CONSOLIDATED CONTRACTORS COMPANY

Transcription

The BULLETIN is a publication issued at CCC
in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are
welcome.
CCC BULLETIN
P.O. Box 61092
Editors
Samer Khoury
Zuhair Haddad
Nafez Husseini
Damon Morrison
Public Relations
Samir Sabbagh
Maroussi 151 10
Fax (30-210) 618-2199 or [email protected]
see The BULLETIN on line at
www.ccc.gr - News - Quarterly Bulletin
Bulletin
October 2011
Issue No. 99
Production
Jeannette Arduino
Nick Goulas
Georgia Giannias
Alex Khoury
Contents
FROM THE DESK OF....................................Samer Khoury
EDITOR’S VIEW...............................................................…1
MAIL BAG - Letter from Fehied F. Alshareef..................…1
RECENT AWARDS.......................................................……2
Quality Management
- Quality Management Systems Overview
Mounir Soufyan….......…..4
PROJECT PROFILE: Princess Noura University for
Women
- Inauguration - Hassan Moghrabi…................................8
- The Tunnel - Haitham Khader Msaeed ….......................9
Feature: Pipeline Projects
- The Pipeline Enterprise - Rashid Shuhaiber….........14
- Australia Pacific LNG Upstream Project Phase 1 - Pipelines
Zahi Ghantous…..…..16
- Pipeline Estimation - Hisham Kawash…......................18
- SAS FFD Project - Bassam Addada….........................20
- The Challenges of the Malagasy Experience
Marwan Anas…...........22
Area News
- Qatar: 30 M w/o LTI at Ras Laffan Port Expansion Project
Buks Beukes….24
- Qatar: TR3/4 Shutdown - Rabi Rouwadi…............…..25
- Palestine: Bethlehem Centre - Samer Khoury….........26
- Switzerland: Palestine Heads the WFEO
Fadi Raffoul.....26
Health, Safety & Environment
- World Environmental Day - Belal Kayyali…............…..27
Corporate Social Responsibility
- CSR News Report - Tony Awad…..........................…..28
- Special Olympics - Tony Awad….............................…..30
- Summer Trainees 2011 - Ramsay Khoury................…..31
- Helping the Local Community in Cairo
Dina Farid and Ahmed Refai…..........32
- Indoor Plants Initiative, Egypt - Adrian Crowley…....33
Milestones
- Announcements….....................................................…..34
- Letter from P.V. Veeraraghavan...............................…..35
Reflections
- Trust Is the Difference Maker - Dr. Riad Elhaj.......…..37
Pipelines
CONSOLIDATED
CONTRACTORS
COMPANY
Reflections
Trust Is the Difference Maker
Trust is the foundation of leadership. It is an attitude that is earned
and not acquired. It is earned in
the process of overlapping our
character and competence.
From the Desk Of...
Diversity, Flexibility and Social Responsibility
I believe CCC’s strength lies in our ability to execute different
kinds of projects from buildings, roads and harbours to more
complex oil, gas and power projects like the EPC pipelines
featured in this issue of the Bulletin. This type of diversity
is not present in many companies and is one of our key
strengths.
A few years ago, our revenue was dominated by oil and gas
projects whereas today civil projects constitute the majority of
our work, yet we have maintained the same organizational
structure, management and profitability. Again, this
flexibility is unique in our industry and is another important
factor which contributes to our success.
CCC’s ‘Family Culture’ which has been inherited from our
founders, has embedded in it the culture of giving back
to our society which is another name for Corporate Social
Responsibility. This human trail is seen throughout CCC’s
staff and projects and some examples are included in this
Bulletin. Again, we are among the few companies of this caliber
who care about others.
We, in our homes, and at our
work, build the trust daily and reflect it to those around us, who in
turn become the mirror that reflect
it back to us. People around us are
drawn to those who trust them and
make them feel important.
The people around us will trust
us when they see many of the ingredients (in our character and
competence) shown in the model.
Trust is a must for all managers
at all levels. It will act as emotional glue holding managers and others together. It gives meaning and
value to all relationships with everyone, especially with the client /
engineer. While there is risk in
trusting others, the risk is much
greater in not trusting them.
When there is no trust friction arises; hidden agendas,
conflicts and a win-lose environment is created. Low
trust will slow every decision, every relation and every
interaction. Low trust will slow everything in our life and
in our work.
Trust impacts the three major variables of productivity, namely: time, cost and quality. When trust is high,
the cost and the time needed to do things go down and
quality goes up.
Trust is built gradually over many years of daily investments in our interactions and relations. However, it is
fragile. It can break in no time, especially when some
practices abound such as: breaking
promise, holding information, being double-faced and gossiping.
Trust is a major value in the bedrock on which our CCC culture
was built. It is the value that gives
the meaning to other CCC values.
This value of trust must be emphasized, enhanced, exercised and
maintained by everyone in order
to continue as a difference maker in serving our culture and maintaining the family spirit and how
others will see us.
I am confident that given our continuous diversity, flexibility
and social responsibility, CCC will continue to grow and
remain strong.
Samer Khoury
President (Engineering & Construction)
Dr. Riad Elhaj
Bulletin Issue 99 / October 2011
37
Editor’s View
Pipelines, pipelines and pipelines are the feature of this issue and there have been
linearly consistent sales in this segment just like the pipeline construction sequences.
I wish you an enjoyable reading of that.
Moreover, I am very pleased to report to our readership that we have had an
extremely good set of responses to the 60th Anniversary Logo design …. and yes we
have finally chosen.
1st Prize
Dear Bulletin Readers:
• The first prize goes to Haitham Khader (Riyadh Office in KSA): his design will be
used as the official logo throughout 2012.
• The third prize goes to Mounzer Belly Soufi (QFIS project in Qatar) and his design will be used as a decoration sticker.
• An honorable mention also goes to Sunil Machado (HAB5 Project in UAE) with
a stamp design that we may want to consider as a postage stamp on our outgoing
hard-copy letters and emails.
2nd Prize
• The second prize to goes to Julius Lacea (QUS Project in UAE), whose design
will be used for the web-site.
Our 60th anniversary will be recognized group-wide with a branded and coherent
message. It will be a centrally coordinated effort by MOA to produce the following:
CONSOLIDATED CONTRACTOR
COMPANY
1. A special video recorded message from Mr. Said Khoury.
c
3. A 2011 Q4 Bulletin featuring the 60 years theme.
4. A special marketing video of 7-10 minutes.
5. Windshield sticker banners to be placed on all company cars in visible but nonobstructive and safe places.
c
th
3rd Prize
2. An updated website with special marketing pitches.
c
ANNIVERSARY
We expect to have these ready for distribution in December 2011.
Nafez Husseini
4th Prize
Let us all help celebrate this event because 60 years is no small feat.
Mail Bag
Mr. Mohammad A. Al-Haj
Business Development Consultant
Consolidated Contractors Co. WLL
Riyadh, Saudi Arabia
24 August 2011
Dear Mr. Al-Haj,
I would like to thank you for sending me the CCC Bulletin June 2011 Issue No. 98. The information on Renewable
Energy and Sustainability is worth going through.
The Saline Water Conversion Corporation (SWCC), a government corporation, is a provider of desalinated water and
electric power in the Kingdom of Saudi Arabia. The company, through more than 30 plants located in the East and Westcoast of the country, is the main supplier of desalinated water
throughout Saudi Arabia and is also the second largest electric
power producer in the country.
Best regards,
Fehied F. Alshareef
Governor
Saline Water Conversion Corporation (SWCC)
1
Recent Awards
Barzan Onshore Facilities
Qatar
The Barzan Project is located in Ras Laffan City, 80km
north east of Doha. This initial phase will supply domestic gas to meet the State of Qatar’s infrastructure and industry growth. This will be done via processing a total
feed gas quantity of 1.9 billion SCFD. The output of the
gas processing is sales gas, liquid sulphur and gas condensate.
The project’s facilities comprise:
• gas receiving and condensate stabilization unit.
• acid gas removal unit (two trains).
• dehydration and mercury removal unit (two trains).
• mercaptan removal unit (two trains).
• NGL recovery/N2 rejection unit (two trains).
• sulfur recovery unit (two trains).
CCC’s scope of work is limited to construction of the
process plant area (Area A000).
CCC’s construction works are related to piping fabrication and erection, civil works, buildings EPC works, steel
structure erection, equipment erection, electrical and instrumentation installations painting, insulation and common scaffolding for the process plant area (A000).
The EPC buildings are mainly process buildings to support the process plant requirement, and are comprised
of:
• five substations.
• three satellite instrument houses and
• five free-standing toilets,
Totaling 8,150m2 of built-up area.
CCC was awarded the above-mentioned project in August 2011.
The client is Qatar Petroleum Company and Exxon Mobil and the main (EPC) contractor is Japan Gas Company (JGC).
The construction works duration is 34 months; the construction start date is September 2011, while the mechanical completion is scheduled for June 2014.
APLNG Pipelines. Queensland
Australia
This job is in the Queensland area, 300km west of Brisbane and the scope of works involves engineering, procurement and construction of:
• 42” ND main pipeline coal seam gas pipeline 360km
in length.
• 24” ND Spring Gully 2 to Reedy Hub (via Taloona) lateral pipeline coal seam gas pipeline 71.4km
in length.
• 18” ND Fairview CS3 to Spring Gully coal seam gas
pipeline 27.3km in length.
• 18” ND Spring Gully to Taloona coal seam gas pipeline 12.2km in length.
• Four main line valve stations, 13 scraper stations and
various facilities for each pipeline.
CCC is part of the MC Joint Venture with McConnellDowell for the procurement and construction execution
while KBR is the subcontractor for performing the engineering works.
The owner is Australia Pacific LNG Pty Limited
“APLNG”, a joint venture between Origin Energy and
ConocoPhillips. Main construction activities are expected to start in May 2012 with completion in March 2014.
Multipurpose Real Property Complex in Staoueli,
Forum El Djazair, Zone 1, Residential Buildings Project
Algeria
The Forum El Djazair is located in the town of Staoueli, 15km west of the capital Algiers, on the Mediterranean Sea.
The general scope of works requires the supply, installation, construction, testing and commissioning of Zone
1 of the project, inclusive of all the structural, civil, architectural, electromechanical works, external works, utilities, landscaping and exclusive of piling, shoring and excavation works.
Zone 1 of the project consists of four residential highrise buildings, each comprising three basements +
Ground + Mezzanine + 22 floors + saloon terrace and
each high rise building comprising of 124 apartments.
The total built up area is 211,960 m².
The Client is Société Algéro-Emiratie de Promotion
Immobilière and the consultant will be appointed in due
course.
DSC (Drake and Scull)/CCC Joint Venture was formed
in September 2011 for the purpose of performing the
works for the Forum al Djazair with respective participating interests of 50% and where DSC are the Leaders.
The award was made in July 2011. However, the contract start date will be December 2011 and the duration
is 30 months.
• 36” ND Condabri lateral coal seam gas pipeline
78km in length.
• 30” ND Woleebee lateral coal seam gas pipeline
92km in length.
2
Recent Awards
Sheikh Khalifa Bin Zayed Specialized Medical Centre,
Casablanca
* 60km of 14” Condensate Export pipeline from BS
- 171 to AGRP at MAA.
Morocco
* 15km of 8” liquid disposal pipeline from the new
intermediate slug catcher unit near GC-19 to
AGRP at MAA.
HH. Sheik Khalifa Bin Zayed Al Nahayan Specialized
Medical Centre is located on Boulevard de la Prefecture, Commune de Hay Hassani, in the city of Casablanca, Morocco.
The scope of work includes the supply, installation, construction, testing and commissioning of the main building and external works inclusive of all civil, structural, architectural, electromechanical works and all services and
utilities.
The building will be a modern medical facility comprising 133 beds (108 single bed rooms and 8 suites in wards,
17 patient bed rooms in ICU and CCU), 8 operating theatres with support areas and other specialized departments distributed on four floors (basement, ground, first
and second) with a total built-up area of 41,000 m².
The client is the Khalifa Bin Zayed Al Nahyan Foundation, Abu Dhabi, UAE. The client’s representative, appointed as the project manager, is Cyril Sweett International.
The project was awarded in July 2011, the contract will
start in October 2011 and the duration is 22 months.
• Tie-ins of the new pipelines with the existing pipelines.
• All associated civil and structural works including but not limited to field soil investigations, topographical survey, slit trenching, geotechnical investigation, earth works, valve pits, pipe supports and
pipe sleeves, foundations for pig launchers/receivers,
jib cranes and all other equipment, sump pits, burn
pits, anchor blocks, fencing, pipe line markers, platforms and crossovers.
• All electrical works and electrical equipment related to MOV’s cathodic protection, lighting and cable
laying.
The client is Kuwait Oil Company K.S.C. (KOC).
The project duration is 24 months. Engineering activities will be performed over a period of 8-10 months and
the construction and commissioning assistance over a period of 14-16 months.
Eocene and chemical storage tanks at MGC
KOC Construction of New Transit Pipeline from BS-171
to MAA
Kuwait
Kuwait
Detailed design and engineering, procurement, construction, inspection, testing and commissioning of one
100,000 barrels stock tank with gas boot, one 50,000 barrels free water knockout tank with gas boot and two
25,000 US gallons capacity chemical storage tanks with
a new control system.
On August 25, 2011 CCC was awarded this major EPC
project.
The pipeline project runs from the Gas Booster Station
171 (BS-171) in West Kuwait to Acid Gas Removal Plant
(AGRP) in Mina Al Ahmadi (MAA).
The purpose of the project is to transfer sour gas and
condensate from BS-171 to the acid gas removal plant in
Mina Al Ahmadi via a gas export pipeline and a condensate pipeline including interconnections with the existing gas pipeline network at TP1, and existing condensate
pipeline network at TP2 at AGRP in Mina Al Ahmadi.
The scope includes the related piping, fire fighting,
pumps, civil, electrical and instrumentation works.
The client is Joint Operations (Saudi Arabian Chevron
Inc. & Kuwait Gulf Oil Company), the award was made
in July 2011 and the total duration is 730 calendar days.
The new transit pipeline project involves the following
works:
• Design and detailed engineering.
• Hazard & Operability (HAZOP) Study, Environmental Impact Assessment (EIA), Project Health,
Safety & environment Reviews (PHSER) and Quantitative Risk Assessment (QRA).
• Procurement of all permanent materials including
line pipe, main valves (MOV’s), piping, etc.
• Installation, testing, pre-commissioning and commissioning assistance of:
* 60km of 24” sour service Gas Export pipeline
from BS-171 to AGRP at MAA.
3
Quality Management
Quality Management Systems Overview
Introduction
Throughout the industrial period of the 20th century
organizations have been motivated to produce a quality product in order to serve the society and to ensure a
competitive position in the market place. Initially, motivation was only driven by financial figures, for this reason
many great companies ceased to exist. However, at a certain stage the whole attitude of businesses changed, organizations realized that financial figures are not enough
to sustain a business.
As companies grew many management styles were introduced starting with the army style management, a process of command and orders (Deming called it Soldiering).
Army style management resulted in killing motivation
and creativity of employees, therefore, this style could not
survive. Other management styles were introduced to motivate employees and to give them more freedom in order
to release their personal skills and creativity for the benefit of the organization. Many organizations realized that
the learning process in the organization should be both
ways: employees should learn from their managers and
at the same time managers should learn from their employees.
Therefore, the learning process does not end with the
university degree, on the contrary; it should start at the
time engineers obtain their degree. We have to realize
that the learning process has no end. The time we stop
learning, it is the time our creativity and innovation reach
an end and we become a robot of a daily routine.
I am in business to teach engineers about management,
however, in this process I also learn a lot from them
and also about myself.
W. Deming
(American statistician, professor, author, lecturer and
consultant.)
management in order to lead the organization toward improved performance. The following items represent the
philosophy and basic principles used for development of
quality management system ISO 9001-2008:
• Customer Focus.
• Leadership.
• Involvement of People.
• Process Approach.
• System Approach to management.
• Continual Improvement.
• Factual Approach to Decision Making.
• Mutually Beneficial Supplier Relationships.
This article gives an overview of quality
management principles and basic philosophy for improvement including
development process, the requirements of applicable codes and
standards and major impact on
the organization.
Quality Management Principles
Quality Management is a
Process Approach to Management involves the Methods
and Techniques of Management of overall business processes that contribute to Customer
Satisfaction with major emphasis on
Quality & Continual Improvement.
Eight quality management principles (chart
01) have been identified that can be used by top
4
Chart 01
Quality Management
...Quality Management Systems Overview
...Text
Main Processes
The ISO 9001: 2008 standard has four main processes:
Chart 02
• Management Responsibility.
• Resource Management.
• Product Realization.
• Measurement, Analysis and Improvement.
The above processes are based on PDCA cycle (plando-check-act), and represent management commitment in providing adequate resources for doing the
expected work, and conducting measurement and
analysis for the purpose of continual improvement.
Market Directives
European Union
The European Union “EU” imposed two conditions
on products and services made within the boundary of
the EU, or purchased from outside to be used in the
EU. Organizations must have a quality management
system in line with ISO 9001 standard, and products must
be certified to a national or international standard such as
ASME, CSA, ULC, UL, etc.
National Standard Organization
National standard organizations have adopted ISO 9001
standard for local market and for supplies from international market.
Market Directive
Under the direction of government institutions and major corporations:
“Organizations are required to
implement ISO 9001 standard as a
condition for prequalification.”
able target “Joseph Juran”(1), this is illustrated in chart
03.
Objectives of Quality Management System
The objectives of quality management system can be
summarized in the following:
Customer
• Meet quality requirements.
• Ensure satisfaction.
• Increase confidence.
• Gain Commitment.
Performance
Performance can be measured as
providing quality product and service that meet specified requirements on time and within budget.
Nobody appreciates quality delivered two years late, and beyond the
agreed budget.
“These factors must be in balance:
any neglect of any one will have a
corresponding negative effect upon
the other two - chart 02”.
The Cost of Poor Quality
The cost of poor quality is decreased with the introduction of appraisal and preventive measures.
With the improvement of technology and introduction of new control
measures zero defects is an achiev-
Chart 03
5
Quality Management
... Quality Management Systems Overview
Product/Service
• Prevent errors.
Chart 04
• Prevent delivery delay.
• Increase reliability.
• Contribute to business success.
Cost
• Reduce cost of operation.
• Increase productivity.
Personnel
• Increase employee morale.
• Increase confidence.
Market
• Provide competitive edge in
the market place.
Quality Management Structure
In previous bulletins we have
presented the structure of the
quality management system with
ISO 9001:2008 as a basic guideline. We need to shift our thinking and restructure our quality
management system to be business oriented in line with ISO
9001:2008 standard, not the other way around.
The pyramid in chart 04 shows the structure based on
system / process approach to management. This is the
first step in continual improvement.
Major Changes in the Quality Management System
• Introduction of system approach to management.
• Moving from a procedure based systems to process
based systems.
• Introduction of continual improvement requirement.
• More emphasis on customer satisfaction.
• Moving from conformance to performance.
• Moving from control based systems to management
based systems.
• Review and approval of documents on a periodic
basis.
Codes and Standards
We have always to remember that the core of our operation is the applicable codes and standards. We can’t build
a process piping system without the application of B31.3
or a pressure vessel without the application of ASME section VIII (or equivalent standard).
Implementation of quality management is an additional requirement used to organize our operation and to increase the level of confidence of our customers. This is illustrated in the chart 05 where total quality management
is introduced in the outer circle.
Involvement of People
To involve people, top management should create an
environment where authority is delegated so that people
are empowered and accept responsibility to identify opportunities where the organization can improve its performance. This can be achieved by activities such as:
• Setting of objectives for people, projects and organization.
• Benchmarking competitors’ performance and best
practice.
• Recognition and reward for achievement of improvement.
• Suggestion schemes including timely reaction by
management.
Major Impact
The major impact of system approach to management
can be summarized in the following items:
• Identify processes needed for the business.
• Determine sequence and interaction of these processes.
6
Quality Management
...Quality Management Systems Overview
...Text
• Determine methods of control of these processes.
Chart 05
• Ensure availability of resources and information required to support the operation and
monitor the processes.
• Monitor, measure and analyze these
processes.
• Implement action to achieve the
planned results.
• Implement action to achieve
continual improvement of
processes.
• Identify the method of
control of outsource processes.
The biggest impact is restructuring the system into series
of processes, and using them
to generate performance improvement. Also the organization may take the opportunity to
reevaluate its processes and remove activities with no added values.
Mounir Soufyan
Abbreviation: MAI=Measurement, Analysis & Improvement
TQM=Total Quality Management
(1) Joseph Juran was a 20th century management consultant; he founded the Juran Institute in the USA providing
training and consulting services in quality improvement and
lean management as well as 6-sigma certification. Juran was
the author of many books on quality management among
them “Quality Control Handbook” and “Quality Planning
and Analysis”.
7
Project Profile
The Princess Noura University for Women
The PNUFW is a state-of-the-art twenty-first century
educational facility located in Riyadh, Saudi Arabia, close
to the airport road. It is the largest women-only university in the world and it is recognized as one of the world’s
few mega projects. The facility is surrounded by a 4m high
boundary wall which encloses 8,000,000 square metres, on
the outskirts of Riyadh and includes academic buildings,
administration buildings, a hospital, research centres,
staff and student housing, schools, sports facilities, plant
and utility buildings and a 5km long utility tunnel. The
university has been designed to cater for 40,000 students
and 4,000 employees at peak attendance.
The university contract was awarded on 25 January,
2009. The project was principally split into four different work packages: Package 1 to be carried out by Saudi
Oger; Package 2 by the Saudi Bin Laden Group; Package
3 by the ESEC-CCC Joint Venture and Package 4 again
by the Saudi Bin Laden Group.
Package 3, the main civil works undertaken by the ESEC-CCC JV was comprised of the construction of sixteen
utility buildings with a covered area of over 228,000m2; six
bridges and three flyovers; over 1,500,000m2 of asphalting; over 600,000m3 of concrete; a utility tunnel in excess
of 5km running through the centre of the project, 12m
wide and 6m high; the planting of 30,000 palm and shade
trees and 800,000m2 of grass and shrubs; 870,000m2 of
pavement interlock, tiles and granite; over 10 million cubic metres of earthwork cut and fill and fabrication; laying and testing of 550,000 meters of underground noncarbon steel piping.
The main electromechanical installations were an electrical power system with total connected load normal
233MVA, emergency 38MVA, connected load of major
substation 145MVA. The number of substations is 182.
Major: 17 at distribution and generator plant, minor: 90
located in different buildings and 75 packaged sub-stations and laying of 3200km of cables LV, MV, HV and
fiber optic.
A chiller Plant with 26 centrifugal chillers and seven
screw chillers with a total of 57,150TR cooling capacity
and 2 x 25,000m3 chilled water thermal storage tanks.
A boiler house with eight Hurst package boilers
64,000KW heating capacity and generator house with
eight Caterpillar generators each 13.8KV, 5MVA.
A solar heating system of 36,000m2, 3,600 collectors
mounted on the roof of the warehouse with 17MW instantaneous peak power output, 28,000MWH yearly
yield and district cooling and heating site networks with
240km carbon steel pre-insulated pipes, motorized isolation valves, pressure and flow control valves and other hydronic controls.
A central BMS for the university building and networks
with 20,000 connected points for P3 package with servers to cater for the 250,000 points of the whole university. A SCADA system for monitoring and control of the
medium voltage power distribution system and low current systems including: data communication, IP telephony, CCTV, access control, fire alarm and real time location, complete with network facilities.
A data centre for IT and low current integration with a
3.3 Penta-byte Tier 3 facility for data processing and storage, complete with a structured cabling system linking the
different buildings to the application and storage servers
of the data centre.
The installation of over 320 pumps starting from
1,750HP down to 1HP and fabrication and installation of
1,700 tons of pipe supports and 12,000 tons of structural steel for the chiller building, the warehouse, platforms,
rails and ladders.
Some of the enormous challenges faced were procurement of three million metres of cable, 900,000 meters of
piping, 239,000 fittings, over 3,000 units of equipment and
36,000 valves, completing of Package 3 in 24 months, mobilizing and maintaining a camp to cater for 16,000 people, mobilizing and providing a maintenance facility for
over 2,300 items of plant and equipment, interfacing with
the other packages 2, 3 & 4 works, drilling wells to source
sufficient irrigation water to provide 15,000m3 per day.
On Sunday, 15 May, 2011 we witnessed the ceremonial inauguration of the Princess Noura University by HRH
King Abdullah bin Abdulaziz Al Saud.
King Abdullah officially opened the university less than
three years after laying the foundation stone. During the
opening of the university, King Abdullah rode the train
which links major sectors of the campus and toured the
facilities.
The opening ceremony was an impressive event and was
received with great enthusiasm by all attendees from the
government, diplomats, representatives of all companies
involved and future students and university staff. The university inauguration was welcomed by the Saudi community at all levels.
The inauguration marked the exceptional achievement
of all involved, resulting in a world-class university, realized within a remarkably short time period.
Hassan Moghrabi
Project Manager, Control
A water supply pumping station for potable, drinking,
irrigation and fire fighting water with 63,000m3 capacity and 610km piping networks and drainage systems with
storm and waste water site networks and 10,400m3 per
day sewage treatment plant.
8
Project Profile
...The Princess Noura University for Women
...Text
Mechanical Works at the Tunnel
Overview
The Princess Noura University for Women is the world’s
largest women-only university undergoing a transformation to become the first green campus in Saudi Arabia
covering eight million square metres with an overall cost
of $11.5 billion, a project which is expected to accommodate over 40,000 students and will feature 13 campuses,
including those for medicine, dentistry, nursing, naturopathy, IT, languages, instant translation and pharmacy.
The entire university project includes an administration
building; a central library; conference centres; buildings
for 15 academic faculties; several laboratories; a 700-bed
hospital equipped with state-of-the-art facilities; housing
for university staff; mosques; a kindergarten school, and
exclusive amusement centres for families and students.
this main tunnel were connected to the basement of several buildings in the project. The services linked through
these branches reach the following:
• Basement of colleges and researches centres.
• Hospital and medical centres.
• Connections with outside networks serving different
types of facilities.
All pipes branched from the service utility tunnel were
directly buried underground while all chilled and heating
water pipes are pre-insulated with leak detection system
connected to project BMS systems.
The services running in the utility tunnel are as follows:
• Main chilled water pipes supply and return, supplied
by a chiller plant having 54,000TR cooling capacity and 2 x 25,000 m3 chilled water thermal storage
PNUW Project Architectural Schematic Plan
The project was divided into four packages: Packages 1
and 2 include the buildings, colleges and the accommodation facility; Package 3 includes the infrastructure works
utility buildings and roads while Package 4 includes the
installation of a 15km high elevated train.
CCC’s Scope of Work
As a joint venture with El Seif Engineering Contracting Company Ltd , CCC executed all works under Package 3 which include 18 utility buildings, bridges, hard and
soft landscaping, a 6km utility tunnel, fly-over bridges, a
centralized chiller plant, a boiler plant, a generator plant,
an SWT plant and the laying of 800,000 metres of a utilities piping network all over the whole area of the project.
The Utility Tunnel
Totalling six km in length, it is considered one of the biggest built to serve a university in the world and runs from
the central utility plant buildings up to the different university faculties under the main spine area. Branches from
tanks. (CS pipes vary from 46” to 16”.)
• Main heating water pipes supply and return. Supplied
from boiler house having 32,000KW heating capacity
(sizes for the main line vary from 24” to 12”.)
• Internal fire system (12” ductile pipe).
• External fire systems (8” ductile pipe).
• Drinking water system (8” ductile pipe).
• Domestic water system (24” ductile pipe).
• Irrigation system (12” ductile pipe).
• Electrical cable: high, medium and low voltage.
• Telecommunication cables.
• BMS cables.
• SCADA cables.
• CCTV cables.
9
Project Profile
Mechanical Works and A Tight Schedule
Due to the great importance of this tunnel to the project
and being crucial in achieving a time milestone set by the
owner, the project management took all necessary steps
along with our regional support departments and MOA
to build the tunnel accordingly.
We started by commissioning all the facilities required
to meet this essential signpost: the manpower needed, the
detailing of design drawings along with expediting delivery of all long lead material and equipment at the earliest possible time.
The construction of the tunnel with the installation of
all the mechanical works was scheduled to be completed
within a period of 13 months. The table (opposite page)
shows the quantities and the tight schedule to complete
each mechanical activity.
Piping Installation Challenges
It did not take our management long to realize that the
schedule would not be met without adopting extraordinary efforts and deep brain storming.
Considering the tunnel’s size and scale, the quantities
to be installed within a short time, the incomplete design
drawings, the narrow space to work in, the difficulty of
access of a construction location where many disciplines
and other contractors were working all at the same time.
Consequently, potential construction challenges and issues were reviewed and discussed with our construction
manager. Each activity was deliberated over separately
and listed with highlighted points as below.
Supports Installation
As a fact at the early stage, delivery time of material together with achieving of supports installation as per
schedule will be a key to attain this milestone in a project,
subsequently points were devised and agreed upon to be
implemented.
Tunnel Cross Section View
Piping Installation
Far from the oil and gas project execution of works, it
was a new experience for most of our team having such
type of construction, dealing with ductile pipes lock type
installation, big pre-insulated pipes installation and being
in such an extremely narrow working environment, next
to that steps to find the solution are usually listed as,
• Keeping our workers aware of ductile pipes installation procedure and related fittings all of time during
a construction phase, as of avoiding any repair works
and leaks later on.
• Define the tools and process to install supports in line with walls cast at the field, embedded plates gathered with structural supports were a solution that make it faster and
open a lot of fronts later on for piping installation.
• Complete a comprehensive field investigation,
considering all of factors around will possibly
stop or delay our work scheme later on and report it back immediately to the concerns.
• State a clear procedure in a field with survey
team to lay out supports location as maximum
accuracy could be achieved to assure later on
supreme pipes alignments.
• Keeping a maximum level of coordination
with civil team about the interfaces points and
delivery of embedded plate should they use to
cast it in walls.
10
Excavation Work at the Beginning
Project Profile
...Text
Activity
Scope
Duration
Supports installation ~ 4900 pieces ( Tonnage)
11 00
20 weeks
Ductile Piping installation and testing ( Liner Meter )
22 000
45 weeks
Carbon Steel Piping installation and testing (Liner meter )
21 000
29 weeks
23
6 weeks
1400
15 weeks
Submersible Pumps (Pieces)
Valves and expansion installation (Pieces)
• Requesting all of the equipment adhered to such type
of construction early e.g. side forklifts, electrical forklifts, portable welding machines and so on.
• Arranging weekly meeting with civil team about the
accessible areas for both pipes offloading and workers entrances.
• Creating adequate tools to transfer the pipes and materials inside the tunnel.
Hydro Testing and Flushing
Due to the narrow space of work and delay in design of
submersible pump connections with the outside network,
it was strong-willed to hydro test each system in tunnel
separately as one line in a one test pack starting from beginning of the tunnel till the end, this create us a biggest
and most risky challenge during construction of tunnel all
over.
• Utilizing the roof opening as much as possible before
being cast on the site.
Finally and after deep brain storming we ended up with
four test packs each one of them has length varies from 6
to 8 km with testing pressure about 25 bar.
• From a constructability point of view, it was compulsory to keep the installation of the pipes there in a sequence from top till down.
Preparing previously maximum precautions at the time
of each test by:
• Reviewing with material department the quantities
and permanent material approved to be purchased to
avoid any uncertainty afterwards.
• Coordinating with the Procurement Departments the
arrival dates of the lead material and notifying the
civil team the priority areas we should work in accordingly.
• Making sure that all valves, blinds and flanged connections are well tight and torque as per specifications.
• Identifying clearly the access areas on case of emergencies.
• Notifying all parties working in the tunnel about this
event a week beforehand.
• Conducting weekly meeting with the Engineering
Department as of reviewing the drawings issued for
the construction and feed them back with all predicaments, as built and corrections.
• Conducting many walkthroughs with safety and our
QC team prior a test’s time assuring that all of punch
items already closed, the tests are ready and safe as
maximum.
By having completed the fabrication of spools and installation all of supports on the field, the team had another massive challenge and short time to focus, that was how
to recover the lost progress affected by late material deliveries (CS material and valves).
• Prepare the sucking pumps, temporary hoses and
connect them to nearest outside manholes.
Getting to the tunnel’s access point to offload the material and for our team to move was getting so difficult while
the existence of many disciplines working at their peak
time also make it harder.
But even so with all of the above, neither a congested
place nor a short span to finish could stop us to see a light
at the end of the tunnel and stop enthusiastic team from
achieving the challenging targets.
With the installation of both supports and lines complete 11 days ahead of time, the preparation for the next
challenging target (hydro testing) was made easier.
• Difficulty of communications inside the tunnel due to
the lack of mobile telephone signals compelled us to
keep a watchman every 100 metres in order to ensure
a fast response in case of emergencies.
On 30 September, 2010 a prime project milestone was
accomplished with finishing a chemical cleaning and major reinstatement works inside the tunnel, with a wise
leadership of our management, strict control and site
team well planning, CCC proved to all that it can do a job
as per time scheduled and as per highest quality could be
delivered.
As of consultant point of view, we were a sign of proud,
extremist sample of high quality and hard working for
everyone in project. We wait 5 months more until got first
requisition from other packages to connect their college’s
lines with ours ready on the tunnel.
11
Project Profile
... The Princess Noura University for Women
Achievements
After all preceding challenges had been conquered with a lot of efforts and persistence of a
dedicated team that worked inexorably to meet
the set targets; finally we reach with such remarkable achievements that:
1. As of being in line with them all of time, we
finished all of mechanical work’s installation
at the same time civil finish their work in tunnel.
2. Installation of the 22,000 liner metre of ductile pipes without having any damages or leaks
at the installation and testing stage (it was a
case study for manufacturer delivered us the
pipes and the fittings).
3. Installation of 1.100 tonnage of supports 1
month ahead of schedule.
4. With all hard conditions inside the tunnel and
difficulties during the erection phase, we completed the whole tunnel construction, commissioning without any LTI or any serious injuries.
5. In spite of overcrowded area, all preinstalled pipes
were handled efficiently with maximum care to result
by the end with 20,000 liner metre installation without any major insulation or pipe’s damages.
6. We completed the setting up of all major activities in
the tunnel without even lose single bolt or asking for
any additional material.
7. Testing of four carbon steel systems, with total liner
metre for each 7,000 metre as one line without having
any leaks, slippage or defects.
8. Successfully pre and commission all of the lines without having any major neither a minor problems and
as per settled time.
Supports Configuration Drawing
strict follow up, our mechanical construction manager was a major key factor for initiating a work in there
and solving ahead any problem might be revealed
during the construction.
2. Timely and perfect completion of supports fabrication at the project Fabshop.
3. Posting on the tunnel wall the installation procedure
during a construction phase along with assigning a
twice week site meeting to recover progress and functioning backlog.
4. Early collective of the data linked with each construction activity on the tunnel before getting to start e.g.
lessons learned from similar projects, manufacturer
specifications and his customer’s feedback about the
same material, best practices and so on.
9. Work has been done efficiently with minimum
number of manpower (208 labourers at the
peak time) and minimum amount of equipments. As result of that a tunnel productivity
factor was the best among all of the activities
in the project till the end.
10.Successfully implement a new piping 3D modelling system in a construction.
Astonishing reward we had a side of above, that
we got a satisfaction and contentment of the both
client and project consultant as of our high quality
of work and devoting our maximum, day and night
to finish on the time. There were many ministry
witnesses visit for the project and in every time a
tunnel was sign of admiration and appreciations
by in related witnesses.
Key Factors of Success
1. With his wide experience, working in similar
type of construction, his ultimate support and
12
Congested working space
Project Profile
...Text
5. Coordination weekly meeting with Civil, Engineering and Procurement Departments allied all of interfaces point.
6. Accurate and perfect reporting systems, rather than using a zones criteria in reporting (1
km each zone) our C.M was made a decision
earlier to divide tunnel into 69 main areas; defined later as MT; each MT has 50 m length.
This helped us to track each problem or any
activity in the tunnel easily with high performance.
7. Specially made SIDE forklifts and chargeable
MINI forklifts that requested formerly by our
management, find a solutions for a lot of critical problems faced later during the installation.
8. Many erection methods were developed on
the site field helping us to move in faster in
progress and do it as per highest quality of
work, especially during supports and ductile
piping installation.
9. Look ahead planning, and study well all of our
demands antecedent to avoid any unheralded
surprises could affect our progress.
10.Fast recovery plans settled out by our construction manager to mitigate the delays in
engineering and materials delivery by highlighting all defects and embark on corrective
actions accordingly.
11.Excellent safety team we had and their awareness all of the time there by work we do and
steps shall keep our workers always with maximum precautions.
12.Ultimate cooperation of project’s consultant
and his subordinates by speeding up all of the
RFI’s or site clarification requests issued under tunnel’s name.
In addition to the above, facing the challenges, successful plans and adapting the instructions
would not have been valid without having such a
well experienced management team before us and
amazing CCC heroes on the site field had a lot of
elbow grease and persistence, worked relentlessly to meet this remarkable milestone on time and
creating another successful story for our beloved
CCC.
Haitham Khader Msaeed
Section Engineer Mechanical
13
Feature
The Pipeline Enterprise
between Iran, Iraq and Syria, and the European
Blue Stream and Green Stream Pipelines.
Although energy transmission lines have been
in operation for about a century, they still have a
bright future ahead. Increasing energy demand,
utilization of non-conventional energy sources
such as shale gas in North America and coal seam
gas in Australia, the discovery and development of
more oil and gas basins around the world in areas
outside the historical energy regions, and the rise
of new potent energy players such as Russia and
Brazil mean pipeline construction is destined for
more prominence in the immediate future. With
potential plans to shut down nuclear plants in Japan and Europe following the Fukushima disaster earlier this year, nuclear power is now a less
favourable energy option, and this is more good
news for pipelines.
From pure cross-country transmission systems, pipelines have evolved into strategic geopolitical and economic tools that help shape the future of the world. Pipelines
have impacts that extend to whole regions and present investment and development opportunities for countries
and societies alike. The Caspian countries could not have
made use of their new sources of wealth had their oil and
gas not reached the markets in a feasible manner. On the
other hand, Georgia and Ukraine benefit from their being transit countries to have their cut.
Pipelines have become so significant in our modern era
that world leaders often get directly involved in strategic
pipelines decisions, forcing re-routing in some cases, promoting peace or even severing ties in others. But politics
and engineering are not the lone driving forces in pipelines. Pipelines have always been considered one of the
cleanest means of energy transportation, yet they can still
leave a considerable environmental footprint, especially
during their construction phase. With the level of awareness of sensitive environmental issues quickly gaining momentum and spreading from the developed to the
developing countries, more environmental legislations are being put into place; mitigation measures now start from the design board and do not
finish with reinstatement. And the social impact
these pipelines leave in their path is also scrutinized; the well-being of all affected societies and
stakeholders weighs in immensely on crucial pipeline decisions.
But energy is not the only driver for pipelines.
Water has and will always be the source of life; it
is the oil of the future. Transporting it allowed Roman cities to grow and prosper, and water pipelines are bound to
play an equally important role in the future.
Within CCC, the Pipeline Department followed a different school of operation than the traditional location
or function-based schools, employing the matrix structure
concept whereby operation goes hand in hand with the
area management. This organization ensured continued
leadership, proper logistic support and sustained technical expertise, and ultimately guaranteed the smooth operation of projects. We approached our projects from a
much broader perspective, building up - brick by brick our capabilities to meet much bigger challenges. Gearing up with the right know-how, technology, and resources, we were able to undertake bigger and longer pipelines
worldwide. These efforts were strengthened by the introduction of pipeline engineering capabilities within the
CCC group, and by establishing Sicon O&G in Milan.
From pipeline constructors in our traditional areas, CCC
Pipelines are expected to spread wealth by investing in the communities along the route, be it
by adding job opportunities, teaching local manpower, establishing trade training and education
facilities, and setting up health plans and medical centers. In short, the pipeline has to disseminate higher standards of life. This political and
economic persona of pipelines is even reflected
sometimes in their naming such as the proposed
Peace Pipeline in South Asia, the Islamic Pipeline
14
Feature
...The Pipeline Enterprise
...Text
has now emerged as a Global EPC Pipeline Contractor. The Pipeline Department is evolving to
meet this growth and is in the process of becoming
an established business unit within the Group.
Our pipeline projects opened up new frontiers
for the whole of CCC, well beyond our MENA
backyard. Having strong capabilities paved the
road to penetrate previously unchartered territories. We have successfully built difficult projects in
remote areas including the Botswana North-South
Carrier pipeline, the Karachaganak pipeline in
Kazakhstan, the Mozambique-to-South Africa
GLMC pipeline, the BTC/SCP pipelines Azerbaijani sections, the Madagascar Ambatovy NickelSlurry pipeline, and more recently the Australian coal seam gas pipelines APLNG and QCLNG.
Our direct relations with major international energy operators such as BP, BG, Conoco Philips,
and ADNOC, and partnerships with renowned international contractors, vendors, and service providers have enriched our portfolio and exposure, and
made the CCC brand an international name in the pipeline industry. Our reputation as a reliable EPC contractor
built up throughout the years is now paying off very well.
Australia will not be the last continent we invade. Latin
America will likely be our next target; Brazil is calling us
with its very rich offshore fields.
We are continually looking at ways to improve the business by taking further steps through the introduction of
more concepts and technologies to our operations. In the
early nineties, CCC managed to introduce the first pipeline computerized automatic welding crew in the region
in Kuwait. Other improvements included the successful
introduction of several joint coating application methodologies, mechanized double jointing facilities, automated pipeline monitoring solutions, computerized nondestructive testing, specialized pipe laying and welding
equipment, and specialized crossing technologies including HDD and micro-tunneling. These developments and
the efficient provisions in terms of logistics and resources
within CCC have boosted our competences and enabled
us to undertake sizable pipeline projects in the non-traditional geographical areas, and even beyond the pipeline
sector. When we did not succeed in getting a pipeline in
PNG, we still managed to get a good slice of the job with
the award of the associated airport and a sizeable portion
of the LNG plant!
Continuous research and study of the latest trends in the
pipeline industry sector remains one of our major goals.
Using modern technologies is the only way forward for
CCC. This translates into higher environmental protection, enhanced quality and cheaper costs, yielding benefits to all stakeholders including pipeline owners, contractors, and communities. Nevertheless, CCC’s best assets
remain our dedicated staff and workforce who have always delivered in the most challenging conditions, never
letting the CCC family down.
Rashid Shuhaiber
Executive Director Business Unit (Pipelines)
15
Feature
Australia Pacific LNG Upstream Project Phase 1 - Pipelines, August 2011
Australia Pacific LNG is a joint venture between Origin,
ConocoPhillips and Sinopec. The Australia Pacific LNG
project includes the development of Australia Pacific
LNG’s substantial coal seam gas resources in the Surat
and Bowen Basins over a 30-year period, a 520km transmission pipeline, and a multi-train LNG facility on Curtis
Island, near Gladstone, Queensland, Australia.
Australia Pacific LNG announced on the 4 August that
MCJV was awarded the multi-million dollar contract to
deliver the main gas export pipeline for the project and
provide more than 1,000 construction jobs to the region.
This contract win demonstrates MCJV’s ability as leaders
in helping to shape the future of Australia’s resources industry by delivering on one of the largest LNG projects in
Queensland.
The delivery of the 30”, 36” and 42” diameter gas pipeline and associated facilities, follows MCJV’s completion
of the Front End Engineering Design (FEED) and early works contract awarded in December 2009 by Australian Pacific LNG.
Left to right: Page Maxson (Australia Pacific LNG), Mark Twycross
(McConnell Dowell), Jodie Buckle (Origin), Moujally Jabara (CCC),
Janet Hann (Origin)
On the same day, CCC and McConnell Dowell signed the
Execution Phase Joint Venture Agreement. This agreement gives continuity to the joint venture relationship already established between the two companies during the
early works phase. This essentially is the commitment of
both organisations to now jointly deliver the pipelines
component of the Australia Pacific LNG Project.
MCJV has been heavily involved in the early works of
the Australia Pacific LNG pipelines project, working in
an integrated team with Australia Pacific LNG for the
delivery of the Project Front End Engineering Design
(FEED) comprising:
• Review of all pre-FEED documentation.
• Completed and delivered FEED.
• Project planning and procurement assistance (Free
Issue Material).
Left to right: Zahi Ghantous, Mark Twycross, Moujally Jabara, Mark
Barrows
• Participation in pre-qualification process of and site
visits to pipe mills.
• Design input into route selection and alignment
sheets.
• Survey and preliminary geotechnical and LiDAR
studies.
• Execution of early works scope and contractual deliverables.
• Preparation of pricing package and scope definition
for main piplines EPC, High Pressure Gas Network
and Water lines.
• Completion of EPC risk allocation for lump sum price
for the MCJV scope on an open book basis.
With Notice to Proceed expected to be issued to MCJV
at the end of August, the pipelines project moves into full
execution phase. Having already worked under the early works contract, this further milestone positions MCJV
16
Left to right: Subhi Khoury, Zahi Ghantous, Fiorenzo Mastromattei,
Moujally Jabara, Mark Barrows, Ramzi Jabara
Feature
...Australia Pacific LNG Upstream Project Phase 1 - Pipelines, August...Text
2011
to ramp up activity on various fronts.
The detailed design commenced in
November 2010, with the team now
working towards the finalisation and
completion of detailed engineering
by the end of March 2012.
Construction commenced on the
Callide Rail Siding in mid-August,
in conjunction with Queensland Rail
National. This rail siding will be commissioned at the end of October 2011.
The first pipe is scheduled for delivery in January 2012 and will be stored
in the adjacent laydown area.
The decision to utilise rail and hence
the need for the rail siding for the
haulage of pipe came from the recommendations of the Environmental
Impact Study (EIS) and the Queensland Coordinator General’s conditions for the project. This initiative
will ensure community and personnel
safety by the removal of haul trucks
and preservation of local roads, and
will also minimise traffic movements
around the port of Gladstone.
The major milestones to ensure 1st
gas is delivered on schedule are:
• Laydown areas and camps - Oct
2011.
• Survey Works - March/April
2012.
• Main line Welding - June 2012.
• Substantial completion - December 2013.
• Final Mechanical Completion - April 2014.
• First LNG Shipment - 2015.
MCJV has contracted with the local training facility run by Gladstone Area Group Apprentices Limited
(GAGAL): this organisation provides the local community with indigenous employment and pre-employment
training programmes. The project team is currently refurbishing the second floor of the facility in Biloela, Central
Queensland.
On completion, the facility will boast seven offices, two
fully equipped training rooms, 18 workstations and amenities. MCJV will also lease the space for the two year period during project construction.
This initiative provides a project office for MCJV and
Australia Pacific LNG during the construction of the pipeline and the development will leave the legacy of a modern training facility for the community. MCJV will work
closely with GAGAL to provide valuable ‘real life’ experiences for apprentices and trainees on the job, where possible. Ultimately, MCJV will provide the community with
a highly skilled workforce for the future, while ensuring
its own workforce during construction.
The Brisbane Project Office is residence to both the
MCJV and Australia Pacific LNG representatives for the
pipelines component of the project. This building provides the opportunity for a multi-faceted delivery team,
promoting ‘best for project’ outcomes for both MCJV
and Australia Pacific LNG. The capacity of the building
is for about 170 people and will accommodate the project
team until the end of construction and asset handover.
With the construction phase fast approaching on the
Australia Pacific LNG pipelines project, this is an opportunity for CCC to be involved in a world-class project and
be at the forefront of the Australian LNG Industry. CCC
will see new opportunities open up within the South West
Pacific Region as a result of this valuable experience in a
new market.
Zahi Ghantous
CCC’s project Manager
APLNG Pipelines Project
17
Feature
Pipeline Estimation
At the time I decided to sit and write
this article, the brilliant news of CCC
and our partners, McConnell-Dowell,
signing the APLNG Pipeline contract
arrived from Australia, marking once
more a prestigious milestone in the global pipeline industry.
Despite the world recession of the past
few years, demand for new pipelines
has not decreased, making their construction one of the most vibrant, dynamic and competitive markets in the
oil and gas industry. It is foreseen that
around the world there is approximately 200,000 km of pipelines currently being planned and under construction. Of
these, approximately 140,000 km represent projects in the planning and design
phase while 60,000 km reflect pipelines
in various stages of construction. Hence
considering the significant volume of
future pipeline projects to come, CCC
is certainly keen to be part of this huge
worldwide development.
In the past ten years CCC has become a major international EPC Contractor for cross-country pipelines having already constructed pipelines of
an accumulated distance of 1.75 times
the circumference of the moon: this
achievement has not happened by accident. Having said that, it becomes apparent that CCC is certainly ready to
tackle the huge volume of bids to come,
develop competitive and comprehensive proposals, and accordingly build
the awarded pipelines. This readiness
is obvious with the presence of a dedicated, talented, efficient and professional proposal team of Civil, Mechanical and Electrical disciplines, who with
their tremendous effort have achieved
putting the Pipeline Sales Estimation & Proposals Business Department at the core of CCC’s business.
I think that everyone in the company is by now aware
that Sales Estimation & Proposals for EPC Pipelines is
not just crunching numbers and compiling figures to reach
the right price. The first thing every one of us should have
in mind is that the pipeline industry is a very competitive environment. As such, it requires thorough reading
and analytical minds for proper evaluation of the market,
identification of the right partners, establishing the best
strategies and execution plans and sizing up the competition through commitment, clarity in communication and
awareness of the market.
Formulating the execution strategy for a pipeline job is
a crucial key for success. Yet many variables and challenges need to be taken into consideration, some of which
18
are the remoteness of the location, the nature of the terrain, the complexity of the logistics, pipeline route obstructions, dealing with local communities, environmental
constraints, just to name a few. It is also worth mentioning that most oil and gas pipeline projects are built in very
remote and harsh areas, uninhabited land, often located
in non-traditional countries for CCC. This fact introduces
countless unknown parameters which the proposal team
needs to address right away, reflect them in the proposal
and bring these crucial issues to the attention of CCC executives for their counsel.
When tackling CCC non-traditional areas of operation,
the proposal team would start by conducting a country
survey and site visits, identifying potential local suppliers and subcontractors, availability and level of skill of local labour and trades in addition to legal issues, taxation,
political issues, security, and so on. Market investigation
and survey for procurement and manpower opportunities
Feature
...Pipeline Estimation
...Text
with major oil and gas players such as
Exxon Mobil, BP, BG, Shell, ADNOC,
PDO, GASCO, ADCO, Sasol, Origin,
ConocoPhillips, and many others, is an
art in itself which requires the full dedication of the area management, hard
work and executive management commitment. This will be achieved through
lengthy and vigorous meetings to reach
a win-win situation that will please the
client and meet CCC requirements. It
is worth mentioning that the Sales, Estimation & Proposals Department’s responsibility begins at the stage of identifying the tender and is completed at the
award phase. (Keep in mind that most
of the time this department is requested
to handle the first phase of the project
in terms of controls, subcontracting and
so on.)
are followed by internal workshops between various CCC
departments that will eventually lead to the formation of
the successful execution strategy to be followed. This will
be achieved only with the dedication and full support of
CCC area management, internal departments, and in particular the Plant Department. Yet another critical issue
is identifying all associated project risks involved and to
reach decisions on how to mitigate those risks. After all of
the above have been well studied, the EPC proposal team
will ensure the agreed principles are reflected in the bid,
including the number of spreads, camp requirements and
all execution details, accordingly starting to put together
the technical and commercial proposal for submission to
the client, paying special attention to the health, safety,
environmental and quality aspects of the project.
Submission of the proposal is normally followed by the
fierce negotiation stage for all technical, commercial and
contractual conditions. Being successful in negotiations
Moreover, dealing with partners in
different types of contractual agreement such as consortium, joint venture or subcontract basis requires lots
of effort, coordination and skill. Understanding each partner’s work ethics, culture, systems, work process and
mentality requires us to be flexible,
open-minded and straightforward to
be able to achieve a win-win situation
for both parties, committing ourselves
to the principle of the famous statement “two cultures as one team”. For
a partnership to be successful, it is crucial to build one team working together
to achieve a common goal, implementing a small-sized steering committee to
ensure a quick decision-making process. Both parties need to complement
each other, with one leader and sit in
front of the client as such. In order to
achieve this one team approach, communication and trust between the partners is a key factor
that can open the doors for successful team building.
In conclusion, it is proven that the Sales, Estimation &
Proposals for Pipelines Department’s performance is key
to the continuation of CCC’s success in the EPC business.
Rest assured that our proposal team will exert all efforts,
knowledge, skills and dedication to meet all concerns and
expectations in a very competitive environment. Finally,
I must say well done to our partners and proposal team,
and offer my gratitude to our management for their trust
and commitment, as without this seamless interaction,
success would not have been possible to achieve.
Hisham Kawash
Manager, Estimation & Proposals
19
Feature
SAS FFD Project: Another Major Development by ADCO
The overall Sahil-Asab-Shah Full Field Development
Project (referred to as SAS FFDP) is one of the major
projects undertaken by ADCO in the western region of
Abu Dhabi with an initial investment value that exceeds
US$5 billion. The aim of this project is to boost oil gathering at these three fields ahead of transmitting the crude
to Ruwais for further processing and exporting.
In early 2009, ADCO awarded their prestigious project
for Sahil and Shah Full Field development to the consortium of Tecnicas Reunidas (TR) and CCC. TR is the responsible party for the overall engineering and procurement and CCC is responsible for construction and the
EPC for buildings and the two main oil lines from Sahil
and Shah to Asab. The project objective of this section of
the overall development was to raise the current production level from 55/50 Kbopd in Sahil and Shah respectively to 100/70 Kbopd.
One of the main project challenges is the remoteness of
the Shah area (260km from Abu Dhabi towards the empty quarter of Saudi Arabia) which necessitates a major
road development to access the project site. The amount
of soil to be cut and filled remains a major undertaking in
the project scope.
The scope of work for this project ranges from upgrading existing facilities and new installations at five locations of degassing stations (central and remote), development of several wells and associated flowlines, water
and gas injections lines and two main oil lines connecting Sahil and Shah central degassing stations with Asab
central degassing station. An excess of around 340km of
flowlines and 110km of main oil lines will be laid by CCC
for this project. The feature of this bulletin issue is about
pipelines, so the details provided hereafter will focus on
CCC’s scope in the EPC of the two main oil lines (MOLs).
The detailed scope of work for the two MOLs in terms of
numbers is as per the chart.
out at NPCC yard in Musaffah. Purchase orders for all
other material and equipment have been already placed
and delivery to site commenced back in 2010.
The project logistics are quite complex. CCC has conducted two workshops for constructability and SIMOPS
which were quite essential for availability of several contractors within the vicinity of the project sites. This matter
has necessitated conducting as well dedicated interface
management sessions that are currently being carried out
with several contractors on a weekly basis.
As mentioned earlier, being one of the major challenges in the project, both pipelines traverse massive sand
dune desert areas which necessitated utilization of a huge
The detailed engineering and procurement services for
MOLs have been carried out by CCC EPSO in Musaffah including all related stress calculations. The hydraulic studies were carried out by TR being part of the overall hydraulic scheme for the project. CCC EPSO actively
participated in TR engineering sessions and workshops
for EIA/EBS, HAZOP, SIL, ENVID, HAZID, Noise
Study, HSEIA, QRA, and PHSER. Seamless line pipe for
the main oil lines was procured from Tinaris Dalmene in
Italy and the 3-layer polypropylene coating was carried
Description
20
Qty.
1
Total length of the two 3LPP MOLs
110 kms
2
Diameter of both MOLs
3
Total number of launchers and receivers
4
4
Total number of valve stations
3
5
Total number of crossings including 1 HDD
6
Total length of FOC laid across MOLs
16”
210
172 kms
Feature
...SAS FFD Project: Another Major Development by ADCO
...Text
Scope
ROW
Stringing
Welding
FJC
Lowering
Backfilling
Hydro
testing
Meters
Meters
Meters
Meters
Meters
Meters
Meters
Meters
SAHIL MOL
48,000
45,943
39,734
36,663
23,986
23,963
23,802
0
SHAH MOL
62,000
61,474
59,387
56,329
40,076
31,261
23,523
0
Overall
110,000
107,417
99,121
92,992
64,062
55,224
47,325
97.65%
90.11%
84.54%
58.24%
50.20%
43.02%
Area
(%)
0.00%
fleet of earth moving equipment to construct the ROW.
ADCO has implemented unprecedented very stringent
HSE regulations and work permit system in this project.
However, The ROW construction was completed according to the plan and to the full satisfaction of ADCO.
As most suitable gatch burrow pits in the vicinity of the
pipelines ROW were depleted, the construction team
faced difficulties in finding alternative sources and was
forced to import gatch from about 100-120km away from
pipeline routes. Several water wells were drilled to secure
water supply for earthworks.
The Main Oil Line Welding Procedure Specifications
were successfully qualified on 27 July 2010 and the pipeline laying and welding activities commenced on 6 October 2010.
The welding activities started with a high repair rate
which was analyzed in detail, controlled and brought
down to acceptable levels. Most of the weld repairs were
resulting from Elongated Slag Inclusion (ESI) and Lack
of Fusion (LF) as shown in the charts.
The current overall weld repair rate is below 3% which
considered quite well for manual pipeline welding. 2 QMS
audits were jointly conducted by MOA and TR Corporate
QA Teams. Both audit results were rated good. The total
number of RFI’s issued is 8,630 and the number of NCR
received is four yielding a ratio of pipeline NCRs to total
number of RFIs attended of just 0.05%.
Currently construction has progressed significantly and
it is expected that most MOL activities will wrap up by
year-end. The table summarizes the current achievement
at end of August 2011.
Hydrotesting procedures and profile have been completed and the activity is planned to commence shortly. The two main oil lines will join a common corridor of
Asab central degassing station in the last 6km approaching CDS. This matter is being coordinated with Asab
project contractor. CCC will carry out construction of the
receiving stations for both MOLs in Asab CDS including
the tie-in of the FOC’s. This matter has been continuously discussed in the weekly interface meeting with the Asab
contractor.
The overall project execution has completed an excess
of 15 million man-hours without LTI which is considered
a record by ADCO for a huge and diverse worksite where
CCC crews are working at more than 20 locations simultaneously.
SAS project management is quite confident for accomplishing all project targets related to the EPC work for
MOLs, marking another major achievement for CCC in
this field. Moreover, this matter was recognized and highly praised by ADCO’s senior management, making it an
example for other contractors to follow.
Bassam Addada
SAS Project Director
21
Feature
The Challenges of the Malagasy Experience
Pipeline projects have taken us into
many distinguished areas around the
globe, but few have been as intriguing and challenging as the Madagascar
pipeline, both on and off the job. For
most of us with the Gulf working background, the Malagasy experience started even before we landed at the small
airport of Antananarivo. Trying to pronounce the name of the Malagasy capital was our first ordeal; luckily the locals call it “Tana” so we could save
ourselves the babbly embarrassment.
But as the plane landed in the realm of
King Julien and his aide Maurice (ask
your children about these furry primates), the windows revealed vast areas
of mountainous nature and thick vegetation that seemed infinite, in contrast
to sand dunes and desert plains.
Green overwhelms the view so much
that one feels Madagascar is the proverbial definition of the colour itself; but
Madagascar is much more colourful. The “Red Island” as
it is called due to the colour of its soil, is a nature-lover’s
paradise; an amazing wealth of flora and fauna lies in between the green and red. In fact, the island has the world
highest number of endemic species (almost 80%). It is
home to the famed lemur and fossa (pronounced foossa!), and has a very rich marine life as well; some of us
even enjoyed close encounters with dolphins and whales
on the Indian Ocean coast.
But beyond the native colours lies a different tale. Taking the short flight from Tana to Tamatave, the port city
where our project offices were established, was quite
pleasant and fortunate. However, the sole road connecting these two cities and in effect the
project locations was a narrow, mountainous, and curvy road (literally nauseating) with regular congestions due
to the heavy truck traffic and the numerous villages that have mushroomed
chaotically along it. Further frustration
builds up virtually all the time, as endless traffic jams occur after traffic accidents and side collapses.
baths and for washing clothes, and the grassy sides of the
road are the natural dryers! Sometimes you feel that the
twentieth century has stopped short of going there. Along
with poverty come the usual suspects including ignorance,
crime, theft (diesel being the favourite), corruption, and
child abuse.
Yet although the vast majority of the population is illiterate, it was nicely surprising to see kids walking to
schools everywhere, in the most unexpected locations,
in their tidy uniforms but bare feet! The population, although mostly Catholic, has its own version of mixing traditional beliefs with the teachings of the church; sacred
trees and stones abound, the elderly are very much respected and their blessing had to be sought before enter-
Distances in Madagascar are measured in hours, not kilometers. One can
imagine the internal logistic hardships
that come along.
Like many African countries, poverty
is predominant in Madagascar, in some
areas to a level that we cannot conceive
living in our dainty villages and concrete cities back home. Villages are literally clusters of power-less water-less
wooden huts; nature is the native restroom, rivers are used as communal
22
Feature
...The Challenges of the Malagasy Experience
...Text
rivers, wetlands and swamps all compounded the complexity of construction. Add to that several ecologically and environmentally sensitive areas;
human activities were already destroying this natural beauty so we had to
have the consciousness to minimize our
own footprint. Try fitting all that into
an already tight schedule of a high profile project.
ing village lands, normally followed by a drinking feast.
The challenge of constructing a pipeline through these
regions was an extraordinarily enriching human experience indeed, where our crews and staff had to adapt to
the rules of surrounding societies, many of whom were actually employed on the job.
The Madagascar climate as well was very different from
what we were used to. Here it either rains continuously or
rains continually (work that out English language buffs!);
the rainfall in the driest month by far exceeds that of London’s wettest! Cyclones are frequent, a minimum of three
major ones yearly, and some of which had devastating effects. Unusual site conditions including muddy and slippery rights of way, rock mountains, dense tropical forests,
It is in this challenging environment
that we had to build our project: 216km
of cross country slurry pipeline and
65km of tailing lines. Nothing here was
on our side. Getting through the harsh
and rugged terrains was a feat on its
own. The red soil, after the slightest
rain, was muddy for several days, preventing access to the jobsites. The gravity-driven design of the pipeline necessitated deep cuts into the mountains,
often exceeding 80M or a 30-storey
building, and a huge amount of earthworks totalling almost 10 million m3. The restrictions impeded the construction of reasonable pre-welded pipeline
strings and the majority of the pipeline had to be welded in short sections with excessive cold bends. The noncontinuous access to sites also restricted the maneuver
and logistics of resources which resulted in forming mini
projects along each access. And although we had experienced other challenges while constructing pipelines in
desert terrain, sand dunes, sand storms, in sun, in heat
and humid weather conditions, working on the ASPI
project posed a series of extraordinary challenges. In fact,
the project was an unconventional pipeline necessitating
unconventional execution strategies.
Nevertheless, we made it. We persevered in the most difficult conditions;
we went through a serious political unrest period; we overcame the French
language barrier. These obstacles only
served to empower our dedicated teams
and we delivered.
In short, Madagascar was a true outof-this-world challenge, and a unique
pipeline experience.
Marwan Anas
Project Sponsor (ASPI)
23
Area News
Qatar
Ras Laffan Port Expansion Project Celebration
CCC/TCC JV has once
again proved its effective delivery of strategic management in terms of executing construction works and enforcement of safety conduct as it
celebrated its achievement of 30 million man-hours without lost time incident at the Ras Laffan Port Expansion
Project on 30 May 2011. This also marked the first time
in the client’s (Qatar Petroleum) history to record such a
milestone.
With the combined efforts of CCC/TCC RLPEP Management in conjunction with the cooperation of the construction group, the Administration Department and the
entire HSE Team, the attainment of this success of the
project really proves that it is not far and impossible.
In recognition of this momentous occasion, two separate
celebrations were organized. A special dinner was given
to all the personnel as well as to the subcontractors residing at the RLP Camp on 5 June.
On 16 June, a special lunch was arranged at the RLP
Camp Senior Mess Hall which was attended by CCC/
TCC and QP management and staff. Various dishes and
refreshments were especially prepared and served to the
guests by the Shaqab Abella Catering made possible with
the support of the Camp Manager Ihsan Chayeb.
A short programme was conducted during the celebration. Imad Khaled welcomed the guests and thanked everyone. QP Project Manager Nabeel Mohammed Ali Alrashid Al-Buenain graced the occasion and expressed his
appreciation of CCC/TCC’s safe work and team effort.
The undersigned, as project HSE Manager, thanked
each and every employee, subcontractors and client for
their contribution towards achieving 30 million manhours without LTI. (See the letter of thanks.)
Buks Beukes
Project HSE Manager
LETTER OF THANKS
Dear ALL,
Today, Monday 30th May 2011, the RLEP Project
has reached yet another RECORD MILESTONE
by achieving 30 MILLION MAN-HOURS without a
LOST TIME ACCIDENT.
It took hours and hours of coordination and communication to make it all happen safely. We have hundreds of people involved on site, facing each other day
to day. The hard work and desire to make it happen
safely has paid off with the reduced number of people
injured on the worksite.
As I write this we have completed 286 days without
a recordable injury on the Project, This is something
we have NOT accomplished for quite some time,
Many, many families should be thankful that their
loved ones has not been injured on the project. This
has been accomplished because we have many tools
in our SAFETY TOOLBOX which are being refined
and used in better fashions each day and every week.
Some of these Safety Tools are the Start Cards in the
mornings, The Special Safety Stand downs, Work permits, JSA‘s, Safety Rules, Safety Meetings and Regulations and our Training Programs on Awareness
Training and Hazard Hunting. Each of these tools
plays its own part in protecting our workers from
harm and injury.
By achieving 30 million man-hours without a LTI we
are setting records in milestones, but remember these
records reflect that we are setting records in hurting
fewer and fewer people on our project, and that is
something to be proud of.
Each and every one of you is on the brink of being the
ELITE in Performance here on the RLEP Project.
Each injury we prevent brings us closer and closer to
new records of NOT injuring our people-our friends
and colleagues.
Remember we CAN go farther, We CAN reach new
milestones in Safety, We CAN improve on the great
performance we have now. Most of all, We CAN prevent many more injuries on the Project. All it takes is
HARD WORK.
In conclusion, I again want to express my sincere gratitude for each and every member of the RLEP Project
including our CLIENT and Sub Contractors for their
dedication, hard work and care for our workers and
their colleagues.
Regards
Buks Beukes
24
Area News
Qatar
LNG Plant Shutdown Projects in Ras Gas, Qatar
Following the completion of the RGX 6/7 and AKG2
Projects, our RGX team has been executing brown field
(live plant) projects in Ras Gas for Chiyoda Technip
JV (CTJV) and Chiyoda AlMana Engineering Limited
(CAEL), including LNG trains 1/2/3/4/6/7 shutdown related works.
Plant shutdown projects are extremely challenging in
the following aspects:
• Timely mobilization of trained and experienced manpower; safety training; and qualification.
• Timely inspection and mobilization of equipment.
• Timely completion of pre-shutdown related works,
including availability of project deliverables, material procurement, readiness of required special tools or
specialized contractors and the establishment of communication channels.
• Preparation of shutdown packages including clear
scope definition, hourly based schedule preparation
and resolution of activity clashes with other parties.
ager H. Al Muhannadi during the celebration which
was held on 21 June at the Four Season Hotel in
Doha. This was a token of appreciation from Ras
Gas for the remarkable work carried out by our
RGX team on both critical path projects RGP328
(TR3 GT’S DLN retrofit) and RGP403 (Demisters replacement of suction drums 36/46-V007/010)
which were safely executed in 28 days; LNG Trains
3/4 shutdowns from 13 May to 9 June with 560,280
man-hours without LTI and completed ahead of
schedule.
Rabih Rouwadi
Construction Manager
•Logistics to cover for the 24/7 work scheme
during plant shutdown window, including
transportation, messing and communication.
• Close monitoring of daily activities as per
schedule, and schedule updating every shift
(12 hours).
• Close communication with all stakeholders
through daily meetings and site walks.
• Raising the team’s spirit and motivating the
team by creating win-win situations with clearly defined targets and goals to meet the challenging shutdown schedule.
A memento and certificate of appreciation were
presented to CCC by RG Operations Group Man-
from left to right: Hamad Al-Muhavvadi, Rabih Rouwadi, Fahad Al-Khater
25
Area News
Palestine
The Exhibition Centre in Bethlehem
In early June CCC Chairman Said Khoury hosted a
luncheon at the Exhibition
Centre in Bethlehem.
itual leaders in Palestine. There were seven heads of different churches as well as the head of the Islamic faith.
Also attending were several Palestinian ministers and
other officials.
This venue is owned by CCC and the Palestine Investment Fund and the luncheon was in honour of all the spir-
Samer Khoury
Switzerland
Palestine Heads the WFEO
At the World
Engineers’
Convention
2011 in Geneva,
Eng. Marwan Abdel Hamid (President of the General Union of Palestinian
Engineers) was elected the new President
of the World Federation of Engineering
Organizations (WFEO).
CCC, one of the main sponsors of WEC2011, was represented by Suheil Sabbagh
who made an impressive speech and handed over the Hassib Sabbagh for Engineering Construction Excellence in Innovative
Solar Power Award to Eng. Riad Zakhem,
Ph.d.-PE for his successful photovoltaic
(PV) projects in Colorado, USA.
During the convention, we had the opportunity to meet representatives from all over
the world and we felt proud that the name
Hassib Sabbagh and the CCC legacy were
familiar to all of them.
Marwan Abdel Hamid (left) and Suheil Sabbagh
Fadi Raffoul, PE-PMP
Senior Design Project Coordinator
26
World Environmental Day
On 5 June, 2011, World Environmental Day (as part of
Earth Week) was celebrated in many countries.
This special day was founded by US Senator Gaylord
Nelson about forty years ago. Our environment is important not only for us but for future generations and hence
it is our responsibility to maintain its sustainability, safeguard its elements and natural balance as “we do not inherit the earth from our ancestors; we borrow it from our
children.”
Therefore, we should all contribute to the reduction of
emissions into the environment in order to ensure environmental sustainability and a decent environment for
our children and grandchildren.
7. Before throwing away a piece of paper, see if you can
use the back of the paper to plan, make casual notes
or write things to do.
8. Most of the time, an air conditioner can be set to a
notch warmer after it has cooled the room.
9. Computers and other electronic devices can be
turned off during the night or when you will not be
using them for a long time.
10.Reuse plastic bags until they are worn out before discarding, plastic take away boxes for leftover food or
lunches, both sides of office paper before recycling
11.Reduce the amount of time you spend in the shower.
Based on the above, we would like to share with you below the simple actions that can be taken on a personal
level which will have a great positive impact on the environment:
12.Reduce car use. Almost 60% of car trips are less than
10 km and 25% are less than 3.5 km. Therefore, walking or bicycling can be an alternative for short car
trips.
1. Switch off a light and see if you can still work comfortably. Most of the time we have too many lights on
in our offices and homes.
13.Recycle household waste plastic, paper, glass, wood:
donate old clothes, books, toys, furniture to charity.
2. Take out from the plug, all battery chargers and mobile chargers and such when they are not in use.
3. Switch off your car while you wait (at least if it will
take a minute or longer) at the red lights.
4. Switch to CFL’s. They last longer and use less power.
5. If you can, stop buying the newspaper and read the
e-paper instead. If you can, join a library rather than
buying books.
6. Use the fastest and paperless way to mail documents:
email.
14.Repair leaky faucets and always turn off your taps
tightly so they don’t drip. A tap leaking a drop of water per second wastes over 25 litres of water in a day.
15.Stub the butt. Over 4,000 chemicals go into making
a cigarette. Tobacco smoke produces fine particulate
matter, which is the most dangerous element of air
pollution for health, 10 times greater than diesel car
exhaust. Save your lungs and save the environment.
Belal Kayyali
Vice President
Health, Safety and Environment
27
CSR News Report
Contribution to CSR Initiative
CCC Staff are encouraged to come up with ideas and activities related to CCC’s CSR Initiatives including Going
Green and community involvement events. Please send
your ideas, initiatives and achievements to “CSR-CCC”
email address [email protected] .
CSR “Open-Box”
In line with Corporate Social Responsibility Initiatives,
the “OPEN-BOX” campaign was launched for the purpose of providing an open channel to the employees to
freely express and convey their ideas, suggestions and
comments, in full confidentiality, to top management regarding issues that would contribute positively to the general welfare of the company and the employees.
Greece
Nigeria
DUAR Beach & Shower Area
First Aid Refresher Course
Based on the success of the First Aid Training Course
that was conducted last year, MOA CSR Committee organized First Aid Refresher Training sessions last June
for the employees and family members which concentrated on summer emergencies and CPR.
Nursery Schools
MOA CSR Committee has arranged and secured special discounted rates from a couple of daycare/nursery
schools in the vicinity of the office to help working mothers be close to their children during the day. Other discounted rates are also offered to CCC parents.
Kazakhstan
Donation to Inder Region
Following up the DUAR Project’s CSR activities, a
beach and shower area below the newly constructed Ossisa Bridge (which forms part of the project) has been designed and put into operation.
Oman
Third Blood Donation Day
Continuing with the spirit of CCC’s Corporate Social
Responsibility and successful blood donation activities, a
third campaign was held in July by the ASCS Contract 5B
Management in collaboration with the local Blood Donation Bank, which turned out to be another successful
CSR event. The campaign was appreciated by all includ-
In line with the CCC CSR initiative and as part of Kazakhstan’s programme for supporting the Kazakh community, the CSR team has made a donation to the residents
of Inder village, 250 km from Atyrau city. The donation
comprised food parcels for 60 disadvantaged families in
the region.
Iftar for Orphans
On the occasion of Holy Ramadan, Kazakhstan’s CSR
team invited 50 children from the Atyrau Orphanage to
have Iftar at our camp canteen.
28
...CSR News Report
...Text
ing the Department of Blood Services, Directorate General of Health Services, Ministry of Health. Out of the 48
volunteers, 39 were cleared to donate blood.
Papua New Guinea
playgrounds of Al Itifaq Sports Club in Khobar. The CCC
team came in at third place. Congratulations and good
luck for future games!
Iftar for Khobar Office Employees
Children’s Open Heart Operation Trust
In line with their CSR support to their local community, CCC PNG made an appreciable donation towards the
Children’s Open Heart Operation Trust which was accepted and appreciated by officials from the trust.
Saudi Arabia
Khobar Office Social Activities during Ramadan 2011
Employee of the Month
At the invitation of the CCC-KSA Area Management,
employees at the Khobar office, White Camp, Rashid Office and the PMV Office gathered for Iftar on Sunday,
14 August 2011. All attendees had a good time and expressed their appreciation and thanks and wished CCC’s
owners, management and colleagues all the best and good
luck.
Turkmenistan
Five were selected as top performers for their good
work, dedication and punctuality and above all for their
excellent relations with everyone. In a very close competition, Taher Khan came out top of the five. Certificates
and presents were handed over to the role model staff in
a very nice warm atmosphere. Congratulations and good
luck to the other members.
Greco-Roman & Freestyle Wrestling Championship for
the President’s Cup
5th Annual Football Tournament
Part of CCC’s CSR activities in Saudi Arabia, CCC
participated in the 5th Annual Football Tournament in
memory of the late Abdullah Dabal, a prominent figure
in Saudi football. CCC sponsored a team of fifteen players, all students at King Fahd University of Petroleum
and Minerals (KFUPM). The games were played at the
CCC Turkmenistan sponsored an event devoted to the
Greco-Roman and Freestyle Wrestling Championship
for the President’s Cup, which took place on 29 June in
Ashgabat city. The championship was organized by the
National Wrestling Sports Centre of Turkmenistan and
CCC being the sponsor of the event presented prizes to
the winners and their teachers to express our adherence
to the ideas of sport and healthy living in Turkmenistan
and all over the world.
Tony Awad
Group Corporate Social Responsibility Officer
29
Special Olympics World Summer Games
“Let me win! But if I cannot win, let me be brave in the
attempt.”
Special Olympics Slogan
The Special Olympics were held in Athens from 25 June
to 4 July and CCC management is very proud of the fact
that 16 employees were volunteers at this event.
Our volunteers were among the 25,000 who assisted the
7,000 athletes with intellectual disabilities and their family members and made sure that the 21 sports at 30 venues
went smoothly and to the joy and satisfaction of all who
participated. Those who participated were:
• Antoinette Mansour
• Maria Chrysoudakis
• Omar Alfatyan
• Sue Lazariotou
• Elias Najem
• Valia Saba
• Houneida Rechrech
• Jeannette Arduino
• Fadi Raffoul
• Dimitri Regoukos
30
The Emblem of the
Special Olympics World
Summer Games ATHENS
2011 is a radiant sun,
the source of life that
underlines the excellence
and power of the athlete
that takes part in the Games.
Excellence is depicted in the
olive branch and power in the
spiral form in the center of the sun. The colors
reflect the Greek landscape and project emotions like
passion for life in the warm red, optimism in the orange,
determination in the blue, freedom in the light blue and
hope in the green.
• Katerina Koutsouki
• Marwan Saca
• Godfrey Soans
• Samir Sabbagh
• Ala Abu Ghazaleh
• Tasos Konstantellos
Congratulations to our volunteers and to Dimitra
Ntalachani for efficiently coordinating their participation.
Tony Awad
Group Corporate Social Responsibility Officer
Developing the Human Resource Foundations for the Construction Industry
Summer Trainees 2011
training, they are also exposed to CCC’s culture, as well as
site conditions thus giving them a realistic understanding
of the construction industry. Trainees follow a formulated
job rotation plan that should be signed off by each department to ensure that they have covered the set materials.
Many trainees are required by their university to complete a report or dissertation of up to one hundred pages at the end of their training, describing CCC, the work
experience, and the particulars of the project that they
trained on. This forms an integral part of their education,
and acts as a useful insight for CCC to ascertain the depth
of the trainee’s exposure during their internship.
This autumn concluded another successful year for
CCC’s Summer Trainee Internship Programme, which
under the stewardship of the HR-Training & Career Development Department at MOA has been developed in
recent years to include a formalized rotational structure,
and a thorough assessment of the trainees as well as the
programme as a whole. The programme represents the
opportunity given to students to apply their knowledge in
a real work environment, giving them a true insight into
company culture, and allowing them to test out diverse
career paths.
The benefits of the summer training programme include: (1) generating a candidate pool for future hiring by
initiating high caliber graduate recruitment from an early
stage; (2) helping to build good relations of mutual benefit with participating universities in terms of education
and future employment; (3) providing students the opportunity to test their interest in a particular field; and (4)
increasing students’ confidence and motivation in a work
environment. Also students will be more prepared to enter into full-time employment in their area of specialization upon graduation.
CCC endeavours to maintain close relations and build
strong ties with numerous international universities and
key education institutions. As a result of this, students
were recruited from various universities across the Middle East, Europe and the American Continent. Through
yearly university job fairs, CCC is also able to promote the
company to interested students.
In 2011, over one hundred and thirty summer trainees
were selected after being interviewed, and placed across
CCC’s project sites or area offices across the Middle East,
Greece, the continent of Africa, and CIS countries. All of
the trainees selected completed their training, which in
most cases formed an important part of their accreditation for their university.
Training typically lasts for 8 weeks and involves a combination of office experience, and ‘hands-on’ site experience for engineers. Not only do trainees receive technical
In line with CCC’s Corporate Social Responsibility policy to help local communities by recruiting residents,
many students from local universities were selected and
trained. In Greece, several Greek nationals were selected to take part in the internship programme. These trainees received training at MOA in office functions such as
finance, administration and architecture, while others
were sent to project offices in the UAE. Abu Dhabi area
offices independently recruited students from local universities and placed them at project and area sites in the
UAE. A number of students from Qatar University, College of Engineering received training at Projects in Qatar. Also in Oman, trainees were recruited locally, and
trained at Oman projects. All universities involved have
expressed gratitude for their student’s participation in the
programme.
Feedback from the trainees has been very positive, and
many have reported through written and verbal feedback
that they would feel privileged to be part of the CCC team
in the future. To quote some trainees:
“I enjoyed working in a friendly and professional environment…the training was excellent.”
“Working here was a great experience… I really enjoyed
working with people of different nationalities… I really
look forward to coming back to this department.”
“The work environment was professional and the employees were extremely helpful. I hope to accomplish all
that I can while working alongside my co-workers.”
“I would like to take the chance to thank you for giving
me the chance to be part of the [CCC] family for a while.
It was a nice experience that gave me many competencies
and a good insight for my future life.”
“Training with CCC has given me a great introduction
to the construction industry. It has motivated me to work
in this field in the future, and I would be honoured to
work with this company.”
Lastly, we would like to thank all CCC employees who
have been involved with summer trainees. With your help
and encouragement, trainees continue to receive first
class training and a praiseworthy internship experience.
We are certain that the Summer Training programme will
continue to be successful in the future.
Ramsay Khoury
HR - MOA Training & Career Development
31
CCC Egypt Helping the Local Community in Cairo
At the end of January 2011, the whole world witnessed
history as millions of Egyptians took to the streets in demonstrations. Unfortunately the civil unrest caused businesses to lay off large numbers of employees. This reflected negatively on society as many of these workers are the
sole source of income that supports their entire families.
most affected. CCC Egypt collected, from employees and
managers from projects all around Egypt, EGP11,230 in
donations. The company generously offered to match the
donations increasing the sum to EGP22,460. This amount
went to support approximately 150 families for an entire
month.
CCC Egypt’s CSR team
acted quickly suggesting an
initiative to help the families. After brainstorming
different ideas and contacting different charity organizations, the CSR team
decided that the best approach would be to start
with the most basic need:
food. The most effective way to make
this idea a reality was by donating food
packages containing necessities such as
rice, sugar, oil, flour, salt and dried vegetables, to affected communities especially daily labour and their families as they
were the most affected. With the help of
Boraq, a local charity organization, the
CSR team contacted The Egyptian Food
Bank, an organization that specializes in
food distribution to the poor. We needed their expertise and large database to
insure that our donations reached people
Finally we would like to
thank all our staff for their
generosity, the CSR team
for their effort in making
the initiative a success and
the company for their continued support and contributions.
32
Dina Farid and
Ahmed Refai
CSR Egypt
Indoor Plants for CCC Area Office Staff, Egypt
The reason for this initiative is that employees can gain
many benefits from indoor plants located beside their
workplace. The mere presence of plants in our surroundings brings a feeling of refreshment. Plants are not just
decorative items used to fill a vacant space. The most important benefit of indoor plants is their ability to absorb
carbon dioxide. In return they emit oxygen into the surrounding office area. It helps in cleansing the air. They
also absorb harmful chemicals and toxins (people get sick
less and thus reduce potential absenteeism). The experiments conducted to test the absorption capacity of indoor
plants have yielded excellent results.
witnessed a drop in absenteeism and enhancement in the
creativity of employees. The minor health problems like
fatigue, headaches and so on could see a reduction to a
considerable extent.
The CSR Egypt team provided indoor plants to 71 employees for placing beside their workstations at CCC
Egypt New Area Office on the 4th August 2011. The idea
behind this was to enhance each employee’s work environment.
Adrian Crowley
CCC Build, Cairo
Plants are also known to have de-stressing effects on the
mind. The green colour that the plants possess relaxes the
mind. Placing plants in offices has resulted in the rise in
productivity of employees. According to studies conducted, the offices having enough plants in the premises have
CSR task team members with senior management before distributing the plants, from left to right:Tarek Tantawi, Azzam Fedda, Ziad Taleb, Mohamed Farag,
Adrian Crowley, Ehab El-Masry
33
Milestones
Engagements & Marriages
CCC Oman an
congratulate th d especially the staff at DM
ei
IA Project
married to Gra r colleague Charles Tanno
us who got
ce Haddad. T
he wedding ce
held on 2 July
re
2011 in his ho
me town, Tho mony was
Lebanon.
um-Batroun,
El Nassar
ivil) and Nour
-C
A
O
(M
d
ue
il 2011.
Ahmad El Mao ceremony in Dubai on 22 Apr
ng
had their weddi
announce
ar) is happy to place in
at
Q
,
ct
je
ro
P
took
LPE
Ihab Refai (R be married. The ceremony ce of family
to
en
t
es
en
pr
m
e
ge
th
ga
his en
2011 in
gypt on 3 July
Alexandria, E
and friends.
Births
his wife Amani
udi Arabia) and
.
Sa
t,
ec
oj
Pr
FW
baby girl, Bisan
Baha Diek (RU
e birth of their
th
ce
un
no
an
d to
Diek are please 26 March 2011 in Palestine.
on
rn
bo
as
w
She
Iyeke Oba’s (RLPEP, Qa
happy to announce the bir tar) and his wife Tega are very
th of their first child, a
bo
Oghenewuese Stephen
. He was born on 13 Ap y called
ril 2011 in
Warri Delta State, Niger
ia.
a) and his
t, Saudi Arabi s of the
ec
oj
Pr
FW
U
Qazi Iqbal (PN ppy to advise his colleague
e is Afifa,
are ha
wife Tasmeen baby. It’s a girl and her nam
st
fir
birth of the
, Bihar, India.
inia, Begusarai
born in Lakhm
Lila Nousia (PMV, Athen
s) and her husband are
to announce the birth of
pleased
their second child, a bab
y boy. He
was on on 28 July 2011
in Athens.
any
d his wife Am
eer, Cairo) an by, a girl called
in
ng
E
IM
(B
Ibrahem Taha ce the birth of their first ba
noun
are happy to an born on 1 August 2011.
as
w
e
Mariem. Sh
Saad Abu Naassi (SAS
FFD Project, Abu Dhabi
) and his
wife Iman Abo Khamis
are happy to announce
the birth of
their son, Ahmad. He
was born on 27 Septemb
er 2011 in
Sharjah, UAE.
34
Mahiuddin Goriya (DMI
A-Oman) and his wife
are extremely pleased
Seema
to announce the birth
of their son
Muhammad on 5 March
2011. Sister Samina and
the entire
family are very happy wi
th the new arrival.
af
d his wife Rah
PSO, UAE) an rth of their baby
(E
q
le
ha
-K
el
Ehab Abd
nounce the bi
e very glad to an
Abu Douleh ar June 2011 in Irbid, Jordan.
girl Lama on 26
Ahmed Hassabu (DHP,
Qatar) and his wife Nancy
been blessed with a sec
have
ond son. His name is Na
beel and he
was born on 4 July 2011
.
his wife Ghada
ce, Athens) and eir first baby,
ffi
O
g
in
ag
an
(M
the birth of th
Sami Al Saidi
ed to announce date of their first wedding
ht
lig
de
e
ar
en
(the
Al D
on 13 July 2011
.
a girl (Salwa)
an
rd
Jo
,
an
Amm
anniversary!) in
Rahman Yaqub (PNUFW
Project, Saudi Arabia) and
his wife Zulekha Rahman
wo
of their second child, a gir uld like to announce the birth
l named Shifa Noura. Sh
e was
born on 12 July 2011 in
Chickmaglur, Karnataka,
India.
All the family are enamo
ured of the new arrival.
ubeena
t, Oman) and R was
ec
oj
Pr
IA
M
(D
She
sain
Mahmood Hus y parents of baby Shanum.
pp
ha
e
th
a.
e
di
ar
In
Begum
erabad,
er 2011 in Hyd
born on 3 Octob
Milestones
Farewell Letter
Dear Colleagues,
I am leaving the services of our illustrious company by 10 July 2011 to settle down at my home in India. By GOD’s
grace, as on date I am keeping good
health. I thought it will be nice to share
few of my very important and profound
experiences during my tenure in our illustrious company.
I commenced my service with our company in Kuwait in 1982 in the Desalters
Project construction for Kuwait Oil Company (KOC) at total four Gathering
Centres. It was an EPC Project for Black
Sivalls & Bryson Co, UK. My PM was
Mr. Rashid Shuhaiber under whom I
worked also in Yemen Messila Expansion
Project (YMEP) during 1991and 1992
on the 24” Crude Oil Pipeline Project.
During 1984 I was with Mr. Rashid in his office when one young gentleman came and joined us and enquired
in detail about the Project, contract value, start and completion dates, progress
as on date vis a vis planned progress,
cost details, etc. Later I came to understand that the person was our President
Operations on a vacation from his College. Even at that time he had so many
searching queries and eagerness to know
the details, problems, etc.
During 1982 to 1987 CCC was constructing several Mechanical Projects mostly for KOC
and Mr. Mattia Saad was Manager, Mechanical Projects
guided Mr. Alfred Hubshen, AVP Mechanical.
As several thousands of piping spools and heavy Structural steel columns, beams and trusses had to be fabricated CF Braun Inc who were the Project Manager on
behalf of Kuwait Oil Company (KOC) for the major stations works at Gathering Centres (GC) 15 & 25 wanted CCC to put up a separate Fabrication Shop with all detailing, planning, materials handling, fabrication, sub
arc welding, etc facilities.
AVP Mechanical Mr. Alfred Hubshen went into top
gear ordered for all required equipment; deployed Mr.
Dmitri Economides and Dmitri Mavrikios from MOA
for close follow up of all procurement, supply etc. and
field erection under the Control of General Superintendent Mr. Mehran Gozibikian another legendary of CCC.
Alfred Hubshen also brought in from some other company in KSA Mr. Walker Hunter to manage the Shop. I
do not have to say that a state of the art Fabrication facility with all handling facilities came into being within about 5 to 6 months at Ahmadi in Kuwait to the great
surprise of all including C.F. Braun Inc! Such is the
prowess of CCC and the unflinching efforts of one and
all right from the AVP to the last Helper!
After my stint at Kuwait during 1982 to 1988 I worked
at Yemen Messila Export Project (YMEP). At YMEP I
was working for the installation of 24” Crude Oil pipe
line about 124 kms long from Central Plant Facility
(CPF) to the Export Facility on the sea front.
The YMEP Project is located in the biblical Hadramukh
province of Yemen. The pipeline route from CPF over
about 60 kms upto the cliff was very hard and rocky
right from ground level giving least chance to a rock
breaker thus an Excavator with rock breaker attachment
will give an output of say 50 to 60 mts. Extensive dynamiting had to be resorted to achieve a progress of say
about 250 to 300 mts per day! Another problem was
soft said for bedding and padding of the pipeline. This
had to be transported over 100 kms, screened near the
ROW and used! After passing the hard & rocky route we
reach the cliff which dropped over 700 mts within a distance of 2 kms, so steep! The route suggested was zig
zag with great difficulty to haul the pipes without damaging the coating. Our PM Mr. Rashid Shuhaiber personally walked through and surveyed the Area. Then he
saw to it that appropriately sloping ROW and pipe line
route through the cliff was built specifically dynamiting wherever required.
Thus it was possible to lay comfortably the 24” pipeline through the cliff. Also one can drive up or down the
35
Milestones
...Farewell Letter
steep cliff, with utmost care of course, with a 4 wheel
drive Land Cruiser. His dedicated efforts made possible
a workable pipeline route through the cliff for the civil and pipe line construction personnel. His perseverance
and untiring work to achieve the goal was a model for
all of us.
YMEP was followed with my working at Kuwait
during 1993 to 1997. Then I came down to Habshan,
UAE in1999 where I am continuing till date in various
Projects, all pipeline projects.
In GASCO (Atheer) OGD II Project, Habshan, UAE
we faced (I was in charge during the last stage of the
Project) “Black powder problems” in two pipe lines each
about 121 kms long, one going to Ruwais and the other to Maqta. GASCO Consultant opined that the seawater that was used for hydro testing was not chemical
treated adequately and the swabbing and drying after dewatering was not done correctly leaving patches
of inadequately treated sea water and these gave rise to
incubation during operation giving rise to black powder problem. CCC and Technip disagreed with this view
and put forth many facts and recorded data from our
old records.
Finally Technip employed “Capcis, UK” to study the
problem and submit their report, collected samples of
black powder and got analysed in UK and submitted
their report stating that the “black powder problem” must
have arisen due to operational problems and not due to
any water treatment of hydro test water or drying etc.
This closed the subject due to our perseverance and proving our position. In this we had the full support of Technip, OGD II Project (Technip Bechtel J/V) with whom we
had very good rapport at Project site level. This must
be considered as a very important requisite in all our
Projects and should be cultivated.
During my tenure in UAE Pipelines Projects we had
ADCO NEB Phase I Project. It involved laying about total 450 kms of various pipelines. As all of us know, CCC
installs only “On shore pipelines” over dry and sabkha
terrain and not on a terrain under water. But in this
NEB Phase I Project we had to lay pipelines from mainland to three islands one beside the other with shallow
water between the islands and the mainland.
The distances between the mainland to the first island
was 1.75 kms and from the first island to the second
and second to the third were 0.85 km and 0.70 km respectively. Mr. Bassam Addada was our Project Manager. One river crossing expert Mr. Luigi Campagnolo was
suggested. He came for a day from Doha, Qatar and explained regarding the pulling force calculation for shore
pulls and left. We had to lay 6 pipelines (2 of 20”, 3 of
10” and 1 of 6”) between mainland and first island and
over the other two islands 3 pipes (one each of 20”, 10”
and 6”).
ty electric motor driven winches with required large dia
2000 mts long wire ropes, pulling heads to enable pulling three pipes at a time, required capacity 200 floaters
each with 1.3 tonnes buoyancy, etc. Also a Cat 325B/
Kori Pontoon Excavator which can dig maximum 21feet
(6.4 mts) below ground level with amphibious under carriages designed for marsh conditions and stump studded swampy terrain was mobilized.
Once all the calculations were made and all the required
equipment and accessories were in place thanks to the
undaunted efforts of our PM the laying of the pipelines
went like clockwork and completed before time! It was all
due to his attitude of never take a “no” for an answer to
a problem! Please understand that we all started with no
clues on laying of pipelines under shallow water.
All through my voyage in our company CCC it was a
continuous learning exercise for me. There were gaps in
my service period arising out of the downturn immediately preceding and succeeding the invasion of Kuwait
by Iraq and later collapse of the price of Crude to US$18
per barrel.
Our EVP, Operations (now President, Operations) offered me positions in Station works at Yanbu, KSA and
at Oman. All these positions involved piping and Equipment erection works. I politely declined due to my preference and fascination for pipelines jobs, of which I have
been associated for total more than 3, 500 kms till date
including the present ADCO BTG Project where I am now
working. Why I mention this is to emphasize the empathy of our President and his concern to see that a CCC
employee is as far as possible continuously employed.
This humanistic approach is a great boon for us which
we should all cherish.
I depart from CCC family with a heavy heart. I take
this opportunity to exhort upon all the CCC ites to be totally loyal to our company CCC, be sincere in all your
efforts, be honest and transparent in all your dealings,
appreciate the difficulties of the company in these very
difficult times of near collapse of the Economy of many
countries, be quality and HSE conscious and last but
not least have a nice word for the good work done by your
associates and junior colleagues. You will find the general morale shoot up and sky will be the limit for your as
well as our Company CCC growth and achievements.
There will be overall peace and happiness, after all that
is the basic aim of all of us in our life. With my deep and
sincere regards to all, yours truly. Thank you one and
all, good bye!
P. V. Veeraraghavan
Project Control Manager
BTG Project, Habshan, UAE
Our PM Mr. Bassam Addada discussed with NPCC and
calculated the capacity requirements of various equipments. Then he located 125, 75 and 50 tonnes capaci-
36
Reflections
Trust Is the Difference Maker
Trust is the foundation of leadership. It is an attitude that is earned
and not acquired. It is earned in
the process of overlapping our
character and competence.
From the Desk Of...
Diversity, Flexibility and Social Responsibility
I believe CCC’s strength lies in our ability to execute different
kinds of projects from buildings, roads and harbours to more
complex oil, gas and power projects like the EPC pipelines
featured in this issue of the Bulletin. This type of diversity
is not present in many companies and is one of our key
strengths.
A few years ago, our revenue was dominated by oil and gas
projects whereas today civil projects constitute the majority of
our work, yet we have maintained the same organizational
structure, management and profitability. Again, this
flexibility is unique in our industry and is another important
factor which contributes to our success.
CCC’s ‘Family Culture’ which has been inherited from our
founders, has embedded in it the culture of giving back
to our society which is another name for Corporate Social
Responsibility. This human trail is seen throughout CCC’s
staff and projects and some examples are included in this
Bulletin. Again, we are among the few companies of this caliber
who care about others.
We, in our homes, and at our
work, build the trust daily and reflect it to those around us, who in
turn become the mirror that reflect
it back to us. People around us are
drawn to those who trust them and
make them feel important.
The people around us will trust
us when they see many of the ingredients (in our character and
competence) shown in the model.
Trust is a must for all managers
at all levels. It will act as emotional glue holding managers and others together. It gives meaning and
value to all relationships with everyone, especially with the client /
engineer. While there is risk in
trusting others, the risk is much
greater in not trusting them.
When there is no trust friction arises; hidden agendas,
conflicts and a win-lose environment is created. Low
trust will slow every decision, every relation and every
interaction. Low trust will slow everything in our life and
in our work.
Trust impacts the three major variables of productivity, namely: time, cost and quality. When trust is high,
the cost and the time needed to do things go down and
quality goes up.
Trust is built gradually over many years of daily investments in our interactions and relations. However, it is
fragile. It can break in no time, especially when some
practices abound such as: breaking
promise, holding information, being double-faced and gossiping.
Trust is a major value in the bedrock on which our CCC culture
was built. It is the value that gives
the meaning to other CCC values.
This value of trust must be emphasized, enhanced, exercised and
maintained by everyone in order
to continue as a difference maker in serving our culture and maintaining the family spirit and how
others will see us.
I am confident that given our continuous diversity, flexibility
and social responsibility, CCC will continue to grow and
remain strong.
Samer Khoury
Dr. Riad Elhaj
37
The BULLETIN is a publication issued at CCC
in Athens by volunteer staff.
All opinions stated herein are the contributors’ own.
Submissions (announcements, stories, artwork, etc.) are
welcome.
CCC BULLETIN
P.O. Box 61092
Editors
Samer Khoury
Zuhair Haddad
Nafez Husseini
Damon Morrison
Public Relations
Samir Sabbagh
Maroussi 151 10
Fax (30-210) 618-2199 or [email protected]
see The BULLETIN on line at
www.ccc.gr - News - Quarterly Bulletin
Bulletin
October 2011
Issue No. 99
Production
Jeannette Arduino
Nick Goulas
Georgia Giannias
Alex Khoury
Contents
FROM THE DESK OF....................................Samer Khoury
EDITOR’S VIEW...............................................................…1
MAIL BAG - Letter from Fehied F. Alshareef..................…1
RECENT AWARDS.......................................................……2
Quality Management
- Quality Management Systems Overview
Mounir Soufyan….......…..4
PROJECT PROFILE: Princess Noura University for
Women
- Inauguration - Hassan Moghrabi…................................8
- The Tunnel - Haitham Khader Msaeed ….......................9
Feature: Pipeline Projects
- The Pipeline Enterprise - Rashid Shuhaiber….........14
- Australia Pacific LNG Upstream Project Phase 1 - Pipelines
Zahi Ghantous…..…..16
- Pipeline Estimation - Hisham Kawash…......................18
- SAS FFD Project - Bassam Addada….........................20
- The Challenges of the Malagasy Experience
Marwan Anas…...........22
Area News
- Qatar: 30 M w/o LTI at Ras Laffan Port Expansion Project
Buks Beukes….24
- Qatar: TR3/4 Shutdown - Rabi Rouwadi…............…..25
- Palestine: Bethlehem Centre - Samer Khoury….........26
- Switzerland: Palestine Heads the WFEO
Fadi Raffoul.....26
- World Environmental Day - Belal Kayyali…............…..27
- CSR News Report - Tony Awad…..........................…..28
- Special Olympics - Tony Awad….............................…..30
- Summer Trainees 2011 - Ramsay Khoury................…..31
- Helping the Local Community in Cairo
Dina Farid and Ahmed Refai…..........32
- Indoor Plants Initiative, Egypt - Adrian Crowley…....33
Milestones
- Announcements….....................................................…..34
- Letter from P.V. Veeraraghavan...............................…..35
Reflections
- Trust Is the Difference Maker - Dr. Riad Elhaj.......…..37
Pipelines
CONSOLIDATED
CONTRACTORS
COMPANY

CONSOLIDATED CONTRACTORS COMPANY

Transcription

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