Untitled - Consolidated Contractors Company

Transcription

From the
desk of...
This year we have achieved a significant milestone by securing more Civil and Building projects
than Mechanical projects. Market dynamics has
played a major role in this achievement and there is no reason to assume that this
is the beginning of a sustainable trend. However, considering the intense competition in the Civil segments, this achievement is remarkable in many ways, not
least in demonstrating the resilience of CCC business performance.
While some of us may perceive this achievement as a tug-ofwar as this
Bulletin issue suggests, senior management see these statistics as a result of
healthy internal competition directed towards achieving strategically defined
goals and the achievement of the best results possible consistent with CCC capabilities and market conditions. It shows clearly that CCC Group family has the
flexibility and agility on corporate and on personal levels, when the will exists, to
achieve goals, believed by some, as being unreachable.
I have carefully read and reviewed many of the recent Bulletin articles submitted by our employees, seniors and juniors, as a "soul-searching" exercise for why
CCC is successful. Here below is a list for some of the shared common factors that
I detect.
• Deep rooted employee loyalty and sense of belonging to CCC.
Our employees feel that they are owners. This is a compliment to us owners
in that the strong beliefs and the positive and humble examples of Chairman
Hasib Sabbagh and President Said Khoury have imparted a healthy regime
of enthusiasm and self-confidence in the corporate ranks. This exuding
employee confidence encouraged the owners in turn to maintain a dynamic
and more daring risk-taking organization. “Yes, CCC can,” was our answer
when faced with additional complex client requirements.
• Humanistic and compassionate approach to complex and sensitive issues.
CCC is not a "hire & fire" shop and never will be. We appreciate our employees' hard work and contributions and re-train them constantly to equip them
with new skills required by market dynamics or fuelled by their desire to
assume higher responsibilities. The total welfare of our employees is the ultimate concern of the owners.
• A high sense of corporate integrity in tandem with devoted teamwork.
This has produced high quality standards in project development and execution, in safety and in corporate social responsibility and citizenship.
Let us all work hand in hand to keep alive this distinct culture, our growth
strategy and our leadership in the market place, alive and well. I can assert that
each one of our employees is a contributing and positive asset of the CCC family.
To all of you, our thanks, appreciation, and support.
Tawfic S. Khoury
Executive Vice President
EDITOR’S VIEW
Athens, an early discovery by CCC as its home for our
Managing Office, is proving to be the jewel in the crown.
This year, Greece won the Euro2004 Football Cup and is
hosting the Olympic games as this Bulletin goes to print.
Athens has managed to transform itself into a first-class
capital with enviable facilities and efficient transportation networks.
Yes, there will be big costs, overruns and debates associated with the Olympics’ costs and budget blow-outs, but the
truth is that every economy needs a vitalizing shot in the arm
every now and then and that is what Greece has experienced.
At CCC, we are proud to announce that 17 of our Athens
staff have been given leave to participate as volunteers with
the Athens2004 Olympics work force.
Well done, volunteers and very well done, Athens.
Relating this to Bulletin material, the gold medal of construction this year goes to CIVIL, as you will hear views about
this from our rejuvenated civil engineers.
In any case, whether Civil or Mechanical CCC blooms and
booms.
Nafez Husseini
Front Row (left to right):
Vasso Tselentis, Sue Lazariotou, Anna Hussein, Evy Sylamianakis, Evanthia Kaperoni, Jeannette Arduino
Back Row: (left to right)
Christina Ioannou-Griplas, Sleiman Abdo, Godfrey Soans, Samir Sabbagh, Elias Parchas, Penny Xenakis, Tony Abi Karam, Jose Philip and Fadi
Rafoul.
Missing (in Action)
Maria Athanasopoulou and Natalie Rifai.
Bulletin - 4th Quarter 2004
1
RECENT AWARDS
Sohar Port & Industrial Area Infrastructure Oman
Construction of a dual and single carriageway
port access road (including street lighting and
electrical services, drainage channel, fencing,
etc.), seawater cooling water return canal with
the related bridges and culverts, flood protection channel, administration and customs
buildings.
The Client is the Ministry of Transport and
Communications. The duration of the Project
is 24 months. Works started in August 2004.
Capital Towers - Main Construction Works Project - Dubai - U.A.E.
The Project is a multi-use development on
Sheikh Zayed Road, Dubai, consisting of two
towers on a podium with two underground
basements. One tower will comprise a hotel
and serviced furnished apartments of 35 levels
above ground. The second tower was intended to be furnished apartments of 42 levels
above ground and was changed to an office
building. A separate multi-storey car park
with 13 floors will be constructed on the adjacent plot.
The Client is Capital Investment International
- Abu Dhabi. The Project Manager is Hill
Group and the Consultant is RM-JM. The contract effective date is July 1st, 2004 with a
duration of 20 months.
Dubai Airport Expansion Phase II Airwing
Facilities Project - Dubai - U.A.E.
The Works include Architectural, Finishing
and Electromechanical works to eight
Hangars and an Administration building,
Ground Support Engineering building, Royal
Terminal and Main Gate House.
The Client is The Government of Dubai Department of Civil Aviation and the Consultants are Dar Al-Handasah.
The Contract start date was June 20, 2004 and
the duration is 300 days.
2
Cairo North Power Station 750 MW - Module II
Project - Egypt
The scope of work comprises the design verification, supply, construction and testing of
the Civil Works for the Cairo North Power Station.
The design scope involves the verification and
development of the conceptual design prepared by the Client, which is at a very
advanced and detailed stage, into a working
and final design, including preparation of
workshop and as-built drawings. The facility
will be designed to include a power block consisting of two 250MW combustion turbine
generators and one 250 MW steam turbine
generator.
The Client is Cairo Electricity Production
Company and CCC is in joint venture with
Hassan Allam Sons. The Project award and
start date is June 20, 2004 and completion date
is July 10, 2006.
Mina Al Fahal - Sohar Crude Oil Pipeline Project- Oman
Construction of 266 km of a 24 inch Pipeline,
12 Block Valve Stations, Pig Launcher at Mina
Al Fahal and a Pig Receiver at Sohar. Also the
construction of Telecommunications / E& I
Facilities.
The Client is Oman Gas Company for Oman
Refinery Company and the Consultant is Mott
McDonald. The award and start date was May
29, 2004 and completion date is December 17,
2005.
New Intercontinental Hotel Project, Construction Management Services - Aqaba, Jordan
Construction Management for the completion
of the Finishing, Interior Design, ElectroMechanical, FF&E and Commissioning of the
new Intercontinental Hotel in Aqaba. This is a
fast-track project and completion is anticipated by the end of January, 2005.
The Client is the National Company for
Tourism Development.
CURRENT PROJECTS
Sonatrach Building, Algiers
Segment
Date of
Completion
Building
Feb ‘06
Segment
Oman
Algeria
Baku-Tbilisi-Ceyhan Oil PL
Pipeline
South Caucasian Gas Exp. PL Pipeline
Aug '04
Aug ‘05
Kanye Ph. IV Infrastructure
Aug ‘04
Azerbaijan
Roads
Botswana
Egypt
Golden Pyramids Plaza, Ph1&2
Cairo North Power Station I
Sonatrach Car Park ALG.
Nubaria 2x750MW Pow. Station
Sheraton Heliopolis Extension
Cairo North Power Station II
Buildings
Heavy Civil
Buildings
Heavy Civil
Buildings
Heavy Civil
Oct ‘04
Jan ‘05
Apr ‘05
Apr ‘05
Jul ‘06
Jul ‘06
Alba Phase 3 - Site Prep., Bioko Mechanical
Supply of Aggregate for LNG
Train 1, Project, Bioko Island Heavy Civil
Dec ‘04
Feb ‘06
Equatorial
Guinea
Grenada
Kuwait
Int’l Rds Dhakh.,Sharqia,Dahera
Remedial Works/Bridges Muscat
Rech. Dam at Wadi Bani Kharus
Tana’am Ramlat Khailah Rd
Wadi Andam Road
Mahout Link to Nizwa - Thamarit
Rehab. of Nizwa - Thamarit
Oman - India Fertilizer Plant
Mina Al Fahal - Sohar Crude Oil
Sohar Refinery
Sohar Infrastructure
Roads
Roads
Hevy Civil
Roads
Roads
Roads
Roads
Mechanical
Pipelines
Mechanical
Networks
Jun ‘04
Sep ‘04
Oct ‘04
Nov ‘04
Dec ‘04
Jun ‘05
Jul ‘05
Jul ‘05
Dec ‘05
Apr ‘06
May ‘06
Dukhan Gas
Al Dakhira Area Sewerage
Sports Hall at Khalifa Sp.Ci. Doha
Ras Laffan Com Clng Water Syst
Ras Laffan Onshore LNG Plant
Al Khaleej Gas Develp. Phase 1
Doha South Sewage Treat.Works
Ras Laffan / Mesaieed Sweet Gas
32” Main Supply Pipeline
Mechanical
Networks
Heavy Civil
Mechanical
Mechanical
Mechanical
Networks
Pipelines
Pipelines
Sep ‘04
Oct ‘04
Oct ‘04
Mar ‘05
Sep ‘05
Dec ‘05
May ‘06
Oct ‘06
Jan ‘07
Road Development Program
Tertiary Rd Rehabilitation
Roads
Roads
Apr ‘05
Nov ‘05
Saint Lucia
Bridg. & Rds Impr. Proj., Con 3
Crusher and Asphalt Plant
Road Impr/ent & Rehab. Works
Roads
Roads
Roads
Roads
Roads
Feb ‘05
Jun ‘05
Aug ‘05
Oct ‘05
Nov ‘05
Rawdatain ‘C’, Burgan ‘B’ Subst.
Subiya Water Treatment Plant
Kifan ‘B’ & Rawda ‘A’ Substations
Booster Station 131
Rawdatain Oilfield
Al Khiran Infrastructure Works
Heavy Civil
Mechanical
Heavy Civil
Mechanical
Mechanical
Roads
Jul ‘04
Nov ‘04
Nov ‘04
Feb ‘05
Mar ‘05
Apr ‘05
Mururani Gate & Rundu
Roads
Feb ‘05
Qatif Gosp 1 Project
Mechanical
Congestion Proj. at Berri Gas Plant Mechanical
Sep ‘04
May ‘05
Jebel Ali 87/3 Hydrol. Study, Ph6
3 nos. 132/11 kV Substations
Exp. Nadd Al Hammar/Beirut Rds
Dubai Airport Expansion Ph2
Jebel Ali Power & Desalination
Capital Towers on Sheikh Zayed
Northeast Bab Project, Phase 1
Networks
Buildings
Roads
Buildings
Heavy Civil
Roads
Pipelines
Jan ‘05
Jan ‘05
Mar ‘05
Apr ‘05
Dec ‘05
Feb ‘06
Aug ‘06
LAM 10 Platform Upgrade
Offshore
Saudi Arabia
United Arab
Emirates
Jul ‘04
Turkmenistan
Namibia
Dualization of Onitsha - Oweri
Roads
Bajil Sanitation Project, Con1 Networks
Sep ‘05
Jul ‘05
Yemen
Nigeria
Sheikh Zayed Township
Palestine
Qatar
Date of
Completion
Buildings
Mongu - Kalabo Road
Apr ‘06
Roads
May ‘05
Zambia
3
PROJECT PROFILE
R as L affan
Main Elements
•
•
•
•
•
•
•
4
Seawater Intake
Cooling Water Pumphouse
Supply & Return Pipelines
Power & Control System and related building
Sea Water Outfall
Roads and Road Crossings
Auxiliary Facilities
PROJECT PROFILE
Common Cooling Water Project
March 31, 2004 was unforgettable in the memory of all those
who participated in CCW Project, as it was the day of successful
completion of the Project including handing over of all documentation along with the calibration of achieving more than 10
million man-hours without lost time accident.
The occasion was marked by a ceremony attended by QP,
RLIC, CCIC and Chiyoda Management and covered by the press
in recognition of a major successful national project.
For CCIC, an EPIC Contractor, the Project objective was to provide 296,000 M3/Hr of cooling water to various consumers in Ras
Laffan Industrial City and an infrastructure capable of handling a
total requirement of 966,000 M3/hr, this flow rate to be distributed
to various consumers and returned to a common outfall all in 29
months.
The main elements of the Project and the major construction
quantities can be summarized as follows:
Major Quantities
We faced many challenges during the project, the major one
being the IPP completion milestone, which is the complete supply and return of water to Ras Laffan Power Plant within 21
months from the project start date. The same involved commissioning of more than 65% of the project components 8 months
ahead of the project completion date.
Due to the great importance of this milestone to the client, we
took all necessarysteps along with our primary Engineering Subcontractor M/s. Chiyoda Corporation to build the plant accordingly, starting with Project detailed design through expediting
delivery of all long lead material and equipment, installation and
commissioning of all facilities required to meet this essential milestone.
As an EPIC Contractor driving all phases of the job, we were
able to see a clear picture at all stages and to take major decisions
Main Qualities
• Reinforced Concrete
• Cooling Water Piping
(Sizes ranging from 1.5 M to 3.5M)
• Equipment Installation
• Fire Water Line
• Structural Steel and supports
• Cable Pulling
• Excavation & Backfilling
• Dredging
• Breakwater
160,000 M3
52 KM
24 KM
8000 Tons
900,000 LM
1.5 Million M3
2.0 Million M3
3.0 KM
when required, for example design modification, air freight and
material substitution. Accordingly, we could also plan our site
activities ahead.
CCIC/Chiyoda qualified staff, teamwork and fighting spirit
reinforced by objective and wise management were behind the
successful achievement of this milestone as well as all other project milestones.
Here we have to say that even in construction projects, early
and deep involvement of Project key staff during design and
material procurement stage is one important factor towards the
success of major projects.
Due to safety access restrictions of 100 LM gap between welding and application of Glass Flake Lining in addition to the maximum allowable distance of internal sand blasting and lining
application of 50 LM from the nearest opening, the pipe welding
/ glass flake lining interface was one of the major problems at the
early construction stages. However, with careful consideration
piping team reached the most efficient procedure which is the
progressive pipe laying/welding and glass flake lining application
from two different points in between manholes and to meet each
other keeping the last joint close to manhole at the middle.
Design and constructability of the 3.5 M size GRP manifold
downstream pumphouse, which is the largest GRP pressurized
pipe in the world, was another major engineering, planning and
construction job.
As we have been through many experiences in this unique
job, we can summarize a few lessons learned for future EPC projects as follows:
• Clear and well-defined Feed Package will help to eliminate
disputes.
• Early constructability studies especially at critical areas are
essential for successful and timely completion of the project.
• It is always better to clear all Client comments on engineering documents as early as possible.
Finally, as CCW was another successful project for CCC, we as
Project Team are all proud to have participated in such an
achievement.
Nasser Ali
Project Controls Manager
5
QUALITY MANAGEMENT
Introduction
to
uality
Q
Introduction
Quality Management has been attracting increasing
attention from industrial and service organizations. Customers have adopted a new approach that encourages
organizations to study and implement quality improvement strategies. Continued financial pressures and growing recognition of inadequacy of the old approaches to
assessing and improving quality have reinforced this
trend.
Many organizations have adopted a quick fix approach
through partial implementation of quality improvement
principles: such attempts are likely to fail. Successful
implementation requires that managers develop a thorough knowledge of the core ideas of the quality improvement process and actively work to lead others in learning
and applying these ideas.
Historical Perspective
David Garvin in his book "Managing Quality" distinguishes 4 separate eras:
Management
• Create constancy of purpose toward improving
product and service
• Learn the new philosophy
• Cease dependence on inspection to achieve quality
• End the practice of awarding business based on the
price tag
• Improve constantly the system for production and
service
• Institute training on the job
• Institute leadership
• Drive out fear
• Break down barriers between departments
• Eliminate numerical goals
• Review work standards to account for quality
• Remove barriers that rob people of pride in their
workmanship
• Institute a vigorous program for training people in
new skills
• Put everybody in the organization to work to accomplish the transformation.
Core Aspect of Successful Implementation
• Inspection
Inspection era referred to early efforts of the industry to
monitor quality based on after-the-fact review of
manufactured products. This caused an increase in
inspection cost and did not prevent defective products from reaching the market.
• Statistical Quality Control
Implementation has proved to present a serious problem for organizations. The following items represent the
core aspect for successful implementation.
EMPOWERMENT
Reduce layers of
Management
Responsibility for
decision-making.
More information
to workers.
ORGANIZATIONAL
LEARNING
Learn new concepts.
Look outside the
organization.
Work in teams,
learn from each
other.
Make and accept
changes.
INNOVATION /
EXPERIMENT
Encourage experimentation.
Tolerate failure.
Encourage fast
response.
Customer Feedback.
Statistical Quality Control was introduced in the 1930's
allowed inspectors to select and production rather
than to test the entire output and to distinguish variation in products and signaled problems.
• Company-Wide Quality Improvement
This approach has been mainly implemented in Japan.
Japanese companies were convinced that quality
improvement will provide means to achieve goals
and they supported large-scale training programs to
support this initiative at all levels of the organization.
• Strategic Quality Management
Edward Deming first introduced strategic quality management. While his philosophy was initially rejected
in the USA, it was accepted widely in Japan. Deming’s approach to management provided major contribution to the success of Japanese industries. Deming condensed his philosophy into 14 points, which
became action items for top management to adopt:
6
QUALITY MANAGEMENT
The ISO Approach
Creating a Quality Culture
Many companies worldwide have implemented the
above-mentioned philosophies. However, industry lacked
a unique international standard to guide organizations in
this process.
This was provided by the ISO (International Organization for Standardization) by creating the ISO-9000/2000
series of standards. ISO-9000 series represents a guideline
for the development of a quality management system, and
also offers recognition by certification.
The implementation of the Quality Management System is a strategic decision in our organization and part of
long-term planning. The introduction of the Quality Bulletin will help in creating a quality culture. The Quality
Bulletin covers the following items:
• Overall view of the Quality Management System
• The basic philosophy of ISO-9000 / 2000 standards
• Elements of ISO-9000 / 2000 standards with parallel
examples related to our organization.
• Other topics of interest.
The first Quality Bulletin was issued in April 2004 and
will continue on a monthly basis. Quality issues will be
also covered in the CCC quarterly bulletin.
ISO-9000
Quality Management Systems: fundamentals and
Vocabulary
ISO-9001
ISO
Quality Management Systems: requirements
ISO-9004
Guidelines for
Performance
Improvements
The ISO-9000 series of standards was published in 1987
and was subject to major revision in the year 2000 driven
by the need of industry. The new standard is based on the
following concepts:
• System / Process approach to management
• Customer focus
• Continual improvement
The biggest impact is restructuring operations
into a series of processes, and using them to generate performance improvement. Also, we may
take the opportunity to re-evaluate our processes
and to remove activities of no added value
REFERENCES
• Managing Quality by David Garvin
• Deming "Founder of total quality management"
Henry Tadros
7
FEATURE
CIVILS
R BACK
Civil is booming again. "Civil" is no
more the "underdog" of the "hugely
successful
mechanical-orientated
Company". CCC is now a budding
aggressive competitor in the everexpanding civil circus of Dubai.
Civil in Dubai had started with the
landmark development of the "BurJuman Center" (Bur= land or coast,
Juman is a name of pearls) some 15
years ago.
For the readers who are not familiar with Dubai, it is a
city where only the main throughfares are named and,
therefore, to navigate around the city one does it by landmarks (must have something to do with the past Bedouin
lifestyle in the desert having to navigate by the stars.)
Soon after, CCC constructed part of
another landmark, the Sheikh Zayed
Road. It is the main road traversing
modern Dubai and along which are
more landmark establishments. We are
looking forward to seeing (or rather
delivering) those that are yet to be
born: Dubai Mall, Dubai Tower, Dubai
Land…
This road project was naturally followed by the development of the area
linking this road with old Dubai through 3 off-grade intersections; underpasses, a round about and flyovers. This
Trade Center Roundabout Project was also constructed by
CCC.
The roadworks market became so
aggressive in the early 90's with a lot
of hungry competitors and an almost
unique Client; the Dubai Municipality.
CCC had to aggressively compete
again to maintain its presence in this
very promising area. During this period CCC constructed the second phase
of Al-Aweer Sewage Treatment Plant - Dubai with Mannesmann (subsequently owned by Technip) as M&E subcontractor, followed by 2 sewerage jobs comprising of
pumping stations and house connections.
It is worth mentioning here the recent completion of
phase-6 of Sharjah Sewage Treatment Plant in conjunction
with the CCC sister company "ACWa". It was so successful
8
that it even had media coverage by all the local
media of Sharjah. Well, if it isn't a landmark, it
definitely was a "milestone" for ACWa.
By that time, this little "Civil" came of age
and was no longer the "Offshoot" of the
Mechanical Company, there, which was
needed to do civil jobs of plant foundations
and ancillary buildings … it was time to
branch out into bigger and better landmarks.
FEATURE
Now, on a more serious note, in March
2003 CCC was awarded the contract to build
the longest tunnel in the Middle East. This
was a cut and cover operation, including flyovers at tunnel ends, valued, at $187 million
and with a 24-month construction period. It
was to go right across the heart of the existing International Airport. The project was a
part of the overall expansion of Dubai's
very busy airport. The original airport had
been finished a few years before, but due to
a huge unexpected increase in passenger
traffic, it was already getting congested. At
the last air-show in Dubai, Emirates Air
announced its plans to enlarge its aircraft
fleet with the purchase of the new megacarrier, the A-380, which of course needs
longer runways and extended facilities. It
so happens that a main road traverses the
proposed new runways!! No problem,
build the road under the runway! That is
where we came in on the scene.
Another aspect of the expansion project was the relocation of the Royal Air
Wing. This project comprises eight new
hangars, a royal terminal building, support buildings and yes … a horse-loading
facility. Dubai has major roots and investments in thoroughbred horses, a close
association to its folklore and past. This project is worth
$132 million and is to be constructed in ten months.
Both of these projects are running concurrently and are
very fast track with risky and demanding logistics. So CCC
has joined forces with joint venture partners on both projects.
Back to our landmark navigation in
Dubai. The Trade Center Roundabout
where the first skyscraper on the right
hand side as you exit from the underpass is a first-class hotel. This is about to
be eclipsed by a new hotel and apartment buildings complex called Capital
Towers. The development comprises
two towers at 42/35 levels respectively. This is going to be
the first building on this prestigious stretch and will be
built by CCC. A $125 million project to be completed in 20
months.
Dubai "Danat al Dunia", the pearl of the world, is
becoming a real wonder, which hopefully will coincide
with another milestone in CCC construction history.
Munif Mahmoud
9
FEATURE
civil BOOM again!
In CCC during the last
decade or so we got used
to getting non-civil projects with tight but reasonable
construction
durations and at "civilized" prices. The recent
trend however has been
quite different. We are awarded a barrage of large civil
projects at extremely tight prices, and more critically with
"uncivilized" execution durations.
How else would one characterize the task of completing a luxury hotel complex (Capital Towers) in 20 months,
handing over 8 large aircraft hangars, an administration
and terminal building complex (Royal Airwing Hangars)
in 10 months, and building a giant sports complex (Khalifa Sports Hall, and the main subject of this article) in 16
months, with average monthly payment certificates in the
range of $ 10-20 million?
Securing such projects is certainly a source of satisfaction and heightened sense of achievement to the sales/revenue "junkies" in the Managing Office, but is also a major
contributing factor for increased ulcers and high-bloodpressure cases within the project management community…
Seriously though, the Khalifa Sports Hall is one of the
most challenging projects undertaken by CCC. The part of
the project that includes athletic track, football field,
swimming and diving pools, many small arenas for different sports, spectator facilities, changing rooms, parking
and general circulation areas etc. are quite routine with
tens of thousands of M3, M2 and LM of different civil and
associated E & M trades. The complexity and the chal-
10
lenge of the project centers on two fully air-conditioned
half shells covering the entire complex, and the time pressure under which the works have to be accomplished.
The main roof for the Sports Hall consists of two shells.
The surface of each shell is part of a large sphere of 325meter radius, appears as a nearly complete semi-circle in
the plan view. The radius of the semi-circle is 128 meters.
19 tubular steel columns, called lattice towers, support
each shell along its circular perimeter, and a 256-meterspan arch supports the edge of the shell along the main
diameter chord. The main arch is inclined 20 degrees off
the vertical and is supported on a massive concrete abutment at each end. The main arches and the rib trusses feature extensive use of pipe sections as structural members.
Roof purlins carrying the cladded roof are supported
almost perpendicularly on the rib trusses. Lateral loads on
the structure are resisted by the main arch in the direction
of arch span (the main chord of the semicircle), and by the
portal frames formed by the rib trusses continuous with
the lattice towers in the perpendicular direction (I think
this much description should be enough to tickle non-civil
imagination…).
Part of the challenge
was to design the roof
structure, size the structural steel tubes and sections (about 10,000 Tons),
perform a wind-tunnel
analysis, place orders for
the material within
weeks of the award, and establish a structural tubular steel
FEATURE
fabrication yard to build the structure on site in a very
short time.
In our profession, besides money, time is the most
important factor governing the performance and the outcome of a project. The projects that we have delivered on
time usually have ended up being also commercially successful. Time pressure, especially for technically complicated projects, compromises adequate constructability
reviews, hinders wide-angled commercial evaluation of
alternatives, tends to erode the resilience to overcome difficulties, and reduces the boldness and the courage to
introduce important changes.
Currently the Khalifa Sports Hall Project is halfway
through completion. It was a very difficult first half full of
problems that should provide valuable topics for discussion in one of our future "lessons learned" meetings. The
second half will not be any easier than the first one. Every
day will be as challenging as the ones the project experienced so far till the expected completion date of the project early 2005. We should not let what we cannot do interfere with what we can. CCC is lucky to have people like
Youssef, Ahmad, Mahdi, Ehab, Marwan, Imad, Hisham,
Loui, Joseph, Samir and others carrying the burden of
completing this project along with our JV partner.
Once a mind is stretched to new ideas, it can never
return to its original dimensions. Projects like the Khalifa
Sports Hall help separate CCC from the crowd of other
contractors. And when this project is successfully completed it will be one of many pillars carrying the professional pride of CCC.
Leon DerOhannessian
11
FEATURE
Civils on the High Ground!
The recent surge in
civil works tenders and
jobs is nothing new to
CCC; civil works were
always there.
The great civil jobs in
the mid seventies/early
eighties were the major
successes that shaped
the company and were
in fact the breeding
grounds or the school
that produced many of
the current professional
management. Furthermore, these jobs and the experience gained in their construction and in interfacing with the construction giants of
that time was the catalyst that helped set the systems and
organization that distinguish CCC.
"The great civil jobs" are jobs similar to the Jubail Commercial Harbour, University of Petroleum and Minerals
and Jeddah Power plant in Saudi Arabia; Zayed Sports
City and Umm el Nar power plant in the Emirates; and
Nizwah Thamarit Road in Oman as well as many others
that are landmarks in their area.
The need for rapid development in the Gulf area initially was the reason for the abundance of these major civil
infrastructure jobs at the time. The area was badly in need
of roads, harbors, airports, power and desalination plants … etc.
12
As an example, Saudi Arabia's road from Dharan to Jubail
in the late seventies was very dangerous and had only
two lanes compared to the modern highway that exists
now.
This requirement and abundance of civil jobs led also
to the abundance of civil contractors and an increasingly
competitive civil works environment, so when the initial
basic jobs were completed there were too many civil contractors hungry for the too few available civil jobs which
in turn led to a sort of recession in terms of sales in the
mid-eighties.
During the period that started in the late eighties,
lucrative Oil & Gas and Petrochemical projects bloomed
and overshadowed the limited number of good civil jobs
that were awarded to CCC. The main reason for this boom
was that the Gulf countries needed to modernize their
plant and to have major industries to diversify their
income. With these jobs the recession was over and everybody enjoyed this success.
Recently and due to many economic changes in CCC's
main working area (The Gulf), we were overwhelmed
with civil and buildings tenders and were also able to
secure many jobs. The reason for that could be the flight
of Arab capital from the west, followed by a boom in real
estate in the Area. CCC is now following segments in
some Areas that were abandoned many years ago, such as
buildings in Saudi Arabia and roads in Kuwait.
CCC's clients are now looking for more prestigious jobs
and elegant architectural concepts as well as landmarks.
FEATURE
The Tower, which will be the centerpiece of the Burj Dubai
development, will be the tallest building in the world and
by a good margin.
The Faisaliah and Kingdom Towers in Riyadh as well as
the marvelous strip of high-rise building along Sheikh
Zayed Road in Dubai are clear examples of this trend.
Even aircraft hangars that used to be simple structures
similar to a warehouse are now very stylish with a futuristic concept as our recently awarded Air Wing Facilities in
Dubai.
Civils are on the high ground again, and sales up to the
end of July, are more than eighty-two percent civil. However,
and especially in Dubai and Qatar, our clients seem to be racing against time. They want their projects "yesterday". As an
example, when we received the tender for the Burj Dubai
Mall, which will be the largest in the world, we were initially
given less than ten days to prepare technical and commercial
proposals, and the total construction period to build more
than one million one hundred thousand square meters, ready
to be opened to the public, is just twenty-eight months.
These tight schedule jobs are a major part of what is
available in the market. We are not in a position to dictate
our conditions to the Clients. Although sometimes many
of these conditions do not seem right or achievable, they
are still imposed by clients and it appears that others are
accepting and probably meeting these requirements. The
number of tower cranes and construction activities
around the clock, particularly in the Jumeirah Area in
Dubai and the West Bay Area in Doha, are the best proof
of this.
CCC has met the challenge in performing and delivering on time mega jobs in the past, whether Civil ones in
the late seventies/early eighties in Saudi Arabia, UAE and
Oman or the Mechanical ones in the nineties, and will definitely meet the challenge of the tight schedule jobs now.
All it needs is hard work and as our big boss used to say
when we complained about our workload: "Hard work
never killed anyone".
Antoine Haddad
13
AREANEWS
EVP VISITS BS - 131 NORTH KUWAIT PROJECT
Kuwait
Panoramic View of the BS -131 Main Pipe Rack
Our Executive Vice President, Mr. Tawfik Khoury, visited
the BS 131 project in Kuwait on April 18, 2004, conducting a
full-scale site tour, meeting the Project Team and Snamprogetti Management. The EVP was briefed on the project status
and the forecast completion date.
BS-131 is the largest construction project in North Kuwait
at the moment. The project was awarded in 2001. A few
months later and due to a huge explosion in the existing GC
15 and BS 130, the scope of work was radically revised at the
request of KOC. After the completion of the revised Engineering, the work quantities increased by about 60%, and a
revised SCOW and turnover date were established.
The major achievements to date include completion of
pipelines erection, all major foundations, Building structures
and Pipe racks steel erection. The current percentage completion crossed the 50% benchmark and forecast project completion date is end-April 2005.
Saher Hamza
Mr. Khoury at the Gas Compressors Area
EVP, Sr. AM and Project Team
CHIYODA VISITS CCC
MOA
A delegation comprising Chiyoda's Top Management visited Managing Office, Athens on July 26, 2004 and was
received by Mr. Said Khoury.
The delegation was headed by the President of Chiyoda,
Mr. Nobuo Seki and included Mr. Fumio Nagata and Mr.
Hiroshi Kobayashi.
Both Chiyoda and CCC re-emphasized the importance of
working together as partners in the Middle East and discussed how we can look at ways of optimizing EPC costs.
Samer Khoury
Executive Vice President - Operations
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SAID KHOURY IT CENTER OF EXCELLENCE
Palestine
Objectives
For many years to come, the Said Khoury Information
Technology Center of Excellence at Al-Quds University will
serve Palestine's future generations in the field of Information
Technology by providing them with access to opportunities
for income generation. It will contribute to Palestine's ability
to build a significant Information Technology industry.
SKITCE will provide the facilities, resources, and tools to
develop both a research and development culture and activities on campus in a rich environment for innovation and creativity. The IT Business Incubation Service at the Center will
enable people with good ideas in IT to find a place to work
and develop their ideas.
SKITCE will build on the current Al-Quds highly qualified
IT staff. Professors from Computer Science, Information technology, and the Computer Engineering departments will join
the staff.
Certified Training Programs
Career Development
With the continued demand for skilled workers across
Palestine and in the local business community, SKITCE is
offering a full career development solution that enables students to build successful careers with 21st century skills.
As a member of several of the best leading programs in the
world of computer professional training, SKITCE offers basic
through advanced IT training designed to fit the diverse
needs of its students. From desktop skills essential for today's
workforce, to networking and programming skills for IT professionals, students are empowered to realize their potential
with the skills gained.
SKITCE has established relations with the leading IT companies and is an active member in the following programs:
• Cisco Networking Academy
• Sun Java Center
• Intel: Teach to the future program
Dynamic Application Development provides students
with the fundamentals of Web application site implementation by using PHP. This course focuses on creating a PIP Web
application that delivers dynamic content to a Web site.
CCC ATTENDS 10TH PMI
UAE
CCC participated in the Dubai Project Management Institute Conference & Exhibition May 25-27, 2004 represented by
three of its managers, Hamed Amin, Mazen Qaddoura and
Mohammad Al-Haj.
We were continuously busy explaining our company structure, affiliates, business activities, know-how, projects, capabilities, locations of work and so on. Visitors were happy to
learn the details, which were new to many.
We had a well-organized booth that attracted a majority of
the participants and visitors, despite being built in a small
area of 3x4m.
Mohammad A. Al-Haj
15
AREANEWS
A LONG SAFE JOURNEY
UAE
On December 28, 2003 the ownership of the CCC SharjahJebel Ali Gas Pipeline reverted to the Governments of Sharjah
and Dubai as per the Agreement of 1986.
This project marked a new approach adopted by the two
Emirates towards an old border dispute. The development
and the making of this deal contributed to the change of attitude and behavior of the two Local Governments to a more
conciliatory disposition in resolving a territorial quarrel,
enabling the surplus gas from Sharjah to replace the expensive liquid fuels used by Dubai Power and Desalination
Plants.
Amoco Oil Company, acquired by B.P. in 2000, discovered
unassociated gas in commercial quantities in Sharjah in 1978.
Before this discovery the Emirate production level of oil was
very low, a few thousands barrels per day from Crescent
Mubarak offshore field, which reached a peak of 70,000 barrels per day in the early 1970's. The gas find by Amoco presented Sharjah with new prospects for development and
growth. I remember President Said Khoury foreseeing the
construction opportunities associated with the plans for utilization of this new resource. His friendship with the leaders
of the Emirates, his good relations with the principals of the
International Oil and Engineering Companies and CCC’s
high standing as a reliable and capable partner, paved the
way for our active involvement in the development and construction of major gas projects in Sharjah.
The Gas Pipeline to Dubai was the most interesting and
unique of these projects. Amoco was not interested in owning
a pipeline that crosse disputed borders, but coveted selling
the flared gas. Dubai was interested in buying cheap fuel at a
delivery point in Jebel Ali. The pipeline project reconciled all
these divergent positions as a privately funded, owned and
operated enterprise. Here, I also remember O.W. (Dub) Stanley who, as a member of the CCC team, steered and negotiated the project in Sharjah and in Houston, Texas, and who
made valuable contributions towards the success of this deal.
The project to build 73 km of pipeline from Sajaa in Sharjah to Jebel Ali in Dubai in 1986 was expanded to add Compression Facilities at a later stage to increase the level of daily
deliveries from 70MMSCF initially to a peak of 480MMSCF in
1997.
The right of way and construction activities started in 1985
across the sand dunes that were sparsely populated. Our
crew surveyed the pipeline route in the desert once a day. The
UAE in that period was on the path of remarkable growth and
countrywide development with road networks, housing
schemes and urban facilities emerging everywhere. As a
result of this our crew had to increase the route surveys to
four times each day in both directions to secure the safety of
the high pressure pipeline and that of the public who came to
live in close vicinity of the pipeline route and turned the
desert into villas with gardens and farm lands.
16
Over the years,
the depletion of the
gas source in Sharjah and the increase
in the consumption
of gas by the power
plants in the Emirate rendered the
surplus quantities
that can be transported
in
the
pipeline to Dubai
insignificant
in
2003.
At present the
Local Government
of Sharjah uses the
stretch of the pipeline within the Emirates to continue delivering gas to the Sharjah Cement Factory in modest quantities.
Dubai, with a current peak demand of 950MMSCF of gas
per day, receives daily 500MMSCF of gas per day at Jebel Ali
from Abu Dhabi, and compensates for the shutdown of Sharjah gas supply by using its gas from Margham field and firing
liquid fuel occasionally. The 60KM of pipeline in Dubai territory is used intermittently to deliver, in reverse flow, gas from
Jebel Ali to Al Awir Power Station, which is located inland
between Sajaa and Jebel Ali.
For the future, Dubai looks forward to the Dolphin Project
to provide its long-term requirements of gas from Qatar. The
likelihood for Sharjah and the other Northern Emirates to use
"Dolphin Gas" is also expected in the future.
The ever-increasing demand for gas as a clean fuel is
encouraging other potential sources in this region to be put
into commercial use provided the political and economical
risks permit the realization of such ventures.
The Sajaa-Jebel Ali Pipeline Transmission System that was
built by CCC in 1986 as the first BOT facility in this area will
surely be a part of the future gas network for the Gulf countries.
We at CCC can be proud of our involvement in this special
project. As usual we fulfilled our obligations and satisfied the
anticipations of our Clients and other concerned parties.
A word of thanks is due to all who contributed to this successful project and specifically to the Pipeline Crew who since
February 09, 1986, the date for the first delivery of gas to
Dubai, toured the route of the pipeline and manned its controls system diligently and competently for every day and
night till December 28, 2003. Their dedication and hard work
was the main contribution to the safe operation and accident
free service of this pipeline.
Samir N. Khoury
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PALESTINIAN POWER COMPANY
Palestine
The Palestine Electric Company, the sole Palestinian
provider of electricity to the Gaza Strip, reached Commercial Operation on March 15, 2004 and started trading on the
Palestine Securities Exchange on May 10, 2004.
The Palestine Electric Company (PEC) was established in
Gaza, in 1999.
PEC operates under
the mandate of being the
sole provider of electricity to the Gaza Strip
through an Implementation Agreement with the
Palestinian
National
Authority and a Power
Signing with the Palestine Securities
Purchase
Agreement
Exchange (PSE) on March 28, 2004.
with the Palestinian Energy
Authority.
Having achieved Commercial Operation on March 15,
2004 with a capacity of 140MW, the Palestine Electric Company held its first General Assembly Meeting on March 29, 2004
in Amman with video conferencing with Gaza and Ramallah.
The PEC Board of Directors met in Amman and participated
in the Board Meetings and the General Assembly Meeting,
the signing ceremony with the Palestine Securities Exchange
and a celebration dinner for the accomplishments of PEC.
During the General Assembly Meeting the shareholders
elected the new Board of Directors upon which Mr. Said
Khoury-President of Consolidated Contractors Company
(CCC) was elected as Chairman, Mr. Shukri Bishara Arab bank
CFO, was elected as the Vice Chairman and Mr. Walid
Salman, CCC Palestine Area General Manager as the Executive Managing Director.
Palestine Electric Company signed the stock-listing agreement with the Palestine Exchange on March 28, 2004, and
started trading on the market on May 10, 2004.
Palestine Electric Company/Gaza Power Generating
Company from 1999 to 2004
Having got off to a good start in 1999, Gaza Power Generating Company (GPGC) the operating arm for PEC faced
major hurdles, but thanks to the dedication and commitment
of the Sponsors, the project continued to progress. Some of
the main issues, which impacted the project, were:
• The start of the intifada in September 2000 forced the
project to face major construction delays due to the
inability to deliver equipment to site.
• The rising hostilities raised high-risk questions by the
EPC contractor, Alstom Power (AP), who eventually
declared Force Majeure in October 2000.
• The sudden filing of bankruptcy by Enron in November 2001.
Enron's Collapse
Enron's collapse clearly meant
that GPGC was experiencing a
major void within its entire organization and the threat of the project foreclosing was imminent.
With this situation in hand, CCC,
who is a major shareholder in the
project, actively pursued the
Said Khoury
interests of the project in two
Chairman-PEC Board of
main ways:
Directors
• Encouraging GPGC to take over
the Owner's Engineering (OE) responsibilities of Enron
in order to maintain the existence of the project and its
efficient execution under the various contractual obligations of GPGC;
• Facilitating the transfer of the Enron shares to Morganti
Development (USA) to maintain the existence and
integrity of the project.
During 2003, the company faced a tight cash flow situation
and on November 16, 2003, a signing ceremony was organized at the Arab Bank Headquarters in Amman, at which
GPGC/CCC and Arab Bank senior executives met in the presence of high-level members of PNA to sign the restatement
and amendment credit agreement.
PEC/GPGC team in Gaza
Internal Restructuring
GPGC has undergone a major internal restructuring exercise under which an Executive Managing Director was
appointed by the GPGC Board of Directors in 2003 with the
mandate to overlook the entire operations of the company.
During this time, a new and well-structured management
team with clear functional responsibilities was put in place.
As a result, all procedures, policies and responsibilities have
been enhanced and upgraded to meet the current conditions
of change throughout the organization.
Following the Enron bankruptcy, it became apparent that
the project was experiencing a void within the management
and operations functions. In order to fill this void, a core team
was formed for the purpose of realigning, controlling and
developing systems for all of the administrative, commercial
and financial related functions across the project.
Dareen Salman
17
AREANEWS
11TH OIL AND GAS EXHIBITION AND CONFERENCE
Azerbaijan
Since 1994 it has been a tradition to convene the caspian oil
and gas exhibition conference in the Republic of Azerbaijan.
Every year, a large number of companies, working in the field
of oil and gas, participate in this exhibition and conference to
display their goods and services and to establish collaboration
with national and international companies. Overseas investment in the oil and gas sector focuses particular attention on
various manufacturers and suppliers.
On June 1-4, the 11th caspian oil and gas exhibition conference took place in Baku, Azerbaijan in the Sports Complex
building named after Heydar Aliyev. Major oil and gas companies, such as SOCAR, BP, Exxon Mobil, Statoil, as well as
contractors and service providers for the oil and gas Industry
participated in the Exhibition.
His Excellency Mr. Ilham Aliyev, the President of the Azerbaijan Republic, opened the exhibition in a ceremony that
was attended by foreign ministers of energy, members of the
government and executives from the oil and gas Industry.
Visitors walked along a string of interesting stands, and
they were able to collect a wealth of information and knowledge about the participants and their contribution to this
industry. Stands belonging to well-known companies and
giants in the oil and gas industry had an an enchanting effect
with their special designs, and this year CCC had a specifically-designed stand that was, with its modern design, red color
and rotating CCC logo, one of the main attractions for visitors,
oil and gas executives and representatives of participating
companies.
A large CCIC around the world map and a map of the BTC
Pipeline were placed at the front of the stand. Also, photos of
the Baku-Tbilisi-Ceyhan Pipeline project and the Karachaganak project were placed in the stand, along with CCC's slogan: Delivering Tomorrow’s Construction Technology Today.
The large number of visitors touring the stands, including
members of the media, were drawn to CCC's construction
achievements and world-wide activities and the BTC Pipeline
Project, the strategic position and importance of Azerbaijan.
This was the fourth time that CCC participated in this exhibition, and this year was a very special year! His Excellency,
Mr. Ilham Aliyev visited our stand, one of a handful of stands
that were visited by His Excellency. He expressed his keen
interest in the project and I was very proud to respond to the
questions of His Excellency and to provide relevant information.
I recall Mr. Samer Khoury, Executive Vice-President - Operations, email early in the year, requesting that CCC be "well
represented" this year at the Caspian Oil and Gas Exhibition
… and indeed it was!
Juan Boulos
Presentation to his Excellency, Mr. Ilham Aliyev
On June 9, 2004 I had the hononr of making a presentation
to His Excellency, Mr. Ilham Aliyev, the President of Azerbaijan Republic, who was accompanied by Mrs. Mehriban
Aliyev, First Lady of Azerbaijan, about the construction of the
BTC pipeline.
Also present were Mr. Natig Aliyev, the President of the
State Oil Company of the Azerbaijan Republic; Mr. David
Woodward, the President of BP Azerbaijan, and Mr. Michael
Townsend, the President of BTC Co, along with members of
the government.
My presentation covered CCC's construction activities on
the BTC pipeline, the state-of-the-art technology used, the
progress of the construction and the positive impact of the
project to the local economy, in particular, with regard to
employment where more than 2,300 Azerbaijani nationals are
or have been employed on the BTC Pipeline Project and who
came from various regions of Azerbaijan.
18
I am proud of having had the opportunity to make this
presentation to His Excellency!
Juan Boulos
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LEARNING ACTIVITIES AT CCC
UAE
Nothing energizes employees and enhances their commitment and loyality more than opportunities for learning and
development. Offer them training, opportunity for development; employees will work harder and smarter. Our company has been providing these opportunities for many years,
and with a lot of emphasis from three years on, coinciding
with the creation and launching of the in-house Leadership
Training Program by Dr. Riad Elhaj on April 1, 2001.
The in-house Leadership Training Program has relied on
the state-of- the-art in its content, structure, presentation and
most importantly in its emphasis on CCC culture, values and
the 23 CCC competencies (as identified by the Hay Group).
The Leadership Training Program includes nine
workshops/seminars on: Leadership and Management, Communication, Delegation, Motivation, Teamwork, Negotiation,
Empowerment, Problem Solving and Power and Influence.
So far, Dr. Elhaj has presented more than 70
seminars/workshops to more than 1500 CCC employees from
Bands 13 to Graduates Under Development, at almost every
CCC Area around the globe, from Botswana to Azerbaijan.
The Training Program has helped to enhance the leadership
culture, STET leadership awareness and leadership capabilities of many of our employees at different levels. The rating of
the Leadership Training Program as at May 30, 2004, stands at:
60% excellent, 30 % Very Good, and about 10 % Good.
Other in-house training activities, which are taking place
in some areas, include the cost control and budgeting, quality
control, and health, safety and environment (HSE).
In addition to the in-house leadership training activities,
the company has provided the opportunity in years 2003 and
2004 to many of our project managers to attend
seminars/workshops by leading international training companies on topics such as: Negotiation, Leadership, Contractual
Matters, Risk Management and Project Monitoring. Besides,
two executive management courses on Project Management
Professional Certification will be taking place in July and
December 2004.
The in-house Leadership Training Program is relentlessly
getting more dynamic and more effective by having more
emphasis on workshops and real construction case studies. It
keeps abreast with the latest knowledge and technology,
which together with all other outside learning opportunities
will continue to help many of our employees to learn and to
develop in our company.
Dr. Riad Elhaj
E-SOLUTIONS BY UAE MINISTRY OF LABOR
UAE
We live in an increasingly interconnected society where
reliance on the Internet is becoming indispensable in many
aspects of our life. Many people nowadays are more encouraged and are better
equipped to use the
Internet anytime in
the 24 hours to execute
many of their daily
tasks, from banking,
buying, learning, paying bills, filling in
applications, processing governmental procedures, etc.
The UAE Ministry of Labour, in a dedicated effort to
streamline electronic systems, has launched a state-of-the-art
Internet based system to replace the old manual one, in order
to enhance productivity and to speed up the processes related to labour transactions.
H.E. Mr. Ahmad Kajur, Under-Secretary of the Ministry,
found time in his busy schedule to visit our offices and inspect
the implementation of the new system by our staff. In a professional and friendly atmosphere H.E. Mr. Ahmad Kajur and
I had a long discussion on the importance, the need of such
an e-system, and the many benefits that will result to all parties. Later on, other CCC staff team members joined us from
our department, namely, Ousama Zeibak - representative of
our company to the Ministry of Labour, Wassim Chafati,
Mohammad Redha, Mohammad Bouthour, Delara Oumiarova as well as Robert Watfa, our ISD specialist. H.E. Mr.
Ahmad Kajour had the opportunity to have a close look at the
marked differences between the old and the new system.
The positive cooperation between UAE governmental
institutions and CCC has always allowed us to deal with new
changes in a highly constructive way, which has surely added
strength to our company's efforts for better productivity and
performance.
Walid Shuhaiber
19
AREANEWS
TACKLING WASTE AT SOURCE
ACWa
ACWa Services has extended the effluent treatment facilities at
Hazlewood Foods' Selby site following bottling plant expansion.
Due to the expansion of business in cooking sauces and the
completion of a new specialist dressings' bottling facility at its
manufacturing centre in Selby, North Yorkshire, Hazlewood
Sauces and Pickles is extending its effluent treatment plant to
treat higher volumes of process wastewater. The design and
build contract, which has been awarded to Skipton-based ACWa
Services by plant operator United Utilities (UU), will allow Hazlewood to treat a projected 30% increase in effluent flow and load
while operating well within the revised discharge consent.
Hazlewood Foods is one of Europe's leading manufacturers of
own-brand convenience foods and a corporate member of
Greencore. Recently, the increasing volume of process wastewater discharged from operations at the Selby factory put pressure on the existing effluent treatment facility and, due to limitations in hydraulic capacity, the plant was unable to satisfy changing process requirements. The existing plant, designed and
installed by ACWa in the early 1990s, had been effective and trouble-free when operating within the limits of its intended design
capacity - an instrumental factor in UUs' decision to select ACWa
as main contractor.
tank capacity is exceeded, it will be directed to a new 300m3
calamity tank, installed as an additional holding facility.
The calamity tank will allow effluent to be fed back into the
system at times when there is a reduction of incoming flow or will
hold it in readiness for tankering away from site. The new balancing and calamity tanks will be capable of handling any abnormal peaks in flow. A mixer will be installed to ensure complete
homogenization of the effluent and effective chemical mixing
while creating optimum conditions for the downstream hybrid
reactor process.
A NATURAL PROCESS
The reactor process is achieved by allowing naturally occurring bacteria in the effluent to partially acidify the organic content
of the COD. To address the problem of odour, the plant will
GETTING IN A PICKLE
When formulating the revised process design, ACWa took into
account the fluctuation of volumetric throughout and the
COD/BOD loadings produced by seasonal changes in production. Due to the pickling season, the levels of effluent have a tendency to increase during September-January and decrease during February-August when the plant switches to sauce production.
At the re-design stage it was also necessary to consider the
strict requirements of volume and flow. Following an evaluation
of the existing treatment process in relation to revised customer
requirements, ACWa submitted detailed recommendations and
updated design proposals, which would allow the system to handle an average flow of 2,500m3/d with a maximum flow-rate of
4,800m3/d. The process would also be capable of treating a maximum COD loading of 12,000kg/d with an effluent discharge
quality of 750kg BOD/d. The contract for extending and upgrading the Selby plant comprises the design, supply, installation, testing and commissioning of all the mechanical and electrical systems, together with associated civil engineering works.
The new process will include effluent collection and transfer,
screening, primary settlement and balancing, pH correction,
nutrient dosing, heating, anaerobic treatment, sludge removal
and storage, bio-filtration, final settlement and odour control.
At the Hazlewood site, wastewater gravitates to an existing
transfer sump from which it will be pumped to a screening, primary settlement and balancing facility. Alternatively, if the effluent is on an unusual strength or the balancing/pre-acidification
20
incorporate an emission control system based on an ACWa AIR
packed tower wet scrubbing process.
In operation, exhaust air streams from the balance and calamity tanks will be ducted to a local exhaust fan. This will be installed
to provide the required exhaust suction and discharge pressures
to compensate for pressure drops in the ductwork. Gases from
the balance and calamity tanks, combined with exhaust gas discharged from the upstream biofilter, will be ducted to the main
exhaust air fan, which provides pressure to overcome the resistance in the ductwork, scrubber and stack.
Extractor hoods installed over the sludge tanks will also direct
odours into the scrubbing system during the decant cycle. Effluent from the collection sump will be mainly pumped to the inlet
of a new rotary screen, which will discharge screenings to a compactor for off-site disposal.
Screened effluent will then gravitate to a new primary settlement stage installed with a swirl-flo clarifier. At this stage of the
process, duty/standby pumps will remove gross solids from the
effluent and transfer them to a sludge storage facility and, under
normal operating conditions; clarified liquor will gravitate back to
AREANEWS
the balancing stage. As it is necessary for effluent in the downstream anaerobic treatment process to have a pH of between sixeight, effluents in the balance tank will be corrected by dosing
with sodium hydroxide.
This will be pumped from an existing storage tank, monitored
and controlled by an ultrasonic level transmitter. The dosing
pump will be controlled and activated by pH monitor.
At this stage of the process, liquid nutrient will be dosed into
the effluent to maintain the correct level of nitrogen. This also
contains the micronutrients identified as being deficient in the
effluent, preventing a condition that would retard biological
growth. The nutrient solution will be dosed from a bunded bulkstorage tank by two pumps operating as duty/standby. Due to
the downstream anaerobic treatment process operating at optimum efficiency at around 35-37°C, it is often necessary to raise
effluent temperature.
For this purpose, two heat exchanges operating as duty-standby are to be installed on the outlet of the reactor to recover heat
from the effluent before it undergoes further treatment in the
biofilter. A second set of duty/standby heat exchangers will be
installed on the inlet to the reactor.
These will be connected to hot water boilers and will ensure
effluent is pre-heated to the correct temperature before entering
the reactor. A temperature control system will be installed across
the heat exchangers to ensure the correct temperature is maintained and a duel-fuel boiler utilizing biogas produced in the
anaerobic reactor will provide hot water. ACWa selected anaerobic filter technology for the Hazlewood treatment process
because of its reliability and track record in the reduction of
BOD/COD levels by at least 70%, while producing only small volumes of sludge. Effluent will be transferred to the anaerobic reactor inlet via a pipework distribution system. In operation, incoming effluent, composed of biologically formed granules (biomass), flows upwards through the sludge blanket.
Treatment occurs as the carbonaceous organic matter makes
contact with the biomass. The gases produced under anaerobic
conditions - mainly methane and carbon dioxide with traces of
hydrogen, hydrogen sulphide and water vapour - cause internal
mixing, which facilitates the formation and maintenance of biomass. Gas bubbles produced within the sludge blanket remain
attached to some of the granules, causing them to rise and strike
the media. At the point when bubbles are released and degassed, granules fall back into the sludge blanket. A thin layer of
ACWa Services Ltd has acquired Aquator Bahrain W.L.L. from
the Administrators of Aquator Group Ltd.
Aquator Bahrain sells the Kubota range of filtration membranes throughout the Middle East - Kubota being one of the premier suppliers of submerged membrane systems used predominantly in trade effluent and domestic sewage bio-reactors.
The acquisition of Aquator Bahrain is part of ACWa's plan to
extend its interests in the Middle East and to strengthen its position at the forefront of Membrane Bioreactor Technology.
Throughout the Middle East, the rapidly increasing use of
treated effluent for irrigation purposes has created a demand for
anaerobic biomass forms on the media to facilitate the reduction
of COD and anaerobically treated effluent is discharged, via a
supernatant peripheral weir, into a degassing chamber for the
removal of any entrained biogas. Biogas produced during the
anaerobic process will rise to the top of the reactor and pass
through a single outlet via a flowmeter to the dual fuel boilers or
to a waste gas burner. Thermowells installed in the reactor will
monitor the temperature of the sludge blanket and the effluent.
From the anaerobic digester, treated effluent is pumped into the
existing biofilter, which is being retained as part of the new
process.
Within the biofilter, effluent will be distributed over the upper
surface of the packing media by a reaction driven rotary distribution system. As effluent passes down through the media, biomass growing on its surface will absorb the soluble organic matter, converting it to cellular material or the eventual breakdown
products of carbon dioxide and water.
Excess cellular material will pass from the base of the filter into
a re-circulation sump. To handle the increased volume of effluent
passing to final settlement, a larger tank is to be installed to operate in parallel with the existing one.
The flow of effluent will be split between the two tanks via a
splitter box. When completely settled, clarified effluent will overflow a peripheral v-notch weir and gravitate to a buffer tank
before being transferred to the river via a discharge pump.
W&WT
Industrial Effluent Treatment
May 2004
the Membrane Bioreactor System - currently seen as the most
important technological advanced process for ensuring high
quality effluent with low sludge production.
Projects have already been executed in Qatar and Abu Dhabi;
work is underway for uprating Almarai's plant in KSA and a letter of intent has been received for a 76,000m3/d plant in Oman.
Other large projects are currently being considered in Sharjah,
Dubai, Abu Dhabi and Qatar.
The company will sell Membrane Bioreactor Technology
throughout the Middle East from the Bahrain office and its affiliate, Aquator Emirates in Abu Dhabi.
Shams Dabbagh
21
SPORTS
Euro
2004
We are the Champions, my Friend
On the bus that transferred the Greek National Football
Team was a banner reading:
“In ancient Greece there were 12 gods;
Attending here are Greece’s current 11”
So much did the Portuguese know when they first wrote
it, back then when the EURO 2004 games started.
I know that CCC has a lot of football fans, and I also know
that a lot of you were watching one of sports biggest events
“the Euro 2004 football Championship”. And the winners are
…GREECE!!! Can you believe it?
I think that outsider “Greece” and first time finalist “Portugal” made the event even more interesting, everybody was
hanging over a TV set waiting to
see. great football match, new
faces and new players. Statistics
say that for the first time ever in
‘Euro’ and ‘Mondial’ Football
History the teams playing in the
opening match played together
again in the Finals. Also it was
the very first time in ‘Euro’ history that a game was won by a ‘Silver Goal’ (Greece vs. Czech
Rep.), and lastly, a ‘first-timer’ for
an outsider team placed at 1-100 to ‘take it all’.
We saw Portugal lose 2-1 to Greece, Spain 1 Greece 1,
France 0 Greece 1, Czech Rep. 0 Greece 1, and then the final
Portugal 0 Greece 1.
I have no idea how many times I shouted “Goooaaaal” at
every game, or how many times the anchor man of the Greek
TV shouted it too… one thing I do know is what we were
jumping in the air…
body and soul.
We celebrated
all the games chanting and hooraying till
early hours of the
morning, a few of us
from CCC gathered
at a coffee shop in
Marousi to watch the games one after the other, same people,
same place, same tables, same chairs, same mood…everybody
was happy, everybody was excited, some of us felt it first
hand, saw it, and lived it … yes, it was a magnificent 3 weeks.
Fans of the Greek national team are plenty in CCC. We all
wish good luck to Greece for the Athens 2004 games, and its
Olympic Football team. We are also awaiting the Mondial in
2006; Who knows? … there is a slogan (by the way, it rhymes
in Greek) that the fans are shouting, it goes like this:
“IN TWO YEARS, IN GERMANY, BRING TO US … BRING
TO US … BRAZIL”
Thank you Otto Rehhagel
Thank you Nokopolidis, Saitaridis, Dellas, Basinas, Zagorakis, Giannakopoulos, Venetithis, Charisteas, Fyssas, Vryzas,
Kapsis, Katsouranis, Karagounis, Tsiartas, Nikolaidis,
Papadopoulos, Lakis, Kafes, Georgiadis, Goummas, Dabizas,
Kostantinos, Katergiannakis.
The young players of F.C. Kalivia wish to thank CCC and
especially Samir Sabbagh for sponsoring them with football
suits with the CCC Logo.
They will be proud to play in them when the new season
begins. All our groups ended in 1st, 2nd and 3rd places this
year. Next year we hope to go to Sweden again for the 3rd
time where the Gothia Cup is held until teams from all over
the world. The total number of teams participating every year
is around 1,250.
The Football Academy consists of 100 boys aged 6-15 and
we are hoping that the new season will bring a lot more considering the big success of our Greek National Team in Portugal.
Again, a lot of thanks to CCC.
Helen Karpasitis
22
Penny Xenakis
MILESTONES
Marrige:
Saleem Abdul Rehman (Comp.Oprt,working in Material Department,Alba Phase II Project) and Rehana got
married on April 11, 2004 at his Home town Dargah Compound Kundapura,Karnataka,India.
Jamil S. Akkawi (NPCC - Abu Dhabi) and Rania Dahdaleh have tied the happy knot on April 22, 2004 in
Amman, Jordan. The wedding was followed by a nice reception at the Marriott Hotel and was attended by family and friends.
The happy couple spent a couple of weeks later on in Italy then headed back to Abu Dhabi.
Biju Joseph (BCOG , Saudi Arabia) and Retty got married on October 20, 2004 in Karukutty-Kerala-India.
Births
Jose John (Alba Phase II Project, Material Dept.) and Jyothy John proudly announce the birth of their first baby girl
"Anugraha" on January 20, 2004 at their home town thrissur (Kaiperambu),Kerala,India.
Mohd.Mujeebur Rahaman (Engg. Dept, OIF Project, Oman) proudly announces the birth of his third beautiful baby
girl Nabeeha Manal, on April 3, 2004 in Warangal, AP, India.
Zaher Merheby (Sicon Oil and Gas - Milan - Italy) and his wife Rym are glad to announce the birth of their baby boy Bassel on
June 6, 2004 in Canada. He weighs 3.9 kg and measures 49 cm. Boran is very happy about the arrival of her little brother, Bassel.
Muhammad Farooq Bhatti (CCC - K.S.A, BCOG Project jubail - Engineering Department) and his wife Fazilat have the pleasure
of announcing the birth of their first baby girl "Sadia" in the Society Hospital Moghal Pura, Lahore in Pakistan on May 9,2004.
Raed Al Naber (MOA) and Dalia Taktak, gave birth to a 3.90 kg, 53 cm beautiful baby boy. They named him Amir. The happiest
of them all is big brother Yousef, for he has a new playmate.
It was a great honour for us to represent CCC in the Athens
5x5 Football Championship. Moreover it was a greater honour to be part of a team that wholeheartedly gave its absolute
best in each and every game. We placed 5th out of 10 highly
professional teams in a very competitive and exciting championship. We are proud of the results and of the fact that we
all worked together as a team and believed in each other. I
take this opportunity to present to you the players.
Coach:
Minas OTTO REHAGEL Costantinides
Goalkeepers:
Adolph WOLFGANG KOPP Khoury
Defenders:
Alaa Ennimer - Jirar Shawwa - Said Shawwa Brian Thomas
Forwards:
Rashid El-Nimer - Raouf Eissawi - Aziz Meleka (Captain)
Adolph Khoury
Materials Section - MOA
23
FAMILY DAY
Family Day at the Beach 2004
They asked me to write a
short paragraph on Family Day,
but instead of the actual event, I
will write something about
my unbelievable team.
It was a 5.00am start
for ALL of us to get
to Voula Beach on
Sunday June 20, 2004,
and then packed up
at 7.00pm. That's a
long day, which was
rewarded by a day off
the next day to nearly
all the team.
Most of you don't
realize, but to make this
day happen, preparations are in progress at
least three months before.
We start off with a core
Our
Team
EMCEE
Coordinator
Sponsors and Gifts
Treasurer
Sports Coordinator
Children's Activities / Gifts
Graphic Design
Photographer
Reception
Sports Adviser / Lifeguard
Tug-O-War
Drinks / Transportation
Registration for Games
Security
Welcoming
Setting Up / Clearing Up
24
Samir Sabbagh
Anna Hussein
Eleanor Bonanos
Vivi Linardoutsou
Aziz Meleka
Penny Xenakis
Vaya Stamati
Yannis Yanoulis
Tony Abi Karam
Lilian Mansour
Eliana Haykal
Rana Ziadah
Nadia Zayadine
Vangelis Magiras
Brian Thomas
Adolph Khoury
Firas Masoud
Abd
Jirar Shawa
Abdelhamid
Alex Kotsinis
Adli Batnij
Johnny Bandak
Kirios Thomas
and Team
team, who take care of matters, such as arranging for the
venue, organizing food, liaising with sponsors,
arranging children's activities, buying the gifts,
choosing events, organizing sports events, setting
up the area, music and more.
My (carefully selected) Activities Team consists of volunteer staff, who are very dedicated to their job and I am very proud to have
them on board.
We now have an "Activities Board" where
CCC events are posted for all to read. From the
positive feedback we received, I came to
believe that everyone had a wonderful time
at the beach.
Special thanks to each and every one of
the below-listed people for their dedication, loyalty, support and efforts:
Samir Sabbagh
Manager, Business Development
FAMILY DAY
Beach Volley, Tug-Of-War and Penalty Kicks (under 15) were
our games this year. Despite the hot weather and the soaring sun, CCC personnel participated in all activities eagerly. 12 teams competed in the Beach Volley tournament
which was a main attraction this year. High performance from all teams made it enjoyable for players as well as spectators.
ISD, led by Gus Hourani, made it to the final and managed to grab the title after a
heroic come back. On the other side of the beach, the temperature rose drastically in
the Tug-Of-War tournament, it included 8 teams that competed honourably and pulled
fiercely till the end. But of course who could win such a competition except the guys who
never knew about Atkinson or his diet….the heavy-weights, who named themselves "Trouble" led by Brian Tomlinson.
Good job, guys and stay
fit for the coming years.
Finally, I would like to
congratulate everybody that
joined in our activities, after
all it was a 'FUN DAY' and
fun is what we all had. Keep
up the good work and see
you all next year!
Aziz Meleka
Sports Coordinator
25
FAMILY DAY
As a newcomer to the CCC "Family Day" I wasn't sure what to expect, and, like most
of the staff here, didn't realize how much hard work went into the preparations to
ensure that people just turned up and enjoyed themselves, which they very apparently
did, and I include myself and my family in that!
Although a beautiful venue, it was somewhat large, some people waited a long time at
the food queue, the events could have been staged more centrally, and the Tug-ofwar judging could have been handled more......leniently! Um, no comment!
The gifts (as always, I'm told) were very generous and greatly sought after.
However, one thing was unanimous, "would you like to do it all again?" The
answer was a resounding "Yes please"! ...."When"?
Thank you, CCC for a very enjoyable day out.
Brian Thomas
Tug-Of-War
26
FAMILY DAY
CCC 2004 RALLY
To start this article I have to state to you that we had a very
nice time. With a record-breaking 21 car participation; the
first price was a fully paid package for 2 persons to Monza
Italy’s Grand Prix…the competition was fierce…I have to say
however that it was fun since everybody had to answer 4
packages of interesting questions of general facts and information, some were funny, I could add in fact that it was a
learning experience.
The feedback was great, participants really enjoyed the
day, employees, spouses, children, friends etc., the new and
challenging locations made the difference since a lot of the
people had not been to them before. First location was the
Port of Rafina, Second location was the Horse Riding Club in
Halandri, Third location was the Zeppelin Café, Turkovounia
(with a breath taking view of Athens from the north down to
Piraeus port), a perfect coffee stop to relax, Fourth location
was the Grand Chalet Hotel in Kefalari.
I have to give credit to the saying “the means define the
end” this had it going for our participants. Someone told me
that he threatened his Video Store manager to cancel his
membership if he did not help him find the picture quiz with
an actor’s half covered face. Some people were going back
and forth to the office to search the Web others were spotted
at Internet cafés, some even called the UK, USA and local
friends to get answers, research engines of many kinds where
required. Others transformed their car trunks into mobile
libraries; books, encyclopedias etc. … you name it; they had it.
Don’t think it was easy, here are two examples: What
would you have chosen as the right answer to these questions?
THE ORIGIN OF THE WORD ADMIRAL WHICH IS
USED AMONG THE NAVY OFFICERS IS DERIVED FROM
THE
a•First French lord of a ship in 1420 which his name was
“Bon de Admiral”
b•Arabic phrase “Amir Al Bahr” which means “lord of the
sea”
c•Venetian ship “Admira” that destroyed 15 Turkish ships in
one battle near the cape of Methoni, Greece in 1834
d•
Title that queen of England gave to one of her ship
captains for “admiring” his courage during the war with
Spain
IN TIBET IT'S GOOD MANNERS WHEN YOU WELCOME VISITORS TO
a•Show your teeth
b•Stick out your tongue
c•Raise your feet
d•Shake your head
So after some tough questions and picture quizzes of all
kinds we finally got to the finish line, Samir Sabbagh was kind
enough to invite everyone to his house for a BBQ, where the
final scores where calculated and we had a winner.
First Prize was won by a CCC female participant for the
first time ever Nadia Zayadine and her husband Panayotis
Papadopoulos.
Second Prize of “two home cinemas” was won by Rony
Labban and Shehade Kassouf. As for the Third Prize it was
won by Montaser Haddad and Najeeb Moujaes who walked
away with two Hi-Fi stereo systems. Prizes where given out
by Samir Sabbagh as well as special gifts to all the participants.
Many thanks are in place for Samir Sabbagh our Head of
CCC Activities, who keeps us going and maintains the activities that make such days a happy gathering for the employees. Thanks are also in order to our sponsor Takis Kamenos of
AUTO CLUB RENTAL. I know for a fact that the Master
Commander for many years, Alex Khoury, was at the office till
way past mid-night for many days to prepare for the event,
thank you. All in all it was a perfect day, we hope to see pictures and to read an article from the winners of the MonzaItaly’s trip in the next Bulletin. The answer is “b” for both
questions above if you were wondering. Hoping that next
year we will break another participating record…
Reporting for the Bulletin
Penny Xenakis
27
LIGHTER SIDE
I have seen several Olympic games openings in my life (on
TV of course) and I always hoped that one day I would be
able to see such an event live. And here my chance came for
the Athens 2004 Olympics!! I was here, the Olympics were
here, but the facilities were NOT! No one, including many
Greeks, thought that venues and facilities would be ready in
time. I even heard that the backup plan was to hold the
Olympics in Sydney… I said to myself, could it be? Can it be
that after all this hoping and finally being at the right place
and at the right time that the place tha kanie kopana? I was
shocked!
However, like no hard workers you have ever seen, the
Greeks (last minute) notched up, not one, not two, but three
gears and set a world record in the preparation of the venues
and other facilities needed to sustain world-class events.
Imouna antiposiasmenos!!
Enough said about the impressive last minute efforts and
on to the Opening Ceremony! A lot of hard work has been
employed to achieve the high level of security and at the same
time keep it from hampering the progress of the games. The
entry to the games was simple enough. The security checks
were very efficient and suddenly you are in. Yes!! Many volunteers were there assisting in the security at the gates, stationed at key locations as to provide needed assistance and
information to attendees, and guiding spectators to their seats
within the stadium. The volunteers, totaling a record breaking 160,000, played (and are still playing) a major part in the
success of the Olympics. Kalo Kouragio gia olous!
The area outside the stadium had Olympic shops for souvenirs and most importantly they had snack bars. Of course it
will not be enjoyable if there was nothing to eat… of course,
as expected, I munched on something and then went in. The
stadium was packed; 72,000 spectators were there.
Waiting for the official opening to commence, there were
28
some entertainment activities going on hosted by Nikos
Aliages and Thalia Prokopiou. At 8:45, 400 percussionists circled the field, which was converted into a big 'lake', and the 5
Olympic Circles were lit from within the lake. The IOC President, Dr. Jaques Rogge, Athens 2004 President, Ms. Gianna
Angelopoulos-Daskalaki, the president of the Hellenic
Republic, Mr. Konstantinos Stefanopoulos entered the stadium and the Greek flag was raised.
Then a giant Cycladic head emerged from the center of the
lake and then broke off several times revealing to the spectators the Kouros statue and then a classical statue. The ceremonies moved on, leading to the marvelous portrayal of
Greek history from the Minoan age to the present day.
Olympic events were also portrayed in this quite artistic
parade.
Then came the procession of athletes with great cheering
from the crowds. The national teams paraded in alphabetical
order - using the greek alphabet. We were kept on our toes
guessing which country would be next. By then I wanted to
be back sitting on my very very comfortable couch. Sitting
there for around four hours is not something anyone would
look forward to, especially if you are my size and you don’t
have much room to maneuver. Think of bringing a cushion,
you will thank me two hours into sitting on those seats. Actually your backside will be doing the thanking!!
The guys from the international space station popped in to
say hi and then they sprinted away. That was neat from the
organizers to involve everyone; even those high up in the
sky! It also showed the level of technology the games were
seeing.
Rony Labban
LIGHTER SIDE
29
Business Outlook
Recently
Recently awarded
awarded .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 22
Current
Current projects
projects .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 33
Project Profile
“Ras
“Ras Laffan”
Laffan” nasser
nasser ali
ali .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 44
Quality Management
“Introduction
“Introduction to
to Q.M.”
Q.M.” Henry
Henry Tadros
Tadros .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 66
Feature
“Civils
“Civils RR Back”
Back” munif
munif mahmoud
mahmoud .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 88
“Civil
leon derohannessian
derohannessian.. .. .. .. .. .. .. .. .. .. .. .. 10
10
“Civil Boom
Boom Again”
Again” leon
“Civils
“Civils on
on the
the High
High Ground!”
Ground!” antoine
antoine haddad
haddad .. .. .. .. .. .. .. .. 12
12
Area News
“KUWAIT”
“KUWAIT” saher
saher hamza
hamza .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 14
14
“GREECE”
samer khoury
khoury .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 14
14
“GREECE” samer
“PALESTINE”
“PALESTINE” .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 15
15
“UAE”
mohammad
a.
al-haj
.
.
.
.
.
.
.
.
.
.
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.
15
“UAE” mohammad a. al-haj . . . . . . . . . . . . . . . . . . . . . . 15
“UAE”
samir n.
n. khoury
khoury .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 16
16
“UAE” samir
“PALESTINE”
“PALESTINE” dareen
dareen salman
salman .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 17
17
“AZERBAIJAN”
“AZERBAIJAN” juan
juan boulos
boulos .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 18
18
“UAE”
dr.
riad
el-haj
.
.
.
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.
19
“UAE” dr. riad el-haj . . . . . . . . . . . . . . . . . . . . . . . . . . 19
“UAE”
“UAE” walid
walid shuhaiber
shuhaiber .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 19
19
“ACWa”
“ACWa” w&wt
w&wt .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 20
20
“ACWa”
“ACWa” shams
shams dabbagh
dabbagh .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 21
21
Sports
“Euro
“Euro 2004”
2004” penny
penny xenakis
xenakis.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 22
22
helen
helen karpasitis
karpasitis .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 22
22
adolph
adolph khoury
khoury .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 23
23
Milestones
announcements
announcements.. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 23
23
Family Day
“MOA
“MOA Family
Family Day
Day at
at the
the Beach”
Beach” samir
samir sabbagh
sabbagh .. .. .. .. .. .. .. .. 24
24
“MOA
aziz meleka
meleka .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 25
25
“MOA Family
Family Day”
Day” aziz
“MOA
Family
Day”
brian
thomas
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
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.
.
26
“MOA Family Day” brian thomas . . . . . . . . . . . . . . . . . . . 26
“CCC
“CCC 2004
2004 Rally”
Rally” samir
samir sabbagh
sabbagh .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 27
27
Lighter Side
“Olympic
“Olympic Games”
Games” rony
rony labban
labban .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 28
28
Arabic
Arabic Folklore
Folklore .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 29
29
Editors
samer khoury
zuhair haddad
nafez husseini
damon morrison
Public Relations
samir sabbagh
Production
natalia rifai
penny xenakis
nick goulas
jeannette arduino
The BULLETIN is a
publication issued at CCC
Managing Office in Athens by
volunteer staff.
All opinions stated herein
are the contributors’ own. Submissions
(announcements, stories, artwork, etc.)
are welcome.
CCC BULLETIN
P.O. Box 61092
Maroussi 151 10
Fax (301) 618-2199 or [email protected]

Untitled - Consolidated Contractors Company

Transcription

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