April 2010 Issue No. 93 - Consolidated Contractors Company · Saudi Aramco and French Total have formed a new ... excavation (1.5m depth), ground ... walls, pre-cast and backfilling

Bulletin

C O N S O L I D A T E D C O N T R A C T O R S C O M P A N Y

CCC welcomes QD

April 2010 Issue No. 93

The beauty of CCC is that we have a flexible organization that can quickly adapt to market conditions. This can be seen on how we shift our revenue from mechanically dominated projects to civil as we forecasted our Group Revenue for 2010 and 2011.

We have been successful in winning large civil projects in the past few months such as the Qatari Diar projects, the Princess Noura University for Women in Saudi Arabia as well as the ports in Qatar and Oman and the airports in Muscat and Papua New Guinea.

If we perform well on the Qatari Diar projects, which spread over five countries, namely, Yemen, Sudan, Syria, Egypt and Morocco, this segment could expand further to include other projects in the same as well as in other countries.

I urge you all to work with us to make this shift as smooth as possible by accepting new posts and re-training to gain expertise in new disciplines in order to contribute to the success of CCC.

Samer KhouryExecutive Vice President - Operations

From the Desk Of...

Editor’s View

1Bulletin Issue 93 / April 2010

Mail Bag

Dear Bulletin Readers,

The start of this year was of course overshad-owed by the passing away in January, after a long illness, of CCC’s much loved and admired Chairman, Hasib Sabbagh.

His long and fruitful life, from Palestinian ref-ugee to international corporate leader and phi-lanthropist, loving family man and true patriot, was much too important and complex to warrant a few articles in this present issue of the Bulle-tin. Therefore, a special document, dedicated to his life story, will be published and distributed to you in the near future.

As you will see from the letter below, his fami-ly has really appreciated the support and condo-lences received from CCC staff from all the are-as. May God rest his soul.

Nafez Husseini

Dear Friends and Colleagues,

As two months have passed by since the demise of our beloved father, it is time to reflect upon these last sever-al weeks…

It is difficult to find the words to express our gratitude for the many kindnesses you have shown us during this sad time.

We are so grateful for all you have done for us. The cards, letters, phone and e-mail messages, prayers and vis-its meant a great deal to us and our families as we strug-gled with the heartbreaking loss of our beloved father.

We are unable to write individual thank you’s to each one of you, given the great outpouring of support.

Please know that your generosity and thoughtfulness have touched us deeply. Knowing that we were not alone helped us bear our grief and sadness. Please know in your hearts that Samir and I will continue to carry on the Hasib Sabbagh legacy but we would not be able to do this with-out your continuous dedication and help.

Thank you for being there for us.

Sana, Suheil & Family, and Samir Sabbagh

Hasib Sabbagh 1920-2010

Recent Awards


Komo Airport is an integrated part of the PNG Lique-fied Natural Gas project and the client is Exxon Mobile affiliates including Esso Highlands with other Oil and Gas partners.

CCC’s joint venture partners are McConnell Dowell Constructors of Australia.

The scope includes the construction of a new airport with 3.40km runway and taxiways, terminal building, air-craft hangar, fuel storage facilities, radio and navigation equipment, and related infrastructures, construction of a 21km heavy haul road with associated drainage, as well as construction of two new bridges.

The project’s starting work date was in December 2009 and the expected completion date is December 2011.

Origin Energy and Conoco Philips awarded the joint venture CCC/McConnell Dowell Constructors of Aus-tralia the early works for this project and the scope in-cludes completing and delivering the FEED, assisting with the project planning and procurement, survey and preliminary geotechnical studies as well as carrying out and finalizing the cost estimate.

The start date was December 2009 on a “cost reimburs-able” basis and MC JV will work with APLNG to execute by September 2010 an EPC lump sum contract for the main pipeline from CSG fields to Gladstone subject to a final investment decision by the end of 2010.

The work comprises the following areas:

A rich dehydration and gas NGL recovery train I. (C10 Area).

Interconnecting pipe rack (E20 Area).II.

Fire water system (C10/E20).III.

A rich dehydration and gas NGL recovery train IV. (C20 Area).

Residue gas compression (C30 Area).V.

Fire water system (C20/C30 Area).VI.

The general construction work includes civil, con-crete, steel structure erection, equipment erection, pip-ing, electrical and instrumentation, insulation, painting and fire proofing works in addition to the EPC buildings (engineering, procurement and construction) related to these areas.

The client is GASCO and the main contractor is JGC.

Construction start date will be July 2010, completion date 31 March 2013.

Saudi Aramco and French Total have formed a new joint venture (SATORP) to develop the Jubail Export Refinery (JER) Project. The scope of the project is to design and build a grass roots refinery that will process 400.000 BPSD (19.800 kt/h) of Arabian Heavy Crude Oil to produce gasoline, diesel, jet fuel, petroleum coke, fuel oil, liquid sulphur and aromatic products for export, do-mestic consumption or further processing.

JER will be located in Saudi Arabia on the west coast of the Arabian Gulf, in the industrial site of Jubail 2 (about 3km west of the existing industrial area of Jubail 1) in the PLOT 9 area.

Due to the size and complexity of the project, SATORP has divided the programme into 14 EPC packages. CCC is the general construction subcontractor to Technip It-aly for the execution of Package 2a “Conversion” which consists of the following main units:

Unit 041 - Distillate Hydrocracking Unit (DHC)

Unit 051 - Mild Hydrocracking Unit (MHC)

Unit 061 - Fluid Catalytic Cracking

Unit 171 - Unsaturated Gas Plant (USGP)

Unit 031 - LPG Selective Hydrogenation Unit (SHU)

Unit 081 - Sulphuric Acid Alkylation

Unit 181 - Sulphuric Acid Regeneration.

The project was awarded in July 2009 and the comple-tion date is February 2013.

Komo Airfield

Papua New Guinea

Jubail Export Refinery - Package 2A

Saudi Arabia

Australia Pacific Pipelines - Early Works Queensland

Australia

Habshan-5 Process Plant Project - Abu Dhabi

UAE

Recent Awards


A new work order by Qatari Diar Real Estate Invest-ment Company.

The scope of work includes construction of the private residence compound that includes site grading, infra-structure works, core and shell for royal villa, two private villas, MEP plant areas, communication centre and staff accommodation.

The duration of this first phase will be 11 months.

This project was awarded to Morganti by USAID and the scope of work includes:

Submersible well pump replacement with the associ-I. ated riser pipes & MV VFD.

Booster pump stations replacement and commis-II. sioning minor civil construction works.

The project’s starting work date was in November 2009 and the expected completion date is December 2010.

The scope of work includes:

Civil Construction Works

Civil design work (being done by a third party engi-neering company)

Civil construction of 400 KV building, 300 KV building, control building, 750MVA transformers, 45MVAR shunt reactors.

Lighting and air conditioning works in the building.

The client is the Ministry of Electricity and Water and the main contractor is ABB.

The project’s starting work date was in December 2009 and the expected completion date is August 2010.

The scope of work includes:

Construction of concrete cable trough. It includes excavation (1.5m depth), ground leveling, plain con-crete base, walls, pre-cast and backfilling.

Twelve pieces of trough will be installed along the length of the route. Each trough will carry one ca-ble.

The project’s starting work date was in December 2009 and the expected completion date is November 2010.

Sharm El Sheikh Resort

Egypt

Well Station Rehabilitation Project (Saer B.S. & PWA-1)

Palestine

Fintas ‘Z’ 400/300/33KV Substation

Kuwait

Civil & Cable Laying Works of 400kV (XLPE)

Kuwait

Quality Management


Monitoring and Measurement of Processes

Introduction

The ISO 9001:2008 standard requires an organization to es-tablish a system for monitoring and measuring the perform-ance of a quality management system. Some of the tools avail-able for performance measure-ment are: Quality Audit, mon-itoring and measurement of processes and product, identi-fication of problems and trend analysis.

This article covers monitor-ing and measurement of proc-esses as required by ISO 9001: 2008 standard, paragraph 8.2.2. In order to monitor and meas-ure a process we need to have a clear definition of a process, un-derstand the process approach to management, and develop a management system based on a process approach as opposed to a procedure based management system.

What is a Process

A process is a sequence of tasks and activities that com-bine the use of people, machines, tools, methods, envi-ronment, instrumentations and materials to convert given input into outputs of added value. To illustrate this defi-nition we shall use the design verification process applied during the design cycle by CCC engineers.

If we classify the design cycle as a System, we can break down this system into Major Processes such as design re-

view, design validation and design verification. Design Verification is a major process that can also be represent-ed as a set of tasks “or minor processes” that in turn can be broken down into activities. This is illustrated in chart 01.

Design Verification Process:

Design Verification is a major process in the design cy-cle; it consists of minor processes such as single discipline check or inter-discipline check. Single discipline check consists of tasks such as checking design parameters of a pump, and activities such as checking performance curve of the same pump. This is illustrated in chart 02.

If we apply the above classification, we need to define procedure. A procedure represents a specific description

of a task, such as, how to con-duct a single discipline check or inter-discipline check.

We have also to remember that by conducting design veri-fication we are also using soft-ware, infrastructure, work envi-ronment, tools, equipment and people. We are converting a given input into output of add-ed value.

The Design Verification Proc-ess based on QMP-MOA-037/037A “chart 03” consists of set

of the same pump. This is

e clae re

odin

tfwrpge

e/0

of the same pump. This

If we apply the aboveprocedure. A procedure

Chart 01

Chart 02

Quality Management


...Monitoring and Measurement of Processes

of tasks and sub-processes “minor process”. We can break down this major process in a manner to distinguish be-tween task and minor process:

Preparation of design documents - Task

Checking of design documents - Task

Retention of design documents - Task

Compiling of design documents for verification - Task

Conducting single discipline check - Minor Process

Conducting inter-discipline check- Minor Process

Customer’s approval - External Process

Release of material / equipment requirements - Task

Release of drawings / specifications - Task.

This type of classification does not imply that a minor process is not important in the major process cycle; even a small activity may carry enough weight to affect the per-formance of the major process.

Monitoring and Measurement

The organization should identify measurement meth-ods and should perform measurements to evaluate proc-ess performance.

Measurement should be used for managing daily op-eration, for evaluation of processes that may be suitable

for small-step or ongoing continual improvements, in line with the strategic objectives of the organization.

As an example, measurement may include:

Measurable aspects of dependability.

Effectiveness and efficiency of the process.

Effectiveness and efficiency of people.

Availability of adequate resources.

Use of modern technologies.

Cost allocation and reduction.

Capability of the process.

Reaction time and time cycle.

Waste reduction.

Welding Process

We have also selected development and implemen-tation of welding processes at CCC to illustrate the re-quirements of measurement and monitoring of process-es. Welding application has two major phases; the design phase and the production phase. Monitoring of welding processes is carried out at both phases. The table repre-sents welding processes input/output, work environment and infrastructure.

of tasks and s b processes “minor process” We can break for small step or ongoing contin al impro ements in line

Chart 03

Quality Management


Design Phase (MOA)

At the initial stage the engineer in charge reviews spec-ified requirements and identifies the input in the proc-ess.

The next step is a detailed study based on contract spec-ifications and code requirements in order to produce welding procedure specifications for the whole scope of work. This part of the work includes grouping the materials based on “P” numbers in line with the ASME code, followed by identification of Procedure Qualifi-cation Records “PQR” from the CCC database. If the PQRs in the database do not cover the whole scope of work, a new WPS/PQR has to be generated.

Design Review and Verification

Following production of welding procedure specifica-tions, design review and verification are carried out by the welding engineer. Design verification will ensure that each specific process meets specified requirements, and design review ensures that the welding procedure speci-fications meet the requirements of the whole project and are in line with codes and standards.

Design Validation

Information provided by welding procedure specifica-tions for new WPS has to be confirmed by testing at site location. Samples are produced using the parame-ters from the welding procedure specifications.

Testing is carried out by an independent testing labo-ratory. This part of the process is considered as design validation of welding procedure, followed by develop-ment of new PQR.

Applying the above principles ensures that process control from a design point of view as required by ISO 9001:2008 Standard has been carried out.

Production Phase

At site, work conditions as outlined in the above table have to be established and controlled. During production phase, the following items have to be controlled:

Infrastructure and work environment.

Variable elements of the process.

Tools and equipment.

Materials.

Competence of manpower conducting the work.

All the above are measured on a daily basis, inspection is carried out by the Quality Department at the site and testing is carried out by an independent testing laborato-ry. The output of measuring and testing is electronically controlled by the TALISMAN.

The results achieved are compared to established ac-ceptance criteria. Defects are identified and repaired in order to meet specified requirements. Further analysis is carried out to identify main problems and trends. As a re-sult, action is taken in the following manner:

Training of personnel.

Change tools / equipment.

Adjust control process of consumables.

Improve work environment.

Improve infrastructure.

Adjust welding process.

A graphic presentation of the development of welding procedure specifications is illustrated chart 04.


Welding ProcessesProcess Input Process Output Work Environment/Infrastructure

Contract Specifications Welding Procedure Specifications Workshop

Materials Type Procedure Qualification Records Tools & Equipment

Materials Size Welders’ Qualifications Transportation Equipment

Line Class Production Welds Welding Machines

Type of Service Electrodes Treatment Equipment

Temperatures Wind Control

Pressures Cleanliness

Codes & Standards Moisture/Humidity Control

Ambient Temperature Control

Quality Management


The ISO View

The organization will apply suitable methods for moni-toring, and measurement of quality management system processes. These methods will demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, correction* and corrective ac-tion** shall be taken, as appropriate, to ensure conform-ity of the product.

Mounir Soufyan

* Take appropriate action to correct nonconformity.

** Take appropriate action to eliminate the cause of noncon-

formity. This is carried out as a result of identification of

the cause of problems and trend analysis.


Chart 04

Feature


Dear Colleagues,

It has been a while since I wrote anything in the bulletin as I didn’t have anything signifi-cant to add in comparison to the overall CCC turn over.

Now things have changed; North Africa is growing rapidly and is expected to contrib-ute to around 25% of the company turnover in the coming few years.

CCC has established a strategic alliance with Qatari Diar and Barwa for North Africa re-gion, in addition to Sudan, Syria and Yemen.

Qatari Diar Real Estate Investment Company and Barwa are major players in Qatar’s emergence as a vi-brant investment, commercial, cultural and social com-munity. Qatari Diar was established in December 2004.

We have had the pleasure of extensive interaction with a number of senior executives at Qatari Diar, an interface that ultimately led to the signing in September 2008 of a Memo-randum of Understanding re-flecting Qatari Diar’s confi-dence in the capabilities and experience exhibited by CCC worldwide.

A similar MOU was signed with Barwa Real Estate Company covering the same territories as Qatari Diar.

Subsequently, CCC’s relationship with Qa-tari Diar has progressed substantially at var-ious levels. June 2009 marked the signing of the Framework Agreement whereby further particulars with respect to scope and regula-tory mechanisms were set out. Supplementary Agreements with full scope and relevant doc-umentation were signed November 2009. The latter will be followed by specific work orders, defining scope, specifications and budget.

CCC is proud to be currently engaged in nine of thir-ty prestigious QD mixed-use development projects in six countries around the Arab world: Morocco, Libya, Egypt, Sudan, Syria and Yemen. I am sure that this propitious start will further enhance CCC’s already strong and profi-cient presence in the regional construction scene.

The next pages include more details about the projects in hand. In order to maintain and nourish this relation-ship CCC should do its utmost to perform the works as-signed to it by the most economic means and keeping to the fastest possible schedule.

Samih ZabenVP - North Africa

CCC & Qatari Diar: Setting the Foundations of a Long Term Relationship

Ea

titptAuld

W h h d th lstart will further enhance CCC s already strong and profi-

We have had the pleasure of extensive interaction with anumber of senior executives at Qatari Diar, an interface that ultimately led to the signing in September 2008 of a Memo-randum of Understanding re-flecting Qatari Diar’s confi-dence in the capabilities and experience exhibited by CCC worldwide.

y g pcient presence in the regional construction scene.

The next pages include more details about the projects in hand. In order to maintain and nourish this relation-ship CCC should do its utmost to perform the works as-signed to it by the most economic means and keeping to the fastest possible schedule.

Samih ZabenVP - North Africa

QD-CCC Relationship

Diagram

Feature


CCC: Embracing Challenges

All of the QD Projects (except for the Nile Corniche Towers Project) are of the Design-Build type where CCC is actively engaged with Qatari Diar right from the start of the de-velopment process: defining contracting strat-egy, establishing resource requirements, de-fining conceptual design and developing this to detailed design, preparation of shop draw-ings, choosing materials, following up on pro-curement and shipping, and finally, with a keen eye on safety and quality, monitoring all construction works through to commissioning and final handover.

A steering committee chaired by Samih Zaben is re-sponsible for the overall management of the projects as illustrated in the organization chart.

The contract administration process is complex and challenging, varying as it does with each stage of project development. The initial steps are based on a cost-plus basis until the design is sufficiently matured to establish a preliminary price with reasonable accuracy. Thereafter, this price is further adjusted in line with the development of the final design until a point is reached where a guaran-teed maximum price is agreed with QD which then could lead to the lump-sum price of the project.

The planning and scheduling of these De-sign-Build projects are developed jointly with QD using the increasingly greater level of in-formation becoming available as the design progresses, and in keeping with the agreed contracting strategy that seeks to compress the project schedule effectively and efficient-ly.

In brief, the QD Projects on which we have embarked are challenging to say the least. They are built on trust and goodwill, they are based on professionalism and integrity, they are challenging for they rely on CCC’s capa-

bilities and efficiency. And when faced with such a chal-lenge, CCC embraces it heartily, using innovative state-of-the-art management methods and tools, and drawing heavily on the vast experience and foresight of its profes-sional staff.

Bassam DaherArea Manager - Egypt

sQfpctly

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Project Organization Chart

Feature


MOROCCO: Tangier

Scope Summary:

With access to 2.5 kilometres of spectacular beach, Al-Houara Resort is set to be Tangier’s new exclusive ad-dress and tourism hub with world-class facilities. CCC’s scope includes a five-star hotel, coastal chalets, exhibi-tion centre, golf course and clubhouse, entertainment and conference centres, equestrian centre and stables, restaurants and a traditional kasbah - an ancient style bazaar - offering traditional handicrafts.

The 234-hectare resort is laid out on gently sloping hill-sides allowing good views to the ocean, and includes 60 hectares of protected forest.

Actual Progress as of December 2009:

Works commenced in late August 2009 with site clear-ance and bulk excavation in the initial two sectors but were soon extended to include all 5 sectors of beach villas. The bulk excavation is substantially complete, and structural works which commenced at the end of September are now in progress in all five sectors to a total of 40 villas.

CCC will master plan the development and infrastruc-ture and will carry out the design and the construction of two five stars hotel, the kasbah zone, kasbah apart-ments, beach club, golf villas and apartments as well as forest villas and apartments, in addition to the con-struction of a VJ Singh inspired 18 hole golf course.

10

Project Name Al-Houara Resort

Location Tangier, Morocco

Size 2.3 million m2

Development Type Resort

Start Date July 2009

Completion Date May 2015

Feature


Scope Summary:

The Cairo Nile Corniche Towers will be an expression of Qatari culture and sophistication and will be a new and prestigious landmark on the Cairo skyline with its contemporary take on traditional architectural influ-ences. CCC’s scope is a combination of luxury residen-tial apartments and penthouses, serviced apartments, offices, retail, restaurants and a five-star hotel.


A project office has been set up for Phase 1A togeth-er with a team assigned to complete the pre-construc-tion phase works. A thorough and very detailed review of the 3,500 design drawings has been completed and comments have been passed over to the client for in-corporation by the design team. The CCC BIM team has also been working closely, picking up clashes in the M & E design and have prepared coordinated MEP design drawings “for information” to assist the design-ers.

EGYPT: Cairo

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Project Name Nile Corniche Towers

Location Cairo, Egypt

Size 193,000 m2

Development Type Mixed Use

Start Date September 2009

Completion Date January 2014

Feature


Scope Summary:

Ibn Hani Bay Resort lies close to a late Bronze Age settlement destroyed in the 12th century BC. CCC’s scope includes two hotels, one prime luxurious ho-tel nestled in the curve of a rocky peninsula offering a stunning panoramic view of the Mediterranean Sea, as well as mountain greenery to the North and East. The other prestigious hotel will be located in the commer-cial area. In addition, there is a serviced apartments zone overlooking the public beaches, a marina, private beach and canal villas, five-storey multi-family residen-tial buildings and waterfront berths.


The construction of Phase 1 works commenced on site in early August 2009 with site preparation, earthworks for the beach and garden villas, and early mobilization activities. Stone piling was adopted as a soil improve-ment measure to avoid excessive excavation and dewa-tering activities. More than 57% of the piles (out of a total of 5,962) have been completed for the beach and garden villas.

The core and shell superstructure of nine beach villas and seven garden villas is in progress.

The master plan design consultant has been appoint-ed. The scope for marine works, infrastructure, build-ings and hotel design packages are currently being fi-nalized.

SYRIA: Lattakia

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Project Name Ibn Hani Bay Resort

Location Lattakia, Syria

Size 268,000 m2


Start Date June 2009

Completion Date December 2014

Feature


Scope Summary:

Al Rayyan Hills is located on the highest prime sites in Sana’a. CCC’s scope includes Design & Build of a superior 5-star hotel connected with a conference and banqueting facility, luxury residential villas and apart-ments, retail space and office buildings. Qatari Diar envisages that it will be a top tourist destination draw-ing up market investors and tourists from around the globe.


The initial phase of the Design and Build of 172 vil-las and infrastructure commenced in mid-August 2009 with the widening of the existing access road up onto the hill, making it suitable for construction traffic. Ini-tial earthworks then followed in September 2009 with the establishment of the site haul roads and site grad-ing for the initial villa plots.

Construction works for three and five-bed model vil-las commenced in late October 2009. Works are also progressing on a further 16 villas situated in the cen-tral area of the site, with further plots being prepared for early 2010.

YEMEN: Sana’a

13

ScProject Name Al Rayyan Hills

Location Sana’a, Yemen

Size 440,000 m2




Feature


Scope Summary:

Khartoum is Sudan’s capital, and the Project’s loca-tion is at the junction of the Blue and White Nile Riv-ers gives it tremendous importance as a commercial trading centre. CCC’s scope for phase one includes the construction of a five-star luxury resort hotel and three towers of a mix of residential and office space. Revised master plan for the whole site with the related infra-structure works shall be prepared through CCC and shall define the anticipated construction scope for the future phases.


In mid May 2009, works commenced with excavation and piled foundation and the raft foundations have been substantially completed. In addition structur-al vertical elements between the raft and ground floor under the tower are also complete. Concreting of the ground floor slab under the tower have commenced while simultaneously constructing the podium. In De-cember 2009, construction of the second building of this phase commenced with the piled foundation works for a further apartment building which is a reflected version of the first building.

The new master planning consultant has been appoint-ed and design is underway.

SUDAN: Khartoum

14

Project Name Mushierab Development

Location Khartoum, Sudan

Size 216,000 m2


Start Date March 2009

Completion Date June 2014

Feature


Scope Summary:

Sharm Al Sheikh is one of Egypt’s most established tourist destinations. In the Almuntazah Centre, by the Red Sea, there will be an upscale tourist town. CCC’s scope includes a five-star luxury resort hotel, five-star beach boutique spa and bungalows, furnished apart-ments garden valley and retail and entertainment fa-cilities.


Works commenced on site in November 2009, with site surveys and additional boreholes, and with the site conditions fully verified, and IFC drawings received in December. Permanent works have started. Excavation is underway for the major underground irrigation and potable storage water tanks for the entire scheme.

EGYPT: Sharm Al-Sheikh

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Project Name Nile Corniche Towers

Location Sharm Al Sheikh, Egypt

Size 335,000 m2


Start Date October 2009


Feature


Scope Summary:

Located right in the buzzing historical city centre, near the Midan El Oumawiyin roundabout, Damascus Diar is the largest development project in Syria. CCC’s scope is a combination of upscale luxury hotels, res-idential apartments, high-end retail facilities, offices, restaurants and cafes.


Initial works to assign a master planner are underway.

SYRIA: Damascus

16

Project Name Diar Damascus

Location Damascus, Syria

Size 500,000 m2




Feature


Scope Summary:

The Bab Al Madina Project is a mixed use develop-ment at the heart of Tripoli. CCC’s scope includes the construction of community and public buildings, ho-tels, retail, office blocks, services apartments, residen-tial apartment blocks. Both the master plan and design are still in the preliminary stages.


CCC is awaiting QD instructions to proceed with the early enabling works.

LIBYA: Tripoli

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Project Name Bab Medina Waterfront

Location Tripoli, Libya

Size 280,000 m2




Feature


CCC Project Management Teams

Tangier - MOROCCO

Cairo - EGYPT

Lattakia - SYRIA

Sana’a - YEMEN

Khartoum - SUDAN

Sharm Al Sheikh - EGYPT

Feature


Project Key Personnel

Tangier - MOROCCO

Project Manager Camille Kanaan

Construction Manager David Fisher

Control Manager Ahmed Taghavi

Head of Accounts Samir Saade

Lattakia - SYRIA

Project Director Samer Haddad

Construction Manager Charlie Deeb

Control Manager Emad Bitar

QA/QC Manager Constantinos Vacratsas

Head of Accounts Abdel Hameed Kharfan

Cairo - EGYPT

Construction Manager Adnan Safadi

Design Manager Hani Asfour

Sana’a - YEMEN

Project Manager Emad Nimri

Construction Manager Zuhair AwadallahJohn Reynolds

Control Manager Samir Hamad

QA/QC Manager Mohamed Shirbni

Head of Accounts Khaled HassonehKhartoum - SUDAN

Project Manager Zikar Masroua

Construction Manager Yasser Othman

Control Manager Ibrahim Rashid

QA/QC Manager Mohamed Hussaini

Head of Accounts Rami Abqirate

Sharm Al Sheikh - EGYPT

Deputy Project Manager Omar El Kadi

Project Engineer (Construction)

Hani Abid

Project Accounts Moneer Mizo

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llah

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d

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Projects Timeline

2004

2014

2005

2006

2007

2008

2009

2010

2011

2012

2013

Establishment of QD (Dec 2004)

QD signs with Sudanese Goverment (Sep 2006)

QD signs with Libyan Goverment (Feb 2008)Inaugration of Ibn Hani Bay Resort (Feb 2008)Launching of Rayyan Hills Yemen (Apr 2008)

MoU Signature with CCC (Sep 2008)

Start of Sudan Project (Mar 2009)Framework Agreement with CCC (Jun 2009)

Start of Yemen Project (Jul 2009)Start of Morocco Project (Jul 2009)

Start of Cairo Project (Sep 2009)

Feature


CCC Build was originally established in May 2008 as a cost centre department within CCC to provide technical services for high quality building projects. With the sign-ing of the MOU with Qatari Diar in September 2008 the organization of this department was manned and tailored to exclusively service the QD projects worldwide.

CCC Build services related to Qatari Diar Projects:

CCC Build is heavily involved in all QD projects in all aspects with, however, special emphasis on:

Recruitment

Assist in establishing a project organization chart and help with locating and selecting key project staff.

Mobilization

Participate in project mobilization planning and im-plementation.

Design Management

QD elected recently to award CCC many of their an-ticipated projects on a Design-Build basis. The cur-rent organization of CCC Build has been reinforced to tackle all the design related control matters from im-plementing QD outlines design and performance re-quirements and specifications, preparing requests for proposals (RFPs), selection and appointment of design consultants, establishing scope of internal and exter-nal design services and deliverables, carrying out on-going performance management of design consultants, developing design management procedures to final au-dits and reviews of design work as it progresses.

Scheduling

Preparation of the detailed project programme and assisting the set up of weekly and monthly reporting

procedures. Preparation of strategic programmes for all developments. Preparation and review of corporate planning and reporting procedures.

Shop Drawings

Review contract drawings, specifications, etc. and provide status reports as required. Preparation of ar-chitectural, structural and electromechanical shop drawings for selected projects and provide back-up to other projects that make alternative arrangements with consultants.

Procurement

Assist in the preparation and monitoring of procure-ment schedules in coordination with the project team. This will include temporary, permanent and plant and equipment procurement. Provide procurement servic-es for key materials and subcontractors for each of the projects, particularly the big ticket items in coordina-tion with Egypt’s Procurement Unit.

Contractual

Review contract conditions and provide advice for contract negotiations. Provide contractual input and support to assure that the project contractual structure is maintained. Assist as necessary with final account negotiations with QD.

Quality Assurance and Quality Control

Provide QA/QC procedures and ensure implementa-tion by sites.

Cost Planning and Monitoring

Participate in the preparation of project budgets. Provide advice on current cost planning estimating techniques for building projects in line with QD/QPM

requirements. Review monthly progress and cost re-ports and highlight findings to project and area man-agement. At all times provide support to each project team in order to keep projects on track.

Methodology

Write project execution method statement during tender and pre-award stage where applicable. Pro-vide technical reports on architectural mechanical, and electrical and construction methodology as re-quested. Provide specific temporary works advice shuttering systems facilitating temporary works design and assisting procurement of such equip-ment, monitoring and coaching in erection tech-niques and so on.

Value Engineering Studies

Organize build ability and Value Engineering (VE) reviews and workshops for the important components of various projects.

Reporting

Review development progress reports and pre-pare regular executive summary reports.

CCC Build

rpat

Azza Fedda and CCC Build Team

Feature


As per normal practice, all areas of operation do enjoy the support and help of various departments in Athens.

In the case of the QD projects, a further emphasize has been granted by various departments in Athens to make sure that a streamed channel of support and attention is availed throughout the execution life of the various QD projects.

Support from MOA is provided through the close par-ticipation of Henri Tadros, Zuhair Haddad, Antoine Haddad and George Kfoury of the operations commit-tee that extends support for all aspects of the works, from QA/QC, HSE, planning, construction methodologies, IT, costing, estimation and design.

MOA Support

Henri Tadros and MOA Support Team

Feature


CCC was a pioneer back in 1997 adopting Building Informa-tion Modeling (BIM) as a tool to enhance its engineering/ quanti-ty surveying capabilities. The lat-ter has given us an edge over oth-er companies. Services have been rendered to different areas and projects varying in type from res-idential, commercial, hospitals, educational and industrial.

The BIM centre is provid-ing our clients with professional services which help delivering the project milestones and workflows in more efficient and productive techniques.

Now the BIM centre staff has exceeded 40 en-gineers distributed in our BIM offices in Athens, Cairo and the West Bank combining their expe-riences, skills and knowledge to enrich our capa-bilities. The Qatari Diar projects pose many chal-lenges that we are willing to manage under the CCC umbrella.

BIM centre - CCC

BIM Palestine

BIM Egypt

Feature


The Cairo Central Estimation Unit (CCEU) is an already exist-ing department that is stationed in Cairo Area Office; it was and is still handling all estimates in Egypt and North Africa. Recent-ly, and further to the signature of the Framework Agreement with QD, the departmental responsi-bilities were extended to include providing all cost estimation services related to QD Projects. CCEU works in close coordina-tion with MOA Estimation De-partments, BIM units with respect to quantities take-off, generation of BoQs, and CCC Build regard-ing design issues, scope or work and planning.

The CCEU specific assignments may be summa-rized as follows:

Preparing and submitting Preliminary Estimated Pric-es (PEPs) for each of the QD projects upon the issu-ance of the related work orders.

Updating of PEPs as the design is developed.

Preparing and submitting Guaranteed Maximum Pric-es (GMPs) at the stage where the contract documents are substantially complete.

Discussing, negotiating and agreeing with QD pro-posed PEPs and GMPs.

Following up on the preparation of Budgets with MOA.

Cairo Central Estimation Unit

CCC’s Doha Central Coordination Unit (CCU)

A few months into the initiation of the first project and after sign-ing the Framework Agreement, CCC appointed a director in Doha for coordination purposes.

The scope of the coordination work grew at a rate which dictat-ing the augmentation of our staff to cope with the added coordina-tion fronts, both at the commer-cial and technical levels.

CCU worked very closely with QD staff to create workable so-lutions across all of QD’s “Ris-ing Mountains” projects across a multitude of fronts: monitoring and processing of approvals rang-ing from technical to commercial, financial, contractual and legal.

CCU also works closely with Qatar Project Manage-ment (QPM), QD’s appointed representative. Daily in-teractions with QD and QPM, in the form of technical presentations, workshops and meetings, help to facilitate site activities by resolving misunderstandings and narrow-ing down the differences between all parties.

From the inception of the unit on 15 July 2009 many tasks have been followed up by this unit like Cost Con-

trol Management (CCM), Insurance, Legal, follow up on payment certificates attend Weekly Progress Meetings Master Plans Meetings assist in Design Packages liaising; assist in implementing Framework wide Procedures and follow up on implementing Risk Management policies.

Preparing and submitting Guaranteed Maximum Pric

trol Management (CCM) Insurance Legal follow up on

Feature


EPU was established in late 2005 to provide architec-tural and civil procurement support to projects in Egypt, as well as to provide support to Cairo Central Estimation Unit. Later on, its role was extended to support projects in North Africa. Currently, the department is involved in QD projects in Egypt, providing full support. Moreover, its involvement was extended to other QD projects in oth-er areas as well, where the department is providing pro-curement support as requested.

In brief, the department performs the following:

Review the contract documents of each project, identi-fy the required material, prepare lists of suppliers and sub-contractors.

Prepare procurement schedules in coordination with planning.

Seek quotations and issue bid packages for local and international suppliers and subcontractors.

Prepare commercial and technical evaluation of the re-ceived bids.

Negotiate prices in coordination with the project man-agement, recommend suppliers and subcontractors and prepare documents to issue for Requests For Ap-proval (RFAs).

Prepare purchase orders and sub-contract agreements, arrange for shipping and follow up on material deliv-ery.

Provide feedback on material and subcontractors’ rates to Cairo Central Estimation Unit, in addition to pro-viding value engineering support.

Liaise with others within CCC, exchange information and provide feedback of any deficiencies and conflict-ing information in the Construction Documents when found.

Egypt’s Procurement Unit CCC’s North Africa Headquarters

Currently the support to the various Qatari Diar projects by CCC Build, Central Estimation unit, BIM unit, and re-cruitment unit is being extended from their respective of-fices scattered around all areas of Cairo.

CCC now owns an independent office building to oper-ate from and accommodate all CCC employees namely:

Area staff

CCC Build staff

CCEU staff

BIM Staff

Recruitment office staff

PMV Staff

EPU staff

The new premises should be ready by April 2010.

Currently the support to the various Qatari Diar projects

EPU t bli h d i l t 2005 t id hit

Samir Ali and EP Unit

Area News


Upon the completion of part of the design phase of the subject project, pre-

pared by the appointed design consultants LACECO International and AE-

DAS specialized British sub-consultants, and reviewed by the appointed design review consultants Arabtech Jarda-neh, we prepared the tender documents for the first stage of construction for the central market place (mall) and in accordance with our evaluation and recommendation for the most responsive qualified contractor, signed the con-tract with the owners United Real Estate-URC Jordan and Kuwait.

During the signature of this agreement the owners invit-ed us to witness the signature formality, for having been the project and construction management and advisors to the owners for the design development and construction up until completion of the project.

The second stage of construction will be for the adjoin-ing residential tower building (49 floors) which will be ex-ecuted once the design phase is completed, reviewed and put out to tender, all in compliance with the agreed upon master schedule and for design development deliverables and construction stages of the project, due for completion beginning 2013.

Suhail HalabyConstruction Management Division

Jordan

Central Market Place

Jordan

Govermental Support for CCC Plans

Yemen

Sana’a, Yemen, 6 December 2009: His Excellency the Prime Minister of Yemen, Dr. Ali Mohammad Majjour, received CCC EVP-Operations and Area General Manager Yemen to dis-cuss future potential investments in the sectors of Oil & Gas, Power & Water.

The Prime Minister recognized and complimented CCC on its leading role in the private sector’s investment in Yemen and welcomed our intention of entering the Services Sector assuring CCC of the Government’s full support of such endeavours.

Bulletin Staff

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pared consultants LACECO

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from left to right: Hani Shehadeh - Samer Khoury - H. E. Ali Mohammed Mujawar - Prime Minister H.E. Ameer Salem Al Aidaroos - Minister of Oil & Minerals H.E. Awad Saad Al Soqatry - Minister

of Electricity H.E. Sallah Mohamed Saeed Al Attar - Chairman, General Investment Authority

Area News


The Pull Driven Approach to the Test

Eighteen months ago, all fingers were crossed at Kasha-gan Field Development, Construction of Sulphur Area, Slug Catcher & Flare Area Works, Kazakhstan (CSSF). The controls in the project were made out of nine dis-ciplines out of which eight were headed by fresh staff with less than three years’ experience. On top of that, the working forces were really fresh: storekeepers, operators, draftsmen, secretaries and clerks were holding down their first professional job.

An aggressive training campaign started, followed by close care and nurturing policy. The green recruits blos-somed into specialists who contributed to various achieve-ments in the project such as:

Spool management and tracking.

3D technology for every site engineer.

Small bore spooling.

Structural steel detail-ing.

Level 6 three weeks look-ahead.

Procurement schedule and massive minimum stock study and imple-mentation.

Detailed WBS that al-lowed the seamless in-troduction of many pip-ing sub-contractors to boost the progress.

Achieving record progress of 1.8% per week.

Reliable finished product with minimal punch items.

At the beginning of the project twelve fresh young draftsmen, twenty operator and clerks were recruited and trained. As the project progressed the controls were ex-porting trained and reliable employees to fill different posts in material, procurement, DCG, engineering, test-pack, insulation, fireproofing, progress monitoring, PMV and QC.

The main factor that contributed to this fast learning is the pull driven approach. All control staff were directed to accept and explore any assignment even if it was not normally their responsibility. For instance, an engineer supervised insulation and fireproofing, another verified the reported progress by construction, a third produced method statements, a fourth got involved in site queries and introduced new ideas for construction performance,

and a fifth went on a safety walk to identify possible ob-servations and so on. The term “this is not my job” became extinct to be replaced by a flourishing “How can I do?” instead.

In this project the client valued and trusted the CCC controls system and used its output as a role model to push other contractors towards better performance.

The pull driven approach proved to be the cradle of fu-ture CCC talents, so that wherever they go they will be a recipe for success.

All controls theories were put to the test, pull driven, three weeks look ahead, matrix organization, GUD ro-tation, progress verification, work breakdown structure, organization breakdown structure, more involvement of controls with construction. At 68% progress, the project is still showing record performance and quality.

With such success, it is recommended to develop HR methods that indicate how pull driven a certain employee is in order to assess accordingly.

Chehade KassoufControls Manager

Kazakhstan

Controls at Kashagan

ame ourishing “How can

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Health, Safety & Environment


Sediment and Erosion Control Techniques

Since we are building slurry and fresh water pipelines through mountains and harsh terrain here in Madagas-car, and due to our commitment to global sustainabili-ty, our job in protecting and reinstating the ecosystem and surrounding environ-ment (including water streams, social ac-countability, flora and fauna) is becoming a challenge. But because we care, the ASPI workforce, hand-in-hand, is implementing to the utmost all the necessary measures to control and prevent environmental im-pacts on a day-by-day basis.

In this article I will explain one of the Permanent Sediment and Erosion Control Measures that we will be implementing on one of our environmentally sensitive sites.

The technique is divided into two sec-tions, as follows:

1. Water Management

In Madagascar we have heavy rains and in order to protect steep slopes and loose soil from erosion, we are obliged to build a proper draining system that can accom-modate water flows accordingly. Our system is very sim-ple, environmentally friendly and cost effective. The sys-tem consists of:

Drain Channels: along the ROW, at both sides, we are opening drain channels (approximately 80 x 50 x 50 cm) to control water movement during rainy seasons. As well, we are installing water flow dissipaters (bam-boo sticks or rocks) inside the channels every 10 to 20 m to break the water energy.

Crown ditches: at the top of steep slopes we also open crown ditches (approximately 50 x 50 x 50 cm) connect-ed with above mentioned ROW drain channels, to ac-commodate water flow and prevent it from eroding the slopes with time.

Decantation Basins: as deemed necessary, and in or-der to control sedimentation, we dig decantation ba-sins or sedimentation ponds at the lowest point of the area, and we link it to all drain channels. Hence, all soil/debris contaminated water will be accommodated in closed basin, allowing all sediments to precipitate and discharged naturally without contaminating adja-cent water streams that could be utilized by local villag-es as drinking water.

2. Soil Stabilization and Revegetation

As part of ASPI’s commitment and liability with the cli-ent, local communities and most importantly the environ-ment that we are working in, we will revegetate some en-vironmentally sensitive areas after finalizing the water management system properly. Stabilization and re-vege-tation will be through the following:

Soil Compaction: first of all, embankments and stock-piles will be re-profiled and compacted to certain slope degrees, especially in fill areas, to resist soil ero-sion during heavy rains, and easily re-vegetated in due course.

Topsoil: after soil compaction embankments will be covered with topsoil to provide strong basement and rich media for revegetated plants. Local herbaceous species, such as the Panicum subalbidum (ahipisaka) will be mixed within topsoil.

Wooden Posts (Fascine): Eucalypts will be planted in loose soil embankments (1.5 m long in 1 m deep every 30 cm) to mechanically strengthen the soil stability and reshape it. Wooden posts will be parallel to each oth-er at the fill slopes.

Bamboo laths: bamboo laths (1.5 m tall each) will be fixed above the wooden posts for stabilization and re-inforcement as deemed necessary. The terraces will be also filled with topsoil in order to reduce the slope sur-face of the embankments.

Vetiver: Between every two fascines, a line of Vetiver (25 to 30 plants each 10 cm tall) on level lines will be planted accordingly. Vetiver is the principal plantation for soil conservation.

And to go even greener, all used material will be taken from the same surrounding environment.

The above technique is part of a site specific rehabili-tation and restoration plan we prepared, jointly with our client (SNC Lavalin) to reinstate all construction sites as necessary. In brief, the plan explains all measures that we will take in order to protect the environment and sustain biodiversity and a balanced ecosystem even after we leave this green country.

Amer SahawnehHSE GUD - ASPI, Madagascar

ASPI Goes Green. We build, we reinstate, we protect.



A safe workplace doesn’t just happen. It is the result of team effort on the part of all those in-volved in the project, focusing on safety as an eth-ical commitment and working together toward achieving the most difficult task of building a cul-ture of safety. A safe workplace can be achieved through plain common sense and by ensuring that the following are complied with:

Commitment.

Provision of the basic PPE for all employees (additional items when necessary).

Creation of a workplace free from hazards.

Ensuring workers remain focused on the task they are doing.

Providing training for the workforce on how to do their job safely.

Encouraging workers to recognize hazards and to report them.

Ensuring that workers are aware of and follow-ing the safety rules and regulations.

Ensuring that the unsafe actions of some do not influ-ence the way in which the majority of the workforce does their job.

Ensuring that workers are given ample rest so that they do not become tired, distracted or complacent.

The MAT Project team has demonstrated consisten-cy in its safety approach with full commitment to imple-mentation of all safety aspects. This resulted in the MAT Project being awarded the Best HSE Performance for the second year and in being selected recently as the Large Contractor of the Year and the Project Contractor of the Year 2009, with a special recognition award for the out-standing performance of the MAT HSE Manager during the year 2009.

The MAT Project was awarded the HSE Contractor of the Month five times. The competition was among 35 contractors working on the NDIA Project.

Training Programme

To overcome problems on site, we preferred to use training as a powerful tool. Site safety induction is giv-en on the first day to familiarize employees with the HSE procedures on site.

As a continuous awareness programme, employees are further given training on construction-related HSE topics. It is mandatory for all levels of employees to have com-pleted the training. Our expert trainers handle the class-es and the training is delivered in the employee’s moth-er tongue. Classes are conducted in two sessions every

day. Supervisory training is also conducted twice weekly.

With the rigorous training sessions, employees have shown interest in maintaining HSE proce-dures on site. In addition, H1N1 awareness train-ing was provided for all MAT Project employees and subcontractors to ensure that all employees are aware of how to prevent catching the virus and the best treatment to prevent the spread of the said virus.

As a continual awareness programme, flyers, safety messages and posters in different languag-es are placed on site. Picture boards (awareness boards) are provided on major roads at NDIA for public awareness regarding H1N1, safety proce-dures and other HSE-related matters. This train-ing has made a tremendous change onsite.

102,585 man-hours of training have been suc-cessfully completed.

HSE Achievements at New Doha International Airport Midfield Access Tunnel

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...HSE Achievements at New Doha International Airport Midfield Access Tunnel

Safety Task Analysis Risk Reduction Talk (STARRT) Programme

We are conducting the STARRT as a core pro-gramme. STARRT is a 360 degree self-risk as-sessment process carried out and discussed by each work group prior to starting any activity. By doing so, the actual hazards around them are dis-cussed with the workers and their feedback is re-ceived and assessed in return, leading to a safer work environment.

As part of their commitment, a schedule for the participation of senior management is prepared and distributed among them. They attend and motivate the employees during the STARRT. Employees also explain any issues related to HSE to the senior management and all the issues are corrected in a timely manner.

A dedicated STARRT champion is always on site to evaluate and correct the STARRT process. We have translated STARRT cards into different languages. STARRT activities and the participation of supervisory staff are also monitored by HSE officers. Daily monitoring reports are submitted to the HSE De-partment for the HSE Manager’s perusal. Then the same reports are forwarded to the STARRT champion for cor-rective actions. Disciplinary enforcement procedures are in place to deal with absentees.

Meetings and Walks

The MAT Project conducts meetings and walks on a dai-ly and a weekly basis on site. Two weekly meetings with the client and two internal meetings with the management and engineers and HSE officers are held. Similarly, tours are also conducted on the worksite. Daily meetings and site walks are organized by the HSE officers with supervi-sory staff. Management has decided to obtain a close-out report within 24 hours from the construction pertaining

to the rectification of comments and actions brought up during the meetings and walks.

Incentive Schemes

We have started up an incentive scheme to motivate the workforce. Daily spot awards to workers (telephone cards); weekly awards such as DVDs, I-Pods, mobile phones and watches to area supervisory staff and HSE of-ficers based on the number of observations raised d by OBI (the client) during the HSE tour. Monthly awards are issued to a number of employees. Awards are also be-ing given to the best areas. On the eve of the 11 million man-hour celebrations, all employees were given T-shirts, caps and coffee mugs with the compliments of HSE.

Environment

The MAT Project is an active member of CCC’s global environment mission “CCC Goes Green”. We are committed to taking care of the environ-ment and preserving natural resources. All recy-clable materials are segregated and sent for re-cycling. Papers, cartons, oil, metal, plastic and so on are being recycled regularly. We have dedicat-ed waste management teams on site. A spill re-sponse team is always on site to counter any spill-age incidents.

Health and Welfare Priorities

A clinic functions at the MAT Project round the clock. We have an ambulance equipped with AED and other medical emergency equipment. A doctor and nurses are always available on site to attend to any medical cases. The welfare of the employees is well looked after. The HSE Depart-ment monitors welfare activities in conjunction with the Administration. No employee is allowed to ill treat his colleagues. Immediate remedial ac-tions are initiated to stop such activities. A third

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Spot Award Distribution (Hala Card)

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party lab test of drinking water is also being car-ried out frequently through the initiative of the HSE Department.

The MAT Project is using an anemometer, a Luxmeter, a digital hygrometer, wind socks and so on to monitor weather conditions. Regular test messages through mobile phones to management, section and site engineers and the flying of differ-ent colour flags at sites all give information about the weather conditions. In order to follow sug-gested preventative climatic work practices, ISO-STAR is distributed to all levels of employees.

Regarding the site conditions, HSE officers use megaphones to communicate with the employees. Risk assessments are prepared for each task and reviewed frequently. We have a dedicated near-miss champion on site to evaluate near misses.

Weekly crosschecks are carried out by engineers and HSE officers based on OBI’S 28 HSE check-lists. The observations are agreed upon and cor-rective actions are initiated by their counterparts. This system of checks and rectification enables us to maintain the figures of HSE compliance at 100 per cent. We have trained fire-fighters, fire war-dens, AED operators, fully equipped first aiders, an emergency response team, a waste management team, an environment incident response team and so on. These are deployed on site and at the camp to meet emergencies. Emergency drills are also conducted frequently to check the efficiency of equipment and worker response.

A rescue drill carried out from the tunnel with helicop-ter basket stretcher and crane boosted the morale of the workers. We were appreciated by many contractors for the success of the drill. The rescue methods were forward-ed to our other packages to implement where critical con-struction activities are ongoing.

We, the project management, are glad to be able to quote these impressive facts which constitute our best practices and how they turned around our HSE activi-ties. We would like to add that the most important best practice we have in the MAT Project is teamwork with construction team and management support. Since the start of the project we have won the Contractor of the Month Award five times, the Housekeeping Excellence award four times and the Most Improved Contractor of the Month Award once.

Above all, we have won the Large Contractor of the Year Award 2008; the Special Recognition Award for

the Outstanding Performance of an HSE Manag-er; the Large Contractor of the Year Award 2009 and the Contractor of the Year 2009 for our best HSE performance. All these achievements show our commitment to HSE.

Management is gladly taking care of each em-ployee. From day one they are looked after well. It is our commitment to send them all back to their homelands with a good, warm memory of the New Doha International Airport.

Raju B. PillaiHSE Manager - MAT Project

...HSE Achievements at New Doha International Airport Midfield Access Tunnel

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Recognition for HSE Manager Performance 2008

Round the Clock Clinic

32

Corporate Social Responsibility

Bulletin Issue 93 / April 2010

CSR News Report

Contribution to CSR InitiativeCCC Staff are encouraged to come up with ideas and ac-

tivities 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]

Donations to HaitiAfter the earthquake disaster that hit Haiti in January,

CCC Management at MOA, Areas and Projects along with the employees have transferred an appreciable con-tribution to the International Federation of Red Cross & Red Crescent Societies and for Relief International, two international relief organizations that are active on the ground, helping in relief activities for the Haitians.

Carbon FootprintReducing emissions is a global initiative led by world

leaders, governments, organizations and conferences leading to stringent legislations, regulatory procedures and control systems. In the near future our operations will have to comply with such regulations. Our CO2 emis-sions as a Group have to be quantified, controlled and re-duced, and to this effect, committees from the different disciplines within the company are busy exploring options and means to reduce our Carbon Footprint. This is a ma-jor achievement towards CCC Going Green Initiative.

Greece: First Aid CoursesIn line with the commitment of the Company towards

the welfare of its employees, their families and commu-nities they are living in, First Aid Training sessions were organized by MOA CSR Committee along with PNOI (Friends of Children in Intensive Care), a Greek NGO. Nine three-hour training sessions, two in Greek and sev-en in English, were attended by over 150 staff and mem-bers of their families at MOA during last December, Jan-uary and February. Although the sessions were compact with basic information about first aid life saving proce-dures and techniques including CPR and a wide cover-age of other related first aid scenarios, the feedback from the participants was positive and expressed the necessity for everyone to attend such training courses; all request-ed further follow up sessions with more hands on train-ing specially on CPR procedures. This will be explored in the near future.

Greek Summer Trainees at CCC ProjectsUpon the initiative of the CSR-MOA Committee in co-

operation with the HR Department, Greek summer train-ees were placed at CCC projects in Abu Dhabi, Oman and Qatar. The activity aimed to engage the Greek society more with CCC projects and to acquaint the students with large-scale construction projects. The trainees expressed their satisfaction with their experience and considered it quite enriching and purposeful. They became acquainted with CCC and the Arab environment and showed further interest in joining CCC upon their graduation. The train-ees’ supervisors were satisfied as well from the work atti-tude and behaviour of these trainees and recommended them for future employment.

Kazakhstan: Winter Clothes to Atyrau OrphanageIn line with CCC Kazakhstan’s CSR Programme, a do-

nation of winter clothes was made to the Atyrau Orphan-age. The Orphanage accommodates 95 orphans aging be-tween three and seventeen years.

Lebanon: LASEThe Lebanese Association for Sustainable Energy was

recently established with a mission statement to advise and support the Ministry of Energy and other stakehold-ers of the need to adopt a sustainable electricity produc-tion policy for Lebanon, with renewable energy an inte-gral part, and push for the implementation of such policy before the year 2020. CCC is a founding member of the Association.

JordanMillion Tree campaign II

CCC sponsored the Million Tree campaign II organized by the Arab Group for the Protection of Nature to plant trees in Beit Iksa, Beit Anan, Biddo, Al Shaikh Ijleen and Deir Al Balah in Palestine. CCC contributed JD 1000 (200 trees) and purchased 10 tickets for their Annual Dinner held at the Landmark Hotel in Amman, each ticket pur-chased represented the plantation of 6 trees. A number of CCC employees attended the dinner on behalf of the CCC Group.

Tony AwadCorporate Social Responsibility Officer

33



Long before CSR became a “buzz” word in interna-tional business circles, CCT JV Ltd. in Qatar had always been championing the effort to give back to the same lo-cal society within which we have flourished since the ear-ly 1990s.

Over the last three years, this effort has been highly ev-ident through collaboration with Qatar’s Traffic Depart-ment. Through generous financial donations (exceed-ing US$50,000.00) to the periodic GCC Traffic Safety Week(s) and assistance with MOI Traffic Department’s monthly “Road Safety” magazine, we have been able to combine both CSR with our own promotion for road safe-ty standards and safe driving practices.

We have also been very supportive of the local Al Amal Hospital (part of Hamad Medical Corporation facilities). We have generously assisted this specialised hospital with organising the inaugural cancer conference as well as with its pioneering cancer research efforts.

CCT JV Ltd. is additionally committed to supporting the local expatriate communities with a multitude of na-tionalities, cultures and cuisines. By way of example only, this support includes:

Assisting the Indian Cultural Centre in preparation for Independence Day and Republic Day annual celebra-tions.

Assisting the the Goan Welfare Association with their annual May Queen Ball.

Fund raising efforts to support severe flooding relief operations in the Philippines.

CCT JV Ltd. has also donated several pieces of office equipment and funds to both the Lebanese and Palestini-an schools here in Doha. The Lebanese Embassy has also been a grateful beneficiary of several fund-rising efforts for their new buildings complex.

Ramzi DahdahQGXII Project Manager

Support to the Local Community in the State of Qatar

This conference eventually convened in December 2009 with mobilization by citizens, non-governmental groups and UN agencies starting since September (Seal the Deal campaign). The conference aimed to plan for the follow-ing commitment of the Kyoto Protocol (signed in 1997 and entered into effect in 2005) which ends in 2012. The result of the conference (COP15) was to ‘take note’ of the Copenhagen Accord. The Accord entailed many points which include agreement that increase in global tempera-ture should be below 2 degrees Celsius. The Accord rec-ognizes that deep cuts in global emissions are required. It endorses that developed countries would commit to econ-omy-wide emissions targets for 2020 and slow growth in their carbon emissions which are to be submitted by 31 January 2010.

The Accord recognizes the crucial role of reducing emis-sion from deforestation and forest degradation and the need to enhance removals of greenhouse gas emission by forests. It endorses as well the goal for the world to raise $100 billion per year by 2020, from “a wide variety of sources” to help developing countries cut carbon emis-sions (mitigation). However, it does not commit coun-tries to agree on a binding successor to the Kyoto Pro-tocol ending in 2012. Four emerging economies – Brazil, South Africa, India and China, constituting the informal BASIC group –played a key role in Copenhagen. The Ac-cord set the deadline of January 31, 2010 for submitting

climate targets. By this date 55 out of the 194 signatories to the 1992 Climate Convention signed. Despite this small number, the UN points out that these countries represent 78% of the world’s greenhouse gas emissions.

As for the Arab world and Africa, the climate is predict-ed to become even hotter and drier in most regions. High-er temperatures and reduced precipitation will increase the occurrence of droughts, an effect that is already ma-terializing in the Maghreb. It is further estimated that an additional 80–100 million people will be exposed by 2025 to water shortages. In addition, agriculture yields, espe-cially in rain fed areas, are expected to fluctuate more widely, ultimately falling to a significantly lower long-term average. From the perspective of these countries, the conference fell short of responding to their needs and so on the one hand they need to exert more pressure on developed countries to make progress in the Copenhagen Accord and on the other hand there is need for actions to be taken by governments, businesses (as CCC is starting to adopt) and non-governmental associations.

Salma A. Shawa, PhDTraining and Career Development

HR Department, Athens

The Copenhagen Climate Change Conference

34



On several project sites at Ras Laffan, Qatar, we fol-low the Corporate Social Responsibility code of conduct for reducing the waste generated on site. This is carried out through the process of material segregation and re-cycling.

The material segregation being done on site involves the separation of hazardous and non-hazardous materials. An area is dedicated to the separation and isolation of differ-ent waste materials into the different streams (i.e. domes-tic waste, paper and cardboard, plastic, and so on) which

are in turn sent to local third party companies specialis-ing in recycling and/or disposal to approved locations by the local authorities.

Hazardous waste such as used oils, tyres and batteries are segregated and then sent to the proper authorities for recycling. Tyres for example, are collected by a firm spe-cialising in refurbishment for use on low risk off-road ve-hicles.

Another way of recycling is the transfer of useful sign-boards (site speed limit signs, barricade signs, and so on)

used from one project to another. This simple form of re-cycling not only reduces manpower and material costs, but is also environmentally responsible.

To increase the recycling of basic office waste (paper, plastic drink bottles, aluminium drink cans, and so on)

we have installed, along with assistance from our client Qatargas, recycling bins outside each office block. These bins are cleverly designed with attractive colours that cap-ture the attention of staff and workers. Ensuring very ear-ly segregation of office-generated waste makes life a lot easier not to mention cost-effectiveness.

Fadi BoustaniProject Administrator

Ras Laffan

Reducing Waste at Ras Laffan, Qatar

On several project sites at Ras Laffan Qatar we fol-

p )

35



The CCC/CSR Committee in Athens is not only follow-ing projects with an environmental or ecological aspect, but it is also helping on a social level.

On 4 January 2010, members of the CSR Committee had the joy to visit a nursery in Athens for small - main-ly African – children of immigrants with poor financial means and to distribute gifts to the kids for the seasons’ holidays.

The lady who founded the nursery and who is successful-ly running it is Mrs. Lilly from Kenya. She has been doing

a remarkable job and the kids are fortunate to receive lots of love in a simple but caring environment where funds are scarce. The CSR Committee is looking into the possi-bility of offering much needed help (other than financial) to bring more sunshine to the children’s lives.

We already have an offer from a pediatrician and a child psychologist to examine the children and we will be happy to have volunteers assist in any other way.

Yvonne WyssPersonal Assistant

Corporate S A N T A Responsibilities

36



“Ask not what your company can do for y p yyou, butt ask what you can do fooooorrrrrr your companny and yourself”

In the inccreasingly conscience-focused marketplaces of the 21st ceentury, the demand for more ethical business processes aand actions is increasing. Simultaneously, pres-sure is appplied on corporations to improve their princi-ples and vaalues on workplace procedures. Environmental issues havee become major topics at world business con-ventions annd conferences.

It is thereefore no wonder that, in his closing speech at the CSR EEurope’s General Assembly that took place in Brussels onn the 11 June 2009, Mr. José Manuel Barroso, President oof the European Commission, stressed the im-portance off re-building trust in businesses by pointing out that Corporate Social Responsibility is even more crucialtoday than ever due to the current ex-ceptional and extreme circumstances.

“We needd a new culture of ethics and responsibiliity” he stated.

This poinnt has been validated by the growing nummber of companies who have come to understand the value of assess-ing their soocial and environmental per-formance oon a regular basis. It is inter-esting to seee that companies nowadaysare seekingg information from special services about how they are viewed inthe market and how they are progress-ing in meetting with the expectations of investors, eemployees, customers, busi-ness partneers and other concerned par-ties on a raange of corporate social re-sponsibilityy issues.

Certainly,, Corporate Social Respon-sibility can make a significant contribu-tion towardds sustainability and compet-itiveness inn small businesses and giant corporationns such as CCC.

However, the vital role of CSR as a contributing factor to improve the social environment and to integrate ethi-cal standardds in business does not depend only on the rec-ognition annd execution by the employer or management, but also on the involvement of the workforce.

Thereforee, CSR not only would boost the standards of a firm to a higher level but also would motivate and en-courage thhe workforce to uplift their morale, increase their produuctivity and respond to their responsibilities and conscioousness towards ethical and environmental is-sues. It is aa key rule in CSR that the workforce should play an actiive role in supporting activities and volunteer-ing for programmes that could elevate our principles onenvironmenntal matters and increase the standards of our workplace aand society.

Certainly,, we can all help out and get seriously involved in many fieelds knowing that whatever good we may add to our workplace and community it will be definitely tok l d i i ill b d fi i lour benefit and interest. In order to achieve our missionas a workforce we simply need to comply with basic rules

of ethical behaviour towards the management and not only expect from the management to play its role. This only expect from the management to play its

I have rehas brought to my mind a famous quote which -phrased into:

u, but ask “Ask not what your company can do for youelf.”what you can do for your company, and yourseuld be met Our obligations towards the management shoument is as with good faith, especially when such managem

highly regarded and supportive as CCC’s.vironment Hence, there are basic rules of ethical and enver to meet issues that we should seriously consider in ordes the manwith our commitments as a workforce towards -ntribution agement, develop good values and make our con

to CSR programme.

s.1. Particiiipapapatititingngng ii innn EnEE viiroroonmental Activittit eeesental misTaking part in environme -ivities as asions and supporting such act

mprove not workforce would certainly immpany but only our reputation as a comf the need also would keep us aware ofonment in for a better and safer enviro

our communities.

ling.2.2.2 R RRigigighththt A A Attitude to RRRecececyclhat we live We must accept the fact thwing popun a world with a rapidly grow -asing draination and with an ever increaour planet on the material resources of oycling into Earth which has pushed recybusiness. the top most urgent issues in

3.3.3. C C Cononffidededenntiality.obliged to As responsible staff we are formation maintain the confidential iny use of itentrusted to us and avoid any

ompetitors that could be beneficial to coor its cusor harmful to the Company -

tomers if disclosed.

Assets.4. PPProrr teeection anddd Proopper Use ooof ff Commpm any Ae CompaAll personnel should endeavor to protect the -r instance,ny’s assets and ensure their efficient use. Forimpact onimproper use of hardware could have a direct i

d affect thethe Company’s profitability which in turn wouldworkforce.

5.5.5. A connnflff ict of innnteressstvate interAny member of the staff should not let his priv -

he Compaest interfere in any way with the interests of th -p between ny. This is a basic rule for a healthy relationship

employee and employer.e the mainThe bottom line is that the employer may bea businessfactor in leading and applying CSR policy in af relationto facilitate the progress and improvement of -hand, theship with the associated parties. On the other

pportunityworkforce should see CSR programmes as an opanagementto prove first to themselves and then to the maes.their goodwill and to share in the responsibilitie

Alex KhouryMember of the CCC/CSR Committee, CCC Workforce

Your Company Needs You!

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37



Leadership Campaign at INJAZ

One of the organizations being supported by the Pres-ident and EVPs is INJAZ, for the creation of economicopportunities for Jordanian youth, through their special curriculum in the majority of state schools in Jordan.

One of their activities is the Leadership Campaignwhere CEOs of various firms from different fields go toboys or girls schools to inform them of their own experi-ences in their particular fields and to help them decidewhat to specialize in at university level. Each CEO is as-signed one hour to make their presentation.

My session was at one of the girls schools on the out-skirts of Amman. I believe this was rather successful: I guided the girls on the different steps to be taken whilstchoosing a field (by researching on the Internet and call-ing upon companies working in their field of interest).

The students were urged to achieve excellent grades which will influence the specialization they wish to enrolin as per university entrance rules in Jordan.

The main purpose of the session was to boost the stu-dents’ confidence, encourage and guide them as to howthey can achieve their goals: a presentation on contract-

ing and construction management and their specializa-tions was made to show the girls that they also could beactive in these fields.

It is difficult to describe the sense of fulfillment experi-enced when seeing the students’ positive reaction to suchencouragement, especially as they came from differentsocial and economical backgrounds.

Suhail HalabyConstruction Management Division

Jordan

38



The Emirates Foundation is a nationwide philanthropic organization established by the Government of the Emir-ate of Abu Dhabi in 2005 with the vision and commit-ment to improve the quality of life of all people in the UAE through a variety of projects including education, science and technology, arts and culture, environmental development, social development and public awareness. These projects will eventually stimulate intellectual and social growth.

In 2008 CCC was invited by the Emirates Foundation to attend a meeting along with more than 50 major compa-nies operating in the UAE in which the Emirates Foun-dation introduced its vision and mission and ascertain the joint sponsorship, with the private sector, of their 50 new projects for 2008.

The Emirates Foundation was looking for the active par-ticipation of the private sector in their projects, through partnerships and collaboration with the aim of achieving corporate citizenship and social responsibility. During the break-out sessions, we showed interest in the “Environ-mental and Social Development projects” within the are-as of Corporate Social Responsibility (CSR), since CCC’s top management was seriously committed to it.

Following that introduction, we had successful meetings with the executives of the Foundation whereby CCC’s commitment was stressed again and various projects were

discussed encompassing social development with a view to helping the communities in our area of operations within the Western region where our major projects and resources were located. Our signature project was identi-fied as “Public School Library Development” which is a nationwide initiative with concentration, in our case, on the Western Region’s schools. The Foundation’s budget for this project that covers 50 schools is AED 2 million per year and our contribution is of a major value.

CCC was invited to attend a joint press conference to announce to the media the Emirates Foundation edu-cation projects in partnership with the Ministry of Ed-ucation. His Excellency the Minister of Education an-nounced the embarkation of the initiative giving further information about its nature and purpose. At the same time officials from Emirates Foundation announced to the press and the media the names of the three sponsors of this project, namely CCC, Partex Oil and Gas and Bin Darwish Group. CCC’s Logo was displayed with the oth-ers at the background.

We have been attending regular meetings and having ac-tive participation in the Initiative.

Avak DakessianManager, Area Personnel and Admin

Public School Library Development Project in UAE

Sports & Leisure


A CCC interdepartmental Soccer 5s tournament was held on Saturday, 21 November 2009.

Six teams participated for the different departments of Managing Office Athens.

Anna Hussein

Soccer 5s in Athens

Suheil Sabbagh with Finalists

Human Resources Team

Civil Estimation Team

TEAMS

Civil Estimation HR

Johnny Abu Ata Said Shawwa

Rashid Ennimer Laith Qusmiah

Ahmad Maoued Klodian Muhaj

Mikael Daher Stamatis Koutsouflakis

Thamer Rshediat Nadeem Saad

Hussam Owaineh Mohamed Khatib

IT E-M Estimation

Mohamad Husni Kamal Berbari

Saddam Abu Ghaida Samer Mansour

Sami Saidi Ihab Mousa

Abed Yousef Elie Najem

Omar Alfatyan Tarek Desir

Yasser Hijazi Abdelatif Ladki

Nabil Hage

Treasury Mechs & the AJ

Peter Saad Ayman Khatib

Omar Afifi Mohammad Shrouf

Andre Hallack Alexandros Vassilas

Yousef Jadoo Rabih Bou Saad

Mohammad Zimmo Hisham Al Zeir

Kostas Katsarelis Ahmad Jaradat

Khaled Arafeh

Ahmad El Sherninee

RESULTS 1st Round

TEAMS SCORE

HR v C-Est 1 - 3

Treasury v IT 9 - 2

E-M Est v HR 0 - 11

Mechs v Treasury 4 - 1

C-Est v E-M Est 7 - 0

IT v Mechs 1 - 4

RESULTS 2nd Round

TEAMS SCORE

C-Est v Treasury 3 - 2

Mechs v HR 2 - 3

FINALS

TEAMS SCORE

Mechs v Treasury 5 - 2

C-Estimation v HR 3 - 2

1st Place Civil Estimation

2nd Place Human Resources

3rd Place Mechanics & AJ

Sports & Leisure


Come Skating with CCC London

The days draw shorter and the nights turn colder; win-ter has crept up on us bringing showers of rain and chilly winds. However this does not stop CCC London employ-ees from heading out to have fun. After a few weeks of ea-ger waiting, Winter Wonderland has opened up in Hyde Park boosting the biggest ice rink in Central London. On a fine Thursday evening, a party of 15 brave men, women and children headed out for the challenge, geared with ex-tra thick woolly socks and scarves: they meant business!

From afar we were already dazzled by the colourful bright lights. As we set foot in the Wonderland we were delighted to be greeted by the Canadian singing moose. Some of us headed straight for the warm mulled wine and others warming up on the rink.

With a little help everyone managed to get their skate boots on and was ready to bust some moves. Most took to the ice rink and started gliding gracefully under the stars. The team, though of mixed age, build and profi-ciency, worked wonderfully together, helping and assist-ing each other. There was no major accident though Ms. Staicu earned herself a few nasty bruises while attempt-ing the triple axel.

After the hour-long session everyone stepped off the rink in a uniform penguin walk, with slightly aching legs and growling tummy. It was time to replenish with a well-earned Bratwurst bun. After more mulled wine and mini pancakes the CCC team wandered off into the maze of Christmas wonders, with a hearty smile.

The photos are courtesy of Robert Nasr (the appointed photographer).

Kelly TanCCC London

From afar we were already dazzled by the colourful

Feeling proud after the skating session

With a little help everyone managed to get their skate

Group photo on the ice

Aft th h l i t d ff th

Winter Wonderland

Team Indestructible-Robyn, Lyuba, Mark, Lydia

Births

Engagements & Marriages

Milestones


Samer Dagher (Qatar Gas II Project) is very happy to

announce his marriage to Nancy Ojeil on 25 July 2009. The

delightful wedding ceremony was held in the Rabieh Hotel,

Lebanon in the presence of all their family members and

friends.

Mohammed Anwar Shareef (ASCS Project, Oman) is very glad to announce his marriage to Amreen Fatima. The wedding ceremony was held on 22 November 2009 in Hyderabad, AP, India.

Youssef Abi Raad (ATC Project, Qatar) is happy to

advise us that he got engaged to be married to Manale

Harfouche on 27 December 2009 in Lebanon.

s.Y

adaaHH

All the staff at BCA Project, Qatar wish a happy married life to their colleague Raman Kuppusamy who got married to Renuka Devi on 22 January 2010 in Chengalpattu, Tamil Nadu, India.

E. John Binumon (ATC Project, Qatar) and his wife Lini

Binu would like to announce the birth of their son Sherwin

B. John. He was born on 4 December 2009 in Kottarakara,

Kerala, India. Sister Sephia and the entire family are charmed

with the new arrival.the

A second son called Jad has been born to Omar Moued (RUFW Project, Saudi Arabia) and his wife Lama. He came into this world on December 9, 2009., 2009

Kareem Arafeh (SEP-Cairo) and his wife Iqbal

Abdel-Hadi are delighted to announce the birth of

their son Hashem. He was born on 30 October 2009

in Amman.Hasn.

A third child, a girl called Danica, was born to Leonardo and Gemma Estocapio (NPDD Project, Oman). She arrived on 15 January 2010 in the Philippines. e

Khaled Suleiman (BCA Project, Qatar) and his wife

Rana are pleased to announce the birth of their first baby

boy, Assaad. He was born on 6 November 2009 in Saida,

Lebanon. All the family and friends are delighted.

Khaled Elshaer (BIM Centre, Cairo) is proud to announce the birth of his son, Zain, on 7 January 2010. , n 7 Januaryy

Watheq Haddad (CMU Project, Qatar) and his

wife Dana were blessed with the most beautiful gift

on Christmas Day (25 December 2009) with their first

little angel, a cute baby girl named Natalie.little angel, a

Suhaib Amer (BCA, Qatar) and his wife are very happy to announce the birth of their first baby, a boy called Yazan. He was born on 13 December 2009 in Doha. 009 in

Ambi Madathil (KGP Project, Saudi Arabia) and

his wife Sobha are so happy to announce the birth of

their second baby boy named Abhishek. He was born

on 1 October 2009 in Kerala, India.

e e

Mohammad Abdul Razek (NCP Project, Saudi Arabia) and his wife Ola Saad would like to announce the birth of their first child, a boy named Khaled. He was born on 4 February 2010 in Saudi Arabia. The entire family is charmed and happy with the new arrival.

Anwar Awad (MOA, Athens) and his wife Lina are happy to announce the birth of their daughter Serena. She was born on 27 February 2010 in Athens.

41

ed val.

Lina Awad and Stephan Mansour (both with MOA,

Athens) are very proud to announce the birth of their twin

girls Mariam and Rita who were born on March 2010.

Both of them look forward to keeping their hands full with

the fun of parenting.

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

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

welcome.

CCC BULLETIN

P.O. Box 61092

Maroussi 151 10

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

see The BULLETIN on line at

www.ccc.gr - News - Quarterly Bulletin

EDITORS

Samer KhouryZuhair HaddadNafez HusseiniDamon Morrison

PUBLIC RELATIONS

Samir Sabbagh

PRODUCTION

Jeannette ArduinoNick GoulasGeorgia GianniasAlex Khoury

ContentsFROM THE DESK OF....................................Samer Khoury

EDITOR’s VIEW….............................................................…1

MAIL BAG….......................................................................…1

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

QUALITY MANAGEMENT- Monitoring and Measurement of Processes

Mounir Soufyan…................…4

FEATURE- CCC & Qatari Diar - Samih Zaben…...........................…8- CCC: Embracing Challenges - Bassam Daher….........…9- Project Highlights….....................................................…10- CC Project Management Teams..................................…18- Project Key Personnel..................................................…19- Projects Timeline.........................................................…20- CCC Build...................................................................…21- MOA Support...............................................................…22- Building Information Modeling (BIM) ......................…23- Cairo Central Estimation Unit...................................…24- Doha Central Coordination Unit................................…24- Egypt’s Procurement Unit............................................…25- North Africa Headquarters........................................…25

AREA NEWS- Jordan: Central Market Place - Suhail Halaby….........…26- Yemen: Samer Khoury meets Prime Minister

Bulletin Staff…..........…26- Kazakhstan: Controls at Kashagan - Chehade Kassouf....27

HEALTH, SAFETY & ENVIRONMENT- ASPI Goes Green - Amer Sahawneh….......................…28- HSE Achievements at NDIA Midfield Access Tunne

Raju B. Pillai…29

CORPORATE SOCIAL RESPONSIBILITY- CSR News Report - Tony Awad…...............................…32- Support to Local Community, Qatar - Ramzi Dahdah…33- Copenhagen Climate Change Conference

Salma A. Shawa…..................33- Reducing Waste at Ras Laffan, Qatar - Fadi Boustani…34- Corporate SANTA Responsibilities - Yvonne Wyss…......35- Your Company Needs You - Alex Khoury…...................36- Leadership Campaign at INJAZ - Suhail Halaby..........37- Public School Libraries, UAE - Avak Dakessian..........38

SPORTS & LEISURE- Soccer 5s in Athens - Anna Hussein......................……39- Come Skating with CCC London - Kelly Tan…...............40

MILESTONES.....................................................................41