Bulletin: The CCC Excellence Awards Go To

Bulletin
April 2011 Issue No. 97
The CCC Excellence

Awards go to …
CONSOLIDATED CONTRACTORS COMPANY
Editor’s View
Text
Dear Bulletin Readers,
According to Engineering News Record magazine
CCC was ranked 19th (International Contractors) and
2nd in the Middle East (Revenue by Region) for 2010.
Such distinguished standings are the fruits of internal
quality and excellence efforts and this Bulletin issue
is geared at honoring the achievers from the project
teams.
Within CCC, this is to become the equivalent of the
OSCARs.
Hearty congratulations to all our winners
Nafez Husseini
Announcement
CCC will be celebrating its official 60th anniversary in This time around, we wish to open the opportunity to
2012. In 2002, we designed this attractive logo for the 50th all our employees to inspire us with their ideas and sug-
anniversary. gestions for a new logo. The designs chosen will win these
valuable prizes:
• 1st Prize: a state-of-the-art digital video camera.
• 2nd Prize: a light computer notebook or PAD.
• 3rd Prize: a state-of-the-art digital camera.
Please send your design along with a short description of
your theme to bulletin@ccc.gr no later than 1 July, 2011.
(A maximum of two entries per person will be accepted.)
We look forward to receiving these.
Nafez Husseini
Bulletin Issue 97 / April 2011

1
Recent Awards
New Doha International Airport, Miscellaneous Buildings Dukhan Highway Project, Central Contract
Qatar Qatar
CCC/Teyseer Joint Venture was awarded in early Jan- Construction of 15 km four-lane dual carriageway with
uary 2011 three new contracts at the New Doha Interna- shoulders to replace the existing two-lane road.
tional Airport. These contracts are for the following:
The scope also includes 40 km surfaced collector-dis-
1. CP 93 Main Fire Station, Satellite Fire Station & tributor roads, 15 km of cycle track, bridge works and
Airport Surveillance Radar Building - Package A ancillary works, including three grade separated junc-
tions and associated structures, drainage works, duct in-
2. CP 94 Administration Building Blocks A & B, Medi- frastructure for future intelligent transportation system
cal Center & Employee Village - Package C and street lighting.
3. CP 96 General Aviation Hangar, General Aviation The client is the Main Roads Projects Steering Com-
Terminal & Solid Waste Handling Facility - Pack- mittee of the Public Works Authority - Ashghal.
age D.
KBR are the programme management consultants
The scope involves the construction of miscellaneous (PMC) and will be acting of behalf of Ashghal in the
buildings and external works including utilities, land- management of the contract.
scaping, road works and car park shade structures. The
total buildings covered area is around 25,000 m2. The du- The award was made in January 2011. However, the
ration is between 11 and 15 months. contract start date will be April 4, 2011 and the duration
is 30 months.
The employer is the Government of the State of Qatar
represented by New Doha International Airport Steering
Committee. The employer’s engineer is Overseas Bech- Doha Expressway F-Ring Road Package 12
tel Incorporated (OBI). Qatar
The scope of work involves the construction of a new

Presidential Palace Project Wings Package, Abu Dhabi
8.7 km roadway that will consist of a six to eight lane car-
United Arab Emirates riageway (three to four lanes in each direction separat-
ed by a divided median) with shoulders, ramps and serv-
Following the award of the Presidential Palace Main ice roads at interchanges. The scope also includes the
Package last August, CCC was awarded another major construction of two interchanges/underpasses, drainage
package covering the following buildings: works, duct infrastructure for future intelligent transpor-
tation system and street lighting.
4. Presidential Wings (PMPW); 32,024 m2
The client is the Main Roads Projects Steering Com-
5. Vice Presidential Wing (PMVW); 24,724 m2 mittee of the Public Works Authority - Ashghal.
6. Crown Presidential wing (PMCW); 24,677 m2 KBR are the programme management consultants
(PMC) and will be acting of behalf of Ashghal in the
This contract includes all skeleton and concrete works, management of the contract.
block work, windows and doors and electromechanical
works for the whole project in addition to internal fin- The award was made in January 2011. However, the
ishing works for spaces and rooms for back of the house contract start date will be April 4, 2011 and the duration
area. is 24 months.
The client is the Ministry of Presidential Affairs, the

consultants are Ewan Architectural Engineering Consul-
tancy and the project management is by R.W. Armstrong
& Associates.
The contract was awarded in February 2011 and the du-

ration is 24 months.

2
Recent Awards
Midfield Terminal Building, Pile Caps and Associated
Works, Abu Dhabi
United Arab Emirates
The contract includes the construction of the pile caps /
ground beams for the Midfield Terminal Building (MTB)
with a total built up area of 630,000 m2 including the as-
sociated reinforcement, formwork, waterproofing, exca-
vation, backfilling and protection measures.
The major components of the works are:

1. Concrete 146,000 m3
2. Formwork 75,000 m2
3. Reinforcement 19,620 tons
4. Excavation 40,000 m3
5. Backfilling 94,000 m3
6. Waterproofing 126,200 m2
The client is the Supervision Committee for the expan-
sion of Abu Dhabi International Airport (SCADIA) and
the project management Parsons International Limited.
The project was awarded in February 2011 and the con-

struction duration is 12 months.
Pipeline from Takreer Petrochemical Plant to Umm Al

Nar Power and Desalination Plant, Abu Dhabi
Engineering, procurement, construction, pre-commis-

sioning and support during commissioning for the fol-
lowing:
1. 3400 m 12” P/L
2. Two meter/filter skid
3. Two Tie Ins
4. 4000 m FOC cables
5. DCS Upgrade
6. Other related civil and E & I works.
The client is Arabian Power Company (APC/ITM) and
the job was awarded in February 2011; the duration is
twelve months.

3
Quality Management
Corrective and Preventive Action
Introduction
Corrective Action as defined in ISO-9000 standard is
the action to eliminate the cause of detected noncon-
formity or other undesirable situation. It is a set of activ-
ities that traces the symptoms of a problem to its cause,
and producing solutions for preventing the recurrence of
the problem. Corrective action provides a feedback loop
based on PDCA “PLAN-DO-CHECK-ACT” cycle in the
control process. PDCA cycle “Deming Wheel” is illustrat-
ed in Chart 01.
For the purpose of this article we need to distinguish
between correction and corrective action. While cor-
rective action is designed to eliminate the cause of non-
conformity, correction is the action taken to correct a
specific nonconformity.
When actual problems do not exist but there is a possi-
bility of failure, the action of preventing the occurrence
of a nonconformance, or any problem for that matter, is
a Preventive Action. In this order we have the following
distinguished activities:
• Remedial action by correcting a specific nonconform-
ance.
• Corrective action by eliminating the cause of detected
nonconformity and Chart 01
• Preventive action by eliminating the cause of potential

nonconformity. Construction Support & Quality Management
Chart 02 represents a relationship between correction, Department
corrective action and preventive action. The following activities represent CS & QMD respon-
Corrective and Preventive Action procedure for CCC sibilities in relation to Corrective / Preventive Action re-
is covered by QMP-GEN-017. Project Management and quirements:
CS & QMD share the responsibilities related to this func- • Maintain a corrective / preventive action log and re-
tion. view the status of corrective / preventive actions on
regular basis.
Project Responsibilities
The following activities represent the project responsi- • Compile a list of subjects related to quality manage-
bilities in relation to Corrective / Preventive Action re- ment for presentation and discussion at the periodic
quirements: management review meetings for corporate wide ap-
plication.
• Analyze customer complaints and advise Project Man-
ager on corrective / preventive action. • Analyze the data and respond according to one or
more of the following categories:
• Analyze the effectiveness of corrective / preventive ac-
tion. * A major area of concern is indicated.
• Maintain a corrective / preventive action log with close- * A trend is indicated suggesting the need to change a
out status. system or a procedure.
• Carry out trend analysis of nonconformities. * A spot audit (either technical or quality system re-
lated).
• Analyze cost of non-quality, based on NCR “noncon-
formance reports” trend analysis. * Analyze corrective / preventive actions that may
benefit other projects or future projects.
• Update procedures, method statements, etc. to reflect
improvement resulting from corrective / preventive ac- * Use the experience to improve the quality manage-
tion. ment system.
• Collect data in the form of monthly report and send to * Report to Senior Management the findings espe-
CS & QMD. cially the areas of concern.

4
Quality Management
...Corrective and Preventive Action
Corrective Action
Corrective Action pro-
vides a feedback loop in
the control cycle: while
inspection detects non-
conformities, and non-
conformance control
rectifies nonconform-
ing items, Corrective
Action prevents the
nonconformance from
recurring. Therefore,
in order to implement
Corrective Action pro-
cedure a trend in rela-
tion to a specific prob-
lem should exist.
Analysis of noncon-
formance or any un-
desirable condition
has to be carried out
in order to identify ar-
eas where corrective
action can be imple-
mented. In selection
of problems for fur-
ther analysis, the mag-
nitude of the problem
and the risk factor has
to be considered in
relation to lost time,
cost and effect on oth-
er items in the construc-
tion or installation cycle.
Chart 3 represents an
example of classifica-
tion of nonconform-
ance (see next page). Chart 02
In the example it is clear that, the Nonconforming Prod- The ISO View
uct carries the maximum weight (44 %). Therefore, in
Top Management Responsibilities
terms of priority, the following items should be selected
for further analysis: Top Management should ensure that corrective action is
used as a tool for improvement. Corrective Action plan-
• Nonconforming Product 44 (%) ning should include evaluation of the significance of prob-
• Damage to Finished Product 22 (%) lems, and should be in terms of the potential impact on
such aspect as operating costs, costs of nonconformity,
• Nonconformance to Specification 14 (%) product performance, dependability, safety and satisfac-
• Nonconformance to Drawings 09 (%) tion of customers and other interested parties.
• ITP not followed 05 (%) Involvement of People

This is a general approach, however, in some cases items People from appropriate disciplines should participate
with less weight (%) may have a negative effect on instal- in the corrective action process. In evaluating the need for
lation of other items, creating a chain of negative effects. actions to ensure that nonconformities do not recur, the
These items have to be considered and solved with imme- organization should consider providing appropriate train-
diate corrective action. ing for people assigned to corrective action projects.
Also, the effectiveness and efficiency process should be
emphasized when actions are taken, and the action should
be monitored to ensure that desired goals are met. Cor-

5
Quality Management
...Corrective and Preventive Action
rective actions should be considered for inclusion in man- Determine the Cause
agement review process. There are many ways to determine the cause of noncon-
formity, including analysis by an individual or the assign-
Source of Information
ment of a corrective-action project team. The organiza-
In pursuing corrective action, the organization should tion should balance the investment in the corrective action
identify sources of information, and collect information against the impact of the problem being considered.
to define the necessary corrective actions. The defined
corrective actions should be focused on eliminating caus- The organization should incorporate root-cause-analysis,
es of nonconformities in order to avoid recurrence. Ex- as appropriate, into the corrective action process. Root-
amples of sources of information for corrective action cause analysis results should be verified for accuracy prior
consideration include: to defining and initiating corrective action.
• Customers’ complaints. Mounir Soufyan
• Nonconformity reports.
• Outputs from management review.
• Output from data analysis.
• Outputs from dissatisfaction reports.
• Relevant quality management system records.
• The people of the organization.
• Process measurement.
• Results of self-assessment.
Chart 03

6
Feature
The CCC In Search of Excellence Awards - Introduction
Text
At CCC we have established a number of systems to
IN SEARCH OF EXCELLENCE AWARDS
measure our individual and project performance. In this
context, each project is set a number of goals and targets HSE Excellence Award
to achieve throughout the project lifecycle. One of CCC’s 1st Prize QG III Onshore 3 & 4 (QCS) - Qatar
top targets is to deliver superb products and services of 2nd Prize The Pearl Team - Qatar
the highest standards, in terms of safety, quality and spec- 3rd Prize Midfield Access Tunnel (NDIA) - Qatar
ifications, expected by all our clients throughout our are-
as of operation. To emphasize and promote this mission, QA/QC Award
the management has created the “IN SEARCH OF EX- 1st Prize Borouge EPC Works for Ethylene Cracker 2 (EU2) - UAE
CELLENCE (PROJECT AWARDS)”. 2nd Prize QCS - Qatar
“There are many engineering and construction firms Awarded to two projects, Al-Khafji Field Development
worldwide, but we, at CCC, pride ourselves that we are 3rd Prize - KSA and The Pearl Team - Qatar with almost equal
the best and second to none. We have to work hard to performance.
maintain these standards and stay at the top.” Productivity Improvement Award
1st Prize New Port Complex at Duqum - Oman
That was Samer Khoury’s message to establish a set of
10 targets for CCC projects, which constituted the ba- 2nd Prize Sohar Port Interchange - Oman
sis for a rewarding competition among all projects. The Awarded to two projects: Building EPC works for
objective was to recognize and financially reward those 3rd Prize NCP - KSA and Princess Noura Bint Abdulrahman
projects with the best performance and to encourage all University - KSA
projects to excel in their operations. The decision was to Schedule Award
concentrate on the pre-established CCC targets as shown 1st Prize New Port Complex at Duqum - Oman
in the table. 2nd Prize Building EPC works for NCP - KSA
Financial rewards ranging between US $60,000 and US Awarded to two projects: QCS - Qatar and
3rd Prize Borouge EPC Works for Ethylene Cracker 2 (EU2) - UAE
$100,000 to the top three projects that managed to ex-
cel and prove that they have achieved their targets were Balanced Scorecard Perfection Award
granted. As with every endeavour, the targets set were 1st Prize Borouge EPC Works for Ethylene Cracker 2 (EU2) - UAE
difficult to achieve yet they were realistic and in line with
the market conditions. 2nd Prize Midfield Access Tunnel (NDIA) - Qatar
3rd Prize Sulphur Area, Slug Catcher & Flare - Kazakhstan
The targets were led by different senior CCC staff
knowledgeable and involved in the establishment and Project Recycling Award
monitoring of these measures. Throughout 2010 the 1st Prize Ras Laffan Port Expansion - Qatar
projects were monitored for each measure, then short- 2nd Prize Princess Noura Bint Abdulrahman University - KSA
listed to determine the winners. CO2 Reduction Award
In the following pages you will find articles from the 1st Prize Princess Noura Bint Abdulrahman University - KSA
winning projects on how they managed to achieve their 2nd Prize Ras Laffan Port Expansion - Qatar
targets successfully. Knowledge Management (KM) Award
We wish the winning projects further success, and for the 1st Prize Princess Noura Bint Abdulrahman University - KSA
ones which didn’t win this time, we encourage them to ex- 2nd Prize New Port Complex at Duqum - Oman
ert extra efforts to become among the winning projects.
Awarded to two projects: The Pearl Team - Qatar and
3rd Prize Muscat International Airport (MC1) - Oman
Henri Tadros
VP Construction Support & Quality Management Risk Process Award
1st Prize Muscat International Airport - Oman
2nd Prize The Pearl Team - Qatar
A’Seeb Sewage Collection & Conveyance System -
3rd Prize Oman
Employee Satisfaction Award
1st Prize Rasgas Onshore / Onplot Expansion - Qatar
A’Seeb Sewage Collection & Conveyance System -
2nd Prize Oman
3rd Prize Barwa Commercial Avenue - Qatar

7
Feature
New Port at Duqm Awards
Text
The team at NPDD Project in
Duqm, Oman is proud of achiev-
ing the following “In Search of
Excellence Awards”:
1st Prize for Project Schedule
1st Prize for productivity im-
provement
2nd Prize for Contributing to
Knowledge Management (KM).
We believe that the above
achievements and other high
scores in other award items such
as a 28, or 29/30 on the Balanced
Scorecard award, were made
possible by the following at-
tributes:
1. Teamwork and effective
communication both inter-
nally within CCC, and ex-
ternally with Partners, Engi-
neer, and Client.
culties such as very poor visibility, inclement weath-
2. Timely and successful mobilisation despite project re- er, etc.. This investment was teamed with investing in,
moteness and mobilisation taking place immediately recruiting and training quality personnel to use these
after the devastating Gonu Cyclone. advanced tools.
3. Practice of Value Engineering to produce innovative 7. Investing in young engineers through programmed
method statements for best constructability and ef- training seminars, and work rotation. In Duqm, fresh
fective execution of the work. graduate engineers were the spearhead for executing
4. Comprehensive understanding of scope and contrac- the job.
tual obligations followed by thorough and accurate 8. Considering the welfare of and treating all of the staff
planning and progress monitoring. and workforce as human beings with as much fairness
5. Risk management and follow up on risks including as possible.
opportunities to reach the best outcome. 9. Safe working site.
6. Investment in new construction ideas and technol- 10. Quality - do it right the first time.
ogies. This was demonstrated by the management’s
timely decision to procure costly GPS Systems, Multi Muhammad Suleiman El Dawood
beams, Posibloc devices, additional barges and cranes Project Manager, Controls
to overcome unforeseen (at the tender stage) diffi-

8
Feature
Four Awards at PNUW
Text
The Princess Nourah Bint Abdel Rahman University for Project Recycling Award
Women Project, Saudi Arabia, was honoured to receive Our approach in project recycling was to identify and
four of CCC’s “In search of Excellence Awards” in the implement recycling whenever possible in all the project
knowledge management, CO2 reduction, project recy- waste streams including municipal waste from the camp,
cling, and productivity improvement categories. Our ap- office waste, vehicle maintenance waste from PMV, and
proach to excel in each of the above categories was: construction and demolition waste from the site. Recy-
cling of some of the waste streams was more profitable
Knowledge Management (KM) Award
than other streams but in all cases our sustainable waste
For several of our project staff, interest in knowledge management efforts were economically feasible.
management was initiated by a session presented to us
by CCC’s KM corporate team. We understood the main Productivity Improvement Award
objective of KM which is to enhance sharing knowledge Throughout the project’s duration, tasks were executed
about our successful practices in addition to sharing im- in line with project norms where budget is allocated for
portant lessons learned from the project. Our project staff specific activities. Our approach to complete the work as
contributed by publishing articles, comments, and other per budget was the close co-ordination between the con-
useful contributions which can all be found on Fanous. trol group (Cost Department) and workers and super-
visors on a regular basis in addition to improvements in
CO2 Reduction Award
the efficiency of the construction teams throughout the
Efforts in this category were focused on two main tasks project.
which are: A) To implement sustainable initiatives that
would actually reduce our project carbon footprint such Eyad Batarseh, Ph.D., LEED AP
as efficient construction waste management, waste water Environmental Manager, Lead CSR Coordinator
treatment and reuse, using solar power for domestic wa-
ter heating and so on, and B) CO2 accounting and report-
ing for our project activities and CO2 reduction account-
ing and reporting due to our sustainable initiatives based
on the Green House Gas Protocol.

9
Feature
Waste Minimization and Recycling Programme at RLPEP
The Ras Laffan Port Expansion Project won 1st Prize for The following materials are currently recyclable at
Project Recycling. This is how they did it: RLPEP and have stable markets in Qatar:
As part of CCC’s policy statement and our commit- 1. Paper and cardboard for paper recycler.
ment to enhance the environmental management system
2. Plastics bags and hard PE plastic for plastic recycler.
for continual improvement and better performance, RLP
management with HSE- Environmental Department put 3. Used oil for product or fuel blending.
in place a waste minimization and recycling programme
and set objectives and targets to achieve this programme. 4. Scrap metal for metal recycler.
The main objective is to minimize the negative environ- 5. PVC Scrap, cable drums, cable cuts and Aluminium.
mental impacts and reduce operating costs while conserv-
ing the resources. Main target is to reduce the use of nat- Managing for Improving Resource Conservation at
ural resources and eliminate waste. RLPEP
Waste generation, recycling and disposal programme is Paper Conservation Programme at RLPEP
implemented through the following environmental aware- i. Reduce, Reuse, Recycle.
ness activities and control measures:
ii. Initiatives to Reduce Paper Consumption.
• Reduction of waste generation through inducing
awareness programme and recycling initiatives across iii. Training on Paper Recycling Programme.
the site (signboards, posters, stickers, toolbox talks and iv. Information Campaign.
training sessions).
v. Segregation at Source.
• Skips for segregating and recycling wastes have been
established at each location of site work activity. Paper and plastic recycling programmes have run effec-
tively since July 2009. The company is one of the biggest
• All recyclables are initially segregated at source and active participants in Ras Laffan Industrial City for recy-
then taken to waste reception/ segregation area for fur- cling of waste papers and plastic materials collecting the
ther segregation and sorting where the recyclables are recyclables from RLP project and other CCC Projects
weighted, recorded and then transported by recyclers. and offices in RLIC and Doha, Qatar.
The Recycling Team

10
Feature
...Waste Minimization and Recycling Programme at RLPEP
From July 2009 till December 2010, it marked an im- Waste Management and Record Keeping
portant milestone in our RLPEP Waste Paper and Plas- At the end of each week, copies of all correctly complet-
tic Recycling Programme Initiative. Our records showed ed Waste Transfer Notes will be provided to the Environ-
a total of 172.6 tons of waste paper and cardboard had mental Department. The Environmental Department will
been delivered to Al-Suwaidi Paper Facility in Doha for then summarize the Waste Transfer Notes into a Waste
recycling purpose and about 162.6 tons of plastic wastes Consignment Master List, which is submitted on a month-
had also been delivered to Petro Plastic Facility in Doha ly basis to RLC and QP Environmental Departments.
for recycling purpose.
Other resource conservation and waste minimizing pro- Bassel Kanj
HSE Manager
grammes at RLPEP
• Minimize construction wastes disposal, reuse and im-
prove recycling of waste material by following on site
specific reuse methods and waste reduction tech-
niques.
• Create awareness by sharing information on construc-
tion waste composition, total quantities and cost of
waste disposal.
• Improve the recycling methods for all construction
wastes.
• Establish a programme for monitoring performance.
The CO2 Reduction Team

11
Feature
Ras Laffan Port Expansion Project 2nd Prize for CO2 Reduction
Emissions and greenhouse gases are becoming a major nance Standard.
concern throughout the world. At Ras Laffan Port Ex-
5. Calibrate and adjust fuel injection systems to the
pansion the management recognized such environmental
maximum efficiency level.
concern and strived to reduce Plant and Machinery CO2
Emissions, by following a number of simple guidelines; 6. Clean air and fuel filters on periodic basis to improve
the flow of air and fuel to the combustion chamber,
1. Follow and implement Manufacturer Technical Specs
therefore improving fuel efficiency.
and Technical bulletins.
7. Establish a Tracking System to replace older Ma-
2. Conduct Educational campaigns to raise energy ef-
chines with New Generation of equipment with bet-
ficiency awareness and distribute material and pub-
ter performance and less CO2 emissions.
lications.
3. Drive Sensibly - Aggressive driving wastes diesel. Cal- Imad Khaled
ibrate IVMS on the fleet to control vehicle efficien- Project Director
cy, idling time, etc…
4. Proposed a methodology to measure, monitor and SEE THE CARBON EMISSION REPORTS ON FACING PAGE
verify accomplishment to the Preventive Mainte-
The Balanced Scorecard Third Prize Winners

The reasons that Kazakhstan has achieved the level of there is no substitute for training, the knowledge that as
excellence are varied. Let me attempt to explain. a CCC employee we are part of a worldwide organiza-
tion that has the ability to overcome all conditions to en-
Many projects are driven by our clients and we many
sure that we are the leaders in our field. How could we fail
times Play Along as TOURISTS to please the client. This
when we knew that help is only a phone call away and that
approach is self limiting. When a group of dedicated peo-
we have the full support of our family behind us?
ple work together to achieve a common goal without re-
straint and without attempting to reach imposed goals Earlier in this report I made a comment about not being
they become PLAYERS. To encourage your team to play able to attract the best company ex pats. Time has proved
well you need to set achievable goals, for instance. To as- that we in fact have developed the best company ex pat.
sume that our project is working under the same condi- TEAM that is determined to top the league. Finally we
tions as a project in Kuwait is ludicrous for many reasons will list some of the ways that we forged our programme:
such as the availability of materials, the availability of the
• We hold a daily management walkthrough.
best company ex pats, the extreme crippling cold weather
conditions, the lack of world class shopping malls, the lack • We have initiated a monthly safety quiz with good
of CCC families (to name but a few). This creates a set of prizes.
circumstances that at first sight seem daunting.
• Our office staff continue with their weekly safety walk.
Many of our ex pats felt the extreme culture shock when
they landed in Atyrau, especially those who came from • We have planned an office only training schedule.
the Middle East and the Southern Indian sub continent.
IT WAS SOOOO COLD. In true CCC style we settled Douglas J. Miller
HSE Officer
down and realized that if we were to make a success of
our project we had to work together as never before. We
learned a lot from the local people on how to adapt and
set our goals to match our task.
We knew early on that the weather would hamper our
progress and we knew that if we did not order and source
our materials early and in ways we never had to do in the
Gulf we would not succeed. We knew that we had to re-
think our HSE policy to reflect our conditions. In short
we became extremely FOCUSED and localized in our
outlook. We set our goals in line with our conditions; of
course we had our setbacks and learned our lessons which
forged us into a professional TEAM who are always on
the lookout for more ways to improve.
So where do we stand? We stand on our core values that
have served our company from its inception. Family val-
ues, the belief that our greatest asset is our people, that

12
Feature
...The Balanced Scorecard Third Prize Winners

13
Feature
Winning the Employee Satisfaction Award 1st Prize
Text
In the Rasgas Onshore/Onplot
Expansion Project, Qatar, the gen-
eral attitude of the project manage-
ment and project administration
was proactive rather than reactive
in welfare activities. Starting from
the very early stage of mobiliza-
tion of the project, welfare and so-
cial services to staff and employees
were given prime attention and fol-
lowed the open door policy in the
project by all.
Staff living quarters at the camp
are separately constructed and am-
ple living space allowed in rooms
and between barracks. Rooms and
furnishings were selected to pro-
vide maximum comfort and always
kept the rooms, corridors and toilet
facilities clean and tidy which keep
the occupants relaxed.
More open areas with greenery
and facilities for small groupings All new arrivals, irrespective of his position he is joining,
were organized for relaxing and socializing during leisure will be met at the airport and be given a descriptive leaf-
time. Communications facilities and high speed wireless let about the project, emergency numbers and local cus-
internet connections covered the recreation/leisure area toms, etc. Upon reaching camp facilities, they will be able
in addition to the dedicated cafes. to contact their families by phone. All recruits were nom-
inated to attend the CCC Culture presentation.
• In addition to mosques, praying facilities for all faiths
were available in the camp. An active camp committee was established from the
start with representation of all nationalities and weekly
• Regular recreational activities, like in-house stage pro- meetings were held with camp and catering management
grammes, cricket, football, volleyball and basket ball and attended by the Senior Administrator. It ensured that
tournaments were conducted with active participation concern(s), if any, raised during the meeting be promptly
of voluntary group from the staff. attended to and reported back in the following meeting.
• Also did indoor games like cards, backgammon, bil- A social worker group was established in the leadership
liards, table tennis and baby foot matches. of a qualified social worker who is capable of providing
• Picnic trips to nearby beaches and desert safaris for counseling services to the needy and newly arrived per-
small groups during holidays were regular. sonnel. Several cases of home sickness hysteric scenes
were experienced and most of them were solved with
• Transportation to the nearby town for shopping was counseling by the social workers.
available almost every day.
All camps are provided with well equipped first aid clin-
Create homely atmosphere to suit the occasion and cel- ics and qualified medical personnel. Allowed and mostly
ebrate festivals like: used medicines, except antibiotics, are stocked in addition
• Eid Al Fitr and Eid Al Adha. to the first aid facilities to meet eventualities.
• Onam, Diwali, Vishu for Indians/Nepalis. A medical assistance was posted in all government hos-
pitals in the vicinity of the camp/site for guiding and as-
• Desra for Nepalis. sisting sick and needy people may report and/or referred
• Christmas and Easter for all. by camp clinics for medical attention.
• King’s birthday for Thailandis. All chronic diseased people are listed and monitored
regularly by social workers and followed up the periodical
• Any occasion upon request of sects/groups. check-ups by clinic staff.
During the holy month of Ramadan, in the camp Ram- “Win their hearts and all the rest will follow….”
adan tent will be erected and kept open for public dur-
ing the non-fasting hours of the night serving snacks and Prakash S. Jaya
tea/coffee. Senior Project Administrator

14
Feature
The Sohar Port Interchange Project and Productivity Improvement
Text
Since the beginning of the project, the project manage- Due to the criticality of the project, the project was ful-
ment was aware of the big challenge they are going to face ly supported by the area senior management represented
in delivering this very fast-track project on time, taking by the VP, Oman & Pakistan and MOA top management
into consideration that most of the main tasks were on and the other supporting departments in Athens.
the CRITICAL PATH and in addition, it was very hard to
carry it out within the allowed budget. By setting the SPIN Project Management
project goals and on how they are going to
be achieved, targets were set to concen-
trate on implementing the project
productivity norms being the
best way.
The project manage-
ment planted enthu-
siasm in the project
staff’s spirits by cre-
ating an incentive
scheme for each
goal of the job and
by encouraging
teamwork spirit
between them by
the project man-
agement as well, a
harmony between
staff and subordi-
nates was created.
Senior staff were
delegated each in his
field and set them ac-
countable for their as-
signments. Three week
look ahead schedules were
prepared and weekly pro-
ductivities were based on those
schedules. Project management
closely monitored the daily, weekly and
monthly progress and discussed the results at
weekly progress meetings. Reasons for schedule delays
or slippage were discussed with project staff, seeking
the best way to recover. Adequate resources were uti-
lized to achieve the required productivity and progress.
Incentive schemes were set to reward the distinguished
teams or personnel.
By using the root cause analysis and by their wide expe-
rience, the project management were able to identify and
forecast the risks the project may face and plan ahead the
methods of avoiding or getting use of these risks in a way
that serves the project benefit. These risks and opportuni-
ties were closely discussed with the engineer and client to
share with them our experience along with their require-
ments.
The project concentrated on teamwork spirit between
the project stakeholders by good business and social re-
lationships between all parties which reflected in a posi-
tive way on the project to overcome the different obsta-
cles faced. This also helped in the understanding of the
engineer and client to our situation in submitting the time
extension claim and their approval of the same.

15
Feature
Seeb Sewage Collection and Conveyance System (ASCS) Project
This project in Muscat, Oman is unique due to its pres- ment even welcomed criticism of its policies and reacted
ence in a developed urban area, housing numerous Oma- if an improvement emerged out of it.
ni dignitaries, and it required careful planning and strat-
The coordination; open discussions of issues; sharing;
egy for dealing with the public. The management gave
acknowledging and rewarding achievements; all resulted
special attention to employee satisfaction and risks iden-
in a family-like environment at the ASCS project, where
tification and control on the project.
satisfaction across the board has been the only outcome.
Employee Satisfaction:
Risk Management:
The project provided an excellent platform for CCC to
Since the mobilization of the project team at ASCS
train its members in utilizing the public relations oppor-
project and the start of the construction activities, the
tunity to boost CCC’s reputation and to avoid the risk of
management has been considering the implementation of
losing it due to carelessness in addressing any public res-
a risk management process in the project to monitor the
ervation.
project risks identified at time of tender and those real-
The management realized from the very beginning that ized during construction, in order to avoid any surprises
only a satisfied and confident team could achieve the goals and consequent serious affects.
on such a unique project and took pertinent measures to
The appointed Project Risk Coordinator developed the
achieve it. Members of the project team were given confi-
Risk Management Plan based on CCC’s Risk Manage-
dence by addressing their problems, personal or work re-
ment Manual, and was approved by the Client, Haya Wa-
lated, by always keeping the management doors open for
ter, expressing satisfaction for CCC’s implementation of
them to approach and speak without any hesitation.
the process and identification of the Risks.
Training and enhancing the knowledge of the employ-
The process had to be supplemented with a documented
ees was given top priority. To achieve this in-house train-
check and balance system. To achieve this and to enhance
ing sessions were held at regular intervals covering techni-
the knowledge and understanding of the project team, the
cal, quality, safety, public relations, planning/cost control
Project Manager, Mazen Aker, invited D. Mavrikios in
and contractual aspects of the project to establish a good
May 2010 to visit the project and provide his advice and
understanding of the work requirements.
experience on the implementation of CCC’s Risk Man-
Daily and weekly meetings with management helped in agement System software i-Risk. Adopting “i-Risk” soft-
making quick decisions and addressing the issues on the ware provided a favourable solution for the Risk Manage-
spot. These also provided a frank platform to openly dis- ment Plan and keeping track of the identified risks.
cuss and criticize the issues for improvement. Manage-

16
Feature
...Seeb Sewage Collection and Conveyance System (ASCS) Project
All the identified risks and opportunities were loaded to The selection of the ASCS
i-Risk with assistance from the Company’s Beirut office project for the “In
to install i-Risk software. Presentations and training were Search of Excel-
given to all involved in the risk management process. lence” awards in
Risk Process and
After the Initiation Phase of the process had been con-
Employee Satis-
cluded and most of the personnel were well aware of the
faction is a mat-
process, Phase 2 for the Risk Assessment started and a
ter of pride for
brainstorming session/meeting was held for the identifi-
all the mem-
cation and assessment of the potential risks of the project.
bers of CCC’s
Risk and action owners were appointed and after i-Risk
ASCS family.
System tables were updated with all the data, the Project
Risk Coordinator held individual meetings with the Risk
Owners to finalize the assessment and the Risk respons- Mazen Aker
Project Director
es required.
After the Risks were finalized and reviewed/approved
by the Project Control Manager and the Project Manag-
er, Phase 3 started with Risks Review and Control, where
the actions and controlled measures for the risks were dis-
cussed in weekly progress meetings, focusing mainly on
the risks with high P-I score.
A few months later, when almost 25% of the progress of
the project had been achieved, it was decided to proceed
with the Post Response Assessment and re-evaluation of
the Status of the Risks. To the satisfaction of all, most P-I
scores of the identified Risks had dropped significantly
after reassessment.
During implementation of the Risk Management Proc-
ess in ASCS project all the
data was continually
posted in the i-Risk
system, and was
finally forward-
ed to the “In
Search of
Excellence
Commit-
tee” at
their re-
quest by
the end of
September
2010.
The project
team was de-
lighted to learn
from the Project
Manager that ASCS
was among the winners.
ASCS team members con-
sider this as recognition of
their real prize, which is the
enhanced knowledge and ex-
perience gained during the
implementation of i-Risk and
the improvement in perform-
ance, understanding and deci-
sion making.

17
Feature
The Site Team Celebrates Knowledge Management Award (3rd Prize)
The Development of Muscat Airport site team held a Please refer to the Fanous website article “How An Air-
special brunch on Friday, 21 January 2011 at the Al Ta- port is Built” presentation.
noor Restaurant, Shangri La, Muscat, Oman.
The site team and their families to be seen in the pho-
The occasion was to celebrate winning a prize in the com- to: Artul Can and brother, Sulaf Ali and Family, Jim and
pany’s In Search Of Excellence Awards for their contribu- Pauline Curtis, Prasad Boraiah, David Moloney, Jose
tion to the company’s Knowledge Management website. Neri, Mohammad Najar, Imad Houbsh and family, Mu-
They contributed useful information on Lessons Learned rat Adiyaman, Gokhan and Selma Celikag, Firas Tamimi
that can be used from estimating to execution for the con- and family, Mahmoud Hardan and family.
struction of an Airport. The information details how the
works were planned and organized to achieve efficiency David Moloney
and quality ensuring that the site was and is a Safe Site Support Engineer
Place to Work and Environmentally Friendly.

18
Feature
Working Safely in Kazakhstan
The Shulphur Area, Slug Catcher & Flare
Project won 3rd Prize in the Balanced Score-
card Perfection Category. Read on...
A weekly training schedule is issued for
the whole week for selected items like man-
ual handling, working at height, fire safety,
AKCO golden rules, electrical safety, con-
fined space, and so on, in the English and
Russian languages.
At the weekly construction meeting, safe-
ty is the main topic with prizes contributed
to the safety winners when there is a near
miss, stand down where made and the sub-
ject of incident discussed.
Daily toolbox talks are performed on site
with different topics witnessed by first time
supervisors and site management. A tool-
box talk is a hands-on way to remind work-
ers that Health, Safety & Environment are
important on the job. The Toolbox TRIC
Card has been introduced to check the risk
assessment before starting a job/task, or
entering a new operational area. The risk
assessment is a process to identify hazards
and determine possible control measures
to minimize risk and provide a safe work-
ing environment.
A weekly safety walk is carried out with
the client and office staff and site supervi-
sion. Findings and deficiencies are report-
ed and forwarded to the site for corrective
action.
Monthly Themes/Risks like falling ob-
jects, bad weather and scaffolding go for
full distribution via email, toolbox talks
and posted on notice boards. Big signs are
made and posted throughout the site.
We started a new activity: inspection of
the areas by different supervisors from dif-
ferent areas with fresh eyes to boost aware-
ness. We also introduced a monthly safety
quiz with nice prizes to estimate the results
of our training programme.
The project team compiles a monthly Ka-
zakhstan Area Bulletin and a risk register is
updated for each new process.
With the harsh weather in Kazakhstan,
when temperatures can reach -21C, the
safety of employees becomes even more
complicated with winter PPE being distrib-
uted to all employees (especially ice-grip
spikes). It is also necessary for scaffolding
to be de-iced before the start of work.
Yousef Khalil
Project Director

19
Feature
Risk and Knowledge Management Awards
We at the Development of Muscat International Air- fied risk using a Probability - Impact Matrix and catego-
port (DMIA) Project are extremely pleased to have se- rizing each as High, Medium or Low priority indicated on
cured two awards in the In Search for Excellence cam- the matrix by Red, Yellow and Green.
paign.
Risk owners were asked to consider and develop a re-
First prize for Risk Management and third equal for sponse strategy for each risk, for threats, the response is
Knowledge Management is a creditable performance for to avoid, transfer, reduce or accept the threat. For oppor-
those involved, as they have carried out not only their spe- tunities, when identified, the response will include to ex-
cific jobs in the project but also the additional tasks asso- ploit, share, enhance or accept.
ciated with these important subjects.
The project is now in the Review and Control phase of
When the Risk Management initiative was introduced the process where response plans are implemented and
and DMIA was identified as one of the projects where periodically reviewed.
the Risk Management procedure would be applied, the
New risks are being identified and previous Risks closed,
early stages of mobilization were underway and the full
as the situation on DMIA has become constantly change-
team yet to be assembled. Nevertheless, the Project Di-
able due to the design delays which are impacting the
rector appointed the Risk Coordinators and together with
works.
the Area Risk Champion the first of the phases and steps The Risk Management procedure has and continues to
was started. be a helpful addition to the management and control of
the project.
The First Risk Assessment meeting was held and a large
number of “Risks” were discussed and recorded. This was The Knowledge Management prize was awarded on ac-
attended by PM’s and key staff including QA/QC, Engi- count of a number of articles submitted detailing vari-
neering, Contracts and Controls Managers. The initial list ous Method Statements which will be of benefit for fu-
was large and was further reviewed by the smaller group ture projects. There is an extremely extensive obligation
of the Project Director, Area Risk Champion and Project to produce and adhere to Method Statements for practi-
Risk Coordinators to discuss each item and fill the As- cally each activity on site so it’s likely our team will be able
sumptions and Constraint form. At this stage only Risks to share many more.
had been identified.
At the next step the identified risks were allocated to Issam Dawani
Control Manager
Risk Owners by the Project Director. With the Area and
Project Risk coordinators’ assistance the Risk Assess-
ment was carried out. This involved assessing the identi-

20
Feature
Barwa Commercial Avenue (BCA) JV Project, Qatar
When asked to describe the means implemented to at- accustomed to the partner’s systems, work habits, and so
tain the much-sought-after Employee Satisfaction award on.
(3rd Prize), Ghassan Kawash’s response was “CCC Cul-
Despite all these challenges, our staff dug their heels in
ture. The family-oriented CCC cultures of caring where,
the ground, faced up to the challenge, showed invalua-
to us, our employees are people, not just statistics. We
ble commitment to their company and to the project, car-
have an open-door policy where we listen to each employ-
ried out their assignments and duties, conformed to the
ee and address concerns accordingly.”
JV rules and regulations and came out with flying colours
Mr. Kawash, Project Director and highest ranking CCC indeed. Our partner’s professionalism and valued cooper-
staff within the BCA-JV, stressed that job security is par- ation certainly contributed to this success.
amount and all employees are always encouraged to im-
Maintaining this accomplishment is an endless endeav-

prove, whether they be office or site staff. Guidance is
our by the CCC Senior Management Team, led by Mr.
provided by the management and when reciprocated with
Kawash, to continuously monitor and assess all staff, to
integrity and dedication to succeed by the employee, the
ensure our employees are on the right track, by identify-
results can be beneficial indeed to the employee as well
ing weaknesses and utilising their strengths to their full
as the project. The well-being of our employees is genu-
advantage.
inely observed where employees’ concerns, queries and
complaints are noted and addressed in an open and hon-
est manner which asserts the sense of belonging and be- Tarek Al Shurafa
Head of Document Control
ing part of the CCC family and culture.
Furthermore, safety is strictly observed at all times and
we have maintained a very good record to make sure all
our employees work in a safe environment and go home
safely at the end of the day.
This is a tried and tested policy that pays great divi-
dends and particularly under a JV set-up, such as the
BCA Project. Due to the merging of our system with the
partner’s system, our employees may have to overcome
hurdles characteristic to a JV set-up, such as: limitations
imposed by some of the JV agreements, which result in
inflexibility of ease of movement to higher positions with-
in the project. Furthermore, our employees need to grow

21
Feature
Midfield Access Tunnel Project - Qatar
I have only recently joined the
MAT project and as much as I
would like to, I cannot claim to
have contributed to the project
team’s achievements that are
being commended here. How-
ever, I take much pride in be-
ing a part of that team (even
though at this late stage) and
join in their well earned cele-
brations.
Under the direction of Fathi
Abdul Muti and the senior staff
in the project key positions, this
project has built an exemplary
relationship with the Engineer
and the Client. For most of the
construction period all parties
were working in perfect unison
thus resulting in one of the best
project deliveries among the 30
plus contractors working on the
New Doha International Air-
port. The current contract val-
ue stands at roughly 1.6 % of
The Balanced Scorecard 2nd Prize Winners
the original contract value due
to contract change orders only The project has also received multiple “Million Hours
and not including any claims. That in itself is an award de- W/O LTA” awards (the project is currently at 16 million),
serving achievement. four “House Keeping Excellence” awards, one “Environ-
During the last couple of years, the project has received mental Contractor of the Month” award and two “Spe-
seven “Contractor of the Month” awards, three “Large cial Recognition for ES&H manager’s Performance of
Contractor of the Year” awards for 2008, 2009 and 2010 the Year” awards for 2008 and 2009.
and “Project Contractor of the Year” award for 2009. Those awards that we received from Bechtel and NDIA
and these that we are receiving
now from MOA are part of our
company’s record that should
remain accessible for new and
fresh employees to look up to
and to strive for long after the
dust settles and the current
workforce relocates to face
new challenges.
Jihad Nakhleh
Project Manager
The HSE 3rd Prize Winners

22
Feature
The Borouge EU2 Project Achieves Multiple Awards
2010 was a rewarding year for the Borouge EU2 Project. • Accurate reporting (avoidance of over reporting).
The exceptional efforts made by the team, the timely com-
• Transparency between partners.
pletion, smooth commissioning and high performance of
the plant, have been recognized with the following privi- • Early introduction of system completion with close fol-
leged awards: low-up.
CCC In Search of Excellence Awards Balanced Scorecard:
• For QA/QC - 1st place. • Client satisfaction by timely addressing of concerns.
• For Balanced Scorecard - 1st place. • Quality delivered to Company’s expectation.
• For Schedule - 3rd place. • Meeting promised targets and deployment of commit-
ted manpower.
• This resulted in the project being identified as the 2nd
best performing project in the CCC Group. • Meeting financial expectations (as a result of timely
completion).
Linde Award QA/QC:

• 2010 Linde Site Safety Award. • Very low repair rate (<2%).
None of the above awards could have been achieved • Close follow-up of daily weld reports.
single handedly. The team spirit and harmony between
• Early joint walk-down of test packs between EP & C
Borouge, Linde and CCC were the prime factors behind
partners.
the project achievements. The following points summa-
rize the main reasons that supported the high registered • Day-to-day monitoring of welders’ performance com-
scores: plemented by additional training.
Schedule Award Conclusion
• One team approach (common interest between Client Completion of projects as per schedule remains the
and Contractor to deliver project on time). prime REWARD for any team, as it defuses tension be-
tween parties and paves the way for positive settlement
• Partner’s commitment to timely completion (air freight
between Partner and CCC on one side and with the Com-
of shortages to support schedule).
pany on the other.
• Early detection of potential sources of delay and proac-
tive approach to addressing them (identifying partners’ Salim Khamis
areas for improvement). Project Manager
• Daily site walk by project management team.

23
Feature
A Future Award - Client Satisfaction
Country: Kazakhstan • Give CCC steel structure pipe racks in the gas plant
which was constructed by other contractors.
Client: AGIP Kazakhstan North Caspian
Operating Company N.V. • CCC was transparent with AGIP, honest and up front
about the information that AGIP should be privy to.
Project: Construction of Sulpher Area, Slug The more transparent we can be with the client, the
Catcher & Flare Area Works. better. The more the client knows about our capabili-
The main purpose originates out of client Satisfaction ties, process, commitments, and management the more
survey is to see and ensure where a company stands in they feel like they can trust us. Trust is vital.
this regard in client’s stance, thereby en-
abling improvements and perpetual en-
hancements which will lead to higher
satisfaction levels and acceptable con-
tent degree.
Once we have identified and pinpoint-
ed what needs to be improved or al-
tered; modified or revised, we need to
develop and forge a plan for improv-
ing each identified area. Such plans and
schemes must be based on what the cli-
ent really needs rather than what man-
agement believes to be a good goal.
Client satisfaction is a key perform-
ance indicator that is crucial to a com-
pany’s overall success. While the helpful
factors such as quality, expertise, IT, planning and safe- • Gaining the client satisfaction on SSCF onshore project
ty continue to play critical roles, client satisfaction is a AGIP awarded CCC the HUPC offshore project.
determining factor in retaining client business on an ac-
ceptable track that keeps all the limits of standards, client • AGIP showed a great deal of cooperation with us and
specifications, etc. steady and ready to yield an acceptable approved at no cost to CCC the below major chang-
product that will serve for a long term duty and must be es that involved a considerable cost cut and accelerat-
GUARANTEED safely and practically. ed the schedule.
Every project section understood the goals, mission, • The method statement for erecting steam drums of
purposes and values of CCC and the effect on having cli- waste heat boiler from using 16m high, 20 ton tem-
ent satisfaction. porary steel structure rack to simple saddle type sup-
ports.
The cardinal content of CCC value message is the con-
tinuous client trust gaining and this differentiates us from • Applying full paint system on carbon steel and stainless
other contractors since we are always searching to get weld joints before hydro testing.
more client requests not through only tenders and bids • Using wire power brushes on weld joints instead of grit
rather than deep rooted faith originated through our pre- blasting.
vious achievements and implementations.
• Changing the biggest test packs which we were plan-
The client has besides CCC another five major construc- ning to test at sub- zero temperature in winter from hy-
tion contractors i.e. BONATTI, GATE, SICIM, AKL, dro testing to pneumatic testing.
ISKER which started work on site one year before us.
• Using CARBOLINE paint instead of JUTON which
The top management was committed to allocating the made 50% cost saving on paint material.
necessary resources to be different. CCC succeeded to ex-
cel in all disciplines and be ahead of other contractors in • Welding plates of thickness 90m-50mm at the pneu-
completing the works in a professional way with a high de- matic test limits of pipes of diameter 76”-36” and thus
gree of safety and quality achievements records and thus having golden joints instead of using high pressure test
gained AGIP’s appreciation and satisfaction. plugs which would have cost us about US$1 million
with a four-month delivery delay.
Appreciation and satisfaction are branches in the main
tree of trust gaining policy of CCC and the main rule is As CCC has a safety and quality commitment statement,
building up of business relationships is the precedent we propose to have the same on client satisfaction.
work that was implemented/inspected/approved and ac-
cepted beside the completion deadlines required by the Finally, CCC commits the value of the client final deliv-
client. erable: once we have assessed the client’s needs we are in
a position to validate the final deliverable that will satisfy
AGIP, recognizing that CCC was up to the challenge, the needs according to client acceptance criteria that will
therefore decided to: be used to evaluate the satisfaction degree. This principle
originated out of the perpetual approach with client to
• Withdraw the electrical heat tracing scope of work that
was supposed to be implemented by another stumbled define the CAC along with the requirements.
contractor and grant it to CCC in order to complete Yousef Khalil
it. Project Director

24
Knowledge Management
A Strategic Tool for CCC
Knowledge Management (KM) is a strategic backbone A significant achievement by the Mobilization with Em-
within CCC that puts in place a supportive social and phasis on New & Remote Areas community was the pro-
technical framework and structure that encourages staff duction of Standard Camp Design Manual (1) (Corpo-
to contribute, share, and innovate knowledge for the ben- rate Manual Camp Design, Layout, and Setup Manual
efit of CCC (its clients, employees, local businesses, and - CM-CSQM-013). The manual covers the design and ini-
partners), which in exchange provides staff clearer in- tial setup of camps. It is the first of three manuals intend-
sights on how and where they can develop through the ed to document the CCC standards and requirements for
application and sharing of knowledge. the establishment and operation of camps and site facili-
ties. The information compiled in the document is a cul-
The KM initiative currently comprises ten Communities
mination of CCC’s experience, best practice, and lessons
of Practice (CoPs) which are focused groups with defined
learned in camp design and setup as well as the incorpo-
Business Cases (Charters) and set of Elemental Initiatives
ration of environmentally sound, cost saving, and safety
(Objectives). Elemental Initiatives are not only the back-
practices. Further community initiatives include the de-
bone of each group but typify the objectives sought by each
velopment of a Camp Welfare Manual, Camp Audit Pro-
group in particular and the KM Initiative in general. The
cedure, RFID Access - Access control implementation in
following paragraphs provide a synopsis on each commu-
Camps and incorporation in Timesheet, and to continue
nity. For detailed information please visit Fanous (the KM
to Develop and Test Ideas to support the Green Camps
online Wiki based system) at http://km.moa.gr.ccc
Initiative.
Building Construction from Design to Handover, one of
the pilot CCC Knowl-
edge Management in-
itiatives encompass-
es several categories
of building construc-
tion knowledge such as
High Rise Building Is-
sues, Concrete Tech-
nology, Formwork
Study, Architectural
Input, Green Buildings/
Sustainable Design/
LEED Certification,
and Building Logistic.
Further key initiatives
include Building Infor-
mation Model (BIM)
integration in our op-
eration and the De-
velopment of a Shop
Drawings Guide; a
draft was compiled and
posted in Fanous with
the focus of establish-
ing shop drawing pro-
duction standards to achieve high quality, achieve effi-
Identifying Best Practices, Ensuring all projects are pre-
cient working, and set guidelines for staff to follow when
commissioned to best Industry Standards, and Supporting
producing shop drawings.
Company’s EPC Strategy are key objectives of the Hydro-
Trenching and Bulk Simulation software is a key initi- testing & Pre-Commissioning KM community. Also one
ative within the Earthworks and Plant Productivity com- of the original communities established as part of the KM
munity. The main purpose of the simulator is to obtain undertaking, key initiatives include Hydrotesting Best
“optimal” equipment mix in order to meet schedule and Practices (Test Center, Testing Activity and Recommen-
cost objectives. The simulator captures the interaction be- dations), New Technologies, Flawless Startup Initiative
tween different equipment having a direct effect on pro- (FSI), and Identifying Special Techniques and Methods
ductivity. Daily Production figures, Idle Time and Cost (e.g. Hydro-Jetting) and make related data available on
Indicator for each type of equipment can be easily moni- Fanous.
tored using this type of software. Further community key
Pipe Fabrication involves the successful integration of
initiatives include Paving Simulation Software and the
design of the fabrication shops and yard layout, the utiliza-
Search into new Technologies for Construction Equip-
tion of suitable equipment and process technologies, and
ment and Surveying.
the use of efficient logistical support resources. The goals

25
...A Strategic Tool for CCC
Focused on the areas of Safety, Health, Security, and

Environment the Construction HSE community pro-
vides an environment for Project Construction staff to in-
teract with HSE Managers to exchange ideas and under-
stand each others’ concerns and objectives. In addition,
the Construction HSE Community hosts in every meeting
one of CCC Area General Managers for sharing their ex-
periences and views, as well it hosts one of the Clients rep-
resentatives to share their experience with CCC in terms
of the implementation of HSE on their projects and other
lessons learned. Key initiatives of the Construction HSE
Community include the Compiling of Lessons Learned in
HSE per Discipline, Development of HSE Targeted Sto-
ries, Adoption of Tools to Assess the Financial Impact of
HSE Incidents, and Training of HSE Champions to De-
liver HSE Messages to Project Managers.
The Contract Administration and Project Control com-
munity was instituted with the focus of establishing the
grounds for career path planning and critical competen-
cies, developing and enhancing awareness of the role of
project controls in project delivery and promote the dis-
cipline, document best practices and processes (manuals,
guides, etc.), and enrich training materials and case study
based training. In order to sustain aforementioned objec-
tives the community has adopted KM initiatives which in-
corporate the Development of Best Practices for Contract
Administration, Promoting BIM Based Project Control
System, Best Practice Warehouse Management, Recom-
mended Planning Technique, and Increase Control Staff
Spacer Ring Machine Awareness of New CCC Control Systems.
to be achieved by the Pipe Fabrication Improvement on Socket Welding is usually an area of quality concern
Productivity & Quality community are to improve safety, since maintaining the needed gap during welding is a dif-
quality, and productivity, tasks which are dependent on a ficult undertaking at best. An article in the Piping, Equip-
large number of interrelated factors involving considera- ment and Steel Structure Installation community discuss-
ble technical expertise and experience. Key initiatives cur- es the use of Spacer Rings to provide the needed space
rently being addressed by the community include establish- for Socket Welding. The article typifies an experience
ment of Fully Automated Fabrication Shops, Standardize sustaining the community’s initiatives. A CCC project
Measurement of Productivities (Improve Controls and fabricated Spacer Rings in-house resulting in both cost
Reporting), Materials and Spools Handling and Storage and time saving ( 1/10 of original price – the experience
(Best Practice), Develop Guidelines on how and what to and equipment manufactured by the project were so suc-
Order in Terms of Equipment in a Fabrication Shop, and cessful that they were adopted by a different project in
Development of a Fabrication Shop Manual. a different area). The community continues to work to-
ward achieving its initiatives which are characterized as
The Integration with EP Partners community was es- putting together a Manual for Installation of Piping on
tablished to improve CCC’s Image with Key Partners and Pipe Racks, Recommendations for Engineering to Im-
enhance awareness on Partners Operations and require- prove Constructability, In-house Bolt Torquing / Ten-
ments among CCC Project Managers, Control Managers, sioning and Flange Facing, Purging of Stainless Steel Pip-
and other involved Staff. Construction realities are gen- ing Solution, and Modular Construction.
erally not considered by EP Partners without CCC timely
intervention; major engineering and procurement prob- Finally, the Training and Career Development com-
lems must not be resolved during the construction phase, munity in coordination with the HR department (whose
as they can have severe and costly consequences with the members are represented in the community) has achieved
main impact on Construction. This initiative’s objective great strides on many issues: (1) examining the new GUD
is to enhance awareness within the CCC Group to adopt procedure: (2) examining the orientation manuals for new
pro-active and timely approach with individual EP Part- recruits; (3) examining the revised summer trainees pro-
ners, facilitate implementation of Lessons Learned inter- cedures; (4) giving feedback on the career development
nally and with EP partners, build awareness about the im- program for future managers; and (5) updating its mem-
portance of effective links between EP-C activities, and bers on the new developments such as the India training
development of qualified staff to interface with EP Part- center and on the job training for cost engineers. Other is-
ners. sues were tackled as well such as the new exit forms to be

26
...A Strategic Tool for CCC
used throughout the com-

pany and the recruitment of
vocational training gradu-
ates. Further initiatives cur-
rently in the works include
Establishment of an Exper-
tise Locator System, Com-
piling Content/Curriculum
for Training Schools, and
the technical inventory.
Stephan Mansour
Senior Knowledge
Management Specialist
(1) It is worth noting that

the Standard Camp
Design, Layout, and
Setup Manual is made
possible largely through
the kind efforts and
invaluable input of
Nasser Nasser. It is
also worth noting and
acknowledging Naim
Abu Laila, Antoine
Nahhas, Elias Koyess,
Fouad Harb, Hemmat
Safwat and MO-SCD
who have given so
generously of their time
to assess the document
and incorporate
their professional
recommendations.
Community Spaces on Fanous

27
Area News
Qatar
Visit to Ras Laffan Port
Samer Khoury honoured
the Ras Laffan Port Expan-
sion Project with a visit dur-
ing his participation in the inaugura-
tion of the Ras Laffan Industrial City which is the
largest natural gas exporter with a capacity of 77 million
tons per annum.
It has to be mentioned that, out of the 77 million tons,
CCC proudly contributed to the construction of all the 14
producing trains over six different projects within a peri-
od of 15 years i.e. from 1995.
After being briefed on the latest status of the project
by Nazih Abdul Kader and the project team, Mr. Khoury
was happy to be photographed with them. In return he ad-
dressed the attendees with a very warm encouraging mes-
sage urging them to maintain their efforts and to com-
plete this challenging project on time.
Imad Khaled
Project Director

28
Area News
Syria
Two Trips to Damascus
CCC signs Memorandum of Understanding with the
Syrian Ministry of Labour
Suheil Sabbagh signed on behalf of CCC a MOU with
the Syrian Ministry of Labour and Social Affairs (the
Public Agency for Employment and Enterprise Devel-
opment) to train Syrian labourers and employees to de-
velop their skills in the construction industry to help in
their placement in the future at CCC projects or other
mega projects.
It was agreed that CCC would provide trainers for these
sessions and would provide training material to train fu-
ture trainers. The agreement aims to help unemployed
Syrian labourers to find work opportunities in the con-
struction industry and to provide a pool of trained la-
bourers to be employed at CCC projects and other mega
projects in Syria and other Arab countries.
Salma Shawa, PhD from left to right Suheil Sabbagh, H.E. Diala Al Haj Aref, Shawkat Fakih,
HR-Training and Career Development Mujahed Mohammad Abdallah
CCC President Said Khoury visited Damascus during

the period 21-23 November 2010
President Said Khoury visited Damascus last November
and had meetings with many Syrian top dignitaries and
businessmen including Rateb Al-Shallah, Chairman of
the Syrian Chamber of Commerce, H.E. Diala Al-Haj
Aref, the Syrian Minister of Social Affairs and Labour,
Dr. Abdallah Al-Dardary, Deputy Prime Minister for
Economic Affairs, Nasri Khoury, Head of the Syrian/
Lebanese Cooperation Council and Ahmad Al-Khater
General Manager of Qatari Diar in Syria.
left to right H.E. Diala Al Haj Aref, Shawkat Fakih, Said Khoury
Shawkat Fakih
Area Manager Syria
from left to right Shawkat Fakih, Samih Zaben and Azzam Fedda

29
Area News
Bahrain
Thirteenth Project Management Institute Conference
CCC
participated in
the 13th PMI In-
ternational Confer-
ence, Seminars and
Exhibition in Man-
ama on 24-26 Jan-
uary 2011. The fo-
cus of these events
was on major issues
of delivering val-
ue and productivi-
ty through project
management les-
sons learned in
boom to bust cy-
cles.
CCC’s corporate
gifts and company
profiles were sent
from Managing Of-
fice Athens and
Najib Khoury, GVP Business Development; Mazen
from CCC Riyadh. We received positive comments and
Qaddoura, Area General Manager, Saudi Arabia; You-
compliments on our presentations from visitors to our
suf Hajeir and the undersigned, all attended the opening
stand. We had pleasant meetings with our friends and vis-
ceremony, with an introduction by H.E. Eng. Essam bin
itors from Saudi Aramco, Saud Oger, Punj Lloyd, Nes-
Abdulla Khalaf, the Bahraini Minister of Public Works.
ma, Techint, SNC Lavalin, SK, JGC, KOC, Worley Par-
Manar Shami, Senior Training Coordinator, was one of
sons, KNPC, Samsung, Kettaneh, SINOPIC, TR and all
the main speakers at the conference and he spoke about
the participating engineering offices in Saudi Arabia.
CCC’s experience of in-house training programmes. Si-
nan Melhem and
Khaled Al Khat-
ib attended most
of the seminars and
our stand.
Mohammad Al-Haj
Business
Development
Consultant, Saudi
Arabia

30
Area News
Lebanon
AUB Starts Green Building Concepts Training
The American University of Beirut signed a memoran-
dum of understanding that will allow AUB to offer engi-
neering students a specialized course on environmental-
ly-friendly construction specifications.
Under the MOU, CCC will finance the Green Building
Training Programme, a one-year project provided by the
Education for Employment Foundation, a Mideast-based
institution that trains your people on special skills to im-
prove their employment prospects.
“The world is moving towards green buildings” said
AUB Provost Ahmad Dallal, one of the signatories. “The
trend is to invest in environmentally-efficient projects,
and AUB wants to be at the forefront of this trend by pro-
viding its students with the skills and qualifications that
will allow them to implement green projects.”
CCC Area General Manager, Yusuf Kan’an, who signed
on behalf of CCC, expressed his enthusiasm for the train-
ing project and AUB’s interest in joining forces with CCC
to enhance student skills.
Bulletin Staff
AUB Provost Ahmad Dallal (far left) and CCC Area General Manager, Yousuf Kan’an signing the MOU

31
Area News
Greece
“Everlasting” by Mariam Elgabry
On 27 January 2011, Mari-
am Elgabry’s first published
book, a novella, was present-
ed in the theatre of the American
Community School in Athens. Mariam had dedicat-
ed her book to the late Hassib Sabbagh, and his son Samir
was welcomed on the stage. At this event the Acting Min-
ister of Foreign Affairs, Ms. Mariliza Xenogiannakopou-
lou honoured the assembly with her presence, along with
Tawfiq and Hala Khoury.
Mariam’s family and friends, teachers and co-athletes
from the national team of Greece in track as well as CCC
founders and associates attended. Following the presen-
tation, refreshments were offered in the theatre lobby
where the book signing took place.
All the proceeds from the book will be donated to edu-
cational services in Palestine.
Bulletin Staff
from left to right: Dr. Gialamas President of ACS , Mariam Elgabry,

Samir Sabbagh from left to right: Hala Khoury, Mariam Elgabry, Tawfiq Khoury

32
Area News
Saudi Arabia
Princess Noura University for Women Nears Completion
Samer Khoury, President Engineering &
Construction, arrived in Riyadh on 1 March
2011 and visited the Princess Noura Universi-
ty for Women Project on Wednesday 2 March
2011 accompanied by Nazih Abdul Qader,
Senior Group Vice President and Mazen Qad-
doura, Saudi Arabia General Manager.
Mr. Khoury met the project management
team and had a general discussion on the
project status focusing on how to complete all
the remaining works by the end of March 2011;
how to avoid risks and demobilize manpower
and equipment on time. A short visit was paid
to DAR Al Handasah site offices and a meet-
ing was held with DAR Chief Resident Engi-
neer Hussein Hamieh who shared his opinions,
expectations and concerns regarding timely
completion of the project.
The visit was concluded by a site tour specifi-

cally to the General Generators Building, Boil-
ers Buildings and Data Center.
Mr. Khoury expressed his appreciation for the
remarkable achievement of the project team in
successfully completing one of the world’s few
mega projects in just two years and wished the
team good luck.
Hassan Moghrabi
Project Manager, Control

33
Corporate Social Responsibility
CSR 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 csr@ccc.gr
Paperless Day
The paper-saving campaign is catching on in all CCC

offices, areas, projects and departments where every sec-
ond Thursday has become a “Paperless Day” and all oth-
er days are recognized as “Less-Paper Days”. Reports are
showing a 25-30% reduction in overall paper consump-
tion since the campaign was launched in mid January.
Qatar
Greece
Ras Laffan Port Project - Beach Cleanup Drive
Bicycle Parking
As part of the collaborative effort to contribute towards
The “Green Bikers” of MOA who frequently use their environmental protection, RLP Project HSE - Environ-
bicycles to commute to work have approached CSR Com- ment in coordination with RLP Project Administration
mittee proposing the possibility of providing of a safe lo- and RLIC Environmental Department organized 2nd
cation to park their bicycles during the day. Being a viable beach cleanup drive in RLIC on the occasion of 2011 New
request that would support CCC’s Going Green initia- year celebration. On December 31, 2010, approximately
tive, the Committee in coordination with Maintenance 40 employees accompanied by senior environmental of-
Department have provided a dedicated shelter equipped ficers, RLIC environmental representatives and security
with special bicycle parking racks for the purpose. (RLIC and CCC) volunteered in the cleanup event.
Oman Turkmenistan
Second Blood Donation Day International Day of Persons with Disabilities
Continuing with the spirit of CCC’s Corporate Social CCC Turkmenistan sponsored an event devoted to the
Responsibility and the successful blood donation activity celebration of the International Day of Persons with Dis-
of July 2010, a second campaign was organised last Feb- abilities, which took place on December 3rd in Ashgabat.
ruary by the ASCS Contract 5B Management in collabo- The ceremony was organized by the Society of Persons
ration with the local Blood Donation Bank, which turned with Disabilities, and CCC being the sponsor of the event,
out to be another successful CSR event. presented to each attendee with disabilities a small gift

34
Corporate Social Responsibility
...CSR News Report
to express our support and encouragement to their situ- CCC’s Going Green Initiative for reducing our CO2 foot-
ation. print. Although the impact was negligible, but to show the
importance of the campaign, PMV at Musafah had ar-
ranged to power the lights of a Christmas Tree from one
of the existing PV Solar Power Systems there.
Tony Awad
Corporate Social Responsibility Officer
PV Solar Powered Christmas Tree
Schemes to utilize PV Solar Power at different installa-

tions, projects and sites are being implemented as part of

35
Milestones
Engagements & Marriages

UFW Project, Saudi
Congratulations to Ansar Umar (PN
on 7 November 2010 in
Arabia) who married Hishana Thasni
Wandoor, Kerala, India. Ayman Labib Sabbagh (RUFW
Project, Saudi Arabia)
wishes to announce his marriage
to Sally Marouf on 24
October 2010. The ceremony took plac
e at the Saida Country
Club, Lebanon.
Place: Renaissance Hotel, Atyrau

City, Kazakhstan. Date:
18 December 2010. Occasion: wed
ding of Rani Sowayleh
(Admin. CCC Kazakhstan) to Ulia
na Khokhlova. Thanks: to (HUPCCA Project,
all CCC colleagues who shared the
happy celebration. On 3 February 2011, Ahmad Al-Saeed to Huda Ali. The
married
Kazakhstan) became engaged to be
e in Said a, Leb ano n and was attended by
ceremony took plac
friends and family members.
Births
Dipak Khadaka (PNUFW Project, Sau
di Arabia) and
his wife Diksha are very glad to ann
India on 21 ounce the birth of
A son called Joel was born in Kerala, their first child, a girl named Diya on
15 August 2010 in
nts Job i Kolkunnel
October 2010 to the proud pare a Joby.
their native town of Barkalpur (Imliya)
, Nepal.
ar) and his wife Jish
John (GTL Project, Qat
wife Yusr Jalloul

Mohammad Abu Rajab (DMIA Pro
ject, Oman) and his Marwan Abboud (RUFW) and his
the birth of their son
wife Deema are pleased to announ
ce the birth of their twin are extremely pleased to announce
girls (Lelia and Lamar) on 16 Feb His brother Mohammad
ruary 2011 in Amman, Karim on 18 January 2011.
Jordan. Mira is very happy with her fam ily are very happy with the
newborn sisters. Ebrahim and the entire
new arrival.
and his wife Rana

Omar Magdy (BIM Centre, Cairo) Rakesh Gairola (Komo Airfield, PNG
) and his wife
h of their first baby on
are delighted to announce the birt Pooja are very happy to announce the
birth of their baby
and his nam e is Yahia Omar girl called Riya. She was born on
28 January 2011. It’s a boy 18 February 2011 in
Magdy Nour. Uttrakhand-Rishikesh, India.
Anil Manakunnath (The Pearl Project

, QATAR) and
his wife Ambili Anil are extremely
happy to announce
the birth of their twin babies Aad
idev Anil (boy) and
Aavani Anil (girl) on 11 September
2010 in Thrissur,
Kerala, India.

36
The BULLETIN is a publication issued at CCC EDITORS
in Athens by volunteer staff.
Samer Khoury
All opinions stated herein are the contributors’ own. Zuhair Haddad
Submissions (announcements, stories, artwork, etc.) are Nafez Husseini
welcome. Damon Morrison
CCC BULLETIN PUBLIC RELATIONS

P.O. Box 61092 Samir Sabbagh
Maroussi 151 10
Fax (30-210) 618-2199 or bulletin@ccc.gr PRODUCTION
Jeannette Arduino
see The BULLETIN on line at Nick Goulas
Georgia Giannias
www.ccc.gr - News - Quarterly Bulletin Alex Khoury
Cover design credit goes to Nisrin Issa
Contents
FROM THE DESK OF....................................Samer Khoury KNOWLEDGE MANAGEMENT
EDITORS VIEW.................................................................…1 - A Strategic Tool for CCC - Stephan Mansour.................25
ANNOUNCEMENT.........................................................…1 AREA NEWS
- Qatar: Visit to Ras Laffan Port - Imad Khaled...............28
RECENT AWARDS.......................................................……2
- Syria: Two Trips - Salma Shawa/ Shawkat Fakih..........29
QUALITY MANAGEMENT - Bahrain: Project Management Institute Conference
- Corrective and Preventive Action - Mounir Soufyan….…4 Yousef Hajeir.....30
FEATURE: In Search of Excellence Awards - Lebanon: Green Building Training Programme
- Introduction - Henry Tadros............................................7 News Highlights, AUB............31
- New Port at Duqm Awards - Greece: “Everlasting” by Mariam Elgabry.......................32
Muhammad Suleiman El Dawood...........8 - Saudi Arabia: Princess Noura University for Women...33
- Four Awards at PNUW - Eyad Batarseh...........................9 CORPORATE SOCIAL RESPONSIBILITY
- Waste Minimization at RLPEP - Bassel Kanj.................10 - CSR News - Tony Awad.................................................34
- Saving Energy at RLPEP - Imad Khaled........................12
MILESTONES
- Balanced Scorecard in Kazakhstan - Douglas J. Miller...12
- Announcements..............................................................36
- Winning the Employee Satisfaction Award
Prakash S. Jaya........14
- SPIN Project & Productivity
SPIN Project Management........15
- Satisfaction & Risk at Seeb - Mazen Aker........................16
- KM Celebration Brunch - David Moloney......................18
- Kazakhstan: Safety - Yousef Khalil................................19
- Risk & KM at Muscat Intl. Airport - Issam Dawani.........20
- Work Satisfaction at Barwa Project - Tarek Al Shurafa...21
- HSE & Balanced Scorecard at MAT - Jihad Nakhleh....22
- Borouge-Three Prizes - Salim Khamis............................23
- A Future Award: Client Satisfaction - Yousef Khalil.....24

Bulletin: The CCC Excellence Awards Go To

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Bulletin

April 2011 Issue No. 97

The CCC Excellence

Bulletin Issue 97 / April 2011

The scope of work involves the construction of a new

The client is the Ministry of Presidential Affairs, the

The contract was awarded in February 2011 and the du-

Bulletin Issue 97 / April 2011

The major components of the works are:

The project was awarded in February 2011 and the con-

Pipeline from Takreer Petrochemical Plant to Umm Al

Engineering, procurement, construction, pre-commis-

Bulletin Issue 97 / April 2011

• Preventive action by eliminating the cause of potential

Bulletin Issue 97 / April 2011

• ITP not followed 05 (%) Involvement of People

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

The Recycling Team

Bulletin Issue 97 / April 2011

The CO2 Reduction Team

Bulletin Issue 97 / April 2011

The Balanced Scorecard Third Prize Winners

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Maintaining this accomplishment is an endless endeav-

Bulletin Issue 97 / April 2011

The HSE 3rd Prize Winners

Bulletin Issue 97 / April 2011

Linde Award QA/QC:

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Focused on the areas of Safety, Health, Security, and

Bulletin Issue 97 / April 2011

used throughout the com-

(1) It is worth noting that

Community Spaces on Fanous

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

CCC President Said Khoury visited Damascus during

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

Bulletin Issue 97 / April 2011

from left to right: Dr. Gialamas President of ACS , Mariam Elgabry,

Bulletin Issue 97 / April 2011

The visit was concluded by a site tour specifi-

Bulletin Issue 97 / April 2011

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

The paper-saving campaign is catching on in all CCC

Second Blood Donation Day International Day of Persons with Disabilities

Bulletin Issue 97 / April 2011