contents · contents from the desk of ... - qatar national sports day ... (storm water, sewerage,...

Issue No. 101April / 2012

Bulletin

C O N S O L I D A T E D C O N T R A C T O R S C O M P A N Y

ContentsFROM THE DESK OF...................................................Wael Khoury

EDITOR’S VIEW..............................................................................1

RECENT AWARDS..........................................................................2

QUALITY MANAGEMENT- Contract Processing & Transfer of Contract Responsibility

Mounir Soufyan.............3- LEAN Construction - Mounir Soufyan.......................................6

KNOWLEDGE MANAGEMENT- The Value of Knowledge Sharing - Hisham Maatouk..............8

PROJECT PROFILE- Precommissioning & Commissioning Works in Kazakhstan

Adel Shunnar.............9- Landmark Project, UAE - Tower Crane Team.......................12

FEATURE: ACWA- 25 Years of Success - Peter Ripley..............................................14- ACWA Archives........................................................................16- ACWA Services Ltd.: A Short History.....................................17- ACWA Services 2012: Delivering Tomorrow’s Solutions Today18- From Broom Cupboard in Bradford to the World....................20- ACWA in the news....................................................................22- ACWA today..............................................................................23

AREA NEWS- Greece: Nigerian State Governor in Athens - Walid Jabara....24- Qatar: RLP Celebrates - Administration Staff, RLPP..............25- UAE: Solar System at SAS Project - Khaled Abu Eseifan........26- Oman: CC Energy Development Article in Muscat Daily....27- Palestine: Birzeit University Engineering Day - Amro Abualia..28

TRAINING & DEVELOPMENT- Technical & Project Management Training at CCC

Dr. Manar Shami...................29

CORPORATE SOCIAL RESPONSIBILITY- CSR News Report - Tony Awad.............................................32- Egypt: 1st Tennis Tournament 2012......................................34- UAE Library Project...............................................................35- Qatar National Sports Day.....................................................36- CCC Lift Basketball Title.......................................................37

HEALTH, SAFETY & ENVIRONMENT- The Unknown Soldier - Belal Kayyali......................................38- The Safety Bazaar - Fadi Watfa...............................................40

IN THE NEWS- CNN Interview with Samer Khoury........................................41

MILESTONES- Announcements........................................................................42

REFLECTIONS- Think Good, You Will Feel and Do Good - Dr. Riad Elhaj....44

LAST WORD- MEED Awards for PEARL QTL - Bulletin Staff.....................45

The BULLETIN is a publication issued at CCCin Athens by volunteer staff.

All opinions stated herein are the contributors’ own. Submissions (announcements, stories, artwork, etc.) are

welcome.

CCC BULLETIN

P.O. Box 61092

Maroussi 151 10

Fax (30-210) 618-2199 or [email protected]

see The BULLETIN on line at

www.ccc.gr - About Us - Our News - Quarterly Bulletin

EDITORS

Samer KhouryZuhair HaddadNafez HusseiniDamon Morrison

PUBLIC RELATIONS

Samir Sabbagh

PRODUCTION

Jeannette ArduinoNick GoulasGeorgia GianniasAlex KhourySamer Elhaj

Celebrating25 Years

of Success

45Bulletin Issue 101 / April 2012

Last WordMEED Awards for PEARL QTL

The Middle East busi-ness intelligence maga-zine MEED held its MEED Quality Awards for Proj-ects 2012 ceremony on 21 May in Abu Dhabi, with CCC’s President (Engineer-ing & Construction) Samer Khoury in attendance.

The awards are part of a programme designed to rec-ognize excellence in project delivery in the six countries which make up the GCC and to promote the highest standards in all parts of the project supply chain.

This event was held on the side lines of the Arabian World Construction Sum-mit (21-23 May).

The Pearl GTL Project in Qatar won two awards for:

1. The Oil & Gas Project of the Year

2. The MEED Quality Project of the Year.

Here are some excerpts from the article in the recent MEED Quality Awards for Projects 2012 supplement on the subject:

Qatar Pearl GTL

Description: At a development cost of $18bn-19bn, Pearl GTL is the world’s largest gas-to-liquids (GTL) project and the largest investment by any FTSE 100 company in a single project. At full capacity, Pearl GTL will produce 1.6 billion cubic feet a day of gas and convert it into 140,000 barrels a day (b/d) of high qual-ity GTL products and 120,000 b/d of natural gas liq-uids and ethane. Pearl GTL covers 250 hectares and took five years to build, from the initial site prepara-tion work in 2007. At peak construction, 52,000 people worked on the project, which had a solid commitment to Qatarisation. The amount of water Pearl GTL will produce will make it possible to run the plant without drawing on Qatar’s scarce natural freshwater resourc-es or on seawater.

Pearl GTL has set many world records. The project has the world’s largest oxygen plant built in one place and one phase, producing 28,800 tonnes of oxygen a day. It has the largest process water treatment and re-use system in the world with a capacity of 45,000 cubic metres a day. It has the largest steam-generation sys-

tem in the industry and the largest hydrocracking ca-pacity in one location.

Pearl GTL’S environmental impact complies with and, in some areas, exceeds international and local standards. The project safety management system is part of the Qatar Shell Health, Safety, Security, Envi-ronment and Social Performance (HSSE/SP) manage-ment system.

Bulletin Staff

During the late 1980s and early 1990s there was a growing recognition by governments, non-governmental organisations, academics and business leaders that water resources would be one of the predominant global challenges of the 21st century and a potential source of international conflict and impediment to the continued development of the economies and the standard of living in the developing world.

This period coincided with my relocation to the UK in 1990 and I was tasked as part of a team to identify an opportunity for CCC to expand into this industry segment as a complement to our core civil engineering and construction business. During this process we became aware of ACWA, which at the time was a small niche player that operated only in Europe.

As it was considered that the water treatment segment would continue to grow and the consumption for water in the regions where the Group operated would continue to increase, a decision was made in 1991 to invest in ACWA. Our objective was to develop ACWA’s services and activities and to expand internationally in order to add complementary and synergistic technical capabilities to the Group and to increase the Group’s revenues related to water treatment services.

21 years later, I am happy to report that ACWA has grown from 18 employees to over 100. During that period, the company has successfully completed a large number of projects in Europe, Asia, the U.S. and Africa and, of course, all this would not have been possible without the dedication, professionalism and expertise of ACWA’s dedicated management and staff.

Although ACWA has achieved a great deal over the past 25 years, being positioned as one of the technical pillars of the CCC Group, the board, management and staff of ACWA do not intend to rest on their laurels. We aspire to cementing ACWA’s position as a market leader for such services in the regions in which the Group operates. I believe with such dedication that the next 25 years will be a very exciting time for ACWA as the need for ACWA services will only increase. As a consequence I expect that we will continue to see growth in the number of projects awarded and revenue generated.

I wish the board, management and staff of ACWA continued success and believe they are very well positioned to achieve such success with the support of the Group.

Wael KhouryPresident, Strategic Development

From the Desk Of...

Sheikh Thani bin Thamer Al-Thani, Deputy General Manager of Qatar Shell, received the award on behalf of Qatar Shell and Qatar Petroleum at the ceremony.


Editor’s View

Dear Bulletin readers,

Water is an important resource and basic element of life.

By mass, 65-90% of human cells are water. Our bodies are overall 70% water. Water availability has been a main geographic driver for the location and creation of many population centres whether for well being or logistical transportation over rivers and seas.

Water has also been the cause of wars and peace. In the Middle East peace negotiation process, water is a special subject just like land, borders and the right of return.

Water is truly omnipresent but we take its availability rather for granted! Is it? I quote from Wikipedia a reveal-ing paragraph and graph about where we stand in terms sustainability:

“ …. Fresh water is a renewable resource, yet the world’s supply of clean, fresh water is steadily decreasing, Wa-ter demand already exceeds supply in many parts of the world and as the world population continues to rise, so too does the water demand. Awareness of the global im-portance of preserving water for ecosystem services has only recently emerged as, during the 20th century, more than half the world’s wetlands have been lost along with their valuable environmental services for Water Educa-tion. The framework for allocating water resources to wa-ter users (where such a framework exists) is known as wa-ter rights … “

This leads us to the reasons why a company like ACWA, specialized in innovative water desalination, purification and effluent management, is quite a sound business ven-ture that complements CCC’s offering to its clients and fulfills indirectly our mission of serving human sustain-ability.

Enjoy the issue: ACWA is a hidden gem of CCC.

Nafez HusseiniChief Bulletin Editor

2 Bulletin Issue 101 / April 2012

Recent Awards

Al-Quds Bank Headquarters & Tower Project

Palestine

Construction management of a 23-floor tower inclusive of four parking basements, five retail floors, and the remaining floors will be for the bank branch and bank management of-fices in Al-Bireh City in the West Bank.

The total built-up area of the project is approximately 30,000m2.

The owner is Quds Bank and the consultant is Consolidated Consultants.

CCC was awarded this project on 11 October 2011.

The project start was 1 December 2011 with an overall dura-tion of 31 months ending on 30 June 2014.

Maintenance, Rehabilitation and Reconstruction of Township Roads in Asaba, Section II

Nigeria

Rehabilitation of different roads in Asaba City, Delta State, totaling 42km including demolition and rectification of drains, desilting of existing drains, scarification of failed road, con-struction of new drains, culverts, walkways, regulating of un-even road surface, filling of pot holes, asphalt overlay 50mm thick and asphalt paving.

The client is Delta State Government.

CCC was awarded this project on 17 November 2011.

The project start was 18 November 2011 for a duration of one year ending on 16 November 2012.

EMAL Abu Dhabi Smelter Project / Package: Plant Wide - Underground Services

UAE

The project is located in Abu Dhabi. The scope of work is construction of new underground services systems consisting of, but not limited to, all associated earthworks, furnishing and installation of materials, tie-ins to the existing infrastructure, testing, cleaning, flushing and handing over of all utility servic-es (storm water, sewerage, potable water, waste water, fire wa-ter and road crossings).

The client is Emirates Aluminum Company Limited PJSC and EMAL Phase 2 Investment LLC.

The consultant is SNC-LAVALIN International Inc.

CCC was awarded this project on 1 February 2012.

The project start is 1 February 2012 for a duration of about 10 months ending on 27 November 2012.


Quality ManagementContract Processing and Transfer of Contract Responsibility

Introduction

The first step in product realization is to generate a busi-ness plan. This may raise a few issues that require consid-eration, for example:

• Geographical areas of interest for the organization.

• Type of projects of interest for the organization.

• Type of customers of interest for the organization.

• Resources including infrastructure and work environ-ment.

• Human resources.

• Financial issues.

• Capability of the organization, and other issues…

The next step is the selection of projects. This is followed by the estimation and proposal process. During estima-tion and proposal most departments of the organization are involved in providing input for the commercial and technical packages. Chart 01 represents a graphic presen-tation of the estimation and proposal process interface.

In the contracting business, where several departments of the organization have an input to the contract that may result in many submittals of a complex nature, it is very important to coordinate these inputs. Coordinating func-tions must ensure that all departments are using the lat-est version of the customer’s tender documentation; they must also ensure that the output of each department is in

line with the requirements specified by the customer. It is also important to ensure that information provided from one department does not create any conflict with infor-mation provided by another department. Chart 02 repre-sents a graphic presentation for coordinating Tender & Contract Processing.

Upon the award of contract, a transfer of responsibility will be carried out from the estimation and proposal team to the project management team.

Transfer of Contract Responsibility

Transfer of contract responsibility is described in quality management procedure QMP-GEN-001. We can identify three major steps in this process. They are:

• Preparation of documents by the estimation and pro-posal group.

• Kick-off meeting.

• Post contract review at the initial stage.

Following contract award, the Estimation and Proposal Department prepares contract documents, contract spec-ifications, work packages and all relevant documentation to hand over to the nominated project manager.

The Estimation and Proposal Department ensures that information transferred to the project is clear and com-plete.


Quality Management...Text...Contract Processing and Transfer of Contract Responsibility

Estimation and Proposal arranges for a kick-off meet-ing in coordination with the project manager and CS & QMD. A graphic presentation is shown in chart 02.

Kick-Off Meeting

Estimation and proposal prepares a meeting agenda, as a minimum, the agenda shall include the following items as applicable:

a. Project scope

b. Key dates

c. Work packages

d. Organization chart / key personnel

e. Engineering plan

f. Procurement plan

g. Project quality requirements

h. Project safety requirements

i. Contract documents / specifications

j. Other relevant documents.

Estimation and Proposals coordinates with the nominat-ed project manager the final content of the meeting agen-

da prior to kick-off meeting. The project manager selects members from project team to attend the kick-off meet-ing.

The kick-off meeting will be chaired by the Estimation and Proposal Department representative. During this meeting the transfer of responsibility to the project team is carried out.

The kick-off meeting minutes will be recorded; original minutes of the meeting will be filed by the document con-troller and distributed to all concerned departments and to the project.

Post Contract Review at the Initial Stage*

The project manager will appoint a custodian of the con-tract. Depending on the organization structure, the custo-dian of the contract could be the contract manager (CM) or project control manager (PCM).

The custodian of the contract (CM or PCM) in coordi-nation with the project manager distributes the relevant contract documents to the departmental managers.

The custodian of the contract conducts a complete re-view of the contract document. The departmental manag-ers conducts review of relevant contract sections related to their scope of work.


Quality Management...Text...Contract Processing and Transfer of Contract Responsibility

Departmental managers forward their questions to the custodian of the contract in case a clarification is re-quired. In turn, the custodian of the contract may answer directly in writing or request further clarification using of-ficial communication line as determined for the project.

The custodian of the contract forwards a copy of the clarification / communication to the project manager.

All correspondence / clarifications related to the con-tract will be routed through the contract custodian who in turn keeps complete re-cords of all relevant documentation of the contract. A flowchart for transfer of con-tract responsibility is shown in chart 03.

Mounir Soufyan

*Upon receiving the contract from the cus-tomer a detailed re-view is carried out by the project team. This review includes a com-parison between the fi-nal contract specifica-tion and the one used during the estimation and proposal stage.


Quality Management...TextLEAN

Introduction

In the Oxford Dictionary, the word “lean” as an adjec-tive describes a person or an animal as being thin, espe-cially healthy, having no exposed fat and having a mus-cular body. Lean also means to lean on something or somebody like in Celine Dion’s song Lean on Me.

You can also find the word lean in a supermarket when you buy beef: you can buy ground beef indicating beef with fat, or you can buy lean beef, indicating beef with less fat. You also have the choice of buying extra lean beef indicating beef with no fat or a minimum quantity of fat.

You can also encounter the word lean in sports describ-ing a person as “lean and mean”. Although “mean” indi-cates a negative attitude, however, when used under these circumstances it implies a positive attitude for a person that will put the maximum training and effort into achiev-ing a target. Therefore “lean and mean” indicates thin people with a muscular body and nothing can stop them from achieving their target.

A Brief History

In 1980s the concept of lean spread across continents, in manufacturing, construction and other service indus-tries: it became more understood and less of mystery. In the 18th Century Benjamin Franklin had established prin-ciples for waste control and excess inventory. However, it was into Henry Ford’s mass production that many lean practices were introduced. In the Rouge Plant in Michi-gan, engineers analyzed every single system, process and resources to minimize waste and improve productivity. Henry Ford concentrated on the following:

• Quality Improvement

• Cost Reduction

• Increased Compensation for Workers.

In 1950 Eiji Toyoda (former chairman of Toyota Mo-tor Co.) visited the Rouge Plant in Michigan for a period of 3 months. At that time the Rouge Plant was the larg-est plant in the world producing 8,000 cars every day while Toyota at that time was producing 2,500 cars every year. Eiji Toyoda and Ohno, the plant manager of Toyota, con-cluded that the Ford mass production system would not work for them due to two factors:

• The Japanese have a different taste in cars compared to their American counterparts.

• The Japanese would not work in substandard condi-tions.

Toyota set out to develop a new system covering the whole supply chain for engineering, manufacture, sup-ply, assembly and resource management. Finally, Toyota succeeded in becoming one of the best car manufacturers and definitely the largest.

Among other things, Toyota managed to reduce the in-ventory by applying a system used by an American super-market. One of Toyota’s executives, during a visit to a su-permarket in the USA, noticed that the supermarket was

not keeping any reserve supplies. He asked the super-market manager what happened when supplies ran out. It turned out that the supermarket had an IT system con-nected to the supplier and when the inventory was down to a certain specified limit, the supplier would react and fill the shelves accordingly without taking any new orders. Toyota also created assembly lines on barges and by the time the ship reached its destination the cars were com-plete, tested and ready for the market.

The MIT Commission Findings

In 1988 a Massachusetts Institute of Technology com-mission to study the international car industry observed a unique situation at the Toyota Motor Company. Compar-ing Toyota’s style to other car manufacturers, they con-cluded the following:

• Toyota needs less time to design and make a car.

• Toyota uses a smaller inventory as compared to oth-er manufacturers.

• Toyota produces fewer defects.

• Toyota needs less investment compared to other car manufacturers.

• Toyota processes are carried out correctly with less time.

• Toyota employees suffer fewer injuries.

In general, Toyota uses less to produce more. The MIT commission described Toyota as a LEAN company. Since then the term lean is associated with companies using less resources to produce more.

Lean has become a worldwide movement and the term lean has crystallized a particular set of ideas and concepts:

• Focus on customer values.

• Continuous and incremental improvement.

• Provide what is needed at the right time based on cus-tomer demand.

• Keep things moving in a value added and effective manner.

• Use techniques for eliminating waste and reducing variations.

• Respect people.

• Take the long term view.

What is Lean?

Lean has evolved considerably since 1988:

• Lean is now a science and not only a practice.

• Lean is not a set of tools; it is a philosophy, an ap-proach to life and work.

• Lean is a journey with a defined path.

• Lean is a way to guarantee continuous improvement; it is a way of life.


Quality Management...Text...LEAN

Lean is a continuous evolutionary process of change and adaptation, a central organizing principle in the long term renewable enterprise, where the organization builds a sustainable enterprise with all stakeholders.

Lean means less of many things: less waste, a shorter time cycle, fewer suppliers, less bureaucracy, but lean also means more knowledge of employees, more empow-erment and capability, more productivity, more satisfied customers and more long term success. In simple terms, Lean concentrates on eliminating waste in the organiza-tion and on continually improving projects.

Where we can find Lean?

Lean is found anywhere, where we have waste and op-portunity for improvement, it is all over the organization. You can find many publications related to lean, especial-ly in the following areas:

• Lean Manufacturing

• Lean Construction

• Lean Office & Administration

• Lean Management

• Lean Thinking.

Lean is not only associated with manufacturing or con-struction, it is associated with a way of thinking; this is ap-plied by effective organizations and after adopting lean practice you will be a lean thinker.

Lean focuses on processes that create customer values which by their nature are cross functional. An example may include a materials supply chain that has a cross func-tional nature that includes engineering, procurement, manufacturer, and customer.

Conclusion

Lean is a business strategy based on satisfying customers by delivering quality products and services that are just what the customers need, when the customers need them, in the amount required, at the right price, using the mini-mum of materials, equipment, space, labour and time.

Lean philosophy may cover the total enterprise, embrac-ing all aspects of operations including all business pro-cesses, core processes and supporting processes, supplies network and customer value chain. In big multicultural businesses that are spread worldwide, Lean could be the answer to many problems and a way to long term success and prosperity.

Mounir Soufyan

The Lean and Mean Look


Knowledge ManagementThe Value of Knowledge Sharing

Knowledge transfer from one part of an organization to another is crucial to the success of that organization. A key success indicator of Knowledge Management, knowl-edge transfer seeks to organize, create, capture or distrib-ute knowledge and ensure its availability for future users. It’s all about the transfer of intellectual expertise, learn-ing, and skills between different units. This expertise ex-change and collaboration is at the heart of a successful and sustainable business.

Precommissioning is part of almost every CCC contract. The CCC precommissioning team of any project should embark on preparing precommissioning specific proce-dures for that project using pre-existing templates, in-stead of having to write these procedures from scratch. As a result the team should refer to the “Hydrotesting & Precommissioning” Community of Practice (CoP) Home Page on Fanous and customize the posted Best Practic-es and Generic Procedures to suit project requirement needs.

In Habshan Flare Gas Recovery project (HFGR), we referred to the relevant generic precommissioning pro-cedures available on the Hydrotesting and Precommis-sioning Community on Fanous and customized applica-ble content to suit our systems, machinery, and the DGS.

For example, Lube Oil Flushing in HFGR is a little bit different than those of traditional L.O. circuits, because the L.O. coolers are not mounted on the L.O. skids. These coolers are air cooled and mounted on top of the Steel Structure. The designer of the L.O. flushing circuit and sub-circuits should realize that there will be a big amount of debris in the relatively large amount of site fabricat-ed L.O. spools; therefore, the first flushing circuit should, as much as possible, flush/clean the site fabricated spools and avoid passing through presumably clean vendor fab-ricated spools until these site fabricated spools are clean enough.

Taking the above case into consideration, the engineer in charge of Lube Oil flushing in HFGR would prefer-ably refer to the CoP Home Page for the applicable ge-neric procedure and best practices of L.O. flushing for guidance before embarking on setting the plan for HFGR screw type compressor L.O. flushing circuit.

Another good example might be the hydro-test of a valve seat. This is a special task that not all hydro-test en-gineers have necessarily been exposed to; thus a hydro-test engineer can refer to the relevant CoP page for tech-nical advice on this specialty topic. Furthermore, in the event of having leakage from the valve seat in excess of the allowable rate, an attempt to correct the leak shall be made by: stroking the valve, greasing the valve seat, or ad-justing the valve stops to ensure proper seating.

A third example of how the CoP space can offer insight is in an activity that requires special skills: applying torque to bolts and tension on flanges. From experience and duly noted in the Hydrotesting and Precommissioning CoP, it is recommended that if scratches or nicks are deeper than 0.2 mm and over more than half the width in length of the

flange machined finish then the flange may have to be ei-ther re-machined or replaced.

In life, we do not have the time and budget luxury to learn only from our mistakes. Let’s learn from others for free.

Hisham MaatoukControl Manager, HFGR


Project ProfilePrecommissioning and Commissioning Works in Kazakhstan

or: Where There Is a Will There Is A Way

Precommissioning and commissioning works have al-ways been a curious area for us to get familiar with. In all of our process plants projects we survey commission-ing teams doing their work, special types of tests, tools, different control systems, and construction teams observ-ing commissioning teams onsite since they are eager to gain this knowledge and new experience. We had the op-portunity in HUPPCA project to carry out both terms on one of the islands in our possession, which is Complex Is-land “A”.

It was a huge opportunity for us to take up such a chal-lenge to demonstrate CCC’s potentiality where a handful of individuals is familiar with this subject in our location, especially with the conditions of remote area restrictions and a persistent client.

We in the Controls Department were requested to es-tablish a full package schedule of works for precommis-sioning and commissioning.

It was really a great venture for us to establish from scratch a schedule which explains in detail the steps that have to be taken to perform the transition of construc-tion units (systems) into precommissioning and commis-sioning units in a small window of time, with no previ-ous knowledge and with full expectation from the client to have a comprehending plan coinciding with the proce-dures and standards delivered to us.

After we reached the fifth stage of grief, which is ac-cepting the responsibility as a controls team to execute this work, we asked a very simple question, what is the first step to take now? Since most of us have little expe-rience in this field, our head of control suggested that all

of us should be familiar with the subject before we pro-ceed with anything. Groups of two were assembled by us to collect as much information as we could on the subject. The first team was requested to download from the cli-ent server all the precommissioning and commissioning procedures in our scope of work. The second team had to read these procedures and summarize the responsibilities of the contractor as per the procedures. The third team was requested to extract the requirements for precommis-sioning and commissioning works, i.e. equipment, special tools, and so on. The fourth team was assigned to drafting the schedule based on the information the other teams were digging out from the procedures. Finally, the fifth team had to do a Web research in order to make a brief presentation to the rest of the teams, to explain the steps of precommissioning and commissioning works.

At the beginning the whole process was chaotic, where each individual in the office was focusing on his assign-ment, not knowing what the other party was involved in. A little paranoia and insecure feelings were growing with-in ourselves; our gut feelings whispering to us: will we suc-ceed? Will we be able to do it in such little time?

However, without the interference of our senior men-tors we could not have made it. A little bit of self-assur-ance, motivation, and igniting the deep fibres of us to do more was our salvation in the end.

A great deal of knowledge was shared and spread around the control team. An enormous amount of joy was experi-enced due to this accomplishment which we would like to share with you to extend the knowledge to others.

First, let us explain the terms and definition of the two processes.

figure 1

Activity ID Activity Description Duration Perc % Start Date Finish Date ManhoursHUPCCA Precomm. & Commission ScheduleA Island+ All Commissioning Units Milestones

89 0 14NOV11 10FEB12 0.00+ FFU 120 CHEMICAL INJECTION

37 0 01NOV11 07DEC11 607.00+ FFU 130 MANIFOLD

105 0 25OCT11 06FEB12 1,085.00+ FFU 190 LAUNCHING & RECEIVING TRAPS

109 0 25OCT11 10FEB12 865.00+ FFU 230 FLARE, VENT. & BLOWDOWNS

82 0 31OCT11 20JAN12 3,563.00+ FFU 420 FUEL GAS

35 0 26OCT11 29NOV11 58.00+ FFU 450 HYDRAULIC POWER UNITS

96 0 31OCT11 03FEB12 2,026.00+ FFU 540 OPEN DRAINS

70 0 26OCT11 03JAN12 938.00+ FFU 700 FIRE & GAS SYSTEM AREAS

52 0 01NOV11 22DEC11 3,209.00+ FFU 710 ESCAPE PERSONNEL & PERSONNEL SAFETY

35 0 01NOV11 05DEC11 12.00+ FFU 745 DRY CHEMICAL FIREFIGHTING SYSTEMS

35 0 01NOV11 05DEC11 168.00+ 900 UNINTERUPTABLE POWER SUPPLY SYSTEM

66 0 01NOV11 05JAN12 1,340.00+ 910 MAIN ELECTRICAL POWER DISTRIBUTION < 1000 V

46 0 01NOV11 16DEC11 402.00+ 930 EMERGENCY ELECTRICAL POWER DISTRIBUTION

63 0 01NOV11 02JAN12 3,554.00+ 945 EARTHING SYSTEMS

34 0 01NOV11 04DEC11 750.00+ 990 TELECOM SYSTEMS

37 0 10NOV11 16DEC11 180.00


Project Profile...Text...Precommissioning and Commissioning Works in Kazakhstan

Pre-Commissioning:

Pre-commissioning activities start when the plant or sys-tem achieves mechanical completion. Frequently howev-er pre-commissioning activities overlap mechanical com-pletion activities and for this reason the plant should be separated into easily manageable system packages (Fig-ure 1). Each system package will be pre-commissioned as a whole and isolations at the boundaries of the system package will be maintained until the completion of pre-commissioning activities.

Pre-Commissioning activities include checking for de-sign conformity, checking the status of electrical, mechan-ical and instrument installations, running-in of equip-ment, flushing and cleaning activities, drying and so on.

Commissioning:

is the phase in a project when design process fluids are introduced in tothe process.

Commissioning activities normally consist of activities associated with running or operating the plant and in-clude operating adjustments necessary for the satisfacto-ry operation of the plant. Also included are “functional checks” which are methods used to prove that an item of mechanical equipment or control system functions cor-rectly.

The entire commissioning service process is developed according to the phases shown in the diagram.

The home office phase, which we did, includes the prep-aration of the tools for measuring and reporting of pre-commissioning and commissioning activities progress, project details and operation plan, and the preparation of detailed procedures. During this phase the following ac-tivities were carried out:

(Pre-) commissioning engineering

1. System/subsystem definition.

• Marked-up P&ID by system.

2. Detailed pre-dommissioning / commissioning execu-tion plan.

• Organization chart - figure 2

• Operation plan per activity - Figure 3

3. Generic method statement.

4. Commissioning plan and critical path network.

• Activities to be performed by the system.

5. Organization roles and responsibilities.

6. Punch listing method statement.

7. Commissioning spare parts and consumables.

8. Testing schedule.

9. Equipment data.

System/subsystem definition.

To enable a smooth transition from construction to com-missioning it is required to complete construction work in small packages, known as systems. This enables pre-com-missioning work to progress from an earlier point in the schedule, thus reducing the final pre-commissioning peak workload substantially.

System summary sheets should be prepared which list the system content by line and equipment numbers.

Detailed Pre-Commissioning / CommissioningExecu-tion Plan

A plan is developed that identifies all of the major pre-commissioning activities by system. The plan will be de-veloped in reverse and will clearly identify “system ready for pre-commissioning” milestones. Commencement of system turnover from construction to commissioning should ideally commence at approximately 70% erection completion. From this point handover of systems should be made on a regular basis.


Project Profile...Text...Precommissioning and Commissioning Works in Kazakhstan

A method of pre-commissioning progress monitoring will be developed to allow progress to be monitored by:

• Overall pre-commissioning completion for the whole complex “Island A”.

• Pre-commissioning completion by process unit.

• Pre-commissioning completion by system.

• Discipline completion by system.

• Vendor Schedule.

A vendor schedule will be developed that identifies ven-dor requirements for each item of equipment. Supporting documentation will provide information on required ven-dor activities, support required and approximate duration of each major activity.

Generic Method Statements

Generic method statements are developed for each ac-tivity type (cleaning, leak test, inerting). Each statement will form the basis for the development of safe and ef-ficient detailed procedures. The method statements will contain information on the methodology, acceptance cri-teria, and HSE implications.

Organization Roles and Responsibilities

The Commissioning Organization will consist of an in-tegrated team, PMC and EPC team. The organization will change as commissioning progresses from design, through pre-commissioning and start-up activities. This evolution will be managed through regular reviews of the relevance of the commissioning organization structure to that stage of progress.

Punch-Listing Method Statement

A system will be developed to identify, record and cor-rect damaged, incomplete and incorrect installation and/or fabrication. Items which are inaccessible or unsafe will be incorporated into this system. The system will be able

to allow categorization of punch-list items as follows:

Category A: Items that must be cleared prior to start of pre-commissioning.

Category B: Items that can be cleared during pre-com-missioning.

Category C: Commissioning Items the system will be able to track outstanding items by system, category and discipline.

Commissioning Spare Parts & Consumables

A commissioning spare parts list will be developed by checking the individual equipment requirements. Using the detailed pre-commissioning procedures as a basis, a list of consumables will be generated to allow preparation and reinstatement of all systems.

Testing Schedule

Stream testing schedules will be developed to address li-censor and client requirements. One schedule will be de-veloped to cover the initial start-up phase, one to cover the test run period, and one to cover normal on-going op-eration of all process units. Requirements will be devel-oped for each case indicating the stream reference, fre-quency requirement, and test requirement.

Adel Shunnar, Office Engineer - PlanningHook-up, Pre-commissioning and Commissioning Assis-

tance Project

figure 2


Project Profile...TextLANDMARK Overview

At 329 meters from ground floor plus 25 meters under-ground, LANDMARK will be the second tallest skyscrap-er in Abu Dhabi and the 33rd tallest in the world. The 72-storey tower includes a storey office/retail/lobby with an area extending beyond the main tower footprint of 2600 m2 and reducing to 2400 m2 as the east and west fa-cades reduce, the tower sits over five levels of basement car parking.

The construction of this tower consists of around:

• 42,000 tons of steel reinforcement.

• 145,000 m3 concrete “4% by crane”.

• 442,000 m2 formwork.

• 1,200 tons structural steel for the roof.

• 75,000 m2 curtain walls.

This means five tower cranes are required to cover the whole construction area, split into two cranes with 65 me-ters jib to cover the podium and car parking area and three cranes to cover the main tower footprint.

Choosing the cranes

The determination of the tower cranes needed for the parking area was straight forward job, considering 65 m covering radius, 12 ton max lift and 3.5 ton at 65 m radius. According to these data Area PMV - Abu Dhabi decid-ed to use two LIEBHERR 280 EC-H to handle this area.

On the other hand choosing the main building tower cranes was a rather challenging job, simply because the need for three tower cranes to cover the building foot-print, meet the required long duration lifting cycles in such confined space and to be capable of lifting ten ton loads (chillers, cooling towers and equipment), leading us to consider Luffing-Jib cranes over the conventional Trol-ley-Jib cranes in order to avoid any clashing or slewing

limitation, also to install two internal climbing cranes and one external.

The question here was where to install the tower cranes, internally or externally?

Many factors controlled the decision: the external crane is much easier to install and less interference with the construction progress, on the other hand huge number of mast sections and Tie-ins are needed for such high-rise building, so using internal climbing cranes over the ex-ternal one will save millions of dollars. Unfortunately the project conditions and the significant delay in construc-tion due to install the third one internally, we were forced to install one external crane.

Why we chose LIEBHERR Luffing Jib Cranes

In order to undertake lifting duties for the structure, a distance of 52 m from the last tie-in to the cranes slew-ing platform was specified to ensure an acceptable “over-standing height” LIEBHERR was the only crane manu-facturer able to meet this requirement which also included a 7 m Counter-Jib radius as a result of the curved face of the building steel structure, no other competitor manu-facturer can achieve this free-standing requirement.

In total the external climbing crane featuring a 500 HC mast to accommodate the final free standing 52 m, will use nine tie-ins at 34 m intervals-each incorporates six tower sections.

Five LIEBHERR tower cranes will be used in the con-struction of the Tower, relying on three LIEBHERR Luffing jib cranes performing a wide variety of craneage duties to achieve a five-day floor cycle, these cranes will be built-up and will respectively tower out above the con-struction as two internal climbing and one external Luff-ing jibs cranes, the 160 HC-L cranes configured as ten tons “after deduction of 2 tons wire rope weight” litron-

ic versions will climb upwards with the progress of the construction.

During climbing, the first internal 160 HC-L crane will never meet the sec-ond one at the same level in order to re-duce idle time and to have a full lifting coverage in the tower construction, the third 160 HC-L crane, which climbs up the exterior of the tower, will achieve a height under hook of 350 meters.

Towering above the building, the three cranes will cover the required work area with their radius of 50 me-ters; they ensure smoothly maximum load handling with lifting capacities of 10 tons. Luffing jibs cranes were cho-sen by Area PMV-Abu Dhabi for their speed of lifting on narrow sites allow-ing simultaneous lifting and lowering. These cranes have been designed for work on particular high buildings or in extremely restricted spaces, a new de-


Project Profile...Text...LANDMARK Overview

velopment is the option of fitting these cranes with a hor-izontal load path, when the jib is moved, the hoist gear is controlled in such a way as to ensure that the hook trav-els horizontally.

These Luffing-jib cranes can avoid any obstruction and slew through 360 de-gree under load, their small slewing ra-dius and raised jib angles of 15 to 70 de-gree even when not in operation, make these cranes particularly advantageous in operations on tight sites contain-ing numerous cranes with overlapping slewing areas.

These cranes were built-up in away taking in consideration one crane will dismantle the other after the tower con-struction completion, in result no need for additional auxiliary Derrik crane which is very costly.

These 500HC mast sections were rear available in the international market, so Area PMV-Abu Dhabi made the best efforts to have 59 sections at the suitable time to handle this job without

any delay in the tower construction. As planed 125 HC-L Luffing- Jib internal climbing crane was decided to han-dle the lifting duties as it was a new series crane man-ufactured by LIEBHERR and 1.6x1.6m anchor for the crane`s mast section was already installed, unfortunate-ly 125 HC-L was replaced by 160 HC-L due to delay in crane manufacturing and a new chair collar was designed by Area PMV-Abu Dhabi to suite 1.9x1.9 m mast section for the new crane. Throughout construction of the base-ments and levels 1 and 2 of the podium, two 280 EC-H12 Trolley -Jib cranes were used with a 65 m jib length and a maximum 12tons lifting capacity featured an erected hook height of 45 m which includes 17 m on the bottom basement level, the second crane has a 70 m jib length and a 43 m hook height from ground level. Shallow anchors recommended by LIEBHERR for one of the two cranes were used for the first time on such cranes as the founda-tion height was not enough to use the standard anchor.

Thank God, our team successfully completed all tower craneage erecting and dismantling without any incident not even a near miss related to craneage, even though one of the cranes alone recorded 8949 working hours with 710205 lifting cycles according to the crane data record, and with 22 internal jumps for each of the internal climb-ing cranes.

In this opportunity, I would like to thank our tower crane team, which has shown a high professionalism and commitment as admitted by LIEBHERR Manufacturer, beside our experience history in Dubai Mall Project (the world’s largest mall) success with its 35 Tower cranes.

The LANDMARK Project was indeed a challenging project in all of its activities, which will be added to CCC’s accomplishments.

Naim Abu LailaPlant Group Manager (Gulf Operations)


Feature...TextACWA Celebrates 25 Years of Success

In 2012, ACWA Services celebrates 25 years of success in the water industry, a period during which the company has achieved widespread international acclaim and suc-cess, and grown from one employee to well over 100. In the month that the Oprah Winfrey show first started and just before the Phantom of the Opera made its theatre de-but three employees of an international water treatment company set up their own business, based in a broom cupboard belonging to a wool scouring firm in Bradford. Managing Director Peter Ripley remembers: ‘This meant the day usually started with a certain amount of stress on the olfactory organs.’ As the company grew, it expanded within the building and then moved to its current head-quarters on the Acorn Business Park in Skipton in 1992. This office was officially opened in January 1993 by the then Minister of State for the Department of Agriculture, Fisheries and Food, local MP David Curry. ACWA’s first project was for Dale Farm Foods, which later became part of Northern Foods, closely followed by Ruddles Brewery in Langham and synthetic fibre manufacturer Finicisa in Portugal. The consultant for the brewery pro-ject was Bechtel who later introduced CCC and ACWA. In 1987, ACWA received an order from cereals giant Kel-loggs for its new plant in Wrexham - and in 2011, 24 years later, received a further order for up-grades - a testament to the quality and durability of the original equipment. The company’s early work focused on the UK food and beverage industry, but in 1998 the company broke new ground with international orders for equipment to treat oily water, waste-water and gas scrubbing liquors in Norway. The compa-ny’s first £1 million-plus order arrived in 1989 from the Ford Motor Company in Swansea.

In 1991, Consolidated Contractors Co (CCC) became the majority shareholder and ACWA embarked on a pe-riod of expansion through acquisition and organic growth. The company bought a consultancy, an equipment manu-facturer and an anaerobic technology - ultimately the con-sultancy business was sold and the other interests were incorporated into the core business. In 1991, the compa-

ny expanded into wa-ter treatment and air pollution control. Ini-tially, the water treat-ment business was membrane focused, with its first contract being for a reverse os-mosis (RO) desalina-tion plant in Yemen. While RO remained a mainstay of the busi-ness, the company rap-idly expanded into the entire water treatment spectrum. The air pol-lution control business began with sales of wet and dry scrubbers, in-cinerator gas cleaning and odour control equipment. By the end of 1994, reve-nues from this stream were in excess of £700,000 per an-num, soaring to £1.8 million in 1995. Removal of VOCs using thermal oxidisers became part of the company port-

folio in 1996. Other technologies that became part of the company offering include high rate biofiltration, activat-ed sludge and dissolved air flotation. In 1994, the company provided anaer-obic reactor plants to Tunnel Refin-ery in London and then Sabic in Saudi Arabia, starting a series of increasing-

ly prestigious and revenue-positive contracts. 1996 was a watershed year when the order book topped £17 million including a £7 million order from Yorkshire Water - an unusual drought alleviation project that involved treating water from a flooded opencast coal mine south of Leeds. The design-build-operate RO plant contract provided over 20,000m3/day of much-needed water for 10 months.

Further major contracts followed including a major project for food giant Nestlé, RO plants for nitrate removal at Anglian Water, nanofiltration plants for colour removal at Scottish Water and a major contract for high-purity water supplying a ring main servicing industrial clients of Hartlepool Water on North Teesside. The first contract for ACWA’s acclaimed Amtreat® process, which provides effective treatment for high-strength ammonia liquors, was won in 1998. In this year the first plant was installed at Anglian Water’s Cliff Quay site followed by a major project at Southern Water’s Ashford wastewater treatment works. Now, in 2012, Cliff Quay is being upgraded, along with a new similar project at Basildon. The air pollution control business received a major boost in 2001 with its largest order to date, worth £2.3 million, from Rolls Royce in Derby. In 2002, CCC’s growing reputation in the Middle East brought in contracts for wastewater treatment works in Jordan and Sharjah, the latter being the largest to date at over £8 million. With the increasing public enthusiasm for recycling treated effluent, ACWA entered the membrane

ACWA’s Managing Director, Peter Ripley, recalls some highlights of the Company’s first quarter century.

Opening of ACWA House 1993

Peter Ripley


Feature...Text...ACWA Celebrates 25 Years of Success

bioreactor (MBR) market, purchasing Aquator Bahrain and Aquator Emirates in 2004, which held the Kubota licence for the Middle East. This move was swiftly followed by a £4 million contract for the world-famous Al Ansab project in Oman.

ACWA relocated its Middle East office to Dubai in 2005, and business has prospered with over 35 completed MBR plants as well as many traditional systems. The com-pany also developed containerized MBR plants, which have proved extremely popular. ACWA’s novel and high-ly- efficient Nitreat® system was developed in 2005. The technology uses a multiport valve and ion exchange to remove nitrate from potable water. This technology has also proved extremely popular, with early sales to Thames Water and Anglian Water. These were followed by fur-ther sales to these utilities and to Cambridge Water, Sev-ern Trent and Yorkshire Water - the latter for a 90MLD plant, the largest to date. In this year, ACWA’s sales also topped £20 million for the first time.

In 2006, the company’s success story recorded anoth-er high, with revenue topping £66 million largely due to a prestigious contract to build two seawater desalination plants for the Palm Jumeirah complex in Dubai. This pro-ject was one of the first to combine ultrafiltration and re-verse osmosis to treat the highly disturbed Gulf seawater - huge amounts of silt from the formation of the islands remained suspended, necessitating the development of novel pretreatment technology. The ongoing success in the Middle East saw the relocation of the ACWA Emir-ates subsidiary to the Le Solarium Building in the Dubai Silicon Oasis in October 2008. From here, the company has undertaken prestigious projects such as provision of an MBR for the King Abdullah University for Science & Technology (KAUST) in Yanbu, Saudi Arabia, an MBR system for the new Sheikh Makhtoum airport at Jebel Ali, and a current project to provide an RO system for the Princess Nouria University for Women in Riyadh, Sau-di Arabia.

In March 2010 ACWA established a joint venture with a US company to establish ACWA Clear in Bakersfield, California. This office has undertaken a number of pro-jects, and the company continues to grow. Other interna-tional business includes unique gas cleaning projects in China, USA and Vietnam for Pilkington NSG that com-bine particulate removal, thermal oxidation, dry scrub-bing and heat recovery. Mr Ripley says: ‘For the future, ACWA is committed to growth across a wide range of developments - leveraging entrepreneurial technologies, developing established markets and moving into the fast-growing PPP market. Alliances and frameworks are be-coming more popular, with long-term partnerships pro-viding mutual efficiencies, and we see entering these markets as a natural step that will fully leverage both our wide-ranging expertise and client benefits. ‘Our first 25 years have seen remarkable growth and acclaim around the world: we look forward with confidence and anticipa-tion to the successes of the next quarter century.’

Peter Ripley

Amtreat installation at Southern Water’s Ashford wastewater treatment centre

Opening of Gaza Water Supply - Viscount Waverley (left) and Peter Ripley, 2000

King Abudullah University of Science and Technology

Palm Jumeirah, 2006


FeatureACWA Archives

Top Left & Right: ACWA Brochure, 1987

Bottom Left: CCC Bulletin, December 1991

Bottom Right: Yorkshire Post, March 1995


FeatureACWA Services Ltd: A Short History

ACWA was founded in 1986 when three colleagues decided to start their own company.

Peter Ripley, John Parratt and Les Armstrong invested £25,000.00 of their own money and persuaded the Midland Bank to lend them a fur-ther £25,000.00. The company then started trading in September 1986 with Les Armstrong being the first employee. Les was soon joined by John and on January 1st 1987 Peter and Jim Clabour also joined along with a secretary.

The original name of ACWA was All Clear Water Ser-vices Ltd although the trading style was always ACWA. There were over 150 companies in the UK with the word Aqua forming part of their registered name and a pro-tracted registration period was envisaged if the name Aqua had been proposed. After 5 years of trading the name ACWA was legally adopted and All Clear Water went into history. The original base was a single office of about 25m2 on the top floor of an old stone building which had spent most of its life as an office for wool trad-ing. As the company grew the whole of the top floor was

acquired and further expansion was then limited by the unavailability of space. The company grew from zero at start-up to achieve a turnover in excess of £2 million by 1989. For the next two years growth stagnated and invest-ment was sought in order to allow ACWA to tender and undertake larger projects. Initially two companies showed interest in acquiring ACWA, one being a Water plc who was flush with cash after their recent privatisation. The deal was almost struck before Wael Khoury and Hani Ak-kawi entered the fray persuading the remaining owners, Peter & John, to change their mind and finalise a deal with CCC. In retrospect this was a decision which has been entirely justified. After CCC’s acquisition of ACWA in 1991, ACWA’s workforce grew from 18 employees in the UK to well over 100 worldwide. Likewise, turnover grew from £2.15 million to reach over £60 million world-

wide in 2006. UK employees peaked in 1996 largely due to a contract from Yorkshire Water which was to assist with the county’s worst ever drought. This contract was the company’s largest to date and was worth £7 million in total. It was for the design, build, maintain and operate of a filtration and reverse osmosis plant supplying drinking water for 100,000 people. It brought much acclaim when it was completed from fax of commencement to comple-tion in 13 weeks.

from left: Wael Khoury, Izzatt Kayyali, the President Said Khoury, David Curry (Minister of State for Agriculture Fisheries and Food), Peter Ripley, John Parratt and Max Brawley at the opening ceremony of ACWA House

on 9 January 1993

The President Said Khoury and David Curry, Minister of State for Agriculture, Fisheries and Food

from left: John Sykes, Chief Engineer Carlsberg Tetley (now Coors), John Porter, EMAS Consultant, Peter Vale, Engineer Carlsberg Tetley, Bill Steven, EMAS, John Round, Projects Manager, Carlsberg Tetley and Peter

Ripley, 1995


Feature...TextACWA Services 2012: Delivering Tomorrow’s Solutions Today

The Company possesses comprehensive expertise to deliver flexible, reliable solutions that fully an-swer the rigorous demands of today’s environmen-tal sector. Our mission is to maximise client value, skillfully balancing the need to meet present and future regulatory requirements with an intelligent low-carbon approach that creates optimum envi-

“ACWA has achieved eminence as a leading provider of innova-tive, sustainable process solutions for the air, water and wastewa-ter sectors around the globe”.

Membrane Bio Reactor installation, King Abdullah University for Science & Technology, Saudi Arabia

Sludge Digestion, Naburn, Yorkshire Water


Feature...Text...ACWA Services 2012: Delivering Tomorrow’s Solutions Today

ronmental and cost benefits. And, as part of Consoli-dated Contractors Company, one of the top 20 interna-tional contractors worldwide, ACWA benefits from a sta-ble foundation of strong financial backing and global operational exper-tise. ACWA has provided solutions for some of the world’s most pres-tigious and chal-lenging projects in-cluding the Palm Jumeirah devel-opment in Dubai and the flagship Al Ansab wastewa-ter treatment plant in Oman, and for an influential international client list that in-cludes Kelloggs, Coca-Cola Enterprises and many major water service companies and international government bodies. In the complex and increasingly challeng-ing world of air, water and effluent treat-ment, ACWA’s expertise has won it a valued reputation as a trusted, reliable partner where low-carbon, environmen-tally sound and cost- effective solutions are required.

Climate change, soaring population growth and declining resources mean that humanity today faces more significant challenges than at any time in the past. ACWA is committed to offering creative

solutions to these complex issues that not only provide answers for today, but also for the future. We constantly aim for ex-cellence and to leverage the complemen-tary skills of our three core businesses to this end. With an extensive expertise built up over a quarter of a century in 2012 ACWA can provide industry, govern-ment and utilities with flexible, individual solutions that improve their environmen-tal performance, drive efficiency and help resolve pressing global problems. At the heart of our strategy is a drive to achieve maximum value for clients by integrating legislative, environmental and financial imperatives to create unique, focused so-lutions to their needs.

Amtreat® Installation, Southern Water, Ashford

Sharjah WWT, UAE

Palm Jumeirah, installation of reverse osmosis skids


Feature...TextFrom a Broom Cupboard in Bradford to the World

Skipton-based ACWA Services celebrated its 25th anniversary recently with a reception at which Julian Smith, MP for Skipton and Ripon, staff and guests from around the world paid trib-ute to an extraordinary local success story.

Managing Director Peter Ripley says: “It is hard to believe that it is 25 years since we set this busi-ness up in a broom cupboard in a mill in Bradford belonging to a wool scouring firm and now we are an established leader in water, wastewater and air treatment around the globe.”

As the company grew it moved to its current headquarters on the Acorn Business Park in Skip-ton in 1992 and ‘ACWA House’ was officially opened in January 1993 by the then Minister of State for the Department of Agriculture, Fisher-ies and Food, local MP David Curry.

ACWA have undertaken projects across the world allowing safe and secure water to flow to both domestic customers and industry alike. In addition to the major utility companies it serves, its prestigious industrial client list includes some of the world’s leading brands including the Ford Motor Company, Kelloggs, Nestlé, Rolls Royce, Coca Cola and Budweiser.

The company went from strength to strength in the 1990s and international orders began to roll in, including a first contract for a desalination plant in Yemen. Subse-quently, one of the world’s largest construction compa-nies, Consolidated Contractors Co, became the majori-ty shareholder in 1992, heralding a period of expansion.

Water purification remains a mainstay of the business, but the company has successfully expanded across the en-tire water treatment spectrum as well as diversifying into air pollution control. The Middle East became and still is a significant market for the company, where its name is synonymous with a number of prestigious contracts such as the luxurious Palm Jumeirah resort in Dubai where ACWA provided advanced seawater desalination systems and a wastewater reuse plant.

The company also has a number of own-brand treatment

Peter Ripley (to right of sign) with ACWA staff.

Peter Ripley (left) receives a gift to mark his 25th year of service from ACWA Chairman, Stephen Byers (right) with Julian Smith, MP (centre).


Feature...Text...From a Broom Cupboard in Bradford to the World

systems that are famous around the world for their quality and reliability, including the Amtreat® ammonia removal process, the Nitreat® system which removes nitrates from drinking water and the Memtreat® Membrane BioReactor system.

Julian Smith, Member of Parliament for Skipton and Ripon, said:

“I would like to congratulate ACWA on their 25th anniversary and on the work they are doing from Skipton across the world. These have been very difficult times for business so it is encour-aging to hear about the growth the company has shown over the years and the continued growth it shows today. I am also delighted the firm is taking on apprentices and giving opportunities to young people who are vital to our economy and our fu-ture.”

And to underline the ongoing success of the Company ACWA has recently taken on seven extra staff at its Skipton headquarters, many of them from the local community. Jason Handley is returning to the Company and says he “jumped at the chance” to come back to ACWA.

Another, 20-year-old new apprentice Becky Greenwood from Skipton says: “Having come from an engineering background and studied engineering at school, I was de-lighted to be accepted by ACWA as a trainee CAD tech-nician. As an apprentice, I am able to get hands-on expe-rience with support from colleagues whilst furthering my qualifications to develop skills and knowledge, and ulti-

mately my career.”

The company is proud of both its local heritage and its growing international reputation. Peter Ripley says: “ACWA is now firmly established as a major player in the UK and Middle East and has a fast-growing joint ven-ture company in the USA as well as highly-successful con-tracts in the ‘Asian tiger’ markets of China and Vietnam. We are proud of our long list of ‘household name’ clients which says much about the quality of our systems, our ser-vice – and most of all our staff.”

“We’re already looking forward to the next 25 years and aim to build on the experience and ex-pertise built up over our first quarter century to provide solutions to both drive the economy and help resolve the world’s pressing environmental problems.”

Stephen Wright, President of Bradford Chamber of Commerce (left) with Peter Ripley

Jamal Akl represented CCC at the reception


FeatureACWA in the news


FeatureACWA today


Area News

Nigerian State Governor Visits Athens

Greece

We had the pleasure of re-ceiving H.E. Dr. Emmanuel Uduaghan, Governor of Del-

ta State, Nigeria along with a group of advisors at MOA on Wednesday, 1 February. The

delegation was accompanied by Prince Rasaq Adele Ade-wole representing our Nigerian partners.

A CCC presentation was made to the guests: discussions evolved around our existing projects in Delta State and His Excellency praised CCC’s presence in Nigeria and its work in terms of quality and progress.

The two parties talked about future potential projects and CCC expressed interest in pursuing those of mutu-al benefit to both CCC and the people of Delta State and Nigeria. Samer Khoury personally thanked His Excellen-cy for his visit.

Said Khoury hosted a dinner in honour of the guests, at-tended by Samer Khoury, Suhail Sabbagh, Samir Khoury, Jamal Akl and the undersigned. Mr. Khoury added a spe-cial touch to the evening by telling interesting stories from his personal experience during the old days to the esteemed guest.

The visit was very productive and will strengthen the presence of CCC in Nigeria.

Delta is an oil-producing State of Nigeria situated in the region known as the Niger Delta, South-South Geo-polit-ical zone with a population of 4,098,291. The capital city is Asaba, located at the northern end of the state with an estimated area of 762 km2, while Warri is the econom-ic nerve and also the most populated area located at the southern end of the state, which has a total surface area of 16,842 km2.

Walid Jabara


Area News

Ras Laffan Port Expansion Project Celebrates

Qatar

The achievement of 37 million man-hours without a lost time incident at the CCC/Teyseer Contracting Co. Joint Venture Ras Laffan Port Expansion Project marked the highest record of Qatar Petroleum (QP) of all the client’s holdings within Qatar.

We distributed gift items to the entire workforce to mark the occasion.

It was such a very significant milestone that a special lunch was held at the RLP2 Camp on 6 March 2012. RLIC, QP and CCC/TCC’s respective project directors and managers and staff attended and graced the celebra-tion.

Qatar Petroleum’s Project Manager, Abdulla Al-Ema-di, expressed his cordial appreciation to CCC/TCC dur-ing the celebration. As is traditional, a symbolic cake of 37 million man-hours was cut by Mr. Al-Emadi and Imad Khaled, CCC/TCC Project Director. Everyone in the ven-ue shared their experience and enjoyed the occasion.

Administration StaffRLP Project


Area News

Innovation in CCC

United Arab Emirates

8 February 2012 marked the day of the first production of green energy in one of the

CCC camps of the Sahil and Shah Full Field Development Project (SAS) in UAE.

After nearly two years of preparation, vendor delays and delivery obstacles, the results were magnificent although every-one had suspected that it wouldn’t see daylight. Aiming at introducing green innovation in the construction sector, corporate leaders decided to adopt as much as possible of green initiatives in the project’s two camps since the early days of the project. These initiatives included solar-assisted air conditioning units which save around 20% of the consumed power compared to normal ACs; the orientation of the camp units to keep the short side of the cabins facing the sun during the hot season thus reducing the amount of heat transferred into the units and finally the commissioning of an up to 50kWp photovoltaic solar system with state-of-the-art vanadium redox flow batteries.

There are two solar panels installed in the SAS - Sahil camp and both of them feed the administration offices block. The first system is SunCarrier which has a 40kWp capacity and a tracking system that rotates the panels up to 120° to keep the modules aligned with the sun through-out the day. This system is connected in parallel with the grid line and the panels are set as the primary feeders to a load of 15 ACs and 20 computers. So far this sys-tem has been able to produce an average of 192kWh/day. The second system is the CarPort which is fixed modules over a parking shed with 17kWp capacity connected to a 100kWh flow battery. This system is completely inde-pendent of the grid (unless backup is required) and feeds a load of 7 ACs and 2.6 kW of lights. The power produced during the day is used to charge the battery and feed the load then the charged battery is used to feed the load dur-ing night. So far this system has produced an average of 68kWh/day.

Although the main intention was to reflect the compa-ny’s reputation, the systems` environmental and economi-cal benefits proved to be beyond expectation. On average they produce more than 260kWh/day and this is expect-ed to increase during the summer. It is expected to reach 100,000 kWh in a year and with an average rate of 0.32 L of Fuel/kWh in CCC power houses (which is excellent compared to book values provided by generators’ manu-facturers). This could save up to 32,000L of diesel fuel in a year or 86,400kg of CO2. The fuel saved could be enough to travel around the globe`s equator almost seven times using a double cabin pickup or to run a diesel welding machine for nearly four years (365 days a year, 10 hours a day). Economically, around 70% of the price of kilo watt hour generated by CCC power houses in UAE is cost of fuel. With this saved, there is really nothing left to com-pare. (These figures are based on average fuel consump-tion data from a number of fuel reports generated with-in CCC.)

Solar systems have been in development for a very long time and there is still much further to go, yet such an initi-ative from a Middle Eastern oil and gas construction com-pany is unprecedented. It will definitely boost the use of renewable energy resources within the group on a larger scale and will raise the bar for competitors to meet the in-novation in CCC.

Khaled Abu-EseifanPMV - SAS Project

Pictures 1 to 3 show the different locations of the SunCarrier as is tracks the sun. Picture 4 is the Carport System


Area News

CC Energy Development

Oman

In its edition of 8 April 2012, the Omani newspaper “Muscat Daily” published an interview with Shahrokh Etebar, Man-aging Director of CC Energy Development entitled “We plan to drill 37 more wells this year”. Some extracts from that in-terview are reprinted below:

CC Energy Development (CCED) operates Oman’s Blocks 3 and 4 with a 50 per cent stake and production of around 10,000 barrels of oil per day (bopd). Tethys Oil and Mitsui have 30 per cent and 20 per cent stakes, respectively. The development, including the Farha and Saiwan fields, is CCED’s first producing asset as an op-erator.

What is the history of CCED’s blocks in Oman?

Exploration in the area covered by Blocks 3 and 4 in Oman start-ed 40 years ago, in 1972. Several large companies, including Petro-leum Development Oman (PDO), Japex, ELF, Wintershall, Amoco, Total, Nimir Petroleum and Enca-na searched for oil and gas over the years since, and more than 30 wells were drilled in these two blocks. These companies did not find any-thing of commercial value, so they left. At the end of 2007, CCED took operatorship of the blocks, with a 50-per cent working interest, and began to explore the area again.

We have a different interpretation from the other companies that have operated these blocks, hence our interest. When we set up the oper-ation and started drilling in 2009, we made two light-oil discoveries. Heavy oil was known to be present in this area, but in ad-dition to that, in 1986 a well had been drilled by Japex, which produced 100bopd. However, for economic rea-sons, the company abandoned the discovery. We are mak-ing that well a producer right now.

What is CCED’s drilling schedule and investment pro-gramme for 2012?

We built early production facilities and started produc-ing oil within five months - that is not an easy thing to do. Out of the 27 exploration, appraisal and production wells we drilled up to October 2011, 23 were successful and have been hooked up to the early production system. We are also planning to inject water into the Barik reser-voir in Block 3 in 2012, due to a decline in pressure in this reservoir.

Our Khufai reservoir has aquifer support so there is no need for water injection. The testing procedures we have undergone so far have helped to ascertain the facilities we will need when we move past the appraisal stage.

In 2012 we plan to drill 37 ad-ditional wells, and complete the installation of our perma-nent facilities. This requires approx-imately US$ 220mn for the completion of this de-velopment, excluding operations. To date we have spent around US$200mn since 2010. Within the next five years, the potential exists to invest an additional US$500mn.

What is the company’s plan for building facilities in 2012?

Early production facilities have been set up at both Farha and Saiwan fields and over 10,000bopd is trucked to Alam Station and after metering, transferred to Qarn

Alam via PDO’s 8” pipeline for entry into the main oil pipeline. We are now building permanent facilities at Farha and Saiwan, linked by a new 10” pipe-line. A 16” pipeline and metering sys-tem will connect our facilities to the Alam station, which can later be ex-tended to Qarn Alam, replacing the PDO 8” pipeline.

I understand PDO has capacity and is pleased to accept our oil because of its lightness and quality - around 40 de-grees API gravity. We also pay pipeline fees and our lighter oil is mixed with PDO’s heavy oil. It is a win-win situ-ation.

Would CCED be interested in ac-quiring new license areas in Oman, and what is the company’s objective for its Oman operations in Blocks 3 and 4?

At a production of 10,000bopd at this stage, we are still injecting money into the project. We are still interested in taking up leases, either in Oman or other places. We are continuously looking at new investments.

We are really interested in Oman, and that is partially due to the excellent support we get from the Ministry of Oil and Gas. There is no other country with such a facili-tating environment.

We know we are here to stay and we hope we are going to find more oil than we have so far. If there is an oppor-tunity in any other block we always look at it. We aim to be one of Oman’s largest oil producers in the near future.

Bulletin Staff

Shahrokh Etebar


Area News

Engineering Day at Birzeit University

Palestine

As one of the main sponsors CCC partici-pated in the engineer-ing day at Birzeit Uni-versity that took place in April 2012. CCC was represented by its Building Informa-tion Modeling Cent-er (BIM) in Palestine.

Participation was active and intensive this year through the BIM booth, printed materials, video pres-entation and aware-ness lectures on im-plementing BIM in the AEC industries. Moreover, the BIM Center on be-half of CCC carried out a recruitment campaign and in-terviewed over sixty graduates who are expected to be po-tential CCC candidates in the near future.

Amro AbualiaBIM Palestine


Training & DevelopmentTechnical and Project Management Training at CCC

The Beginning

In early 2008, I joined CCC on a full-time basis to de-velop the technical and project management training pro-gramme. However, the beginning was in 2003 until 2007 when I was a professor in the U.S.; I developed and con-ducted the widely known “Project Management Profes-sional” (PMP) certification exam prep courses for senior CCC staff. I used to lead a team of international experts from the U.S. to conduct the training and there was no-ticeable interest in this type of training at CCC. Since 2008, The Training Committee at CCC has supported me to conduct a series of technical and project management courses in important and timely areas of practice such as Planning & Scheduling, Risk Management, Quality Man-agement, Value Engineering, and PMP, besides others. Based on my daily interaction with CCC staff through the training, I had the opportunity and the pleasure to meet and work with a large number of CCC colleagues. I have been listening attentively to their genuine desire for learn-ing and betterment. I have realized that for those hard-working CCC staff, acquiring up-to-date technical skills that are directly linked to their job functions is a priori-ty and a welcomed breath in their feverish work schedule. Besides, such training would support the career develop-ment process of staff. As a result, and year after year, the technical training schedule has expanded to include an as-sortment of various needed training topics.

Training Lingos in Brief

Training can be defined as the organizational process that is designed to assist individuals to gain new knowledge, skills, and attitudes. This will allow trainees and thus their organiza-tions to boost performance in terms of pro-ductivity, efficiency, time-to-market, and ROI. However, the term training is still confused with a maze of other terms such as learning, education, coach-ing, employee development, hu-man resource development, and of course, learning and devel-opment. Along the way, prac-titioners rejected the naming of human “resource” devel-opment and considered it demeaning to peo-ple who should not be equaled to resources. The American So-ciety for Training and Develop-ment (ASTD) along with others in-fluenced the training industry throughout the past few decades to advance the concept of “andra-gogy,” (a learner-cen-

tered) as a learning approach for adults to make it distinct from “pedagogy,” that is for children (content-centered). In the past few years, the training paradigm in large organ-izations such as CCC has become a complex and an elab-orate process in which the organization aims at achieving strategic goals by supporting change via learning and non-learning activities. This has led to understanding the dif-ference between learning and performance since the suc-cess of training is measured by how well the organization is doing to reach its goals.

Thresholds

Over the past four years, the CCC in-house Techni-cal and Project Management Training Programme has achieved several thresholds, and in 2011 and 2012, higher levels of performance have been reached as follows:

More Geographical Areas Added

In addition to providing the technical training in the UAE, Qatar, and Lebanon Areas, several courses were provided in the Egypt, Oman and Kazakhstan Areas.

Successful Completion

A total of 765 engineers and staff from all CCC Areas attended the PMT training programme in 2011.

Course Catalogue

A total of 22 different training topics are made avail-able in 2011 and 2012.

Relevance

Development of up-to-date technical cours-es that address cutting-edge topics in man-

agement, civil and mechanical projects. Courses such as Advanced Concrete Is-

sues, Contractual Change Management, Piping Control Using Talisman, Fab-

rication and Welding, Green Build-ings, Value Engineering, are just to

name few.

Expert Guest Speakers’ En-gagement

Highly qualified senior management from with-

in CCC participated in designing and provid-

ing some of the train-ing modules. These

experts deep-ly understand

CCC inter-nal process-es and have

t h o r o u g h knowledge of the

company technical know-how.


Training & Development...Text...Technical and Project Management Training at CCC

Engagement of External Consultants

Collaboration with international consulting compa-nies and manufacturers was done over the past few years. These companies include PA Corporation, PERI, DOKA, RMD, Palisade, AON, Ready Mix Beton and other specialty companies dealing with concrete, dewa-tering, cranes, and others.

Alliances

Cooperation with international associations and enti-ties such as the Project Management Institute (PMI), US Green Building Council (USGBC), American Society for Quality (ASQ), Construction Industry Institute (CII), American Society for Training & Development (ASTD), and others. These organizations have been providing guidance, standards, and material support. Most notably, I have developed and managed the relationship with PMI

to ensure that all project management courses we conducted are approved by PMI. I also ensured that CCC earn the status of “Global” Reg-istered Edu-cation Provid-er by the U.S. Project Man-agement In-stitute (PMI), which is one of the best known and leading in-ternational or-ganizations in project man-agement. This has allowed par t i c ipant s to earn the widely recog-nized Profes-sional Devel-opment Units (PDUs) for the purpose of applying for and maintain-ing the various international management certifications.

Certification

Support and guidance of CCC mid-dle and senior managers to pass the per-tinent inter-national ex-ams needed to acquire their


Training & Development...Text...Technical and Project Management Training at CCC

certification in domains such as the widely recognized (PMP), USGBC-LEED AP (Leadership in Energy and Environmental Design), and PMI-SP (Scheduling Profes-sional), PMI-RMP (Risk Management Professional) and others.

Case Studies

In cooperation with CCC senior management, a num-ber of case studies were introduced in support of the con-ceptual shift from organizational learning to becoming a learning organization through the technical training pro-gramme. There are ongoing efforts for the development of “case studies” from within CCC projects to support our training modules and to enrich the delivery of vari-ous technical training modules. Many cases were adapt-ed from projects such as KGP, EU3, LTP, RLP, BCA and others.

Monthly Technical Brown Bag Lunch

On the last Thurs-day of each month, a senior manager from CCC, and sometimes a consultant, is invit-ed to make a technical guest speaker lecture over lunch. This event was well attended at the EPSO Training rooms in Abu Dhabi, Musaf-fah. It also featured vid-eo presentations on en-gineering topics such as bridges, earthquakes, EPC, CCC camps, sus-tainability and tall buildings.

Public Relations and Collaboration

I was invited and spoke at several keynote addresses at four public conferences in 2011: The PMI Gulf Confer-ence in Bahrain, IIR Conference on Training and Career Development in Dubai, Marcus Evans Workshop Risk Management in Abu Dhabi, and Cranes International in Dubai. This is in addition to several presentations made at universities and colleges in the Gulf. These events had helped strengthen CCC involvement in the society.

Customized Technical Training for Departments

Besides the PMT corporate training programme, work is underway to design training programmes that specifical-ly address the needs of certain CCC departments. Elec-trical, mechanical, and software topics are looked into to design and launch a training framework for these depart-ments.

In 2011, new technical training subjects were introduced and up-to-date management standards were incorporated into the training courses. The CCC 2011 technical programme featured four categories of courses: 1) Project

Management Courses that cover essential topics such as planning, scheduling, cost management, risk management, quality management, contracts management, value engineering and the PMP certification, 2) technical courses (civil), which include formwork, concrete, dewatering and high-rise buildings, 3) technical courses (mechanical) which include cranes, fabrication, welding, hydro-testing and piping control, and 4) technical courses (general) which include green buildings and a monthly technical brown bag lunch.

Thanks Go To

Thanks in particular to Ghassan Ouaijan who support-ed the programme in every possible way and to all mem-bers of the Training Committee who provided excellent guidance. Many thanks and acknowledgement to the out-standing contribution of Munif Mahmoud, Sam Mattar, Abdel Halim Rateb, Zuhair Haddad, Mohamad Mous-sa, Ihab Abdul Kader, Ghassan Kawash, Fadel Yafawi,

Thomas Kafarakis, Jo-seph Yammine, Nasser Nasser, Mounir Soufy-an, Nazih Cherri, Ibra-him Ghoneim, Has-san Mohamad, Hassan Seoudi, Fareed Qad-doura, Suheil Mu-sleh, Mohamed Tarek, Aref Boualwan, Ous-sama El Jerbi, Tony Awad, Basel Eshtewy, Raed Abu Zeinah, Maher Kabbani, Na-jib Hassan, Suresh Ku-mar, Mohammad Hal-lak, Abdel Nasser Nafea, John Alan Lew-is, Walid Mansi, Wael Gharib, Dawoud Tan-bouz, Baha Ghanim

and many others who actively participated in these cours-es and provided invaluable expertise and support. Plans are under way to expand the training programme in the coming few years to cover more technical subjects and to engage a wider spectrum of senior management in EPC, structural steel, productivity improvement, green build-ings, and so on.

The Stats

A total of 765 CCC engineers and staff attended the PMT programme in 2011, an increase of 38% over the 2010 tally. The total number of technical unique courses offered in 2011 was 22, with new courses such as the Advanced Concrete Issues, High-rise Building, Bridges, Fabrication and Welding, Pipeline Construction, and Bridges.

Dr. Manar Shami


Corporate Social ResponsibilityCSR News Report

Contribution to CSR Initiative

CCC Staff are encouraged to come up with ideas and ac-tivities 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]

Earth Hour

Saturday, 31 March 2012 was the fourth consecutive year for all CCC areas and projects to recognize and par-ticipate in the Global Earth Hour Campaign by switching off their lights between 8:30 and 9:30 pm local times. A few areas and projects which reported their participation included Nigeria, ACWA UK, ACWA UAE, Kazakh-stan, UAE, Guinea, Tanzania.

Greece

Contribution to the Communities in Greece

In continuation of the CSR Initiatives, CSR Committee in Athens is extending a supporting arm towards specific communities that have been badly affected by the prevailing financial crisis in Greece. Organizations, institutions and other parties which are badly in need

of specific necessities including food stuffs, medicines, clothing, blankets and other related items have been identified and actions were taken towards the following:

Food Drive Campaign

A van full of dry and canned food was delivered to the KLIMAKA NGO - a shelter for the homeless based in Athens that is active in feeding the increasing number of homeless people in the area. The donation which was made by CSR on behalf of CCC employees was greatly appreciated by the officials of the organization.

Upgrading of Household Appliances

A new heavy duty kitchen stove was donated to replace the existing old damaged one to Pamakaristos Founda-

Before After


Corporate Social Responsibility...CSR News ReportCSR News Report

tion, a non-profit charity organization which provides a variety of services regarding education, social welfare and vocational training courses to children and adolescents with autism spectrum disorders, mental retardation and various learning and attention disabilities.

A washing machine, a freezer and a vacuum cleaner were donated to the Adult Guest House of the Munici-pality of Vouliagmeni in Athens, an establishment which offers a shelter and feeds over 40 adults who are unable to remain in their own homes for any given reason.Since its foundation, the guest house has hosted more than 2,000 people and among the challenges its residents have faced are homelessness, unemployment, drug addiction, cancer, and spousal battery.

3R’s Personal Paper Recycling Box

One of the targets handled by CSR - “3R’s Sub-Com-mittee” is to minimize wastage of paper at MOA. Person-al Paper Recycling Boxes were distributed to all MOA of-fices for depositing the unwanted documents rather than disposing them in dustbins.

Kazakhstan

Nauruz Holiday

On the occasion of the Nauruz Holiday (21 March), Ka-zakhstan CSR team organized a concert at the Atyrau Arts and Music Academy with the Lebanese singer Yehia Abu Saada and musician Mazen Abu Saif participating. The songs and dances played by the academy’s students, the CCC dabke group, Yehia and Mazen demonstrated how music is the language of all cultures.

Tony AwadGroup Corporate Social Responsibility Officer


Corporate Social ResponsibilityCCC Egypt’s First Tennis Tournament

As a part of our commitment to the health and wellbeing of our staff, we decided to organize and hold the 1st Ten-nis Tournament for CCC Egypt staff in Cairo. This fun event took during the period 16-23 January 2012 (despite the current unstable situation). Sixteen players from dif-ferent projects and office locations competed in a friend-ly and cheerful atmosphere which ended with the results as shown in the table.

We believe that this event was a very successful one, which helped build our CCC Egyptian family team spirit and which came amid severe political tensions and assist-ed in creating hope for a better future.

Mohab KassemSenior Accountant & Sports Events Coordinator

Dany Chouaib being presented with the winner’s trophy by Ziad Raleb


Corporate Social ResponsibilityPublic School Library Development - Emirates Foundation, Abu Dhabi

Sustenance of the universe and prosperity of the human race are built on the strengths of pillars of knowledge and the process of building the pillars is through READING: reading to learn and learning to understand. As part of its CSR programmes, CCC UAE Area has sponsored a pub-lic Library Development Project implemented by Emir-ates Foundation. Emirates Foundation is a unique not-for-profit UAE institution which has always undertaken long-term initiatives that address important social, cultur-al, educational and environmental issues of UAE citizens, beyond the regular ambit of government and commerce.

Developing reading habits among the young genera-tions of the UAE population has been recognized as an important area to foster public/private cooperation by the Emirates Foundation. Major private sector companies have joined together to promote various projects selected by them and our decision to sponsor and financially sup-port development of public libraries in various regions of UAE and also be part of the developing process was well received and heartily welcomed by the UAE authorities.

Our commitment to support the endeavors of the local community to groom a knowledgeable young generation who are capable of meeting the country’s underlying re-quirements and future challenges was met with applauds from all corners. The future of any country is in the hands of the young generation and public libraries contribute a great share of enlarging the knowledge base of the young as well as the grownups. Our efforts to become part of this noble venture were well appreciated. We can be proud of our dedication to mould a knowledgeable young gener-ation who can face future developmental needs of their country and also contributing to global knowledge de-velopment that can support the human race is a well de-signed CSR programme.

Library Development Project

Encouraging young students to read and use their school libraries will add to the enhancement of quality of UAE education as well as preserving the cultural heritage of the country. The photograph reveals the utilization of the li-braries to expand the cultural spirit of the children from an early age.

Cultural Activity Room

The region selected for development of this project was the Western Region of the UAE as major CCC projects are located in this region. We are giving more importance to regions where we are operating our projects when the subject is community development.

We have been part of the selection and screening com-mittee entrusted with the responsibility of identifying el-igible schools, reviewing the aide applications, vetting and subsequent approval by the Ministry of Education. We were cited in all external communications relating to the project and the criteria selected for funding eligibility was based on schools that demonstrate committed leader-ship, high quality feasibility plans and the engagement of teachers, administrators and community.

Though we lagged behind in the volume of funding com-pared to other private sector sponsors, our approach to-wards this noble cause, participation in selection process and our general attitude from the beginning, and so on were highly appreciated by the Emirates Foundation, the Ministry of Education and of course the beneficiaries (the local community).

The developed public libraries have a great source for expanding the knowledge base of girl students and female community as the library atmosphere provides all protec-tions deemed necessary for them to sit relaxed in a cul-turally conducive atmosphere and open up themselves to a world of knowledge which was otherwise not accessible for them. The picture shows the female community’s par-ticipation in the libraries.

Female Reading Area

To ameliorate relationships in regions where we are building structures that last for generations is a pragmatic approach of the company and it is well within our defined CSR programmes. By doing so, we shall be able to leave behind a permanent footprint of the Company’s generos-ity and social commitment towards the local community.

By becoming fully familiar and comfortable with utiliz-ing library resources, young Emiratis will be able to in-crease their academic achievement and have tools to up-grade their knowledge and skills throughout their lives, contributing to their personal and professional accom-plishments and that of their nation. And we are proud to be a part of this achievement.

If books are the medium for young aspiring minds to vis-ualize their dreams then a library can give life to realize their dreams.

V. MamunniSenior Administrator/Lead CSR Coordinator, UAE


Corporate Social ResponsibilityQatar National Sports Day

Qatar kicked off its first ever Qatar National Sports Day on 14 February 2012. As part of the government’s agenda in connection with the up-coming 2022 World Cup and the bid to host the 2020 Summer Olympics, this celebration was ini-tiated to further enhance and develop the sports culture within the state. This in turn creates aware-ness and promotes sports and its benefits, physi-cal education and a healthy community among its citizens, residents and immigrants working in the state.

The National Sports Day (NSD) will be held an-nually every second Tuesday of February. And since the celebration was declared a national hol-iday, all levels of society of different ages can par-ticipate.

CCIC/TCC, as one of leading construction firms in Qatar, joined in the celebration where the sports enthusiasts’ employees of the company ac-tively participated in various sports events such as basketball, volleyball, cricket, table tennis, mara-thons, and so on.

Winners and champions in different categories were awarded with trophies and some gifts were offered as a token of their involvement.

Aside from the positive benefits of sports to physical and mental health, it also encourages so-cialization where employees get to meet other groups. The festival served the employees a wor-thy cause of their time where all had fun and en-joyment including the families of the senior staff who were also invited to join.

Due to the overwhelming success of the event, the government of Qatar granted special author-ity to CCIC/TCC to continuously hold the annu-al celebration within CCIC/TCC projects in Qatar which will surely be an event for its employees to look forward to.

Through the coordination of CCC area manage-ment and all project management along with the local authorities and support from various govern-ment departments, the sports fest, as conducted for the first time, turned out to be well-organized and successful thus making an historical addition to Qatar’s record of leading and positive initiatives in the region and across the globe.

Adel Abdul AlManager, Area Personnel and Administration


Corporate Social ResponsibilityCCC Oman Lifts Basketball Title

This tournament is a yearly activity organized by the Oman Chamber of Commerce & Industry and the Oman Basketball Association.

Our basketball team was one of the twelve teams (rep-resenting various public and private sector firms and min-istries) that participated in this year’s event. The tour-nament took place between December 2011 and March 2012. In the final game, CCC defeated Oman Cement Company by 63 - 45.

Johny BandakMaterials Engineer (Estimation)


Health, Safety & Environment...TextThe Unknown Soldier

Many a time a soldier goes unnoticed while performing his job and carrying out his duties to protect the lives of others. This anecdote may sound familiar to many of us, but it hits very close to home when it comes to the Health, Safety and Envi-ronment (HSE) staff work-ing in projects around the world. The CCC HSE Staff are indeed the unknown soldiers, always striving to protect the lives of those around them while, for the most part, remaining un-noticed by the very people whom they protect. Howev-er, the CCC HSE Staff be-lieve in the wise words of John Fitzgerald Kennedy who once said “the highest appreciation is not to utter words, but to live by them”. And if we live by the rules of safety, then that is the best form of thanks we can offer to these soldiers.

Even though HSE Staff do not perform their duties for praise in return - saving a human life is a reward in itself - regularly showing them our gratitude in any form is the least we can do for these heroes. And this is exactly what one site worker decided to do after he acknowledged the importance of safety when his life was saved as a result of it. The site worker decided to express his appreciation to

his supervisor in the form of a letter, which coincidental-ly led to the revealing of one of CCC’s Unknown Soldiers: an HSE Trainee.

The tale goes as follows…

During the erection of a tower crane in CCC’s project in Morocco, two steel fixers were gathering steel in the vicin-ity of the tower crane. An HSE Trainee realized that the crane was beginning to topple and took immediate action by moving the two workers away from the crane. Thanks to his presence of mind, alertness and swift actions, he saved the valuable lives of two of our colleagues. Had the HSE Trainee been less attentive or hesitant in his reac-tion, we would have lost two precious lives in this unfor-tunate event. The HSE Trainee was indeed the Unknown Soldier in this event, whose effort to make a difference may have gone overlooked, until the “thank you” letter uncovered his heroic actions.

The “thank you” letter was written by another worker who was walking towards the tower crane erection site when he was stopped by the HSE Manager for not wear-ing appropriate eye protection. This intervention delayed him from approaching the vicinity of the tower crane which toppled during that time. The site worker then ex-pressed his gratitude through a heartfelt letter to his su-pervisor thanking him for saving his life.

This illustrates that safety issues should never be tak-en lightly no matter how insignificant they may seem at the time, for we can never predict the consequences that may follow.


Health, Safety & Environment...Text...The Uknown Soldier

Even though the HSE Trainee did not receive a “thank you” letter from the two steel fixers, he is definitely looked upon as a true hero by both of them as well as all the em-ployees at this project. In addition, the project held a cer-emony in recognition of both the HSE Trainee, for his bravery and passion for HSE, and the worker who wrote the “thank you” letter, for acknowledging the efforts of the HSE Staff.

The undersigned was so proud and touched by the pas-sion this HSE Trainee possessed that he decided to bring this event to CCC top management’s attention to ensure that the HSE Trainee’s efforts would be recognized by every employee in CCC. Samer Khoury, CCC President, Engineering & Construction, and the undersigned joint-ly decided to present the HSE Trainee with a financial award in addition to a certificate of appreciation signed by the both of them. The undersigned also flew down to Morocco to meet this hero in person and present him with the award.

It is never easy being the Unknown Soldier facing a dif-ferent battle day after day to ensure that each person within reach has a chance to live one more day. This hero proved to everyone that the ability and will to save human lives does not come with age or experience but is rather a passion that grows out of one’s appreciation for the val-ue of human life.

We must always remember that safety does not come with a job description nor is it the sole responsibility of the HSE Staff: it is everyone’s responsibility. If something does not look safe to you then it most likely isn’t. STOP the work when you witness an unsafe act or condition be-fore someone loses their life.

Belal KayyaliVice President, Health, Safety & Environment

It is better to lose one minute in life than to lose life in one minute


Health, Safety & EnvironmentSafety Bazaar

A Safety Bazaar, an initiative of the EU3 Project Man-agement, was opened on 29 November 2011 at the EU3 HSE Training Centre with the theme “Safety is not ex-pensive, it is priceless”.

A bazaar, in common terms, is known as a marketplace or shop were different products are displayed for pur-chase by people who will use the items. The concept of the Safety Bazaar is to display tools and equipment that are commonly used on the construction site in an area easi-ly accessible by the workers. The tools on display include a defective one and a good one for each variety. Check marks are placed on the good ones and cross marks on the defective ones. With this display, the workers can identi-fy which tools are good to use and which ones need to be avoided. Activities like these which involve hands on ex-perience for workers could greatly increase their aware-ness by letting them understand the difference between the good and the bad. After touring the bazaar, stickers are placed on their helmets as proof of the tour. There is also a box were workers can place damaged tools. These tools will help in expanding the bazaar and further in-creasing the variety of tools on display, improving safe-ty awareness on site.

Fadi WatfaHSE&S Manager

Borouge EU3 Abu Dhabi


In The NewsInterview with CNN

Samer Khoury, Chief Executive of Consolidated Con-tractors Company, said that the projects that are current-ly suspended in the countries which experienced the “Arab Spring” will resume in the near future and are waiting for the governments to stabilize, as many of those projects are strategic ones for the growth of the countries and recon-struction.

In an interview with CNN, Mr. Khoury said that the “Arab Spring” caused many large projects to come to a halt (such as the Tripoli Airport, Libya and other projects in Tunisia, Egypt and other countries, but he believed that the projects would resume soon.

Mr. Khoury stated:

“With the stability of the political situation in Libya and other Arab Spring countries, and once a legal framework has been established to support and protect investments, then Arab and other investors will return.”

Mr. Khoury stressed that it is in the interest of the Arab countries in general to back the stability of those coun-tries that witnessed the Arab Spring and they should con-tinue to finance and invest in those countries for several reasons, most importantly of all to strengthen security in the region. In addition, to show those countries as an ex-ample of growth and back those countries with loans and aid as is the case in Libya.

With regard to the future of Consolidated Contractors Company, a major construction company in the Middle East and the world, Mr. Khoury said that the role of the company over the next decade will be concentrated first of all in the Middle East and we hope to expand in Turk-menistan and Kazakhstan which are rich in basic resourc-es such as oil and gas.

He also pointed out that secondly the company is in-vesting in the African countries that are considered to be good countries for the company’s growth as they have suf-ficient natural products. Thirdly, the newest region of op-eration is Australasia.

Mr. Khoury pointed out that the company’s success-ful expansion into regions depends on utilizing the local force and through our understanding of the local culture and traditions; we do not feel we have not imposed our-selves on those countries.

Bulletin Staff


Milestones

Births

Muhanna Anabousi (HFGR Project, UAE) got married

to Samara Fouad Kordab in Beirut on 11 November 2011.

Deepak Kumar Singh (ECG Project, Equatorial Guinea) is very glad to announce his marriage to Shweta Singh. The wedding ceremony was held on 23 November in Jiradei, Siwan, India.

Kazi Mohammad Anwarul Islam (MPAC Project, Qatar) got married to Afroza Sultana on 12 December 2011 in their home town, Chittagong, Bangladesh.Happy to inform us of his wedding is Huzaifa Mansuri

(DMIA Project, Oman). He married Nazima on 31

December 2011 in Ahmedabad.

Mohammad Junaid (Area Khobar, Saudi Arabia) and Arooj

Irfan are happy to announce their wedding. The ceremony took

place in Islamabad, Pakistan on 11 February 2012.

Rani Sowayleh (Kuwait Area Office) and his wife Uliana are glad to announce the birth of a beautiful daughter named Aya Bella. Their first baby, she was born on 27 September 2011 in Beirut to the delight of family, friends and colleagues.

Ayman Nasser (MPAC Project, Qatar) and his wife

are pleased to announce the birth of their son Zaid on 18

October 2011 in Doha.

Shahadat Hossain (PNSO Project, Riyadh) and his

wife Thamina Khanam would like to share their happy

news: the birth of their son Rafan on 25 October 2011 in

Bangladesh.

5 December 2011 saw the arrival of Saiman Ahmed,

the first child of Shafique Ahmed (RKPP Project, Saudi

Arabia) and his wife Aysha Khanom Poly. He was born in

Chittagong, Bangladesh, to the delight of all the family.

Mohammad Nasim Khan (DMIA Project, Oman)

would like to announce the birth of his baby boy, Rayyan

Khan, on 8 December 2011 in India.

Chinduraj C. Sankarankutty (MAT-NDIA Project,

Qatar) and his wife Jasitha would like to inform

colleagues of the birth of their second child, a boy called

Surya Kiran. He was born on 20 November 2011 in

Kozhikode, Kerala, India.

Tofazzal A. Rahaman (Khobar Office, Saudi Arabia) and his wife Aklima Akter are very glad to announce the birth of their first child. Her name is Tayyeba and she was born on 4 October in her parents’ native town, Gazipur, Dhaka, Bangladesh.

Hassan Ali (RLPE Project, Qatar) and his wife are happy to advise his colleagues of the birth of baby daughter Maryam on 18 October 2011.

George Dayoub (Riyadh Area Office, Saudi Arabia) and his wife Limar Kassab are proud to announce the birth of their second baby, Sham. She arrived on 18 November 2011 in Riyadh.

Abdul Assim (DMIA Project, Oman) and wife Rejuala are very pleased to announce the birth of their baby girl, Manha. She arrived on the first day of the New Year in Oman.

Engagements & Marriages


Milestones

Engagements & Marriages

Births

Mihir Mohanty (DMIA Project, Oman) and his wife Nirajana

are very pleased to announce the birth of their first baby girl called

Anwesha. She was born on 17 January 2012 in Odisa, India and

the entire family is very happy with the new arrival.

A son named Adel is born to Hussein Shaath (MUP, Sudan) and his wife Dana Shawish. Adel arrived on 23 January 2012.

Saleem Urs Baber Ali (RLPEP, Qatar) announces his

wedding to Ayesha Banu on 16 March 2012. The ceremony

took place in Gadag, Karnataka State, India.Hussain Yousef (KPIZ Project, UAE) is happy to announce his engagement to be married. The bride-to-be is Sadeen Zabadi and the ceremony took place in Tripoli, Lebanon on 27 March 2012 in the presence of family and friends.

Mohammad Muzammil (Habshan 5 Project, Abu

Dhabi) and his wife Aalma are happy to announce the

birth of their first baby. It’s a girl named Arsha, born on 6

December 2011 in Kanpur, India.

Jodie Marcelo and Don (CIS/Iraq Support Group) would like to announce the birth of their son Bezalel Nathan on 27 July 2011 in the American Hospital, Dubai.

Stephan Mansour (MOA) and Lina Awad along with

their twin daughters Mariam and Rita were blessed with

a new addition to the family, Tamara, who was born on

30 September 2011. Mariam and Rita are very excited to

have a new playmate!

Ghadeer H. Al Nasr (RKPP, Saudi Arabia) and his wife Zainab

Al Hasawi are delighted to announce the birth of their first baby, a

girl. Her name is Ansar and she was born on 29 January 2012 in

Al Khobar. All the family is enamoured of the new arrival.

Walid Mustapha Khattab (MTL Project, Oman) and his wife Nazek Hemadeh announce with pleasure the birth of their son Mohammed. He was born on 24 January 2012 in Muscat.

Aslam Valiyakath Kuruppath (RLPEP, Qatar) and his wife Jaseena are extremely pleased to announce the birth of their baby boy on 16 February 2012 in Kerala, India.

Rinoy Chacko (DMIA Project, Oman) and his wife Juliya are pleased to announce the birth of their first baby, a boy named Adon. He was born on 20 March 2012 in Muscat. All the family members are very happy with the new arrival.

Faheem Pathan (DMIA Project, Oman) got engaged to be

married to Samreen Bape on 7 April 2012 in Mumbai.

Tareq Al Saleh (SAS Project, UAE) and Lujain Al Fares are glad to announce their engagement on 13 April 2012 in Nablus, Palestine.

Yannis Yannoulis (Managing Office Athens) and his

wife Vicky are delighted to announce the birth of their first

baby, a boy called Nicholas. He was born on 19 April 2012

in Athens.


ReflectionsThink Good, You Will Feel and Do Good

The difference between successful and unsuccessful people is in the way they think. The successful people do not think of different things, rather, they think different-ly. Thinking is the second activity by humans after breath-ing. And how we think determines to a great extent who we are and what we will become.

All people think and the key is they should think right. Our thoughts become feelings and our feelings become attitudes which control our behaviour. Thoughts become things. They define us and define the quality of our life. If we think good, we will feel good, and in turn we will do good.

To think good, we need to concentrate and to believe that concentration is a habit. And once we form this con-centration habit, this habit will form us. Aristotle has told us “we are what we repeatedly do. Excellence, then, is not an act, but a habit.” We need the habit to resort to a calm place where we think and where we shape our thoughts, because our thoughts do not come fully formed. We need to work out our thoughts and get them in shape. We need

to attain a winning mind through the quality of our think-ing. Winning mind is about how we think and how we feel. Those with a winning mind will stand the test of time. Our mind needs nourishment of new good thoughts to turn to a winning one. Have a look at the model which will shed some light on how to enhance good thinking.

The test of our thoughts should be in how much they align with our values and goals; how much they withstand the test of practicality and how easy it is to implement them.

Our thoughts define us and define our success and hap-piness. Our happiness is defined by the way we think. “You Can Be Happy, No Matter What”, as Richard Carl-son has told us in this famous book. The way we think de-termines what we eat, where we go, what we do, and with whom we associate and so on.

Once we think right we will feel and we will do right.

Dr. Riad Elhaj


Last WordMEED Awards for PEARL QTL

The Middle East busi-ness intelligence maga-zine MEED held its MEED Quality Awards for Proj-ects 2012 ceremony on 21 May in Abu Dhabi, with CCC’s President (Engineer-ing & Construction) Samer Khoury in attendance.

The awards are part of a programme designed to rec-ognize excellence in project delivery in the six countries which make up the GCC and to promote the highest standards in all parts of the project supply chain.

This event was held on the side lines of the Arabian World Construction Sum-mit (21-23 May).

The Pearl GTL Project in Qatar won two awards for:

1. The Oil & Gas Project of the Year

2. The MEED Quality Project of the Year.

Here are some excerpts from the article in the recent MEED Quality Awards for Projects 2012 supplement on the subject:

Qatar Pearl GTL

Description: At a development cost of $18bn-19bn, Pearl GTL is the world’s largest gas-to-liquids (GTL) project and the largest investment by any FTSE 100 company in a single project. At full capacity, Pearl GTL will produce 1.6 billion cubic feet a day of gas and convert it into 140,000 barrels a day (b/d) of high qual-ity GTL products and 120,000 b/d of natural gas liq-uids and ethane. Pearl GTL covers 250 hectares and took five years to build, from the initial site prepara-tion work in 2007. At peak construction, 52,000 people worked on the project, which had a solid commitment to Qatarisation. The amount of water Pearl GTL will produce will make it possible to run the plant without drawing on Qatar’s scarce natural freshwater resourc-es or on seawater.

Pearl GTL has set many world records. The project has the world’s largest oxygen plant built in one place and one phase, producing 28,800 tonnes of oxygen a day. It has the largest process water treatment and re-use system in the world with a capacity of 45,000 cubic metres a day. It has the largest steam-generation sys-

tem in the industry and the largest hydrocracking ca-pacity in one location.

Pearl GTL’S environmental impact complies with and, in some areas, exceeds international and local standards. The project safety management system is part of the Qatar Shell Health, Safety, Security, Envi-ronment and Social Performance (HSSE/SP) manage-ment system.

Bulletin Staff

During the late 1980s and early 1990s there was a growing recognition by governments, non-governmental organisations, academics and business leaders that water resources would be one of the predominant global challenges of the 21st century and a potential source of international conflict and impediment to the continued development of the economies and the standard of living in the developing world.

This period coincided with my relocation to the UK in 1990 and I was tasked as part of a team to identify an opportunity for CCC to expand into this industry segment as a complement to our core civil engineering and construction business. During this process we became aware of ACWA, which at the time was a small niche player that operated only in Europe.

As it was considered that the water treatment segment would continue to grow and the consumption for water in the regions where the Group operated would continue to increase, a decision was made in 1991 to invest in ACWA. Our objective was to develop ACWA’s services and activities and to expand internationally in order to add complementary and synergistic technical capabilities to the Group and to increase the Group’s revenues related to water treatment services.

21 years later, I am happy to report that ACWA has grown from 18 employees to over 100. During that period, the company has successfully completed a large number of projects in Europe, Asia, the U.S. and Africa and, of course, all this would not have been possible without the dedication, professionalism and expertise of ACWA’s dedicated management and staff.

Although ACWA has achieved a great deal over the past 25 years, being positioned as one of the technical pillars of the CCC Group, the board, management and staff of ACWA do not intend to rest on their laurels. We aspire to cementing ACWA’s position as a market leader for such services in the regions in which the Group operates. I believe with such dedication that the next 25 years will be a very exciting time for ACWA as the need for ACWA services will only increase. As a consequence I expect that we will continue to see growth in the number of projects awarded and revenue generated.

I wish the board, management and staff of ACWA continued success and believe they are very well positioned to achieve such success with the support of the Group.

Wael KhouryPresident, Strategic Development

From the Desk Of...

Sheikh Thani bin Thamer Al-Thani, Deputy General Manager of Qatar Shell, received the award on behalf of Qatar Shell and Qatar Petroleum at the ceremony.

Issue No. 101April / 2012

Bulletin

C O N S O L I D A T E D C O N T R A C T O R S C O M P A N Y

ContentsFROM THE DESK OF...................................................Wael Khoury

EDITOR’S VIEW..............................................................................1

RECENT AWARDS..........................................................................2

QUALITY MANAGEMENT- Contract Processing & Transfer of Contract Responsibility

Mounir Soufyan.............3- LEAN Construction - Mounir Soufyan.......................................6

KNOWLEDGE MANAGEMENT- The Value of Knowledge Sharing - Hisham Maatouk..............8

PROJECT PROFILE- Precommissioning & Commissioning Works in Kazakhstan

Adel Shunnar.............9- Landmark Project, UAE - Tower Crane Team.......................12

FEATURE: ACWA- 25 Years of Success - Peter Ripley..............................................14- ACWA Archives........................................................................16- ACWA Services Ltd.: A Short History.....................................17- ACWA Services 2012: Delivering Tomorrow’s Solutions Today18- From Broom Cupboard in Bradford to the World....................20- ACWA in the news....................................................................22- ACWA today..............................................................................23

AREA NEWS- Greece: Nigerian State Governor in Athens - Walid Jabara....24- Qatar: RLP Celebrates - Administration Staff, RLPP..............25- UAE: Solar System at SAS Project - Khaled Abu Eseifan........26- Oman: CC Energy Development Article in Muscat Daily....27- Palestine: Birzeit University Engineering Day - Amro Abualia..28

TRAINING & DEVELOPMENT- Technical & Project Management Training at CCC

Dr. Manar Shami...................29

CORPORATE SOCIAL RESPONSIBILITY- CSR News Report - Tony Awad.............................................32- Egypt: 1st Tennis Tournament 2012......................................34- UAE Library Project...............................................................35- Qatar National Sports Day.....................................................36- CCC Lift Basketball Title.......................................................37

HEALTH, SAFETY & ENVIRONMENT- The Unknown Soldier - Belal Kayyali......................................38- The Safety Bazaar - Fadi Watfa...............................................40

IN THE NEWS- CNN Interview with Samer Khoury........................................41

MILESTONES- Announcements........................................................................42

REFLECTIONS- Think Good, You Will Feel and Do Good - Dr. Riad Elhaj....44

LAST WORD- MEED Awards for PEARL QTL - Bulletin Staff.....................45

The BULLETIN is a publication issued at CCCin Athens by volunteer staff.

All opinions stated herein are the contributors’ own. Submissions (announcements, stories, artwork, etc.) are

welcome.

CCC BULLETIN

P.O. Box 61092

Maroussi 151 10

Fax (30-210) 618-2199 or [email protected]

see The BULLETIN on line at

www.ccc.gr - About Us - Our News - Quarterly Bulletin

EDITORS

Samer KhouryZuhair HaddadNafez HusseiniDamon Morrison

PUBLIC RELATIONS

Samir Sabbagh

PRODUCTION

Jeannette ArduinoNick GoulasGeorgia GianniasAlex KhourySamer Elhaj

Celebrating25 Years

of Success

contents · contents from the desk of ... - qatar national sports day ... (storm water, sewerage,...

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