-GEN-007.

Material control for the construction industry can be classified as a system of complex mature. This system includes a set of processes designed for ensuring that permanent materials and equipment are received at site in accordance with the requirements specified in the purchase order, and that the purchase order has been issued in accordance with project specifications and approved by the employer.

Receiving ProcessAt the initial stage, the storekeeper receives a shipping advice allowing the storekeeper to make arrangements for heavy equipment that require heavy machinery for offloading. In addition, any documentation received should be

checked for accuracy and completeness in line with the requirements specified in the purchase order. Quality records should be forwarded to the quality engineer in charge for checking. In case of any discrepancy a nonconformance report may be issued and processed in accordance with management procedure for the control of a nonconforming product (QMP-GEN-008). The receiving process is illustrated in Chart 02.

Material Control System

ReceivingProcess

InspectionProcess

TestingProcess

StoreProcess

HandlingProcess

PreservationProcess

Requisition and Issue Process

OSDRProcess

QMP-GEN-007/P6.1 QMP-GEN-007/P6.1.6 QMP-GEN-007/P6.1.12 QMP-GEN-007/P6.1/6.3

QMP-GEN-007/P6.2 QMP-GEN-007/P6.4 QMP-GEN-007/P6.5 QMP-GEN-007/P6.1.16

NOTE: P6.1 indicates a paragraph in QMP-GEN-007

STOREKEEPER QC ENGINEER MATERIAL ENGINEERRIGGINGFOREMAN

Start

Receive Shipping Advice

Forward toQC Engineer

AssessmentReview

FLOWCHART

KEY

Activity

Document

Meeting

Start/End

Input Direction

01

03

04

Check Documentation asRequired by P.O.

Coordinate with RiggingForeman for offloading

Inform QCEngineer

Carry on with Offloading

Next StepChart 03

Conduct Review

Acceptable

File QualityRecord

InitiateNCR

Forward toMaterial Eng.

Close NCR According toQMP-GEN-008

Conduct Visual InspectionBefore Offloading

Acceptable

Complete OSDR withAttachments/Photos

(FM-007-002)

Sign the Carrier Tally Sheet as“Received but not Inspected”with Notation describing the

Problem. The Tally Sheet shallbe also Signed by the

Transport Driver.

STOREKEEPER

02

05

06

07

08

09

10

11

NCR: Nonconformance Report

No

YesNo

Yes

Yes

No

Chart 01

Chart 02


Qual

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Inspection ProcessAll materials arriving at the stores area, fabrication facility or job site shall be inspected by the storekeeper for the following:

• Transit Damage.

• Supplier applied preservation.

• Quantity against shipping documents and PO data.

• Availability of release note/certificate of compliance or mill certificates as required by the purchase order.

Upon receipt of materials at stores area packing shall be removed only so far as to enable detailed checking for damage and verification of quantity and quality. Upon completion of checking the packing should be carefully replaced in order to maintain material preservation. Materials shall be preserved as per the vendor/supplier instructions.

In certain cases packing shall only be removed at the time of installation. This shall be noted on the MRR (material received report).

However, spot checks shall be made to the extent possible. The extent of checking performed shall be described on the material received report.

Items must be checked to ensure that they are correctly tagged and/or colour-coded in accordance with the PO (purchase order) and its attendant requirement.

The detailed check against the shipping documents shall be carried out as soon as possible, certainly within three working days of the delivery. Quantities received are circled. Any deviations from purchased quantities are noted on the packing slip. Packing slips require the signature of the receiving warehouseman, date received, freight bill number and carrier, and storage location of received material. If no packing slip accompanies shipment, warehouse personnel are to make out a memo packing list.

If the material is found to be non-conformant a non-conformance report (NCR) will be issued by the responsible QC Inspector and a “Non-Conformant - Not To Be Used” (red) tag/sticker/ribbon will be placed on the material, in accordance with procedure for control of non-conforming product (QMP-GEN-008). The

non-conformant materials shall be segregated in a holding area. For bulk material that is not possible to move visible tagging and barricading will apply.

A yellow tag shall be applied, if the material or equipment is on hold pending further inspection or documentation. For conformant material a green tag shall be used.

The inspection process is illustrated in Chart 03.

STOREKEEPER QC ENGINEER MATERIAL ENGINEER

Chart 02

Off-load Material in reception Area

Note Deviation onthe Packing List

01

04

Conduct Detailed Checking of Materialsmaximum within 3 Days of receiving: - Transit Damage- Quality as per P.O. Requirements- Supplier Preservation- Tags / Colour Code- Quantity against P.O. & Shipping Note- Release Note / Mill Cert.

Next StepChart 04

Deviation inQuantity

Check and Initiate NCR if Nonconformanceis Confirmed as per “QMP-GEN-008”Quality Check

Take Action to Close theNCR as per

(QMP-GEN-008)

02

OSDR: Overage, Shortage or Damage Report

Revolve with Supplier

Conform toRequirements

Prepare OSDR(FM-007-002)

Inform QCInspector

Check if material Verification Test isRequired for the Received material

Put Material on Hold with Real Tag

Check Correction

Acceptable

No

Yes

No

Yes

Yes

03

No

Heavy or abnormal size loads will be moved directly to its permanent foundationwhere full checking is carried out. Bulk construction materials will be moved to finallocation.Upon completion of detailed checking, packing should be carefully replaced in orderto maintain material preservation.In certain cases packing shall only be removed at time of installation, this should benoted on the MRR.

Chart 03


Qual

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Materials Control

Testing ProcessIn some cases further testing has to be carried out at site following receiving and acceptance of the material. If it is determined that material verification tests are to be carried out then the QC department shall be responsible for arranging such testing, analysis of the test results and formulation of recommendations to the Material Engineer. Verification test for received material is illustrated in Chart 04.

Stores OperationFollowing acceptance of materials and depending on their type, the materials shall be moved to an indoor or an outdoor store. Large equipment may be moved and installed directly on its foundation to avoid double handling. Bulk construction materials may be also moved immediately to their construction location. Identification of materials is mandatory in the stores and for some materials traceability may be required.

Chemicals have to be stored in a separate area and shelf life must be maintained. Instruments must be stored in a clean storage facility with climate control. The following reports must be maintained:

• Daily dock report.

• Stock record / inventory control.

• Record for scrap materials.

• Preservation log.

• Material movement and issue to site.

The store operation is illustrated in Chart 05.

Handling ProcessThe organization shall control handling of materials and equipment in order to preserve the conformity of the product during internal processing and delivery to intended destination. Handling and protection of materials and

equipment shall also apply to the constituent parts of a product.

Handling of materials shall follow the general rules of the materials control operation. However, for special equipment it is important to obtain and follow the instruction of the supplier to maintain the quality of the product during the handling process.

Preservation ProcessThe materials engineer shall define storage requirements against the various materials categories in line with manufacturers’ specifications. Upon reception, the materials shall be checked to ensure that the manufacturer has properly applied preservation requirements. In order to control preservation the following is utilized:

• Index of storage conditions / locations.

• Schedule for routine inspection.

• Schedule for preservation of materials.

• Preservation and protection log report.

Upon installation of the materials/equipment


Chart 03 Coordinate Verification Test

File VerificationTest Report Initiate a NCR

Conduct Surveillance to CheckImplementation of Traceability &

Preservation Requirements

AcceptableYes

No

FLOWCHART

KEY

Activity

Document

Meeting

Start/End

Input Direction

Receive Verification test Results

Check Correction

Acceptable

Determine the Ultimate QC Status of the materials

Acceptable

Sign MRR

Take Action to Closethe NCR as per

(QMP-GEN-008)

No

Consult Supplier forDisposition

No

EndYes

Sign MRR

Next StepChart 05

Prepare MRR

Release Materials to Stores / ConstructionMRR: Material Received Report

When assignment has been thoroughly checkeda material receive report (MRR) shall becompleted in block letters. MRR is used againstfull or partial shipment against specificpurchase order and used to support paymentto vendors invoice. Supporting documentsshall be attached to the MRR (packing list,freight bill, delivery ticket, ...)

Chart 04


Qual

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in permanent location, the storekeeper shall forward preservation records to the materials engineer in charge of that area to maintain the ongoing preservation procedure. The QC engineer shall ensure that a system for preservation has been established and maintained.

Requisition and Issue ProcessThe requisition and issuing of materials and equipment to site must be carried out under controlled conditions. This is also applicable to any materials surplus returned by site personnel to the warehouse.

Construction managers and section heads are required to nominate personnel to be authorized to withdraw materials from the warehouse. Names and sample signatures of such personnel must be located at the warehouse.

Overage, Shortage & DamageMaterials received at site are subject to inspection at reception to determine their conformity to specified requirements. Conformant materials are released for construction and non-conformant materials are covered by the

quality management procedure “QMP-GEN-008” for controlling of non-conforming product.

In some cases the received quantity does not match the quantity specified in the purchase order, or damage may occur during transportation. This situation has to be recorded by the storekeeper, and a decision has to be made how to handle this situation in coordination with the supplier. This process is shown in Chart 06.


Chart 04

Maintain Identification & Traceability

Maintain Daily Dock ReportThe daily dock report gives a summary of the deliveriesfor the previous day, material description, carriers’sname and storage location. Detailed information arelocated in the MRR.

Maintain Stock RecordStock record shall be used for all material movement, the stock record shall indicate the following:

- Tag No. of item- Unit of issue- Quantity received- Balance in stock

- Product description- Date of receipt- Date of issue- Document number authorizing the issue

- Storage location- MRR number- Quantity issued

Every 2 months, random stock checking of stock record against physical inventory is carried out.Material return from site shall be returned to stores aster verification and inspection.Material storage report based on the requirements & stock position shall be issued periodically.Material reconciliation report for each item shall be issued periodically.

Maintain Record for Scrap MaterialThe storekeeper is responsible for inventory, tagging &segregation of scrap materials. Transfer of dispositionof scrap or surplus materials shall be recorded bymeans of a shipping record.

Maintain Preservation

Release Material to Site as per FieldWarehouse Requisition

End

Material Record forMaterial Transferred

from the Store

Note 6 “Transfer Between Locations”The way bill shall be used for any transfer of material between locations.The warehouse superintendent signature is mandatory for transfer of materials between locations.Transfer tools, equipment and materials to job site requires an authorized gate pass.Warehouse personnel are responsible for checking tool boxes and vehicles prior to signing agate pass.

“Control of Employer Furnished materials”CCIC & Company Representative shall jointy check the materials, and a Material Received Report(MRR) shall be prepared. In case of overage, shortage or damage an OSDR (overage, shortage & damage report) shall be issued and Company notified prior to acceptance of materials.

Note 7 “Spare Parts”- Spare parts are identified by reference to the packing list.- Upon detailed checking of a consignment, spare parts are checked against the packing list.- Spare parts are then repacked in the suppliers’ packaging where possible and the packagetagged with the following: 1. Purchase order number 2. Item number 3. Equipment tag number where applicable 4. Commissioning 2 year operations spares or insurance spares- Spare parts shall be stored separately in the warehouse or if bulky in the warehouse yard.

OSD Process

Acceptable

Release forConstruction

End

ReceivingInspection

Result ofReceivingInspection

Damage

MaterialsReceived at

Site

Start

Overage /Shortage

Report as PerQMP-GEN-007

End

Chart 05

Chart 06


Feat

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Rail and Metro Projects in the GCC StatesEiMERt loS

When addressing global trends up to 2030 and beyond, many areas of change demonstrate the necessity for the construction industry to review its strategy regularly.

One way to tackle the key challenges of the future such as increased migration and urbanization as well as resource management of food, water, energy and environment, is to improve our mobility, particularly the movement of people and goods.

As many cities and regions are reaching the limit of sustainability and struggling with overcrowding, increased traffic and pollution, rail and metros result in a reduction in carbon emissions and improve the quality of life.

This requirement has a significant impact on our business, starting from resource development leading into innovation and sustainability.

The GCC states have earmarked a series of projects designed to enable more integration by linking the member states via a 2000+ km network and to upgrade domestic mobility. There are even plans in the pipeline to link up the GCC railways with the networks of Europe, similar to the Eurasian Land Bridge (the New Silk Road) which includes a high-speed train between China and Europe.

The value of rail projects scheduled or starting up in this region alone comes to a total of US$200 billion. As reported by MEED:

“Almost every major city in the GCC will have some form of metro or light-rail network worth over $70 billion (urban rail projects and extensions planned over the next 10 years)”.

We have to expect urban mobility to double by 2025.

So major GCC cities are finally beginning to copy Dubai by expediting their metro plans: Riyadh (awarded), Mecca, Medina and Jeddah, Doha Metro projects are all to be awarded this year, PQs for Abu Dhabi are on the way.

On the rail front Saudi Arabia has been leading in terms of rail infrastructure. The UAE is pressing ahead and expecting to operate its first freight system by the end of the year, which ultimately consists of three phases of the Etihad Railway network.

The sultanate of Oman has reviewed plans to build a national railway as well.

Qatar is now proceeding with its plans to construct an overland railway, a long-distance freight and high-speed passenger rail line. The Qatar Bahrain Causeway project has been shelved but will most probably not be cancelled.

Railway and Metro Construction and CCCSo what is this all about? Metro, light rail, mono-rail, high-speed, freight, diesel, electric and so on. If one checks the Web one reads an interesting description:

“Railway engineering is a multi-faceted engineering discipline dealing with the design, construction and operation of all types of railway systems. It encompasses a wide range of engineering disciplines, including civil engineering, computer engineering, electrical engineering, mechanical engineering, industrial engineering and production engineering.”

This is exactly what we need to promote as a company: to understand, manage and develop multidisciplinary skills for acquiring and implementing complex (if not very large) projects. This is a similar mix of skills to those we previously adopted in other segments such as in complex buildings, airports or oil and gas. Nothing new, but it will take time.

Due to a lack of historic local rail knowledge, both clients and the industry are facing a major challenge to grow and develop in this segment, starting with the war over talented and experienced staff.

Despite the many opportunities competition will be worldwide and therefore difficult. The target should be to succeed on the basis of competence and not price alone, controlling the skills as defined above. This means to lobby and sell sustainable solutions, offering the best value to our clients. Financial engineering will one day be added, through PPP or similar schemes. These are being discussed, but the concept cannot mature yet and the EPC approach with state funding has accelerated the start-up of the projects.

The Riyadh Metro (see article by A. Keraan) EPC contract is not just a large project but a unique opportunity for anyone to establish a permanent footprint in this industry. Apart from the impressive scale, we are seeing a typical mix of all the disciplines: managing the design, engineering and construction of many new forms of structures (elevated sections, complex buildings and various underground structures) all integrated via interfaces with rail systems to deliver a turnkey metro in only five years. The in-house experience in MEP, buildings and civil works gets a major boost in expanding both knowledge and experience for staff at all levels. We shall integrate our staff accordingly.

Making money in metro and rail is not simple: mistakes can be costly. We should therefore not


Feat

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Rail and Metro Projects in the GCC States

underestimate the fact that this business has its respective risks. It is capital intensive (complex equipment such as tunnel boring machines - TBMs), with high bonding requirements. It will have more geological risks than usual (groundwater, surface settlements), new safety requirements, inner city logistics and handling unknown utilities, procurement and planning obstacles with normally tight schedules, where performance rates are not easy to predict, plus complex system interfaces with EPC partners and third party stakeholders, all within a preferably fair and balanced contractual framework. The key however is to have a strong human resource base, rule of thumb one third own staff. We have observed many projects which suffered irrecoverable losses by under estimating the above. But on the positive side, within EPC or D/B contracts the leverage through value engineering gives you space for better margins.

So is one well-equipped or prepared for such future projects? Will the existing systems related to estimating, planning and engineering, HR, controlling and contract management accommodate new methods and ways of doing business?

We will have to establish the right balance between in-house and external experienced resources from construction managers down to capable charge hands or foremen. A practical example: to trust an experienced tunnel foreman at night to handle unpredictable conditions or live with the laws of nature (geology), comparable when working offshore and anticipated surprise weather conditions. A classic tunneling saying is ‘a tunnel foreman listens to the rock first and then he acts’.

GCC Railway Map

Iraq

Iran

Saudi Arabia

Yemen

Oman

Kuwait

BahrainQatar

UAE

Kuwait City

Abu Hadriyah

Jubail

Dammam

Dubai

AbuDhabi

Fujairah

SoharMuscat

Duqm

Salalah


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Rail and Metro Projects in the GCC States

OutlookAs all cities and regions worldwide suffer from insufficient infrastructure, the demand for this sector is normally stable, with public or private financing focused to enhance growth. In the field of transportation we can create interesting spinoffs into new regions and with new clients in for example Africa or the CIS.

This allows us to become less dependent on strategic partners as we reach sufficient track records, competences and references, and become more competitive and profitable.

As described the global trends dictate our outlook. Transportation is not only limited to moving people and goods. It could expand into other infrastructure and related projects for example in the field of water management, upstream (irrigation) and downstream (sewages), road tunnels, sewages, light rail, complex bridge

constructions, mining and or basically any form of structure required for transportation.

All of this is manageable, therefore an exciting challenge and encouraging outlook.

Proposed Etihad Railway Stations

GhweifatStation

Sila Al-MirfaStation

RunwaisStation Liwa

JunctionTarifStation

Habshan

Madinat ZayedStation

Mezaira‘aStation

Shah

Musa�ahJunction Al-Ain

Junction

Musa�ahIcadStation Al-Ain

Station

KizadStation Taweelah

Station

Dubai SouthStation

Dubai EastStation

Al DhaidStation

FujairahStation

Khor FakkanStationDubai Central

Station

Ras Al-KhaimahStation

Saudi Arabia

Oman

AbuDhabi

DubaiSharjah

Umm Al-Quwain

Oman

UAE

Al-Ain

Freight Facility

Passenger Station

Phase 1: Under Construction (2013/14)

Phase 2: Under Tender (2017)

Phase 3: (2018)


Feat

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Qatar Integrated Railway ProjectANtoiNE KERAAN

In the early part of 2012 CCC decided to venture into the business of building metros in the Middle East region.

In line with its competitive nature, self-confidence and trust in its capabilities, CCC entered this new discipline through the widest door possible by qualifying for the two most prestigious metro projects available for tendering in the Middle East at that time. These projects are the Qatar Integrated Railway Project, and the Riyadh Metro (see next article).

The Qatar Integrated Railway Project (QIRP) is divided into two main entities, which are the underground package and the elevated package. In turn, the underground package is made up of five independent tenders, including a main central station that will cover the Doha city limits and its suburbs, while the green and gold line elevated packages are outside the Doha city limits.

CCC qualified for this tender as part of a joint venture named the Rail Alliance consisting of a construction joint venture (CJV) and a design joint venture (DJV). The CJV included Hochtief, CCC and Al-Jaber Trading & Contracting, while the DJV included Arup, Hyder and Hochtief Consult. All bidding parties could only qualify for a maximum of two out of the five available underground packages as per the client’s requirements. Accordingly, and after a rigorous prequalifying process full of major submittals, client presentations and lengthy correspondence, the Rail Alliance was awarded its request to bid for the red line south and the gold line for the underground packages, and for the combined green and gold on the elevated packages.

The underground red line south (RLS) extends from the New Doha International Airport to the central station of Mushaireb and consists of two parallel metro tunnels (each is 7.1m in

excavated size diameter) having a combined length of 23,715m along with seven stations and structures.

The underground gold line (GL) which is the largest package extends from Airport City North Station located North West of the New Doha international Airport passing through the central station of Mushaireb and ending in the area of Muaither some 6km west of Villagio and the Aspire Sports Complex. It consists of two parallel metro tunnels (same diameter as the RLS) having a combined length of around 31,000m and 16 stations and structures.

The combined gold and green elevated lines extend from where the underground packages of the corresponding lines ended. They each reach a final stabling area outside Doha city limits. This package consists of 15,000m of elevated viaducts, around 1000m of at grade rail, five bridges and four stations and structures.

All packages of the QIRP are design build tenders, with extensive technical and commercial submittals and are budgeted in billions of dollars. Tendering works, including estimation, were and are currently being carried out in Doha at the Rail Alliance offices. The red line south and the gold line have been submitted to the client, while the elevated green and gold line package is currently being prepared with a submission date of 6 November 2013.

The Rail Alliance lost the red line south tender which was awarded to a group led by Qatari Diyar Vinci Construction (QDVC). However the gold line has not yet been awarded and the Rail Alliance still has chance to land this project, while the green and gold line elevated package, as explained earlier, is still under preparation.


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The Riyadh Metro ProjectANtoiNE KERAAN

This project is divided into three packages where package 1 includes lines 1 and 2, package 2 includes line 3, and package 3 includes lines 4, 5, and 6 (refer to drawing).

CCC prequalified for all packages as a member of a consortium which also included Vinci Construction Grands Projets (VCGP); Almabani and Siemens. VCGP later withdrew from the consortium and was replaced by Bechtel and accordingly, the consortium was named BACS, which went on to submit bids for all the three packages.

Following a post award negotiation period of five months with all concerned bidders, Al-Riyadh Development Authority (ADA) who is the client

on this job awarded package 1 of the Riyadh Metro Project to the BACS Consortium.

BACS will have to carry out all duties and tasks that are required for the implementation of package 1 of the Riyadh Metro Project in five years and at a contract value of US$9.44 billion with an additional US$640 million for provisional sums.

This package will include the transit system, stations, accommodating structures, park and ride facilities, bus interchanges, depots and operation control centre (OCC) associated with the line(s) within this particular package.

Line 1 (the blue line) runs in a north-south direction along Olaya and Batha Streets starting from slightly north of Prince Salman Bin Abdul Aziz Street and ending at Dar Al Badia neighbourhood in the south. The metro will be mostly underground, in a 10-meter diameter single bored tunnel (17km) along Olaya and King Faisal Streets and elevated on a viaduct along Batha Street and at the northern and southern ends. Line 1 extends over a length of approximately 38km and features 22 stations, in addition to four transfer stations with lines 2, 3, 5, and 4 and 6. This line will also have three park and ride structures, and two depots and stabling areas.

Line 2 (the green line) runs in an east-west direction along King Abdullah Road, between King Saud University and the Eastern Sub-Centre, mostly on a raised strip in the median of the planned freeway. This line includes only 2.9km of an underground tunnel, extends over a length of about 25.3km and features 13 stations, in addition to two transfer stations with lines 5 and 6. This line will also have two park and ride structures and two depots and stabling areas.

The transfer stations forming part of this package include two signature transfer stations, the first one at King Fahad Financial District designed by Zaha Hadid (photo A) and the second one at Olaya designed by Gerber (photo B).

Also included are the rehabilitation of the Batha Road Corridor and the construction of a 4.5km extension of the King Abdullah Freeway passing through the Eastern Sub-Centre of the City of Riyadh.

Necessary provisions will be made to maintain and/or improve all existing facilities along the lines, such as access to premises, pedestrian crossings, and so on. Furthermore, all the roads and rail corridors constructed under this package will receive new soft landscaping, hard landscaping and street furnishings.


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The Riyadh Metro Project

In general, the scope of work includes:

• Undertaking complementary studies.

• Surveys and investigations (topography, geology, geotechnical and so on).

• Detailed design activities.

• Detailed construction planning and site coordination/organization activities.

• Supply and installation of systems and equipment.

• Construction works.

• Testing activities.

• Preparation of operator’s manuals and “as built” drawings.

• Assistance to the operator during the trial runs.

• Remedial activities during the defects liability period.

• Maintenance of the transit system. (The maintenance services of the transit system are optional and will be confirmed by the employer in due course).


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Muscat Airport Interchange ...... on 18th November Street

MoHAMMAD AbDEl lAtEEF

CCC Oman was awarded this prestigious project (value US$34 million) in May 2012. The execution period is 18 months in addition to one month’s mobilization with completion projected for December 2013.

The scope of work involves the construction of one grade-separated interchange to link 18th November Street with the new Muscat international airport comprising a six-lane flyover bridge structure, ramps and a signalized junction, widening of the existing 18th November Street to three lanes in each direction, upgrading of service roads, hard and soft landscaping, drainage works, safety barriers and guardrails, in addition to all median works, footpaths, parkings, street

lighting, electrical works and shifting of services.

The project is currently at its peak with a manpower of 750 people. We have reached 1,250,000 manhours without any lost time injury. The project reached 85% completion by the end of August 2013 and is expected to achieve substantial completion by December 2013 and programmed and scheduled. A third party audit was conducted on the project in December 2012 and April 2013 which the HSE applied standards were found to be in line with CCC procedure.


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Commonwealth of Independent States

JuAN K. bouloS

On 14-16 May 2013, CCC participated in the 17th Uzbekistan International Oil and Gas Exhibition and Conference in Tashkent, Uzbekistan, which is considered to be a very significant event in the in-country oil and gas industry. The exhibition was attended by 122 companies and 40 delegates from 37 countries including Uzbekistan, Russia, China, Korea, Germany and Italy. The exhibition and conference were fully covered by television and other media in Uzbekistan. We arranged to have a very good location for CCC’s stand (in the central area next to the stand of UzbekNefteGaz, the national oil and gas company of the Republic of Uzbekistan).

The official opening ceremony commenced with a very colourful national song and dance show and was followed by the official tour of the VIPs. The highlight for CCC was the visit, during the official opening ceremony, of Deputy Prime Minister Gulomjun Ibragimov, and Chairman of UzbekNefteGaz Shokir Fayzullayev to the CCC stand, immediately following their visit to the stand of UzbekNeftiGaz. I gave a briefing about CCC worldwide, CCC’s strengths, resources and logistics capabilities as well as CCC’s experience

in mega projects, in particular, the Pearl GTL in Qatar.

Lord Waverley, Advisor to the Chairman - Strategic Development also attended the exhibition where the organizers extended a special and private tour. He commented:

“I consider it was an important conference in a country and region that will have multiple opportunities for CCC moving forward.”

In addition, we attended the conference on 15-16 May which covered various oil and gas related subjects including exploration, processing, new technologies, gas processing and GTL plants.

This was the first time CCC participated in an exhibition in Uzbekistan, after having made extensive efforts to develop business and making visits to Uzbekistan over the last two years.

I would like to extend my thanks to Sohel Ghourayeb, (Ms) Stephanie Patsatzis, Suraj TK and (Ms) Lola Yoldashayeva for all their ideas and contributions, their last minute assistance and real team work for making CCC’s participation in this important event a success.

From left to right: CCC Business Development Executive, CIS and Mongolia Juan Boulos; Deputy Prime Minister Gulomjun Ibragimov;Vice Chairman of Tethys Petroleum Peter Lilley and Chairman of UzbekNefteGas Shokir Fayzullayev


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Engineers Australia Excellence AwardsAustralia

RANA HAMiD

The Queensland Curtis LNG Project as a whole will be one of Australia’s largest capital investment projects and will supply up to 12 million tonnes per annum (Mtpa) of LNG through the development of three LNG trains. The Queensland Gas Company (QGC) engaged MCJV, a joint venture between Consolidated Contracting Company and McConnell Dowell Constructors to undertake the complicated Narrows Crossing Project. MCJV brought together the local experience and knowledge of McConnell Dowell with the international experience of Consolidated Contracting Company to provide a world-class approach to the engineering, procurement and construction of the Narrows Crossing Project.

This project involves the connection of the export pipeline from its current termination point (MLV 7) across the Narrows (marine channel) to the LNG plant on Curtis Island. Part of the Narrows Crossing project also houses the APLNG pipeline in the same trench.

CCC is delighted to announce that the Narrows Crossing Project was recognised for its achievement by the Queensland Division of Engineers Australia and was the recipient of the:

• High Commendation 2013 for Environmental Award

• High Commendation 2013 for Research, Development and Innovation Award

The annual Engineering Excellence Awards is the premier event for the engineering profession in Queensland, Australia, promoting industry excellence, fostering leadership and encouraging innovation and sustainability. This prestigious black-tie event attracted representation from all corners of Queensland’s engineering community in the historic Brisbane Town Hall on 6 September 2013.

Under the majestic dome of the heritage-listed and recently restored City Hall, guests were treated to a showcase of unique projects each competing for honours among examples of the finest engineering works underway and completed in the state this past year.

The QGC and MCJV team featured prominently during the evening among contemporaries including Thiess, John Holland, Abigroup, SKM, SMEC, Worley Parsons and a range of other highly recognised technical designers and contracting companies.

The Narrows Crossing is one of the nearest points between the Queensland mainland and Curtis Island. It is also one of the most

challenging locations through which to build two high-volume pipelines because of the multitude of internationally-recognised and sensitive terrestrial and marine environments.

To undertake a scope of works positioned in such a highly sensitive region, innovative civil, mechanical and environmental engineering solutions were developed.

Numerous temporary works design and construction solutions were implemented including roadways, bridges, laydown and quarried material pads, twin acid sulphate treatment pads, twin two kilometre long railway lines, two bridges to carry both rail as well as vehicular traffic, two large and two small diameter horizontal directionally drilled pipelines, over one and a half kilometres of cofferdam, culminating in two and a half kilometres of dredged harbour crossing and rock backfill.

The Narrows Crossing Project was recognised for its ability to apply a range of innovative and best environmental practice engineering techniques to meet the large number of stakeholders involved and for mitigating the potential for harm on the world heritage listed Great Barrier Reef.

This bundled pipeline is Australia’s longest large-diameter underwater ‘pipe pull’.

These high commendations are a testament to CCC’s abilities to work successfully in the most challenging areas of the world.


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Australia

SAMER S. KHouRy

Australia VisitAustralia

SAMER S. KHouRy

National Construction PolytechnicSaudi Arabia

MAzEN QADDouRA

In September 2013, Nazih Abdul Kader, Moujally Jabara, Imad Kishawi and I visited both the Queensland Curtis LNG Project and the Australia Pacific LNG Project in Australia.

I am pleased to inform you that both projects are on the right track and we are confident that mechanical completion will be achieved by December this year for QCLNG and in March next year for APLNG.

Although CCC had some issues on QCLNG to begin with, we now have a much better understanding of the Australian market and we are targeting more new projects as the country has huge potential which CCC cannot afford to miss.

On 15 September a Strategic Partnership Agreement was signed by Dr. Ali Ben Nasser Al Ghafis, Governor of the Technical and Vocational Training Corporation (TVTC) and Prince Turki Ben Talal on behalf of CCC.

The signing ceremony was attended by the local press and Saudi television. The Governor thanked CCC for its initiative in arranging this strategic agreement with TVTC and for setting an example for other companies to follow. He expressed his appreciation for CCC’s efforts to serve the community and to increase the number of qualified Saudi workers in the construction industry.

Prince Turki thanked TVTC for giving CCC this opportunity to forge a strategic partnership with TVTC in their efforts to serve the country hand-

in-hand and stated that CCC is translating its good intentions into deeds and reiterated CCC’s cooperation with TVTC to achieve their mutual goals.


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Visit by CCC ExecutivesJapan

SAMER S. KHouRy

A group of CCC executives (Nazih Abdul Kader, Jamal Akl, Moujally Jabara and I) visited Japan in September in order to cement CCC’s relationship with two of our most important partners and clients, JGC and Chiyoda.

CCC has been working successfully with both companies for more than 40 years and we are very proud that we are the contractor of choice for both of them, not only in the Middle East, but in Asia as well.

JGC has named CCC their best contractor for their worldwide operations for the year 2012 and has presented us with a plaque to mark the occasion.

We also met with Mitsubishi Heavy Industries, one of the largest power plant manufacturers, to discuss the possibility of working together on future projects in the region.


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UAE

SHAKib FiRzli

December 2011 saw the birth of the first annual BIM Conference in the Middle East (in Abu Dhabi, United Arab Emirates) drawing around 130 attendees from over 20 companies worldwide.

On 16-17 September 2013, CCC together with Stanford University (Center for Integrated Engineering – CIFE), Projacs International and the Higher Colleges of Technology (HCT) successfully launched the second conference under the same theme, but with the new concept of rotation workshops on day two. In addition, and in line with the ongoing projects in the region, the case-studies and presentations focused on airports, rail and large complexes.

The event was opened by CCC Deputy Chairman, Tawfic Khoury, together with H.E. Mohammad Omran Al Shamsi, Chancellor of HCT. There were over 145 attendees, from VIPs, to construction leaders and BIM specialists from around the world. The Chancellor’s opening speech noted that a drastic increase in demand for more complex commercial buildings had been made possible in the Middle East and UAE thanks to the partners they are collaborating with, thus underlining the importance of this conference in the region. Companies which attended included Bechtel, Ballast Nedam N.V., AECOM, DPR, Stanton, Sunway Construction (Malaysia) and other local and regional companies.

The event was sponsored by several new faces from last year’s conference, including Bentley, Autodesk, RIB and BIM ME. Since BIM is a process involving people and technology working closely together, the event organizers distributed Google Nexus tablets to register delegates and guests in line with the launch of

the new C3D Mobile (available from Google Play: http://bit.ly/c3dmobile ).

An exclusive website was launched this year to serve the conference’s purposes: http://www.bimconference.me. The website became a massive success being ranked high in Google and receiving over 2,300 unique viewers in its first two months with average visitors spending three minutes and more browsing through the site. The presentations, agendas and surveys are available at http://www.bimconference.me/es/.


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Day One: The ConferenceOn the first day, high-level presentations were given by representatives of Stanford, CCC, Projacs,

Bechtel, Optima, DPR and ITech. Each speaker was given 45 minutes and the presentations varied among case studies in large complexes,

infrastructure (airports, rail) and hospitals from the US and the region. Members of the press and several public relations agencies covered the event as well as being televised live over the internet on HCT’s website.

The CIO, Corporate Asset and Risk Management, Zuhair Haddad, talked about the journey CCC has taken to develop its project control systems and the vision ahead with new control systems being developed in-house including C3D – the first database driven 3D project control solution on the market. The presentation also focused on how CCC has successfully used C3D, and how it was used to do Earned Value Management while going through the steps from tying the BIM model to MTOs and schedules, linking object to activity, all the way to visualizing progress and visual look-aheads. In addition, the presentation went through a case study of Habshan and how work-packages were created within C3D to streamline the construction process between steel, piping, scaffolding and other elements. He concluded with a live demo of C3D on an actual project. The presentation made a huge impact and immediately saw many visitors at the CCC stand asking for more information about what CCC presented and what CCC is doing, and how too they can strive to own similar technologies to save time, money and increase quality. Many visitors also discussed the issues and problems they are facing

with projects and clients, asking CCC staff at the stand on what solutions they can use to get the best possible outcomes. Mr. Haddad also highlighted the importance of building global partnerships to enhance productivity.

Concluding day one, Professor Martin Fischer, Professor and Director of the Center for Integrated Facility Engineering (CIFE) at Stanford University, stated that construction is the physical wealth of a nation, therefore it is important to preserve this wealth by optimizing it by using the latest and the most suitable technological tools and industry expertise such as BIM: a good tool for the allocation of resources and visualization of end projects.


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Day Two: WorkshopsThe second day of the event saw a unique new setup – rotational workshops over a series of six stations going on simultaneously. This new concept allowed attendees to rotate from station to station and attend 45 minute, case-study oriented workshops. The workshops were interactive allowing attendees to participate with the presenters, ask questions as well as work on small assignments as in the case of the DPR workshop. At the end of the day, after attendees visited all six workshops, a panel representing speakers from each station was held on stage and moderated by Dr. Martin.

Station 1: Bentley SystemsBentley Systems gave an impressive presentation on a case study of a BIM implementation in one of the Cross Rail projects in the UK. The project size was around $24B. The workshop was run by Alan Lamont, Vice President of Bentley Systems in Germany. Bentley was a Gold Level sponsor and participated both in the workshop as well as with a booth.

Station 2: DPRStation 2 was an interactive, hand-ons workshop conduct by Atul Khanzode , Director of Construction Technologies and Saurabh Tiwari, GM of vConstruct. The title of the workshop was Developing and Implementing a Strategy for BIM. The workshop focused on two key points:

1. Understanding the key elements of lean based BIM implementation.

2. Creating an implementation plan for BIM use.

In addition to the above, the attendees and presenters worked on co-developing concepts to do with BIM goals, processes, roles and responsibilities, integration strategies and lessons learnt.

Station 3: CCC Case study on Project Control in Oil & Gas Work Packaging using C3DChehade Kassouf, Technical Manager and Yassine Moustafa, Automation Engineer ran an in-depth workshop on the uses of 3D project controls in the oil and gas field. Workface planning was a key subject in addition to field installation work packaging (FIWP). A recent CII Study (IR 252-2A, 2010) showed that an up

to 25% improvement in field productivity can be achieved with FIWP. The subject attracted a lot of interest and generated much discussion on its application also in non-oil and gas related projects. Attendees were keen to see how CCC uses these methodologies to improve safety, quality, and predictability and schedule performance. The workshop included a sample model of a case study using C3D showing how work packages can be prepared from a 3D model with basic steps. Furthermore, the workshop showed practical methods to overcome cases when not all construction elements are modeled yet FIWP can still be implemented and visualized. Attendees had a chance to see some sample models on C3D mobile which was available for download.

The feedback we received was that many regional companies are just starting their journey exploring FIWP, and found the workshop a true eye-opener as a way to organizing and managing the construction of complex mechanical projects.


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Station 4: CCC & JGC - Leveraging BIM and Laser ScanningCCC’s Geomatics Engineer, Amjad Al-Masri, along with Nikolas Tsonakas of JGC, ran an interesting workshop which first covered an overview of various laser scanning disciplines and how we use them in CCC, followed by a look at how they can be used as a basis for the 3D elements of BIM models.

The workshop discussed how the primary deliverables of a scan can be displayed graphically in a 3D cloud of coordinates known as the point-cloud. Once these point-clouds are colourized and combined into a 3D model, it can be used in several application areas, including CAD which is feedstock of any BIM project. In addition, the workshop discussed other uses of laser scanning and BIM including construction quality inspection, industrial 3D modeling, earthworks and mining and to support infrastructure expansions. Several case studies where discussed from our experience in Kazakhstan, Qatar, Oman, and elsewhere.

Station 5: RIB GroupRIB is a 5D end-to-end provider and was one of the first to sponsor the event. The workshop, entitled iTWO 5D End to End Solution for Construction, Frankfurt Airport Success Case, was centered on the successful implementation of 5D in the third largest airport in Europe. The workshop was supported by a live demo of construction process integration showing how 5D was used from start to finished bringing the project from 3D, to schedule-enabled 4D, and finally tying in costs to achieve 5D.

Station 6: CCC with the Support of AECOM: BIM Implementation in the New Abu Dhabi Airport TerminalStation 6 was one of the most popular workshops on day two and it was tough finding a place to sit in the first few sessions! The workshop was led by CCC’s Issam El-Absi, BIM Manager; Walid Mansi , Project Manager New Control Systems, CCC; Ashraf Gabri, BIM Production Manager and Ms. Elizabeth Peters, BIM Manager, AECOM. It demonstrated that the size and complexity of an infrastructure can be managed, with tangible benefits, if the proper BIM methodologies and technologies are used.

The workshop started by introducing the size and complexity of the project which has over 700,000m2 of built-up area, 560,000m3 of concrete volume in situ and over 45,000 tons of structural steel. In addition to the constructability complexity, the client required extensive BIM detailing reaching LODs of 500 in the ‘as built’ model.

The demanding deliverables of this one-of-a-kind BIM implementation included:

• BIM based material take-offs.

• Tagging to WBS.

• Clash reporting and tagging.

• Various schedules.

• What-if scenarios.

• 4D simulation.

• Construction methodology and sequencing.

• Coordination.

• Progress reporting.

• BIM based reports as required.

“Get rid of old technology so that you stick with the new methods when the delivery pressure ratchets up.”

Eli Walter, Dep. Tech. Director, Bechtel

“We are not going to increase productivity by fighting or by hiding information, so we need partnering.”

Zuhair Haddad, CIO - CCC


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CSR News ReporttoNy AWAD

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

Paper ConsumptionPaper consumption is one of the main measurable items within our CCC Going Green Initiative. Continuous awareness campaigns are conducted across the group for promoting paper savings. An exercise for collecting data related to paper quantities consumed during the past 3 to 4 years is in progress and final statistics will be published accordingly.

Greece

Race for the CureFor the fifth year, CCC was one of the main sponsors of the event “Greece Race for the Cure 2013” that took place in Athens on 29 September. CCC’s participation was encouraging again this year which was complimented by the organizer who sent us a letter of thanks for taking part and supporting this symbolic cause. The race was organized by “Alma Zois”, the Greek Association for Women with Breast Cancer in cooperation with the American Association “Susan G. Komen”. Participation this year was a record of more than 15,000 women, men and children of all ages took part in the symbolic race. The purpose of this race is to make people more aware of this illness and of the methods of

early diagnosis which nowadays can save many lives.

Facebook Group“Friends of CSR Athens” Facebook group has been running for over three months now as a trial period; the response and participation was encouraging so the MOA-CSR Committee has decided to maintain the Group https://www.facebook.com/groups/friendsofccc/ which was developed for members to discover more about CSR performance and discuss emerging issues related to corporate social responsibility. The main objectives of this page are to Share Ideas - Listen & Learn - Communicate! MOA employees and their families are encouraged to join the group.

Palestine

Distribution of Food PackagesDuring the holy month of Ramadan, CSR Palestine contributed food packages to 100 poor families in Palestine. These packages consisted of rice, vegetable oil, sugar, halva, jam, lentil, olive oil and tomato sauce. The contribution was greatly appreciated by the recipient families.


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Protection of Terrestrial Bio-DiversityAl Wathba Wetlands, Abu Dhabi, uAE

MAMMuNi MuSliAR

The UAE Area CSR Department was invited to be part of a team formed by the Environmental Authority of Abu Dhabi (EAD) to conduct a terrestrial baseline survey of one of Abu Dhabi’s wetland reserves located on the outskirts of Abu Dhabi. This was a programme meant to increase the community’s awareness on the importance of conserving the UAE’s species, flora and fauna. This was also meant to highlight the fact that despite the common stereotype of the UAE’s desert being a barren land, it is actually a very dynamic living habitat that needs to be appreciated and protected.

UAE CSR Volunteers for Environmental Protection Programmes of the State, promoted by EAD and CCC have been considered as Environmental Ambassador to EAD in appreciation of the assistance rendered.

HistoryThe Al Wathba Wetland Reserve lies about 45 minutes drive from Abu Dhabi city. It was declared a protected area by Sheikh Zayed bin Sultan Al Nahyan, late President of the UAE, in the year 1988, after it was created by an accidental discharge of over-capacity treated sewage water from Al Mafraq Wastewater Treatment Plant. It is a suitable habitat for migratory birds and breeding area for the Greater Flamingo. Today the reserve covers a total area of five square kilometers and it is managed by EAD.

The landscape around Al Wathba has changed considerably over the past decade. EAD undertakes routine monitoring of the key elements of the reserve’s wildlife and runs successful flamingo tracking. By monitoring and tracking this species, EAD was able to acquire valuable data about trends, the number of flamingos which visit the Emirates’ shores as well as the route they travel. EAD also regularly monitors the water quality and artemia (or brine shrimp) to help ensure a suitable environment for the flamingos to breed throughout the year.

The tropical diversity of the wetland and the surrounding protected area, as can be seen in the photograph, is a habitat for many of the endangered and protected species of the UAE. The touring team is comprised of members from private and public sector companies, university academics and students.

The Al Wathba Wetland is a home for the Greater Flamingo (Phoenicopteus Roseus)

Terrestrial Baseline Survey Team


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60 Years of Contributing to the CommunitiestoNy AWAD

The following is an article which appeared in the United Nations Global Compact Internationa Yearbook 2013.

Sixty years of continuous giving rooted in the beliefs and values of the founders is what distinguishes CCC and makes it unique among other companies. Even before the term ‘Corporate Social Responsibility’ became quite popular during recent years, the CCC founders put giving and care for the communities, employees and their families as one of their core values which they have been practicing throughout the history of the company. Their continuous giving to their communities, employees and their families has left its mark on thousands of people who felt their support throughout the years. Their compassion and philanthropic deeds may have grown out of their hardship in their early years; however, becoming one of the most affluent companies in the world had just multiplied these humanitarian acts.

CSR is an Integral Part of the CCC Corporate VisionCCC’s Corporate Social Responsibility Initiative (CSR) undertakes the role of “Corporate Citizenship” to ensure that business values and behaviour are aligned to balance between improving and developing the company’s business as well as improving the quality of life of its workforce, their families, local communities and societies at large.

CCC’s CSR InitiativeCCC’s Corporate Social Responsibility (CSR) philosophy originated from the founders’ strong belief that the company has an obligation towards its shareholders, employees, clients, partners, subcontractors and society. CCC does not exist only to make profit, but rather to improve the livelihood of the more than 120,000

families of its employees as well as to serve the societies and the countries where CCC has an operational presence.

CCC’s CSR policy is guided by the company’s strong and ethical family values and traditions. It is an integral part of its corporate vision which ensures that its business values and behaviour are aligned with its Mission Statement; Company Core


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60 Years of Contributing to the Communities

Values, Guiding Principles and Code of Practice; Health, Safety and Environment Procedures; and Human Resources Procedures.

CCC’s CSR Contributions to the CommunitiesOver the years, CCC has participated and contributed generously to the countries and communities in which CCC has operated and passed through. CCC has engraved its humanitarian and philanthropic footprint in support of social development, health and education and the contributions were in the form of monitory donations and in-kind participation.

A few examples are:

In Greece: 36 years ago, CCC moved the Managing Offices of the group to

Athens, Greece and over the years, management and employees

became closely connected with local communities. In

continuation of the CSR Initiatives, the CSR

Committee in Athens is continuously

extending a

supporting arm towards communities that have been badly affected by the prevailing financial crisis in Greece. The NGOs, charities and institutions that benefitted from these campaigns include Medecins Du Monde / Doctors of the World; SOS Children’s Village; various municipalities; old age homes; orphanages; kitchens offering meals for homeless persons; facilities offering shelter for refugees and homeless individuals and families; schools; clinics; and various other needy causes.

The contributions and sponsorships consisted of specific necessities including but not limited to foodstuffs, medicines and medical equipment, clothing, blankets, kitchen equipment, blood donation campaigns, PCs and many other various materials. CCC also contributes generously to the Greek Association of Women with Breast Cancer.

In Egypt: CCC Egypt is continuously helping the local community by donating food packages containing necessities such as rice, sugar, oil, flour, salt and dried vegetables to affected communities mainly daily labour and their families. These food drives are periodically repeated to cater for the needs of various NGOs, charities and institutions that fall below poverty levels. Blood donation campaigns are regularly organized to support local hospitals.

In Kazakhstan: CCC Kazakhstan has drawn up a programme of visits to different orphanages, old age homes, needy communities on a monthly basis and during national and religious occasions in which they provide food packages and clothing. They also provide entertainment for the elderly and the orphans.

In Turkmenistan: CCC Turkmenistan periodically contributes food packages and

clothing to old age homes, orphanages and needing institutions to support the needs of the local communities.

In Jordan: CCC Jordan continuously provides contributions and donations to

various charities and NGOs, financial and in-kind. CCC Jordan also organizes blood donation campaigns and is a major supporter of the King Hussain Cancer Foundation.


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3. Paper Consumption at ...King Abdul Aziz international Airport Development Project

oMAR AbDEl QADER

In-house Paper Consumption Control & Recycling Plan:• Use email instead of paper or faxes whenever

practical, both for internal memos and for communications.

• Placed paper recycling bins in all photocopier rooms: at the end of every day the papers in the bins are collected and stored in the shredding room.

• Every week, those collected papers/cartons are shredded and stored in plastic bags.

• When the shredded recycled material has reached a certain amount, a supplier is contacted for collection.

• Use less paper by effectively using computer facilities and other technology to reduce paper

consumption by using energy saving projectors.

• Whiteboard and markers are used instead of using flipcharts most of the time. Reducing and eliminating paper consumption by controlling the printing operation from the ISD Department.

• Daily staff timesheets are not being printed since the beginning of the project which is saving the project at least 2,000 papers monthly.

Paperprocurementstatistics

Paper size/Year 2011 2012 2013 Total

A4 reams (500 pcs per ream) 709 2,622 3,140 6,471

A3 reams (500 pcs per ream) 55 316 470 841

TOTAL 7,312

Paperprocurementcost

Paper size/Year No. of reams Avg. cost per reams $ Totalcost$

A4 reams 6,471 3.5 22,648

A3 reams 841 8 6,728

TOTAL 29,376 $


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Paper Consumption at KAIA

• Planning and cost departments are no longer sending progress reports as a hard copy.

• DCG is no longer circulating any hard copies inside the main office: a digital copy is being sent instead.

• A weekly printing volume report is generated in order to keep an eye on our paper consumption and presented at the Weekly Progress Meeting.

Client Requirements & Actions Taken to Reduce Paper Consumption:The KAIA Project’s main concern about paper consumption comes from the client’s requirements for (shop drawings + RIW + Material submittal) multiplication copies.

The project team is always trying to discuss and agree with client to minimize as much as possible the required copies achieved by reducing the RIW copies and now we are trying to reduce the shop drawing copies (from six to three).

1. Till now around 2,000 reams have been printed for the client because the requirements were to make six copies. Applying the new agreement with the client will decrease the consumption of paper roughly by half. (Still not applied, DCG is contacting the main contractor to finalize the agreement.)

2. 2,000 reams for client requirements at 25 % project progress which is approximately 1,000,000 papers.

3. At project completion a total of approximately 8,000 reams will be consumed which means 4,000,000 papers to be consumed.

Applying the agreement with the client will reduce our consumption of paper by 3,000 reams which are approximately 1,500,000 papers hopefully. (Estimated total quantity at completion = 8,000 reams.)

50% reduced amount will be (8,000-2,000)/2 = 3,000 reams.


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tThe Art of Safety

MiCHAEl J. S. MANgulAbNAN

Who says working in the office can’t make a difference as far as safety is concerned?

Everyone can make a difference with regard to safety. It doesn’t matter whether you work in the office or in the field. It’s just a matter of having a sense of responsibility and sharing your talents and knowledge about it.

I joined CCC in January 2012 as a computer operator for the QA/QC Department here at the LNG Project, Papua New Guinea. This is my first job abroad as well as my first in the construction industry and I must say that I’m learning new things every day.

Most of my day is spent on paperwork and one would think that this job doesn’t require safety awareness that much. This thinking seems wrong as safety is not limited to a specific place.

It absolutely does not end in our offices, work sites or even in our camps or accommodation. Safety should be practiced in everything we do as one mistake may affect not only ourselves but the people around us. In addition, as we work far from our families, one of our main goals is to carefully deliver our designated tasks with

quality and timely performance so we can come home safe for them. Safety is a big part of our jobs and everyday life. It is the responsibility of every one of us to put the theory into action and safety measures must not be taken for granted.

Last May, the contractor here in PNG LNG Project, Chiyoda-JGC Joint Venture (CJJV) held their annual Incident Injury Free (IIF) Poster and Slogan Making Contest. It is one of the many safety campaigns they have here in the project. For three years, they have promoted the

From left to right: M.J.S. Mangulabnan, Mohamad I. Jabr; Rafael B. Oria Jr.


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The Art of Safety

project’s motto “Nobody Gets Hurt”. CJJV has given us the opportunity to show our talents and share safety awareness. I was happy to take part in this event as this was my second attempt to win the competition. Last year, my colleague and I bagged three places in the top ten which made our artwork visible throughout the site.

This year’s competition theme was divided into two categories: “Traffic Safety” and “Construction Safety”. I submitted two entries, one for each theme, and I was fortunate to bag the third prize in the Construction Safety theme. My colleague Rafael B. Oria Jr. won the fourth prize in the same category as mine. I can’t wait for the posters to be printed and displayed. I would say that it is not all about winning as it is awesome to know that our work is seen everywhere, relaying safety messages to our fellow employees. For me, it is the best prize one can ever receive.

I thank CJJV for special events like this. It is a great honour to be recognized and to represent our company in these events where we

contribute towards building a responsible and safe community within the project.

I am also thankful to our Project Manager, Mohamad I. Jabr; Area Manager, Walid Tayara and the rest of the CCC management team here in PNG for supporting and recognizing our creativity by giving us certificates and tokens of appreciation. It was remarkable what Mr. Tayara said during our CCC awarding ceremony and I would like to share it to everyone:

“In every project I go to, we find creative people - people with talents and this project is no different, we did find many.”

I definitely agree with that. It is amazing that even in the construction industry, talents in the visual and graphic arts, music, dance and many more become a medium for safety awareness which continues to prosper in every project.

Safety is truly an art which makes us responsible for our jobs, our company, ourselves and the people around us.


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tPhysicality in the Workplace

NAiM Abu lAilA

Let me tell you what I am not going to do. I am not going to waste your time trying to convince you of the obvious - of what you already know. I am not going to tell you to eat healthier. Nor am I going to tell you to exercise or visit the gym more regularly. Rather, I am going to share with you an idea, from one colleague to another. In doing so, sharing this thought may pose as a possible solution if you will - to a problem. A problem that is part of our epic and archetypal battle against time. We don’t have enough of it. It is our scarcest and most valuable resource. We spend anywhere between eight to twelve hours (if not more) at the office, trying to earn a living and provide for our families and loved ones. We rise each morning, run through our routines, battle traffic and head towards our place of work. We are soldiers of life, battling for time. Our health is tantamount to all other aspects of our lives. If we lose our health, we lose everything; our families, our jobs, our financial well being, our happiness - all is lost if our health is not there to carry us through. Therefore, it seems to me that time and health are valuable enough topics to devote a few moments to reflect on and examine a little more closely.

The ArmyIf you were to join the army tomorrow, you would be put through an intensive regiment of physical conditioning. Why? Why would the army not just hand you a weapon and devote your training time entirely towards teaching you how to use it? There is a reason why army training involves, in large part, physical training, and it is not so you will look good in a bathing suit on the beach or in your uniform. Sadly, battles and conflicts between nations are not fought and resolved via physical sport or competition. Perhaps they should be. But let us not drift off topic.

The intensive physical training regiment is undertaken so that soldiers will be physically capable of withstanding, enduring and dealing with extreme conditions of battle and stress. Let us not ignore however, that beneath the obvious physicality of it all, there exists another, more profound reason. Conditioning the body inevitably means conditioning the mind. This will allow the

soldier (the army’s employee) to think efficiently, assess your environment, calculate risk and make life saving (or ending) decisions - all under harsh conditions of battle. The point: As an employer, an army takes great steps to ensure its employees (its soldiers) are physically and mentally capable of carrying out their work.

SchoolThe education system - a system designed to mould and inspire the minds of youth, to create productive members of society - devotes at least 30 to 60 minutes towards physical activity. Why? Why would they not just hand children books and lock them in a room for five hours? The answer, school boy, is because they know that in order for your mind to succeed, your body must be sound. In order for your mind to produce anything - to be productive - the body must be in good working condition. College and university campuses do not require you to exercise, but they highly encourage it by providing free access to exercise space and equipment (gyms, pools, and so on).

PrisonEven prison systems dedicate a small portion of inmates’ time toward physical activity. Why would they bother? Why would they encourage their ‘guests’ to exercise? Why not just lock you up, throw away the key and spit the lucky ones who have served their sentence back out in to society?


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Physicality in the Workplace

The OfficeThankfully, if you are reading this, you are not in the army, your schooling days are over, and you are not in jail. You have a good job and a good employer. So why then, when it comes to the office and our workplace, is there no similar attention given to this necessary (if not vital) physicality? If prisoners are afforded the luxury of taking care of their health, then why should hard working (non-law breaking) employees not be?

The BenefitsScience has long since demonstrated to us the unmistakable link between mental and physical health, between productivity and non-productivity, between success and failure. This understanding is implemented in almost every important aspect of life (as shown in the few examples above). Why not provide employees the facilities and the opportunity to integrate physicality (and hence, physical health) in to the workplace? The benefits of integrating some form of physical activity within the work place far outweigh the costs. Here are just a few:

Increased Productivity It goes without saying, a healthier employee is a more productive one. Plain and simple. More energy, increased concentration and a decreased tendency toward lethargy. Increased blood circulation means more blood and oxygen flowing through to the brain.Reduced Tension Exercise has been proven to be an excellent means of stress reduction and releasing negative ‘pent-up’ energy - that would otherwise finds its way into the office and amongst employees. Less arguments, more cooperation. Clearer thinking, more amicable employees.The Gift of Time The employer would be providing the employee with more time to spend with family. We have all experienced the unfortunate reality that getting to the gym is a process in itself. It will take an average person at least 45 minutes to 1 hour to reach the gym and start exercising. By the time you battle traffic, find a parking spot, get changed in to your gym clothes and drag yourself onto a treadmill, you will have lost an hour at least.Happier employees Providing staff with exercise facilities in the work place will inevitably lead to happier employees. Putting aside the obvious release of dopamine as a result of physical activity, the employee will be smiling knowing that when they march off to the office, they are going to a place which affords them the opportunity to improve their physical condition, their appearance, saves them time, money (gym dues) and most importantly, increasing their work productivity and feeling of individual self-worth. Guess what? Now a salary increase is no longer the employee’s sole source of happiness and gratification.Group exercising Gathering employees together to exercise at the same time can be a bonding experience, improving relations and communication between the entire organization. This of course need not be mandatory, but to be offered nonetheless to those wishing to participate.Cost saving Healthier employees means reduced health insurance premiums. An unhealthy employee will spend more sick days out of the office (away from his/her work) trying to rectify the problem and heal.

Investing in a small area in the workplace (a ‘gym’ or exercise room) where employees can exercise would be well worth the cost, as the benefits are numerous. A healthy organization or team is a more productive one.


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A Heritage Crafted By FireRAFiQuE gANgAt

The following article appeared in the Gulf News Weekend Review (part of Gulf News, Dubai) on 1 June 2012. Al Nisr Publishing LLC has kindly granted us permission to reprint it here. Rafique Gangat, author of Ye Shall Bowl on Grass, is based in Occupied Jerusalem.

The golden Dome of the Rock is Occupied Jerusalem’s most iconic structure. It is also Islam’s third-holiest site, as it was from here that the Prophet Mohammad (PBUH) ascended to Heaven on his night journey (Lailatul Meraj). Photographs of the shrine draw the eyes to the glittering golden dome and one rarely notices the ceramic tiles that adorn it. Steeped in history, these bear testimony to the struggle and survival of the Palestinian people but, more importantly, upholds their indomitable spirit.

One story related to the tiles is that of the Balian family. Neshan Balian, master ceramist in Kutahya, Turkey, was brought to Jerusalem in 1919 by the British Mandate government, which took over the city after the fall of the Ottoman Empire. He was assigned the task of renovating the ceramic tiles of the Dome of the Rock, which, as the governor of Jerusalem Ronald Storrs saw, was in such a state of disrepair that they were falling off the walls of the shrine. After the completion of this task, Balian stayed back and established The Palestinian Pottery, building the first kiln with his own hands.

Sitting in its studios today, Balian’s grandson, Neshan Balian Junior, takes pride in retelling a history that has withstood the ravages of war and time and is thriving still. Neshan Junior speaks of the time when his grandfather had

to get bottles from the British army for the glass, which was used in the glazing process. He smiles, saying: “My grandfather would sleep by the side of the kiln to make sure it didn’t under- or overfire. Today I control it from my home with my iPhone.”

After the end of the Second World War, life became much easier under Jordanian rule. Neshan Junior says theirs was the only ceramic studio in Jerusalem at the time and points to documentation that he is compiling into a coffee-table book, noting orders from the 1950s from Oman and the government of Qatar. His grandfather, he says, was not only a pioneer of the art in Jerusalem, but also held the market monopoly at the time.

However, during the second stage of the renovation of the Dome of the Rock, the Jordanian government imported the ceramic tiles from Turkey. Neshan Junior points out letters his grandfather had written to the Jordanian government, pleading with them to encourage local business instead.

Although he lost out on the contract then, Neshan Junior today works with the waqf who administers the Dome of the Rock to replace the ceramic tiles and help with renovation whenever needed.

After Neshan Senior died in 1964, his son Setrak Balian took over the business. “My father studied under the renowned potter Raymond Finch in Winchcombe, England, in the early 1950s,” Neshan Junior says. “While he was on his way back to Jerusalem, my father made a stop at


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Palestinian Pottery bears testimony to the balian Family’s Commitment to Creativity - And the Spirit to Emerge Stronger in the Face of Adversity

A Heritage Crafted By Fire

Lyon, France, as my grandfather had told him we had relatives there. It was in the small city of Decines, close to Lyon, that he met my mother, Marie, whom he married in Bethlehem in 1955.”

“Everything changed when my father took over The Palestinian Pottery,” he continues. “My mother, too, began to contribute artistically. The bold curves of flowers and running animals began to replace the geometric and static designs that came from Turkish and Islamic influences. My mother’s Armenian artistic influence separated The Palestinian Pottery from its Kutahya origins, which was characterised by traditional Iznik and Islamic patterns.”

Marie’s talent, combined with Setrak Balian’s craft, soon caught the attention of the art community in Palestine, and dignitaries visiting the region called The Palestinian Pottery one of the “must visit” sites. “Dad’s knowledge of ceramics and mum’s artistic talent saw a renaissance of the art in Jerusalem, which garnered international attention,” Neshan Junior says.

However, he says, it lasted only until the Six Day War in 1967. “My father was warned by the French embassy to leave the area that Sunday. As he was crossing the Jordan River, he saw tanks crossing towards Jerusalem. We were placed on a ship to Beirut, but my father stayed back in Amman during the war,” he says.

After the war, the Jews considered everything left behind as enemy property and confiscated it, and Setrak had to leave. Together with friends, he decided to cross the Jordan River at a low point. But on the way across, their car got stuck and they somehow managed to push it to the other side. But there, too, they were stopped by a Jewish patrol. Neshan Junior smiles and says: “My dad’s polyester trousers had dried quickly, and that saved him. He was allowed to go to Jericho, while the others were sent back across the river.”

From Jericho, he says, Setrak had to cross four checkpoints to get to Occupied Jerusalem, and he was determined to get there to claim his property. His car had Jordanian plates. But on the way he saw female Jewish soldiers hitching a ride and gave them a lift. He managed to slip his car into a convoy of army trucks and passed the four checkpoints,” Neshan Junior says.

When he returned to The Palestinian Pottery, which was smashed by tank shells and mortar, Setrak desperately searched through the rubble to find a thank-you letter from Ted Kennedy, whom Setrak had gifted a plate on his visit to Jerusalem. He then took this letter to the Ministry of the Interior in Occupied Jerusalem to prove his ownership of the property and was given “residency”. His family then returned from Beirut, via Haifa, and together they started

rebuilding the pottery business.

From the early 1970s, Marie’s artistic influence began to spread, with her exhibiting at the prestigious Smithsonian Museum in 1992, which propelled their art on to the world stage of ceramic tiles and pottery.

However, it was about this time that their monopoly was broken by the entry of local artists who, with the help of technologies from the Jews, started copying their designs and flooding the tourist market in the Old City with Palestinian ceramics and pottery. The Balians opted to focus on connoisseurs instead, with original hand-painted products instead of the mass-market items available, but nonetheless took pride in being the pioneers of the art that tourists to the Old City today purchase.

Setrak passed away 20 years ago. Marie, now 86, continues to visit the studios, often chatting with clients. It is Neshan Junior who runs the show today. He recalls his grandfather’s wit: “When visitors would come to the potteries and, without making any purchases, just say ‘thank you’ after a tour of the factories, he would say, ‘Thank you does not feed my children.”

He says Neshan Senior spent his last days quietly at the factory, and one day as he was sitting by the large “toot” tree in the garden, he passed away.

Neshan Junior has today expanded the business into the lucrative Gulf Markets, the European Union and the United States through their website and several projects. One such project is on at the Qatar University Research Centre, where they have used copies of old Islamic scientific manuscripts and incorporated them into ceramic murals in the lobby with the help of digital tile production.

Nevertheless, the connection with the Old City remains. The first stage of street signage in ceramic has just been completed. With the Jordanian Ministry of Tourism, all interpretive signage on certain ceramic tiles around Petra in Jordan has been completed, and the next stage is to do the same around Jerash.

After coffee and a walk around, I speak to Neshan Junior about the work they are doing at a recently renovated hotel in Occupied Jerusalem, and the passion with which the eight workers at the studio are engaged in the age-old craft.

Neshan Junior’s eyes glow with pride as he looks back at the legacy of The Palestinian Pottery. For though he may have incorporated modern techniques to adapt to the times, The Palestinian Pottery has remained a bastion of art that has outlived wars and intifadas, and continues to flourish even under occupation.


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Baby Girls

Ashraf Abou Zaki (LMH Project, Qatar) and his wife Amani Hamdan are glad to announce the birth of their first baby girl, Sireen. She was born on 8 May 2013 in Beirut.

Bilal Magableh (MAI Project, Oman) and his wife Nouran are pleased to announce the birth of their first baby, a girl named Salma. She was born on 26 June 2013 in Irbid, Jordan and all the family members are very happy with the new arrival.

Dana is the name of the new baby girl born to Saleh K. Akkila (DHP Qatar) and his wife Aya Khodary. She arrived on 1 August 2013.

Basel Laz (NDAB Project, Qatar) and his wife Faten would like to announce the birth of their baby girl called Reem who was born on 9 August 2013.

Luai Naber (Saraya Aqaba Project, Jordan) and his wife Mirna Halabi are delighted to announce that they have been blessed with their first baby girl named Celina who was born in Amman on 12 August 2013. Their little princess has brought joy, love and pride to all the family.

Macharla Subramanyam (RKPP, Saudi Arabia) and his wife Sai Lakshmi are happy to announce the birth of their first daughter. Her name is Dharika and she was born on 27 August 2013 in Chennai, India.

Baby Boys

Muhammad Aatif (KAIA Project, Saudi Arabia) and his wife are very happy to announce the birth of their first baby boy named Muhammad Huzaifa. He was born on 18 April 2013 in Islamabad, Pakistan.

Omar Mawed (RKPP, Saudi Arabia) and his wife Lama Al Tobah are very happy to announce the birth of their third baby boy named Taynm. He was born on 16 May 2013 in Khobar, Saudi Arabia.

‘As you look into his eyesYou see such wonder and surprise. He’s just so sweet, and when he smilesYour heart just soars for miles and miles.’

Bashar Abu Shala and his wife Nour joyfully welcome to the world their son Hadi Bashar born on 17 June 2013 in Athens, Greece.

Khalil Al-Ramahi (JHAP, Saudi Arabia) and his wife are very pleased to announce the birth of their second baby boy names Anas. He was born on 24 June 2013 in Jeddah.

On 29 June 2013 in Kolkata, India, was born the first son of Mohammad Tarique Jauhar (GGFDP, Turkmenistan). His name is Md. Talha Tarique and all the family is delighted with the new baby.

Ghassan Mhanna (SSSP, UAE) and his wife are extremely pleased to announce the birth of their first baby, a boy named Jean. He was born on 13 July 2013 in Abu Dhabi.

Joby Devasia (DMIA, Oman) and his wife Silvi Elizabeth are glad to announce the birth of their first son, Emmanuel Paul. He was born on 12 August 2013 in Muscat to the great happiness of all the family.

Ahmad Badawieh (JHAP, Saudi Arabia) and his wife Ala’a are glad to announce the birth of their second baby boy named Yamen. He was born on 18 August 2013 in Saudi Arabia.

Engagements and Marriages

Sam T. Varughese (SFS Project, Oman) got married to Lijy S. Tharakan on 26 May 2013. The happy occasion was celebrated in his home town Niranam, Pathanamthitta, Kerala, India.

Mohamad Harajli (LMH Project, Qatar) would like to announce his wedding to Lama Shuayb which took place in Coral Beach Hotel, Beirut, Lebanon on 12 August 2013.

Ziad Beydoun (NDAB/AMH Project, Qatar) is pleased to announce that he and Marwa Najjar tied the knot in Beirut on 14 August 2013.

With plenty of happiness and surrounded by loved ones, Ra’ed Hanafiyah (BIM, Palestine) got engaged to Ibaa’ Abu Younes on 16 August 2013 in Ramallah, Palestine.

Ali Mohammad Kassab (LMH Project, Qatar) got married to Aya Diab on 29 August 2013. The wedding took place in Saida, Lebanon.

This is to announce that Rami Kaibni (Resident Manager, China) got engaged to be married to Laila Shami. The happy event took place on 01 September 2013 in Palestine.

Osama Dabbo (DPCT Project, Qatar) is pleased to announce his marriage to Lucy Haddad on 12 September 2013 which took place in Madaba, Jordan.

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Bulletin Issue 107 | 3rd Quarter 2013 Bulletin Issue 107 | 3rd Quarter 2013

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Bulletin editors

Gracy John: 37 Years with CCC

21 September 1977 was the day that Gracy John joined CCC Sharjah and she proceeded to work there for the next 37 years!

From almost the beginning she has worked directly for Samir N. Khoury, Area Managing Director, Northern Emirates. She has been a secretary, cashier and accountant and generally acted as Mr. Khoury’s assistant.

When asked why she has stayed so long working for CCC Gracy replies:

‘The company has been like a family for me and I have had such a nice boss and his wife. When I’ve been on leave, after a few days I started wondering what was happening back at the office.’

When asked what advice she would give to young people just starting out with CCC, she replies:

‘They should respect their bosses, be reliable, give of their best and work hard.’

Gracy does not want to retire but her health is delicate. She is looking forward to returning to her homeland which is Kerala in Southern India. She has two married sons (one in Brunei and one in the United States) and three grandchildren and she’s going to spend a lot of time visiting them.

Congratulations to Gracy for a long and successful career!

bulletin

All Aboard!The Rail Revival …

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

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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 1073rd Quarter 2013

Quarterly Magazine of Consolidated Contractors Company

Documents

Quarterly Magazine of Consolidated Contractors Company · For example, as the major ... piperack, structure steel erection, piping, ... The contract includes also the design and supply