The Bulletin recognizes - Consolidated Contractors · PDF fileopenly than the first page of the Bulletin. So, ... and employees of CCC & Snamprogetti/Technip from ... of international

A silent and most effective “resource” of CCC that has con-stantly shied away from due recognition has always been the“Ladies of CCC”.

So, where are our ladies of CCC?

Most are not in the “traditional workforce”, but are our mothersand wives patiently sacrificing and tending to their families’well being and supporting philanthropic causes, while theirspouses roam the globe in satisfaction of CCC’s global business.

For that they are truly “Navy Wives” … as the expression goes!

One cannot think of a more appropriate place to recognize themopenly than the first page of the Bulletin. So, three heartycheers to the ladies of CCC whose gracious deeds speak loudlyon their behalf !

The Editors

The Bulletin recognizes

Mrs. Wedad Khoury being presented the Lebanese American Universityplaque of recognition surrounded by

Mrs Mona Khoury, Mrs Ghia Saad and Mrs Raja Ali

Bulletin - 1st Quarter 2005 1

Dear Colleagues, Friends and Contributors,

I am pleased to inform you that through yourkind contribution, and the contributions of others,ANERA was able to raise the sum of one million twohundred thousand dollars. This was enough toreach one hundred pre-schools in Gaza and Rafahdistricts.

The programme of providing milk and biscuitshas now been extended to 10,000 children. Theentire infrastructure to support this outreach hasbeen arranged, and I am very happy to advise youthat this has been achieved despite the unbearableconditions in these areas.

In addition to the above, ANERA has raisedenough additional funds to support the develop-ment and introduction of specialized curriculums inthese schools. These two measures address theneeds of most pre-schools.

On behalf of ANERA and the children of Pales-tine, I want personally to thank each and every oneof you for your kind contribution that made the dif-ference. It is fantastic that this success was reachedin such a short time.

Thank you again, and I wish you all a veryHappy New Year.

Fawzi KawashANERA Vice Chairman& Member of the Board

MAILBAG

Dear Sirs,

I would like to inform you that the managementand employees of CCC & Snamprogetti/Technip fromthe Oman-India Fertilizer Project, Sur, Oman, havedonated Rs.399,170 to the Indian Prime Minister’sNational Relief Fund to help the victims of the tsuna-mi disaster.

A demand draft for the said amount was sent tothe Prime Minister’s office in New Delhi on January24, 2005. I take this opportunity to thank everyonewho contributed generously to the cause and wouldlike to show my appreciation to the following CCCstaff members who led the fund-raising campaign:Varghese T. Varghese, Varughese Abraham, XaviorMeledath, Joe Thomas.

Sincerely yours,Maher Abou Chaaban

The Dubai Mall - Burj Dubai Development –Dubai – U.A.E.

Construction of a retail mall together with associ-ated district cooling plant, external works andexternal services. The mall will comprise about515,000m2 of retail space and 550,000m2 of carparking space making it the largest in the world.The four-level mall includes a high fashion area,gold souk, many anchor stores, an ice rink andan aquarium while the eight-level car park willhave a capacity of 14,500 cars. The project wasawarded to the Al-Ghandi & CCC / Dutco Bal-four Beatty joint venture. The client is Emaar-Properties PJSC and the project manager is Turn-er Construction International Ltd. The projectstart date was October 21, 2004 with a duration of28 months.

EPC Works for Isomerization project – OmanThe scope of work comprises the engineering,procurement and construction of a new PENEXunit of 10,225bpd, revamp of crude distillationunit from 85,000bpd to 100,000bpd, revamp ofnaphta hydrotreating unit of 28,700bpd, revampof naptha splitter unit of 26,900bdp, retail of tailgas unit to a capacity of 300bdp, Oman LNGC5/C6 condensate import / storage / pumping,associated new revamp utilities and other facili-ties. The client is Oman Refinery Co. LLC andCCC’s engineering subcontractors areGranherne and Larsen-Tourbo/Chiyoda. Theproject award and start date is November 22,2004 and completion date is November 22, 2006.

JCPC Petrochemical Complex – Jubail - SaudiArabia

The JCPC petrochemical complex will be locatedadjacent to the existing SCP petrochemical com-plex. The project involves the installation of newethylene, ethyl benzene, styrene units adjacentto the SCP complex. The complex producesstyrene, propylene, and benzene as its finalproducts. The complex also produces a by-prod-uct suitable for sale as motor gasoline blendstock.

CCC’s scope of work consists of all constructionworks including civil, piping, steel, equipmenterection, E&I, buildings, painting, insulation,heavy lifts and pre-commissioning works. Con-struction activities will start February 2005, whilethe mechanical completion date is May 31, 2007.

The client is Jubail Chevron Phillips Companyand the main contractor is JGC.

CCR Platformer & LSRN Isomerisation Plant Pro-ject – Saudi Arabia

The works include all structural steel, mechanicaland E&I works for a new LPG recovery unitincluding substation 16, CCR platformer, LSRNisomerisation including substation 17, area SWcooling lines and revamp works within existingprocess areas. The client is Snamprogetti. Thecontract start date was November 11, 2004 andcompletion date is December 31, 2005.

Upgrading of the Northern Main Roads (MR5 &MR6) - Swaziland

The Northern Main Road Construction (MR5 &MR6) Project comprises the upgrading of the fol-lowing roads:

Madlangempsei to Msahweni (MR6)

Milba to Madlangempsei (MR5)

Madlangempsei to Sihhoye (MR6)

Sihhoye to Tshaneni (D97 to be MR5)

Involving 106km of bitumenized two-lane ruralroads and bridges together with culverts andother ancillary works.

The project was awarded by the Kingdom ofSwaziland – Ministry of Public Works and Trans-port. The award date was September 20, 2004with start date November 1, 2004 and completiondate February 28, 2007.

Substations in Dubai & Sharjah – U.A.E.Civil and E&I works related to the Jafza400/132kv substation in Dubai and the Dhaid400/220kv substation in Sharjah. The client isAREVA and the completion date for Jafza substa-tion is February 2, 2006 and for the Dhaid substa-tion January 13, 2006.

Thammama C & F Project - U.A.E.Thammama C&F units 6 & 7 involve flow linesand tie-ins to six gas wells in the Habshan area ofAbu Dhabi. The scope also covers a total of 22kmof eight-inch flow lines, 100,000m3 of gatch forthe right of way and berm and dozing 600,000m3 of sand dunes. The client is Abu Dhabi Com-pany for Onshore Oil Operations (ADCO), themain contractor is NPCC and the duration is 240days, making the completion month August2005.

2 Bulletin - 1st Quarter 2005

RECENT AWARDS


CURRENT PROJECTS

Sonatrach Building, Algiers BLD 03/06ALGERIA

Cairo North Power Station, Module 1 HC 03/05

Nubaria Power Station HC 07/06

Cairo North Power Station, Module 2 HC 07/06

Sheraton Heliopolis Extension BLD 07/06

Golden Pyramids Plaza, Phase 3 BLD 04/07

EGYPT

Bridges & Road Improvement, Contracts 1-3 RDS 06/05

Quarry & Asphalt Plant RDS 09/05

Road Improvement & Rehab., Section A RDS 12/05

GRENADA

Booster Station 130 & 131 MEC 04/05

Wafra 'B' Substation BLD 09/05

Road Maintenance in Agricultural Areas RDS 02/07

Al Khiran Infrastructure NET 03/07

KUWAIT

Sharqia & Dhakhleya Internal Roads RDS 03/05

Wadi Andam Roads RDS 03/05

Blad Hajirmat Shihoom Roads RDS 05/05

Mahoult Link to Nizwa -Thumrait Road RDS 06/05

Oman India Fertilizer Plant MEC 0705

Nizwa - Thumrait Road Rehabilitation RDS 09/05

Sohar Refinery MEC 03/06

Mina Al Fahal - Sohar Crude Oil Pipeline PL 03/06

Sohar Port Infrastructure HC 09/06

Isomerization Plant EPC Project MEC 11/06

OMAN

Ras Laffan Common Cooling Water Systems MEC 03/05

Al Dhakhira Area Sewage NET 03/05

Sheikh Khalifa Sports Hall HC 04/05

Ras Laffan Onshore LNG Plant, Phase II MEC 12/05

Ras Laffan Common Cooling Water Systems, O&M MEC 05/06

Doha South Sewage Treatment Plant NET 05/06

Ras Laffan - Mesaieed Sweet Gas Pipeline PL 12/06

Ras Laffan Onshore LNG Plant, Train 5 MEC 09/07

QATAR

Jebel Ali Hydrological Survey , Phase 3 NET 03/05

Siemens 3 nos. 132/11 kV Substations BLD 05/05

Dubai Airport Expansion, Airwing Facilities BLD 04/05

Nadd Al Hammar/Beirut Roads Tunnel RDS 05/05

Thammama C & F Units 6 & 7 PL 08/05

Dhaid 400/200 kV Substation, Sharjah BLD 01/06

Jafza 400/132 kV Substation, Dubai BLD 01/06

Jebel Ali Power Plant, Civil Works HC 02/06

Capital Towers Main Works BLD 02/06

Northeast Bab Project, Phase I PL 08/06

The Dubai Mall BLD 02/07

UNITED ARAB EMIRATES

Mongu - Kalabo Road RDS 05/05ZAMBIA

Aden Refinery Co. Tanks MEC 05/05

Bajil Sanitation, Contract 1 NET 12/05

YEMEN

Northern Main Roads Upgrade RDS 04/07SWAZILAND

Mururani Gate - Rundu Road Rehabilitation RDS 03/05NAMIBIA

Alba Phase 3 Site Preparation HC 03/05

Aggregate Supply for LNG Train 1 HC 12/05

EQUATORIAL GUINEA

Baku-Tbilisi-Ceyhan Oil Pipeline PL 12/05

South Caucasian Gas Pipeline PL 12/05

Segm

ent

Complet

ion

AZERBAIJAN

Road Development Programme RDS 03/05

Tertiary Road Rehabilitation RDS 12/05

SAINT LUCIA

Berri Gas Plant Cogeneration Project MEC 03/05

CCR Platformer & Isomerization Plant MEC 12/05

Jubail Chevron Petrochemical Complex MEC 05/07

SAUDI ARABIA

Segm

ent

Complet

ion

BUILDINGS HEAVY CIVIL MECHANICAL NETWORKS PIPELINES ROADSBLD HV MEC NET PL RDS

QUALITY MANAGEMENT


Quality and the Global MarketToday’s companies are finding it difficult to secure a com-

petitive edge in the market; corporate objectives seem to con-sistently run into conflict with unstable economic activitiesand an unpredictable marketplace. No longer do customersmerely require product and service quality. Most of themnow stipulate the management system a company must fol-low in order to achieve the required quality.

The financial consequences for the customer may be sus-tained if the performance requirements are not met when theequipment is in place or if disturbances occur in performing aservice. A way to achieve this confidence is by developmentof a quality management system and by requesting evidenceof implementation.

This has been achieved at international level by the intro-duction of the:

ISO-9000 Series of StandardsWhat is the ISO-90001 Series? The ISO-9000 series is a set

of international standards for quality management systemsdeveloped by ISO, the International Standard Organization.This series is concerned with the management of the organi-zation’s processes from marketing and design, through man-ufacturing and construction, service and after-delivery ser-vice.

The ISO-9000 Series of Standards was published in 1987. Amajor revision was introduced in 2000, driven by the need ofthe industry. The new standard is based on the followingconcepts:• Process approach to management• Customer focus andContinual improvement • More emphasis on the role of management.

By introducing and implementing the new series of stan-dards ISO-9000/2000, a company is making a strategic deci-sion to move from

CONFORMANCE TO PERFORMANCEISO-90012 Elements

The following items represent the main elements coveredby the ISO-9001/2000 standard based on industry experiencefeedback.• Management responsibility andResource management• Product realization• Measurement, analysis and improvement.

Business Process Improvement ‘ISO-9000/2000’The new standards (ISO-9000) were finalized and pub-

lished at the end of 2000. They were based on the businessprocess model and continual improvement as the majorobjectives of the management system.

Implementing the new standards is a strategic manage-ment decision that can help our organization to exceed thecompliance requirements and move towards business excel-lence.

QUALITY MANAGEMENT PRINCIPLESTo lead and operate and organization successfully, it is nec-

essary to manage it in a systematic and visible manner. The

International Organization for Standardization has providedguidance to management based on the eight quality manage-ment principles. These principles are integrated in the con-tents of ISO-9000 series of standards and are listed below:• Customer focus and Leadership• Total involvement• Process approach• System approach to management• Continual improvement• Factual approach to decision making• Mutually beneficial supplier relationship

THE SIX STEP APPROACH3During transition to the new standard, it makes sense to

look at business improvement whilst meeting the require-ments of the new standard. By using a six-step approach tobusiness excellence, profitability and growth can beimproved:

Pillars of Quality

QUALITY MANAGEMENT SYSTEM OVERVIEW


QUALITY MANAGEMENT

STEP 1 – MANAGEMENT COMMITMENT, CULTUREAND CORE VALUES

Management of the organization must be seen to leadand show commitment, to establish the culture and core val-ues and move from a command and control culture to thatof facilitator. This will help to unlock staff potential.

STEP 2 – VISION AND GOALSDevelop vision and goals and a strategy to deploy them

throughout the organization. Using key performance mea-sures for staff will help individuals and the organization toprogress.

STEP 3 – ESTABLISH PRESENT POSITIONEstablish, in an open and honest way our strengths and

weaknesses, review and identify opportunities for improve-ment. This step should be repeated at regular intervals.

STEP 4 - DEVELOP IMPROVEMENT PLANFrom the self-assessment process of step 3, prioritize

needs using agreed criteria and develop a plan. Ensure theplan is communicated throughout the organization. Identi-fy key processes, allocate responsibilityh for them anddefine these activities in a process map.

STEP 5 – DEVELOPMENTThe strategy developed in step 2 should be used to

involve all staff throughout the organization. Hold work-shops and training sessions. If appropriate, involve suppli-ers in the process. Break goals down to smaller, achievabletargets with all training being conducted using realimprovement projects, such as elimination of waste,cost/time cycle, process simplification and improvement.Recognize and reward contributions to improvement.

STEP 6 – REVIEW AND REVISEMeet on a regular basis, review progress against plan,

and measure the improvement against clearly defined crite-ria. Review vision, goals and the business plan to ensurethey are still pertinent to business.

CUSTOMER FOCUSThe quality management principles can be used as a

framework to guide our organization toward improved per-formance. The principles are derived from the collectiveexperience and knowledge of international experts whoparticipated in the ISO technical committee (ISO-TC 176)which is responsible for the development and the mainte-nance of the ISO-9000 series of standards.

The eight quality management principles are defined inISO-9000:2000, Quality Management Systems “Fundamen-tals and Vocabulary”. This article covers the first principle“customer focus”.

CUSTOMER PERCEPTION4Factors that contribute to overall customer satisfaction,

starting with the most important:• Business excellence and image• Dedication to customers• Account sensitivity and guidance

• Product performance and quality• Service department excellence• Confirmation of capabilities

UNDERSTANDING REALITYMany customers have expectations and needs that are

driven by the industry standards and the nature of theproduct or service. We need to understand that reality inorder to provide products or services that meet our cus-tomers’ expectations and needs. The measurement of cus-tomer satisfaction and improvement are processes that mayinclude the following steps:• Employees’ awareness of the importance of customer

satisfaction and the role they play• Communicating customer nees andj expectations with-

in the organization• Information/statistics related to customer satisfaction• Improvement of processes involving/affecting cus-

tomers• Measurement of customer satisfaction and acting on the

results• Ensuring a balanced approach between satisfying cus-

tomers and other interested parties, such as owners,suppliers and society.

ENJOY THE BENEFITS• Increased revenue and market share obtained through

flexible and fast responses to market opportunities• Increased effectiveness in the use of the organization’s

resources to enhance customer satisfaction• Improved customer loyalty leading to repeat business

Footnotes(1) ISO-9000 describes fundamentals and specifies terminology of Quali-ty Management System(2) ISO-9001 specifies the requirements of Quality Management Systemwhere an organization needs to demonstrate its ability to provide prod-uct or service that fulfills customer and applicable regulatory require-ments and aims to enhance customer satisfaction.(3) Lloyd’s for Quality Assurance(4) Study by International Learning (USA)

Mounir Soufyan

FEATURE


On October 16, 2004, His Excellency the President ofthe Azerbaijan Republic, Mr. Ilham Aliyev, and HisExcellency the President of Georgia, Mr. MichailSaakashvili met at the Azerbaijani-Georgian border tocelebrate the “Golden Weld” connecting the BTCpipeline in Azerbaijan with the BTC pipeline in Georgia.

The event started with the presidents and other dig-nitaries giving speeches on the occasion of the GoldenWeld.

I had the honor of accompanying both presidents towitness the start of the welding of the Golden Weld,after which the Presidents covered the BTC pipelinewith sand, symbolizing the backfilling of the pipeline.

Then the presidents proceeded to inaugurate the symboliccommemorative tie-in of the BTC Pipeline at the borders.

After that, I presented to each of the presidents a souvenirplaque on behalf of CCC. The plaques had the Azerbaijaniand Georgian flags and the BTC pipeline engraved.

It is not every day there is a tie-in at borders of two coun-tries, but this was a very proud day for all of us at CCC inAzerbaijan who worked on this unique and important pro-ject.

Juan Boulos

The Golden Weld

A symbolic occasion where two neighbour-ing countries’ presidents meet to celebratethe connection of the BTC Pipeline withwhat became known as “The Golden Weld”.

The Baku-Tbilisi-Ceyhan OilPipeline Project

7

FEATURE

Bulletin - 1st Quarter 2005

Azerbaijan was one of the leadingoil producing nations in the world atthe turn of the 20th Century. Now, atthe dawn of the 21st Century, theCaspian region has the potential tobecome one of the major oil and gasproducing areas in the world. Estimat-ed oil and gas reserves rank theCaspian region alongside theNorth Sea and the Gulf of Mexico.

Azerbaijan is due to see enor-mous growth in oil productionover the next few years, primarilyas a result of the development ofthe giant Azeri-Chirag-Gunashli(ACG) oil field that lies about100km off the coast of Baku andhas estimated recoverableresources of 5.4 billion barrels. Itis being operated by the Azerbai-jan International Operating Com-pany (AIOC) - a group of ten majorpetroleum companies from around theworld – and operated by BP.

Oil exports from the development ofthe ACG oil field are expected toincrease from the current levels of133,000 barrels per day (bpd) to morethan one million bpd by the year 2009.This production alone could fulfill upto 10% of incremental global oilrequirements over the next decade.

The Baku-Tbilisi-Ceyhan (BTC)pipeline was conceived as a project ofregional significance as it representsthe first direct oil transportation linkbetween the landlocked Caspian Seaand the Mediterranean Sea, thusavoiding the Turkish Straits. It will bethe primary conduit for oil producedfrom the ACG oil field and will stretch1,760km from Baku through Georgia toCeyhan in the Gulf of Iskandaron,south-east Turkey (443km in Azerbai-jan, 250km in Georgia, 1,077km inTurkey). From Ceyhan the oil will beloaded onto tankers and transported tointernational markets.

The BTC Company was formed to

realize this project and its shareholderscomprise a group of eleven petroleumcompanies with upstream interests inthe Caspian region. BP will act as oper-ator of the pipeline on behalf of BTCCompany. The shareholders of thecompany are:

Construction costs of the BTCpipeline were estimated at US$2.95 bil-lion and total project costs includingfinancing could reach US$3.6 billion.

In addition to oil, Azerbaijan willalso become an exporter of natural gas.This gas will come from the large ShahDeniz gas field that lies 100km offshoresouth-east of Baku and has estimatedrecoverable gas resources of 16 trillioncubic feet (more than 400 billion cubicmetres).

As with the BTC pipeline, aSouth Caucasus Pipeline Compa-ny (SCP Company) was formed asa partnership of many petroleumcompanies, several of which arealso partners in ACG and BTC.

The gas will primarily supplythe Turkish market. Azerbaijanand Georgia will also draw gas fromthe system as the main volumes aretransported through the South Cauca-sus pipeline in Turkey.

The amount of economic activity inthe region will escalate substantiallydue to the development of these off-

shore oil fields, offshore gas fields andthe two pipelines. These projects willbring a number of benefits through therevenues they will generate for thegovernments and also through the gasthat will be supplied to the energy sys-tems of all these countries.

The total estimated invest-ment required to realize allthese projects is in the order ofUS$20 billion and representsthe largest single foreign directinvestment in each country.These projects are currentlyemploying more than 20,000people during the construc-tion phase. Current estimatesindicate that the spending forgoods and services sourcedfrom within the three coun-tries could be as high as US$4.8

billion through the construction phas-es.

Estimated expenditure during theoperations phase of these upstreamprojects in Azerbaijan is forecast topeak at US$300 million per annum andfor the pipeline projects operationalexpenditure is forecast to reach US$200million per annum for the three coun-tries combined. All these expendituresare expected to have additional ‘multi-plier’ effects on the local economies.

Forecasts have indicated that theACG oil field alone has the potential togenerate between US$21 billion (atUS$16 a barrel) to US$58 billion (at US$25 a barrel) of income for the govern-ment of Azerbaijan over a 30-year peri-od and a steady stream of transit

THE ECONOMIC ROLE OF THE

BTC/SCP PIPELINEBTC/SCP PIPELINEIN THE REGION

Oil exports from the developmentof the ACG oil field are expectedto increase from the current levelsof 133,000 bpd to more than onemillion bpd by 2009.

BP (Operator) UK 30.1%SOCAR Azerbaijan 25.0%Unocal USA 8.9%Statoil Norway 8.7%TPAO Turkey 6.5%Total Fina Elf France 5.0%Agip Italy 5.0%Itochu Japan 3.4%Conoco Philips USA 2.5%INPEX Japan 2.5%Delta Hess Saudi Arabia 2.4%

FEATURE


From the outset, the BTC/SCP pipelines project posed animportant challenge to every department on the organisationchart.

It was unprecedented to most to work efficiently undersuch stringent, albeit extreme set of rules and regulations thatleave nothing to chance.

For the project of the century it had to be a “world-class”performance at all levels, for all disciplines. The high expec-tations encompassed with no exceptions the fields of healthand safety, environment and social matters, quality control,business ethics, subcontracting, multi-ethnic relations, localcontent, recruitment and training.

All had to perform and continue to improve their perfor-mance until the “step change” was reached. A complex keyperformance indicators system was developed to measure thelevel of our compliance and to demonstrate our continuousvigilance.

Of all the plans and policies of the project, the transportprogramme stands out as the most comprehensively andclosely controlled. From journey management to road wor-thy vehicle, from specially trained driver to an alert passenger,

the programme is key to a safe 30,000,000km driven so far.In the early months of the project, late 2002, we realized

that this is not your everyday pipeline project, and businesswill hardly ever be as usual. The learning curve was too tor-turous and steep, and the lessons learned seem to be in amplesupply. But the project team was on a mission, to deliver aworld-class project, that will not sacrifice safety, environmentand reputation.

What the project team was up to and substantiallyachieved was no small feat. Over 6,000 land parcels to lease,445km of wet or hilly terrain, 1,500 crossings, 13 major rivercrossings, 7 horizontal directional drills, 150 irrigation canals,times 2 for 2 pipelines.

We went a long way, it is awesome looking back at whathas already been done, but it is still a fairly long way to go.

This team will carry the torch till the end, the team I amproud to be part of.

Ghazi Anouti

income from the pipelines for Azerbaijan,Georgia and Turkey.

These revenue flows are potentially verysignificant in comparison to other sources ofincome flowing to the government of Azer-baijan which currently amount to aboutUS$1.1 billion per annum.

In the year 2000 Azerbaijan created theState Oil Fund (SOFAZ) for the collection,investment and management of revenuesfrom the oil and gas industry. Azerbaijan hasalso been working with the International

Monetary Fund (IMF) and the World Bank toensure that the oil fund is implemented effec-tively in order to maximize the benefits andminimize potential negative economic impactsof these revenues.

Hani Akkawi

BTC/SCP Pipelines Project - ‘A Step Change’!

The amount ofeconomic activityin the region willescalate substan-tially due to thedevelopment ofthese offshore oilfields, offshore gasfields and the twopipelines.


FEATURE

The right-of-way of the Baku-Tbilisi-Ceyhan Oil Pipelineand South Caucasus Gas Pipelines is 44 meters and it has beenacquired by our client. However, there was a need to acquireadditional lands for the construction of the activities, and thiswas carried by the Interface Department of CCC.

The acquisition of the additional land parcels is a very hardand important process, and the negotiations that we did withthe landowners and land users were successful, and as aresult we concluded appropriate 1,000’s of land lease con-tracts for additional land parcels for the following areas:

• River crossings: Agsu Chai of Kurdamir district, Goychaiin Ujar district, Turyan chai in Agdash district, Kur chai,Goran chai, Kurak chai, Ganjachai, Gushgara chai, Shamkirchai, Zayam chai, Tovuz chai inYevlakh district Asrik chai,Hasan su and Kura West areas.

• Horizontal Directional Drilling• Above Ground installations• Hydro-Testing

The additional land acquisitionprocess is carried out in the follow-ing order: • Determine the exact dimensions

and location of the land to beleased.

• Identify who are the landownersand land users who land parcels within the land to beleased.

• Determine the dimensions and location of each land par-cel.

• Determine what type of crops in each land parcel and itscondition.

• Hold negotiations with landowners/land users• Conclusion of the contract between the sides • Sign the land lease agreement and sign• Pay the compensation

The lease period of theadditionally acquired landparcels depends on the con-struction period.

After the land lease agree-ment is signed, a land entryagreement is also signed withthe landowner and land usersto document the conditions ofthe land parcels prior to enter-ing and using the land. Theactual condition of the landparcels is documented by tak-ing photos.

After the completion of theuse of the land parcels, the land parcels are re-instated to acondition similar to the when it was before being used byCCC, land exit agreements are signed with landowners andland users and the land is returned to landowners and landuser.

I am proud to say that the land CLOs of CCC have carriedout all these land leases on time as per the program and withno accident and will continue to do so.

Nariman GasimovLand Community Liaison Officer (CLO)

Land is the Main Criterion

Land acquisitioning in Nadirkand Village, Goranboy District

Land owners in Bozalganli Village, Tovuz District

Head of Duyarli Municipality signs a land-lease agreement

FEATURE


During the second half of 2003, the progress of the BTCproject was affected by severe weather conditions and theneed to work in the wet areas between KP 95 and KP 245 dur-ing the rainy and cold season. All activities were adverselyaffected, especially autowelding as it is very vulnerable toweather conditions, and as it is reliant on human involvementon site in the open air rather than on the use of heavy equip-ment.

Several options were discussed and debated until finallyCCC project management and BTC management adopted arecovery plan where autowelding would be assisted by dou-ble jointing facilities. These double-jointing facilities would benear the pipe dump yards to minimize the transit time of sin-gle pipes to the DJ yard and backto ROW or Dump yards. Thesedouble jointing facilities wouldbe protected against weatherconditions as much as possible sothat welding could always be car-ried out, even if the site condi-tions did not permit regularautowelding. Meanwhile, thisnew arrangement for doublejointing would benefit from thealready established autoweldingsetup as much as possible for effi-cient support and follow up, andhence would mean more effec-tive and economic productivity.

CCC immediately startedwork on the design and procure-ment for the required systems forthe double joint yard and severalheavy items were air-freighted toensure commencement of thisactivity according to plan. Erection works started in Yevlakhand the first double-jointed pipe was produced in early Feb-ruary 2004. Three double jointing yards have already beenestablished at Ganga, Yevlakh and Kurdamir, and currentlyCCC is considering the option of establishing a fourth yard inMugan.

The Double Jointing Yard The double jointing yard is comprised of the following:

1. Single Pipe storage: berms to receive single pipes fromdump yard

2. Berms for carrying out NDT and storage of double joint-ed pipes

3. Pipe Bevelling Area4. Pipe Welding Area (PWT and SAW)5. Signed roads suitable for transit of 30m long trailers (Pipe

dollies)6. Offices Area7. Generator Area8. Fencing and Lighting

The Pipe Bevelling and Welding SetupThe following are the components of The Pipe Bevelling

and Welding setup based on utilization of PWT automaticwelding for Root and Hot passes and SAW machines for filland cap passes:

Bevelling StationSingle pipes will be loaded at this station into the bevelling

rack. The pipes later will bebevelled to the required pro-file in preparation for fitupand root pass welding. Thefollowing components arelocated at this station:•Crane or excavator withvacuum lift to load singlepipes from trailers to the bev-elling rack•Bevelling rack 12 m wide•Pipe facing machine•Crane to carry the pipe-fac-ing machine and to load bev-elled pipes to the fit up androot pass welding station.

Fit-up and Root Pass Sta-tion

Two pipes will be loaded onthe loading racks with bev-elled ends facing each other

and rolled to the root pass station. The pipes will be picked upby powered arms, and the home pipe hosting the internalclamp will come closer by powered means to the right handpipe. Internal clamp will move inside the right hand pipe andthen the pipe and the internal clamp will be lifted by meansof mechanised jacks. At the same time the left hand pipe willbe lifted by a sideboom and the weld seam aligned to therequired position. At that level, heat induction coils will beplaced on the bevel ends and the pipes are heated to therequired temperature. After preheating is completed, the twopipes are fitted up, the welding bug rail is fixed and the PWTtent is lowered on the joint, and root pass welding will be per-formed. The following components are located at this station:• Two loading racks 12m wide• PWT machine (Paywelder)• Sideboom

DOUBLE JOINTING FOR


FEATURE

• Home pipe setup with mechanized movement in twodirections

• Remote controlled internal clamp• Hydraulic loading arms• Mechanized jacks• Heat induction system• Powered rollers

Hot Pass StationA 24m long double-jointed pipe with root pass completed

is conveyed by means of powered rollers to Hot pass station.When the pipe reaches to its position, the welding bug rail isfixed and the PWT tent is lowered on the joint, and hot passwelding will be performed. The following components arelocated at this station:

•PWT machine (Pay-welder)

•Hydraulic offloadingarms

•Powered rollers.

Submerged Arc Weld-ing Station (SAW 1and SAW 2)

Partial welded dou-ble-jointed pipe will bemechanically loadedonto the SAW station 1 orSAW station 2 dependingon which one is availableto perform the fill and cap passes. SAW station 1 will alwayshave a higher priority than SAW station 2, so if it is free thenthe partial welded double-jointed pipes will be conveyed to itby means of powered conveyors. If it is busy, the partial weld-ed double-jointed pipe will be offloaded to the rack-feedingSAW station 2 using V-Shaped offloading arms. The SAWwelding system is fixed on column and boom, which can trav-el on a rail to centre the joint in front of the welding head ofthe SAW system. Once welding is completed, pipes will bemechanically offloaded away from the SAW 1 onto the loadout racks, using “V” type offloading arms. For SAW 2 double-jointed pipes will be conveyed by powered rollers until posi-tioned in front of the offloading racks and then offloaded tothe racks by means of hydraulic offloading arms. The follow-ing components are located at this station:

•Loading rack for SAW 1 24m wide and 2 loadout racks 24m wide

•Hydraulic loading and offloading arms

•Powered rollers•Powered rotators•Column and boom with SAW machine•Mechanized jacks•Heating system.

Pipe dollies and transportation of 24m pipesCCC has designed and fabricated in its central vehicles,

plant and equipment division in Abu Dhabi 12 pipe dollies tobe used for the transportation of pipes. These dollies wereunder continuous improvement to enhance their perfor-mance complementing the project’s strong stance for “Safetyon the Road”. The transport departments of both BTC andCCC worked hand-in-hand to secure the necessary safetymeasures and actions to deliver the 24m pipes to their desig-

nated locations onROW.

All lifting of dou-ble-jointed pipeswas done bycranes/sideboomfitted with vacuumlifts with twin suc-tion pads suitablefor carrying extend-ed length double-jointed pipes.

HSE WorkshopBTC and CCC

have demonstrateda unique 1-team approach towards a successful inaugurationof the double jointing facilities. Several workshops and riskassessment sessions were carried out to mitigate risks associ-ated with any operation starting from erection of the facilitiesuntil delivery of pipes on site. This 1-team approach was setas an example of how BTC/CCC’s relationship would be inthe future and was highly appreciated by the BTC and CCCmanagement.

Yaser Kaddoura

THE BTC/SCP PROJECTS

FEATURE


VBC is an in-house CCC-developed program that is usedfor document management purposes. VBC enhances commu-nication between team members by facilitating the exchangeof information and documents as well as increasing the effec-tiveness of the work process. Also, it is extremely useful instoring large amounts of documentation, organizing themand quickly retrieving any data that is required.

With regard to the Baku-Tbilisi-Ceyhan (BTC) and theSouth Caucasus Gas Pipelines (SCP) projects, all documentsrelated to these pipeline projects such as agreements, letters,transmittals, maps, drawings and so on can be found on theVBC system.

For the Interface Department, VBC is a major source fordocumentation, especiallyfor leased land parcels andland entry and exit agree-ments (LEA’s) and landlease agreements (LLA’s).

As per the requirementsof the BTC Pipeline, theCCC land CommunityLiaison Officers (CLO’s)have signed approximate-ly 6,500 Land Entry andExit Agreements with thelandowners and landusers of 6,500 land parcelsalong the right-of-way ofthe BTC Pipeline. The LEAdocuments the conditionof each land parcel prior tothe start of constructionactivities and it consists ofa signed Azerbaijani agree-ment and photos that weresigned by the landowners and land users. Each LEA wasscanned and entered into the VBC, along with an Englishtranslation of the Azerbaijani agreement and digital photosthat were taken by land CLO’s. Each land parcel has its ownID code in the system making it easy to access each LEA andits attachments.

The entering of the LEA’s into the VBC was very useful forother departments in CCC, such as the EnvironmentalDepartment that accessed the VBC database to determine thecondition of the land at ROW by reviewing the photosattached to each LEA.

Initially, it took a large effort to complete this process, thatis, entering all these agreements into VBC one-by-one. A totalnumber of more than 35,000 single A4 size pages werescanned and entered into the VBC. However, the ease of useof the HP scanning equipment (digital sender) and VBC sim-

plified this process. In addition to the LEA’s and to the temporary land leased

for use by the pipe yards, camps, storage, CCC has leased 760additional land parcels for the BTC Pipeline (and 1,815 landparcels for the SCP Pipeline). Again, all these agreementswere scanned and entered into the VBC with each leaseagreement having its own code.

All the LEA’s entered into the VBC were transferred byAbdallah Abu Gharbieh to the Geographical Information Sys-tem (GIS) developed by CCC for the BTC Pipeline Project,and the LEA’s were transmitted electronically on a monthlybasis to the GIS system of our Client, thus the Client practi-cally has online access to the LEA’s that were being processed

by CCC.Furthermore, there

are more than 3,000 con-firmation sheets, whichare the approvals givenby third party owners ofthe more than 1,500crossings of the BTCPipeline project, andwhich were crossed byCCC. All these approvalswill also be entered intothe VBC.

I would like to expressmy appreciation for theexcellent work done byall the CLO’s whoworked diligently onobtaining the more than12,000 signatures whichwere required for thesedocuments.

It should be noted that all the current users of the VBC hadno experience with the system before the start of the BTCpipeline project, and members of the ISD Department ofCCC, Aref Boualwan, Issam El-Absi, Yasser Hijazi, TannousMasri and Abdallah Abu Gharbieh carried out training andassisted us in the use of the VBC and provided support whenrequired.

Finally, we hope that all the documents entered into theVBC through the effective work of Interface membersMehriban Shikhzamanova, Esmira Talibova, Zulfiya Guliyevaand Rasmiyya Mammadova will help other departments byfacilitating the access to the database.

Rasmiyya MammadovaInterface Coordinator

Visual Byblos Cyberspace (VBC) in the BTC Project

clockwise from top left: Esmira Talibova, Mehriban Shikhzamanova, Rasmiyya Mammadova and Zulfiya Guliyeva


FEATURE

When I first arrived at the Bakuoffice and headed for the computerroom, I thought I was in a war controlroom … six people were sitting in a 4 x4 room, four of them were from MOAand there was no place for me to sit!!!Later I realized that executing projectswith the strategic economic and politi-cal significance of the AGT (Azerbaijan– Georgia – Turkey) pipelines projectsrequires performance on a grand scaleof professionalism and organization.When it comes to systematic opera-tions, CCC is no stranger, and the ISDchallenges on these projects were theperfect indication of how haphazardand sporadic conditions were dealtwith competently.

Establishing a communication infra-structure that provides data and tele-phone connectivity over locations thatspan 450km was a major feat accom-plished. At some stage, BTC/SCP pro-jects had two city offices, three maincamps, and four additional minor loca-tions, all of which had personnel per-forming project-related tasks.

Interlinking these remote locationsand subsequent connection to the out-side world was a tremendous task,especially not being able to use theVSAT arrangement as was previouslyplanned. Opting to use microwavecommunication links proved the bestalternative; all major sites were con-nected to the main office in Baku, thelatter serving as our access hub to themain CCC headquarters and the rest ofthe world.

With the commitment and dedica-tion of the ISD team, all deadlines weremet, in spite of all the logistic and setupchallenges faced, and the limitednessof resources in Azerbaijan. Adoptingthe projects’ HSE theme in IT opera-tions was another realization on theAGT projects. All formerly routinetasks were performed in the context of“safety first” and environmentalawareness. ISD engineers approachedall critical activities with this state ofmind, yet with the adequate pace. Riskassessment analysis, documented HSE-

friendly method statements, and sitesurveying plans were duly preparedfor all major activities.

The communication infrastructureof the Sangachal location, including thecabin, servers, and all connections,were disconnected, transported, andinstalled in Kurdamir camp 130 kmaway, all the while maintaining anuntarnished HSE record, and re-estab-lishing communication in less than onebusiness day. This was just one exam-ple of efficient IT mobilization on theproject.

With BP leading a tough client con-sortium and CCC handling logistics,user-end support was no exceptionwhen it came to meticulous require-ments. An always-be-there attitudegoverned and the ISD departmentstretched its resources to the utmost toprovide continual service for all loca-tions. This even extended beyond thecall of duty, to the extent of taking overthe task of promoting computer litera-cy and educating users.

CCC has long since embraced sys-temic data management, and thatmeans nothing less than having well-established automated systems. IT sys-tems played a key role on the AGT pro-jects as well, offering assistance to prac-tically all departments. The projectswere an ideal operating ground forQA/QC data, certification databases,personnel and accounts informationdatabases, material control, documentcontrol, and even transport manage-ment.

Words like ‘VBC’ and ‘Talisman’have become household expressions,so to speak, and system output reportshave become the main ingredients ininformal and official presentations. Forinstance, VBC usage in document man-agement and tracking soared to newhighs on the BTC project, with evenmanagers and section heads using it toeasily retrieve references. VBC waseven used to manage a huge load ofland entry and exit agreements, com-prising all relevant documents andproducing relevant progress reports.

Other applications attained similar suc-cesses, and special features were fur-ther developed to accommodate theproject needs, thus establishingautomation systems as vital compo-nents in project control.

Data management extended toestablishing information links with theclient and other CCC locations. Period-ical transfer of QC data and electroniccopies of documents were among thenew tasks. Daily construction updateswere uploaded from Talisman to a web-based client database. The integrityand time-frame delivery of data were asignificant issue with all informationsubject to close scrutiny, yet deliverieswere prompt and populated the sys-tem in parallel with Talisman.

The challenges of the dynamic GISsystem were a first on CCC pipelineprojects. The ISD GIS team delivereddaily shapefiles for the progress of allconstruction activities. This informa-tion was used in maintaining a coher-ent client GIS website, the client’s win-dow for pipeline progress monitoring(attached map shows the progress onthe pipeline by discipline that can beaccessed worldwide via the web). Theefforts of the GIS team instituted theGIS system as a resourceful utility toproduce maps for community liaisonofficers, construction crews, testingcrews, among others.

Moreover, ISD took on the addition-al responsibility of planning, procur-ing, setting up, and operating the digi-tization process for all pipeline welds.This was also an opportunity to extendhandover and certification activities tothe Nth degree by giving the longer-term subsequent operations life cycles,reliable ditigal access to radiographsthat have been converted using state-of-the-art digital scanning technolo-gies.

ISD execution to the Nth degree is areplica of CCC’s operations, whichclaim and will continue to claim a topspot in international construction forthe company.

Baseem Koudsi

Information Technology to the Nth Degree

FEATURE


Most significantcauses of severeinjuries or fatalities inmany jobs and indus-tries worldwide areroad traffic and trans-port accidents(RTTAs), defined inthis article as work-related RTTAs. The

European Statistics on Accidents at Work (ESAW), a studyconducted in the year 2000 by Eurostat, one of the leading sta-tistics companies in Europe, showed that 1,974 of the total4,605 work-related fatal injuries in the European memberstates are due to RTTAs. Therefore, RTTAs constituted almost43% of the total work-related fatalities in Europe in the year2000. Despite the well- developedand structured transportation sys-tems in most of the Europeancountries, this number is unfortu-nately frightening.

Industries, companies and evenself-employed workers rely heavilyon vehicles and transport to carryout their tasks and deliver theirproducts. And yet, with today’strend of macro-economies, world-wide trading and growing compe-tition, human beings’ dependence on different forms ofmachines, vehicles and transportation is increasing. In addi-tion new forms of transportation are being developed to helppeople keep up with this demanding environment. Ourdependence, as humans, on such diversified means of trans-port and vehicles is increasing and with it, risks and hazardsincrease.

Tracking back some of the root causes of work-relatedRTTAs might look like a “mission impossible” for some, butfor others, it might be a “piece of cake”. However, as Health,Safety & the Environment (HSE) is a major concern for CCC,this article will not judge others’ abilities to track the rootcauses nor will it demonstrate CCC’s performance in thisrespect. But rather, it will focus on delivering a small messageon how to prevent the occurrence and reoccurrence of work-related RTTAs.

Worldwide, causes of work-related RTTAs could vary frommanufacturing defects, vehicle malfunction and road condi-tions as well as third party behaviour. Yet, an important causeof work-related RTTAs, which this article aims to address, isinadequate “daily vehicle inspection”. This is an internation-al safety standard that was developed based on several

lessons learned worldwide. If it had not been for this andother safety standards, many lives would have been lost.

We will introduce the reader to a basic daily vehicle inspec-tion of a four-wheel drive car. It is important to mention thatthis daily inspection can vary in certain details depending onthe type, size and functionality of each vehicle. However, thisgeneric introduction to the daily vehicle inspection wouldhelp drivers in all CCC’s projects to perform their dailyinspection adequately.

The following photos were taken in one of CCC’s projectsin Azerbaijan. They show the daily inspection of a four-wheeldrive car performed by a driver early in the morning.

Agayar, a four-wheel car driver in his late 30s, who has awonderful family of three children, works for CCC on theAGT Pipeline Project in Azerbaijan. Agayar wakes up at6:00am, takes his breakfast and grabs a cup of coffee and then

heads directly to his car to perform the dailyvehicle inspection. It is now 6:30am as heholds the cup of coffee in his hand and walksaround the car, inspecting it visually for anydefects or damage. Thus, Agayar will havedone the first step of the operation: the walk-around inspection.

He finishes his coffee and then he checksthe wheel nuts, both the front and the rearones to see if any are missing, loose or dam-aged.

Agayar puts great importance on checkingevery single thing in his car before starting his daily journey.He learnt it from a colleague driver who, fortunately, escaped

an accident unharmed, yetthat driver did not performhis daily inspection wellenough and did not count onloose wheel nuts (see photo).

After inspectingthe wheel nuts, heopens his car, sitsin it and checks thefront and rear seatbelts for any mal-functions.

Better to lose a few minutes..................................


FEATURE

Now Agayaropens the fronthood and goes outof the car to contin-ue the daily inspec-tion.

He will performan inspection on the

mechanical sys-tem. He checksthe engine oillevel to makesure it is notbelow normal.

Then Agayarchecks the brakeoil level.

After ensuringthat the brake oillevel is adequate,he checks theclutch oil level.

And then he checks the power steering oil level.

Agayar contin-ues his inspectionand now he willcheck the cooling system to ensure that the cooling water isnot below normal or that there is no leakage. To do so, hemust open the radiator and the cooling water container andalso look for any leaking hoses.

Agayar closes the front hood and again gets into his car;the gear being in neutral and the handbrake on. He starts theengine, puts his foot on the brake pedal and checks that thehandbrake is functional.

After that, he will keep the engine running for the car towarm up, put the gear again into neutral and put on thehandbrake.

He does this because he wants to get out of the car to checkthe headlights for any defective bulbs. So he puts the head-lights on and gets out of the car to check them.

Agayar, once again, will get out of his car to check both thefront and rear signal lights and brake lights.

One might think that he gets tired going from one place toanother and from the front to the rear of his car. Or one mightfeel that this inspection takes hours but astonishingly, Agayarhas done the daily vehicle inspection in only ten minutes. Itis now 6:40am and he finally registers his inspection on thedaily checklist to keep on record and then he calls the dis-patcher informing him about his journey. He and his passen-gers will now fasten their safety belts and go on their way.

Agayar is quite sure that his car is safe for the journey heintends to make each day. He is never worried that he and hispassengers will be in unsafe conditions. He is also sure thatby the end of the day he will return home to his beautiful wifeand children. But he hopes that everybody else and especial-ly third parties will take such responsibility and commitmentto driving safety.

In fact, what Agayar and many other committed drivers dois a great lesson which can be shared with others.

“In some cases, accidents might be unpreventable but inmany cases it takes a driver only a few minutes every day toprevent much more severe or fatal injuries to himself and oth-ers” Agayar says. “It is better to lose minutes rather than tolose years of your life”, he continues.

What Agayar has just said is indeed an important messageto pass on to everybody.

Elie SawwanHSE Assistant Coordinator

AGT Pipeline Project

................................................. than to lose years!!

FEATURE


Refugees and internally displaced persons (IDPs) are themost vulnerable part of any population worldwide. In Azer-baijan, many people have lost their homelands and foundshelter in Baku and different districts of the country. Thesepeople have suffered real hardship, faced brutality, atrocityand misery such as starvation, loss of family members and soon.

Nowadays, the problem of IDPs is the most pressing andpriority task of the Azerbaijan division of the United Nations,the European Union Human Rights Commission and otherinternational rescue institutions. These people require con-stant care and the support of others.

As a result of the war with Armenia during the yearsbetween 1988-1994, 20% of the country was occupied andone million residents were thrown out of their homelandsand found refuge in various districts of the country. Many ofthem are still living under unbearable conditions. Undoubt-edly, their conditions are not good, because they lost theirdwellings, relatives, and properties and had to settle in otherareas.

His Excellency The Late President, the great politician Mr.Heydar Aliyev used to conduct regular meetings with refugeefamilies providing them warmth and care. Also, he used tocall upon all local entities and foreign companies functioningin the country to help IDP families; to contribute to the youngrefugee generation’s education, employment, to providethem with humanitarian assistance such as food, medication,tents, and many other things.

At present CCC, while constructing the Azerbaijani part ofBTC Crude Oil Export Pipeline, is making outstandingprogress in the sphere of helping refugees in the country.CCC has done its share in such groundwork and there aremore than 60 Azerbaijani IDP employees working in the com-pany. Furthermore, the company distributed tents to 1,000IDP families in Sabirabad District. CCC has donated 7,500tents at a cost of US$300,000 to Saatly, Sabirabad, Imishli,Shaki, Yevlakh and Barda refugees and IDPs. Additionally,CCC has carried out social investments, which have included

the provision of food aid to the IDPs, the donation of furni-ture, clothing, bedding, heaters and other high-qualityhumanitarian aid.

We were glad to see happy smiles in their faces. These peo-ple who were alienated from their motherland are dreamingof their cozy roofs. The old people have depressed expres-sions on their faces while innocent children cherish hopesand teenagers are fervently anxious for success. CCC waswelcomed to share our sorrow. The company providedrefugee and IDP families with gaiety. CCC management par-ticularly understands the burden of supporting the poor andintends to follow this tradition. Senior Manager of CCC, JuanBoulos, who initiated the ceremony of unwavering supportoutlined that the help even being small would improve therefugees’ living conditions.

I would also like to highlight the activity of CCC in termsof providing housing for IDPs in Saatly District. This large-scale undertaking needs to be especially emphasized andappreciated, since CCC is the only foreign company that isrealizing construction of houses made of stone for IDPs. InSaatly district the company is building 100 houses, along witha clinic, a school, a sports field, water reservoirs, to high stan-dards. The construction of houses will cost more than US$1million. We understand how it is hard to bear the brunt ofoutcast misery. All members of CCC passionately hope for afavorable balance and better circumstances in these refugees’lives. There is unshakable belief in the bottom of our hearts;these people will definitely build their firm stony houses intheir homelands when they go back.

One day our internally displaced people will return totheir homelands, but they will always remember the kindnessand compassion of CCC.

I suggest other companies functioning in Azerbaijan followCCC’s example and live in the minds of a million destitutepeople.

Azer SerderliSocial Community Liaison Officer

-

The Humanitarian Activities of CCC in Azerbaijan


FEATURE

I hope you have all heard somethingabout the Community Liaison Officerswho are committed to successfulprogress and who dedicate their poten-tial to performing honest and conscien-tious work without deviating from theproject agreement rules. They shoulderan unremitting toil while interfacingcommunities along the pipeline routeeach representing specific nature andmentality depending on the criterialike age, sex, background, occupationetc.

Recruitment procedure distinctlyhighlighted in the project papersdraws more attention in terms of scru-tinized responsibilities carried out byCLOs.

First of all, I would like to put you inthe picture of procedures sequencedhereinafter.

There are twelve Project Informa-tion Centers (PIC’s) along the route,each covering one district. PIC’s areequipped with all project documents.PICs are strategically placed so thatcommunities can easily reach them.Recruitment takes place at the PIC’s.PICs function for all project destina-tions in view of community interfaceactivities. They provide prior notifica-tions about construction activities suchas road diversions, hazardous opera-tions and so on. Besides which, a PIC isan office through which communitiescan establish ties with the companiesinvolved in the project. Moreover, com-munity members refer their requeststhrough PIC’s. The company applies

the same method towards encouragingliaison with local communities. Allcompany actions and arrangements aremade through PIC’s and CLO’s. CCChas developed essential programs interms of health, safety, roads for betterdriving and so on. Local communitiesare regularly kept informed of theprogress of the project.

After reading the above paragraph,you may have a question; how do weestablish PIC’s? We arrange Public Dis-closure Meetings (PDM’s) in the dis-tricts and invite all essential membersof the communities, including gover-nors, municipal chairmen and localbusinessmen to take part. A PDM pro-vides overall information about theBTC project and about CCC as well asother companies involved. CCC repre-sentatives provide the draft figures foremployment, describe general recruit-ment procedures and community rolesand support for this project.

As a rule, we distribute jobannouncement pamphlets describingprocedures, copies of required docu-ments, start and end of recruitment,name and contact telephone number ofthe assigned CLO five days prior to therecruitment phase. Of course, a list ofavailable positions with the number ofvacancies, required work experienceand contract duration is attached tothis pamphlet.

Locals approach the relevant PIC onthe given date with a copy of theirpassports, including a page withstamped residential registration, one

small-size photo, a copy of their work-book, a copy of trade certificates, diplo-mas and so on. ––They fill in an appli-cation form; if they have any difficul-ties with this, a CLO helps them.

The recruitment phase covers thenumber of positions listed in the pam-phlet. The CLO collects applicationsfrom the areas near the project, (withintwo km from each side of pipelineroute and in a radius of five km fromthe project camp). Hence it is impor-tant to attach a page of residential reg-istration issued from the passport. Asfor work experience, we carefullychoose the most experienced candi-dates for driver positions.

The collected application forms aresigned by the CLO’s and sent to theHuman Resources Department. Allapplications are reviewed and sur-veyed by HR officials and the moresuitable applicants are selected as can-didates. These candidates are contact-ed and invited to the HR office. Thevenue and time of interview are clearlyexplained. Successful candidates aredispatched for a trade test. A medicalcheck-up follows the trade test results.The medical check-up has to be satis-factory in order to continue withemployment.

Sometimes we cannot find enoughsemi-professionals and professionals inthe villages nearest to the project inwhich case we go further afield toother villages in the same district.

Jalya MahmoudovaSocial Community Liaison Officer

Recruitment for the

BTC Project

FEATURE


During the construction of the BTC pipeline, CCC hasmade various social contributions towards the communitiesaffected by the project. As part of its community investment,CCC since April 2004 has upgraded country roads with a totallength of over 30,000 metres, as follows:

in Mugan Settlement of Hajigabul district (3,460m), Ran-jbar village of Hajigabul district (3,400m), Garabujag village ofKurdamir district (700m), Khirdapay village of Kurdamir dis-trict (4,200m), Garasu village of Kurdamir district (480m),Gulaband village of Ujar District (780m); Chiyni village ofUjar district (500m), Garabork Village of Ujar district (1,150m),Turkaji village of Ujar district (165m), Amirarkh village ofAgdash district (450m), Cemy road in Alpout village of Goran-boy district (500m), Borsunlu village of Goranboy district(1,769m), Duz-Jirdakhan village of Tovuz district (2,000m),

Ashagi-Kasaman village of Agstafa district (2,000m), Ashagi-Gushchu village of Tovuz district (1,000m), the road fromAsrkchai to Tovuz chai (3,850m), Duz Girikhli Village of Tovuzdistrict (4,950m) and Ashagi Gushchu village of Tovuz district(2,900m).

CCC considers carrying out such an investment in thecommunity an opportunity for the enhancement of localinfrastructure and the improvement of the quality of accessroads and internal village roads, changing the existing oldflume pipes on the roads when in poor condition.

Prior to and during the use of access roads, the CCC Inter-face Department Crew conducts Community Safety Aware-ness Meetings for neighboring communities.

Nasimi BabayevSocial Community Liaison Officer

The Social Responsibility of CCC:

Building Communities, Not Just Projects

Road upgrading in Ranjbar Village, Hajigaboul District

Road Grading

The Azerbaijan Ju-Jitsu National Federation is five yearsold and Mir-Ali Seyidov, honoured coach and internationaldegree judge is Head of the Federation. The Federation has20 clubs outside the capital. M. Seyidov started his sportingcareer at a young age and nowadays owns Ju-Jitsu 5 danblack belt and Karate-Do 5 dan black belt. He played a big partin developing self-defense and hand-to-hand fighting inAzerbaijan.

The Federation has met with support from CCC for theAzerbaijan 5th Championship on Ju-Jitsu that took place onMay 29-30, 2004 in the Shua Sports and Health Complex. Itwas a championship for children, adolescents and youth. Theteams from Ganja, Gazakh, Samukh, Shaki, Shamkir, Tovuz,Yevlakh and Baku regions in Azerbaijan took part in the con-test organized with high standards. In comparison with lastyear’s performance, the technical level of teams, particularlythose representing the districts, increased sharply. The partic-ipants demonstrated self-mastery and sportive discipline withsatisfactory results. The champions of the next tour wereinvolved in the World Championship held in Madrid at theend of November 2004.

We are proud of these achievements and wishes the cham-pions to gain a victory over their rivals in the internationalarena. All CCC members congratulate the winners of this tourand their masters with making great strides.

Juan Boulos

THE AZERBAIJAN JU-JITSU CHAMPIONSHIP


FEATURE

The BTC / SCP project is considered a high profile projectin the oil and gas industry for different strategic and financialreasons. Constructing 443km of 42” pipeline whilst maintain-ing high caliber Health, Safety and Environment (HSE) stan-dards is considered a step change; a step change full oflessons learned and continuous improvement in the HSEManagement System. During two years, CCC spent 12 mil-lion man-hours in Azerbaijan. To date, it is not the first timethat an international construction company such as CCC hasachieved this record in a pipeline project. What is really out-standing in Azerbaijan is the success of this step change thatbeing moved forward in the HSE improvement ladder fromtop management up to workforce. The commitment to rein-force and spread a culture of safety were the bare facts thattransformed the BTC/ SCP Project into a really thrilling, chal-lenging and valuable project.

How many contractors building a pipeline project report-ed and investigated a 0.2-litre oil leakage from a heavy vehi-cle and tried to come out with corrective actions to preventrecurrence? How many contractors building a pipeline pro-ject investigated not work related (or not recordable) first aidcases and followed up on corrective actions after investiga-tion?

To quote Anne French, Ph.D., senior partner of Safety Per-formance Solutions of Blacksburg: “A total-safety culturerequires continual attention to the person, the environmentand behavior”. In the BTC/SCP Project an array of observa-tions and awareness tools are being followed and imple-mented in the project such as:

Safety Observations (SO): This is a program in whichHSE observation cards are written by any project per-sonnel or a visitor to describe any unsafe condition oract or a significantly safe condition or act. The SafetyObservation (SO) Program is aimed to train all projectpersonnel in observing and recognizing safe andunsafe conditions or acts.

The HSE Department tracked more than 75,000 Health,Safety, Environment observations that were used to develop

monthly analysisreports reflectingareas of concern.

Advanced Safety

Audit (ASA): This is a program similar to that of the SO Pro-gram and is aimed at involving supervision at all levels inputting safety first. It comprises an audit, which is conductedby supervisors on work sites at any time for a specific systemthat is used to accomplish a certain end, and trying to identi-fy how this system can be modified to better comply with setprocedures, as well as recognize safety performance. Withinthe past two years the HSE Department has succeeded intracking more than 12,000 ASA cards due to the coherenttracking system, which is reflected in the monthly analysisASA reports.

A Sample Retrieved From ASA Analysis Report Proce-dures:

One of the most effective tools of behavior-based safety isobservation. Advanced Safety Audits (ASA) & Safety Obser-vation (SO) guide the observer to focus on critical safety-related behaviors. Immediately afterward, the observer pro-vides feedback to the observed, noting both safe and unsafeacts or behaviors.

In the BTC / SCP Project, being pro-active rather thanbeing re-active is one of the main challenges. So far, morethan 150 near misses were reported and the matter tracked to

Health, Safety and the Environment - A Step Change Performance

An employee reportingan unsafe act by fill-

ing in a Safety Obser-vation Card which isavailable in four dif-

ferent languages.

Supervisor conducting Advanced Safety Audit

FEATURE


assist in developing lessons learned and corrective actions,which were cascaded to every single employer in the project via,toolbox talks, safety stand down meetings, monthly incentivescheme celebrations, posting safety alerts in camps and workingareas.

On the other hand, world-class achievements were accom-plished in the project the matter that reflects the “step change”occurrence and empower the sense of responsibilities amongproject personnel in maintaining and improving HSE perfor-mance. A sample of these achievements is presented but not lim-ited to the following:

a) More than 220 risk assessments were developed coveringall activities taking place on ROW, camp mobilizations and dumpyards. The step change in the project is the transition of the rou-tine job hazard analysis developed in most of the site construc-tion projects, and expanding it to risk assessment. Risk assess-ment procedure developed and currently implemented in theproject assists construction crews to better identify the activityphases, main hazards and categorize severities and its mitiga-tions As Low as Reasonable and Practicable (ALARP). As well,risk assessment is being categorized into two main categories:generic risk assessment and site generated risk assessment. A riskassessment coordinator is being assigned to track, maintain aregister, check compliance and develop an analysis report.

HSE stand-down meeting indoors with the workforce

Field HSE stand-down meeting delivered by management to supervisors and the workforce

“When you’re coaching a sports team, do you do it by watch-ing the scoreboard?” or do you watch the actions of the play-

ers and how they’re playing and performing in the game?That’s what project management is doing when it comes toworkplace safety. They are reflecting their commitment to

safety while stopping activity for a full day to make sure thateverybody is aware of the main hazards prior to work com-

mencing.

Distribution of Near Misses by Categories

We Are Concerned with “What Can Happen” Rather ThanOnly “What Has Happened”


FEATURE

b) More than 2,200,000 meals were served with ZERO poi-soning cases, which reflects the coherent system being devel-oped and implemented.

c) Implementing International Standards + ContinuousInspections (Food Handling, Hygiene…) + Self Assuranceexecution (Audits) + Management Commitment + robustcoordination between Administration & HSE + CompetentCatering Team +... = More than 2 Million meals successfullyoffered without any incident.

d) A step change in “Safety Vehicle” transport beingaccomplished, its success is being revealed in more than 25million km driven with Zero Day Away From Work Case.

e) Four camps all along the pipeline (accommodationrooms, site facilities such as PMV) were built successfully withZero Day Away From Work Case.

f) More than 300,000 HSE training man-hours were deliv-ered to project personnel.

g) More than 600 Inspections carried for plant, equipment,site and camp conditions.

h) More than 11,000 toolbox talks were delivered to projectpersonnel.

i) More than 50 safety stand down meetings were deliv-ered to crews sharing incidents lessons learned.

j) Vacuum lifter being used in the project and more than 2million lifts being accomplished with ZERO Injury.

The Risk Assessment process consists of five essentialsteps:

Step 1. Define Activities and Tasks.Step 2. Identify Hazards related to Each ActivityStep 3. Evaluate the Risks (Probability x Severity = Risk)Step 4. Record the FindingsStep 5. Mitigation & Action

For sustainability and improvement of the Risk AssessmentProcess an additional step being amended:

Step 6. Monitoring & Review

CCC, in both the BTC and the SCP Projects remains com-mitted to continuous improvement and Health Safety Envi-ronment as the top priority. To achieve these long-term objec-tives, we shall continuously improve our existing Health,Safety & Environmental Management System. Such a mecha-nism is in the form of procedures and set policies and rulesbased on various International HSE standards, monitoringand auditing systems that contribute towards the safe work-ing conditions and the well-being of personnel throughout allCCC’s facilities.

In conclusion, all control measurementspresented by: Awareness programs (SafetyObservation “SO”, Advanced Safety Audit“ASA”, Training, toolbox talk…); Assess-ment tools and process (Risk Assessment,inspections…); Predictive checklists (pre-ventive maintenance…); Assurance sched-ule (Internal, Corporate, Joint and thirdparty audits); and Project ManagementCommitment to HSE, contribute to a dis-tinguished evolution, which is been reflect-ed in the “Step Change” performance thelong term outstanding investment thatCCC has attained in the BTC–project sec-tion Azerbaijan.

Ziad HaddadHSE Coordinator

BTC / SCP Project

Risk Assessment Form


AREANEWS

MOA

PRESIDENT OF AZERBAIJAN VISITS ATHENS

INAUGURATION OF THE ECG FABRICATION FACILITIES

On August 16, 2004, Mr. Najib Khoury and I had the honour ofmeeting His Excellency the President of the Azerbaijan Republic,Mr. Ilham Aliyev, in Athens, Greece.

Mr. Najib Khoury stressed the opportunities that have been cre-ated for the activity of foreign companies in Azerbaijan, andinformed His Excellency about the activities of CCC. His Excellen-cy The President Mr. Ilham Aliyev noted that the companies andbusinessmen functioning in the country would be under the con-tinuous guardianship of the state. Later on there was a discussionabout the organization of the infrastructure of the oil sector.

Juan Boulos

“All rise, His excellency Teodoro Obiang Nguema Mbasogo,President of the Republic, Chief of State, Founder of the demo-cratic Party of Equatorial Guinea”, and we all stood on October23, 2004 when the President of Equatorial Guinea went up onstage with the First Lady, Her Excellency Constancia Manguede Obiang on his left, followed by Mr. Moujally Jabara and Mr.Souheil Sabbagh, and on his right was the Minister of Mines,Industry & Energy of Equatorial Guinea followed by Mr.Samer Khoury, to inaugurate the facilities of the ECG Fabrica-tion Yard.

It was a total-ly successfulevent, with thehonorable pres-ence of the Pres-ident of theRepublic, theblessing of hiseminence thearchbishop ofMalabo and anexcellent speechfrom our EVPO p e r a t i o n s ,who said; “Togeth-er, we have built asolid foundationfor a long-term partnership, which has a huge potential forgrowth, and we are confident that with our common vision,excellent cooperation and hard-fast commitment success willbe guaranteed.”

The ECG Fabrication Facilities inaugurated are situatedabout 7km from Marathon’s LPG Plant, 10km from MalaboAirport and 15km from K5 sea-port. This completed phase 1 ofthe Fabrication Yard Facilities is built over an area of 100hectares of land with a provision of another 100 hectares for

future expansion. We are equipped to fabricate steel structures,buildings and pipe racks, heavy steel structures, and pipingspools with a monthly tonnage of 700 tons of structures and600 tons of piping.

The ECG Fabrication Facilities has four workshops, wherethe area of each is 1500m2, two shops for structural steel andtwo shops for piping. The shops are equipped with cranes andstate of the art equipment of the latest technology. The closedwarehouse has a floor space of 1500m2 with plenty of outdoorarea for storage of raw materials and finished product. The

material is han-dled using allterrain 50 and25-ton cranes,tower crane,forklifts and 40-foot trailers andprime movers.

With this fab-rication yard inE q u a t o r i a lGuinea, CCC, asECG, willbecome an inte-

gral part of thenon–stop grow-ing economy of

Equatorial Guinea. As Mr. Samer Khoury said in his speech;“CCC is known throughout the world in that we not only buildprojects, but rather we build communities.” This first phase ofthe fabrication yard, in Bioko island, is a testimony to that, asthe objective of the yard is to bring jobs, know-how and pros-perity to the local community and attract additional business-es to Equatorial Guinea and ECG. Our initial goals have beenmet.

Marwan Halasa Gonzalez

Equatorial Guinea

from left to right: Samer Khoury, Atanacio Ela Ntugu (Minister of Mines, Industry and Energy),H.E. Teodoro Obiang Nguema Mbasogo (President of the Republic), H.E. Constancia Mangue de

Obiang (First Lady of the Nation), Moujally Jabara, Suheil Sabbagh


AREANEWS

KING OF SWAZILAND INAUGURATES ROAD PROJECT

WATER RECYCLING PLANT ON PALM JUMEIRAH, DUBAI

Swaziland

ACWa

Aquator Emirates, a subsidiary of Aquator Bahrain, hassecured an order to supply membrane units and engineeringservices for a state-of-the art underground membrane biore-actor system (MBR) plant, to be placed on the Palm Jumeirahoff the coast of Dubai. Aquator, with main contractor MetitoOverseas Ltd. (MOL), bid the project against numerous com-petitors offering various other technologies, with MBR beingpreferred on account of higher effluent quality and low plantfootprint.

The MBR plant will be constructed completely belowground, will incorporate biological nutrient removal and caterfor a flow of 12,000 m3/d with future expansion to 16,000m3/d. Aquator will assist in the operational phase of the pro-ject, which is for 8 years. The plant will be located at the endof the trunk part of the island and all treated water will bereused on the island for irrigation purposes.

The Palm Islands are the world’s two largest man-madeislands, which are being built off the coast of Dubai in theUnited Arab Emirates (UAE). The project is being handled byAl Nakheel Properties, which will increase Dubai’s shorelineby 120 km (72 miles) and create a large number of residential,leisure and entertainment areas. The idea was firstannounced in May 2002 and the two man-made freehold arti-

ficial palm tree-shaped resort islands are expected to maintainDubai’s position as a premium tourist destination. The PalmIslands have also been named ‘the eighth Wonder of theWorld’.

Aquator Bahrain has led the introduction of submergedmembrane technology into the Middle East. It has now 10plants operating or under construction in locations such asTurkey, Bahrain, Jordan, Qatar, Saudi Arabia, UAE and Oman.In February 2004 ACWa Services Ltd., the environmental armof Consolidated Contractors International Company SAL(CCC) purchased Aquator Bahrain. Aquator Bahrain is theexclusive licencee of Kubota membranes in the Middle East.

Shams Dabbagh

CCC was awarded a new project on September 20, 2004for the construction of 106km of rural bitumenized road inSwaziland.

The work consists of upgrading 106km of existing gravelroad to an asphalt surfaced road, and includes the construc-tion of insitu concrete culverts and 8 bridges with precastbeams, the most significant bridge being the Komati riverbridge which is 118m long. The road will form a vital link tocommunities in this under-developed area of Swaziland.

The project will be executed in joint venture with Gri-naker-LTA and is valued at SAR 500m and will take 30 monthsto complete.

The award was celebrated by the holding of a sod-turningceremony where the King of Swaziland, His Majesty KingMswati III attended and operated the excavator removing thefirst soil for the project. The project is funded by the SwaziGovernment and Japan.

The ceremony was attended on behalf of CCC by Mr.Jamil Awaida and Mr. John Wright.

The event was a festive affair with dancing, songs andpoetry recitations by local school children.

A speech on behalf of the joint venture was made by Mr.Colin Fowles, Managing Director of Grinaker-LTA. He men-tioned the goodwill of the Swazi nation and the previous con-struction work undertaken by the joint venture: the LavumisaRoad in the South of Swaziland. At the end of the ceremony,the King was presented with two cows.

John Wright


AREANEWS

ACWa

NEW FORT WILLIAM (SCOTLAND) WATER SUPPLY

ACWa Services is near to completinga WTW for Scottish Water’s (SW) newFort William area water supply scheme– a project in which ACWa is responsi-ble for the process design, supply,installation, testing and commissioningof all process systems at the wellfield,WTW and service reservoirs. Whenconsidering the projected populationgrowth for the Fort William area, SWrecognized the existing water supplystructure had limitations and may soonbecome inadequate.

It was established that a new workswould be required and investigations

were carried out to determine the bestsource of water supply. It was decidedabstraction of raw water from a pro-posed wellfield site, adjacent to theRiver Lochy, would be the most prefer-able option and a series of tests werecarried out at various locations withinthe site to determine the optimumpositions of boreholes. The new WTWwill be capable of continuously han-dling and achieving specified quality

criteria for a range of raw water flowsbetween 50 l/s (equivalent to 4.3Ml/d)to 139 l/s (equivalent to 12Ml/d). Theworks will initially comprise sevenoperational boreholes with associatedwellhead pumping stations, flow con-trol, cascade aeration, orthophosphatedosing, disinfection (chloramination),pH correction and pumping stations tothe reservoirs at Camisky and SpeanBridge.

Due to seasonal flood conditions,the seven electro-submersible pumps,associated head-works and control sys-tems have been designed by ACWa to

operate continuously without inter-ruption, damage or operator interven-tion in partially submerged conditions.Head-works are being firmly securedon reinforced concrete plinths andtotally enclosed in removable GRPkiosks. Each of the seven boreholesincorporate a pressure transducer tomonitor water levels and inhibit/enablethe pump. Water will be conveyedfrom the boreholes to the inlet of the

new WTW by seven dedicate risingmains. At the new WTW, all seven ris-ing-mains enter a flow control chamberwhere dedicated flow meters measureindividual flows. Flow rates from theboreholes will be adjusted individuallyand each rising main can be isolatedwithout interrupting the operation ofthe WTW.

Readings from the flowmeters willbe transmitted to the plant’s PLC forcontrol purposes and displayed on theoperator’s HMI control panel. A sam-ple of water taken from each risingmain will be transferred along dedicat-

ed sample lines to the laboratory areaof the treatment building and moni-tored for turbidity.

After the flow control chamber, indi-vidual flows will combine in a singlepipeline to feed the cascade aerator. Asample line taken from the combinedline will also be monitored for turbidityand the ‘turbidity high-high’ signalused as a regulatory alarm to complywith the Scottish Executive Cryp-

Commissioning flow sheet for Fort William WTW Spean Bridge wet tests: Fort William area water supply, wellfield, WTWand reservoir infrastructure


AREANEWS

ACWa

tosporidium Directive. The feedpipeline to the cascade aerator dividesinto two streams, each feeding one ofthe two inlet chambers.

Water will be aerated naturally –entraining oxygen from the atmos-phere as it flows over a three-step sys-tem to achieve 75% oxygen saturation.The design of the aerator is such thatone side alone will be capable of han-dling the duty flow of 10.5Ml/d – allow-ing either side to be isolated for main-tenance work without disruptingthroughput.

Aerated water leaving both sides ofthe cascade aerator will combine in asingle pipeline and be disinfected withsodium hypochlorite before passingthrough a static mixer. The chlorinatedwater will then be dosed with sodiumorthophosphate (to reduce plumbo sol-vency) and a sample transferred to thelaboratory for residual chlorine analy-sis.

The chlorinated water will thenenter the base of the contact tank,which is divided into two equal sidesfitted with internal baffles to direct theflow and eliminate short-circuiting ofwater across the tank. Chlorinatedwater from each side of the tank willexit the system and combine in the firstchamber of a rapid mixer tank. A sec-ond sample of chlorinated water willbe continuously drawn from thischamber and transferred to the labora-tory for residual chlorine analysis. Thechlorinated water will overflow a weirinto the second chamber of the mixingtank, where it will be dosed with a limesolution to correct the pH and withammonium sulphate to convert thechlorine to chloramines (chloraminesremain in the water longer than chlo-rine and will continue to disinfect dur-ing prolonged periods of storage). Animpeller mixer installed in the secondchamber will ensure complete mixingof the chemicals. Treated water fromthe above processes will then overflowa final weir in the mixing tank and

enter one of two pumping station wetwells, where three centrifugal pumps,operating as duty/duty assist/standby,transfer it to the service reservoir atCamisky.

The operation of the pumps will begoverned by level controls installed inthe pumping station wet wells. Sodi-um hypochlorite, sodium orthophos-phate and ammonium sulphate held indedicated storage tanks will be period-ically topped-up from IBCs via fillingpoints on the outside of the building.The tanks will be installed with ultra-sonic level sensors to measure theircontents and high-level probes to pro-vide hard wired ‘high-high’ alarms.Each storage system will utilize twodiaphragm pumps to transfer chemi-cals from the bulk tanks to dedicatedday tanks. To maintain environmentalintegrity, chemical storage facilities willbe surrounded by dedicated bund,complete with sloping floors to enablethe flow to the sump and facilitate theremoval of any chemical spillages.

Hypochlorite, sodium orthophos-phate and ammonium sulphate will bedosed from dedicated day storagetanks by two dosing pumps. Dosing isflow proportioned, based on combinedflow-rates from all the boreholes – withresidual control on hypochlorite basedon a residual chlorine monitor installeddownstream of the dosing point. Theoperator will pre-set the required con-centration of chemicals via the HMI.

For pH correction, the lime solutionwill be prepared in two make-up tanks,each with a dedicated dosing pump,ultrasonic level transmitter and con-ductivity level probe. The tanks andassociated dosing pumps will be dis-played on the HMI, so it will be possi-ble for the operator to adjust their set-tings. The lime solution dosing will beflow proportional, based on combinedflow rates from all the boreholes – withresidual control based on a Ph monitorinstalled downstream of the dosingpoint. The operator will be able to pre-

set the required pH via the HMI.Powdered lime delivered to the

treatment site will be stored in a 22tduty silo located in the process base-ment. The silo will be fitted with avibrator and aeration pads to ensurethe smooth movement of lime into thesystem. The lime powder will be dis-charged to each make-up tank by ded-icated screw conveyors and accuratelymeasured by load cells in each hopper.The quantity of lime to be transferredduring each make-up of lime solutionis set via the HMI.

Pumps will transfer make-up waterfrom the wet well in the pumping sta-tion to the makeup tanks, whereimpeller mixers will agitate the con-tents to ensure optimum mixing of thesolution. Treated water for the localconsumer mains supply system will bestored in two service reservoirs con-structed at nearby Camisky and SpeanBridge. Both reservoirs will be dividedinto two halves – each incorporating alevel switch and ultrasonic pressuretransducer to monitor the level ofwater in each section of the tank. Thereservoir at Camisky will control theoperation of the borehole pumps via acontrol algorithm in the PLC – a featuredesigned to stop and start the flowfrom each wellhead according to oper-ational requirements. Final water fromthe Camisky reservoir will gravitateback to the WTW and join the con-sumer main feeding Fort William.

Two centrifugal pumps, operatingduty/standby, will transfer a propor-tion of final water from the FortWilliam gravity pipework to the sec-ond service reservoir at Spean Bridge.A sample of final water will then betransferred to the laboratory for pHand turbidity monitoring.

Article reprinted from Water & WastewaterTreatment magazine November 2004 issue.

NEW FORT WILLIAM (SCOTLAND) WATER SUPPLY


AREANEWS

Palestine

ANERA HONOURS HASIB SABBAGH AND SAID KHOURY

American Near East and Refugee Aid (ANERA), a Wash-ington D.C. based non- governmental organization (NGO)with activities in Palestine, Lebanon and Jordan, held itsannual dinner, hosting 400 supporting members of the inter-national business, diplomaticand U.S. government com-munity on September 17,2004.

ANERA, founded in 1968,operates in the West Bankand Gaza providing commu-nity development, educa-tional programmes, emer-gency medical aid and vil-lage water services. Due tothe generosity of the CCCGroup directed by Mr. Sab-bagh and Mr.Khoury,ANERA established the SaidKhoury Information Tech-nology (IT) Center of Excel-lence at Al Kuds University in Jerusalem. This facility willallow Palestinian students to train for high technologycareers, and will provide these young adults with hope for abetter future.

Mr. Sabbagh and Mr. Khoury, along with senior executivesand staff of the CCC Group, have kindly and generously

donated to ANERA’s Milk for Preschoolers project thataddresses acute and cronic malnutrition among children inGaza. This project will reach 10,000 young children in 2004-2005. CCC Executive Vice President, Mr. Fawzi Kawash, is a

member of the ANERA Boardof Directors, coordinatingmany of the donations andANERA projects.

The evening held at theWashington Omni-ShoremHotel began with speeches byANERA Chairman of theBoard, Les Janka, ANERA Pres-ident Peter Gubser, Ambas-sador Edward Gneim. Thehighlight of the event was apresentation of the CCC Groupworldwide resources and thepresentation to Mr. and Mrs.Said Khoury, of the ANERAHonoree awards. Also present

at the event from the CCC family were Tawfic Khoury, theMorganti Group’s Nabil Takla and David Muirhead. It was apleasure to see this great gathering of Washington D.C.- basedbusiness and diplomatic professionals publically recognizingthe contributions of the founders of CCC.

David Muirhead Jr.Morganti Group Inc.

Said Khoury Information Technology Centre of Excellence


AREANEWS

NEW LONDON OFFICE

“THE SHOW MUST GO ON”

United Kingdom

Turkmenistan

CCC’s first exhibit at a Turkmenistan oil show/conferenceoccurred in November 2004. Despite some challenges, ourexhibit was quite successful. The biggest challenge was - NOBOOTH!! At the very lastmoment, our Country Managerwas informed that the CCCbooth would not be arriving asexpected. That put Ahmad AlRefai’s Ashgabat office staff intohigh gear. A new booth was pur-chased and constructed. Photoswere rushed from Athens. Print-ed booth signs were created oncomputers.

The new booth was deliveredto site the day before show open-ing. The Ashgabat office staffworked until 1 AM to set every-thing up. It was a great successand worth the extraordinary effort. We had visitors from awide variety of companies and locations, includingAfghanistan, Iran, Azerbaijan, UAE, Turkey, Canada, Ukraine,Pakistan, and of course Turkmenistan. Several of these visitors

came to the office later for more discussion of CCC capabilities. Ahmad’s Russian was used extensively, including inter-

views with the media and published newspaper reports. Con-ference presentations by govern-ment officials and oil companieshighlighted development plans forTurkmenistan’s petroleum andpetrochemical future. There are anumber of onshore and offshoreEPC projects for 2005 through 2009and beyond. They include offshoreplatforms, gas plants, pipelines, anew refinery, and petrochemicalplants. Our record and experiencegained on LAM 10 provide good ref-erences and a strong basis for thefuture. CCC’s Country Manager

Ahmad Al Refai, and Site ManagerSohel Ghorayeb, are leading the local

efforts to ensure that CCC continues to participate in Turk-menistan’s growth.

A.R.Campbell

On November 16, 2004 the CCC London office moved to its new homein Belgravia, one the most beautiful London locations.

Mr Said Khoury, Mrs Wadad Khoury, Mr Wael Khoury and Mrs JulietteKhoury warmly greeted our three hundred honoured guests.

CCC UK can now boast the “Jewel In The Crown” position among CCCoffices in that it struck a fine balance between exquisite décor taste andstate of the art Information Technology and Multimedia facilities.

Marina Dubina

from left to right: Almamedor Merdan, Ahmad Al Refai,Marina Gorelova and Rae Campbell manning the CCC booth

in Ashgabat


Egypt

In 1998, CCC was tendering for two mega projects, theWest Bay Lagoon Hotel in Doha, Qatar, and the Golden Pyra-mids Plaza in Cairo, Egypt. These two projects provided theearly signs that big civil projects were back in CCC’s portfolio.At the time, ISD realized that we needed to upgrade our con-trol systems to cater for such projects.

A key component in a project control process is to haveaccurate detailed QS on time and to be able to quickly pro-duce updates when changes occur. Manual methods areprone to mistakes and are time-consuming especially withchanges.

Building on the experiences of mechanical projects, espe-cially on how 3D systems like Intergraph-PDS are used bymajor EPC contractors to produce quantity take-offs, the ISDdetermined that a similar approach is required in buildingprojects. A 3D-CAD based system is required that whenloaded with project specifications and drawings, the systemwould produce take-offs in different sorts. It has to be quick,too.

ISD decided to adopt Triforma by Bentley Systems, Inc.Triforma is based on Microstation CAD engine that can han-dle very large 3D models. Intergraph-PDS uses also the sameCAD engine. This is key especially that we need to include inthe 3D models the requirements of different project partici-pants like estimation, planning, cost control and procure-ment. To give an example, the estimator may require thequantities of marble in SQM for each type, the planning engi-neer wants these quantities subdivided by activities, the pro-curement specialist may want to segregate bulk quantitiesfrom special cut pieces, and so on.

The start was the QS for the West Bay Lagoon project. Thiswas followed by the QS for the Golden Pyramids Plaza pro-ject. In both projects, the ISD sent some of the staff involvedduring the tender phase to assist the projects during the exe-cution phase in incorporating changes in the 3D models andproducing revised quantities in different sorts.

ISD staff have tried and continue to try to improve the sys-tem functionalities. These include development of programsto speed-up the modeling process, checking for input mis-

takes, documentation of changes, integrating the system withCCC’s civil Estimation system (EST), Talisman, VBC (CCC’sdocument management system) for facility hand-over, andC3DQ, CCC’s 3D visualization tool.

Last year, CCC management approved the establishmentof a unit in Cairo for quantity surveying using the Triformasystem. The unit has been very successful and continuouslybusy performing services to the Estimation Department inAthens as well as to projects. Beside QS service, the Unit pro-vides rendered images to help projects in material selectionand client approvals. The unit also assists with crane studiesby providing 3D models and 2D drawings showing cranelocations and coverage.

The unit provides services in lump-sum price basis at afraction of the prices that are charged by specialized QS com-panies. The unit was not established for profit but to encour-age projects to adopt 3D-based control systems. If interested,please contact the Information Systems Department for fur-ther details.

Amr Sersy

Capability Profile

THE TRIFORMA UNIT IN CAIRO

Example of Crane Study


Examples of Rendered Interiors and Exterior Façade

Example of Several 3D models for Mega Projects Combined in Triforma


MILESTONES

Bilal Bakri (ISD MOA) and Maya Babty got married on January 23, 2005. The wedding took place in Tripoli, Lebanon and wasattended by family and friends.

Mirosh M. Jayan (secretary, Quality Control Department, Common Cooling Water Project, Qatar) and Dona got married onNovember 22, 2004 in his hometown of Mayuram Varkala, Trivandrum, Kerala, India.

Aliki Milionis (MOA EPM) had her first baby, Dimitri, in Athens on August 7, 2004. (His doting father, Kyriakos, hopes he willgrow up to be a baseball player, like him!).

Shabjahan Paramba (Engineering Department, Oman-India Fertilizer Project, Oman) and his wife Nesli are happy toannounce the arrival of their God-given baby boy. His name is Kens Aman and he was born on August 8, 2004.

Zahi Ghantous (Wadi Ma’in Zara & Mujib Water Treatment Project, Morganti, Jordan) and his wife Lara proudly announcethe birth of their first child, Emile, on October 13, 2004 at Al Khalidi Medical Centre in Amman, Jordan.

Mohammed Abdul Waseem (lab technician, Quality Control Department, Oman-India Fertilizer Project, Oman) is proud toannounce the birth of his first baby girl, named Aliya Mubeen, on October 30, 2004 in Hyderabad, India.

Alaa Obeidat (Sohar Refinery Project, Oman) and his wife Amany have pleasure in announcing the birth of their first babyboy called Tameem on November 28, 2004 in Amman, Jordan.

Daisy and Mousa Naber (Alexandria Water Project, Egypt) announce the birth of their second baby girl, Tala, born on October28, 2004. Zain (Tala’s sister) was a bit shocked at first but now is quite happy with the new arrival. Mother and baby are doingfine.

Mazen Hussein (MOA) and his wife Maya are proud to announce the birth of their first beautiful baby boy, Kareem, in Beiruton November 15, 2004. He weighed in at 2.5 kg and measured 48 cm. Mazen and Maya are very happy about the arrival of theirnewborn son.

Jinaf, Computer Operator at the Millenium Village Project, Qatar and his wife Shabana are very pleased to announce the birthof their first baby, a girl named Noureen on January 18, 2005 in Kerala, India.99

Jamil Awaida (MOA) and Polly had a handsome baby boy in Athens on January 24. His name is Jad and rumors have it he hasinherited his father’s looks! His two sisters, Oumayma and Jamila are extremely happy with the 3.76 kilo additon to the family.

‘ALF MABROUK’ – CONGRATULATIONS to ALL!!

Marriages:

Births:

31Bulletin - 1st Quarter 2005

SPORTS

On Monday, June 7, 2004 a group ofeleven BTC project staff members gottogether in front of CCC’s main office inBaku, boarded a bus and made for theairport. Everyone was really excited andlooking forward to watching the WorldCup qualifier soccer match Palestine vs.Uzbekistan which was to take place in Tashkent, the ancientcapital city of Uzbekistan. At Tashkent airport friendly offi-cials from the Palestinian Embassy were there to greet us andwere so helpful in getting all our passports stamped and eventaking us to our hotel in the centre of the city (and next to thestadium where the match was to take place).

After settling in, we left immediately for the PalestinianEmbassy where the Ambassador and officials were waitingfor us. Then the Palestinian team arrived and we so happy to

get to know them. Its members arefrom different countries includingChile, USA, Jordan, Gaza, West Bankand Lebanon, but they are all Palestini-ans.

Our Ambassador welcomed every-body and a great party followed. We

had some traditional dishes and then danced the PalestinianDabkeh. Mohamad Anas and Ahmad Jirbi were good dancersand impressed us all!

We gathered in the stadium on the Wednesday for the bigmatch. Things got tough quickly after a precise header by

L o k o m o t i vMoscow star OlegPashinin six min-utes into the gameput the ball in thenet. This earlygoal set the scenetoo quickly for aPalestinian sidewhich was ner-

vous and erratic in defense and midfield. The disappointingfinal score was 3-0 to Uzbekistan.

However, these moments were real and will stay in ourmemories forever: thanks to CCC for the opportunity wewere given to support the Palestinian football team!

Assem Chabti and Saoud Allan

CCC members go to Tashkent to support the Palestine national football team

Soccer in Palestine has always been tied to the political winds of the time. The game’s debut there datesback to 1908 in Jerusalem. In 1934 Palestine participated in the World Cup qualifiers for the first time witha team that included Arab as well as Jewish players. Soccer developed under the British occupation butcame to a halt with the events of 1948. Soccer staggered forward but stopped again along with most otheractivities with the occupation of Gaza and the West Bank in 1967. After the Oslo Accords and the creationof the Palestinian Authority in 1994, the Palestinian soccer federation returned to the FIFA fold and in 1998local and international tournaments were regularly played again. However, since the latest Intifada began,organized soccer has not been played in Palestine.


SPORTS

At the initiative of the newspaper Sherg and with fundingfrom CCC, a mini-football tournament in commemoration ofthe H.E. the late President Heydar Aliyev was organized.

Various media outlets participated in this tournament.The final game was played on May 7, 2004 between Tele-

fortuna and Sherg. The winner of the final game and thetournament was Telefortuna which was awarded AzM 1 mil-

lion as well as books, medals and diplomas. Sherg took thesecond place and was also presented with similar prizes.Champion-Zaman took the third place and received AzM 250thousand. Also the winners were presented with sportsequipment.

Finally the Steering Committee presented AFFA, BakiState University, and CCC with presents.

Zulfiya Guliyeva

Yes, everyone was worried and the question we had toanswer was “Is Athens going to be ready for the Games”? Thevolunteers were quite confident that we would be – we werethoroughly-trained!

When I had my interview, somehowthey convinced me to sign up for the posi-tion of “National Olympics CommitteeAssistant”. This is someone who helps theChef de Mission (boss of the ‘Expedition’)do his / her job efficiently and quickly,whether it was running around to get vis-itor’s guest passes, translations, takingcare of VIPs visiting the Village, arrangingfor the issuance of free tickets for theExpedition, making sure drivers wereavailable, or just trying to find an extrapillow for the champs… I was assigned tothe Egyptian team.

The Olympic Village was equippedwith all the latest technology, the bestfacilities and amenities Greece had tooffer. There were two main dining areas,

one for the athletes and one for the staff, both served a widevariety of nutritious food, fruits and dessert.

Walking around in the Olympic Village and being a part ofthis atmosphere was a once-in-a-lifetime experience and a

dream come true. To find yourself next tothe crème de la crème of the athletes ofthe world was absolutely amazing. Thesepeople’s dedication and focus on theirgoal with their go-get-’em attitude is cer-tainly something that we should all takenote of.

But what this writer was most fond ofduring the 30 days of volunteering, waswatching how all the cultures mingled,seeing the Chinese trying to communicatewith the Nigerians, the Cubans admiringthe Qatari’s “dishdasha”, the Greeks try-ing to decipher everyone’s languages,customs and traditions, and everyonedancing to the tunes of Zorba the Greek…

Anna Hussein

A note from an Olympic Games Volunteer

CCC CONTINUES ITS SOCIAL ACTIVITY BY SPON-SORING THE FOOTBALL TOURNAMENT DEVOTEDTO THE NATIONAL LEADER


SPORTS

The 2004 Olympic Games equestrian events took place atMarkopoulo, in east Attica at the brand new, magnificent facili-ties (said to be the best in Europe, if not in the world). Onaround 1,200 acres of land are the offices, show-jumping stadi-um, dressage stadium, cross-country course of 12km (only5.5km used for the Olympics), stables for 300 horses and accom-modation for the stable-hands.

Two MOA members were volunteersthere and The Bulletin interviewedthem to hear about their experiences.

Christina Griplas, CorporatePlanning DepartmentChristina, what was your role in theequestrian events?

I was a fence judge assistant for thethree-day event (which includes show jumping, dressage andcross-country and the rider has to ride the same horse for thethree days). This event is considered the most difficult of all theequestrian disciplines. (Historically, eventing reflects the mili-tary mission of a cavalry officer delivering a message throughenemy lines and riding back to his base.)

I had to record the results of each participant and send theresults by radio to the seniorjudging officials; to recordthe time penalties; to provideassistance to horse and riderin case of a fall; to ensurespectators did not enter thefield of play; to control desig-nated crossing points andensure the area was clear ofany obstructions and finally,make sure that the competi-tors’ score-sheets were cor-rectly handed to the mainscoreboard operator assistant.

I take it then that you are an experienced rider yourself?Yes, I am experienced and confident in handling horses as I

have been riding competitively since a child. I have also beenjudging for a number of years and am familiar with the scoringsystem and the regulations of the International EquestrianCommittee for the three-day event.

What can you say you gained from this experience?I was very happy to meet and work with some of the world’s

top judging officials and this experience was invaluable to me.I felt I was able to make my contribution to the correct runningand organization of these events. Also, having access to themost restricted backstage zones of the equestrian centre, such asthe state-of-the-art veterinary clinic and the stables, I met theOlympic medallists and their horses. (I also assisted in the vet-erinary horse inspections which included doping tests.)

Jeannette Arduino, Consolidated Insurance BrokersJeannette, why did you choose to volunteer for the equestriancentre?

Good question. The answer is that I wanted to participate inthe games because I felt that I would like to do something formy adoptive country (if only in a small way) and thought that,since my native tongue is English I might be of some use. Ichose Markopoulo because it is the nearest venue to my home:

I don’t know much about horses, except that youshouldn’t walk too close behind them!

What was your job?I was media workroom venue assistant. I was post-

ed at the media help desk and had to help the jour-nalists and photographers with any questions theymight have. Some were easy, like “where’s the toi-let?”, some were more complex, like “do you have thetelephone number of the person who designed thismorning’s show-jumping course?”. I pointed people

in the right direction!Did you enjoy the experience?Look, the first couple of days were difficult, what with every-

one being nervous, the weather being very hot indeed, and thejournalists arriving from all over the world bringing with themtheir stress and (sometimes) arrogance. Some of them werevery difficult, objecting to having their credentials checked

every time they moved from one location toanother (“I wouldn’t be here if I didn’t havepermission”), but some were really charmingand complimented us on our work. I had toget up at 5:30 in the morning to do an eight-hour shift. When things settled down, wevolunteers arranged our shifts between us tobe less heavy since there was plenty of help(with the agreement of our ‘managers’, ofcourse).

What I enjoyed most was going over tothe ‘mixed zone’ where the riders came offthe course, dismounted and were inter-

viewed by the journalists. (As a member of the Press Team I wasamong the few volunteers allowed in there.) It was lovely to seethe riders and the beautiful horses up close. I was also able toattend some of the press conferences which were held immedi-ately following the event.

All in all, I was proud to have played a tiny part in the verysuccessful ‘dream’ games of Athens 2004.

Bulletin Staff

STRAIGHT FROM THE HORSE’S MOUTH!

Christina (left) and Jeannette

Editorssamer khouryzuhair haddadnafez husseini

damon morrison

Public Relationssamir sabbagh

Productionjeannette arduino

penny xenakisnick goulas

CCC BULLETINP.O. Box 61092

Maroussi 151 10Fax (30-210) 618-2199 or [email protected]

The BULLETIN is a publication issued at CCC

Managing Office in Athens by volunteer staff.

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

are welcome.

MAILBAG . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . 1

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

CURRENT PROJECTS . . . . . . . . . . . . . . . . . . 3

QUALITY MANAGEMENTQM System Overview - Mounir Soufyan . . . . . . . . . . . . . . 4

FEATURE - BTC PIPELINE PROJECTThe Golden Weld - Juan Boulos . . . . . . . . . . . . . . . . . . . 6

Economic Role - Hani Akkawi. . . . . . . . . . . . . . . . . . . . . . 7

Step Change - Ghazi Anouti . . . . . . . . . . . . . . . . . . . . . . . 8

Land is the Main Criterion - Nariman Gasimov . . . . . . . . . 9

Double Jointing - Yaser Kaddoura . . . . . . . . . . . . . . . . 10

Visual Byblos Cyberspace - Rasmiyya mammadova . . . . . . 12

IT to the Nth Degree -Bassam Koudsi . . . . . . . . . . . . . . 13

Better to lose Minutes... - Elie Sawwan . . . . . . . . . . . . 14

Humanitarian Activities - Azer Serderli . . . . . . . . . . . . . 16

Recruitment - Jalya Mahmoudova. . . . . . . . . . . . . . . . . . 17

Building Communities - Nasimi Babayer . . . . . . . . . . . . . 18

HSE - Step Change Performance Ziad haddad . . . . . . . . 19

Area Newspresident of Azerbaijan in Athens Juan Boulos . . . . . . . 22

Fabrication Yard, E. Guinea marwan H. Gonzalez . . . . . . 22

Swaziland Road Project John Wright . . . . . . . . . . . . . . 23

Water Recycling Palm Jumeirah Shams Dabbagh . . . . . . 23

ACWa Fort Williams, Scotland, Water Supply . . . . . . . 24

ANERA Awards, Washington D.C. David Muirhead, Jr. . . 26

New London Office Marina Dubina . . . . . . . . . . . . . . . . 27

Turkmenistan Oil Show A. R. Campbell . . . . . . . . . . . . . 27

Capability ProfileThe Triforma Unit in Cairo Amr Sersy . . . . . . . . . . . . . . 28

Milestonesannouncements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Sports Palestine Football Team Assem Chabti & Saoud Allan . . 31

Football in Azerbaijan Zulfiya Guliyeva . . . . . . . . . . . . . 32

Olympic Games Athens 2004:

Note from a Volunteer Anna Hussein . . . . . . . . . . . . . . 32

Straight from the Horse’s Mouth Bulletin Staff . . . . . 33

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