Professional Documents
Culture Documents
The Almabani Journal E-Edition No 12
The Almabani Journal E-Edition No 12
Almabani Headquarters
Almabani Building
Hail Street, Ruwais District
P.O.Box. No. 2781
Jeddah 21461
Kingdom of Saudi Arabia
Editorial
UAVs & Filmmaking
p.2
Riyadh Metro
Project
TBMs Activity
p.6
Precast Segment Yard
"Although we are passing through a grey phase, I believe we must continue in the same momentum p.10
that started with the award of the Riyadh Metro contract." p. 12
HSE Department
BS 2007-18001
Certification Process
p.17
KAIA - Apron 6
Project
A Remarkable Progress
on the Mechanical and
Civil Levels
p.18
Events
King Abdulaziz Air Base, Dhahran
p.28
Located in Al-Shemal district, 25 km north of the jobs of rebar cages, molding, concrete casting,
center of the Saudi capital, the Precast Segment demolding and curing are done.
Yard was built on an area of 120,000 m2.
• Concrete plants: two concrete plants are
The construction phase started on September employed to supply the sites with the required
17, 2014, after that partial production started in quantities. Each plant is currently producing 70
February 2015 and by May 2015 the Precast m3/hour on a non-stop pace.
Segment Yard became a full production unit. It
consists of three main sections: • Storage Yard: the storage yard hosts four 30t
gantry cranes and is used for the storage of rings
• Warehouse (25,000 m2) that contains nine before delivering them to the required site. It can
16t overhead cranes and in which most of the accommodate up to 2,000 rings.
Health Club
The health club is divided to four sections: Arab, concluded and the camp management is now
Indian, Pakistani and Filipino. Every section has a running the second tournament along with a
television and a main workout area consisting of volleyball tournament that will start soon.
weights training area and exercise machines.
In addition, the aerobic exercise area includes Self-service Laundry
many types of cardiovascular training-related Washing machines and clothes dryers are already
equipment such as stationary bicycles and installed and were put under the service of the
treadmills, as well as table tennis tables. camp’s residents. A schedule has been set
in order to manage every bloc’s access to the
Sports Activities and Tournaments laundry.
South Camp - Labor Section has football,
volleyball and basketball courts. In this regard,
the first basketball tournament has recently
Kitchen Activities
The camp’s kitchen provides complete catering packed portions delivered to them when on duty.
services customized to meet the tastes of the So far, four cuisines are available: Arab, Indian
laborers coming from different nationalities. Camp (with a vegetarian menu), Pakistani and Filipino.
residents can either eat at the mess or have their
Nassim Arabi: First let us introduce your goodself to the readers of The Almabani Journal, starting
with your academic background and moving through all the phases of your professional career,
from the junior days till today.
Salim Ghorayeb: I graduated from the Ecole Superieure d’Ingenieurs de Beyrouth (ESIB - Saint
Joseph University, Beirut) with a civil engineering degree in year 1981. On September 1, 1981, I
joined Almabani in Saudi Arabia and started my long career with this company all the way till the present
day. My first assignment was to work with the construction team of the “Construction and Pavement
of Part 5 of Mecca-Medina Expressway” project. It was a huge earthwork project in the middle of the
desert and Almabani was one of the 10 companies selected to execute this 440km highway. Our
scope covered a 5-lane dual carriageway that stretched to almost 56 km with 3 interchanges and 6
bridges. I still remember that we reached a manpower peak of 2,500 working on this project at that
time, with a sizeable fleet of heavy equipment that included 2 concrete batching plants and 2 asphalt
plants. Back then, Almabani was the first company to introduce the huge Caterpillar D10 track-type
tractor that was used to excavate and remove the boulders that existed in the site area. It was a tough
project in which I spent almost four years. Among the main challenges were the logistics, where we
had to build the road first to reach the site area. In addition, we used to live in portable buildings and
sometimes even in tents. It took us six months to reach the site area. I am recalling these details to try
to demonstrate the harsh conditions that we lived in. However, we were a bunch of young Lebanese
men coming from the same academic background, either ESIB or the American University of Beirut,
and we used to enjoy our time together.
My second experience was in Jeddah where I was among the team of Al Thaqeb Project and then
I moved to Riyadh where I worked in different construction projects. The major step-forward was
in 1989-1990 when I was relocated to Rub’ al Khali as one of the Airstrips project team. It was a
challenging project that was awarded to Almabani, where we built three airstrips in areas near the
borders of Saudi Arabia with both the United Arab Emirates and Oman. The project was a joint venture
with Morrison-Knudsen and this was the first airports project in which I was engaged.
From Rub’ al Khali I moved back to Jeddah to work in the renovation projects at King Abdulaziz
International Airport. On a later stage, I started a journey of airports’ development and rehabilitation
projects in Yanbu, Al’Ula and Najran in addition to the construction of a huge workshop for M1A1
Abrams and M1A2 Abrams main battle tanks in Tabuk, before returning to KAIA. Right before my return
to KAIA we tried to expand beyond the Saudi boundaries and we were going to execute a JV airside
project in Kuwait International Airport but unfortunately the Kuwaiti government canceled the project at
the last moment. My career also stretches to King Khalid International Airport in Riyadh, where I was
engaged in an aprons, network and fuel systems project in addition to all the infrastructure network.
Right after the delivery of that project, we were awarded a new project that we are currently executing
in KKIA. It comprises of the renovation of the existing taxiway and the construction of a new taxiway,
cargo apron and full infrastructure fuel system. Along with this project we are currently working in Apron
6 Expansion Project in KAIA. In brief, I can say that my expertise in the airports field dates back to 1990
and Almabani has left footprints in more than 20 airports in Saudi Arabia.
NA: If we want to highlight the major achievements and milestones that you have been part of
during your career, what do you recall? Please tell us about those moments of pride…
SG: I will talk here about the construction-related achievements regardless of their financial magnitude.
I consider the Mecca-Medina Expressway Project as a big achievement for my own experience. I was
engaged in a huge mass of concrete and earthwork and I had no experience at that time. In addition,
delivering this project on time was also an achievement. In Saudi Arabia the completion time is essential
and this is not only for the satisfaction of the client but for respecting the promise of the company’s
Top Management. At that time, HE Mr. Nehmé Tohmé was the General Director of the projects and we
always had -and still do- to abide by his fixed target dates. During that phase, we spent many sleepless
nights due to tight schedules.
Rub’ al Khali Airstrips project was also a big challenging project to be added to the list of achievements,
where we built 3 airstrips deep in the desert. The location was in the middle of nowhere and work
conditions were harsh, the least to say. Mercedes-Benz manufactured a special fleet to cross the huge
dunes. Imagine how hard it was to build your accommodation and relocate your staff. The first location
was around 15 hours away from the nearest asphalted road. We used to rely on the Global Positioning
System (GPS) to navigate; getting lost was not an option. There were no mobile phones at the time.
We communicated through radio and even sometimes Bedouins native to the region used to guide us.
I can also add Najran Airport Project to the achievements, where we were asked to build the terminal
in a year and a half. In order to be fair we have to show gratitude to Almabani’s Top Management who
gave us full support regardless of the costs. I believe it is a milestone every time we successfully deliver
a project.
NA: You are currently a Senior Projects Director in Almabani. From this position, what can you
tell us about the projects’ execution strategies that make from Almabani a key player among the
general contractors in Saudi Arabia?
SG: Self-confidence and the respect of the target date. This is in one sentence what makes Almabani a
respectable and reputed company. This is the culture of HE Mr. Nehmé Tohmé and his Top Management
team by whom we are influenced and from whom we learned to honor our commitment, irrelevant of
the cost and the challenges; we just do it to the highest stringent standards of safety and quality. This
gives trust and confidence and thus makes Almabani a key player among the general contractors.
NA: How do you describe the relationship with the General Authority of Civil Aviation, the operator
in charge of all the airports of the Kingdom and one of Almabani’s most prominent clients?
SG: I can summarize the relationship with the General Authority of Civil Aviation in two words: trust and
confidence in Almabani. We are very well reputed among our clients and we are known that we always
timely deliver a quality product. From my own experience, the credit goes again to HE Mr. Nehmé
Tohmé along with his Top Management team represented by the Vice Chairman and the CEO who
never accept delays when there are no reasonable grounds and uncontrollable factors that justify any
kind of delay. We consider the completion day a commitment date to abide to. This is why GACA and
other clients have confidence in Almabani and know that they can rely on us to deliver the requested
job.
NA: If we want to tackle the present-day situation, how do you compare the challenges during
your early days in Almabani with the current challenges?
SG: I have witnessed lots of challenges, ups and downs through my career in Almabani. We faced back
in the 1980s conditions similar to what we are facing now: cut of resources, no new projects and a
cash crunch. Almabani has survived this period by adopting a strategy that helped in overcoming all
the adversities, under the leadership of HE Mr. Tohmé who shrunk his workforce without affecting the
structure of his “army”, and he was always envisioning better opportunities.
Nowadays, the challenges in the region are bigger and this will definitely affect the construction field,
yet I am fully confident that HE Mr. Nehmé Tohmé along with his managerial team spearheaded by the
Vice Chairman, the CEO and the CFO are responding to the market changes with the correct actions
and applying a sound financial policy to keep the company afloat.
NA: How do you assess the current activity within the airports’ industry in the Kingdom? What
is the future of this field?
SG: To be honest we were expecting more in this industry during this period and I cannot forecast due
to the surrounding current political events in the Middle East. Yet I believe that Saudi Arabia is a vast
country with 26 international, regional and domestic airports (and they still need more) that always need
maintenance and continuous rehabilitation, in addition to the expansion projects that are inevitable for a
country that hosts the Hajj. Once we overpass the cash crunch witnessed in the Kingdom, I believe lots
of airports’ projects will show up. This all depends on the situation. I hope we can overcome this crisis
the soonest possible. We must see the priority in this country. If you read what is published in the media
reports you will understand what I am saying… construction is not a priority now and lots of aspects
are negatively affecting our industry such as the price of oil and other evolving issues. I believe that the
military construction projects are the priority now. Let us wait and see the 2016 government budget
and fiscal policy in order to be able to forecast. Here comes the role and the wisdom of HE Mr. Tohmé
with his Top Management team in dealing and overcoming this turbulent situation by taking the needed
measures in order to save the body and the company’s structure from any possible harm.
It is an unexpected encounter and nobody must be blamed for not being able to read the upcoming
situation. Even GACA was planning for new projects, but changes took place just couple of months ago
and are going on a fast pace! In other words, nobody could see back in 2014 that the price of oil will
drop to 50 SR a barrel in May 2015 and nobody could see that the political and military situation in
the Middle East is going to escalate to the current level.
NA: With all those objective challenges and turmoil, and being a leading contractor in the airports’
industry, does Almabani set the eyes on some airports’ projects beyond the Saudi borders?
SG: To expand beyond the Saudi borders has always been on the agenda of HE Mr. Tohmé and
Almabani had some projects in Oman and Qatar back in the 1990s. Two years ago we were preparing
ourselves to land in Kuwait and we were granted the project but as I mentioned earlier the government
canceled it at the last moment. I believe that expansion should always be on the agenda of any ambitious
company, but with the current regional situation, risks are high, therefore it should be carefully planned
since it will necessitate sizeable investments.
NA: How do you assess the structural reorganization that has been witnessed in Almabani since
2013, with all the recruitments and corporate changes that we have seen?
SG: The structural reorganization is always a positive step. Reorganization procedures rejuvenate and
readapt the company to the actual situation, but I believe it still has to improve a lot. Reorganization has
to encompass all the company’s levels. Moreover, reorganization should also consider introducing new
tools and systems (ERP solution, HR system, etc.) that are adapted by all the successful companies and
that will help in consolidating the information and build a solid backbone. However, I am confident that
with the management in charge, plans to lift the company to the 21st century standards will definitely
take place, but for a company with Almabani’s size, such shift takes time.
NA: At the end of this interview, is there anything that you would like to add?
SG: Although we are passing through a grey phase, I believe we must continue in the same momentum
that started with the award of the Riyadh Metro contract, in conjunction with some measures and
restrictions that must be taken in order to successfully overpass this situation, always thinking positively
like Mr. Tohmé taught us. We are not the first company to encounter such challenges.
Finally, I would like to show my gratitude to my mentor and role model HE Mr. Nehmé Tohmé and wish
him, the Vice Chairman and the CEO the wisdom to keep Almabani among the best construction and
design companies in the Middle East.
I am very proud to spend 34 years in this company and I look forward to continue my career in it
because I consider it among the best construction companies a person can join. I wish all the best for
Almabani and let us think positively as we have been educated by Mr. Tohmé. I extend my wishes to
the Vice Chairman Mr. Youssef Tohmé, CEO, CFO and the EVPs. The situation is very critical and they
are the guardians of Almabani in this phase.
Thank you.
A team of qualified and competent auditors have certification. “The cooperation with the audit team
been assembled from within the company. As has been very good and I would like to thank all
per the schedule, Corporate HSE Director Peter the projects for continued support”, says Graham.
Graham sent the date, times and agenda to the This audit will help Almabani’s Top Management
projects involved in the certification, namely in drawing a clearer picture on how Almabani
KAIA, KKIA, Roads & Infrastructure and Dhahran stands in gaining a pass in the Stage One of the
projects; all the audited projects will get a detailed certification process.
audit report.
The audit, led by Mr. Graham, aims to gain the
facts as to how close Almabani is eligible for
CIVIL WORKS
The key to success lies in the early planning of days of the project. Those obstacles include
the required steps. For this reason, the project the complication in the site access, rerouting
management decided to go for a precast of unexpected underground utilities and other
superstructure option to avoid any delay in the logistical difficulties.
project, especially that there is a relatively small Taking into consideration the shortage of
manpower for such a short project duration (531 manpower for all types of finishing works, the
days). challenge lies in expediting the execution of
the finishing activities in order to hand over the
Obstacles and Challenges project on time, within the planned budget and
Almabani faced lots of obstacles during the early with the best quality.
HANGAR
Academic Building
• Projected Area: 11,950 m2 (Three stories)
• Total area: 20,000 m2
• Project Starting Date: December 7, 2014
• Project Duration: 531 Days
• Capacity: 2,000 Students
Backfilling Work
Hangar
Current Major Activities Near Future Activities
Asphalting Work Main Doors Repair
Painting Work
Almabani’s reputable presence inside King organized team; all of the aforementioned facts
Abdulaziz Air Base relies on many elements of open broader chances for Almabani to tackle new
success such as quick progress, high quality projects and beat new challenges in the airbase.
of work, excellent safety, disciplined and well-
Strategic Partnerships
The project team succeeded in building solid On the other hand, Almabani’s team is creating
relationships with leading figures at King Abdulaziz new connections in the Eastern Province and
Air Base. These relationships help in paving the making new agreements and credit facilities with
way towards acquiring new projects, as it was subcontractors and suppliers in order to have
noticeable in the biddings prepared and submitted essential and useful links for current and future
by the project’s team for a couple of projects. projects.
Our mission in King Abdulaziz Air Base is twofold: the rectangular shape in designing the building,
rehabilitation of a hangar and we are currently at dividing it into four yards roofed by skylights
the primary handover phase, and the construction and surrounded by classrooms and laboratories
of the students’ academic building. that can accommodate up to 2,000 persons.
On the architectural level, the building consists The building also consists of an auditorium that
of three stories with a total area of approximately has a capacity of 300 persons. Moreover, the
20,000 m2. We adopted structural simplicity and design of the façade consists of uncomplicated
PROJECT TEAM
structural details in line with the surroundings and is noteworthy that this building will be the first of
coping with the function of the building as an its kind (precast concrete) to be constructed by
academic establishment. Almabani.
On the construction level and right before the Few months after the beginning of works
handover of the site, the project management inside King Abdulaziz Air Base in Dhahran, the
considered the execution period allocated to project management team earned the trust
complete the project as insufficient, particularly and confidence of the owner due to Almabani’s
due to the location’s security procedures. distinguished job among all the other general
contractors working within the airbase’s fences.
We suggested the substitution of regular concrete Credits of this reputation go to Almabani’s well-
with precast concrete, and thank God the owner organized team that abides by all health, safety
agreed with us. Our recommendation was based and environment requirements, its professionalism
on the fact that precast concrete requires a and the timely delivery of the entrusted job. Works
shorter period for execution, a smaller manpower are currently ongoing according to our plan, and
and it guarantees the quality of structural elements we are driven by the support tendered to us by
such as columns, bridges and slabs, all of which both the owner and Almabani’s Top Management.
are casted in a factory known for having an
appropriate environment for concrete casting. It - Sulaiman Geagea, Project Manager -
Both AECOM and INTERTEK representatives standards as well as every particular guideline that
were pleased with the overall performance and was requested by the Client.
commended the conformance with the general
The sports event was launched on September KAIA Project Manager, Mr. Wissam Chehab, gave
25, 2015 and will end in December of this words of encouragement to all the participants,
year with 20 teams from different departments stressing on the importance of the participation of
participating. all the employees in such event to take advantage
The whole sports event is being supervised and to get to know each other under more relaxing
made possible through the efforts of respectable and enjoyable environment.
individuals, including KAIA HSE Manager Mr. Participating teams are: PCC Aces, Survey
Marlon Soria who is acting as the overall Eagles, Construction Department D’Legends,
commissioner, together with Mr. Dolphy Estrada Innovators, Manhole/Drainage, Camp Team,
as the chairman of KAIA sports committee. During Transport, Electrical, Seven Airports, Mechanical,
the opening ceremony, the speeches emphasized Panther, QC, Apron 6, PCC Group, KAIA Warriors,
on the aforementioned goals, especially the KAIA Republic, HSE, QS Hawks, Management
vital elements of unity, camaraderie and healthy (Selection) and KAIA Almabani. The sports festival
competitive spirit, which all combined guarantee is partially sponsored by Almabani KAIA Project.
the success of the whole event.
In the News
Riyadh Metro Trains Revealed
on Line 1 commenced in July, with the project
requiring the construction of 35km of tunnels
beneath the city.