2nd Quarter 2014 Issue 110 - Consolidated Contractors … · comprise a finger type slug catcher (six fingers) with 48” pipes and valves supplied by Shell, in addition to the balance

bulletin

A full presence in

AFRICA

Quarterly Magazine of Consolidated Contractors Company

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

CCC BULLETIN P.O. Box 61092

Maroussi 151 10

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

see The BULLETIN on line at www.ccc.gr -> About Us -> Our News -> Quarterly Bulletin

The BULLETIN is a publication issued at CCC in Athens by volunteer staff.

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

Front Cover Photos are a creative mix from a Morocco scene to a South African bush symbolic of CCC’s long reach in the continent.

2nd Quarter 2014 Issue 110

Nile Corniche Towers(St. Regis Hotel)

EGYPTCairo

MAURITANIATasiast

Power Plant 16 MW

C C CBulletin Issue 110 | 2nd Quarter 2014 Bulletin Issue 110 | 2nd Quarter 2014

Cont

entsFrom the Desk of... 3 Africa, Africa, Africa S. T. Khoury

Recent Awards 4

Quality Management 5 Identification and Traceability M. Soufyan

Feature 8 North Africa: Managing Difficult Conditions S. Zaben

10 Power Projects in Egypt: A Record of Success B. Daher

12 Cairo Estimation Unit: Celebrating Ten Years S. Musleh

14 The Nile Corniche Project V. Faied / O. Huneidi

18 CCC Botswana K. Green

21 Guinea Conakry: Safety & Social Responsibility A. Karzon

22 Emergency Water Pipeline Project, Botswana T. El-Ali

24 Equatorial Guinea P. Evangelista

25 Tanzania: The New Hub of East Africa & Horn of Africa G. Deeb

26 Mozambique Limitada K. Green

Area News 28 UAE: Lessons Learned Meeting H. Tadros

30 PNG: Project Hand Over

Qatar: Heat Stress Workshop

M. I. Jabr

T. Mhanna

31 Kuwait: ASSE Excellence Award B. Moussa

Corporate Social Responsibility 32 CSR News Report T. Awad

34 The Asian Cycling Championships, Kazakhstan S. Abuhamad

35 New Labour Mess, Rebab-Harweal, Oman

Career Days in Saudi Arabia

E. Turan

HR Team DKO

36 Community Volunteering - Environmental Ambassadors M. Musliar

38 Earth Hour at OHDD Project, Dubai M. Musliar

Health, Safety and Enviroment 39 Award at King Abdulaziz International Airport Project S. Ramadan

Constructability 40 FAST is Acceptable but QUALITY is Everything A. Farouk

Sustainability 42 Reduce, Reuse and Recycle T. H. Rushaidat

Reflections 43 The Power of Humility Dr. R. Elhaj

Sports & Leisure 44 Family Day 2014 M. Vassilopoulou

46 Rally Paper 2014, Athens A. Khoury

Milestones 48

Bulletin Issue 110 | 2nd Quarter 2014 Bulletin Issue 110 | 2nd Quarter 2014

3C C CBulletin Issue 110 | 2nd Quarter 2014 Bulletin Issue 110 | 2nd Quarter 2014

From

the D

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oF...

President Engineering & Construction

S. KHouRy

Africa, Africa, AfricaAfrica today is capturing its rightful role in the world faster than any other region. The economic growth in some African countries is among the highest in the world. Political reforms are moving at a fast pace and by peaceful means while the rise of an educated middle class is creating a large consumer base. On the other hand, huge discoveries of natural resources are making Africa very attractive to the world.

CCC is working to capitalize on all the above and build on our past three decades of successful work in the region.

In addition to our traditional role as contractor for civil projects, we are focusing on larger and more complex oil and gas projects, especially with the vast discoveries in East Africa.

In coordination with our Mining Division, we are also pursuing large mining projects and in some we intend to participate with a minor equity position as well as with some role in operations.

I am confident that CCC Africa’s strength will result in high growth and profitability for us in the years to come.

C C C Bulletin Issue 110 | 2nd Quarter 2014 Bulletin Issue 110 | 2nd Quarter 2014

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Future Growth Project

KazakhstanThe full title of the project is ‘Future Growth Project (FGP) / Wellhead Pressure Management Project (WPMP) - 3GP Site

Preparation and Fencing Contract’.

The scope of works includes the following:

1. Disinvestment of existing services and roads.2. Earth and road works.3. Installation of fencing.4. Erection of two buildings.5. Erection of two mechanical packages.6. Installation of electrical system.7. Installation of fire and gas and telecom system.8. Installation of carbon steel and HDPE pipelines.The client is Tengizchevroil and the consultants are Kazakhstan Projects Joint Venture Limited (KPJV).

The contract was awarded on 14 April 2014.

The project start was 19 May 2014 for a duration of just over 15 months ending 22 August 2015.

Al Amerat Wastewater ProjectOman

This is Contract A3 - Sewer and Treated Effluent Pipelines, Al Amerat Northern Area.

The project consists mainly of the construction of approximately 112.5km of sewers (150mm to 700mm), 4200 manholes, 13.25km of TE lines with associated chambers and approximately 230km of telecommunication ducts (25mm and 110mm) with associated chambers. The scope shall also include all property wet connections works.

The client is Haya Water and the contract was awarded on 7 May 2014.

The project start is 28 May 2014 for a duration of just over 41 months ending on 7 November 2017.

School, Sales Centre, Social Cultural & Sports Centre, Dialysis Centre & MotelMorocco

The project scope is to design and build a school, sales centre for artisanal products, social cultural and sports centre, dialysis

centre and motel.

The client and consultants are the Private Engineering Office, Qatar.

The contract was awarded on 1 June 2014.

The project construction started on 1 June 2014 for a duration of 16 months ending on 1 October 2015.

Mina Abdullah Clean Fuels ProjectKuwait

The project’s full title is Mina Abdullah (MAB) EPC Package 1 Jl-2025 Clean Fuels Project (CFP). The scope of work is part of

the Clean Fuels Project which is a major upgrade and expansion of the Mina Al Abdallah (MAB) and Mina Al Ahmadi (MAA) Refineries. The contract covers the construction of new units (greenfield), new units in an existing facility and revamping of existing units (brownfield) in MAB refinery. The scope also includes EPC of buildings (maintenance and operation buildings - MOBs and substations). Some other units in the same package will be executed by others.

The client is Petrofac-Samsung-CBandI CFP JV (Main Contractor) and the Owner is Kuwait National Petroleum Company (K.S.C). The contract was awarded on 5 June 2014.

The project start is 5 June 2014 for a duration of about 43 months ending in January 2018.

Gas-Slug Catcher ProjectIraq

The project (FCP Gas-Slug Catcher Project - SIPD-1141 and SPID-1142) facilities comprise a finger type slug catcher (six

fingers) with 48” pipes and valves supplied by Shell, in addition to the balance of plant works that shall be engineered and procured by CCC / CCEL.

CCC construction scope of work includes the following:

• Slug catcher: Receipt of company provided slug catcher components at KAZ port and / or Basra Airport after being cleared from the customs by company, installation works including welding, erection, NDT, PWHT, hydrotesting, flushing and touch up painting, hand over the hydrotested / flushed slug catcher to company for commissioning.

• Balance of plant works: construction works including civil works, buildings (EPC), piping fabrication and erection, steel structure erection, equipment installation, electrical and instrumentation works, painting of piping, NDT, PWHT and hydrotesting.

The client is Shell Iraq Petroleum Development B.V.

The contract was awarded on 2 June 2014.

The project start was 2 June 2014 for a duration of 9.5 months ending on 15 March 2015.


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Identification and TraceabilityM. SouFyAN

IntroductionThe requirements for product identification are intended to enable products with one set of characteristics to be distinguishable from products with another set of characteristics. Product identity is vital in many situations to prevent inadvertent mixing, to enable reordering, and to match products with documents that describe them.

The Identification ProcessThe process of identification starts at the design stage. The designer should identify parts and components with a unique number; the unique number is used on the drawings, specifications and other related documents. This unique number is transferred to the purchase order through a material requisition package. The manufacturer is obliged to follow the requirements of the purchase order, and to apply the identification requirements through the whole process of manufacturing, transportation and delivery to site. The construction team is responsible for maintaining identification requirements during construction and installation till the time of handing over to the customer. This process is illustrated in Chart 01.

TraceabilityTraceability refers to completeness of information about every step in a process chain. According to the ISO 9000: 2005 standard, traceability is the ability to verify the history, location, or application of an item by means of documented recorded information.

For illustration purposes we can consider the nameplate of an ASME pressure vessel:

The following information is available on the nameplate:

Certification Body Manufacturer’s Name

Working Conditions Maximum allowable working pressure at specific temperature (usually design temperature).

Design Conditions Minimum design metal temperature at specific pressure (usually design pressure).

Identification Number

Manufacturer’s serial number. (The same number is used on the data report.)

Year Built Identifies the year of manufacturing.

U stamp It means the pressure vessel is manufactured in accordance with ASME code section VIII, division 1.

W the pressure vessel is welded

RT the pressure vessel was subject to radiographic testing.

HT the pressure vessel was heat treated.

More detailed information can be obtained using the manufacturer’s serial number traceable to the data report that includes design criteria, materials information and information related to fabrication process and testing.

Design Control Procurement Manufacturer Material Control Construction

Identify IDRequirements on

Drawings & RelatedDocuments

Include IDRequirements in the

Purchase Order

Apply IDRequirementson Product &

Documentation

Receive Material.Check that ID

are Correct

Maintain ID

ImplimentProcess Cont.

Quality Records Quality Records

Quality Records

Quality Records

Provide UniqueIdentification

Label Packing

Release to Storesor to Site

Hold ACC.

LEGENDID: Identification ACC: Acceptable

No

Yes

Chart 01


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StoreKeeper Material Engineer QC Engineer / Inspector

Check Piping / PipelineMaterials & Components

Reject Material

Not Clear or IncorrectMarking on Material

Start Chart 02

Check for Obvious Damage Before Offloading“QMP-GEN-007”

Check QC Data, Inspection Release,Material Certificate ...

Check Implementation of Identification &Traceability Requirements

STATUS

Arrange forReturn / Replacement

End

Segregate MaterialCorrect Marking &

Identification &Traceability Documents

Release Material

End

Identification & Traceability DocumentsIncorrect or Unavailable

Segregate Material Untilthe Deficiency is Cleared

Complete HeatNumber Control Log

Where Applicable

Forward Log to DataOperator to Enter InDatabase Register

Heat No. Control Log:• Purchase Order No.• Material Identification No./Grade• Manufacturer’s Name• Material Certificate No.• Heat No. or Manufacturer’s• Identification, or Certificate Number• Size Schedule• File No.

Issue NCR“QMP-GEN-008”

Take Action to Obtain Proper Documentationfrom Supplier

Review Documentation

ACCEPTABLE Review Documentation& Close NCR

Reject Material

Release Material

End

NO YES

Ensure that Informationin the Heat No. Log are

Entered in theDatabase Register

Coordinate with Supplierfor Disposition or

Return of Material

Return or DisposalMaterials

End

Note:Different piping materials lookthe same, such as, carbon steeland low temperature carbon steel.It is very important to havepositive identification to avoidusing the wrong materials.This is achieved by colour coding& material specification codenumber marked on material itself.

Activity

Document

Meeting

Input

Decision

Start / End

Direction

FlowchartKey


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Identification and Traceability

Traceability ProcessTraceability is associated with identification of the product. While you can have identification without traceability, it is not possible to have traceability without identification. For example, in case of measurement, the term measurement traceability is used to refer to an unbroken chain of comparisons relating to instrument measurements to a known standard or “international recognized norms”. Calibration to a traceable standard can be used to determine an instrument’s precision and accuracy, and hence provides a degree of confidence.

By way of illustration, we can consider a hydro test of a pressure vessel. The minimum requirement is to use two pressure gauges for measuring the pressure during a hydro-test. Although, we can calibrate the pressure gauges ourselves using a dead weight tester, the dead weight tester must be calibrated by a third party organization in accordance with international standards. A valid certificate of calibration must be available with the user.

MaterialsIn metallic materials, traceability refers to the capability to associate a finished part with test results performed from the same casting process with the same heat number, and a unique lot number for materials. Verification tests usually include chemical composition, mechanical strength and metallurgical properties, for special materials additional tests may be required such as notch toughness and hardness. The heat number and material specification as a minimum are stamped on the material itself, the heat number is traceable to a mill test certificate that includes all the required chemical, mechanical and metallurgical information for that specific material.

Identification and Traceability for Vessels and Piping MaterialPressure vessels manufactured in accordance with ASME code section VIII, division 1 or 2 and piping materials in accordance with B31.3 or B31.1 require

complete identification and traceability. Different vessels and piping materials look the same, such as, carbon steel and low temperature carbon steel. It is very important to have positive identification to avoid using the wrong materials. This is achieved by colour coding, heat number and material specification code number marked on material. Additional identification and traceability is applied by the heat number traceable to specific manufacturing process. Identification and traceability process for vessels and piping materials is illustrated in Chart 02.

LogisticsIn logistics, traceability refers to the capability of tracing goods along the distribution chain on batch number; this is an important aspect in the automotive industry, where it makes recalls possible, or in the food industry where it contributes to food safety.

Construction / FabricationTo illustrate the traceability of verification form development, let’s consider the control of the nonconforming product form. The form is identified by a unique number such as FM-XXXX-008-001, where FM identifies the document as a Form, XXXX identifies the project number, 008 stands for the procedure number, and 001 stands for a sequence number. The procedure number QMP-008-001 is cross referenced in the project quality plan and on the associated form.

When the form is used, it is also identified by a unique number with information related to specific structure identification; the form is also registered in a tracking system, to enable the project to identify status and process the nonconformance till final closing. Furthermore, in some cases, the nonconformance may still be open at the time of punch list activities; in this case we can close the nonconformance report, and enter the nonconformance in the punch list register: this is full traceability of records.

The following table represents the certification and traceability level applied for Common Cooling Seawater System Phase II - Ras Laffan.

Traceability level Applied to Certification Inspection level exampleLevel 1Full traceability

Applied to critical systems, where failure may result in:A significant hazard to personnelA significant loss of productionA significant environmental hazard

BS 10204ISO 10474 3.1C

Third party inspection Low temperature serviceDesign temperature above 200 degree Celsius Category M pressure pipingLifting eye padDCS system

Level 2Material traceability

Applied to critical systems, where failure may result in:A significant loss of productionA significant environmental hazard

Third party inspection to ensure that certification requirements are met and compiled in a data book.

Inspection & test plan.Limited inspection at specific stages.Witnessing final pressure & workshop performance testing.Verification of marking identificationReview of certification, as built & other documents.

Any process system material not included in level 1.

Any process system pressure retaining material not in level 1.

Level 3 Any process system, or no pressure parts which are not in 1 and 2

The material shall have a certificate of compliance (ISO 10204 2.1 or 2.3)

Carried out by site personnel. Materials not in levels 1 & 2.Minor items Low pressure lube oilAnodes


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Managing Difficult Conditions with a Wise ApproachNorth Africa

S. ZAbEN

Historically, CCC’s presence in North African goes back many years. It started in Libya in 1961, followed by Egypt in 1986, Morocco and Tunisia in 1988 and Algeria in 1994. In each of these countries, CCC had the opportunity to deliver landmark projects which were important milestones in our company’s historical growth.

During the last three years and with the beginning of the Arab Spring, the majority of North African countries have been facing tremendous political changes creating economic instability and social unrest. This definitely had a direct effect on the demand for construction projects in the region and subsequently increased competition for those which went ahead.

This situation represented a real change for CCC’s operations in North Africa. It was imperative to develop a new strategy for the future, taking into consideration all the risks and opportunities. The following were the main four pillars of our short term strategy to overcome this situation:

1. Maintain our operations without compromising the safety of our employees.

2. Deploy a selective bidding approach to secure projects with special focus on internationally financed projects.

3. Structure win-win partnerships with local companies to increase competitiveness and mitigate risks.

4. Target diversified sectors (oil and gas, power, infrastructure, industrial, steel and cement plants, metros and high quality buildings).

In Egypt CCC has always been considered a main player in the construction market since the late Nineties. We are one of the few, if not the only, international contractor which has had continuous projects and an operational presence for more than 16 years in the country. In 2014, we enhanced our operations with the luxurious Nile Corniche Towers Project and had great success with our operations in the Ain El- Sokhna


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Managing Difficult Conditions with a Wise Approach

Supercritical Power Plant (2 x 650mw gas/oil fired). In parallel, we are bidding competitively for a series of projects in different sectors (power, oil and gas, metros and high quality buildings).

In Algeria and with the recently awarded packages in the Emiral Mixed Use Project, I believe that we are on the right track for the positioning of CCC in the Algerian market. In fact, we expect the award of further projects in 2014 with a thorough follow up on different fronts. The Algerian construction market remains the most attractive market in North Africa with lots of untapped opportunities for CCC.

In Morocco 2014 brings to CCC another achievement by delivering the Sheikh Khalifa ben Zayed Hospital in Casablanca. This iconic project is unique in its kind in the country and presents an accomplishment in Moroccan healthcare sector projects. With the Moroccan economy experiencing a positive outlook with higher FDI forthcoming, I am sure that our thoroughgoing follow up will result in securing suitable opportunities.

In Tunisia and despite the political instability, a corporate decision was taken to be there again giving a hand in building the new Tunisia. A new office was established, future partnerships with local companies are being pursued and our business development team participates in

frequent meetings and events with the Tunisian Government to tackle future prospects in the market.

In Libya, however, we deploy a conservative approach and are remotely monitoring the market conditions. We are awaiting for the security conditions to improve, for a relatively stable government to be in place in order to participate in the re-building of the country after years of unrest and suspended operations.

Finally, I would like to thank the CCC employees working in North Africa; they have been the key element to protecting the company’s interests and overcoming difficult conditions. I remain convinced that our extensive experience in this market will enable us to position CCC as a key player in the region in the near future.

The photographs accompanying the next two articles were taken by Rami Courdi

who works for CCC Egypt as an IT support engineer. Thanks go to Rami for having taken many high quality photos of various projects

in the region.


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Power Projects in EgyptA Record of Success

b. DAHER

HistoryThe story started in late 2000 when the Egyptian electricity production sector witnessed a complete restructuring of its organization. Law No. 164 transformed the Electricity Authority into a shareholding company with five geographical subsidiaries covering the whole country.

It was apparent that the step had been necessary to facilitate and secure international project financing for an ambitious plan to build power plants all over Egypt.

The first tender of this programme was for the Cairo North 1 Power Plant (750mw) Project, issued for bidding in 2002. The client deployed a contract packages procurement system. Accordingly, CCC management decided to seize the opportunity and penetrate the sector by bidding for the civil works package.

To fulfill the client’s requirements it was necessary to join forces with a local contractor which was Misr Sons for Development (Hassan Allam Sons), currently Hassan Allam Construction. A joint venture was formed to bid for this project and subsequently for all power station projects. CCC secured the first award from among fierce competition from many bidders.

The JourneyFrom 2002 to the present, the CCC/Allam JV has secured seven construction contracts for six power plants of different types and capacities. This achievement represents a 40% share of the power generation projects constructed in Egypt in the last 15 years (see Table 1).

A typical civil works package for a power plant project includes earthworks, piling, dewatering, deep excavation, sheet piling, underground piping, concrete works, waterproofing, structural steel supply and erection, concrete chimneys (thermal plants only), auxiliary and ancillary buildings complete construction including finishing and furnishing (see Table 2).

Plant Type Capacity Award Yr.

Cairo North Power Plant I – Civil Works Combined Cycle 750 MW 2002

Cairo North Power Plant II – Civil Works Combined Cycle 750 MW 2004

Nubaria Power Plant I & II – Civil Works Combined Cycle 1500 MW 2003

Nubaria Power Plant III - Civil Works Combined Cycle 750 MW 2007

Nubaria Power Plant III –Intake & Dis-charge 2007

El Atf Power Plant – Civil Works Combined Cycle 750 MW 2007

El Ain El Sokhna Power Plant – Civil Works Supercritical Thermal 1300 MW 2010

Table No.1 - List of awarded Power Projects in Egypt


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Power Projects in Egypt

The FutureIt is worth noting that the power generation projects in Egypt encountered major delays after the January 25th Revolution. Today, the country is facing a major deficit in power at peak times especially since the power demand exceeds the installed power generation capacity.

We expect that this shortage will result in the construction of new power plants to respond to the increasing demand. Thus, our track record will be the main catalyst in securing future contracts.

ConclusionWe are proud of this continuous success which plays a major part in CCC’s global reputation for well-constructed power plants, as well as of our in-house team which is a strong asset and which is capable of managing similar projects of high complexity.

Plant Award Yr. Duration(Months)

Cairo North Power Plant I 2002 28

Cairo North Power Plant II 2004 25

Nubaria Power Plant I & II 2003 32

Nubaria Power Plant III 2007 33

Nubaria Power Plant III –Intake 2007 18

El Atf Power Plant 2007 32

El Ain El Sokhna Power Plant 2010 47

Table No.2 - Power Projects executed in Egypt


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Cairo Estimation Unit (CEU) on its Tenth AnniversaryS. MuSLEH

From the late 1990’s estimation staff in Cairo Area Office had been providing support to Athens Office in their pricing process related to tenders in Egypt. The Cairo Estimation Unit (CEU) as an autonomous estimation unit formally took shape and structure in 2004. The objective of forming this unit was to fully handle medium to small size tenders in Egypt (in coordination with Athens Office) in addition to providing support to Athens Office Estimation Department for large size tenders.

So ten years have passed since the formation of the CEU proving the viability and feasibility of this option, especially since, in concurrence with the formation of this unit, a construction boom took place in CCC’s conventional areas of operation, which consequently engaged the Athens Office Estimation Department almost fully in the associated tendering workload, and as such left the estimation workload of Egypt in the hands of CEU.

The formation of the CEU has allowed the Area Management to have a great flexibility in its GO decisions for tenders, and as a result maximized the sales opportunities in the Area which can be summarized in the following awards:

• HSBC Headquarters.

• Sofitel Hotel Renovation.

• Semiramis Hotel Renovation.

• Nubaria III 750MW Combined Cycle Power Plant – Civil Works.

• El-Atf 750 MW Combined Cycle Power Plant – Civil Works.

• Sokhna 2x650 MW Super Critical Thermal Power Plant – Civil Works.

• Nile Corniche Project.

• Sharm El-Sheikh Resort.

• Kattamia Air Base.


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Cairo Estimation Unit (CEU) on its Tenth Anniversary

In 2009 CCC signed with Qatari Diar a Framework Agreement to construct seven projects in Egypt, Syria, Yemen, Morocco and Sudan under cost-plus terms; this was a turning point in CEU’s role as the department’s responsibilities were extended to include providing all cost estimation services related to all QD projects regardless of location. CEU worked in close coordination with the Athens Office Estimation Departments, BIM units regarding quantities take-off and generation of BOQ’s, and CCCB regarding design issues, scope of work and planning. The CEU specific assignments within this scheme were as follows:

• Prepare and submit Preliminary Estimated Prices (PEP) for each of the QD projects upon the issuance of the related work orders.

• Update such PEP’s as the design is developed.

• Prepare and submit Guaranteed Maximum Price (GMP) at the stage where the contract documents are substantially complete.

• Discuss, negotiate and agree with QD on such PEP’s and GMP’s.

• Discuss, negotiate and agree with QD on Lump Sum prices for part of those seven projects, namely the Nile Corniche and Sharm.

• Follow up with Athens office on the preparation of the related budgets.

In 2011 and due to the recession in Egypt, a decision was taken by North Africa senior management to extend the responsibilities of CEU to cover all of North Africa; i.e. Algeria, Morocco, Tunisia, Libya and Sudan.

Since then CEU has priced tens of tenders in those areas, primarily in Algeria, followed by Tunisia and Morocco. The outcome of this participation is the anticipated award of the enabling works for Touatgaz oil field in Adrar region, 1500km south of Algeria; in addition there is great potential for being awarded the civil works for another industrial plant north of Algeria.


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The Nile Corniche ProjectLuxury Accommodations under Construction on the banks of the Nile

V. FAiED / o. HuNEiDi

The St. Regis Hotel and Residence Development overlooking the River Nile consists of a four-level subterranean car park (the foundation and structural works for the four levels of the car park up to the ground floor level were carried out by others) plus an eight-level podium in addition to two high rise towers standing tall at about 140 meters above the ground level.

The eight level podium contains the following features:

• Entrance foyers to hotel and banqueting area.

• Owner’s offices on the ground, first and second floors.

• Four restaurants, laundry facilities and all associated storage.

• Men’s and women’s fitness centres, a separate spa and a wellness centre.

• A library, bars, lounges and a residents club.

• A large ballroom with banqueting and pre-function areas.

• A junior ballroom and a bridal suite.

• A number of meeting rooms adjustable in size through movable partitions.

• Hotel management offices in addition to employee dining room, locker rooms and so on.

• Major mechanical and electrical plant spaces and storage.

• An indoor swimming pool and an outdoor swimming pool with panoramic views of the Nile at level 7, together with a children’s centre.

The north tower contains 130 luxury apartments in addition to 4 levels of penthouse suites finished to shell and core standard. The south tower includes a fully finished luxury hotel on ten levels with a proposed capacity of 226 guest rooms and 60 suites totaling 286 keys, and the upper floors of the tower will incorporate a mixture of a few levels of hotel serviced apartments and further levels of luxury apartments. Beneath the

towers will be seven levels of function rooms, restaurants and front of house and services accommodation as well as shell and core office space.


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The Nile Corniche Project

The site is in the north east of central Cairo, in the Bulaq Dakrour district, on the east bank of the River Nile on approximately 9,360m2 and with a built up area of approximately 200,000m2. The plot area is known informally as the “Thomas Cook” site.

The foundation is subjected to high groundwater pressure. In order to avoid damage to the structure, temporary dewatering was necessary in order to eliminate this pressure until a sufficient amount of the superstructure was built to balance the water pressure. This required completion of the four levels of basement and the podium up to and including level seven.

The structure is built in reinforced concrete. The structure is very rigid, designed for siesmic Zone 3; reinforcement ratios are very high with up to 600 kg/m3 for columns and up to 350 kg/m3 in slabs. The reinforcement arrangement is very complicated: the floors typically consist of flat slabs, with perimeter beams in some cases, and lateral stability is provided by shear walls.

Design was procured by the employer with principal designers Michael Graves Architects and structural designers Arup. Local designers in Cairo will complete the design. The work is executed on a build only basis, including shop drawings as necessary to assist the construction team. The work order activities are divided into two phases; 1A is the pre-construction stage for one year term (completed) and phase 1B as the construction stage.

The project comprises the following construction packages (PK):

• PK1: Substructure Works.

• PK2: Main contract package podium and towers including MEP and architectural works of the subterranean garage car park and the superstructure work from level zero.

• PK3: Vertical transportation.

• PK4: Kitchens and laundry equipment.

• PK5: FF&E and OS&E procurement for hotel,


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serviced apartments and offices, including hotel mock-up rooms, model residential apartments and penthouses.

• PK6: Mock- up hotel guestrooms, serviced apartment and for sale apartment construction.

• PK7: Luxury apartments fit out.

• PK8: Reserve penthouse fit out.

Logistics Layout & Handover PlanThe location of the Nile Corniche Project in the centre of Cairo presented some complex issues for traffic management. As a result of the site being “land locked” by other buildings it is imperative that access roads are kept clear at all times. Cairo Municipality regulations stipulate that deliveries over 7.5 tonnes can only be delivered between the hours of 12 midnight and 6:00 am. This includes concrete deliveries which, due to the project’s central location, meant that all concrete had to be cast during a night shift. The site is bound by four heavily trafficked roads, with the Nile Corniche Road being busiest at the tip of the busy Cairo-Alexandria Agricultural Road.

Three Tower Crane Liebherr 280 ECH 12 and one Luffing jib Liebherr 160 HC-L 8/16 were mobilized for the execution of the works on the project. The location of the cranes was determined by the following factors:

• To optimise the maximum reach required by the boom to cover all working zones.

• To ensure clear access for erection and dismantling operations.

• To ensure that all heavy plant and equipment, including formwork, chillers, AC units, transformers and generators can be lifted into position in both Tower 1 and 2.

• To optimise the location of the “Tie In” between the crane mast and slab edge.

• To optimise the working area and minimise slab penetrations by ensuring TC1 and TC2 are founded outside the site boundary.

Due to the height of the towers, for the higher floors three stationary concrete placing booms Putzmeister MX 36-4 Multi were used and located to ensure full site coverage.


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Doka Staxo 40 System Developed for the Building ConstructionCCC required a special solution for this unique construction site. Therefore the extra-fast and lightweight shoring systems Staxo 40 as well as Staxo 100 in combination with Frami X-life, Top 50, SKE100 and bracket 240 were used for the two cores, proving to be very beneficial for the safety, speed and quality of the works.

The newly developed Doka load-bearing tower Staxo 40 is deliberately geared to meet the requirements of the building construction segment and sets brand new standards of speed, safety and efficiency. The system’s significantly weight-reduced and ergonomically optimized H-frames make for very easy handling - meaning fast erection and dismantling times combined with high stability and workplace safety.

Staxo 40 can be set up much more quickly than single-leg shoring towers, as these often have up to 32% more weight and up to 78% more separate parts which slow down assembly. For Staxo 40, this is a crucial advantage when it comes to shoring large areas efficiently.

For the construction of the towers the flexible Doka systems protection screen X-climb60, Dokaflex, Dokaflex tables and TLS systems with its simple handling and easy adjustment lead to

best productivity. The self-climbing system offers highest possible safety for the site personnel and allows for fast concreting cycles. Most of the system was used for the first time in Egypt.

Upon completion of concrete topping-out and in celebration of this achievement the project held a lunch function at about 120 meters above the ground level overlooking the Nile. All stakeholders including the employer, the consultants and the subcontractors took part in celebrating this team effort. The team was commended for completing this achievement despite all odds resulting from the structural works coinciding with fast evolving events of the revolution and the major changes on the original design parameters of the project which had a severe impact on the original construction schedule.

The location of the project and timing of its construction posed great challenges to the project team being surrounded by continuously busy roads and constructed in the aftermath of a major revolution resulting in civil unrest and fast changing labour industrial relations.

The Nile Corniche Project, on the banks of the majestic River Nile, is yet another landmark built by CCC.


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CCC BotswanaK. GREEN

The CompanyThe CCC regional office based in Gaborone (the capital) has been established and registered in Botswana since 1995. During this period of time the company has undertaken and successfully completed 24 construction projects for the various ministries in the country, mainly in the fields of roads and earthworks, infrastructure (both water and sanitation) together with major water pipelines.

The company at present is working on two pipeline projects for its employer (the Department of Water Affairs), namely:

i. The North-South Carrier Transfer 2.1 Pipeline entails the construction of a 79km welded steel pipeline - 1.2m diameter with associated break-water tanks, a pumping station and various valve chambers, which itself is only one section of an overall scheme to transfer the water supply (as the title of the project explicates) from the north of the country to the south. Due to the scarceness of rainfall in the southern regions and the drying-up of many dams, a further “emergency” water project was awarded to CCC:

ii. The Masama-Makhujwane Wellfields Project which necessitates the transfer of water from existing and new additional boreholes via a network of pipelines (mainly UPVC and ductile iron pipes) to collector tanks where the water is then pumped to a new major reinforced concrete reservoir with a capacity of 33 million litres. The reservoir will be the largest constructed in Botswana.

The Country

A Few Basic Facts and Logistics ‣ Botswana is a land-locked country located

in the southern region of Africa with its neighbours – Zambia to the North, Zimbabwe to the north-east, South Africa to the south and south-east and Namibia to the west. The country was formerly the British protectorate then known as Bechuanaland. The new name of Botswana was introduced when the country became independent in 1966 with its first president being Sir Seretse Khama. The country at the present time is governed by his son, President Ian Khama. Being land-locked, the country obviously imports many of its goods from external sources (mainly South Africa).

Angola

BotswanaMozambique

Namibia

Swaziland

South Africa

Zambia

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Harare

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PretoriaMaputo

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0 500250 MilesThe Botswana Team (with Senior Management from Athens Office)


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CCC Botswana

The country is a contracting member of the Southern African Development Community (SADC), a 15 member Southern African country agreement whereby goods can have free movement between such countries without the payment of customs duties and quantitative restrictions, known as the SADC Trade Protocol.

‣ The country which has an area of just over 580 thousand km2 is dominated in its central region by the Kalahari Desert which covers approximately 70% of the total area. Here you can see lions roaming about: just make sure that they do not see you!

‣ Stemming from its source in Angola, the main Okavango River enters Botswana through the Caprivi Strip in Namibia into the north of the country. Here it forms the massive Okavango Delta, the world’s largest inland delta.

From the above statistics, it can plainly be seen that with a country of such size and magnitude, logistical problems can become a major obstacle especially in the construction industry involving the movement of plant, materials, personnel and labour force and so on, to the remote areas where the various types of projects are undertaken. This obviously necessitates major planning and organisation of the management, procurement and flow of such resources.

Infrastructure and EconomyBotswana is one of Africa’s most politically stable countries and ranks as the least corrupt country within Africa.

Botswana has made significant progress over recent years toward improving its infrastructure. Its investment record is very strong in the road, water and sanitation sectors as well as successfully increasing power reticulation to rural and remote areas. The country is also well developed in the area of telecommunications.

The economy of Botswana remains one of Africa’s success stories. Within three decades since independence, the country has been transformed from one which was relatively little developed to that of middle income due mainly to its diamond mining industry which accounts for the bulk of its GDP. The gem quality of the diamonds has resulted in Botswana being the world’s leading producer of diamonds by monetary value.

However, with the prospect of Botswana diamonds depleting over the next three decades, the government is now targeting diversification into the coal mining and possible uranium mining sectors. Botswana has major coal resources with good quality thermal coal. (This results in Botswana coal typically exhibiting a relatively high propensity for spontaneous combustion

Angola

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CCC Botswana

due to its high percentage content of ash and sulphur.) The current quantity of coal reserves is estimated at 200 billion tonnes. The Government of Botswana is currently therefore committed to developing and promoting a wider use of coal to substitute for imported energy and also to replace fuel-wood for domestic and institutional use. Coal presents significant development opportunities for Botswana, to complement and supplement the eventual depletion of the diamonds, which are estimated to be depleted within the next 25 years.

In respect of power consumption, Botswana still relies heavily on importing power from South Africa. Over the past few years, however, South Africa itself is facing huge challenges to produce enough power to meet its own demand which has resulted in major load-shedding and power cuts both locally and within South Africa. With the production of Botswana’s coal resources, the country is now in the process of constructing new power stations and will then be in a position to meet its own power demands as well as exporting both power and coal.

Visit to Botswana by Senior ManagementBotswana recently had the privilege of hosting a senior management delegation from Athens comprising the President (Engineering & Construction), Samer S. Khoury; the Regional Managing Director Africa, Asia & the Pacific, Moujally Jabara and the Area General Manager for Southern Africa, Walid Jabara.

One of the visitors’ main objectives was to meet with various dignitaries from government institutions (including a meeting with the Vice President of Botswana, Ponatshego Kedikilwe) to discuss and reaffirm CCC’s continued presence in the country and its commitment to carrying out further construction projects in the future. Discussions also entailed the possibility of CCC being involved in the actual financing of certain schemes in conjunction with the government, specifically related to the dualling of certain major road and railway construction projects.

Social and Community DevelopmentCCC operating in Botswana over the years has always been involved with the local communities where construction activity has been carried out. The company prides itself in the employment, social elevation and training of personnel from the local communities in order to provide quality social services through innovative implementation of social policies. Such community development may include financial donations, construction of buildings

and assistance with providing plant and equipment and so on. The company has received many awards of appreciation from various organisations in this regard and the following list includes but a small part of such work carried out:

• Mochudi Resource Centre for the Blind.

• The Lady Khama Charitable Trust.

• Provision of soccer kits and equipment for Dibete soccer team.

• Grading of soccer pitches for various schools in the area.

• Construction of housing units for the village community.

In ConclusionFor those interested CCC personnel who may wish to visit Botswana in the not-too-distant future (which we would highly recommend if you have never had the experience of watching game in the wild), then just be careful when driving, because at some point on your journey, you may come across certain large animals unexpectedly!

Yes! Those are elephants


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Guinea Conakry: Safety & Social ResponsibilityA. KARZoN

Safety has been our focus and the main driving force in our operation in the Republic of Guinea (Conakry). Our team has been instrumental in changing and influencing the lifestyle of nationals by pushing them to include safety as a natural part of their lives. CCC has been a leader in the country in this endeavour, especially with regard to the recent Ebola outbreak.

The CCC team has contributed five million safety hours without a ‘lost time incident’ (LTI) to the twelve million safety hours achieved in total. The CCC team has committed itself to a safe culture to reach this achievement by focusing on safety rules and procedures. There has been a strong visible leadership from line management at all levels setting the example for all, and insuring that everyone goes home without harm on a daily basis.

The project team constantly faces the unique challenge of working in remote and challenging conditions. CCC Guinea Sangaredi Project has achieved this level without interruption to the local community, and within the client’s stringent HSE standards.

“Safety first” are the most valuable words for all our local manpower. It is challenging to educate and train simple and uneducated people up to these kinds of high safety standards but indeed safety has become the lifestyle for all our local manpower: even in their day-to-day normal lives outside the working environment safety has become the first priority for them even in their homes with their families.

Our project team has faced significant challenges in the work environment such as malaria,

typhoid and lately the great danger of the Ebola outbreak. Despite all these challenges, the team was able to train, orient, and educate locals on the nature of these diseases and their respective preventive measures. While the whole country has been suffering from the Ebola outbreak our camp and site has stayed Ebola Free.

In addition to safety, the CCC Sangaredi Project team in the Republic of Guinea is committed to CCC’s Corporate Social Responsibility (CSR).The project’s external relations programme is built around the core values of CCC and mutual respect and understanding. At a practical level, this includes close relationships through informal and social interactions.

CCC has developed several measures of community support including:

• Building three primary schools for underprivileged children at which are taught Arabic, English and French (as well as providing school uniforms for all the children).

• Built centralized mosque for nearby village and other mosques and churches nearby.

• Helped to reconstruct several water wells for drinking.

• Implemented a recycling programme including water consumption, organic waste, solid waste, hazardous waste and recyclable waste.

CCC expatriate staff have built personalized relationships and became part of the social community culture. This was achieved through participating in local cultural events such as marriages, funerals and special holidays.

The Sangaredi Project Team


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Emergency Water Pipeline Projectbotswana

T. El-Ali

On 16 October 2013 CCC was awarded a multi million EPC project the full title of which is: ‘Design, Supply, Installation, Construction and Commissioning of the Integration of Masama and Makhujwane Wellfield into the North-South Carrier pipeline one (NSC1)’.

The project was awarded as an emergency, fast track scheme to mitigate the water crisis in Gaborone (capital of Botswana) and CCC was shortlisted as one of three international contractors to implement the scheme.

The award to CCC was due to our vast experience in pipelines, immaculate track record in Botswana and our alternative proposal which reduced the scope of works or ‘value engineered’ the scheme, thus enabling us to be competitive and making it possible to design the scheme in three months and construct it in seven months.

Botswana is generally a very dry country with less than 500mm of rainfall a year. As a result and due to recent droughts, the Gaborone dam which is a major source of water for the capital reached its historical low of less than 15% water. With this in mind, the well field was developed as part of a conjunctive water supply scheme to augment the water demands of Gaborone during the unavailability of the NSC 1 up to year 2025 as per the National Water Master Plan.

Gaborone’s current consumption is 110 million litres per day while the supply of water is around 60 million per day with the deficit being supplied from the Gaborone dam hence the need for this EPC project. Due to the scarcity

of water and the growing demand of potable water the government through the Water Utilities Corporation (the client) commissioned the augmenting of NSC 1 during the event of unavailability of water.

The Masama project will supply 33 million litres a day to partially compensate for this shortage of water. The scheme involves equipping 24 existing boreholes with depths of up to 300m. These boreholes will be integrated through a network of 52,000m of pipelines made of uPVC pipes and ductile iron pipes that carry water into collector tanks which in turn pump into the 33 million litre reinforced concrete reservoir (the largest in Botswana).

The scheme also involves construction of two pump stations with pumps capable of pumping 600 litres per second or 2.1 million litres per hour into the existing NSC 1 pipeline to Gaborone it being operated by a state-of-the-art Telemetry and Supervisory Control and Data Acquisition (SCADA) system to enhance operational efficiency.

The project is located 100km north of the capital in a remote area called Leshibitse and to date CCC’s Masama construction team has been fully mobilized and has progressed well with the construction. One of the challenges of this project is the duration of construction. However this has been overcome thanks to our long term presence in the region which allowed us to put together a strong construction team made up of 8% expatriates and 92% locals. This includes

Drainage and blinding for 33 million litre reservoir Installation of uPVC pipes


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Emergency Water Pipeline Project

skilled pipefitters, concrete hands, shutter hands and junior foremen for all trades as well as qualified engineers. Furthermore, our regional office had established long term relations with most supply chains and this has been a great help in terms of driving suppliers and sub-contractors to prioritise deliveries and services to CCC.

Corporate Social ResponsibilityThere are three villages within the vicinity of the project, namely Artesia, Leshibitse and Dibete. Football is one of the key sporting activities in these villages and to encourage fitness within the community the project donated complete football kits, goal nets and footballs.

The project also supports the local school in Leshibitse with photocopying of end term

examination papers (which had previously been a challenge since they had to travel over 50km to the closest photocopying facilities).

In Botswana and generally in Africa, HIV/ AIDS is the biggest challenge in most communities and it claims thousands of lives on a daily basis. As part of our obligations, CCC invites the local clinic representatives to conduct talks on a monthly basis to all project employees to discuss preventive measures to be taken and alternative ways of healthier life styles.

Foundation for steel tanks


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CCC Equatorial GuineaEGFAb, an Ever-Prepared & Humanitarian Company

P. EVANGELiStA

Punta Europa, Bioko Island, Malabo, Equatorial Guinea, houses the Equatorial Guinea Fabrication Shop (EGFAB) and Camp. These are surrounded by the Atlantic Ocean on the west side and virgin jungles to the east, north and south. Given these stringent boundaries, EGFAB management established and trained its personnel to adapt to this extraordinary environment.

The EGFAB Clinic has six separate patient recovery/confinement rooms. Its medical staff is capable of attending not only occupational injuries or illness or non-occupational illness but are also equipped with the knowledge and skills to readily attend to and treat snake and other venomous reptile bites. EGFAB also has its own ambulance which is used to respond during emergencies.

Moreover, the Health, Safety & Environment Department (HSE) also organized and led a group of yard volunteers who are trained in regular incipient and advanced firefighting. This group is ready to respond in cases of extreme metrological conditions (specifically fighting wildfires that could possibly ignite the EGFAB premises) and to protect EGFAB work sites, island-wide.

EGFAB is involved in community development activities. For example, in Cacaual village, a community of about 30 residential houses, EGFAB together with Marathon EG provided the area with a power unit capable of generating sufficient energy for the village including street lightings. In addition, EGFAB equipment regularly reinstates the village’s main road. The EGFAB team has also upgraded the Cacaual school water system (general washing area).

EGFAB with Marathon EG constructed the Bososo school. Local residents from the village along with the Guineans working with the company completed the job which includes two class rooms, an office for the school principal, two comfort rooms and complete electrical wiring.

Marathon EG sponsored a fund raising campaign for super typhoon victims in the Philippines; the EGFAB staff sympathized with the stricken victims and through its management and employees handed a cash amount to the MEGPL committee on the fund raising day. The funds were handed over to the Philippine Red Cross for proper distribution to those who need it most.

HSE AchievementEGFAB to date has achieved 3,174,418 safe man-hours from the last LTI which was in August 2009.

EGFAB also contributed to the achievement of AMPCO’s seven million man- hours and MEGPL’s two million man- hours without a lost time incident.

On a weekly basis, the HSE Training Department presents a total of three selected training modules provided by the HSE main office and modules from different clients on the island. It is attended by the fabrication shops workforce.

Through the EGFAB HSE Department, the work force has acquired additional skills and HSE training from main clients: Marathon and AMPCO companies. Refresher courses are taken annually.


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The New Hub of East Africa & the Horn of Africatanzania

G. DEEb

In 2010 CCG (Offshore) was awarded the project of upgrading the Tunduma Ikana Road in Mbeya Region in the South West of the United Republic of Tanzania (the “Upgrading of Tunduma Ikana Road (63.7km) to Bitumen Standard Project (TIRP)”. The road joins the town of Tunduma (where the country’s busiest border crossing with Zambia lies) to Ikana, north-west of Tunduma, on the way to Burundi which is another country of the eight that border Tanzania. The road is an important trade route within the country and as such, experiences heavy traffic.

Mobilisation of the project began in November 2010 and project was handed over to the client Millennium Challenge Account Tanzania (MCAT) on 15 November 2013.

This was the first project for CCC in Tanzania. Mobilisation to this new area and implementation of the project brought many opportunities for growth and increased exposure of CCC, but also an array of challenges.

The rainy season with its heavy showers and storms stopped site activities for nearly four months of each year. Accessing the site in these conditions was almost impossible hence the project had to order partial shutdowns.

CCC contributed much to communities surrounding the project. For example, technical and practical training for a large number of graduates from schools located between Tunduma and Ikana was provided to enable employment in the project and subsequently local economic empowerment. CCC also assisted in building a school, a church and a mosque

in Tunduma; a large amount of equipment was donated to a local university in Mbeya. On a weekly basis, staff, local employees and neighbouring communities had access to safety and health training conducted by CCC.

On 15 November 2013, after the final site visit by MCA-T, Tanroads & EGIS (the consultant), the project was handed over to the client who was impressed by the quality and standard of works carried out by CCC. One of the Tanroads executives even stated:

“We have never seen in Tanzania such a committed contractor who managed to execute the project works with such impressively high standards. The discipline of CCC employees who worked around the clock to achieve this is truly commendable”.

For many years, Kenya was looked at as the focal point of the East African community. However, in the last decade, growth in Tanzania has been exponential; most of the world leaders have visited the country to tighten economic ties and secure front seats with the Tanzanian governments for the long term.

As a result of the recent tremendous discoveries of natural gas in the south-east of the country, all eyes are focused on the major Western oil firms and their plans to build an LNG plant in the area, engendering an investment of $20 billion.

Following TIRP and the expertise gained in Tanzania, CCC is well placed to target the upcoming gas infrastructure projects and LNG works.


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Mozambique LimitadaA Profile of CCC Mozambique

K. GREEN

After the successful completion of the Mozambique to Secunda Pipeline in 2005, CCC re- established itself in Mozambique in 2012 and opened up its new regional office in the capital Maputo. The company is now registered with the Ministry of Public Works and Housing and is licensed under the Civil Engineering section for carrying out construction works in the unlimited value category.

Due to the major upturn in the Mozambique economy following the cessation of its long civil war, the company’s prime aim and objective in establishing ties with Mozambique, are to conduct major construction activities primarily involved with civil engineering (upgrading of roads and bridges, dams, railways, and potential mining opportunities and so on) as well as public and private sector works projects and now – natural gas.

Natural gas has been discovered off the main coastline of northern Mozambique in the Cabo Delgado Province, near the town of Palma close to the border with Tanzania. The natural gas was discovered on shore, and also off shore in the Indian Ocean approximately 50km from land in what’s known as the Rovuma Basin. The discovery of natural gas in northern Mozambique is amongst the world’s most significant discoveries within the last 20 years. The Rovuma Basin has been split into two main areas. Area 1 is being developed and explored by the American company Anadarko Petroleum Corporation with its local company known as Moçambique Área 1, Lda (AMA1) who hold rights to the Area 1 for drilling wells. The project will entail the

development of a Liquefied Natural Gas (LNG) Facility and associated infrastructure to convert the natural gas to a liquid state and export it to international markets.

The proposed LNG Project would see Mozambique become one of the world’s leading natural gas exporting countries.

The three main elements of the project are as follows:

• Offshore: The drilling of wells and installation of pipelines on the seafloor to connect the wells and then bring the natural gas to the shore.

• Near Shore: Construction of a multi-purpose dock and jetties. The dock will house support vessels and allow for equipment and material (for onshore construction) to be brought ashore. LNG carriers will berth at the jetties while they are filled with the LNG.

• Onshore: Construction and operation of the LNG train facility and all associated infrastructure e.g. housing, construction camp, airport and so on.

From the above, it can be seen that it is imperative that CCC Mozambique (with its major experience in the field of LNG construction projects), endeavour to obtain an element of the construction process.

CCC Mozambique Limitada has for the past eighteen months, been engaged in a service agreement with Anadarko Mozambique Area1

Water Tanker operating on newly formed Access Road through extensive bush at the Afungi Area Site Aerial view of Bridge Damage - Northern Mozambique


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Mozambique Limitada

Lda in the Palma area for preliminary works. The scope comprises servicing Anadarko with hired plant to do bush clearing, construction of access roads, hauling of material and so on … This in itself has reconfirmed CCC’s commitment to work on upcoming packages in Palma and other remote areas in Mozambique.

Logistics, Climate & Health

Logistical Problems Mozambique has a coastline which is approximately 2,500km long and consists mainly of rural development. During its 17-year civil war, very little maintenance was obviously carried out on all forms of Government works in general, and as a consequence the state of the existing road infrastructure in particular is in a severe state of disrepair. With major projects therefore being carried out throughout this vast country and the remoteness of certain sites, logistical control of projects involving the flow of goods, materials, plant and personnel and so on, within the country becomes a major exercise and must therefore be planned accordingly.

With a distance of approximately 2,500km by road from Maputo (near the border with South Africa) to Palma (close to the Tanzanian border), forward planning will become a foremost assignment. Transport of goods by shipping is therefore considered to be a more viable option if cost effective.

Indicated in the photo is a typical case of major bridge damage caused by severe flooding which directly results in non-transport of goods, equipment and personnel as it is the only connection to certain areas. Such damage causes serious major delays to projects.

Climate & HealthAs well as logistical challenges, weather conditions can also play a major role in potential delay problems in the construction industry. The country experiences major rainfall especially in the northern areas where humidity levels rise considerably and cyclones are common which give rise to monsoon-like rains. The rainy season in Mozambique is also the hottest period of year.

One major draw-back concerning health in Mozambique is the prevalence of the communicable disease, malaria. The disease in dominant throughout Mozambique and results in many lost working hours of production, especially in the rural areas where large parts of the population develop the sickness.

Social & Community DevelopmentSince operating in Mozambique on the Palma Afungi Site Project for Anadarko, CCC Mozambique is fulfilling all the requirements in respect of employment of local employees and social responsibility. Training programmes for employees from the local community are being held on a regular basis, as well HSE and HIV/AIDS awareness campaigns. The goal to socially and culturally improve previously disadvantaged local personnel is of major importance to CCC Mozambique which in turn will indicate to the various governing bodies in Mozambique CCC’s commitment to the country and its intention to establish a long-term presence in the construction industry.

ConclusionIn light of the current stability of the country, Mozambique is now fast becoming an area for economic development by making use of their natural resources. Mozambique is endowed with rich and extensive natural resources: - hydroelectric power from the Cabora Bassa Dam on the Zambezi, coal, titanium ore, tantalite, graphite, iron ore, semi-precious stones and now natural gas.

As there are now many large international construction companies operating within the country, it is highly recommended that CCC take advantage of this upturn in prospective and potential workload by maintaining its current links with Anadarko as well as seeking other tenders on construction works locally within the area.

Distribution of HSE & Performance Related Award Certificates


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sManagement Operations Lessons Learned Meeting

U.A.E.

H. tADRoS

On 13 April 2014, the Executive Management held the yearly Management Operations Lessons Learned Meeting in Abu Dhabi to discuss and share lessons learned in a continuous effort to identify room for improvement of our operations to cope with fast market changes and meet the imposed challenges in the industries in which CCC is a major player.

The meeting was headed by CCC President, Engineering & Construction Samer Khoury and attended by the managing directors, area managers and senior management from Athens.

The agenda was set in advance to cover the major points that management should focus on. As usual, attendees’ emphasis was on safety awareness in CCC and an HSE presentation on all CCC projects was made and analyzed so that more improvements to CCC’s safety record could be added.

All attendees shared the commitment of delivering a high quality job from the outset. It was understood and agreed that a high quality job done the first time round is the fastest and most economical way of operating.

Sales and revenues of the CCC Group were also discussed. All attendees realize that the competition is getting higher every year and CCC is determined to cope with increasing competition.

Another major discussion item was about finalizing CCC’s pending variation orders and claims with our clients, partners and subcontractors. Huge amounts are involved and are awaiting agreements with our counterparts to finalize them. It was agreed to follow up more aggressively to settle them as soon as possible.

The attendees discussed how to improve our productivity to become more competitive and how to optimize Area overheads to reduce expenditures. A small reduction in the spent man-hour cost will lead to a huge saving in expenditures. On the other hand, for better monitoring and control of the projects it was agreed to make maximum use of our in-house systems on all projects.

Balanced scorecards, client satisfaction and employee satisfaction questionnaires and results were discussed and attendees were asked to encourage all our clients and partners to fill in the questionnaires as we care about their opinion and we listen to their complaints. As for the employee satisfaction responses, corrective actions are being taken and employees’ comments are being looked into.

The participants also talked about the Succession Planning & Shadowing Program which is an executive-led initiative aimed at ensuring that CCC has a sufficient pool of capable leadership talent ready to meet project staffing demands in the short to medium and long-term future.


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As recognition of the successful achievements of projects, it was agreed to launch the Critical Operational Efficiency Targets initiative again and the attendees agreed to encourage the projects to send their input periodically. Highest scorers of the last launch were awarded and the lowest ones penalized. Similarly, the Best Project Staff of the Period initiative was launched to reward the best performers. All staff members are encouraged to improve and contribute to this motivation and recognition initiative.

Moreover, it was suggested that Arabic staff and the local content in all areas be increased, that more staff be trained and motivated to go to Saudi Arabia, Iraq, Kazakhstan, Algeria and Africa. Besides, continuous efforts are exerted between areas/projects to find jobs for the available manpower and relocate them accordingly. GUDs should be encouraged to spread the new ideas and the spirit of innovation to staff while, in parallel, high performing staff should be promoted and take on key positions at the projects.

Those present agreed to continue enhancing the application of Sustainability as it is now becoming a requirement by our clients. On the other hand, CSR has become part of our culture towards the communities we are working in. We had good achievements in 2013 and the plan now is to achieve more in 2014. Areas and projects have a major role to play in achieving our targets.

It was also agreed to reinforce the implementation of the risk management system on all projects to identify the potential risks before their occurrence to minimize their negative effects in terms of safety, quality, cost and time.

The Big Data portal was discussed and it was agreed to adopt it. This gives analysis about most of the commodities we need for our operations and we can monitor the market to choose the right time to buy any of these commodities.

In the meeting, Mr. Khoury proposed the study of the book “The Toyota Way” which is about a new management method for better managing projects and increasing productivity. It was decided to assess the most relevant three initiatives to CCC operations and implement them on three newly started mechanical projects. The selected initiatives are: Pipe Fabrication, Work Action Resolution (WAR) room and Lesson Learned. Committees and taskforces were also formed to review staff input and select recommendations for implementation and preliminary names were identified.

Finally, the Ethics and Anti-Corruption policy was discussed and the attendees agreed to keep enhancing its implementation. External auditors are visiting sites to ensure its implementation.


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sPNG LNG Project Handing Over

Heat Stress Workshop ...in Partnership with the Supreme Council of Health

Papua New Guinea

Qatar

M. i. JAbR

t. MHANNA

Exxon Mobil PNG (EMPNG) officially accepted the plant from CJJV on 28 April 2014 and handed it over to the EHL Operation Team. This marks the milestone for the official completion of the construction, commissioning and Start-up Phase for PNG-LNG EPC3.

EMPNG held a celebration dinner for the three major sub-contractors and Yow-Yeen Lee, who announced that the plant was completed successfully and handed over for operation and presented each sub-contractor with a memento.

On behalf of the PNG-LNG team, we proudly present this unique and memorable memento to Muallem Samer.

On Thursday, 5 June 2014, a national Heat Stress Prevention Workshop was organized by the Supreme Council of Health (SCH) in the State of Qatar. SCH, in their effort to partner with the private sector, invited the Project HSE Manager to speak on the implementation of the Heat Stress Prevention Program implemented on the F-Ring Road Project which was conducted after approval and encouragement of the project manager. The presentation was received with much appreciation by the SCH officials and the more than 150 in the audience who represented the industrial sectors in the state of Qatar.


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ASSE GCC Gold AwardKuwait

b. MouSSA

Consolidated Contractors Company (Kuwait) W.L.L participated in the American Society of Safety Engineers-Gulf Cooperation Council HSE EXCELLENCE Award 2014 for the third time, winning the Gold Award for the second consecutive year.

The Award ObjectiveThis award was introduced to recognize leadership and excellence, and to encourage exceptional performance in private sector companies in the Gulf Region in the field of Health, Safety and Environment. The award was instituted by the American Society of Safety Engineers-Kuwait chapter, a non-profit voluntary organization. This evidence-based award showcases successful business models of organizations that uphold HSE management as a business value and excel in performance.

From left to right: ASSE Committee members Ahmad Al-Attar, President; Fadhel Al Ali, Chairman; CCC Area Managing Director, Bahjat Moussa receiving the award; Hindi Al Hajeri, Superintendent, HES, Saudi Arabian Chevron; VSVRA

Babu, Head ASSE GCC HSE Excellence Award 2014 Committee; Assistant to the Managing Director, Sultan Al-Ghanim; Chief Guest Ms. Wafaa Al- Zaabi, Deputy Managing Director of Kuwait Petroleum Cooperation.


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CSR News Reportt. AwAD

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

JORDAN

Museum for All (a Follow Up)The SPC Children’s Museum Jordan Partnership Agreement that was announced in the previous Bulletin has been successfully accomplished. The museum operated during the period from 18-27 May 2014 in the Hashimiya Municipality and the total number of visitors was 2,846 of which54.5% were from public schools. Based on visitors’ feedback surveys, 100% of the Mobile Museum visitors found that their overall visit was excellent and 100% found their children’s interaction was excellent. 94% of the visitors found the educational level of the activities is “Excellent”.

B’S WaraqThe King Hussain Cancer Centre Project managed to establish a connection with a new Initiative in Jordan called “B’S Waraq” in coordination with the Ministry of Environment as they provided KHCC Project with Five Bins free of charge and will collect paper for recycling on a weekly basis. The project management is in the process of arranging items made of plastic, glass and metal to be included in the initiative also free of charge.

GREECE

Paradise ParkAn educational and fun activity took place on 17 May 2014 for the children of our employees at the Paradise Park just outside Athens. The children got into contact with nature, the ways of developing the flora including different types of trees and vegetables and got acquainted with the domestic animals and the products that derive from them as well as the service they give to people. At the same time, they had lots of fun with different activities and games.


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The Belize Inspiration CentreThe wife of the President of Belize was building a hospital for local children where CCC helped to move hospital equipment from Abu Dhabi to Belize a few weeks back by plane. During the opening ceremony of the Belize Inspiration Centre, the First Lady thanked CCC by saying “CCC’s very kind donation added to making this dream and idea into a reality; the people of Belize are immensely grateful”.


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The Asian Cycling Championships, KazakhstanS. AbuHAMAD

The 34th Asian Cycling Championships and the 21st Asian Junior Cycling Championships took place from 25 May to 1 June 2014 in Karaganda, Kazakhstan. This event is held on an annual basis in an Asian country elected during the ACC (Asian Cycling Confederation) Congress.

The 2014 Asian cycling championships were held in Astana (for track competitions) and in Karaganda (for road competitions). Lebanon had the honour of hosting the Asian mountain bike championships back in 2012, and as a leading country in cycling in the Middle East, Lebanon takes part through the national teams in the Asian cycling championships.

This year, the delegation composed of Nazaret Habibian and our young junior cyclist Pegor Yacoubian, headed by the President of the Lebanese Cycling Federation and member of the Olympic Committee all took part in the said event in Karaganda.

30 Asian countries including Korea, China, Japan, Kazakhstan, Malaysia and many others participated in the events mentioned above. Arab countries that took part in the championships were Qatar, Syria, UAE, Jordan, Iraq and Saudi Arabia.

As for the junior category, 46 cyclists took part among them our promising Lebanese cyclist along with Qatari and Jordanian cyclists. The length of the race was around 126 km (8 laps of 15.2 km).

The Asian Cycling Championships are held under the supervision of the UCI (Union Cycliste Internationale) the International Cycling Federation.

Once again Lebanon could take part in these very important cycling championships and through the hard work of the federation and sponsors such as CCEP (Consolidated Contracting Engineering and Procurement) with the support of his Excellency Vazken Kavlakian the Ambassador of Lebanon to Kazakhstan, we made a young rider’s dream come true and engraved our country’s name among the best Asian countries.

On my behalf and the Lebanese Cycling Federation we thank everyone and in particular CCEP for sponsoring the Lebanese team.


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A New Labour Mess

Career Days in Saudi Arabia

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8 April 2014 was a special day at the Rabab-Harweel Integrated Project (RHIP) Early Works in Oman. The new labour mess was opened and the workers’ dining room was moved from the old mess of the previous contractor. The new dining hall provided by CCC was more spacious to accommodate the large number of workers on the project.

To mark the occasion, a special dinner was organized by CCC RHIP Management. CCC RHIP Kitchen personnel prepared a selection of sumptuous food with side dishes, fruits and drinks.

This event was well supported by the client, Petroleum Development Oman (PDO). CCC and

PDO Project Management had dinner together with the workers. They observed firsthand the enthusiasm of the workers for this activity and the positive impact made on the workers’ morale.

CCC Saudi Arabia participated in many social activities during the first 6 months of 2014 as a part of its CSR commitments.

Our attention was accorded to the provision of job vacancies for graduates of Saudi and foreign universities and colleges, and the general public of men and women and those with special needs.

This was achieved through the three following career day events:

• TVTC Career Day 30-31 March, for the training and recruitment of Saudi national graduates.

• Jubail Industrial College Career Day, at Jubail Royal Commission, from 21-23 April, for the training and recruitment of Saudi national graduates.

• A Career Day in Riyadh, was held by the Riyadh International Convention & Exhibition Center- RICEC, from 11-13 May, for the recruitment of Saudi national graduates. This is one of the major events the CCC team attended for the recruitment of both employees both male and female.

The CCC team made a great effort during all these career days, selecting and collecting more than 750 CVs and interviewing many applicants. Our team was pleased to have the support and assistance of the Human Resources and Public Relations Area Manager, and area management in all career day events, which led to enhancement of the affirmative image of care on the part of CCC’s CSR commitment in Saudi Arabia.


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Community Volunteering - Environmental AmbassadorsM. MuSLiAR

The Environmental Agency of Abu Dhabi (EAD) is embarking on a rigorous campaign to protect and preserve the shared natural resources of the country. To ensure participatory-involvement of major segments of the society, members from government departments, public sector organizations, major private sector companies, educational institutions and NGOs were invited to take part and contribute in the campaign and project implementation programmes.

As part of our CSR outreach, we have been a distinguished contributor to the cause of environmental protection in Abu Dhabi, by involving ourselves in various programmes introduced by EAD. The active participants of the programmes are considered as Environmental Ambassadors to EAD. A meeting of the Environmental Ambassadors was held recently, headed by the Director, Environmental Outreach of EAD to introduce their latest initiatives. This event was well represented by all sectors of the society. The number and diversity of participants in the meeting can be seen in the photograph.

Key environmental and sustainability challenges faced by the Emirates were presented to those who attended the meeting. A nine-member task management committee has been formed by EAD comprised of selected members from all sectors of society who attended the meeting. The committee selected Dr. Ali Awadh Al Amoudi

from Abu Dhabi Oil Refining Company (TAKREER) as leader of the committee and the Lead CSR Coordinator from CCC as assistant leader. Other members of the committee are from Ministry of the Interior, Public Works, Municipality, and so on. The committee has been entrusted with the responsibility of preparing a plan of action by identifying critical areas from the overall programme of EAD and initiate action by forming different project. The management committee of volunteers will also support EAD to organize functions, field works, logistics and technicalities required to carry out the campaign message to all sectors of the society.

The Emirate of Abu Dhabi is among the highest per capita greenhouse gas emitting countries in the world, at around 47.62 tons of GHG per year, according to the Greenhouse Gas Inventory. The growing GHG emissions percentage is of great concern to the authorities, as this will have negative environmental, economic and social impacts.

The Project Management Committee held its first meeting at the end of May 2014 and decided on the amount of volunteer support that would be required to implement the programme.

The volunteers are to play an active role in raising awareness of the issue of water scarcity in the country and efficient usage of high cost

First meeting of the Environmental Ambassadors Management Committee


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Community Volunteering - Environmental Ambassadors

energy, through engagement with business, government departments, farmers, educational institutions and the general community. The volunteers are also building a Juniors Team, by selecting students from schools as junior environmental ambassadors.

The Juniors Team brings together all children and youngsters with potential to lead by example and encourage positive environmental practices within their families, schools and peers. The volunteers will train them to be role model to other peers by adapting positive environmental practices in daily life and share learned knowledge with their family members and peers to encourage them to be environmentally friendly in all spheres of daily life. The juniors will be able to generate enthusiasm among other students to save energy, reduce food print, purge plastics, go greener and share ideas and suggestions on how to promote environmental practices among children and youth. A Communications Team led by school teachers was selected to expedite the activities of the Juniors Team and monitor its progress.

Water has been considered equally or more important than oil for the UAE as Abu Dhabi has one of the world’s highest per capita water consumption rates. The climate condition being hyper-arid, ground water in the Emirates is effectively a non-renewable resource. If

society neglects to collectively address its approach to water use, the demand for ground water is predicted to increase by 30% by 2030 to keep up with socio-economic growth. The diminishing ground water level and the true cost of desalination are a major cause of worry. The Abu Dhabi power and water plants combined generated over 30 million tons of greenhouse gas emissions which is 31% of Abu Dhabi’s total GHG emission, an influential factor in climate change.

Marine discharge of heated brine from desalination process is also raising seawater temperatures and salinity, which endangers marine bio-diversity, a contributing factor to climate change. There are things that everyone can do, irrespective of roles and sectors. Act now and collectively, to change society’s fundamental relationship with water and power, is the message to all and the volunteers led by the Project Management Committee will do their best to take this message to all.

Our continued volunteering support to EAD has put CCC among the major CSR contributors from the private sector companies in Abu Dhabi. It is a rewarding one, as we are selected to jointly lead the activity with members from major public sector oil companies and government departments.


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Earth Houropera House Downtown Dubai Project

M. MuSLiAR

Earth Hour, the global movement committed to reducing environmental impact, was observed in all UAE Area projects and offices on 29 March 2014 from 08.30 to 09.30 pm.

However, for the Opera House Downtown Dubai, the new project in Dubai, the attitude and celebration was clearly noticeable because of its particular setting in the busy and bustling atmosphere of the Dubai Metropolis. The project site, which is also in the vicinity of the tallest building in the world - the Burg Khalifa – on the night of Saturday, 29 March 2014 was pictured as seen in the photographs.

The ultimate aim of celebrating Earth Hour is to remind everyone to help make tangible changes that impact the planet by engaging and inspiring employees and families to uphold and carry the spirit of Earth Hour to the hours beyond.

The OHDD Project has set a visible and valuable precedent in delivering their corporate social responsibility in this instance.


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HSE Award at King Abdulazizinternational Airport Project, Saudi Arabia

S. RAMADAN

The KAIA Project achieved 15 million man-hours without a lost time incident during the month of May 2014 which is another significant milestone, proudly achieved.

On 3 June 2014 a ceremonial event was held by the project management at the GACA Media Center in Jeddah. The Area Managing Director and the Project Director expressed their warm welcomed to invited guests.

The Assistant Vice President of the General Authority of Civil Aviation (GACA), Eng. Mohamed A. Abed, presented a Certificate of Excellence to the CCC-KAIA management for this significant achievement. This is another great boost to the HSE culture of CCC and its management’s commitment to its people, always seeking ways to improve the safety awareness of all staff and workers. This motivation is continuously demonstrated on the project.


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FAST is acceptable, but QUALITy is everythingA. FARouK

How could you work in FAST track?At the Lausil Multi-Purpose Hall Project, under the dynamic leadership of the management team who have entrenched the principles of fast track in leading by example, we are learning how to handle real challenges in achieving the highest standard of quality when the time is crucial factor without compromising our company safety culture.

In this instance, When the Management had a severe time constraint for completion of Lausil Stadium/Lausil Multi-Purpose Hall, extensive use of precast concrete components (1076 Bleachers and 403 Architectural Cladding Panels) made a major contribution to meet the client’s objectives of a shortened construction program while providing a quality end product.

As well, Precast Bleachers and the cladding panels will enable the project to be completed quickly, allowing work on installation of services and finishing trades to commence early. Shortened construction time reduces building costs and enables earlier use of the completed facility in order to fulfil the required obligations.

Hence, Structural precast Elements utilized to expedite the completion of

278,000 m2 of external/Landscaping works and the installed 1076 Bleachers to avail 16000 seats for 16000 spectators were completed with precast architectural panels are an innovative approach between the meaning of FAST TRACK Project and the current utilized strategy in LMH.

How should the QUALITY maintain in such projects?In this project, a successful project culture environment has been established to share the project information innovatively between all disciplines. Also the project quality planning competency level has been raised by providing appropriate trainings to project personnel. Our proven Project and Quality Management


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Success System™ is supported by intensive research and impeccable cooperation between all departments, especially the Construction team. We continuously strive to achieve these challenges by the following:

1. Benchmarking the current organizational performance while creating a well-organized monitoring system within the departments.

2. Establishing a productive Quality management culture via proper implementation of the KPIs, and closing all the non-conformances as well as other deficiency reports.

3. Frequently Auditing the project to identify the challenges and providing improvements.

4. Motivating all the GUDs who persistently keep their areas of works with better and commendable quality records by appreciating as well as presenting them with quality awards.

Time is money on any job site, where schedules must be met and all delays translate into lost revenue.However, faster is not always better. But the lives of innocent people are very important. Engineers and construction workers both have an obligation to make sure that the structure is completed with as little error as possible, not to get it done as fast as possible.

In LMH, we always believe that “Quality” means doing it right once with minimum supervision.


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Reduce, Reuse and Recyclet. H. RuSHAiDAt

In a previous Bulletin, I published an article with the title “Sustainability as a Way of Thinking ... Not an Endpoint”. I received a lot of feedback regarding sustainable practices during our daily life, at school, in our homes, at the office, and so on. I will not go through it since nowadays all these daily practices have become well known, but I would like to tackle the core of all these practices, which is the basic rule “Reduce, Reuse and Recycle”.

Being a founding member of the 3Rs Subcommittee of the Corporate Social Responsibility Department (CSR-3Rs) at the Athens office, please allow me to go through this rule in detail for the purpose of increasing awareness.

The main goal of this rule is to extract the maximum practical benefits from products and to generate the minimum amount of waste. This can be achieved by following the three R’s:

• Reduce: Use fewer resources in the first place. This is the most effective of the three R’s and the place to begin.

• Reuse: Before recycling or disposing of anything, consider whether the product has life left in it.

• Recycle: A lot of our used items can be recycled and potentially create new products that can be reused such as paper and others items. In addition, buy products that contain recycled materials.

Just one simple example of the associated influences is climate change, as about 42 percent of carbon emissions can be attributed to the lifecycle of the goods we buy, and our food. The figure shows the greenhouse gas sources and sinks associated with the life cycle (production, transportation, use and disposal) of materials.

We at CCC, due to the number of projects we have in hand and the amount of resources invested in these projects in terms of staff, labourers, material and plant, absolutely need to implement such initiatives and increase the awareness of the project teams.

Finally, what we are looking for is to reduce the amount of disposable products you purchase. When you have to purchase a disposable product, find ways to reuse it. When you cannot reuse the product, find a place that will recycle it.

Remember… when you cannot reduce, reuse. When you cannot reuse, recycle.


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The Power of HumilityDR. R. ELHAJ

The Latin root of humility is humilis, meaning humble. Humility is the quality of being humble with absence of pride.

Humility is the mother of all virtues. It unleashes all other virtues and all positive growth and advancement. Humility opens our eyes and broadens our views. People with humility have high influence value; they have nothing to hide and nothing to fear. Humility allows them to see the big picture and to truly believe they are not the entire picture.

Humility determines how we think and who we are. And who we are determines what we see and what we see determines what we do. Consequently, the quality of our life hinges greatly on humility. The degree of humility we have determines our success, happiness and satisfaction.

People with humility do not think less of themselves, they just think of themselves less. Humility is not just putting us down. On the contrary, it is a positive activity and approach to fight arrogance which is considered as one of the most destructive paradigms in life. Arrogance can easily cloud our view of ourselves and the world around us.

When people with humility commit a wrongdoing they admit it and others will take the wrongdoing from them. And when there is credit to be given, people with humility give it to the people and people in turn will return the credit to them.

With humility we use our weakness and our ignorance to our advantage. We enhance our courage to admit when we do not know, so we will know. We admit when we have a problem so that we can solve it. With humility we allow ourselves to be humble with empathy that draws people to us.

Anyone can claim that he/she has humility. But practicing humility is the real indicator. Humility is the number two value in our company (Core Values Booklet, page 7) which all should practice and commit to. The real practice of humility will eventually bring many of the benefits shown in the graphic.

With what humility brings we are bound to succeed at all levels. Humility opens the door to learning and improvement and to higher levels of achievement.

H Team Spirit

H Loyalty

H More Respect

H Accountability

H Commitment

H Motivation

H Self-discipline

H Better Relation

what Humility brings


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Family Day 2014


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reRally Paper 2014

A. KHouRy

CCC Athens Rally Paper No.15 ended successfully. 25 teams took part in the most unpredictable ever rally that has taken place here in Athens. The teams’ top positions were changing from one station to another. Therefore we were not surprised by the fact that the race finished with two teams having the same number of points. However, “on the spot questions” gave the first place to the WASSIM ABDUL-BAKI SARA YEHYA team leaving the RANA MAKAREM-SANAA SARIEDDINE team in second position. ROBERT NACCACHE-ANIS NACCACHE took third place.

Amazingly we are still getting new winners every year proving that Rally Paper is not dedicated to certain people who are strong in general knowledge but also the ‘hunch and fluke’ of things may play a major role in winning the game.

Thanks to all those who helped on the day and to Samir Sabbagh for his great support.

On behalf of the Rally Paper team I would like also to thank CCC for providing its employees with the opportunity to participate in and enjoy such activities and that makes us feel very privileged to be members of the CCC family.


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Rally Paper 2014

CCC Rally Paper 2014 Winners


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Baby Twins!

Wael A. Al-Zaafrani (KAIA Project, Saudi Arabia) and his wife Nahed Hazzaa are extremely happy and thankful to announce the birth of their twins, Ali and Talia. They were born in Cairo, Egypt on 4 April 2014.

Salman Ayub (LMH Project, Qatar) and his wife Ruksana are pleased to announce the birth of their twins Raihan and Simrah. They were born on 29 May 2014 in Featehpur, Rajasthan, India.

Baby Girls

Sam T. Varughese (RHIP Project, Oman) and his wife Lijy S. Tharakan are glad to inform you of the birth of their first baby, a girl named Angel Sara Sam. She was born on 14 March 2014 in their home town, Thiruvalla, Pathanamthitta, Kerala, India.

Lara is the name of the ‘wonderful, cute’ baby girl born to Marwan Al Assad (WGP Project, Saudi Arabia) and his wife Adele Al Mamlouk. She was born in Charlotte, North Carolina on 13 May 2014.

Anas Shaheen (EPSO, UAE) and his wife Hana Abu Dayah are happy to announce the birth of their first baby girl whose name is Zeina. She was born on 31 May 2014 in Abu Dhabi.

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

Omar Sawalha (Morganti, Jordan) and his wife Lina Khalid Haddadin have announced the birth of their baby girl called Sama. She was born on 9 November 2013.

Baby Boys

Mohammed Hassan (EPSO, UAE) and his wife Sara Alfukaha are happy to announce the birth of their first baby boy (Sameeh). He was born on 1 April 2014 in the UAE.

Ghulam Fareed (Oman, DMIA-MC1 Project) and his wife are thrilled to announce the birth of their son named Muhammad Ahmed. He was born on 4 April 2014 in Pakistan.

Baha Diek (JHAP Project, Jubail, Saudi Arabia) and his wife Amani are pleased to announce the birth of their son Omar. He was born on 21 April 2014 in Jubail, Saudi Arabia.

Khaled Manna (RKPP Project, Saudi Arabia) and his wife Reham are very happy to announce the arrival of their first baby boy. His name is Fawzi and he was born on 10 April 2014 in Amman, Jordan.

Mohammed Shuja Uddin (MTB Project, UAE) and his wife Asiya Sultana, are very happy to announce the birth of their first baby boy named Mohammed Shahid. He was born on 4 May 2014 in Gulbarga Karnataka, India.

Engagements and Marriages

Zahid Hamid Khari (KAIA Project, Saudi Arabia) is very pleased to announce his marriage to Nimra Manzoor. The ceremony took place in his home town Mustafabad Dharampura Lahore, Pakistan on 18 January 2014.

On 27 February this year, Mohammad Azam (RKPP Project, Saudi Arabia) got married to Farheen Begum. The happy occasion took place in Brundavan Gardens, Siricilla, Dist: Karimnagar, Telangana, India.

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Quarterly Magazine of Consolidated Contractors Company

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

CCC BULLETIN P.O. Box 61092

Maroussi 151 10

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

see The BULLETIN on line at www.ccc.gr -> About Us -> Our News -> Quarterly Bulletin

The BULLETIN is a publication issued at CCC in Athens by volunteer staff.

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

Front Cover Photos are a creative mix from a Morocco scene to a South African bush symbolic of CCC’s long reach in the continent.

2nd Quarter 2014 Issue 110