bulletin 106

C C CBulletin Issue 106 | 2nd Quarter 2013 Bulletin Issue 106 | 2nd Quarter 2013

Cont

entsFrom the Desk of... 3 CCC and the Culture of Innovation Samer S. Khoury

Editor’s View 5 Innovation … Is a Journey That Never Ends N. Husseini

Recent Awards 6

Quality Management 7 Field Purchasing M. Soufyan

Feature 12 BIM - From Now On B. Chew

14 Computer Simulation of Construction Processes R. Labban

16 Regional Applications Support Office (RASO) W. Iknainish

20 How Sustainability Drives Innovation in an Organization N. HamdanL. Aggelopoulou

21 Knowledge Management & Innovation A. El-Sersy

Area News 24 Papua New Guinea: Komo Airfield S. Haddad

26 Papua New Guinea: CJJV Camp Welders M. Sherbini

27 Qatar: Barzan Onshore Project A. Al Amad

28 Botswana: North-South Carrier T. Bazzari

28 USA: LNG17 Exhibition in Houston G. Dabbas

29 Palestine: The Palestine Museum S. Sabbagh

Corporate Social Responsibility 30 CSR News Report T. Awad

32 Egypt: Computer Donation Initiative 2013 A. Taweela

33 Egypt: Employees’ Family Day 2013 A. Abdel Rahman

34 Greece: Earth Centre S. Shawa

35 Saudi Arabia: Participation in Saudi Career Days B. Al Mandeel

Human Resources 36 There Are Only Four Jobs in the Whole World Article Reprint

Health Safety Environment 38 Tasiast Gold Mine Appreciation Award M. Abutaha

39 ASSE HSE Excellence Award B. Moussa

Sports & Leisure 40 CCC Rally Paper: Oman, Abu Dhabi, Athens A. Khoury

Milestones 42 Denis Wilson Reaches 10,000 Days Mark G. Mouzakitis

43 Announcements

Where We Are 44 Sustainability & Innovation

Bulletin Issue 106 | 2nd Quarter 2013 Bulletin Issue 106 | 2nd Quarter 2013C C C

3C C CBulletin Issue 106 | 2nd Quarter 2013 Bulletin Issue 106 | 2nd Quarter 2013

From

the D

esk

oF...

President Engineering & Construction

SAMER S. KHouRy

CCC has successfully maintained its position as one of the leaders in the Engineering & Construction Industry by allowing our executives and managers the freedom to innovate both externally and internally. I am confident that the CCC culture of innovation will remain one of the pillars of our success.

CCC has innovated internally by creating better operational systems, IT systems, construction tools, robust construction methodology and advanced plant construction equipment (new procurement policies, leaner overheads and so on). In addition, we have adopted the latest project management techniques in order to become more efficient and to always be ahead of our competitors.

CCC has innovated externally by expanding into new geographical areas ahead of others (Africa, the CIS and Asia) and into new construction lines ahead of our competition (oil and gas, airports and metros).

I ask all CCC management to encourage this culture of innovation and to grant their subordinates the flexibility, the necessary time and resources for them to help nurture this positive trend towards innovation.

You never know, in this changing world around us, a fresh graduate with very little experience may come up with an innovative idea that could change both CCC and the world!

CCC AND tHE CuLtuRE oF INNoVAtIoN

Habshan 5 Process Plant, NGL Package UAEAbu Dhabi


Edito

rial

Innovation … Is a Journey That Never EndsN. HusseiNi

Innovation is the application of new solutions that meet new requirements, inarticulate needs, or existing marketing needs (Wikipedia).

Many confuse innovation to be strictly in the realm of R&D and producing new patents. It is not.

It lies in everyone’s job and when institutionalized correctly becomes a guiding organizational mission.

At CCC we have been at the forefront of encouraging innovation into our processes. And yes it is never easy. We get internal resistance and we constantly suffer frictions over turfs, jurisdiction and not least budgets.

We do well with innovation at CCC because of many factors:

• We have the moral support of our top executives. Many of the initiatives we launch target catalysing innovation internally. Knowledge Management and Sustainability are prime examples of this.

• We get immensely exposed to international and leading client requirements as crafted by designers who by definition keep pushing new ideas to their clients, requiring new and innovative methods for deliveries. Our Estimation Department keep us challenged to find optimal solutions that are well balanced between requirement and cost consciousness.

• We have good channels for disseminating newly acquired knowledge. The Information Systems Department,

Knowledge Management Communities of Practice, and the Bulletin are testament to this. Lessons Learned forums are also a great means of keeping Innovation high on the visibility and agendas of our top executives.

We are not perfect. We can do better.

• For one thing, we still need to increase the “food for thought” factor within our ranks. Human Resources should come up with new ways of sponsoring and sending our promising employees on more educational trips and leading edge conferences. This has been a key success factor of CCC’s Information Systems Department, in a way CCC’s Navy. “Join the Navy and see the World”. In our context, we tag to the tail end of the statement “….and bring the best ideas back to CCC”. The budget keepers as usual are not going to like this one! Unfortunately they do not weigh in the enormous benefits. ISD has been ranking first in internal service satisfaction. We are proud of this position fuelled by innovation.

•For another, we need to institutionalize innovation and its culture within CCC further. It needs an address and some known reliable mechanism. We are at near “perfect storm” results not “cultural”. Creating this is quite a challenge in a tense demanding environment of project schedules and budgets and I do not claim to have an answer to this wide topic as yet but when we do, then we will decrease frictions, resistance to change and reap even better results.

Loyal Readers, this issue is simply a stock-taking of where we are with innovation and not where we could be. I simply lit a fuse and invite those who have some thoughts on this to share and write us.

Enjoy another fine issue put together by your colleagues from around the globe.

Habshan 5 Process Plant, NGL Package UAEAbu Dhabi

C C C Bulletin Issue 106 | 2nd Quarter 2013 Bulletin Issue 106 | 2nd Quarter 2013

Rece

nt Aw

ARds

New Doha International Airport - Aircraft Maintenance Hangar & AEO Building - Demolition, Alterations and AdditionsQatar

The project comprises the demolition, alterations and additions to workshops and offices in the Aircraft Maintenance

Hangar and AEO Building at NDIA.

The client is the Government of State of Qatar represented by New Doha International Airport Steering Committee.

The contract was awarded on 25 April 2013.

The project start was 1 May 2013 for a duration of approximately six months ending on 17 October 2013.

Outstanding Works at Saraya Aqaba ProjectJordan

The project is a mixed use resort development located on the coastline of the Gulf of Aqaba (on the Red Sea).

Developed on a total area of 634,000m², the project is composed of four hotels and 14 bungalows under various operators, a water park, beach club, an old style city located in the centre of the project, with mixed use areas such as restaurants, a conference centre, retail, offices and small apartments, all bounded by a large variety of villas and residences of different design types. The resort surrounds a man-made lagoon which creates an additional beachfront of 1.5km for the development. The scope includes the civil/site developments works, completion of buildings, utility and support works necessary to complete the project. The construction of the project began in 2006 and ceased in 2010.

The client is Saraya Aqaba Real Estate Development Company PSC.

The contract was awarded on 17 May 2013.

The project start date is 7 July 2013 for a duration of 28 months ending on 6 November 2015.

Abu Dhabi PlazaKazakhstan

The project consists of development, design, procurement, construction, installation, testing, operation,

maintenance and management (each as applicable) of a mixed use development comprising of:

• Block H: 4-star 190-key business hotel and 100-key serviced apartments, comprising 14 storeys.

• Block R: Mixed use tower, 310m in height and

comprising 75 storeys, lower third offices and upper two thirds residential units.

• Block O: Class A+ office, comprising 27 storeys

• Block Y: Class A+ office, comprising 30 storeys

• Block Z: Residential tower, comprising 16 storeys

• Block P/B: 4-storey basement and 2-storey above ground retail podium.

The client is Aldar Properties PJSC (ALDAR)

The contract was awarded on 13 June 2013.

The project start date was 13 June 2013 for a duration of 42 months ending on 12 December 2016.

Sadara CHEM III Hydrogen Peroxide Unit (HP)Saudi Arabia

The project is to build the CHEM III Hydrogen Peroxide Unit (HP) for Sadara. CCC scope includes procurement of

structure steel, E&I bulks and small bore piping. All civil works, installation of U/G cooling water system, piping prefabrication and erection, equipment erection, E&I works, precommissioning and process building construction.

The client is Sadara Chemical Company.


The project start date is 1 June 2013 for a duration of 18 months ending on 30 November 2014.

Jazan Refinery Packages 4 & 5Saudi Arabia

The EPC Package 4 Northern Tank Farm of the Refinery and Marine Terminal Jazan project is to develop the detailed

design, procure, build, commission and support the start-up of the North tankage, blending system, refinery effluent treatment system, truck loading facilities and fire training area of the Jazan refinery.

The Package 5 Southern Tankage is for the crude tanks 1-7 and crude tankage support facilities.

CCC is responsible for the construction activities, precommissioning and commissioning assistance and assistance during performance testing.

The client is Saudi Aramco and the main contractor is Petrofac Saudi Arabia limited


The project construction start is on 29 July 2013 for a duration of about 28 months ending on 19 November 2015.


Qual

ity M

anag

eMen

t

Field PurchasingM. SouFyAN

IntroductionThe field purchasing procedure for CCC projects covers the materials that fall within the following categories:

• Permanent materials that have not been purchased during the engineering/procurement phase.

• Equipment/materials that have bearing on quality such as welding machines and welding consumables.

• Inspection and measuring test equipment.

The purpose of documented field purchasing process is to ensure that purchasing is managed and controlled in such a way that supplied material is delivered to site in accordance with specified contract requirements and applicable codes and standards. Purchasing System / Processes are illustrated in Chart 01.

Key ProcessesField Purchasing may be classified as a system of complex nature that consists of main processes as illustrated in Figure 01.

Planning StageAt the earliest stage of the project mobilization, Procurement Manager in coordination with Project Manager shall conduct a review of contract requirements and determine the requirements for permanent material items. This process is illustrated in Figure 02.

Evaluation of VendorsProcurement Manager uses the Approved Vendor List as a basis for selection of suppliers for invitation to bid. New suppliers may be considered, however, they may be subject to quality assessment by Project Quality Manager or his/her designee. This process is illustrated in Chart 02.

PROCUREMENT MANAGER PROJECT MANAGER CONTROL MANAGER QUALITY MANAGER AREA OFFICE

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input Direction

Start

Identification of Materials Requirements

Qualification of Vendors

Selection of Vendors

Processing of Purchase Order

Expediting

Tracking System

Reporting

Performance Evaluation

End

VendorInspection

Flow Chart 02

Flow Chart 03

Flow Chart 04

Flow Chart 05

Cost & ScheduleInput

Quality Input

01

02

03

04

05

07

08

06

Feedback on Suppliers Performance

Amendment of Purchase Order

Expediting & Vendor Inspection

Processing of Purchase Order

Selection of Vendors

Evaluation of Vendors

Planning Stage1

2 3

4 5

6 5

Chart 01

figure 01


Qual

ity M

anag

eMen

tField Purchasing

Approved Vendor ListArea Office shall make the Approved Vendor List available for the Project Procurement Manager. The list shall include the following information:

• Company address and contact names.

• Product range and certification.

• Code experience such as ASME, ANSI…

• How much of suppliers work is subcontracted.

• Details of quality management system if not certified to ISO 9001 standard.

• List of regional offices.

• Company brochure.

• Production capacity.

• Applicable standard for the product.

• Authorized code stamp or certificate.

• Major users.

• Supplier assessment report.

• Records of performance on previous projects.

Selection of VendorsVendors invited to bid shall meet at least one of the following criteria:

a. Vendors specified by customer.

b. Vendors recommended by CCC on the basis of previously demonstrated good performance.

c. Vendors that are certified to ISO 9001 standard.

INPUT PROCESS DESCRIPTION OUTPUT

- Contract- Contract Specifications- Engineering Instructions

- Materials / Equipment List- Provisional List of Suppliers- Nominated of Preferred Suppliers- Priority Items- Long Lead Items- Delivery Dates- Inspection Requirements

Contract Review

Materials / EquipmentRequirements

PROCUREMENT MANAGER PROJECTMANAGER QUALITY MANAGER OTHER

DEPARTMENTS AREA OFFICE

Start

The First Step in Selection of Vendors is toUse Approved Vendor List

If Step (01) is not Possible Qualify &Select New Vendors

Request Pre-qualification Documentfrom New Vendor

Forward Pre-qualification Documentto Relevant Departments

CCC Vendor ListCustomer’s List

Update ApprovedVendor List

Review Pre-qualification Document

AssessmentReview

Inform Procurement Mgr.that Assessment is

Required

Conduct Assessment(QMP-GEN-016)

Update ApprovedVendor List

Complete Report & Advisewhat kind of Control isRequired on the Vendor

Forward Report to DCG forDistribution

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input Direction

CoordinationFunction

Evaluate the Extent &Maturity, of Suppliers QMS

UpdateApproved

Vendor ListChart 03

01

02

03

04

05

06

07

08

09

1011 12

No

Yes

figure 02

Chart 02


Qual

ity M

anag

eMen

t

Field Purchasing

d. Vendors that are not certified but are implementing a documented quality system.

e. Product is supplied to a recognized product standard (e.g. BS, ASME).

f. Vendor choice is limited to one due to the nature of the product or due to external factors such as long delivery times.

A material approval request “MAR” is prepared by Materials Department and forwarded to the customer for approval. Initial enquiries shall be made by the Procurement Engineer to gain preliminary feedback from the market on key issues such as, whether the supplier is interested to quote, availability of materials and delivery schedule. In general, three vendors as a minimum are invited to quote. Technical input is provided by Materials Engineer for construction projects and by Engineering Department for EPC projects.

Comparison SheetAfter receiving adequate preliminary data, a supplier comparison table will be completed by the Procurement Engineer and reviewed by the Quantity Surveyor, Discipline

Engineer and Quality Manager. Supplier shall be selected based on technical and commercial capabilities; the final decision is normally made by the Project Manager or higher authority depending on the value of the purchase order. During this process a technical tabulation form and a commercial bid analysis is generated for review and approval.

Chart 03 represents a graphic presentation of the selection of vendors’ process.

Processing of Purchase OrderFollowing the approval of material / equipment submittal and approval of vendor, the procurement engineer shall compile purchase order data for internal review and approval as required by the field purchasing procedure “Chart 04 – processing of purchase order”.

The purchase order usually consists of technical requirements and commercial requirements, and any other specific requirement related to specific product such as the requirements for inspection by CCC or the employer.

PROCUREMENT ENGINEER MATERIALENGINEER QUALITY MGR.PROCUREMENT MANAGER

Start

Review Materials Requirements &Conduct Initial Enquiries

Approved

Review MaterialsRequisition

Compile Materials Requisition

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input Direction

Chart 04

01

02

04No

Yes

03

Forward Materials Requisition Minimumto 3 Suppliers

05

Receive Quotations, Prepare ComparisonSheet & Distribute

06

Technical & Quality Input07

Select Suppliers Based on Overall Evaluation& Prepare Drast P.O. & Forward

to PM for Approval08

Conduct Review09

Approved10

Sign for Approval11

Proceed with P.O.

Cost Input

QUALITY MGR.DISCIPLINE ENG.QTY. SURVEYOR

PROJECT MANAGER (PM)

12

Secure MARApproval byCustomer

Return with CommentsRevise as Necessary

Provide CommentsRevise as Resubmit

Chart 03


Qual

ity M

anag

eMen

tField Purchasing

Compiling the Purchase Order DataThe Procurement Engineer shall compile data that will form the content of the purchase order in accordance with the following guidelines:

• Scope of supply including cost code, quantity, tag number, unit/total price and grand total.

• Delivery date, delivery point and packing.

• Technical requirements.

• Production schedule.

• Documentation, manuals, instructions…

• Material certifications.

• Quality requirements.

• Addressing and labeling of consignment.

• Identification and traceability requirements.

• Drawings, data sheet, specifications.

• Conditions of purchase and guarantee.

• Spare parts requirements.

• Right of access to production facilities.

Purchase Order Preparation and IssueThe Procurement Engineer shall prepare the Purchase Order on the standard Area Office Format including the purchase order data which has already been approved. In case where work has to commence immediately or where delivery times are very long, purchase order may be placed by fax to be followed immediately by full documentation. The following information as a minimum shall be included in the fax:

• Order number.

• Brief scope of supply.

• Reference to relevant correspondence.

• Price and payment conditions.

• Delivery.

• Request for written acceptance.

All purchase order information shall be kept in individual files per purchase order. These files shall contain all information / correspondence related to each individual purchase order including review and approval. The procurement engineer is responsible for compilation and maintenance of these files.

PROCUREMENT ENGINEER MATERIALENGINEER QUALITY MGR.PROCUREMENT MANAGER

Start

Compile Purchase Order

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input Direction Chart 05

01

No

Consider the Input and Clear allOutsatnding Issues

Distribute of Relevant departments

Issue Purchase Order

Revise as Resubmit

Cost Input Technical & Quality Input03a

Conduct Review06

Approved07

Sign for Approval08

QUALITY MGR.DISCIPLINE ENG.QTY. SURVEYOR

PROJECT MANAGER (PM)

Return with Comments

Finalize Purchase Order

Expedite

Vendor Inspection

Note 01For long lead items or when work has to start immediately, P.O. may placed byfax to be followed by full documentation ASAP. In such cases, the followinginformation as a minimum shall be included in the fax:- Order No.- Price & payment conditions- DeliveryThis procedure requires Project Manager approval.

- Brief scope of supply- Reference to relevant correspondence- Requests for written acceptance

PROCUREMENT MANAGER

Yes

02

04

05

03b

09

10

11

Chart 04


Qual

ity M

anag

eMen

t

Field Purchasing

ExpeditingIn order to control the status of the purchase orders, the Procurement Engineer shall maintain a database and issue reports at agreed intervals including planned and actual delivery dates. Delivery may be related to one or more of the following items:

• Design documentation.

• Fabrication procedures/schedule.

• Inspection and test plan.

• Testing procedures/schedule.

• Quality records.

• Product delivery.

• Operation and maintenance manuals.

• Spare parts.

Vendor InspectionThe Procurement Engineer in coordination with the Project Quality Manager shall coordinate surveillance or inspection on the basis of the delivery program and the requirements specified in the inspection and test plan. Records of inspection and testing including final acceptance and release of product shall be filed by the QCD. A copy of the record shall be forwarded

to Procurement Engineer if the records have a commercial impact “vendor inspection process is illustrated in Chart 05”.

Amendment of Purchase OrderAny amendments to a purchase order shall follow the same cycle as specified in this procedure and be carried out by the same function.

Feedback on Vendors’ PerformanceAt the end of each major supply contract, Procurement Manager in conjunction with Quality Manager and Construction Manager shall prepare a report on the performance of vendors that covers the following topics:

• Awareness of ISO 9001 standard and project quality management system.

• Ability to meet technical requirements.

• Meeting delivery schedule.

• Attitude toward changes.

• Cooperation in working with CCC.

• Quality records.

PROCUREMENT ENGINEER QUALITY MANAGER CUSTOMERPROCUREMENTMANAGER

Start

Finalize Purchase Order01

No

Ensure Quality Requirements & Deliverablesare included / attached to Purchase Order

Review ITP

Forward toVendor to Revise

& ResubmitApproved

05

Sign for Approval

Return with Comments

Yes

02

04

Receive Inspection & Test Plan (ITP) &Forward to Quality Manager

Vendor InternalProcess

Obtain Customer’s Approval Required

Coordinate Inspection as per Hold &Witness Points in the ITP Conduct Inspection

Non-Conformance

07

Complete Report

IssueNCR

Close NCR

Arrange for Deliveryto Site

Inform MaterialEngineer to ConductReceiving Inspection

NoYes

End

VENDOR

03

06

0809

10

11

12

13

FLOWCHART

KEY

Activity

Document

Meeting

Decision

Input Direction

Chart 05


Feat

ure

BIM - From Now OnB. CHEW

BIM is useless! BIM is just a collection of colourful pictures! BIM is too difficult to understand! All true, if you are among the constantly decreasing number of construction professionals who don’t get the picture. Of course there are the highly trained specialists who can bore anyone with details and what this marvelous tool can do. But in CCC and certainly on the Nile Corniche Project (Egypt), we approach it from a very different angle.

One of our simple aims is to use this tool to very simply show some of our very able but short sighted MEP subcontractor staff where problems exist. These can be in the form of clashes with and between anything, for example, between an MEP service and ceiling or between one MEP service and the next. This unbelievably common problem that befalls all of us has been a major issue on the Nile Corniche Project. This is due to very low floor to floor heights that leave very little room to fit huge amounts of MEP services and make them work according to code, best design and installation practice and so on. If we allow for the usual “who cares if it’s 50mm out“ or “no problem, we’ll just shift it left a little bit, no one will know (wink wink, I buy you lunch, Moallem)“, then we will have real problems and we won’t know that we have a time bomb until it is too late.

These kinds of problems can be rather easily resolved by a few operations using standard BIM tools that reveal all the issues. This will usually be in the form of the beautiful coloured pictures that BIM is famous for. On the Nile Corniche Project we have perfected this art by selling this simple idea firstly to very resistant and uncooperative disbelievers but lo and behold, they are now our best customers. We even provide ‘snapshots’ of problem areas that we are certain now hang as wall decorations in

their homes. The huge number of clashes that have been so easily resolved before the physical work progressed has not been realized by most, but when measured against what could have been faced as potential problems, gives the real benefits. Any project management team can easily understand the need for less problems, especially those solved at source.

For the more scientific explanations for the workings of clash detection, a simple chart describes the process. Please see the diagram showing the workflow as used on the Nile Corniche Project.

Another example of the very useful things that BIM can provide and that we have utilized here are procurement and QS based items such as redefinition of packages, extraction of scope, take offs, re-measurements, denoting areas of specialist works and demarcation of any particular zone/area/type of work. If and when the procurement and QS teams ask nicely, BIM has been used to very quickly provide these. This is due to the way that the BIM models

SHAKERMEP CONSULTANT

ACEARAB ENG. CONSULTANT

ECG(arch, str) CONSULTANT

QPMPROJECT MANAGEMENT

CCCengineering

VICONBIM CONSULTANT

DSIsub contractor

QDOWNER

BIM

Clash detection report

Internal Coordination with BIM

NCP-BIM/composite/clash detection work flow


Feat

ure

BIM - From Now On

are set up, allowing extraction of almost any imaginable form of information group, clump, set or individual data that is required.

There is a proviso that is however required from the start, to allow this to take place. This is the WBS, or Work Breakdown Structure. This loosely defines the way that the BIM activities are set up for each project at the start, in that all future requirements are laid down at the start so that at some point in the future, anyone can ask for something and the response can be easily provided, much like planning for a camping trip and taking the correct items before the start of the journey. In this day and age, this is not a difficult task as we do not need to reinvent the wheel.

The WBS on the NCP was set up quite simply and has allowed most of the procurement and QS data requirements to be retrieved very easily. What used to take days or weeks to do (and still does, in some remote parts of CCC ) has been demonstrated time and again here on the NCP to be extracted in hours. Benefits realized are, for example, preparing scope and details/data for subcontractor packages, measurements for site works for payment purposes, take offs for quantifications and checks, very quick BoQ / Dwg comparisons, 3D visualization of item/s if required and many other day-to-day activities that have been eased by BIM. We don’t often realize just how much we now take it for granted that BIM is used for these mundane things until we have to go back to the Dark Ages again.

In the engineering field, BIM has an immediate role. The strengths that are inherent in BIM allow us to countercheck reinforcement in RC elements via ratios and other means, define types of structural elements and where they exist and provide, again, clash analysis for structure to structure, structure to architectural issues where and when needed. Even concrete volumes for casting can be so easily derived. The daily interaction and resultant progress between the teams is yet again further evidence of the real usefulness of BIM.

For planning, BIM has become a backbone of data and backup. As the original BoQ was developed from the initial BIM exercises and models, the base programmes derived their database from these. This is one area that thorough integration and interaction between the two disciplines would benefit any project tremendously. There is much still to learn and develop but it is crystal clear that from the early form of a programme until full recording and progress charting of the project, BIM can play a pivotal role in planning. When the other exotic capabilities of BIM are introduced and utilized, such as 4D and 5D tools that can combine

time, cost, and quantity parameters, the sky’s the limit as to what can be tracked, checked, monitored, assessed, recorded and so on. At the NCP, however, these particular tools were not understood nor developed sufficiently as these were not part of the all-important WBS at the outset of the project. Notwithstanding this, we still pressed on and developed the database to enable progress to be demonstrated by BIM via real time models, albeit not as brilliantly as we would have liked. There is, however, no doubting the massive potential of these applications.

Finally, we come to the use and usefulness of BIM in management. At the NCP, we have the added bonus of an enlightened client who has requested that BIM and BIM related applications be at the forefront of the project. This has resulted in CCC BIM and BIM NCP having to learn to run, very fast, straight after learning how to walk, so to speak. The mistakes and lessons learnt have aided our understanding and appreciation of a set of building tools that, if understood, harnessed and used correctly, will deliver us into the next millennia. Why should we not embrace what we already have and take it just that little bit further to see really what can be achieved. As a footnote, a presentation was developed using BIM lately, where we had to challenge and fight for our contractual rights and reinforce our project status/position. The presentation of 3D images extracted from existing data already developed in the course of BIM work on the NCP allowed us to show, very clearly, to the client and his team exactly the issues facing us all. Nothing speaks or tells a better story than a picture. BIM gave us a lot more than a set of colourful pictures.

NB. This article has been written by a long-time construction professional who has had no prior

direct affiliation with BIM but simply understands that BIM is extremely useful in the correct hands.

Bi weekly progress report


Feat

ure

Computer Simulation of Construction ProcessesR. LABBAN

“The knowledge gained through simulation reduces the risk associated with important decision making in real life.”

As construction projects become large, complex and tough to manage using traditional techniques, computer simulation can be used effectively to design and analyze construction processes regardless of the complexity or size. Computer simulation models can be built to characterize the construction activities of a scope of work ranging from a full blown large and complex project to a sub-area of an industrial facility or to a floor or room of a building. Using simulation, engineers can test out different construction scenarios, estimate resource utilization and find bottlenecks, and forecast time and cost requirements without having to go on site.

At CCC we have been using computer based modeling and simulation since 2005 for schedule validation, low level resource planning, performance improvement, process optimization, look ahead scheduling, assessing direct and indirect impact of employer changes (delay and disruption, lost productivity and rework) and quantification and justification of claims. To achieve this, we have developed several simulators for different construction operations. Many insights have been deduced from developing and implementing the simulators through capturing the effect of resource interaction (i.e. queuing, equipment capacity mismatches and so on) on productivity. All our simulators were developed in collaboration with experts from the relevant fields, mainly through collaboration with the CCC Knowledge Management Communities of Practice for each discipline.

• Earthworks: the earthworks simulator was developed in collaboration with the CCC Knowledge Management Earthworks Community of Practice. It aids estimators and site engineers in answering questions such as: What is the minimum number of working days required to complete a certain scope with a certain equipment mix? What is the optimal mix of the selected type of equipment to complete the scope in a specific time and with minimum cost? What are total and unit costs? Which type of equipment is a bottleneck? Is any type of equipment idling too much? How will scheduled maintenance affect my productivity?

• Asphalt Paving: the asphalt paving simulator was developed in collaboration with the

CCC Knowledge Management Earthworks Community of Practice. It allows end users to examine the paving operation beforehand, or during execution. It helps assess total time and

Earthworks Simulator

Asphalt Paving Simulator

Pipe Fabrication and Erection Model


Feat

ure

Computer Simulation of Construction Processes

cost required for a paving operation, asphalt plant requirements, equipment requirements, and bottlenecks.

• Pipe Fabrication and Erection: built in collaboration with the CCC Knowledge Management Piping Fabrication and Piping Erection Communities of Practice. The aim behind the pipe fabrication simulator is to have a tool that will assist in analyzing, validating and optimizing pipe fabrication and erection activities and crew productivities.

• Building Finishes: allows achieving Lean and BIM integration and aids in optimizing finishing activities/volumes to minimize crew idle times, minimizing time and cost required to completion and validating finishing activity schedule. It integrates directly with C3D, enabling C3D users to run simulations on spatial volumes, contained objects and associated activities seamlessly.

• Pipeline construction: The pipeline project construction simulator was built in collaboration with IPLOCA members as part of the Novel Construction Initiative. The aim behind this simulator is to aid in construction cost reduction, increasing pipe laying speed and improving predictability of outcomes for onshore pipeline projects.

• Material Forward Planning: material forward planning is a simulation exercise to validate constructability of a project construction schedule by considering the piping material availability constraints. It allows the detection of problems early on in Material Delivery and Usability vs. Material Requirements, Purchase Orders and Shipping, Engineering Modeling and Material Take-Off, and Adequacy of site facilities.

The above simulators have been implemented at numerous CCC projects to assist with schedule validation, resource planning and time and cost forecasting. Some recent on-site implementations include Barzan ESW (E/W), DPCT (E/W, Asphalting), DHP (E/W, Asphalting), FMWP (E/W), Barzan BOP (Pipe Fabrication). Both the earthworks simulator and the asphalting simulator have been made available for use by end-users through the Knowledge Management portal ender the Earthworks Community of Practice page.

Note: The simulation team at ISD would be more than pleased to assist with any queries regarding implementing the simulators during estimation or execution. You can go ahead and contact us either through the Knowledge Management portal under the Earthworks CoP page, or directly at [email protected] Forward Planning Simulation Output

Pipeline Construction Project Simulator

Pipe Fabrication Simulation Outputs in C3D


Feat

ure

Regional Applications Support Office(RASo)

W. IKNAINISH

Control Systems Implementation and SupportEmerging as a major player in the field of system implementations and controls, RASO, a young yet already mature section, is a division of the Information Systems Department (ISD) that is responsible for automation on the projects.

RASO staff are site-experienced engineers and specialists in a variety of disciplines and systems. The team provides a multitude of services ranging from high-level consultation to deployment and support, essential to the smooth running of projects and our IT systems.

The office is a centre for all site automation engineers, leading standardized setup and implementations during mobilization, carrying out assessments and training programmes, and coordinating software development requirements with MOA.

RASO utilizes state-of-the-art technologies and proprietary systems to streamline the company’s management functions. Their analysis detects inefficiencies, identifies alternative methods of implementation, and re-engineers current business rules and processes in order to guide the company’s system development division.

During all stages of the project lifecycle, RASO’s involvement is visible. From setup to

demobilization, RASO members of different levels participate in development of workflows, mobilization of control positions, training of key staff, support and audits.

Rising above the Dubai skyline, RASO offices are located at the prestigious address of 1, Sheikh Zayed Road. Incidentally, the office building was constructed

by CCC in 2006 (Capital Towers Project).


Feat

ure

Regional Applications Support Office (RASO)

Project preparationBefore a project commences, RASO holds behind-the-scenes meetings with project management, clients and other third parties to discover and agree upon the requirements, deliverables and EDI (Electronic Data Interface). This leads to the creation of the project’s IT plan and development of utilities and plans for data exchange with the partners.

Deployment & SupportStandardized levels of support improve the scheduling of system implementation, site visits and audits, and this systematic approach results in a more comprehensive monitoring of project IT.

During mobilization, RASO works closely with project staff, and other support units such as CS, to create logistical plans that translate business rules to workflows and procedures. The Controls Department’s setup at this stage includes the following:

Document control: correspondence log, transmittal tracking, electronic distribution, electronic filing, register building, document deliverable progress tracking, DCG room / vault setup.

QC & Certification: scope creation, inspection progress, AFI tracking, certification take-over, system dossiers workflow, punchlist tracking.

Procurement & Logistics: supply chain management workflow, freight forwarding, material forward planning and forecasting, storage feasibility study, warehousing and material management.

Progress: schedule analysis and feedback, WBS building inside the system, object and operations levels building, report design, three week look ahead workflow, construction work orders, erectability studies.

Cost control: building budget inside the system, linking to accounts, assisting in building KPIs.

Office engineering: pipe spooling and office workflow, civil earthworks calculations, bar bending schedule workflow, CAD utilities development to speed up drafting works.

Construction automation: engineering material allocation by priority, construction reporting workflow, fabshop material control, hydrotest and reinstatement workflow and tracking, surveyors data collection and hosting.

Pipeline: special logistic tracking services, barcoding, tagging, handhelds reading, workflows between ports and dump yards, GIS services, pipe-book creation, automated alignment sheet as-built creation.

Visual ControlsThe use of C3D in visual controls has made RASO popular among project management, as they prioritize lean construction methodologies and visualization of project history and look ahead. With each additional success story, the lean approach is becoming standard in projects. Guided by weekly work orders, teams from office, services, fabshops and site engage only with open fronts, priorities and in-sequence jobs, resulting in jumps in productivity. In addition, visual representation of the work scope significantly enhances direct supervision on-site.

Visualization of feasibility has also helped management in studies and claims, where the impact on construction activities from change orders, various engineering drawings or procurement deliveries can be clearly demonstrated.


Feat

ure


New technologyEmbedded within the RASO office, a development team is busy on R&D and introduction of new gadgets and technologies. These include:

• Mobile handhelds (for material controls and progress updates – replaces the concept of data entry from paper reports).

• Digital pen (for timesheet, QC forms – automatically digitizes data entry on paper reports).

• RFID tracking (for tracking locations of vehicles, spools, staff).

• Access Control (for office timesheets and site personnel).

• Golden eye (provides virtual reality / 3D model integration).

Pipe DetailingRASO has its own Piping Engineering Office, comprising a team of experienced professionals including engineers, draftsmen and checkers. By sharing these resources to reduce idle time, projects can save on engineering manpower. In addition, centralization of the team at RASO provides continuity for the best calibre staff,

leading to efficient and high quality output (marked up isometrics, spool drawings, material take-off and weld take-off data).

Services provided to:

• SFS, Oman.

•PNGLNG, Papua New Guinea.

•SYGF, Turkmenistan.

• SSSP, UAE.

Under the vision and leadership of RASO management, the laboratory for R&D of new technologies and tools was successfully launched at RASO office in September 2011


Feat

ure


Training and ReplacementsWith its site experience and specialisation in all control topics, RASO is an ideal source for knowledge transfer. Training and orientation sessions are conducted internally for automation engineers, while RASO also visits MOA to train future Controls Managers.

When a project is understaffed or overwhelmed, RASO provides a temporary source of controls support. Positions in IT, engineering, material control, document control, certification and even control management have been filled by RASO.

Centralization of AutomationSince its founding in 2007, RASO has evolved into a dynamic base for automation and control engineers, who benefit from a common home, aligned goals and sustained supervision. The vision for a hub to provide development programmes, training, reference documents and consultancy has been realized. At the core of the RASO community is the spirit of collaboration and knowledge sharing based on a diversity of on-site experiences.

RASO is also a key partner for the systems

development team in Athens, providing them with a testing arena and channelling feedback for further developments and requirements.

The specialised staff provide valuable coverage, whether it be for deployment, training of new systems, or consultation on control topics.


Feat

ure

How Sustainability Drives Innovation in an OrganizationN. HAMDAN / LILA AggELoPouLou

The purpose of this article is to show how sustainability can be a key driver of innovation within an organization. The main arguments were drawn from “Why Sustainability Is Now the Key Driver of Innovation” (Harvard Business Review, 2009), “How Innovation Supports Sustainability” (Dow Corning Corporation, 2004) and “Sustainability 2.0-Using sustainability to drive business innovation and growth” (Deloitte Review, 2012).

Contrary to what many company executives believe that sustainability jeopardizes revenues, disrupts the corporate budget and fails to payback fast, becoming more environment-friendly can in fact improve profits and reduce costs and, for this reason sustainability ought to be a yardstick for innovation. Companies that think that sustainability does not offer a competitive advantage and has no added value during this recession, treat the need to be sustainable as corporate social responsibility detached from business targets.

In reality, sustainability is the instigator of organizational, technological and operational innovation; it also helps transforming ideas into valuable solutions. These solutions aim to improve the quality of work and lifestyle for clients and, consequently, society at large. Companies try to develop integrated measures across all their industrial divisions, which facilitate the work of professionals.

By striving to be more environment-friendly companies minimize the resources they use and as a result, expenditure goes down. The pursuit of sustainability encourages companies to develop new businesses. This is exactly what corporate innovation entails; therefore sustainability is correctly considered the threshold of innovation. Progress is facilitated through creativity and innovation, and this means that sustainable organizations will prevail and transform the current situation.

By treating sustainability as today’s objective, those who act fast will develop competencies which will offer them a powerful competitive advantage. In order to yield this competitive advantage it is necessary for organizations to redefine their Business Models-Products-Technologies-Processes.

The first milestone that aspiring sustainable companies strive for is following environmental regulations. The key element in this is to transform compliance with rules into an opportunity for innovation. Companies willing to comply with stringent regulations instead of adhering to the lowest standards

are strategically fostering innovation. Because through concentrating on evolving norms companies enhance their creativity by experimenting with the applications of sustainable processes, technologies and materials.

Innovation is in principle powered by sustainability concerns and targets. Sustainability facilitates innovation by revealing the limitations regarding the use of resources such as energy, water, materials etc. The goal to use natural resources in a responsible way and minimize the generation of waste, will lead companies to the development of innovative products and services. Sustainability driven innovation requires that business operations and process are improved to become more efficient, while the ultimate goal is to reduce expenditure and waste.

By utilizing regular sustainability related “tools” such as energy management, carbon footprint analysis, product life cycle assessment etc. companies understand how to increase their energy efficiency throughout their operations. Provided companies are willing to redesign their operations, to consume less energy/water, to reduce emissions and produce less waste, then a significant opportunity to foster sustainability driven innovation has surfaced. This is mainly accomplished by concentrating on:

• Developing sustainable sources of raw materials and components.

• Intensifying the use of renewable energy such as solar and wind.

• Investigating innovative uses for returned materials.

Multinational corporations striving for sustainability try to treat the natural resources responsibly. As such they invest in technological developments and introduce sustainable practices into their operations; for example some companies in response to the public’s concern regarding the destruction of forests have been exploring new methods for the cultivation of agricultural products.

Environmental concerns, rigorous government policies, increased pressure from NGOs and changing consumer expectations are undoubtedly forcing businesses to change their mindset. Realizing that change is unavoidable, companies are seriously adopting sustainability objectives and reconsidering the status-quo. The successful transition will call for determined leadership from top management combined with motivated, skillful workforce who will fulfill the set targets.


Feat

ure

Knowledge Management Department’s Roleto Help Innovation

A. El-SErSy

Innovation takes place when “an organization learns to do something new that it did not know how to do before and then proceeds to do it in a sustained way”. Three points emerge from this definition: innovation is closely connected to organizational learning; innovation can be planned, and also should have a contextual basis.

The innovation process doesn’t stop at creating a new idea. The process has a life cycle that starts with setting up the right environment to generate ideas, ideas selection, putting the right team and resources, launching a change management plan, measuring the value, gathering lessons learned and knowledge sharing corporate-wide.

Innovation shouldn’t be confused with invention, i.e., creation of something new. The act of innovation does not necessarily involve creation; it can simply involve the introduction of changes which have been previously developed elsewhere.

Innovation isn’t only related to products. Increasingly, organizations are seeking innovation in their work processes, services and business models. So, every organization requires innovation as a core competence. It is important to note, however, that a new idea or service is innovative only if it provides the organization with competitive advantage.

In construction, most innovations were focused on construction materials not construction work processes or services. This is changing. Several innovative processes are currently implemented in construction. Some examples include:

1. Partnering (e.g. Integrated Project Delivery - IPD).

2. Supply chain integration (e.g. Lean construction, material forward planning).

3. Pre-fabrication and modular construction.

4. Automated welding equipment.

5. BIM based coordination and control.

6. Modern surveying method (GNSS, laser scanning, photogrammetry and so on).

7. Green materials.

8. Energy efficient equipment and renewable technologies.

9. Construction simulation software.

10.GIS, mobile & RFID applications.

Innovation doesn’t take place only when a company adopts a breakthrough technology. Innovation should be assessed based on its

impact on the organization and perceived value by the client. For example, our site management system, namely, Talisman, is a breakthrough innovation for CCC. When Talisman was introduced, different work key processes were enhanced (e.g. material management, scope management, progress measurement, welding quality control and so on). Furthermore, our clients do recognize the value of the Talisman system including our novel implementation of the system.

Innovation is clearly a dynamic process. What was considered to be innovative many years ago is now obsolete. Hence, successful organizations should always strive to adopt new innovations that will enable them to retain their competitive advantage.

CCC executives have recognized the importance of innovation. In the year 2008, the Knowledge Management Department was established not only to gather lessons learned and share knowledge across the organization but also to create the environment for CCC staff to share innovative ideas and promote their implementation. Moreover, CCC President (Engineering & Construction) Samer Khoury places innovation among his top strategic initiatives. The following is a quote from his message at the beginning of this year to senior executives on the strategic direction of CCC:

“CCC, as the leader in the Arab world in engineering and construction activities, has to innovate and come up with new ideas. We need to create a platform whereby all CCC employees can contribute ideas and we should allow for company funds to develop these ideas. It is important to get different kinds of people involved (Wisdom of the Crowds).

The world is rapidly changing and our markets are changing with it. We have to look at new ways of operating and adapting to these changes or we will be left behind”.

We would like to highlight in the remainder of this article how the Knowledge Management Department activities help in establishing a more efficient innovation process.

A main objective is to reduce the wasting of time by CCC staff in “re-inventing the wheel” by gathering existing best practices and lessons learned then sharing them in Fanous, the knowledge management portal. Through the different collaboration features in Fanous (posting, commenting, chatting, blogging and e-mail sharing) CCC staff can learn what worked and what didn’t. Equally important is the fact that they would know the context in which the


Feat

ure

Knowledge Management Department’s Role to Help Innovation

idea was implemented. The goal is to improve current practices through innovative thinking (Wisdom of the Crowds).

A recent example of a successful implementation is the contribution by the Qatar Foundation of Islamic Studies Project (ISP) concerning sprayed concrete.

http://km.moa.gr.ccc/display/knowledgemanagement001/Sprayed+Concrete.

On the other hand, some members shared cases where implementation of a technology didn’t work. An example of such a case is the discussion on the use of ground penetration radars for utility detection.

http://km.moa.gr.ccc/display/knowledgemanagement002/Underground+Object+and+Surface+Detection+Using+Ground+Penetration+Radars

This discussion brought to our attention the substantial economic advantage, in some cases, of detecting utility locations from the ground in order to minimize hand excavation. So, new alternative technologies are currently being evaluated taking into consideration the challenges presented.

To reinforce this collaborative behaviour, the KM Department acknowledged some of the top contributors by featuring them in the KM monthly newsletter. Moreover, we established recently a point system called “Karma” where members earn points for their contributions (e.g. articles and comments) as well as feedback by other members on their contributions. An award system is being established for members with top Karma points.

Another main objective of the KM Department is to connect CCC staff in different locations so that they can exchanges ideas and lessons learned. Fanous provides access to Subject Matter Experts (SMEs) who would be glad to answer questions and share their experiences. The People directory in Fanous enables members to access other members’ profiles and read about their skills. To identify people with a certain skill, the member just needs to type the skill in the search field and the system will list all members who have included such a skill in their profile. For SMEs, their profiles include such identification and subjects of their expertise. Members can post questions or share an idea through the form that is provided in the Fanous dashboard. The

KM Department staff will follow-up with SMEs to ensure that the question is answered timely.

The communities of practice (CoP) meetings that are held annually are also an excellent environment for captains to exchange ideas about innovative technologies (or ideas) that they’re using in their projects and related lessons learned. This inspired other projects to implement the same innovation. Some examples include cost saving ideas for camp operation, use of digital equipment for weld testing, BIM, laser scanning, hazard awareness zones, testing and pre-commissioning forms, concrete technologies and so on. The input by the KM captains greatly contributed to the development of different computer simulation software (refer to article by R. Laban in this bulletin issue) for earthworks and piping fabrication. Moreover, the captains often invite external guests to present innovative ideas.

Figure 1: Sharing a Contribution

Figure 2: Chatting with Members


Feat

ure

Knowledge Management Department’s Role to Help Innovation

The KM team leveraged the CoP meetings to gather from the captains innovative ideas for consideration by CCC top management. These ideas are published in Fanous under the Innovation Community workspace. There are more than 40 ideas. These ideas vary greatly in nature. Some ideas are related to new services to be offered by CCC, some are related to piping fabrication, others related to digital testing, machine automation, use of renewable energy, and concrete technologies.

Figure 3: Member Profile

Figure 4: Ask a Question Form

Figure 5: Innovation Community


AreA

New

sPapua New Guinea

News from the Komo Airfield ProjectS. HADDAD

The Landing of the AntonovLooking back in time when the project started in late 2009 and thinking of the nature of the challenges that the project was facing, we realize that after three years and nearing completion, the project still faces the same challenges.

The weather is still the prime factor that has been a real challenge to construction and the cause of slowing down progress.

The other challenge is handling the community around the airfield. The project had to deal with the surrounding communities and villages with issues every day brought up to the attention of the Community Affairs Department that I would

say handled them professionally. It’s worth mentioning that the Komo community population increased tenfold over the last three years drawn by the availability of jobs.

The third challenge has been the lack of law and order enforcement by the government. Exxon and MCJV struggled very hard to improve and increase the presence of any kind of authority to keep the peace. By the second half of last year Exxon succeeded in bringing additional units of the Mobile Squad to patrol the airfield and the Komo area.

Even though we had all these challenges to deal with, we made it through successfully with great achievements and the project is now in its final chapter which is “The Landing of the Antonov”. After that, we will all head in different directions to other projects remembering the hard times

and the good times that we all had together in a one of a kind life experience in Komo, PNG.

HSE ChallengesOver the life of the Komo Airfield Project the HSE Department has faced many challenges from the size and the scope of the project and the remote location of the site, to logistics, environmental and cultural, just to name a few.

Logistically everything we have on the project from a toothpick to the largest piece equipment needs to be trucked in over the 800km from Lae on the Highlands Highway to here in the Southern Highlands in Hela Provence, over some of the most treacherous roads and mountains on the face of the earth. The convoys have accumulated over three million kilometres with no major accidents which is an incredible achievement.

The runway itself will be 3.2km long and 45 meters wide and will be the longest runway in PNG. Its main purpose is to accommodate the Antonov AN – 124 to bring in equipment and plant for the construction of the Hides Conditioning Plant that will be 22km from the Komo Airfield.

Along with the construction of the airfield we have also constructed the airport terminal, the fire station, the power generation station and all the outlying support buildings as well as the fuel storage and distribution facility for aircraft and ground support equipment and the radar and communications equipment.

At the high point of the project we employed approximately 2,200 personnel, consisting of 37 different nationalities from all over the world as well as the local tribes and clans from the Southern Highlands region and the countless languages and dialects spoken here. One clan from one side of the airfield may speak a totally different dialect from a clan on the other side of the airfield.

Training presented its own unique challenges. There was a commitment made before the project began that we would employ and train personnel from the local community and indoctrinate and educate them in the HSE culture and safety regulations along with craft skills required, including heavy equipment, vehicle and machinery operations, along with carpentry, plumbing, electrical and steel fixers just to name a few. Students are given a two day HSE Basic Induction Course covering the basic safety culture (IIF- Incident Injury Free), PPE, Working at Heights (theory and practice), Manual


AreA

New

s

Papua New Guinea: NEwS FROM THE KOMO AIRFIElD PROJECT

Handling (theory and practice) and Line of Fire Awareness.

The training programmes for the local personnel are conducted by PNG nationals and local trainers and are tailored for the level of literacy of the workforce. We utilize pictorial images as they are easier for the workforce to comprehend and their attention span tends to be shorter than would be expected.

To date we have worked over 14.7 million project man hours and have had over 44,000 personnel go through the Training Center for 171,147 training man hours conducted. That is a combination of HSE, Craft and Certified training conducted for the project.

Along with the above training, the project has conducted training for the local community and schools on road safety, traffic control, hazards of heavy equipment and barricading. Colouring books and posters were made up and given to the kids in the schools to educate them about the many hazards on the roads.

One of the main issues that we have to deal with on site is man-machine interface. With over 600 pieces of plant and equipment on the project there is a high potential for injury or incident. HSE has implemented a ‘no boots on ground’ policy for the equipment operating areas. And those personnel that must be in the equipment operations areas must first attend the Man Machine Interface training: they must keep a minimum of 10m from all equipment (20m from excavators) and they must carry a 3m pole with a marker flag on top to help ensure that they are visible to the equipment operators. This has

helped immensely and raised the awareness level for all site personnel.

As we approach a major milestone of 5 Million Man Hours without a (LTI) Lost Time Injury, it stands as a testament to the commitment of the workforce and project management to ensure that at the end of the day “We All Go Home with No Harm.”

Community AffairsThe Project is running very smoothly from the point of view of the Community Affairs Department. We have accomplished a huge amount of understanding within the community hence the fact that we are currently enjoying a very peaceful time. We have managed to resolve all major issues between the local community and MCJV, leaving us only to deal with

a day to day incident basis. This couldn’t have come at a better time as we now have to put our full focus and concentration on demobilization.


AreA

New

sPapua New Guinea

This Is How we Do It…M. SHERBINI

IntroductionWelding which is a fabrication or sculptural process that joins materials, usually metals or thermosetting, by causing coalescence. This is often done by melting the work-pieces and adding a filler material to form a pool of molten material (the weld pool) that cools to become a strong joint, with pressure sometimes used in conjunction with heat, or by itself, to produce the weld. This is in contrast with soldering and brazing, which involve melting a lower-melting-point material between the work-pieces to form a bond between them, without melting the work-pieces.

FactsWeather was one of our greatest challenges in PNG. The wet and dry seasons are not as black and white as elsewhere in the world. In practice, for most places the wet just means it is more likely to rain, the dry that it’s less likely. Temperatures rarely get too hot but the humidity is always high and can be oppressing. Rainfall is generally heavy but varies greatly. In dry, often dusty Port Moresby, the annual rainfall is about 1000mm.

Welder’s qualification in PNGLNG (WQT) is implemented as per ASME Sec. IX. We have in the project several types of pipe materials and we have many WPS covering the welding type of these materials. We are proud to say that our 186 welders working in PNG have passed the ASME test.

Zero repairs is a ceremony conducted every month for our welders attended by all our top management, CJJV and the company to provide an incentive and quality certificates to encourage and inspire the welders. This highly motivates the workers giving them a chance to get

recognition and they fiercely compete to achieve the zero repairs target.

Site surveillance is one of the master keys in PNGLNG. Tool box talks are conducted every month to charge hands, foremen, supervisors and engineers; in response, each one mentioned previously passes the message to the welders through daily tool box talks which in return assists to illuminate the “back log” for the joints requiring RT. All the above is well monitored through our QC inspectors and engineers.

AchievementThe Feed Gas Line holds the record of less than 0.06% repair which shows how PNGLNG staff are pushing the envelope to a whole new level of SAFETY, QUALITY and PROGRESS.


AreA

New

s

Qatar

The Barzan Onshore ProjectA. AL AMAD

The project is located in Ras Laffan Industrial City in the north of Qatar and is a highly complex gas processing facility. The project started in September 2011 and CCC’s scope involves the construction of two process trains, the process buildings and the permanent workshop, administration building as well as the permanent stores of the plant. The operator is Ras Gas and the main EPC contractor is JGC.

The project is currently at its peak with manpower of 11,000 strong. It has been set up from the get go with an incident and injury free paradigm resulting in more than 29 million man-hours all of which have been worked without sustaining a lost time injury. Currently the project is half complete and Train 1 will come on stream in early 2014, with Train 2 following later that year. Together they will supply around 2 billion standard cubic feet per day of sales gas. Much of this production will be directed to the domestic market in Qatar to fuel the power and water sector helping to meet the energy demand for the booming country’s development.

The project is a very high profile one and the country banks a lot on its safe, timely and quality completion to which CCC so far has upheld its commitments.

High level CCC executives visited the project on 8 June and were pleased with the safe production that is being delivered.

Major Quantities at the Project

SR Quantities for Trains 1 & 2 andBuildings 1 & 3

1 Concrete (M3) 63,094

2 Paving Concrete (M2) 194,797

3 Steel Str Erection (Ton) 25,337

4 EquipmentSet 411

Ton 12,466

5 Piping Fabrication A/G (ID) 1,392,726

6 Piping Installation A/G (ID) 575,492

7 Piping Installation U/G (M) - F/W 5,066

8 Piping Installation U/G (ID) - Close Drain 8,857

9 Pipe Support Fabrication (Ton) 2,708

10 Pipe Support Erection (Ton) 2,708

11 Steam Tracing 103,204

12 Test Packages (No.) 4,177

13 Instrument Cable (M) 512,356

14 Electrical Cable (M) 584,292

15 Painting - Primer only (M2) 276,208

16 Hot InsulationEquipment (M2) 30,140

Piping (M) 92,998

17 Cold InsulationEquipment (M2) 4,736

Piping (M) 18,522

from left to right: Project Manager, Anan Al Amad; EVP-O Nazih Abdul Kader; President (E&C) Samer Khoury


AreA

New

sGround Breaking Ceremony

lNG 17 Conference in Houston, Texas

North South Carrier ProjectBotswana

United States

t. BAzzARI

g. DABBAS

On 26 April 2013 the North South Carrier 2.1 Project was inaugurated with a traditional ceremony attended by the Minister of Minerals, Energy and Water Resources, the Honourable Onkokame Kitso Mokalia. The minister operated the crane and lowered a pipe into the trench followed by backfilling using a hand shovel.

In keeping up with CCC’s traditional strong presence in Major High Profile Oil & Gas and LNG events worldwide, we recently took part in the last LNG 17 in Houston, Texas held from 16-19 April 2013.

Extremely interesting topics were discussed and debated during the conference and most of them shed light on future LNG prospects and the many challenges facing the gas industry.

As usual, our stand was very well designed and we received words of appreciation from many government dignitaries, our traditional clients and partners and numerous attendees who visited our stand.

The CCC team consisted of Najib Khoury, Jamal Akl, Moujally Jabara, Patrice Chemin and the undersigned.

The next event of the LNG series, LNG 18, will be held in Perth, Australia in 2016.

The Minister with Project Manager, T. Bazzari, and Other Ministry Officials

from left to right: Patrice Chemin, Najib Khoury, Mujally Jabara, George Dabbas, Jamal Akl


AreA

New

s

Palestinian Museum at BirzeitGroundbreaking Ceremony

Palestine

S. SABBAgH

On the 11 April 2013, the Welfare Association celebrated the groundbreaking ceremony of the Palestinian Museum in Birzeit. Over three hundred people attended the event, many of whom are leading members of the arts and culture community in Palestine, and the ceremony received wide coverage in local, Arab and international media. The museum’s hub in Birzeit is an ambitious construction project that

will be carried out in two phases; the first will comprise 3000 square meters and will contain a gallery space, an amphitheater, a cafeteria, classrooms, gardens, offices and public facilities; and the second phase envisions an expansion of the museum building to 9000 square meters. The museum is expected to open its doors in the fall of 2014, marking the completion of the first construction phase.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

CSR News Reportt. AWAD

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

Earth Hour

Saturday, 23 March 2013 was the fifth consecutive year for all CCC areas and projects to recognize and participate in the Global Earth Hour Campaign by switching off their lights between 8:30 and 9:30 pm local times. Globally, hundreds of millions of people, in thousands of cities, at hundreds of landmarks, on all seven continents, switched off their lights for one hour to display a universal commitment to protect the one thing that unites us all--the planet.

Algeria

Humanitarian SponsorshipAs part of CCC’s CSR contribution and same as every year with the “Union des Francais de L’Etranger”, CCC participated in sponsoring their annual event, the proceeds of which were donated towards humanitarian causes.

Greece

Solar Water HeaterMOA CSR Committee has upgraded the existing conventional water heating system of the “The Smile of the Child Organization” facility in Melissia by installing a completely new solar water heating system with a capacity capable of providing hot water for the 56 children living in the facility. The management of the organization extended their thanks and appreciation to CCC for their generous donation.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

CSR News Reoprt

Greece

Food DonationsSeveral food donations were made by MOA CSR Committee during the past three months which included different institutions including the Municipality of Agios Dimitrios, St. Olga Church and others. The donations consisted of various dry food items including pastas, rice, oil, sugar, milk and other.

Facebook GroupThe MOA-CSR Committee has launched a new Facebook Group “Friends of CSR Athens” https://www.facebook.com/groups/friendsofccc/ which was developed for members to discover more about our CSR performance and discuss emerging issues related to corporate social

responsibility. The main objectives of this page are to share ideas - listen and learn - communicate! For a trial period the Facebook Group will be concentrating on activities in Athens and therefore membership is limited to MOA employees and their families.

CyclingTaking advantage of the spring and summer weather, many members of MOA staff are cycling to the office. With the provision of cycling tracks in the different municipalities of Athens, cycling has become a popular sight for many of the Athenians including CCC employees. Obviously this shows that cycling is catching up as a popular exercise for enhancing the wellness of cyclists.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

Computer Donation Initiative 2013Egypt

A. tAWEELA

CCC CSR Egypt’s continued commitment towards developing and improving local marginalized communities in Egypt led the team to an opportunity to really impact people’s lives and futures. With the Saudi Embassy Project (SEP) wrapping up, the chance to make use of the project’s computers instead of getting rid of them was too good to pass up.

In comes Alwan wa Awtar. Nestled in the very heart of the community they serve, this ever-growing NGO in the Hadaba el Wosta area up in Mokattam, combines art and non-formal education to help children and young adults who have little or no access to after-school activities, let alone visual and performing arts, to learn and develop their thinking skills and eventually lead them to brighter futures.

Having been built by means of donations, Alwan wa Awtar’s weak computer capacity was not meeting the NGO’s needs. Computers were barely functional and could only be used to play very simple 10-year-old games and conduct

very minimal research. CCC CSR Egypt with the help of SEP donated 15 computers to Alwan wa Awtar’s library to maximize its benefit in the Hadaba community. With this simple donation, the hundreds of children and young adults that go through the NGO’s library every year will now finally be able to add the very important tool of computer skills to their ever growing and enriched creative and intellectual abilities.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

Employees’ Family Day 2013Egypt

A. ABDEL RAHMAN

The CSR Egypt team held a Family Day Event bringing together CCC employees from the Cairo offices and the projects in a social event to help uplift the employees’ morale and remind them what the CCC family and culture are all about.

This event was held on 24 May 2013 at the Nile Country Club, one of the largest outdoor green areas located directly on the Nile River providing many facilities and activities for both children

and adults. Many families started off the day at the pool and water slides while others sat by the Nile enjoying the scenery, socializing and even fishing. Children had plenty of fun also at the playground and participated with the Egyptian Aragouz play entertainer, magic show and dancing Muppets. In the afternoon all attendees got together for lunch in the restaurant hall. This was followed by tea and dessert in the garden by the Nile to watch the sun set and enjoy the breeze.

The Family Day also included one day football league games. Both the players and the cheering crowd thoroughly enjoyed the

games. Another challenging game: soap soccer also took place with the players sliding on soap and water over the field with much laughter and plenty of hilarious falls.

Overall, the day was very successful and was enjoyed by all those present. We would like to thank all those who volunteered their time and efforts, as well as all the participants who helped make our Family Day unforgettable.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

Earth Centregreece

S. SHAWA

The MOA-CSR Committee organized an activity on 6 April 2013 to raise the environmental awareness of CCC employees and their families by an exploration of the Earth Centre located at the Queen’s Tower Park in Athens city. The centre’s mission is to educate people on modern environmental problems and to help them find solutions and apply through their day-to-day activities to ensure sustainable development for the coming generations.

The activity encompassed a tour of the park with emphasis on the following: (1) wildlife ecosystem; (2) organic vegetable garden; (3) 19th century agricultural equipment and tools; (4) horse stables and the historical role of horses; (5) the Queen’s tower; (6) talking cypress trees telling the history of the park; and (7) the creativity and diligence of nature’s elements.

145 employees with their families and friends participated in this activity where they enjoyed the tour and the outing in nature. The participants were impressed by the creativity of the centre’s founders and staff, their organization, their hospitality and dedication to the issue of sustainable development.


Corp

orat

e SoC

ial r

eSpo

nSib

ility

Career Days in Saudi ArabiaSaudi Arabia

B. AL MANDEEL

CCC Saudi Arabia participated in many social activities during the first six months of 2013 as part of its CSR commitments.

The greatest attention was accorded to the provision of job opportunities for graduates of Saudi universities and colleges, and the general public (both men and women and those with special needs).

This was achieved through the four following career days events:

• At the College of Technology Dammam, Khobar, 7-8 April (for the training and recruitment of Saudi national graduates).

• At King Saud University, Riyadh, 14-15 April (for the recruitment of Saudi national graduates).

• At King Fahd University of Petroleum and Minerals, Khobar, 28 April-1 May (for the recruitment of Saudi national graduates).

• At the Riyadh Chamber of Commerce, Madareem Hotel 5-7 May. This is a big event for the recruitment of Saudi national graduates both male and female.

The CCC work team made an outstanding effort the during career days by selectively collecting more than 1500 CVs and interviewing a good number of candidates. Also, we were pleased and thankful for the presence and support of the Saudi Arabia Area Manager, Imad Khaled.

The presence of the CCC team at these events, with the support and encouragement of the Area Managing Director, Mazen Qaddoura, reflected a positive image of care on the part of CCC/CSR in the country.

From left to right : Mr. Jubran Bishouti (CCC Executive Manager), Mr. Sulaiman Blawi (CCC Team) , CCC AGM/SA - Mr. Imad Khaled,

Mr. Amer Al Shaheen (CCC Team)

From left to right : Riyadh Exhibition Director / Dr. Abdullah AlShdadi, Mr. Bader Al Mandeel (CCC Manager of Admin & Gov.Rel.), Deputy of

the Ministry of Labour Dr. Abdullah Alhagbani.

From left to right : Mr. Amer Al Shaheen(CCC Team), Envirotec International Company. Ltd, General Manager / Mustafa Darwish Salman, Mr. Samer El

Orr (CCC Team)


Huma

n Re

souR

ces

There Are Only Four Jobs in the whole worldBuLLEtIN EDItoRS | ARtICLE REPRINt

Are you in the Right one?

The following is an article, entitled “There Are Only Four Jobs in the Whole World - Are You in the Right One?” by the well-known head hunter and author, Lou Adler of Lou Adler Associates. Lou Adler has very kindly given us permission to reprint the article.

For the past 30 years my company has been involved in creating over 2,500 different performance-based job descriptions that define the actual work a person needs to do to be considered successful. Based on preparing these performance-based job descriptions for jobs like camp counselor at the YMCA, accountants and engineers from staff to VPs, mid- and senior-level executives in industries ranging from automotive and aerospace to construction and consumer products, I can conclude that there are only four different jobs in the whole world.

Everything starts with an idea. This is the first of the four jobs the Thinkers. Builders convert these ideas into reality. This is the second job. Improvers make this reality better. This is the third job. Producers do the work over and over again, delivering quality goods and services to the company’s customers in a repeatable manner. This is the fourth job. And then the process begins again with new ideas and new ways of doing business being developed as the old ones become stale.

As a company grows and reaches maturity, more of the work gets done by the Producers and Improvers. However, without a culture of consistent improvement, the Producers soon take over and implementing change becomes slower and slower until it stops. Long before this the Thinkers and Builders have left for some new venture. Improvers soon follow to join their former co-workers and hire new Producers to add some order to the newly created chaos. The old Producers who aren’t continually evolving, learning new skills and processes, are left behind to fend for themselves. Maintaining balance across all four work types is a constant, but a necessary struggle for a company to continue to grow, adapt, and survive.

Every job has a mix of all four work types dependent on the actual work involved, the scope and scale of the role, and the company’s growth rate. To ensure balance and flexibility, all of these four work types should be taken into account when preparing any new performance-based job description. Here’s how:

Producers: these people execute or maintain a repeatable process. This can range from simple things like working on an inbound help desk and handling some transactional process, to more

complex, like auditing the performance of a big system, writing code, or producing the monthly financial reports. Producers typically require training or advanced skills to be in a position to execute the process. To determine the appropriate Producer performance objectives, ask the hiring manager to define how any required skill is used on the job and how its success would be measured, e.g., “contact 15 new customers per week and have five agree to an onsite demonstration.“ This is a lot better than saying “the person must have 3-5 years of sales experience selling to sophisticated buyers of electro-mechanical control valves.”

Improvers: these people upgrade, change or make a repeatable process better. Managers are generally required to continually monitor and improve a process under their responsibility. Building, training and developing the team to implement a process is part of an Improver’s role. Improvers can be individual contributors or managers of teams and projects: the key is the focus on improving an existing system, business or process. A performance objective for an Improver could be “conduct a comprehensive process review of the wafer fab process to determine what it would take to improve end-to-end yield by 10%.”

Builders: these people take an idea from scratch and convert it into something tangible. This could be creating a new business, designing a complex new product, closing a big deal, or developing a new process. Entrepreneurs, inventors, turn-around executives, deal-makers, and project managers are typical jobs that emphasize the Builder component. Ask the hiring manager what big changes, new developments, big problems or major projects the person in the new job would need to address to determine the Builder component. An example might be, “lead the implementation of the new SAP supply change system over every business unit including international.” This is a lot better than saying “must have five years international logistics background and strong expertise with SAP.”

Thinkers: these people are the visionaries, strategists, intellects, and creators of the world, and every new idea starts with them. Their work covers new products, new business ideas, and

Lou Adler


Huma

n Re

souR

ces

There Are Only Four Jobs in the whole world - Are You in the Right One?

different ways of doing everyday things. Ask hiring managers where the job requires thinking out-of-the-box or major problems to solve to develop the Thinker performance objectives. “Develop a totally new approach for reducing water usage by 50%,” is a lot better than saying “Must have 5-10 years of environmental engineering background including 3-5 years of wastewater management with a knack for creative solutions.”

Recognize that every person is comprised of a mix of each work type, with one or two dominant. Likewise for every job. Most require strengths

in one or two of the work types. As you select people for new roles, it’s important to get this blending right. This starts by understanding the full requirements of the position, the strengths and weaknesses of others on the team, and the primary objective of the department, group or company. In the rush to hire, it’s easy to lose sight of this bigger picture, emphasizing skills and experience over performance and fit. This is how Builders get hired instead of Improvers and Thinkers get hired when Producers are required. While there are only four work types, hiring the wrong one is often how the wrong work gets done.


Heal

tH, S

afet

y & en

viro

nmen

tTasiast Gold Mine, Mauritania

M. AButAHA

Appreciation Award

The Tasiast Expansion Project has received an appreciation award for achieving four million man-hours without Lost Time Injury. (The project is in Mauritania, north-west Africa, almost 350km from Nouakchott in the middle of the desert.) CCC is the biggest contractor working for Kinross in Tasiast with manpower of more than 2,000 employees (locals and expats).

The client recognized the four million man-hours as a valuable milestone due to the difficulties that we are facing every day including extreme environment, language barriers, newly hired local employees who are working for the first time on such a project and dealing for the first time with HSE procedures and regulations.

This achievement is the result of the hard work put in by the project employees and the project management commitment to HSE.

The certificate was awarded to Project Director Hassan Moghrabi by the client’s Deputy Safety Manager in a small ceremony at the project.

from left to right: Mohammad Abutaha , HSE Manager; Gerry Baldonado, TCMT Deputy Safety Manager; Hassan Moghrabi,Project Director and Abdallah Mahmoud, Construction Manager


Heal

tH, S

afet

y & en

viro

nmen

t

American Society of Safety Engineers Award CeremonyB. MouSSA

Kuwait

To honour the private sector companies for their leadership, excellence and exceptional performance in the field of Health, Safety and Environment in the Gulf Region, the American Society of Safety Engineers, Kuwait Chapter, organized an awards ceremony on 17 April 2013 at the Hilton Hotel Kuwait.

The CCC Group participated in this prestigious ceremony represented as Consolidated Contractors Company (Kuwait) and Consolidated Contractors Group S.A.L (CCC) (Offshore).

The Chairman of ASSE Fadhel Al-Ali and guest of honour Sami Al Yaquot, Manager of Kuwait Petroleum Corporation, presented CCC with the gold awards in engineering and construction.

From left to right: P. Vasudevan, President, ASSE Kuwait Chapter; Fadhel Al- Ali, Chairman of ASSE Kuwait Chapter; Sultan Algahnim, Assistant to Area Managing Director Nabil Hariz, Project Director of CCC, Kuwait and guest of honour Sami Al Yaquot, Manager of Kuwait Petroleum Corporation.


Spor

tS &

LeiSu

reCCC Rally Paper

oman, Abu Dhabi, Athens

A. KHouRy

Oman and Abu Dhabi Rally Paper for 2013 were as usual very successful. Every year in these areas we have so many participants including newcomers and veterans up to the point where we lost count of who’s breaking whose record of number of contestants. Our congratulations to Manal Zaki Abdulrahman and Maissa Sassi for winning the Oman Rally Paper and to Rinaldi Rismana and Adam Perdana for winning the Abu Dhabi Rally Paper. Looking at the results, it seemed that it was a tough competition in both areas and I think everybody would agree with me that the fourth station played a major role in determining the winner of the competition in both areas.

I have just finished my 31st Rally Paper and thank God I’m still married. Yes, sometimes I wonder how a wife can bear a husband who spends endless hours reading books, making riddles, surfing on the internet and sometimes, dare I say it, during the weekends, just to come up with interesting questions. Well, I really owe my wife Jenny a great deal of patience and understanding. As a matter of fact, Jenny has been so supportive that she actually helps me on the day by being a member of the Rally Paper correcting team and among those who await participants at the stations.

CCC Rally Paper: Abu Dhabi 2013

CCC 1

CCC Rally Paper: Oman 2013


Spor

tS &

LeiSu

re

CCC Rally Paper

The M.O. Athens Rally Paper 2013 kept its tradition by giving us new winners every year. Just till the third station it seemed that the ISD team (Andreas Karamanos and Tasos Konstantellos) were about to win easily. However, at the last station and despite the efforts that were made by the ISD team to wrap up the game on the spot, Omar Afifi and Andre Hallack from the Treasury Department took over the lead by answering correctly most of the questions at the fourth station. Once again, the excitement was contagious and everybody promised to challenge each other at the Rally Paper 2014 (that is, if I am still married).

ps: Many thanks to Samir Sabbagh for supporting the Rally Paper once again and everybody who helped on the day. I’m also grateful to Maria Vassilopoulou and Vangelis Magiras for their coordination in Oman and Abu Dhabi.

CCC Rally Paper: Abu Dhabi 2013 CCC Rally Paper: Athens 2013

CCC 1

CCC Rally Paper: Oman 2013


Mile

ston

esDenis wilson Passes the 10,000 Days Mark

g. MouzAKItIS

Our colleague Denis Wilson, Senior Project Engineer (Planning) in MOA has now been with the company for more than 28 years (he originally joined CCC on 10 February 1985).

In true planning fashion his fellow planners recently arranged an informal lunch to honour Denis’ reaching the 10,000 calendar days company milestone.

Denis was presented with an art piece depicting a brass olive tree, making a reference to a tree endemic to Greece (where he and his family have put down roots for good); the tree of the Mediterranean area and the Middle East from where our company originates and centres its activity.

The humble tree (with its yield of olives and olive oil which are so important for the local communities) is also the ideal symbol of the discreet presence of a hard working professional who throughout his long career with the company never compromised his working standards.

Denis still to this day is taking the extra step to produce his trademark high standard schedules: you will often find him burning the midnight oil while fighting to meet another tight deadline, in the process inspiring by his example younger colleagues to do the same.

It is through the hard work of the many conscientious professionals like Denis who found a roof with CCC’s family that our company’s impressive edifice was built. Well done Denis, all best wishes for achieving even more important professional and personal milestones in the future.

MIlE

STON

ES

C C C 43Bulletin Issue 106 | 2nd Quarter 2013 Bulletin Issue 106 | 2nd Quarter 2013

Baby Boys

Dinesh Kumawat (KAIA Project, Saudi Arabia) and his wife Aasha are very glad to announce the birth of their second son Anuj on 2 November 2012 in Sikar, Rajasthan, India.

Abdul Kabir (SAS Project, UAE) and his wife Sheuly have had a second child, a boy called Jubaier Hossain. He was born on 12 May 2013 in Munshigonj, Bangladesh.

Syed Maqsood Shah (Tasiast Expansion Project, Mauritania) and his wife Sumaira are pleased to announce the birth of their baby boy named Aalian. He was born on 14 April 2013 in Karachi, Pakistan.

Ahmed is the name of the first child born to Mohamed El Rayes (GSF Project, Qatar) and wife. He was born on 30 April 2013 in Port Said, Egypt.

Shiju Thankachan (SAS Project, UAE) and his wife Rincy Rachel Varghese are very happy to announce the birth of their second baby boy named Georgin Mammen. He was born on 7 May 2013 in Kerala, India.

A second baby, a boy, is born to Ala’ Alqam (Mechanical Engineer, Palestine) and his wife Samah. Yahya came into this world on 1 April 2013.

Hassan Ahmad Al Barak (RKPP Project, Saudi Arabia) and his wife Zahra Rida Al Marhoon wish to announce the birth of their second child, a boy named Mohammad. He was born on 18 May 2013 in Al Dammam, Saudi Arabia.

Rami Othman (SAS Project, Abu Dhabi) and his wife are very happy to announce the birth of their first baby boy named Yazan. He was born on 23 May 2013 in Abu Dhabi.

Engagements and Marriages

Ramakant Chejara (QFD Project, UAE) is very happy to have married Manisha on 8 December 2012 in her home town, (Mandawra) Sikar, Rajasthan, India.

Prasanth V. Kurup (Lusail Project, Qatar) got married to Maya on 24 March 2013 in his home town Kottayam, Kerala, India.

Samer Soufan (Civil Engineer, Qatar) got married on 22 June 2013 in Lebanon to Rana Charafeddine.

IT Engineer, Ali Shaib (Algeria Area Office) and Ghide Yaghi are pleased to announce their wedding which took place at the Hotel Masebki, Chtoura Lebanon on 7 April 2013. They are both living happily ever since!

Saloj Jose (SSSP Project, UAE) is happy to inform us that he got married to Tincy Thomas on 8 May 2013 in his hometown Ollur, Thrissur, Kerala, India

Baby Girls

Mohammed Mousa (DMIA Project, Oman) and his wife Rawan Hijazi are pleased to announce the birth of their first baby, a girl named Sara. She was born on 20 March 2013 in Muscat and all the family members are very happy with the new arrival.

Ziad Kana’an (BOP Project, Qatar) and his wife Tharwat Karout are glad to announce the birth of their first baby girl. Celena was born in Doha, Qatar on 27 March 2013.

Issam Dakwar (DHP Project, Qatar) and his wife Nada are delighted to announce the birth of their wonderful, cute baby girl, Jolie. She was born on 1 June 2013 in Saida, Lebanon.

“A darling newcomer to have and to hold, her smiles are more precious than silver or gold.” Mohammed Husni Issa and his wife Razan welcome to the world a new addition to the family. Their daughter Ghena was born in Athens on 25 May 2013.

Ammarah Taqhdees is the name of the new baby daughter of Mohammed Shafee (Abu Hadriyah General Store, Saudi Arabia) and his wife Irfana Begum. The birth was on 20 May 2013 in Gulbarga, India.

CCC becomesmember ofENCORD

CSR revived asan active entitywithin CCC

Launch CCC GoesGreen initiative

CCC joins the EmiratesEnvironmental Group

Launch 3R - Reduce, Recycle,Reuse initiative

Launch CSR2008 targets

Core Values,Guiding Principles &Code of Practice 2.0are introduced

CCC institutes theSustainable BuildingsCommittee into aKnowledge ManagementCommunity of Practice (CoP)

CCC Bulletin introducedCSR News Sectionstarted from Issue 90

CCC becomes IndustryPartner to the WEFEngineering & ConstructionPartnership

Sustainable BuildingsCommittee becomesSustainable ConstructionCommittee

1st CCC SustainableBuildings Committeemeeting in Abu Dhabi

Recommendation formulated toextend the SustainableConstruction Committee mandate

Commencement ofConstruction CampSustainability Guideline

MOA LEED certi�cationassessment

Completion of draft CCCSustainability Policy

4th Sustainable ConstructionCommittee meeting andrecommendations to MOAsenior management

CSR 2010 First6 Months Report

Signing of CCCARUP Alliance

2nd and 3rd SustainableConstruction Committeemeetings

Habshan 5 CampSustainability Guidelinepilot review

1st meeting withthe Abu DhabiSustainability Group

CCC signingENCORD SustainableDevelopment Charter

Commencement NewMuscat Area O�ce LEEDcerti�cation assessment

Presentation �ndingsMOA LEED Certi�cationassessment

1st Sustainability Platformmeeting in Abu Dhabi

“Paperless Day” launch

Completion of draftCCC Sustainability Roadmap

Senior ManagementSustainability Seminar

CCC establishes CoPfor Sustainability tosupport Taskforce

CCC First SustainabilityReport 2013

Janu

ary

Nove

mbe

r

Febr

uary

May

July

Augu

st

Early

April

Nove

mbe

rOc

tobe

r

Nove

mbe

rOc

tobe

rSe

ptem

ber

Augu

st

Janu

ary

Febr

uary

Nove

mbe

rOc

tobe

rSept

embe

r

April

Febr

uary

Janu

ary

Febr

uary

May

Ener

gy E�

cienc

y

Recy

cling

HSE P

erfo

rman

ce

Socia

l Im

pact

June

CO2 Fo

otpr

int

THINK GREEN

where we areMay 2000

Core Values, Guiding Principles & Code of Practice 1.0 are introduced

February 2001

CCC joins the UNGC

January 2005

CCC joins the GBC Health

Early 2005

CCC HSE Sustainability Report 2004 published

Early 2006

Supporting Member of the Disaster Resource Partnership

May 2000 May 2000

sustainabilityinnovation&

bulletin 106

Documents