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Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

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Page 1: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During
Page 2: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

Dear Friends and Colleagues,

CCC already has a track record of growing as the economies of its markets

expand. During these market growth cycles, CCC management succeeded in

making each cycle an opportunity for the company and its staff to also grow.

We are in the third growth cycle of the last 20 years. Review the numbers:

Year Total Revenue

1985 $ 324 million

1995 $ 1,116 million

2005 Forecast $ 1,952 million

2006 Forecast $ 2,250 million

This growth could not have happened without the sharp and long term vision of the founders, Mr. Hasib

Sabbagh and Mr. Said Khoury. They kept the CCC Family together during the recession between 1982 and

1988 overriding the advice of some of the top executives who advocated massive reductions in staff and

resources.

The oil price increase and the resulting climate of rapid expansion in our traditional Gulf areas, particularly in

the oil and gas sector, have triggered the latest cycle of growth for CCC. In 2005 we achieved quite a record

of US$ 3.6 billion in new sales. Related to this growth, our organization will expand both vertically and hor-

izontally, thus opening up several new managerial positions and opportunities for our staff whom we have

been training for the last few years. Our diversified structure with strong support and control from the

Managing Office, gives us the flexibility needed to handle larger turnovers and react better to the market

dynamics.

I want to use this opportunity to congratulate the Estimation Department under the guidance of EVP-O and

GVP-MP&E for the large sales volume they achieved in 2005 and I am confident that the Area Managers and

their Project Managers will succeed in operations and will achieve growth needed to further feed our corpo-

rate strategy in various segments and investment ventures. CCC Management has also moved quickly to

strengthen the Managing Office in order to support all this expected growth.

• The Construction Support Department has been strengthened by streamlining and distributing various

responsibilities between Senior Executives in the Managing Office and the Project Managers.

• The IT Department is developing a new generation of visual project control systems and programs which

will enable management and controls staff to have easier and more readily accessible decision support systems.

• The Personnel Department made a forecast of the required human resources and is successfully mobilizing

the recently awarded projects.

• The Plant Department also made a forecast of the required plant resources and has already purchased large

fleets of equipment required in 2006, and

• other activities and actions are being implemented by other Departments, Areas and Projects to prepare for

the expected increase of our work volume. These activities are nothing but a reflection of the initiatives and

creativity that our staff has always excelled at.

I would personally like to thank you all for the efforts to make this opportunity rewarding for everybody.

Tawfic S. KhouryExecutive Vice President

FROM THE DESK OF

Page 3: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

Bulletin - 3rd Quarter 2005 �1

“VISIONEERING”

From May 12-15, 2005, a “Visioneer-ing” Seminar was held at the EPSOoffices in Abu Dhabi. The seminar wasattended by many Information Sys-tems Department personnel from vari-ous CCC projects from all over theworld. The seminar was an opportuni-ty to draw up a strategy for the ISD forthe years to come and to share experi-ences in order to solve problems.

The attendance at this meetingranged from academic professors toproject managers to automation engi-neers to systems developers. At a roughestimation it would seem that we hadmore than 400 years of IT experiencewithin that seminar.

Zuhair Haddad gave a detailed pre-sentation about the company strategy

for the upcoming years and how ISDwill have a crucial role to play especial-ly in project control. He elaborated onhow to enhance the productivity of thecompany by having a laminar work-flow especially in these days wherethere is an explosion of work and withfast track projects. He then split the ITphases of a company into four phases:traditional, advanced usage, absorp-tion and pioneering. He believes thatwe are now somewhere between theadvanced usage phase and the absorp-tion phase, and the plan in the years to

come is to move the CCC IT rating intothe absorption phase then into the pio-neering phase. Mr. Haddad thenshowed us the strategy to follow byhighlighting the importance of havingmore visually (3D/workflow) orientedapplications, using ‘pull driven’ tech-niques, preventing sub-optimization,having a proper project work break-down structure, building or loading anearly 3D model with BOQ, cooperatingclosely with partners, having regularmaterial forwarding planning, creatingan n-week look ahead schedule, identi-fying bottlenecks as early as possibleand choosing alternative routes ofprogress. Mr. Haddad also laid up theISD road map. The main objectives areto enhance CCC’s competitiveness by

optimizing the use of information andsystems, to maintain a competitive costprofile for ISD, to absorb and developnew technologies, to start the transfor-mation from IT (Information Technolo-gy) into KT (Knowledge Technology),and to enhance the career paths of theIT staff and their job satisfaction. Theoptimization of the use of informationand systems will be by shifting intomore visual tools (3D, 4D, GIS …), bybetter reporting (ICube, IBox, Crystalreports …), by automating the businessprocess (workflows, C3dQ …) and by

having an object-centric developmentapproach (VBC, C3dQ …). The absorp-tion of new technologies and platforms(PDF forms, workflows, handhelds,wireless …) will keep ISD and the com-pany up to date. The need to create‘Knowledge Circles’ for hot topics andfor continuous interaction between ISDstaff was also highlighted in order tohave a clearer and wider understand-ing of problematic issues.

Over the following three days, vari-ous presentations about the applica-tions were given by different IT per-sonnel showing integration betweenthem in an intelligent environment inwhich all influences on the project aremonitored, analysed and reported in atimely manner.

Finally, I would like to thank all thepeople who made this seminar a suc-cess and hope to see you guys in thenext ‘Visioneering Seminar’ with brandnew ideas that will lift our company ITrating into the pioneering phase.

Salim El-Farkh

Page 4: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

�2 Bulletin - 3rd Quarter 2005

RECENT AWARDS

Salalah Port, Breakwater, Dredging and Recla-mation – Oman

Construction of two container berths and theassociated breakwaters, as well as the relateddredging works.

CCC Oman is in an equal joint venture withHani Archirodon. The job was awarded inAugust 2005 and its duration is thirty-twomonths.

Khafji Crude Onshore Production Facilities –Saudi Arabia

The scope involves engineering, procurementand construction of the expansion of the existingproduction facilities.

The client is Al Khafji Joint Operation Companyand job was awarded in August 2005. Expectedcompletion is in twenty-four months.

Mubadalah ERWDA Building – Abu Dhabi Ten-storey reinforced concrete office buildingwith a central atrium and a five-storey car parkstructure.

The total covered area is 79,000m2. This high-quality building was awarded in May 2005 andis expected to be completed in March 2007.

Construction of MR 118 between Aus & GrensRoad – Nambia

Upgrading of the Aus-Rosh road (Main Road118) from gravel to bitumen surface standards,over a distance of 51km. The project was award-ed in May 2005 and is scheduled to be complet-ed in October 2006.

Dualization of Sohar – Buraimi Road – Oman The project consists of the dualization of theexisting carriageway between Sohar and Burai-mi for a total length of 80km. Works includemajor cut (with drilling and blasting in rock),high embankment, as well as several wadibridges and retaining walls. Works also includeall the necessary drainage, slope protection,street-lighting and finishing works.

The client is the Ministry of Transport and Com-munications, and the consultant is M/S Nespak.

The project is expected to commence in October2005 with a duration of 39 months plus 2 monthsmobilization.

Ras Laffan Common Cooling Water – Phase 1Expansion - Qatar

Engineering, procurement, installation andcommissioning of a seawater system to supplyLNG 1 and Ras Laffan Cracker through GRPpipes. The total length of the pipes is 16km andthe diameter ranges from 1.2 to 2.8 metres.

The client is Qatar Petroleum and the job wasawarded in June 2005 and is expected to be com-pleted in August 2007.

Wadi Khabb Recharge Dam - Oman The project consists of the construction of anearth dam along Wadi Khabb in Diba (Musan-dam Peninsula) using zoned earth fill and rockfill, along with a concrete spillway. Total lengthis approx 500m (out of which 200m for the spill-way) with an average height of 19m. Works alsoinclude the construction of access roads withsome Irish crossings in the vicinity of the damlocation.

The client is the Ministry of Regional Municipal-ities and Environment and Water Resources,and the consultant is Renardet.

The project’s duration is 12 months plus 45 daysmobilization. Construction activities started onAugust 15, 2005.

LPG Mounded Storage Tanks – KuwaitThe scope involves the construction of an LPGstorage area with six mounded vessels, plus theassociated works. The client is Kuwait Oil TankerCompany and the main EPC contractor is Entre-pose of France. The civil works design is part ofCCC’s scope.

The job is expected to start in October 2005 andhave a duration of twenty-three months.

Page 5: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

Bulletin - 3rd Quarter 2005 �3

CURRENT PROJECTS

Sonatrach Building, Algiers BLD 03/06ALGERIA

Rakops - Mopipi Road RDS 09/06BOTSWANA

Sulphur Diesel Plant Package A O&G 01/07BAHRAIN

Nubaria Power Station HC 03/06

Cairo North Power Station, Module 2 HC 10/06

Sheraton Heliopolis Extension BLD 12/06

Golden Pyramids Plaza, Phase 3 BLD 04/07

EGYPT

Bridges & Road Improvement, Contract 2 RDS 09/05

Crusher & Asphalt Plant RDS 09/05

Rds Ipmr. & Rehab. Works, Sugar Mill to Red Gate RDS 12/05

Road Improvement & Rehabilitation RDS 05/07

GRENADA

Wafra 'B' Substation BLD 12/05

Relocatable Buildings BLD 12/05

LPG Mounded Storage Facilities O&G 05/06

Road Maintenance in Agricultural Areas RDS 02/07

Al Khiran Infrastructure NET 03/07

KUWAIT

Nizwa - Thumrait Road Rehabilitation RDS 09/05

North Sohar Asphalt Works RDS 12/05

Signalized Junction at Al Ghubrah & Sail Roundabouts RDS 02/06

Sohar Refinery O&G 03/06

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

Sohar Port Infrastructure HC 08/06

Isomerization Plant EPC Project O&G 01/07

Breakwater & Container Berths at Salalah Port MAR 04/08

Dualization of Sohar - Buraimi Road RDS 12/08

OMAN

Sports Hall at Khalifa Sports City, Doha HC 08/05

Ras Laffan Onshore LNG Plant, Phase II O&G 12/05

Ras Laffan - Mesaieed Sweet Gas Pipeline PL 03/06

Doha South Sewage Treatment Works, Phase IV NET 05/06

Ethylene Plant Expansion, Phase II O&G 09/06

Sports City Tower BLD 10/06

QAPCO Ethylene Plant Expansion, Phase II O&G 11/06

Ras Laffan Common Cooling Water Systems, O&M O&G 05/07

Ras Laffan Onshore LNG Plant, Train 5 O&G 08/07

Ras Laffan “B” Water Pipeline NET 09/07

Qatargas II LNG Onshore Facilities O&G 04/08

Ras Laffan Onshore LNG Plant, Train 5 Options O&G 04/08

QATAR

Thammama C & F Units 6 & 7 Gas Wells Tie-in PL 08/05

Jebel Ali Power Plant, Civil Works HC 11/05

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

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

Capital Towers Main Works BLD 03/06

Northeast Bab Project, Phase I PL 04/06

Garden of Paradise & City of Arabia Substations BLD 04/06

Mubadala Env/tal Research & Wildlife Dev. Agency BLD 01/07

OGD III Gas Gathering PL 04/07

The Dubai Mall BLD 05/07

Onshore Gas Development, Ph III - Upstream Project PL 07/07

Ruwais NGL 3 O&G 03/08

UNITED ARAB EMIRATES

Bajil Sanitation Project, Contract 1 NET 12/05YEMEN

Northern Main Roads Upgrade RDS 04/07SWAZILAND

Aus - Grens Road RDS 09/06NAMIBIA

Aggregate Supply for LNG Train 1, Bioko Island HC 12/05EQUATORIAL GUINEA

South Caucasian Gas Pipeline PL 12/05

Segm

ent

Complet

ion

AZERBAIJAN

Tertiary Road Rehabilitation RDS 12/05SAINT LUCIA

Jubail Chevron Petrochemical Complex O&G 12/06

Khafji Crude Onshore Loading Facilities Expansion O&G 08/07

Hawiyah Gas Plant O&G 01/08

SAUDI ARABIA

Segm

ent

Complet

ion

BUILDINGS HEAVY CIVIL OIL & GAS NETWORKS PIPELINES ROADS MARINEBLD HC O&G NET PL RDS MAR

Page 6: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

QUALITY MANAGEMENT

�4 Bulletin - 3rd Quarter 2005

In this article we will continue to cover the basic principlesof the quality management system ISO-9000 series of stan-dards. This article will cover System Approach to Manage-ment (principle no. 5) and Continual Improvement (principleno. 6).

System Approach to Management

Introduction

System approach to management is another principle thatis linked with Process Approach. The purpose is to show therelationship between the key processes and their interfacewith organizations’ external business.

What is a System?A system is a chain of business processes that converts

business inputs into business outputs. Outputs from oneprocess form part of the inputs into subsequent processes, asshown in the following figure:

In creating the system model, the first task is to define thefirst process following the receipt of a customer enquiry. Atthe centre of the model are the core processes, those that cre-ate the products and services upon which the businessdepends for its survival.

The next step is to define the second process in this chainand so on until the last process that supplies the outcome tothe customer is identified. A generic system model is illus-trated in the following chart:

The ISO-9000 ViewISO-9000: 2000 under quality management principles (sec-

tion 0.2 clause e) specified that identifying, understandingand managing interrelated processes as a system contributesto the organization’s effectiveness and efficiency in achievingits objectives.

The new standards promote adoption of a systemapproach when developing, implementing and improving aquality management system. This approach is illustrated inthe chart below:

Page 7: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

Bulletin - 3rd Quarter 2005 �5

QUALITY MANAGEMENT

Key Benefits• integration and alignment of the processes that will best

achieve the desired results• proving confidence to interested parties as to the consis-

tency, effectiveness, and efficiency of the organization• providing a better understanding of the roles and respon-

sibilities necessary for achieving common objectives andthereby reducing cross-functional barriers

•understanding organizational capabilities and establishingresource constraints prior to action.Note: the following chart represents an actual example for

mapping of spool production system for CCC.

Page 8: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

�6

QUALITY MANAGEMENT

Bulletin - 3rd Quarter 2005

Continual Improvement

IntroductionThe new series of ISO-9000: 2000 standards puts a major

emphasis on continual improvement. The standards requirethat organizations establish effective and efficient systems fordata collection, identification of trends and providing solu-tions for improvement of product or service.

Methods for continual improvement have been widelyused in the industry. Motorola introduced a 6-sigma pro-gramme for process improvement in order to regain marketshare lost to competitors. Other programmes of a total qual-ity control nature have been also implemented by the Japan-ese such as JIT (just in time).

DEMING WHEEL – PDCA CYCLE

The ISO-9000 series of standards has recommended thePDCA cycle (known as the Deming wheel) previously intro-duced by Shewart and promoted by Deming.

PLAN: Identify and Analyze the Problem• establish precise problem statement• set a measurable goal for problem solving• identify and map processes • collect and analyze data• identify root cause of the problem

DO: Develop and Implement Solution• generate potential solutions that will address the root

cause of the problem• select and plan a solution• implement on a trial basis

CHECK: Evaluate the results• gather data on the solution• analyze the data on the solution

ACT: Standardize• identify systematic changes and training needs for imple-

mentation• plan ongoing monitoring of the solution• continue to look for incremental improvements to refine

the solution

The ISO-9000 ViewISO-9000: 2000 under quality management principles

(section 0.2 clause f) specified that continual improvement ofthe organization’s overall performance should be a perma-nent objective of the organization. Continual Improvementcan be carried out at no additional cost by removing unnec-essary steps, eliminating duplication and clarifying responsi-bilities.

We should continually seek to improve the effectivenessand efficiency of the processes of our organization, ratherthan wait for a problem to reveal opportunities for improve-ment. We should also have a process in place to identify andmanage improvement activities.

Continual Improvement of the OrganizationManagement should create a culture which involves peo-

ple actively seeking opportunities for improvement of per-formance in processes, products and service. This may beachieved by:• setting objectives at all levels of the organization• benchmarking competitor performance and best practice• recognition and reward for achievement of improve-

ment.Continual Improvement is a state of mind that continual-

ly forces employees to search and close the gap betweendesired results and achieved results.

Key Benefits:• improved capabilities and performance• alignment of improved activities to the organization’s

strategic intent• flexibility to react quickly to opportunities

Applying the principle of Continual Improvement leadsto:• making continual improvement of products, systems and

processes an objective to every individual in the organi-zation

• establishing goals to guides, and measures to track, con-tinual improvement

• recognizing and acknowledging improvement.

Mounir Soufyan

Page 9: Dear Friends and Colleagues, - Consolidated Contractors ... · Dear Friends and Colleagues, CCC already has a track record of growing as the economies of its markets expand. During

FEATURE

In the current construction market,skills shortages in the fields of engi-neering, health, safety and the environ-ment, quality control and assuranceplanning, project control managers,construction superintendents and vari-ous construction trades are wellknown. During the past years,although a shortage of general engi-neering skills received proper attentionand coverage, the company anticipateddeveloping more junior engineers incertain identified skills as cost control,documentation, planning and so on.

Faced with the current workforcedemand, forward-looking employersare seeking to become the employers ofchoice with young engineers and newrecruits, and this is a big challenge.After years of unstable constructionmarkets, career and job securities arebeing diminished.

In the near future, what can we doto position CCC as an employer ofchoice? People are the most importantasset the company has. These assetshave needs to be met, and the moreneeds are met, the more employees aresatisfied.

What are employees are looking for?Challenging and interesting work:

employees, especially young gradu-ates, are seeking opportunities todevelop their skills, learn and con-tribute to the workplace. Career drivenemployees are keen to establish a trackrecord to remain attractive to theiremployers.

Career Development: Although theresponsibility of career developmentrests mainly with the individual, inputfrom the employer is essential. Engi-neers are concerned about specializingearly in their careers, thus becomingpigeonholed in one particular area. Agraduate development program is oneway to address these concerns. Manyyoung engineers are willing to work invarious fields to expand their knowl-edge and experience. Employers, who

facilitate graduate development andavail mentors to provide technicaladvice as well as guidance on workissues, will reap great benefits fromtheir employees in the form ofincreased productivity.

Engineers are looking for trainingand development opportunities.Employers of choice view training asan investment rather than an expenseand devote the necessary resources toensure they have staff available to fillspecialized roles i.e. planning, IT,QA/QC, formwork and so on.

CCC with the current developmentand training program coupled withtechnical advice from experienced staffis one of the best companies offeringsuch training to engineers and superin-tendents. In the future there should bemore stress on technical training to getwell-rounded engineers and superin-tendents.

Benefits: competitive monthlyremuneration packages as well as well-known companies attract new gradu-ates. Employees look for employerswho provide access to technology andbetter benefits.

CCC is a well-known companymaintaining probably the best IT pro-grams and is a leader in resolving com-plicated technical issues covering allaspects of construction.

Money and equipment alone won’tmotivate staff indefinitely as theseneed to be supported by other values.

Organization Values: the culture ofan organization is important. Whileemployees might easily leave an imper-sonal organization, they are less likelyto leave a closely-knit organization.This should not be construed as loyalty.Happiness and good conditions ofemployment are important, as is fairtreatment of staff. Poor treatment ofco-workers will decrease loyalty to theorganization. Supporting previouslyemployed workers is one of the strate-gy elements that organizations utilize.

The older workers have a wealth ofexperience that younger workers lackand can act as mentors.

Since its foundation in 1952, CCChas prided itself on being:• a very personal company where

employees are treated as thoughthey were all members of the samefamily. During the past years CCCwas able to create what we call a‘CCC culture’, which is well knownto outsiders;

• a work place where not only a hor-izontal communication systemexists but also a vertical one. Thisresulted in very strong relationsbetween the various hierarchy lev-els within the organization;

• a company which provides jobsecurity;

• a work place where employeeshave a role in decision-making;

• a work place where a friendlywork environment and friendlyrelations prevail.

Non-traditional Benefits: the rangeof non-traditional benefits is wide andcould range from family insurance, lifeinsurance, child education, support forcontinuing education, recognition ofachievements, and recognition of fami-ly responsibilities. Companies whoprovide these are more likely to retainemployees.

Organizations that pay heed to theabove will differ from the others.Employees want a stimulating workenvironment, challenging work,responsibility in meeting work objec-tives, recognition of achievements, andthe meeting of family responsibilities.

To conclude, I believe CCC is a greatorganization and we should all workhard to ensure it maintains its status asthe employer of choice for the futuregenerations.

Fathi AlaaiddinArea General Manager, Oman

Bulletin - 2nd Quarter 2002 �7

WHAT MAKES CCC THE EMPLOYER OF CHOICE!

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�8

FEATURE

Bulletin - 3rd Quarter 2005

BackgroundAs part of its expansion in the Arabian Gulf region, Con-

solidated Contractors Company Oman LLC [CCC], memberof the Consolidated Contractors Group established in 1952,started its operations in Oman in 1971 in the early days of the“Renaissance Era” under the wise leadership of H.M. SultanQaboos Bin Said Bin Taimur.

Since then CCC has taken an active part in all disciplines ofthe construction of the country. CCC started as a buildingcontractor, moving on to road construction in the mid 70’sthen adding oil & gas and pipelines to its activities in the early80’s to finally be recognized as a reputable and highly respect-ed EPC contractor.

CCC is proud to have taken an active part in Oman’s con-struction and built some of the most prestigious landmarks inthe country among which:

Roads:Muttrah – Muscat RoadCapital Area Roads and Fly-OversDualization of Ruwi – Al Bustan Road Phase I -Dualization of Rusayl -Nizwa Road780 kms Nizwa to Thumrait RoadBawshar- Ghala Ring RoadKhassab Coastal RoadsAl- Khuwair Interchange

Buildings:Both Expansions of Seeb International Airport The Oman International Exhibition Centre The Capital Commercial Centre The Kuwait EmbassyThe Royal Flight Hangar

Heavy Civil & Dams:Sohar Port Ind. Area InfrastructureWadi Al Khawd Recharge DamRecharge Dam at Wadi Mu’aydin (see front cover)Wadi Bani Kharous Recharge Dam

Marine and Fisheries Harbours:Fisheries Harbour at ShinasFisheries Harbour at Al-LakbiFisheries Harbour at Saham

Oil & Gas Installations:Fahud & Wudam LPG ProjectsNimr Collection & Degassing TrainOman Refinery ExpansionSohar Refinery ProjectBahja Gathering CentreBirba gas Injection FacilitiesORC- CCR Project

Oil & Gas Pipelines:Kawkab Hook Up & Sayyala Pipeline36”Government Gas Line –Phase IIFahud – Sohar Gas PipelineQarn Alam PipelineLNG Upstream Gas Supply PipelineMina Al Fahl – Sohar Pipeline

And last but definitely not least, the construction of theOman- India Urea Ammonia Plant in Sur, considered so far asthe largest industrial plant in the Sultanate of Oman.

Among the prominent clients CCC has worked for andcontinues to serve are:

The Diwan of Royal Court – Muscat MunicipalityThe Ministry of Communications and TelecommunicationsThe Ministry of Regional Municipalities, Environment and

Water ResourcesThe Ministry of Oil & GasThe Ministry of Agriculture and FisheriesThe Ministry of Housing, Electricity and WaterPetroleum Development OmanOman Oil CompanyOman Gas Company.

Oman and CCC - ALong History Together

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�9Bulletin - 3rd Quarter 2005

FEATURE

Social ContributionIn line with its firm belief that it would be only fair

for companies operating in a country to actively par-ticipate in social activities thus re-injecting funds intothe national economy, CCC did not spare any effortin donating funds and sponsoring government, edu-cational, social and charitable events.

CCC has been an active sponsor of the Muscat Fes-tival, Sultan Qaboos University events and numerouscharity organizations and sports activities.

OmanizationIt has been a policy of the company to maximize

the use of local manpower and support local productswhenever available.

Priority has always been given to locally-produceditems and the hiring of locally available plant andequipment should the requirement exceed what wealready have in our company fleet in Oman.

CCC is committed to encouraging and motivatingthe local community to participate actively in ouroperations both in the Omanization drive and theaward of local sub-contracts.

The CCC Vocational Training Centre As part of CCC’s policy of Omanization, in 1997 the

company started training young Omani nationals inthe various civil construction fields in co-operationwith a training centre monitored by the government.These fields were mainly carpentry, masonry, steel fix-ing, diesel mechanics and power electrics.

Realizing the importance of this endeavour, CCCestablished its own VTC in September 2002. This train-ing centre, designed to train and accommodate up to250 people, is located in Al Jafnain, staffed by highlytrained technical instructors and equipped with allmodern facilities, workshops and classrooms to trainOmanis in operating and driving heavy earthmovingmachinery like dozers, excavators, bulldozers, trailersand shovels.

Heavy diesel mechanics and welding were alsorecently added to the activities listed above.

Fathi AlaaiadinArea General Manager

Fishery harbour at Shinas

Kuwait Embassy Complex

LNG Facilities

Oman Refinery Expansion Project 2

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�10

The RegionThe Sultanate of OmanOman is often described as the hid-

den jewel of the Middle East. Its beau-tiful landscapes and charming charac-ter are befitting of such description.Her striking and varied terrain consistsof plains, wadis and mountains. Omanborders the Kingdom of Saudi Arabiaand the United Arab Emirates to thewest; the Republic of Yemen to thesouth; the Strait of Hormuz in theNorth and the Arabian Sea in theEast. Oman’s expansive land areaof 309,500km2 makes it the thirdlargest country in the ArabianPeninsula. A growing populationof 2,331,400 in the Sultanate ismajority nationals, and paves theway for a promising future.

Oman’s rapid development hasbeen largely attributed to the car-ing vision of His Majesty SultanQaboos bin Said. The steady rise inGDP and economic activity arebright signs of the future for theSultanate; the Sohar IndustrialArea Master Plan (SIAMP) will be amajor contributing factor. Oman’sdeveloping tourism industry is sig-nificant, with over 124 hotels and6,078 rooms; tourists can take fulladvantage of a welcoming Oman.Oman’s temperatures range from 12oCup to 48oC, with 2 major seasons; aglobal winter and summer.

The Batinah RegionThe flat and fertile land of the Bati-

nah region has made it an importantregion in Oman for settlement, agricul-ture, and now, for a developing indus-trial economy. The Al-Hajar Al-GharbyMountain, a key geographical feature,runs parallel with Oman’s coastline.The region’s 12,500km of land accountsfor only 4% of Oman’s total land area.However, it holds the key to a richfuture; a host to upcoming commerce,industry and tourism. The 652,667 pop-ulation of the Batinah region is grow-ing at a steady rate and will benefit

from the increased demand in localizedlabour.

Sohar & LiwaSohar’s long and remarkable jour-

ney through history has found itselfonce more on the doorstep of com-merce and trade. A well-developedtown, good tourist location and afriendly population of 104,057, makes ita welcoming destination. Temperaturesin Sohar range from 5oC up to 48oC.

Sohar’s neighbouring town, Liwa has asmaller population totaling 25,500, andwill also enjoy the many benefits thatgrowing commerce can afford.

SIAMP – Sohar IndustrialArea Master Plan

IntroductionSohar has a long and remark-

able past. Once known as thecapital of the Magan Empire,famous for its export of copper, abeautiful hub of maritime trade,a place famous for its commerceand industry; Sohar is about tomake history again. His MajestySultan Qaboos bin Said’s visionto create a diversified and stableeconomy will be realized withthe development of the Sohar

region. To meet the rising demands inglobal trade, Oman will harness itsresources and facilitate export of localproduce. The objective is to increasethe industrial sector’s contribution tothe GDP from 4% to 15% by the year2020.

At the centre of this development isthe introduction of heavy industry tothe Williyat of Sohar, serviced by amodern port. The Government of

Oman will exploit Sohar’s key geo-graphical position, which has made ita successful gateway for trade andindustry throughout history. Situatedalong the Gulf of Oman, a half-waypoint between Muscat and Dubai,Sohar is bordered by the WesternHajar mountain range and the Gulf ofOman. Its exceptional road accessibili-ty, mild terrain, flat relief, and vast-ness, makes it an ideal host to modernindustry. The Sohar Industrial AreaMaster Plan covers an area of approx-imately 250km2 and spans Sohar’snorthern-most point to the Williyat ofLiwa. The land has been divided intothree major areas: port, industry, andfarm and residence.

PortThe coast of Sohar’s impressive

port will primarily accommodate boththe import and export of local andinternational industry products.

Bulletin - 3rd Quarter 2005

FEATURE

DEVELOPMENT OF SOHAR These are extracts from a booklet and DVD published by the Omani Ministry of Housing & Electricity & Water to give “a

concise overview of the proposed & planned industrial developments of the Sohar Industrial Area Master Plan (SIAMP)”.

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Northern and southern breakwatershave been built to create a calm dock-ing environment. The approach chan-nel and main harbour have beendredged to a depth of 16.5m to accom-modate fifth generation carrier vessels.

To better service industry, a numberof specialized berths will line thesouthern breakwater; these include a

liquid berth, aluminum berth, ureaberth, and a general berth. Utilizingworld-class cargo loading facilities, theport will be able to handle a wide rangeof cargo types, specifically liquid, con-tainer, and bulk. To maintain the richheritage of the local fishing trade, asmaller harbour has been dredged to adepth of 6m easing the launching anddocking of fishing boats.

IndustryThe three main industrial zones are:

the Sohar Industrial Port Zone, theGeneral Industrial Zone, and theFuture Industrial Zone.

Sohar Industrial Port ZoneThe Sohar Industrial Port Zone con-

tains over twenty industrial plots, cov-ering 19km2 of flattened land. At itssouthern-most tip, land has been allo-cated to provide utilities and publicworks, including waterpower andwastewater treatment facilities. In theproduction of potable water, a desali-nation and power plant will use sea-water from the Gulf of Oman via anintake facility. This intake facility willalso feed cooling water to industry,which will later be fed back into theocean via a return seawater outfall

facility. The central portion of theSohar Industrial port zone will be uti-lized for petrochemical industries.

These industries currently include: amethanol plant, polyethylene plant, oilrefinery, urea plant, polypropyleneplant, and a fertilizer plant. Some of theproducts from these industries will bedelivered directly to docked ships; for

example, product fromthe Sohar refinery willbe piped to the liquidberth, and pellets fromthe urea plant will bedelivered in bulk via aconveyer belt. Theinternal-port road net-work has beendesigned to cope withhigh traffic flow fromtrucks delivering pro-duce from variousindustries.

At the main gatewayto the Sohar Industrial

Port, a complex of offices house theSohar Industrial Port Company and theRoyal Oman Police. Northern plotshave been allocated for future industry.

General Industrial Zone General industrial plots are allocat-

ed southwest of the port, and span atotal area of 12km2. This area willinclude an expansion zone for theexisting Sohar Industrial Estate. Thisestate is host to light and mediumindustries, which produce a range ofnational and international products.These industries will benefit from thenew developments and share in theadded facilities at Sohar. A proposedaluminium smelter will be located fur-ther southwest, the first of its kind herein the Sultanate. The introduction ofsuch an industry will create a new

opportunity for local support servicesto meet the smelters’ operationaldemands.

Future Industrial ZoneInfrastructure has been planned to

service additional industrial zones,providing adequate space for futureindustrial expansion. This zone spansan area of 50km2.

ResidenceMuch of the housing in the area will

remain unaffected by the project.There will be an additional residentialarea developed at Liwa. The influx ofindustry will spur growth in both realestate demand and value.

UtilitiesThe infrastructure to support such a

vast project will include the expansionof road networks and the delivery ofutilities via a utility corridor. Water,electricity, gas and telephone utilitieswill be fed into the Sohar Port Areathrough a network of pipes and lines. Amajor corridor running southwestfrom the Sohar Port will provide utili-ties to other planned industrial areas.This corridor will consist of a roadwayand the following internal corridors:cooling water, communication services,a desalination pipeline, electrical ser-vices, gas utilities, a gas pipeline, SRCprovisional and ware services.

RoadsGreater demand on the road net-

work in Sohar will be remedied by theproposed addition of the BatinahExpressway. This Expressway will pro-vide easy access between Sohar, Mus-cat, the Dahira Region, and the UnitedArab Emirates. Large interchanges willbe built to facilitate traffic flow. Theexisting Batinah Road will be upgradedby building two major flyovers, replac-ing the old Liwa and Sohar IndustrialEstate roundabouts, as well as a pro-posed interchange on route to SoharIndustrial Port main gate.

ConclusionThe development of Sohar will

attract investment, create jobs, and laythe foundations for a prosperousindustrial era, as it becomes a majorsource of income for Oman’s growingeconomy.

Bulletin - 3rd Quarter 2005

FEATURE

INDUSTRIAL ZONES

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FEATURE

Bulletin - 3rd Quarter 2005

When the articles on the SPII projectwere received from our young andpromising engineers, it was obviousthat the only topic left for me to coverwas the project’s scope of work.

I must admit, I’m lucky to have sucha wonderful team and without theirefforts and dedication the prevailingatmosphere of team work and motiva-tion couldn’t have been achieved.

So, a big ‘thank you’ to all SPII teammembers and let’s continue the goodwork for a successful completion of theproject (against all odds).

Other big ‘thank you(s)’ are for theunknown soldiers that helped uslaunch the project successfully. (PRO-JECTS OFTEN FAIL AT THE BEGIN-NING, NOT AT THE END). Theseinclude the ISD, the Construction Sup-port Group, and the Budget Group inAthens.

As per the words of the Group VicePresident, Marketing, Proposals &Engineering in his covering memo tothe project budget:

“…This project budget is the firstbudget to be prepared based on therevised computerized “Projmon Sys-tem” and computerized “Work Break-down Structure” as an experimentalexercise.

The revised programme is devel-oped by the ISD to link the cost reportwith “the progress measurement(including scheduling)” and the “pay-ment certificate”. It also links the “bud-get at forecast quantity” with therevised quantities calculated on siteduring the execution of the project.”

The ISD has also provided full sup-port in designing and implementing

the related data collection andreporting formats, including theinnovative control account plansimplementation.

Sohar is a small port town some200km north of Muscat on the Gulfof Oman. A large industrial area isbeing developed for various heavyindustries. The project’s main scopeis to construct the complete infra-structure, that is, platform forma-tion, roads with all associated ser-vices and ducts, street lighting, floodprotection, administration and cus-toms buildings, landscaping and irri-gation, including a large canal(around 9km long with a varyingwidth from 20m to 36m).

The main quantities involved areas shown in the table.

Abdallah AkkadProject Manager

SOHAR PORT & INDUSTRIAL AREA

SCOPE OFWORK

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�13Bulletin - 3rd Quarter 2005

FEATURE

EARTHWORKS: THETOUGHER SIDE OF

ENGINEERING!

Civil engineering is very wellknown as a science behind the infra-structure, roads, buildings, and otherbasic elements that society needs tothrive on. Civil engineering can also beconsidered as an art. Beautiful struc-tures have become iconic! The EiffelTower and the Chrysler Building willalways be symbols of Paris and NewYork respectively. Even the new DubaiPalm Projects can’t escape world head-lines. To create these so-called “worksof art”, a civil engineer must engage inthe tough process of construction.Working against the forces of nature,using a variety of dangerous equip-ment, and ever-demanding manpower,a construction engineer must spendendless hours on site before turning hiswork into anything that looks like anart form.

The toughest of the civil engineer-ing activities are the ones related toearthworks. Earthworks involve work-ing with and transporting earth andhence dust, mud, and sand-filled safetyshoes are part of an engineer’s dailyroutine. Even the management ofearthworks may be described as tough.Earthworks are equipment-orientedactivities. The dependence on veryexpensive equipment like bulldozers,wheeled loaders, tipping trailers,graders, and rollers to excavate, trans-port, and backfill material requiresexcessive planning and control by thesupervising engineer. Shrewdness anddiplomacy are also required in order toanticipate and solve a wide array ofproblems that arise on site and maycause inefficiency and thus huge losses.

The Sohar Port Industrial Area Infra-

structure Project is one of the biggestinfrastructure projects in the regionand has within its scope a massiveamount of earthworks. Between theroad-works, bulk excavations, canalexcavations, and other excavations,over 7.5 million cubic meters of earthhave to be moved and backfilled! Com-plemented with large areas of platformgrading and slope trimming, the portarea will be converted from a locallyowned farming area into a state-of-the-art industrial port area with high techfacilities and beautiful landscapes.

Nearly complete are the bulk andsea water canal excavations. 2.5 millioncubic metres of bulk material havebeen excavated to produce large corri-dors that will house all the port servicesthat include water, sewerage, and fire-fighting networks to name a few. Thematerial was transported to fill othercorridors and plots that will be com-missioned in the future. The seawatercanal excavations are also nearly com-plete. About 750 thousand cubic metreshave been excavated forming a canalthat, after concreting, will cool the hotseawater used by the many industriesbefore it returns to the sea.

A unique activity in the project, thatis also almost done, is the disposal ofabout 3 million cubic metres ofdredged seabed clays that weredumped onshore in the port construc-tion process. A very efficient mixingprocess was used to stabilize the wetclays and silts to form large stable plat-forms that will also be used as industri-al plots in the future. The dredgedmaterial was mixed with surplus drymaterial coming out of the bulk excava-

tions in carefully mixed proportionsand backfilled to form the plots. Theproportions depended on varyingwater contents of the clays and othergeotechnical properties. The processrequired a lot of testing and field trialsbefore the activity finally kicked intogear.

The project also includes a road net-work of over 25km of paved single anddual carriageways. The road earth-works need a little less than a millioncubic metres of backfill, 200 thousandcubic metres of granular sub-base andaggregate base-course, and about 100thousand cubic metres of asphalt. Theroad works are currently in progressalong with the flood protection chan-nel. The flood protection channel is a1.2 million cubic metre excavation thatis designed to protect the whole portarea from common wadi floods. It is anetwork of variously sized channelsthat collect floodwater and discharge itthrough an outfall to the sea. The floodprotection channel also includes about50 thousand cubic metres of rip rapthat protect the sleek slopes and roadembankments.

With a tight schedule and ever-decreasing budget allowances due tothe competitive nature of the industry,the earthworks in the project proved astough as ever to complete! But withsheer dedication and a lot of hard workbehind them, the earthworks androads teams are already applying thefinal brush strokes to their masterpiece!

Elyas Rouhban

INFRASTRUCTURE PROJECT (SPII)

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FEATURE

Bulletin - 3rd Quarter 2005

In terms of planning and controls,this project has truly been a roller coast-er ride; from implementation of newtechnology to withheld drawings to fullre-design, this project has seen it all.However, the glue that held this projecttogether was teamwork and peer har-mony.

Planning is all about harmony andcollaboration between all stakeholders,turning all those unique minds into onecollective think tank; tackling all theissues and solving the open-ended prob-lems that challenged this project. In atrue sense it wasn’t the planners thatscheduled the project, it was theteam…we only provided the technologyand portrayed all the ideas on one bigcanvas called “The Schedule”.

As brainstorm sessions were conduct-ed and criticism was made, each teammember enriched the schedule with abrush stroke of experience and knowl-edge, rendering the schedule completeand then came the role of controls.

In the words Dr. James P. Lewis (acontemporary guru of project manage-ment) controls is “the act of comparingwhere you are to where you are sup-posed to be, so corrective action can betaken when there is a deviation from tar-get”. We knew where we were supposedto go…we had the schedule, and the sitepeople were more than willing to tell uswhere we are! All that remained was atool to match it together in order tocome up with meaningful information;they gave us the PYRAMID.

Our FoxPro wizards (a.k.a. “TheISD”), the unknown soldiers of con-struction, gave us PYRAMID, a tool thatbroke down our portrait (the schedule)

right down to the pigment. PYRA-MID is a sophisticated progressmonitoring tool that facilitatesinformation collection from site andassists in the schedule analysis andprogress reporting. Through vari-ous comprehensive reports gener-ated by the PYRAMID; the projectteam was able to view progress onvarious levels of the WBS (WorkBreakdown Structure), and com-

pare their actual progress with what wasplanned, providing insight and analysisof their work.

The story didn’t end there, our wiz-ards had to add some zest to it. Theylinked the PYRAMID to the budget(PROJMON) and the payment certifi-cate, they integrated planning and cost(still under testing), which is quite abreakthrough in project controls. I’mtelling you, just give these guys anexcuse and see what happens; they’llplay with their toys and whip up won-ders!

Frequently mentioned in projectmanagement literature, to report onlythe schedule is like driving with thelights off, we chose to turn them on byusing Earned Value Management(EVM). Proven to be one of the mosteffective performance measurementand feedback tools for managing pro-jects, EVM clearly and objectively illumi-nates where the project is and where is itgoing, compared to where it was sup-posed to be and where it was supposedto be going. In other words, it pinpointswhere the problem is and where will itlead you.

The idea was sold to the project team,everybody bought in to it! It was appliedby everyone on the macro level and onthe micro too. Site staff started to gener-ate their own reports, individual effortswere presented in weekly progressmeetings, analysis was conducted bysite engineers. Impressive as it was, thematter needed further organizing andstructure; accordingly, the CAP conceptwas conceived.

CONTROL ACCOUNT PLANS(CAPs) were set up in the project by tak-ing into consideration the WBS of theproject and the organizational break-down structure (OBS) of the projectstaff. To put this concept in motion,automation was needed, and our FoxProwizards made it happen. The CAP con-cept was integrated into PYRAMID,TALISMAN and is currently being testedon the TIMESHEET. These wizards gen-erated all types of reports conceivedfrom the abundance of informationavailable; store issuance and materialconsumption, progress, man-hour pro-ductivity: you name it and they make ithappen.

With the unlimited support of theISD (MOA and project’s own) the CAPconcept is beginning to materialize,especially with constant feedback fromthe project team (site and office). ISDhas truly been the catalyst of develop-ment and the hidden hand that built itall.

When I set out to write this article, Iwas to write about all the new technolo-gy that is developed here; the software,the tools and the reports that are gener-ated which are quite creative and effec-tive in their own sense, but giving a mana hammer does not make him a carpen-ter. What I think is the true soul of con-trols in this project are the people, ourcore resource and key tool in controls.Through their astounding dedication,sense of responsibility and initiative it isbeing achieved. Their proactivity, eager-ness to learn and participate were thecompelling factors in applying anddeveloping these ideas.

The SPII project’s contribution incontrols should not only consider thetools that are developed, but also theexperienced and youthful minds thatare harnessed and the men that are stay-ing for the ride.

Nader Al Asmar

A PROBLEMSCHEDULEDFOR SOLUTION (A TEAM MEMBER’S PERSPECTIVE)

SOHAR PORT & INDUSTRIAL AREA INFRASTRUCTURE PROJECT (SPII)(CONTINUED...)

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�15Bulletin - 3rd Quarter 2005

FEATURE

CONSTRUCTION ON MULTIPLE FRONTSA team of engineers and supervisors

was assembled to carry out the con-struction of several culverts and otherconcrete structures, part of a 9km sea-water return canal. Several of thesestructures are considered criticalbecause they are part of a milestone tobe completed by end of August. Inorder to complete such a task with avery tight schedule, the project team inconjunction with the planning depart-ment devised a plan to carry out con-struction on multiple fronts whichnecessitated training and effectivelyusing the local labour force whichwould later constitute 30% of the totalworkforce. Culverts 8 and 11 receivedtop priority because they would pro-vide the only access to the site and

camp once the excavation of the seawa-ter return canal started. During thecourse of construction, several chal-lenges arose mainly due to severaluntimely design alterations. However,our dedicated team demonstrated itresiliency by overcoming these chal-lenges and completing seven culvertsby the end of May.

Another challenging task was theconstruction of cast-in-situ cable tun-nels for electrical cables that underlie asegment of the seawater return canal.Construction commenced on May 11;eight tunnels ranging in length from 80to 100m were to be constructed in aswamp-like environment due to thehigh existing water table. The task itselfdid not present any technical chal-

lenges. On the other hand it was otherfactors, so called intangibles, that pre-sented the biggest challenges. Thesemainly comprised logistical difficulties,the high water table which reachedmore than 1m above the platform, andfinally the intolerable high tempera-ture. Continuous dewatering was pro-vided at multiple locations, and a crewof excavators and dozers worked inparallel to provide ramps that facilitat-ed access to different locations on site.The tunnels are scheduled for comple-tion by the end of June to allow forbackfilling the canal to allow for con-struction to proceed on top.

Majdi TreishSite Engineer

I have fifteen years experience, outof which two of them in Saudi Arabia,so working in the Arabian Gulf is notnew to me. However, this is my firstproject ever with CCC.

I’m proud to say that I feel lucky tobe a member of the team of this project.The management of this project hascreated a sound working atmospherein which any new member will auto-matically find himself welcomed and

feeling like one of the group withoutmaking any extraordinary effort.

I don’t exaggerate if I say that work-ing on the SPII project makes comingto work a pleasant experience. I wasalso impressed by the high level of pro-fessionalism: the system is so well orga-nized and up-to-date. The manage-ment has succeeded in making team-work the governing scheme here,which suits my professional approachto things; this has reflected wisely onthe team members who are friendlyand easygoing.

As far as the country is concerned, Ifind Oman, and Sohar in particular, avery pleasant and calm place. The peo-ple of Oman are very friendly ingeneral.

Overall my first experience withCCC in Oman is very encouraging andrewarding. I hope that my contributionis beneficial to the progress and successof the company as a whole and to thisproject in particular.

Pierre Abou AzarSr. Planning Engineer

FIRST TIME

GET DIGGING!“For water continually dropping will

wear hard rocks hollow”. (Plutarch)

With this in mind I was confidentthat the challenging assignment that Iwas given could be achieved.

It was February 27, 2005, lunchtime,when my phone rang; it was my bossasking me to show up immediately inhis office. He introduced me to my newforeman and instructed us to take oneJCB excavator and to start excavation inthe seawater return canal pre-cast sec-tion.

The news was overwhelming,knowing that this 1km long canal wasone of the most delicate jobs in the SPIIproject.

Approximately 63 thousand 0.75 tonpre-cast slabs had to be installed in a45m wide canal in six months, not tomention seven preceding activitieseach with its own challenges.

All were anxious and doubtful at thebeginning bearing in mind the com-plexity and the hugeness of the work tobe done.

Twelve days it took us to install thefirst slab. However, thanks to all thehard work, the motivation, the perse-verance and the will of the team wewere able to attain an average of 528slabs per day.

Now that the canal is a few weeksfrom completion, I look at it and I stillremember all the complications that we

faced and all the problems we solved,and value all the precious sweat andamazing effort that were put intoachieving this milestone for the project.

Finally, I would personally like tocongratulate and thank the team andeverybody who contributed to theremarkable success that we’veachieved and hope that everybody elseshares with me equal enthusiasm.

Tarek M. NakadSite Engineer

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FEATURE

Bulletin - 3rd Quarter 2005

THE INFORMATION SYSTEMSDEPARTMENT AT SPII

The ISD at the SPII project has beena leading example among CCC projectsof how to implement the latest R&Dapplications. It is our main objective tobe able to facilitate the users’ work byproviding the finest and most efficienttools for performing their work.

The SPII project was chosen as thepilot project for implementing the Con-trol Account Plan (CAP) within theCCC in-house applications. The appli-cations to embrace this new conceptare: Pyramid, Talisman and Timesheet.Embedded in these applications is thisnew concept which has assisted theprogress-tracking aspect of the project.

Preserving the integrity of any data-base system is one of the primaryobjectives of our department. One ofthe most vital systems that require con-stant monitoring and supervision isTalisman (Material Management Sys-tem). To ensure that our data is alwaysaccurate, the Talisman Audit Systemwas implemented. The significance ofthis system is its capability to run peri-odic audit reports on the data; thesereports are emailed to the concerneduser. For example, audit reports relatedto missing purchase order cost codesare delivered to the Talisman operatorin charge of this part of Talisman dataentry. A copy is also sent to his super-visor. Now we are capable of fixing thedata and monitoring the operator ’sprogress in doing so.

Visual Byblos Cyberspace (VBC)has always been a primary issue forour department. Implementing the lat-est versions of VBC in our project isalways a top priority. Most recently,the web client version of VBC was putinto use for all VBC users. This versionprovides a faster method for users tobrowse and extract documents fromthe system. Users have been veryreceptive of the new VBC “web” con-cept. The implementation of the VBC

was followed up directly by launchingthe SPII Project VBC Web Site at theend of May. Authorized users willhave access to the resources as well asreceive periodic updates. The SPII Pro-ject VBC Web Site will be updated ona regular basis to include interestingand the latest developments such asselected site pictures, progress reports,drawings and important announce-ments. The web site’s URL is:http://spiivbc.ccc.com.om/vbc2005/test/ct.aspx

It is our continuous aspiration toprovide other departments with thebest technology to improve the qualityand efficiency of work. Due to theimportance of the Quality Assur-ance/Quality Control Department, theQA/QC ITP System was implementedat the beginning of June in coordina-tion with the DCG department. Inte-grating the ITP concept within VBCprovides fast and efficient traceablemethods for ITP forms and ensures asmoother and proficient handover ofcompleted project structures. In addi-tion to adding all the ITP forms to theVBC database, several reports werecreated that allow QA/QC personnel totrack the status of all the ITP forms.

Generating reports related todiverse activities in the project isanother vital matter. The developmentof many new reports using CrystalReports was achieved on different lev-els of the CCC in-house applications.Pyramid reports related to projectprogress, Talisman material stockreports, Timesheet CAP reports andQA/QC ITP reports were all developedfor the first time within our project.Since these reports are not integratedwithin the applications themselves, theimplementation of the CCC ReportViewer tool was carried out. All thementioned reports were embedded inthis tool, and any future requirements

by the users can be easily added.Through this tool a user is able to issueall reports related to the type of hiswork.

In-house applications have alwaysbeen a necessity for any CCC project: aceaselessly pillar tool for project moni-toring is Projmon. A group of MOAdevelopers recently visited the SPIIproject to start implementing the newversion of Projmon which is being test-ed in parallel with the current standardversion. The new version provides amuch improved user interface anddeveloped functionalities.

In following the company’s objec-tive of developing local talent and skillsand in accordance with Omani LaborLaw, an ISD Help Desk was establishedand is run solely by a Omani local afteran extensive period of training. TheISD Help Desk is responsible amongstother things for logging in all userproblems and reporting them to ISDengineers, solving minorhardware/software difficulties faced byusers, preparing ISD reports and revis-ing inventory lists, requisitioning ISDmaterial and coordinating with ISDMuscat Area Office regarding ISDmaterial purchases.

It is hard not to mention that theSPII ISD Department proudly rankedfirst amongst all projects currentlyoperational in Oman in the Oman AreaIT Audit conducted in April. The auditdetermined that the department wasfollowing all the correct ISD regula-tions and procedures that ensure asmooth flow of IT operations withinthe project.

Tariq Nasser & Mohamed El Haj

SOHAR PORT & INDUSTRIAL AREA INFRASTRUCTURE PROJECT (SPII)(CONTINUED...)

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�17Bulletin - 3rd Quarter 2005

FEATURE

SPII is a challenging project. Thefactors that contribute to this challengeare the volume of work, the milestonesto be achieved, communications andabove all - team work.

All sections have target dates andproductivities to meet. Team workwithin sections or departments isessential for a successful project.Despite all the grievances from PMV,Stores, Office, QC Department, Admin-istration and so on, the job gets doneto support the construction on site.

A hectic day is usually Thursdays(end of the working week) when thedata for the weekly progress report isdue. All the engineers are usually busycompleting the Wednesday dailyreports in order to produce the weeklyreport and preparing their schedule forthe activities to be carried out on theFriday and Saturday. The team workinvolved in completing this task is sat-isfying when one leaves for the week-end knowing that all is set and readyfor upper management to review theprogress for the week.

Rashed ShawwaSr Project Engineer

Cable tunnels, bend & cast-in-situ canal a landmark in this site

The precast yard.In the background,the staff and laborcamp.

Culvert Number 13 was finished in 40 days.

There are 16kms of storm water channel out of which 40% arecomplete.

End of the canal at culvert 13, with the refinery project (SRP) inthe background

TEAMWORK

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�18 18

FEATURE

Bulletin - 3rd Quarter 2005

OMAN REFINERY COMPANY

Ask a member of any CCC projectteam about a project comprising 7,000cubic metres of concrete, 2,000 tons ofpiping and structural steel, associatedE/I works and he will tell you “piece ofcake”. This one is not.

The ORC Isomerization and Refin-ing Revamp Project is challenging in allrespects: Engineering, Procurement,Construction, Schedule and Budget.

The project (awarded on November22, 2004) comprises two major portions:

1) The greenfield comprising EPC ofa grass-root isomerization (UOP-PENEX) unit, having a capacity of10,465 Bpd with associated storagetanks.

2) The brownfield comprising majordebottlenecking and revamping ofexisting refinery units aiming atincreasing the production by around20%.

The SCOW also includes replace-ment of the complete control system inthe refinery, and upgrading instrumen-tation systems utilizing FoundationField Bus.

Procurement and construction arebeing carried out by CCC. The progressis currently 16.6%. Construction activi-ties started during the month of June,2005.

Some major engineering challengesof the project include the following:

1) Verification of the FEED study,

concepts and assumptions.2) Space limitations and optimiza-

tion of layouts.3) Accuracy of as-built drawings of

existing installations.4) Integration of existing and new

installations. 5) Improving constructability.As a result of the above some major

changes had to be made in the SCOW ,such as:

Replacement of an existing firedheater in lieu of revamping existingone.

Addition of trim coolers to avoidextension of fire deck on existing piperack to accommodate air coolers.

Providing new make up gas com-pressors rather than revamping exist-ing.

Procurement is carried out by theproject procurement departmentunder the support and guidance ofCPD. Main procurement challengesinclude:

Placing orders in time to meetschedule milestones.

Coping with changing market con-ditions (e.g. titanium heat exchangers).

Optimization of the (cost/sched-ule/quality) matrix whose elementspull in opposite directions.

Construction challenges are primar-ily focused on the shut down worksplanned during August 2006. It is

anticipated that more than 40% of theactivities in the brownfield area will becarried out during that 70 days period.

Other challenges of the projectinclude overall planning, synchroniza-tion of engineering, procurement andconstruction activities; integration ofproject team and subcontractors.

The project will involve some firsttime technology used by CCC (proba-bly in the Middle East) such as 3-Dmodeling of the existing refinery usingthe state of the art laser scanning tech-nology. This is expected to make amajor contribution to mitigating theimpact of EP delays by minimizingreworks in the Brownfield area.

The project is scheduled for com-missioning in November 2006 andcompleting all SAT by February 2007.

The project team under the leader-ship of the EPC project manager TakaoTokashima and the support of ouresteemed client ORC is exerting itsbest to meet all challenges, hoping thisproject will add another benchmark toCCC’s track record.

EPC Project Team

ENGINEERING,

PROCUREMENT,

CONSTRUCTION

CHALLENGESmodel of PENEX unit

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�19Bulletin - 3rd Quarter 2005

FEATURE

Introduction3D Plant Design technology brings

improved efficiency to engineeringcompanies. This technology was untilrecently limited to greenfield projects.Designers of revamp projects have torely on 2D drawings of existing plantsand on site visits to decide on routingof new installations. A typical problemof revamp works for ageing plants isthe lack of accurate drawings thatreflect the as-built conditions. Plantsusually undergo multiple upgradesand modifications either by an outsidecontractor or by in-house engineeringgroups. In both cases, modificationsand new installations are not alwaysincorporated in the original facilitydrawings. With every new upgrade,the contractor has to perform fieldmeasurements to validate as-builtdrawings and to capture informationthat was not recorded previously.Moreover, small size installations of alldisciplines are not reflected indrawings. In the absence of 3Dmodels, new pipes usually clashwith other installations andrequire modifications and sitereworks.

3D laser scanning makes itpossible to cost effectively use3D Plant Design technology forrevamp projects. The facility canbe any age, the available designdocumentation can be any for-mat and even incomplete. 3DLaser scanning is used to pro-vide powerful visualization ofjob sites and to create 3D modelsfor plants and other structures.It provides EPC contractors with accu-rate as-built information needed in theengineering phase to develop the facil-ity. Designers in the engineering officeuse scanned images to take accuratefield measurements.

This state-of-the-art technology ofas-built status acquisition helps design-ers to produce higher quality deliver-ables by avoiding clashes and mis-matches. This in turn reduces costlysite re-works during constructionphase.

How it works• Key points, or “Survey Targets” are

placed on equipment and otheritems

• Survey Targets are precisely mea-sured using Total Station

• 3D Laser scanner is used to photo-graph plant objects from multipleangles. Every scan covers 360° hori-zontal and 310° vertical

• Images are corrected to plant coor-dinates by transformation usingsurvey targets

• Images include 3D distances mea-sured by laser pulses

• Images are processed to create a 3Dpoint-cloud model

• 3D point-cloud model is loadedinto 3D design system (e.g. PDS)The laser scanner operates by send-

ing out laser pulses into the subject

area and retrieving the reflected sig-nals. An individual laser scan is com-posed of millions of individual 3D spa-tial measurement points. Individuallaser scans can be viewed as photoreal-istic 2D images. Laser scanned images

are different from digital images in thatusers can take measurements and coor-dinates from laser scanned images.Measurements are accurate to +/-6mm. A series of individual laser scanscan be connected as a network to createa 3D point-cloud model for the entirefacility. Within this model there is nodifference between the measurementpoints on the surfaces of pipes, vessels,steel, concrete, conduit or insulation.3D point clouds are used in the designto route and engineer new pipes, trays,ducts, structures and platforms to cre-ate a clash-free design.

ORC Revamp ExperienceCCC decided to invest in laser scan-

ning of the Oman Refinery revampproject. The job was completed in 25days and all plant units affected byrevamp works were captured. 2Dimages were made available to theengineering subcontractor to minimizedimensional errors. 3D point-cloudmodels were generated and are usedby CCC designers who are working inthe subcontractor office. Piping isomet-rics will be checked for interferences

with existing or new installationsbefore they are sent for fabrica-tion.

Previous revamp projects expe-rienced a high rate of rework thatcaused delays and therefore it is ofparamount importance to plan forsmooth installations on site duringthe short shut-down window. Iso-metrics that clash with othershave to go back to engineeringoffice for re-routing and flexibilityanalysis before they are re-issuedagain, and project schedule doesnot tolerate such delays.

Implementing 3D laser scan-ning technology to mitigate inher-

ited risks in revamp works representsanother challenge to CCC.

Ayman Qaddoumi

3D LASER SCANNING

ISOMERIZATION AND REFINERY REVAMP PROJECT

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FEATURE

Bulletin - 3rd Quarter 2005

Over the last few years a new major commercial port hasbeen under construction at Sohar in the Batinah Region ofOman. Sohar, by the way, is where the legendary Sindbad theSailor came from. The Sohar International Port Company hasthe responsibility of developing an enormous industrial areaadjacent to the port and in 2003 the Sohar Refinery Company(SRC) embarked on the construction of the massive core pro-ject for the area, a state-of-the-art oil refinery.

In September 2003, SRC, through its main contractor theJapanese Gas Corporation (JGC), awarded the contract for therefinery Process and Utilities construction to CCC thus re-establishing the JGC/CCC partnership, following their highlysuccessful collaboration in Saudi Arabia at Hawiyah andHaradh Gas Plants. The construction of this oil refinery willrank among the first of a new generation of high efficiency,low Nox, low Sox producing refineries for the 21st century.

The RefinerySohar Refinery boasts no less than 70 identifiable process

and operational functions and is, apart from feedstock, total-ly self-contained and self-sufficient with a refining capacity of116,000 BPSD (barrels per stream day).

Feedstock for the refinery will come as mixed crude oilfrom the Omani Oil Refining Company (Al-Fahel) at Muscatand will be delivered via a 250km pipeline to Sohar.

The Refinery UtilitiesCooling and process water is derived from seawater

pumped through a pipeline from an adjacent, specially con-structed, seawater pumping station to the refinery and dis-tributed via a network of underground pipes.

The seawater is fed into a desalination plant and is treatedto provide potable water, service water and water for firefighting. The service water is then treated in a demineralisa-tion plant to produce boiler feed water.

The boilers are used to produce high, medium and low-pressure steam for the refining process and electricity gener-ation. A combined cycle commences with gas driven turbines(GTG) coupled to electricity generators, from which wasteheat is used via boilers (WHB) to generate medium/low-pres-sure steam for Process and Utility Boilers. The Utility boilersare used to produce high-pressure steam, which drives steamturbines (STG) also coupled to electricity generators.

The electricity generated by the gas and steam turbineswill not only supply the refinery with all of its power require-ments but excess power produced will be used to supplementthe Oman national grid supplies through the Ministry OfHousing, Electricity And Water. The electric power generatingcapacity will be:

2 x 40mw steam turbine generator2 x 20mw gas turbine generator

The Refining ProcessAt the heart of the refining process is the residue UOP fluid

cat cracker (RFCC) unit, with a capacity of 75,250BPSD. Other

process units are standard refinery packages.The RFCC unit comprises a reactor, a two-stage regenera-

tor, the flue gas by-pass stack, co (waste heat) boiler, electro-static precipitators and wet gas scrubber.

The regenerator is the heaviest unit in the plant andweighs 1,093 tons. It is 41m high and 16.5m in diameter and issituated on a reinforced concrete table 15m above the ground.The reactor is 79m high, 8.6m in diameter and 545 tons inweight.

To install these enormous units and other large vessels andcolumns the Demag platform twin ring containerised SWSL,Demag CC 4800SSL and Demag CC 2400 cranes were broughtto the project to carry out the heavy lift scope.

The electrostatic precipitator and wet gas scrubber systemremoves catalyst fines, sulphurous oxides (Sox) and nitrousoxides (Nox) from the waste flue gases before venting toatmosphere. This system makes the Sohar Refinery differentfrom many other refineries and places it amongst the mostenvironmentally efficient refineries yet to be constructed.

The ProductsThrough the refining process the following recognisable

products are derived (figures in barrels per stream day):Gasoline 46,000 Naphtha 12,500 Propylene 11,800 LPG 7,400 Aviation fuel 9,000 Gas Oil 30,000 Fuel oil 5,100.These products are exported into the Omani domestic and

local markets through the road tanker loading facility and alsothrough the offshore jetty marine tanker loading facility tointernational markets. They will also provide feedstock to sev-eral of the other plants within the Sohar Port Industrial Areasuch as the methanol, polypropylene and fertilizer plants.

CCC’s ResponsibilitiesIn order to manage the construction of this massive under-

taking, CCC has gathered together a team of experiencedmanagers, engineers, supervisors and production personnelto carry out the project entrusted to them by SRC and JGC.

A virtual township has been set up by JGC and CCC tohouse and manage the personnel gathered together for theproject in addition to the elements required to carry out thework.

A substantial temporary office compound contains theoffice accommodation for management, administration, per-sonnel, HSE, engineering, cost/contract, QA/QC and materialsprocurement for both companies.

The fabrication shop and yard facility is capable of pipefabrication and pipe bending of carbon steel, stainless steeland alloy piping materials together with the fabrication ofpipe supports and other miscellaneous steel structures. Facil-ities attached to the fabrication yard include the grit blasting

SOHAR

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�21Bulletin - 3rd Quarter 2005

FEATURE

and painting area, under the control of a painting sub-con-tractor, and a screened radiography area.

The vehicle, plant and equipment maintenance facilitymaintains the large number of mobile and static equipmentrequired for the project. This is adjacent to the concrete batch-ing plant that provides concrete for thewhole project.

Finally, there is a residential campfully equipped to house up to 3,950 per-sonnel, with messing, laundry, medical,recreational and spiritual facilities.

Project Special FeaturesAs the ground beneath the plant is

not strong enough to take the equipmentloads, all of the foundations in the wholeprocess area are supported by piling. Atotal of 5,945 bored, cast-in-situ pileswere installed to meet the load bearingneeds.

The pipe racks are composed of pre-cast concrete elements, stabilised withcast-in-situ concrete beams and by weld-ing embedded steel items. There are2,983 individual pre-cast columns andbeams and 1,064 cast-in-situ members.

As the work progresses, the project quality objective tomaintain a benchmark of 1.5% overall weld repair rate isbeing closely monitored. Sohar Refinery Project achievementto date stands at 1.55% with 50% of the construction in hand.

There is a huge amount of permanent equipment installedon the project, approximately 1,000 items with an estimatedweight of 30,000 tons. Included in this is a large percentage ofequipment requiring site assembly including furnaces, boil-ers, the reformer and the electrostatic precipitators.

The main construction element is above-ground pipinginstallation of which there is almost 900,000 inch diameter ofwelding to be performed. An unusually large percentage ofthis is small bore (less than 2 inches diameter).

For the first time on any contract CCC has been given theresponsibility of managing and producing the as-built data,utilizing 3D CAD software as used by JGC for the projectdesign work.

Since the project started CCC has expended 5,810,521 man-hours, has achieved the first project (pre-commissioning)milestone exactly on target, and at the date of writing hasachieved measured progress of 56.11%.

On June 7 the client started the emergency diesel genera-tor to give the refinery its own power supply from which thechain of utilities commissioning milestones can be pro-gressed.

Currently the CCC management and labour force amountsto a total of 4,436 people. Included in this are 775 Omaninationals who contribute to the diverse and multinationalmakeup of the team employed in this endeavour.

CCC’s goal of targeting the milestones at the set period ison track and our objective remains to achieve the most chal-lenging part of the project; commissioning and early start-upof the Sohar Refinery Project.

SRP Team

REFINERY PROJECT

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�22 Bulletin - 3rd Quarter 2005

FEATURE

INTERNAL ROADS PROJECT AT SHARQIA,DHAKHILIA, DHAHERA AND BATINAH REGIONS

Client: The Ministry of Regional Municipalities Environ-ment & Water Resources

Start date: April 2003.Completion Date: December 2004Value: US $ 31 M Scope of Works: A total of 494 roads with a length of

465km, of 6m width and 1m asphalted shoulder on each sidewith different types of junctions, parking areas and round-abouts, divided as follows:

320km in the Sharqia Region100km in the Dakhiliya Region 18km in Al Dhahera Region27km in Al Batinah Region.

During the construction period, an additional 16km jabalcutting road leading to Jabal Shams – Wadi Ghul was award-ed.

MRME projects are lump sum projects based on the OmanHighway Design Manual Specifications (OHDM) and thecontractor’s experience in design and construction of roads. Atypical such project starts with the surveyor groups gatheringdata to the Design Department preparing and gettingapproval for design from the different authorities until the

construction stage is reached.Asphalt quantities reached 500,000 tons, which were suc-

cessfully laid in a very limited time.The above projects were required for the development and

welfare of communities in remote areas to provide goodaccess to villages, mosques, schools, hospitals and various ser-vices.

Sinan Melhem

OTHERROAD

PROJECTS

Sohar Corniche

Capital Area Road OneKhasab One

Khasab Three

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�23

FEATURE

Bulletin - 3rd Quarter 2005

As not all of you may know, CCC Oman has a worrying record forits motorized vehicles fleet.

From 2000 up to and including 2004 a total of 163 motor-ized vehicles were involved in traffic collisions.

The main concern is that all of them were ‘preventable’!This means that something had to be done for a changetowards improvement.

As a result of the foregoing, during the year 2002 CCCOman developed a fleet safety management manual, whichcontains a policy and all relevant requirements to properlymanage the fleet and its drivers, bearing in mind that zerovehicle accidents is the target. CCC Oman is proud of beingthe first Area within the CCCgroup to have a professionalfleet safety management systemin place.

Recently CCC Oman gradu-ally started the implementationof the system, which means thateach applicant for a companydriver position has to take a pre-employment driver test on a setroute in Oman. Applicants whodo not meet the minimum dri-ver performance test require-ments will be refused for furtherselection.

Existing drivers of company vehicles have to take the dri-ver test too. All test results, including fines for traffic viola-tions, and traffic accident reports are kept in the personal filein the Personnel Department, and may contribute to the per-formance appraisal, to assess remedial training or to start dis-ciplinary action if no significant driver performance improve-ment is observed.

In order to examine the drivers, we have carefully selectedand trained two employees as driver assessor/trainer for CCC

Oman. Their training was undertaken by a recognized fleetsafety management institute.

The two CCC students underwent an 8-day intensive indi-vidual training during their participation in the professionaldriver and assessor/trainer course. After their personal dri-ving skills (3 days) had been developed, they were bothtrained how to conduct an on-road driving assessment andcreated a detailed driving assessment tool. The second part ofthe programme, 5 days, consisted of the two trained employ-ees conducting real time driver assessments on a selection ofavailable company drivers, under supervision of the insti-tute’s instructor. Under this process, the conduct of the assess-

ment was refined and specificdebrief points covered in detailto ensure that the two trainedemployees are competent tocontinue the process withinCCC Oman.

The training they under-went will allow the CCC drivertrainers/assessors to accuratelyassess the skill of driver appli-cants for CCC, and for develop-ing the driving skills of existingcompany drivers. This will have an immediate

effect on company performance by ensuring a rigorous selec-tion process exists for new drivers and by providing a focuson driver skill and responsibility within the CCC drivingbody as all drivers become aware that they will be required todrive correctly and safely.

A fleet safety management news flash is used to brief allemployees of relevant issues. CCC Oman is looking forwardto a steady decline in its traffic accident frequency.

Joseph Rutters

FLEET SAFETY MANAGEMENT

Name: Noel PereiraCurrent Position: Executive Secretary to Area General

Manager (Oman)

To many of us in the greater CCC family, the name “Noel”is synonymous with CCC Oman. For he is an employee whohas spent 26 consecutive years in the Area, out of which 18years as secretary to four consecutive Area General Managers,namely Yousef Shammas, Abed El Ghani Halbawi, the lateFarid Kawash and currently Fathi Alaaiddin.

Noel joined CCC Oman back in 1979, when Muscat wasnothing more than one winding road. He quickly demon-strated excellent abilities and skills, which helped him sailthrough the rough waters of changing upper management.

To us, Noel personifies competence, diligence and expedi-tiousness. He embodies perseverance and commitment.

Noel + achievement = a strategic allianceNoel + errors = no diplomatic ties !

Zahi Saba

EMPLOYEE PROFILE

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�24 Bulletin - 3rd Quarter 2005

FEATURE

CCC is committed to a well-struc-tured policy of Omanization as part ofits strategy in employing qualifiedOmani labourers in different fields. Toattain better Omanization standards,training and employing Omani labour-ers has become a strategy followed bythe company. This strategy/policy isbased on the following:

- Focusing on the categories whichwill better contribute to Omaniza-tion, both quantity-wise and quali-ty-wise, such as:

• pipe fabricators, pipe fitters, steelfabricators, steel fitters, pipewelders, mechanic fitters andgrinders, who are required in largenumbers in the mechanical con-struction projects (oil & gas pro-jects).

• carpenters, steel fixers, masons scaf-folders, who are also required inlarge numbers in the civil construc-tion projects (heavy civil, buildings,roads, marine, networks and so on)

• diesel mechanics• dozer, shovel, excavator and trailer

drivers.

- Establishing in-house training pro-grams to select, train and employOmani labourers.

- Establishing a training centre toimplement the training pro-gramme.

In view of the above, CCC set up itsown vocational training centre in Sep-tember 2002 to implement the trainingand employment programme in coop-eration with the Ministry of Manpow-er.

Since 2002, CCC has trained in itsown vocational training centre andemployed according to its training andemployment programme the follow-ing:• dozer operators, shovel, excavator,

JCB, heavy duty and trailer drivers– 234

• carpenters, steel fixers, masons andscaffolders – 219

• diesel mechanics and mechanicalfitters – 97

• mechanical labourers (pipe fitters,pipe fabricators, grinders, assis-tance welders) – 97making a total of 647 employees.

Between 1997 and June 2005, CCCwill have training and employed atother vocational training centres inOman and abroad the following:

75 civil construction (carpenters,steel fixers, masons)

70 steel fabrication workers 80 pipe welders 90 pipe fabricators 100 pipe fitters 50 grinders30 E & I making a total of 495 employees.

Training ModuleThe selection procedure consists of

personal interviews and an entranceexam in science, mathematics and the

English language. The minimum agerequired of a candidate in the opera-tors’ section is 21 years old and 18 forother sections. A secondary certificateis required for the diesel mechanics sec-tion and an intermediate one for othersections.

The training syllabus for operatorsconsists of:• discipline and local labour law• technical English• safety• principles of machine maintenance• introduction to the technical issues

of equipment• practical training.

The training syllabus for dieselmechanics consists of:• discipline and local labour law• technical English• safety

TRAINING AND

carpentrywelding

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FEATURE

Bulletin - 3rd Quarter 2005

• engineering mechanic drawing• science• mathematics• principles of mechanics• pressure measuring tools – techni-

cal lectures• practical training.

For carpentry, masonry and steel fix-ing, the syllabus is:• discipline• technical English• safety• engineering civil drawing • simple mathematics• practical training.

The ratio of practical training to the-oretical training is 70:30.

The training staff currentlyemployed are:

1 manager (Omani)2 mechanical engineers2 civil engineers1 administrator1 mechanical technician1 safety officer (Omani)4 operators’ instructors1 clerk (Omani) making a total of 13 training staff.

ConclusionCCC has achieved almost 20%

Omanization so far by adopting the fol-lowing policy:

- training and developing highlyskilled categories of workers

- employing labourers from the com-munities located nearby to the pro-jects

- full Omanization of certain work-ers, such as drivers and watchmen.

Ghassan Rayya

mechanicssteel fixing

graduation

EMPLOYMENT PLAN

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�26

FEATURE

Bulletin - 3rd Quarter 2005

On March 22, 2005 ammonia production commenced atthe Oman India Fertilizer (OIF) complex. It was an eagerlyawaited red-letter day for the client OMIFCO, the contractorSnamprogetti-Technip and especially for CCC because in spiteof heavy odds we overcame the challenge and met the target.From that day our workforce was proud to wear the manda-tory ammonia masks to enter work areas and it became asymbol of pride and achievement.

To enhance our satisfaction urea production from Train 1commenced on schedule from April 12, 2005. This gave us anadded impetus to complete the construction and commis-sioning of Train 2 and once again we overcame the constraintsand met the challenge successfully. Ammonia productionfrom Train 2 commenced on April 28, 2005 and urea produc-tion commenced onMay 11, 2005. Thiswas indeed a spectac-ular achievement asthe target for urea wasMay 30, 2005. In Train2 a world record of 12days between gas-inand ammonia produc-tion was also estab-lished. Needless tosay the smooth andsuccessful commis-sioning was due totop quality construc-tion, pre-commission-ing and re-instate-ment of the variousbits and pieces thatmake-up a fertilizercomplex and this factwas indeed acknowl-edged by the clientand contractor alike.

The US$1 billion twin train complex is designed to produce1,750 tons/day ammonia (NH3) and 2,430 tons/day urea(NH2CONH2) per train and this output was achieved early inthe commissioning stage. Within two weeks of operation theplants were producing at 105% and this rate is being main-tained.

Except for liquefied natural gas (LNG) that is supplied byan external agency, the complex is self-sufficient and gener-ates its own power, water, nitrogen, air and steam. Two gasturbine generators produce 30 MW of power each and adesalination plant produces 360 tons/hr of fresh water fromseawater. Seawater is also used as a process cooling mediumand 78,000 m3/hr is pumped out by four submersible pumps.Two fired boilers and two waste heat boilers generate 360tons/hr of steam for utilities while the waste heat boilers in theammonia trains produce 350 tons/hr of superheated steam for

driving the main turbines and for process heat. A water treat-ment facility purifies all generated effluent to the environ-mental standards and the purified water is used for irrigationof the green belt within the plant.

The pressures and temperatures required for the processparameters are phenomenal when one considers that waterboils at 100°C and a human being can be crushed to death at2 atmospheres. The outlet temperature of the raw synthesisgas coming out of the secondary reformer is 1,000°C at 80atmospheres while the superheated steam is at 550°C at 120atmospheres. The reformers are the heart of the complex,reforming hydrogen (from natural gas and steam) and nitro-gen (from the air) into synthesis gas. The synthesis gas is thencompressed and further processed into ammonia and carbon

dioxide that are furtherreacted to form urea. Thecentrifugal compressorsoperate at 6,000 – 9,000 revo-lutions per minute. With arotor of 500mm diameter itwould cover the distance toSur (20km) in two minutesand a trip round the worldwould take 64 hours.

Ammonia gas leaves theconvertor at a temperatureof 500°C and 200 atmos-pheres and is progressivelylet down to 0.02 barg and–22°C for storage in twohuge tanks of 60,000 tonscapacity. The wide range ofoperating temperatures andpressures requires exoticmaterials of construction andintricate welding, PWHTand other procedures to

ensure that failure did not occur when subjected to processconditions. The fact that not a single joint failed during thecommissioning and subsequent operations is ample proof ofthe superb workmanship and quality of our team.

This has been one of the most difficult projects right fromday one due to the rocky nature of the terrain, the saliferousand humid climate, the remote location and the constraints ofgetting skilled manpower and materials on time but we facedthe problems positively and met with overwhelming success.This experience has given us the confidence to take up greaterchallenges and overcome them with sure success.

Thomas Breslin

OMAN-INDIA FERTILIZER COMPLEXTHE CHALLENGE SUCCESSFULLY MET

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�27

SAFETY

Bulletin - 3rd Quarter 2005

THE EVENT: Two plus years driving with-out a DAFWC (Days Away From WorkCase)

Country: AzerbaijanCompany: CCCProject: BTC/SCPBusiness unit: Pipeline construction

A brief account of the event:

The CCC BTC/SCP project’s Transportation Depart-ment is a big team consisting of three small teams:

The dispatchers’ office is the main office which controlsthe allocation and distribution of drivers and vehicles,documents of all drivers and journey management. Thedispatchers’ office is a real beehive of activity.

Daily, more than four hundred journeys are controlledfrom this office. It means more than two thousand callsper day.

The road safety compliance team controls the driverights of vehicles. They are daily downloading, analyz-ing, calibrating, recalibrating, repairing and servicing.They are also taking disciplinary measures against vio-lators.

The training crew is in charge of the permitting ofdrivers, their assessment, reassessment, driving licens-es.

Approximate statistics for two plus years:

Total manpower: 600Total worked hours: 2,000,000 Total number of vehicles: 500Total number of calls: 1,600,000Total kilometres driven : 34,402,481

Ayaz AkhundovTransport Inspector

SAFE DRIVING IN AZERBAIJAN

The undersigned and Ramez Chouhaiber, Project Managerof the Cogeneration at Berri Gas Plant Project, were invitedto the offices of JGC Arabia Ltd. on Sunday, July 31, 2005.

There they were presented with a safety award for havingcompleted 2.9 million man hours without a lost time accidentat the project. Mr. Masahiro Aika, the General Manager ofJGC Arabia Ltd., made the presentation.

Mazen QaddouraArea General Manager

SAFETY AWARD INSAUDI ARABIA

left to right: Mazen Qaddoura, Ramez Chouhaiber, Masahiro Aika

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�28 Bulletin - 3rd Quarter 2005

AREA NEWS

Kuwait

We are proud to announce that the year 2005 marks the25th anniversary of the Substation Department in Kuwait.The foundation stone of this operation was laid by WaelKhoury himself. At that time, CCC was already active in theoil sector. Wael Khoury had a vision of substantial growth inthis market sector and he ventured to enhance interest in sub-station projects in Kuwait. Although the value of these pro-

jects was not great, it was felt that one day this kind of projectwould become a major source of revenue for the company inKuwait. After the induction of Jubran Haddad and then laterHassan Sadek, we never looked back and there was phe-nomenal growth in the amount of work. With an initialturnover of US$ 5 million, substation projects in Kuwait andthe UAE now reach a turnover of US$ 30 million per year,which is a major achievement.

Growth in this area was vertical as well as horizontal. Inthe beginning, CCC participated in substation projects as a‘Civil Subcontractor’ only. As per Ministry of Electricity regu-lations, only the equipment manufacturers could participatein the tenders as main contractors. We were working under

the umbrella of such main contractors as Siemens, Mitsubishi,Areva, Hitachi and so on. Now we are taking on substationprojects as a complete package including civil design, civilconstruction, electro-mechanical including lighting and smallpower, HVAC & OH crane, erection of complete substationequipment, switchgears, transformers, control panels, powercable works, design of erection works, control cables, earth-

ing, cable trays and so on. In fact, we now takeon such a project on a turnkey basis for full con-struction works. Only the power equipment isbrought by the main contractor along with hisspecialists.

Also, now the growth of substation projects ismoving in a horizontal direction in the geo-graphical areas. What started with Kuwait onlyis already well established in the UAE wherethere are 10 substation projects in hand. Alsounder the command of Wael Khoury we havemade a strategic partnership agreement withTranselectro of Hungary to win projects in Libyaand Kazakhstan as main contractors. The expe-

rience from these countries would be highlyenriching and we hope that this can help to project CCC as amajor player in the international market for substation pro-jects.

Although the value of each substation project is minorcompared to some of the mega projects of the company, it isworthwhile mentioning that no single project has gone intothe red and suffered financial loss: these projects have alwaysbeen revenue earners for the company. We hope that thegrowth and expansion of the Substation Division will contin-ue in the years to come.

Navdeep Singh Gulati

25TH ANNIVERSARY OF THE SUBSTATION DEPARTMENT

300 kv substation in Kuwait

West Jaleeb substation

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�29Bulletin - 3rd Quarter 2005

AREA NEWS

Azerbaijan

On May 25, 2005, Rashid Shuhaiber, Hani Akkawi, GhaziAnouti and the undersigned visited the Sangashal Terminallocated 25km south of Baku to participate in the First Oil Cer-emony which was held to mark the pumping of the first batchof oil through the Baku-Tbilisi-Ceyhan Pipeline.

The ceremony was attended by HE President Ilham Aliyevof the Azerbaijan Republic; HE the President of GeorgiaMikhail Saakashvili; HE the President of Turkey AhmetNecdet Sezer and HE President Nursultan Nazarbayev ofKazakhstan. Also present were HRH the Duke of York PrinceAndrew; Mr. Samuel Bodman, US Secretary of Energy; NatigAliyev, President of SOCAR; Lord Browne, Chief Executive of BP;

David Woodward, BP Azerbaijan Associate President, togeth-er with a large number of dignitaries and government andbusiness representatives.

The ceremony, covered by Azerbaijani and internationalmedia, opened with speeches made by the country heads, fol-lowed by the opening of the valves to allow the start of theflow of oil.

The day’s events marked a tribute to the efforts of the CCCmembers who were involved in this important project.

Juan Boulos

FIRST OIL CEREMONY

On June 7-10, 2005 the 12th Caspian Oil and Gas Exhibitionand Conference took place in Baku, Azer-baijan at the Sports Complex buildingnamed after Heydar Aliyev. Major oil andgas companies, such as the State Oil Com-pany of the Azerbaijan Republic (SOCAR),BP, Statoil, ConocoPhilips, as well as con-tractors and service providers for the oiland gas industry participated in the exhi-bition.

His Excellency the President of Azerbai-jan, Mr. Ilham Aliyev, opened the exhibi-tion in a ceremony that was attended byAzerbaijan government officials, foreigngovernment officials and executives fromthe oil and gas industry.

Visitors to the exhibition acquired a wide range of knowl-edge about the activities of the companies involved in the oiland gas industry in Azerbaijan and showed particular interestin CCC and the Baku-Tbilisi-Ceyhan Pipeline Project (BTCPipeline), especially as the exhibition was held a little more

than two weeks after the first oil ceremony that took place onMay 25, 2005, commemorating the pumpingof the first batch of oil through the BTCPipeline.

This is the fifth time that CCC has partic-ipated in this exhibition and the CCC standwas the centre of attraction with its redcolour, with the photos of construction ofthe BTC Pipeline and the maps showing theBTC Pipeline in Azerbaijan and the locationsof CCC offices and projects around theworld.

This year, same as last year, was also avery special year! I was honored when HisExcellency the President, Mr. Ilham Aliyev,and the First Lady, Ms. Mehriban Aliyeva,

visited our stand, saw the photos of the construction of theBTC Pipeline and CCC’s social investments in Azerbaijan,and I congratulated His Excellency on the completion of theconstruction of the BTC Pipeline!

Juan Boulos

from left to right: President of Georgia, US Secretary of Energy, President of Azerbaijan, Lord Browne

CASPIAN OIL AND GAS EXHIBITION

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MOA BETHLEHEM AWARDS

On May 30, 2005 Palestinian President HisExcellency Mr. Mahmoud Abbas bestowed theBethlehem 2000 Star medal on Chairman HassibSabbagh and President Said Khoury recognizing

their incessant and longstanding efforts in promoting thePalestine cause in Arab and World circles.

The medals were presented in Athens by H.E. Mr. YahyaKhalaf, the Minister of Culture representing President Abbas,and in the presence of dignitaries from Greek and Arab cir-cles.

Nafez Husseini

Bulletin - 3rd Quarter 2005

AREA NEWS

Jordan

The Construction Management Division has successfullyachieved the timely completion of the Aqaba InterContinen-tal tourist resort project located on the Red Sea beaches ofAqaba. It was officially opened in June 2005, under thepatronage of His Majesty King Abdullah II of Jordan.

Fast-track planning and provision of adequate resourceswas the CMD’s concern for this five star resort with a totalfloor area of approximately 41,000m2, and an overall cost ofUS$ 50 million inclusive of F.F.& E.

The undersigned, acting project manager, was awardedthe Shield of Distinguished Performance from both the ownerof the project, Social Security Corporation, and the hotel’soperator, InterContinental.

It may be of interest to note that the Construction Man-agement Division had previously concluded the Amra Crown

Plaza Hotel renovation project in Amman for the same ownerand operator. Moreover, the CMD is currently undertakingthe CM services for the newly awarded Dead Sea CrownPlaza Hotel.

Murad Dajani

AQABA INTERCONTINENTAL TOURIST RESORT

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�31Bulletin - 3rd Quarter 2005

AREA NEWS

Lebanon INTERNATIONAL COLLEGE ALUMNI ASSOCIATIONOF BEIRUT ANNUAL LUNCHEON

“By their Fruits Ye Shall Know Them”

In his fluently delivered speech at the annual luncheonbanquet, the International College Alumni Association ofBeirut with its President Youssef Kan’an threw in his honour,Mu’allem Said Khoury announced the remarkable successCCC has attained as the largest contractor in the Arab Worldand one of the leading companies of its kind on a global scale,maintaining offices in 31 countries on four continents.

On the platform before an audience exceeding 450 guests(including notable dignitaries, namely the late Rafiq Hariri,the late Basil Flaihan, former Lebanese President Elias Hrawiand spouse, not to mention Lebanese ministers and deputies)Mu’allem Said vividly stressed in plain terms the ultimate val-ues CCC virtually boasts of.

In a world that is changing faster than ever, Said hasturned his idealism, hand in hand with CCC Chairman HasibSabbagh, into actions that speak louder than words.

Retracing 53 years of toilsome ambition that stretched fromBeirut and Yemen, CCC’s birthplaces, Said challenged themisconception of certain outmoded companies which areconsistent in mirroring the policy of foreign analogous estab-lishments, mainly American and European.

“We have our own authentic heritage, customs, traditionand human values. Never do we imitate,” Mu’allem Saidaccentuated with an air of fidelity and true dedication.

Two powerful and conflicting forces have affected the

development of CCC. From its inception the company hasfaced hard to bear confrontations. However, with energeticdetermination and unshaken will-power, Mu’allem Said hasincomparably forged ahead, paving the way for what CCC istangibly nowadays.

Mu’allem Said, the self-made man who in 1951 made hishome for three months in a wooden container amid the sunblazing days and biting cold nights of the Syrian desert, hastaken upon himself to enable CCC employees to live withgusto and cultivate the healthy life-style they cherish, usher-ing in a family-like relation between the employees and CCCentirely.

Mu’allem Said, committed to excellence, has prioritizedcreative and innovative capabilities, creativity being theprocess of having ideas, innovation putting them into prac-tice. The employee is expected to prove effective in the appli-cation of genuine potential productivity in pursuance of reap-ing the fruits of great benefits attributable to him and to all.Mu’allem Said has also emphasized that specialization in anoccupation or branch of learning is pivotal for the implemen-tation of advanced technological, financial and administrativereforms. Said’s reasoning power embraces the highly princi-pled scheme that CCC habitually shuns the labyrinth of hireand fire. An employee is to stay in the company throughouthis productive life, unlike some other companies which getafflicted with the tragic fate of the centipede which stopped toconsider which leg came after which.

Mu’allem Said has made it clear that CCCemployees ought to be given the feelings of poiseand stability and avoid the folly of workingunder tension.

As you sow, so will you reap, the adage goes.Therefore, Mu’allem Said has remarked the edu-cated, competent offspring of CCC owners andemployees are seen to be responsible for variouscompany anticipated dealings. This young,ambitious and loyal generation, Said contem-plates, will surely function as the bond that holdseverything together.

The rolling snowball of CCC is incessantlygrowing bigger and bigger. Rome was not builtin a day.

George SayeghFormer Senior Personnel Officer

CCC Riyadh, Saudi Arabia

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RALLY PAPER

Bulletin - 3rd Quarter 2005

The MOA Rally Paper 2005 (heldon Sunday, May 22, 2005) reallyexceeded our expectations, since

many of the regular partici-pants had left MOA tomove to various CCCareas. However, we still

had 18 cars (almost as manyas last year) participating in the

event.RP MOA 2005 was one of the toughest rallies I have expe-

rienced so far, since most of the participants were well pre-pared and organized. Some had a support group of friends attheir homes ready to help them by searching the Internet orencyclopedias for answers. Others had invited friends alongto help them with the questions, riddles and so on. Not tomention that some participants already had three to fouryears of experience in RP. Thus, the differences between theparticipants were very small and nobody could tell the winneruntil the results of the last stop were counted.

The winner was Yannis Yannoulis (CPA Department) with2,012 points who just recently enjoyed the unique experienceof the Formula 1 in Budapest, Hungary. Second cameNadia Zayadine (Corporate Affairs) with 1,970 points(last year’s winner) who almost made it to be winnertwice in a row. Third came Christopher Thomas (ISD)with 1,890 points.

The good thing about Rally Paper is that every yearwe have a different winner because you don’t have tobe a genius or a trivia expert to participate but it is alsoa matter of guessing due to the nature of the questionsand riddles. The encouraging thing about this event isthat every year we see more families participating andthat’s because they just want to enjoy the day or assomeone described it: “To be part of this little adven-ture” and that’s what Rally Paper is all about.

Last but not least I must admit that Athens with its enor-mous ancient sites, beautiful harbors and impressive moun-tains always provides us with ideas to find the type of loca-tions that the participants would find ideal for frappé (icedcoffee) breaks or to grab a souvlaki (kebab) for extra energy.

Fun and surprises are what we promise participants eachyear. So this year we gave the last car a trophy as well (twomobile HiFi units). To our surprise Toni Haddad and Amir

Aburudayna whowere last (in points)seemed happiereven than the firstprize winners. Soeverybody wasthrilled with theidea that next yearif they do reallybadly at the RP there will still be a chance that they might belucky by the end of the day, too.

I would like to thank SamirSabbagh, Head of CCC activi-ties for organizing the wholeevent and for his personalefforts so that CCC employeescould enjoy such outdooractivities and form what wecall the CCC family.

Special thanks to AnnaHussein, CCC Activities Coor-dinator; Penny Xenakis, R.P.Assistant Coordinator and the

rest of the team for their enthusiasm which allowed us all toenjoy probably the best Rally Paper so far.

Alex Khoury

MOA RALLY PAPER

SPONSORED BY CCC AND

AUTO-CLUB CAR RENTAL

Winner Yannis Yannoulis, shown here inthe Ferrari shop in Budapest

Last car crew but HAPPY, ToniHaddad and Amir Aburudayna

participants enjoying their barbecue at the finishing line

MOA

Samir Sabbah announcing the results

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�3333 Bulletin - 3rd Quarter 2005

RALLY PAPER

Since the Activities in MOA with the guidance of SamirSabbagh (Head of Activities) are doing very well, and one ofthe employees’ favourite, the Rally Paper, is making new par-ticipation records every year, and upon the request of our oldpals of EPSO office it was decided to hold a AUH (Abu Dhabi)Rally Paper.

Alex Khoury (the originator) of the Rally Paper could notbe present; I as his Acting Assistant traveled to AUH for thisvery pleasant task. Waiting there was Anna Hussein (Activi-ties Coordinator) preparing for the inevitable: May 29.

The welcoming of the employees there was more thanfriendly, their smiles are carved in my memory; I felt likehome.

After a few days of hard preparations and location trackingand our meeting one-day before, everything was ready forthe day.

Following 4 Locations to find and 40 common knowledgequestions, 4 pictures and 4 matching quizzes etc. (the master-pieces of Alex Khoury) the end of the Rally Paper was a reali-ty. I should add we were extremely lucky with the weathersince it was very pleasant as if to make our day, everybodygathered at the Buteen Gardens where Walid Shuhaiberarranged for us a perfect picnic, barbecue, refreshments andhospitality, for all the participants and not only, we thankhim, and are most obliged for his endorsement and assis-tance. Our thanks go also to Osman Maoued who gave ushis unconditional support; and everybody who helped on theday from the staff at the stops up to the excellent cateringfrom the camp.

We had a new record of 11 cars (hoping to break it nextyear…). Participants had an enjoyable, exciting and interest-ing day.

The winners are Wissam Assaf and his brother Nabih, insecond place Ronny Labban and Abdulkader Lamaa, in thirdplace Mohamad Ezzedin and Jose Fermin.

A success all in all; at the request of AUH, hoping itbecomes a tradition…

Reporting for the BulletinPenny Xenaki

the winners Wissam Assaf (left) and Nabih Assaf

ABUDHABI

BEYOND THE BORDERS - THE FIRST ABUDHABI RALLY PAPER

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SPORTS

Bulletin - 3rd Quarter 2005

.... and now

During my visit to the Abu Dhabi offices, our old friendfrom MOA HR Department Othman Maoued now in EPSOOffice Abu Dhabi, introduced me to Ghanem Alihmeri, tellingme he had a nice story to share with the Bulletin readers.

Ghanem Alihmeri joined CCC in Kuwait in the year 1984 asPublic Relations Representative ofCONCO, and has been with us allthese years. A very pleasant man,he had many stories to tell, butthe story of the photo he broughtwith him was special to his heart.

He started telling me thatSamer Khoury was the initiator ofthe idea of having a CCC(CONCO) football team in Kuwaitin 1985 which lasted till 1990. Thetournaments would take place inwinter and the games where heldon Thursday afternoons, butthere was not enough time topractice during the week so twohours of training before thegame was enough to get themstarted.

All these years; the getting together doing something theyenjoyed, as a team, he said “these were fine memories”.

This picture was taken at a Petrol Companies Football Tour-nament held in 1988 at the Faheel Stadium in Ahmadi Area inKuwait. CONCO got 3rd place out of about 12 companies par-

taking in the tournament.It was a 6x6 player game

and CCC had about 10-11players on the team.

Just for the record,Ghanem Alihmeri wasgoalkeeper, Samer Khouryplayed forward and ShamsDabbagh played centre.

Great teams rise and fallbut memories are forever.

Reporting for the Bulletin Penny Xenakis

(top row, l-r) Samer Khoury, Ghanem Alihmeri, Shams Dabbagh, Ibrahim(bottom row, l-r) Abdallah El Masri, Jihad Mohamad

This is our MOA football team, which participated in theDais Companies Tournament for 2004/2005. After being firstnearly all season, CCC was defeated in the final to AntennaTV 1. The score was 2-5.

Congratulations to all participants.Please note that half of our MOA players have now been

transferred to Abu Dhabi, so we should be looking forward tosome very strong competition between the offices in the nearfuture.

Anna Hussein

MOA football team captained by Brian Thomas

Sunday, August 28, 2005 was a beautiful day, sunny andhot, with a breeze blowing from time to time, disrupting thetense heat of Karavi beach in Skinias. The Activities Teamarranged another successful event on that day. The beach vol-ley tournament ran smoothly, with nine teams (of four play-ers of all age groups), competing with each other. Each playerwas a winner that day, just because he or she attended / par-ticipated in the event.

Rashid Ennimer

MOA BEACH VOLLEY

then....

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�35Bulletin - 3rd Quarter 2005

MILESTONES

ENGAGEMENTS AND MARRIAGES

Roshan B. Mendonsa (Oman India Fertilizer Project, Oman) and AshaPramella Roche got married on December 23, 2004. The ceremony took placein his hometown, Mangalore, Karnatake, India and was attended by friendsand family members.

Nicolas Haddad (Dubai) got married to Kalliopi (Popi) Frantzi – ex-MOA –on October 15, 2004 in Athens.

Sheikh Altaf Abdul Salam (Sohar Oil Refinery, Oman) proudly announceshis engagement to Farheen on September 11, 2004 in Hyderaband (India).

CONGRATULATIONS!! 1,000 MABRUK!! TO EVERYONE

BIRTHS

Johnson Leons (AccountsDepartment, SPII Project, Oman)and his wife Manju are happy toannounce the arrival of theirdaughter Anna Merin on February5, 2005 in Kollam, Kerala, India.February 5 is Johnson’s birthdaytoo!!

Sunil Kumar (CCRY Project,Saudi Arabia) and his wife ReshmiSunil have pleasure in announcingthe birth of their son Shreyas onApril 23, 2005 in Veliyanadu, Ker-ala, India.

Yehia Shihabi (Dubai Mall Pro-ject) and his wife Samira Elyas arehappy to inform us of the arrival ofa baby boy (Caesar) on August 18,2005.

Ali Kassab (Dubai Office) and hiswife Iryna want to share the goodnews of the arrival of their son Assion March 16, 2005.

Sa’ed Ellyyan and his wife AmalMansi (Amman – ConstructionManagement) proudly announcethe birth of their twin baby boys onMay 1, 2005 in Amman. The proudparents, together with son Maham-mad and daughter Laila are delight-ed and have named the two littleboys Omar and Zaid.

Haider Najdy (STW Project,Qatar) and his wife would like toannounce the birth on July 14, 2005of their baby girl named Amal.

Popi Haddad (wife ofNicolas - Dubai) gavebirth to a beautiful babygirl named Constantinain Dubai on August 10,2005. She was 2.4kg atbirth and we congratulatethe proud parents - Sin-charitiria!!

Salim Esper (Azerbaijan) andwife Rana received another won-derful gift from God in the form ofCeline, born June 22, 2005. BrotherJoe is taking good care of her!

Mohammed Saleem (SoharRefinery Project, Oman) and hiswife Nabeena Mohamed Saleemhave immense pleasure inannouncing the birth of their firstbaby girl named Naila on August15, 2005 in Sohar, Oman.

Abdul Sattar Alaudin (SoharRefinery Project, Oman) and hiswife Najma are pleased toannounce the birth of their firstbaby girl named Afrin Fayesha onJune 20, 2005 in Bangalore, India.

Gils George (Certification Super-visor-CCWP, Qatar) and Sarithawish to announce the birth of theirbaby girl Neha Rose Gils Kachappil-ly on May 2, 2005 in Angamaly,Cochin, Kerala. Baby came inweighing 2.6kg.

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�36 Bulletin - 3rd Quarter 2005

MOA FAMILY DAY

A BIG THANK YOU TO OUR SPONSORS:

Athens MedicalCentre

Thai Palace

This year’s Family Day (held on June 19 at the PolidrossoClub) was, I believe, the most successful by far. It succeededagain to bring employees and their families closer togetherstrengthening the CCC Family bond.

Penny (Xenakis) and I weregiven the task of takingcare of the children’sgames. I was so happy tosee the expressions andlaughter of all the kids.The new venue had aswimming pool for newgames, which we allenjoyed with great excite-ment.

I would like to extendmy personal thanks toSamir Sabbagh for his spe-cial care and to our Activi-ties Coordinator Anna

Hussein for a job well done. And last but not least, thanks toall the Team Members for their support and efforts in makingthis event such a wonderful day to remember.

Nadia Zayadine

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Bulletin - 3rd Quarter 2005 �37

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EditorsSamer KhouryZuhair HaddadNafez Husseini

Damon Morrison

Public RelationsSamir Sabbagh

ProductionJeannette Arduino

Penny XenakisNick Goulas

Georgia Giannias Yannis Yannoulis

CCC BULLETINP.O. Box 61092

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

see The BULLETIN on line atwww.CCC.gr - News - Quarterly

Bulletin

The BULLETIN is a publication issued at CCC

Managing Office in Athens by volunteer staff.

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

are welcome.

“VISIONEERING” . . . . . .. . . . . . . . . . . . . . . . . 1

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

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

QUALITY MANAGEMENTSystem Approach/Continual Improvement Mounir Soufyan 4

FEATURE - OMAN AND CCCEmployer of Choice Fathi Alaaiddin . . . . . . . . . . . . . . . . 7

A Long History Together Fathi Alaaiadin. . . . . . . . . . . . . 8

Development of Sohar Industrial Zones Extracts . . . . . 10

Sohar Port & Industrial Area Infrastructure Project. . 12

Scope of Work Abdallah Akkad. . . . . . . . . . . . . . . . . . 12

Earthworks: The Tougher Side Elyas Rouhban . . . . . . 13

Problem Scheduled for Solution Nader Al Asmar. . .. . 14

Construction on Multiple Fronts Majdi Treish . . . . . . 15

Get Digging! Tarek M. Nakad . . . . . . . . . . . . . . . . . . . . 15

First Time Pierre Abou Azar . . . . . . . . . . . . . . . . . . . . 15

ISD Tariq Nasser & Mohamed El Haj . . . . . . . . . . . . . . 16

Teamwork Rashed Shawwa . . . . . . . . . . . . . . . . . . . . . 17

Oman Refinery Co.– Isomerization & Refinery Revamp. . . 18

EPC Challenges EPC Project Team . . . . . . . . . . . . . . . 18

3D Laser Scanning Ayman Qaddoumi . . . . . . . . . . . . . . 19

Sohar Refinery Project SRP Team. . . . . . . . . . . . . . . . 20

Internal Roads at Sharqia Sinan Melhem. . .. . . . . . . . 22

Fleet Safety Management Joseph Rutters. . . . . . . . . . . 23

Employee Profile Zahi Saba. . . . . . . . . . . . . . . . . . . . . 23

Training and Employment PLAN Ghassan Rayya.. . . . . . . 24

Oman-India Fertilizer Complex Thomas Breslin . . . . . . 26

SAFETYSafe Driving in Azerbaijan Ayaz Akhundov . . . . . . . . . . . 27

Safety Award in Saudi Arabia Mazen Qaddoura. . . . . . . . 27

Area NewsSubstation Department, Kuwait Navdeep Singh Gulati . . . 28

First Oil Ceremony, Azerbaijan Juan Boulos . . . . . . . . . 29

Caspian Oil & Gas Exhibition, Azerbaijan Juan Boulos . . 29

Aqaba Intercontinental Tourist Resort Murad Dajani . . 30

Bethlehem Awards Nafez Husseini. . . . . . . . . . . . . . . . . 30

Intl. College Alumni Lunch, Lebanon George Sayegh . . 31

Rally Paper

Rally Paper MOA Alex Khoury . . . . . . . . . . . . . . . . . . .32

Rally Paper Abu Dhabi Penny Xenakis . . . . . . . . . . . . . .33

Sports Football in Kuwait Penny Xenakis . . . . . . . . . . . . . . . . . 34

MOA Football Team Anna Hussein . . . . . . . . . . . . . . . . . 34

MOA Beach Volley Rashid Ennimer. . . . . . . . . . . . . . . .34

Milestonesannouncements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Family DayMOA Family Day Nadia Zayadine . . . . . . . . . . . . . . . . . . . 36