3rd Quarter 2015 Issue 115 - Consolidated Contractors … · 3rd Quarter 2015 Issue 115. QATAR Ras Laffan Port Expansion Project. Bulletin Issue 115 3rd Quarter 2015 Bulletin Issue

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Our Record in Sea PortsInfrastructure Projects

Quarterly Magazine of Consolidated Contractors Company

Issue 1153rd Quarter 2015

QATAR Ras Laffan PortExpansion Project

C C CBulletin Issue 115 | 3rd Quarter 2015 Bulletin Issue 115 | 3rd Quarter 2015

CONT

ENTSFrom the Desk of... 3 Infrastructure Shift Samer S. Khoury

Recent Awards 4

Quality Management 5 Quality System Audit M. Soufyan

Feature 9 New Port Project (Hamad Port), Qatar G. Kawash

12 New Port at Al Duqm, Oman M. Suleiman

14 Khalifah Port & Industrial Zone, Abu Dhabi F. Abdulmuti

15 Ras Laffan Port Expansion Project, Qatar M. Chatila

19 Salalah Port Expansion (Phase II), Oman Z. Kamel

24 Sohar Port & Industrial Area Infrastructure Project (SPH), Oman A. Akkad

Area News 26 USA: Project News from Morganti L. Istambouli

Health, Safety & Environment 27 Qatar Petroleum HSE Excellence Award S. Qabaha

Human Resources 28 #Future Leaders: Effective Leadership Styles C. Vyltaniotis

Corporate Social Responsibility 31 CSR News T. Awad

33 CSR Volunteer of the Quarter T. Awad

34 Summer Training at the Nile Corniche Project R. Khalil

35 First Aid Training for CCC Egypt Employees N. Ammar

36 Donations to Earthquake Victims, Cephalonia, Greece F. Sotiropoulos

Youth Detention Centre G. Mouzakitis

37 International Baccalaureate Students Volunteering Week L. AggelopoulouD. NtalachaniN. Rayya

38 Award Presentation, Atyrau City, Kazakhstan A. Mushtaha

Environmental Emergency Management, Abu Dhabi M. Mamunni

39 The “Together for a Better Future” Programme, Dubai M. Mamunni

40 Ethics Compliance Programme T. Awad

41 Midfield Terminal Project, Abu Dhabi, Donation D. Mahboobeh

Milestones 43 Engineering News Record Ranks CCC First in Middle East Bulletin Editors

44 Announcements

Bulletin Issue 115 | 3rd Quarter 2015 Bulletin Issue 115 | 3rd Quarter 2015

3C C CBulletin Issue 115 | 3rd Quarter 2015 Bulletin Issue 115 | 3rd Quarter 2015

FROM

THE D

ESK

OF...

President Engineering & Construction

SAMER S. KHOURY

INFRASTRUCTURE SHIFT

The current drop in oil prices has forced several national and international oil companies to delay their planned large infrastructure oil and gas projects. Instead, they are prioritizing their spending on gas and brown field projects.

CCC was prudent in diversifying into the infrastructure fields a few years ago. We shifted our focus away from oil and gas and into major infrastructure works in the transport sector such as ports, airports and metros as they are complex projects and, regardless of oil prices, they will continue to grow, especially in the Middle East.

As seen in several articles published in the Bulletin, CCC has captured a large number of mega port projects and, with our partnering strategy, we were able to execute these projects on schedule.

In this volatile market, CCC has no option but to keep expanding into new fields, and I am counting on you all to help us achieve this goal.

C C C Bulletin Issue 115 | 3rd Quarter 2015 Bulletin Issue 115 | 3rd Quarter 2015

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EPC Work of Nasr Full Field Development Project - Package 3 - Onshore Das Work

UAEThe project comprises the engineering, procurement, supply and installation of the facilities mentioned below along with related material and bulks such as equipment, piping, valves, cables, instruments, fire, gas and so on. The scope also includes general demolition of existing

equipment, structures and civil foundations.

Facilities include: 16” MOL extension, replacement of all HP and LP separator internal (seven trains), C.O. charge pump, four steam heaters, seven horizontal and eight vertical product pumps, a new 30” stripper off gas line, a disposal flare, a new boiler (70 T/hr) with all condensate treatment, cooling water and boiler feed water and deaerator units and utilities, a new 11KV/3.3KV/415V electric substation, as well as soft and hardware modifications at local control and electrical rooms and electrical substations.

Engineering and procurement will be carried out by CCEL.

The client is Abu Dhabi Marine Operating Company (ADMA OPCO) and the consultants are Technip-PMC (UAE).

The contract was awarded on 29 June 2015.

The project start was 1 August 2015 for a duration of 33 months ending on 30 April 2018.

Hills Development Main Building WorksUAE

The project comprises carrying out the works and completion of design (to the extent provided for by the contractor) and construction of two residential towers (comprising Tower A1 & A2 and Tower C1 & C2), two hotel and serviced apartment towers (Tower B1 & B2) as well as

interconnecting basement car parking and podium together with associated external works, external services, hard and soft landscaping to the Hills Project forming part of the development known as Emirates Hills in Dubai. The built-up area is around 200,000m2.

The client is EMAAR Properties and the consultants are Design and ARchitecture Bureau (DAR).

The contract was awarded on 13 July 2015.

The project start was 20 July 2015 for a duration of 22 months ending on 20 May 2017.

Construction of Automated People Movers Head House – Phase 1 at Midfield Terminal Complex, Abu Dhabi International AirportUAE

The project comprises the excavation, structural concrete works and backfilling for an underground tunnel intended for use as an automated people mover as part of future expansion works for Abu Dhabi International Airport.

The client is Abu Dhabi Airports Company (ADAC) and the consultants are Kohn Pedersen Fox.

The contract was awarded on 26 August 2015.

The project start was 1 September 2015 for a duration of 18 months ending on 28 February 2017.


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Quality System AuditM. SOUFYAN

IntroductionThe requirements of quality audits apply to the audit of a quality management system, including the policies, practices, products and services to which the quality management system relates. The quality audit is not limited to the audit of procedures implementation. In order to determine whether the quality system is effective in maintaining control, the auditor also has to check that the products or services provided by the organization meet specified requirements.

If the products or services do not meet specified requirements, or the prescribed quality objectives are not being achieved, something is clearly wrong with the quality management system. It means that the system is a waste. This does not only mean a failure of a process or a procedure related to product realization (core processes), it could also be a failure in the management system related to human resources or the work environment. This means we need to consider the overall aspects of the quality management system to make a proper evaluation.

PurposeThe purpose of a quality management system audit is to collect factual information about quality performance. Having established a quality management system, it is necessary to install measures that will inform management as to whether the quality management system is being effective. Audits gather facts: they should not change the performance of what is being measured and they should be performed by personnel who are not responsible for the process being audited.

Types of AuditFirst Party Audit

An audit by the organization or a project of its own quality management systems to assure development, implementation, effectiveness and improvement.

Second Party Audit

An audit by the organization (or a representative) on its suppliers and subcontractors to determine suitability and performance of the quality management systems and also to determine if specified requirements for products or services are being met.

Third Party Audit

An audit by a certification body which is commercially and contractually independent

of the organization, its suppliers and subcontractors. This audit is carried out to determine whether the quality management system has been documented and implemented in accordance with applicable standards.

Audit ClassificationsSystem Audit

The system audit is carried out on the quality management system of the organization. The following items should be considered:

• Has the system been developed in line with the requirements of the main processes of the organization?

• Has the system been developed in accordance with an applicable quality standard?

• Have supporting processes been identified and developed?

• Has the interface of processes been identified?

• Are resources available for process implementation?

• Is the system successfully implemented?

• Has the organization developed a system for measurement, analysis and improvement?

Product Audit

This type of audit concentrates on product manufacturing (for example, pressure vessels manufactured in line with ASME Code, Section VIII, Division 1 or 2) as a minimum. The following items should be considered:

• Design standard and criteria.

• Material selection process, although material may be selected to meet tensile strength requirements, failure mode depends on type loads. For example, if the material is subject to cyclic loading, it may fail due to fatigue at a pressure much lower than the tensile strength of the materials.

• Construction methods used by the project. Construction methods and material handling may produce localized stresses that may lead to failure at earlier stage than predicted.

• Product meeting specified requirements.

• Product is fit for purpose.

• All rules and regulations have been identified and implemented.

• All required certifications have been obtained.


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Phases of the AuditThe quality audit process consists of many planned phases to follow, after confirmation of the scope of work. The project scope is required in order to determine the qualification of the audit team and to plan the audit.The following items represent the main phases of the audit:

• Audit schedule

• Audit planning

• Audit preparation

• Conducting the audit

• Audit reporting

• Corrective action and closing of audit

The above activities are carried out for each audit. Upon having enough information from different audits a trend analysis is carried out followed by root-cause-analysis. The results of such an analysis are presented for management review in order to take action for improvement of the management systems. This process is illustrated in Chart 01.

(Steps 01, 02, and 03 in the chart are presented in this issue of the Bulletin with the rest of the process to be presented in Bulletin Issue No. 116.)

Audit ScheduleThe project internal schedule is usually prepared by the quality assurance engineer, reviewed by the quality manager and approved by the project manager. During preparation of the schedule, the QA engineer will consider all the departments and processes of the project. When a process is audited, the QA engineer will ensure that systems are implemented and the product meets specified requirements. Chart 02 represents a sample of an audit schedule.

The frequency of audit for each department or process depends on the complexity and importance of the process, the value of the product and the time constraint. Chart 03 describes the process implemented for the preparation and approval of the audit schedule.

Audit Schedule

Audit Planning

Audit Preparation

Conducting the Audit

Audit Reporting

Management Review

Corrective Action& Closing of Audit

Trend Analysis

Root - Cause - Analysis

Quality Records

Quality ManagementSystem Improvement

1

2

3

4

5 6

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Bulletin 116

Chart 01


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Quality System Audit

Coordination with the AuditeeIn some cases the specified time for the audit in the schedule may have a conflict with some important activities that may cause a negative effect on the project schedule or cost. For this reason it is important to agree and to confirm the audit time and duration with the auditee. This is applicable for internal audits conducted by the quality assurance department and for external audits conducted by the corporate office.

The lead auditor is responsible for coordinating and agreeing on the time and duration of the audit with the auditee.

Audit PlanningThe audit plan is prepared by the audit team leader based on the scope of work of the project. For the internal audit of a department, the plan should consider the scope of the core processes of the department such as design activities, procurement of materials, field engineering and construction. Supporting processes should also be considered such as document control, information technology and planning.

It is required that the audit plan be forwarded to the auditee in advance. The department manager (for internal project audit) will inform all personnel within the department about the time they are required to be available for interview during the audit. This is done by the project manager for external audits. The audit plan will be discussed and confirmed during the opening meeting.

Audit PreparationAssigning an Audit Team

The lead auditor is responsible for the selection of the audit team. This selection is based on the scope of the audit which in turn has been generated from the scope of work. The scope of work in a construction project can be very complex. Therefore, the audit team should have enough experience in quality management and also in product realization. The function of the audit team may be summarized as follows:

• The quality management system is established in line with the requirements of the organization and international standard such as ISO 9001.

• The quality management system is properly implemented.

• Adequate resources are employed.

• The product or service meets specified requirements.

• Processes are established and implemented for product realization.

• Measurement and analysis is carried out for the purpose of improvement.

The audit team must be competent in covering the system and product audit.

J F M A M J J A S O N DDescription x xMechanical x xPiping x xCivil x xE & I x xPlanning x x xEngineering x x xProcurement x x xCommissioning x xMaterials x xDocument Control x x xSubcontractor x x xSuppliers x x x

Chart 02


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Defining Responsibilities

The lead auditor is responsible for assigning the responsibilities of the audit team based on their experience. For example, the audit of a fabrication shop requires good knowledge in many areas such as the fabrication process, welding, materials, NDT, Talisman, codes and standards, while the audit of civil works requires good experience in earthworks and concrete works or structural steel applications.

Initial Review

It is preferable to obtain enough information about the project prior to the audit such as

a project quality plan and a list of applicable processes and procedures. This will give the auditor information about the scope of work and also enable the auditors to conduct a review of the requirements prior to conducting the quality audit.

Preparation of Checklist

It is advisable to generate a checklist for the process subject to audit. However, the checklist should be used as a reminder of the main requirements and not to create a limit or boundary for the audit process.

Quality Manager Project Manager Customer

Start

CONDUCT REVIEW OF AUDITREQUIREMENTS- Project Quality Plan- Applicable Contract Specifications- Scope of Work

1

Conduct Review

Customer ApprovalRequired

Identify Audit Requirementsfor the Project IncludingInterface With Customer

Forward toProject MGR for

Review

Clear Commentswith P.M. or Incorporate

in the Audit Schedule

Forward toCustomer for

Approval

ApprovedProvideComments

Sign & Return toQuality MGR.

Review AuditSchedule

ApprovedProvideComments

Return toQA/QC MGR.Conduct Review

End

2

Prepare a Detailed Audit Schedule3

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8

910

11

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Activity

Document

Meeting

Input

Decision

Direction

Start/End

FlowchartKey

Chart 03


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New Port Project (Hamad Port), QatarContainer Terminal, Infrastructure & Utility Buildings

G. KAWASH

As part of Qatar’s preparation towards hosting the World Cup in 2022, the New Port Project is one of the largest greenfield port developments in the world. This reflects the country’s ambitious expansion plans (envisaged in the Qatar Vision for 2030) that are closely aligned with the Qatari pillars of environmental, economic, human and social development.

The demand for a modern port with an increased capacity to meet Qatar’s growing import demands reflects the need to expedite the completion of this mega project.

The new Hamad Port is located in the south of Doha with a forecasted budget of QR27 billion (US$7.4 billion). Meanwhile, the New Port Project stays on track to be operational by 2016.

Once completed, the Hamad Port will be one of the major ports in the world with 26.5km2 of land development that includes the Emiri Naval Base and the Qatar Economic Zone 3.

Three major contractors were awarded this significant port development. This development includes the excavation of the basin and constructing the quay wall, access channel dredging to the port and the container terminal, infra-structure and utility buildings.

The port’s massive construction quantities are worth mentioning:

• Basin excavation 71 million m3, 8.5km of 22m height quay wall with 35,224 precast concrete blocks installed that range between 60 tons and 110 tons.

• 6 km2, 20 metre-deep access channel

• TCC/CCC Joint Venture scope consisted of 72HA of paved container terminals, 28km of road networks with all landscaping and underground utilities to service the entire port, nine major substations of 22KV (the first of the kind in the State of Qatar connected to a load of 72MVA), refrigerated containers, hazardous container handling facilities, 13 package substations, land fuel facilities, 12 pump stations, potable water storage tanks, two full sewage treatment plants, a storm drainage system, fire fighting facilities, telecommunications and data networks, 420 major road crossings and nine design and build port administration and operational buildings.

• Three container terminals, with a capacity of six million containers: the main container terminal is currently being executed by TCC/CCC and another two are planned. Maybe TCC/CCC will have a share in building them in the near future as both are identical to the first

terminal.

• Temporary facilities at the location of Terminal 3 are being executed by TCC/CCC JV as part of variations allowing the operation to commence as soon as the end of 2015.

TCC/CCC JV scope description in figures:

• Total Excavation -1,947200m3

• Piping Work -1,516,900Lm

• Planter Boxes - 1,300

• CBGM - 573,000m2

• Asphalt Base Course - 670,730m2

• Kerbstone -106,500Lm

• Pumps -168

• HV Cables - 57,800Lm

• Transformers - 23

• Diesel Tanks - 19

• Blockwork - 35,500m2

• Backup Generators - 12

• 22 KV LV Cubicles - 252

• Total Concrete - 211,650m3

• Total Backfilling - 1,749,700m3

• Sub Base -1,398,200m2

• Block Paving - 573,000m2

• Asphalt Wearing Course - 621,800m2

• Lighting Package Substation -13

• High Mast & Light Post - 926

• LV Cables - 227,240Lm

• 22KV GIS Switch Gears Cubicles - 77

• Overhead Cranes -15

• Rail Installation - 2,400Lm

• Manholes/Chambers - 5,500

• Duct banks - 35kmThe scope of works was widely spread and logistically challenging. Engineering requirements were considerable especially with verifications of electrical design, design and build scope for the operational buildings; in fact, a total of 4700 IFC drawings resulted in 10,500 fully coordinated shop drawings. The task of coordinating the enormous number of underground utilities was decreased through the use of in-house Building Information Modelling (BIM). The project took advantage of all the support groups within CCC:

• EPSO executed the design and build scope. This included nine operational buildings meeting GSAS rating, two sewage treatment


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plants, electrical verifications, detail design and confirmations of electrical MAR as well as the completion of 3000 rough shop drawings 5000 CCC build shop drawings.

• CPD purchases of major long lead electrical equipment.

• E-procurement in the UAE.

• Teyseer Contracting – Asphalt division for asphalt works.

• ACWA for sewage treatment plant for process design and construction.

• Project in-house shop drawings and coordinated 2000 shop drawings, all in house coordination using BIM.

The majority of the civil works were executed using CCC equipment whereby project management encouraged and ensured maximum utilization and implementation of said equipment.

Major CCC plants have been established. This includes an asphalt plant by TCC, two crusher plants, two CBM plants and a concrete batching plant. All of the above helped reduce the increased cost and, most importantly, decreased the dependence on external resources which is currently the main challenge faced in Qatar where a tight market is having to execute multiple projects simultaneously.

Moreover, obtaining raw materials is a major challenge that is being overcome with the project’s determination to meet target dates and explore various alternative sources when the need arises.

Planning the execution of works was time consuming due to the logistical spread of works (over 26.5 km2) and the construction of a road network spanning 28 kilometres. Thus, maintaining Health, Safety and Environment (HSE) requirements and ensuring the highest quality standards throughout the site was meticulously undertaken by the project team.

With much of the works headed towards completion, TCC/CCC JV won several awards for best performances in HSE, quality control and a KPI silver ranking among the 12 main contractors currently working at the NPP site. Recently TCC/CCC JV accomplished 15 million man hours without a lost-time incident. Lastly, TCC/CCC JV was named best contractor at NPP for 2014.

The project is supervised by the NPP steering committee with a full staff present on site. PMC managed by AECOM and Worley Parsons are the

main engineers on the project.

Under this contract the following challenges were faced:

• The majority of the works are executed by the TCC/CCC JV team and only speciality items were subcontracted. This in turn required extensive supervision in order to maintain control of HSE, quality and schedule.

• Interlock pavements of the container terminal that cover 575,000m2 began only after the completion of the numerous underground utilities (they required substantial coordination but were facilitated by using in-house BIM). The second challenge faced with interlock was getting the approval of the local stone pavement manufacturer. This proved to be a major logistical difficulty. Most of the projects in Qatar import interlock due to its high level of strength and the need to maintain project quality requirements. However, major improvements to the local plant were


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conducted through the insightful contributions of the project team as well as the allocation of a QC engineer whose role it was to monitor the production of the manufacturing plant. This exerted greater control over daily delivery and quality outcomes.

• The Cement Bound Granular (CBM) stabilizer mix design produced by the project and on site is another example of logistical gains and dependability on the JV rather than external sources.

• The scope of work was impacted by a revised design consisting of almost 3000 IFC drawings. A key challenge faced was the fact that there was a need to stay within the time frame in order to complete the works by the original completion date.

• New specifications of 22 KV for the project were the first of their kind to be introduced in Qatar. This proved to be time consuming because it required the obtaining of approvals on detail design and electrical equipment to

meet Kahramaa standards (these were being established within the project time frame).

• Underground and above ground piping consisted of all types of pipes: HDPE, PVC, GRP, DI and steel piping. These were all installed by TCC/CCC JV crews.

• Sewage treatment plant detail design was executed by ACWA and EPSO. This highlighted CCC’s capabilities in successfully executing all aspects of in-house design and build thus making TCC/CCC a distinguished contractor among all the other contractors at the NPP site.

• Over 130 method statements were established to deal with the rigid requirements of meeting the most stringent specifications from QCS, project specifications and other standards such as BSI and ASTM.

• The project consisted of every aspect of civil and MEP works including: piling works with 298 1.2m dia. and 24m deep with crane rail of 2400Lm HV switch gears, as well as the installation of LV panels, transformers, pumps water and fire, HVAC system buildings, chillers, façade, building finishes, FF&E, STP’s, decorative street lighting, high masts, landscaping, fuel system, diesel tanks, water tanks, pump stations.

TCC/CCC JV has gained a very positive reputation for timely deliverance and continuous project successes – these included the meeting of important milestones such as the arrival of ship-to-shore cranes that were installed on time as per the original July 2015 plan.

Many packages within the New Port Project are still to be awarded. TCC/CCC JV will continue their efforts to serve the State of Qatar by winning future packages and maintain their excellent standard of work in terms of quality and timely delivery.

I am very proud to be involved in this project and to be part of a team that is continuously exerting extra efforts to work together in order to maintain the project schedule despite the many redesigns, hold-ups, setbacks and additional works.


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New Port at Al DuqmOman

M. SULEIMAN

Ports play an important part in the global communication and trading environment. The government of the Sultanate of Oman has committed itself to exploring the economic potential of its vast coastlines while making its under-utilized Al-Wustan region accessible to the rest of the trading world. Al Duqm, being the centre point of the region, was considered to be the ideal spot for such infrastructure development. Accordingly, construction of a new port at Al Duqm was awarded to the CCC/STFA – JDN Consortium with CCC playing the leading role.

The project comprises the construction of two breakwaters, dredging for the approach channel, maneuvering basin, reclamation for the port, construction of two quay walls and other adjacent maritime structures, dredging and reclamation for the shipyard and construction of the port including earthworks, navigation aids and quay wall fittings for the new port.

The original maritime works contract was awarded to the consortium of CCC-STFA-Jan de Nul in April 2007. Thereafter, in 2008, the Government of the Sultanate of Oman decided to substantially increase the size of the port and a variation order for the expanded works was approved in September 2008 bringing the anticipated date of completion for the expanded maritime works to 3 May 2012 and a contract valuation in excess of US$ 1.9 billion.

The volume of the additional work required more than doubled the work originally contracted. The salient points related to the expanded port include the following:

1. The main breakwater length increased to 4,084m.

2. The lee breakwater length increased to 4,520m.

3. Dredging by JDN of the inner harbour basin (-18CD) and approach channel (-19CD) with a total quantity of 69 million m3.

4. Reclamation work with a total quantity of 18 million m3.

5. Commercial quay wall with a total length of 2,488m, height of 24m, and a berth width of 350m.

6. Government berths with a total length of 1084m, a height of 14.5m, and a berth width of 200m.

7. Four marinas to be used for Sultan Special Forces, Royal Navy, Royal Police and Royal Yachts.

To achieve the above scope the following major quantities were produced:

• Blasting 26 million tons of rock.

• 17 million tons of various rock materials.

• 47,473 concrete armor units (8.5 and 20.4 tonnes Corelocs)

• 7,596 precast quay blocks ranging in weight from 150 to 200 tonnes.

• 950,000 m3 of concrete: 81,200 cubes were taken for the same with only 70 failed cubes –


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for example, less than 1 cube per one thousand cubes.

In June 2012, the consortium was awarded a variation order to construct the port’s early operation facilities with a total value of $US 30 million and a revised completion date of 25 January 2013.

Project Achievements• All KPIs, HSE, quality, cost and schedule

exceeded targets.

• CCC now has a marine fleet supported by experienced personnel.

• In Search of Excellence Awards were granted for schedule (First Prize), productivity improvement (First Prize) and KM (Second Prize).

• CETI-2010 award by FIATEC for the successful use of posibloc.

Key Success Factors• Successful leadership and management of

consortium and JV partners.

• Successful and timely mobilization despite remoteness and scarcity of material in 2007 in general and after the devastating Gonu Cyclone in particular.

• Successful establishment and operation of the quarry.

• Construction and maintenance of a temporary haul road (30 million tons hauled).

• Risk management and the exploitation of opportunities (please see the Fanus Portal for more details).

• Value engineering practice (please see the Fanus Portal for more details).

Al Duqm Special Economic Zone (SEZAD) remains an area with a very high potential not only in Oman, but for the whole MENA region. Al Duqm Free Zone area has, inter alia, the following opportunities:

1. Free Zone with great investment opportunities.

2. Major Construction projects:

• Liquid berth for which CCC-STFA/JDN has submitted a prequalification bid.

• Al Duqm Refinery.

• Major channels to divert flood water for which CCC has submitted its bid.

• Port of Al Duqm infrastructure for which CCC has submitted its bid.

• Cooling water project (under estimation).

• Al Duqm Refinery/Industrial Area Service Corridor (under estimation).

• Dams (under estimation).

• Future projects include railways, roads, a fishing harbour, industrial and touristic projects and so on.


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Khalifa Port & Industrial ZoneAbu Dhabi

F. ABDULMUTI

Scope of WorksLocated in Taweelah, midway between Dubai and Abu Dhabi, the deep water Khalifa Port is the first semi-automated container port in the region. It has been constructed on a reclaimed island with an offshore area of over 2.7km2 and a basin of 16.5m depth.

Owned by ADPC (Abu Dhabi Ports) and operated by ADT (Abu Dhabi Terminals), Khalifa port commenced operations in September 2012. In its present Development Phase 1, the port has an annual capacity of 2.5 million TEUs and 12 million tons of general cargo, along with pre-built warehouses and it offers direct connections to more than 40 international destinations.

The Khalifa Port and Industrial Zone Phase 1 was to construct an offshore seaport with onshore facilities and an industrial zone. There were more than one contractor involved and Contract No. 1000-260 was awarded to CCC which comprised infrastructure works in the northern part of Industrial Zone A. The general scope of works included the following:

• Project Management

• Engineering, including the design of items not designed by the Employer.

• Procurement of all goods, materials, labourers and spare parts.

• Construction, testing, commissioning and start up.

• Temporary facilities.

• Support and assistance for the employer during follow-on works.

The detailed scope of works of this contract is summarized as follows:

• Earthworks and drainage including clearing and grubbing, embankments, excavations, lined ditches, collection and discharge facilities.

• Buildings including above-ground pumping stations, electrical substations, site works, utilities, heating, ventilation and air conditioning (HVAC) systems, electrical systems and telecommunication and control systems.

• Roads and associated infrastructure, grade separated structures, rail bridges, piled foundations, mechanically stabilized earth walls, drainage, kerbing, lighting, guardrails, associated foundations, electrical conduits and

electrical systems.

• All ductwork, associated substations and associated accessories for the 33KV/11 KV/400V electrical systems and telecommunications system.

• All underground structures for utilities, pumping stations, storage and discharge facilities, electrical facilities, valve pits and manholes.

• All utilities and associated facilities including potable water, storm water drainage, ground water collection, groundwater and combined wastewater included within the site. Additionally, the contractor will allow for completion of connections external to the KPIZ site boundaries as defined on the design drawings.

• Ducts, Transco box culverts or other provisions to accommodate future construction of mechanical and electrical systems, conveyor system, rail tracks, feedstock, irrigation, waste water and modular path.

• Design and construction of temporary construction facilities including groundwater dewatering system, temporary shoring and or sheet piling, scaffolding, construction offices, construction utilities and staging and parking areas.


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Ras Laffan Port Expansion ProjectQatar

M. CHATILA

Client: Qatar Petroleum

Project starting date: 27 March 2008

Project Duration: 36 months

Project Value: US$1.8 billion

Ras Laffan Industrial City (RLIC), located at approximately 80km north of Doha in the State of Qatar, has been expanding rapidly over the last two decades with the construction, commissioning and operation of various processing plants and refineries to enhance the value of hydrocarbon reserves leading to a substantial increase in the volume of LNG and Liquid Product (LP) exports, imports of dry cargo, containers, general cargo and various forms of construction cargo.

Accordingly, a port master plan was developed to accommodate the projected volume of traffic up to the year 2024.

In March 2008 the CCC/TCC Joint Venture was awarded the engineering, procurement, installation and commissioning (EPIC) of berths and infrastructure for the Ras Laffan Port Project which constituted implementation of a major part of the port master plan.

It was the largest EPC contract ever awarded to CCC at that time.

It was a big challenge for CCC to tackle such a major project considering the various scopes of work to be designed, equipment and materials to be procured and enormous construction activities to be undertaken within the 36 months duration of the seven milestones of the project. The first milestone (MS1) was scheduled to be completed in September 2009 (18 months), four other milestones were scheduled to fall within 2010 and the last two milestones were due in March 2011.

Marine Scopes• Two liquid product berths (LPB 30 & LPB 31).

• 705m long container berths (CB 121 & CB 122).

• 330m long tug berths.

• 320m long navy and coastguard berths.

• All associated berth facilities and furniture.

Infrastructure & Buildings Scopes• 96 buildings of various types: operational,

administrative, non-process and process buildings including 54 electrical sub-stations and their related power management system (PMS).

• Electrical distribution cable network.

• Container yard pavement and associated utility infrastructure.

• Civil infrastructure works along all causeways and areas such as port security gates 1 and

LPB 30-31 - Trestle

Tug Berths Container Yard


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Ras Laffan Port Expansion Project, Qatar

2, road networks, drainage, area lighting and fencing and so on.

• Product pipe rack structures along 4kmm long liquid product causeway and along LPB Berths 30 and 31.

• Fire water, industrial water and potable water tanks.

• Pumping stations and piping networks for potable water, industrial water and foul water.

• Firefighting piping network and facilities including two major pumping stations, one of them with sea water intake system.

• Instrumentation, telecommunications and security works including fiber optic network and three telecom buildings and telecommunication towers.

Interface and LogisticsInterface and logistics were among the major challenges in this project. The nature of works crossing existing live facilities and the presence of other ongoing projects in the RLIC and the port area in addition to tie-ins to many end users’ facilities required utmost attention and efforts to liaise and coordinate during all engineering and construction phases.

A dedicated interface team was formed for coordinating the interface of design and execution of works. Interfacing matrices were established and managed involving various QP and RLIC departments, asset holders, operations, maintenance, corporate safety, industrial security, quality, environment and so on, besides other end users and operating parties outside QP, contractors of other ongoing projects and other regulatory and governmental organizations.

Interface information and input from end users were being relayed progressively to the engineering team to be implemented in ongoing design activities.

During all construction phases, there were a lot of marine activities and barge movements coming in and out of the port, in addition to hindrances due to frequent bad weather conditions.

Operational logistics required extensive coordination with the port authorities and immigration and with other contractors working in other ongoing projects of the port.

EngineeringCCC mobilized a dedicated engineering task force to carry out the detailed design of buildings and all civil and infrastructure works.

At the peak period of the project, there were approximately 180 engineering staff from different disciplines located under one roof in the CCC Engineering & Procurement Support Office (EPSO) in Abu Dhabi to progressively produce more than 15,000 engineering deliverables of P&IDs, UFDs, design calculation reports, drawings, data sheets and other documents that were necessary for carrying out procurement and construction activities.

This project, having different scopes, necessitated the involvement of engineers and designers from different disciplines: process, loss-prevention, civil and structural, architectural, mechanical (static and rotary equipment, HVAC and building services), electrical, instrumentation, cathodic protection, telecommunication and other support staff.

Telecommunication, security and cathodic protection engineering works were executed by specialist subcontractors also embedded within CCC-EPSO offices for close coordination with other infrastructure disciplines.

Marine engineering was done by Halcrow in New York under CCC’s control and supervision to ensure full coordination with other infrastructure disciplines.

The major engineering challenge at the start of the project was to validate the FEED design and to interface with different stakeholders and end users in order to get final input and data that will be used in detailed design and then get QP and RLIC authorities’ review and approval to reach the AFC (approved for construction) stage: thereafter it was to open fronts for procurement of equipment and materials and for construction activities.

Pipe Bridge / Road Crossing


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ProcurementMajor equipment and materials were procured through the CCC Central Procurement Department (CPD) in EPSO. CPD mobilized more than 20 procurement engineers, purchasers, inspectors, expeditors and logistics staff to be fully assigned for this project. More than 500 purchase orders, subcontract agreements and spare parts orders were issued.

Civil and bulk materials were procured by the Project Procurement Department in Qatar. A temporary jetty was constructed to import gabbro aggregates from UAE in bulk as raw material for concrete and asphalt batching plants.

It took a lot of effort to purchase material and equipment from many countries around the world, then to expedite, check and inspect before shipping and follow up until reaching the site on time in order to meet the installation and construction schedule.

ConstructionHSE and Quality were on top of the project management’s priorities and considerations, especially taking into account the huge amount of workers in RLIC approaching 150,000 for various contractors working in all RLIC projects and port area, and the live operations in different areas of the port.

Construction works were a combination of marine works and in-land infrastructure works of different trades and a major challenge that was properly handled by the project management team.

With project manpower at the peak period reaching 11,347 of different nationalities and achieving 31 million man-hours without a lost-time accident, CCC/TCC proudly broke a QP

safety record.

SIX-Construct was subcontracted the production and installation of the quay walls precast concrete blocks (ranging between 40 to 150 tons) which were precast in Ajman, UAE and transported to their final location by special barges. The CCC/TCC project management team spared no efforts in ensuring a smooth and safe delivery and placement of the marine precast concrete blocks.

The construction of the massive reinforced concrete capping beams (above the quay wall blocks) including cathodic protection system and all its infrastructure and facilities / marine furniture were performed by CCC/TCC.

EPC TeamworkTeamwork among CCC engineering, procurement and construction groups working collaboratively along with the full support of CCC senior management in Qatar and in the Athens office during different stages of the project were the major factors in achieving a safe and successful completion of this prestigious project which added another chapter to CCC’s history of success of mega EPC projects.

The cherished experience and satisfaction will always be remembered by the RLPEP EPC team.

CB 121 & 122

Qatari Emiri Naval Forces Building


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PMV ListCranes 28Heavy Duty Vehicles 109Earth Moving Equipment 39Civil Construction Equipment & Other 124Light Duty Vehicles 289Marine Crafts & Standard Facilities 11

Major SubcontractorsName Subcontract scope

Six ConstructProduction & Installation of Pre-cast QuayWall Blocks

Olive Group Security SystemsSiemens W.L.L. Primary Sub-Stations and PMS

WWW PROJECTS Telecommunication Systems

Major QuantitiesConcrete 231,000 m3

Precast Blocks (11,700 Nos.) 224,000 m3

Reclamation and Rock Protection 1,160,000 m3

Filing 925,000 m3

Pipe Laying (Fire, Potable, Industrial, Foul water ...) 594 km

11 KV Cables 258 km

33 KV Cables 85 km

132 KV Cables 120 km

Other LV Cables 500km

Telecom F/O Cables 170 km

Roads 60 km

Concrete and Steel Pipe racks 4 km

Asphalt Works 613,000 ton

Cement Bound Material Category 4 (CBM4) 133,000 m3

Interlock Tiles 364,000 m2

Security Systems and Palisade Fencing 42 km

Sub-stations 54 No.

Other Buildings 42 No.

Man-hours and Peak ManpowerEngineering Man-hours 716,342Procurement Man-hours 116,848HSE record Man-hours without LTA 31 MillionManpower at Peak 11,347

General Layout of Ras Laffan Port


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Salalah Port Expansion (Phase II)Oman

Z. KAMEL

IntroductionMaritime transport, a backbone of world trade, plays a key role in global supply for a flexible, feasible and cost effective transport solution. Raw materials, cargo and commodities in any state including liquids and gaseous and other resources including essentials are transported in bulk from one place to another across the globe. Maritime transport provides both the capacity and a low cost-per-unit for these transports as they are transported in bulk using standardized containers or loaded unpackaged in the interior of the ship.

A yard or stacking area is required to decouple the maritime transport from the land-side

transport and these decoupling facilities are known as harbours / docks / ports.

Salalah Port is such a facility and is located in the centre of the Dhofar region on the southern coast of the Sultanate of Oman, approximately 1050km south of the capital, Muscat. It is the second largest city in the Sultanate. Salalah Port had four container berths and thirteen other specialized berthing facilities for conventional cargo vessels and oil tankers prior to the expansion programme in 2006. The port basin was protected by a 1400m long rubble mound breakwater on its south side and a dredged basin 16m deep below CD. The port, operated and managed by Salalah Port Services (SPS), is also the end user of the container terminal.

The expansion programme of the port included, besides the construction of two container berths (nos. 5 and 6) and allied works, the construction of a 2825m long new rubble mound breakwater on the further south east of the existing eastern breakwater along with capital dredging of the harbour basin and channel as well as land reclamation by hydraulic methods of the upland areas of berths nos. 5 and 6. The scope of works to be executed was divided between Contracts C1 and C2 as detailed hereunder.

The Contract• Client: Sultanate of Oman, Ministry of

Transport and Communications – Directorate General of Ports and Maritime Affairs

• User: Salalah Port Services (SPS)

• Consultant: Consulting Engineering Services LLC

• Contractor: Hani Archirodon LLC and Consolidated Contractors (CCC) LLC Joint Venture

The Contract Milestones were as follows:

Scope of Work

• Contract C-1

i. Civil works for construction of a 969 m long new quay structure for a container terminal (berths 5 and 6) in Salalah Port in continuation of the existing container berths nos. 1 to 4.

ii. The development of a 345m wide additional container yard on the upland areas of berths nos. 5 and 6 including construction of supporting structures / systems for containers and yard equipment, roads, pavements, electro-mechanical services and communications.

iii. Miscellaneous marine works, provision of marine furniture.

iv. Utility buildings and services.

• Contract C-2

i. Dredging of the harbour basin and circle to -18m CD level and the approach channel and entrance to -18.5m CD.

ii. Construction of the new breakwater (about

Baseline schedule

Due to delaying events &

Increased QtyOptimized

Difference between

Optimized & Baseline

Start Date: 10-Aug-05

Completion of Berth No. 5: 09-Nov-06 09-Feb-08 31-May-07 7 Months

Completion of Berth No. 6: 09-Sep-07 12-Aug-08 30-Jun-08 10 Months

Completion of Reclamation and Breakwater: 24-Apr-08 10-Oct-09 30-Dec-08 8 Months


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Salalah Port Expansion (Phase II), Oman

2850m long) comprising rock core, rock armour, accropodes and concrete crest wall.

iii. Dismantling a portion of the existing breakwater.

iv. Construction of bund between the new and the existing breakwater and reclaiming the enclosed area with dredged material/quarry run.

Monsoon PeriodsThe months June, July and August of every year define the monsoon period in Salalah. The humidity is very high, visibility is low and what is most relevant to sea related work is the high wave action of the ocean. In order for marine activities to go on smoothly, adequate protection from the high swell should be provided. Besides, the finished work should also be protected before the start of the monsoon. Usually during the monsoon period all sea based construction operations should be low profile.

MobilizationSecure Permits for

• Camp and Temporary Site Facilities

• Quarry

• Blasting

• Borrow pits

• Salalah Port Authority in/out permits.Prepare drawings for camps, offices and other facilities.

Apply for water and electricity connections.

1. Quarry Operations The JV faced numerous obstructions and delays at the beginning of the project regarding the exploitation of the quarry. Knowing the importance of the quarry to the project, the JV had applied for the permit to use the quarry at the very early stages of the project. After the lengthy process of getting permits and approvals and as mobilization started at the quarry, the quarry operations were disrupted by locals on the 15 September 2006 and continued until 22 November 2006. The access road leading to the quarry was blocked by locals and the quarry personnel were forced to stop work, as they were threatened with lethal knifes. Only after the intervention of ROP, MOTC officials and consultants were the issues with the locals settled and the quarry operations started to take place.

Another problem faced at the quarry was the issuance of blasting permits. The ROP had to issue the blasting permit and to attend the daily explosions. It took a long time to start the full use of the quarry because of the limitations imposed on the blasting activities at the start of the project. The initial quantum of explosives permitted per blast was also not in line with the required and planned production rate and the reduction in rate of production of rocks was calculated at 69.9% for a period of one month at the beginning of the project. To make up for the delays more working fronts were made at the quarry.

The Total Rock Requirement of the Project

1kg to 50kg.............................................118,782 tons

1kg to 750kg........................................1,191,180 tons

1kg to 1000kg......................................6,708,820 tons

75mm to 200mm........................................66,352 tons

500kg to 1,500kg.......................................90,328 tons

1ton to 3 ton (Armour Rock)...................705,396 tons

Drilling Operations in the Quarry


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1.3 ton to 6.0 ton (Armour Rock)..........114,462 tons

2.0tons to 4.0tons (Armour Rock).........844,259 tons

3ton – 6.0ton to 11ton (Armour Rock) ....455,555 tons

Filter 20mm to 200mm and others.......265,101 tons

Waste Materials..................................6,930,628 tons.

2. Delays in Engineer (CES) deliverablesIn general, the engineer was late in issuing the IFC drawings and the JV made this clear to CES through letters and during the weekly progress meetings. CES defended themselves in this regard by saying that the works for which we require the IFC drawings were not imminent and that they are planning to issue the relevant IFC drawings of the areas of work that are about to start first. They overlooked however, the fact that procurement activities and some preparatory works are related to the issue of IFC drawings well ahead of the starting of construction activities. Therefore, numerous procurement activities were based on tender drawings (at own risk) just to avoid any delays in the construction because of IFC drawings.

The delay of IFC drawings had a direct effect on the construction of the breakwater and an indirect effect on the construction of berths 5 and 6, and the methodology of dredging and reclamation and usage of imported fill within the project. This fact forced the JV to propose the mitigation plan that is described later in this article.

The following describes the effect on the late issue of IFC on the construction of the breakwater.

• Upon issuing the IFC drawings after an extended delay it was noticed by the JV that the cross section was similar to that of the tender drawings.

• During February 2006, the drawings were further revised with a major increase in the cross sectional area which badly affected the construction schedule of the breakwater. The JV raised the issue in the correspondence claiming a time extension. Subsequently, the engineer instructed the JV during April 2006 by letter to ignore the IFC drawings related to the breakwater because the breakwater design was still under revision. A new design and model testing was to be conducted.

• The JV confirmed that the planning of any action for the methodology of the works and resources required for the breakwater were put on hold. The JV also raised serious concerns about the impact to the project due to the non-finalization of the design of the breakwater.

• Finally, upon receipt of the revised IFC drawings, the rock and concrete quantities in the breakwater had increased by almost 41% in comparison to earlier issued IFC drawings.

Another issue also related to the issuance of IFC drawings was the determination of the building locations. The project included the construction of five major buildings and 12 small buildings. The IFC drawings were issued but the building locations had not been decided before 23 March 2006, the fact which rendered the issuance of these IFC drawings ineffective except for the procurement activities.

3. Mitigation and MilestonesPort construction in developing countries is not only a matter of organization, it is also a matter of overcoming technical challenges. Cooperation between an experienced engineering team and an experienced site team is the best basis to solve technical problems.

An Example

Due to the unexpected delays encountered at the start of quarry operations and breakwater construction (late issuance of IFC drawings) and since the construction of the 800Lm breakwater was not possible, a mitigation plan had to be devised to compensate and mitigate the loss of valuable working days.

The initial mitigation plan was to construct 250Lm of breakwater in continuation of the existing breakwater and temporary mitigation bunds around the completed reclamation fill in berth 5 to protect and continue with reclamation works (backfill with imported fill materials) of berth 5 and related quay wall activities

Segregation of Various Sized Rocks


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(milestone 1) during the monsoon.

The mitigation plan was executed successfully thus fully serving and honouring the purpose of its instigation. The following achievements were recorded:

• The JV was able to work during the monsoon period in berth 5 because of the mitigation plan.

• Completing a substantial part of the quay wall, including rails by early November 2006.

• Handing over to SPS 300Lm of quay wall to enable them to test and commission their new cranes.

• By having the ability to work in berth 5 during the monsoon period, the project saved a considerable period of time in completing berth 5.

• Without the mitigation measures, construction of berth 5 would have started in late September 2006 (after the monsoon period) and this would have affected the overall completion of the project.

• Berth 5 was constructed and handed over as agreed to SPS in two stages on 31 March 2007 and 31 May 2007.

To sum up, the above mitigation measures proposed and instigated at the right time helped the project to cut down considerably on substantial and recurring delays and were considered to be the rescuer of the project.

4. LogisticsVery heavy and expensive equipment and marine spread were involved in this project such as barges, tugs, backhoe dredgers, split barges, heavy cranes, diving and drilling equipment. All this equipment had to be transported very long distances over sea and land to be made operational on this construction site.

Equipment Used

• Tower cranes, crawler cranes, multicat and mobile cranes.

• Excavators, dozers, graders, rock breakers and loaders.

• Tankers, trailers and tippers.

• Crane barges, deck barges, split barges, tug boats, speed boats, floating cranes and dredgers.

5. Construction

Berth 5 & 6. (960 x 345 m)Made up of dredged material and imported fill


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Quay wall (960m long) with cast in situ capping beam on topMade up of precast blocks of sizes

Breakwater (2800m long with a round head) with crest and crown wall on topFinal Cross Section


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Sohar Port Industrial Area Infrastructure Project (SPII)A. AKKAD

Sohar is the capital and largest city of the Al Batinah North Governorate in the Sultanate of Oman. An ancient capital of the country that once served as an important Islamic port town, Sohar has also been credited as the mythical birthplace of Sinbad the Sailor. Additionally, as the largest town in the region, it has been argued that Sohar is identified with the ancient town called Omana. This settlement is believed to have given Oman its name.

According to the 2010 census, Sohar’s population was 140,006 thus making it Oman’s fifth most-populated settlement. The development of the Sohar Industrial Port during the 2000s has transformed it into a major Omani industrial hub.

Sohar has experienced significant investment and economic shifts that have made it the focus of many local and international investors and businessmen. This change is due to a series of investment projects and the role that economic giants have played in the industrial area where Port of Sohar is located.

Established in 2002, the port has a strategic importance due to its proximity to the Strait of Hormuz.

In 2004, as a result of this shift, the Ministry of Transport and Communications and the

Directorate General of Ports and Maritime Affairs contracted CCC Oman for the construction of Sohar Port Industrial Area Infrastructure Project. The engineer was Parsons International & Co. LLC.

The Sohar Port Industrial Area Infrastructure project was one of the biggest infrastructure projects in the region and had, within its scope, a massive amount of earthworks. Around 7.5


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Sohar Port Industrial Area Infrastructure Project (SPII)

million cu.m. of earth had to be removed and backfilled. Moreover, an impressive sea water canal with a total length of around 9 km and a varying width from 19 to 40 m was to be built and completed on time so as to serve the newly established industries that were coming on line. A complete roads network with all services (power, water, sewage and so on) were to be built as well.

The scope of works consisted of site preparation and construction of the Sohar Port services and its industrial estate services, including:

a. 15.5 km of dual carriage-way, a bridge, roundabouts and around 14 km of internal access roads

b. 9.3 km of cooling water canal lined with precast concrete slabs including 14 road culverts

c. Electrical services including eleven 11KV transformer substations, switchgear, standby generators, power generation plant 10MW and street lighting

d. Potable water, fire water, sewage collection system and irrigation

e. Design and construction of the administration building and other customs buildings

Some major quantities worth mentioning:

• Concrete: 300,000m3

• Bulk and structural excavation: 5,000,000m3

• Structural and filling in corridors: 2,000,000m3

• Disposal of lagooned dredged material: 1,700,000m3

• Roads: 47km

• Pipework: 130km

• Buildings built-up area: 15,000m2

• Numbers of P.C. lining slabs (1m x 1m x 0.3m) for the sea water canal: 63,129.

The project, despite difficulties encountered along the way (including a last minute addition of large culverts under the canal for the high voltage power lines), was successfully completed on time and within budget.


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SProject News from Morganti

U.S.A.

L. ISTAMBOULI

The Greater Danbury Community Health CenterOn 29 July 2015 the Connecticut Institute for Communities Greater Danbury Community Health Center groundbreaking ceremony marking the start of this project took place with Verdi Construction which is part of Morganti’s Mentor/Protégé Program. Through this program, Morganti coordinates, trains and assists small and minority owned companies to help them grow so they can make a greater contribution to the local economy.

Bridgeport Central High SchoolMorganti is managing the construction of 16,000sf of additions and 265,000sf of renovations to the existing occupied Bridgeport Central High School, Bridgeport, CT. This building is being designed and constructed to meet a LEED Silver certification level/CT High Performance Building Standards. The groundbreaking ceremony took place on 31 July 2015.


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CCC Wins Qatar Petroleum HSE Excellence AwardS. QABAHA

CCC was awarded the Qatar Petroleum HSE Excellence Award for the impressive implementation of an HSE culture based programme titled Behavioural Observation and Intervention (BO&I) between 2012 and 2013 on the Barzan Onshore Project in Qatar.

BO&I is an integral part of the overarching HSE programme that aims to identify, assess and mitigate workplace hazards that are created by at-risk human behaviour.

BO&I allows for trained observers (construction work supervisors, managers, HSE officers and/or carefully selected workers from all project departments and sections) to routinely conduct observations of the workers as they perform their daily work activities.

Effective intervention by the observer to correct and improve unsafe work behavior or man-made conditions that are deemed unsafe on site remain one of the most important features of the BO&I programme. Interventions are undertaken with the aim of changing the mindset of workers when it comes to performing their work duties safely.

The BO&I programme aims to equip the workers with understandings of the benefits of working safely and the consequences of unsafe work as well as pinpointing the faults in a worker’s performance. The programme hopes to successfully instill HSE values and practices in the workers in order to encourage them to think and act safely so that a safer project environment can be created.

Project management leading the CCC Barzan Onshore Project (BOP) was praised and complimented by

clients, main contractors and by international visitors on different occasions for the high standard of implementation of the BO&I and the way that the programme is implemented within the construction sector.


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# Future Leaders: Effective Leadership StylesC. VYLTANIOTIS

When we ask “what do effective leaders do?” among other answers we hear “leaders set strategy”; “leaders motivate”; “leaders create a mission”; “leaders build a culture”. When we ask “what should effective leaders do?” the most likely answer is: “Leaders should get results”. This is their singular job.

But how? The mystery of what leaders can and ought to do in order to spark the best performance from their people is age-old. New findings suggest that the most effective executives use a collection of distinct leadership styles – each in the right measure, at just the right time. Such flexibility is tough to put in action, but it pays off in performance. And better yet it can be learned.

A research study indicates six distinct leadership styles, each springing from different components of emotional intelligence. The styles, taken individually, appear to have a direct and unique impact on the working atmosphere of a company, division or team, and in turn on its financial performance. Leaders with the best results do not rely on only one leadership style, they use most of them in a given time period, in different measure and gravity, depending on the business situation.

It is like having a toolkit and every time taking out the most appropriate tool in order to resolve any given situation. That’s how high-impact leaders operate, too. The workplace veterans are most probably familiar with the six identified styles of leadership. Each style will likely resonate with anyone who leads, is led or as in the case of most people does both:

• Coercive leaders demand immediate compliance.

• Authoritative leaders mobilize people towards a vision.

• Affiliative leaders create emotional bonds and harmony.

• Democratic leaders build consensus through participation.

• Pacesetting leaders expect excellence and self-direction.

• Coaching leaders develop people for the future.

But how does each style affect performance and results? When should a manager switch between them?

It has been almost two decades since research first linked emotional intelligence to business results. It has been more than a decade since research found that leaders with strengths in a critical mass of six or more emotional intelligence competencies were far more effective than those who lacked such strengths. The findings showed that all six leadership styles have a measurable effect on each aspect of climate. (Climate is defined as the six key factors that influence an organization’s working environment: its flexibility – that is, how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards; the clarity people have about mission and values; and finally the level of commitment

to a common purpose).

When focus was given at the impact of climate on financial results, such as return on sales revenue, growth, efficiency and profitability, there is a direct correlation between the two. Leaders who use styles that positively affect the climate had decidedly better financial results than those who do not. That is not to say that organizational climate is the only driver of performance. Economic conditions and competitive dynamics matter enormously. Recent analysis suggests that climate accounts for nearly a third of results, an impact that should not be ignored.

Only four of the six leadership styles used consistently have a positive effect on climate and results.

COERCIVELEADER

DEMOCRATICLEADER

AUTHORITATIVELEADER

PACESETTINGLEADER

AFFILIATIVELEADER

COACHINGLEADER


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# Future Leaders: Effective Leadership Styles

The Coercive StyleOf all the leadership styles, the coercive one is the least effective in most situations. Flexibility is the hardest hit, as far as it concerns what this style does to an organization’s climate. The leader’s extreme top-down decision making kills the generation of new ideas. People feel disrespected, their sense of responsibility evaporates, they are unable to act on their own initiative, and they lose their sense of ownership and accountability for their performance. Coercive leadership also has a damaging effect on the rewards system as most high performing workers are motivated by more than money; they also seek the satisfaction of a job well done. The coercive style erodes such pride and finally undermines one of the leader’s prime tools – motivating people by showing them how their job fits into a grand shared mission. People feel alienated from their own jobs and lose their commitment.

The only cases such a leadership style should be applied – with extreme caution and when it is absolutely imperative - are such as during a turnaround, during a genuine emergency (e.g. earthquake) or when a hostile takeover is looming. And it can work with problem employees with who all else has failed. But if a leader relies solely on this style or continues to use it once the emergency passes the long term impact of his insensitivity to the morale and feelings of those he leads will be ruinous.

The Authoritative StyleThis is the more effective leadership style, driving up every aspect of climate. The authoritative leader is a visionary; he motivates people by making clear to them how their work fits into a larger vision for the organization. People who work for such a leader understand that what they do matters and why. This kind of leadership also maximizes commitment to the organization’s goals and strategy. By placing the individual tasks within a grand vision, the leader defines standards that revolve around that vision. On performance feedback - whether negative or positive – the only criterion is whether or not performance furthers the vision. Rewards and standards for success are clear to all. And considering flexibility, an authoritative leader states the end but generally gives to people the freedom to use their own means, to innovate, experiment and take calculated risks. This is a style that works well on almost any business situation, but it is particularly effective when a business is adrift. An authoritative leader charts a new course and sells his people on a

fresh long term vision. This style may not work when a leader is overbearing or if he is working with a team of experts or peers who are more experienced than he is: they may see him as out of touch.

The Affiliative StyleThe affiliative leader says “People come first”. This leadership style revolves around people; its proponents value individuals and their emotions more than tasks and goals. The affiliative leader strives to keep employees happy and to create harmony among them. He manages by building a strong emotional bond and then reaping the benefits of such an approach, especially loyalty. This style also improves communication, when people like each other they share ideas and inspiration. The trust between friends allows habitual innovation and risk taking, driving up flexibility. People feel free to do their jobs in the way they think is most effective and in return they are getting a sense of recognition and reward for work well done in the form of positive and motivating feedback. Thus, this kind of leader is a natural relationships builder who is a master at building a sense of belonging.

The affiliative style’s generally positive impact makes it a good all weather approach, being more effective when leaders try to build team harmony, increase morale, improve communication or repair broken trust. Despite its benefits, the affiliative style should not be used alone. Its focus on praise can allow poor performance to go uncorrected; people may perceive that mediocrity is tolerated. The absence of improvement feedback and constructive advice leaves people to figure out what to do on their own, without clear directives. The excessive use of this style can actually steer a group to failure, but it is particularly effective if used in complement with the authoritative style.

The Democratic StyleBy spending time getting people’s ideas and input, a leader builds trust, respect and commitment. By allowing employees to state their opinion in decisions that affect their goals and how they do their work, the democratic leader drives up flexibility and responsibility. As a result, by listening to employees’ concerns, the democratic leader learns what to do to keep morale high. People operating in a democratic system as a result of the ability to have a say in shaping their goals and the standards for evaluating success tend to be very realistic about what can and cannot be accomplished.


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# Future Leaders: Effective Leadership Styles

Of course, there are also some drawbacks and the impact on climate is not as strong as some of the other styles. You can see consequences like endless meetings, where ideas are mulled over, consensus is not there and the only obvious result is scheduling more meetings. When the style is used to put off making crucial decisions, with the aim of receiving a blinding insight, people end up feeling confused and leaderless, or even under conflict. This style works better when a leader is uncertain about the best direction and needs ideas and guidance from able employees. This style, although it is effective for building consensus is not suitable in a crisis situation.

The Pacesetting StyleThe pacesetting leader sets extremely high performance standards and exemplifies them himself. He is obsessive about doing things better and faster, and asks the same from everyone around him. Poor performers are quickly pinpointed and are pushed to deliver more. If they do not comply, they are replaced by others that can. Although someone would expect that such an approach would improve results, it doesn’t. The pacesetting style destroys climate. Many employees feel overwhelmed by the pacesetters demands for excellence, and their morale drops. Work becomes not a matter of doing one’s best along a clear course so much as second-guessing what the leader wants. People feel that they are not trusted to work in their own way or to take initiative. Flexibility and responsibility evaporates; work becomes so task focused and routine that it is boring. The pacesetter either gives no feedback on how people are doing or jumps into take over when he thinks they are lagging; commitment is shrinking because people have no sense of how their efforts fit into the big picture and there are no rewards.

The pacesetting style can work well when all employees are self-motivated, highly competent and need little direction or co-ordination, like R&D or legal groups. Given a talented team to lead, pacesetting does exactly that: gets work done on time or even ahead of schedule, but we should avoid using it by itself.

The Coaching StyleA coaching leader help employees identify their unique strengths and weaknesses and tie them to their personal and professional aspirations. This encourages employees to establish long term development goals and help them conceptualize a plan for attaining them. They make agreements with the employees

highlighting their role and responsibilities in setting development plans, and they give plentiful instruction and feedback. Coaching leaders excel at delegating: they give the employees challenging assignments, even if that means the tasks won’t be accomplished quickly. They are willing to put up with short term failure if it furthers long term learning.

Leaders who ignore this style are passing up a powerful tool. Its impact on climate and performance are highly positive. The ongoing dialogue of coaching guarantees that people know exactly what is expected of them and how their work fits into a larger vision or strategy. That affects responsibility, clarity and commitment and employees very often rise to that challenge with their heart, mind and soul.

The coaching style works particularly well when employees are already aware of their weaknesses and would like to improve their performance, with employees who want to be coached. By contrast it doesn’t work with employees who are resistant to learning or changing their ways.

Some companies have realized the positive impact of the style and are trying to make it a core competence, for others a significant portion of annual bonuses are tied to an executive’s development of his or her direct reports. It is obvious that the coaching style may not have direct effect on “bottom line results” but it delivers them.

The more styles a leader exhibits, the better. Leaders who have mastered four or more – especially the authoritative, democratic, affiliative, and coaching styles – have the very best climate and business performance. The most effective leaders switch flexibly among the leadership styles as needed. It doesn’t matter if it is a large corporation or a tiny start-up, if we are talking of seasoned veterans who could explain exactly how and why they lead, or by entrepreneurs who claim to lead by gut feeling alone. Such leaders are very sensitive to the impact they have on others and quickly adjust their style to get the best results. Of course, few leaders have all six styles in their repertory and consciously use them. When a style or styles are missing, the easiest way for a leader to overcome the issue is to build a team with members who employ the style(s) they lack, or expand their own style repertoire by understanding which emotional intelligence competence underlines the leadership style they are lacking.

After all the difference between ordinary and extraordinary leaders is that little bit extra…


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CSR NewsT. 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].

GRENADA

Asphalt for Bus Shelter

CCC was requested by St George Police Station, Grenada, to donate approximately 8.5 tons of asphalt in order to pave the ramp of a bus shelter on Maurice Bishop Highway. The asphalt was delivered and on completion of the project, a ribbon cutting ceremony was held to inaugurate the new bus stop. An appreciation letter was received from the police station thanking CCC for their gesture.

IRAQ

Food Aid Distribution

The Basra Area Team distributed food packages before the Ramadan Holidays to the needy community. The gesture attracted many of the city’s residents and was greatly appreciated by all.


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CSR News

PALESTINE

Donations during the Holy Month of Ramadan

CCC Palestine donated food packages and school bags for the new school year to the southern area and Gaza City during the Holy Month of Ramadan.

USA

Asnuntuck Community College Foundation 15th Annual Golf Classic – Longmeadow, MassachusettsMorganti was a scholarship sponsor for the ACC Foundation Golf Classic. The event helped raise funds and assist in the development of programs to meet the economic, education and employment needs of North Central Connecticut.

Morganti’s Code of Ethics and FCPA Training – RamallahAt the outset of three new job awards in Palestine/West Bank from USAID, Michael Olenick, Chief Compliance Officer for Morganti, visited the Ramallah office to conduct training sessions on Morganti’s Code of Ethics and FCPA. Project engineers and other members of the Ramallah office attended.


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CSR Volunteer of the QuarterT. AWAD

We are pleased to acknowledge the participation and continued support of volunteers towards CSR initiatives in their respective areas during the third quarter of 2015.

KAZAKHSTAN AREAAmin MushtahaKazakhstan Area Management have named Amin Mushtaha as their CSR champion in appreciation of his dedicated voluntary initiatives and consistent support of the local communities in the vicinity of their operations. He has aided orphanages, old age homes, schools as well as county administrations.

Our thanks and appreciation go to all parties who volunteer towards CSR initiatives. Based on the above nomination, we recognize Amin’s dedication by awarding him our Certificate of Appreciation as the CSR Volunteer of the third quarter of 2015.


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Summer Training at the Nile Corniche ProjectR. KHALIL

As a company founded on family principles and sharing we must always take a minute and ask ourselves: how can we build and develop CCC’s upcoming leaders in order to create mutual benefits for the company, our staff members and the construction industry as a whole.

To meet the business challenges of the future we always strive to look for the brightest talents to join our company. This aim is also part of CCC CSR initiatives, where bright students from various universities undertaking different majors are given the opportunity to experience diverse training sessions during the summer on site with different departments for proper exposure to the industry and site delivery.

CCC Egypt aims to recruit trainees every year. Trainees go through several selective filtering

processes in order to distinguish those most suitable for becoming CCC’s future leaders. Once selected, these associates-to-be start a rotational programme within each department in order to acquire a sense of the company’s principles, systems and most importantly, the company’s ethics.

Trainees were invited to meet with the Area General Manager for further elaboration on career possibilities with CCC and to discuss the Graduate under Development Programme (GUD) and listen to any query that they might have.

We believe that the people best qualified to run the company’s business and achieve its goals are the ones that have already been nurtured and developed by CCC, so that they have every reason to stay until retirement.


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First Aid Training for CCC Egypt EmployeesN. AMMAR

CSR Egypt organized a first aid course awareness for CCC employees, whereby 20 CCC staff (hailing from various project departments and areas) attended. The three day course was held at the Egyptian Red Crescent Center in Cairo, Egypt. Upon completing the course, the attendees were given a certificate (valid for two years) signifying their achievement as first aid volunteer members. The participants greatly appreciated this opportunity that was sponsored by CSR Egypt and recognized that it will help spread health awareness among the CCC staff.

The course covered a range of essential topics such as heart attacks, cardio pulmonary resuscitation (CPR), shock relief for conscious/unconscious adults or children and strokes. Participants also learned how to deal with

head, spinal, bone and eye injuries, breathing problems, diabetes, poisoning, burns, bites and stings, and first aid kit essentials. Learning how to save others’ lives or even one’s own made the attendees keen not only to understand the necessary first aid skills but also to apply their skills on dummies or other attendees.

We plan to call for future first aid sessions so as to continue building a positive environment among staff and the wider community.


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Donations to Earthquake Victims, Cephalonia, Greece

Youth Detention Centre

Written and edited exclusively for CCC

F. SOTIROPOULOS

On 8 July a delegation made up of the Athens Office CSR Committee members visited the Youth Detention Centre in Avlonas to deliver an in-kind donation. The centre hosts 200 children and young men from 14-21 years of age, mostly non-Greeks. The average stay is three and a half years.

After consulting with the centre director on the most pressing needs of the institution, we delivered 21 footballs, 15 table fans, 75 litres of floor cleaning liquid and 60 bottles of shampoo and shower gel. We were assured that our donation would be very welcome by the less than fortunate youth whose path in life led them to early imprisonment.

At the centre the emphasis is on rehabilitation not punishment. Professional social workers and psychologists work with the youngsters both in groups and individually to eventually help them integrate into society upon their release.

We felt our donation was for a worthy cause and hope the young men will have a second chance in life.

G. MOUZAKITIS

On 10 August the mayor of Cephalonia, Alexandros Parisis, had the honour of welcoming to the city hall the distinguished cardiac surgeon and coordinator of the Onassis Cardiac Surgery Center, Dr. Mazen Khoury, and the Financial Director of CCC, Jamal Nakhleh.

CCC supported Cephalonia with donations of food and pharmaceutical materials during the earthquakes that the island suffered in 2014.

Participating in the solemn reception ceremony that followed was the vice mayor of the island, Evangelos Kekatos, who talked about the task of restoring the damage that the earthquakes caused.

The mayor thanked everybody for their visit to the city hall and the contribution that CCC offered in this time of need.


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International Baccalaureate Students Volunteering WeekL. AGGELOPOULOU, D. NTALACHANI, N. RAYYA

A volunteering programme was organized specifically for students aged 16-18 by the CCC Athens Office Corporate Social Responsibility (CSR) Committee.

From 29 June until 3 July, the volunteers undertook a variety of assignments as well as participated in a social awareness event and team building opportunity. The voluntary work consisted of preparing food baskets in addition to outdoor activities such as painting and planting trees.

All the volunteering efforts were directed towards the support of the Greek Multiple Sclerosis Society (GMSS). A non-profit and non-governmental organization, it is dedicated to improving the lives of Multiple Sclerosis (MS) patients and their families. The volunteers dedicated an impressive 25 hours of their time volunteering for this cause.

Preparation of Food BoxesHaving received large quantities of non-perishable food supplies, such as canned milk, cereal, jam and so on, the volunteers sorted them into 60 boxes. The next day the food packages were donated to the GMSS. These boxes were full of basic food products and were a great source of help for the patients and their families.

Paint and PlantThe volunteers helped in improving the appearance of the GMSS building and its surrounding area by planting new flowers and trees, painting the building and generally working on improving the society’s grounds. Thanks to volunteers’ willingness and commitment, the offices and their surrounding areas were significantly upgraded.

The enthusiasm and dedication applied by the young volunteers was captivating.

It was an opportunity to build on their creativity and active participation as an expression of civic engagement, while developing their skills and experience as leaders of tomorrow and today. Helping young people realize their full social, economic and human potential, paves the way to making a positive change in the world.


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Award Presentation, Atyrau City, Kazakhstan

Environmental Emergency Management, Abu Dhabi

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M. MAMUNNI

Nurlibek Ojaev, the mayor of Atyrau, Kazakhstan, awarded Ghazi Anouti, Kazakhstan General Area Manager, a special appreciation certificate for his great contribution and hard work in the sphere of social and economic development of Atyrau city. This certificate of appreciation is awarded to only three people a year. Several large local companies attended this meeting, among them were TCO, Kaztransoil and CNPC. Additionally, local authorities as well as the local media and journalists also attended the event.

Upon receiving the certificate, Amin Mushtaha, speaking on behalf of Ghazi Anouti, explained that CCC Kazakhstan was more than happy to respond to the mayor’s request for aid with a generous donation because CCC prides itself on its care for those in need. Amin Mushtaha thanked the mayor and the city of Atyrau for placing their trust in CCC

when it came to helping out after the floods that Atyrau city experienced. Amin Mushtaha ended his speech by wishing the Kazakh citizens peace and prosperity.

Environmental Agency Abu Dhabi (EAD) held a programme for corporate volunteers who are registered as EAD environmental ambassadors. The programme aimed at training and familiarizing the volunteers with the concept of EAD’s Environmental Emergency Management system and the contents of EAD’s emergency incident reporting procedure. The programme was conducted by Dr. Humaid Al Kindi, Manager of Emergency Management and was attended by all the EAD volunteers.

Dr. Humaid Al Kindi projected the geographical scope of emergency response plans and highlighted example scenarios of environmental emergency for various regions of Abu Dhabi. The necessity of developing response plans involving and coordinating with all sectors, divisions and relevant stakeholders were explained in detail to the volunteers present.

Response and protection priorities included safeguarding the public from environmental health risks, protecting air, water and land from environmental threats or harm, as well as avoiding damage to property and assets and ensuring that any situation that may damage EAD’s reputation is averted.

Past records of environment permit violations which escalate to emergency status, acute/chronic pollution to land, shoreline, sea water, fresh water, air, illegal water abstraction, de-forestation, abuse of animals and so on, were presented to the volunteers so as to enhance their knowledge. EAD encouraged all volunteers to continue their support of the community and state efforts to protect the environment.

The UAE CSR Department cements our status with EAD as environmental ambassadors and actively volunteers in community outreach programmes implemented by the state.Dr. Humaid Al Kindi presenting the programme


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The “Together for a Better Future” Programme, DubaiM. MAMUNNI

‘Together for a Better Future’ is a programme that was introduced by the Centre for Responsible Business that is run by the Dubai Chamber. This programme is a part of Dubai’s Ma’an (meaning together) ‘Our World Our Responsibility’ initiative. The initiative aims to empower migrant workers with the necessary financial knowledge and help the workers living in labour camps attain skills to manage their finances so as to build a better future for themselves and their families.

As part of the UAE Area’s CSR initiative, we introduced the campaign to our Jabel Ali Camp, Dubai.

The programme is available in various languages as it takes into account the different nationalities and languages spoken by the workers living in the labour camps.

Personal issues, especially related to financial problems, are one of the major reasons for growing desperation among migrant workers,

which in turn is reflected in their behaviour within the workplace in terms of lagging productivity, sickness and other health problems. This campaign aims to train the workers through face-to-face sessions so as to improve their mental and emotional wellbeing in order to avoid fatalities such as suicide.

Workers are not able to save money in the UAE or back home for themselves as their entire remunerations are remitted to their families in their home countries.

Though many workers would like to put aside money for emergencies, they have inadequate funds. Additionally, workers find that they cannot stay within their monthly budgets – in turn, they resort to taking loans from loan sharks and end up paying high interests that drain their full income. The training provided by the initiative is to save them from falling into such predicaments.

Many workers end up in debt traps because they are unaware of how to set savings targets and unsure about how to achieve their long-term financial goals.

In light of these known issues, the training conducted was well received by the participants. The programme covered key social aspects of basic financial planning, including mapping expenses and income, planning and budgeting. The sessions also explained how savings lead to returns and provided understandings of the priorities of savings from an immediate, short-term and long-term financial perspective. A question and answer session took place at the end of the training programme so as to survey the financial literacy of the participants. The candidates that provided the correct answers were given inspirational gifts as commendation.

Financial Literacy Campaign Inauguration at Jabel Ali Camp, Dubai

Workers attending the inaugural session of the Financial Literacy Campaign

Winner of question and answer session being presented with an inspirational gift


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CCC’s Ethics Compliance ProgrammeT. AWAD

Ethics Compliance is becoming a global requirement and not an option, especially when dealing with clients, partners and third party associates. Intensive questionnaires related to the topic have to be completed in prequalification submittals while strict compliance clauses are being introduced in all contractual and procurement documentation.

Training WorkshopsTo comply with the current requirements, training workshops are being conducted around the different areas and projects for staff holding positions of authority so as to raise their awareness about CCC’s Ethics & Anti-Corruption Programme (EACP hereafter) in terms of responsibilities and implementation.

ETHICSC

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CCC’s Ethics Compliance Programme

Sub Title

Online Training ProgrammeSenior Management aims to disperse the Ethic Compliance Programme to as many members of staff as possible. To achieve this goal, a one-hour online training programme was developed in order to provide an overview of the most important aspects of CCC’s existing EACP. By the end of the session the employees gain knowledge of EACP procedures and how to implement the programme within their own sphere of responsibilities.

The programme was launched at the end of April and was done so by sending employees email invitations containing their personalized web links that open the interactive online training programme. Participation is mandatory for all recipients; upon successfully completing the programme, the employees instantaneously receive their personalized Certificates of Completion. Copies of these certificate will be filed in their HR Personal Files.


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Midfield Terminal Project Donation, Abu DhabiD. MAHBOOBEH

In its continuous effort to help the community, the CCC CSR team at the Midfield Terminal Project (MTB) in Abu Dhabi approached the Emirates Red Crescent to provide two clothes donation bins that were placed on the MTB project. The response was positive, particularly due to the fact that such initiatives are rarely, if at all, seen on construction projects in the UAE. In September 2014, the bins were supplied by the Red Crescent and placed where they are accessible to everyone.

In line with the UAE Compassion Campaign (Tarahamu), CCC – CSR MTB planned the ‘Compassion Campaign’ drive in January 2015 to collect clothes donations that would, through the Emirates Red Crescent, help relieve the additional hardship brought upon the Syrian refugees by the snowstorm Huda that had badly hit the Levant region. For the (Tarahamu) Compassion Campaign an amount of ten donation bags were collected by the Emirates Red Crescent.

As a continuous contribution of the MTB staff to the community, in August 2015, the Emirates Red Crescent collected another 20 donation bags.

The Emirates Red Crescent supports the UAE authorities in providing humanitarian assistance to alleviate vulnerable and needy people’s suffering caused by poverty, war or natural disasters.


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Engineering News Record Ranks CCC First in Middle EastBULLETIN EDITORS

The Engineering News Record (ENR) provides an annual international contractors ranking. ENR states that it undertakes the ranking of companies that are: “engaged in general contracting, specialty contracting, engineering, architecture and environmental services, among other specialties.” ENR measures the companies’ project revenues both at home and abroad

and serves as a key indicator of a company’s successes in a particular year.

Having said that, CCC is proud to announce that it stands as number one in the Middle East and number 22 on the general Top 250 ENR list.

Here’s to another year of success!

4 MIDDLE EASTRank Top 10 Revenue: $28,939.5 Mil.

2015 2014 Sector’s Revenue: $79,026.1 Mil.

1 3 CONSOLIDATED CONTRACTORS GROUP

2 2 HYUNDAI ENG’G CONSTRUCTION CO. LTD.

3 -- OZTURK HOLDING CO.

4 9 CHINA COMMUNICATIONS CONSTRUCTION

5 4 FLUOR CORP.

6 5 SAIPEM

7 -- PETROFAC LTD.

8 6 DAELIM INDUSTRIAL CO. LTD.

9 8 LARSEN & TOUBRO LTD.

10 10 GS ENGINEERING & CONSTRUCTION

RANK 2014 REVENUE $ MIL. 2014 NEW CONTRACTS

$ MIL.2015 2014 FIRM INT’L TOTAL

1 1 ACS, ACTIVIDADES DE CONSTRUCCION Y SERVICIOS SA, Madrid, Spain † 38, 707.5 46.081.1 42.218.5 30 1 7 3 3 15 21 0 6

2 2 HOCHTIEF AKTIENGESELLSCHAFT, Essen, Germany † 29,299.3 31,118.8 26,112.2 39 2 2 2 1 12 18 0 7

3 3 BECHTEL, San Fransisco, Calif, U.S.A. † 21,414.0 28,302.0 6,096.0 0 0 0 0 0 80 20 0 0

4 4 VINCI, Rueil-Malmaison, France † 19,679.9 51,868.8 18,147.2 9 0 14 2 0 6 49 1 7

5 9 CHINA COMMUNICATIONS CONSTR. GROUP LTD., Beijing, China † 15,827.0 60,314.6 28,216.8 3 0 0 1 1 0 95 0 0

6 10 TECHNIP, Paris, France † 14,223.6 14,343.6 18,741.0 0 0 0 0 0 100 0 0 0

7 7 BOUYGUES SA, Paris, France † 14,201.0 32,335.0 15,888.0 30 0 3 1 0 3 57 1 0

8 8 SKANSKA AB, Stockholm, Sweden † 14,024.9 17,687.2 16,743.5 49 2 5 1 2 5 33 0 1

9 6 STRABAG SE, Vienna, Austria † 13,972.0 16,470.0 14,923.0 36 0 1 4 3 6 49 0 0

10 11 SAIPEM, San Donato Milanese, Italy † 13,623.4 13,831.9 NA 0 0 0 0 0 97 3 0 0

11 23 POWER CONSTRUCTION CORP. OF CHINA, Beijing, China † 11,653.4 38,689.6 22,817.0 11 0 61 6 5 0 14 0 0

12 5 FLUOR CORP., Irving, Texas, U.S.A. † 11,524.1 16,924.9 20,351.0 10 0 0 0 0 83 5 1 1

13 12 CONSTRUTORA NORBERTO ODEBRECHT SA, Sao Paulo, SP, Brazil † 10,199.7 14,042.9 9,357.0 6 0 16 8 2 32 36 0 0

14 13 HYUNDAI ENGINEERING & CONSTR. CO. LTD., Seoul, S. Korea 9,687.4 16,366.4 18,351.0 14 2 36 0 1 32 14 0 0

15 14 FERROVIAL, Madrid, Spain † 8,365.6 11,618.6 8,544.1 17 0 0 3 5 0 74 0 0

16 17 SAMSUNG C&T CORP., Seoul, S. Korea 7,845.0 14,092.0 7,587.0 9 15 19 1 0 4 39 0 0

17 20 CHINA STATE CONSTRUCTION ENG’G CORP. LTD., Beijing, China † 7,239.1 110,579.4 NA 61 0 1 2 1 0 22 0 0

18 -- OZTURK HOLDING CO., Istanbul, Turkey 6,903.0 7,021.0 3,539.0 85 0 0 4 0 0 11 0 0

19 18 ROYAL BAM GROUP NV, Bunnik, The Netherlands † 6,165.0 9,672.0 NA 40 0 0 0 0 0 57 0 0

20 19 ABEINSA SA, Seville, Spain † 5,805.9 6,038.3 7,596.1 1 0 94 2 0 1 1 0 0

21 21 PETROFAC LTD., Jersey, Channel islands, U.K. † 5,604.4 5,604.4 10,108.0 0 0 0 0 0 100 0 0 0

22 24 CONSOLIDATED CONTRACTORS GROUP, Athens, Greece † 5,481.6 5,481.6 5,466.0 23 0 3 1 1 46 27 0 0

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Baby Girls

Majesh Jacob (DPCT, Doha, Qatar) and his wife Jency P. John are very happy to announce the birth of their second baby girl who was born on 4 October 2015 in Kollam, Kerala, India.

Irfan Abbas Syed (DHP, Qatar) and his wife Shazia Bano Syed are happy to announce the birth of their first baby, a girl named Adeeba Zainab. She was born on 20 September 2015 in Lucknow, India and the entire family is very happy with the new arrival.

Khaled El Korch (MRPC, Algeria) is glad to announce the birth of his baby girl named Tala. She was born on 7 September 2015.

Faizal Rahumathulah (Faculty of Islamic Studies Project, Qatar) and his wife Aneesa are very happy to announce the birth of their second baby girl who is called Noora. She was born on 15 August 2015 in Alappuzha, Kerala, India.

Engagements and Marriages

Abbas A. Yassin (ISD, Saudi Arabia) was married to Maha Mahmoud Zaidan on 27 August 2015. The wedding took place at Paradisos Venue, Beirut, Lebanon.

Fadi Daher (CFP, Kuwait) got married to Marie-Laure Taleb on 21 August 2015. The wedding ceremony took place at St. Jacob’s Church followed by a dinner at Casino du Liban in Jounieh, Lebanon.

Hazem Farah Kahala (ADP, Kazakhstan) is pleased to announce that his marriage took place on 20 August 2015.

We are pleased to announce the marriage of Hani Zarif (Group Internal Audit, UAE) to Riwa Mawla on 5 August 2015 in Beirut, Lebanon.

Vijil Sidharthan (RHOP Project Oman) is pleased to announce his marriage to Dhivya. The marriage took place on 13 July 2015 in Guruvayoor, Kerala, India.

Bilal Haidar (ISD, Athens Office) is pleased to announce his marriage to Hiba Kassamani on 28 June 2015. The wedding ceremony was held in Beit ed-Dine, Lebanon.

Despina Leilemidou (Flight Attendant, Greece) is very happy to inform us that she got married to Romanos Sakellaropoulos on 14 February 2015 in Vouliagmeni, Athens Greece.

Baby Twins!

Ramakant Chejara (WGPP, Saudi Arabia) and his wife Manisha are very happy to announce the birth of their twins: a boy called Chirag Kumawat and a girl called Chahat Kumawat. The twins were born on 9 July 2015 in Losal-Sikar, Rajasthan, India.

Baby Boys

Rinshad Bin Khadir (WGP Project, Saudi Arabia) and his wife Dr. Sajni are very pleased to announce the birth of their first baby boy named Ahyaan. He was born on 20 July 2015 in Thodupuzha, Kerala, India.

Abbas Uddin (RKPP, Saudi Arabia) and Sarmin Akter (Akhi) are very happy to announce the birth of their second baby boy, Fahad (Aman) on 15 September 2015.

Devasia Joby (DMIA, Oman) and his wife Silvi Elizabeth Joby are happy to announce the birth of their second son Daniel Jacob. He was born on 20 August 2015 in Muscat, Oman.

Issam Dakwar (Sidra-SMRC Project, Qatar) and his wife Nada welcomed a baby boy, Mohamad, on 30 July 2015 in Saida, Lebanon.

Deepak K. Singh (ECG Project, Equatorial Guinea) and his wife Shweta are very happy to announce the birth of their first baby boy, Darsh. He was born on 6 August 2015 in Delhi, India.

Bennichan Joseph (LMH, Qatar) is very happy to announce the birth of his first son (called Angelo Benni) who was born on 10 August 2015 in Kerala, India.

Saad Shalaldah (DMIA, Oman) and his wife Laila are very glad to announce the birth of their second baby boy, Ayham. He was born on 18 August 2015 in Bethlehem.

Varughese Siju (DMIA Project, Oman) and his wife Ancy Eapen are very happy to announce the birth of their second child, a boy named Evin. He was born on 21 July 2015 in their home town Thiruvalla, Kerala, India. The entire family is very happy with the new arrival.

Mohammad Nasim Khan and his wife Saheen are very happy to announce the birth of their second son, Alyaan, who was born on 15 July 2015 in Patna, India.

Doaa Fawzy (Egypt Area Office) and her husband Sherif El Telbany are pleased to announce the birth of their second baby, a boy named Youssef on 3 July 2015 in Egypt.

QATAR Ras Laffan PortExpansion Project

Ras Laffan PortExpansion Project

QATAR

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.

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.me -> About Us -> Our News -> Quarterly Bulletin

EDITORS Samer Khoury

Zuhair Haddad

Nafez Husseini

Damon Morrison

PUBLIC RELATIONS Samir Sabbagh

PRODUCTION Jeannette Arduino

Nick Goulas

Georgia Giannias

Alex Khoury

Samer Elhaj

Quarterly Magazine of Consolidated Contractors Company

Documents

3rd Quarter 2015 Issue 115 - Consolidated Contractors … · 3rd Quarter 2015 Issue 115. QATAR Ras Laffan Port Expansion Project. Bulletin Issue 115 3rd Quarter 2015 Bulletin Issue