Riyadh Metro Project - Almabani General Contractors

Transcription

Issue No.13 . November, December 2015 - January 2016
Almabani Media Department Publication
Almabani General Contractors . All Rights Reserved ©2016
Almabani Headquarters
Almabani Building
Hail Street, Ruwais District
P.O.Box. No. 2781
Jeddah 21461
Kingdom of Saudi Arabia
The Almabani Journal
[email protected]
Tel:
(+966 12) 614 7800
ext: 2822 / 2706
Fax:
(+966 12) 651 9180
Riyadh Metro Project
www.almabani.co
Almabani General Contractors
H.E. Mr. Nehmé Tohmé's Visit to Riyadh Metro Project p. 3
Editorial
The New Almabani
Website
p.2
Joe Tayah BACS Consortium Commercial Manager
"We are on the right track and we have the resolve to push through. That is the Almabani Culture!" p. 10
Riyadh Metro
Project
CWJV Board
Meeting
p.4
Board Site Tour
p.5
Metro Surface Stations
p.6
KAIA - Project
Action on Apron 19
p.15
HSE Department
2015, a Year in Review
p.16
King Khaled International Airport, Riyadh
AFU Project Update by Eng. Samer Beyrouthy p. 18
Events
p.26
In the News
p.27
Editorial
Next Issue
The New Almabani Website
Preview
As we usher in the new year, where the past meets the present
and flows towards the future, thus the convergence of times
comes as a turning point to the life of an individual or a family.
Winding up 2015, the Media Department have been in constant
motion, covering all projects around the Kingdom of Saudi
Arabia, conducting interviews with various individuals on all levels,
documenting projects, recording video rushes and maintaining
the required needs of the corporate communication necessities.
Almabani's Electrical
Department
An Insight Coverage
Over the past six months and in close coordination with the IT
Department, specificaly the IT developers who we praise for
their great work, we have been busy getting the new Almabani
website ready and we are proud to introduce the new look to the
community.
The new design focuses on simplicity utilizing the currently
popular one-page-design concept. We hope you’ll agree that
everything is much easier to find and flows together nicely.
Aside from an updated look, the new website has been designed
to help improve user navigation and make it easier to find the
information you are looking for. You’ll notice new and refreshed
identity elements, utilizing the corporate colors like never before,
combinining brighter colors with black and white images which
were designed for use across digital and mobile. The continued
upgrade of the website is based on research foundation and they
are meant to follow today's trends.
KAU Project
Project Update
We’re excited that our new website and brand identity showcase
our capabilities and our continued commitment to the construction
industry.
Looking forward to give you much more surprises in 2016, all
the best of wishes to the Almabani Family, may we surf this year
into a brighter future.
KARWEST
on behalf of the Media Department,
Project Update
Sincerely,
John A. El Khoury
Media Department Manager
*please do not hesitate to contact the Media Department team whenever you
have an event, achievement or on-site progress that you deem newsworthy, we
will make sure to cover and publish it in The Almabani Journal.
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The Almabani Journal . Issue No. 13 . November, December 2015 - January 2016
H.E. Mr. Nehmé Tohmé's Visit to Riyadh Metro Project
- Riyadh ALMABANI'S CHAIRMAN, H.E. MR. NEHMÉ TOHMÉ, ACCOMPANIED BY
MR. YOUSSEF TOHMÉ (VICE CHAIRMAN) AND MR. JOSEPH DAHER (CEO)
VISITED DIFFERENT SITES AT RIYADH METRO PROJECT TO CHECK THE
PROGRESS OF WORKS AFTER HIS LAST VISIT IN DECEMBER 2015.
His Excellency met with the Almabani management
team from Riyadh Metro Project and got a
briefing on the progress and critical issues the
project is facing and gave them his advises and
recommendations.
H.E. MR. NEHMÉ TOHMÉ LISTENING TO A BRIEFING FROM TONY ABINADER
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CWJV Board Meeting
- Riyadh BACS CWJV BOARD MEMBERS AND BACS STEERING
COMMITTEE HELD THEIR PERIODIC MEETINGS IN
RIYADH.ON THE SIDELINE OF THE MEETINGS, THE
BOARD MEMBERS CONDUCTED A SITE VISIT TO THE
STATIONS AND THE EAST DEPOT.
CWJV Board Meeting
The CWJV Board Meeting was held on February the
2nd at BACS Headquarters in Riyadh. The Agenda
of the meeting covered the overall progress of
the project, the HSE/Quality department update,
review of actions from previous board meetings,
review of the current working schedule as well
as shedding light on Engineering critical issues
related to the project, plus subjects as Utility
Diversions, Tunneling, Deep Stations, Elevated
Stations, Surface Stations, Depots and Track.
JOSEPH DAHER (CEO) ADDRESSING THE BOARD ATTENDEES
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Board Site Tour
- Riyadh BACS STATIONS DIRECTOR GEORGE
MOUAWAD BRIEFING THE BOARD
MEMBERS ON SITE.
2G1 STATION SITE
IMAD KHALED, TONY ABINADER & GEORGE MOUAWAD
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Surface Stations Review, by Tony Abinader, Stations Project Manager, BACS
- Riyadh LED BY DELIVERY DIRECTOR GEORGE MOUAWAD, THE SURFACE STATIONS TEAM
IS MANAGED BY TONY ABINADER (PM), ASSISTED BY SENIOR MANAGEMENT TEAM
MADE UP OF EHAB KHATTAB (APM), SENIOR CONSTRUCTION MANAGER JOHN
MONTGOMERIE AND CONSTRUCTION MANAGERS ASHRAF SERGOUES IBRAHIM,
NIKOLAS DIMOVASILIS & MOHAMMED MAKBOL AND MEP CM'S AMINE ALAMEDDINE
& MEHDI JAFFAL, ENGINEERING COORDINATORS BASSEM BOUSTANY & RICHARD
SATHER AND LOGISTICS MANAGER MARC ABINADER. THE ENTIRE TEAM IS MADE
OF 160 STAFF WHO CURRENTLY OVERSEE A WORKFORCE OF OVER 1,500 LABORS
WHICH IS EXPECTED TO REACH A PEAK OF ALMOST 3,000 LABORS.
STATION 2E1
The scope of the Surface Stations Team consists
of four At-Grade stations and six Shallow
Underground Stations along Line 2 of the Riyadh
Metro Project which is located along the central
median of the King Abdullah Road highway,
crossing Riyadh from West to East. The four
At-Grade stations are being constructed within
the highway median at ground level, and will
be accessible by pedestrian bridges whilst the
six Shallow Underground stations face further
challenges as they are built below existing
underpasses, with station basement areas
reaching below the footings of the underpass
bridge decks.
In order to aid construction of the stations in these
challenging and restricted environments, the
STATION 2E2 UNDERPASS
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construction team have been granted one lane
from each carriage way (westbound & eastbound)
to allow for access and efficient construction
sequencing of the stations.
Additional traffic diversions have been
implemented in certain cases where the scope
of works exceeds the station limits. Such a case
is the construction of an entirely new underpass
where the station is being built in parallel with
the bridge deck footings. Issued as a change
notice to the contract, the particular scope of this
station and its underpass consists of just over
500,000m3 of excavation of which 355,000m3
has been completed.
The shoring works, consisting of 1,400 linear
meters of waler beams and almost 400 anchors
holding up over 20,000m2 of timber lagging, are
also almost completed. So far almost 10,000m3
of concrete works have been completed out of the
total 60,000m3 for this station and its underpass.
Out of the ten surface stations, six stations are
being self-performed whilst a turnkey contract
will be awarded in March for the remaining four
stations to be subcontracted.
Since the commencement of early excavation
works in early 2015 to date, the Surface
Stations construction team has excavated almost
140,000m3 for the stations’ basement areas
STATION 2C4 EXCAVATION & SHOTCRETE WORKS
STATION 2F1
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whilst proceeding ahead at a rigorous pace to
meet this year’s target to excavate 70,000m3
within Q1 of 2016, with a remaining 105,000m3.
Concrete works of several stations’ foundation
slabs are also well underway with a target to cast
almost 15,000m3 within Q1 of 2016. On 30th
January 2016, the construction team successfully
completed the largest single concrete placement
of 1,802m3 for a foundation base slab. The
detailed planning, pre task briefings and robust
STATION 2E2
STATION 2F1, LEAN CONCRETE CASTING
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STATION 2G1 LARGEST SINGLE POUR, 5:00 AM
management of the operation were keys to
completing the work with the highest standards in
safety and quality.
However, the road ahead is still long for all 10
stations; concrete works will reach a total of
over 140,000m3 by mid 2017 with MEP and
architecture finishes running in parallel in order to
achieve a hand over date by mid 2018.
STATION 2G1 LARGEST SINGLE POUR, 8:00 AM
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Guest of the Journal
Joe Tayah – BACS Consortium Commercial Manager
- Riyadh -
Interviewed by: John EL Khoury
BACS CONSORTIUM COMMERCIAL MANAGER JOE TAYAH'S PROFESSIONAL CAREER
EXTENDS NEARLY 20 YEARS WITH ALMABANI. THE MEDIA DEPARTMENT MET WITH
MR. TAYAH IN HIS BACS OFFICE AND CONDUCTED THIS INTERVIEW, RECAPING THE
PHASES OF HIS CAREER AND ELABORATING ABOUT THE CURRENT CHALLENGES
WITHIN THE METRO PROJECT AND MORE...
John El Khoury: Thank you for giving us the opportunity of interviewing your good self; it is an
honor, kindly would you introduce yourself to the Journal readers starting from your academic
background to where you are today.
Joe Tayah: I first joined Almabani in 1996, right after graduating from the London School of Economics
and Political Science (LSE) with a Masters in International Finance and Accounting. I was 24 years old. I
remember getting a phone call in early 1996 when I was still at LSE. On the other end of the call was
our Chairman, H.E. Mr. Nehmé Tohmé. Before then, I had never heard of Almabani. He spoke softly,
yet commandingly, as he introduced himself and asked me not to commit to anyone before he and I
had a chance to meet each other during the Easter break.
The meeting was my first encounter with a successful, yet humble, icon of Lebanon who was at the
helm of a company he built from the ground up and had, at the time, far reached beyond its birth place,
Saudi Arabia.
At the time, I was in my final round of negotiations with institutions in London yet, the meeting with H.E.
was both challenging and intriguing. He touched a nerve when he said: “ask around, Almabani rewards
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hard workers… you will have the opportunity to succeed… I will burden you with my trust and it is up
to you to keep it… Almabani is selfless… Almabani is a family and every individual counts…”
What was there to think about?
I graduated in June, got married in July and joined the Almabani family in August as a Financial Analyst.
It was (still is) a challenging environment. Almabani gave me the opportunity over the years to build a
broad business experience in Western, Middle Eastern and African markets whereby it has exposed
me to managerial and board room roles in multi-industries other than construction such as project
financing, telecoms, real estate, hospitality, oil & gas and transportation.
As much as Almabani believed in my career development, it was a staunch believer in developing
my skills and supported my executive education at prime institutions last of which was the Harvard
Business School for Executive Management.
My hard work was also recognized by my peer, our CFO Mr. Alfred Hakim, and I was steadily promoted
to positions of greater responsibility and governance. Up until joining the Riyadh Metro Project, I was
the Vice President of Finance for Almabani.
I joined the Riyadh Metro Project in August 2013 as Civil Works Joint Venture Finance and Insurance
Manager and was promoted in 2015 to the position of Consortium Commercial Manager for the BACS
Consortium whereby, in addition to being responsible for Finance, Accounting and Insurance, I have been
tasked with supporting Procurement and Subcontracts as lead negotiator in the final negotiations with
vendors and subcontractors including the sign off on bid results and associated Contract Commitment
Approvals and Purchase Orders. My scope also includes supporting the subcontracts approval process
between the Client and the CWJV.
JK: What is the role of the BACS departments you manage and what are the challenges you are
facing these days.
JT: The Finance Department Team is involved in managing the Project’s cash flow, optimizing
FOREX exchanges, negotiating the terms and conditions and the opening of letters of credit, review
and tracking of letters of guarantee, operating the onshore/offshore bank accounts and the issuing of
the weekly financial reports. I am also involved in the commercial review of the subcontractors’ financial
health and performance.
The challenges facing the Finance Department revolve around the risk mitigation of any financial
exposure and managing efficiently the partners’ funds and preserving their best interests. To put things
into perspective, US$ 3.5 billion has been managed to date.
2016 carries with it our greatest challenge: managing the cash flow in an already cash strapped
environment whereby we have to balance our creditors’ dues versus our income. Our long standing
reputation and credibility in the Saudi market come into play in achieving our goals and securing our
creditors’ trust.
The Accounting Department Team is tasked with proper reporting and implementation
of stringent accounting policies and procedures in line with international standards and
keeping in check the massive documentation that comes with each invoice.
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In order to achieve that, the Team has to function like clock work and as an integrated unit. They are
burdened with the task of filing our tax reports in a timely and accurate manner. Any mishap can have
detrimental consequences given the size of this Project. This is not to be taken lightly since the fact
that we are an unincorporated integrated joint venture makes it even more challenging. It is worth
mentioning that the Petty Cash float on this Project is like no other and managing it is a challenge in
itself.
The Insurance Department Team is the greenfield team. This department was built from the ground
up. None of the Team members has ever worked with any of the Consortium partners yet, they have
fused together to take on the task of managing the Project’s risk cover under our insurance policies:
Contractor’s All Risk, Professional Indemnity, Third Party Liability, Terrorism & Sabotage, Contractor’s
Plant and Equipment, Motor, Marine, Workmen Compensation and Medical. To put things in perspective,
our insured fleet constitutes of about 1,800 light vehicles and 2,100 pieces of equipment. The Medical
insurance policy has over 18,000 members.
Our challenges, although steep, are surmountable. The Team is tasked daily with managing the claims
and deductibles that go hand in hand with balancing the loss ratio. The geographical spread and the
topographical changes of this Project amplify the chances of accidents. The Delivery Groups have been
actively involved in managing the safety of their job sites. Our upcoming challenge is negotiating the
extension of time and the iconic station’s insurance premiums at rates favorable to the Consortium.
JK: How do you asses the BACS contract from a financial point of view?
JT: Mind boggling!
Everything in this Contract is oversized, payments, commitments, letters of credit, liquidated damages…
The handing over milestones are complicated and any slippages will generate penalties and additional
costs. Thus, the need for committed and dedicated professionals from the Consortium members to
carry this mammoth of a Project across the finish line successfully.
This Contract is a game changer!
JK: Can you tell us about the work environment in light of your presence on top of the BACS
financial team?
JT: As elaborated here above, I directly manage 3 teams. Two of those teams (Insurance and Finance)
have been with me since inception and the latest team to join is the Accounting group. The work
environment is quite challenging and it requires a certain degree of maturity to integrate successfully
the teams from the different partners in a manner that is both equitable and constructive.
The challenge is to capitalize on each partner’s strengths and blend them into one strong core that can
carry the work load and meet the milestones we have committed BACS to.
The teams have, to date, done a fantastic job in pulling their weight given the limited resources. I like to
view them as lean and mean which is a testimony to a successful optimization of resources.
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JK: Will BACS be ready to deal and overcome challenges or obstacles that may show during the
execution progress? And will those challenges be limited in your opinion?
JT: By just looking at this Project’s footprint and the fact that we are executing the most congested and
visible arteries in Riyadh, one would realize that we have a mountain to climb.
Being a design and build contract, we have faced a number of obstacles early on that have had a ripple
effect on schedule and cost. We have had to deal with multi-dimensional interfacing challenges on
different levels: stake-holders, client, consultant, transit systems. We are also in the process of clearing
bottlenecks that will open work fronts and that will clear approvals for materials, subcontractors, mix
designs and, most importantly, IFCs.
BACS has no option but to overcome the challenges. This Project is more important than individuals, its
success or failure will have a direct impact on our companies futures and, consequently, ours! It is all
hands on deck whereby each individual no matter from which company he comes from and regardless
of his grade or seniority, should multi-task and selflessly be pro-active.
We are on the right track and we have the resolve to push through. That is the Almabani Culture!
JK: In the light of the rapid transit megaprojects that were awarded lately in the GCC region
(Doha, Riyadh and Abu Dhabi), can we talk about a financial boom after the severe effects of the
Great Recession? And in your opinion is the Kingdom facing a coming recession?
JT: Well if it is a boom, it has been short lived. Just as recent as January 26, Etihad Rail suspended
Stage 2 tendering. The collapse of oil prices and the on going geopolitical tensions have put a lot of
pressure on public finances to the extent that the GCCs are running budget deficits that are being
compensated by the lifting of subsidies, spending cuts and the claw back of sovereign funds. Not to
mention that value added taxes and currency de-pegs are being contemplated.
You can feel the standstill. However, the Kingdom has the necessary reserves and significant untapped
resources to tap into to reinvent its economy and replenish its reserves.
The Kingdom has always been and will continue to be the economic anchor of the region.
JK: How do you describe the relation between BACS and the ArRiyadh Development Authority
(ADA) on the financial terms, and in general?
JT: The Riyadh Metro Project, in general, is the most visible infrastructure Project for the ADA and the
people of Riyadh so, I believe there is a general understanding that financially RMP has the full support
of the ADA.
In specific, BACS has a very good rapport with the ADA which, in my opinion, has been nurtured by
Almabani’s construction performance, achievements, quality and excellence.
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JK: The Riyadh Metro Project is regarded as Almabani’s financial milestone. How do you perceive
this megaproject’s impact on the Company?
JT: The Riyad Metro Project for Almabani is an inflection point on multi-levels.
There is no better way for our Chairman H.E. Mr. Nehmé Tohmé to; well deservedly; crown his career
with the one of the biggest projects ever awarded and for our Vice Chairman to take on the challenges
of the 21st Century and there is no better way for our CEO and his management team to support
Almabani in its leap forward and solidify Almabani as an institution for the next generation of the young
and upcoming.
JK: At the end of this interview is there anything that you would like to add?
JT: I would like to say to every member of the Almabani family, especially its new comers, that Almabani
is not your typical company. It does not claim having the perfect processes and procedures yet, it has
its own unique way of taking care of its own and getting the job done.
It pushes you to think outside the box. It challenges you. It burdens you with its trust. It gives you the
opportunity to succeed as long as you are willing to go that extra mile. Almabani strives on challenges
and shines when the going gets tough and the tough gets going.
Come August this year, I celebrate my 20th anniversary with Almabani. As if it was just yesterday when
our Chairman believed in an unknown young man with nothing but his degree and the fire in him to
be someone.
He has been a mentor, a friend, a family and a source of inspiration.
Thank you.
JOE TAYAH THROUGHOUT THE INTERVIEW
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King Abdulaziz International Airport
KAIA Project - Action on Apron 19
- Jeddah -
JANUARY 10TH, 2016 WITNESSED A SIMULATION OF
A TAXI MANEUVER FOR THE NEW SAUDIA AIRLINES
AIRCRAFT, BOEING 777-300.
Based on the General Authority of Civial Aviation's
request and in coordination with all the authorities
of King Abdulaziz International Airport, Almabani
have succeeded to connect Apron 19 to the
operational Taxiway Mike in order to allow the
Aircraft simulate a taxi maneuver. Its worth
mentioning that this particular Apron lies within
the Almabani scope of work in the KAIA project.
PRE-CONDITIONED AIR PIT
PANORAMA VIEW OF THE AIRCRAFT
15
HSE Department
Almabani's HSE - 2015 a Year in Review
THE HSE DEPARTMENT IS LED BY HSE
CORPORATE MANAGER ALONG WITH
HSE TRAINER, HSE COORDINATOR AND
REGIONAL HSE MANAGER.
HSE
The department is responsible to monitor and
advice project teams and other departments
regarding HSE issues. The HSE department
constantly monitor HSE performance and
produces a Quarterly performance report which is
submitted to the top management for their review
and actions. The Projects are managed through
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monthly performance reports and site visits by
Corporate HSE managers. The fundamentals of
a good HSE Management system are built on
HSE processes and procedures, HSE Training,
HSE inspections and observations, Toolbox
participations, HSE meetings and internal HSE
audit.
HSE Department
Almabani's HSE - 2015 a Year in Review
2015 a Year in Review
The training program 2015 has been delivered
successfully and helped a lot in achieving the
accomplishments and in promoting positive HSE
culture among the company.
Especially now we have top management who
have HSE qualifications in directing safety and
Managers and some senior engineers qualified in
managing safety.
We were able to become a member of ROSPA
UK. (The Royal Society for the Prevention of
Accidents)
We had the successful implementation of Act safe
our HSE monitoring tool on our KKIA project with
good results.
Near Future
Almabani Management and the HSE department
will soon launch the 2016 training program
for all staff and labor in order to enhance
their commitment, awareness and knowledge
regarding HSE matters, so that the company is
fully equipped to deliver Almabani HSE vision and
objectives that will be set by the Top Management
this year.
The internal audit on HSE was conducted mid part
of the year across projects as well as the head
office and we have achieved 96% closeout rate
which is very good for our first year of internal
auditing.
The HSE department holds gratitude to all
who participated in the audits for their time and
enthusiasm when being audited.
The department conveys a message of facing
the 2016 challenges by bringing all Almabani
work force together in a collaborative manner to
achieve the required HSE corporate goals.
As a department it will be looking to continue to
audit the various projects around the Kingdom
of Saudi Arabia and will for the first time look to
publish rankings of projects based on performance
in the HSE audits and closeouts. More details on
this matter will be published in due course.
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King Khaled International Airport
AFU Project update by Eng. Samer Beyrouthy, Project Manager
- Riyadh -
INSTALLED REINFORCED CONCRETE PIPES (2000MM DIA) ALONG STORM DRAINAGE NETWORK AND CONSTRUCTION
OF CATCH BASIN MANHOLES (LOCATION, BETWEEN TAXIWAY G1 & G2)
Background & General Info
The General Authority of Civil Aviation (GACA)
issued a tender document No. R-00-084-BF-0
(Design & Build) for the project “Upgrade Runway,
Taxiway and Airplane Parking” at King Khaled
International Airport (KKIA) in Riyadh, Saudi
Arabia.
The project is part of the complete upgrade,
development and expansion program that is
currently being undertaken at King Khaled
International Airport with AECOM being the PM/
CM, client representative.
ONGOING ASPHALT PAVING ACTIVITIES AS PART OF REFURBISHMENT WORKS OF EXISTING TAXIWAY (G)
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ONGOING ASPHALT PAVING ACTIVITIES AS PART OF REFURBISHMENT WORKS OF EXISTING TAXIWAY (G)
Original
Revised
Date of Award
221435/12/(H) or 162014/10/(G)
161436/08/(H) or 032015/06/(G)
NTP Date
181436/02/(H) or 102014/12/(G)
111436/10/(H) or 272015/07/(G)
Target Completion Date
231438/04/(H) or 212017/01/(G)
Contract Value
396,597,947.00SAR
Duration
545 days
BACKFILLED STORM DRAINAGE LINE (RCC PIPES, 2M DIA) AFTER PIPE INSTALLATION AND PRIOR TO EARTHWORKS
UNDERNEATH TAXIWAY (G1) CROSSING
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Scope of Work
Almabani General Contractors was awarded
the above tender under an EPC (Engineering,
Procurement & Construction) contract which
comprises the following scope:
New Taxiways GP (approx. 4,300lm x 50m width)
New Taxiway W (approx. 125lm x 50m width)
New Taxiway T2 (approx. 600lm x 50m width)
Cargo Apron Extension including fuel
Rehabilitation of existing Taxiway G & N
Rehabilitation of existing cross Taxiways between G & GP
Rehabilitation of existing cross Taxiways between new GP and Runway 15L-33R
(up to 140 m from Runway center line)
Rehabilitation of existing Taxiway E (North of Cargo Apron) up to and
including intersection with Taxiway N
Rehabilitation of Taxiway T up to and including intersection with Taxiway D
Main fuel line, valves and chambers
Storm drainage to cater catchment areas as per contract limits
ALCMS system and AGL works
During the course of the design development
and throughout the progress of works, the
following changes were introduced:
Taxiway T2 was deleted
New Taxiways nomenclatures
New Taxiways Z & Y
The graphical presentation of the scope of work
including the changes is shown in the figure
below:
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Design Progress & Status
Upon receiving project’s first award, and through
an evaluation process encompassing commercial,
technical aspects and past experiences, M/S EGIS
AVIA was retained among (3) other designers
to perform the design services of all project
scope except the fuel network scope which was
assigned to M/S AMANA Pipeline Construction
KSA under a complete EPC contract for the fuel
network scope.
Design activities were launched back in January
2015 with data collection one month earlier and
were supposed to cover the basic elements of
contract’s scope. However, during the course of
the design works, changes were introduced and
consisted of cancelling taxiway T(2) in favour
of the complete design (and subsequently
the execution) for an extension part of existing
taxiway (G), designing (2) additional connection
taxiways (Y & Z); expanding the design of the fuel
network to incorporate possible future expansions
for cargo area.
The foul drainage scope, part of contract scope,
had its design put on hold for some time until
KKIA’s Terminals Expansion program issued the
revised invert level at foul line’s tapping location.
Currently, 100% design is complete for all civil
and electrical scopes while their related shop
drawings development is way ahead. The fuel
scope 100% design is expected to be completed
by end of February 2016 together with the foul
drainage design. Some of fuel’s shop drawings
are already in place in line with site requirements
and readiness of trenches.
The BIM (building information modelling)
implementation of shop drawings and subsequently
the As-builts, as per contract requirements, is
a continuous ongoing process that will last till
project’s handing over stage.
Design
Electrical
100%
Civil 100%
85%
Strom &
Foul 50%
Fuel
Design
90%
REFURBISHED TOUCHDOWN ZONE
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Construction Progress & Status
Days Passed
188 days
Remaining Days
357 days
Manhours to Date
940,803 mhr
Phasing Plan
Considering contract’s scope is to be completed
while maintaining KKIA’s operations intact, It was
imperative to establish a certain sequence of
works whereby areas will be tackled by phases as
per the below figure.
PROJECT TEAM
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Construction Status
Currently, works are mainly concentrated on
the phase “A” part (check the below figure),
taking into consideration that, due to the urgent
refurbishment works executed by Almabani
(described hereafter), the G-Hold area had to be
completed quite earlier than planned as it was the
only leading taxiway to runway touchdown/take
off side (33R).
MILLING ACTIVITIES PART OF THE COMPLETED URGENT REFURBISHMENT WORKS FOR RUNWAY'S TOUCHDOWN
ZONES (15L & 33R)
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Construction Progress
ONGOING INSTALLATION AND WELDING OF CARBON STEEL COATED FUEL PIPES (24" DIAMETER)
24
Additional Works Executed
In preparation for the 4th summit of Arab & South
American Countries, KKIA’s Administration has
requested to have primary runway’s touchdown
zones 15L & 33R refurbished on urgent basis.
The scope comprised milling and paving back up
to 80mm thick of asphalt (approx. 2 x 1,500lm
x 25m width, thickness: 80mm) with pavement
marking and refurbishment of airfield lights.
Almabani accepted the challenging scope and
completed the task within a one month period
between October and November 2015.
BACKFILLING OF DRAINAGE LINE
ONGOING ASPHALT PAVING AT TAXIWAY (G) INTERSECTION
25
Event
Farewell Mr. Joseph El Hajj - Former Head of Accounting
- Jeddah -
JOSEPH EL HAJJ
H.E. MR. NEHMÉ TOHMÉ
23rd November, 2015
A remarkable character, has been in Almabani
nearly 40 years, as old as its' inception.
Mr. Joseph EL Hajj, former head of Accounting
Department, retired from his position after 4
decades of exceptional service.
Along with Almabani Top Management, Almabani’s
Chairman H.E. Mr. Nehmé Tohmé and his fellow
colleagues, Mr. Joseph El Hajj cut the cake in
a celebration that took place at the Almabani
Headquarters. Almabani’s CEO Mr. Joseph Daher
handed Mr. El Hajj a souvenir on behalf of the
Almabani family.
MR. JOSEPH DAHER (CEO) GIVING MR. EL HAJJ A
SOUVENIR ON BEHALF OF ALMABANI
CHARBEL SFEIR, PETER GRAHAM, WADIH FARES, EMIL YOUNAN, JIHAD MIKATI, ALFRED HAKIM, FAYEZ ABU RAYA & WISSAM CHEHAB
26
In the News
Riyadh Metro Project Remains Unaffected by Oil Price Drop
30th January, 2016
Riyadh Metro Project Remains Unaffected by
Oil Price Drop :Riyadh Metro Project Manager
Waleed Al-Akreesh stated yesterday, January
26th, that “the project will be completed on time
according to its schedule. The fall in oil prices will
have no negative impact on it.”
The statement comes at a time when the Etihad
Rail Stage Two tendering process in the Emirates
has been officially suspended and Etihad Rail’s
workforce has been cut by 30%.
The Riyadh metro will be 178 km long with 6 lines
and 85 stations including underground, elevated
and at-grade sections.
Eight hundred Saudi citizens are currently working
on the various engineering, administrative and
financial aspects of the project.
The fare structure is currently being finalized
with the objective of making it affordable and
encouraging citizens to use public transport as
opposed to private cars.
Riyadh had a population of 5.7 million in 2012
and is expected to increase to 8 million by 2030.
The new metro system will fulfill the demands of
the growing population, as well as reduce traffic
congestion and improve air quality.
Related link:
http://www.raillynews.com/2016/riyadh-metro-projectremains-unaffected-by-oil-price-drop/
In the News
Expansion of Airports on track: GACA Chief
8th February, 2016
JEDDAH: Work on developing and modernizing
the Kingdom’s 27 airports is ongoing and
is expected to be completed within the next
five years, according to Sulaiman Al-Hamdan,
president of the General Authority for Civil Aviation.
“Our goal is that our airports should be in a
position worthy of the Kingdom’s status, and that
the best level of services is offered, and therefore
our goal is to complete such developments so
these airports can have increased capacity,” he
said.
[…]Ultimately, the research and exploration
efforts by Aramco are good for the Kingdom, and
for Jazan in particular.”
In addition to Saudi Arabian Airlines and Nas
Airlines, both of which currently operate in the
Kingdom, Al-Hamdan said here are three other
airlines— Al-Maha, Saudi Gulf and Nesma— that
have been given a preliminary license and that are
completing technical and operational procedures
to obtain the final license.
Regarding expensive ticket prices, he said there
is a plan to liberalize prices over the next four
to five years, so as to guarantee fair competition
and set prices according to supply and demand.
“We expect that this will change the travel culture
through the provision of mechanisms currently
applied by international airlines that center around
getting lower or higher prices depending on the
booking and travel
date.” “The current
prices applied on
domestic airlines will
be the minimum,” he
said.
Related link:
http://www.arabnews.
com/saudi-arabia/
news/877191
27

Riyadh Metro Project - Almabani General Contractors

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