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

Civil is BackCivil is Back

Issue No. 883rd Quarter 2008

CCC’s Corporate CultureOrganizations that are able to maintain their success over a number of decades invariably have a core set of values, established by their founders, which constitute their corporate culture. Hasib Sabbagh and Said Khoury, the founders of CCC, created a unique core set of values and corporate culture that has helped the organization succeed over the last six decades. Humility, trust and flexibility have formed the basis of the strategies used to manage the company and to create a healthy working environment.Creating loyalty among the cadre of its professional management has been the cornerstone of this CCC culture. It has entailed building strong relationships with the employees based on mutual trust, which has then been extended to CCC’s clients, joint venture partners, subcontractors and the community at large. Building a large management team known for its loyalty and professionalism is among the most important achievements of CCC that we can all boast about. It all evolved from the CCC corporate culture on human relationships which is based on the following rules:

Staff is viewed as rational, trustworthy, self-motivated and self-controlled as well as capable and willing • to coordinate personal goals with those of the company.The relationship between CCC owners and employees is characterized by mutual gratitude, respect, trust, • loyalty and pleasure in working with each other.Friendliness and an open-door policy are practiced at all levels of the management hierarchy.• The talent the employees bring to the company is utilized and developed.• Team work and coordination between projects, areas and the management office are practiced at all • times.The organization must be flexible and adaptable to changes in the market place.• Managers need to spend time explaining to their subordinates the goals to be achieved in order to maxi-• mize their contributions. In the process, they win the affection, admiration and respect of their staff.CCC employees show enthusiasm, quality of performance and loyalty toward their company.• CCC promotes values that include self knowledge, modesty, compassion, deep respect and appreciation of • others, responsibility beyond one’s own vision and integrity.

These values were the reason for the success of the CCC family that enabled its members to grow and benefit during the ups and downs of the economic and political cycles.These values were nourished by the founders and veterans. Those who did not adhere to these values were naturally rejected by the CCC Community.As a result of the extraordinary growth of the company over the last few years, this critical feature of staff loyalty has unfortunately been seriously compromised in a few instances. Management is determined to take necessary steps to rectify the situation and uphold this important core value.The challenge for the new team of owners and managers, who are assuming a larger role in the company, is to preserve this legacy of values that was entrusted to them by the founders. This requires relentless effort. It is the intent of the CCC Board to periodically revisit this issue of the culture of the founders to ensure that it is perpetuated, upheld and practiced at all levels of management.

Tawfic S. Khoury

From the Desk Of...

Photographer: Shine Sudhakaran

QGX Project, Ras Laffan

QATAR

Photographer: Ismail QeshtaNPDD Coreloc TransportOMAN

Photographer: Dennis BautistaSohar Interchange Project - SBD Project

OMAN

Photographer: Dennis Bautista

Bridge No. 11 - SBD Dualization Project

OMAN

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And the Winner of the CCC Photo Competition

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Editor s ViewEditor’s View

Bulletin / 3rd Quarter 20081

a agMail BagDear Editor,

I would like to share the following facts with you whichwere extracted from an article published in the Al-Baladnewspaper recently:

According to the World Health Organiza-1. tion (WHO), there arsmokers in the world

Smoking causes the d2. four million people aally before their natutime of death.

The real damage3. that smoking caus-es is nicotine addic-tion. In that regard, 90% of smokers will necessarily be-come addicted to smoking.

Each cigarette con-4. tains more than 4,000toxic and carcinogenelements.

Smoking shortens a 5. er’s life span by as 14 years and increaseheart problems by as

The annual number of smoking related deaths in some6. countries around the world is as follows: 400,000 in theUS; 140,000 in Germany; 110,000 in the UK and 23,000

in Australia.

you all take a minutewhat you have just

ou want to be amongmillion people that dieear? If not, then stop, pking now and for everg .

Samer Khoury

Dear Readers,

The tug of war between Civil and Mechanical continueswithin CCC. Healthy claims and counter-claims go backand forth all the time about who’s on top.

So in this issue we give the Civil engineers the chance toprove their case about CCC’s Civil past and future. Readand judge for yourself what the status of Civil is!

As for current events, one cannot write in this Bulletinin a manner isolated from the financial market instabilityaround us. Some questions come to mind.

So will construction be hit? Sure. The common sense an-swer is that there will be less projects tendered with dura-tion deliveries possibly prolonged to meet finance pacingby client request.

How will we be affected? I think positively. If many of the middle-size construction players falter, then we standto reap a bigger share of the resulting market, with clientswishing to rely on the secure CCC brand delivery.

Friends, hang in there, raise the quality of your outputup a few notches and we shall prevail.

Best Wishes.

Nafez Husseini

p.s. The cover of this issue of the Bulletin shows a picture of what will be the world’s largest shopping and entertainment destination, the Dubai Mall.

World Health Organiza-re.

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Recent AwardsRecent Awards


Saudi Arabian Oilll Company (Saudi Araaammmco) has

launched a large eneeerrgy expansion programmmmeee through

ththe ddevellopmentt fof tt thehhe M Manififa ioill fifi leldd iin t theehe K KKiin dgdom

of Saudi Arabia. Thee Manifa crude oil field isisi a grass-

roots development onn the eastern part of the Kingdom

of Saudi Arabia locateted approximately 200km nnnorthwest

of Dhahran. The nearrest populated area to theee proposed

Manifa complex is thhthe town of Jubail (( (apprrroooximately

100km southeast of MManifa).

The central processis ng facility will be constrtt ucted to

process 900,000 BPDD of crude oil coming frommm the off-

shshorororeee MaManinifafa f fieieldld.. CrCrrududeee oioill wiwillll b beee sesesepapaparararatetetedd frfrfromomom aa asssssso-oo

ciated gases, water annd other liquids and will bbbeee shipped

by pipeline to Ju’aymamah.

In addition to the 9900,000 BPD of crude oil,l,l, the cen-

tral processing facilityy will also handle 95 milliiion stand-

ardd cubibic ffeet per d dayyy off sour gas, 6565 0,00000 B BPDPD oooff co dnden-

sate and 950,000 BPDD of produced water.

The overall Manifaa Programme is made uuuppp of four

packages (Projects):

CoCorere HHydydrorocacarbrbononn.1.1

Utilities, storage, ana d shipping facility.2.

Co-generation.3.

Gas facilities upgraade in Khursaniyah.4.

CCC will construct aa part of package 1 (Core HHHydrooocccar-

bon), which includes tthe following:

Flare and flare KOKOK drums.•

Main pipe raaaccck bbbotototh hh for GOGOGOSP area and flllaara e aaarea.•

Ponds and d d commmmonon area.•

All the bbbuilllddid ngs inn package 1 (EPC))).•

CCC’sss scooope of worrk k will be the entire construruruction ac-

tivitieese (cicicivil,, buildingsgsg mechanical,, E/I, , pap intingnng and in-

sulaaationnn works).

The projojoject is for the Ministry off T ransport and Com-

municationoons with Parsons as the engig neer, and consists of

ththe constrrtruucu tition off 88.4k4km fof a new 22 2 l-lane carriiageway, i in

addition tttooo the dualization of 11.9kkm of road, as well as

the realigggnmnn ent of 3.5km of the fofofofofoofoururrrrr-lane Batinah high-

way. Worrrkkks also involve the cooooonnnsnsnsnssttttrt ucucucucuctititiiiionooooo of three inter-

changes, aaat Sohar, 230km wesesesesesst ttt ttt ofofoff MM MM MMMMusuuuuuu caaaaaaatt.tt.tt.t.t..

Major quuuantities are: emmmmmbbababaababb nnknknkn mememeeeentttt: 222222.222 7777 7 mimiiiilllllllllioiiiii n m3; con-

crete: 55,0000 0 m3; asphalt: 22 230303000 00,000000000t.tt.

The projojoject was awarded d d d onnn Auggust 11, 2008 and the

completiononon date is Septeeemmbm eere 12, 220009.

Rehabiliiitttationnn wooorks of approximmately twelve kilom-

eters of nnneeew tttwooo--l- ane carriageg wayy y including g thirteen of

culvert annnd d d ttthreeee bridges of total lenngth 650m, on A’Seela

Ras Al HHHaad d d Road.

The cccliennnt is the Ministry of Trannsport and Communi-

catiooons ananand the award was made on n September 1, 2008.

TTThe e e duraaation is two hundred and sseventy days.

The scopppe involves the constructtiion of four buildings

(a multi-fffunuu ctional building, cafeteerir a, guardhouse and a

sports hallllll). The four buildings will beb linked by walkways

with all thehh associated site works, access roads and the

cococompmpmpleleletetete i i infnfnfrararastststruruructctctururureee asasas ww welelell ll asasas e e eigigighththt tttenenennininisss cococourururtststs.

The clieeennnt is Sonatrach and the contract commence-

ment date ee was August 25, 2008. Theh duration is twenty-

two monthshh .

Repair of AAAseelah RaRaRas AlAlAl Hadd Rooaad

Oman

Manifa Programme Paccckage 1 - Core Hydrocarbonnn Facilities

Saudi Arabia

Constructitition of Sohar Port Interchhange

Oman

TeTeTennis Clululub - La Madeleine

Algeria

Recent AwardsRecent Awards


The project scope iss the expansion of the origigiginal port

marine works awardeded in April 2007 to the consssortium of

CCCCC/C/STSTFAFA J JVV andd J.JJ. D De NNull bby t thhe M Miiniisttryy y fof T Trans-

port and Communicaattions in Oman with Royalalal Haskon-

ing as Engineer.

The expansion ininininninclclclclcludududududeeeees ttttthehhhhh extension of the 2...666km main

and the 2.7km lllelell e eeeee brbrbrbrbrbreaakwkwkwkwkwkwkwkwwaaaataa erererererrs in the origig nal scccoppe byy an

additional 1.2.2.2.222.225k55k5k5km m eaeaeaeaeae chchchchhhh;;;; ; ththththhe exxexxxxtetttt nsion of the comoo mercial

quay wall frffff om 777 700000000mm bbbybyby annn ddaddidiidiiitional 1550m; ttthe deep-

ening of the port basisin ananand cccocc mmercial quay wwwall from

- 16m to - 18m and theh deeeepepp ninining of the navy quay wall

frfromomom - 88 8mmm tototo - 1 10m0m0m..

Expansion major quuantities: quququayyy w alls: 6,13338 blocks,

core-locs: 10,000 NRN , Concreeetett : 460,000m00 3, fill:

18,000,000m3, rock: 2,2 500,000m3.

The expap nsion was aawarded in Seppteeembmm ererer 088,8, and the

completion planned ffoor May 2012.

ThThThee prprojojojecect t coconsnsisisistststs o of ff thththee coconsnstrtrucuctititionon o of ff phphphasasse ee onnnee

of a new stadium commplex in Akure, with a cacacapacitytyty of ff

25,000 spectators. Theh main bowl is of Olympmpmpic standndnd-

ard including the pitcch, ten-lane track, electrooonnnic score-

board, press gallery, IICT centre, and medicalll centre, a

moddern stttattte b box witiithh VIVIVIPPP extttensiion, shhoppinining ce ttntre

and car park.

The client is the MiMinistry of Youth Developmpmpment and

Sports, Ondo State of f Nigeria.

ThThTheee prprprojojojececect tt wawawasss awawawararardededed dd ininin AAAugugugususust tt 202020080808 aa andndnd ttthehehe dddurururaa-a-

tion is 18 months.

Expansion of the Neww Port & Drydock Compleeexxx at Duqm

Oman

Construction of the NeN w Akure Stadium Commmpleeexxx

Nigeria

Quality ManagementQuality Management


In this article we will examine the requirements of the purchasing processes, as required by ISO-9001: 2000 standard.

Introduction

The purchasing requirements of the ISO 9001:2000standard apply only to items related to the design, manu-facture, installation, and maintenance of products or serv-ices supplied to customers. Other items which may not fallwithin the above category, however, indirectly contributeto overall success of the operation and are covered underinfrastructure and work environment.

It is impractical to apply the detailed requirements of the standard to all the products and services purchased bythe company. For this reason, a method for classificationof materials purchased by the company should be imple-mented. The classification should not be limited to qual-ity related risk, but also safety and financial risks to thecompany.

Other Products and Services

In addition to the permanent materials and equipmentpurchased to complete the final product or assemblyfor the customer, there are tools, test equipment, facili-ties, transportation, storage and handling equipment andmany other products and services that indirectly affect the

quality of the product and require proper management inaccordance with the ISO 9001:2000 standard.

Relationship with SuppliersBuilding and managing a company’s relationship with its

suppliers is vital to the organization. Organizations spendconsiderable time, money and resources developing so-phisticated supplier certification systems. They track a va-riety of supplier conformance measures and demand thatsuppliers develop and maintain a certified quality man-agement system.

All this has a positive effect for the business. However,a study by “quality institute research” showed the follow-ing results in relation to employees’ perspective on exter-nal supplier relationship:

Only 27 % of employees believe open, two ways com-• munication exists between their companies and theirsuppliers.

Only 29 % believe that their companies’ external sup-•pliers have a good understanding of the quality stand-ards required of them.

Relationships with suppliers are based on five observa-ble behaviours:

Purchasing Processes

Quality ManagementQuality Management


Frequent interactions that occur over a long period of • time.

Open individuals that are willing to disclose informa-• tion.

Effective communication system that includes negative•and positive feedback.

Working toward common goals.•

Having a unique relationship serves the interest of • both parties.

ISO-9001:2000 Requirements

Purchasing

The organization shall ensure that the product pur-chased conforms to specified purchase requirements. Thetype and extent of control applied to the supplier and theproduct purchased shall be dependent upon the effect of the product purchased on subsequent product realizationor the final product.

The organization shall evaluate and select suppliersbased on their ability to supply products in accordancewith the organization’s requirements. Criteria for selec-tion, evaluation and re-evaluation shall be established.Records of the results of the evaluations and any neces-sary actions arising from the evaluation shall be main-tained.

Purchasing Information

Purchasing information shall describe the product to bepurchased, including where appropriate:

Requirements for approval of the product, procedures,•processes and equipment.

Requirements for qualification of personnel.•

Quality management system requirements.•

The organization shall ensure the adequacy of specifiedpurchase requirements prior to their communication tothe supplier.

Verification of Purchased Product

The organization shall establish and implement the in-spection or other activities necessary for ensuring thatthe products purchased meet specified purchase require-ments.

Where the organization or its customer intends to per-form verification at the supplier’s premises, the organi-zation shall state the intended verification requirementsand method of product release in the purchasing infor-mation.

Purchasing Process

The ISO 9001:2000 standard requires organizations toestablish a process to ensure that the product purchasedconforms to the requirements specified in the purchaseorder. The type and extent of control applied to the sup-plier and the product shall be dependent upon the effectof the purchased product on subsequent or final productrealization. Factors related to safety and economy shouldalso be considered.

The organization shall evaluate and select suppliersbased on their ability to supply product in accordancewith specified requirements. Criteria for selection, eval-uation and re-evaluation shall be established. Records of the results of evaluations and any necessary actions aris-ing from evaluation shall be maintained.

Purchasing Data

We need to document our purchasing requirements sothat we have a record of what we ordered. Purchasingrecords can then be used to verify that delivered productsmeet requirements specified in the purchase order. Theabsence of records may prevent the company from legiti-mately returning unwanted or unsatisfactory products.

Items to be considered

To ensure the effective and efficient performance of theorganization, management should ensure that purchasingprocesses consider the following activities:

Timely, effective and accurate identification of needs.•

Evaluation of the cost of purchased product.•

The organization’s needs and criteria for verifying•products.

Warranty replacement for nonconforming purchased• product.

Product identification and traceability.•

Control of product which deviates from requirements.•

Product delivery, installation or application history.•

Identification and mitigation of risks associated with•the product.

Unique supplier processes.•

Logistics requirements.•

Preservation of product.•

Documentation and records.•

Access to suppliers’ premises.•

Supplier development.•

Requirements for product specifications should be de-veloped with suppliers in order to benefit from availablesuppliers’ knowledge.

Mounir Soufyan

...Purchasing Processes

Supplier partnering promotes operational excellence through improvement in communication, quality, delivery, service performance and total cost of ownerhip.

Vendor RelationsRockwell International

r R

FeatureFeature


Back to the Roots - The Rebirth of Building and Civil Infrastructure Projects

The construction business is highly dynamic and cyclicaldefined by steep peaks and troughs. We at CCC have seenfirst-hand the volatility and the cyclicality of the construc-tion business throughout our history. Key to our successhas been our ability to cater to different markets - civil,infrastructure, buildings, oil and gas -depending on their respective cycles and the opportunityset at hand. Suffice to say, the imperatives of the market,to which CCC adhered to, made a corporate organizationbased on segment management challenging, especially asthe cycles were shorter and peak to trough was steeper.Hence, over the years CCC has managed to cope with thedemands of the market due to the agility of the organiza-tion and thanks to the versatility of our management andsenior staff.

However, the unprecedented boom in the Middle Easthas created a new set of rules, to which CCC must againadapt in order to fully capitalize on the vast opportunitiesahead. The recent windfall resulting from the oil boomand the record revenues generated by the oil-producingcountries have led to a substantial part of their wealth be-ing invested in internal development. This has created ahuge boom in both high quality buildings and civil infra-structure projects; a boom we foresee will last for manyyears to come. The demand for such projects is under-pinned by local and international demand resulting fromthe Gulf region, particularly Dubai, becoming an impor-

tant financial centre and its airports and harbours, an im-portant transit hub between East and West; not to men-tion the tourism industry which is enjoying huge successand adding significant volume to these construction seg-ments. With CCC having secured this year the majority of its sales in high quality buildings and civil infrastructureprojects, and with a solid backlog, it is therefore absolute-ly necessary for CCC to adapt to this new development.

CCC has recognized that with the advent of more sophis-ticated buildings being constructed and demanded, forthe group to compete effectively, expertise and specialtyin that division is no longer an option but a necessity. As aresult, we are now in the process of creating “CCC Build”a specialized department in building construction. It willbe manned by specialists in design, value engineering,project control, planning, method studies,and procuremencialty items - all of which will pro-vide the nec-essary tech-nical support and monitoringof the buildingprojects. Twoset-ups will b

Nadd Al Hamer Tunnel

Jeddah III Power Plant

p g, ,nt of spe-

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be

Ritz Carlton Hotel

Taweelah Power and Desalina-tion PlantUmm Al Nar Power and Desal-

ination Pl

University of Petroleum & Min-

erals

Jubail Commercial Harbour

FeatureFeature


...Back to the Roots - The Rebirth of Building and Civil Infrastructure Projects

created, one in Cairo to serve Egypt and North Africa, andthe other in Abu Dhabi to serve the UAE, Qatar, Omanand the Kingdom of Saudi Arabia. These set-ups will ben-efit from the Engineering Department which is current-ly operating in the Blue Tower Building and Musaffah inAbu Dhabi. In addition to our in-house staff with buildingexperience, we are in the process of recruiting specialistsfrom the industry. This will give our clients better qualityassurance and to our staff sound career development, andprovide our company with better results.

As for civil infrastructure projects, CCC was a pioneer inthe construction of such projects having built, for exam-ple, the following:

Jubail Commercial Harbour, University of Petroleum &Minerals and Jeddah III Power Plant in the King-

dom of Saudi Arabia; Zayed SportsMina Zayed,Municipal-ty Build-ng, Etis-lat Building,mm Al Narwer and

esal inationnt, Taweelah

wer and De-salination

Plant, Al-Ain University and Nadd Al Hamer Tunnel inthe United Arab Emirates; Ritz Carlton Hotel, KhalifaSports Hall and Common Cooling Water Phase I and IIin Qatar; Sohar Infrastructure, Salalah Port and NizwaThamarit Road in Oman.

The group will continue to implement its expertise in thisdiscipline and has already secured the following projects:

Dubai Mall, Landmark Tower and Jumairah Heightsin the United Arab Emirates; Ras Laffan Port Develop-ment, Qatalum Aluminium Smeltor, Barwa CommercialAvenue and Phase I of Qatar Bahrain Causeway in Qatar;Duqum Port and Sohar Interchange in Oman.

With the subsequent rise in activity in building and civ-il infrastructure projects, CCC has once again come full-circle - as many of you know, CCC’s roots are in these twosegments. The group is well positioned to capitalize onthe opportunities ahead; once again our ability to adaptto an ever-changing market is our source of competitiveadvantage.

Mahmoud ZeibakGroup Vice President

Marketing, Proposals & Engineering

Salalah Port

Etisalat Building

Common Cooling Water Phase

I and IIKhalifa Sports Hall

Municipality BuildingMina Zayed

dom of Saudi Arabia; ZCity, M

MiinalUmPoDePlanPow

Zayed Sports City

FeatureFeature


History Repeats Itself: The Emphasis Is On CIVIL Again

Some people may have forgotten, but ConsolidatedContractors Company started 54 years ago as a CIVIL Contractor and it was only during the late eighties thatMahmoud Zeibak and Dimitri Economides undertookthe heroic steps to move into the oil and gas market.

However one should never forget that Civil is the moth-er of all engineering disciplines! Why? Very simply, when-ever one wants to build a structure one needs a civil engi-neer to construct the base first; either as piled or flat slab.In short, civil engineering is very important for the worldin general and for CCC in particular.

It is therefore no surprise that after a period of tak-ing the backseat the sales of civil projects are the highestwithin CCC and are now sitting in the driver’s seat. Fig-ures do not lie: you can clearly see this projected in the ta-ble of figures.

It would be somehow arrogant to emphasize further theimportance of CIVIL for CCC, as it will be visible fromthe route I would like to take to describe to the readersome significant civil projects CCC has built, particularlyfrom the late seventies onwards.

But before I make this trip with you, you must remem-ber this:

During the late seventies and early eighties the CCC•owners were confident about the strength of their en-gineers and manpower. They smartly built the projectorganizations up by teaming the experienced foremen,who in those days could hardly read the drawings withyoung engineers, who had this skill and were willing tolisten and team up with these experienced foremen.

One should also consider that it was around the late•seventies that for the first time, the computer was usedin the project offices. Accounts and Planning were thefirst to benefit from this funny instrument. This com-puter had the size of a desk including 2 mini cabinetsthat contained a CPU (Central Processing Unit). Theinformation was on 14” disks and had to be copied tothe CPU at the start of each exercise and at the finishof the exercise you had to copy it back to a 14” disk.This computer purchased in 1979 for about US$70,000could do a fraction of the work a simple laptop of 2008can do and may cost US$900.

This starting point for the computer on the Projectswould create a mega development in our business.

The first project I want to bring to your attention is theSheikh Zayed Sports Stadium (1976 - 1979). The de-sign of the stadium still fits well in the contours of a mod-ern city and the structure, with large precast cantilev-ering beams and segments, was a real challenge for ourcivil engineers. It is also interesting to know that two of our present Group Vice Presidents were involved in thisproject.

But I would also like to mention the name of the man re-sponsible for the method statements: Sandy Richardson.A real Scottish character who always responded to a new

assignment: “This is impossible to build, that designer isabsolutely a ………….”, but he always made it work.

The Harbour of Jubail (1976 - 1980) was not only a land-mark but also a milestone as a joint venture for a megaproject. CCC joined forces for the first time in her historywith two major European contractors: Adrian Volker of Holland and Hochtief of Germany.

The harbour consisted of 15 berths or 3.4 km quay walland two breakwaters with an overall length of 6.3 km.Themain engineering challenge on this project was the massproduction, on shore, the ship-lifting of the caissons intothe water and the placing of caissons at their final desti-nation. CCC’s leading person on this project was LeonDerOhannessian with an excellent right hand man, JamalAkl.

Another great project was the University of Petroleum(1977 - 1981) in Dhahran (which has nice pieces of ar-chitecture). The pre-casting of various elements and thehigh quality of the finishing works were for CCC an ex-treme achievement to be proud of. CCC’s top player onthis project was Fawzi Germanus.

Sheikh Zayed Sports Stadium

Harbour of Jubail

FeatureFeature


...History Repeats Itself: The Emphasis Is On CIVIL Again

My personal debut with CCC was on the Ministry of Pe-troleum Viaduct (1982 - 1984) in Riyadh, by nature a realheavy civil project in a difficult location: the centre of Ri-yadh. Impact-wise, the diversion of services was a projectin itself and very risky as it contained numerous commu-nication lines from the surrounding Ministries of Defenseand of Petroleum, but also of the nearby airport. Other-wise, the precast yard and the erection of the 80 to 130tons pc elements were a show of excellent engineering ef-forts. Ironically, the project manager was a mechanicalengineer and I must say he was the best project managerI have worked for: an excellent listener, a balanced deci-sion maker and a real team-leader.

Many engineers were trained by this project to becomeproject managers later: Jamal Akl, Abdo Nayfeh, MarounLebbos, Bahjat Mousa, Bassam Salem, Saleem Khamisand Nabil Hariz.

Medinah Water Tower 1984 - 1987 Project remindedrme of Sandy Richardson’s expression “This is impossibleto build, that designer is an absolute ………….”! The con-tract was a construct-only but CCC had to redesign thewhole tower from foundation to the stainless steel roof.This project turned George Kfoury’s hairs grey. The con-

nection between shaft and bowl was falsely drawn by theengineer and the formwork for the 4,500m3 water reser-voir that was built at a height of 80m was a masterpiecethat could be adjusted to the millimeter.

For the project manager, Frank Saris, it was a Turk-ish delight to have a Turkish slip-forming firm as a part-ner, which had experience of working at great heights.Thestainless steel roof-panels were fabricated in England us-ing instruments from the aircraft industry.

Nadd Al Hamar/Beirut Road Tunnel (2003 - 2005) wasanother project that is a landmark in Dubai. The tunnelcrossed the airport at the landing-strips. Coping with therequirements of an airport in operation and various de-tours in the centre of Dubai made the lives of Munif Mah-moud and Fathi A. Muti somewhat hard.

The Khalifa Sports City Sports Hall in Doha (2003 -2005) which had to be completed for the Asian Gameswas more than a challenge. The dome construction withthe main steel trusses spanning 120m may be an archi-tect’s delight, but for Leon Der-Ohannessian and Yousef Ghantous it was the source of some sleepless nights whendesigning and constructing this project.

But again - thumbs-up - CCC made it!

The present landmark project is the Dubai Mall (2005- 2009), one the largest shopping malls in the world. This isa unique project, particularly if one considers the continu-ous lack of design information and the numerous changesmade by the Engineer. Ziad Bayoud and his team deserveour full respect for constructing such a project during aperiod of shortage of experienced manpower.

There are so many more interesting projects that de-serve our attention e.g. Jeddah III Desalination & Pow-er Plant, Municipality & Town Planning DepartmentComplex in Abu Dhabi, Beirut Airport, Common Cool-ing Water in Ras Laffan, Salalah Port, and so on. How-ever, my pen is almost empty and I am short of paper. On the other pages of this Feature you will see photos of some of these projects.

When I received the invitation to write about CCC andCIVIL I thought it would be “a piece of cake”. However,when I did my research it was difficult deciding where tostart and where to finish. I have therefore to apologize if I have skipped other “great” projects or names of peoplethat played important roles in those.

CCC had built so many great CIVIL Projects, that it isimpossible to summarize this: it really needs a book onthe CIVIL structures and the people behind those.

CCC (Civil) has changed the world and the Middle Eastin particular and I am proud to be a part of the CCC or-ganization that realized those projects.

Harry LakemanManager, Project Coordination &

Technical Studies, CivilUniversity of Petroleum

Khalifa Sports City Sports Hall in Doha

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CCC has recently announced the creation of CCC Build,an exciting development in the evolution of the company,in response to the growing demand for qualified contrac-tors for building projects.

Executive Vice President - Operations, Samer Khourysays:

“The mission of CCC Build is to become the contrac-tor of choice for a selected number of key clients in our chosen markets. We want our clients to be able to rely onCCC Build for consistently excellent delivery in termsof time, quality, price certainty and commitment. Toachieve this CCC Build is harnessing the best aspectsof CCC’s organisation and experience, including plan-ning, method study, engineering, supply chain manage-ment and operational excellence. Above all CCC Buildwill rely on top quality people and the long establishedCCC maxim of serving our clients”.

Why Now?

The infrastructure and building boom that started inDubai has now spread to many locations including AbuDhabi, Qatar and Saudi Arabia in the Gulf Area. In ad-dition, significant growth in opportunities is noticeable inNorth Africa, namely, Egypt, Algeria, Libya and Moroc-co.

CCC can now see a considerable period of sustainedgrowth in building projects in these markets. CCC Buildis a response to increasing market demand for a quali-fied, committed, dependable contractor that can deliverhigh quality works, within budget and on time, a contrac-tor who works closely with clients from the initial stages of their project idea and helps them realise their objectives.

The Market

According to new research, the civil construction boomacross the Arabian Gulf will reach in excess of US$300billion by the end of 2008. This is more than ten times the

CCC Build

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annual investment currently being made in the region soil and gas industries.

The US$300 billion of civil projects is a very steep risefrom a figure of some US$30 billion only three years ago.

The research also shows that, when additional devel-opments currently at the planning stage are taken intoaccount, the Gulf countries account for a total of 3,500projects worth US$2.527 trillion.

What is the function of CCC Build?

CCC Build will have two main functions, one in the pre-contract stage and one in the construction phase.

The pre-contract stage will cover the traditional disci-plines of business development, estimation, planning, andprocurement.

After contract award, CCC Build will assist with mobi-lization including human resources, project methodolo-gy, planning, procurement, engineering, cost monitoring,and M & E procurement and management.

So what are the key issues in the growing Building Market?

As the markets grow and mature, so do the clients. Asa result we are seeing clients using different procurementroutes for their projects.

These include partnering, direct negotiation, target cost,two-stage tendering, design and build as well as the tradi-tional lump sum tendering. As CCC Build develops, weno doubt will be involved in all these procurement routes.We in turn are in discussion with our key subcontractorsand suppliers to see how they can best work with us inthese new market conditions.

Two of the main issues we all face are price inflationand availability of resources. These are also key issues forour clients and our suppliers. CCC Build will work withtheir clients and our supply chains to minimize the effectof these issues on our profitability.

Current Major CCC Building Projects

Current major building projects include the Dubai Mall.Here the CCC team led by Ziad Bayyoud has done a fan-tastic job in bringing to completion this project which isby far the largest shopping mall in the Middle East. Themall which is scheduled to open in October this year cov-ers a total area of 12.1 million feet, consisting of 9 mil-lion ft² of shopping retail space and has already won fiveawards to date.

In Abu Dhabi, Hazem Kayyali and his team are hard atwork on the Landmark Tower which when completed willbe the tallest building in Abu Dhabi. The mixed-use tow-er, which will primarily be residential, will be 330 metreshigh, consisting of 70 floors and five basement levels. Thecontract is worth an estimated US$395 million and is ex-pected to be completed by July 2010.

Recently, the company has received two very significantawards. In Doha, we in joint venture with Hochtief havestarted work on the US$1,800 million Barwa CommercialAvenue. This is some four kilometres of four and five sto-rey buildings.

Back in Dubai we have just started on the Jumeirah Is-lands Heights Project valued at some US$293 million. Ju-meirah Heights will be a self-contained community creat-ed for a relaxed, modern lifestyle. The scope consists of two buildings of ground floor and 26 storeys with com-mon semi-basement and 17 villas; the total floor area is161,000m². The project completion is expected in 2010.

The Future

CCC is currently looking at further significant buildingopportunities in Qatar, UAE, Egypt, Libya, Algiers andKazakhstan. The resources at site level and in the supportunits will build up as the work load increases. It is clearthat there will be good career opportunities for many of our people in this significant new development for thecompany.

Roddy Maciver / Azzam Fedda

...CCC Build

annual investment currently being made in the region’s

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... this is what one reads on the flashy red billboards onDubai roads. As implausible as this may sound, the mam-moth Dubai Mall will, the very least, rock the whole retailat industry in the region.

The Dubai Mall is located in the Downtown Burj DubaiDevelopment, the most exclusive and expensive spot inDubai and perhaps amongst the few world renown classdestinations. The Dubai Mall is surrounded by the BurjDubai, the world’s highest building, the Dubai Mall Ho-tel, the Lake Hotel and the US$220 million Lake Foun-tain which is growing to be a strong competitor to the Bel-lagio Fountains of Las Vegas.

The US$1.7 billion Dubai Mall is being constructed byAl Ghandi Consolidated Contractors Company in a jointventure with Dutco Balfour Beatty. The contract wassigned with Emaar Malls in October 2004.

The Dubai Mall

The Dubai Mall by itself is one of the world’s largestshopping and entertainment destinations with over 1,200retail stores and over 120 food and beverage outlets.

Key leisure attractions at the Dubai Mall include:

The Dubai Aquarium, with its 270 degrees walk• through tunnel and its world largest viewing window,housing more than 40,000 aquatic species includingmore than fifty sharks.

The Discovery Centre, an educational ecology and ma-• rine life experience.

The Olympic size Dubai Ice Rink with its giant 200m2•LED screen.

The world’s largest indoor Gold Souk with over 220 re-• tailers.

The Fashion Avenue, a dedicated haute couture pre-•cinct with a retractable fashion catwalk and a uniquestate-of-the-art dynamic LED multimedia feature.

The Grove, a 260m long indoor-outdoor streetscape•with a fully retractable roof.

The Entertainment Centre comprising SEGA Repub-• lic (a 76,000 sq ft high adrenaline indoor theme park),Kidzania (a 80,000 sq ft children’s “edu-tainment), andDubai’s largest Cineplex with 22 screens.

Dubai Mall

THE EARTH HAS A NEW CENTRE Key leisure attractions at the Dubai Mall include:THE EARTH HAS A NEW CENTRE

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The Dubai Mall is to open at the end of October 2008and the Entertainment Centre in early 2009. The DubaiMall expects to attract around 30 million visitors in itsfirst year of operation.

The Challenge

The biggest challenge in its construction is not so muchthe technical complexity, although the steel structures areimpressive, but the sheer scale and the variety of amazingarchitectural features, as well as the state-of-the-art mul-timedia and audio-visual and other electronic amenities.

The workforce and resources required for the realizationof this project meant that The Dubai Mall Joint Venturehad at peak 800 staff and some 10,000 labourers. Totalmanpower on site including sub-contractors and TenantsFit-Out Contractors peaked at around 24,000.

A significant part of the challenge was to manage thenominated and domestic subcontractors. The JV hassome 29 nominated subcontractors and in excess of 40 do-mestic subcontractors.

From the outset of the project, it was obvious that identi-fication, recruitment and retention of adequate resourceswere going to be one of the challenges. This became moredifficult as the project had implementation duration of 28months and had to be built during the construction boomin Dubai. This meant retention of staff was problematicand turnover was high. Nevertheless, the JV managed toretain a core group of staff which with its invaluable ex-perience managed to satisfy the project requirements andtake it to completion.

The number of change instructions received due to de-sign improvement, design refinement and / or market-ing changes has exceeded all expectations. It was alwaysknown, based on the previous experience by many mem-bers of the team of the Citystars of Egypt, that ShoppingMalls are dynamic in nature and that construction willneed to react to changes introduced by the leasing andmarketing requirements of the Owner. Dealing howeverwith some 6,000 change instructions required exception-al efforts. Daily workshops and coordination meetingsare being conducted to mitigate the effect of the designchanges and the additional works instructed.

The Project

The project comprises the Mall Areas, the Parking Areaand the District Cooling Plant Building. The Mall Areaconsists of four levels of shopping area. The parking areais made of two buildings with 10 levels of parking eachand two levels of underground parking below the GrandDrive to the north front side of the mall.

To facilitate efficient management during constructionand for the flow of the works, the Mall was divided in six areas named as Malls A, C & D, Car Parks GP & CPand DCP Building. Each of these areas was managed by aConstruction Manager with its own resources.

...The Earth Has A New Centre

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For structural reasons the Mall was divided in 35 sepa-rate reinforced concrete buildings, with movement jointsbetween them. These movement joints posed a majorchallenge to the design and installation of the roof sky-lights, which in most cases had to cover two or more build-ings.

Power to the Dubai Mall is fed from an on-premises ded-icated 132 KV substation built by the Dubai Electricityand Water Authority. The 42,000 RT (refrigeration tons)District Cooling Plant (DCP) built by the joint venturefeeds chilled water at 2.2 degrees C to the Dubai Mall,Burj Dubai, the Dubai Mall Hotel as well as other ter-minals in the Burj Dubai Development. The DCP cool-ing capacity is provided by fourteen conventional chillers,six glycol chillers and the first in the Middle East ThermalEnergy Storage system. The DCP has been operationalsince January 2007.

The JV had a substantial number of engineering and ar-chitectural resources on site capable of handling submis-sions, materials and approvals. All structural, architec-tural and MEP shop drawings were produced in Dubai.The contribution of the QA/QC and HSE departmentshas been paramount to the successful and safe operationof the works.

Achievements

The Dubai Mall team has managed to complete theworks on time for the overall completion of the Burj Du-bai Development. The successful management of theproject has led to its completion ahead of all other sur-rounding developments required for the grand openingof the Burj Dubai Development.

Proof of this achievement is that Emaar is now lookingat the JV as their preferred contractor to undertake someof the critical construction work that needs to be complet-ed in order to achieve the opening of the Burj Develop-ment Boulevard and Lake Fountain Water Features bySeptember 2009.

This is the second Joint Venture between Al GhandiConsolidated Contractors Company and Dutco BalfourBeatty, and has proven to be as successful as the first onefor the Royal Airwing Facilities at Dubai Airport. Bothcompanies have now a good relationship not only at highmanagement level, but also at project management level.

The Dubai Mall will definitely be the most valuable andcherished experience for the project team. We all feelproud and blessed for having the opportunity to buildone of the world’s largest malls. The experience and sat-isfaction will always be remembered. This sign of successshould be a landmark for further building work in Dubaiand throughout the region.

CCC’s long list of achievements is now further decorat-ed by The Dubai Mall. The legacy continues.

Ziad Bayoud / Elie Alexandros

...The Earth Has A New Centre

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Civil Works Package: Project Overview

Nubaria Power Station is using state-of-the-art combined cycle electric generation technology. CCC/HAS scope includes the design verification, supply and construction and testing of the civil works pack-age.

By 2010 CCC/HAS anticipates to have:

Excavated and replaced 102,404 m3 of soil.•

Driven 17,950 1m of 0.6m diameter steel cased • piles.

Poured 30,000 m3 of reinforced concrete.•

Erected 4,030 tonnes of structural steel.•

Laid 12,349km of underground piping.•

Executed 2.162km of cable ducts.•

Executed 25.901km of cable conduits.•

Erected one overhead crane at CTG Building.•

Erected two (120/20 and 20/5 tonnes) gantry cranes at•pump house building.

Installed six sluice gates and 21 stop logs.•

Laid 4,500km of 2,500mm diameter concrete pipes.•

Owner:1.

Ministry of Electricity & Energy•

Middle Delta Electricity Production Company•(MDEPC)

Construction Manager:2.

Power Generation and Engineering Services Compa-• ny (PGESCo.)

Location:3.

Egypt Behaira, Khneiza Village•

Contract Value:4.

CP102 - 249,537,567.4 LE including 10% provisional•sum + US$ 23,502,286.5.

CP119 - 171,628,237 LE including 10% provisional• sum.

Project Duration:5.

34 months.•

Project Completion Date:6.

February 14, 2010.•

Key Project Issues:7.

Fast Track Schedule.•

Construction occurred while revisions were being de-• termined.

Bassam DaherArea Manager, Egypt

Nubaria 750 MW Combined Cycle Power Plant Phase III

Control Building

Discharge Structure

Pump House

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Since 2002, CCC has been involved in the construction of the major power plants in Egypt.

The capacity of the plants that we have constructed to date constitutes a total of around three times the output of the famous Aswan Dam hy-dropower plant.

The CCC teams who were involved in the construction of these plants have gained not only civil related experiences, but also experiences associated with other major mechan-ical and electrical packages related to the combined cycleelectric generation scheme.

Thanks to theefforts of all ourproject man-agement teams,CCC is now considered bythe Ministry of Electricity and Energy to be one of themost reputable partners in this domain. Our alliance withAllam Sons Company with their wide experience andbroad back-up resources enhanced our position in thispromising field. CCC will continue to pursue power sta-tion projects with the same client hopefully up to the endof the planned programme of 2012.

*(Please see the summary of recent projects whether exe-cuted or in progress.)

Bassam Daher Area Manager, Egypt

Power Stations in Egypt

Power Stations Capacity(MW) Year

Contract Value

Duration

Major Quantities

Euro US$ L.E.Concr.(m3) Rebar

(ton) St.St (ton) Piles (LM)

Cairo North Power StationModule I 750 2002 4,075,929.57 91,126,828.53 28 Months 23,000 3,760 1,960 22,000

Cairo North Power StationModule II 750 2004 137,986,575 25 Months 25,000 4,350 1,380 19,000

Nubaria Power StationI & II 2X750 2003 15,556,132 168,294,756 32 Months 47,750 6,300 7,950

Nubaria Power Station III CP-102 750 2007 23,502,286.50 249,537,567.40 1004 Days 36,000 4,500 5,000 18,500

Al Atf Power Station 750 2007 29,935,398.90 364,473,835.00 940 Days 31,300 4,000 4,315 18,500

Nubaria Power Station III CP-119 - Offsite intake &

Discharge2007 171,628,237 532 Days 2,400 300

Total 4500 29,935,398.9 43,134,348.07 1,183,047,798.93 165,450.00 23,210.00 20,605.00 78,000.00

$312,750,782.03

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The construction boom in the Gulf region in general hasput a lot of pressure on existing infrastructure as well asthe need to catch up in the race, and Oman is no excep-tion to that. However, taking a closer look at this mad-ness, one realizes that in Oman things are being steered ina different manner. Oman instead has most of the weightfocused on infrastructure projects, investing in large-scaleprojects in the sectors of sewage networks, dam projects,electrical networks, power stations, ports, airports andmost of all - road networks.

The Dualization of Sohar-Buraimi Road Project (SBD)is one of those important milestones in this determinedpursuit of the government to stand up as a beacon on theworld economical map.

The importance of this 80km dual carriageway is that itis an arterial road towards economical, commercial, socialdevelopment as well as tourism. The road con-nects the fast-growing Sohar region and theSultanate of Oman in general with the UAE,in addition to 23 link roads to local villagesand a flyover for a future planned airport.

The project was faced with numerous chal-lenges.

To start with, the new route crossed a veryrough mountainous terrain at several loca-tions with a total of 6 million m3 of cut withdeep cuts reaching down to 70m, involvingheavy and controlled blasting in proximityto villages and 123 KVA O/H lines and oth-er services.

Dealing with Mother Nature was a secondchallenge.

The road crosses many wadis entailing theconstruction of 18 bridges, 185 box culverts,103 pipe culverts, and 3km of retaining walls.

Major sudden floods occurred during con-truction with luckily no fatalities.

Another challenge was the shortages of ma-or construction materials and the continuous-y soaring prices which have put the suppliersn the front seat pulling the carpet from under

contractors. A four-year project life cycle canhardly sustain this madness in global markets.Markets continue their pressure with shortag-es in resources, both in equipment and quali-ied manpower.

The stream of additional works and scopechanges can only raise the challenge barom-eter.

In spite of all these challenges, the projectmanagement and team are absolutely deter-mined to sail through to successful comple-ion in time. Some sections are already hand-

ed over (50%) and others will follow shortly.

Hatem Abu ZainahProject Control Manager

Slowly but Surely, Oman is on Track

The construction boom in the Gulf region in general has

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On March 20, 2008 CCC proudly received the Letter of Award for the EPIC of Berths and Infrastructure for theRas Laffan Port Project in Qatar which is the largest con-tract ever awarded to CCC at a value of US$1.8 billion.

The project start date was March 27, 2008 and the con-tract completion date is March 26, 2011.

The objective of the Port Expansion Project which in-cludes the construction of breakwaters and causeways(currently being executed by others) is to accommodatethe projected volume of traffic up to year 2024 associatedwith the substantial increase of LNG, liquid products anddry cargo exports.

The project will be handed over to the client and thusto several end users in seven stages where 24 interme-diate milestones with substantial LD’s are set to ensuretimely achievement. The most challenging are the firstthree milestones due for handover on September 30, 2009where a special task force to follow up and monitor the re-lated activities has been formed.

Most of the engineering works are being carried out in-house in Abu Dhabi where more than 180 engineeringstaff members are fully assigned to this major challeng-ing job along with a dedicated procurement team fromCPD. The marine engineering works are carried out byHalcrow in New York and the telecommunication/securi-ty engineering works are being executed by specialist sub-

contractors also embedded within CCC EPSO offices forclose coordination and monitoring.

SIX-Construct are CCC partners for the precast andinstallation of the quay walls where the concrete blocks(around 12,100 ranging between 40 to 150 tons) will beprecast in SIXCO’s yard in Ajman, UAE, and transport-ed to their final location by special barges.

The main scope can be summarized below:

Marine Works

Please refer to the Chart•

EPIC of Liquid Product Berths (LPB 30/31 and LPB•32/33) 4 nos. for 300,000 DWT Ships.

EPIC of Container Berths (CB 121/122) 2 Nos.•

EPIC of Tug Berth (SV 240~SV 245): 6 Nos.•

EPIC of Navy and Coast Guard vessels berths (8 nos.)•

Infrastructure/Buildings

Substations Main/Primary/ Tertiary and miscellaneous• buildings: 103 nos. (@ 40,000m2)

Rocks: 3 million tons•

Concrete: 270,000m3 (CCC)•

Concrete: 300,000m3 (SIXCO)•

Ras Laffan Port Project

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Piperacks: 7km•

Roads: 35km•

Pavements: 250,000m2•

Palisade Fencing: 42km•

Cables: 132 kv (120km)•

33 kv (60km)

11 kv(230km)

Other main cables (230km)

Other LV cables: 500km•

Fibre Optic Cables: 400km•

Pipes (Cement Lined/GRE/PE): 100km•

State of the Art Security/Detection and Radar Sys-•tems

Marine Monitoring systems.•

Due to the crossing/proximity of existing live facilitiesand tie-ins to many end user facilities, the interface andcoordination activities are of paramount importance tothe success of this challenging job where a dedicated teamis formed to coordinate and liaise with the concerned par-ties, both on site and with the engineering team in AbuDhabi.

Also, the logistics on the job are very important and crit-ical since marine activities and heavy barge movementscoming in and out of the port have to be coordinated withthe Port Authorities and Immigration and other contrac-tors working in the Area. CCC will construct its own jet-ty to receive such barges. Similarly, the on-land logistics(where five million tons of rocks and fill materials are tobe transported from the quarries and stock piled at vari-ous locations) will work to minimize double handling.

Finally, all efforts are being exerted to achieve safe, suc-cessful and timely completion of this challenging and pres-tigious project thereby adding another chapter to CCC’shistory of success not only in constructing mega projectsbut in engineering them as well.

Good luck to all our colleagues!

Yehia HelmyProject Manager - Controls

Ras Laffan Port Expansion Project

...Ras Laffan Port Project

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The Friendship Bridge, a Landmark in the Making

The State of Qatar and the Kingdom of Bahrain signed a treaty in Manama for the construction of the Qatar Bah-rain Causeway (QBC), an outstanding landmark in bilateral cooperation and the largest joint project ever (appropri-ately named the Friendship Bridge).

Back in 2001, the two governments embarked on this bold project to pro-vide a reliable fixed-road link be-tween the western coast of Qatar and the eastern coast of Bahrain capable of safely carrying traffic on a dual-two motorway. A joint technical committee was formed and the Danish consulting firm COWI A/S was contracted to pre-pare a preliminary environmental and engineering studies and design for the causeway. In 2002COWI completed detailed studies, surveys and site inves-tigations in a 15 x 40 km study corridor and produced aconceptual design for the causeway and a recommendedalignment for the causeway.

In late 2005 a joint venture was formed to pursue theQBC project between:

Vinci Construction Grands Projets S.A.S. of France1.

Hochtief Construction AG of Germany2.

Consolidated Contractors Group S.A.L. (Offshore)3. (CCC) of Greece

and Qatari Diar Vinci Construction (QDVC) of Qa-4. tar.

The joint venture and Middle East Dredging Company(MEDCO) (QSC) of Qatar formed the QBC Consortium(QBCC) to pursue the complete works for the causeway.

In June 2006 the governments of the State of Qatarand the Kingdom of Bahrain formed the Qatar-BahrainCauseway Foundation (QBCF) for the sole purpose of constructing the Qatar-Bahrain Causeway. On September27, 2007 The QBC Foundation signed a memorandum of understanding with the QBC Consortium to submit a de-sign-build lump sum proposal for the construction of theQBC from shore to shore and. negotiations and presenta-tions both technical and financial continued with QBCFuntil a letter of intent was made on April 28, 2008 in fa-vour of the QBCC.

The project was officially commissioned on May 6, 2008marked by the signing of an agreement between the QatarBahrain Causeway Foundation (QBCF) and the Qatar-Bahrain Causeway Consortium. The agreement is basedon a three-phase design and construction programmewith each phase requiring review and approval of theQBC Foundation.

In Phase 1 the conceptual designs and target price forthe Friendship Bridge will be completed in October. Thiswill be followed by Phase 2, basic design and lump sumprice by the end of December. Phase 3, detailed designand construction is scheduled to start in January nextyear.

The causeway is scheduled to be open for traffic by theyear 2013. Once opened, the five-hour journey by roadbetween Bahrain and Qatar will be a mere 30 minute sce-nic drive along an aesthetically pleasing super-highwaywith state-of-the-art rest areas and a combined passportcontrol facility.

Construction work on the project is expected to starton both sides simultaneously. The bridge sections will beprefabricated onshore and each bridge span will be 80mlong. The cost of the construction is estimated to be overUS$3 billion.

The QBC is 40km long from shore to shore making it thelongest causeway in the world. 18km are built on six em-bankments filled by dredging and enlarging nearby nav-igation channels with individual lengths between 500mand 6,500m. 22km will consist of five bridges with individ-

Qatar-Bahrain Causeway

The project was officially commissioned on May 6 2008

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ual lengths between 1,100m and 10,000m, including twocable-stayed navigation spans in two of the five bridges.

The expressway will be 35m wide, with two traffic lanesand an emergency lane in each direction. It will also in-clude a central 8m median housing telecommunicationand electricity lines.

Scope of Works

The project was proposed by the consortium and accept-ed by the client as a three-phase design and constructionprogramme.

During Phase 1, surveys will be carried out to supple-ment the investigations by COWI including bathymetricsurveys, soil investigation, aerodynamic modelling, andupdating of initial environmental studies.

During Phase 2, the basic design will be carried out tothe 70% mark including optimization of the initial COWIdesign. Major construction methods and risk analyses willbe established including the procurement plan, a logisti-cal statement for site access, materials supply and deliveryto the site, layout of the site, constructional plant yards,fabrication and pre-casting yards and other major facil-ities and installations. Moreover, a preliminary environ-mental impact report will be prepared for the temporaryworks, civil construction and dredging operations and anoutline of the project quality plans.

During Phase 3, detailed design is made and final meth-od statements are established in parallel with construc-tion mobilization, temporary works construction and con-

truction of the permanent works.

The causeway’s alignment starts athe landing point on the coast of Qa-ar and continues from east to west

across the sea to the landing point onhe Bahrain coast.

The civil works joint venture will beesponsible for the causeway construc-ion works from coast to coast includ-ng two rest areas along the causeway.

As part of the causeway service andutility systems will be established in-luding electrical power supply to theacilities along the causeway and otherervice installations and utilities, roadighting, navigational lights on bridg-

es and traffic management system forraffic surveillance and emergency tel-

ephones.

The consortium partner MEDCO will be responsiblefor dredging and reclamation works of the two navigationchannels, filling of embankment and construction of twofield deposits. The first navigation channel will be 10kmby 200m wide with a minimum depth of -8.0m while thesecond will be 4km by 100m wide with a minimum depthof -6.0m.

Additional works to the scope of works may include:

Provision of a 280 km/hr railroad link in conjunction•with the causeway.

Provision of tolling facilities with a capacity to handle• the full traffic forecast of an average 12,300 vehiclesper day.

Joint border station for the immigration and customs•authorities of both countries, including immigrationfacilities allowing a fast processing of the immigrationformalities and customs spot checks of private cars andtrucks.

Administration, operation and maintenance complex.•

Police station.•

Civil defence station.•

Allowance for a gas pipeline connection between Qa-•tar and Bahrain.

Mazen Karam

...Qatar-Bahrain Causeway

ual lengths between 1 100m and 10 000m including two

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CCC is the leader of a billion-dollar plus public works project in Oman.

Nature has blessed the Sultanate of Oman with an exten-sive coastline, second to none, and something that Oma-nis are rightly proud of. The Government of the country,mindful of its strategic location and after extensive fea-sibility studies, decided to explore the economic poten-tial of these coastlines to their fullest. Accordingly, a newport and dry-dock complex is being constructed at RasDuqm, approximately 7km from the town of Duqm. Thenew port complex is to provide facilities for commercial,naval and coastguard vessels, and ship repair.

The project comprises construction of two breakwaters,dredging for the approach channel, maneuvering basinand berths; the reclamation for the port, the constructionof quay walls and other adjacent maritime structures.

The maritime works contract was awarded to a consor-tium comprising CCC-STFA JV and Jan de Nul in April2007 with CCC play-ing the major role asthe leader of the CCC-STFA JV and also asthe leader of the CCC-STFA-JDN consorti-um. The investment inthese facilities at Duqmis among the Sultan-ate of Oman’s effortsto create the necessaryinfrastructure condu-cive to future diversi-fication programmesand to achieve thosegoals the consortiumhas also committed it-self to employing state-of-the-art ‘best practic-es’ available anywherein the world.

Construction started in May 2007; currently the work iswell advanced, with construction of a large camp hous-ing 2,000 workers, construction of site access roads, de-velopment of a very large quarry, the installation of con-crete batching plants, and the construction of yards forpre-cast concrete production for the breakwater armourunits and for the quay wall blocks. The construction of themain breakwater is substantially completed for a lengthof 700m, with underwater construction proceeding be-yond. The first section of the Lee Breakwater has alsobeen substantially completed. Some 6 million cubic me-ters of dredging has been carried out together with recla-mation of the shipyard area.

Being impressed by the progress of project milestonesthus far achieved under the lead of CCC, the client real-ized that the construction of a ‘Super Port’ at the projectlocation may not be a far-fetched dream. The Govern-ment of the Sultanate of Oman thereupon decided to sub-stantially increase the size of the port for strategic use.

The volume of the additional work required, more thandoubles the work originally contracted.

After some initial studies, the consultants, HaskoningsUK Ltd, Maritime Division, confirmed and recommend-ed that the present contractors are best suited to pricethe additional works for consideration. The consultantsthereafter, in April 2008, prepared a bill of quantities tothe additional work based on extrapolation from the orig-inal bill of quantities.

After a series of negotiations, the consortium’s final of-fer was submitted to the engineer with copies for the ap-propriate ministry and the tender board. The consultants,after analyzing the prices submitted, recommended andforwarded the consortium’s final offer to MOTC in theform of an instructed variation order for the client’s ap-proval. On August 26, 2008 the client’s tender board ap-proved the variation order, thereby authorizing the con-sortium to proceed with the extended scope. This bringsthe anticipated date of completion for the extended mar-

itime works to the mid-dle of the year 2012and a contract val-uation in excess of US$1.35 billion for theCCC-STFA-JDN con-ortium.

The new port is ide-ally located and is ca-pable of catering toall future foreseeableneeds of the Sultanateof Oman.

During the construc-ion of this project, due

priority is given to thehealth and safety of theworkers with equal re-gard to conserving theexisting eco-system of

the marine life. To this end, though the quarry and pre-casting operations run on a round-the-clock basis, the ma-rine construction activities remain suspended after sunsetand during the monsoon season.

The project is currently the largest on-going publicworks project in Oman. On completion it will be the sec-ond largest port in the entire Gulf, second only to Jabel-e-Ali, UAE. With very senior engineers commanding thisproject, it is likely that some of them will retire upon thecompletion of this project, which will cap their work ex-perience at CCC with a prized jewel of the engineeringworld.

Rizik Abu MiddianSr. Project Manager

Muhammad Suleiman El DawoodTechnical Office Manager

New Port & Dry-Dock Complex at Duqm: Maritime Works

itdauUCs

apano

tiphwge

Health, Safety & EnvironmentHealth, Safety & Environment


The adopted Incident Injury Free (IIF) concept is a very good tool that encourages you to first initiate contact with people and then encourage them to take care of each other.

I remember one incident when I was an HSE Officer on the NBT Project in Dubai. There were two gantry cranes in the pre-cast area which used to lift 80 ton beams and travel. I had personal relationships with most of the labour-ers. Once there were two labourers whose only assignment was to clean the railings of the gantry crane. The whole day their job was to brush the rail-ings so that no debris would block the wheels. One of the labourers (named Tarsem Singh) called me one morn-ing and said: “Sir, I want to show you something!” I said “good, I will come with you”.

He took me to the gantry crane and showed me that all the welding joints had hairline cracks.

I immediately stopped the job, as just where the gantrycrane was moving there were 40 to 50 workers (carpen-ters, steel fixers and masons) and if this crane fell overwith the 80-ton beams, many people would be seriouslyinjured. I immediately alerted my boss and stopped thejob, and the crane manufacturer support team was calledto do the welding. Afterwards, an ultrasound test wasdone by a third party and work started only after receiv-ing the third party certificates.

In this way the labourer, who observed and reported theunsafe condition, potentially saved approximately 40 to50 workers’ lives. The HSE officers should maintain goodrelationships with the workers because this is why the la-bourer called me and showed me the cracks. This is whypersonal relationships should always be encouraged andall employees should have their eyes on safety: at the endof the day we are one family and any hazard would af-fect us all.

The labourer was given an award for his timely recogni-tion of the hazard and for alerting us.

In fact it does take time to win theonfidence of people but if we main-ain good relationships, I am sure peo-

ple will take care of each other and wean prevent incidents and accidentsrom happening.

The INJURY-FREE INCIDENTourney should be maintained and con-inued on all our projects.

Bipin PandeySenior HSE Officer

Qatar Shell Pearl GTL Project Qatar

Incident / Injury Free

In this way the labourer who observed and reported the

ctapcfr

joti

Area NewsArea News


Saudi Arabia

Al-Khafji 3M Award

Al-Khafji Field Development Project,

August 6, 2008: an award ceremony

was held to celebrate three million safe

man hours at the project. As you will

see from the photo, Mohammad Bad-

awi (Control Manager) is receiving the

award from Gerald Shaw (HSE Man-

ager, Khafji Joint Operations), with

the undersigned in the background.

Naeem Ahmad SubhaniHSE Manager - KFDP

Sa

Al Kh fji Fi ld D l t

Area NewsArea News


Fahad Al Ahmad Project

Kuwait

CCC’s scope of work in the Fahd Al Ahmad Project waspart of the award by the Arab Housing and Construc-tion Ministers for the best project executed in 2007 in theArab world, this providing once more CCC’s commitmentto quality in the construction industry.

The project scope was mainly the construction of the in-frastructure networks for 600 private housing units; theconstruction of public buildings with a total built-up areaof 28,384m2 and the construction of twelve substations.The infrastructure scope consisted of 800,000m3 of back-filling; 60km of water, sanitary and storm networks vary-ing from concrete pipes, ductile iron pipes and vitrifiedclay pipes; 31km of cables and 16.8km of asphalt roads.

The site works started on December 17, 2005 and weresuccessfully completed two months ahead of scheduleon December 16, 2007. The total contract value was KD7,569,000, equivalent to approximately US$25.6 million.

The project schedule was very tight but CCC completedit ahead of time and to the satisfaction of the client.

Magdy MansourArea General Manager

t

Area NewsArea News


Monuments & Fountains Complex - Ashgabat

Turkmenistan

Turkmenistan is an inde-endent and neutral state

with a population of fivehgabat is the capital of themenistan, Gurbanguly Ber-

dimuhamedov, steers the country on the route to devel-opment and prosperity.

Large-scale town planning is underway; the building of new automobile highways and bridges is being carried outall over the country; new main oil and gas pipelines arebeing laid and the construction of power supply infra-structure is tak-ing place.

All over the country, the con-struction of muse-ums, housing and office buildings, sports complex-es, schools, parks, industrial, textile combines, hotels are conducted as a result of large-scale works ac-complished under the leadership of the Honourable President of In-dependent and Neutral Turk-menistan for the purpose of the prosperity of the country, the peaceful life and tranquilityof the nation and the basic stability of the country.

At the present time, after several meetings and negotia-tions, the management of CCC and Polimeks has agreedto work as a joint venture on building a highway and anOlympic complex, among other projects in Turkmeni-stan.

The Turkish company Polimeks has been responsiblefor the construction of many large projects in Turkmeni-stan. One of them is a monumental complex of fountains.The grand opening ceremony took place in Ashgabat onJuly 29, 2008. The planning and scope of the new complex of fountains are truly amazing. Representatives of CCCwere officially invited as guests of honour at the openingceremony.

The new fountain complex will become a symbolic fea-ture of Ashgabat. It is located at the crossroads of the big-gest city highways at the entry of the International Air-port and it honours the heroic names of the ancestors of the Turkmen Nation.

The main feature of the complex is the multi-tieredcomposition with a sculpture of the Great Oguz-khan ona horse in the centre. The highest point of the sculpture is23 meters above ground. The site of the building, includ-ing the central fountain with sculptures and four sectorswith fountains of smaller size in an environment of planted

trees and shrubs,e n c o m p a s s -es about 14 hec-ares. 16 thou-and cubic meters

of water fill theountain bowls.

The fountainomplex consists

of 29 pools in-luding six pools,

oblong in shape,ocated along theide of the high-

way. The bronzetatues weigh

more than 30ons. The com-

plex is equippedwith an electronicsystem for audioand light shows.

Lighting devices with solar batteries are used for lightingthe area during nightime.

The president of Turkmenistan, in a speech at the open-ing ceremony, thanked all the visitors and especially thosewho participated in the construction of this grandiose ar-chitectural work of art. He congratulated all the partici-pants at the ceremony and all Turkmenistans on this sig-nificant occasion. The head of state wished good luck andsuccess to all, and noted that this fountain complex willbecome another symbol of stability of the country andwill perpetuate the history of an independent and neu-tral Turkmenistan and the memory of the great peopleof the nation.

Ahmad El-Refai

Tu

Tpew

million. Ashstate. The president of Turkm

teetasaofo

cocolosiwstmtopwFrom left to right: Juan Boulos (CCC), Clive Read (CCC), Deniz (Polimeks), Dr. Ahmad El-Refai

(CCC), Cem Duna (Polimeks), Ertugrul Tuncev (Polimeks), Birol Ongöl (Polimeks)

Area NewsArea News


Wood Group & CCC Operations & Maintenance JV

United Arab Emirates

A news release on July 30, 2008 announced the forma-tion of a new joint venture between the Wood Group andCCC.

John Wood Group PLC (“Wood Group”), is an inter-national energy services company with US$5bn sales, em-ploying more than 26,000 people worldwide and oper-ating in 46 countries. The Group has three businesses:engineering and production facilities; well support, andgas turbine services/providing a range of engineering, pro-duction support, maintenance management and industri-al gas turbine overhaul and repair services to the oil andgas, and power generation industries worldwide.

The new joint venture will provide operations and main-

tenance services for the oil and gas, and petrochemicalindustries in Qatar, Kuwait, Saudi Arabia, Oman, UAE,Bahrain and Yemen.

Les Thomas, Board Director for Wood Group Produc-tion Facilities said, “The Wood Group-CCC joint venturecombines Wood Group’s market leading engineering,operations and maintenance expertise with CCC’s mar-ket leading engineering and construction capabilities andsubstantial regional resource base in the Middle East to

bring a new highly comple-mentary service to compa-nies operating in the MiddleEast region.”

Over the next ten years it is estimated that there will beUS$600bn of investment in oil and gas, and petrochem-ical plants in the region with a need for ongoing opera-tions and maintenance support. Wood Group–CCC is apowerful combination that has the people, equipment,skills and experience to provide that support.

Samer Khoury, Executive Vice President Operations,said, “We are delighted to have formed this joint venture,combining the great complementary strengths of Wood

Group and CCC. Both companies put health, safety, en-vironment, people, competence and training at the topof their agendas and the joint venture represents a majorstep towards providing a broader capability to our Mid-dle East clients.”

Bulletin Staff

s

estimated that there will be

Wood Group Chairman Ian Wood with Said Khoury

In The NewsIn The News


The following article is a reprint from MEED 13-19 June 2008

edition and is reproduced with the kind permission of the

magazine’s management:

CCC - The Family-owned Construction Business isyKeen to Expand into Africa, Central Asia and the Far p ,East

Company Snapshot

Date established: 1952•

Main business sectors: Construction•

Main business regions: Middle East, Africa•

Group revenue 2008 (projected) US$5.6bn•

Consolidated Contractors International Company(CCC) was founded as a civil engineering company inLebanon in 1952 by the late Khalid Abdul Rahman, Ha-sib Sabbagh and Said Khoury. In 2007, it had a turnoverof $4.1bn, employs 170,000 people and operates on fourcontinents. Its first project was the civil engineering andfoundation works for US-based Bechtel on the BP Tap oilpipeline running from Iraq to Syria. In the following dec-ade, the firm worked on a wide variety of major projectsacross the Gulf, such as the commercial harbour at theJubail petrochemicsl complex in Saudi Arabia and the400-kilometre oil export pipeline in Yemen from Maribto Hudaiba port, and all of Qatar’s liquefied natural gas(LNG) trains.

Structure

Headquartered in Athens, CCC remains a family-ownedbusiness. Hasib Sabbagh remains at the head of the com-pany as honorary chairman, and Said Khoury is chairmanand president. The company is run by their sons, whomake up the remainder of the board. Tawfic Khoury is di-rector and executive vice-president, Samer Khoury is di-rector and executive vice-president for operations, andSuheil Sabbagh is director for group human resources.

In addition to the board, there is an executive committeethat comprises Tawfic and Samer Khoury, together withfive group vice-presidents. Vice-presidents for each re-gion report to the executive committee. Also reporting tothe committee are the vice-presidents for key business ac-tivities such as construction management and estimation.

The contracting business is complemented by sever-al group companies that provide related constructionand development services, including CCC UnderwaterEngineering, CCC Oil & Gas, Acwa Services, Morgan-ti Group, Sicon Oil & Gas and National Petroleum Con-struction Company (NPCC).

Operations

The contracting business, like the majority of contrac-tors operating in the Gulf, has experienced rapid growthover the past five years. In 2003, total revenue was about$2bn but in 2008 it is expected to reach $5.6bn. Over thatperiod staff has increased from 8,000 to 17,000, the labourforce has grown from 67,000 to 150,000, and the replace-ment value of the company’s equipment has risen from$300m to $750m.

Although the real estate boom has allowed many con-tractors in the region to achieve record growth, oil, gasand upstream petrochemicals remain CCC’S prime focusand it derives 80 per cent of its turnover from these sec-tors.

In Qatar, it is part of the consortium that was recentlyawarded the contract to build the Qatar-Bahrain cause-way. That contract followed the award earlier this year of the $1.8bn contract to upgrade Ras Laffan port, its larg-est contract to date.

Away from contracting, the company has several small-er businesses. In the real estate sector, it has a 5 per centstake in Saraya in Jordan and a 12 per cent stake in theOmagine project in Oman. In energy, the group’s CCCEnergy division is pursuing oil and gas opportunities inGaza with the UK’s BG and in Yemen with the US’ Occi-dental Petroleum.

Samer Khoury interviewed by MEED

Operations

Revenue ($bn)



Ambitions

The company wants to build on its position in the Gulf and develop business opportunities in other regions sothat its turnover is split equally between the Gulf andthree key international markets. The first is Africa. CCCalready has offices in 12 countries extending from Libyain the north down to South Africa. The second area cov-ers the Central Asian states of Turkmenistan, Azerbaijanand Kazakhstan, and again the company is already oper-ating in these countries. The third area, which CCC plansto target in a more opportunistic way, is India, Pakistanand the Far East.

Operationally, CCC is keen to develop new businesslines that it plans will account for up to 10 per cent of turnover in the coming five years. Operation and main-tenance for the oil and gas sector is one area and utili-ties management another. The company has establisheda joint venture with the UK’S Wood Group to serviceoil and gas facilities, and for utilities management it hasteamed up with the Erinaceous Group, also of the UK.This will enable it to continue earning revenue from theprojects that it is currently building.

The company is also improving its environmental per-formance by installing solar panels and recycling wastesuch as batteries, paper and filters. It is also looking to in-vest facilities that manufacture environmental products.

MEED Assessment

With operations in oil, gas, petrochemicals, real estateand infrastructure, CCC is not only the largest contrac-tor in the Middle East but with close to 170,000 employ-ees, it is also one of the region’s largest private sector em-ployers.

With almost 60 years’ experience, the company has along-term perspective on the market and is aware thatcontracting is a cyclical business. It has a strong reputa-tion that has stood it in good stead in the past but it mustensure it maintains this position by delivering its projectson time. As Samer Khoury says (see next page) this hasbeen a challenge over the past two years.

Although delivery is an issue across all sectors, the prob-lem is particularly acute in the real estate sector. With thisin mind, CCC has to tread carefully in this volatile sectorand is wisely only working on a handful of major projects,preferring to concentrate on oil, gas and upstream petro-chemicals.

Strategically, CCC has been keen to diversify into newmarkets and businesses to insulate it from the shock of any market downturn. The developing economies of Af-rica and the Commonwealth of Independent States (CIS)offer long-term potential and new business streams couldprovide sustained long-term cash flow.

With this strategy, CCC should be able to overcome anyobstacles and maintain its position as the region’s largestcontractor.

Colin Foreman

...Samer Khoury interviewed by MEED

Ambitions MEED Assessment

Employees Total (‘000) Employees Total (‘000)



QUESTIONS & ANSWERS: SAMER KHOURY, EXECUTIVE VICE-PRESIDENT, OPERATIONS

Will the sub-prime crisis have an Q:

impact on the Middle East project

market?

Many people here in the Middle EastA:

are complacent. They say we are inde-

pendent economies and we will not be

affected by the sub-prime crisis. I totally

disagree. If you look at the wealth funds and individuals

of the region, most have their money invested in the US

or Europe. So it will affect their finances and our projects

because it will reduce the liquidity in the market.

Which sectors are the most vulnerable?Q:

Real estate, manufacturing and tourism but not power or A:

oil and gas.

Another economic problem is the weakening dollar. Q:

Is this a concern for CCC and do you think we should

expect a revaluation?

The dollar is a problem, and it affects us because (Sau-A:

di) Aramco, Adnoc (Abu Dhabi National Oil Company),

QP (Qatar Petroleum), everyone, pays us in dollars. We

all know about inflation and the possibility of depegging

or devaluing the dollar and local currencies. The coun-

tries say they are not going to do it, but to curb inflation

and to protect themselves there has to be, if not a depeg-

ging, a revaluation of local currencies against the dollar.

You have been involved with several different forms Q:

of contract on projects in recent years. What have

your experiences been?

One contract type is engineering, procurement and con-A:

struction (EPC). For us that is the preferred platform

and we will work for the engineering firm as its exclusive

contractor. In my opinion, it is the shortest, smartest and

most economic option. Another type is the EPCM where

the client awards the engineering, procurement and con-

struction management to a firm. The client is involved in

the award of every construction package, and CCC and

other contractors bid for these packages.

The disadvantage of this is twofold, you do not know how

much the job will cost because you do not know the val-

ue of a package until the order is placed. During construc-

fere with each other.

The third is lump-sum turnkey (LSTK) convertible which

is faster than EPC, but converting the lump sum is not

easy.

We have had that experience with Bechtel and Technip

on Khursaniyah.

It took us more than a year to convert and that was not a

good experience. So my preference is the first option.

What are the challenges that lie ahead for CCC?Q:

The short-term challenge is not to take on too many jobs.A:

One bad job will eat the profit of all the others. So the

challenge is to say no.

The second challenge is to meet our commitments with

our clients. I am afraid to say that on many of our projects

we are not doing them on time due to the abnormal mar-

ket conditions. In the medium term we have to regain the

confidence of our clients.

And in the long term?Q:

The long-term challenge is new entries into the market.A:

We have Koreans, Chinese and Indians that are aggres-

sive in the market and we cannot discount all of them.

Some are delayed, some are not producing good quality

work but they are learning.

So the long-term challenge is to see how these people per-

form and if they perform well maybe we have to join them.

If you can’t beat them, join them.

...Samer Khoury interviewed by MEED

s and individuals

tion, you have four or five contractors on site that inter-

fere with each other

“The long-term challenge is new entries in

the market. We have Koreans, Chinese and

Indians that are aggressive.”

Information TechnologyInformation TechnologyText


Most of us, even seasoned Internet users, sometimes getconfused about different terms we hear every day: wiki(Wikipedia), blogs, social networking (Facebook), fo-rums, newsgroups, discussion boards, and so on. Howev-er, it is very important to know the difference. Below is asimplified version of the definitions, a comparison of eachentity, and most importantly how to use them:

Wikipedia

Explaining to my nephew what Wikipedia is in a fewwords: “Image you can have the Encyclopedia Britanni-ca for free, kept up-to-date and you can even contributeto it. What’s more, everyone else can see the changes youhave made … that would be Wikipedia”

Wikipedia is the community-edited online encyclopediawhere thousands of volunteers have created millions of articles in 255 languages on everything from global warm-ing to Haifa Wehbe.

Here is a more detailed definition of a wiki giving someof its usages:

It is a set of Web pages that enables anyone to accessand contribute to it. It can be used to create a collabo-rative website, to create a community website, a collabo-rative and free encyclopedia, an encyclopedia that is notlocked under the control of a single organization, is anenemy of a static Internet, and it is definitely my new Bri-tannica.

Finally, imagine a working environment where the phi-losophy is to make it easy to correct mistakes, rather thanmaking it difficult to make them. Wouldn’t that pro-mote creativity? Well, if I compare Wikipedia to Britan-nica, then Wikipedia is the one designed with this philos-ophy…

Internet Forum

Imagine a meeting place where everyone is equal. Any-one can start a discussion by creating a topic and every-one else can comment and reply to this topic. That wouldbe an Internet forum. Most importantly in a forum is thatcategorization of content is by topic rather than peopleor interest.

Internet forums are also commonly referred to as Webforums, newsgroups, message boards, discussion boards,discussion groups, discussion forums, bulletin boards, orsimply forum.

Want to know more about forums? Visit http://en.wikipedia.org/wiki/Internet_forum or Google “wikiinternet forum”.

Blogging

Blogs are less democratic than forums. The blogger isin control of the discussion, still allowing questions andcomments from the audience. A blog is a website main-tained by an individual or a team. Entries are created injournal style and displayed in reverse chronological or-der. The word ‘blog’ can also be used as a verb, meaningto add content to a blog.

For the last few years, blogs are considered to play a rolein shaping political and business stories that experts couldnot ignore. Although some blogs are seen as gossip col-umns, many bloggers are leading the way to bringing keyinformation to the public. For more Google “wiki blog-ging “, you will mostly have http://en.wikipedia.org/wiki/Blogging as your first choice.

Social Networking

Social networks are like networking tables at a confer-ence luncheon (those table signs that invite people to join/meet others with similar interests). Social networks allowmembers to organize around a person’s relationships orinterests, rather than just focusing on a topic. People whowant to meet each other (or find someone they alreadyknow) will connect by a variety of common interests. Fa-cebook is definitely one of the leading social networkingtools that enable people to connect together based on likeinterests.

“Social network analysis views social relationships interms of nodes and ties. Nodes are the individual actorswithin the networks, and ties are the relationships be-tween the actors ….. social networks operate on many lev-els, from families up to the level of nations, and play acritical role in determining the way problems are solved,organizations are run, and the degree to which individualssucceed in achieving their goals.” Wikipedia

Want to know more, you know how to find it…

Aref BoualwanISD

Internet Definitions

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thing at the right time. This is a wisdom seen by their fol-lowers who will respect and love their managers.

People naturally respect those who are stronger thanthemselves. They change direction and align themselvesto follow their manager whom they respect. They respecthim, because that manager is prepared with the right an-swer, with the right paradigm, with the right attitude, with

at manager is always there ast manager is prepared whenng with his subordinates, pre-negotiates with others, pre-

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The Factors of Respectability

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Sports & LeisureSports & LeisureText


Over 5,000 athletes from all over the world de-scended on the English town of Leeds for a three day Olympic ‘style’ event held on July 12-15. Inter-national corporations sent teams from their offic-es across the globe to participate in more than 20 sports which took place at various venues around the city. An opening ceremony and grand parade set the stage for an exciting few days. The CCC contingent of athletes consisted of an elite group of 9 competitors who earned the right to compete in the world games by winning gold medals in the European games held in Athens in October 2007. Despite some very tough competition the athletes placed well.

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CCC Bags Silver Medals at World Games

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Athlete Place Sport Category

Damon Morrison Silver Tennis Mens 40+

Damon Morrison, Firas Ali Silver Tennis Mens Open Doubles

Hassan Hafez 5th Table Tennis Mens Age Category

Olga Bisbikis 7th Bowling Womens Open

Angeliki Maltezos 7th Bowling Womens Age Category

Eva Maltezos 10th Bowling Womens Age Category

Antoine Haddad 12th Bowling Mens Open

Yannis Yannoulis 16th Bowling Mens Open

Abed Yousef 25th Bowling Mens Age Category

Antoine Haddad, Yannis Yannoulis 11th Bowling Mens Open Doubles

Eva Maltezos, Angeliki Maltezos 6th Bowling Womens Open Doubles

Abed Yousef, Olga Bisbikis 7th Bowling Mixed Open Doubles

Antoine Haddad, Yannis Yannoulis, Abed Yousef, Olga Bisbikis 15th Bowling Team



Olympic Games - Beijing 2008

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CCC, in collaboration with the Egyptian Embassy, invit-ed the teams listed below to participate in the 1st Ram-adan Soccer (5s) Tournament. The event took place fromSeptember 10-26, 2008 at the DAIS Sports Centre in Ma-rousi, Athens.

The following teams participated in this competition:

Egypt•

Syria•

Kazakhstan•

Iran•

Arab Youth•

Sofitel•

Greeks from Egypt•

CCC (host team).•

The final between Egypt and Syria was a very exciting match which had everyone on the edge of their seats till the very last minute. After two halves of 25 minutes and extra time of 5 minutes, the score was 1-1. Referee George then played the penalty kicks where Egypt won 2-1.

After the game, we had a presenta-tion where His Excellency, the Ambas-sador of Egypt Mr Hamdi Loza and Her Excellency, the Ambassadress of Syria Mrs Souad Al-Ayoubi, both at-tended the final and presented the medals to the opposite teams. We also had a representative from the Turkish

Embassy, who wished he had his team participating in thetournament as well.

Samir Sabbagh handed over the Cup to His Excellen-cy, Mr Loza.

The Best Scorer award went to Yasser from Syria andthe Most Valuable Player Award went to Raed also fromSyria.

Congratulations to all participants!

Anna Hussein

CCC Ramadan Soccer Tournament

The two winning teams: Egypt and Syria

From left to right: H.E. Mr hamdi Loza, Samir Sabbagh, H.E. Mrs Souad Al-Ayoubi

Milestones Milestones

Engagements & MarriagesEngagements & Marriages


BirthsBirths

Prakash Naik (Equatorial Guinea) is happy to announce to his

colleagues that he got married to Shweta on April 29, 2008. The

ceremony took place in his home town of Karwar, Karnataka,

India in the presence of all family members and friends

Saad Khalil Abou Naassi (Ruwais 3rd NGL Project, Abu Dhabi) is happy to announce his marriage to Marwa Salih Abu Khamis on Friday 08/08/08. The happy event took place in Baalbeck City, Lebanon in the presence of all his family and friends.

Pramod Kumar (RGX Project, Qatar) and his wife Praseetha

are pleased to announce the birth of their baby boy called Pranav.

He arrived on June 15, 2008 in Ottapalam, Kerala, India, to the

delight of sister Pranaya who is very happy to have a little brother

as playmate.

Rafeeq Kannanchery (KFDP, Saudi Arabia) and his wife Nusaiba have the pleasure of announcing the birth of their fi rst baby boy who is named Shameel. He was born on May 11, 2008 in Tanalur, Tirur, Kerala, India.

It is with great happiness that Mazyad El-Hassanieh (QGXII Project, Qatar) and his wife Noor announce the birth of their second child, a boy named Madyan.He was born on August 27, 2008 in Sayda, Lebanon.

Fakrudeen A. Ahamed (Jubail Camp, Saudi Arabia) and his wife Razia are proud to announce the birth of their fi rst baby boy named Aadil. He was born on August 15, 2008 in Pondicherry, India to the delight of all the family and friends.

B. V. Rajkumar (MAT Project, NDIA, Qatar) and

wife Florence Kishore Rani announce the birth of their

fi rst baby boy, Surya Kiran. He arrived on August 27,

2008 in Yellamanchili, Visakhapatnam, India to the

delight of all the family and friends.

We are happy to inform you that a son is born to A. Joseph Michael Raj (RGXII & AKG2 Projects, Qatar) and wife Vinita. His name is Andrew James.

Saeed Afzal (RGX Project, Qatar) and his wife

would like to announce the birth of their third baby

boy called Numan Saeed. The baby was born on

September 20, 2008 in Narowal, Pakistan, to the joy

of all the family and friends.

Ghulam Abbas (RGX Project, Qatar) and his wife Farida

would like to share their joy with you by announcing the

birth of Shafa, their fi rst baby girl.

Jana is the name of the fi rst baby girl born to Mohammed

Khalfan Al Fazari (SPII Project, Oman) and his wife Iman Ali

Nasser. All the family is delighted with the new arrival, born on

August 24 in Oman.

Photographer:Photographer: Shine Sudhakaran

Shine Sudhakaran



QATARQATAR

Photographer:Photographer: Ismail Qeshta

Ismail QeshtaNPDD Coreloc Transport

NPDD Coreloc TransportOMANOMAN

Photographer:Photographer: Dennis Bautista

Dennis BautistaSohar Interchange Project - SBD Project

Sohar Interchange Project - SBD Project

OMANOMAN

Photographer:Photographer: Dennis Bautista

Dennis Bautista



OMANOMAN

And the Winner of the And the Winner of the CCC Photo Competition CCC Photo Competition

is ...is ...

BulletinThe BULLETIN is a publication issued at CCC

in Athens by volunteer staff.

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

welcome.

CCC BULLETIN

P.O. Box 61092

Maroussi 151 10

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

see The BULLETIN on line at

www.ccc.gr - News - Quarterly Bulletin

EDITORS

Samer KhouryZuhair HaddadNafez HusseiniDamon Morrison

PUBLIC RELATIONS

Samir Sabbagh

PRODUCTION

Jeannette ArduinoPenny XenakisNick GoulasGeorgia GianniasAlex Khoury

Contents

Civil is Back

FROM THE DESK OF...

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

MAIL BAG..............................................................................1

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

QUALITY MANAGEMENTPurchasing Processes - Mounir Soufyan.............................4

FEATURE: Civil is BackBack to the Roots - Mahmoud Zeibak................................6The Emphasis is on CIVIL Again - Harry Lakerman.......8CCC Build - Roddy Maciver/Azzam Fedda......................10Dubai Mall - Ziad Bayoud/Elie Alexandros...................12Nubaria 750 MV Power Plant - Bassam Daher................15Power Stations in Egypt - Bassam Daher...........................16Sohar-Buraimi Road Project - Hatem Abu Zainah.........17Ras Laffan Port Project - Yehia Helmy.............................18Qatar-Bahrain Causeway - Mazen Karam.......................20Duqm Maritime Works

Rizik Abu Middian/Muhammad El Dawood.....22

HEALTH, SAFETY & ENVIRONMENTIncident/Injury Free - Bipin Pandey...................................23

AREA NEWSSaudi Arabia: Al Khafji 3M Award

Naeem A. Subhani..................................24Kuwait: Fahad Al Ahmad Project - Magdy Mansour.......25Turkmenistan: Monuments & Fountains

Ahmad El-Refai.........................26UAE: JV with Wood Group - Bulletin Staff...................27

IN THE NEWSReprint from MEED - Bulletin Staff................................28

INFORMATION TECHNOLOGYInternet Definitions - Aref Boualwan...............................31

REFLECTIONSThe Factors of Respectability - Riad El-Haj.....................32

SPORTS & LEISUREWorld Corporate Games - Bulletin Staff..........................332008 Olympics - Damon Morrison....................................34CCC Ramadan Soccer Team - Anna Hussein..................35

MILESTONESAnnouncements.................................................................36

PHOTO COMPETITIONAnd the Winner is ...

BBulletinulletin - Consolidated Contractors Company CONSOLIDATED CONTRACTORS COMPANYC O NTRAC TORS C...

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