esk Of... - Consolidated Contractors Company

Transcription

Bulletin
April / 2012
Issue No. 101
Celebrating
25 Years
of Success
CONSOLIDATED
CONTRACTORS
COMPANY
From the Desk Of...
During the late 1980s and early 1990s there was a growing recognition by governments,
non-governmental organisations, academics and business leaders that water resources would
be one of the predominant global challenges of the 21st century and a potential source of
international conflict and impediment to the continued development of the economies and the
standard of living in the developing world.
This period coincided with my relocation to the UK in 1990 and I was tasked as part of a team
to identify an opportunity for CCC to expand into this industry segment as a complement to
our core civil engineering and construction business. During this process we became aware of
ACWA, which at the time was a small niche player that operated only in Europe.
As it was considered that the water treatment segment would continue to grow and the
consumption for water in the regions where the Group operated would continue to increase,
a decision was made in 1991 to invest in ACWA. Our objective was to develop ACWA’s
services and activities and to expand internationally in order to add complementary and
synergistic technical capabilities to the Group and to increase the Group’s revenues related to
water treatment services.
21 years later, I am happy to report that ACWA has grown from 18 employees to over 100.
During that period, the company has successfully completed a large number of projects in
Europe, Asia, the U.S. and Africa and, of course, all this would not have been possible without
the dedication, professionalism and expertise of ACWA’s dedicated management and staff.
Although ACWA has achieved a great deal over the past 25 years, being positioned as one of
the technical pillars of the CCC Group, the board, management and staff of ACWA do not
intend to rest on their laurels. We aspire to cementing ACWA’s position as a market leader
for such services in the regions in which the Group operates. I believe with such dedication
that the next 25 years will be a very exciting time for ACWA as the need for ACWA services
will only increase. As a consequence I expect that we will continue to see growth in the
number of projects awarded and revenue generated.
I wish the board, management and staff of ACWA continued success and believe they are very
well positioned to achieve such success with the support of the Group.
Wael Khoury
President, Strategic Development
Editor’s View
Dear Bulletin readers,
Water is an important resource and basic element of life.
By mass, 65-90% of human cells are water. Our bodies
are overall 70% water. Water availability has been a main
geographic driver for the location and creation of many
population centres whether for well being or logistical
transportation over rivers and seas.
Water has also been the cause of wars and peace. In the
Middle East peace negotiation process, water is a special
subject just like land, borders and the right of return.
This leads us to the reasons why a company like ACWA,
specialized in innovative water desalination, purification
and effluent management, is quite a sound business venture that complements CCC’s offering to its clients and
fulfills indirectly our mission of serving human sustainability.
Enjoy the issue: ACWA is a hidden gem of CCC.
Nafez Husseini
Chief Bulletin Editor
Water is truly omnipresent but we take its availability
rather for granted! Is it? I quote from Wikipedia a revealing paragraph and graph about where we stand in terms
sustainability:
“ …. Fresh water is a renewable resource, yet the world’s
supply of clean, fresh water is steadily decreasing, Water demand already exceeds supply in many parts of the
world and as the world population continues to rise, so
too does the water demand. Awareness of the global importance of preserving water for ecosystem services has
only recently emerged as, during the 20th century, more
than half the world’s wetlands have been lost along with
their valuable environmental services for Water Education. The framework for allocating water resources to water users (where such a framework exists) is known as water rights … “
Bulletin Issue 101 / April 2012
1
Recent Awards
Al-Quds Bank Headquarters & Tower Project
Palestine
Construction management of a 23-floor tower inclusive of
four parking basements, five retail floors, and the remaining
floors will be for the bank branch and bank management offices in Al-Bireh City in the West Bank.
The total built-up area of the project is approximately
30,000m2.
The owner is Quds Bank and the consultant is Consolidated
Consultants.
CCC was awarded this project on 11 October 2011.
The project start was 1 December 2011 with an overall duration of 31 months ending on 30 June 2014.
Maintenance, Rehabilitation and Reconstruction of
Township Roads in Asaba, Section II
Nigeria
Rehabilitation of different roads in Asaba City, Delta State,
totaling 42km including demolition and rectification of drains,
desilting of existing drains, scarification of failed road, construction of new drains, culverts, walkways, regulating of uneven road surface, filling of pot holes, asphalt overlay 50mm
thick and asphalt paving.
The client is Delta State Government.
CCC was awarded this project on 17 November 2011.
The project start was 18 November 2011 for a duration of
one year ending on 16 November 2012.
EMAL Abu Dhabi Smelter Project / Package: Plant
Wide - Underground Services
UAE
The project is located in Abu Dhabi. The scope of work is
construction of new underground services systems consisting
of, but not limited to, all associated earthworks, furnishing and
installation of materials, tie-ins to the existing infrastructure,
testing, cleaning, flushing and handing over of all utility services (storm water, sewerage, potable water, waste water, fire water and road crossings).
The client is Emirates Aluminum Company Limited PJSC
and EMAL Phase 2 Investment LLC.
The consultant is SNC-LAVALIN International Inc.
CCC was awarded this project on 1 February 2012.
The project start is 1 February 2012 for a duration of about
10 months ending on 27 November 2012.
2
Quality Management
Contract Processing and Transfer of Contract Responsibility
Introduction
The first step in product realization is to generate a business plan. This may raise a few issues that require consideration, for example:
• Geographical areas of interest for the organization.
• Type of projects of interest for the organization.
• Type of customers of interest for the organization.
• Resources including infrastructure and work environment.
• Human resources.
• Financial issues.
• Capability of the organization, and other issues…
The next step is the selection of projects. This is followed
by the estimation and proposal process. During estimation and proposal most departments of the organization
are involved in providing input for the commercial and
technical packages. Chart 01 represents a graphic presentation of the estimation and proposal process interface.
In the contracting business, where several departments
of the organization have an input to the contract that may
result in many submittals of a complex nature, it is very
important to coordinate these inputs. Coordinating functions must ensure that all departments are using the latest version of the customer’s tender documentation; they
must also ensure that the output of each department is in
line with the requirements specified by the customer. It is
also important to ensure that information provided from
one department does not create any conflict with information provided by another department. Chart 02 represents a graphic presentation for coordinating Tender &
Contract Processing.
Upon the award of contract, a transfer of responsibility
will be carried out from the estimation and proposal team
to the project management team.
Transfer of Contract Responsibility
Transfer of contract responsibility is described in quality
management procedure QMP-GEN-001. We can identify
three major steps in this process. They are:
• Preparation of documents by the estimation and proposal group.
• Kick-off meeting.
• Post contract review at the initial stage.
Following contract award, the Estimation and Proposal
Department prepares contract documents, contract specifications, work packages and all relevant documentation
to hand over to the nominated project manager.
The Estimation and Proposal Department ensures that
information transferred to the project is clear and complete.
3
Quality Management
...Contract Processing and Transfer of Contract Responsibility
Estimation and Proposal arranges for a kick-off meeting in coordination with the project manager and CS &
QMD. A graphic presentation is shown in chart 02.
Kick-Off Meeting
Estimation and proposal prepares a meeting agenda, as
a minimum, the agenda shall include the following items
as applicable:
a. Project scope
b. Key dates
c. Work packages
d. Organization chart / key personnel
e. Engineering plan
f. Procurement plan
g. Project quality requirements
h. Project safety requirements
i. Contract documents / specifications
j. Other relevant documents.
Estimation and Proposals coordinates with the nominated project manager the final content of the meeting agen-
4
da prior to kick-off meeting. The project manager selects
members from project team to attend the kick-off meeting.
The kick-off meeting will be chaired by the Estimation
and Proposal Department representative. During this
meeting the transfer of responsibility to the project team
is carried out.
The kick-off meeting minutes will be recorded; original
minutes of the meeting will be filed by the document controller and distributed to all concerned departments and
to the project.
Post Contract Review at the Initial Stage*
The project manager will appoint a custodian of the contract. Depending on the organization structure, the custodian of the contract could be the contract manager (CM)
or project control manager (PCM).
The custodian of the contract (CM or PCM) in coordination with the project manager distributes the relevant
contract documents to the departmental managers.
The custodian of the contract conducts a complete review of the contract document. The departmental managers conducts review of relevant contract sections related
to their scope of work.
Quality Management
...Contract Processing and Transfer of Contract Responsibility
...Text
Departmental managers forward their questions to
the custodian of the contract in case a clarification is required. In turn, the custodian of the contract may answer
directly in writing or request further clarification using official communication line as determined for the project.
The custodian of the contract forwards a copy of the
clarification / communication to the project manager.
All correspondence / clarifications related to the contract will be routed
through the contract
custodian who in turn
keeps complete records of all relevant
documentation of the
contract. A flowchart
for transfer of contract responsibility is
shown in chart 03.
Mounir Soufyan
*Upon receiving the
contract from the customer a detailed review is carried out by
the project team. This
review includes a comparison between the final contract specification and the one used
during the estimation
and proposal stage.
5
Quality Management
LEAN
Introduction
In the Oxford Dictionary, the word “lean” as an adjective describes a person or an animal as being thin, especially healthy, having no exposed fat and having a muscular body. Lean also means to lean on something or
somebody like in Celine Dion’s song Lean on Me.
You can also find the word lean in a supermarket when
you buy beef: you can buy ground beef indicating beef
with fat, or you can buy lean beef, indicating beef with
less fat. You also have the choice of buying extra lean beef
indicating beef with no fat or a minimum quantity of fat.
You can also encounter the word lean in sports describing a person as “lean and mean”. Although “mean” indicates a negative attitude, however, when used under these
circumstances it implies a positive attitude for a person
that will put the maximum training and effort into achieving a target. Therefore “lean and mean” indicates thin
people with a muscular body and nothing can stop them
from achieving their target.
A Brief History
In 1980s the concept of lean spread across continents,
in manufacturing, construction and other service industries: it became more understood and less of mystery. In
the 18th Century Benjamin Franklin had established principles for waste control and excess inventory. However, it
was into Henry Ford’s mass production that many lean
practices were introduced. In the Rouge Plant in Michigan, engineers analyzed every single system, process and
resources to minimize waste and improve productivity.
Henry Ford concentrated on the following:
• Quality Improvement
• Cost Reduction
• Increased Compensation for Workers.
In 1950 Eiji Toyoda (former chairman of Toyota Motor Co.) visited the Rouge Plant in Michigan for a period
of 3 months. At that time the Rouge Plant was the largest plant in the world producing 8,000 cars every day while
Toyota at that time was producing 2,500 cars every year.
Eiji Toyoda and Ohno, the plant manager of Toyota, concluded that the Ford mass production system would not
work for them due to two factors:
• The Japanese have a different taste in cars compared
to their American counterparts.
• The Japanese would not work in substandard conditions.
Toyota set out to develop a new system covering the
whole supply chain for engineering, manufacture, supply, assembly and resource management. Finally, Toyota
succeeded in becoming one of the best car manufacturers
and definitely the largest.
Among other things, Toyota managed to reduce the inventory by applying a system used by an American supermarket. One of Toyota’s executives, during a visit to a supermarket in the USA, noticed that the supermarket was
6
not keeping any reserve supplies. He asked the supermarket manager what happened when supplies ran out.
It turned out that the supermarket had an IT system connected to the supplier and when the inventory was down
to a certain specified limit, the supplier would react and
fill the shelves accordingly without taking any new orders.
Toyota also created assembly lines on barges and by the
time the ship reached its destination the cars were complete, tested and ready for the market.
The MIT Commission Findings
In 1988 a Massachusetts Institute of Technology commission to study the international car industry observed a
unique situation at the Toyota Motor Company. Comparing Toyota’s style to other car manufacturers, they concluded the following:
• Toyota needs less time to design and make a car.
• Toyota uses a smaller inventory as compared to other manufacturers.
• Toyota produces fewer defects.
• Toyota needs less investment compared to other car
manufacturers.
• Toyota processes are carried out correctly with less
time.
• Toyota employees suffer fewer injuries.
In general, Toyota uses less to produce more. The MIT
commission described Toyota as a LEAN company. Since
then the term lean is associated with companies using less
resources to produce more.
Lean has become a worldwide movement and the term
lean has crystallized a particular set of ideas and concepts:
• Focus on customer values.
• Continuous and incremental improvement.
• Provide what is needed at the right time based on customer demand.
• Keep things moving in a value added and effective
manner.
• Use techniques for eliminating waste and reducing
variations.
• Respect people.
• Take the long term view.
What is Lean?
Lean has evolved considerably since 1988:
• Lean is now a science and not only a practice.
• Lean is not a set of tools; it is a philosophy, an approach to life and work.
• Lean is a journey with a defined path.
• Lean is a way to guarantee continuous improvement;
it is a way of life.
Quality Management
...LEAN
...Text
The Lean and Mean Look
Lean is a continuous evolutionary process of change
and adaptation, a central organizing principle in the long
term renewable enterprise, where the organization builds
a sustainable enterprise with all stakeholders.
Lean means less of many things: less waste, a shorter
time cycle, fewer suppliers, less bureaucracy, but lean
also means more knowledge of employees, more empowerment and capability, more productivity, more satisfied
customers and more long term success. In simple terms,
Lean concentrates on eliminating waste in the organization and on continually improving projects.
Where we can find Lean?
Lean is found anywhere, where we have waste and opportunity for improvement, it is all over the organization.
You can find many publications related to lean, especially in the following areas:
• Lean Manufacturing
Lean focuses on processes that create customer values
which by their nature are cross functional. An example
may include a materials supply chain that has a cross functional nature that includes engineering, procurement,
manufacturer, and customer.
Conclusion
Lean is a business strategy based on satisfying customers
by delivering quality products and services that are just
what the customers need, when the customers need them,
in the amount required, at the right price, using the minimum of materials, equipment, space, labour and time.
Lean philosophy may cover the total enterprise, embracing all aspects of operations including all business processes, core processes and supporting processes, supplies
network and customer value chain. In big multicultural
businesses that are spread worldwide, Lean could be the
answer to many problems and a way to long term success
and prosperity.
• Lean Construction
• Lean Office & Administration
Mounir Soufyan
• Lean Management
• Lean Thinking.
Lean is not only associated with manufacturing or construction, it is associated with a way of thinking; this is applied by effective organizations and after adopting lean
practice you will be a lean thinker.
7
Knowledge Management
The Value of Knowledge Sharing
Knowledge transfer from one part of an organization to
another is crucial to the success of that organization. A
key success indicator of Knowledge Management, knowledge transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for future users.
It’s all about the transfer of intellectual expertise, learning, and skills between different units. This expertise exchange and collaboration is at the heart of a successful
and sustainable business.
flange machined finish then the flange may have to be either re-machined or replaced.
In life, we do not have the time and budget luxury to
learn only from our mistakes. Let’s learn from others for
free.
Hisham Maatouk
Control Manager, HFGR
Precommissioning is part of almost every CCC contract.
The CCC precommissioning team of any project should
embark on preparing precommissioning specific procedures for that project using pre-existing templates, instead of having to write these procedures from scratch.
As a result the team should refer to the “Hydrotesting &
Precommissioning” Community of Practice (CoP) Home
Page on Fanous and customize the posted Best Practices and Generic Procedures to suit project requirement
needs.
In Habshan Flare Gas Recovery project (HFGR), we
referred to the relevant generic precommissioning procedures available on the Hydrotesting and Precommissioning Community on Fanous and customized applicable content to suit our systems, machinery, and the DGS.
For example, Lube Oil Flushing in HFGR is a little bit
different than those of traditional L.O. circuits, because
the L.O. coolers are not mounted on the L.O. skids. These
coolers are air cooled and mounted on top of the Steel
Structure. The designer of the L.O. flushing circuit and
sub-circuits should realize that there will be a big amount
of debris in the relatively large amount of site fabricated L.O. spools; therefore, the first flushing circuit should,
as much as possible, flush/clean the site fabricated spools
and avoid passing through presumably clean vendor fabricated spools until these site fabricated spools are clean
enough.
Taking the above case into consideration, the engineer
in charge of Lube Oil flushing in HFGR would preferably refer to the CoP Home Page for the applicable generic procedure and best practices of L.O. flushing for
guidance before embarking on setting the plan for HFGR
screw type compressor L.O. flushing circuit.
Another good example might be the hydro-test of a
valve seat. This is a special task that not all hydro-test engineers have necessarily been exposed to; thus a hydrotest engineer can refer to the relevant CoP page for technical advice on this specialty topic. Furthermore, in the
event of having leakage from the valve seat in excess of
the allowable rate, an attempt to correct the leak shall be
made by: stroking the valve, greasing the valve seat, or adjusting the valve stops to ensure proper seating.
A third example of how the CoP space can offer insight
is in an activity that requires special skills: applying torque
to bolts and tension on flanges. From experience and duly
noted in the Hydrotesting and Precommissioning CoP, it
is recommended that if scratches or nicks are deeper than
0.2 mm and over more than half the width in length of the
8
Project Profile
Precommissioning and Commissioning Works in Kazakhstan
or: Where There Is a Will There Is A Way
Precommissioning and commissioning works have always been a curious area for us to get familiar with. In
all of our process plants projects we survey commissioning teams doing their work, special types of tests, tools,
different control systems, and construction teams observing commissioning teams onsite since they are eager to
gain this knowledge and new experience. We had the opportunity in HUPPCA project to carry out both terms on
one of the islands in our possession, which is Complex Island “A”.
It was a huge opportunity for us to take up such a challenge to demonstrate CCC’s potentiality where a handful
of individuals is familiar with this subject in our location,
especially with the conditions of remote area restrictions
and a persistent client.
We in the Controls Department were requested to establish a full package schedule of works for precommissioning and commissioning.
It was really a great venture for us to establish from
scratch a schedule which explains in detail the steps that
have to be taken to perform the transition of construction units (systems) into precommissioning and commissioning units in a small window of time, with no previous knowledge and with full expectation from the client
to have a comprehending plan coinciding with the procedures and standards delivered to us.
After we reached the fifth stage of grief, which is accepting the responsibility as a controls team to execute
this work, we asked a very simple question, what is the
first step to take now? Since most of us have little experience in this field, our head of control suggested that all
Activity ID
Activity Description
HUPCCA Precomm. & Commission Schedule
A Island
+ All Commissioning Units Milestones
+ FFU 120 CHEMICAL INJECTION
+ FFU 130 MANIFOLD
+ FFU 190 LAUNCHING & RECEIVING TRAPS
+ FFU 230 FLARE, VENT. & BLOWDOWNS
+ FFU 420 FUEL GAS
+ FFU 450 HYDRAULIC POWER UNITS
+ FFU 540 OPEN DRAINS
+ FFU 700 FIRE & GAS SYSTEM AREAS
+ FFU 710 ESCAPE PERSONNEL & PERSONNEL SAFETY
+ FFU 745 DRY CHEMICAL FIREFIGHTING SYSTEMS
+ 900 UNINTERUPTABLE POWER SUPPLY SYSTEM
+ 910 MAIN ELECTRICAL POWER DISTRIBUTION < 1000 V
+ 930 EMERGENCY ELECTRICAL POWER DISTRIBUTION
+ 945 EARTHING SYSTEMS
+ 990 TELECOM SYSTEMS
of us should be familiar with the subject before we proceed with anything. Groups of two were assembled by us
to collect as much information as we could on the subject.
The first team was requested to download from the client server all the precommissioning and commissioning
procedures in our scope of work. The second team had to
read these procedures and summarize the responsibilities
of the contractor as per the procedures. The third team
was requested to extract the requirements for precommissioning and commissioning works, i.e. equipment, special
tools, and so on. The fourth team was assigned to drafting
the schedule based on the information the other teams
were digging out from the procedures. Finally, the fifth
team had to do a Web research in order to make a brief
presentation to the rest of the teams, to explain the steps
of precommissioning and commissioning works.
At the beginning the whole process was chaotic, where
each individual in the office was focusing on his assignment, not knowing what the other party was involved in.
A little paranoia and insecure feelings were growing within ourselves; our gut feelings whispering to us: will we succeed? Will we be able to do it in such little time?
However, without the interference of our senior mentors we could not have made it. A little bit of self-assurance, motivation, and igniting the deep fibres of us to do
more was our salvation in the end.
A great deal of knowledge was shared and spread around
the control team. An enormous amount of joy was experienced due to this accomplishment which we would like to
share with you to extend the knowledge to others.
First, let us explain the terms and definition of the two
processes.
Duration
Perc %
Start Date
Finish Date
Manhours
89
0
14NOV11
10FEB12
0.00
37
0
01NOV11
07DEC11
607.00
105
0
25OCT11
06FEB12
1,085.00
109
0
25OCT11
10FEB12
865.00
82
0
31OCT11
20JAN12
3,563.00
35
0
26OCT11
29NOV11
58.00
96
0
31OCT11
03FEB12
2,026.00
70
0
26OCT11
03JAN12
938.00
52
0
01NOV11
22DEC11
3,209.00
35
0
01NOV11
05DEC11
12.00
35
0
01NOV11
05DEC11
168.00
66
0
01NOV11
05JAN12
1,340.00
46
0
01NOV11
16DEC11
402.00
63
0
01NOV11
02JAN12
3,554.00
34
0
01NOV11
04DEC11
750.00
37
0
10NOV11
16DEC11
180.00
figure 1
9
Project Profile
...Precommissioning and Commissioning Works in Kazakhstan
Pre-Commissioning:
Pre-commissioning activities start when the plant or system achieves mechanical completion. Frequently however pre-commissioning activities overlap mechanical completion activities and for this reason the plant should be
separated into easily manageable system packages (Figure 1). Each system package will be pre-commissioned
as a whole and isolations at the boundaries of the system
package will be maintained until the completion of precommissioning activities.
Pre-Commissioning activities include checking for design conformity, checking the status of electrical, mechanical and instrument installations, running-in of equipment, flushing and cleaning activities, drying and so on.
Commissioning:
• Marked-up P&ID by system.
2. Detailed pre-dommissioning / commissioning execution plan.
• Organization chart - figure 2
• Operation plan per activity - Figure 3
3. Generic method statement.
4. Commissioning plan and critical path network.
• Activities to be performed by the system.
5. Organization roles and responsibilities.
6. Punch listing method statement.
7. Commissioning spare parts and consumables.
8. Testing schedule.
is the phase in a project when design process fluids are
introduced in tothe process.
Commissioning activities normally consist of activities
associated with running or operating the plant and include operating adjustments necessary for the satisfactory operation of the plant. Also included are “functional
checks” which are methods used to prove that an item
of mechanical equipment or control system functions correctly.
System/subsystem definition.
To enable a smooth transition from construction to commissioning it is required to complete construction work in
small packages, known as systems. This enables pre-commissioning work to progress from an earlier point in the
schedule, thus reducing the final pre-commissioning peak
workload substantially.
The entire commissioning service process is developed
according to the phases shown in the diagram.
System summary sheets should be prepared which list
the system content by line and equipment numbers.
The home office phase, which we did, includes the preparation of the tools for measuring and reporting of precommissioning and commissioning activities progress,
project details and operation plan, and the preparation of
detailed procedures. During this phase the following activities were carried out:
(Pre-) commissioning engineering
1. System/subsystem definition.
10
9. Equipment data.
Detailed Pre-Commissioning / CommissioningExecution Plan
A plan is developed that identifies all of the major precommissioning activities by system. The plan will be developed in reverse and will clearly identify “system ready
for pre-commissioning” milestones. Commencement
of system turnover from construction to commissioning
should ideally commence at approximately 70% erection
completion. From this point handover of systems should
be made on a regular basis.
Project Profile
...Precommissioning and Commissioning Works in Kazakhstan
...Text
figure 2
A method of pre-commissioning progress monitoring
will be developed to allow progress to be monitored by:
• Overall pre-commissioning completion for the whole
complex “Island A”.
• Pre-commissioning completion by process unit.
• Pre-commissioning completion by system.
• Discipline completion by system.
• Vendor Schedule.
A vendor schedule will be developed that identifies vendor requirements for each item of equipment. Supporting
documentation will provide information on required vendor activities, support required and approximate duration
of each major activity.
Generic Method Statements
Generic method statements are developed for each activity type (cleaning, leak test, inerting). Each statement
will form the basis for the development of safe and efficient detailed procedures. The method statements will
contain information on the methodology, acceptance criteria, and HSE implications.
Organization Roles and Responsibilities
The Commissioning Organization will consist of an integrated team, PMC and EPC team. The organization
will change as commissioning progresses from design,
through pre-commissioning and start-up activities. This
evolution will be managed through regular reviews of the
relevance of the commissioning organization structure to
that stage of progress.
to allow categorization of punch-list items as follows:
Category A: Items that must be cleared prior to start of
pre-commissioning.
Category B: Items that can be cleared during pre-commissioning.
Category C: Commissioning Items the system will be
able to track outstanding items by system, category and
discipline.
Commissioning Spare Parts & Consumables
A commissioning spare parts list will be developed by
checking the individual equipment requirements. Using
the detailed pre-commissioning procedures as a basis, a
list of consumables will be generated to allow preparation
and reinstatement of all systems.
Testing Schedule
Stream testing schedules will be developed to address licensor and client requirements. One schedule will be developed to cover the initial start-up phase, one to cover
the test run period, and one to cover normal on-going operation of all process units. Requirements will be developed for each case indicating the stream reference, frequency requirement, and test requirement.
Adel Shunnar, Office Engineer - Planning
Hook-up, Pre-commissioning and Commissioning Assistance Project
Punch-Listing Method Statement
A system will be developed to identify, record and correct damaged, incomplete and incorrect installation and/
or fabrication. Items which are inaccessible or unsafe will
be incorporated into this system. The system will be able
11
Project Profile
LANDMARK Overview
At 329 meters from ground floor plus 25 meters underground, LANDMARK will be the second tallest skyscraper in Abu Dhabi and the 33rd tallest in the world. The
72-storey tower includes a storey office/retail/lobby with
an area extending beyond the main tower footprint of
2600 m2 and reducing to 2400 m2 as the east and west facades reduce, the tower sits over five levels of basement
car parking.
The construction of this tower consists of around:
• 42,000 tons of steel reinforcement.
• 145,000 m3 concrete “4% by crane”.
• 442,000 m2 formwork.
• 1,200 tons structural steel for the roof.
• 75,000 m2 curtain walls.
This means five tower cranes are required to cover the
whole construction area, split into two cranes with 65 meters jib to cover the podium and car parking area and
three cranes to cover the main tower footprint.
Choosing the cranes
The determination of the tower cranes needed for the
parking area was straight forward job, considering 65 m
covering radius, 12 ton max lift and 3.5 ton at 65 m radius.
According to these data Area PMV - Abu Dhabi decided to use two LIEBHERR 280 EC-H to handle this area.
On the other hand choosing the main building tower
cranes was a rather challenging job, simply because the
need for three tower cranes to cover the building footprint, meet the required long duration lifting cycles in
such confined space and to be capable of lifting ten ton
loads (chillers, cooling towers and equipment), leading us
to consider Luffing-Jib cranes over the conventional Trolley-Jib cranes in order to avoid any clashing or slewing
limitation, also to install two internal climbing cranes and
one external.
The question here was where to install the tower cranes,
internally or externally?
Many factors controlled the decision: the external crane
is much easier to install and less interference with the
construction progress, on the other hand huge number of
mast sections and Tie-ins are needed for such high-rise
building, so using internal climbing cranes over the external one will save millions of dollars. Unfortunately the
project conditions and the significant delay in construction due to install the third one internally, we were forced
to install one external crane.
Why we chose LIEBHERR Luffing Jib Cranes
In order to undertake lifting duties for the structure, a
distance of 52 m from the last tie-in to the cranes slewing platform was specified to ensure an acceptable “overstanding height” LIEBHERR was the only crane manufacturer able to meet this requirement which also included
a 7 m Counter-Jib radius as a result of the curved face of
the building steel structure, no other competitor manufacturer can achieve this free-standing requirement.
In total the external climbing crane featuring a 500 HC
mast to accommodate the final free standing 52 m, will
use nine tie-ins at 34 m intervals-each incorporates six
tower sections.
Five LIEBHERR tower cranes will be used in the construction of the Tower, relying on three LIEBHERR
Luffing jib cranes performing a wide variety of craneage
duties to achieve a five-day floor cycle, these cranes will
be built-up and will respectively tower out above the construction as two internal climbing and one external Luffing jibs cranes, the 160 HC-L cranes configured as ten
tons “after deduction of 2 tons wire rope weight” litronic versions will climb upwards with the
progress of the construction.
During climbing, the first internal 160
HC-L crane will never meet the second one at the same level in order to reduce idle time and to have a full lifting
coverage in the tower construction, the
third 160 HC-L crane, which climbs up
the exterior of the tower, will achieve a
height under hook of 350 meters.
Towering above the building, the
three cranes will cover the required
work area with their radius of 50 meters; they ensure smoothly maximum
load handling with lifting capacities of
10 tons. Luffing jibs cranes were chosen by Area PMV-Abu Dhabi for their
speed of lifting on narrow sites allowing simultaneous lifting and lowering.
These cranes have been designed for
work on particular high buildings or in
extremely restricted spaces, a new de-
12
Project Profile
...LANDMARK Overview
...Text
any delay in the tower construction. As planed 125 HC-L
Luffing- Jib internal climbing crane was decided to handle the lifting duties as it was a new series crane manufactured by LIEBHERR and 1.6x1.6m anchor for the
crane`s mast section was already installed, unfortunately 125 HC-L was replaced by 160 HC-L due to delay in
crane manufacturing and a new chair collar was designed
by Area PMV-Abu Dhabi to suite 1.9x1.9 m mast section
for the new crane. Throughout construction of the basements and levels 1 and 2 of the podium, two 280 EC-H12
Trolley -Jib cranes were used with a 65 m jib length and
a maximum 12tons lifting capacity featured an erected
hook height of 45 m which includes 17 m on the bottom
basement level, the second crane has a 70 m jib length and
a 43 m hook height from ground level. Shallow anchors
recommended by LIEBHERR for one of the two cranes
were used for the first time on such cranes as the foundation height was not enough to use the standard anchor.
Thank God, our team successfully completed all tower
craneage erecting and dismantling without any incident
not even a near miss related to craneage, even though
one of the cranes alone recorded 8949 working hours with
710205 lifting cycles according to the crane data record,
and with 22 internal jumps for each of the internal climbing cranes.
In this opportunity, I would like to thank our tower
crane team, which has shown a high professionalism and
commitment as admitted by LIEBHERR Manufacturer,
beside our experience history in Dubai Mall Project (the
world’s largest mall) success with its 35 Tower cranes.
velopment is the option of fitting these cranes with a horizontal load path, when the jib is moved, the hoist gear is
controlled in such a way as to ensure that the hook travels horizontally.
The LANDMARK Project was indeed a challenging
project in all of its activities, which will be added to CCC’s
accomplishments.
Naim Abu Laila
Plant Group Manager (Gulf Operations)
These Luffing-jib cranes can avoid any
obstruction and slew through 360 degree under load, their small slewing radius and raised jib angles of 15 to 70 degree even when not in operation, make
these cranes particularly advantageous
in operations on tight sites containing numerous cranes with overlapping
slewing areas.
These cranes were built-up in away
taking in consideration one crane will
dismantle the other after the tower construction completion, in result no need
for additional auxiliary Derrik crane
which is very costly.
These 500HC mast sections were rear
available in the international market,
so Area PMV-Abu Dhabi made the
best efforts to have 59 sections at the
suitable time to handle this job without
13
Feature
ACWA Celebrates 25 Years of Success
In 2012, ACWA Services celebrates 25 years of success
ny expanded into wain the water industry, a period during which the company
ter treatment and air
has achieved widespread international acclaim and sucpollution control. Inicess, and grown from one employee to well over 100. In
tially, the water treatthe month that the Oprah Winfrey show first started and
ment business was
just before the Phantom of the Opera made its theatre demembrane
focused,
but three employees of an international water treatment
with its first contract
company set up their own business, based in a broom
being for a reverse oscupboard belonging to a wool scouring firm in Bradford.
mosis (RO) desalinaManaging Director Peter Ripley remembers: ‘This meant
tion plant in Yemen.
the day usually started with a certain amount of stress on
While RO remained a
the olfactory organs.’ As the company grew, it expanded
mainstay of the busiwithin the building and then moved to its current headness, the company rapquarters on the Acorn Business Park in Skipton in 1992.
idly expanded into the
This office was officially opened in January 1993 by the
entire water treatment
then Minister of State for the Department of Agriculture,
spectrum. The air polFisheries and Food, local MP David Curry. ACWA’s first
lution control business
project was for Dale Farm Foods, which later became
began with sales of wet
part of Northern Foods, closely followed by Ruddles
and dry scrubbers, inPeter Ripley
Brewery in Langham and synthetic fibre manufacturer
cinerator gas cleaning
Finicisa in Portugal. The consultant for the brewery proand odour control equipment. By the end of 1994, reveject was Bechtel who later introduced CCC and ACWA.
nues from this stream were in excess of £700,000 per anIn 1987, ACWA received an order from cereals giant Kelnum, soaring to £1.8 million in 1995. Removal of VOCs
loggs for its new plant in Wrexham - and in 2011, 24 years
using thermal oxidisers became part of the company portlater, received a further order for upfolio in 1996. Other technologies that
grades - a testament to the quality and
became part of the company offering
durability of the original equipment.
include high rate biofiltration, activatACWA’s Managing Director, Peter
The company’s early work focused on
ed sludge and dissolved air flotation.
Ripley, recalls some highlights of the
the UK food and beverage industry,
In 1994, the company provided anaerCompany’s first quarter century.
but in 1998 the company broke new
obic reactor plants to Tunnel Refinground with international orders for
ery in London and then Sabic in Saudi
equipment to treat oily water, wasteArabia, starting a series of increasingwater and gas scrubbing liquors in Norway. The compaly prestigious and revenue-positive contracts. 1996 was a
ny’s first £1 million-plus order arrived in 1989 from the
watershed year when the order book topped £17 million
Ford Motor Company in Swansea.
including a £7 million order from Yorkshire Water - an
unusual drought alleviation project that involved treating
In 1991, Consolidated Contractors Co (CCC) became
water from a flooded opencast coal mine south of Leeds.
the majority shareholder and ACWA embarked on a peThe design-build-operate RO plant contract provided
riod of expansion through acquisition and organic growth.
over 20,000m3/day of much-needed water for 10 months.
The company bought a consultancy, an equipment manufacturer and an anaerobic technology - ultimately the conFurther major contracts followed including a major
sultancy business was sold and the other interests were
project for food giant Nestlé, RO plants for nitrate
incorporated into the core business. In 1991, the comparemoval at Anglian Water, nanofiltration plants for
colour removal at Scottish Water and a major contract
for high-purity water supplying a ring main servicing
industrial clients of Hartlepool Water on North Teesside.
The first contract for ACWA’s acclaimed Amtreat®
process, which provides effective treatment for highstrength ammonia liquors, was won in 1998. In this year
the first plant was installed at Anglian Water’s Cliff Quay
site followed by a major project at Southern Water’s
Ashford wastewater treatment works. Now, in 2012,
Cliff Quay is being upgraded, along with a new similar
project at Basildon. The air pollution control business
received a major boost in 2001 with its largest order to
date, worth £2.3 million, from Rolls Royce in Derby.
In 2002, CCC’s growing reputation in the Middle East
brought in contracts for wastewater treatment works in
Jordan and Sharjah, the latter being the largest to date at
over £8 million. With the increasing public enthusiasm for
Opening of ACWA House 1993
recycling treated effluent, ACWA entered the membrane
14
Feature
...ACWA Celebrates 25 Years of Success
...Text
bioreactor (MBR) market, purchasing Aquator Bahrain
and Aquator Emirates in 2004, which held the Kubota
licence for the Middle East. This move was swiftly
followed by a £4 million contract for the world-famous Al
Ansab project in Oman.
ACWA relocated its Middle East office to Dubai in
2005, and business has prospered with over 35 completed
MBR plants as well as many traditional systems. The company also developed containerized MBR plants, which
have proved extremely popular. ACWA’s novel and highly- efficient Nitreat® system was developed in 2005. The
technology uses a multiport valve and ion exchange to
remove nitrate from potable water. This technology has
also proved extremely popular, with early sales to Thames
Water and Anglian Water. These were followed by further sales to these utilities and to Cambridge Water, Severn Trent and Yorkshire Water - the latter for a 90MLD
plant, the largest to date. In this year, ACWA’s sales also
topped £20 million for the first time.
In 2006, the company’s success story recorded another high, with revenue topping £66 million largely due to
a prestigious contract to build two seawater desalination
plants for the Palm Jumeirah complex in Dubai. This project was one of the first to combine ultrafiltration and reverse osmosis to treat the highly disturbed Gulf seawater
- huge amounts of silt from the formation of the islands
remained suspended, necessitating the development of
novel pretreatment technology. The ongoing success in
the Middle East saw the relocation of the ACWA Emirates subsidiary to the Le Solarium Building in the Dubai
Silicon Oasis in October 2008. From here, the company
has undertaken prestigious projects such as provision of
an MBR for the King Abdullah University for Science &
Technology (KAUST) in Yanbu, Saudi Arabia, an MBR
system for the new Sheikh Makhtoum airport at Jebel Ali,
and a current project to provide an RO system for the
Princess Nouria University for Women in Riyadh, Saudi Arabia.
In March 2010 ACWA established a joint venture with
a US company to establish ACWA Clear in Bakersfield,
California. This office has undertaken a number of projects, and the company continues to grow. Other international business includes unique gas cleaning projects in
China, USA and Vietnam for Pilkington NSG that combine particulate removal, thermal oxidation, dry scrubbing and heat recovery. Mr Ripley says: ‘For the future,
ACWA is committed to growth across a wide range of
developments - leveraging entrepreneurial technologies,
developing established markets and moving into the fastgrowing PPP market. Alliances and frameworks are becoming more popular, with long-term partnerships providing mutual efficiencies, and we see entering these
markets as a natural step that will fully leverage both our
wide-ranging expertise and client benefits. ‘Our first 25
years have seen remarkable growth and acclaim around
the world: we look forward with confidence and anticipation to the successes of the next quarter century.’
Peter Ripley
Amtreat installation at Southern Water’s Ashford wastewater treatment centre
Opening of Gaza Water Supply - Viscount Waverley (left) and Peter Ripley, 2000
King Abudullah University of Science and Technology
Palm Jumeirah, 2006
15
Feature
ACWA Archives
Top Left & Right: ACWA Brochure, 1987
Bottom Left: CCC Bulletin, December 1991
Bottom Right: Yorkshire Post, March 1995
16
Feature
ACWA Services Ltd: A Short History
ACWA was founded in 1986 when
three colleagues decided to start
their own company.
Peter Ripley, John Parratt and Les
Armstrong invested £25,000.00 of
their own money and persuaded the
Midland Bank to lend them a further £25,000.00. The company then
started trading in September 1986
with Les Armstrong being the first
employee. Les was soon joined by John and on January
1st 1987 Peter and Jim Clabour also joined along with a
secretary.
The original name of ACWA was All Clear Water Services Ltd although the trading style was always ACWA.
There were over 150 companies in the UK with the word
Aqua forming part of their registered name and a protracted registration period was envisaged if the name
Aqua had been proposed. After 5 years of trading the
name ACWA was legally adopted and All Clear Water
went into history. The original base was a single office
of about 25m2 on the top floor of an old stone building
which had spent most of its life as an office for wool trading. As the company grew the whole of the top floor was
from left: Wael Khoury, Izzatt Kayyali, the President Said Khoury, David
Curry (Minister of State for Agriculture Fisheries and Food), Peter Ripley,
John Parratt and Max Brawley at the opening ceremony of ACWA House
on 9 January 1993
wide in 2006. UK employees peaked in 1996 largely due
to a contract from Yorkshire Water which was to assist
with the county’s worst ever drought. This contract was
the company’s largest to date and was worth £7 million in
total. It was for the design, build, maintain and operate of
a filtration and reverse osmosis plant supplying drinking
water for 100,000 people. It brought much acclaim when
it was completed from fax of commencement to completion in 13 weeks.
The President Said Khoury and David Curry, Minister of State for
Agriculture, Fisheries and Food
acquired and further expansion was then limited by the
unavailability of space. The company grew from zero at
start-up to achieve a turnover in excess of £2 million by
1989. For the next two years growth stagnated and investment was sought in order to allow ACWA to tender and
undertake larger projects. Initially two companies showed
interest in acquiring ACWA, one being a Water plc who
was flush with cash after their recent privatisation. The
deal was almost struck before Wael Khoury and Hani Akkawi entered the fray persuading the remaining owners,
Peter & John, to change their mind and finalise a deal
with CCC. In retrospect this was a decision which has
been entirely justified. After CCC’s acquisition of ACWA
in 1991, ACWA’s workforce grew from 18 employees in
the UK to well over 100 worldwide. Likewise, turnover
grew from £2.15 million to reach over £60 million world-
from left: John Sykes, Chief Engineer Carlsberg Tetley (now Coors), John
Porter, EMAS Consultant, Peter Vale, Engineer Carlsberg Tetley, Bill
Steven, EMAS, John Round, Projects Manager, Carlsberg Tetley and Peter
Ripley, 1995
17
Feature
ACWA Services 2012: Delivering Tomorrow’s Solutions Today
“ACWA has achieved eminence as a leading provider of innovative, sustainable process solutions for the air, water and wastewater sectors around the globe”.
The Company possesses comprehensive expertise
to deliver flexible, reliable solutions that fully answer the rigorous demands of today’s environmental sector. Our mission is to maximise client value,
skillfully balancing the need to meet present and
future regulatory requirements with an intelligent
low-carbon approach that creates optimum envi-
Membrane Bio Reactor installation, King Abdullah University for
Science & Technology, Saudi Arabia
Sludge Digestion, Naburn, Yorkshire Water
18
Feature
...ACWA Services 2012: Delivering Tomorrow’s Solutions ...Text
Today
solutions to these complex issues that not
only provide answers for today, but also
for the future. We constantly aim for excellence and to leverage the complementary skills of our three core businesses to
this end. With an extensive expertise built
up over a quarter of a century in 2012
ACWA can provide industry, government and utilities with flexible, individual
solutions that improve their environmental performance, drive efficiency and help
resolve pressing global problems. At the
heart of our strategy is a drive to achieve
maximum value for clients by integrating
legislative, environmental and financial
imperatives to create unique, focused solutions to their needs.
Amtreat® Installation, Southern Water, Ashford
ronmental and cost
benefits. And, as
part of Consolidated Contractors
Company, one of
the top 20 international contractors
worldwide, ACWA
benefits from a stable foundation of
strong
financial
backing and global
operational expertise. ACWA has
provided solutions
for some of the
world’s most prestigious and challenging projects including the Palm
Jumeirah development in Dubai
and the flagship
Al Ansab wastewater treatment plant in Oman, and for an
influential international client list that includes Kelloggs, Coca-Cola Enterprises
and many major water service companies
and international government bodies. In
the complex and increasingly challenging world of air, water and effluent treatment, ACWA’s expertise has won it a
valued reputation as a trusted, reliable
partner where low-carbon, environmentally sound and cost- effective solutions
are required.
Sharjah WWT, UAE
Palm Jumeirah, installation of reverse osmosis skids
Climate change, soaring population
growth and declining resources mean that
humanity today faces more significant
challenges than at any time in the past.
ACWA is committed to offering creative
19
Feature
From a Broom Cupboard in Bradford to the World
Skipton-based ACWA Services celebrated its
25th anniversary recently with a reception at
which Julian Smith, MP for Skipton and Ripon,
staff and guests from around the world paid tribute to an extraordinary local success story.
Managing Director Peter Ripley says: “It is hard
to believe that it is 25 years since we set this business up in a broom cupboard in a mill in Bradford
belonging to a wool scouring firm and now we are
an established leader in water, wastewater and air
treatment around the globe.”
As the company grew it moved to its current
headquarters on the Acorn Business Park in Skipton in 1992 and ‘ACWA House’ was officially
opened in January 1993 by the then Minister of
State for the Department of Agriculture, Fisheries and Food, local MP David Curry.
ACWA have undertaken projects across the
world allowing safe and secure water to flow to
Peter Ripley (left) receives a gift to mark his 25th year of service from ACWA Chairman,
both domestic customers and industry alike. In
Stephen Byers (right) with Julian Smith, MP (centre).
addition to the major utility companies it serves,
its prestigious industrial client list includes some
Water purification remains a mainstay of the business,
of the world’s leading brands including the Ford Motor
but the company has successfully expanded across the enCompany, Kelloggs, Nestlé, Rolls Royce, Coca Cola and
tire water treatment spectrum as well as diversifying into
Budweiser.
air pollution control. The Middle East became and still is
a significant market for the company, where its name is
The company went from strength to strength in the
synonymous with a number of prestigious contracts such
1990s and international orders began to roll in, including
as the luxurious Palm Jumeirah resort in Dubai where
a first contract for a desalination plant in Yemen. SubseACWA provided advanced seawater desalination systems
quently, one of the world’s largest construction compaand a wastewater reuse plant.
nies, Consolidated Contractors Co, became the majority shareholder in 1992, heralding a period of expansion.
The company also has a number of own-brand treatment
Peter Ripley (to right of sign) with ACWA staff.
20
Feature
...From a Broom Cupboard in Bradford to the ...Text
World
systems that are famous around the world for their
quality and reliability, including the Amtreat®
ammonia removal process, the Nitreat® system
which removes nitrates from drinking water and
the Memtreat® Membrane BioReactor system.
Julian Smith, Member of Parliament for Skipton
and Ripon, said:
“I would like to congratulate ACWA on their
25th anniversary and on the work they are doing
from Skipton across the world. These have been
very difficult times for business so it is encouraging to hear about the growth the company has
shown over the years and the continued growth it
shows today. I am also delighted the firm is taking
on apprentices and giving opportunities to young
people who are vital to our economy and our future.”
And to underline the ongoing success of the
Company ACWA has recently taken on seven
Stephen Wright, President of Bradford Chamber of Commerce (left) with Peter Ripley
extra staff at its Skipton headquarters, many of
mately my career.”
them from the local community. Jason Handley
is returning to the Company and says he “jumped at the
The company is proud of both its local heritage and
chance” to come back to ACWA.
its growing international reputation. Peter Ripley says:
“ACWA is now firmly established as a major player in
Another, 20-year-old new apprentice Becky Greenwood
the UK and Middle East and has a fast-growing joint venfrom Skipton says: “Having come from an engineering
ture company in the USA as well as highly-successful conbackground and studied engineering at school, I was detracts in the ‘Asian tiger’ markets of China and Vietnam.
lighted to be accepted by ACWA as a trainee CAD techWe are proud of our long list of ‘household name’ clients
nician. As an apprentice, I am able to get hands-on expewhich says much about the quality of our systems, our serrience with support from colleagues whilst furthering my
vice – and most of all our staff.”
qualifications to develop skills and knowledge, and ulti“We’re already looking forward to the next 25
years and aim to build on the experience and expertise built up over our first quarter century to
provide solutions to both drive the economy and
help resolve the world’s pressing environmental
problems.”
Jamal Akl represented CCC at the reception
21
Feature
ACWA in the news
22
Feature
ACWA today
23
Area News
Greece
Nigerian State Governor Visits Athens
We had the pleasure of receiving H.E. Dr. Emmanuel
Uduaghan, Governor of Delta State, Nigeria along with a group
of advisors at MOA on Wednesday, 1 February. The
delegation was accompanied by Prince Rasaq Adele Adewole representing our Nigerian partners.
A CCC presentation was made to the guests: discussions
evolved around our existing projects in Delta State and
His Excellency praised CCC’s presence in Nigeria and its
work in terms of quality and progress.
The two parties talked about future potential projects
and CCC expressed interest in pursuing those of mutual benefit to both CCC and the people of Delta State and
Nigeria. Samer Khoury personally thanked His Excellency for his visit.
The visit was very productive and will strengthen the
presence of CCC in Nigeria.
Delta is an oil-producing State of Nigeria situated in the
region known as the Niger Delta, South-South Geo-political zone with a population of 4,098,291. The capital city
is Asaba, located at the northern end of the state with an
estimated area of 762 km2, while Warri is the economic nerve and also the most populated area located at the
southern end of the state, which has a total surface area
of 16,842 km2.
Walid Jabara
Said Khoury hosted a dinner in honour of the guests, attended by Samer Khoury, Suhail Sabbagh, Samir Khoury,
Jamal Akl and the undersigned. Mr. Khoury added a special touch to the evening by telling interesting stories
from his personal experience during the old days to the
esteemed guest.
24
Area News
Qatar
Ras Laffan Port Expansion Project Celebrates
The achievement of 37 million man-hours without a lost
time incident at the CCC/Teyseer Contracting Co. Joint
Venture Ras Laffan Port Expansion Project marked the
highest record of Qatar Petroleum (QP) of all the client’s
holdings within Qatar.
We distributed gift items to the entire workforce to
mark the occasion.
It was such a very significant milestone that a special
lunch was held at the RLP2 Camp on 6 March 2012.
RLIC, QP and CCC/TCC’s respective project directors
and managers and staff attended and graced the celebration.
Qatar Petroleum’s Project Manager, Abdulla Al-Emadi, expressed his cordial appreciation to CCC/TCC during the celebration. As is traditional, a symbolic cake of
37 million man-hours was cut by Mr. Al-Emadi and Imad
Khaled, CCC/TCC Project Director. Everyone in the venue shared their experience and enjoyed the occasion.
Administration Staff
RLP Project
25
Area News
United Arab Emirates
Innovation in CCC
8 February 2012 marked the
day of the first production of
green energy in one of the
CCC camps of the Sahil and Shah
Full Field Development Project (SAS) in UAE.
After nearly two years of preparation, vendor delays
and delivery obstacles, the results were magnificent
although every-one had suspected that it wouldn’t see
daylight. Aiming at introducing green innovation in the
construction sector, corporate leaders decided to adopt as
much as possible of green initiatives in the project’s two
camps since the early days of the project. These initiatives
included solar-assisted air conditioning units which save
around 20% of the consumed power compared to normal
ACs; the orientation of the camp units to keep the short
side of the cabins facing the sun during the hot season
thus reducing the amount of heat transferred into the
units and finally the commissioning of an up to 50kWp
photovoltaic solar system with state-of-the-art vanadium
redox flow batteries.
Solar systems have been in development for a very long
time and there is still much further to go, yet such an initiative from a Middle Eastern oil and gas construction company is unprecedented. It will definitely boost the use of
renewable energy resources within the group on a larger
scale and will raise the bar for competitors to meet the innovation in CCC.
Khaled Abu-Eseifan
PMV - SAS Project
There are two solar panels installed in the SAS - Sahil
camp and both of them feed the administration offices
block. The first system is SunCarrier which has a 40kWp
capacity and a tracking system that rotates the panels up
to 120° to keep the modules aligned with the sun throughout the day. This system is connected in parallel with the
grid line and the panels are set as the primary feeders
to a load of 15 ACs and 20 computers. So far this system has been able to produce an average of 192kWh/day.
The second system is the CarPort which is fixed modules
over a parking shed with 17kWp capacity connected to
a 100kWh flow battery. This system is completely independent of the grid (unless backup is required) and feeds
a load of 7 ACs and 2.6 kW of lights. The power produced
during the day is used to charge the battery and feed the
load then the charged battery is used to feed the load during night. So far this system has produced an average of
68kWh/day.
Although the main intention was to reflect the company’s reputation, the systems` environmental and economical benefits proved to be beyond expectation. On average
they produce more than 260kWh/day and this is expected to increase during the summer. It is expected to reach
100,000 kWh in a year and with an average rate of 0.32
L of Fuel/kWh in CCC power houses (which is excellent
compared to book values provided by generators’ manufacturers). This could save up to 32,000L of diesel fuel in a
year or 86,400kg of CO2. The fuel saved could be enough
to travel around the globe`s equator almost seven times
using a double cabin pickup or to run a diesel welding
machine for nearly four years (365 days a year, 10 hours a
day). Economically, around 70% of the price of kilo watt
hour generated by CCC power houses in UAE is cost of
fuel. With this saved, there is really nothing left to compare. (These figures are based on average fuel consumption data from a number of fuel reports generated within CCC.)
Pictures 1 to 3 show the different locations of the SunCarrier as is tracks the sun. Picture 4 is the Carport System
26
Area News
Oman
CC Energy Development
In its edition of 8 April 2012, the Omani newspaper “Muscat
Daily” published an interview with Shahrokh Etebar, Managing Director of CC Energy Development entitled “We plan
to drill 37 more wells this year”. Some extracts from that interview are reprinted below:
CC Energy Development (CCED) operates Oman’s
Blocks 3 and 4 with a 50 per cent stake and production
of around 10,000 barrels of oil per day (bopd). Tethys
Oil and Mitsui have 30 per cent and 20 per cent stakes,
respectively. The development, including the Farha and
Saiwan fields, is CCED’s first producing asset as an operator.
What is the history of CCED’s blocks in Oman?
Exploration in the area covered
by Blocks 3 and 4 in Oman started 40 years ago, in 1972. Several
large companies, including Petroleum Development Oman (PDO),
Japex, ELF, Wintershall, Amoco,
Total, Nimir Petroleum and Encana searched for oil and gas over the
years since, and more than 30 wells
were drilled in these two blocks.
These companies did not find anything of commercial value, so they
left. At the end of 2007, CCED took
operatorship of the blocks, with a
50-per cent working interest, and
began to explore the area again.
In 2012 we plan to drill 37 additional wells, and complete
the installation of our permanent facilities. This requires approximately US$ 220mn for the completion of this development, excluding operations. To date we have spent
around US$200mn since 2010. Within the next five years,
the potential exists to invest an additional US$500mn.
What is the company’s plan for building facilities in
2012?
Early production facilities have been set up at both
Farha and Saiwan fields and over 10,000bopd is trucked
to Alam Station and after metering, transferred to Qarn
Alam via PDO’s 8” pipeline for entry
into the main oil pipeline. We are now
building permanent facilities at Farha
and Saiwan, linked by a new 10” pipeline. A 16” pipeline and metering system will connect our facilities to the
Alam station, which can later be extended to Qarn Alam, replacing the
PDO 8” pipeline.
I understand PDO has capacity and
is pleased to accept our oil because of
its lightness and quality - around 40 degrees API gravity. We also pay pipeline
fees and our lighter oil is mixed with
PDO’s heavy oil. It is a win-win situation.
We have a different interpretation
from the other companies that have
operated these blocks, hence our
interest. When we set up the operation and started drilling in 2009,
we made two light-oil discoveries.
Heavy oil was known to be present in this area, but in addition to that, in 1986 a well had been drilled by Japex,
which produced 100bopd. However, for economic reasons, the company abandoned the discovery. We are making that well a producer right now.
Would CCED be interested in acquiring new license areas in Oman,
and what is the company’s objective
for its Oman operations in Blocks 3
Shahrokh Etebar
and 4?
At a production of 10,000bopd at this stage, we are still
injecting money into the project. We are still interested in
taking up leases, either in Oman or other places. We are
continuously looking at new investments.
What is CCED’s drilling schedule and investment programme for 2012?
We built early production facilities and started producing oil within five months - that is not an easy thing to
do. Out of the 27 exploration, appraisal and production
wells we drilled up to October 2011, 23 were successful
and have been hooked up to the early production system.
We are also planning to inject water into the Barik reservoir in Block 3 in 2012, due to a decline in pressure in this
reservoir.
We know we are here to stay and we hope we are going
to find more oil than we have so far. If there is an opportunity in any other block we always look at it. We aim to
be one of Oman’s largest oil producers in the near future.
We are really interested in Oman, and that is partially
due to the excellent support we get from the Ministry of
Oil and Gas. There is no other country with such a facilitating environment.
Bulletin Staff
Our Khufai reservoir has aquifer support so there is no
need for water injection. The testing procedures we have
undergone so far have helped to ascertain the facilities we
will need when we move past the appraisal stage.
27
Area News
Palestine
Engineering Day at Birzeit University
As one of the main
sponsors CCC participated in the engineering day at Birzeit University that took place
in April 2012. CCC
was represented by
its Building Information Modeling Center (BIM) in Palestine.
Participation
was
active and intensive
this year through the
BIM booth, printed
materials, video presentation and awareness lectures on implementing BIM in
the AEC industries. Moreover, the BIM Center on behalf of CCC carried out a recruitment campaign and interviewed over sixty graduates who are expected to be potential CCC candidates in the near future.
Amro Abualia
BIM Palestine
28
Training & Development
Technical and Project Management Training at CCC
The Beginning
In early 2008, I joined CCC on a full-time basis to develop the technical and project management training programme. However, the beginning was in 2003 until 2007
when I was a professor in the U.S.; I developed and conducted the widely known “Project Management Professional” (PMP) certification exam prep courses for senior
CCC staff. I used to lead a team of international experts
from the U.S. to conduct the training and there was noticeable interest in this type of training at CCC. Since
2008, The Training Committee at CCC has supported me
to conduct a series of technical and project management
courses in important and timely areas of practice such as
Planning & Scheduling, Risk Management, Quality Management, Value Engineering, and PMP, besides others.
Based on my daily interaction with CCC staff through the
training, I had the opportunity and the pleasure to meet
and work with a large number of CCC colleagues. I have
been listening attentively to their genuine desire for learning and betterment. I have realized that for those hardworking CCC staff, acquiring up-to-date technical skills
that are directly linked to their job functions is a priority and a welcomed breath in their feverish work schedule.
Besides, such training would support the career development process of staff. As a result, and year after year, the
technical training schedule has expanded to include an assortment of various needed training topics.
Training Lingos in Brief
Training can be defined as the organizational
process that is designed to assist individuals to
gain new knowledge, skills, and attitudes. This
will allow trainees and thus their organizations to boost performance in terms of productivity, efficiency, time-to-market, and
ROI. However, the term training is still
confused with a maze of other terms
such as learning, education, coaching, employee development, human resource development, and
of course, learning and development. Along the way, practitioners rejected the naming
of human “resource” development and considered
it demeaning to people who should not be
equaled to resources.
The American Society for Training
and Development (ASTD)
along with
others
influenced the
training industry
throughout the past
few decades to advance
the concept of “andragogy,” (a learner-cen-
tered) as a learning approach for adults to make it distinct
from “pedagogy,” that is for children (content-centered).
In the past few years, the training paradigm in large organizations such as CCC has become a complex and an elaborate process in which the organization aims at achieving
strategic goals by supporting change via learning and nonlearning activities. This has led to understanding the difference between learning and performance since the success of training is measured by how well the organization
is doing to reach its goals.
Thresholds
Over the past four years, the CCC in-house Technical and Project Management Training Programme has
achieved several thresholds, and in 2011 and 2012, higher
levels of performance have been reached as follows:
More Geographical Areas Added
In addition to providing the technical training in the
UAE, Qatar, and Lebanon Areas, several courses were
provided in the Egypt, Oman and Kazakhstan Areas.
Successful Completion
A total of 765 engineers and staff from all CCC Areas
attended the PMT training programme in 2011.
Course Catalogue
A total of 22 different training topics are made available in 2011 and 2012.
Relevance
Development of up-to-date technical courses that address cutting-edge topics in management, civil and mechanical projects.
Courses such as Advanced Concrete Issues, Contractual Change Management,
Piping Control Using Talisman, Fabrication and Welding, Green Buildings, Value Engineering, are just to
name few.
Expert Guest Speakers’ Engagement
Highly qualified senior
management from within CCC participated in
designing and providing some of the training modules. These
experts
deeply
understand
CCC
internal processes and have
thorough
knowledge of the
company
technical
know-how.
29
...Technical and Project Management Training at CCC
Engagement of External Consultants
Collaboration with international consulting companies and manufacturers was done over the past few
years. These companies include PA Corporation, PERI,
DOKA, RMD, Palisade, AON, Ready Mix Beton and
other specialty companies dealing with concrete, dewatering, cranes, and others.
Alliances
Cooperation with international associations and entities such as the Project Management Institute (PMI), US
Green Building Council (USGBC), American Society for
Quality (ASQ), Construction Industry Institute (CII),
American Society for Training & Development (ASTD),
and others. These organizations have been providing
guidance, standards, and material support. Most notably,
I have developed and managed the relationship with PMI
to ensure that
all
project
management
courses
we
conducted are
approved by
PMI. I also
ensured that
CCC
earn
the status of
“Global” Registered Education Provider by the U.S.
Project Management Institute (PMI),
which is one of
the best known
and leading international organizations in
project management. This
has
allowed
participants
to earn the
widely recognized Professional Development Units
(PDUs)
for
the purpose of
applying for
and maintaining the various
international
management
certifications.
Certification
Support and
guidance
of
CCC
middle and senior
managers to
pass the pertinent international
exams needed to
acquire their
30
...Technical and Project Management Training at...Text
CCC
certification in domains such as the widely recognized
(PMP), USGBC-LEED AP (Leadership in Energy and
Environmental Design), and PMI-SP (Scheduling Professional), PMI-RMP (Risk Management Professional) and
others.
Case Studies
In cooperation with CCC senior management, a number of case studies were introduced in support of the conceptual shift from organizational learning to becoming a
learning organization through the technical training programme. There are ongoing efforts for the development
of “case studies” from within CCC projects to support
our training modules and to enrich the delivery of various technical training modules. Many cases were adapted from projects such as KGP, EU3, LTP, RLP, BCA and
others.
Monthly Technical Brown Bag Lunch
On the last Thursday of each month, a
senior manager from
CCC, and sometimes
a consultant, is invited to make a technical
guest speaker lecture
over lunch. This event
was well attended at the
EPSO Training rooms
in Abu Dhabi, Musaffah. It also featured video presentations on engineering topics such as
bridges, earthquakes,
EPC, CCC camps, sustainability and tall
buildings.
Public Relations and
Collaboration
I was invited and spoke at several keynote addresses at
four public conferences in 2011: The PMI Gulf Conference in Bahrain, IIR Conference on Training and Career
Development in Dubai, Marcus Evans Workshop Risk
Management in Abu Dhabi, and Cranes International in
Dubai. This is in addition to several presentations made
at universities and colleges in the Gulf. These events had
helped strengthen CCC involvement in the society.
Customized Technical Training for Departments
Besides the PMT corporate training programme, work is
underway to design training programmes that specifically address the needs of certain CCC departments. Electrical, mechanical, and software topics are looked into to
design and launch a training framework for these departments.
In 2011, new technical training subjects were introduced
and up-to-date management standards were incorporated
into the training courses. The CCC 2011 technical
programme featured four categories of courses: 1) Project
Management Courses that cover essential topics such as
planning, scheduling, cost management, risk management,
quality management, contracts management, value
engineering and the PMP certification, 2) technical
courses (civil), which include formwork, concrete,
dewatering and high-rise buildings, 3) technical courses
(mechanical) which include cranes, fabrication, welding,
hydro-testing and piping control, and 4) technical courses
(general) which include green buildings and a monthly
technical brown bag lunch.
Thanks Go To
Thanks in particular to Ghassan Ouaijan who supported the programme in every possible way and to all members of the Training Committee who provided excellent
guidance. Many thanks and acknowledgement to the outstanding contribution of Munif Mahmoud, Sam Mattar,
Abdel Halim Rateb, Zuhair Haddad, Mohamad Moussa, Ihab Abdul Kader, Ghassan Kawash, Fadel Yafawi,
Thomas Kafarakis, Joseph Yammine, Nasser
Nasser, Mounir Soufyan, Nazih Cherri, Ibrahim Ghoneim, Hassan Mohamad, Hassan
Seoudi, Fareed Qaddoura, Suheil Musleh, Mohamed Tarek,
Aref Boualwan, Oussama El Jerbi, Tony
Awad, Basel Eshtewy,
Raed Abu Zeinah,
Maher Kabbani, Najib Hassan, Suresh Kumar, Mohammad Hallak, Abdel Nasser
Nafea, John Alan Lewis, Walid Mansi, Wael
Gharib, Dawoud Tanbouz, Baha Ghanim
and many others who actively participated in these courses and provided invaluable expertise and support. Plans
are under way to expand the training programme in the
coming few years to cover more technical subjects and to
engage a wider spectrum of senior management in EPC,
structural steel, productivity improvement, green buildings, and so on.
The Stats
A total of 765 CCC engineers and staff attended the
PMT programme in 2011, an increase of 38% over the
2010 tally. The total number of technical unique courses
offered in 2011 was 22, with new courses such as the
Advanced Concrete Issues, High-rise Building, Bridges,
Fabrication and Welding, Pipeline Construction, and
Bridges.
Dr. Manar Shami
31
Corporate Social Responsibility
CSR News Report
Contribution to CSR Initiative
CCC Staff are encouraged to come up with ideas and activities related to CCC’s CSR Initiatives including Going
Green and community involvement events. Please send
your ideas, initiatives and achievements to “CSR-CCC”
email address csr@ccc.gr
of specific necessities including food stuffs, medicines,
clothing, blankets and other related items have been
identified and actions were taken towards the following:
Food Drive Campaign
Earth Hour
Saturday, 31 March 2012 was the fourth 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. A
few areas and projects which reported their participation
included Nigeria, ACWA UK, ACWA UAE, Kazakhstan, UAE, Guinea, Tanzania.
A van full of dry and canned food was delivered to the
KLIMAKA NGO - a shelter for the homeless based in
Athens that is active in feeding the increasing number
of homeless people in the area. The donation which was
made by CSR on behalf of CCC employees was greatly
appreciated by the officials of the organization.
Upgrading of Household Appliances
A new heavy duty kitchen stove was donated to replace
the existing old damaged one to Pamakaristos Founda-
Greece
Contribution to the Communities in Greece
In continuation of the CSR Initiatives, CSR Committee
in Athens is extending a supporting arm towards
specific communities that have been badly affected by
the prevailing financial crisis in Greece. Organizations,
institutions and other parties which are badly in need
32
Before
After
...CSR News Report
tion, a non-profit charity organization which provides a
variety of services regarding education, social welfare and
vocational training courses to children and adolescents
with autism spectrum disorders, mental retardation and
various learning and attention disabilities.
A washing machine, a freezer and a vacuum cleaner
were donated to the Adult Guest House of the Municipality of Vouliagmeni in Athens, an establishment which
offers a shelter and feeds over 40 adults who are unable to
remain in their own homes for any given reason.Since its
foundation, the guest house has hosted more than 2,000
people and among the challenges its residents have faced
are homelessness, unemployment, drug addiction, cancer,
and spousal battery.
Kazakhstan
Nauruz Holiday
On the occasion of the Nauruz Holiday (21 March), Kazakhstan CSR team organized a concert at the Atyrau
Arts and Music Academy with the Lebanese singer Yehia
Abu Saada and musician Mazen Abu Saif participating.
The songs and dances played by the academy’s students,
the CCC dabke group, Yehia and Mazen demonstrated
how music is the language of all cultures.
3R’s Personal Paper Recycling Box
One of the targets handled by CSR - “3R’s Sub-Committee” is to minimize wastage of paper at MOA. Personal Paper Recycling Boxes were distributed to all MOA offices for depositing the unwanted documents rather than
disposing them in dustbins.
Tony Awad
Group Corporate Social Responsibility Officer
33
CCC Egypt’s First Tennis Tournament
Dany Chouaib being presented with the winner’s trophy by Ziad Raleb
As a part of our commitment to the health and wellbeing
of our staff, we decided to organize and hold the 1st Tennis Tournament for CCC Egypt staff in Cairo. This fun
event took during the period 16-23 January 2012 (despite
the current unstable situation). Sixteen players from different projects and office locations competed in a friendly and cheerful atmosphere which ended with the results
as shown in the table.
34
We believe that this event was a very successful one,
which helped build our CCC Egyptian family team spirit
and which came amid severe political tensions and assisted in creating hope for a better future.
Mohab Kassem
Senior Accountant & Sports Events Coordinator
Public School Library Development - Emirates Foundation, Abu Dhabi
Sustenance of the universe and prosperity of the human
race are built on the strengths of pillars of knowledge and
the process of building the pillars is through READING:
reading to learn and learning to understand. As part of its
CSR programmes, CCC UAE Area has sponsored a public Library Development Project implemented by Emirates Foundation. Emirates Foundation is a unique notfor-profit UAE institution which has always undertaken
long-term initiatives that address important social, cultural, educational and environmental issues of UAE citizens,
beyond the regular ambit of government and commerce.
Developing reading habits among the young generations of the UAE population has been recognized as an
important area to foster public/private cooperation by the
Emirates Foundation. Major private sector companies
have joined together to promote various projects selected
by them and our decision to sponsor and financially support development of public libraries in various regions of
UAE and also be part of the developing process was well
received and heartily welcomed by the UAE authorities.
Our commitment to support the endeavors of the local
community to groom a knowledgeable young generation
who are capable of meeting the country’s underlying requirements and future challenges was met with applauds
from all corners. The future of any country is in the hands
of the young generation and public libraries contribute a
great share of enlarging the knowledge base of the young
as well as the grownups. Our efforts to become part of this
noble venture were well appreciated. We can be proud of
our dedication to mould a knowledgeable young generation who can face future developmental needs of their
country and also contributing to global knowledge development that can support the human race is a well designed CSR programme.
Library Development Project
Encouraging young students to read and use their school
libraries will add to the enhancement of quality of UAE
education as well as preserving the cultural heritage of the
country. The photograph reveals the utilization of the libraries to expand the cultural spirit of the children from
an early age.
Though we lagged behind in the volume of funding compared to other private sector sponsors, our approach towards this noble cause, participation in selection process
and our general attitude from the beginning, and so on
were highly appreciated by the Emirates Foundation, the
Ministry of Education and of course the beneficiaries (the
local community).
The developed public libraries have a great source for
expanding the knowledge base of girl students and female
community as the library atmosphere provides all protections deemed necessary for them to sit relaxed in a culturally conducive atmosphere and open up themselves to
a world of knowledge which was otherwise not accessible
for them. The picture shows the female community’s participation in the libraries.
Female Reading Area
To ameliorate relationships in regions where we are
building structures that last for generations is a pragmatic
approach of the company and it is well within our defined
CSR programmes. By doing so, we shall be able to leave
behind a permanent footprint of the Company’s generosity and social commitment towards the local community.
By becoming fully familiar and comfortable with utilizing library resources, young Emiratis will be able to increase their academic achievement and have tools to upgrade their knowledge and skills throughout their lives,
contributing to their personal and professional accomplishments and that of their nation. And we are proud to
be a part of this achievement.
If books are the medium for young aspiring minds to visualize their dreams then a library can give life to realize
their dreams.
V. Mamunni
Senior Administrator/Lead CSR Coordinator, UAE
Cultural Activity Room
The region selected for development of this project was
the Western Region of the UAE as major CCC projects
are located in this region. We are giving more importance
to regions where we are operating our projects when the
subject is community development.
We have been part of the selection and screening committee entrusted with the responsibility of identifying eligible schools, reviewing the aide applications, vetting
and subsequent approval by the Ministry of Education.
We were cited in all external communications relating to
the project and the criteria selected for funding eligibility
was based on schools that demonstrate committed leadership, high quality feasibility plans and the engagement of
teachers, administrators and community.
35
Qatar National Sports Day
Qatar kicked off its first ever Qatar National
Sports Day on 14 February 2012. As part of the
government’s agenda in connection with the upcoming 2022 World Cup and the bid to host the
2020 Summer Olympics, this celebration was initiated to further enhance and develop the sports
culture within the state. This in turn creates awareness and promotes sports and its benefits, physical education and a healthy community among its
citizens, residents and immigrants working in the
state.
The National Sports Day (NSD) will be held annually every second Tuesday of February. And
since the celebration was declared a national holiday, all levels of society of different ages can participate.
CCIC/TCC, as one of leading construction firms
in Qatar, joined in the celebration where the
sports enthusiasts’ employees of the company actively participated in various sports events such as
basketball, volleyball, cricket, table tennis, marathons, and so on.
Winners and champions in different categories
were awarded with trophies and some gifts were
offered as a token of their involvement.
Aside from the positive benefits of sports to
physical and mental health, it also encourages socialization where employees get to meet other
groups. The festival served the employees a worthy cause of their time where all had fun and enjoyment including the families of the senior staff
who were also invited to join.
Due to the overwhelming success of the event,
the government of Qatar granted special authority to CCIC/TCC to continuously hold the annual celebration within CCIC/TCC projects in Qatar
which will surely be an event for its employees to
look forward to.
Through the coordination of CCC area management and all project management along with the
local authorities and support from various government departments, the sports fest, as conducted
for the first time, turned out to be well-organized
and successful thus making an historical addition
to Qatar’s record of leading and positive initiatives
in the region and across the globe.
Adel Abdul Al
Manager, Area Personnel and Administration
36
CCC Oman Lifts Basketball Title
This tournament is a yearly activity organized by the
Oman Chamber of Commerce & Industry and the Oman
Basketball Association.
Our basketball team was one of the twelve teams (representing various public and private sector firms and ministries) that participated in this year’s event. The tournament took place between December 2011 and March
2012. In the final game, CCC defeated Oman Cement
Company by 63 - 45.
Johny Bandak
Materials Engineer (Estimation)
37
Health, Safety & Environment
The Unknown Soldier
Many a time a soldier goes
unnoticed while performing
his job and carrying out his
duties to protect the lives of
others. This anecdote may
sound familiar to many of
us, but it hits very close to
home when it comes to the
Health, Safety and Environment (HSE) staff working in projects around the
world. The CCC HSE Staff
are indeed the unknown
soldiers, always striving to
protect the lives of those
around them while, for the
most part, remaining unnoticed by the very people
whom they protect. However, the CCC HSE Staff believe in the wise words of
John Fitzgerald Kennedy
who once said “the highest
appreciation is not to utter
words, but to live by them”.
And if we live by the rules of
safety, then that is the best
form of thanks we can offer
to these soldiers.
Even though HSE Staff do not perform their duties for
praise in return - saving a human life is a reward in itself
- regularly showing them our gratitude in any form is the
least we can do for these heroes. And this is exactly what
one site worker decided to do after he acknowledged the
importance of safety when his life was saved as a result of
it. The site worker decided to express his appreciation to
his supervisor in the form of a letter, which coincidentally led to the revealing of one of CCC’s Unknown Soldiers:
an HSE Trainee.
The tale goes as follows…
During the erection of a tower crane in CCC’s project in
Morocco, two steel fixers were gathering steel in the vicinity of the tower crane. An HSE Trainee realized that the
crane was beginning to topple and took immediate action
by moving the two workers away from the crane. Thanks
to his presence of mind, alertness and swift actions, he
saved the valuable lives of two of our colleagues. Had the
HSE Trainee been less attentive or hesitant in his reaction, we would have lost two precious lives in this unfortunate event. The HSE Trainee was indeed the Unknown
Soldier in this event, whose effort to make a difference
may have gone overlooked, until the “thank you” letter
uncovered his heroic actions.
The “thank you” letter was written by another worker
who was walking towards the tower crane erection site
when he was stopped by the HSE Manager for not wearing appropriate eye protection. This intervention delayed
him from approaching the vicinity of the tower crane
which toppled during that time. The site worker then expressed his gratitude through a heartfelt letter to his supervisor thanking him for saving his life.
This illustrates that safety issues should never be taken lightly no matter how insignificant they may seem at
the time, for we can never predict the consequences that
may follow.
38
...The Uknown Soldier
...Text
Even though the HSE Trainee did not receive a “thank
you” letter from the two steel fixers, he is definitely looked
upon as a true hero by both of them as well as all the employees at this project. In addition, the project held a ceremony in recognition of both the HSE Trainee, for his
bravery and passion for HSE, and the worker who wrote
the “thank you” letter, for acknowledging the efforts of
the HSE Staff.
The undersigned was so proud and touched by the passion this HSE Trainee possessed that he decided to bring
this event to CCC top management’s attention to ensure
that the HSE Trainee’s efforts would be recognized by
every employee in CCC. Samer Khoury, CCC President,
Engineering & Construction, and the undersigned jointly decided to present the HSE Trainee with a financial
award in addition to a certificate of appreciation signed
by the both of them. The undersigned also flew down to
Morocco to meet this hero in person and present him with
the award.
It is never easy being the Unknown Soldier facing a different battle day after day to ensure that each person
within reach has a chance to live one more day. This hero
proved to everyone that the ability and will to save human
lives does not come with age or experience but is rather a
passion that grows out of one’s appreciation for the value of human life.
We must always remember that safety does not come
with a job description nor is it the sole responsibility of
the HSE Staff: it is everyone’s responsibility. If something
does not look safe to you then it most likely isn’t. STOP
the work when you witness an unsafe act or condition before someone loses their life.
Belal Kayyali
Vice President, Health, Safety & Environment
It is better to lose one minute
in life than to lose life in one
minute
39
Safety Bazaar
A Safety Bazaar, an initiative of the EU3 Project Management, was opened on 29 November 2011 at the EU3
HSE Training Centre with the theme “Safety is not expensive, it is priceless”.
A bazaar, in common terms, is known as a marketplace
or shop were different products are displayed for purchase by people who will use the items. The concept of the
Safety Bazaar is to display tools and equipment that are
commonly used on the construction site in an area easily accessible by the workers. The tools on display include
a defective one and a good one for each variety. Check
marks are placed on the good ones and cross marks on the
defective ones. With this display, the workers can identify which tools are good to use and which ones need to be
avoided. Activities like these which involve hands on experience for workers could greatly increase their awareness by letting them understand the difference between
the good and the bad. After touring the bazaar, stickers
are placed on their helmets as proof of the tour. There is
also a box were workers can place damaged tools. These
tools will help in expanding the bazaar and further increasing the variety of tools on display, improving safety awareness on site.
Fadi Watfa
HSE&S Manager
Borouge EU3 Abu Dhabi
40
In The News
Interview with CNN
Samer Khoury, Chief Executive of Consolidated Contractors Company, said that the projects that are currently suspended in the countries which experienced the “Arab
Spring” will resume in the near future and are waiting for
the governments to stabilize, as many of those projects are
strategic ones for the growth of the countries and reconstruction.
In an interview with CNN, Mr. Khoury said that the
“Arab Spring” caused many large projects to come to a
halt (such as the Tripoli Airport, Libya and other projects
in Tunisia, Egypt and other countries, but he believed
that the projects would resume soon.
He also pointed out that secondly the company is investing in the African countries that are considered to be
good countries for the company’s growth as they have sufficient natural products. Thirdly, the newest region of operation is Australasia.
Mr. Khoury pointed out that the company’s successful expansion into regions depends on utilizing the local
force and through our understanding of the local culture
and traditions; we do not feel we have not imposed ourselves on those countries.
Bulletin Staff
Mr. Khoury stated:
“With the stability of the political situation in Libya and
other Arab Spring countries, and once a legal framework
has been established to support and protect investments,
then Arab and other investors will return.”
Mr. Khoury stressed that it is in the interest of the Arab
countries in general to back the stability of those countries that witnessed the Arab Spring and they should continue to finance and invest in those countries for several
reasons, most importantly of all to strengthen security in
the region. In addition, to show those countries as an example of growth and back those countries with loans and
aid as is the case in Libya.
With regard to the future of Consolidated Contractors
Company, a major construction company in the Middle
East and the world, Mr. Khoury said that the role of the
company over the next decade will be concentrated first
of all in the Middle East and we hope to expand in Turkmenistan and Kazakhstan which are rich in basic resources such as oil and gas.
41
Milestones
Engagements & Marriages
rried
R Project, UAE) got ma
Muhanna Anabousi (HFG irut on 11 November 2011.
b in Be
to Samara Fouad Korda
Deepak Kumar Singh (E
CG Project, Equatorial Gu
glad to announce his ma
inea) is very
rriage to Shweta Singh
. The wedding
ceremony was held on 23
November in Jiradei, Siw
an, India.
Kazi Mohammad Anwa
rul Islam (MPAC Projec
t, Qatar) got
married to Afroza Sulta
na on 12 December 2011
in their home
town, Chittagong, Bang
ladesh.
Mansuri
his wedding is Huzaifa
Happy to inform us of
on 31
a
zim
). He married Na
(DMIA Project, Oman
dabad.
December 2011 in Ahme
ia) and Arooj
rea Khobar, Saudi Arab
emony took
Mohammad Junaid (A
cer
e
Th
.
their wedding
ce
un
no
an
to
y
pp
ha
Irfan are
.
tan on 11 February 2012
place in Islamabad, Pakis
Births
and his wife
Ayman Nasser (MPAC Project, Qatar)
Zaid on 18
son
r
thei
of
birth
the
ce
oun
are pleased to ann
October 2011 in Doha.
Hassan Ali (RLPE Project, Qatar)
and his wife are
happy to advise his colleagues of the
birth of baby daughter
Maryam on 18 October 2011.
ect, Oman)
Mohammad Nasim Khan (DMIA Proj
y boy, Rayyan
bab
his
of
birth
the
ce
would like to announ
Khan, on 8 December 2011 in India.
Rani Sowayleh (Kuwait Area Offi
ce) and his wife
Uliana are glad to announce the
birth of a beautiful
daughter named Aya Bella. Their first
baby, she was born
on 27 September 2011 in Beirut to
the delight of family,
friends and colleagues.
DIA Project,
Chinduraj C. Sankarankutty (MAT-N
to inform
Qatar) and his wife Jasitha would like
d, a boy called
chil
nd
colleagues of the birth of their seco
er 2011 in
emb
Nov
20
on
Surya Kiran. He was born
a.
Indi
Kozhikode, Kerala,
42
Abdul Assim (DMIA Project, Oman)
and wife Rejuala
are very pleased to announce the birth
of their baby girl,
Manha. She arrived on the first day
of the New Year in
Oman.
Saiman Ahmed,
5 December 2011 saw the arrival of
Project, Saudi
PP
the first child of Shafique Ahmed (RK
was born in
He
.
Poly
nom
Arabia) and his wife Aysha Kha
family.
the
all
of
ght
deli
the
to
Chittagong, Bangladesh,
Tofazzal A. Rahaman (Khobar Offi
ce, Saudi Arabia)
and his wife Aklima Akter are very
glad to announce the
birth of their first child. Her name is
Tayyeba and she was
born on 4 October in her parents’
native town, Gazipur,
Dhaka, Bangladesh.
Riyadh) and his
Shahadat Hossain (PNSO Project,
to share their happy
wife Thamina Khanam would like
25 October 2011 in
news: the birth of their son Rafan on
Bangladesh.
George Dayoub (Riyadh Area Offi
ce, Saudi Arabia)
and his wife Limar Kassab are proud
to announce the birth
of their second baby, Sham. She arriv
ed on 18 November
2011 in Riyadh.
Milestones
Engagements & Marriages
unces his
(RLPEP, Qatar) anno
Saleem Urs Baber Ali
ceremony
e
Hussain Yousef (KPIZ
Th
.
12
on 16 March 20
Project, UAE) is happy
nu
Ba
a
esh
Ay
to
ing
dd
we
to announce his
en
gagement to be married
ia.
Ind
te,
Sta
a
tak
rna
. The bride-to-be is Sade
Ka
g,
da
took place in Ga
en
the ceremony took place
in Tripoli, Lebanon on 27 Zabadi and
March 2012 in
the presence of family an
d friends.
Tareq Al Saleh (SAS Pro
ject, UAE) and Lujain
Al Fares are
glad to announce their
engagement on 13 April
2012 in Nablus,
Palestine.
engaged to be
A Project, Oman) got
Faheem Pathan (DMI
ai.
mb
on 7 April 2012 in Mu
married to Samreen Bape
Births
Abu
l (Habshan 5 Project,
Mohammad Muzammi
the
nce
ou
ann
to
py
lma are hap
6
on
Dhabi) and his wife Aa
rn
a girl named Arsha, bo
birth of their first baby. It’s
ur, India.
December 2011 in Kanp
Jodie Marcelo and Do
n (CIS/Iraq Support Gr
would like to announce
oup)
the birth of their son
Bezalel
Nathan on 27 July 2011
in the American Hospital
, Dubai.
with
) and Lina Awad along
Stephan Mansour (MOA
with
d
sse
ble
re
riam and Rita we
on
rn
their twin daughters Ma
bo
s
wa
o
wh
ily, Tamara,
d to
a new addition to the fam
ite
exc
y
ver
are
a
Rit
riam and
30 September 2011. Ma
!
ate
ym
pla
have a new
Rinoy Chacko (DMIA
Project, Oman) and his
Juliya are pleased to ann
ounce the birth of their firs wife
t baby,
a boy named Adon. He
was
Muscat. All the family me born on 20 March 2012 in
mbers are very happy wi
th the
new arrival.
A son named Adel is bo
rn to Hussein Shaath (M
Sudan) and his wife Da
UP,
na Shawish. Adel arrive
d on 23
January 2012.
fe Nirajana
Project, Oman) and his wi
Mihir Mohanty (DMIA
y
bab girl called
nce the birth of their first
are very pleased to annou
isa, India and
Od
on 17 January 2012 in
Anwesha. She was born
l.
iva
arr
happy with the new
the entire family is very
wife Zainab
P, Saudi Arabia) and his
Ghadeer H. Al Nasr (RKP
their first baby, a
to announce the birth of
Al Hasawi are delighted
January 2012 in
and she was born on 29
girl. Her name is Ansar
arrival.
new
is enamoured of the
Al Khobar. All the family
Aslam Valiyakath Kurup
path (RLPEP, Qatar) and
wife Jaseena are extrem
his
ely pleased to announce
the birth
of their baby boy on 16
February 2012 in Kerala,
India.
Walid Mustapha Khatt
ab (MTL Project, Oman)
and his wife Nazek Hema
deh announce with pleasu
the birth of their son Mo
re
hammed. He was born
on 24
January 2012 in Muscat.
his
ging Office Athens) and
t
Yannis Yannoulis (Mana
firs
ir
the
of
th
bir
to announce the
12
20
wife Vicky are delighted
ril
Ap
19
on
rn
bo
s
s. He wa
baby, a boy called Nichola
in Athens.
43
Reflections
Think Good, You Will Feel and Do Good
The difference between successful and unsuccessful
people is in the way they think. The successful people do
not think of different things, rather, they think differently. Thinking is the second activity by humans after breathing. And how we think determines to a great extent who
we are and what we will become.
to attain a winning mind through the quality of our thinking. Winning mind is about how we think and how we feel.
Those with a winning mind will stand the test of time. Our
mind needs nourishment of new good thoughts to turn to
a winning one. Have a look at the model which will shed
some light on how to enhance good thinking.
All people think and the key is they should think right.
Our thoughts become feelings and our feelings become
attitudes which control our behaviour. Thoughts become
things. They define us and define the quality of our life.
If we think good, we will feel good, and in turn we will do
good.
The test of our thoughts should be in how much they
align with our values and goals; how much they withstand
the test of practicality and how easy it is to implement
them.
To think good, we need to concentrate and to believe
that concentration is a habit. And once we form this concentration habit, this habit will form us. Aristotle has told
us “we are what we repeatedly do. Excellence, then, is not
an act, but a habit.” We need the habit to resort to a calm
place where we think and where we shape our thoughts,
because our thoughts do not come fully formed. We need
to work out our thoughts and get them in shape. We need
44
Our thoughts define us and define our success and happiness. Our happiness is defined by the way we think.
“You Can Be Happy, No Matter What”, as Richard Carlson has told us in this famous book. The way we think determines what we eat, where we go, what we do, and with
whom we associate and so on.
Once we think right we will feel and we will do right.
Dr. Riad Elhaj
Last Word
MEED Awards for PEARL QTL
The Middle East business intelligence magazine MEED held its MEED
Quality Awards for Projects 2012 ceremony on 21
May in Abu Dhabi, with
CCC’s President (Engineering & Construction) Samer
Khoury in attendance.
The awards are part of a
programme designed to recognize excellence in project
delivery in the six countries
which make up the GCC
and to promote the highest
standards in all parts of the
project supply chain.
This event was held on the
side lines of the Arabian
World Construction Summit (21-23 May).
The Pearl GTL Project in
Qatar won two awards for:
1. The Oil & Gas Project of
the Year
Sheikh Thani bin Thamer Al-Thani, Deputy General Manager of Qatar Shell, received the award on behalf of
Qatar Shell and Qatar Petroleum at the ceremony.
2. The MEED Quality Project of the Year.
Here are some excerpts from the article in the recent
MEED Quality Awards for Projects 2012 supplement
on the subject:
Qatar Pearl GTL
Description: At a development cost of $18bn-19bn,
Pearl GTL is the world’s largest gas-to-liquids (GTL)
project and the largest investment by any FTSE 100
company in a single project. At full capacity, Pearl
GTL will produce 1.6 billion cubic feet a day of gas and
convert it into 140,000 barrels a day (b/d) of high quality GTL products and 120,000 b/d of natural gas liquids and ethane. Pearl GTL covers 250 hectares and
took five years to build, from the initial site preparation work in 2007. At peak construction, 52,000 people
worked on the project, which had a solid commitment
to Qatarisation. The amount of water Pearl GTL will
produce will make it possible to run the plant without
drawing on Qatar’s scarce natural freshwater resources or on seawater.
tem in the industry and the largest hydrocracking capacity in one location.
Pearl GTL’S environmental impact complies with
and, in some areas, exceeds international and local
standards. The project safety management system is
part of the Qatar Shell Health, Safety, Security, Environment and Social Performance (HSSE/SP) management system.
Bulletin Staff
Pearl GTL has set many world records. The project
has the world’s largest oxygen plant built in one place
and one phase, producing 28,800 tonnes of oxygen a
day. It has the largest process water treatment and reuse system in the world with a capacity of 45,000 cubic
metres a day. It has the largest steam-generation sys-
45
The BULLETIN is a publication issued at CCC
in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are
welcome.
CCC BULLETIN
P.O. Box 61092
EDITORS
Samer Khoury
Zuhair Haddad
Nafez Husseini
Damon Morrison
PUBLIC RELATIONS
Samir Sabbagh
Maroussi 151 10
Fax (30-210) 618-2199 or bulletin@ccc.gr
see The BULLETIN on line at
www.ccc.gr - About Us - Our News - Quarterly Bulletin
PRODUCTION
Jeannette Arduino
Nick Goulas
Georgia Giannias
Alex Khoury
Samer Elhaj
Contents
FROM THE DESK OF...................................................Wael Khoury
EDITOR’S VIEW..............................................................................1
RECENT AWARDS..........................................................................2
QUALITY MANAGEMENT
- Contract Processing & Transfer of Contract Responsibility
Mounir Soufyan.............3
- LEAN Construction - Mounir Soufyan.......................................6
KNOWLEDGE MANAGEMENT
- The Value of Knowledge Sharing - Hisham Maatouk..............8
PROJECT PROFILE
- Precommissioning & Commissioning Works in Kazakhstan
Adel Shunnar.............9
- Landmark Project, UAE - Tower Crane Team.......................12
FEATURE: ACWA
- 25 Years of Success - Peter Ripley..............................................14
- ACWA Archives........................................................................16
- ACWA Services Ltd.: A Short History.....................................17
- ACWA Services 2012: Delivering Tomorrow’s Solutions Today18
- From Broom Cupboard in Bradford to the World....................20
- ACWA in the news....................................................................22
- ACWA today..............................................................................23
AREA NEWS
- Greece: Nigerian State Governor in Athens - Walid Jabara....24
- Qatar: RLP Celebrates - Administration Staff, RLPP..............25
- UAE: Solar System at SAS Project - Khaled Abu Eseifan........26
- Oman: CC Energy Development Article in Muscat Daily....27
- Palestine: Birzeit University Engineering Day - Amro Abualia..28
TRAINING & DEVELOPMENT
- Technical & Project Management Training at CCC
Dr. Manar Shami...................29
CORPORATE SOCIAL RESPONSIBILITY
- CSR News Report - Tony Awad.............................................32
- Egypt: 1st Tennis Tournament 2012......................................34
- UAE Library Project...............................................................35
- Qatar National Sports Day.....................................................36
- CCC Lift Basketball Title.......................................................37
HEALTH, SAFETY & ENVIRONMENT
- The Unknown Soldier - Belal Kayyali......................................38
- The Safety Bazaar - Fadi Watfa...............................................40
IN THE NEWS
- CNN Interview with Samer Khoury........................................41
MILESTONES
- Announcements........................................................................42
REFLECTIONS
- Think Good, You Will Feel and Do Good - Dr. Riad Elhaj....44
LAST WORD
- MEED Awards for PEARL QTL - Bulletin Staff.....................45

esk Of... - Consolidated Contractors Company

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