WE BUILDTRUST

April 2014 - Vol.6 Issue No.2

AL KHAYYAT CONTRACTING & TRADING

Al Khayyat Contracting &Trading - KCT awardedPAS 99: 2012 Certification

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Project News14

1220 Teamwork

1 Million Man-HoursWithout Lost Time Incident

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EDITOR’S MESSAGE

Dear colleagues,

It is the people that work for KCT that have made it the success it is today, with each and every employee focused on customer satisfaction, which, alongside integrity, continues to be the bedrock of the company.

Above all, of course, we are committed to developing and advancing our portfolio to go hand-in-hand with our excellent customer service. This will help us to grow, which will be achieved by implementing strategic initiatives, expanding into new markets and developing markets adjacent to our existing solutions.

Our performance in recent years has highlighted the deep talent and expertise that we have assembled within the company, and it is important that we thank all of our employees, our suppliers and our loyal customers who make it possible for us to continue to grow and take advantage of the many new opportunities in the marketplace.

KCT is confident that it can count on this continued support and commitment to achieve greater heights in the years ahead.

AMRO KhATIbCommunications Manager/Editor-in-chief

ACKNOWLEDGEMENTS

KCT communications department would like to thank all who contributes, supports and helps in creating the second edition of our KB newsletter.

For all inquiries, please contact Communication manager or email to a.khatib@khayyat-qa.com

TAbLE Of CONTENTSEditor’s Message

CEO

Al Khayyat Contracting &Trading - KCT awardedPAS 99: 2012 Certification

From the Formwork andScaffolding Department

Improve the Labour LivingStandards

KCT Promotes Professionalism

1 Million Man-Hours WithoutLost Time Incident

Project News

Managing Health Risks in theConstruction Industry

Near Missing Report

How Can We Make LinkBetween Financial Managementand Other Areas of Management

Teamwork

URT Slogan “Play to WinHit Them Hard

Interview with Samir Sakka

Behavior of Steel Connections

Qatar News

KCT New Joiners

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CEO

Mr. Moutaz Al Khayyat is one of the reasons of Al Khayyat Contracting and Trading’s success. Mr. Moutaz started as an apprentice in one of his father’s construction businesses, Mr. Moutaz learned the valueof TRUST within the business which helped him move forward and establish KCT. He emulated his family’s way of dealing with Clients and employees as part ofa big family – wherein everyone is equal and should be given proper attention and care. A man with a true vision on how to progress and stay on top in the construction business, Mr. Moutaz is an individual who inspires everyone with his massive achievements ata very young age.

MR. MOuTAz AL-KhAyyAT

CEO - Mr. Moutaz Al Khayyat is one of the reasons of Al Khayyat Contracting and Trading’s success. Mr. Moutaz started as an apprentice in one of his father’s construction businesses, Mr. Moutaz learned the value of TRUST within the business which helped him move forward and establish KCT. He emulated his family’s way of dealing with clients and employees as part of a big family – wherein everyone is equal and should be given proper attention and care. A man with a true vision on how to progress and stay on top in the construction business, Mr. Moutaz is an individual who inspires everyone with his massive achievements ata very young age.

MOuTAz AL KhAyyAT

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KCT is fully committed in providing high-quality products and services to its customers worldwide with commitment to creating future free from accidents and injuries, as well as committed to the protection and enhancement of the environment.

AL KhAyyAT CONTRACTING & TRADING - KCT AWARDED pAS 99: 2012 CERTIfICATION

AL KhAyyAT CONTRACTING & TRADING -KCT hAS bECOME ThE fIRST CONSTRuCTION COMpANy IN GCC AND ARAb WORLD AND 49Th IN ThE WORLD WITh pAS 99: 2012 CERTIfICATION.

KCT is pleased to announce that “KCT has become the first Construction Company in GCC and Arab world and 49th in the world to receive PAS 99: 2012- Integrated Management System Certification” from the British Standards Institution Group Middle East WLL

The third party Stage-2 BSI certification Audit for four standards: Quality ( ISO 9001); Environment ( ISO 14001) , Health & Safety ( OHSAS 18001) and Integrated Management (PAS 99) has successfully been cleared and Al Khayyat Contracting & Trading achieves Four International Certifications from BSI (British Standards Institution)

Khayyat Contracting & Trading Company is a leading international Design and Built construction and development company with its routes in Syria. KCT is a regional leader in design, construction, facilities management and maintenance services. From land reclamation, industrial and infrastructure projects,

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to the creation of villa complexes, palaces, restaurants, leisure facilities and retail parks.

In a ceremony held at the KCT premises on the 26th February 2014, Mr Salim Ata Jarrar- General Director / Manager of KCT, formally accepted the certifications from the British Standards Institution (BSI). During the event, Theuns Kotze- Regional Director MEA & Africa British Standards Institution Group Middle East WLL formally handed over the certificates to Mr Salim Ata Jarrar.

Independent third-party certification of KCT’s management systems will help the company in continuously improving its business performance, in effectively managing business risks and in aligning its operations with international benchmarks.In line with Qatar National Vision 2030, KCT is fully committed in providing high-quality products and services to its customers worldwide with commitment to creating future free from accidents and injuries, as well as committed to the protection and enhancement of the environment. High environmental performance is an ongoing priority to be achieved by adhering to this Environmental Policy which is operated in conjunction with the Al Khayyat Contracting and Trading Sustainable Development Policy.

KCT recognizes that Integrated Management System is an integral part of business performance and we are committed to achieving continual and sustained improvement through the setting and publishing of objectives and targets whilst complying with legal and regulatory requirements as a minimum.

BSI has introduced PAS 99, the world’s first specification for integrated management systems to help organizations achieve unity. The PAS (Publicly Available Specification) is a way for organizations that already have a combination of formal management system standards (such as ISO 9001, ISO 14001 and OHSAS 18001) to create the framework for integrating these within a single system.

KCT’s certification to the four international standards is a testament to its commitment to further develop the Integrated

(From Left: Theuns Kotze – Regional Director ME& Africa- British Standards Institution Group Middle East WLL, Salim Ata Jarrar - General Director/ Manager- Al Khayyat Contracting & Trading Qatar, Omar Rashid Country Manager - British Standards Institution Group Middle East WLL-Qatar, Julie Haddad Marketing & Communications Executive - British Standards Institution Group Middle East WLL – Qatar, Adnan Qamar-SHEQ Manager/Management Representative- Al Khayyat Contracting & Trading Qatar.)

Management System (Safety, Health, and Environment & Quality-SHEQ) culture within the organization and in the region.

KCT’s successful certifications to PAS 99:2012,ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007 have been made possible through the determined efforts of its employee and other stakeholders, who all Contribute in boosting KCT’s image as a regional leader.

Theuns Kotze – Regional Director ME & Africa British Standards Institution Group Middle East WLL, congratulated KCT on having achieved four of the most rigorous and demanding management system standard certifications: “I am delighted to be here to help mark this occasion. I applaud KCT for leading by example with their push to achieve first class global standards across their organization. PAS 99 shows the world that you’re meeting all your responsibilities, as well as giving confidence to customers, suppliers, investors and stakeholders. Even more importantly, it helps you unite your business behind a common purpose: winning through in an ever more competitive world. It’s an evidence of KCTs continuous efforts and commitment to best practices. I would like to congratulate the entire project team, senior management and all staff members who were involved in this project!”

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As mentioned in previous article:“FSD is working under the strategy to serve the projects by supplying purchased materials instead of rental to be the department fixed assets in a later stage”.

Now, KCT have almost enough purchased stock serving all current projects and some materials will be located / stored in the temporarily FSD store in MOQ as well.

The process of transferring materials from site to site was & is a real challenge to all because of many factors since it is a new department using new systems with undertraining FSD staff plus the IMS procedures are still under preparation that should show the correct way to construction staff to cooperate.

I am pretty sure, things start to be better now gradually

and this is definitely because of the mutual continuous cooperation between FSD and operations.

It is always understood that the cost of FW&S in relation to the project total value is about 1.5% which is a very low figure basically but when it comes to structure work only it is almost 90 % of the job.

So, construction staff / personnel are kindly requested to cooperate professionally on this matter by providing early info / data (final approved IFC drawings), well studied sequence of work, target date for delivery to enable FSD to serve projects better.

What is more important is that each project should always take necessary precautions to make sure not to misuse / abuse materials which worth millions of USD and to take care of materials once the work is done by fast collection, cleaning, arranging & apply professional bundling of materials for shifting process either to FSD store or to any other KCT project .

Let us always remember/think carefully about the situation when site is waiting/looking for materials to start the work where you will witness all kinds of hustle & all kinds of e-mails plus many telephone calls!

Wish always the best to all KCT staff to generate a very profitable successful projects.

- Husam Alaghbar, Director/Manager Formwork and Scaffolding Department

from the formwork and Scaffolding Department DEAR ALL COLLEAGUES/CONSTRUCTION STAFF:KCT IS ALMOST THERE NOW WITH IT’S OWN FORMWORK AND SCAFFOLDINGDEPARTMENT. FOR THE LAST PERIOD THERE WAS A TREMENDOUS PURCHASE OF MATERIALS FOR BOTH SySTEM FORMWORK AND SCAFFOLDING (CUP LOCK SySTEM, ALUM MOBILE TOWERS AND LIGHT WEIGHT SCAFFOLD) AND NOW REUSE OF STOCK AMONG PROJECTS IS TAKING PLACE.

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The visit has as purpose to inspect the working environment and conditions within the project and the level of occupational Health, Safety standard implementation, the visit was headed by Mr. Abed Almunem Alsakka Asst. General Manager, who has expressed his satisfaction with the cooperation with the delegation.

The visit has been summarized by 3D presentation showing the details of construction process and various Project phases.

Finally the visitors have concluded and expressed theiradmiration and appreciation for the efforts exerted by MOQ Management to provide the labors with excellent living standard by providing high quality of facilities, health care and safe working environment.

- Alaía Sukhni, MIIRSM, MIIAI, HSE Coordinator/Lead Auditor Head Office

Improve the Labour Living Standards

IN ORDER TO IMPROVE THE LABOUR LIVING STANDARDS AT ACCOMMODATION AND CONSTRUCTION SITES AMONG QATAR STATS, THE GESELLSCHAFT FüR INTERNATIONALE ZUSAMMENARBEIT (GIZ) FOR THE DEVELOPMENT WITH THE COORDINATION OF QATAR MINISTRy OF LABOR HAS VISITED MOQ PROJECT AS ONE OF MEGA PROJECTS ONGOING IN QATAR, THE VISIT HAS COVERED MOQ LABOR CAMP, MOQ SITE CLINIC AND MOQ CONSTRUCTION SITE.

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KCT pROMOTES pROfESSIONALISM

KCT is determined to do things differently in its efforts to provide all of its Clients with more for less and in the time demanded. In order to achieve this KCT recognises that there is an undeniable need to ensure that the staff engaged throughout the construction process is professionally qualified.

This is where the Chartered Institute of Building (CIOB) comes in. KCT has recognised that the multi-disciplined make-up of the CIOB is the most suitable professional institute, in addition the confirmation that was issued recently via NARIC, a UK Government sponsored accreditation body, that Chartered Membership of the CIOB is recognised as being the equivalent of a Master’s degree from a UK University. Furthermore, the attaining of a Fellowship of the CIOB is recognised as being on a par with a PhD.

Having a professionally qualified management staff is of enormous importance to KCT as it enters an increasingly competitive market. Employers are becoming increasingly demanding as far as the staff of the Contractors is concerned. Being able to demonstrate that its management staff is professionally qualified provides KCT with an advantage over its competitors and being professionally qualified through the CIOB tells the Employer that KCT staff possesses the skill sets to deliver their project to the strict parameters of time, cost and quality. CIOB qualified staff promote confidence in KCT and that results in the award of tenders.

There are many advantages to be gained from CIOB membership. Foremost among them is the validation and public recognition of your professional competence.

There is also the access membership gives you to your fellow members, a network of experts that stretches around the globe, and includes the people responsible for many of the world’s most famous buildings. you can meet some of them at our conferences and social events.

Once you have established your skills, you can keep them sharp with our continuing professional development courses and the extensive reference library.

And if you need help with general managerial tasks, such as holding effective appraisals or devising an interview strategy, we can provide that as well.Then there is our portfolio of publications, which brings you industry news as well as site reports, the latest research and articles on the industry’s wider economic and political environment. Our main publications are Construction Manager, our magazine for the UK industry, Construction Research and Innovation, which reports from the industry’s cutting edge, and Global Construction Review, which covers the world’s most exciting projects.

Finally, we have a range of offers that are available to our members, including attractive deals on financial services, training courses and computer software. - See more at: http://www.ciob.org/content/member-benefits

The answer, in part, is that so many others already have. Anyone with a management role, or who is studying for a role, can join, whether they’re a project manager, the HR professional who employed them, the lawyer who drew up the works contract, or the client who signed it. At present we have almost 50,000 members in more than 100 countries. That is the largest construction management network in the world, the widest pool of specialised knowledge and the greatest number of potential employers.

you can join the CIOB regardless of where you are in your career. If you’re a student, studying full time, you can apply for free membership after which we’ll be available for advice and support throughout your working life. If you’ve come up through the tools, or if you’ve switched to construction from another industry, or maybe just joined the board, we have an option for you.

Finally, consider why employers are prepared to pay such a premium for a CIOB qualification. Probably the least important reason is the prestige. More important is the evidence it offers that a manager has a deep understanding of their discipline and a broad knowledge of related fields. And if they have reached chartered status, an employer knows their competencies have been verified and guaranteed by a chartered body with 180 years’ experience of doing just that.

Member benefits If you are still wondering “Why join?”

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Membership of the CIOB offers you the most direct route to a management career in construction, and you’ll join the largest professional network of its kind spanning the globe.

Why not go to www.ciob.org and click on the ‘Why Join’ section, where you can hear what membership means to other people who have joined. Along with what employers believe a professional qualification says about those who have one, and why they look for it in the way they recruit and develop their own staff. So if you want to begin your journey with the CIOB check out ‘How to Join’ for further information.

There are five grades of membership in the institute, depending on your qualifications and where you are in your career. Once you begin our online application, we can point you towards the level that is most appropriate for you, but here’s a rough idea of who belongs where.

If you’re studying for your first job in the industry, you can apply for Student membership. It’s free for most candidates and lasts for up to four years. If you’ve been in a management position for a couple of years, and you hold

how to become a Member?

Grades

an academic qualification comparable to an HNC, you may be eligible for Associate membership. The next grade is “Incorporate” membership, which is intended for fairly experienced managers with the equivalent of a foundation degree or HND.

The aim of most managers is to become a Chartered Member of the CIOB. The chartered membership grade is granted after success at the “professional review” of your skills. If you have an Honours degree or equivalent you can enter at Incorporate grade and may progress to the Professional Review when you have three or more years’ relevant experience. you may still be eligible to become a MCIOB if your degree is in a non-built environment discipline.

The final rank is that of Fellow. This is restricted to managers who are already MCIOB and have been working in a very responsible position for at least five years. Applications are assessed several times a year by a panel of CIOB Fellows.

Finally for this issue, KCT is extremely pleased to be able to boast that amongst those already professionally qualified is Andrew Robertson who is the current Senior Vice President of the CIOB for the Middle East Region. Andrew attains the role of President at next year’s World Members Forum which is actually being held here in Qatar, this is only the second time in 180 years that it has been held outside the UK and Ireland and Qatar was selected to be the host in the face of much competition. The full story of the Forum will be in the next edition of Khayyat Bulletin.

Andrew remains available to anyone who wishes to discuss becoming a true Professional Construction Manager and can be contacted on a.robertson@khayyat-qa.com or on 00974 77273066.

WE’RE BUILDING SOMETHING BIG…

The Chartered Institute of Building is the international home for construction professionals serious about making an impact on their career, the construction industry and the future of the built environment.

With a membership of over 46,000 drawn from a diverse range of roles in the global construction industry and related professions, the CIOB is at the cutting-edge of thinking, policy and practice relating to all aspects of the built environment.

Our inclusive membership base includes construction managers, surveyors, architects, estimators, archaeologists, engineers, project managers, building inspectors, environmentalists, academics, and many more besides.

Call +971 (0) 4457 9107or visit www.ciob.ae.org...find out how you can be a part of it.

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It is worth to mention that, KCT management has committed to drive up the company’s safety standards across all levels and boostsemployee morale, through selecting three “Safety Runners-Up” and a “Best Team” and awarding them with consolation prizes andcertificates.

1 MILLION MAN-hOuRSWIThOuT LOST TIME INCIDENT

“Success comes in all shapes and sizes and no celebration without Awards of success is bigger or better established than a HSE award. In any construction environment, to achieve 24 hours without an incident is a real success, more over to achieve over 1 million is worthy of celebration, yes it’s an excellent achievement.”

Umm Garn projects achieved 1,000,000 man-hours without a reportable LTI at the risk of over 1000 multicultural employees during the second half of the year, from 17th July up until 8th December 2013.

To celebrate the workforce involvement and contribution in achieving the first safety mile stone against one of the project HSE objectives for the year 2013, a safety award ceremony took place at Umm Garn projects on Monday 16th December at 1300hrs, where the project management team headed by Mr Joseph Khoury-Project Director along with the safety team was presented with shields and certificates by Mr. Salim Atta Jarrar- General Manager.

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In addition to the presentation , one outstanding employee was chosen as “Man of the year” Mr Rajiv Kumar-Carpenter and was also awarded with a trophy and QR500.00 cash award as a token of recognition for his continuous safe behavior and commitments in his assigned task. It is worth to mention that, KCT management has committed to drive up the company’s safety standards across all levels and boosts employee morale, through selecting three “Safety Runners-Up” and a “Best Team” and awarding them with consolation prizes and certificates. To conclude the award ceremony, all employees and subcontractors were provided with a packed lunch for their support and hard work towards KCT. There also was an open buffet which was organized for the client representatives and the project operational staff for their contribution on this achievement.

Adnan Qamar,ShEQ Manager

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What Al Wajba is as far as a project is concerned is also unique.

We believe that there is no project being constructed anywhere in the world that can measure up to the intricacies of the design, the complexity of the construction, the quality demanded by our Client and the time in which this amazing project has had to be completed.

The project team led by Joseph Savage our Senior Project Director has been created especially to deliver the project. There have been casualties along the way an almost unavoidable cost given the exceptional demands of the project but the team now in place is confident of completing the works to the Client’s full satisfaction. In addition the team is now a fantastic asset for the company as the experience gained through this project will be transferred to new projects and with the lessons learned will be a formidably strong team ready to take on any challenge put in front of them.

Some interesting facts that may be appreciated by the reader are

- A total GFA in excess of 40,000 m2- A total of more than 500 individual rooms.- A complete lack of repetition in the dimensions or finishes in any of the rooms- Almost 80,000 l.m. of 24 carat gold leaf gilding, average girth of gilded surface 38mm.- 35,000 m2 of marble internally- 30,000 m2 of GRG internally- 406 rare mature trees brought in from across the world- 159 mature date palms of calibrated girth.

All very impressive but what about the time aspect, from the completion of the design to handover we will achieve this in 10 months, a mere 43 weeks, an exceptionally short 303 days.

Wajba is also justifiably proud of the fact that these incredible feats were also delivered safely, at the time of writing the project has recorded 15,000,000 man hours worked without a lost time incident.

All of the above has only been achieved through the dedication, determination and PROFESSIONALISM of the management team.

project newsAL WAJBA, WCH OR HOWEVER ELSE yOU HAVE COME INTO CONTACT WITH THIS HIGHLy PRESTIGIOUS PROJECT, IS UNIQUE IN SO MANy WAyS. AL WAJBA IS THE PROJECT THAT WAS SIGNIFICANTLy INSTRUMENTAL IN KCT ARRIVING AND ESTABLISHING ITSELF IN QATAR. IT WAS THE PROJECT THAT ENABLED ALL OF US BOTH DIRECTLy AND INDIRECTLy TO BECOME A PART OF THE KCT/UCC FAMILy.

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Occupational health services do not exist as an end in themselves but as a means to an end. They are created to prevent an unnecessary interference with the primary mission of the organization, whether that mission is to create wealth, to provide a needed service, or to protect the interests of a community of people. Organizations as disparate as small business, corporations, government agencies, and the military have similar needs for effective occupational health services. Occupational health care is a process, not an outcome, and the success and quality of a service providing such care is measured by the absence of problems rather than by a specific end point. It therefore follows that a commitment to sound occupational health practices must be on-going and not limited to a specific problem-solving exercise. This fundamental principle must be accepted by the decision-makers within an organization or by a proprietor of a small business before a commitment to provide occupational health services begins to make sense and the value of such services becomes apparent.

The term “occupational health service” is used in writing and speech in either of two senses. When singular, the term usually refers to a facility or a department or other administrative unit charged with responsibility for occupational health and usually safety as well. This use of the term is analogous to a “service” in a hospital. When plural or when specified as one of several opportunities, the term usually means an activity, program, or function in the sense of a service to be provided. The meaning should be clear from the context but both senses are in common use and both are used in this book, in order to parallel current actual use of the terms by professionals.

The role of the occupational health service is to provide assistance both to management and the employee so that the employee is not harmed in the course of work. To fulfill this role, the service must be and also must be perceived to be objective and impartial, whether it is part of the management structure or an external health care provider. The operational responsibility for sound occupational health and safety practice lies with the people who do and supervise the work, the employee, operating personnel, and managers.

The occupational health service exists to serve them; it can assist but it cannot be in all places at all times. Its role is that of consultant, troubleshooter, teacher, auditor, and advocate. It cannot function as a policeman, personnel officer, or

scapegoat and remain effective.The objectives of an occupational health service within this role can be summarized as follows:1. To provide leadership, support, and technical services to the employer and the employee in all areas relating to health and safety in the workplace, 2. To develop standards, procedures, reporting systems, and policies necessary to promote sound occupational health and safety practices, and to monitor compliance with them, 3. To evaluate, to treat, and to limit temporary or permanent disability resulting from injury or illness occurring in the workplace, 4. To detect significant health hazards as early as possible and to assist the managers responsible for the working unit and the employee in correcting the hazard before an injury or illness results, 5. To assist the employee in controlling personal health problems and living a health life, in order to enhance their quality of life, productivity, and well-being.

Philosophically, the occupational health service helps to create a fair balance between the employee’s and the employer’s rights and obligations. It exists to protect the employee from harm and to try to ensure that if the employee is harmed, despite the best efforts of the employer, the care given will be adequate and the compensation for the injury just. At the same time, it must ensure that the employer is not held responsible unfairly for situations beyond its control. Like the fulcrum of a seesaw, the occupational health service must weigh the legitimate interests of both employee and employer, but also like a fulcrum it often experiences pressure from both sides. To do its job, the stresses felt by the service cannot be too one-sided. In practice this means that the service must be given a certain degree of independence from management in both administrative structure and policy.

Occupational safety and health can be important for moral, legal, and financial reasons. All organizations have a duty of care to ensure that employees and any other person who may be affected by the companies undertaking remain safe at all times. Moral obligations would involve the protection of employee’s lives and health. Legal reasons for OSH practices relate to the preventative, punitive and compensatory effects of laws that protect worker’s safety and health. OSH can also reduce employee injury and illness related costs, including medical care, sick leave and disability benefit costs.

Managing health Risks in the Construction IndustryOCCUPATIONAL HEALTH IS OFTEN OVERLOOKED IN THE CONSTRUCTION INDUSTRy AS IT CONCENTRATES ON ACCIDENT PREVENTION. OCCUPATIONAL SAFETy AND HEALTH IS AN AREA CONCERNED WITH PROTECTING THE SAFETy, HEALTH AND WELFARE OF PEOPLE ENGAGED IN WORK OR EMPLOyMENT. THE GOALS OF OCCUPATIONAL SAFETy AND HEALTH PROGRAMS INCLUDE TO FOSTER A SAFE AND HEALTHy WORK ENVIRONMENT. OSH MAy ALSO PROTECT CO-WORKERS, FAMILy MEMBERS, EMPLOyERS, CUSTOMERS, AND MANy OTHERS WHO MIGHT BE AFFECTED By THE WORKPLACE ENVIRONMENT.

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The Qatar construction industry employs millions people either directly or through subcontracting, making it the country’s biggest industry. The nature of the activities makes it one of the most dangerous workplaces by work related accidents and injuries. It has a high incidence of occupational ill health which can have a devastating effect on individuals, their families and their employers who may face fines and prosecution. Although there have been significant improvements in the industry’s health and safety performance according to Health and Safety Executive statistics, efforts have usually focused more on safety hazards rather than on workplace hazards resulting in ill health issues.

The benefits of managing occupational healthThe benefits of having a robust system for controlling and managing occupational health risks in construction organizations include;

- Reduced absenteeism - Reduced staff turnover - Retention of key staff - Lower healthcare costs - Reduced insurance premiums and compensation claims - Fewer work related ill health cases - Improved productivity and staff morale Typical occupational health issues in the construction industryOccupational health issues are not always and immediately visible but can have the same devastating impact as accidents and injuries, sometimes causing prolonged and long term health problems. Some of the health problems associated with work in the construction and building industry include;

- Musculoskeletal disorders including back pain usually from manual handling- Noise- induced hearing loss - Respiratory and breathing problems including asthma from exposure to asbestos, dust, silica and other hazardous substances - Skin diseases including dermatitis from exposure to chemicals, paint, cement, bitumen, asphalt and other hazardous chemicals used in the industry - Hand arm vibration syndrome resulting from frequent operation of hand held power tools - Occupational stress due factors such as work pressures, work load, the risky nature of the job, job insecurity

Managing occupational health goes beyond undertaking pre- start health checks, providing first aid and site welfare facilities. It involves organizations and employers having effective system of managing occupational health risks as well as compliance with health and safety legislation.

How to manage occupational health risksThe responsibility for managing occupational health risks is placed on the employer under the Management of Health and Safety at Work Regulations 1999. To meet these legal requirements as well as improving the organization’s health and safety performance and ultimately reduce business risks and costs, employers need to have certain arrangements in place. These include:- Health and safety policies and procedures with practical arrangements for managing occupational health risks- Provision of employee awareness training on manual handling, control of substances hazardous to health, noise at work and hand arm vibration - Manual handling risk assessments and safe handling

techniques for manual handling activities - Health surveillance, sickness absence management, return to work policy and stress management strategy - Arrangements for managing subcontractors, including procedures for managing their occupational health risks - Employers understanding their duties under the Construction (Design and Management) Regulations.

System Concepts can help you improve the organization’s health and safety planning, policies and procedures and to minimize risks to your business whether as a construction/ building contractor or as an organization that utilize the services of construction or building contractors. We can provide you with services including;- Writing or reviewing your health and safety policies and procedures - Provision of health and safety training courses customized to your business requirements; - IOSH Managing Safely - Understanding Construction (Design and Management) Regulations- Manual Handling and risk assessments - Asbestos - Work at Height - Provision of a competent person to manage your onsite health and safety requirements - Procedures for selection and control of contractors working on your building projects

Successful and worthwhile occupational health services are designed to meet real needs. The specific needs, in turn, are determined by an objective analysis of the company’s health hazards, the characteristics of the workforce and the workforce’s illness and injury experience. A company must support its health service with a well-defined policy which addressed the interests of the employees and which is accessible to them.

ReferenceSedlak J. Occupational health organization. Encyclopaedia of Occupational Health and Safety, ed. Parmeggiani L. Geneva, International Laborer Office, v. 2, p. 1504-1511. (Chapter 7) Murray R, Schilling RSF. Functions of an occupational health service. Occupational Health Practice. London, Butterworths, 1981, pp. 145-158. Rest K, ed. How to begin an occupational health program - administrative and ethical issues (entire issue). Seminars in Occupational Medicine 1986; 1(1):1-96.

Occupational health care is a process, not an outcome, and the success and quality of a service providing such care is measured by the absence of problems rather than by a specific end point.

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What is a hazard?A hazard is: Something with the potential to cause harm.

What is a near miss?A near miss is: A INCIDENT where the POTENTIAL FOR DAMAGE was greater than it should have been. Near misses would have been an injury or damage except for luck/chance/good fortune on THAT OCCASION.

What is a risk?A risk is: The likelihood of injury or harm occurring.

Why report near misses?The reason for reporting near misses is to:- Eliminate hazards- Reduce the risk of causing injury or damageWhat are the biggest risks on our sites?

- Working at heights - Overhead Power Lines- Traffic Management - Plant- Subcontractors - Driving Conditions- Hitting Services - Environment- Falling objects - Slips, trips and falls - Manual handling

how do I report a near miss and what happens to the report?Immediately notify your supervisor so an incident report can be filled out. If the Safety Officer on your site believes this hazard should be shared an HSE Alert can also be published (this is our way of sharing learning’s across the projects). Identifying near misses can help us become aware of, and potentially eliminate, potential hazards to help KCT worksites remain safe environments.

Near Miss ReportingAL KHAyyAT CONTRACTING AND TRADING HAS A TARGET OF ZERO LOST TIME INJURIES AND ZERO HARM TO THE ENVIRONMENT. THIS MEANS THAT EVERyONE HAS TO CONTRIBUTE TO ENSURE ALL NEAR MISSES AND HAZARDS ARE REPORTED.

REMEMBER - A NEAR MISS THIS TIME COULD BE A fATALITy NEXT TIME

Adnan Qamar,ShEQ Manager

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hOW CAN WE MAKE LINK bETWEEN fINANCIAL MANAGEMENT AND OThER AREAS Of MANAGEMENT?

fathi Saadeh,Financial Consultant & Sr. Internal Audit Manager

1. financial Management & procurement Management: - Procurement is still misunderstood in many businesses. So it has got to educate both Finance and the wider business about what the value it can and should be bringing. And it needs to do this on an on-going basis. - *Procurement should be viewed as a profit center, not a cost center. After all, money saved = profit (as long as it’s captured, of course) - *Procurement needs to be able to understand and speak Finance’s language. And it also has to be able to speak the language of all its stakeholders – that’s a tall ask - *Finance and Procurement need to be in constant communication. With face-to-face communication and meetings being very important - *Savings need to be going to the bottom line, and to be measured and reported as such. * Procurement’s targets need to be aligned to Finance’s aims

“Most large firms have a separate cost accounting department to monitor expenditures in their operational areas. It helps the management in carrying out its functions by providing cost information.”

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“The purpose behind marketing management is to enhance the sales volume, to develop new markets, and to reach new customers. However, the philosophy and approach to the pricing policy are critical elements in the company’s marketing effort, image and sales level. Since the determination of approximate price of the company’s product is very important both to the marketing and financial managers, there should be a joint decision. While the financial manager can supply the vital information regarding costs, changes in costs at different levels of production and the profit margin required to carry on the business, the marketing manager provides information as to how different prices will affect the demand for the firm’s product in the market and the firm’s competitive position. Thus, the role of financial manager for the formulation of the pricing policies of the firm cannot be undermined.”

- *Finance and Procurement should be working together to manage and reduce risk - *Cross-functional working is essential – Procurement and Finance work horizontally across functions, and as Finance’s agent of change, Pro curement has to be an expert at making change happen. - I’d welcome other’s views on how Procurement and Finance should be working together.

2. financial Manager and human Resources Management:The HR manager organizes the HR department, which is generally assigned the operative functions of employment, compensation, training, etc. These functions are performed in consultation with the heads of other departments. However, all these require finances and thereby the decision relating to these aspects can be taken by the HR department, after consulting with the finance department.

3. financial Management & production Management:Production is the conversion of raw materials into finished products, which is also called manufacturing of goods. The production department will have to ensure that production is carried on in the best manner at the lowest cost. However, production is indirectly related to the key day-to-day decisions by the financial manager. For instance, changes in the production process may necessitate capital expenditures, which the firm’s financial manager should evaluate and then finance. Thus, financial management and production management are related.

4. financial Management & Cost Accounting:Cost accounting is the steering wheel which keeps the organization on a steady path of prosperity. Most large firms have a separate cost accounting department to monitor expenditures in their operational areas. It helps the management in carrying out its functions by providing cost information. The finance manager is concerned with the proper utilization of funds and thereby he is rightly concerned with the operational costs of the firm. Moreover,

as the financial manager of the firm will have to make suitable recommendations to keep the cost under control, the information supplies by cost accounting department is very pertinent to him.

5. financial Management & financial Accounting: Financial accounting is that part of accounting which is employed to communicate the financial information of a business unit. Thus, it aims ascertaining the profitability and providing information about the financial position of the concern. However, financial accounting is distinct from financial management, although both play role complementary to each other. If financial accounting is concerned with the recording, classifying, summarizing and interpreting business transactions, the financial management is concerned with the task of ensuring that funds are procured at optimum cost and involve minimum financial risk. The information supplied by financial accounting is used by the financial manager to take decisions so as to help the concern in accomplishing its goals

6. financial Management and Marketing:It deals with planning and controlling the entire marketing activities of a concern and comprises the formulation of marketing objectives, policies, programs and strategies. The purpose behind marketing management is to enhance the sales volume, to develop new markets, and to reach new customers. However, the philosophy and approach to the pricing policy are critical elements in the company’s marketing effort, image and sales level. Since the determination of approximate price of the company’s product is very important both to the marketing and financial managers, there should be a joint decision. While the financial manager can supply the vital information regarding costs, changes in costs at different levels of production and the profit margin required to carry on the business, the marketing manager provides information as to how different prices will affect the demand for the firm’s product in the market and the firm’s competitive position. Thus, the role of financial manager for the formulation of the pricing policies of the firm cannot be undermined.

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Communication: Each team member must know what his teammates are doing, open lines of communication among peers and also with leader. Allow the entire team to respond quickly to unexpected events.

Effective interpersonal relations:Effective interpersonal relations require in even simple project. Team leader must be an affective manager, offering guidance and encouragement to underperforming team members and keeping tabs on everyone progress. Team members must work together well, not competing for credit. Try how to help others or at least not impede their teammates. Team must maintain relationships with the team leader & organize debates, open to criticism and follow directions well.

Task delegation: If the leader doesn’t delegate task well, the team fail to achieve proper goals, leader must categories team with knowledge, abilities, experience vary among members so

the task assignments should be based on who can best perform on that area. If task delegation is efficient and everyone does what he is best at, the team functions at its highest possible level.

Goals: Team leader is setting clear and reasonable short-term and long-term goals. Leader might break the main goal of a project into a step wise. Then he might divide steps into various stages, assigning a deadline for the end of each stage. The team then can be confident that steady progress toward its short-term goal means the long-term goal is closer, as well.

Motivation: Motivation comes in many ways. Not getting yelled at by your boss is a form of motivation but not a very effective one. The best kinds of motivation enhance job satisfaction and a sense of personal accomplishment. Its Leader responsibility keep whole team members motivated with their goal throughout without any partiality.

“Start where you are. Use what you have. Do what you can”.

- Syed Husnain Ali Shah, Document Controller PMD

Teamwork“THE STRENGTH OF THE TEAM IS EACH INDIVIDUAL MEMBER. THE STRENGTH OF EACH MEMBER IS THE TEAM”. EACH TEAM HAS A “LEADER” WHO IS ALSO A MEMBER OF THAT TEAM, LEADER MUST GIVE CAREFUL ATTENTION TO ALL THE AREAS OF EFFECTIVE TEAMWORK, KEEN APPROACH AS NECESSARy TO ACCOMMODATE THE PERSONALITIES OF THE TEAM MEMBERS WITH THOUGHTFUL PLANNING, ORGANIZING AND AS WELL AS THE RIGHT KINDS OF MOTIVATION HELP TO MAKE AN EFFECTIVE TEAM.

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“A team also provides individuals with common purpose, as theydrive towards the same goal usingmotivation to build a betterworkplace.”

uRT SLOGAN “pLAy TO WIN hIT ThEM hARD”

Team provides an opportunity to share ideas and thoughts using different experiences and opinions. A team also provides individuals with common purpose, as they drive towards the same goal using motivation to build a better workplace.

URT Project’s Administration Department organized a FOOTBALL MATCH on 7th of November 2013 between labors and staff forming six teams. Every team selected his captain to be responsible of putting their strategies to play the game, coordinating and controlling and giving instructions, to compete and win.

The Game was at 2:00pm in Al Wakra Sports Complex.

The first matches started between the four labors‘ teams and the same went with the two teams of staff, in order to select the best team for the final game.

The Project’s Administration Manager Mr. Wessam, took the referee’s role, and delegated the same to the Projects’ Director; Eng. Fahmi for the final game.

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The group moral was high; everyone was happy getting ready to win. The competition was excellent; the two teams were challenging each other, the voice of the commentator “Mr. Sukhwinder” one of our projects’ securities, who didn’t stop encouraging people, created even more excitement to the crowd.

The staff team played better than the labors, they were very close to win the cup but Eng. Fahmi extended the game for 20 more minutes to give chance to the labors team to win. Unfortunately his efforts went in vain and the staff team won the game.

At the end Eng. Fahmi, make it WIN to WIN, gave the Cup to the Staff, the medals to the Labors, and the prizes to the best workers group who achieved their target for the month of October.

As the Administration Officer of URT Project, Marina, I would like to take the opportunity and say that I’m glad to work in such healthy environment where honesty and respect dominates.

I do enjoy working with a Management that cares about its employees and treat everyone equally, building a strong relationship among people, creating a team spirit, raising the level of effectiveness at all levels.

Finally, and on behalf of URT Projects’ Labors and Staff, I would like to thank our Project’s Director & Administration Manager for their efforts.

We promise our management to work hard and stay the best.

“The staff team played better than the labors, they were very close to win the cup but Eng. Fahmi extended the game for 20 more minutes to give chance to the labors team to win.”

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Friday: 1st of November Gates open 2:30 PM Kick off 2:45 PM End: 5:30 PM

@ Al WAKRA SPORTS CLUB

GATE NO.2

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Q1. What does the Planning Department do?

Answer: I have heard this question frequently, some people think that the planning department is the department responsible on reporting the progress and delays only. Recently other people asked if we are the department managing the tenders, still others though that we are responsible on preparation of engineering and procurement logs.

The fact is that the planning department is involved in almost every department in KCT. However, our main focus is to prepare programmes for all KCT project, preparation of interim progress reports and highlight the variance in planned and actual progress. In order to do our job well, KCT planning department has managed to recruit outstanding young and experienced engineers that contributed a lot to KCT projects and played a key role in organizing the project and kept the team more focused towards the project successful completion. In many instances the planning engineers are asked by their Project Managers to do jobs that’s not in their

job description such as establishing the engineering and procurement logs, chase the materials until it arrives to the site, establish the overall construction methodology for the project, ensure that all snags are done, once one of the planning engineers was asked to wright a safety report!

Q2. And what do they do?

Answer: The planning department at the end of the day is part of KCT and all the staffs are proactive and willing to assist the project team for the success of the project. However, I always tell the planning engineers that the priority is first to your work in your job description, after that you can assist the project team in their work.

Q3. What else does the planning department do?

Answer: The planning department plays a key role in tendering new jobs for KCT; the planning department is responsible to prepare the technical submittal for the tender which is essential to shortlist KCT among other tenderers in order to consider the commercial proposal. The planning department with very limited resources has managed to obtain the highest marks in many mega projects tenders beating some of the biggest international contractors in the region. KCT planning department inaugurated a small BIM division and managed some of the leading BIM consultants that assisted KCT to produce an outstanding technical proposal for the tenders.

Q4. How was that?

Answer: Building Information Modeling or BIM a new technology that KCT has utilized to produce a model for the project that is linked with the proposed schedule and subsequently showing a high resolution movie that shows the sequence of construction against the project timeline.

Q5. What else does the planning department do?

Answer: The planning department is also working on developing software to increase the efficiency in KCT project management tasks.

Q6. Like What?

Answer: Like web reporting and dashboards for all KCT projects. Also, we are working now on developing a procurement log that is web based to insure ease to access to data and follow up. And many other projects such as software to assist in forecasting the resources for KCT projects and a cost control software and many other software in the pipeline.

Interview with Samir Sakka“IN MANy INSTANCES THE PLANNING ENGINEERS ARE ASKED By THEIR PROJECT MANAGERS TO DO JOBS THAT’S NOT IN THEIR JOB DESCRIPTION SUCH AS ESTABLISHING THE ENGINEERING AND PROCUREMENT LOGS, CHASE THE MATERIALS UNTIL IT ARRIVES TO THE SITE, ESTABLISH THE OVERALL CONSTRUCTION METHODOLOGy FOR THE PROJECT, ENSURE THAT ALL SNAGS ARE DONE, ONCE ONE OF THE PLANNING ENGINEERS WAS ASKED TO WRIGHT A SAFETy REPORT!”

Samir S. Sakka,Senior planning Manager

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In case of using rigid connections, stiffeners are added to insure the flexural behavior of this connection while the plastic deformation occurs at the Horizontal Boundary element (The beam) and far from the face of the column. In case of using Slipping connections, the cold formed steel frame will produce high ductility performance through the nonlinear behavior of the moment resisting bolted connections by reaching the maximum bearing capacity of these connections, starting from this principle we should insure the elastic behavior of the boundary elements, and to avoid local buckling of the same elements by using high strength cold formed profiles.

Types of Rigid cold formed bolted connections:- Rigid space gusset.- Rigid intermediate stiffener- Rigid intermediate plate

Types of slipping critical bolted connections:- Rotational slotted connections.- Linear slotted connections.

This type of connections is economic because of easy production, and has a great ability to resist seismic forces due to the high ductility performance compared with the ordinary moment connections.

Modeling cold formed steel connection by the use

behavior of steel connections in Seismic Resisting frames Consisting of Cold-formed Steel Sections.COLD FORMED STEEL FRAMES WILL COLLAPSE AFTER PASSING THROUGH THE ALLOWABLE STRESSES STAGE, BECAUSE IT IS DESIGNED TO RESIST LOADS IN THE ELASTIC STAGE. MANy EFFORTS ARE BEING MADE TO INCREASE THE COLD FORMED STEEL FRAMES PERFORMANCE By USING SPECIAL BOLTED OR WELDED CONNECTIONS, SUCH AS RIGID CONNECTIONS OR SLIPPING CRITICAL CONNECTIONS.

Abdel Messiah Tawil,Technical - MOQ.

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of Ansys Workbench environmentAnsys Workbench environment provides high end simulation capabilities which contain several applications to solve the mathematical problems that depend on finite element simulations in the real time from these applications: Ansys static structural, Explicit Dynamic, Transient Structural.

Ansys Explicit DynamicsIS used to determine the dynamic response of the structural system due to stresses distribution resulting from external forces (impact, external load time dependent, Buckling, large deformations, nonlinear phenomenon), Explicate dynamics was used to model two types of cold formed steel frame one

Other example show cold formed steel frame consisting of C-section profiles with Slipping connections, horizontal load equal to (100) KN was applied, from the results obtained from the model we can conclude that the forces are concentrated in the connections due to the high deformation in this area. The mechanism of this type of frames will be elastic deformation in the boundary elements while Plastic deformation in the connections may occurs.

ConclusionUsing of cold formed steel frames will enable the use of these frames in seismic rehabilitation, which can be divided by FEMA in 4 categories - Collapse prevention level- life safety level- immediate occupancy level- operational level

with rigid connection and the other with slipping connection.

The following example show cold formed steel frame consisting of C-section profiles with rigid connections, horizontal load equal to (100) KN was applied, from the results obtained from the model we can conclude that the forces are concentrated in the boundary element due to the high deformation in the columns and beams.

The mechanism of this type of frames will be elastic deformation in the connections while a plastic deformation in the boundary elements may occurs.

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Qatar’s Supreme Committee for Delivery and Legacy is progressing the flagship Lusail Iconic Stadium as the next of the grounds to be brought forwards.

The company announced the appointment of design and programme managers for the second stadium at Al Rayyan earlier this month, but the senior manager of its technical assurance and integration team, Dario Antonia Cadavid, told CW that it is already “in the procurement process” for the Lusail stadium.

“The two that are fully firmed is Al Wakrah and Al Rayyan, and Lusail will be coming next,” he said.

Cadavid said that Al Wakrah and Al Rayyan were the first two stadiums to be brought forwards as agreements were signed with the respective local sports clubs that provide a post-tournament use for the grounds.

Qatar’s sustainability record has come on leaps and bounds over the last five years, but there remains much work to be done, writes James Henderson.

It is no secret that Qatar and its ruling family are fiercely ambitious to push the country into the spotlight; it is a state which demands attention. As a result, the pace of change in the country has been and continues to be rapid, with developments and projects being proposed, started and finished each day.

flagship Lusail Stadium next on Qatar’s List

A sustainable journeyIt is a market where things can easily get left behind or overlooked, and there is a school of thought that the issue of sustainability within this vast construction arena was sometimes an afterthought in past years. But that no longer seems to be the case with Qatar seemingly embracing sustainable design and construction in more recent years and arguably becoming a leader with the GCC.

QATAR NEWS

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Lusail Iconic Stadium is the proposed venue for the 2022 Fifa World Cup tournament’s opening and final games.In its bid document, Qatar proposed an 86,250-seat stadium within the new 35km2 Lusail City being built 22km north of Doha.

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Parsons has announced that its joint venture with Systra has won a consultancy contract to design Qatar’s Long Distance Railway Network.

“There are many projects that are going to be awarded,” he said in an interview with Construction Week Qatar. “We will be awarding the remaining tenders for the elevated and at-grade sections, and Gold Line as well as awarding the contract for rolling stock, track-work and systems.”

As one of the most important infrastructure projects in the country’s history, the rail project has been the subject of scrutiny.

But Al Muhannadi insisted that 2013 had been a positive year, revealing the value of contracts awarded in the year and reiterating that Qatar Rail is on course to meet its deadlines, both on the Metro and Lusail Light Railway.

Parsons has announced that its joint venture with Systra has won a consultancy contract to design Qatar’s Long Distance Railway Network.

The US-based company said that the network will provide both freight and passenger services within Qatar and internationally, linking to the wider GCC network via Saudi Arabia and Bahrain.

It will include a 248.5-mile stretch of track, six freight facilities and seven passenger stations that will be integrated with the new Doha Metro.

Guy Mehula, Parsons Middle East and Africa region president, said: “This design consultancy project is of strategic importance to the State of Qatar in meeting its national vision, and we look forward to working with Qatar Railways Company to begin work on the project early this year.”

Gold Line Doha Metro deal to be awarded in 2014

parsons wins Qatar Rail design contract

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Retaj Marketing and Project Management is to sign an agreement to construct hotels, a shopping mall and hotel apartments in the Maldives, according to reports.

The Qatar-based firm has been in negotiations with the Maldives government for nearly 18 months, as part of the company’s overseas investment strategy, said Mohammed bin Jawhar, deputy chairman.

“We have reached the final stages of negotiations and will soon sign a final agreement for the projects,” he was quoted as saying by Qatar paper Sharq.

He said the project has been in agreement for some time but has held up by elections and other issues in Maldives.The value of the projects has not yet been revealed.

It seems that barely a week goes by without the announcement of a new retail complex or super-mall in Doha. It is no secret that the powers-that-be in Qatar want to make the country a more attractive place to live and work in, with a wide array of leisure and shopping activities for residents an important part of the plan.

And it seems that international retailers are taking notice, increasingly seeing the Qatar market as an attractive one, with significant potential to grow over the next decade and beyond.

In fact, a report in December from EC Harris that looks at the world’s most attractive retail markets found that Qatar is leading the way in the Middle East, having moved from eleventh in the 2012 report to seventh most appealing market for retailers this year.

German group Herrenknecht has won a contract to supply 15 tunnel boring machines to Qatar Railways Company for work on the upcoming Doha metro project.

Accompanied by the former German Chancellor Gerhard Schröder, Qatar Minister of Transport Jassim Saif Ahmed Al Sulaiti visited the Herrenknecht plant in Germany to inspect the first tunnel boring machine being made for the project.

Al Sulaiti led a delegation comprising senior representatives of Qatar Rail and the joint venture QDVC / GS Engineering & Construction / Al Darwish Engineering as well as the Consul of Qatar to inspect the first ready for use machine.

“Qatar holds its hopes and aspirations for the future in accordance with the Qatar National Vision 2030. One of the most important elements in fulfilling this Vision is the infrastructure of the country itself. As such, we have allocated tremendous resources and a generous budget for upgrading Qatar’s infrastructure, to which Qatar Rail’s Doha Metro project is also included,” Al Sulaiti.

Qatar firm to work on Maldives projects

Retail RevolutionQatar buysGerman boring machines for metro work

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WELCOME NEW JOINERS TO KCTNOVEMbER

Ammar Al DakheelSyriaAccountant Level 2Finance & Accounts-KCT

Roseller DalitPhilippinesProject Engineer Level 2Wajba-KCT

Francisco Jr.EspantoPhilippinesProject Engineer Level 3MOQ-KCT

Ayssar Tariq Kayed KhraisatJordanProject Engineer - MEP Level 5MOQ-KCT

Mohamad IbrahemSyriaForeman Level 2 - ConcreteHilton Hotel-KCT

Mohamed Talal Mohamed AlzuraiqiJordanLabor Resources ManagerLabor Resource Dept.-KCT

Khaled Mahmoud AghaPalestineConstruction Manager Level 1Mosque (Umm Garn)-KCT

Abdel Fattah Mahmoud HammoudaEgyptProject Operations Manager Level 2MOQ-KCT

Sanosh Kavumkal PhilipIndiaStorekeeper Level 2MOQ-KCT

Parshotam KumarIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Ravi GuptaIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Pawan BawaIndiaTimekeeper Level 3

Khaja SabIndiaCamp Boss Level 2Camp-KCT

Chenna RameshIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Pramod ThammaIndiaStorekeeper Level 3Fire House-KCT

Panchita Bala RajuIndiaStorekeeper Level 3Fire House-KCT

Kalva Kunta Praveen KumarIndiaStorekeeper Level 3Hilton Hotel-KCT

Linsanthan RajaratranSri LankaQuantity Surveyor Level 4Fire House-KCT

DECEMbER

Luay Salim Saleh WaqqadJordanConstruction Manager Level 1MOQ-KCT

Mohammed Awadyousif ElgackSudanGeneral Scope PhysicianCamp-KCT

Rajinder Kumar SharmaIndiaForeman Level 3 - CivilLabor Resource Dept.-KCT

Tarsem SinghIndiaForeman Level 3 - CarpenterLabor Resource Dept.-KCT

Jashvir SinghIndiaForeman Level 3 - CarpenterLabor Resource Dept.-KCT

Tarlok ChandIndia

Labor Resource Dept.-KCT

Sandeep SainiIndiaOffice AssistantCamp-KCT

Kewal KrishnanIndiaTimekeeper Level 3Fire House-KCT

Jagjeet SinghIndiaCamp Boss Level 2Camp-KCT

Mohammad Shadab KhanIndiaForeman Level 3 - CivilLabor Resource Dept.-KCT

Soumitra MalakarIndiaForeman Level 3 - CarpenterLabor Resource Dept.-KCT

Imam Hasan Raza KhanIndiaForeman Level 3 - CivilLabor Resource Dept.-KCT

Sanjith MohanrajIndiaLand Surveyor Level 3MOQ-KCT

Somu Praveen ReddyIndiaOffice AssistantLabor Resource Dept.-KCT

Mohamad KhaleeluddinIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Krishna GollaIndiaOffice AssistantFinance & Accounts-KCT

Mohammed MujahidIndiaCamp Boss Level 3Camp-KCT

SHAIK ABDUL ADNANIndiaCamp Boss Level 2Camp-KCT

Foreman Level 3 - CarpenterLabor Resource Dept.-KCT

Vishal KumarIndiaTimekeeper Level 3Rehabilitation of Mesilla Villa-KCT

Davinder BainsIndiaStorekeeper Level 3Rehabilitation of Mesilla Villa-KCT

Harwinder KumarIndiaStorekeeper Level 3Fire House-KCT

Deepak KumarIndiaStorekeeper Level 3West Bay Villa -2KCT

Anil Kumar SangamIndiaStorekeeper Level 3Sheikh Khaled (Umm Salal)-KCT

Ganagoni MallaiahIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Shaikh Quayium PashaIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Balaiah MogiliIndiaTimekeeper Level 3Labor Resource Dept.-KCT

Mohammad MustafaIndiaScaffolding Supervisor Level 2Formwork and Scaffolding-KCT

Eldho ThankachanIndiaNurse Level 2Camp-KCT

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Nidal Dawoud (y.R.) FenoounJordanSenior Technical ManagerMOQ-KCT

Tirupathi PadakantiIndiaTimekeeper Level 2Wajba-KCT

Harwinder SinghIndiaStorekeeper Level 3MOQ-KCT

Salem KhachfehSyriaForeman Level 1 - FinishingWajba-KCT

Mohammad Syeed KarimIndiaHSE Officer Level 3MOQ-KCT

Muhajir Moulana Sakkaf MoulanaSri LankaQuantity Surveyor Level 3A A Al Atiya (Umm Salal)-KCT

Jeremy TapiaPhilippinesHSE Officer Level 2Fire House-KCT

Rajesh KumarIndiaCamp Boss Level 3Camp-KCT

Mohamad Saif MohamadRashid ShaikhIndiaHSE Officer Level 2MOQ-KCT

JANuARy

Mohamad Al SayedSyriaProject Engineer Level 1Wajba-KCT

Ahmad Ibrahim ShalabyEgyptSenior Construction ManagerFire House-KCT

Thomas Antony PallikunnathIndiaTimekeeper Level 2Wajba-KCT

Gaurav RanaIndiaHSE Officer Level 3

KCT Training Center-KCT

Marco Magdy Shawky SedraEgyptPlanning Engineer Level 1Labor Resource Dept.-KCT

Ibrahim Al JasemSyriaForeman Level 2 - PaintingLabor Resource Dept.-KCT

Praveen LokeshIndiaProject Engineer Level 3Naseer Al Atiya (Umm Garn)-KCT

Minas Adel Ibraheem Elsayed MahmoudEgyptArchitect Level 3Fire House-KCT

Mark John HumberUKSenior Package Manager Level 1Wajba-KCT

fEbRuARy

Emad Mousa Ahmad AlhafezJordanConstruction Manager Level 1Fire House-KCT

Bushra RizwanPakistanQA/ QC Engineer Level 2Al Daaiyen Villa (Umm Salal)-KCT

Atef Issa Abdelrahman MuslehJordanSenior Fire MarshallMOQ-KCT

Rachel Ann BolusPhilippinesDocument Controller Level 2Labor Resource Dept.-KCT

Muhammed Vejdi DemirTurkeyPlanning ManagerMOQ-KCT

Meliton De Castro Jr.PhilippinesForeman Level 3 - PaintingLabor Resource Dept.-KCT

Rahman ShareefIndiaAdministrator Level 3

Camp-KCT

Zaheer Ayub SathiIndiaForeman Level 3 - Plaster/BlockLabor Resource Dept.-KCT

Khurshed Ahmad AnsariIndiaForeman Level 3 - FinishingLabor Resource Dept.-KCT

Mohammad Zeaul HaqueIndiaForeman Level 3 - WeldingLabor Resource Dept.-KCT

Jijo VargheseIndiaHSE Officer Level 2Umm Garn-KCT

Darim Wasif Abdelrahman AlsuleibiJordanSenior Planning ManagerMOQ-KCT

Mohammad EhteshamIndiaForeman Level 2 - SteelLabor Resource Dept.-KCT

Dipak SikdarIndiaForeman Level 2 - Scaffolding & CivilLabor Resource Dept.-KCT

Mohammad Imran RizviIndiaForeman Level 3 - WeldingLabor Resource Dept.-KCT

Abdul Sattar Tanwar JamilIndiaForeman Level 2 - GypsumLabor Resource Dept.-KCT

Nitin Dattatryrao MuleIndiaLogistics Officer Level 4Labor Resource Dept.-KCT

Annabelle CruzPhilippinesAdministrator Level 2PMO (Joe Khoury)-KCT

Jeet Kumar NayakIndiaForeman Level 3 - FinishingLabor Resource Dept.-KCT

Manoj Thykkoottathil Joy

IndiaForeman Level 3 - WeldingLabor Resource Dept.-KCT

Sher SinghIndiaForeman Level 3 - MarbleLabor Resource Dept.-KCT

Donal Frederick DockeryIrelandProject Operations Manager Level 2Ifrane Palace-KCT

Sunil Kumar PrajapatiIndiaForeman Level 3 - Steel FitterLabor Resource Dept.-KCT

Ajith Kumar Hanumanahalli Mudagal MathIndiaProject Engineer Level 4Wajba-KCT

Sajeed AliIndiaForeman Level 3 - MasonLabor Resource Dept.-KCT

Manuel BalagtasPhilippinesForeman Level 3 - PaintingLabor Resource Dept.-KCT

MARCh

Steven SolivenPhilippinesArchitect Level 2Umm Garn-KCT

Rhoneil DaetPhilippinesArchitect Level 2Hilton Hotel-KCT

Kishorkumar Narsi ParmarIndiaMarble SupervisorLabor Resource Dept.-KCT

Jaswinder Singh DhijanIndiaGeneral Foreman Level 5Labor Resource Dept.-KCT

Sanjay Khan KilaniyaIndiaForeman Level 3 - MasonLabor Resource Dept.-KCTLabor Resource Dept.-KCT

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1

Catherine Salem

From: Catherine SalemSent: Wednesday, April 16, 2014 5:34 PMTo: All FIBRO; All Highness; All IDCC; All IT Development; All Joury Travels; All LBDI; All

Marble Stone Factory; All NABK; All Palmera; All Profession; All Zebrano; AllKCT; AllUCC

Cc: Moutaz Khayyat; Ramez Khayyat; Salim Ata JarrarSubject: FW: Internal Email Circulation Re: KB Newsletter Vol. 6 Issue No. 2 April 2014Attachments: KCTNEWS-LR.pdf

Importance: High

Resending.  

From: Amro Khatib Sent: Wednesday, April 16, 2014 5:28 PM To: Catherine Salem Subject: RE: Internal Email Circulation Re: KB Newsletter Vol. 6 Issue No. 2 April 2014 Importance: High  Hi Catherine    I sent the draft file   Please resend the attached file as a final copy   Sorry for  inconvenience     

  

 

Amro W Khatib  

BArch | Intl. Assoc. AIA | LEED AP BD+C | PMP

Communications Manager 

Al Khayyat Contracting & Trading 

Qatar : +974 66 430 666   

               +974 44 29 2243  

UK : +44 20 81 44 0 44 7  

Netherlands: +31 20 22 0 21 86 

Fax: +974 4429 2223 

PO.Box: 201184 Doha – Qatar 

Email:  a.khatib@khayyat‐qa.com | Website: http://www.khayyat‐qa.com