CCC “Energized” - Consolidated Contractors Company

Transcription

bulletin
2nd Quarter 2015
Issue 114
Quarterly Magazine of Consolidated Contractors Company
CCC “Energized”
The Story of CC Energy Development
The magnificent CCED Team
3
Recent Awards
4
Quality Management
5
Feature
Wael S. Khoury
Planning & Progress Monitoring
M. Soufyan
8
10
12
16
Interview with Sir Richard V. Giordano
Bulletin Editors
Rapid Growth at CCED
S. Etebar
Exploration in Focus
M. Ahmed
The Evolution of Human Resources
N. Al Barwani
18
19
20
22
Iraq: Safety News at FCP Gas Slug Catcher Project
Y. Khalil
Palestine: BDF Showcase Opening
M. Karam
UAE: Management Lessons Learned Meeting
H. Tadros
2015 Gulf Tour/Iftar Message
N. Husseini
23
24
Vocational Training Center, Oman
G. Rayya
#Future Leaders
C. Vyltaniotis
Information Technology
28
CCC Data Center Awarded ISO 27001:2013
G. Tabanji / S. Kahoush
Corporate Social Responsibility
32
34
36
38
39
40
41
42
44
46
47
CSR News
T. Awad
CSR Achievements at the Australia Pacific LNG Project
R. N. Jabara
A Memorable Photographic Event at CCC Egypt
S. El Kreidli
CSR Volunteer of the Quarter
T. Awad
Donations to Children’s Orphanage, Kazakhstan
A. Mushtaha
Assistance to Flood Victims of Atyrau Oblast
A. Mushtaha
The Carbon Ambassadors Programme in the UAE
M. Musliar
New CCC Oman Head Office
J. Bandak
CSR Initiatives at Morganti
T. Cutolo
Saudi Arabia Career Days
S. El Orr
Pearl/UN Global Compact
T. Awad
48
50
Athens Rally Paper
A. Khoury
Athens Family Day
Bulletin Editors
52
Announcements
Area News
Human Resources
Sports & Leisure
Milestones
Bulletin Issue 114 | 2nd Quarter 2015
C C C
Contents
From the Desk of...
Wael S. Khoury
It is often said that oil is liquid gold. There is no doubt that it
is an extremely valuable commodity and plays a vital role in
our modern world. Whilst the construction sector is the strong
foundation on which CCC is built, oil has played and continues to
play an important part in our success story.
Back in 1986 we took the brave step of signing the Masila
concession in Yemen. I have a vivid memory of my father asking
me to come and see him in his office in Kuwait which is where
his office was based at the time. He then gave me a detailed
briefing about the concession and took me through the risks and
rewards that come from involvement in the oil and gas business
- particularly in exploration and production. This was my first
introduction to the energy sector and was the beginning of a
close interest that I have maintained ever since.
From the Desk of...
Chairman / President, Petroleum & Minerals
It was not until fully five years after the Masila concession was
signed that commercial declaration was made in December
1991. The initial estimate was that the field had reserves
totalling 220 million barrels. I am pleased to say that this was
a significant underestimate and that by the time the concession
ended no less than 1.1 billion barrels had been produced. This
was CCC’s first exposure to the exploration and production
business. Given that it was such a success it was decided in
the mid-nineties to venture further in the energy sector and
concessions were secured in Yemen, Nigeria, Kazakhstan,
Palestine, India and Oman.
Our involvement in Oman has been especially beneficial. In
2008 we became operators of Blocks 3 & 4 and in 2009 we
took the decision to drill two exploration wells. This was a
tough decision to take. The costs of drilling are high but all the
indications were that we were operating in an area with great
potential. In reaching the decision to drill my mind went back to
that meeting 23 years earlier in Kuwait when my father took me
through the risks and rewards of the oil and gas business. Now
I knew exactly what he meant! Much to my relief and pleasure
both wells were successful so we developed the Blocks and
production started in the second quarter of 2010. By May 2015
we were producing over 30,000 barrels a day. Our management
expects production to reach 50,000 barrels a day in a few years’
time. With the price of oil today at the level of around $60 a
barrel, it is easy to see the significant contribution this is making
to the income of the Group.
There is no doubt that we have come a long way in developing
a strong and successful energy business. I am confident that
under the excellent leadership we have at present, we will
go from strength to strength and that the energy business
will continue to grow and make an increasingly significant
contribution to our Group.
C C C
3
Bausher Waste Water Project Contract No. B5 - Madinat Sultan Qaboos
Recent Awards
Oman
The project comprises the construction of
approximately 11km of sewers (200mm to
300mm diameter); 278 manholes; 15km of
150mm diameter laterals sewers; 1,778 inspection
chambers; 5,000m of TE lines with associated
chambers and 24km of telecommunication ducts
(25mm and 90mm diameter) with associated
chambers. The works also include all internal
property connection works.
The client is Haya Water, and the consultants are
Associated Consulting Engineers International LLC.
The contract was awarded on 2 February 2015.
The project start was 2 February 2015 for a duration
of 16 months ending on 2 June 2016.
Qabatiya - Al-Jalamah Road (Morganti)
Palestine
The project comprises the construction of
an approximately 14.2km two-lane rural
collector road in Area C including the
following features: paved shoulders; four
roundabouts with lighting; a new storm water
drainage system; retaining structures; roadway
marking signs and other road furnishings.
The contract was awarded on 5 April 2015.
The client is USAID West Bank & Gaza and the
consultants are Black & Veach B&V.
The project start was June 2015 for a duration of
two years ending in June 2017.
The contract was awarded on 21 April 2015.
Jericho Collection System Expansion Phase 1A Branch Sewers (Morganti)
Palestine
The project comprises the supply and
construction of the following:
12.5km of 8”diameter gravity sewers;
468 sewer manholes; 2km of 6” service laterals;
585 connection pits; paving and construction
of approximately 0.81km of previous dirt roads;
14,100m2 of trench restoration and procurement
of one combination jet vacuum sewer maintenance
truck.
The client is USAID West Bank & Gaza, and the
The contract was awarded on 2 October 2014.
The project start date was 2 November 2014 for a
duration of 11 months ending on 2 October 2015.
North-East Jenin Component 1 - Water
Project (Morganti)
Palestine
The project comprises the supply and
installation of 24km of steel transmission
pipelines (16” to 6”) diameter; five bulk
filling stations with 84 valve chambers; a cathodic
protection system covering the full transmission line
length; construction of Faqua and Jalbun Booster
Station complete with full MEP scope; construction
of a 500m3 elevated Faqua Reservoir, and SCADA
connection linking Jenin with Ramallah control room.
The client is USAID West Bank & Gaza and the
C C C
The project start was 20 May 2015 for a duration of
one year ending on 20 May 2016.
Najmat Al Jazeera CCEP UAE Building
UAE
The project involves the construction of a
Mixed Used Development Building for CCEP
UAE. The built up area is 52,817m2. The
building has two basement floors, the ground floor
and 33 floors.
The client is CCEP and the consultants are Al Salaam
Consulting Engineers and Planners.
The contract was awarded on 15 May 2015.
The project start was 1 June 2015 for a duration of
30 months ending on 1 December 2017.
EPC Works for New CCB & HMI Upgrade
Project
UAE
The project includes demolition of existing
buildings, construction of a new high finish
CCB building and associated MEP and
architectural works, installation of a new human
machine interface system and HOT changeover for
the new system supervised by Honeywell.
CCC scope includes EPC for all civil, architecture, E&I
and HVAC works, and only construction for the HMI
upgrade part.
The client is Abu Dhabi Gas Liquefaction Co. Ltd.
(ADGAS). The main contractor is Honeywell Middle
East Ltd. The consultant is Amec Foster Wheeler.
The contract was awarded on 14 June 2015.
The project start was 21 June 2015 for a duration of
33 months ending in March 2018.
M. Soufyan
Planning and Progress Monitoring
Construction Schedule
CCC Operation
Planning and progress monitoring for the
projects is covered by quality management
procedure QMP-GEN-015. The diagram (Chart 03)
shows the process described in this procedure.
Work Breakdown Structure (WBS)
Control Process
Progress & Manpower
Progress & Manpower
Activity-On-Node (AON) Network
Activity-on-node is a project management term
that refers to a precedence diagramming method
which uses boxes or circles to denote schedule
activities. These various boxes or “nodes” are
connected from beginning to end with arrows to
depict a logical progression of the dependencies
between the schedule activities. Each node is
coded with a letter or number that correlates to
an activity on the project schedule.
Typically, an activity-on-node diagram will
be designed to show which activities must
be completed in order for other activities to
commence. This is referred to as “finish-tostart” precedence, meaning one activity must be
finished before the next one can start.
The purpose of the network is to identify the
sequence of tasks and its interrelationship, start
and ending time of each task and the critical
WBS is a hierarchical and incremental
decomposition of the project into phases,
deliverables and work packages. It is a tree
structure, which shows a subdivision of effort
required to
achieve an
Work Breakdown Structure
objective; for
example a
programme,
Level 2
Level 3
28 Days
project and
Construction
Construction
Look-Ahead
Schedule
Schedule
contract. In
a project or
contract,
Schedule Update and Control
the WBS is
developed
by starting
Progress & Manpower
with the end
objective and
successively
Progress Reporting
subdividing
it into
Chart 03
manageable
components in terms of size, duration,
and responsibility (e.g. systems, subsystems,
components, tasks, subtasks and work
packages) which include all steps necessary to
achieve the objective.
0)
I
.4)
,28
(4,
(18
(10 E
,4)
4)
(8,
G
C 4)
,
(10
J
The work breakdown structure provides a
common framework for the natural development
of the overall
EOT = 20
EOT = 35
planning and
Chart 02
D
2
6
control of a
(15,25)
contract and
is the basis for
Earliest Occurrence Time
dividing work
B
F
into definable
3
7 EOT = CRIT. TIME = 43
EOT = 0 1
(20,0)
(14,4)
increments
from which
the statement
TE: Time Expected for Completion of Activity I=18
H
of work can
V:
Variance
=
28.4
4
5
(15,25)
be developed
EOT = 10
EOT = 24
and technical,
The above example represents a network with 5 activity paths leading to event 7:
schedule, cost,
1. A-D-J = 20 + 15 + 8 = 43
2. B-E-J = 20 + 10 + 8 = 38
and labour hour
3. B-F
= 20+14
= 34
4. B-G-I = 20 + 4 + 18 = 43
5. C-H-I = 10+11+18
= 39
reporting can
The longest of these paths is A-D-J using 43 days, which mean that 43 days is the shortest time in which the entire network can be completed.
be established.
This is called the critical time of the network, and A-D-J is the critical path shown as a heavy line.
(20 A
,4)
Chart 01
tasks that may affect project timely completion.
This is illustrated in Chart 02.
Quality Management
In a project environment, scheduling is an
ongoing operation. A master control schedule
is not only a contract obligation, it is a tool for
project management to compare planned against
actual activities. The CCC planning and progress
monitoring process is illustrated in Chart 01.
C C C
5
Quality Management
Baseline Schedule
A baseline is a fixed schedule, which represents the standard that is used to measure the performance
of the project. Every time a change to the scope of the project is approved, the schedule should be
adjusted and a new revision of the baseline should be used instead.
Sept.
ID
Task Name
1
Project Review
1.1
Competition Research
1.2
Review of Previous NAU Bridge
1.3
Review of Previous Winning Bridge
2
Preliminary Design
2.1
Connection Analysis
2.2
Material Analysis
2.3
Structural Analysis
2.4
Fabrication Analysis
2.5
Preliminary Budget
3
Final Design
3.1
30% Design Outline
3.2
60% Design Outline
3.3
90% Design Outline
3.4
100% Design Outline
3.5
Members
3.6
Connections
4
Project Management
4.1
Technical Advisory
4.2
Final Budget
4.3
Submit to Client
4.4
Material Acquisition
4.5
Presentations
5
Frabrication
5.1
Drafting
5.2
Member Preparation
6
British Practise
6.1
Build Strategy
6.2
Building Trials
6.3
Competition
17 25
Oct.
8
15 22 29
Nov.
5
Dec.
12 19 26
3
10 17 24 31
Jan.
7
14 21 28
Feb.
4
11 18 25
Mar.
4
11 18 25
Level 2 Construction Schedule
•
The total scope of work.
This schedule will comprehensively cover the
total scope of construction in a summary level
detail that illustrates the broad strategies for
executing the construction works and achieving
the required completion dates. Moreover, it
will identify major activities within the various
construction disciplines in order to allow
subsequent development of a more detailed
schedule. The schedule will incorporate:
•
The man hours and quantities for each activity.
•
Engineering interface dates.
•
Procurement interface dates.
•
Mechanical completion milestones.
C C C
Apr.
1
8
Level 3 Construction Schedule
The level 3 construction network logic diagram
is derived from the level 2 construction
schedule and the construction work breakdown
structure. It will take into account the logical
sequencing and relationships of engineering and
procurement activities related to construction,
fabrication, erection, subcontracting, testing,
pre-commissioning and commissioning. To this
end it will incorporate key engineering and
procurement activities as interface dates.
Complex projects may require further detailing by
going to level 4, 5 and so on.
order to facilitate subsequent analysis of any
deviations. Actual manpower levels will be
regularly recorded, tabulated and summarized
graphically for submission as part of the monthly
project progress report.
Reporting
Reporting will be carried out in accordance with
contractual obligations. In general, the following
reports are being generated on all projects
executed by CCC:
•
Weekly
•
Biweekly
28 Day Look-Ahead
•
Monthly
The 28 day look-ahead will be used to determine
the work volume and will generally include a list
of activities with required physical quantities,
start and finish dates and work content.
Weekly, Biweekly and Monthly reports will be
prepared in accordance with project procedures.
The format and content of reporting will be in
accordance with project requirements.
Work Monitoring
Throughout the construction period, weekly
progress will be monitored and marked on the 4
weeks schedule. This information will be used to
measure the percentage achieved by means of
progress measurement calculation.
Quality Management
Note: the contents of this article are in line with
CCC procedures and have been reviewed by Senior
Planners of CSM.
Corrective Action
Any delay in work will be accommodated by
rescheduling in order to recover any loss of
progress, provided that such changes are within
the limits of the original duration and free float. A
recovery plan is required for major delays.
Progress and Manpower
The planning engineer will issue planned physical
percentage progress tables and curves prepared
in such a way that subsequent actual results
can be compared with those planned, enabling
deviations to be readily identified and analyzed.
Actual results will be regularly calculated during
the progress of work and summarized graphically
for submission as part of the regular progress
report.
Manpower Control
The planning engineer will issue manpower
histograms showing the planned manning levels
used to establish the construction schedules.
The histograms will be broken down to show the
planned manning levels in all major disciplines. A
strict correlation between manpower histograms
and progress curves will be maintained in
C C C
7
Bulletin Editors
Feature
Sir Richard Giordano Interview
Sir Richard
Giordano is the
Chairman of
Consolidated
Contractors
Company Energy
Development
(CCED). He
started out
as a lawyer at
Shearman and
Sterling in New
York City, having
graduated from
Harvard College
and Columbia
University in the USA prior to that. He went from
being Assistant Secretary at Airco Inc. to Chairman
of British Gas plc, has served on multiple Boards
of Directors including the Carnegie Endowment for
International Peace and has been honoured numerous
times throughout his extensive career, including a
Knight Commander of the Order of the British Empire.
The following is an interview held in London
conducted by Nafez Husseini with Sir Richard.
Sir Richard Giordano
• Graduated from Harvard College in 1956 and got
his law degree from Columbia Law School in 1959
• Worked as a lawyer with Shearman & Sterling in
New York City
• Joined Airco Inc. in 1963 as Assistant Secretary
• Became CEO of Airco Inc. in 1978 (Airco was
acquired by the BOC Group that same year)
• Was appointed Group Managing Director and
Chief Executive of the BOC Group in 1979
• He was non-Executive Director of the US based
Georgia-Pacific Corporation between 1985 and
2005
• Served for 12 years as a non-Executive Director
and Deputy Chairman of Grand Metropolitan plc,
until his retirement from the Board in 1997
• Was appointed an Honorary Knight Commander
of the British Empire in 1989
• Was elected as honorary Fellow of the London
Business School in 1994, Fellow of the Royal
College of Anaesthetists in 1995, and honorary
Doctorate of Laws by Bath University in 1998
• Has been a member of the Board of Trustees of
the Carnegie Endowment for International Peace
since 1999
C C C
Nafez Husseini: Sir Richard good morning. I’ve
taken the liberty to put some small questions
together and the first one is: How did you and
CCC connect if you would like to recall this to us?
Richard Giordano: Hello. When I retired
as chairman of British Gas BG I had had a
relationship with CCC because they had
been contractors for us in Kazakhstan in the
Karachaganak field and I was introduced to Said
Khoury and we had a couple of very interesting
meetings, he was always very interesting to talk
to, and at some point he asked me if I would
come and consult for CCC in the interests of
growing an oil business. I thought about it for a
while and I had a discussion with Wael because
it was Wael who was interested in spearheading
this effort and I agreed to join as a consultant. It
seems like a long time ago.
NH: So how did this translate into this working
relationship and how you applied your ideas,
thoughts and visions towards bringing CC Energy
to where it is now?
RG: The first thought was finding a good
property and they are hard to find. We knew
our investment in Masila, Yemen was winding
down so our question was: what would take its
place? We were starting some efforts to invest
in Yemen in exploration but they did not seem
promising and in fact, did not come to fruition. So
we looked around and everybody knew that we
were looking for an asset. We were introduced to
this opportunity to buy in Oman – buy an asset
which had been picked over by a number of other
companies.
NH: Is it a purchase or a lease?
RG: It’s a purchase of the interest of Encana
who had signed a Production Sharing Agreement
with the Ministry of Oil and Gas. We were offered
to buy 50% of the project and the operatorship
– which is important. We did due diligence,
we looked at it carefully we thought it would
be a promising gas discovery of course to our
pleasant surprise it turned out to be an oil
discovery. But it had been looked at by a number
of companies and there were maybe 20 or 25
wells that had been drilled in this block over
10, 15, 20 years. The block is huge, it is many
times the size of Lebanon for example. We were
able to buy it quickly for what turned out to be
a modest sum: some 4 million dollars. And we
began exploring. We sank our first well within a
short period of time and of course we had an oil
find and when we realized that this project, this
asset, this property had oil we began to explore
because at that point we had to put together a
team to develop the project. Shahrokh Etebar
came our way which was lucky for us because
Shah brought a huge experience in development
and that’s how we got started.
NH: That’s great. Now I understand that CCC
Energy in Oman, that property, had a super start
up record, how did this come about? I know it
takes a lot of luck, the stars have to align and
there has to be a lot of professionalism. How did
this all align to bring this about?
RG: There’s always luck. This is a business that
has a lot of luck in it, not quite the luck of the
gambling tables but luck nevertheless. We then
hired a succession of exploration managers
none of which were really suitable for us until
we came to hire Jack Kerfoot who brought an
extensive experience in exploration. He helped,
Shah helped us understand the potential of this
block in terms of how we would exploit what
was there. And with his help we identified what
we call leads, promising leads, and we began
exploring and sure enough we had a terrific hit
– if you look at the industry average we were
hitting 80-85% success rates which is well above
the industry average.
NH: What is the industry average?
RG: I think it’s something around 50%.
RG: So we quickly developed the project. What
was really successful here, thanks to the efforts
of Shah and his team, we started producing
profits in cash rapidly by an early production
programme. So instead of waiting for surface
pipeline infrastructure to be built we got the oil
out and we trucked it to the port and developed
quite a sizeable production rate trucking – at
one point we must have had the biggest trucking
fleet in the Middle East. But that was quite
successful because what it did was bring us
confidence and profits early in the project which
gave us the confidence to keep on drilling and
exploring.
NH: Perfect. So what were the initial production
numbers and where are we at now and where do
you see us going to?
RG: We started out at a few thousand barrels
a day and rapidly in a year or 2 we were up to
between 10 – 12 thousand a day, last year we
averaged 24 – 25 thousand barrels a day this
year I think we will average 33 thousand or more.
I am not in the business of forecasting but this is
a project that I think will pretty rapidly get to 50
thousand barrels a day. The block itself has the
potential to be larger if exploration continues to
be successful.
NH: And these estimates are for how many years
if I were to project this intelligently?
RG: We are talking near term about 2 – 3 years.
Not far away.
NH: Ok so, one of my final questions is: typically
there are moments to remember, some that are
funny, and I usually like to put a bit of funny /
business anecdotes, can you recall any? Would
you like to share with us some of those moments?
RG: I think when the project got to 10 or 12
thousand barrels a day, if we were honest with
ourselves we thought that was as far as it would
go and within a short time we explored some
new parts of the block that suddenly opened up
a vista of production that none of us dreamed of.
Success has many fathers and … orphans, so we
were all patting ourselves on the back and with
some humour but with some humility knowing
that we were lucky to have these prospected
parts of the block. Not a funny anecdote but a
real Rubicon of what we were seeing.
NH: You have been heading and working for
publically traded companies for most of your life
– this is a family owned business, what are your
impressions and do you have any comparative
ideas to share with us?
RG: I think my experience is such that with
the development of the governance standards
of public companies they have become quite
bureaucratic and as we like to say, box tickers;
and that if you sit in a public boardroom these
days, a fair percentage of your time will be
devoted to those kinds of activities which are
not really about making money in the business.
I think the benefits of a private business as
we have at CCC is that we can focus all of our
energies on how we develop the property, how
we develop the business, how we make money
and how we go forward. Decisions can be quicker,
it doesn’t mean that we would be sloppy or
lazy but it just means that we don’t have the
paraphernalia of the public company. I consider
that a great advantage – a huge advantage. The
negative is that when you want to recruit people,
particularly in an industry like oil and gas, which
is a ‘hot’ industry in the world today, it is difficult
to recruit them into a private company where
there aren’t stock options and a share price they
can look at every day in the market, the kind of
pension arrangements that come with public
companies. Not having that is a negative that we
have to address.
NH: Sure, that makes sense.
RG: Is that your experience too?
NH: Absolutely, the decisions are very fast to
take in a family business.
RG: The personal relationships run deeper.
NH: Very well said. That’s the idea.
RG: But the negatives are there: the recruitment
issues.
RG: If it was perfect we could sleep all the time!
NH: Now this interview will not make it to BBC
Hard-Talk but it will surely make it to the CCC
Bulletin.
RG: Thank you very much
C C C
Feature
Sir Richard Giordano Interview
9
S. Etebar
Feature
‘From a production of 15,000 barrels of oil per
day (BOPD) in 2013, we hope to achieve a 50,000
BOPD production level by 2017’, stated Shah
Etebar, Chief Executive Officer, Oman Consolidated
Contractors Energy Development (CCED).
that oil is also migrating vertically from down
below, in addition to the one which is coming
from the west. This phenomenon was based on
the 100 BOPD test from the Lower Al Bashair
Reservoir by Japex in 1986.
CC Energy Development (CCED) operates in
Oman, in Blocks 3 and 4 with a 50% stake and
Tethys Oil and Mitsui have 30% and 20% stakes
respectively. Exploration in the area covered by
Blocks 3 and 4 started 40 years prior to CCED
becoming the operator in late 2007. Companies
including PDO, (Shell), Japex, Elf, Wintershall,
Amaco, Total, Namir Petroleum and Encana
had searched for oil and gas over the years
and drilled 27 exploration wells in these two
blocks during this 40 year period, and none of
them found anything of commercial value and
left. CCED took over the operatorship of the
blocks in late 2007 with a 50% working interest
and began to explore in the year 2009, and
drilled two successful wells in these blocks.
The Khufai Reservoir was discovered in Block
4. This reservoir was previously unknown as
an oil producer in Oman. The Barik Reservoir
was discovered in Block 3. Also, a horizontal
well was drilled in the Lower Al Bashair semiunconventional reservoir which was previously
discovered in Block 3.
As soon as we evaluated and appraised the
exploration wells by December 2009, we
installed an early production facility at Farha
and initiated oil production seven months later,
in July 2010. After further appraisal and drilling
development wells, additional early production
facilities were set up at Farha and Saiwan and
over 10,000 BOPD were trucked to Alam Station.
After metering, oil was transferred to Qarn Alam
via PDO’s 8 inch pipeline for entry into the main
pipeline.
The question is: why were the previous operators
not able to find oil in these blocks? In our opinion,
they were using a very different basin model to
the one we are using today. They believed that
the source rocks or kitchen were too shallow
to generate hydrocarbons in these blocks and
the oil had to migrate eastward from the PDO
concession area Block 6. However, the rule of
thumb is that one percent of oil is lost for every
one kilometre which is moved. If this were the
case, we would have had to write off the assets,
as our predecessors did. Our new model shows
from left to right: Sir Richard Giordano, Shahrokh Etebar,
Mahmoud Zeibak, Wael Khoury and Marwan Salloum
C C C
Permanent facilities were built by CCC at Farha
and Saiwan fields, linked by a new 10 inch
pipeline. A 16 inch pipeline and metering system
connected our facilities to Alam Station, which
recently extended to Qarn Alam to replace PDO’s
8 inch pipeline that no longer had the capacity to
accommodate the increase in daily oil production
rates.
In 2013 we discovered two new oil reservoirs,
the Lower Buah and Lower Khufai in Block 4
and immediately we installed satellite facilities
(EPF) to increase our daily production. The daily
production has increased at a very impressive
rate. Although CCED is a young company as
an operator in the oil and gas industry, it has
highly skilled people who had worked in the
major oil companies before joining CCED. CCED,
as the operator, explores, appraises, develops
and produces simultaneously, which is called
“Parallel Growth”. However, doing everything
simultaneously is not an easy job to do. We have
to be constantly planning and we have to be very
flexible to change course as needed.
We started with 14 people in the beginning
of 2010 and today we are a team of 645 with
72% Omanization and we strive to increase this
percentage whenever possible. We believe that
to be successful in any project, it must have
the five essential ingredients: skilled people,
planning, leadership, communication and a good
relationship with all stakeholders. We are proud
to say that CCED Oman possesses all these
qualities. CCED attributes all its amazing success
to its credo of teamwork, with no bureaucracy.
The company is proud of its open environment,
where the workers are empowered, there is clear
communication and transparency of information
at all levels. One of the major factors which
assists us to achieve these goals, is our excellent
relationship with the Ministry of Oil & Gas (MOG)
and our partners.
We believe that by extracting the oil, we profit
from the areas where we work in and therefore it
is our obligation to give back to the community.
We reciprocate by generating a lot of income
for the Government of Oman and also creating a
lot of employment opportunities for Omanis and
particularly for the local community. We train
them and help them to improve their education,
as we would like to provide them with technical
jobs. To date, we have hired over 465 Omanis
of which 124 are from the local community
and we have offered both technical and nontechnical on-the-job training to 16 people from
the local community as well as 24 more, through
programmes with the Ministry of Manpower.
Our contribution to In-Country Value (ICV) is
an integral part of our business. We focus on
development in the local community through
vocational, technical and even some university
scholarships. We also try to award as many
contracts as possible to the local contractors,
if it is within their capabilities. We are proud to
have assisted and supported in developing an
Omani Engineering Company, as well as quite
a few local contractors in the field. We also
make efforts to be safe and environmentally
friendly and invest a lot in the infrastructure of
the area where we work, such as building roads,
communication infrastructure and so on.
We have assisted the local community in
times of need and are happy to have a good
relationship with communities and authorities in
our areas of production. CCED has established
itself in the Sultanate of Oman and we plan to
be here for a long time. We have a shared vision
to achieve 50,000 BOPD production level by year
2017 and we are well on our way to achieving
this goal which we set for ourselves in the
beginning of the year 2013.
Feature
Shah Etebar - Fact File
Shah Etebar has over four decades’ experience
in the oil and gas industry in the US, Europe
and the Middle East serving international oil
companies (IOCS) and a national oil company.
He has worked on the technical side in various
branches of engineering including field, reservoir,
drilling and production before taking up midto-senior level management positions. After
a degree in petroleum engineering from West
Virginia University, he joined Texaco in 1969.
After six years, he went to Iran and worked for
Oil Service Company of Iran (OSCO). After the
revolution of 1979 in Iran, he returned to Texaco.
He left the company post the 2001 merger of
Texaco with Chevron to become an entrepreneur.
His last position with Texaco was Vice President
Commercial Development for Euro-Asia. He
established a development company and
developed an oil field which generated oil
production of 50,000 BOPD within two years.
Later on, he took a sabbatical before joining
CCED as the CEO.
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11
M. Ahmed
Feature
From 1972 through 2008, eight different
companies (PDO, ELF, JAPEC, Wintershall,
AMOCO, TOTAL, Nimir and EnCana) explored
Block 3 and Block 4. These companies acquired
over 20,000 kilometers of 2D seismic data
and drilled 27 exploration wells. None of the
exploration campaigns achieved any commercial
success. As a result of these failed exploration
campaigns, the industry’s perception was that
there was virtually
no exploration
potential in
Block 3 and
Block 4.
East, SE C Field, Shahd B Field, Shahd D Field,
Shahd F Field, Shahd G Field, Shahd H Field and
Shahd I Field). The fields are producing light oil
from the Barik, Lower Al Bashair, Lower Buah,
Upper Khufai and Lower Khufai. CCED is currently
producing approximately 33,000 BOPD of light oil
from fields in Block 3 and Block 4.
CCED’s exploration successes are due to a play
based exploration strategy, regional geological
studies and rigorous technical analysis.
CCED completed a regional depth to igneous
basement map over Block 3 and Block 4. The
regional depth to basement map was developed
using well control, exploration 3D seismic data,
geologic field mapping and potential field data.
The regional depth to igneous basement map
was then incorporated into a regional structural
geology study over eastern Oman.
Depth of Igneous Basement Study
However, CCED
saw exploration
potential in Block 3
and Block 4. In 2009,
CCED drilled the
Farha South 3 (FS-3)
exploration well in
Block 3 and the Saiwan East 2 (SE-2) exploration
well in Block 4. FS-3 discovered light (42°
API) sweet oil in the clastic facies of the Barik
Formation. SE-2 discovered light (32.5° API) sour
oil in the dolomitic facies of the Upper Khufai
Formation. CCED achieved first oil production in
July 2010.
CCED has now drilled 14 exploration wells
and acquired 5,700km2 3D seismic data in the
Block 3 and Block 4 permit area. CCED’s seven
year exploration campaign has resulted in the
discovery of nine oil fields (Farha South, Saiwan
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Between 2009 and 2014, CCED completed
two phases of stratigraphic studies for the
Neoproterozoic and Early Paleozoic of Block
3 and 4 and adjacent parts of Block 6 in north
central Oman. Two months field work in the Huqf
high and the Jebel Akhdary regions of the Oman
mountains have been followed by thorough
analysis of Block 3 and 4 data to provide a
stratigraphic framework for the area of interest.
The data used and integrated in this study are
outcropping formation, 2D and 3D seismic data,
legacy wells, well logs, cutting samples, sidewall
cores, whole core and published data.
Thanks to this study the lithostratigraphy of
the Huqf and Haima sediments is now well
established. In addition, numerous attempts have
been made to develop a sequence stratigraphic
framework for parts of this succession but to
date there has been no attempt to produce a
comprehensive scheme for the entire succession.
Stratigraphic Study
wells will be on optimal locations and should
deliver better production and exhibit slightly
longer life. To date, CCED has acquired around
5,700km2 of 3D over Blocks 3 and 4. CCED 3D
seismic surveys and interpretation showed
that many of the dry holes drilled by previous
operators would obviously not have been drilled
if the 3D data was available prior to drilling.
The costs of a 3D programme may seem high,
but the above figures indicate that exploration
and development efficiency can be considerably
enhanced by knowledgeable application of the
3D seismic method.
Feature
CCED is very aggressive in the appraisal and
development activities. CCED is equipped with
highly skilled people who worked in major oil
companies before joining CCED. CCED also has
very sophisticated software to help make the
seismic interpretation, well log interpretation,
3D geological modelling and 3D static modelling.
This software is Jason, Petrel, Eclipse, Teclog,
OFM and SMT.
3D Seismic Acquisition
CCED reviewed previous basin modeling over the
permit area and found that it is not representive
of Blocks 3 and 4. Previous basin models are
based on long distance migration and assumed
that Blocks 3 and 4 source rocks are immature.
Source rock evaluation for a few wells confirmed
oil prone source rocks inside Blocks 3 and 4.
CCED’s evaluation of the legacy wells drilled
by previous operators showed that many of
these wells did not test valid traps (structures).
These legacy wells were drilled based on old 2D
seismic data which has positioning errors related
to spatial referece systems.
Although 3D does not remove all exploration
risk, it improves success rates and productive
Basin Modeling Study
Seismic inversion is an effective technology to
mitigate the reservoir risk, subject to the seismic
data quality and appropriate well control.
CCED is using seismic inversion technology in
the assessment of carbonate reservoir. This
technology is based on establishing a relation
between the seismic data and rock properties.
The seismic volume is converted to acoustic
impedance volume through a sophisticated
process.
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13
Feature
Then cross plots between the well log porosity
and the inverted acoustic impedance is
established. Once we have the relation (cross
plot) between porosity and acoustic impedance
then we can convert the acoustic impedance
volume into porosity volume. The resultant
porosity volume is used to predict the reservoir
properties away from the well bore and is used
as an input to the resultant 3D geological model.
A fracture model is also generated based on the
structure model data and integrating all fracture
analysis of the image log data. Seismic inversion,
other seismic attributes and sonic log data are
also integrated into the fracture model. The final
fracture models are delivered to the reservoir
engineer to integrate with the 3D reservoir
model.
Inverted Seismic Line
The 3D reservoir model is built based on the 3D
geological static model and integrates all fluid
data, reservoir properties, pressure data, and so
on.
Proper field development planning is dependent
on generating the 3D geological static and
reservoir models. The 3D geological models
incorporate all available data such as seismic
inversion, seismic maps and faults, porosity,
permeability, saturation, whole core analysis,
and so on.
Inverted Porosity Map
A proper 3D reservoir model is required to
make the best reservoir management decisions
to achieve the most efficient recovery of
hydrocarbon by estimating reserves, infill wells,
well designs, production optimization and
reserves added.
CCED’s static and dynamic models are essential
in the appraisal and development of CCED oil
fields. CCED also updates these models with new
drilling results at least twice a year.
CCED has demonstrated the ability to find
commercial hydrocarbons in an area previously
Fracture Model
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Feature
characterized as having no exploration
potential by the industry. CCED’s appraisal and
development activities are very aggressive
and utilize experienced people and the latest
technologies in the industry to end up with a
strategic field development plan.
Field Performance
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15
N. Al Barwani
The Evolution of Human Resources (HR):
Feature
Developing HR as an Internal Consulting Organization
As the role and impact of the HR profession
continues to evolve, we have reached a critical
crossroad. Together and now, business leaders
and HR professionals have the opportunity to
understand the history that brings us to our
current situation, to be informed by predictable
trends, and to make the transformation necessary
to result in organizational competitive advantage
and HR functional viability. Over the last hundred
years, the HR profession has evolved dramatically,
usually in response to external conditions.
Unquestionably we are changing— the issue in
front of us is whether we will define that future or
simply react to the changes that continue to occur
in the economy and in our business models.
relationship with other departments and
external bodies.
• To attract, develop and retain talent.
• To meet the Omanization target.
We present a historical review and conclude
that HR’s greatest opportunity is to develop the
organizational capability to be a relevant and
respected internal consulting organization focused
on talent. The good news is that the knowledge,
skills and abilities needed to do this exist now and
are teachable. A virtual army of HR professionals
“get this” and are ready, willing and able to
develop in this way.
As HR leaders we are challenged to guide
the many changes needed to continue the HR
evolution.
Our Mission
To become one of the role models in oil and gas
industry for HR practices and having a proficient
manpower.
Our Vision
To make sure rules and regulations are followed
and to meet the stakeholder’s
satisfaction.
HR Planning and Perspective
The main theme of the development and HR
Planning and Perspective is to focus on an
Omanization plan. We recruited and hired fresh
graduates to develop through our training and
development plans. We advertised the positions
in-country and participated in several career fair
programmes in some of the top universities in
Oman. We also searched for highly talented and
professional Omani individuals through local and
international head-hunter agencies.
We have set objectives to become
a reliable source and value in the
organization:
Competent Workforce.
• Efficient and Effective Manpower.
• Equitable and Fair HR Practices.
• Compliance with HR Policies and
Procedures.
•
Our Key to Success is:
To have a sufficient, motivated
competent workforce.
• To continue to improve HR
departmental processes.
• To establish a good working
•
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Women in Oil and Gas
proper HR Record Letters (Salary Letter, Salary
Transfer Letter), holding Overtime issues,
holding medical insurance issues, Company
Advance and Flexible Benefit- Bonuses, Exit
procedure (Exit Clearance).
•
Succession Planning: Develop a succession
plan and ensure annual reviews are carried out.
Feature
The Evolution of Human Resources (HR): Developing HR as an Internal Consulting Organization
Omanization
Celebrating Omani Women’s Day
Currently we are at 10% of highly skilled
professional women working in the company.
Their roles and positions vary from technical to
non-technical roles. We also encourage diversity
and inclusion and currently have females in
senior positions.
Society supports and encourages women to
take up careers and there are many role models
of senior women employees in government and
private sector. However, women working in the
field still remains a challenge, and are relatively
lower in numbers in technical roles.
HR Challenge and Activities
How can HR better manage talent in an
organization?
The activities below will guide you:
•
Recruitment and Selection: Conducting
Manpower Planning, Manpower Requisition,
Job Descriptions, Job Adverts, Interviewing,
Selection, Contracts, Visa process with PRO,
HR Induction, End of Probation Evaluation,
Welcome aboard Notice, Day one check list,
Exit Interview.
•
Employee Relations: Applying and
Communicating HR Policies and Procedures,
Administration of Employee Performance
Appraisal-EPA Tasks and Targets.
•
Capability Development and Training:
Preparing Employee Development Plan, InHouse Workshops, External Training.
•
Compensation and Benefits: Administering
Employee Benefits, Annual Leave (Forms),
Omanization is a top public priority for the
Omani Government - setting 90% target for
the upstream oil and gas industry. Due to the
growing economy and increasing competition in
the oil and gas sector, it is a challenge to attract
talented experienced Omanis or even fresh
graduates from the universities and colleges.
In May 2015 we reached 72% Omanization with a
target of 74% by year end.
Aligning HR Strategies to Business
Strategies
In order to align HR strategies to business
strategies, we require the following;
Leadership
• Culture
• Communication and Engagement
• Workforce Planning
• Talent
• Retention
• Performance Management
• Team Development.
•
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17
Y. Khalil
Safety News at FCP Gas Slug Catcher Project
Iraq
Area News
6 May 2015 was Safety Day at the project and
many congratulations go to the whole project
team for achieving over half a million man hours
without a lost-time incident.
This achievement was due to vigilance and
the emphasis on safety that the project team
prides itself on as well as commitment to our
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employees and the constant support of our
client, Shell.
It was a fantastic Safety Day and must be
remembered and celebrated for such an
outstanding safety achievement in a more than
difficult location and challenging environment.
M. Karam
Bethlehem Development Foundation
Palestine
Mayor of Bethlehemm
Mrs. Vera Baboun; the
Chairman and General
Manager of the Bank
of Palestine, Hashim
Shawa; the CCC
Managing Director, UAE
& Palestine, Mr. Walid
Salman; Members of
the Board of Directors
of BDF, Dr. Victor
Batarseh and Mitri Abu
Aita; and Executive
Director of BDF, Mazen
Karam. In addition to the
above-mentioned key
attendees, the mayors
of the Bethlehem
Governorate cities, BDF
staff and committee
members attended this
event.
On 22 April 2015 the Chairman of the Board
of Trustees, Samer Said Khoury, President
Engineering and Construction of Consolidated
Contractors Group, opened the BDF Exhibition
Hall. The first of its kind in Palestine, the
showcase covers a total area of 121m2,
generously donated by the Bank of Palestine in
their regional headquarters in Bethlehem.
Completed, on-going and future projects of
BDF are highlighted using models and markers.
Visitors and potential investors will be able to
view, identify and understand the vision, mission
and projects of BDF. This is made possible by the
following:
•
An aerial photo of the major cities in the
Bethlehem Governorate covers 92m2 of the
floor, making it the world’s largest on record.
•
Audiovisual informative screens to showcase
the work progress of BDF.
•
Interactive projectors to present plans and
projects.
•
Two Panoramic photos of Bethlehem
showcasing past and present.
•
Green walls to promote green roofs, terraces
and walls in public spaces and rooftops.
•
A children-customized interactive map, stories
for children and informational games will be
used to educate children about their cities and
raise their environmental awareness.
The opening was attended by the Minister of
Tourism and Antiquities, Mrs. Rula Ma’ayah; the
Area News
Showcase Opening
Mr. Khoury said that the BDF showcase
highlights the historical and cultural importance
of the area and plays a crucial role in raising
awareness about its geographical significance,
rich cultural heritage and holy sites nationally
and internationally among citizens and visitors.
Mr. Karam thanked the Bank of Palestine, being a
strategic and long-term partner, for its generous
contribution to bringing BDF’s showcase vision
into reality, pointing out the importance of
this exhibition in supporting the Foundation’s
projects aiming to boost tourism and strengthen
the economy in order to build a sustainable,
bright future for the citizens of the Bethlehem
Governorate.
Mr. Shawa expressed his appreciation of this
fruitful partnership, considering the bank a
contributor and participant in this event and
ensuring that it will provide all the facilities
needed for visitors and invite local and
international organizations to visit the showcase
in order to advertise and promote its vision and
mission.
Minister Ma’ayah expressed her happiness for
having such a high-quality and user friendly
showcase in Bethlehem, focusing on its
important role in strengthening the status of
Bethlehem and the tourism services it offers.
Mayor Baboun thanked the directors of the BDF
for their projects and mission to improve the
Bethlehem Governorate noting that this initiative
helps in promoting Bethlehem’s message of love,
justice and peace.
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19
H. Tadros
Management Lessons Learned Meeting
Area News
UAE
On 28-29 May 2015, the executive management
held their annual Lessons Learned Meeting in
Abu Dhabi to discuss, brainstorm and share
various lessons learned in their continuous
endeavour to identify ways to improve our
operations and performance to cope with fast
market changes and meet the tough challenges
imposed by competitors of all sizes in the
industries where CCC is a major player.
The meeting this year was different from the
previous ones. This time it involved, in addition
to the executive managers who are the usual
attendees from all CCC operational areas, some
project directors and managers, some middle
managers and high fliers. The idea was to share
with and listen to new ideas that may be critical
in making a change for a better outcome and
performance.
CCC President (Engineering & Construction)
Samer Khoury led the meeting and distributed
to all attendees a poster showing the pyramid
of the Top CCC Strategic Qualities and asked
them to promote and post these at their projects
in such a way that they could be seen by the
maximum number of employees.
The agenda covered the major topics on which
the management wanted to focus. The first three
hours covered vital topics and those of common
interest.
After Mr. Khoury’s introduction, the meeting
started with the subject of safety and then
HSE issues were discussed. The importance
of safety awareness in CCC was emphasized
and HSE statistics on all CCC projects were
presented to analyze and identify the gaps
that need to be addressed in order to improve
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CCC’s safety record, even though it is one of the
best compared to other companies in the same
industry.
Quality was discussed and all attendees
reconfirmed their commitment to delivering a
high quality job as this is what distinguishes CCC
from its competitors. They all emphasized that
a high quality job completed correctly the first
time is the fastest and most economical way to
operate.
Sales and revenue statistics of the CCC Group
were also presented. All attendees realized
that budgets and profit margins are becoming
tighter and it is now more difficult to be awarded
projects. Moreover, the discussions emphasized
the importance of timely collection of our
various payments and dues from the client.
CCC is determined to cope with the increasing
challenges.
A risk management presentation was made and
it was agreed to reinforce the implementation
of the risk management system on all projects
to identify the potential risks before their
occurrence to improve our performance and
minimize their negative effects in terms of safety,
quality, cost and time.
The Balanced Scorecards and the results of the
Client Satisfaction and Employees’ Satisfaction
questionnaires were discussed and it was agreed
to encourage all our clients and partners to fill in
the questionnaires as we care about their opinion
and we follow up on their complaints. As for the
Employees’ Satisfaction, some corrective actions
have already been taken and others are being
processed.
The subject of sustainability was also discussed
and attendees agreed to continue enhancing
the application of sustainability as it is now
becoming a requirement by most of our clients.
performance. On the other hand, ideas and
actions were identified to minimize the factors
that reduce employees’ performance and
accountability.
Following the above discussions we addressed
another six topics. For a change, the attendees
were split into three subgroups/committees,
each tackling two main topics. Each committee
had two coaches, one leader and its members.
All three committees met separately for about
four hours to discuss two topics each and
came out with an action plan for the next six
months and for the next 12 months to achieve
improvement in CCC’s operations relevant to
these topics. These topics and committees were
as follows:
Topic 5: Human Resources. The aim of
the committee was to tackle employees’
expectations from Human Resources and to
try to find a compromising career path for
employees of all levels.
Topic 1: Productivity/Lean Construction.
The committee’s aim was to identify ways
to improve productivity and achieve Lean
Construction in order to reduce costs and
waste on projects. This will be implemented at
pilot projects for testing.
Area News
Management Lessons Learned Meeting
Topic 6: Implementation of Control Tools.
The committee stressed the importance of
implementation of control tools on all projects
as they allow better control and reduce
reporting time.
We also had a business dinner where the
Managing Director of Navigant gave a one-hour
presentation on how to prepare a solid claim. The
presentation was very beneficial to all attendees
as it highlighted the best tactics on how to build
and present our cases.
On the second day of the meetings each
committee group leader presented the outcome
Topic 2: Leadership Style. The aim of the
and recommendations of his committee on
committee was to spread a culture of effective
the relevant topic. Discussions continued to
leadership, leading by example.
fine tune these recommendations. It is now
Topic 3: Contract Management. The
the attendees’ job, mainly AMD and project
discussions aimed to identify and
directors and managers, to distribute
recommend the best ways to manage
and ensure the implementation of the
Top
contract risks, project cash flow,
recommendations of the Lessons
claims and variation orders during all
Learned Meeting at all projects under
CCC
phases of a project (from bidding
authority to see how far we can
Strategic their
till execution completion).
improve our overall performance.
The leader and coaches of every
Qualities
Topic 4: The Culture of
topic will follow up on the
Accountability. The
Focused on Excellence on Delivery
implementation of these
discussions aimed to
(HSE, Quality, Schedule)
recommendations.
increase the employees’
Cutting-edge Technology &
Engineering Methods
motivation, willingness
to perform and their
Efficient & Cost-effective
responsibility for their
Responsive and Adaptive to Client/Market needs
Committed to Family Values
(Loyalty, Integrity and complete Honesty)
Positive Impact to Societies in which we operate
Transparent
Profitable Enterprise
Innovative & Creative (Maintaining Entrepreneurial Spirit)
Collaborative with Peers, Industry & Academia
Working towards Sustainable Development
Risk Awareness & Mitigation (Political, Operational and Financial)
Continuous Development & Training of our Workforce
A Culture of Continuous Learning & Improvement (Lessons Learned)
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21
N. Husseini
2015 Gulf Tour / Iftar Message
Area News
UAE, Saudi Arabia, Qatar, Kuwait
Each year during
the holy period of
Ramadan Mr. Samer
Khoury and Mr.
Suheil Sabbagh,
accompanied by
some of CCC’s
senior executives,
tour the major GCC
capitals and “huddle”
over Iftar with our
area and project
management staff.
Present on this trip
were Mr. Nazih Abdul
Kader, Mr. Jamal Akl,
Mr. Henry Tadros and
myself.
The next generation of CCC owners was also well
represented: Saji, Basel and Rayan Khoury joined
and energized us old folks!
We travelled to Abu Dhabi, Doha and Riyadh
to deliver CCC’s Iftar message; the theme this
year was “Focused Project Management
Development”.
The need for positive change and adaptability
was captured centuries ago by Charles Darwin
who stated that: “It is not the strongest of the
species that survives, nor the most intelligent, it
is the one that is most adaptable to change.”
How CCC developed the 6 Lessons Learned
Initiatives (Productivity/Lean Construction,
Leadership Style, Contract Management,
Accountability Culture, HR Improvement,
Implementation of Control Tools) that will be
incorporated throughout CCC’s projects.
Mr. Samer Khoury also highlighted the fact that
CCC is a family run company with a unique CCC
family culture that should be extended beyond
office hours to genuine personal interactions with
the employees after working hours as well.
•
In light of this concept, Mr. Samer Khoury
emphasized:
The need to change the CCC staff ethos and
propel it into a higher performance mindset.
• The importance for safety and the continued
need to set high aims for CCC (such as 350
million man hours).
• How GUD career development is to be more
closely linked by its management.
•
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G. Rayya
Vocational Training Center, Oman
What was a mere idea a few years ago became
a reality in 2002: the establishment of a training
center to train and employ Omani youth in the
company as part of CCC’s commitment towards
the local community.
Human Resources
At the Vocational Training Center (VTC) here
in Oman, we began training Omanis to operate
heavy equipment and machines but as the years
went by the training gradually expanded and
now covers fifteen technical occupations with
accredited training programs tailored to meet the
company’s requirements.
So far, more than 1600 Omani youth have
been trained at our VTC and went on to gain
employment at CCC.
We are proud to say that many of those who
decided to leave the company after years of
service with us are continuing their career in the
same field based on their training and experience
acquired at the VTC and CCC Oman.
Moreover, CCC was awarded the PDO HSE
learning ladder in 2012, and in 2014 we were
awarded BP and PETROFAC approval to provide
HSE and Defensive Driving training for CCC
employees working at PDO and BP concession
areas - a fact that allowed us to save time,
money and effort when it came to deploying CCC
manpower to site.
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23
C. Vyltaniotis
Human Resources
# Future Leaders
The world is rapidly changing and we need to
change as well. What drove our success in the
past will not necessarily drive our growth in
the future. Our competitors are intensifying the
fight for the same space. The cost pressure is
growing; inflationary pressures, people costs and
productivity are driving expenses while our need
to deliver value continues. CSR plays a bigger
role in what we do - environment, health and
wellness, communities we operate in - depending
on us to help solve issues that governments
can’t or aren’t addressing.
In order to overcome and influence on our behalf
the challenges of this volatile and changing
business environment, there is always a need
to identify and develop young leaders at a pace
that will support our current growth momentum
and a possible future transformation of our
organization. It is clear that we need to be
resilient and keep up with the pace of change; we
need to re-tool our leadership skills and expand
the capabilities of our organizations and people
to successfully face these challenges. While
strategy and execution will still be important
components of what we do, we will also need
to expand our capacity to motivate, inspire and
empower others to drive sustainable growth in
all corners of the world
and in every part of
our organization, and
that will require us
to focus on three
things:
with the pace of change around us. The people
in our organization are watching the leaders - all
130.000+ …. They are watching what is done,
how decisions are made and if our actions and
behaviour are consistent with our words. We
depend on each and every one of our 130.000+
associates to act consistently with our values.
This is not a one-time deal, we cannot let it
up. It isn’t about distributing laminated cards
or plaques hanging on the walls. Plenty of
companies have good values statements.
Internalizing them and having them travel the
long road (40cm) from the head to the heart is
critical - in a way that we live them and lead with
them and inspire tomorrow’s leaders to do the
same. Values based leadership defines who we
are, what we stand for; it provides a source of
strength and predictability, enabling change and
minimizing risk.
Value Based
Leadership
Values Based
Leadership
Foster muscle
build the
Organization
In today’s world it is
no longer a question
of right or wrong, it is
a question of how we
are able to navigate through the middle - the
grey zone. Our values become our guide, our
unshakeable core, making it possible to deal
C C C
Building an
Organization
that is Diverse
and a Culture
that is
Inclusive
Building an
Organization That
Is Diverse and a Culture
That Is Inclusive
Building a place where all people
are energized and bring their “whole self” to
work - leaving nothing at home. When we
talk about diversity, we are talking about the
composition of our workforce. Our workforce
needs to mirror our client and customer base. As
big as we are and as big as we want and we are
certainly going to be, we can’t be narrow in our
strategies on talent acquisition or management.
Narrow limits the range of voices - range of
thinking - range of innovation.
Foster Muscle Builds of the Organization
Making talent acquisition, development and
management a priority. We will also need to
expand our capacity to motivate, inspire and
empower others to drive sustainable growth
worldwide and across the organization.
If we aim to fly higher and faster than any
competitor, our focus must be on our most
important asset: our people. We have to attract
the best people, provide the best training and the
best careers in the industry. For any organization
the biggest challenge and key to
fulfilling its vision and mission is to
be able to identify and develop
great future leaders. By
definition the future
success of our current
leaders depends on
their ability to inspire,
harvest and unleash
the potential of our
younger employees
in the workplace.
Leadership has to
do with behaviours
and not with age or
hierarchy. It involves
not only those who have
under their responsibility
people or teams but also
those who lead projects
indirectly, and those who work on
a personal base.
This behaviour is also connected to a third signal,
the demonstration of initiative and drive to act.
There are employees that perceive something
could be done to improve conditions, they believe
it should be done and step out first to do it. They
go first, challenging from time to time the status
quo.
In iti a ti ve
Re s
p o n s i b ilit y
Pe r c e p t i o n
Although everyone can learn to be a leader, on
our attempt to track and grow future leaders,
there are three strong leadership signals that
can be seen when people interact and we may
take into consideration.
The first signal is perception. There are
employees embracing a different way of thinking,
perceiving the world differently than the majority
of their peers. They do not only maintain focus
on their own needs, but their perception extends
beyond those needs. They have the ability to see
the big picture, identifying how situations impact
others around them. They have a “helicopter”
view on situations and respond accordingly.
The second signal is responsibility. There are
employees that feel responsible for outcomes.
They demonstrate problem solving, pay attention
to details and care about elements their peers
will not pay attention to. Alternatively, they see
their responsibility not in detail, but in their effort
to ensure that the desired final goal is reached.
Many companies are rating high responsibility as
a desirable strength when hiring young talent.
Responsible employees have a tendency to
prove to be the best workers. Demonstrating
responsibility drives them to make things right
even without being told to do so.
Human Resources
# Future Leaders
Employees who possess perception,
responsibility and initiative will
demonstrate problem solving
skills as they encounter
challenges and
eventually will become
a valuable source
of solutions. Those
employees always
take a step further,
instead of blaming
the circumstances,
the people and
departments around
them, they respond
with the right attitude
and mind set, emerging
as leaders.
For a future leader it is really
important to know the business
and have a functional excellence/
technical mastery of the current job, having
business acumen. On the other hand, in our
attempt to identify the potential of a future
leader we should always strive to find people
that apart from operational excellence have in
parallel some other key winning features. There
are at least four of them that distinguish people
with a superior winning performance: SelfConfidence, Passion, Taking the People with You,
Integrity.
When people demonstrate self-confidence they
do not doubt, their feeling of confidence derives
from their inner sense of doing the right thing.
Self-confidence has a positive meaning, therefore
behaviors such as arrogance is not a reflection
of it. Legitimate self-confidence is a winner.
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25
Human Resources
# Future Leaders
The true test of self-confidence is the courage
to be open, to welcome change and new ideas
regardless of their source and most important,
self-confident people are not afraid to have their
views challenged.
It is generally accepted that the leader sets the
tone. A leader’s personal intensity determines
the organization’s intensity. Passion is when
you put more energy into something than is
required of it. It is more than just enthusiasm
or excitement, passion is ambition that is
materialized into action, to put as much heart,
mind, body and soul into something as is
possible. People with passion believe that no
detail is too small to sweat or work for. Passion
is not about being loud or flamboyant; it is
something that comes from deep inside. This
personal intensity may cover a lot of “sins”.
Passion clearly defines an “A Player”. If there
is a characteristic that all winners share, it is
that they care more than anyone else, they are
willing to go the extra mile. Potential leaders
demonstrate a strong passion for growing,
learning and winning.
Many promising strategies never deliver results.
Getting the right people in the right jobs can
prove a lot more important than developing a
strategy. Taking the People with You has to do
with the ability of a person to take others with
him; to demonstrate courageous leadership,
savvy communication and support people
development.
Employees with this capacity take the initiative
to find new ways to get better results, confront
and work to resolve tough issues, take
appropriate well-reasoned risks and champion
break-through ideas and initiatives. They
demonstrate a credible and confident executive
image and courage or optimism during times of
crisis or change.
Self
Confidence
They not only actively try to motivate others
by articulating a compelling vision, purpose and
direction that inspire others to follow, but also
inspire passion and excitement around shared
goals and values. When needed, they instill a
sense of urgency within the team to get results.
These are the kind of employees that will make
compromises and collaborate for the greater
good without sacrificing personal principles
or business ethics. Often they will proactively
share information, best practices and ideas
throughout the organization, thus helping to
build cross-functional, cross-divisional and
international partnerships that create synergy
across the organization. These employees really
care for people development, give constructive
actionable feedback to help people improve their
performance. They will encourage and coach
people to build their skills, develop those who
fit the organization and have a positive impact,
and to do this they will seek to provide others
with challenging assignments and training
experiences to promote their development.
They not only treat all people with respect and
fairness but also value and leverage people with
different perspectives and experiences, actively
recognizing diversity as a business imperative.
These are the kind of employees capable
of creating a supportive work environment
that makes work rewarding and enjoyable,
recognizing and celebrating the significant
achievements of others. They always balance
their concern for results with a concern for the
needs of the individuals in their group.
On the one hand they clearly communicate ideas,
plans and priorities to others and on the other
hand they encourage the honest expression and
debate of different views and ideas, minding
to keep others informed so there are no
unnecessary surprises. They understand
and use informal networks to get
things done. They negotiate
effectively; communicate
persuasively to win
support, demonstrating
both a direct
and forceful as
well as tactful
and diplomatic
approach.
Integrity
Passion
Taking
People with
you
C C C
Last but not least,
integrity. This is
a personal choice.
In ethics, integrity
is regarded by many
people as the honesty and
truthfulness or accuracy
Leadership Model
1.
Thinking Skills
2.
Innovation
3.
Strategic Focus
4.
Establishing Priorities
5.
Drive for Results
6.
Change Leadership
7.
Motivate Others
8.
Collaboration
9.
Talent Build
10. Inclusion
Planning Skills
Execution Skills
Courageous Leadership Skills
Development of People
11. Support of Others
12. Productive Communication
13. Negotiating
14. Inspiring Trust
15. Walk the Talk
16. Know the Business
17. Functional Excellence
Effective Communication
Integrity
Operational Excellence
But we are not only looking to track and grow
future leaders, we need to grow successful
leaders. Being successful requires a clear
agenda, and setting a clear agenda is based on
the ability to do three things particularly well:
develop a broad perspective; think strategically
and prioritize the key things that make the
difference.
In order to develop a broad perspective one must
run the day-to-day but keep one’s eyes on the
external world for a broader perspective; pay
attention to the changing landscape; scan the
horizon in order to be innovative and proactive;
be willing to take chances and willing to leverage
ideas developed elsewhere; seek out innovation
being constantly on the lookout for the next
potential breakthrough.
In order to think strategically, one must apply
a broad perspective when thinking through
Develop a Broad
Perspective
SETTING A CLEAR AGENDA
of one’s actions. Integrity is an uncompromising
and predictably consistent commitment to
honour values and principles. A leader should
be judging with the standards of integrity. It
doesn’t mean that the others will agree with
him on every issue. It doesn’t mean that he is
right all the time. It means that in his actions he
is straight and honest. It means that he never
has two agendas and “walks the talk”. Integrity
as a leadership feature is directly connected
with an organization’s multiplier of efficiency:
commitment.
Think Strategically
Prioritize Things That
Make the Difference
Human Resources
# Future Leaders
challenges. One must have a vision that allows
one to anticipate changes, being able to identify
trends in the industry and make tough, bold
decisions when necessary. One must learn to
“look around the corner” and act as an “advance
scout” for the organization.
Setting a clear agenda has to do with prioritizing
the key things that make the difference; fine
tuning the process for managing time, constantly
sorting and reprioritizing. It has to do with
empowerment of those around so they can
deliver results too. It has to do with fighting
the tendency to focus on details too much and
rush back to what one does well at the expense
of more important priorities. It has to do with
having a clear point of view, filtering the many
compelling priorities and working with the ones
that add value.
Being a leader has to do with the awareness of
being yourself and your impact on others, you
are always “on”. Being a leader doesn’t require
a title; having a title doesn’t make you one. A
leader has deep-rooted values and enduring
passion, a leader displays courage, makes tough
decisions but is also humble and not afraid to
ask for help. A leader builds strong relations and
alliances, has a vision but also builds on what
others did or have left behind. A leader does
more than just coming to work and knowing
when to let go.
It has been said that “If your actions inspire
others to dream more, learn more, do more and
become more, you are a leader”.* There are many
leaders that one can be inspired by, leaders with
a positive image or not. Learning from great
positive role models is powerful. Every leader
has a legacy, every organization has a legacy and
some have a great legacy, like us in CCC.
*John Quinsy Adams
C C C
27
G. Tabanji / S. Kahoush
CCC Data Center Awarded ISO
27001:2013
Introduction
CCC’s data center in Athens was awarded the
ISO 27001 certification following extensive
preparations that lasted for over a year. The
initiative was driven both by our clients’ requests
during tender prequalification as well as the
need to certify the security of our operations
as we move to the cloud era. The ISO standard
adoption offers several benefits to CCC some of
which are:
1. Demonstrable commitment to security by the
organization.
2. Legal and regulatory compliance.
3. Manages and minimizes risk exposure.
4. Commercial credibility, confidence and
assurance.
5. Enhanced customer satisfaction.
6. Protects the organization’s assets,
shareholders and customers.
What is ISO 27001:2013
ISO 27001 is a specification for an information
security management system (ISMS). An ISMS
is a framework of policies and procedures that
includes all legal, physical and technical controls
involved in an organization’s information risk
management processes.
According to its documentation, ISO 27001 was
developed to “provide a model for establishing,
implementing, operating, monitoring, reviewing,
maintaining and improving an information
security management system.”
ISO 27001 uses a top down, risk-based approach
and is technology-neutral. The specification
defines a six-part planning process:
Define a security policy.
Define the scope of the ISMS.
3. Conduct a risk assessment.
4. Manage identified risks.
5. Select control objectives and controls to be
implemented.
6. Prepare a statement of applicability.
1.
2.
ISO 27001 Risk Assessment/Treatment
Procedure and Methodology
The risk assessment is the most critical part of
the process. Close attention was given to this
task in order to ensure that all possible risks
were covered and handled in a manner consistent
with the set risk appetite of the organization.
Among the top IT risks visited are:
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Social Networking
Issues: Use of social media, like Facebook
and LinkedIn, is expanding to almost all
computer users.
b. Risks: Unauthorized access to confidential
data, regulatory or legal violations
2. Mobile Devices
a. Issues: Rapid expansion of number of
devices and functionality. Mobile devices
can host company email and data.
b. Risks: Loss / release of critical business
data, security and identity management,
application development challenges.
3. Malware
a. Issues: Malware continues to increase
in complexity and has more room for
execution (e.g. mobile devices). Work-athome flexibility increases risks.
b. Risks: Loss or theft of critical information,
hardware impacts, and loss of productivity.
4. Targeted IT attacks
a. Issues: competitors or hackers might carry
targeted hacking attempts.
b. Risks: Loss or release of company data and
denial of service.
5. IT Governance
a. Issues: Reduced enterprise IT support /
budgets.
b. Risks: Failure to comply with corporate
IT policies, operational impacts, and
information security risks.
6. Data Management
a. Issue: Lack of ability to identify and
categorize types and location of enterprise
data.
b. Risks: Regulatory penalties, company
reputation and increased cost of
compliance.
7. Cloud Computing
a. Issues: Company data is hosted at external
parties.
b. Risks: Confidentiality of company data,
administrative access, dependent upon
availability of cloud provider and internet
connection.
After thorough research, the VsRisk methodology
and its risk assessment tool were chosen
for conducting the risk assessment. The tool
includes:
1.
a.
99
99
Identification of assets
Identification and maintenance of information
security risk acceptance criteria
99
99
99
99
99
Identification of potential consequences if
risks were to materialize, taking account
of the legal and business requirements
and impacts resulting from a loss of
confidentiality, integrity and availability
Identification of risks that might lead to loss
of confidentiality, integrity or availability
Assessment of the realistic likelihood of the
risk materializing
Calculation of risk
Evaluation of risk against a pre-defined risk
scale
Input
Risk Assessment Activities
• Hardware
• Soﬅware
• System Interfaces
• Data and Information
• People
• System Mission
• History of system attack
• Data from intelligence agencies, NIPC, OIG,
• FedCIRC, mass media
• Reports from prior risk assessments
• Any audits comments
• Security requirements
• Security test results
• Current controls
• Planned controls
• Threat-source motivation
• Threat capacity
• Nature of vulnerability
• Current controls
• Mission impact analysis
• Asset criticality assessment
• Data criticality
• Data sensitivity
• Likelihood of threat exploitation
• Magnitude of impact
• Adequacy of planned or current controls
Repeated information security risk
assessments produce consistent, valid and
comparable results
99 Recording of risk treatment decisions taken, in
light of pre-defined risk acceptance criteria
99 Risk treatment decisions should include
selection of controls from ISO27001 Annex A
or from other sources
99 Storage of initial and subsequent risk
assessment results enabling their future
review
The risk methodology can be summarized as
below:
99
Step 1
System Characterization
Step 2
Threat Identification
Step 3
Vulnerability Identification
Step 4
Control Analysis
• System Boundary
• System Functions
• System and Data Criticality
• System and Data Sensitivity
Threat Statement
List of Potential Vulnerabilities
List of Current and Planned Controls
Step 5
Likelihood Determination
Likelihood Rating
Step 6
• Loss of Integrity
• Loss of Availability
• Loss of Confidentiality
Impact Analysis
Step 7
Risk Determination
Step 8
Control Recommendations
Step 9
Results Documentation
Output
Risks and Associated Risk Levels
Recommended Controls
Risk Assessments Report
C C C
29
ISO 27001 Risk Mitigation Strategy and
Controls Implementation
When control actions must be taken, the
following rule applies:
The strategy provides guidance on actions to
mitigate risks:
•
When a vulnerability exists: implement
assurance techniques to reduce likelihood of a
Input
Address the greatest risks and strive for
sufficient risk mitigation at lowest cost, with
minimal impact on other mission capabilities.
The below is a summary of CCC risk mitigation
methodology:
Risk Mitigation Activities
• Risk levels from the risk assessment
• report
• Risk assessment report
Step 1
Prioritize Actions
Step 2
Evaluate Recomended
Control Options
Output
Actions ranking from High to Low
List of possible controls
• Feasibility
• Effectiveness
Step 3
Conduct Cost-Benefit Analysis
• Impact of Implementing
• Impact of not implementing
• Associated costs
Step 4
Select Controls
Step 5
Assign Responsibility
Cost-benefit analysis
Selected Controls
List of responsible persons
Step 6
Conduct Cost-Benefit Analysis
• Risks and Associted Risks Levels
• Prioritized Actions
• Recommended Controls
• Selected Planned Controls
• Responsible Persons
• Start Date
• Target Completion Date
• Maintenance Requirements
Step 7
Implement Selected Controls
vulnerability’s being exercised.
• When a vulnerability can be exercised:
apply layered protections and administrative
controls to minimize the impact.
• When the attacker’s cost is less than the
potential gain: apply protections to decrease
the attacker’s motivation by increasing his
cost.
• The loss is too great: apply design principles,
technical and nontechnical protections to limit
the extent of the attack, thereby reducing the
potential for loss.
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Safeguard implementation plan
Residual Risks
Main Controls Implemented by CCC under
the umbrella of the ISO 27001
Following the risk assessment, the ISO standard
includes a set of controls that are required to be
implemented. Below is a list of those controls:
Information Security Policy that is understood
and followed by all employees and
contractors.
2. Anti-Virus – Spyware – Spam protection
installed on all systems.
3. Software Update Policy keeping all CCC
1.
servers and PCs up to date.
4. Inventory and management of all IT assets and
frequent hardware refresh.
5. Information systems and hardware equipment
securely configured.
6. Security controls effectiveness tested
frequently.
7. Redundant Internet links.
8. Disaster recover site in a different country to
resume CCC main job functions in case of major
disasters.
9. Information Technology Continuity Plan that
takes into consideration interruption of power,
hardware failure and data corruption.
10.Physical
security
controls at
all entrances
of CCC
buildings
with history
logs.
11.Access
privileges are
restricted on
a “need to
know” basis.
12.Information
technology
personnel are frequently trained to stay up to
date with current technologies.
13.Separation of duties so that a single individual
cannot perform a critical process alone.
14.Non-disclosure agreements are signed with all
third parties to legally protect company data.
15.Configuration and change management
are controlled to ensure that changes to
the system do not unintentionally diminish
security.
16.Security awareness program and test drills to
raise the level of security knowledge of the
employees.
99
99
99
99
99
99
99
End-to-end guidance on how to manage ITrelated risks
Understanding of how to capitalize on the
investment made in an IT internal control
system already in place
Integration with the overall risk and
compliance structures within the enterprise
Common language to help manage the
relationships
Promotion of risk ownership throughout the
organization
Complete risk profile to better understand risk
Better Uptime of IT services that is shown
below:
Keys for Success
Lessons learned from our application of risk
management in CCC that a successful risk
management program heavily relies on:
99
99
99
99
99
99
Senior management commitment
Investment of training on the IT team
Full support and participation of the IT team
Competence of the risk assessment team
The awareness and cooperation of the users
Ongoing evaluation and assessment of the
IT-related mission risks
IT Risk Management Benefits and
Outcomes
CCC has already benefited from the IT risk
management implemented and below is a
summary of these outcomes:
99
Accurate view on current and near-future ITrelated events
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31
T. Awad
CSR News
Contribution to CSR Initiative
CCC Staff are encouraged to come up with ideas and activities
related to CCC’s CSR Initiatives including Going Green and
community involvement events. Please send your ideas, initiatives
and achievements to “CSR-CCC” email address [email protected].
Greece
Safer Internet Awareness Campaign
In line with our commitment to the welfare of our employees and families, Athens Office CSR
Committee organized a Safer Internet Awareness Workshop and Presentation on 16 May. Three
sessions were conducted by a UK Cyber Security expert for parents and their children (they were
subsequently divided into two age groups). The sessions were a great opportunity to highlight
Internet safety issues such as online damage reputation, cyber bullying, cyber grooming and so on. All
participants were very appreciative of the exposed threats.
Fun moments in Attica Zoological Park
Attica Zoological Park is the largest animal park in Greece and is definitely worth a visit by all means.
The Athens Office CSR Committee embraced the idea of organizing a visit for the employees of Athens
Office and their families. On a sunny Saturday afternoon, around 200 visitors with ages ranging from
1 to 60+ showed up to participate in our initiative. Not only was this a unique chance to see some of
our planet’s most impressive animal inhabitants but also a comprehensive educational activity on
how these animals live in their natural environment and the risks many of them are facing for their
existence. Many of our younger visitors had the privilege of participating in the animal feeding - an
experience that will surely remain in their memories.
C C C
CSR - 3R’s - Personal Paper Recycling Box
The first initiative for this year was the redistribution of the Personal Paper Recycling Boxes to all
Athens Office employees (to those who do not have or they need to be replaced). These boxes are
placed on or next to the employees’ desks within reach for depositing the unwanted documents rather
than disposing them in dustbins. When the boxes are full, they are emptied in the main recycling
containers that are located on the floors.
CSR News
Oman
Beach Cleanup Drive - 2015
In continuation of the Development of Muscat International Airport Project’s CSR commitment
supporting the local community in Oman, 24 of our project-used computers were donated to local
schools and orphanages including Markaz Riaayat al Toufoula (orphanage), Kaaeb Bin Zeid (local
school) and Al Tafaouk (local school). Moreover, an additional 14 computers have already been
prepared to be distributed to other local schools shortly.
This initiative allowed us to give back to the local community by assisting children to grow and extend
their computer knowledge and education. Our computers have an extended life cycle, ensuring that
anything that can be re-used is recycled and benefited from.
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33
R.N. Jabara
The Australia Pacific LNG project is a joint
venture between Origin (37.5%), Conoco Philips
(37.5%) and Sinopec (25%) to monetize coal
seam gas reserves in the greater Queensland
(Australia) interior via liquefied natural gas.
Origin is responsible for the Upstream scope
(drilling of wells, gas production, gathering,
initial treatment and transmission of the gas
via pipeline) and Conoco Phillips is responsible
for the Downstream scope (the LNG plant and
related facilities, shipping and marketing) of the
project on behalf of the joint venture.
CCC and its joint venture partner McConnell
Dowell Constructors (MCJV) contracted to Origin
for the upstream project to deliver the Main
Pipeline System on an Engineer, Procure and
Construct (EPC) basis.
In a single delivery team approach, both client
and contractor have committed to contributing
to local communities, improving the quality of
life of their employees and their well-being, and
positively engaging with society at large. MCJV
has actively considered and managed the social
and environmental impact of their decisions
which were key to the success of the CSR
initiatives.
At MCJV we take pride in our CSR achievements
that have continuously included a broad range
of practices and activities including charitable
donations, cause-related branding and business
strategies that address community issues. The
client, partner, and CCC’s CSR initiatives have
influenced our commitment and increased the
frequency of selected services and practices.
C C C
Year 2010
CSR Initiative - Donate Money - Charities
Year 2011
CSR Initiative - Donate Money - Charities &
Support Community through Volunteer Work
Year 2012
CSR Initiative - Donate Money - Charities,
Support Community through Volunteer Work,
Sponsorship, Indigenous Employment and
Training & Development
Year 2013
CSR Initiative - Donate Money - Charities
Year 2014
CSR Initiative - Donate Money - Charities and
Donate Goods
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35
S. El Kreidli
CCC Egypt Memorable Photo Gallery Event
CSR Egypt organized a Memorable Photo Gallery
event that brought together the majority of CCC
Egypt office staff to cherish and remember the
CCC family spirit that is at the core of company
culture and values. Egypt’s CSR team wanted
to celebrate the CCC Egypt family by collecting
photos from staff in projects and offices. With
everyone’s participation we were able to build a
large photo database which was put on display
to share both personal and memorable photos
of colleagues, project teams and departments in
the CCC Egypt Office.
The gallery reflected the faces of CCC Egypt
across the years since its early presence in
the late 1980s. This event was shared in the
presence of Mr. Samih Zaben and Mr. Bassam
Daher who addressed the staff about the history
of CCC Egypt’s projects and CCC Egypt’s future
plans and possibilities. Mr. Daher made a special
tribute to staff members that have been with CCC
Egypt for more than 25 years and continue to be
committed and loyal to the company - he also
encouraged staff to remain actively involved in
CSR initiatives and growth.
The gallery included photos dating from the
1990s until 2015. A timeline was also visually
presented outlining projects completed between
1986 and 2015 - thus highlighting a total of
24 projects and the establishment of Building
Information Management (BIM), CCC Central
Estimation Department covering North Africa
tenders and CCC Build Units.
The event was held over two days. On the first
day it was held in the Egypt Area Office in the
presence of Area Office staff, BIM staff and CCC
Build staff. The event then took place at the Nile
Corniche Project (NCP) where Mr. Zikar Masroua
addressed the NCP staff during the event. Both
events were a success in that they brought
together all attendees in a friendly environment
to remember and reflect on the many pleasant
memories they shared across the projects and
offices with their colleagues and associates.
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CCC Egypt Memorable Photo Gallery Event
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37
T. Awad
CSR Volunteer of the Quarter
We are pleased to
acknowledge the
participation and
continued support of
volunteers towards
CSR initiatives in their
respective areas
during the second
quarter of 2015.
Athens Office
Abdelhamid Abdelhamid
... is a very active and dedicated volunteer who has continuously proven to be very willing to help
and support the activities organized by the Athens CSR Committee since the early days when the
committee was founded.
Every Christmas and Easter he takes it upon himself to prepare and cook more than 500 portions of
food that he then distributes to homeless people in the poor areas of Athens. Because of his long and
dedicated volunteering initiatives towards the community, he is nominated to be the Volunteer of the
Second Quarter for 2015 for CSR Greece.
Abdelhamid in the blue apron and cap with the
head of the Caritas charity.
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A. Mushtaha
Donations to Children’s Orphanage
On the occasion of Education Day (12 April)
and in line with CSR values, CCC Kazakhstan
continued its charity efforts in different cities
and villages of Kazakshtan. CCIC/CCEP are proud
to announce that they donated furniture and
multiple computers to orphan children in need
that live in Orphanage No. 2 in Koschogol village
in Atyrau Oblast. Both the Head of Education in
the Koschogul region, the Head of Orphanage No.
2 and the local Imam attended the event.
CSR
Kazakhstan
The event took place on 7 April at the orphanage
and was a great success. The CCEP team spent
time with the children and presented them with
their donations; finally, the event concluded with
kind words whereby they wished the children
a prosperous future and good health. The head
of the orphanage and the Head of Education
thanked CCEP management and members for
their charitable efforts.
C C C
39
A. Mushtaha
Assistance to Flood Victims in Atyrau
CSR
Due to the recent floods in Atyrau, which left
thousands of homeless people in its wake, CCEP
Management decided to donate and support the
affected people in order to provide relief to their
suffering; this concurred with the Atyrau City
Mayor’s request.
Donations consisted of 125 double beds,
mattresses, bedsheets, pillows, quilts, tables
and the hiring of two cooks to feed the suffering
people for a period of two months. Moreover,
on behalf of Mr. Ghazi Anouti, the CCEP
representative, 200 prepaid vouchers worth
US$5,500 were donated to the suffering people
on 22 May.
The Deputy Mayor of Atyrau, Mrs. Gulmera
Shekerovna, appreciated the initiatives of CCEP
and the efforts that were made to relieve the
suffering of people in the Atyrau regions, and
went on to state that CCEP had provided the
largest number of aid donations. In turn, the
CCEP representative expressed his heartfelt
wishes for all Kazakhstan nationals and hope
that the suffering caused by the flood will be over
soon.
C C C
M. Musliar
The Carbon Ambassadors Programme in the UAE
Dubai’s Electricity and Water Authority (DEWA)
in conjunction with Dubai Carbon Centre of
Excellence (DCCE) launched an empowerment
programme called Carbon Ambassadors. A group
of 40 final year university students are inducted
into a year-long programme, during which
they are trained on sustainable development,
reduction of carbon emissions and activities
designed to build social awareness.
CCC’S Scope of Partnership
The theme of this year’s Carbon Ambassadors
programme was to build Dubai’s sustainable bus
stops. We were responsible for the construction
and final handing over of two bus stops on
a turn-key basis. The scope of partnership
included adopting the Carbon Ambassadors and
empowering them to complete the turn-key
project of re-using two 20 foot steel containers
as a self-sustainable bus stop.
Construction was completed by 19 April 2015
while fully loaded and furnished bus stops were
handed over to RTA, Dubai for display at the
stands of the World Green Economy Summit
(WGES) held at the World Trade Centre, Dubai,
on 22 - 23 April 2015.
This year’s WGES, inaugurated by HH Sheikh
Ahmed Bin Saeed Al Makthoum, displayed
the two bus stops constructed by CCC. Our
participation was honoured with awards given
by the DCCE Chairman and an Appreciation
Certificate was awarded by the Chairman of
DEWA. Both honours were handed over to Mr.
Walid Salman, Regional Managing Director
Operations, UAE & Palestine.
Conclusion
The pre-launch media coverage of the Carbon
Ambassadors Programme and international
media coverage of the World Green Economy
Summit, the UN Secretary General’s inaugural
address, presence of Sheikh Ahmed Bin Saeed
Al Makthoum and presence of several National
and International dignitaries had a huge impact
on the company’s partnership in the programme.
CCC’s brand visibility during and after the
inaugural function was stupendous. CCC UAE
Area Management is proud of our partnership
and a collaboration with DCCE and DEWA. This
was a milestone in our community development
initiatives within the UAE.
C C C
As part of CCC’s UAE Area CSR Programmes, we
are extending support to the local communities
in various developmental initiatives, especially
programmes pertaining to youth development
and environmental outreach. A remarkable feat
in this regard was accomplished by CCC when
we partnered with Dubai’s Supreme Council of
Energy and supported their Carbon Ambassadors
Programme (CAP).
41
J. Bandak
CCC’s top management decided to certify CCC’s
new corporate headquarters project located in
Muscat, Oman with LEED certification. The LEED
(Leadership in Energy and Environmental Design)
rating system, developed by the US Green Building
Council (USGBC), is the most distinguished and
widely accepted sustainable design and green
building certification systems across the globe.
Leadership in Energy and Environmental Design
(LEED) is a leading-edge system for designing,
constructing, operating and certifying the world’s
greenest buildings administrated by the United
States Green Building Council (USGBC).
To know more about “Green Building/Sustainable
facilities”: it is facilities which are environmentally
friendly and consume less energy, water and
materials and produce less waste comparing to a
traditional building.
LEED promotes a whole building approach in key
Areas of Human & Environmental Health.
Step 01
Step 02
Step 03
Location &
Transportation (v4)
Mandatory
Design Phase
Indoor Environmental
Quality
Credits
Materials & Resources
Prerequisite
Energy & Atmosphere
Regional Priority
LEED Certification Process
Project Registration
Prepare Application
for New Construction and Major Renovations
addresses 7 topics:
Sustainable Sites (SS)
Water Efficiency (WE)
• Energy and Atmosphere (EA)
• Materials and Resources (MR)
• Indoor Environmental Quality (IEQ)
• Innovation in Design (ID)
• Regional Priority (RP)
•
•
LEED 2009 for New Construction and Major
Renovations certifications are awarded according
to the following scale:
Platinum: 80 Points and above
• Gold: 60-79 Points
• Silver: 50-59 Points
• Certified: 40-49 Points
•
Project Highlights
The project is located in Shatti Al Qurum in
Muscat. The headquarters consists of an 8 story
building (3 levels underground parking, ground
floor, three typical floors and Penthouse) with a
total built up area of 62,172 square feet.
The project matrix consists of:
Consolidated Contractors Company (CCC) is the
Owner and the Main contractor.
• Huckle and Partners LLC is the main Consultant
/ Architect.
• Majan Engineering Consultants is the MEP
Consultant.
• Ceres Management Services is the LEED
Consultant.
• Salimus Consultant is the Thermal Modeling
consultant.
•
Sustainable Sites
Water Efficiency
Step 04
Construction Phase
As a pioneer in the construction industry, and with
a vision to lead in promoting green awareness,
Consolidated Contractors Company (CCC) believes
in providing future generations with a healthy and
safe environment as well as social and economic
prosperity.
Submit Application
Application Review
LEED Certification Levels
USGBC has four levels of LEED, certification is
dependent upon the number of points earned
LEED-BD+C: 100 base points + 6 Innovation in
Design and 4 Regional Priority points.
Prerequisites and credits in the LEED 2009
C C C
The project is a model for sustainable, economic
development that minimizes environmental
impact and that seeks to restore and balance the
site’s environmental resources.
Several sustainability approaches are used and
planned for this project. Here
Certification
is more information on these
approaches:
CCC aims to achieve at least a LEED certified
rating for the project, under the following
categories: sustainable site planning,
safeguarding water, improving energy efficiency,
conserving materials and resources and embracing
indoor environmental quality. This project will be
accomplished in 2015.
The project is registered with the USGBC under
a new construction category, LEED-NC v2009,
Project ID is 1000032020. Once completed, the
project will be one of the first green LEED certified
buildings in Muscat, Sultanate of Oman. As an
organization, we felt that it was important to be a
role model and a leader in the community.
Major renovations for the project related to LEED
Sustainable Sites (SS)
Alternative Transportation: Bicycle racks
and shower facilities are provided on site.
Designated preferred parking spaces for car pool
and low-emission/ fuel efficient vehicles are
also located on site.
• Light Pollution Reduction: All outdoor lighting is
directed downward to prevent light pollution.
• Heat Island Effect: High solar reflectance roof
cement tiles are used to reduce the island heat
effect. A three level underground parking was
constructed to reduce this effect too.
•
Water Efficiency (WE)
Water Use Reduction: The project reduced the
quantity of water needed by at least 53% over
baseline (EPA Act 1992) standards by specifying
ultra-low flow fixtures.
• Innovative Wastewater Technologies: Water
is conserved via dual flush toilets, waterless
urinals and ultra-low flow faucets, saving
159,570 gallons of the potable water typically
used.
•
Energy and Atmosphere (EA)
Optimize Energy Performance: The project
design exceeds ASHRAE 90.1-1999 by 28%
using an efficient HVAC system (variable
refrigerant flow system with one outdoor
condensing unit and multiple indoor unit
(evaporators) and an energy recovery wheel
that recycles heat byproduct from the system),
a high efficiency glazing system and high
efficiency lighting controlled by motion sensitive
occupancy sensors.
• Enhanced Commissioning: All building systems
will be fully commissioned by a third party in
order to verify that the building is designed,
constructed and calibrated to operate as
intended.
• Measurement and Verification: Building
management system with effective sensors
specified to control and measure the HVAC
•
system and lighting requirements during the
operations.
Materials and Resources (MR)
Storage and Collection of Recyclables: Within
the building are dedicated areas for the storage
and collection of recyclables, including paper,
plastic, metal, glass and cardboard.
• Construction Waste Management: Over 50% of
all construction waste is planned to be recycled,
including concrete, paper, metal and cardboard.
• Regional Materials: More than 30 percent of
the construction materials were extracted,
harvested or recovered and manufactured
within 500 miles of Muscat.
• Certified Wood: Most of the wood specified
in this project is certified to be sustainably
harvested by the Forestry Stewardship Council
(FSC).
•
Indoor Environmental Quality (IEQ)
CO2 Monitoring: Sensors will be installed
to monitor the building ventilation and CO2
content to improve and ensure good indoor air
quality.
• Construction IAQ Management Plan: During
construction, all absorptive materials will be
protected from moisture damage and sealed
ductwork prevented all dust particulates
from contaminating the ventilation system;
construction filtration media will be replaced
before occupancy.
• Healthy Indoor Environment: Interior finish
materials were carefully selected to provide a
higher standard of indoor air quality (low volatile
organic compounds (VOC’s) in adhesives,
sealants, paints, coatings, carpet, composite
wood materials and furniture).
• Thermal Comfort: The HVAC layout and
equipment selection is designed based
on ASHRAE standard 55-2004 for human
occupancy. A monitoring system is provided
through the building management system to
ensure that the building performs to the desired
comfort criteria as determined in the design.
• Daylight: Natural light is strategically used
throughout the building to allow for lighting
reduction during the day via sensors that
automatically turn off the lights when a room is
unoccupied.
•
C C C
43
T. Cutolo
Morganti News
2 May 2015
Clean City Danbury Day - Danbury,
Connecticut
Community involvement is a culture at Morganti
and it has been a focus of the newly founded
Morganti Young Professionals (MYP). “Clean City
Danbury Day” was MYP’s first community event
and attracted a number of employees, their
families and friends that worked hand in hand in
cleaning up Exit 4 in Danbury, Connecticut. The
Morganti volunteers spent the day picking up
rubbish along city highways, streets and parks.
Donning their new Morganti volunteer T-shirts
Morganti worked toward their goal to help better
the communities we live in and work together for
a healthier and safer environment.
20-22 May 2015
Morganti Young Professionals Leadership
& Team Building Forum - Danbury,
Connecticut
Members of Morganti Young Professionals met
at the Danbury office for OSHA Training, an
introduction to the Morganti Transformation
Project as well as the Leadership and Mentoring
Program. Everyone participated in a team
building challenge where they had to create
the tallest, most durable, and most appealing
structure out of a random assortment of
C C C
materials including angel hair pasta
and marshmallows.
15-17 June 2015
BD Marketing Summit - Danbury,
Connecticut
Marketing and BD Morganti members from the
Connecticut, Florida and Texas offices met up
in Danbury for a two day summit to discuss the
collaboration between BD, marketing, rolling
out the new branding and targeting successful
project pursuits.
30 May 2015
AAAEA Tri-State Building Knowledge
Presentation - Waterbury, Connecticut
Nabil Takla, President and CEO of the Morganti
Group, gave a presentation at the Arab American
Association of Engineers & Architects (AAAEA)
Tri-State Building Knowledge III Event. He
spoke about Bridging the Gap between A/E and
Contractor for Successful Project Delivery.
30 May 2015
AIA Sandcastle Competition - Houston,
Texas
11 June 2015
In 30 May, 2015 Morganti Texas along with PGAL
participated in the AIA Sandcastle Competition.
Our team captains for this year’s event were
Drew Scahill and Kenny Eldridge.
State of Connecticut small minority business
Matchmaker event was held on 11 June at the
University of Hartford - aligning small minority
businesses with large contractors. Morganti
supported the event with attendance and a
bronze sponsorship.
10 June 2015
Orange County Public Schools Minority
Vendor Program - Orlando, Florida
Connecticut Business Matchmaker
Morganti News
Morganti Mentor-Protégé Program
Morganti’s Mentor-Protégé Program was
formed to coordinate, train and assist minority
owned-companies to win contracts with large
companies. Our goal is to help small companies
grow so they can make a greater contribution to
the economy.
Morganti was an active participant in this event
working to promote their Minority Vendor
Program. Our representative team networked
the entire event as well as collected several
potential vendor’s information. This event is
a cog in the plan to continue to develop and
nurture this key client. Each and every piece is
important and each and every one of us plays a
vital role in plan success.
Recently Verdi Construction Company, Bethel
Connecticut, acting within the Morganti MentorProtégé Program has been awarded the
Connecticut Institute for Communities, Inc. (CIFC)
Greater Danbury Community Health Center $9
million construction contract. Thanks to this
program this is the largest project ever awarded
to Verdi. With our years of experience, Morganti
helps companies like Verdi accelerate their
growth by focusing on those with the potential to
succeed and create jobs.
C C C
45
S. El Orr
Saudi Arabia Career Days
CCC Saudi Arabia participated in two career
days. The first career day event was held in the
Prince Sultan Civilization Center in Abha on 3 - 5
February whilst the second career day event took
place in the King Fahad University of Petroleum
and Minerals in Dhahran between 4 - 7 May.
C C C
Both events were sponsored by the princes
of the corresponding regions and included the
participation of the major companies in the
aforementioned areas.
T. Awad
Pearl Initiative and UN Global Compact Inaugural
Regional Forum
Center calligraphy “Pearl Initiative” surrounded clockwise from the top by –
“Transparency, Governance, Accountability, Integrity”
In response to a call in 2001 from Mr.
Kofi Annan, Secretary General of the
United Nations at the time, Mr. Said
Khoury sent the following:
“Dear Mr. Annan,
Your call in Davos on international
companies to work harder on
environmental and social issues
convinced me that our company,
better known as CCC, being one
of the largest global construction
companies in the world, must and
wishes to join your Global Compact
Initiative.
In conclusion, I want to thank you
and relay my admiration for all your
efforts in the United Nations and specifically for
promoting this initiative and I wish you the best
of luck in achieving a membership exceeding
1000 companies like CCC.”
Mr. Khoury, in his conclusive statements, hoped
that the initiative would achieve a membership
exceeding 1000 companies.
Today, the UN Global Compact has over 8,000
companies and 4,000 non-business members. It
was confirmed to us by UNGC Management that
“CCC was among the first 50 companies to sign
on to the UN Global Compact”.
CCC
In appreciation of support for the
Pearl Initiative and United Nations Global Compact Inaugural Regional
Forum
16th April 2015, Dubai, UAE
On 16 April 2015 we were invited by Pearl Initiative,
an independent, not-for-profit, by-business forbusiness institution based in Dubai, working to
influence and improve corporate accountability and
transparency in the Arab World, to take part as
Founding Members and Premium Partners in a oneday forum that was held in the Dubai World Trade
Center. It was the first conference to inaugurate the
launch of the UN Global Compact in the region.
The United Nations Global Compact is
an international initiative that would
bring member companies together
with UN Agencies, labour and civil
groups to support the Ten Universal
Principles of the initiative in the areas
of Human Rights, Labour Standards,
Environment and Anti-Corruption.
During the gala dinner, we were presented with a
plaque of appreciation for our support as founding
members of the Pearl Initiative and for being
among the first generation to sign on to the UN
Global Compact.
Left to right: Badr Jafar (Founder of Pearl Initiative), Georg Kell
(Executive Director UN Global Compact), Tony Awad, Sir Mark
Moody-Stuart (President & Chairperson – Foundation for the UN GC)
C C C
47
The Athens Office Rally Paper 2015 is over and according to most participants’
reviews it was the best RP that has ever taken place in Athens. The entire credit
goes to the teamwork and special efforts that were made by the organizers and also
those who helped on the day. I must also admit that I was amazed by the behaviour
of the participants who showed genuine sporting spirit by avoiding competitiveness
and standing by the viewpoint (philosophy) of the event which is: the Rally Paper is
actually a form of Family Entertainment.
It is not astonishing anymore to say that Rally Paper 2015 delivered a new winner as
it has been the case in the last years and that ‘rest my case’ in the argument that
Rally Paper is only suitable for very educated persons or people with exceptional
general knowledge. Nevertheless, statistics and results have proved that RP is
designed in such a way that anybody can win as long as one can avoid Alex’s hidden
traps or deceptions.
Congratulations to the winning teams: 1st place Tarek Desir with Loukia Karzi; 2nd
place Nabil Hage with Kamal Berbari and in 3rd place Peter Saad with Tarek Mehio.
I would like to take this opportunity once again to express my gratitude to CCC
management for providing its employees with the most generous and exciting
outdoors activities and last but not least my special thanks to Samir Sabbagh for his
endless support and contribution so that all of us can enjoy exciting activities such as
the Rally Paper.
See you all in Rally Paper 2016.
C C C
2015
Athens Rally Paper
A. Khoury
C C C
49
2015
Athens Family Day
Bulletin Editors
C C C
The annual CCC Family Day took place on Sunday 14 June at the American
Community School (ACS) in Athens, Greece on a beautifully sunny day. 318
parents and their children turned up to enjoy a wide range of fun games from
sports activities and swimming, to creative activities such as face painting and
bracelet making. There was something for everyone!
Surrounded by good music, a great friendly environment and delicious food
provided by Nargile Restaurant, both parents and kids went home with smiles.
A big thank you goes out to the volunteers who took the time to organize the
event and help out during the day. CCC Family Day has established itself as a
company staple and an example of CCC’s family spirit!
C C C
51
Milestones
Engagements and Marriages
Firoz Manathanath (RMPT, Saudi Arabia) was married to Fathimathul Sanam on 5 April 2015.
The wedding ceremony was held in Mahe, Kerala, India.
Baby Boys
Rami Othman (BVTP, UAE ) and his wife Om Yazan are very happy to announce the birth of their
second baby boy named Zein, who was born on 5 April 2015 in Abu Dhabi.
Hussein A. Shath (JHAP) and his wife Dana Shawish are excited to announce the birth of their
second son, Faisal, on 4 April 2015.
Baby Girls
Ikram Ellouze (EPSO, UAE) and his wife Zaineb Derbel are happy to announce the birth of their
baby girl Samar. She was born on 20 May 2015 in the UAE.
Brian Cedric V. Saulo (CMI Project, Oman) and his wife Vinaliza Solas Saulo are pleased to
announce the birth of their first baby girl, Marian Sophia on 9 May 2015 in Muscat.
C C C
The magnificent CCED Team
EDITORS
Samer Khoury
Zuhair Haddad
Nafez Husseini
Damon Morrison
PUBLIC RELATIONS
PRODUCTION
Samir Sabbagh
Jeannette Arduino
Nick Goulas
Georgia Giannias
Alex Khoury
Samer Elhaj
CCC BULLETIN
P.O. Box 61092
Maroussi 151 10
Fax (30-210) 618-2199 or [email protected]
see The BULLETIN on line at www.ccc.me -> About Us -> Our News -> Quarterly Bulletin
The BULLETIN is a publication issued at CCC in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are welcome.

CCC “Energized” - Consolidated Contractors Company

Transcription

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