Kharafi National Magazine

30th
Anniversary
Issue
January March 2006
HEAD OFFICE KUWAIT
PO Box 24081
Safat 13101
Kuwait
Tel: +965-4749655
Tel:
4762655
Fax: +965 4760891
EGYPT NATIONAL
2 AbdulMoneim
Riyadh St
Thawra Square
Al-Mohendessen
Giza
Tel: +202-3367688
Fax: +202-7609264
IN THIS ISSUE
2
AL-IRAQ NATIONAL
Baghdad, Iraq
Al-Yarmouk Area
Avenue 1
Bldg 1, Road 1
Tel: 07-901922565
6
DUBAI, UAE
PO Box 25693
Dubai
Tel: +9714-3476662
Fax: +9714-3479400
ABU DHABI, UAE
11th Floor, Al-Ferdous Bldg
Al-Salam Street
Abu Dhabi
Tel: +9712-6775800
Fax: +9712-6778688
Eml: kn.abudhabi@kharafinational.ae
9
12
THE GAMBIA
128A Kairaba
Fajara
PO Box 3330
Serrekunda
Tel: +220-4494156
+220-4494954
LEBANON
MAK Centre
2nd Floor
Al-Sham Road
PO Box 182
Hazmieh, Beirut
Tel: +961-5-950480/81
Message from the DMD
1
Thirty Years of Realized Ambition
2
Operations News
6
Compression Ring
9
Events
10
e-Learning at KN
12
Employees of the Quarter
14
New Faces, Achievements & Farewells
15
KN Cricket Tournament
16
Mobile Etiquette
18
Remembrances
18
Staff News
19
Mental Puzzle
19
16
Website: www.kharafinational.com
Email: kharafi.national@nat.com.kw
Transmission is the corporate magazine of Kharafi National. It is issued quarterly and distributed internally. The editor,
Paul D Kennedy, may be contacted on transmission@kharafinational.com.
Message From The DMD
Thirty years ago the National Company for Mechanical & Electrical Works was founded by
Mr Nasser Al-Kharafi, Chairman of the Mohammed Abdulmohsin Al-Kharafi & Sons Group,
and my father, Mr Ghalib Younis, as the special services and utilities branch of the MA
Kharafi Group.
Kharafi National began operations in March 1976 with just a few hospital contracts.
But by the mid 1980s we were the premier mechanical and electrical contractor in the
commercial and industrial sector in Kuwait. Then KN diversified into oil and gas. Today we
are a multi-million dollar international corporation, the leader in several fields in Kuwait and
very active throughout the region.
This pre-eminent position was achieved through flexibility, diversification and dedication to
quality, the key elements of KN’s operating policy. The constant development of our human
resources, management structure and business strategy now means that we are capable of
taking the EPC lead in major projects in Kuwait and abroad.
As we celebrate our 30th anniversary, opportunities in Kuwait and throughout the Middle
East are increasing. But the market is also changing. BOT has come of age in the region and
we intend to derive 50% of our future income from development projects.
Our leadership in the early days laid the foundation of our continuing success. Now, as
we expand and diversify faster and broader than we have done before, empowerment has
created leaders throughout the company and our strategic management system is generating
success through the free flow of ideas. Our loyal well-trained staff and their ability to control
quality are ensuring that we never fail to achieve the target that makes us the first choice in
many markets: client satisfaction.
KN is a good company in the process of becoming a great one, and I am sure that our
founders, Mr Nasser Al-Kharafi and Mr Ghalib Younis, would be proud of the new directions
KN is taking under a very special management team led by Mr. Marzouk Al-Kharafi and
myself.
As this 30th anniversary passes we are continuing to learn from the lessons of our first
three decades. But this anniversary is also a time of reflection – not so much on how far we
have come, but – on how far we are yet capable of going.
Samer G Younis
Deputy Managing Director
January - March 2006 1
30 Years
of Realized Ambition
Clear vision, boundless energy, and finely-calculated risk-taking are but a few of the factors that took
KN from a simple contractor in O&M to the multi-faceted international corporation that it is today.
The story of how this centre of excellence grew from humble beginnings is an exciting one.
given to foreign companies on the grounds
that local contractors lack the required skills
and experience. In particular the electromechanical aspects of construction were
considered so highly technical that only
foreign specialists could undertake them.
KNÊs success changed this mind-set.
K
HARAFI NATIONAL began its rise
from three portable cabins erected
in March 1976 on the side of the
street in front of the old MAK building in
Shuwaikh one hut for Ghalib Younis, joint
founder and managing director, one for the
accountants, and one for the engineers. ÂIn
those early days communications were very
immediate,Ê Serour Osman, an engineer
who joined KN within six months of its
founding and who is currently the country
manager in Egypt, laughed recalling the
early days, Âwe could shout from one hut
to the other.Ê
Though the companyÊs first few jobs were
only worth one to two million dinar each
the mechanical works at Farwaniya and
Jahra hospitals and the cement factory in
Mina Abdullah, and a fire-fighting network
in Shuaiba refinery KN used these
2
January - March 2006
opportunities to establish its reputation for
quality and timely delivery. By the early
1980s it was operating and maintaining
five hospitals in Kuwait and consolidating
its reputation for excellence as O&M
engineers.
The company was the first local electromechanical firm in Kuwait. Prior to the
1980s major construction contracts were
As well as high quality work, KN has
always provided its client with efficiency
and speed in execution and exceptional
value for money. When the company was
established electrical contracting, plumbing
and HVAC were viewed as specialist
works undertaken by separate companies.
By combining all three specialties in one
company, KN was able to coordinate the
overall works better, work faster and, at
the same time, give clients a better price.
Indeed KNÊs prices were usually half or
even a third of what foreign companies
were charging for the same works.
In the early 1980s the KD7 million contract
to construct Al-Muthanna Complex was
‘We take calculated
risks. This is the essential
difference between KN
and other local players.
We calculate our risks
and go ahead while
others hang back until it
is too late.’
taken by MAK. ÂThis was the biggest job
ever landed by a local contractor without
the involvement of a foreign company,Ê
according to Mohd Moniem, COO of
Commercial & Industrial who joined KN
in 1980. Indeed it was the first indication
that local companies would be taking over
the construction industry in Kuwait. KN
carried out the plumbing, fire-fighting and
HVVAC works and also the operation and
maintenance of the complex for a number
of years thereafter, firmly cementing its
reputation in the building services sector.
it took the contract in 1989 to build the
130km strategic gas pipeline from Iraq to
Kuwait. With the help of KVV, a Hungarian
company, KN built the pipeline, which
had just been finished when Iraq invaded
Kuwait in August 1990, on time.
In 1991 KN was the first local company to
restart operations in Kuwait after liberation.
It repaired the electro-mechanical works
in Bayan Palace and had the Palace
ready before HH the Amir arrived back in
Kuwait. It also took a series of contracts
in the immediate post-liberation period that
generated excellent margins.
Its next major contract, the flow-line project
for KOC, established KN firmly in the oil
and gas sector. Despite a comparative lack
of experience, KN ended up laying 3km of
pipes a day. However, to mobilize for the
project, KN had to buy US$60m worth of
equipment within 60 days of the contract
being awarded, as prior to the invasion
the company had rented equipment and
out-sourced fabrication as required. The
need, as a serious operator in the oil and
gas sector, for its own equipment and
ÂAl-Muthanna was KNÊs university, a great
one,Ê Samer Younis, DMD, who first joined
the company fresh out of college in 1982
as assistant project manager on that
project, told me recently. ÂIt enabled the
company and the individuals involved to
grow immensely. Our skills were upgraded
at twice the rate they would have been
elsewhere.Ê
The companyÊs first overseas ventures were
taken in the mid-1980s with the construction
of a teaching hospital, the US$60m Faculty
of Medicine, and a cinema in SanaÊa in
the Yemen. During this time KN also had its
first experience of treating sewage at Al-Ein
in the UAE.
Meanwhile, on home territory, KN
expanded beyond building services with a
first foray into the oil and gas sector when
January - March 2006 3
KN reached its latest
level of development
on the 18th February
this year when
Emirates Utilities
Company Holding was
launched
fabrication facilities led to the establishment
of the equipment division and the purchase
of an interest in a well-run Italian-operated
workshop.
Before the invasion KN had a turnover
of just under KD7m (US$23m) a year. In
1991 the direction of the company was
taken over by Samer Younis as deputy
managing director. Though only 29 years
of age, he had a very clear vision of where
KN should be headed, tireless drive, a
superb grasp of detail, and a fine ability to
assess risk. ÂIn opening an LC for US$60m
for the equipment for the flow-line project
I took a calculated risk,Ê he told me. ÂThis
is the essential difference between KN and
other local players. We calculate our risks
and go ahead while others hang back until
it is too late.Ê As a result of the expansion
the flow-line project set in motion, the
companyÊs turnover today is, only 15 years
later, approaching KD200m (US$665m) a
year.
During the 1990s the company expanded
in the building services sector, constructing,
operating and maintaining many prestigious
projects. At the same time it virtually took
over the local industrial sewage sector when
it obtained contracts for the operation and
maintenance of all five sewage plants in
Kuwait, while consolidating its reputation
in oil and gas as an electro-mechanical
subcontractor on most of the major
rehabilitation and construction projects in
that sector.
When Samer Younis became the deputy
managing director of KN he had already
been working in the company for nine years
and had a very clear grasp of its strengths
and weaknesses. Until then the company had
been run along traditional lines. ÂIn the old
days,Ê Serour Osman said, Âeach engineer
did all the jobs connected with a project and
there were no support departments within the
company. This gave the old-time managers
a broad breadth of experience.Ê However
rapid expansion required specialization and
formal procedures to keep the companyÊs
activities under control.
The DMD began reshaping the company
in great detail. With the help of an external
consultant, he personally designed KNÊs
fully-integrated procedures. ÂThey provide
discipline and control over projects,Ê he
stated emphatically, Âand enable me to keep
on top of the detail but without resorting to
micro-management. These procedures have
enabled the fly-wheel of success to gather
momentum.Ê
A separate tendering function had been
established during the 1980s. During the
1990s a series of further support units for
projects were set up. These include the
equipment division (1992), engineering
services (1994), project controls (1992),
an instrument calibration unit, quality
assurance and control (1993), procurement
(1994), human resources, and information
technology (1997). KN gained full control
of the best fabrication facilities in the local
construction industry in 1997 when it took a
majority shareholding in Al-Bahar Jacorossi
Engineering & Contracting, a subsidiary of
Jacorossi Imprese srl of Italy, which is now
the ABJ fabrication shop.
KN resumed its overseas operations early
in the 1990s with the American Hospital
in the UAE in 1992, which was followed
by a series of very successful projects in
the Emirates. The company expanded
4
January - March 2006
into Egypt in 2000, Qatar in 2001, Iraq
in 2003 and Lebanon in 2004, notably in
construction and facilities management.
The company reached its next level of
achievement when it participated in the
Sulaibiya WWT&RP, a BOT project, one
of the biggest sewage treatment plants in
the Middle East which also contains the
largest ultra-filtration and reverse osmosis
element in the world. After being involved
in the construction and commissioning of the
plant, KN is now operating and maintaining
this 30-year concession. ÂThis project came
about at just the right time for KN,Ê Samir
Younis said, Âjust when the company had
reached the level of expertise required.Ê
KN is notable for its firsts. It was the first
construction company in Kuwait to achieve
ISO certification (1996). Indeed KN has
always been a first user of new technology
provided that technology has been
thoroughly tested and will confer measurable
benefits on the company. During the 1980s
the company was the first in Kuwait to use
AutoCAD to create engineering designs on
computer. In the mid-1990s the majority of
the companyÊs systems were computerized on
ATS, an Oracle integrated in-house built ERP.
Currently the company is moving to OracleÊs
E-business Suite. This move will enable the
entire company to be linked through the
internet for consolidation purposes and
provide it with the informational tools it
needs to rise to its next level of activities.
This rise to the next level is being supported by
a massive investment in additional facilities,
including fleets of equipment, fabrication
shops and corporate accommodation.
Currently the company is housed in 4,000sq
m of head office space in West Shuwaikh
with various satellite offices, garages
and workshops in Shuwaikh, Ardiya and
‘Our success would not have been possible without our
systems and the quality of our people.’
Ahmadi. KN has obtained a large site in
Mina Abdullah on which it is constructing
equipment stores and workshops that will be
more than five times larger than its current
facilities, as well as greatly expanded and
enhanced fabrication shops. This area will
also include a new head office and support
offices, and it will eventually consolidate all
the companyÊs business units and divisions
on a single site. By the end of 2007, KN
expects to have a massive foot-print of
600,000sq m of facilities in Kuwait alone.
KN reached its latest level of development
on the 18th February this year when Emirates
Utilities Company Holding was launched. A
subsidiary of UDCH, a sister to KN, EUCH
will manage and execute privately financed
investment projects in the UAE. EUCH will
provide KN with a major presence in a
wide range of international infrastructural
and facility management projects.
Thirty years ago KN began as a simple
contractor in O&M. Today it is a multifaceted international corporation. ÂOur
success is due,Ê the DMD emphasized, Âto
perseverance and being able to take the right
risk at the right time. We have developed
the knack of getting into a market at the
right time we were the first local company
in Iraq in 2003 and, most importantly,
we know when to get out. But our success
would not have been possible without the
systems we installed over the last fourteen
years and the quality of our people.Ê
One of the secrets of KNÊs success is that
it believes that customer satisfaction is its
most important priority and this belief is the
foundation of its singular reputation in the
market place. However the companyÊs core
belief may be expressed in two words: a
clear conscience. This is particularly evident
in its attitude towards its employees.
KN has always viewed its staff as its
most important asset and the company is
remarkable for the vigour and enthusiasm
its employees have for their work. This is
partly due to empowerment and partly to
the respect that success has generated for
KNÊs senior management. Everyone in the
company believes in the direction it is taking
and its ability to rise even higher despite the
cut-throat competition that is the hallmark of
the regionÊs construction industry.
The company takes good care of its
employeesÊ accommodation, health and
other issues. Training is on-going and
relevant, and exemplary performance is
always rewarded generously. ÂOver the
last fourteen years our staff members have
developed enormously,Ê the DMD told me.
ÂOur procedures and training have made
them more self-confident. They now believe
in themselves and their abilities and take
justifiable pride in the recognition that is
accorded KN in the market place.Ê
Though KN is lead by a superb team of
higher managers, the extent of its success
seems almost surprising. ÂIf you had asked
in 1991 what turnover KN might eventually
reach,Ê Samer Younis told me, ÂI would
probably have replied that perhaps we
would attain KD100m sometime in the
distant future. Next year our turnover will
be more than double that.Ê
January - March 2006 5
Operations News
Business is still expanding at KN. P&C will be starting mobilization soon on two very major contracts. Other
divisions are continuing to pick-up some very solid projects and KN has received further recognition of its
stringent safety procedures from a major client.
Partitioned Neutral Zone has been completed
by KNÊs P&C division and the operation and
maintenance of this small-scale steam-flood
test (SST) facility is now being undertaken by
KN O&M (Industrial Maintenance).
Petroleum & Chemical
Even though several major projects are
winding down, P&C is very active.
Work on the first effluent water disposal
plant (Issue 12, page 7) at Magwa has
been completed and commissioning
has commenced. However work on the
second plant at Burgan is on-going and
commissioning should begin in June 2006.
All work on BS130, KNÊs 16-month contract
to construct a booster station in KuwaitÊs
northern oil-fields for S K Engineering &
Construction and Fluor International on
behalf of KOC, has been successfully
completed and the plant is undergoing final
commissioning.
The original scope of work on the project
to replace the crude oil export system in
northern Kuwait with Petrofac on behalf of
KOC is almost complete and the work force
is engaged on additional work requested
by KOC, which will be finished by mid2006.
The incumbent staff will then be transferred
to the Facility Upgrade Project at Gathering
Centre 23 where work, behalf of Petrofac,
is now gathering momentum. The pre-cast
concrete facilities have been constructed in
three locations and casting has commenced.
Piping activities were beginning in late
March. Mobilization is continuing and will
peak at about 3,000 in mid-2006.
Agreement has been reached with
Tecnimont on the construction of an
aromatics complex for PIC. Under this
contract KN will be responsible for the
construction of all civil and buildings
works, structural steel erection, installation
of mechanical and electrical works,
insulation and painting, pre-commissioning
and the supply of commissioning support
6
January - March 2006
Main Plant Area at BS130
manpower. Mobilization will begin in mid2006 and this massive project will run until
the end of 2008.
Continuous steam injection was initiated on
the morning of Saturday the 18th February.
After the first 24 hours the rate stabilized
with 350 bbls per day cold water equivalent
(bpdcwe) being injected at 600psig surface
Mobilization is also expected to begin in
about three months time for PICÊs giant OL2K
Ethylene Glycol-2 project, which will take 18
months to complete, for which KN has signed
with The Kuwaiti Olefins Company (TKOC).
KNÊs scope of work on this very high value
project includes the construction of all civil and
electro-mechanical works, pre-commissioning
and commissioning assistance services.
These two large downstream projects will
provide the back-bone for P&CÊs revenue
through 2008. The focus for P&C will then
change to the construction of the fourth
refinery and power station projects that will
enable the division to maintain a permanent
work force of 5,000 people through 2010
and beyond.
Maintenance & Facilities
Management
Maintenance and facilities management
is very active in several sectors and has
received a commendation from a major client
for its accident-free safety record.
Accident Free Steam Flooding
Commissioning of the Steam Flood Facility
Project (Issue 13, page 7) at Wafra in the
Small Scale Test Evaporator,
Steam Flood Facility
tubing pressure and a temperature of
4900F. Over the following few days the rate
increased slowly to more than 500bpdcwe
with a surface tubing pressure of 600psig
being maintained, indicating that the
injection of steam into the reservoir matrix
was efficient.
Currently O&M have a full-time team of 25
staff on site, including the project manager,
an assistant operations manager, four lead
operators, six operators and six maintenance
technicians. All have been fully trained in
SST plant operations and safety procedures.
The Ministry of Energy has also given KN a
three-year contract for the annual maintenance
of electrical cutouts and auxiliaries at Subiya
power stations. The work involves the
maintenance of all switchboards (MV, LV,
DC), generator IPB & AC/DC excitation busducts, battery sets, chargers and inverters,
and auxiliary power transformers. KN will
also be modifying the hot line purifier.
Commercial & Industrial
StorageTankArea at EWDP#2
Safety Congratulations
The premium KN always places on safety
was once again rewarded when the
Major Projects Division of Joint Operations
in Wafra, the owners of the Steam Flood
Facility (SST) Project, congratulated the
KN team on its safe and successful
commissioning of the continuous steam
injection operations under the guidance
and supervision of GE-Ionics, USA, the
supplier of the system. The high level of
safety awareness evident among KN
employees on the site coupled with their
technical competency ensured the safe
commissioning of the project without any
lost time due to accidents.
Power, Water & Building
Services
excavations and re-filling, the installation
of in-door terminals, switchgears and outdoor pole boxes, as well as the erection
of transformers and unit distribution substations.
The Ministry of Energy has also contracted
for the repair of low tension ground cables
and the extension and jointing of new
consumer low tension cables at Western
Area ÂBÊ in Kuwait.
KN has scooped a five-year contract
from the Ministry of Energy for the annual
maintenance of electrical equipment
at Subiya power station. The scope of
work covers major overhauls, rewinding
and routine partial maintenance of MV
and LV motors, and includes full periodic
maintenance of all plant and street lighting
as well as the supply of manpower and
manufacturersÊ specialists.
Power, Water & Building Services is going
from strength to strength. During the last
quarter several long-term lucrative contracts
have been obtained.
Project 3600 Kuwait
The built-up area of the new complex will
measure 105,000sq m to which will be
attached a multi-storey car park block of
52,000sq m. Project 3600 Kuwait is owned
by Tamdeen Shopping Centre Development
Company.
The new complex will consist of six levels,
two underground and four above ground,
including a roof level. It will contain a
shopping mall, 16 cinemas, a hypermarket,
retail outlets, food court and adjoining car
park building. The complex will include
many water features internally and externally
as well as extensive landscaping.
KN has the sub-contract to develop the
electro-mechanical services concept designs,
prepare drawings, and then build the services
for the complex. Besides the detailed design,
the scope of work covers the construction
and completion of the whole of the works,
except for the retail units and the interiors of
the cinemas which will be built to only Âshell
and coreÊ level for finishing by retail tenants.
KN are responsible for all electro-mechanical
systems, such as the PA, CCT and building
information systems, all ventilation and HVAC
systems, all fire systems, and all fixtures and
fitting, as well as the provision, testing and
commissioning of over-and under-ground
systems for drainage, water, power and
communications services.
Under a 30-month contract from the Ministry
of Public Works in Kuwait, KN will be
undertaking the overall maintenance of the
7th Ring Road and its interceptors. The scope
of work includes the maintenance and repair
of bridges and bridge structures.
KN will be extending, laying and welding
11KV medium pressure ground cables for the
expansion of KuwaitÊs electrical distribution
network on behalf of the Ministry of Energy.
The scope of work covers all necessary
A new commercial and entertainment
complex will soon start being constructed in
Kuwait on the site of the old drive-in cinema
at the junction of the 6th Ring Road and the
Airport Expressway in South Surra.
Artist’s Rendition – Project
3600 Kuwait
KNÊs work on Project 3600 Kuwait began
on the 15th February and the substantial
completion date is mid-June 2008.
January - March 2006 7
Operations news continued …..
Egypt National
PIC’s Challenge Met
The beautiful scenery and attractive
climate of EgyptÊs Red Sea coastline has
made Marsa Alam a prime area for the
development of tourism. The M A Kharafi
Group is constructing several large scale
touristic projects there, in tandem with their
development of the local infrastructure
and utilities. Egypt National is involved in
many of these projects.
Last November the Equipment Division
accepted a Link-Belt, Model-RTC 8050,
50-ton crane from PIC for repair and
overhaul. This rough terrain crane had
a leaking boom cylinder among other
faults and required a major overhaul. As
The boom of PIC’s Link-Belt
RTC 8050 being dismantled
for repair
Marsa Alam – Tank Foundations at Power Plant
Development of Marsa Alam
EN is undertaking the complete electromechanical works for three hotels in the
core Port Ghalib project. These hotels
contain a total of 1,000 rooms and
related infrastructure. The company is also
undertaking the electro-mechanical works
for 1km of residential buildings in the
Corniche project, as well as for the biggest
conference hall in the Red Sea area and the
Harbour MasterÊs buildings.
EN also has an EPC contract to construct a
16MW power plant that includes all civil
works, tank works, piping, and electromechanical works for high, medium and
low voltages.
The company is also involved in the ÂDistrict
CoolingÊ project (see Transmission, issue
13), for which it has the EPC contract to
build the central cooling plant. EN will be
undertaking all the civil, main pipe networks
and electro-mechanical works for this 7,200
T RF capacity plant which will service the
Core, Corniche, Conference Hall and
Harbour Master Buildings projects.
EN is also carrying out all civil, electrical and
mechanical works for the construction of the
main pumping station and the building of
6km of piping works for Phase III of Marsa
AlamÊs infrastructure project for sewage,
irrigation and water supply networks.
In addition, all the electro-mechanical works
relating to the 200-room Coral Beach
Hotel, including public areas, restaurants,
8
January - March 2006
landscape, mechanical rooms and electrical
switch gear, are being undertaken by Egypt
National.
City Crane at Equipment
Division
A new type of crane designed for congested
areas is now available from KNÊs Equipment
Division.
DemagÊ AC-25 City Crane is 1.5 metres
shorter than a normal 25-ton crane, yet its
compact boom gives the same reach as an
ordinary crane. Its low clearance height of
less than 3m and excellent maneuverability
means that it is ideal for in-door applications
in congested areas. On the road it is faster
than an ordinary crane which means that it
can get from one job to another very quickly.
Market Expansion at KNDU
KNDU is increasing its penetration of the
construction equipment market in Kuwait.
Major sales during February included ten
115Kva Genset diesel generators to Al-Oula
Equipment on display at
KNDU’s facilities in Ahmadi
the crane was very old and the spare
parts needed were not available in the
Kuwait market, refurbishing it was a
major challenge. However the DivisionÊs
maintenance team was able to repair the
crane within the time scheduled and return
it to PIC in excellent condition.
Since the successful completion of this task
the Equipment Division has been receiving
repair jobs for other heavy equipment
from PIC, Equate and other clients.
Gas Stations, a CASE tele-handler to B.A.D.
Trading Company and a CLARK fork-lift to the
US Embassy.
In addition KNDU has secured an order
for ten CLARK forklifts from the US Army, a
major consumer of construction equipment in
Kuwait. This introduction of KNDU products
to the US Army is expected to generate
further significant sales.
During the last two days of February a
delegation from KNDUÊs principal, CASE
Construction Equipment, consisting of
Mario Marchisio (Director for Africa & the
Middle East), Fethy Harchaoui (Senior Sales
Manager for Africa & the Middle East),
Sandy Mill (Product Manager), Steve FokTong (Trade & Finance Manager), visited
KNDUÊs facilities. Besides congratulating
KNDU on its recent success, the delegation
held several informative discussions with the
companyÊs management and sales team on
their strategic sales plans.
Sheikh Jaber Al-Ahmad International Stadium
Compression Ring
ABJ recently completed one of its most challenging projects in recent years, with the placing
of the compression ring on the top of the new, partially constructed, Sheikh Jaber Al-Ahmad
International Stadium.
A
s you drive along the 6th Ring Road
near Ardiya in Kuwait, the edifice
of Sheikh Jaber Al-Ahmad Stadium
dominates the skyline. A white line can be
seen following the dhow-shaped contour
of the top of the stadium wall. This is the
compression ring that will eventually carry
the roof structure.
The ring was fabricated by ABJ Fabrication
Workshop, a division of KN. It is made
up of 52 longitudinal sections and each
section consists of three ring elements (see
photo). Each element is a straight piece
of pipe with offset end plates that, when
connected, give it its three dimensional
property.
About 1,700 tons of steel were used to
make the ring and its accessories. Once the
stadiumÊs roof is in place, the compression
ring will carry the entire weight of the
membrane material, the steel and electric
cables, cat-walks and lighting fixtures, ie a
total of approximately 4,000 tons.
0.05 degrees. Though it had little prior
experience in working to such levels of
accuracy, ABJ rose to the challenge.
To ensure the tight tolerances were
achieved, trial assemblies were
performed at ABJ. The large temperature
differences that occur during the daytime in summer in Kuwait affected
the ability to achieve the required
tolerances, as set-up readings were
varying with the changing hours of
the day. Such problems would not
have arisen in Europe for example,
where this type of fabrication is carried
out inside a controlled environment
workshop. ÂEventually we overcame
that problem through careful work and
perseverance,Ê George Lahoud, the
operations manager of ABJ, told me.
A further challenge was the logistics
of handling and transporting the ring
segments from the Workshop to the
painting yard and then to the site of the
stadium. ÂEach ring element weighed
40 tons,Ê George said, Âand we had to
use 18m long trailers to carry them.Ê
ÂOur success,Ê he continued, Âis due to
the caliber of our human resources at
ABJ and the resolve our people always
bring to overcoming challenges. The
fabrication of the compression ring has
vastly improved our pool of technical
skills in the Workshop. And,Ê George
concluded, Âit has increased our
self-confidence and enhanced KNÊs
reputation by demonstrating the variety
and depth of our capabilities.Ê
Fabricating the ring involved a high level
of complexity and required very accurate
working. Extremely tight tolerances were
necessary, such as +/- 1mm on a length of
17m of ring elements and offset angles of
January - March 2006 9
Launch of EUCH
On the 18th February 2006 the establishment of the Emirates Utilities Company Holding
was announced in Abu Dhabi. EUCH will specialize in infrastructural projects in the UAE.
T
he new company is a joint venture
between Al-Qudra Holding PJSC of
the UAE and Utilities Development
Company Holding (UDCH), a subsidiary
of the M A Kharafi Group and a sister unit
within KN.
Working through a series of subsidiary
companies, EUCH will manage and
execute privately financed investment
projects under a variety of forms, including
BOT (build, operate and transfer), BOO
(build, own and operate), PPP (private
initiative partnership) and PFI (private
finance initiative).
The headquarters of EUCH have already
been established in Abu Dhabi, the general
manager and senior staff have been
appointed, and the company has assembled
a team of highly-skilled experts in:
development, planning and
management;
project financing;
planning, engineering and
contracting;
Members of the Board of Director of EUCH (from left to right): Samer Younis, Salah
Al-Shamsi (Chairman), Marzouk Nasser Al-Kharafi, and Daud Irshaid (General Manager)
to the growth of the UAE in the following
sectors:
water and wastewater projects;
infrastructure projects;
energy projects;
environmental projects;
industrial projects;
facilities management;
services and logistics; and
operation and maintenance; and
information technology.
support and logistics services.
The launch was jointly announced by Eng
Salah Salem Bin-Omair Al-Shamsi, the
chairman of Al-Qudra Holding and Mr
Marzouk Al-Kharafi, Vice President of the M
A Kharafi Group. At the event Marzouk AlKharafi stated that the M A Kharafi Group
has had an on-going active presence in the
UAE since 1966 and that EUCH represents
The UAE is currently undergoing rapid
development and both the federal and
local governments in the Emirates have
invited the private sector to participate in
the expansion of the countryÊs infrastructure.
EUCH has been positioned to contribute
10 January - March 2006
a raising of the GroupÊs level of investment
in, and commitment to the development of,
the country.
The partners in EUCH are well-matched.
Al-Qudra is a well-known investor in major
development projects in the UAE, while
UDCH, through KN and MAK Construction,
is contributing a wealth of experience in
large infrastructural projects in Kuwait and
the Middle East and Africa and its access
internationally to advanced technologies.
For KN, the launch of EUCH represents the
next plateau of its development as a major
presence in a wide range of international
infrastructural and facility management
projects.
Currently EUCH is actively examining many
potential investments in Abu Dhabi and its first
project is expected to be announced soon.
5th BOT Conference
… one of the main aims
of BOT … is to attract
advanced technology
into Kuwait through the
participation of foreign
expertise.
Left to right: Tawfik Al Garah, Chairman of KCMCC, George Labib, GM of UDC,
HE the Minister of Finance, Bader Al Humaidhi, Loay Al-Kharafi, VP of MAK Group
T
he 5th conference on the Role of the
Private Sector in the Development
of Infrastructure on a Build-OperateTransfer Basis was held in Kuwait at the
JW Marriott Hotel on the 18th and 19th
February 2006 under the auspices of HE
the Minister of Finance, Bader Al-Humaidhi.
The conference was organized by Kuwait
Commercial Markets Complex Company.
For the fourth year in a row, the main
sponsor was the Mohammed Abdulmohsin
Al-Kharafi & Sons Group (MAK Group),
which has a strong presence in
infrastructure development projects in the
GCC, the Middle East, Europe, Africa and
Asia. Addressing the conference, Nasser
Al-Kharafi, President of MAK Group,
took the opportunity to announce that his
group had established UDC-Holdings,
a sister company of KN, in 2005 as the
umbrella for all the groupÊs projects. He
also announced the launch of the Emirates
Utilities Company Holding (EUCH) which
was taking place in Abu Dhabi on the
same day as the BOT conference began.
HE Bader Al-Humaidhi delivered an
informative presentation on the Public
Private Partnership (PPP) concept. The
minister stated that one of the main aims of
BOT, besides involving the private sector
in the development of infrastructure and
so relieving the public purse of the costs
involved, is to attract advanced technology
into Kuwait through the participation of
foreign expertise in these projects.
The conference was also addressed by
HE the Minister of Public Works, Bader
Al-Hemeidi, who provided a list of BOT
projects for which the Ministry of Public
Works would be inviting tenders in the
future.
The conference discussed some of the
problems the private sector is facing in
relation to BOT projects in Kuwait. These
include a lack of unified procedures and
the excessive paperwork demanded by the
various ministries involved, the inordinate
time taken to obtain approvals, and the
maximum investment period of 20 years.
HE the Minister of Finance stated these
problems would be addressed in the
BOT law currently being discussed by
the Council of Ministers, saying that an
independent authority for BOT projects is to
be established to simplify procedures and
speed-up decision-making. He also stated
that the maximum investment period may
be extended to 50 years for certain longterm projects.
UF Pumping Station at Sulaibiya WWT&RP
Operated and maintained by KN
January - March 2006 11
e-Learning Arrives at KN
The efficiency with which e-learning can impart new knowledge gives this new form of instruction many advantages
over more traditional courses. Because KN considers its human resources to be its greatest assets, the company
has, in an alliance with HumanSoft of Kuwait, recently established an e-learning programme and is strongly
encouraging everyone in KN to take advantage of this new opportunity for personal advancement. Rob Fogelman,
Head of the Learning & Development within the Human Resources Department, explains why.
T
o stay ahead in todayÊs competitive
business environment, there is a
continuous stream of new skills, tools and
knowledge that our people need to learn.
From leadership development to coaching,
from team building to negotiating, our
staff members need the latest skills and
information so they can adapt to new
demands and responsibilities at a momentÊs
notice.
Accessibility, adaptability and
flexibility
KN staff will find that e-learning is very
accessible. All you need is a computer
and access to the internet or KNÊs corpnet
to gain access to quality education. This
enables training can be delivered to
places where student populations are
not significant enough to support an
instructor, or where qualified teachers are
unavailable.
This new form of learning is also highly
adaptable. Each learner can apply their
skills in a simulated situation that has
hundreds of possible paths and realistic
outcomes based on their performance. By
choosing from several possible responses,
students learn new ways of communicating,
solving problems and reaching goals.
As soon as they open the start-up screen,
learners gain immediate control and
flexibility. They can launch a tutorial, go
directly to the content, take a pre-assessment,
or search for a specific topic. Then they can
set about upgrading their knowledge at
their own pace.
12 January - March 2006
Other advantages of e-learning
This new form of learning has many further
advantages for both the company and the
employee. These include:
reduced skill gaps;
reduced time;
reduced costs;
has failed to equip us adequately. One
of the great strengths of e-learning is the
wide variety of short modules from which
employees can search easily for learning
topics that will help them in their immediate
work. Supervisors can also choose specific
learning topics designed to fill specific skill
gaps in their departments.
Reducing skill gaps, time and
costs
Studies indicate that technology-based
training can reduce learning time by
an average of 50% due to self-paced
instruction, immediate interaction, feedback
and personalized attention. Allowing
learners and their supervisor to choose
when to take training provides flexibility in
scheduling, reduces the cost of training and
therefore improves productivity.
All of us have, at some time or another,
found ourselves in a novel situation for
which our prior learning and experience
Learning can be delivered wherever an
employee is located, eliminating the cost
of travel and lost work time. In addition the
realistic simulations;
improved motivation;
reputable accreditations;
cost of e-learning decreases incrementally
as more people use a course.
Simulations & motivation
Kharafi nationalÊs courses ensure closed-loop
learning. Closed-loop learning allows users
to assess their previous knowledge, learn
new material, validate new material, and
review the skills they have acquired. This
translates into highly effective and targeted
learning for the employee and significant
cost and time savings for the company.
Pre-testing makes for very efficient learning
by filtering out a learnerÊs prior knowledge
and adjusting a course so that it focuses on
the skills the learner does not yet possess.
Students then have the freedom and
flexibility to navigate around the course and
go on to new material when they feel they
are ready, thus building a strong foundation
for continued learning.
As part of the learning process and to
assess how well new material has been
learned, e-learning makes much use of
simulations. As in real life, each character
in a simulation has a distinct personality and
the goal of each scenario is outlined at the
outset of each simulation. The simulation
characterÊs response to the learnerÊs choice
provides immediate situational feedback.
For example, a character in a frontline
leadership skills simulation might tell the
learner: ÂYou need to do a better job
communicating why the employee was not
chosen for a promotionÊ.
The feeling of accomplishment a learner
gets by mastering an e-test is significant
and gratifying. With e-learning, students
can review subject areas that they might
otherwise be hesitant to approach. This
focused training minimizes the overall time
required for training and maximizes the
training experience and thus the motivation
to keep learning.
Reputable accreditations
Accreditation is the evaluation of the skills
acquired upon the successful completion of
training courses or educational programmes
that verify that learners have met the quality
standards set by an organization, institution
or university. Accredited content may entitle
a learner to be eligible for college credits,
continuing education units or transcripts.
Accreditations that provide an employee with
educational certifications and qualifications
recognized world-wide will be attainable
through KNÊs new e-learning resource.
Project Management Institute (PMI), www.
pmi.org, is the worldÊs foremost advocate
for the project management profession. PMI
sets industry standards, conducts research
and provides education, certification
and professional exchange opportunities
designed to strengthen the profession. PMI
has more than 150,000 members in over
150 countries.
KNÊs comprehensive project management
curriculum provides effective preparation
for the Certified Associate in Project
Management (CPAM) and the Project
Management
Professional
(PMP)
qualifications, which provide critical
information on project management
theory, principles, techniques and
methods. These are internationally
recognized levels of certification in project
management principles and practices that
were developed in accordance with the
Project Management InstituteÊs PMBOK
A Guide to the Project Management
Body of Knowledge.
Roll-out
Initially not everyone will have access
to the new system. The rollout will be
phased and staged according to the
areas of the highest business need in
KN.
In-house training, covering mainly
behavioral and common skill gaps,
will commence shortly. Attendees will
be chosen on the basis of the results of
the TNA and Skill Gap Prioritization
exercises undertaken over the past
few months.
KNÊs e-learning can be accessed
through one of the following:
Corpnet (KN Intranet);
Internet; or
By booking time at the KN Elearning Suite at HRD - L&D Unit.
January - March 2006 13
Employees of the Quarter
The winners of the Employee of the Quarter Awards for the First Quarter of 2000 were
Abdullah Khaled Al-Zamel,
a cashier with Facility
Management, for his bravery
in refusing to surrender the
cash in his custody to an
armed robber and depositing
it in the safe at the Oula petrol
station where he was on duty.
Rabee Mubarak Al-Noubi,
a Facility Management
supervisor at an Oula petrol
station, for his courage in
resisting an armed robber
and following after him from
the station, thus providing
the police with vital help
that led to the arrest of the
criminal.
For personal reasons Rabee
was unable to attend the
awards ceremony.
Mohammed Shah Jahan, a
pump operator on project 1212,
for his honest hard-working
ability to carry out any type of
plumbing repairs in the hospital
where he works, and his
willingness to attend emergency
calls for which he stays close to
the hospital.
THE RUNNERS-UP WERE
NON-MANUAL EMPLOYEES
Taymour Ghonim, a quality control engineer in cost centre
9127, who spent long hours of his own volition monitoring
the quality of ductile iron pipes to ensure that they met optimum
quality standards both during and after production.
Ziad Nabaa, a project manager on projects 1159, 1175, 1301,
for ensuring that tight schedules and deadlines are always met
and for undertaking additional responsibilities whenever required
and for simultaneously managing several projects.
Bhakta Bhushan Biswas, a site engineer, who, as the sole
electrical engineer on the Customs Project, rescued the IT fiber
optical network at the Salmi site.
Messad Khalaf, a department administrator on the KOC facility
upgrade project, for his dedication in forming a team that
successfully performed all HR and administrative coordination
work relating to that project.
Ramaswamy Balaji, a technical clerk with ABJ, for maintaining
very systematic control over documentation and for upgrading
his knowledge of technical matters by recently completing the
ASNT NDT Level 2 course.
Sam Philip, a supervisor on project 2011, for being a hardworking dedicated employee at all times as well as an excellent
communicator.
MANUAL EMPLOYEES
Mohamed Rashad, an electrician on project 1220, for being
a very hard-working and sincere employee who always shows
an excellent awareness of job and safety procedures.
Sankaran Kutty, an electrical foreman, for being a very sincere
hard-working employee with an excellent knowledge of his
work, whose performance is always exemplary.
14 January - March 2006
Feliciano Mendoza Dalagin, a piping foreman with ABJ, for
doing a commendable job in the fabrication of the cat-walk for
the Sheikh Jaber Al-Ahmad Stadium and for ensuring the job was
completed on time and within the budgeted man-hours.
Mohammed Abdul Wahab, a steel erector on the KOC facility
upgrade project, for managing all equipment relating to projects
in a very professional manner.
NEW FACES AT KN
FAREWELLS TO
Christopher John Brocklehurst
has joined as an equipment operations
manager. A Scot who began his career
in RAF logistics, Christopher has ten years
experience in plant hire. Most recently
he was the manager of KharafiÊs Rapid
Access in Kuwait.
Fady Yehya Barakat is KNÊs new
procurement and materials control
manager in Lebanon. Fady has a
bachelorÊs
degree
in
mechanical
engineering and 13 years experience in
construction, including more than 5 years
in international procurement.
Giovanni Di Carlo has been appointed
as a construction manager in Kuwait.
Giovanni, a graduate of Instituto Tecnico
Tito Acerbo, Pescara, who is fluent in
several languages, has more than three
decades of varied experience in plant
construction.
J Emilio Alegre has joined KN as
a construction manager. A graduate
mechanical engineer from Italy, Emilio,
who is multi-lingual in Italian, English
and Spanish, has 15 years experience
throughout the world in project control
and commissioning.
Mark Brett has been taken on as an
equipment field operations manager
in Kuwait. A member of the Chartered
Institute of Transport in the UK, Mark
has over 40 years experience of the
mechanical engineering environment in
the UK, Africa and Arabia.
Victor Genever has been appointed as a
construction manager in Kuwait. A qualified
mechanical engineer, Victor has over 25
years experience in project, construction
and contractor management in Australia,
South Africa, and South and South-East
Asia.
Hani Shukri, a project manager on the DFC, after18 years
with KN. His farewell party on 1st March 2006 was attended
by Yousef Zahran, senior project manager DFC, Jamal Sabobeh,
country manager, Samer Taji, procurement & materials control
manager, MohÊd Ersan, project manager ADIA, Nicholas Ziadeh,
engineering services manager, and Alaa Gamal, construction
manager DFC. Hani is third from the left in our photograph.
Ghulam Mustafa, who has retired due to ill health after
working with KN for 13 years. A crane operator, he was thanked
for his loyal service during KNÊs 30th anniversary celebrations at
the Equipment Division on the 4th April 2006 by Rafiq Mikhail,
operations manager, Habib Mikati, corporate manager, Mohd
Balbeisi, equipment manager and Francis Joseph of HRD.
STAFF ACHIEVEMENT
Omar Mahmoud – PSP
Congratulations to Omar
Mahmoud who has recently been certified as a
Planning and Scheduling
Professional (PSP) by AACE
International (the Association
for the Advancement of Cost
Engineering). Omar, who
works for PCD in the UAE,
is currently assigned to the
EUCH team in Abu Dhabi. After studying in his spare time, Omar sat
a rigorous seven-hour examination that, along with proven practical
experience, enabled him to qualify as a PSP.
Zaki Fayes Al-Sadeq has joined KN
as accommodation manager. With a BA
in business management from Philadelphia
University, Amman, Jordan, Zaki has 19
years of personnel and administration
experience in the oil and gas production
and construction fields.
January - March 2006 15
Project 1186 Wins KN’s Inaugural
Cricket Tournament
K
NÊs first ever company-wide cricket
tournament took place during February and March this year at the KOC
grounds in Ahmadi. Despite disruption by
inclement weather during February, which
caused the postponement of many matches,
it was a resounding success.
Thirty-two teams, including MAK Construction, the only external team, took part in the
tournament. Employee participation was
massive: 512 played on various teams, 62
acted as score-keepers and 25 took on the
duties of umpires.
were, respectively, teams Project 1032
(Maintenance of Instrumentation at MAA
refinery) and Project 1001 (KOC Petrofac
Production facilities).
The 15-over final match, which took place
in the evening of Friday the 3rd March,
was very close and only decided on the
last ball, when Project 1186 managed
their 99th winning run. Both the teams had
lost 6 wickets. This match was umpired by
two external international umpires, Jose and
Mehmood.
The excitements of the final were preceded
earlier in the day by the childrenÊs matches in
which 30 young gentlemen, all sons of KN
employees, demonstrated their enthusiasm
for cricket. The children were coached and
then divided into four teams. They played
six overs per match. Each child received a
medal, certificate, and a cricket bat and ball
The games were opened on 1st February
by COO Nicola Coccioli. The competition
was organized on a Âknock-outÊ basis, with
two preliminary rounds, quarter finals, semifinals and the final match.
The overall winner was the team from
Project 1186 (Effluent Water Disposal
Plants). The first and second runners-up
16 January - March 2006
COO Nicola Coccioli opening the tournament
Coaching the champions of the future
as mementos of a thrilling afternoon.
1st Runners Up - Project 1032
2nd Runners Up - Project 1001
Tournament match in action
Just before the finals and following
intense coaching, two management
teams, captained by Antoine ElKhoury and Hanif Qureshi took
part in an 8-over match. Antoine
was ably supported by George
Lahoud, Ali Sakkijha, Manjit Singh,
Victor Genever, Anton du Plooy and
Manivel, while Hanif drew on the skills
of Rafik Mikhail, Don Brown, Richard
Barnett, Jeevan, Rob Fogelman and
George Johnson. As luck would have
it, HanifÊs team won.
The finals were attended by the
DMD and senior KN management,
accompanied by several members
of the KOC Sports Committee who
expressed their satisfaction at the
gentlemanly way in which the games were
conducted. At the end of the evening the
DMD presented medals to everyone on
the winning and two runners-up teams. The
umpires, special guests and the members
of the organizing committee received
plaques.
The Ahmadi grounds proved ideal for KNÊs
inaugural cricket tournament. KN erected a
large screen at one end of the pitch upon
which the scores were projected. During
breaks between games the screen showed
the DVD presentation about KN and it was
also used to project the prize giving, which
highly impressed the KOC Sports Committee
and invited guests.
The unqualified success of this first tournament
has guaranteed that it will become an
annual event at KN.
Children & Parents
January - March 2006 17
Annoyance & Frustration
B
ipin leaned back in his chair
and smacked his pen down
on the tender documents he
was working on. He glared across
at the desk on the other side of the
room where a mobile phone lay
unanswered, blaring a mixture of
grinding sounds. ÂItÊs impossible,Ê he
sighed wearily. ÂI just canÊt concentrate in this
atmosphere.Ê
Later, at lunch in the canteen, he was
discussing the recent cricket tournament with
his colleagues when suddenly their enthusiasm
was interrupted by a weird chirping sound.
The conversation fell into quiet annoyance as
Leslie answered his mobile. Their dissection
of the management match had just resumed
when a manager walked slowly by their table,
shouting loudly into his mobile, stilling their
conversation again.
Pramod shook his head. ÂTheyÊre everywhere,Ê
he said, Âthe most intrusive invention
ever. And why did he have to shout
like that?Ê
ÂWho knows?Ê Shalini said, ÂitÊs just a
bad habit everyone seems to have these
days. ItÊs killing productivity.Ê
ÂI agree,Ê Bipin nodded his head. ÂEvery
time IÊm interrupted it just takes longer to
get something done. ItÊs really frustrating.Ê
ÂItÊs not just productivity,Ê Pramod went on.
ÂWhen youÊre interrupted like that so often you
eventually get so annoyed you start making
mistakes in your work.Ê
ÂThey even allow them to ring during seminars,Ê
Leslie said. ÂThatÊs very rude. ItÊs almost an
insult to the speaker.Ê
ÂItÊs these Âphones that are also cameras that
get me,Ê said Shalini. ÂThey can send the
photos to other phones, just like text messages.
Some-one sent around a photo of me at my
desk the other day. I was really angry.Ê
ÂThat was a dreadful invasion of privacy,Ê
Bipin said.
ÂBut they canÊt be banned,Ê Leslie
said. ÂMobiles are too useful for
that.Ê
ÂMaybe the connection was bad,Ê
Leslie said.
ÂPeople have just got to use them in
a professional way, thatÊs all,Ê said
Pramod, Âin a way thatÊs appropriate
to our working environment, a way
ÂShouting wonÊt help in that case,Ê
Bipin said.
that doesnÊt intrude on the personal space of
others.Ê
ÂYouÊre right,Ê Bipin said. ÂAnd if everyone
doesnÊt start learning to do so soon then weÊre
going to end up with another set of rules weÊll
all have to obey. TheyÊll be posted on the
notice board soon, IÊll bet.Ê
Mobile Etiquette
Do not use loud, annoying or
unconventional ring tones;
adjust ring tone and volume so it is
appropriate to a professional
environment;
during meetings put the phone on
ÂsilentÊ or ÂvibrationÊ mode;
speak quietly rather than shouting;
keep conversations brief;
find a private place to talk when other
people are around;
never dial, talk and drive; and always
ask permission before photographing
someone with a mobile phone.
Remembrances
The DMD, senior management and all staff in KN offer their sincere condolences to the families and friends of colleagues
who died recently. May their souls rest in peace.
Seeman Thirugnanam, 29, passed away on the 14th
January. An Indian who worked as a semi-skilled
scaffolder on Project 1217, he had been working
with KN since October 2005.
Kamal Mohamed Fathi Emam, 54, died
on the 17th February of natural causes while on
vacation. An Egyptian working as an administration
representative with HR, he joined KN in February
1994.
Thiruvenkadan Gurusamy, 47, died of an illness while
in hospital in Kuwait on 25th February. A driver
from India with the Equipment Division, he had
been working in KN since August 2001.
Virgilio Arcega, 42, from the Philippines, who
worked on Project 1036, died of a heart attack
on the 16th February. A mechanical foreman, he
had been with KN since September 2004.
Mohamed Mahmoud M Osman, 39, drowned in the Red
Sea on the 3rd February when the ferry he was on
sank in a storm. An Egyptian tea-boy at Sulaibiya
WWT&RP, he joined KN in April 2001.
Peacock Vivian Basil, 55, died of natural causes due to
illness while on vacation in India, his home country.
A piping supervisor on Project 1186, he first joined
KN in September 2001.
Mohammad Abdul Rahman Shethwala, 22, died of a heart attack
in hospital on the 8th March. A mechanical helper from
Egypt who worked on Project 1196, he had only joined
KN in February 2006.
STAFF NEWS
Congratulations & Best Wishes to ……
Wilson Chacko, a secretary on the KOC facility upgrade
project, whose second son, Jerin Wilson, was born on the
27th September 2005.
Basit M Parkar, a CADD operator, whose wife Asma
presented him with a daughter Rukhsaar on the 5th
November 2005.
Abd El Nasser El Nouby Adam, of Equipment Division,
whose daughter Weaam was born on the 8th November
2005.
Ahmed Nabil, a secretary with project
1275, who married Aliaa on the 5th
November 2005.
Rizwan Ali, a time-keeper in the UAE, whose wife Noreen
Rizwan presented him with a son Muhammad Saqlain on
1st December 2005.
Ayman Emam, a project engineer on the Symphony
Complex, whose son Hazem was born on the 28th
December 2005.
Mohamed Ez-Eldin, a general
Haytham S Aboulhassan, a project manager with O&M,
who received the gift of a new daughter Nour on the 24th
February 2006.
supervisor, Accommodation, who
married Dr Hoda Ahmed on the 27th
February 2006.
Words of Wisdom
Mohamed Khairy, a project engineer with Bayan Palace
A leader knows the way, goes the way,
and shows the way.
O&M, whose son Mohab was born on the 1st March
2006.
⁄.. John C Maxwell
Mental Figures – 3
Reading from left to right, place the four numbers in the first, third, fifth and seventh boxes
Prize
in the order of your choice and use whatever operators you wish in the second, fourth and
All correct answers received before close
of business on the 30th April 2006 will be
put into a draw for a special prize. Send
your answer NOW to the editor on:
transmission@kharafinational.com
sixth boxes in the correct order to get the answer shown. Use the numbers only once.
Numbers: 7 7
7 8
Operators: + - x
/
Answer to Mental Figures - 2
Alternative solutions are possible.
Solution
The solution will be posted on corpnet with a link from this page about two weeks after this
issue of Transmission is distributed.
(October – December 2005)
Sixty-five correct answers were received by the
31st January deadline. The drawn winner was:
Mansour Shaikh, a senior planning engineer,
who received a valuable prize.